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Name: - Payal Ramchand Katara

oll No.: - 08

Div: - A

Class: - M.COM PART I (Management)


Subject: - Human Resource Management
Topic: - Performance Appraisal of Close-up tooth paste
Professor: - Prof. Shweta Mishra

KES SHROFF COLLEGE OF ARTS AND COMMERCE


NAAC Accredited A Grade (CGPA 3.16) and ISO 9001:2008 Certified

PROJECT REPORT ON
PERFORMANCE APPRAISAL
OF
CLOSE-UP TOOTH PASTE
SUBMITTED BY
Payal Ramchand Katara
A08
M.Com. PART-I (MANAGEMENT)

SUBMITTED TO
UNIVERSITY OF MUMBAI
PROJECT GUIDE
Prof. Shweta Mishra
ACADEMIC YEAR
2014 2015

KANDIVLI EDUCATION SOCIETYS


B.K. Shroff College of Arts
&
M.H. Shroff College of Commerce
Bhulabhai Desai Road, Kandivli (West), Mumbai 400067
NAAC Accredited A Grade(CGPA 3.16) and ISO 9001:2008
Certified

C E R T I F I C AT E

This is to certify Payal Ramchand Katara of M.Com. PART-I (Management) has


successfully completed a project on Performance Appraisal of close-up tooth paste under the
guidance of Prof.Shweta Mishra during the academic year 2013-14.

Co-ordinator

Project Guide

Internal Examiner

Principal

External Examiner
College Seal
DECLARATION

I MS.Payal Ramchand Katara of K.E.S. SHROFF COLLEGE OF ARTS & COMMERCE,


student of M.BCOM PART-I (Management),
(Management) hereby declare that I have completed my project title
Performance Appraisal of Close-UP tooth paste.
I also declare that this project which has been the partial fulfillment of the requirement of the
degree of M.COM PART- I (Management) of the Mumbai University has been the result of
my efforts.

TABLE OF CONTENT
CONTENT

PAGE NO.

Introduction

1-4

Performance appraisal

5,6

Objectives

Scope

Limitations

Research Methodology

9-10

Data Analysis

11

Limitations

23

Suggestion

25

Bibliography

28

Questionnaire

29

INTRODUCTION

CLOSE UP TOOTH PASTE:


Young people. The target market being Multi Brand Households where young does not use
what their parents. This particular targeting was significant when Close Up was launched because
Colgate positioning was a sort of Flip flop between Tooth decay and Bad Breath and Colgate was
going for a Broad market constituting of all the age groups.
Sought to be perceived by the customers was Fresh Breath. The physical- appearance by the
users. The Bright Red Gel synergized well with the Fresh breath Benefit. The advertising account was
handled by LINTAS which focused on Fresh Breath that brought teenagers closer.
By 1980 Close Up had 3% of the 16,000 tonnes toothpaste market. The production capacity
was doubled through a deal with third party manufacturer and the Brand was taken National over the
next year and a half, the Premium slashed by 30%.
Close Up countered this move by sharpening product benefits, while urging the customers to
do the HA test by blowing air on the palm, the message was that Close Up feels a lot cooler which
reiterated the basic benefit of a fresh breath.
1987 was a Probe into Problem year for HALL as Close Up was much below expectations
with only 4.5% of the 32,000 tones toothpaste market. They identified two basic problems:

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(1) Appearance of Toothpastes detracts prospects from its serious buyers.


(2) Commercials displayed too much of proximity between couples which was too much for a
mother, who actually purchased the Toiletries.
1998 Lever reworked 3 Ps in its Marketing mix in Tamil Nadu where people have a strong
sense of Oral Hygiene and the area has a cost effective media Reach. The three reworked Ps are as
follows:

1 Product :

Blue mint flavour introduced.

Tangerines of Read reduced. (For serious buyers.)

Soft Squeeze lamitubes for toothpastes introduced for the first time in the

Distribution

country.

o Took Brand to Sub Urban and Rural areas.


o Posters and Mobile Vans arrived in areas where urban lifestyle was a matter of
aspiration. This was a purposeful move as the company did not want the Brand to
be saddled with a restrictive.

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CLOSE-UP TOOTHPASTE RELAUNCHED:


MUMBAI, May 21, 2004:
Hindustan Lever Limited (HLL) has re lunched Close-up with a three-in-one benefit. New Closeup Active Gel now has the Vitamin Fluoride System, the only such toothpaste in India, which
offers triple benefits of fresher breath and stronger and whiter teeth.

The packaging of new Close-up Active Gel with Vitamin Fluoride System has been completely
changed. It comes with a stand-up cap and a metallic tube. The stand-up cap makes storage of the
tube easier.

