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. 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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

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Write a literature review on the reliability of the clinical assessment of the 1st Ray - Essay Example aluation is carried out through the use of one hand to stabilize the four lateral metatarsals while the other hand of the examiner applies pressure on the head of the first metatarsals to cause a plantar or dorsal displacement. Even though this method is vague with reference only to inter-examiner reliability, manual testing could be adequate enough for a personal clinician to categorise the motion of the foot as being hypermobile, normal or stiff. Several comparisons with other patients are beneficial in assisting the clinician to determine whether the first foot is normal or not. First Ray Examination: essentially, the first ray is an important part of the foot as it contributes to the movement and gait of a person. Since clinical evaluations have often found first ray abnormalities to be associated with the hillux rigidus, hallux valgus and metatarsus primus varus. Medical practitioners believe that there is a mechanical explanation for these pathologic conditions (Glasoe et al 1999). The mechanical movement of the foot is imperative to locomotion and therefore, abnormality will cause difficulties in movement. Diagnosing a problem in the mobility of the first ray by using the manual model is achieved in this manner; with the ankle placed at a neutral position, a slight pressure is applied to dorsiflxion just below the first ray metatarsal head, there will be an inferior portion of the first metatarsal brought to the sagittal plane level of the smaller metatarsal heads (Cornwall et al (2004). In case the inferior element of the heads of the first ray metatarsal do not contact the smaller metatarsals’ plane, then the first ray is considered as stiff. However, in case the features of the first metatarsal head go beyond the smaller metatarsals plane, then the first Ray can be described as hypermobile (Voellmicke & Deland 2002). Since theses diagnoses are critical in a clinical setting, their reliability and validity is equally important. This is because

The Oktoberfest Essay Example | Topics and Well Written Essays - 1000 words

The Oktoberfest - Essay Example In fact, the city may have visitors coming from as far away as Japan and India when Oktoberfest is in full swing (Mcnabb, 2009). Considering that seven to eight million people come to Munich for the Oktoberfest, it can become quite a difficult task to manage and provide for the needs of so many people. Visitors also consume huge amounts of food, alcoholic and non-alcoholic beverages which are served in both traditional and non-traditional forms. The event itself and the surrounding celebrations are heavily sponsored by local, regional and international companies since they sell and promote their products to millions of people at Oktoberfest (Mcnabb, 2009). Of course the control of the events and the manner in which they are supposed to play out is dependent on the government of Germany as well as the city government of Munich but it must be noted that it is entirely possible for an event such as this to get out of hand. Therefore, there are several event management related considerations for the festival amongst which, the first is the issue of security. Modern recurring events such as the Olympics or sporting world cups may have the advantage of being located in different countries at different times of the year which gives an added layer of security to the event. However, this advantage is not available to the management of the Oktoberfest since it is held every year, around the same dates, at the same place. This means that the security of the event will depend on how well trained are those people who are controlling and managing the security processes at the Oktoberfest. Undoubtedly, the city of Munich is well aware of the issues surrounding the security threat at events such as these since it was the Munich Olympics which resulted in a massacre of innocent Olympians. The city certainly would not want to see such a tragedy take place again therefore the security of the Oktoberfest is

What does Benedict Anderson's concept imagined community mean when Essay

What does Benedict Anderson's concept imagined community mean when comparing the idea of nationalism - Essay Example The process of Anderson’s imagined community is fundamental in understanding the elements of entry and connection in nationalism. It transcends the idea that nationhood is fabricated or merely imaginary discourses. This is the reason why the concept of imagined community is very popular among social theorists. The thesis is not that explicitly constructivist but the idea captures the intensity of the concepts such as nationalism and nationhood. As an imagined community, a nation is provided a narrative meaning for individuals that constitute it by allowing the imagination of a territory of the nation without having personally to encounter it and its inhabitants. The approach does not see nationalism as a discourse of power or one of ideology but one of cultural meaning and cognition. In imagined community†, gaps could still be found – there are limitations in regard to the explanation of the elements that characterize the concept. Indeed, Anderson, himself, have l eft open several areas and questions because the subject is dynamic. However, these do not entirely undermine the potency of Anderson’s vision. All in all, Anderson’s most significant contribution here is that he was able to address all the anomalies that most theorists have created or was not able to tackle in defining nationalism.

