Professional Documents
Culture Documents
PERFOMANCE APPRISAL
Under the guidance of Mr. Bhajan Singh (Deputy Manager, HR) Submitted for the partial completion of the degree of Master of Business Administration at
B.G.I.E.T SANGRUR
Declaration
I JAYA, a student of MBA 3rd Semester of BGIET, sangrur Batch (2011-2013) hereby declare that the Research/Project titled PERFORMANCE APPRASIAL under the Sangrur distt..Co-operative milk producer union ltd. under this the outcome of my own work and the same has not been submitted to any University/Institute for the award of master degree. / Class:- M.B.A. 3rd sem Roll No.:-1172567
CERTIFICATE OF APPROVAL
B.G.I.E.T SANGRUR Page2
This
is
to
certify
that
the
project
work
entitled.is a benefited work carried out by Mr./Miss.In partial fulfillment of for the degree of Master Business Administrator from BGIET,Punjab Technical University,Jalander.the project report has been approved here with.
ACKNOWLEDGEMENT
Its a great pleasure to present this report of training entitled PERFORMANCE APPRAISAL in VERKA MILK PLANT SANGRUR" done in sangrur for the partial fulfillment of MBA project under MS.AMANDEEP KAUR, Assistance. Lecturer, Bhai Gurdas Institute of Engineering and Technology, affiliated to PTU, Jalandhar. At the outset, I would express my immense gratitude to my training guide, guiding me right from the inception till the successful completion of the training. I am falling short of words for expressing my feelings of gratitude towards him for extending his valuable guidance, critical reviews of project and report and above all the moral support he had provided me with all stages of training. I would also like to express my sincere thanks to all faculty members of my institute along with my Internal Guide, Ms. Amandeep kaur who offer their valuable guidance in carrying out my Project Report successfully. I am extremely grateful to my Institutional Guide. I would like to convey my deep regard to the employees of Verka Milk Plant, Sangrur, who have sincerely supported me with the valuable insights in to the completion of this Project. I would like to thank my family members for their trust and confidence in me. I would also like to thank my friends for their help and cooperation throughout the training. Last, but not the least I like to thank the almighty God without whom the project would have been in the doldrums.
PREFACE
Excellence is an attitude that the whole of the human race is born with. It is the environment that makes sure that whether the result of this attitude is visible or otherwise. A well planned, properly executed and evaluated industrial training helps a lot in inculcating a professional attitude. It provides a linkage between the student and industry to develop an awareness of industrial approach to problem solving, based on broad understanding of process and mode of operation of organization. During this period, the students get the real, firsthand experience for working in the actual environment. The quest for knowledge can never end. The deeper we dig, the greater the unexplored seems to be. No man can honestly say that he has learned all that this world has to offer. We cannot achieve anything worthwhile in any field only on the basis of theoretical knowledge from books. Pragmatic knowledge obtained through working at the ground zero level and gaining experience, in my view, is essential as theoretical one, if not more. In order to achieve tangible, positive and concrete results, the classroom knowledge need to be effectively wedded to the realities of the situation existing outside the classroom. Theoretical knowledge is of no use without practical one. This report pertains to Summer Training in partial fulfillment of my degree of M.B.A. great extent. I had the opportunity to have a real experience on my venture, which has increased my sphere of knowledge to a
TABLE OF CONTENTS
Chapter-1 Introduction Page No 1.1 General introduction about the industry....5
1.2 Company profile....5 1.3 Origin and development of the industry...19 1.4 Growth and present status of the industry....23 Chapter-2 Introduction to the topic
2.1 introduction of the topic.24 2.2 Benefits of appraisal system...37 2.3 Performance system at verka milked...39 2.4 Summary of analysis....45 Chapter-3 Research Methodology
3.1 Research design..47 3.2Objective of the study.....48 3.3 Sampling techniques used..49 3.4 Selection of sample size.49 3.5 Data collection....49 3.6 Limitations of the study......51 Chapter-4 Chapter-5 Annexure Bibliography.....81 Data Analysis and interpretation.......52 Suggestions and Recommendations72
Conclusions.74 Questionnaire....................................................................................75
1.1 MILKFED-PUNJAB
Introduction
The Punjab, came into existence in 1973 with a twin objective of providing remunerative milk market to the Milk Producers in the State by value addition and marketing of produce on one hand and to provide technical inputs to the milk producers for enhancement of milk production on the other hand. Although the federation Punjab State Cooperative Milk Producers Federation Limited popularly known as MILKFED was registered much earlier, but it came to real self in the year 1983 when all the milk plants of the Punjab Dairy Development Corporation Limited were handed over to Cooperative sector and the entire State was covered under Operation Flood to give the farmers a better deal and our valued customers better products. Today, when we look back, we think we have fulfilled the promise to some extent. The setup of the organization is a three tier system, Milk Producers Cooperative Societies at the village level, Milk Unions at District level and Federation as an Apex Body at State level. MILKFED Punjab has continuously advanced towards its coveted objectives well defined in its byelaws.
