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A
PROJECT REPORT
ON
PERFORMANCE APPRAISAL
AT
DUKE PLASTO PVT LTD
SUBMITTED FOR
Partial fulfillment of the requirement of the three years full time
SUBMITTED BY:
PATEL HARDIK G.
CLASS: T.Y.B.B.A.
ROLL NO:
YEAR: 2008-09
EXAM. NO:
SUBMITTED TO
HEMCHANDRACHARYA NORTH GUJARAT UNIVERSITY, PATAN.
Affiliated to
PREFACE
Now a day’s management has got a much wider scope among the
many other different fields. Gujarat state is an industrially developed
state.
ACKNOWLEDGEMENT
The most pleasure thing for me to thank the managers & top
executives at industry who have provided me the information and polite
answering of our questions.
4 PERFORMANCE APPRAISAL
4.1 INTRODUCTION TO PERFORMANCE APPRAISAL
5 RESEARCH METHODOLOGY
5.1 STAGES IN RESEARCH PROCESS
INTRODUCTION
The DUKE was established in the year 1989 at, Gujarat then after
shifted to Palanpur (N.G.) in the year 1989.
CONTENTS
2. Year of Establishment: -
“DUKE” was established in 1989 at Palanpur, at Gujarat,
3. Address of the unit: -
14 ashirwad astet,
Naroda road,
Naroda, Ahmedabad-12
Works;
Badarpura, Palanpur-385001
Fax: +91-2742-280101
E-mail:info@dukeplasto.com
Website: www.dukeplasto.com
5. Godown: -
DUKE has its own godown. A centralized godown situated at
Palanpur deesa road.
6. Type of Manufacturing: -
In the beginning stage, company was manufacturing product with a
range of pumps and pipes.
B.O.D.
Assistant Ass. Personal Product Admin. Ass. Ass. Sales Ass. Quality
Finance Manager Manager Manager Manager Control
Manager (V.P.) (V.P.) (V.P.) (V.P.) (V.P.) (V.P.)
Area Manager
ORGANIZATION CHART
CHAIRMAN
Sales
Shirt Manager
Other Stub
Chemist
Ordinary Staff
Regional
Laboratory Manager
Chemist
Sales
Representative
s
Labor management
Personnel management
Industrial relations
Industrial management
PERSONNEL MANAGEMENT
Personnel Director
Personnel Manager
Department Head
Job Incharge
Workers
CONTENTS
2.1 Introduction
2.2 Functions of H.R.D.
2.3 Importance of H.R.D.
2.4 Recruitment, Selection & Induction
2.5 Training & Development
2.6 Job Description
2.7 Performance Appraisal
2.8 Wage & Salary Administration
2.9 Provident Fund Scheme
2.10 ESJ Scheme
2.11 Promotion & Transfer Policy
2.12 Promotion & Trades
2.13 Trade union & Collective Bargaining
2.14 Grievance handling
INTRODUCTION
Function of H.R.D.
“If you want to plan for three years, plant corn, if you want to plan
for ten years, plant free and if you want to plan for 100 yrs. Plant man”.
Sources of Recruitment: -
Generally, there are two sources of recruitments:-
(1) Internal Sources
(2) External Sources
1. Internal Sources: -
Internal sources are most obvious sources there include personal
already on the payroll of an organization whenever any vacancy occurs.
Somebody from within the organization, upgraded, transferable promoted
or sometimes denoted.
2. External Sources:-
There sources lie outside, the organization advertisement,
employment agency etc. we called external sources, thus usually
includes.
Methods of Recruitment: -
There are three methods of recruitment
1. Direct Method: -
This includes sending traveling recruits to education and
professional institutions; employees contracted with public & makes the
efforts for electing the applicants this method is useful for middle level
part.
DUKE uses direct recruitment for recruitment of clerical & lower
administration.
2. Indirect Method: -
Indirect method mostly involves advertising in new papers, radio in
trade & professional magazine & brochures this is suitable for senior
port.
Selection: -
Selection is the process of examining the applicants with regard to
their suitability for the given job or & choosing the best from the suitable
candidates and rejecting the other.