Holes Essay Example for Free

Holes Essay There are many different challenges that Stanley Yelnats (the main character) from the bestselling novel Holes written by Louis Sachar has to over come. Stanley was first seen in the movie when a tilted shot of shoes hit him in the head and he fell on the ground portraying he was weak and a bit stupid. Stanleys personality was also displayed when his mum was so shocked when the police came around to their house telling them Stanley had stolens, this shows that Stanley had never commited a crime before and wasnt usually a trouble maker. The movie directed by Andrew Davis portrays everything the book does and it shows nearly all the insight into Stanleys life that author describes in the book. There are many challenges but the main one is breaking the curse that Stanleys family has been stuck in for more than 100 years. This challenge shows many significant themes in this book like friendship, determination and fate. The main dispute for Stanley was breaking his family curse. Although he didnt know if it was even real and that he had broken it , it was clear for the audience watching the movie that he had. The curse was put on his family more than 100 years ago when the first Yelnats, Elya Yelnats went to a fortune teller called Madame Zeroni. She made him a deal that he could have one of her small pigs if he carried Madame Zeroni up the mountain when he was done making the pig nice and fat so he could give it to the father of the girl of his dreams. When he noticed that the girl really was stupid like Madame Zeroni warmed him he decided to move from Lativia to America. However he forgot to carry Madame Zeroni up the mountain so she put a curse on his family forever. This was portrayed by a dissolve of Madame Zeroni repeating that she will put a curse on his family to Elya leaving Lativia. The low angle of Madame Zeronis face made it obvious that she was not kidding and very serious about the curse. When Stanely carried Hectoria Zeroni (a descendant of Madame Zeroni) up â€Å"Gods Thumb† which was also portrayed with a low angle making it look very commodious, he broke the family curse. This challenge portrayed many key ideas and themes and one of them was friendship. Zero (Hector Zeroni) and Stanley didnt know eachother at all but due to them both being the outcasts of the group they started to get to know eachother and Stanley started to teach Zero how to read and Zero helped dig Stanley holes so he wasnt so tired and could teach him. These lessons however were then stopped by the Warden, who was introduced by a high angle on her boots which already made her look threating as you could compare it to some movies where the thief or cowboys boots got introduced before their face which usually portrayed they were a significant character that usually was there to cause harm. However this didnt stop Zero and Stanleys friendship growing, when Zero ran away form the camp as he had enough of it Stanley had to go and rescue his only close friend he had at the camp. This shows Stanleys friendly love for Zero portrayed by the dissolving of Stanley walking through the dessert and than of the sun showing how hot it was. The soundtrack of mysterious music kept you guessing to see if Stanley would end up finding Zero or not. The orange overalls that all the boys at Camp Greenlake wore made Zero recognizable in the dessert. The audience knew that when the two boys rejoiced both of them were very content due to the soundtrack turning from mysterious to faster more lively music. Another key idea that the challenge portrayed was change. Change for Stanley, his family and Hector Zeroni. There were many unanswered questions that produced tension, secrecy through the entire movie but these questions were all answered when Stanley broke the curse. There was quite a journey to break the curse for Stanley and during this period his character changed dramatically. He used to a gullable, weak , little boy that couldnt stand up for himself. But he turned into a strong, smart young adult that could even save someones life. His weak side was displayed through a high angle of Stanley searching for a camera in the shower, that he got told the Warden of the Camp had installed. This shows how gullable he was and believed everything the other boys in his hut said. As well as giving his findings in a hole to another boy who got a free day off as the Warden though he found it not Stanley. However when he was in the middle of the dessert. He saw â€Å"Gods Thumb† and took iniative. When Hector was to weak he carried him up and saved his life as he found water which the boys definitely needed as they were tired and dehydrated. When Stanley broke the curse it changed many other things mostly for his life and family. His dad finally created a way to make sweaty feet/shoes not smell and Stanley found his treasure that was buried for more than 100 years by Kissing Kate Barlow. This changed his entire lifestyle and he gave half of his treasure to Hector who used that to hire private investigastors and find his mum who he hadent seen for more than 4 years. As you can see the main challenge definitely portrays some key ideas and themes. It displays the friendship betweeen Stanley Yelanats and Hector Zeroni which is definitely one of the most important friendship. Furthermore it explains how Stanley, Hector and both of their families changed. Stanleys personality changed showed everyone how much you can change due to your circumstances and enviroment around you. He teaches everyone a good lesson and I would definitly recommend this to any person my age.