Speaking on the re launch of Close-up, Mr. Sanjiv Kakkar, HLLs Vice President
OralCare, said, Close-up was the countrys first gel toothpaste. Close-up was also thecountrys
first toothpaste to offer the benefit of fresh breath. In keeping with this tradition of offering
discontinuous benefits, we have once again re launched Close-up to offer the best and the most
modern mix offering triple benefits through a single toothpaste.

New Close-up will be available at the same price-points -- 150-gm tube atRs.42.00, 80-gm at
Rs.25 and 40 gm at Rs.12.50. Launched in 1975, Close-up was the first gel toothpaste in India. It
has since then undergone periodic re launches. The Close-up franchise comprises Close-up Active
Gel (red) with Vitamin Fluoride System, the mother variant, and Close-up Lemon Mint, a
transparent gel in a transparent tube and a window carton. Close-up Lemon Mint had been
launched in 2002.

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ADVERTISING STRATEGY :

The Close Up ad jingle - 'Kya aap Close Up karte hai?' for a while now. The latest that front is
the slightly different version of the same - 'Kya aap "naya" Close Up Karte Hai?' And that's not
where it ends. Apart from a new television commercial (TVC)to re launch the Close Up red gel
toothpaste, Hindustan Lever Limited (HLL) is also looking at a holistic multi media campaign for
which innovation will be the buzz word .

On Yahoo! India, the Close Up campaign appeared for a day on 4 June and will be back again
next week on 7th, 9th and 11th June. Apart from branding of the entire site for a day, there will
be banners on all three websites mentioned earlier

.On 26 July 2004 Close-Up, one of India's leading toothpaste brands, has tied-up with Boney
Kapoor's forthcoming movie Kyon! Ho Gaya Na
A romantic comedy set for release in August. As part of this promotion, Close-Up will not only
get branding opportunities in all the movie promotions and communications, but also showcase its
latest ad before the movie commences.

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Performance Appraisal

Performance Appraisal, which is also known as employee appraisal, performance tracking,


performance evaluation, or performance assessment, is a very commonly used term in Human
Resource Management and in most business entities.

If defined the term appropriately, Performance Appraisal is a process of obtaining, analyzing


recording employee information in his work environment and reporting the results to those who
are interested in it. In simple words, it is the process of assessing employees at their work for their
further development.

A common mistake that we all make in our professional life is mixing up performance appraisal
with performance management. Obviously, performance appraisal is related to performance
management but they are not perfectly same.

While performance appraisal does the initial stage of performance management, that is evaluating
the performance levels of employees, performance management is a total system which also
defines tools and techniques to develop manpower to achieve a higher level of performance at
work.

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PURPOSE OF PERFORMANCE APPRAISAL:

To create and maintain satisfactory level of performance.

To provide information making decision for rewarding of retrenchment etc.

To guide the job changes with the help to continuous ranking.

To contribute to the employee growth and development through training, self and
management program.

To compeering there score with performance appraisal ranks.

To facilitate fair and equitable compensation based on performance.

To help the superiors to have proper understanding about there subordinates.

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OBJECTIVES OF STUDY :

Helps to strengthen relationship and communication between superior


subordinates and managementemployee.

To provide feedback to employees regarding their past performance.

To judge the effectiveness of the other human resource functions of the


organization such as recruitment, selection , training and development.

SCOPE OF THE STUDY :


The topic chosen Performance appraisal was aimed for the betterment of the
organization in terms of quality as well as quantity. The scope of the study under
mentioned points depicts the same.

1. To increase the productivity by increasing the level of performance.

2.

The programs would help the organization in meeting it future personal


need.

3. The programs will help the employee in their personal group by improving
their knowledge as well as skill.

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LIMITATION OF THE STUDY:

Lack of expertise trainer handed in the prosecution


of Performance Appraisal program.

Lack of feeling in people of against the awareness for the Performance Appraisal
program.

Search for the exact Appraisal was also difficult to define.

The interpretation being based on percentage method is not definite.

METHOD OF STUDY:

The Presentation is made both in the tabular form and graphs. The analysis is made in percentile
form. Each table is explained with a detailed interpretation of that table and graphical
presentation. The question is in histogram.

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TECHINIQUE OF STUDY:

The data were collected through questionnaire. The questionnaire contains 24questions. It
contains all closed type of questions.

RESEARCH METHOLOGY:
The methodology followed for conducting the study includes the specification of research design,
sample design, questionnaire design, data collection and statistical tools used for analyzing the
collected data.

1. RESEARCH DESIGN:
Explorative studies are undertaken with a view to know more about the problem. These studies
help in a proper definition of the problem, and development of specific hypothesis to be tested. It
is basic purpose to identify factors undertaking a problem and to determine which one of them
need to be further researched.
2. SAMPLE SIZE :
Sample size = 50 employees
Sample area = borivali to andhari
Duration = 2 weeks.
3. Data collection:
The primary data was collected by using questionnaires. The questionnaire has 10 questions
whereby the respondent himself reads the questions.