Duke Plasto technique makes the selection employees according to
merits & experience & work performance & follows all steps of selection
process.
Selection Process: -
Selection is a step taken for collecting the all relevant information
from the applicant’s selection procedure at each stage co. gets some facts
the selection process is a follows
(1)Reception of Applicants: -
First of all company receives applicants from the general public.
(2)Primary Interview: -
When a large no of applicants is available the primary interviews
are essentially a sorting process in which prospective applicants are
given the necessary information about the nature of the jobs in the
organization.
(3)Application Blanks:-
An application blanks is a traditional widely accepted device for
getting information from a prospective applicants which will enable a
management to make a proper selection.
(4)Psychological Test:-
It includes mental health of employees they check mental health of
applicants for obtaining records of person.
(5)Interview: -
Then after they take personal interview of applicants according to
scout” Interview of the purpose who make exchange if ideas the
answering of the question and communication between two or more
persons interview aims to establish export.
(6)Reference checking: -
Reference checking is to be made for the obtain information about
the past behavior of applicant and verified the information described by
the applicants in application forms is true or not the later of reference is
taken at the time of interview the applicants taken the reference of the
friends & professional personnel.
(7)Placement: -
Then after placement of employees is done placement refers the
determination of the job to which an accept candidate is to be assign &
his assignment to the job.
INDUCTION
Induction is a technique by which a new employee is rehabilitated
into the charge surroundings in other words. It is a welcoming process
for welcome new comer induction is also known as ordination.
Induction Procedure:-
Meaning: -
The training is the process by which the attitudes, skills & abilities
of employees to perform specific jobs are increased. This task may be
contrasted with that of increasing knowledge, understanding of attitude
Methods of Training
There are main two methods of training:-
Training Period: -
Job description: -
Job description is an important document which is basically
descriptive in nature & contains the statement is basically description is
a written record of the duties, responsibility & requirement of a
particular job. It is concerned with job itself & not with the words.
3. Manager: -
There are different manager different department & they performing
their own duties.
1. Production manager:-
Performance appraisal: -
A performance apprises us a process of evaluating an employee’s of
its requirement. Performance appraisal has been considered as a most
significant and indispensable tool for an organization. For the
information it provides is highly useful in making decisions regarding
various aspects as performance & merit increases. MC, Gregory says
former performance appraisal plans the designed to meet three needs.
In DUKE there are 450 workers the wages given by co. to them as under:
1. Semi Skilled : Rs. 60 to 80 1 Day
2. Skilled Workers : Rs. 80 to 100 1 Day
3. Unskilled Workers : Rs. 50 to 60 1 Day
Salary: -
Salary Structure: -
Basic Salary
H.R.A. (House Rent Allowance) 10 % of B.S.
Transportation Allowance
Medical Allowance
Leave Travel allowance
1. General P.F.
2. Public P.F.
3. Contribution P.F.
E.S.J. Scheme: -
Grievance Handling: -
“Grievance is any discontents or dissatisfaction whether expressed
or not. “Whether or not arising out of connected with the company which
an employees thinks, believes or even feel to be unfair, unjust of
inequitable.
Grievance handling is necessary for following point: -
1. It brings informality in the handling of grievance.
2. It gives confidence to the workers that his complaint will be
investigator and decision will be given in a reasonable.
3. It provider channel & acts like a pressure value.
Industrial Discipline: -
During my visit I saw that workers and their work with highly
discipline when any problem was arises at that time first they informed
supervisor. It there is serious problem then supervisor gives them notice
and according the order they performs their duties.
Labour Turnover: -
Employee’s turnover means no. of employees leaving organization 1
year. As most of the employees in the are highly satisfied and they work
permanently. The labour turnover is negligible only 1 %.
An organization’s goal can be achieved only when people put in their best efforts. How to
ascertain whether an employee has shown his or her best performance on a given job? The answer is
performance appraisal.
Employee assessment is one of the fundamental jobs of HRM, but not an easy one though. In
simple terms, performance appraisal may be understood as the assessment of an individual ‘s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility, health, and the like.