Alcohol Essay Essay Example for Free

Alcohol Essay Essay Alcohol is not only the reason why prohibition took place in the 1920s, but it is also the reason why many persons wake up not remembering their pervious night’s events. It has always been evident that alcohol has an effect on brain function, which in-turn impairs the behavior of a person. Alcohol can be separated into two separate groups: what is expected to happen, and what actually happens. Alcohol is expected to play social lubricant and aphrodisiac. When it comes to being social, alcohol does seem to have a loosening effect on people, however, it is almost the opposite sexually. Alcohol actually acts as more of a suppressant when sex is brought into the picture. It has only be known to be a sort of aphrodisiac because that is the way it is perceived and that is the way in which people choose to perceive it. Given the choice between two women, one holding an alcoholic drink and the other not, a man will more often pick the women with the alcoholic drink due to the fact that alcohol is a precursor to the possibility of having intercourse. It has always been evident that alcohol has an effect on brain function, which in-turn impairs the behavior of a person. Not only has alcohol been linked to multiple physical issues but also mental and emotional. When alcohol is consumed it can create acetaldehyde in the brain to allow a chemical reaction to take place with other elements already in the brain waiting to be activated. Acetaldehyde is present everywhere in the atmosphere and may be produced in the body due to the breakdown of ethanol. Short-term exposure to acetaldehyde results in disturbances such as irritation of the eyes, skin, and respiratory tract. Symptoms long-term intoxication of acetaldehyde seem to be parallel with those of alcoholism. Besides these physical effects, alcohol has been seen as playing a role in multiple sexual outcomes and processes. Even knowing that another person has drunk can influence the way he or she is viewed. And although alcohol is commonly known to be a social lubricant, it can also severely impair judgment and cause a person to carry out an action or become interested in something they otherwise would never explore or even encounter. When studying brain pathology, it is common to conduct postmortem research. This is because when a brain is functioning, it can be very difficult to view more than just images of the brain’s activity level. Studies conducted this way have contributed to our knowledge of the permanent nervous system damage from long-term and reoccurring alcohol intoxication. In terms of temporary effects, the list includes impaired judgment, poor insight, distractibility, cognitive rigidity, and reduced motor skills. Acute alcohol intoxication compared with sobriety effects hand-eye coordination, stability in gait and balance, and speed performance. When viewing a brain in vivo, a MRI is conducted and the images presented give insight as to which parts of the brain are being used while in the scanner. This machine has allowed comparison between a frequent drinker and a sober person. Many problems contracted while alcoholism is taking place can start to recover over extended sobriety, however they are also in danger to further decline with continued drinking. In terms of physical and emotional effects of alcohol, it does seem to play a role in many sexual adventures. This is probably because when a person is consuming alcohol, they are seen as more sensual and are believed to more likely engage in sex. Because of this, it is no surprise that alcohol has been known to serve as an aphrodisiac in situations such as weddings, dates, and fraternity keggers. Nonetheless, alcohol can be separated into two separate groups, what is expected to happen, and what actually happens. This is because drinking men and women are seen as more sexually obtainable and willing to take part in foreplay as well as intercourse than their non-drinking equivalent. However when it comes to what is truly occurring, things are quite different. Alcohol actually decreases both women’s and men’s genital reactions. Male’s penile prominence is actually restrained and their orgasm potential is decreased. Likewise, female’s potential for orgasm is lowered and the blood flow to the vagina is constrained. This means that even though people feel as though the alcohol is enabling them to become more sexual and be aroused easier and more often, it is actually doing the opposite. In spite of this, it is not noticed because of the expectancy. These suggestions were researched through a study of implementing alcohol as well as placebos to men and women and then having them view different images and talk with different people in order to see what would arouse them and what was seen as attractive and sexual. The misrepresentation of a drunk person is often perceived attempting to walk in a straight line and failing while displaying no coordination whatsoever. It should stand to say that if you were to give a drunken person enough time, there is a possibility they will be able to accomplish any task on a normal level. In the present paper, it has been illustrated that the link between health, wellness, sexual endeavors, social interactions, and behavior can all lead back to alcohol in some way. However, even knowing all these facts and the effects alcohol can cause not only mentally, but also physically, people continue to drink, even if only a sip.