INTERNAL SOURCES:
Register, Documents, Annual report, Sales reports, Previous research papers, Sales
records, Invoice etc.,

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EXTERNAL SOURCES:
Journals on magazines, Newspapers, Public speeches, State and Central government
departments reports etc.,

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DATA
ANALYSIS

1. Are you aware of the objective of the performance appraisal system?

NO OF
RESPONDENT(SAMPLE
SIZE 50)

PERCENTAGE

Page | 11

VERY MUCH
42

84%

14%

2%

SOME WHAT
DONT KNOW

90
80

Objective Of The Performance Appraisal Sys

70
60
50

Very Much

40

Some What

30

Don't Know

20
10
0
very much some what don't know

INTERPRITATION- 84% Employees are aware of the object of the performance


appraisal system.

2. Performance appraisal helps the organization in achieving goal.

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NOS OF
RESPONDENT(Sample
size 50)

PERCENTAGE

YES

38

76%

NO

10

20%

DONT KNOW

4%

80

70
Performance
appraisal helps the organization in ach
60
50

Yes

40

No

30

Don't Know

20
10
0
yes

no

don't know

INTERPRITATION - 76% Employees say yes that performance


appraisal helps the organization in achieving goal.

3.

Hold meeting in the beginning of the year to explain & clarify activity task & goals to
be achieved.

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NOS OF
RESPONDENT(Sampl
e size 50)

PERCENTAGE

YES

39

78%

NO

11

22%

90

Activity task & goals to be achieved

80
70
60
50

Yes

40

No

30
20
10
0
yes

no

INTERPRITATION-: 78% Employees say that yes organized


meetings helps goal and task. While the other 22% employees that is
not very much helpful.

4. Organization has to make a fixed duration for performance appraisal.

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NOS OF
RESPONDENT (Sample size
50)

PERCENTAGE

YES

40

80%

NO

10

20%

90

Fixed duration for performance apprais

80
70
60
50

Yes

40

No

30
20
10
0
yes

no

INTERPRITATION -: 80% Employees agree with that is organization should have to


make a fixed duration for performance appraisal. While the other 20% employees do not
agree with this statement.

5. Satisfied for point allocation on the basis of KRAs & managerial dimension.

OPTIONS

NOS OF
RESPONDENT(Sample size

PERCENTAGE

Page | 15

50)
FULLY SATISFIED

20

40%

SATISFIED

26

52%

DISSATISFIED

4%

UNCERTAIN

4%

KRAs & managerial dimension


Fully Satisfed
Satisfed
un
ce
rt
ai
n

at
is
fe
d

sa
tis
fe
d

Dissatisfed

di
ss

fu
lly

sa
tis
fe
d

60
50
40
30
20
10
0

Uncertain

INTERPRITATION-: 40% Employees are fully satisfied for point


allocation on the basis of KRAs and managerial dimension.

6.

Performance appraisal affects the working efficiency of employees.

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OPTIONS

NOS OF
RESPONDENT(Sample
size 50)

PERCENTAGE

YES

42

84%

NO

16%

100

Working efficiency of employees

80
60

Yes

40

No

20
0
yes

no

INTERPRITATION-: 84% Employees say that yes performance


appraisal system affect the working efficiency of employee. While the
other 16% employees do not agree with this statement.

7. Appraisal system is able to develop high result orientation approach.

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OPTIONS

NOS OF
RESPONDENT(Sample
size 50)

PERCENTAGE

YES

47

94%

NO

6%

100

Result orientation approach

80
60

Yes

40

No

20
0
yes

no

INTERPRITATION-: 94% Employees say that yes the appraisal


system is able to develop high result orientation approach. While the
other 6% employees do not agree with us.

8. The systems will also contribution in potential appraisal.

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NOS OF
RESPONDENT(Sample
size 50)

OPTIONS

PERCENTAGE

36

72%

10

20%

8%

YES
NO
DONT KNOW

80

Contribution in potential appraisal

70
60
50

Yes

40

No

30

Don't Know

20
10
0
yes

no

don't know

INTERPRITATION-: 72% employees think that the systems will also Contribution in
potential appraisal.

9. Promotion process in the organization is based on

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OPTIONS

NOS OF
RESPONDENT(Sample
size 50)

PERCENTAGE

PERFORMANCE

4%

EXPERIENCE

12%

BOTH

42

84%

90
80
70
60
50
40
30
20
10
0

Promotion process
Performance
Experience
Both

Performance experience

both

INTERPRITATION-: 4% employees say that promotion says that


process in the organization is based on performance, 12%
employees say that based on experience and 84% say both.

10 .The present performance appraisal system is transparent &


Free from bias.

