You are on page 1of 114

A Research Report ON

IMPACT OF PERFORMANCE APPRAISAL ON THE DEVELOPMENT OF EMPLOYEES


SPECIAL REFERENCE TO DABUR INDIA LTD.

SUBMITTED FOR THE PARTIAL FULFILLMENT OF MASTER IN BUSINESS ADMINISTRATION

SUBMITTED TO:Prof.Sarika Malhotra

SUBMITTED BY:SARITA RANI Roll no-0961070042 ABES-IBM MBA(2009-2011)

ABES INSTITUTE OF BUSINESS MANAGEMENT, GHAZIABAD


ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 1

CHEPTER ORGANIZATION 1. ABSTRACT 2. ACKNOWLEDGEMENT 3. DECLARATION 4. EXECUTIVE SUMMARY 5. INTRODUCTION 5.1 Topic overview 5.2 Importance of the study 5.3 Scope of the study 5.4 Objective of the study 6. COMPANY PRFOFILE 7. REVIEW OF LITRATURE 8. RESEARCH METHODOLOGY 9. DATA ANALYSIS AND INTERPRETATION 10. CONCLUSION AND SUGGESTIONS 11. LIMITATIONS OF STUDY 12. REFERENCES AND BIBLIOGRAPHY 13. ANNEXURE 4 7 9 11-12

14 - 47 48 - 49 50 51 53-68 70-74 76-81 83-98 102-107 108 110 112

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 2

ABSTRACT

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 3

Abstract
This project report is about the measurement of performance of the employees and providing them appropriate opportunities to develop their career. In this project report I have done a study of performance appraisal procedure and its impact on both the employee and employer. Performance appraisal also helps in building industrial relations It signals to managers and employees what is really important; it fixes accountability for behaviour and results; and it helps to improve performance. This project will explain the knowledge about the process of performance appraisal. It can be used as a means of assessing potential for promotion, assisting people to perform better and indicating future training needs. This project will explain the knowledge about the performance appraisal process. It can be used as a means of assessing potential for promotion, assisting people to perform better and indicating future training needs. This project will help in studying the purpose of performance appraisal. Performance appraisal is a management program, not just an HR department responsibility. It can help in development of scientific basis for reward allocation, wage fixation, incentives. It serves as a mechanism for communication between superiors and subordinates.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 4

ACKNOWLEDGEMENT

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 5

ACKNOWLEDGEMENT My sincere thanks to faculty supervisor Prof. SARIKA MALHOTRA under whose able guidance and kind cooperation I was able to complete the project work titled IMPACT OF PERFORMANCE APPRAISAL ON DEVELOPMENT OF THE EMPLOYEES and its Effectiveness in an Organization. All those employees of Dabur India Ltd deserve special thanks for their cooperation and help in the collection of necessary and relevant material for this work. Also, I do thanks to my friends for their effort and helps. SEvery effort has been made to enhance the quality of work. However, I owe the sole responsibility of the shortcoming, if any, in the study. I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this project in DABUR INDIA LTD.No amount of written expressions is sufficient to show my deepest sense of gratitude to them.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 6

DECLARATION

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 7

DECLARATION

This is to certify that project titled PROCESS OF PERFORMANCE APPRAISAL is done by me, as a partial fulfillment for the degree of Master of Business Administration for DABUR INDIA LTD under guidance of Prof.Sarika Malhotra.

No part of this report is submitted elsewhere

Name:- SARITA RANI Place:-

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 8

EXECUTIVE SUMMARY

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 9

EXECUTIVE SUMMARY
Today, in every organization measurement of performance appraisal is an important activity. It is an important part of an organization. Performance appraisal planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. Performance appraisal is an objective of HR de partment. Providing training, counseling, promotion, transfer and career planning is also a responsibility of HR department. Each objective needs special attention and proper planning and implementation. Performance appraisal plays a vital role in developm ent of employees by providing them feedback about their performance. Performance appraisal provides a feedback to employees so that they can get information about their performance and can improve it, if it is required. Employees have got an opportunity to expand their skills and talent that they have through performance appraisal. Performance appraisal gives them a chance to grow up in the organization by providing them training and counseling.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 10

So it can be said that performance appraisal makes an impact on employees. it may be both positive and negative. This project is been prepared to put a light on IMPACT OF PERFORMANCE APPRAISAL ON EMPLOYEES . This project

includes Meaning and Definition of performance appraisal, Need and Purpose of performance appraisal and Evaluation of performance appraisal Process and its impacts on employees.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 11

INTRODUCTION

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 12

INTRODUCTION In this research report a study has been done on performance appraisal. Performance appraisal is a method of evaluating the behavior of employees in the work spot. It includes both the quantitative and qualitative aspect of job. Performance appraisal is a systematic appraisal of employees personality traits performance on the job and is designed to determine his or her contribution and relative worth to the firm. SHUBIN It is a systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development. This project also gives me an opportunity to study the concept Human Resource as a whole and its function rather than emphasizing on any particular area. The history of performance appraisal is quite brief. THE PURPOSE OF PERFORMANCE APPRAISAL:In general the appraisal systems serve a twofold purpose:

1.

To improve the work performance of employees by helping them realize and use their full potential in carrying out their firms mission.

2.

To provide information to employees and managers for use in making, work related decisions. More specifically appraisals serve the following purposes:-

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 13

a)

Appraisals provide feedback to employees and help the management identify the areas where development efforts are needed to bridge the gaps thereby serving as vehicles for personal and career development.

b)

It helps management spot individuals who have specific skills so that their promotions/transfer is in line with organizational requirements.

c)

Appraisal serves as a key input for administering a formal organization reward and punishment system.

d)

The performance system can be used as a criterion against which selection devices and development programs are validated.

Duration of Appraisal System The time constraints enables the employee to show or project his/her capabilities in term of performance as per the duration allowed. In Dabur India Limited, the performance appraisal system is carried out annually. Dabur India Limited provides the annual feedback to its employees and thus, in term brings out the highlights of the self assessment programme. This enables the better communication between the management and employees and thus, helps in promoting the business future.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 14

WHO SHOULD EVALUATE PERFORMANCE? The most fundamental requirement for any rater is that he or she has an adequate opportunity to observe the rates job performance over a reasonable period of time. This suggests several possible raters. The immediate supervisor: Generally appraisal is done by this person. He is probably the most familiar with the individual's performance and in most jobs has had the best opportunity to observe actual job performance. Further more, the immediate supervisor is probably best able to relate the individual's performing to department and organizational objectives. In some jobs such as outside sales, law enforcement and teaching, the immediate supervisor may observe a subordinate's actual job performance rarely (and indirectly thru written reports). Here judgment of peers play important role. However, there is a danger of potential bias. Subordinates: Appraisal by subordinates can be useful input to the immediate development. Subordinates know first hand the extent to which the supervisor actually delegates, how well he communicates, the type of leadership he has and the extent to which he or she plans and orgasms.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 15

Self appraisal: On one hand it improves the rate's motivation and moral, on the other it tends to

be more lenient, less variable and biased. The evidence on the accuracy of self assessment is fairly complex. In industry it is seen that feed back/ input is taken from various sources -Peers, subordinates, superiors etc. Some companies have gone step ahead in taking feedback from the customers and integrating it into the performance management process. 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 resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War -not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession!
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 16

There is, says Dulewicz (1989), "... a basic human tendency to make judgments about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. 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. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 17

Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed. For example, early motivational researchers were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance. These observations were confirmed in empirical studies. Pay rates were important, yes; but they were not the only 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. As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time. Modern Appraisal Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or 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 improvement and skills development.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 18

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 extreme cases, demotion, 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.) Whether this is an appropriate use of performance appraisal the assignment and justification of rewards and penalties is a very uncertain and contentious matter. Controversy, Controversy Few issues in management stir up more controversy than performance appraisal. There are many reputable sources researchers, management commentators, and psychometricians who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it (see Derven, 1990, for example). At the other extreme, there are many strong advocates of performance

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 19

appraisal. Some view it as potentially "... the most crucial aspect of organizational life" (Lawrie, 1990). Between these two extremes lie various schools of belief. While all endorse the use of performance appraisal, there are many different opinions on how and when to apply it, There are those, for instance, who believe that performance appraisal has many important employee development uses, but scorn any attempt to link the process to reward outcomes such as pay rises and promotions. This group believes that the linkage to reward outcomes reduces or eliminates the developmental value of appraisals. Rather than an opportunity for constructive review and

encouragement, the reward linked process is perceived as judgmental, punitive and harrowing. For example, how many people would gladly admit their work problems if, at the same time, they knew that their next pay rise or a much wanted promotion was riding on an appraisal result? Very likely, in that situation, many people would deny or downplay their weaknesses. Nor is the desire to distort or deny the truth confined to the person being appraised. Many appraisers feel uncomfortable with the combined role of judge and executioner.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 20