Assessment should be confined to past performance alone. Potential of the employee for future
performance must also be assessed. “It is the systematic evaluation of the individual with respect to his
or her performance on the job and his or her potential for development”
Behavior can be active or passive-do something or nothing. Either way, behavior affects job
results. The other term used for performance appraisal are; performance rating, employee assessment,
employee performance review, personnel appraisal, performance evaluation and merit rating. In a
formal sense, employee assessment is as old as the concept of management, and in an informal sense, it
is probably as old as mankind.
I. MOTIVATION STAFF
There are three ways that appraisal seeks to motivate employees, since the earliest appraisal
schemes, it has been as article of faith that giving feedback, quite apart from assisting in task
performance, is something that motives people. At same time assessment motivates by facilitating the
fair distribution of rewards and setting target.
The notion is that if you are to engage in any kind of equitable distribution of rewards, be they
pay, promotion or whatever, then some of kind of comparing people is necessary. If assessment of
performance is made annually, it can be used to direct reward to those most deserving of them. The
principal underlying this is the desire to treat staff in a fair manner.
There are certainly remnants of it to be found in more ambiguous form. Such as ‘drive’ might
well feature as one of the job related attributed that an individual is assessed on.
The idea, of course, is to try to keep one a way form direct comment on personality, as this is an
area of great sensitivity and any criticism in these grounds is likely to elicit defensiveness and even
outright hospitability.
Also, it is head enough for people to deliberately change their personalities over a protracted
period, let alone to do it more of less overnight at the instigation of the appraiser.
In some organizations committees consisting of personnel managers and line managers at senior
levels take such decision. Largely these decisions are based in performance and performance appraisals
play a significant role in this. Most of these administrative decisions fall under performance rewarding.
At every appraiser-appraise levels role clarity obtained through mutual discussions of pass and
KAPs, increased understanding and insights generated about managerial capabilities and behavioral
qualities required for effectiveness in the organization identification of facilitation and inhibiting factors
that one can influence and change and the discovery of one’s own strength and weaknesses as well as
opportunities to development all contribute directly or indirectly to employees development.
However the insight gained during performance review and counseling discussion and appraise
should be reinforced and strengthened by supportive administration decisions by the personnel of HRD
departments or by the senior line managers who can take such decision.
The HRD department to identify training needs and create learning opportunities for employees may use
the following process.
Essentially, the notion is that the appraisal session is one where manager and subordinate or
targets in the last six or twelve months and then set objectives for the next period. One immediate effect
of basing appraisal on result in this way is to shorten and simplify appraisal documentation. There is no
need of rating scale and the like it simply comprises sections describing performance against past
objective and the new objective set for the year ahead. In addition of its motivational quality result-
oriented appraisal is by nature job related and therefore legally more defensible in term of any personnel
decisions taken as a result of it.
It involves some examination of appraises priority, which is useful exercises that can avoid many
misunderstandings that might otherwise arise. With all these advantages objectively, motivation power,
participative mature, job-relatedness and so on. There is however some inherent limitation going though
this route.
There are some drawbacks to result oriented appraisal. One objective often raised is that not all
jobs are unable to framing on terms of objective. There is an element if truth in this, through seminar
university academic, who head presided over a faculty with a particular abysmal research record,
vehemently apposing the concepts of no relevance to academic work a number of organizations now are
trying to combine the result oriented approach with a competency based appraisal system.
Another distinction can be drawn between individual and organization level competencies.
There is actually very little, if anything that differentiates competencies from the assessment dimensions
used in many assessments centre for years. But competencies ate applied more widely now.
Both by organization and by bodies such as the management charter initiative, is setting
performance standards for managers. Competencies are forward looking and should have within them
elements that are anticipated as being the key attributes in drives or ten years time.
Comprehended based appraisal does allow some scope for comparing people, but its real
strength is in analyzing the progress if the individual and in directing to those areas where skills can be
improved.
The result is typically an appraisal scheme that has objective setting one side rating of job related
behavior and probably an overall rating of performance. More constructively, an increasing numbers of
organization are outing together result oriented appraisal with competency based appraisal. This is the
combination that works well.
source of sustained competitive advantage lie not only in access to finance or capital, but also within the
organization, in a people and processes capable of delivering business strategies such as customer
delight or rapid innovation.