European Union Decision Making

European Union Decision Making Introduction The European Union (EU) decision making process is quite a complex perform which involves more than one institution most of the times. The European council, the European parliament, and the European commissions are the key players within this key complex and multi-party process. More than the past five decades the European Parliament (EP) has motivated from being a mainly consultative assembly to being a genuine co-legislature. The growth in the European Parliaments powers was accompanied by a revaluation of its Standing Committees. The European Parliament (EP) is now generally seen as a co-legislator with the Council is a comparatively new development. It did not enjoy any effective rights of participation in the legislative process for more than three decades. As an assembly it started out with only two key powers: the supremacy to pass a motion of censure against the High Authority and the power to be consulted by the Council on selected legislative proposals. The opinions given in this traditional consultation procedure were non-binding. The Single European Act (SEA) 1987 represented a key step promote for the EP. It manifest the inauguration of a new triangular relationship between the Council, the Commission and the EP by introducing the co-operation procedure, which significantly enhanced inter-institutional dialogue, giving the EP the first opportunity to loosen its legislative power and to make use of its agenda-setting powers. The positive experiences structure of the co-operation procedure, the EPs legislative competencies were extended by the Treaty on European Union (TEU) commonly known as the Maastricht Treaty, 1993. Through the co-decision procedures beginning the Members of the European Parliament (MEPs) were, granted the power of veto in several policy areas, for the first time. The EPs role considerably strengthened by the Treaty of Amsterdam (1999), especially as regards its involvement in the legislative process. The procedure of co-decision has been extended from 15 to 38 Treaty areas or types of Community action and now applies to new areas within the fields of transport, environment, energy, development co-operation and certain aspects of social affairs. A new element in the Amsterdam Treaty is the reform of the co-decision procedure. Most significantly, a legislative act can now be adopted at the first reading if either the EP fails to suggest amendments to the Commission proposal or the Council agrees to the changes suggested by the EP. The EPs powers were accompanied by a revaluation of the EP Standing Committees. In the EU policy-making process they have become a key element and can be seen as a very important contribution to the determining of legislation. Operating Mode The EP Standing Committees have been described as the â€Å"legislative backbone† of the EP (Westlake 1994, p. 191). Under the proficiency of these committees everything that could possibly be dealt with by the EP, which officially examine only questions referred by the Bureau. The proposals in the practical political process, incoming legislative directly go to the responsible committee or committees. EP committees Development By 1953, committees have played a vital role within the EP from its setting up: seven committees had already installed by the Common Assembly. In 1979, after the direct elections, 16 standing committees were established. By the year of 1999 their number gradually increased to 20. At that point there was a growing feeling, however, that the number of committees should be reviewed with the main objective of distributing the new legislative obligations resulting from the Amsterdam Treaty more evenly (Corbett; Jacobs; Shackleton 2000, p. 105) The number of EP Standing Committees was subsequently reduced from 20 to 17 after the June 1999 elections. They each cover a particular area or policy field of the EUs activities and now have been reshuffled for the purpose of: (Christine Neuhold, 2001) merging issue clusters (external economic relations has been merged with industry and research and the Committee on Regional Policy now deals with policies concerning transport and tourism), emphasizing new priorities (e.g. equal opportunities now has a more prominent role in the Committee on Womens Rights and the same is true for human rights in the Committee on Foreign Affairs), ensuring greater committee oversight. The EPs committee structure does not correspond to any particular model. The Foreign Affairs, Human Rights, CFSP committee is, according to Westlake, clearly modeled on its equivalent in the United States Senate, but has far fewer powers (Westlake 1994, p. 135). Key players in committees We usually found that committee proceedings are to a large size formed by key players in the committee: committee chairmen, vice-chairs and rapporteurs, generally whose role is well known, and also draftsmen of opinion, shadow rapporteurs and committee co-ordinators. The chairmen and three vice-chairmen are its formal officeholders within each committee. When sensitive votes are held in plenary, the chairman presides over the meetings of the committee and can contribute considerably to shaping legislation. The function of the vice-chairmen is generally to stand in for the chairman when he/she is not available. Once a committee has decided to draw up a report or an opinion it