Such reluctance is not difficult to understand. Appraisers often know their appraises well, and are typically in a direct subordinate-supervisor relationship. They work together on a daily basis and may, at times, mix socially. Suggesting that a subordinate needs to brush up on certain work skills is one thing; giving an appraisal result that has the direct effect of negating a promotion is another. The result can be resentment and serious morale damage, leading to workplace disruption, soured relationships and productivity declines. On the other hand, there is a strong rival argument which claims that performance appraisal must unequivocally be linked to reward outcomes. The advocates of this approach say that organizations must have a process by which rewards which are not an unlimited resource may be openly and fairly distributed to those most deserving on the basis of merit, effort and results. There is a critical need for remunerative justice in organizations. Performance appraisal whatever its practical flaws are the only process available to help achieve fair, decent and consistent reward outcomes. It has also been claimed that appraises themselves are inclined to believe that appraisal results should be linked directly to reward outcomes and are suspicious and disappointed when told this is not the case. Rather than feeling relieved; appraises may suspect that they are not

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 21

being told the whole truth, or that the appraisal process is a sham and waste of time. The Link to Rewards Recent research (Bannister & Balkin, 1990) has reported that appraises seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards. Such findings are a serious challenge to those who feel that appraisal results and reward outcomes must be strictly isolated from each other. There is also a group who argues that the evaluation of employees for reward purposes, and frank communication with them about their performance, are part of the basic responsibilities of management. The practice of not discussing reward issues while appraising performance is, say critics, based on inconsistent and muddled ideas of motivation. In many organizations, this inconsistency is aggravated by the practice of having separate wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and often secretly, by supervisors and managers. There are basically three purposes to which performance appraisal can be put. First, it can be used as a basis for reward allocation. Decision as to who gets salary increase, promotion, and other rewards are determined by their performance

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 22

evaluation. Second, these appraisals can be used for identifying areas where development efforts are needed. The performance appraisal is a major tool for identifying deficiencies in individuals. Finally it can be used as a criterion against which selection devices and development programs are validated. As a key input into management's reward and punishment decision, performance appraisals can motivate or de-motivate employees. Three different approaches exist for doing appraisals. Employees can be appraised against 1) Absolute Standards 2) Relative Standards 3) Objective PERFORMANCE MANAGEMENT

Since organizations exits to achieve goals, the degree of success that individual employees have in reaching their individual goals is important in determining organization effectiveness. Performance system is fundamentally, a feed back process, which requires sustained commitment. The cost of failure to provide such feedback may result in a loss of key professional employees, the continued poor performance of employees
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 23

who are not meeting performance standards and a loss of commitment by employees, in sum, the myth that the employees know what they are doing without adequate feedback from management can be an expensive fantasy.

PERFORMANCE APPRAISAL (Theoretical view):-

Since organization exist to achieve goals, the degree of success that individual employees have in reaching their individuals goals is important in determining organizational effectiveness. The assessment of how successful employees have been at meeting their individual goals, therefore, becomes a critical part of HRM. This leads us to the topic of performance appraisal.

There are basically three purposes to which performance appraisal can be put. First, it can be used as a basis for reward allocations. Decisions as to whom get salary increases, promotions, and other rewards are determined by their performance evaluation. Second, these appraisals can be used for identifying areas where development efforts are needed. Management needs to spot those individuals who have specific skill or knowledge deficiencies. The performance appraisal is a major tool for identifying these deficiencies.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 24

Finally the performance appraisal can be used as a criterion against which selection devices and development programs are validated. It is one thing to say, for example, that our selection process is successful in differentiating satisfactory performers from unsatisfactory performers.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 25

PERFOEMANCE APPRAISAL PROCESS:- Process of performance appraisal is given below:-

Fig:-PERFOEMANCE APPRAISAL PROCESS


ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 26

The appraisal process begins with the establishment of performance standards. These should have evolved out of job analysis and the job description discussed under human resource planning. These performance standards should also be clear and objective enough to be understood and measured. Too often, these standards are articulated in some such phrase as "a full day's work" or "a good job". Communication only takes place when the transference has taken place and has been received and understood by the subordinate. Therefore feedback is necessary from the subordinate to the manager. Satisfactory feedback censures that the information communicated by the manager has been received and understood in the way it was intended.

The third step in the appraisal in the measurement of performance. To determine what actual performance is, it is necessary to acquire information about it. We should be concerned with how we measure and what we measure.

What we measure is probably more critical to the evaluation process than how we measure, since the selection of the wrong criteria can result in serious dysfunctional consequences. And what we measure determines, to a great extent, what people in the organization will attempt to excel at.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 27

One of the most challenging tasks facing managers is to present an accurate appraisal to the subordinate and then have the subordinate accept the appraisal in a constructive manner. Appraising performance touches on one of the most emotionally charged activities the assessment of another individual's contribution

and ability. The impression that subordinates receive about their assessment has a strong impact on their self-esteem and, very important, on their subsequent performance.

The final step in the appraisal is the initiation of corrective action when necessary. Corrective action can, be of two types. One is immediate and deals predominantly with symptoms. The other is basic and delves into causes. Immediate corrective action often described as "putting out fires," whereas basic corrective action gets to the source of deviation and seeks to adjust the difference permanently.

Immediate action corrects something right now and gets things back on track.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 28

IMPACT OF PERFORMANCE APPRAISAL ON EMPLOYEES Effects of Performance Appraisal on Employee Attitudes In previous pages, several types and techniques of performance appraisals were mentioned, as well as attitudes an employee can have. This chapter focuses on presenting how appraising performance may influence employee attitudes and behavior. Archer North suggests that mere individual recognition, that is to say appraising performance, can lead to higher job satisfaction and reduced absenteeism and turnover rates. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. In traditional appraisal process, the manager, commonly annually, rates the performance of a reporting staff member using some technique listed above. Most of the time, the appraisal reflects the most recent events; that is a big disadvantage.If a manager doesnt talk to staff during the year, and he saves up everything they mess up, the employee actually rated may feel very uncomfortable when faced a list of all mistakes he had made during the year. Recently, a method of 360-degree feedback was developed. It is a process in which you evaluate yourself on a set of criteria, your manager evaluates you, as do your peers and direct reports. You receive a gap analysis between how you
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 29

perceive yourself and how others perceive you. Effective 360-degree feedback processes also include coaching sessions and development planning. Before, it was only used to evaluate executives, but now, participants are individuals at all levels of organizations.

Effects of performance appraisal on employee attitudes Right decision on what performance appraisal technique to use is essential for the rest of the process. For motivating employees by providing them feedback on how they are doing, the MBO or work-standards approach seem to be good choices. If they involve real participation, it is most likely to lead to an inner commitment to improved performance. MBO method of performance appraisal may, on the one side, overcome some of the problems that arise when assuming that the employee traits needed for job success can be reliably identified and measured. Instead of assuming traits, MBO method focuses on actual outcomes. These methods of performance appraisal can give employees a satisfying sense of autonomy and achievement. However, they can also lead to unrealistic expectations about what can and cannot be reasonably accomplished. It has been shown in numerous studies (e.g. Locke, et al.) that goal-setting is an important element in employee motivation. Goals can stimulate
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 30

employee effort, focus attention, increase persistence, and encourage employees to find new and better ways to work. From a Total quality management (TQM) perspective, traditional performance appraisal can possibly hurt quality and teamwork, because it can make employees compete against one another. Solution might be rating teams rather than individuals. To show effects of performance appraisal on employee attitudes, a study by Gabris and Mitchell, made in an organization with a quarterly performance appraisal system, which focused on Matthew effect, will be used. Matthew effect is said to occur where employees tend to keep receiving the same appraisal results, year in and year out. That is, their appraisal results tend to become self-fulfilling: if they have done well, they will continue to do well; if they have done poorly, they will continue to do poorly. They explored an extent of frustration rising from biased performance appraisal. The workforce was divided into two groups: those who had been given high appraisal results consistently, and those who had low results consistently. When the groups were asked if the appraisal system was fair and equitable, 63 per cent of the high performers agreed, compared to only 5 per cent of the lower performers. The groups were asked if their supervisors listened to them. Of the high performers, 69 per cent said yes, while among the low performers, 95 per cent said no. Finally, when asked if their supervisors were
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 31

supportive, nearly half of the high performers agreed that they were, while none of the low performers agreed. It is a cardinal principle of performance appraisal that employees should have the chance to improve their appraisal results especially if their past results have not been so good. It is a very serious flaw in the process of appraisal if this principle is denied in practice. Heathfield says that employee whose performance is under review often becomes defensive. Whenever his performance is rated as less than the best, or less than the level at which he personally perceives his contribution, the manager is viewed as punitive. Disagreement about contribution and performance ratings can create a conflict ridden situation that festers for months. Oberg warns, negative feedback from performance appraisal not only fails to motivate the typical employee, but also can cause him to perform worse. Only those employees who have a high degree of self-esteem appear to be stimulated by criticism to improve their performance. [5] According to study by Baron, destructive criticism, which is vague, ill-informed, unfair or harshly presented will lead to problems such as anger, resentment, tension and workplace conflict, as well as increased resistance to improvement, denial of problems, and poorer performance.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 32