1. To provide remunerative prices to milk producers by value addition and marketing of produce. 2. To provide technical inputs for enhancement of milk production on the other hand. 3. To carry out activities for promoting production, procurement processing and marketing of milk and milk products for economic development of the farming community; 4. To purchase and/or erect buildings, plants, machinery and other ancillary equipment to carry out business; 5. To study problems of mutual interest related to production, procurement and marketing of dairy and allied products; 6. To establish research and quality control laboratories; 7. To make necessary arrangements for transfer of milk allied milk products and commodities; 8. To market its products under its own trade name/brand name with its Member Unions trade mark/brand; 9. To promote the organization of primary societies and assist members in organization of the Primary Societies.
SELECTION OF ROUTES:
Routes are selected for the delivery of milk through these societies. Shortest milk routes are preferable so that milk reach to plant in same condition, otherwise milk can become sour or curd. The societies which are far away from milk plant, the four milk chilling centers are established for them. Societies send milk directly to milk plant or through chilling centers. These chilling centers chill milk at 4 degree Celsius which keeps the milk in good condition for 24 hours. After chilling the milk these centers send milk to the milk plant.
season the procurement of milk is about 50000 liters per day. The most awaiting season is flush season i.e. the months of November, December, January and February. In this season the procurement of milk is maximum i.e. 65000 liters.
MILK PLANT
NAME OF THE SOCIETY MILK PER DAY (in liters) Local Sangrur 40000 Sehna 8000 Mehal Kalan 5000 Chanhaliwala 7000
(B) PRODUCTION
Production is the foundation on which every organization is built. Production is an internal act of producing something in an organized manner. It is the fabrication of a physical object through the use of men, Material and equipment.Thus the basis of production is the transformation of inputs into goods and services. In milk plant Sangrur two different plants are established for the production of Ghee and SMP. These are called: 1. 2. Powder Plant. Production plant.
In powder plant Skimmed Milk Powder is prepared from spreta milk which comes from production department. In production plant Ghee is prepared from cream after its separation from milk. Here pasteurized milk is also prepared. Sometimes milk cake is also prepared according to its requirement. In addition to it there are arrangements for filling sweet milk bottles. Powder and Ghee are made only in flush season when milk is available in large quantity. In lean season production fails because of nonavailability of milk. In months of May, June, August is done; sometimes glucose is made here on contract basis.
Quality control includes techniques and systems for the achievement of the required quality of the raw material as well as final products. Most often milk vendors adulterate the milk in such a way that normally consumers are to be fooled. Consumers remain obvious to the various ways and means adopted by milk vendors to adulterate milk. Here are some eye openers: 1. 2. 3. 4. Urea, caustic soda and salt are added to thicken the milk. Milk powder is also used for thickening and usually the powder used is sub- standard. Synthetic milk is added to pure milk to increase the quantity. Sometimes pure milk is separated, the cream is removed and the skimmed milk powder is added to it.
(D)
ACCOUNTING:
Accounting is the art of recording, classifying and summarizing in a significant manner, and in terms of money transactions and events which are in part at least of financial character and interpreting the results thereof. In milk plant Sangrur this section performs the functions of maintaining the accounts of stores material and milk products by union and to make payments at right time. Like this to maintain the accounts of milk and milk products sold by the union and to receive the payment for goods sold to consumers, concerned sections and branches. The bills are prepared by accounts branch according to 10 days milk purchase from producers and societies. It is the duty of this section to maintain the accounts
according to rules and regulations mentioned by Registrar Co-operative Department and to follow the restrictions and suggestions imposed by auditor.