nominates a rapporteur (when the committee bears primary responsibility) or a draftsman (when it has to give an opinion for another committee) (Corbett, Jacobs, Shackleton 2000, p. 108, 117). The group co-ordinators play an important role separately from the official officeholders. A co-ordinator selects by each political group who is responsible for allocating tasks to the group members as its main spokesperson. By opposition political group(s), mainly to monitor the work of the rapporteur are appointed the so-called shadow rapporteurs. By political groups the EP committees are composed on a cross-party basis and the composition process is organized in various ways through procedural rules, and by way of bargaining. Assigning leadership positions within committees is formally based on the dHondt procedure, whereby political groups have the choice of which committee they want to chair in an order determined by the size of the group (Christine Neuhold, 2001).   The individual (both full and substitute) members are chosen by the political groups with the aim of ensuring that each committee reflects the overall political balance among the groups in the EP(Christine Neuhold, 2001). The pivotal role of the committee chairmen, a position that has been described as a â€Å"prized office for MEPs† (Hix 1999), can be illustrated by the contrasting examples of two different directives. Even though the committee chairs were heavily lobbied in both cases, especially by industry, the outcome was highly different Normally the selection of rapporteurs and draftsmen is decided within the individual committees by a system, which is more or less the same in all committees. Each political group has, according to its size, a quota of points. The group co-ordinators then discuss reports and opinions to be distributed, decide how many points each subject is worth and make bids on behalf of their group, the bids based in theory (but not always in the practical political process) on the relationship between the number of points already used by the group and the original quota (Corbett, Jacobs, Shackleton 2000, p. 117). Political groups Significance within committees If committees are the legislative backbone of the EP, the political parties are its lifeblood or the institutional cement pasting together the different units of the Parliament (Williams 1995, p. 395). Each party group in the EP represents a very heterogeneous collection of established groups and temporary alliances (Raunio 2000, p. 242). For the legislative period of 1999-2004 eight political groups are represented in the EP (and a number of non-aligned members). In the elections of June 1999 the PES lost more than 30 seats while the EPP-ED gained 52 and now holds (with 233 seats) a 53-seat majority over the PES. It must be pointed out, however, that these two large political groups together hold more than 66 % of all EP seats. In comparison the European Liberal Democratic and Reformist Group (ELDR), which is the third strongest party within the EP, has only 50 members, i.e. 8 % of the seats (EU Committee of the American Chamber of Commerce in Belgium 1999, p. 13). Political groups have their own staff, in which the total number of employees to which a group is entitled, is linked to the groups size and based on the number of languages used in the group. (Christine Neuhold, 2001). Within the larger groups between two to three staff members observe and follow the work done by each committee, whereas one official might be responsible for observing the work of three or four committees in smaller groups (Raunio 2000). A variety of functions perform within the groups by the staff. One very main aspect is to follow and to prepare the committee proceedings and to support the rapporteur i.e. the shadow rapporteur in their political work. The existing task this involves varies from committee to committee. For example in the Committee on Agriculture and Rural Development the respective administrator is responsible for drawing up voting lists, whereas in the environment committee the Political Group Staff would only bring the voting lists into a readable form. When trying to co-ordinate their positions or exchanging views the rapporteur might in selected cases not negotiate with the shadow rapporteur but with the responsible administrator (Christine Neuhold, 2001). Expertise and openness significance of committee debates EP committees can exploit a growing pool of expertise. When it comes to supporting the rapporteur or draftsman of opinion in the performance of their task the EP Committee Secretariat is attributed great importance. The officials help increase the functional capacity of the EP by assisting the individual MEPs and the committees. The committee staff not only provides scientific and technical information, but also gives advice on â€Å"political† issues (Christine Neuhold, 2001). Separately from the Committee Secretariat interest groups are another important source of information. For the representation of interests Lobbyists gradually notice the importance of the EP. MEPs act in so far as possible as representatives of the European people, however if they are elected by local constituencies. They have to integrate interests with relevance to Europe as a whole and are therefore contacted by actors working within the myriad of networks to be found in the EU system of multi-level governance (Benz 2001, p. 7). Wessels