Mentioned implications should be dealt with big attention. It may be suggested that an appraiser should delineate performance appraisal process to a person appraised not as an opportunity to criticize him, but primarily as a way for explaining what could be done better and how could he (and thus the whole company) perform better in future.

Bannister notes, it is important that the appraiser be well-informed and credible. If it is so, employees are more likely to view the appraisal process as accurate and fair. They also express more acceptances of the appraisers feedback and a greater willingness to change. Bacal recommends that when talking to an employee about a problem, one should phrase his comments in terms of preventing the problem from recurring, by using the inappropriate performance as a jumping off point, explaining why it is problematic, and then quickly moving on to preventing re-occurrence. This moves the focus from blame to improvement. He also suggests a cooperative, dialogue approach for managers. This approach puts the manager and employee on the same side, and working towards the same goals is getting better and better. Employee may feel noticed, more self-confident, proud that he or she is working with the boss, and thus may be motivated to perform even better. Mere fact of talking with his supervisor might be very important.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 33

Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals.

Barrie and Sow claim there must be standards of comparison. People need to know how well they are doing at their jobs and where they could improve. It is important to keep in mind that appraisals do not equate to criticism. It may be necessary to explain the importance of completing tasks within timelines or changing the technique of doing a task. Unfortunately, many performance appraisals only frustrate the employee by adding more tasks to what appears to be an already overloaded agenda.

A person appraising performance should be aware of feedback-seekers. It is a situation described by Larson, when usually a poor performing employee seeks feedback from his supervisor (future appraiser, actually) in inappropriate moments, when he is not ready or able to give accurate or frank assessment. If that is the case, a supervisor would often provide a few encouraging words of support. The problem arises in appraisal time. The supervisor will find that the employee recalls
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 34

every casual word of praise ever spoken. This is a very difficult situation for a supervisor, because he either lied when giving the praise, or least, misled the employee in thinking that his performance was acceptable. Supervisor might feel caught in a trap and may actually upgrade the results of performance appraisal. This situation is rather simple to avoid by a manager he should always tell feedback-seeker that he doesnt have time and ask him or her to see him in the office later. A recent trend introducing electronic monitoring systems (and performance appraisal software), should not be left unnoticed. Even though the whole system goes further than mere appraising performance; it deserves mention in this work. Despite its negative effects on employees, it is used more than ever before. Managers fail to realize that electronic monitoring is not able to replace the role of supervisor. It is likely to increase worker stress and decrease employee job satisfaction. Although this may lead to increased productivity, this is frequently accompanied by a decrease in quality and customer service. Study among monitored employees showed a rise in cases of extreme anxiety, severe fatigue or exhaustion, a loss of feeling in the finger/writs, shoulder soreness and depression. The stress associated with electronic monitoring in these cases clearly has real world effects. The stress that employees experience may cost employers more on medical bills in the long run.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 35

Discussions about link of performance appraisal to remuneration Among those, who do not reject performance appraisal, a big discussion is lead over whether a performance appraisal (and its results) should or should not be linked to remuneration. Main argument against linking appraisal results from reward decisions is the belief that a close link could create a threatening and potentially punitive system. Another argument, provided by Archer North, says that the linkage to reward outcomes reduces or eliminates the developmental value of appraisals. For example, how many people would gladly admit their work problems if, at the same time, they knew that their next pay rise or a much-wanted promotion was riding on an appraisal result? Very likely, in that situation, many people would deny or downplay their weaknesses. A fact that should not be overlooked is that many appraisers feel uncomfortable when they are in a role of judge. It may end up in a problem, when raters and ratees know each other well, maybe even mix socially. In that situation, if a appraiser has to give an appraisal result that has the direct effect of negating a promotion or even salary decrease, it may result in resentment and serious morale damage, leading to workplace disruption, soured relationships and productivity declines.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 36

On the other side, there are advocates for that appraisal results should be linked to remuneration. They argue that an organization needs a system to distribute rewards fairly. According to them, performance appraisal is the only process available to help achieve fair, decent and consistent reward outcomes. It has also been claimed that appraisees themselves are inclined to believe that appraisal results should be linked directly to reward outcomes.Recent research by Bannister and Balkin has reported that appraisees seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards.

Conclusion Performance appraisal systems are not, as many critics say, useless and evil. When paying attention to careful PAS planning and proper techniques used, performance appraisal might be perceived not only as an irreplaceable tool for recognizing and rewarding good performance and correcting poor performance, but mainly as a way how to maintain long-term development within an organization.

During a research carried out when preparing this work, an author found a big variety of views on performance appraisal and all of its aspects. Often, opinions were completely opposed. That gives evidence, that, in contrast to other management topics, performance appraisal as whole is very hard to do right,
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 37

since there are not many right solutions that would have no opponents.

There are several things, however, that should be kept in mind when preparing and doing performance appraisal. Appropriate technique should be always used; performance appraisal should be done as a running on daily basis, rather than annual reports. Human Resources department and appraisers should consider performance appraisal mainly as a means for development and motivation, not only a guideline for remuneration and promotion / demotion.

He also found that there is a link between performance appraisal and employee attitudes and behaviors. In previous pages, several examples of effects of performance appraisal on attitudes are said.

In articles, an author noticed global efforts to make changes in approaches to performance appraisal towards developmental and motivational uses. FACTORS AFFECTING PERFORMANCE OF EMPLOYEES:1. Documentation The performance-appraisal process requires documentation of expectations and performance. Documented references during appraisals include the
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 38

employee's job description, her last performance appraisal, interim appraisals and disciplinary documents. A work plan, based on the previous completed performance appraisal, may be used to detail expectations and a time line for accomplishment. The work plan often details all aspects of employee performance, including mastery of specific skills or behaviors and improvement of unsatisfactory performance areas. 2. Duties and Responsibilities A performance appraisal lists and measures the performance of critical job duties and responsibilities as detailed in the job description. The appraisal may rate the overall performance, improvement since the last appraisal, the quality and quantity of work performed, and areas needing improvement. The appraisal might measure the employee's organizational skills, his ability to read and interpret policy, and procedures and the timeliness of work completion. 3. Attendance An appraisal reviews the employee's use of leave and adherence to the daily work schedule. The performance appraisal evaluates how well the employee manages and uses leave, including whether she follows leave policies such as advance leave scheduling and calling in at appropriate times.
Page 39

ABES INSTITUTE OF BUSINESS MANAGEMENT

Documentation of leaving early, arriving late, misuse of breaks and lunch periods and other violations are evaluated. 4. Attitude and Behavior The performance appraisal evaluates aspects of the employee's attitude and behavior and how they affect job performance. Areas rated might include communication, cooperation and flexibility. Appraisal questions might ask how well an employee takes criticism and direction or the degree to which he is helpful, shows initiative and is dependable. Supervisors may be asked to rate the employee on how well he gets along with co-workers. 5. Professional Development Management usually bases evaluation of professional development on plans agreed upon during the previous performance appraisal. Personal development includes training, such as improvement in computer use or proficiency in specific software. The appraisal might evaluate whether the employee has actively sought to improve her knowledge and skills through taking courses and workshops offered by the employer.