PRODUCT OF VERKA
Milkfed has formulated company specifications for its milk & milk products to provide standard and quality of products to consumers.
Now Verka has arrived on the sheer strength of its quality, freshness and purity and of course its home made taste and its products being of most affordable prices. To people today, Verka is part of their daily life.
1.
It is pouch packed milk. It may be used as such or for milk based preparations. It shall be kept under refrigerated conditions. It is packed in half ltr. Pouch. Its length of shelf life is 48 hours under refrigerated conditions. It is sold in arid around sangrur, sunam, dhuri, barnala areas. Special distribution control is needed, under refrigerated condition if transported to very long distance. Verka Milk Plant is preparing three types of milk pouch:-
Standardized Milk
2.
Milk Powder:-
Dried Milk or Milk Powder is product obtained by the removal of water from milk by heat or other suitable means to produce a solid containing 5% or less moisture. Whole milk, defatted or skim" milk may be used for drying. It comes in packing of 200 gms, 500 gms. etc. It can be stored for 1 year before use.
3.
Ghee:-
Ghee may be defined as clarified butter fat prepared chiefly from cow or buffalo milk. The product can be used on roti/pranthas or can be used as cooking other material for food. It is preserved at ambient temperature for one year. It is packed on 500 gms, 2 Kgs., 5 Kgs. & 15 Kgs. bulk pack in tin. It is sold anywhere in Punjab and abroad also. No special distribution control is needed.
4.
Butter: - Butter may be defined as a fat concentrate which is obtaining by churning cream
The product obtained from cow and buffalo milk or a combination thereof or from cream or curd obtained from cow or buffalo milk or a combination thereof, with or without the addition of common salt and colouring matter. It can be kept under refrigeration for three months. This comes in packs of 10 gms. 100 gms. And 500 gms.
5.
Lassi:-
Lassi, also called chhas refers to desi butter milk which is by product obtained when churning curd led whole milk with curd indigenous devices for the production of desi butter. Verka Lassi is very popular, especially in Punjab and it is also liked by the people of other states. It comes in the 200 ml. tetra pack.
6.
SFM:-
It is known as Sweetened flavoured milk or bottle milk. The product used in the form of drinking sweet milk. It is preserved at ambient temperature. It is packed in 200 ml. bottle, 200 ml. tetra packs. The length
of shelf life of product can be held far three months under ambient temperature. It is sold in and around Punjab and upcountry market mainly Delhi.
7.
Ice Cream:-
Ice Cream may be defined as a frozen dairy product made suitable blending and processing of cream and other milk products, together with sugar and flavour, with or without colour and with the incorporation of air during the freezing process. There are mainly three types of Verka Kulfies i.e. Malai Kulfi, Choco bar and Mango bar. Malai Kulfi made with milk, malai and Crushed nuts. Choco bar contained chocolate and Mango bar kulfi contain mango flavour.
8.
Paneer:-
Paneer refers to the small sized soft cheese. The product can be consumed as such or can be fried and consumed. It can also be used as an ingredient for making Indian Sweets and paneer based dishes . It is preserved under refrigerated condition for 20 days from the date of packing. The product is packed in poly film bags. The pack size is 200 gms. For consumer pack and 5 Kg. Capacity in bulk pack as agreed by contracted buyer.
9.
Curd/Dahi:-
Dahi or curd is the product obtained from boiled milk by souring, natural or otherwise, by a harmless lactic acid or other bacterial culture. It should have the same percentage of fat and solids - not - fat as the milk for which it is prepared.
10
Raseela:-
Raseela is a very popular product of Verka which was launched in 1995. It comes in two flavours - i) Mango Raseela and ii) Pine apple Raseela. Mango Raseela is prepared from mango pulp and Pineapple Raseela from pineapple pulp. These are coming in 200 ml. tetra pack.