reports that average MEPs have roughly 109 contacts with interest groups from the national and supranational level each year. In total this amounts to some 67,000 contacts and interest groups annually (Wessels 1999, p. 109). A remarkable improvement in the EPs activities is a great increase in the organization of public hearings by the committees. These hearings can serve up numerous purposes: they can facilitate the identification of or familiarization with a particular issue, assist a committee in the scrutiny of draft legislation, and facilitate identification of preferences. A remarkable example is the drinking water directive: a public hearing, involving a wide range of experts and interested parties, was conducted on the revision of this directive. The key conclusion reached was that there is a critical need to evaluate the existing series of directives and decisions on water quality. Consequently of this hearing particular deficits and problems within this context were recognized and methods of reform were proposed. Relations of EP committees with other EU institutions The connection between the EP and other institutions on the European level has evolved extensively with the introduction of first the co-operation and later the co-decision procedures. Co-operation marked an end to the old bipolar relationship between Council and Commission and the beginning of a triangular relationship in which the EPs legislative input was limited at the outset, though it gradually increased later (Westlake 1994, p. 137). Relations with other institutions throughout the legislative process during co-decision The introduction of the co-decision procedure by the Treaty of Maastricht has been regarded as a major step forward for the EP and â€Å"the cause for parliamentary democracy† at the EU level (Shackleton 2000, p.325). Negotiation between the Council of Ministers and the EP committees has established by the new Treaty provision. As soon as the Amsterdam Treaty took effect these contacts were intensified, mainly as a result of the possibility of concluding the procedure at first reading. Both institutions have paid close attention to the â€Å"Joint declaration on the practical arrangements for the new co-decision procedure† of May 1999, which encourages appropriate contacts with the aim of â€Å"bringing the legislative procedure to a conclusion as quickly as possible† (Christine Neuhold, 2001). Each Council Presidency is in contact with the responsible EP committee, and the respective Minister approaches the committee to present the priorities of the Presidencys programme and also illustrates the particular achievements at the end of the six-month period. Even after Amsterdam there are no clear procedural guidelines for the first reading. The most contentious question is how to mandate the representatives of the EP for negotiating with the Council. An additional open question is which members of the Council and EP hierarchy should meet with whom. At the first reading as a means of speeding up the procedure the EP sees the possibility of reaching an agreement, but not something that should be accepted at any cost. Within the conciliation procedure a process of exchange has developed where both sides are open to make concessions, but at a price that differs according to each set of negotiations (Shackleton 1999, p. 331). The procedure has evolved significantly since its introduction by the Maastricht Treaty, â€Å"where a lot was not written down† and even the basic procedural issues were not always clear. Considering the problems of conciliation, the so-called trialogue meetings are of great significance during its preparation. These sessions, neither the Treaty nor the EP Rules of Procedure, have been formed to an extent under the motto â€Å"necessity is the mother of invention†. They were answer back to the gap left in the Treaty between the Councils second reading and convention of the conciliation committee. The Treaty provisions do not require what, should happen after the Council has given its view on the EPs second-reading amendments and before the delegations meet in the conciliation committee. There were occasional bilateral contacts between Council and EP during the first year and a half after the Maastricht Treaty came into effect, but no structured dialogue. As a result both institutions attempted to find compromises in a room, which could hold over 100 persons. Only in the second half year after the Treaty came into effect was the conclusion finally drawn that this was not an efficient forum for institutional dialogue and that conciliation needed to be prepared by a smaller group (Shackleton 1999, p. 333). In light of the smaller number of persons taking part in trialogues, namely the vice-president concerned; the chairman of the responsible EP committee; and the rapporteur At the level of the trialogue and only have to be â€Å"rubber-stamped† in conciliation a large percentage controversial issue is already solved. The optimistic function of the trialogue is illustrated by the directive on end of vehicle life. At second reading the EP adopted a total of 32 amendments. In a series of trialogue meetings, compromises were reached regarding a considerable number of amendments Study conducted on the effect the co-decision procedure has on the EP committees has shown that co-decision has led to a structural concentration of the bulk of the workload on only