PERFORMANCE APPRAISAL SYSTEM IN DABUR INDIA LTD. In Dabur India Limited they have the system of performance appraisal of their employees. The main objective of this performance appraisal system is to
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 40

evaluate the performance, promote their employees and to arrange for their various training programmes if they require for enhancing their skills in their

respective areas and in contribution enhancement. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their job. This approach is frequently referred to as management by objectives. Management by objectives is a process that converts organizational objectives into individual objectives. It can be thought of as consisting of four steps: goal setting, action planning, self- control, and periodic reviews. In goal setting, the organization's overall objectives are used as guidelines from which departmental and individual objectives are set. In action planning, the means are determined for achieving the ends established in goal setting. That is, realistic plans are developed to attain the objectives. Self-control refers to the systematic monitoring and measuring of performance. Finally, with periodic progress reviews, corrective action is initiated when behavior deviates from the standards established in the goal-setting phase. Dabur uses very constructive performance appraisal process while evaluating its employees. Its evaluation is based on quantitative wise and objective wise. Company set goals to its employee by properly reporting with its employees and
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 41

then evaluating them up to what extent it has been achieved and if there is failure in reaching the target what are the causes or reasons behind it. Every evaluator has his or her own value system which acts as a standard against which appraisals are made. Relative to the true or actual performance an individual exhibits, some evaluator mark high and others low. The former is referred to as positive leniency error and the latter as negative leniency error. When evaluators are positively lenient in their appraisal, an individual's performance becomes over- stated; that is, rated higher than it actually should. Similarly, a negative leniency error understates performance, giving the individual a lower appraisal. As such there is no scope of error as far as the Dabur Company is concerned, but sometimes over estimation of target brings about a description in the evaluating criteria. Thus, though chances are less, positive leniency errors have been stated to be committed. Outcome of Performance Appraisal As far as Dabur Company is concerned, there are four outcomes possible: a) Outstanding -If the performance evaluated by the management turns out to be outstanding. If the employee performs in such a way as to collect 3 consecutive outstanding performances into his/her credit) he / she get promoted.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 42

b)

Excellent -If the performance evaluated by the management turns out to be

excellent. If the employee performs in such a way as to collect 3 consecutive excellent performances into his/her credit, he/she gets promoted. c) Good -If the performance evaluated by the management turns out to be good. The management sends the employee to the training programme to improve his/.her skill to perform form. d) Below average -If the performance evaluated by the management turns out to be below average. And, if the employee collects 3 below average to his/her credit, then he/she dismissed Duration of Appraisal System The time constraints enables the employee to show or project his/her capabilities in term of performance as per the duration allowed. In Dabur India Limited, the performance appraisal system is carried out annually. Feedback The company provides the annual feedback to its employees and thus, in term brings out the highlights of the self assessment programme. This enables the better communication between the management and employees and thus, helps in promoting the business future.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 43

Response There are mixed responses from the feedback by the employees. It has helped some of the employees in motivating themselves while those who felt bad were thoroughly communicated and all the confusion and failure part were discussed with employees. THE PURPOSE OF APPRAISING PERFORMANCE In general the appraisal systems serve a two fold purpose: 1. To improve the work performance of employees by helping them realize and use their full potential in carrying out their firms mission. 2. To provide information to employees and managers for use in making, work related decisions. More specifically appraisals serve the following purposes. a) Appraisals provide feedback to employees and help the management identify the areas where development efforts are needed to bridge the gaps thereby serving as vehicles for personal and career development. b) It helps management spot individuals who have specific skills so that their promotions/transfer is in line with organizational requirements.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 44

c)

Appraisal serves as a key input for administering a formal organization reward and punishment system.

d)

The performance system can be used as a criterion against which selection devices and development programs are validated.

REQUIREMENT OF THE PERFORMANCE MANAGEMENT

Reliability: The foremost requirement of a sound system is reliability. In this contact it refers to consistency of judgment. For any given employee, appraisals made by raters working independently of one another should agree closely. But raters with different perspective (e.g. supervisors, peers, subordinates) may see the same individuals job performance very differently. To provide reliable data, each rater must have an adequate opportunity to observe what the employee has done and the condition under which he or she has done it. By making appraisal system relevant, sensitive and reliable we assume the resulting judgments are valid as well. Acceptability: In practice, acceptability is the most important requirement of all, for it is true that human resources program must have the support of those who will use them. Unfortunately, many organizations do not put much effort into garnering the front end support and participation of those who will use the

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 45

appraisal system. Ultimately it is management's responsibility to define as clearly as possible the type and level of job behaviors desired of employees.

It is important to enlist the active support and cooperation of subordinates by making explicit what aspects of job performance they will be evaluated on. Practicality: This implies that appraisal instruments are easy for managers and employees to understand and to use.

For years, personnel specialists have searched for the 'Perfect; appraisal method as if it were some kind of miraculous cure for many pitfalls that plague organizations. Such a method does not exist. In tomorrows world of work far more emphasis needs to be placed on process issues. Factors such as timing and frequency are no less important. In sum performance appraisal is a dialogue involving people and data. Both technical and human issues are involved. Neither can be overemphasized at the expense of the other. In industry it is seen that feed back/ input is taken from various sources -Peers, subordinates, superiors etc. Some companies have gone step ahead in taking feedback from the customers and integrating it into the performance management process.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 46

IMPORTANCE OF THE STUDY


The most fundamental requirement for any rater is that he or she has an adequate opportunity to observe the rates job performance over a reasonable period of time. This suggests several possible raters. 1. It provides immediate supervision which is probably best able to relate the individual's performance with the department and organization. 2. It provides best opportunity to observe actual job performance. 3. It provides information to employees about their performance. 4. It provides information about motivation level of employees. i.e if employees are less motivated, it can be increased by performance appraisal. 5. Employees can get a chance of promotion and transfer. 6. It provides training and counseling to employees. 7. It provides a feedback of performance to employees so that they can improve their performance accordingly. 8. It provides a performance standards to employees so that they become aware of the organizational goal.
Page 47

ABES INSTITUTE OF BUSINESS MANAGEMENT

9. Appraisal by subordinates can be useful input to the immediate development. Subordinates know first hand the extent to which the supervisor actually delegates, how well he communicates, the type of leadership he has and the extent to which he or she plans and orgasms. 10.Self appraisal: On one hand it improves the rate's motivation and moral, on the other it tends to be more lenient, less variable and biased. The evidence on the accuracy of self assessment is fairly complex. In industry it is seen that feed back/ input is taken from various sources -Peers, subordinates, superiors etc. Some companies have gone step ahead in taking feedback from the customers and integrating it into the PMS.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 48

SCOPE OF STUDY
The study of the following makes the company aware of the field, where it is lagging which helps them in conducting proper performance appraisal programmes for their employees. It also helps to understand the employees, the atmosphere and the workplace and help the company to check the existing schemes are providing to the employees. Performance appraisal process must necessarily fulfill the require manpower to increase production.

"Together we create the enterprises of tomorrow"

"To provide world-class solutions and services to enable our customers to serve their customers better"

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 49

OBJECTIVE OF STUDY
This project aims at studying the system of performance appraisal and its effectiveness in an organization. Performance appraisal is the most significant and indispensable tool for the management as it provide useful information for decision making in area of promotion and compensation reviews. Thus a broad objective of the study includes: To know the impact of performance appraisal on motivation and morale of the employees, whether it is increased or not? To find out the benefits of performance appraisal to employees and challenging situations faced by employees.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 50

COMPANY PROFILE

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 51

ABOUT THE ORGANISATION:-

History
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 52

The story of Dabur goes back to 1884, to a young doctor armed with a degree in medicine and a burning desire to serve mankind. This young man, Dr. S. K. Burman, laid the foundations of what is today known as Dabur India Limited. From those humble beginnings, the company has grown into India's leading manufacturer of consumer healthcare, personal care and food products. This phenomenal progress has seen many milestones, some of which are mentioned below:

Dr. S K Burman

1884 -Dr. S K Burman lays the foundation of what is today known as Dabur India Limited. Starting from a small shop in Calcutta, he began a direct mailing system to send his medicines to even the smallest of villages in Bengal. The brand name Dabur is derived from the words 'Da' for Daktar or doctor and 'bur' from Burman. 1896 -As the demand for Dabur products grows Dr. Burman feels the
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 53

need for mass production of some of his medicines. He sets up a small manufacturing plant at Garhia near Calcutta. Early 1900s -The next generation of Burmans take a conscious decision to enter the Ayurvedic medicines market, as they believe that it is only through Ayurveda that the healthcare needs of poor Indians can be met.