The main products which are manufactured by the milk plant Sangrur are as under:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Ghee. Pasteurized Milk. Milk Powder. Sweetened Flavored Milk (PIO). Milk Cake. Cheese. Curd. Panjiri Lassi Plan Paneer
Public Relations and Publicity:The appeal of public relations and publicity is based on three distinctive qualities which are as follows:1. High credibility:- News stories and features are more authentic and credible to readers than advertisement. 2. Ability to catch buyers off guard:- Public relations can reach prospects who prefer to avoid sales people and advertisements. 3. Dramatization:- Public relations have the potential for dramatizing a company or product. 4. Personal Selling:- It is the most effective tool at the later stag of buying process particularly in
building up buyer preference, conviction and action. It also has three distinctive qualities. 5. Personal confrontation:- It involves an immediate and interactive relationship between two or more persons. 6. Cultivation:- It permits all kinds of relationship to spring up ranging from a matter of fact selling relationship to a deep personal friendship. 7. Response:- It makes the buyer feel under some obligation for having listened to the sales talk.
DIRECT MARKETING
Although there are many forms of direct marketing like direct mail, telemarketing, Internet marketing they all share four distinctive characteristics. 1. Non-public:- The message is normally addressed to a specific person. 2. Customized:- The message can be prepared to appeal to the addressed individual. 3. Up-to-date:- A message can be prepared very quickly. 4. Interactive:- The message can be changed depending upon the persons response.
SALESMANSHIP GUIDE
Certain guidelines and motto are being told to the salesmen for meeting the customers desires and wants. Various guidelines are as follows: 1. It is said "sell yourself before you sell the product". The above saying is measuring to create
ones own confidence in the minds of customers so as to ensure sales. 2. 3. 4. 5. 6. 7. 8. Your sincerity and capability in convincing is your performance for success. Over convincing never pays single facts convince better. Always remember that customer is more intelligent than you. Dont indulge in giving guarantees if wear and tear. You should be pre-determined in your mind of items, size to be sold to the customers after stock. Your expertise is your success. Dont display all of your varieties because customers generally have the habit of asking more.
DISTRIBUTION CHANNEL
MILKFED
COMPANY
WHOLESALER
RETAILER
CUSTOMER
ACHIEVEMENTS
Milk Procurement: Milk Plant SANGRUR procured about 55,000 Lt. of milk per day through 19 Milk routes in the Flush Season.
In addition to Organizing the remunerative Milk market system Through milk producers cooperative societies, Milk Plant is also providing regular health coverage by running 2 vet nary routes and 55 Artificial Insemination Service Stations at Society level. Genetic Improvement of Milch Animals Under this, lay inseminators are trained who are in-turn, doing Artificial Insemination at the door steps of Dairy Farmers.
Special attention has been paid to the supply of balanced cattle feed to the milk producers so as to enhance the milk production. Four types of cattle feeds are being supplied i.e. ISI Type, High Energy, Bye Pass Protein feed & Buffalo super feed to meet the requirement of milk producers.
Performance Appraisal
Once the employee has selected, trained and motivated, he is then appraised for his performance. Performance Appraisal is the step where the Management finds out how effective it has been at hiring and placing employees. If any problems are identified, steps are taken t communicate with the employee and remedy them. Performance Appraisal is a process of evaluating an employees performance in terms of its requirements. Performance Appraisal can also be defined as the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which required differential treatment among the members of a group as distinguished from actions affecting all members equally.
1. To enable as organization to maintain an inventory of the number and quality of all managers and to indentify and meet their training needs and aspirations. 2. To determine increment rewards and to provide reliable index for promotions and transfers to positions of greater responsibility.
HISTORY:
The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human 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!There is"... 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. 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.
Performance Appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. According to Flippo, a prominent personality in the field of Human resources, performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future. It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the managements interest in the progress of the employees.
6) Feedback The purpose of the feedback should be developmental rather than judgmental. 7) Personal Bias Interpersonal relationships can influence the evaluation and the decisions in the performance appraisal process.
3. Focus on accomplishments and results rather than on activities. 4. Also take note of the skills, knowledge and competencies and behaviors of the employees that help the organization to achieve its goals. 5. If possible, collect the feedback about the performance of the employees through multi-point feedback and self-assessments. Financial measures like the return on investment, the market share, the profit generated by the performance of the team should also be considered I. For an organization to be an effective organization and to achieve its goals, it is very important to monitor or measure its and its employee performance on a regular basis. Effective monitoring and measuring also includes providing timely feedback and reviews to employees for their work and performance according to the pre-determined goals and standards and solving the problems faced. Timely recognition of the accomplishments also motivates the employees and help to improve the performance. Measuring the performance of the employees based only on one or some factors can provide with inaccurate results and leave a bad impression on the employees as well as the organization. For example: By measuring only the activities in employees performance, an organization might rate most of its employees as outstanding, even when the organization as a whole might have failed to meet its goals and objectives. Therefore, a balanced set of measures (commonly known as balanced scorecard) should be used for measuring the performance of the employee.