The majority of models of the strategic human resource process are normative, in the sense that
they map how HRM should work and provide on best practice.
Empirical models are scarcer due to the relative lack of empirical research in the field; those that
do exit are relatively sophisticated and take in account a broader range of contextual and output
variables.
We aim to build on these models by mapping, through a case based methodology, that
particular aspect of the model which focuses on how the link between strategy and individual
performance is played out.
The methodology and initial theory behind the mapping was guided by a number of implicit
assumptions. The first assumption was that we could not assume that what is intended would be
realized. This is suggested that we focus on collection data, rather than seeking a predetermined
typology at this stage. It is also suggested that a case methodology.
In the form of a questionnaire data form senior HR, the second assumption was that the link
between business strategies, human resource strategy and realized human resource management
operates in a dynamic manner and within a particular context, these two assumptions had a profound
impact on the design of the methodology. We wanted to examine what was intended and what actually
realized and the context in which this intention and realization tool place.
The appraiser should, based on the performance data provided, extend a helpful and positive
feedback.
A constructive and honest appreciation of the performance and a free and frank expression of
the observations are essential components of a feedback. Counseling helps appraise to be more aware
of his own strengths and weakness. In the process of counseling, appraise identifies ways to improve
upon his strengths and eradicate the weaknesses
A climate of mutuality, openness and trust should prevail in the process of counseling.
Counseling rendered with genuine interest and accepted with trust contributes substantially to the
growth of appraise. Counseling is a continuous process. While it is normally extended at the time of
performance appraisal, the reporting officer should Endeavour to counsel appraise as and when occasion
arises.
Counseling requires appropriate skills and attitudes in the appraiser. Appraise should perceive it
as a genuine help and accept it with trust.
There is a great degree of awakening taking place in the managerial world about the potential
uses of performance appraisals. The role they can play in developing employee capabilities, crafting an
open culture strengthening superior subordinate relationship, developing process skills and paying way
for increasing managerial and organization effectiveness is being slowly recognized as an equally
potential tool for development.
In the coming decade there is likely to be more and more experimentation with new appraisals
systems that contribute to improvements in the quality of work life as well as to the development of
human resources. The seeds have already been sown at several places.
The Performance, Planning, Review and Development is annual event of stock taking occurring
just after the end of the performance year. It is a very special and the focused session between the
performance and the superior at the end of performance period. The performers first invited to fill an
annual form.
The performer is expected to carefully consider the self appraisal exercise. The best way is to
refer to the past half year KPPA review forms and midyear review form and collects relevant inputs to
complete this self appraisal exercise as suggested in annual performance form. It is recommended that
the superior fill the part of the annual performance assessment form before the review discussion starts
with this performer.
It is desirable on the part of superior to do adequate home work before he initiates the review
discussion with the performer to analyze the performance of the entire year. The superior is required to
initiate a detailed 2-way discussion with the performance during which the feedback is nit only given but
also received.
It is up to the superior to be open to revising his views regarding performance based on the
discussion. After the appraisal discussion is over the superior so required to complete the remaining
portion of the “annual performance assessment form”. The performer can make any qualitative
comments in writing, if he so desires. There after the annual performance assessment form should be
forwarded HR department.
However, while forwarding to HR department, same should be routed though concerned corp.
chief. In case there are sharp differences of opinion about evaluation, the performer may arrange
meeting among the performers, the corp. chief to try resolving the differences, in such a situation, the
reviewer’s decision shall be final and binding.HR may be consulted in different cases.
At the end of performance period HR will study each appraisal and give feed back to the
superiors and the corp. chief on areas needing action from them. HR will also make a note of training
and development needs and offer suitable in company or external programs during the next one year to
meet at least ½ most critical training of every employees.