Amit Burman 1919 -The search for processes to suit mass production of Ayurvedic medicines without compromising on basic Ayurvedic principles leads to the setting up of the first Research & Development laboratory at Dabur. This initiates a painstaking study of Ayurvedic medicines as mentioned in age-old scriptures, their manufacturing processes and how to utilize modern equipment to manufacture these medicines without reducing the efficacy of these drugs. 1928 -A manufacturing facility for Ayurvedic Medicines is set up at Narendrapur and Daburgram. Dabur expands its distribution network to
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 54

Bihar and the northeast. 1936 -Dabur India (Dr. S K Burman) Pvt. Ltd. is incorporated. 1940 -Dabur diversifies into personal care products with the launch of its Dabur Amla Hair Oil. This perfumed heavy hair oil catches the imagination of the common man and film stars alike and becomes the largest hair oil brand in India. 1949 -Dabur Chyawanprash is launched in a tin pack and becomes the first branded Chyawanprash of India. 1956 -Dabur buys its first computer. Accounts and stock keeping are one of first operations to be computerized. 1970 -Dabur expands its personal care portfolio by adding oral care products. Dabur Lal Dant Manjan is launched and captures the Indian rural market. 1972 -Dabur shifts base to Delhi from Calcutta. Starts production from a hired manufacturing facility at Faridabad. 1978 -Dabur launches the Hajmola tablet. This is the first time that a classical Ayurvedic medicine is branded -from Shudhabardhak bati to

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 55

Hajmola tablet. 1979 -The Dabur Research Foundation (DRF), an independent company, is set up to spearhead Dabur's multi-faceted research. 1979 Commercial production starts at Sahibabad. This is one of the largest and most modern production facilities for Ayurvedic medicines in India at this time. 1984 -The Dabur brand turns 100 but is young ~enough to experiment with new offerings in the market. 1986 -Dabur becomes a public limited company through reverse merger with Vidogum Limited, and is re-christened Dabur India Limited. 1989 -Hajmola Candy is launched and captures the imagination of children and establishes a large market share. 1992 -Dabur enters into a joint venture with Agrolimen of Spain for manufacturing and marketing confectionery items such as bubble gums in India. 1993 -Dabur sets up the oncology formulation plant at Baddi, Himachal Pradesh.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 56

1994 -Dabur India Limited comes out with its first public issue. The Rs.10 share is issued at a premium of Rs.85 per share. The issue is oversubscribed 21 times. 1994 -Dabur reorganizes its business with sales and marketing operations being divided into 3 separate divisions. 1994 -Dabur enters the oncology (anti-cancer) market with the launch of Intaxel (Paclitaxel). Dabur becomes only the second company in the world to launch this product. The Dabur Research Foundation develops the unique eco-friendly process of extracting the drug from the leaves of the Asian Yew tree. 1995 -Dabur enters into a joint venture with Osem of Israel for food and Bongrain of France for cheese and other dairy products. 1996 -Dabur launches Real Fruit Juice which heralds the company's entry into the processed foods market. 1997 -The Foods division is created, comprising of Real Fruit Juice and Hommade cooking pastes to form the core of this division's product portfolio. 1997 -Project STARS (Strive To Achieve Record Successes) is initiated
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 57

by the company to achieve accelerated growth in the coming years. The scope of this project is strategic, structural and operational changes to enable efficiencies and improve growth rates. 1998 -The Burman family hands over the reins of the company to professionals. Mr. Ninu Khanna joins Dabur as the Chief Executive Officer. .. 1999-2000 -Dabur achieves the Rs.IOOO crore turnover mark What is that life worth which cannot bring comfort to others", these words of Dr. S K Burman have inspired generations of Dabur. Keeping r" these golden words in mind, Sandesh or the Sustainable Development Society was set up to carry out welfare activities aimed at improving the a quality of life of the rural people in its area of operation. This society is given complete financial and managerial support by Dabur India Limited.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 58

PRODUCTS AND SERVICES A vast array of products touching the lives of almost every individual, from an infant to a grand old man, from poor to rich; that's how the Dabur's range of health personal care and food products could be best explained. Today Dabur trust has traveled beyond the boundaries of India and is available in more than 50 countries worldwide. These values for money products have made Dabur a household name Healthcare is one of the biggest and oldest divisions of Dabur with a wide range of OTC healthcare products. It comprises of: Ayurvedic Health Tonics Chyawanprash The leader in the chyawanprash market in India, Dabur Chyawanprash is one of the most well known Ayurvedic products in India and abroad. An effective herbal immune modulator, Dabur Chyawanprash has the essential goodness 'of amla and over 50 other herbs. Dabur has conducted several clinical trials on this product, which confirm its efficacy as a unique product that strengthens the body from within.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 59

Digestives Hajmola Tablets Hajmola Tablets are the first classical Ayurvedic products to be branded and positioned as fun-filled product with medicinal properties. It finds mention in Ayurvedic scriptures as Kshudhavardhak Bati, and was branded as Hajmola, a name derived from Hajma which means digestion in Urdu. It is available in regular and tamarind flavor.

Hajmola Candy To cash in on the brand equity enjoyed by Hajmola, Dabur launched Hajmola Candy in 1989. Since then, the company has added Mango and tamarind flavors besides the regular one.

Pudin Hara

One of the oldest products in Dabur portfolio, Pudin Hara is available in liquid as well as capsule form. It has a special combination of mint oils and cures gastric problems without any side effects. The company has added effervescent powder with goodness of Mint for gas and acidity and named it Pudin Hara G.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 60

Hingoli Asafoetida or Hing is mentioned in Ayurveda as an effective aid in digestion, and is used a lot in Indian cooking. Dabur's Hingoli has all the goodness of asafoetida and other herbs. Childcare Products

Dabur Lal Tail The largest baby massage oil in India, it has the goodness of herbs which helps in strengthening the bones of infants. Dabur Janma Ghutti This Ayurvedic preparation helps in strengthening the digestive system of new borns.

Women Care Products

Efarelle Comfort An herbal medicine in self gel capsule form to help overcome abdominal pain during PMS. A combination of natural oils, this formulation gives immediate relief from pain without any side effects. The largest division in terms of sales, the Family Products Division of Dabur has in
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 61

its portfolio hair care and skin care products, oral care and select foods like honey. Hair & Skin Care Dabur is the leader in hair care products in India, and has covered almost all the categories of hair oils. Dabur Amla Hair Oil -As a brand has made its mark beyond India and is a leading hair oil brand in Middle East and Africa. A perfumed heavy hair oil, it is Dabur's largest brand. Dabur Special Hair Oil -It is light hair oil that combines the natural hair care properties of lemon and hibiscus. Vatika -The fastest growing hair oil brand of India, Vatika has single handedly created an altogether new category of herbal enriched natural oils. The Vatika range also includes an herbal shampoo, which has made its mark in the very first year of its launch in the competitive shampoo market of India. The company has recently launched Vatika Anti -Dandruff Shampoo having herbal ingredients to fight the problem of Dandruff Gulabari -Rose water derived from best of Indian roses makes the skin supple and glowing.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 62

Oral Care Dabur Lal Dant Manjan -It is the second largest tooth powder brand of India and the largest in colored tooth power category. This herbal tooth powder is very popular in rural parts of India. Binaca Toothbrushes -After having acquired this dormant brand a few years back, Dabur launched toothbrushes under this umbrella. There are plans to launch other oral care products under the Binaca brand. Dabur Honey When repositioned in 1993, it totally changed the perception of Indian consumer. Honey, which was mainly used for its medicinal properties in India, is today competing for space on breakfast table. Ayurvedic Specialties is a range of over 350 Ayurvedic Medicines both. Classical Ayurvedic drugs and proprietary Ayurvedic medicines developed by Dabur's own research and development. Dabur has products for all the 16~ categories as defined in the Ayurveda. Some of the leading products in this category are: Asav Arishtas -These are medicated decoctions with self-generated alcohol content. Dabur has a range of over 30 Asav Arishtas. Some of the well-known ones include Dashmularishta, Drakshasava, Lohasava, Parthadyarishta and