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OPTIONS

NOS OF
RESPONDENT(Sample size
50)

PERCENTAGE

YES

42

84%

NO

16%

90
80
70
60
50
40
30
20
10
0

Present performance appraisal system


Yes
No

YES

INTERPRITATION-:

NO

84% Employees agree with this statement that the present

performance appraisal system is transparent and free from bias.

11 .Satisfied with the current performance appraisal system.

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NOS OF
RESPONDENT(Sample size
50)

PERCENTAGE

OPTIONS

HIGHLY SATISFIED

27

54%

SATISFIED

18

36%

DISSATISFIED

2%

JUST SATISFIED

8%

60

Current performance appraisal system

50
40
30
20

Highly
Satisfed

10

Satisfed
Dissatisfed
sa
tis
fe
d

Just Satisfed

Ju
st

fe
d

Sa
tis
fe
d

D
is
sa
tis

H
ig
hl
y

sa
tis
fe
d

INTERPRITATION-: 54% Employees are highly satisfied with the current Performance
appraisal system. While 36% employees are satisfied with the current performance appraisal
system.

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LIMITATIONS

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LIMITATIONS

A few limitations and constraints came in way of conducting the present study, under which the
researcher had to work are as follows:

Although all attempts were made to make this an objective study, biases on the part
of respondents might have resulted in some subjectivity.

Though, no effort was spared to make the study most accurate and useful, the
sample Size selected for the same may not be the true representative of the
Company, resulting in biased results.

This being the maiden experience of the researcher of conducting study such as this,
the possibility of better results, using deeper statistical techniques in analyzing and
interpreting data may not be ruled out.

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SUGGESTIONS

SUGGESTIONS

Page | 25

After having analyzed the data, it was observed that practically there was no appraisal in
the organization. To be an effective tool, it has to be on the continuous basis. This is the
thing that has been mentioned time and again in the report, as, in the absence of
continuity, it becomes a redundant exercise. Before actually deciding drafting what
should be the kind of appraisal the following things should be taken care of:
1.

The very concept of performance appraisal should be marketed throughout the


organization. Unless this is done, people would not accept it, be it how important to
the organization.

2.

To market such a concept, it should not start at bottom, instead it should be started
by the initiative of the top management. This would help in percolating down the
concept to the advantage of all, which includes the top management as well as those
below them. This means that the top management has to take a welcoming and
positive approach towards the change that is intended to be brought.

3.

Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employees work
must be done which must incorporates both the work related as well as the other
personal attributes that are important for work performance.

4.

It should be noted that the appraisal form for each job position should be different as
each job has different knowledge and skill requirements. There should not be a
common appraisal form for every job position in the organization.

5.

The job and role expected from the employees should be decided well in advance
and that too with the consensus with them.

6.

A neutral panel of people should do the appraisal and to avoid subjectivity to a


marked extent, objective methods should be employed having quantifiable data.

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7.

The time period for conducting the appraisal should be revised, so that the exercise
becomes a continuous phenomenon.

8.

Transparency into the system should be ensured through the discussion about the
employees performance with the employee concerned and trying to find out the grey
areas so that training can be implemented to improve on that.
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change
in the system is required, it cannot be a drastic one. It ought to be gradual and a
change in the mindset of both the employees and the head is required.

BIBLIOGRAPHY

Page | 27

Website :
www.google.com
www.close-up.com

Annual Report of Organization


Internal Records of Organization

QUESTIONNAIRE
(PERFORMANCE APPRAISAL SYSTEM OF CLOSE-UP TOOTHPASTE)
Name..
Designation
Department

Page | 28

1) Are you aware of the objective of the performance appraisal system?


a) Very much
b) Some what
c) Dont know
2) Performance appraisal helps the organization in achieving goal?
a) Yes
b) No
c) Cant say
3) Do you hold meeting in the beginning of the explain & clarify activity task & goals to be
achieved?
a) Yes
b) No
4) Should organization have to make a fixed duration for performance appraisal?
a) Yes
b) No
5) To what extent are you satisfied for point allocation on the basis of KRAs & managerial
dimension?
a)
b)
c)
d)

Fully satisfied
Satisfied
Dissatisfied
Uncertain

6) Do performance appraisal affect the working efficiency of employee?


a) Yes
b) No
7) Whether the appraisal system is able to able to develop high result
a) Yes
b) No

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8) Do you think that the system wills also contribution in potential appraisal?
a) Yes
b) No
c) Cant say

9) Promotion process in the organization is based ona) Performance


b) Experience
c) Both
10) Do you think that the present that the present performance appraisal system is transparent & free
bias?
a) Yes
b) No
11) Are you satisfied with the current performance appraisal system?
a)
b)
c)
d)

Highly satisfied
Satisfied
Just satisfied
Dissatisfied

Give your suggestion for the performance appraisal system

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