Their old performance planning forms focus was only target oriented but now they are going to
include 25-30% weight age to behavioral and development dimensions which includes training. In their
different categories they are going to consider aspects such as good tram leader, communication, team
play, planning for targets, directing its team etc. the rest 275% would be focused on performance
1. MANAGERIAL ATTRIBUTES
Analytical ability
Planning ability
Problem solving
Communication skills
Decision making and risk taking
2. MAN MANAGEMENT
Ability to handle conflicts
Team building skills
Leadership
Investment in subordinates
Role and goal clarity
3. PERSONNEL EFFECTIVENESS
Flexibility adaptability
Ability to motivate
Initiative
It is an useful technique of efficiency rating but there are certain personal characteristics which
cannot be expressed either in figures or in any other measures
However systematic and objective a performance appraisal system may be used in the
organization. It is rather impossible to eliminate personal and subjective element from it.
Normally there is the performance of ‘a halo’ effect. The leads to a tendency, to rate the same
individual first who have once stood first.
While assigning the factor points or number to the employees, there are some raters who are
very strict while some are more liberal. They cannot keep a fair distinction between two
individuals. Such an approach also nullifies the utility of this system.
Sometimes the outcome of performance appraisals are not in conformity with the other
techniques of motivation, incentive wages plans and so on. Factors are introduced in managerial
appraisal because of a fact possessed by the person concerned who conducts the appraisal.
PARTICULARS STATEMENT
Calculation is for below supervisor level at Promact Plastics Ltd.. (Sample Size = 100)
IDENTIFYPROBLEM
IDENTIFY PROBLEM
CHOOSEOF
CHOOSE OFRESEARCH
RESEARCH
DESIGN
DESIGN
DETERMININGSOURCE
DETERMINING SOURCEOF
OFDATA
DATA
DECIDINGDATA
DECIDING DATA
COLLECTION FORMS
COLLECTION FORMS
DETERMININGSAMPLING
DETERMINING SAMPLING
DESIGN AND SAMPLING
DESIGN AND SAMPLING
SIZE
SIZE
ORGANISINGAND
ORGANISING AND
CONDUCTING FIELD
CONDUCTING FIELD
SURVEY
SURVEY
PROCESSINGAND
PROCESSING AND
ANLYSING THE COLLECTED
ANLYSING THE COLLECTED
DATA
DATA
PREPARINGRESEARCH
PREPARING RESEARCH
REPORT
REPORT
i. IDENTIFY PROBLEM
It is the first and most important stage for conducting research properly formulated
problem is half solution of research process. Here I am just collecting information to discover employee
about problem, incentive, to moral, analysis performance.
I have chosen the descriptive research design out of three design because it is based on
the primary data. It focuses on the discovery of new ideas and helpful to achieving objectives of study.
I am going to conduct research. So, I have to select primary sources to get collected data.
I have used tow or three methods of probability. I have used random sampling, convenient sampling and
area sampling.
ix. CONCLUSION
These are the steps, which we required to follow while conducting research study
procedure in my study and preparation of these report an at least I have interpret all the all the question
rest of the products. I also have given my findings and limitations for each question and suggestion too.
To help in the proper placement of the workers after the completion of their training and
probation.
To identify the need and areas for further training of the employees.
To improve the job performance and identify their potentialities for other work.
Once the researcher has decided the ‘research design’, the next job is of data collection. For data
to be useful, our observation needs to be organized so that we can get some patterns and come to
logical conclusions.
Statistical investigation requires systematic collection of data, so that all relevant groups are
represented in the data. To determine the potential market for a new product, for example, the
researcher might study 500 consumers in a certain geographical area. It must be ascertained that the
group contains people representing variable such as income level, race, education and neighborhood.
The quality of data will greatly affect the conclusion and hence, utmost importance must be
given to this process and every possible precaution should be taken to ensure accuracy, while gathering
and collection data.
Depending upon the resources utilized. Whether the data has come from actual observation or
from records that are kept for normal purpose, statistical data can be classified in to categories: Primary
and secondary.
Primary data is one which is collected by the investigator himself for the purpose of specific
inquiry or study. Such data is original in a character and is generated by surveys conducted by individuals
or research institutions.
The sampling method indicates how the sample units are selected. The most important decision
in this regard is to determine which of the two – probability or non probability sample is to be chosen.
Judgment sampling is one of the most commonly used sampling methods in marketing research
study. Here the sample is selected on the basics on certain basic parameter such as age, sex, income, and
occupation that describes the nature of population so as to make it representative of the population.