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 63

Ashokarishta. Chumas -These are finely ground medicinal powders used to treat a variety of ailments ranging from digestive problems to cough and fever. Ras Rasayans -Preparations containing mineral drugs as main ingredients are called Ras Rasayans. Dabur has a range of more than 50 Ras Rasayans which are used by Ayurvedic practitioners in the cure of host of ailments. Medicated Oils -The oils boiled along with certain prescribed drugs are known as medicated oils. These oils retain the curative properties of herbs and are used for injunction and massage. Launched over two years back, the Dabur Foods range includes juices under the brand name Real and cooking pastes under the brand name Hommade. To give a better focus this division has been carved out as a subsidiary company of Dabur India Limited. Dabur Foods Limited -Dabur Foods Limited, a 100% subsidiary of Dabur India Limited, is spearheading Dabur's foray into food processing industry. The company, set up in April 1999, is marketing a range of fruit juices under the brand name Real, Hommade Cooking Paste and Sauces and Lemoneez lemon juice. Dabur was the first company in India to introduce fruit juices in packaged form without any artificial additive. Real is today the market leader in this category with more than 50% market share. Hommade cooking paste is the only national brand in
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 64

this category. Lemoneez is the only product in its category available in unique drop and trickle pack and uniquely Pharmaceuticals Branded Pharmaceuticals -It includes a range of natural ethical products like New Livfit, Honitus, Ulgel etc. and a range of contrast media and gynecological. Oncology -This wide and formidable range includes brands such as Intaxel, Docetaxel and Topotecan, all of which were manufactured for the first time in India by Dabur. Little wonder then, that Dabur is the undisputed market leader in this category in India and has plans to establish it as a generic oncology player in select global markets. Bulk Drugs and Chemicals -This range consists primarily of bulks in the oncology category.

Joint Ventures Dabon International Limited -Dabur has also collaborated with Bongrain of France for the manufacture and marketing pf specialty cheese and other dairy products. This joint venture company has already made its presence felt in the Indian cheese market through the launch of processed cheese under the brand name LeBon, and a specialty cheese under the brand name Delicieux.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 65

Subsidiaries Dabur has six subsidiary units, which come under the umbrella of the Dabur India organization. These are: Dabur Foods Limited -Dabur Foods Limited, a 100% subsidiary of Dabur India Limited, is spearheading Dabur's foray into food processing industry. The company, set up in April 1999, is marketing a range of fruit juices under the brand name Real, Hommade Cooking Paste and Sauces and Lemoneez lemon juice. Dabur was the first company in India to introduce fruit juices in packaged form without any artificial additive. Real is today the market leader in this category with more than 50% market share. Hommade cooking paste is the only national brand in this category. Lemoneez is the only product in its category available in unique drop and trickle pack and uniquely shaped tabletop pack. Dabur Nepal Private Limited -Dabur Nepal was the first manufacturing base overseas for Dabur group. The company is today the leading exporter of Nepal and the third largest and most modern manufacturing base for Dabur. Dabur Nepal is today involved in promoting cultivation of herbs and apiculture activities in Nepal. The company has set up state of the art greenhouse at Banepa for developing saplings for 20 medicinal plants. Dabur Nepal has also set up an Apiculture centre for promoting bee-keeping activity in Nepal and developing
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 66

queen bees and bee colonies for exports. Dabur Egypt Limited -Dabur Egypt is groups gateway to Africa. This manufacturing base set up a couple of years back to cater to the demands of Middle East and African market is producing Hair Care, Skin Care Products and Foods. Dabur Oncology PIc. -Set up recently in UK, this subsidiary of Dabur India Limited will be manufacturing anti-cancer formulations for European market. The company is in the process of setting up manufacturing base near London and is expected to start operation from year 2001. Dabur Finance Limited Dabur has an illustrious Board of Directors who is committed to take the company onto newer levels of human endeavor in the service of mankind.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 67

REVIEW OF LITRATURE

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 68

REVIEW OF LITRATURE :Performance evaluations have been conducted since the times of Aristotle (Landy,Zedeck, Cleveland, 1983). The earliest formal employee performance evaluation program is thought to have originated in the United States military establishment shortly after the birth of the republic (Lopez, 1968). The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides for the raw data for the evaluation of the effectiveness of such personnel- system components and processes as recruiting policies, training programs, selection rules, promotional strategies, and reward allocations (Landy,Zedeck, Cleveland, 1983). In addition, it provides the foundation for behaviorally based employee counseling. In the counseling setting, performance information provides the vehicle for increasing satisfaction, commitment, and motivation of the employee. Performance measurement allows the organization to tell the employee something about their rates of growth, their competencies, and their potentials. There is little disagreement that if well done, performance measurements and feedback can play a valuable role in effecting the grand compromise between the needs of the individual and the needs of the organization (Landy, Zedeck, Cleveland, 1983). A research to improve the effectiveness of Performance appraisal:ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 69

According to ACAS (1997), Performance appraisal (PA) is a western management concept. It regularly records an assessment of an employees performance, potential and development needs, Functions as an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period, and agrees objectives for the next. This definition clearly shows that PA offers a chance to assess or judge various aspects of an employees work performance by checking back how they have performed in the past and then predicting and developing their future performance. However, it is difficult to be translated into a different cultural environment, with the practice of PA in china having brought about a few problems. Easter by smiths report (1995) shows that Chinese managers often have a different idea about what PA is than do western managers. This essay will firstly critically analyze the two problems discovered in the implementation of PA in china; one being its overemphasis on the function of measuring reward and punishment for the employee rather than identifying his or her potential ability in the long run, the other being the lack of effective feedback in Chinese PA. Followed are two suggestions: consistency of PA in time, attitude and with organizational culture and the shift of its emphasis. Finally valuable insight into the future trend of PA in China will be examined.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 70

Performance appraisals should focus on three objectives: performance, not personalities; valid, concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on what the employee is going to improve in his performance and what you are going to do (McKirchy, 1998). Both the supervisor and employee should recognize that a strong relationship exists between training and performance evaluation (Barr, 1993). Each employee should be allowed to participate in periodic sessions to review performance and clarify expectations. Both the supervisor and the employee should recognize these sessions as constructive occasions for two-way communication. Sessions should be scheduled ahead of time in a comfortable setting and should include opportunities for selfassessment as well as supervisor feedback. These sessions will be particularly important for new employees who will benefit from early identification of performance problems. Once these observations have been shared, the supervisor and employee should develop a mutual understanding about areas for improvement, problems that need to be corrected, and additional responsibilities that might be undertaken. When the goals are identified, a plan for their achievement should be developed. The plan may call for resources or support from other staff members in order to meet desired outcomes. In some cases, the plan might involve additional training. The supervisor should keep in contact with the
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 71

employee to assure the training experiences are producing desired impact (Barr, 1993). A portion of the process should be devoted to an examination of potential opportunities to pursue advancement of acceptance of more complex responsibilities. The employee development goals should be recognized as legitimate, and plans should be made to reach the goals through developmental experiences or education (Barr, 1993). Encouraging development is not only a supervisor's professional responsibility, but it also motivates an employee to pursue additional commitments. In addition, the pursuit of these objectives will also improve the prospect that current employees will be qualified as candidates when positions become available. This approach not only motivates current performance but also assists the recruitment of current employees as qualified candidates for future positions (Barr, 1993). How to arrive? Reasons why need to be done Benefits of productive performance appraisals. - Employee learns of his or her own strengths in addition to weaknesses. - New goals and objectives are agreed upon. Employee is an active participant in the evaluation process. - The relationship between supervisor and employees is taken to an adult-to-adult level. - Work teams may be restructured for maximum efficiency. - Employee renews his or her interest in being a part of the organization now and in the future. - Training needs are identified. - Time is devoted to discussing quality of work without regard to money issues. - Supervisor becomes more comfortable in reviewing the performance of
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 72

employees. - Employees feel that they are taken seriously as individuals and that the supervisor is truly concerned about their needs and goals. (Randi, Toler, Sachs, 1992)

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 73

RESEARCH METHODOLOGY

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 74

RESEARCH METHODOLOGY

Research methodology is a way to solve the research problem, systematically. It includes various steps that are adopted by the researcher in studying his/her research problem. As far as this project concern, it has used two types of research:1. Analytical research:-The researcher has to use the already available facts or information and analyze these to make a critical evaluation of the material.