three out of 20 Permanent Committees. The three committees dealt with the majority of the draft legal acts submitted under co-decision were: (Christine Neuhold, 2001) Committee on the Environment (36.7 %); Committee on Economic and Monetary Affairs and Industrial Policy (25.9 %); Committee on Legal Affairs (16.9 %). As regards the amount of time needed to conclude a co-decision procedure, the analysis reflects that the Committee on the Environment with the heaviest co-decision burden of all committees stabilized the amount of time required for adoption. The Committee on Economic and Monetary Affairs and Industrial Policy and the Committee on Legal Affairs have even reduced the time needed for the adoption of legislative acts considerably since co-decision was introduced in 1993 (Maurer 1999, p. 29). Role of EP committees within the implementation process One more significant issue is the process of implementing legislation. In the system of comitology, EP committees play only a marginal role. Comitology is a short-hand term for the process by which certain powers of implementation are delegated to the Commission. The comitology committees are composed of representatives of Member State governments and as such are not democratically elected (Bradley 1997). Since installation of the first comitology committees, the EP has put forward far-reaching demands as regards its involvement in the comitology system. Translating them into political science terms, they could be summarised in the following manner (Hix 2000): clear definition of legislative and executive matters so that the executive authority would be strictly responsible for implementing measures; when implementing acts have been adopted by way of co-decision in the legislative process, the EP should be put on an equal footing with the governments of the Member States; limitation of the executive powers of the Member State governments (at least to a certain extent); the right of the EP to examine all draft implementing acts before they are adopted with the implementation timetable; the right of the EP to veto legislation before it is implemented. Connection to EU citizens: the problem of accountability and responsibility The concept of accountability for this study is defined in two ways: primary, to be accountable is seen to be in a position of stewardship and thus to be called to answer questions about ones activities and administration. This is very much connected to ensuring a certain degree of openness and transparency within the decision making process. Choices and debates have to be broken down in such a way that citizens are able to understand them and have a certain degree of insight into decision-making processes. Second, to be accountable is perceived as being censurable or dismissible (Bealey 1999, p. 2; Lord 1998). Because of the fact that they are directly elected, the members of the EP are directly accountable to their electorate. Though, the electoral procedures of the EP are questionable as regards the principle of political equality. Concerning accountability, it is also doubtful whether electors are adequately informed about the EPs activities, and they seem to have insufficient motivation to monitor the EP by participating in elections: the average turnout of 49 % in the 1999 EP elections speaks for itself(Christine Neuhold, 2001). The complex EU decision-making procedures are not transparent and sometimes rather difficult to describe and understand, when the process reached by a majority. European parties be unsuccessful to organize dependable factions and the relationships between the EP and other EU institutions, specially the Council, are difficult to comprehend. One of the problems the EP is presently facing is that the EP does not have the authority of a legislature. As a co-legislator together with the Council, it cannot be held accountable for decisions it makes on its own (Benz 2000, p. 16). Additionally, there is no European government that can be held accountable to the EP. The EP has to give the rights of its vote of approval to the Commission and to the Commission President. By vote of censure, it can also force the entire Commission to resign. The EP hence has the power to vote the Commission out of office. Though, it is not the EP but the European Council that selects the President and the members of the Commission. In consequence the composition of the executive is not based on the results of European elections. Changes to the Treaties do not have to be ratified by the EP, nor are members of the EP present at Intergovernmental Conferences held with the aim of Treaty reform (Raunio 2000, p. 231). By this study it has been reflected, complex forms of inter-institutional bargaining make it difficult to pinpoint what decisions were taken by whom. Main decisions are taken in smaller groups such as the trialogue that permit for the achievement of consensus with other institutional actors such as the Council. However, the conclusion of complex deals obscures who has won or lost on particular issues. The circumstances is problematical by the fact that MEPs are like members of any national parliament confronted with a fundamental conflict of roles, specifically that of the competent co-legislator versus the representative of the interests of the people who elected him/her. The previous requires expertise and knowledge and complicated negotiations within the committee