The investigator or field workers are instructed to choose the sample that confirms to this
parameter. The field workers are assigned the quota of the number of units satisfying the required
characteristics on which data should be collected.
However, before collecting data on these units the investigator are supposed to verify the unit
qualify this characteristics.
Sampling plays a vital role in carrying out any marketing research study. There would be hardly
any marketing research study, which does not involve the use of sampling backbone of marketing
research. A company selling particular brand of toothpaste and interested in knowing what portion of
household in Delhi use its brand would involve the selection of sample of household.
A market potential study aiming at finding the number, distribution and socio – economic
characteristics of potential customers of a product would define definitely involve the selection of some
kind of sample. A company interested in introducing a new style of packaging for its product would be
interested in knowing the reaction of its customers – a study of which would require the selection of
some type of sample.
We now turn to the sampling process. It is the procedure required right from the defining the
population to the actual selection of sample elements. There are seven steps involved in this process.
SAMPLING SIZE
This means that one should indicate how decision made so far is to be implemented. All
expected pertinent issue in sampling survey must be answered by the sampling plan.
This is the final step in the sampling process. A good deal of field work and office work is
introduced in the actual selection of the sample elements. However it depends mainly upon the
sampling plan and sample size required.
CONTACT METHOD
There are four methods by which respondents can be contacted. The methods are
Personal interview.
Mail interview.
Telephone interview.
Computer interview.
Money 48
Work Culture 38
Management 14
INTERPRETATION
From the above graph we can interpret that most of the employees i.e. 48% are motivated by their
pay scale while only 38% are motivated by the work culture of the industry & 14% are motivated by the
Management of the firm
On the job 38
Seminar 12
Lecture 8
Any other 20
INTERPRETATION
From the above graph we can interpret that the firm conducts training mostly on the basis of On
the job i.e. 38%, Off the job at 22%, Lectures at 8%, Seminars at 12% and other methods at 20%.
Performance 36
Regularity 26
Discipline 22
Behavior 16
Agree 75
Disagree 25
INTERPRETATION
Here from the above graph we can interpret that 75% of the respondent agree that their work is
recognized while the remaining disagree.
Notice Board 76
Video Conference 24
INTERPRETATION
From the above graph we can interpret that the firm communicated mostly on the basis of
notice board i.e. 76%, video conference at 24%,
Yes 69
No 31
INTERPRETATION
From the above graph we can come to know that 69% agree to that full effectively to improve the
moral level. while evaluating performance while the rest 31% disagrees.
Yes 80
No 20
INTERPRETATION
From the above graph we can come to know that 80%agree to that full effectively to improve the
moral level. while evaluating performance while the rest 20%disagrees.
YES 88
NO 12
INTERPRETATION
From the above graph we can come to know that 88%employee agree to involve in the process and
while evaluating performance while the rest 12% disagree
FINDINGS
The findings that have been found during the study are mentioned as under:
The HR manager should see that all employees should be made aware of the performance
appraisal.
If company give more importance to performance appraisal system, it will be very beneficial to
the company
Workers have job satisfaction and because of that employee turnover are less.
The company has less need of supervising work. B’coz workers are quality oriented. Resources
like men, machine, material and money are allocated and utilized in better way and with good
sense.
The workers of the company are so well trained that it enables the company to make the best
utilization of time, money, machines and materials.
I visited “Duke Plasto technique Pvt. Ltd” and the visit proved not
only enjoyable but also exiting to me the visit implemented, lasting
memories and really. In this unit the persons are very co-operative. They
help me for getting information about the unit and also suggested me
about the company.
BIBLIOGRAPHY
K. Aswathappa (Recruitment)
ANNEXURE
1. Salary
2. Work Culture
3. Management
1. Agree
2. Disagree
1. Yes 2. No
1. Yes 2. No
1. Yes 2. No
a. on the job
b. Seminar
c. Lectures
e. other
1. Performance
2. Regularity
3. Discipline
4. Behavior
1. Yes 2. No
1. Yes 2. No
1. Yes
2. No
1. Yes
2. No
1. Yes 2. No