2. Qualitative research:-Qualitative research means study of human behavior i.e. why people things or do certain things. Qualitative research is especially important in the behavioral science where the aim is to design or to discover the underlying motives of human behavior. In this report study of employees behavior is done. Through this report various factors are analyzed to motivate employees. RESEARCH DESIGN:Research design is the specification of methods and procedures for acquiring the information needed. It includes the following features:It is a plan that specifies the source and type of information relevant to the research problem.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 75

It is strategy that specifies which approach will be used for gathering and analyzing the data. Research design includes the following things:1.Type of Sampling:

Simple sampling has been adopted for this research. Under which we have considered the sampling which has been done for a specific designated population, because here a small cluster of professionals has been considered out of the total universe. 2. Sample Size: Sample size refers to the number of items to be selected from universe to constitute a sample. The sample size should be optimum as it should fulfill the objective of the research. The population covered for the present study consisted of employee belonging to supervisory and the level above. For the purpose of this study, survey covered the employee of DABUR, HUL etc in NCR. The sample size taken is 80. 3. Sample Area: The sample area refers to the universe to be studied under this research project. The area denotes the place or the region to be studied and taken into research consideration. Thus, the sample area chosen for this research project is Indoor region.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 76

4. Data Collection The task of data collection begins after a research problem has been identified and the research design has been chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data: a. Primary data b. Secondary data In this research project the data being collected is as follows:

Primary Data: primary data are those data which are collected the original data. By means of original data is a fresh data that does not in already existence. In this report primary data related to performance appraisal has been collected by the following methods: Survey method Questionnaire method

Primary data in this research as it is the Analytical research to find out the shortcomings and area of improvements according to the skill recruitment team. Secondary Data: The secondary data is also used in a lesser proportion to find out the name and designation of the employees who are working with this organization and the company profile.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 77

Secondary data is data that is already in existence. Collection of secondary data can be done in case of performance appraisal from past records of the employees. DATA COLLECTION:- It includes the collection of data related to performance appraisal. After collecting the data on "Performance Appraisal System" data was Analyzed and interpreted. The topic for analysis and interpretation of data may be: Promotions A promotion may be defined as an upward advancement of an employee in an organization to another job, which commands better pay/wages, better status/prestige and higher opportunities/challenges and responsibility, a better working environment, hours of work and facilities etc. Aligning goal Respondent were asked about the present system, does it help in aligning individual goal with those of the organization.

Career Progress Career progress is something which is continuous, with the input from organization in term of training, feedback and counseling. In today's changing scenario this has to be followed in every organization so that an individual make progress in the career adding value to him and the organization. Respondent were
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 78

asked about the current system helping in their career progress. Career advancement is the most motivating factor when employee aspires for the advancement of his career and for better opportunities to use his/her talents. From the organization's point of view, it is necessary to develop in manager. Career planning means helping the employee plan his career in terms of his capabilities with the context or organizational needs.

Feedback

Providing feedback plays constructive role. It helps the employee know his/her weakness and strength. Feedback provides for the area of improvement.

Respondent were asked about the frequency of feedback based on their performance.

Remedial measures Based on the performance the remedial measures are taken to do away with weakness if any and build on the strength and add to the existing capability. The population covered for the present study consisted of employee belonging to

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 79

supervisory and the level above. For the purpose of this study, survey covered the employee of DABUR, HUL etc in NCR. The sample size taken is 80.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 80

ANALYSIS AND INTERPRETATION OF DATA

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 81

ANALYSIS AND INTERPRETATION OF DATA


After collecting the data on "Performance Appraisal System" data was Analyzed and interpreted. The various topics covered for analysis and interpretation of data are: 1. Promotions

A promotion may be defined as an upward advancement of an employee in an organization to another job, which commands better pay/wages, better status/prestige and higher opportunities/challenges and responsibility, a better working environment, hours of work and facilities etc. Promoters have a salutary effect on the satisfaction of the promoted person's need for esteem, belonging and security. They also afford an opportunity for greater self-actualizing action through more varied and challenging assignments. The promotion policies differ from an organization to another.

The guidelines for departmental promotion are same for male and female employees. The period of experience required for filling a higher post departmentally varies from 3-5 years. 5 years experience for promotion to managerial staff and 3 years experience for promotion to Junior Management staff is needed. The other area of promotion apart from seniority is merit and fitness.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 82

Though these guidelines are not in a written format the supervisor and manager get it at the time of appraisal from the HR department. As per the guidelines from the HR department employees are to be promoted accordingly. However there is confusion among the employee as these guidelines are not being explained time to time, many are not aware of the existing promotion policy in the organization. Data analysis includes:-

To check whether there was transparency in the appraisal system of the organization or not, the employees were asked about this also.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 83

There was no doubt left after the analysis of the survey results. 80% of the employees said that the appraisal system in the organization was fair and transparent.

One of the main work of manager/supervisor is to encourage the employees. To find out whether mangers encouraged the employees or not, we asked the respondents about this question.

There was no doubt left after the analysis of the survey results. 81% of the employees said that the mangers/supervisors in the organization are very encouraging.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 84

We asked the respondents whether there should be special pay packages for the deserving and better performing candidates or not.

As expected the survey results clearly indicated that majority of the respondents believed that there should be special packages for the deserving candidates, 42% respondents highly agreed to this fact and 40% said that they agree to this.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 85

Respondents were asked whether the promotion is well defined in the organization. The responses are given below:

Response

Percentage

Yes

16%

No

52%

Cant Say

28%

From the above table, it can be seen that 16% agree that promotion is well defined in the organization. However 52% were not able to say it as there is lack of Information about the promotion policy. Every employee need to be communicated about the existing promotion policy. Aligning goal Respondent were asked about the present system, does it help in aligning individual goal with those of the organization. The responses were as given below:

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 86

Response

Percentage

Yes

44%

No

12%

Cant Say

40%

No Response

4%

Here the response from the supervisor was 45.83% for the factor that it helps in aligning their goal with those of organization.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 87

Career Progress Career progress is something which is continuous, with the input from organization in term of training, feedback and counseling. In today's changing scenario this has to be followed in every organization so that an individual make progress in the career adding value to him and the organization. Respondent were asked about the current system helping in their career progress. Career advancement is the most motivating factor when employee aspires for the advancement of his career and for better opportunities to use his/her talents. From
Page 88

ABES INSTITUTE OF BUSINESS MANAGEMENT

the organization's point of view, it is necessary to develop in manager. Career planning means helping the employee plan his career in terms of his capabilities with the context or organizational needs. Individual, after becoming aware of some of his/her capabilities and career and development an opportunity chooses to develop himself/herself in a direction that improves his/her chances of being able to handle new responsibilities. It is also the responsibility of the employer to help him/her to identify the career opportunity, make choices and develop his/her career and provide opportunities for career planning and succession planning. Question asked was as follows: Are the issues like career planning and succession planning a part of company?

The responses to the above were as given below:

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 89

Response

Percentage

Yes

20%

No

44%

Cant Say

36%

Here only 44% of the respondent gave response that it does not while 20% gave response that there is career development plan.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 90

Feedbackss

Providing feedback plays constructive role. It helps the employee know his/her weakness and strength. Feedback provides for the area of improvement.

Respondent were asked about the frequency of feedback based on their performance.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 91

The responses were as given below:

Response

Percentage

Rarely

24

On a few occasion

40

Sometimes

20

Often

08

Almost always

08

40 percent responded that feedback is provided though on a few occasion. The frequency has to increase both from the individual and organization point of view to keep the individual motivated for work in line with the organizational expectation.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 92

TRAINING AND PROMOTION Training and promotion also increases the morale and motivation of the employees.

Does the organization provide training and promotion after appraisal?


The figure given below:-

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 93

Response

Percentage

Yes

20%

No

44%

Cant Say

36%

44% employees said yes they get training and promotion after the appraisal. While 36% said no.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 94

COUNSELLING Is the organization provides counseling to employees? Figure is given below:-

Response

Percentage

Yes

44%

No

36%

Cant Say

20%

44% employees said yes they get training and promotion after the appraisal. while 36% said no.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 95

AWARENESS OF PERFORMANCE STANDARDS It includes does the organization provide proper awareness of performance standards? Response is given in the figure

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 96

Response

Percentage

Yes

50%

No

30%

Cant Say

20%

50% respondents said yes they get information of performance standards, while 30% said no.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 97

SWOT ANALYSIS

1. Strength -Dabur India Limited is the first Indian major company which came up with the idea of Ayurvedic concept in various family and health care products. Mostly whatever ingredients it uses in its product are extracted from nature as it has very less synthetic chemical constituents used in its product and so it does not has any threat of side effect. As it has its product in major areas viz. family, health care and in food division it can easily has larger share of market. By this performance appraisal systems act as motivating factor for its employees to a great extent by increasing their efficiency and skills. For example, if we see Dabur Lal Dant Manjan, it is India's number one tooth powder doing very well in rural as well as in urban market.