and with representatives of the EU institutions. The concluding requires stable contact with the EU citizens. The burden of committee work will require more time and effort of MEPs, making it more difficult to tend to the interests of the â€Å"potential voter† With the growth in the EPs legislative tasks. Concluding notes The actual authority of the EP is at least partly based on the work of its committees. In shaping EU legislation they play a vital role. This becomes noticeable when taking a final look at what EP committees achieve: Operation of economization: From an improved familiarity with the subject, EP committees make processing of a growing workload possible and benefit. To cope with its increasing legislative workload, committees play a vital role in the EPs quest. This improved burden for committees has not led to a slowing down of the decision-making process. Information acquisition: This improved familiarity of committee members with particular issues leads to improved specialization, thereby increase the confidence of non-committee members in the work of the committee. It has found that the EP committees constitute an important arena for the communication of interests. MEPs can use a rising pool of expertise from members of the Committee Secretariat on the one hand and on the other hand representatives of interests groups or NGOs. Co-ordination: Committee members are selected on a cross-party basis and through different means: throughout the political groups, procedural rules, and bargaining. The political groups within the EP have found different means to maximize their influence within committees, for instance by appointing shadow rapporteurs and group co-ordinators. Committees however provide an arena for the political groups to deliberate in order to find the necessary majorities, something not possible in plenary sessions. Input of smaller political groups: committee membership provides a real chance for representatives of smaller political groups in certain instances for example the Greens/EFA to take part in the shaping of legislation, by appointing the rapporteur for example. Consensus-building: The EP committee construction can give to consensus-building by providing an arena for detailed deliberation, which is not possible in plenary. It has found that divisions in committees are very issue-specific, and it must be noted that the committee lead very often plays an integrative role. Publicity: Committee meetings are usually open to the public and also the media. Committees permit members and committee chairs in particular to make publicity, at least when controversial topics such as the BSE crisis are on the agenda. Beyond this categorization, this provides an overview of how EP committees operate rather more normative, conclusions. The Standing Committees and the EP operate in a very different environment than the committees in national parliaments, a key difference being the lack of a European government directly accountable to the EP and the unique forms of decision-making in the multi-level system of European governance. In this process of relations with other EU institutions, remarkably the Council and the Commission, the EP committees play a vital role. The EPs work environment brings order and structure by the committee-based division of labor. Committees present personnel and structural resources which build up the negotiating position of the EP vis-ÃÆ'  -vis the Council, for instance in the co-decision process. Vital players in committees for example group co-ordinators, chairmen and rapporteurs not only contribute to cohesion and coherence within committees, but play a very important role in finding useful solutions to problems, so raising the committees output significantly. It has found that key players are often appointed due to their expertise in the particular policy area, which is sometimes gained throughout work within the industry previous to their parliamentary career. This and the fact that they can use a growing pool of expertise enhances their standing vis-ÃÆ'  -vis other institutions. It is also found that political actors who have acquired experience with these very specific forms of inter-institutional negotiations are selected to deal with co-decision, thus contributing to the level of trust and coh erence, particularly during conciliation. By the negotiations this is illustrated which dealt with the SOCRATES programme, the revision of the directive on open network provisions regarding voice telephony where the rapporteur was re-appointed, and the Fifth Framework Programme. Committees enlarge accountability of the EP as much as their meetings are usually open to the public and committee documents for instance draft reports are rather freely available. By meeting visiting groups and spending a large part of the working week in their constituencies, i.e. Member States Committee members also try to build up the link to EU citizens. Moreover committees enable effective communication of relevant (citizen) interests to those involved in the process of governance. Contact with lobbyists has normally become part of the daily business of committee members. In spite of these positive aspects, EP committees can do little to alleviate general structural deficits regarding accountability and legitimacy within the multi-level system, such as the lack of a European government, which is directly accountable to the EP.