2. Weakness -The main weakness of the company is that the company is taking the performance appraisal in objective wise, while evaluating a particular employee performance, on objective wise, the employee does not get enough opportunity to express completely and freely the valid reasons of his/her failure to the organization. Weakness is also highlighted when Dabur India Limited do this performance appraisal procedure annually.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 98

3. Opportunity -With the help of this performance appraisal system the employee always get feedback from the company. He / she can realize easily his/her level of efficiency. By this performance appraisal system the employee gets enormous opportunity to enhance their skills by special training and various other management programs. 4. Threats -While evaluating an employees performance the performance appraisal system there is always a chance of fear that those employees who are unable to achieve their target can take it as a huge set back for them and in the log term it tends to decrease their efficiency level how good the employee is and thus it effect the over all performance of the organization.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 99

CONCLUSIONS & SUGGESTIONS

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 100

Conclusion
The analysis and interpretation of data on study of performance appraisal and its effectiveness in an organization led to the following conclusions: The promotions rule though defined need to be communicated to every employee before appraisal process is done and also justify the promotion as a result of the appraisal. That the promotion policy followed differs at different position and category. Uniformity has to be there in the implementation of promotion policy at all levels. The process of performance appraisal followed in Dabur India Ltd. at the supervisory and above level IS to say not well but of satisfactory level. The employees do not rate it very good. The appraisal outcome has to be used frequently for the purpose of reward on performing well together with the feedback on the performance. Also when performance goes down employee has to be given feedback and motivated to do better. The organization at present doesn't lie career planning and career suggestion plans.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 101

In Dabur India Ltd. feedback is being provided to the employee though on a few occasion. Performance appraisal in Dabur India Ltd is done on an annual basis. More emphasis on training and job rotation as remedial measures. The mechanism of counseling pre-performance and post performance is not in practice at the organization in strict term. During the course of study suggestion came from the employee side for the need of counseling.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 102

SUGGESTIONS

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 103

Suggestions:The study undertaken brings some interesting result. Training the Appraiser: It is proposed that appraiser be trained for clear understanding of the system and its objective and also counseled to be honest, fair, just, unbiased in appraising the appraisal. Factors/traits of evaluation: It is proposed that appraisal evaluated on above factors/traits be given suitable remark or justification for being given different quantitative grade. Greater clarity has to be has to there in terms of job responsibility. This is possible when the appraisal is done on the basis of the description. In the organization, performance appraisal is done on an annual basis which should be done Quarterly to make it more effective. Consistency is demanded in the promotional policy. It should not change every year. Monetary difference between two grades should not be large; it should be motivating in nature. Performance appraisal system should be made more transparent and rationale. Performance feedback: The performance feedback sessions should be improved which would results in increasing employee motivation to improve
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 104

performance. The following could be incorporated. Pin point the problem behaviors and make sure the employee is aware of it. Make sure the employee understands the consequences of the problem behaviors. Get employee's commitment to change and make sure he cares about the change. Assistance should be provided to improve poor performance. Make a realistic plan appropriate to the behavior and set a time frame for improvement. To make sure to review performance time to time. The other change which has to be incorporated at the supervisor and the level above are: These should be listing down of task undertaken during the last one year and the result achieved. In some areas of performance there should be self appraisal and more and more counseling so that employee improves upon weak area and understands what is expected of him/her at the organization level. Based on the above an open appraisal system is suggested.

In an open appraisal the employee would come together to set the targets, to understand the mutual expectations and support to be provided by the appraiser to
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 105

the employee for achieving mutually accepted goals/targets. Through this process of setting targets the interpersonal relationship between the appraiser and the employee would improve. The open appraisal system reduces the whims and fancies of the appraiser. It promotes result-orientation as it is based on performance rather than on personality based appraisal.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 106

LIMITATIONS OF STUDY
A great deal of primary data of non-confidential nature remains untouched. a. The lack of a scientific training in the methodology of research is a great impediment for research. b. There is the need for generating the confidence that the information obtained from a source, will not be misused. c. Library management and functioning is not satisfactory at many place and much of the time and energy are spent in tracing out the books, journals, reports etc, rather than in tracing out relevant material from them. d. There is also the difficulty of timely availability of data from various government and other agencies used in the research. e. There may at times, take place the problem of conceptualization and also problems related to the collection of data.

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 107

EXPECTED RESULTS The result according to the study of impact of performance appraisal on the development of the employees. Two types of results are expected of this research. 1. Positive impact of performance appraisal on employees 2. Negative impact of performance appraisal on employees 1. Positive impact of performance appraisal on employees Performance appraisal increases the motivation of employees by providing them promotion, training and counseling etc.

Performance appraisal increases the productivity of the employees. Performance appraisal increases the effectiveness in work and gives them a chance to grow in the organization.

2. Negative impact of performance appraisal on employeesThere are some negative impacts of performance appraisal on employees like Decreased the productivity and morale of employees because of demotion, termination, scolding, warning etc. Performance appraisal can also decrease the motivation of employees. Usually the measurement of the employees performance in DABUR has measured on the basis of the following:ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 108

1. Outstanding 2. Excellent 3. Good 4. Below average As far as Dabur Company is concerned, there are four outcomes according to research:a) Outstanding Some employees has come under this category. If the employee performs in such a way i.e. they gives outstanding performance, they get promoted. In Dabur 3 consecutive outstanding performances are measured and get promoted. b) Excellent Some employees had come under this. If the performance evaluated by the management turns out to be excellent. If the employee performs in such a way as to collect 3 consecutive excellent performances into his/her credit, he/she gets promoted. c) Good -If the performance evaluated by the management turns out to be good. The management sends the employee to the training program to improve his/.her skill to perform form. Employees, who had come under this scale, sends to the training . d) Below average -If the performance evaluated by the management turns out to be below average. And, if the employee collects 3 below average to his/her credit, then he/she dismissed.
ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 109

REFERENCES AND BIBLIOGRAPHY

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 110

REFERENCES AND BIBLOGRAPHY Books & Magazines Performance Appraisal: The Latest Nightmare Business Outlook HRM by VSP Rao How To Improve Performance Through Appraisal by Donald Kirkpatrick Mint Flippo Edwin B., Personnel Management, Tata McGraw Hills Gupta, C.B., Human Resource Management, Sultan Chand & Sons. Rao P. Subba, Essentials of Human Resource Management And Industrial Relations, Himalaya Publishing House. Websites www.citehr.com www.humanpotential.com www.hradvise.com www.hrdigest.com www.hrjunction.com www.google.com

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 111

ANNEXURE

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 112

Annexure

NAME

ORGANISATION: PHONE NO.: QUESTIONNAIRE

DEPARTMENT:

(Q.1) Does the appraisal system is transparent and gives you a chance to grow in the organization? a. Yes (80%) b. No (20%)

(Q.2) Should the employees get the deserving packages for performance? a. Highly agree (42%) d. disagree(40%) (Q.3) Whether the promotion is well defined in your organization or not ? a. Yes (16%) b. No(52%) c. Cant Say(28%) b. agree (5%) c. neither agree nor(13%)

(Q.4) Does the appraisal system help in aligning goal with those of organization? a. Yes (44%) d.No response (Q.5) Are the issues like career planning succession planning a part of your company? a. Yes(20%) b. No(44%) c. Cant Say(36%) b. No (12%) c. Cant Say(36%)

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 113

(Q.6) Does the employees get the feedback of performance appraisal? a.Rarely (24%) d. Often(8%) b. On a few occasion( 40%) e. Almost always (8%) c. Sometimes (20%)

(Q.7 )Is the organization provide counseling after the appraisal? a. Yes(44%) b. No (36%) c. Cant say (20%)

(Q.8) Are the employees encourages by the supervisors? a. Yes (87%) b. No (13%)

(Q.9)Is the organization provide training and promotions after the appraisal? a. Yes (44%) b. No(36%) c. Cant Say(20%)

(Q.10) Are the employees aware of the performance standards of the organization? a. Yes (50%) b. No (30%) c. Cant Say (20%)

(Thank you for your time and response)

ABES INSTITUTE OF BUSINESS MANAGEMENT

Page 114

You might also like