1. CONFIDENTIAL REPORT: mostly used in govt. organizations. It is a detailed report prepared by the immediate boss. No feedback is given to the employee. 2. ESSAY APPRAISAL METHOD: This traditional form of appraisal, also known as Free Form method involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. 3. CRITICAL INCIDENTS METHODS: In this method of Performance Appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. 4. CHECKLIST METHOD: The rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance the employees 5. GRAPHIC RATING SCALE: In this method, an employees quality and quantity of work is assessed in a of graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on-the-job performance of the employees. 6. BARS (BEHAVIORALLY ANCHORED RATING SCALE) Step 1. Step 2. Step 3. Step 4. Step 5. Identify critical incidents Select performance dimension Retranslate the incidents Assign scales to incidents Develop final instrument
7. FORCED CHOICE METHOD: Focus of this method is to eliminate the rater from giving too high or too low ratings to the employee. This method uses paired phrases that carry favorable or unfavorable credits. The rater is unaware of how the phrases are marked and therefore chooses what best describes the employee. 8. MANAGEMENT BY OBJECTIVES (MBO): This requires the management to set specific, measurable goals with each employee and then periodically discusses the performance towards these goals. Steps in MBO:
9.STRAIGHT RANKING METHOD: This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation 10. PAIRED COMPARISON: A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final ranking 11.FORCED DISTRIBUTION: To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.
12. GROUP APPRAISAL: An employee is appraised by a group of appraisers. Group consists of immediate supervisor, other supervisors, HOD, manager etc. this group used any of the techniques mentioned above of appraising. 13. HUMAN RESOURCE ACCOUNTING (HRA): It is a sophisticated way of accounting for people as an organizational resource. The value if an employee is increased when organizations invest in T&D. This technique is not fully developed. 14. FIELD REVIEW: In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias. 15. ASSESSMENT CENTRE: Individuals from various departments are brought together to spend 2-3 days working on individual or group assignments similar to the ones they have handled. Observers then rank the performance of each and every participant. These centers are basically meant for evaluating the potential of candidates.
BENEFITS TO THE ORGANISATION Improved performance of individuals Improved performance of department Improved profitability and efficiency Improved quality of production Increased ability to evaluate value of training provided More accurate assessment of potential individuals and department Able to adopt the short terms needs Able to plan & adjust salary scales where appropriate
TEAM PERFORMANCE APPRAISAL: According to a wall street journal headline, Teams have become commonplace in U.S. Companies. Most of the performance appraisal techniques are formulated with individuals in mind i.e. to measure and rate the performance of the individual employee. Therefore, with the number of teams increasing in the organizations, it becomes difficult to measure and appraise the performance of the team. The question is how to separate the performance of the team from the performance of the employees. A solution to this problem that is being adopted by the companies is to measure both the individual and the team performance. Sometimes, team based objectives are also included in the individual performance plans.
POLICY
A Well defined appraisal policy exists inVERKA MILK PLANT. For both the workers & staff. The objectives have been defined and the set objectives are:To overhaul and improvise the existing personnel policies and practices of the company, with the personnel policies and practices of the company, with personnel department as the critical initiating and coordinating factor, the heads of the department as the executing forces, and the top management as the spirit. The second board objective of the document is to introduce value orientation in the company with the heads of department being the key inculcating forces of such values in their respective departments, so that the company, as a whole becomes an effective, productive as well as humane organization.
Training and development needs 71%. Identifying the gaps in desired and actual performance and its cause -76% Deciding future goals and courses of action- 42% Promotions, demotions and transfers 49% Other purposes -6% (including job analysis and providing superior support,assistance and counseling)
Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc. . Facilitate communication between employee and administrator. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.
PROCEDURE
Periodicity of appraisal will be half yearly for all categories of staff and annual for workers. The performance appraisal from will be maintained by personnel department and it will be responsible for sending and collecting it timely.
The appraisal below second line in command will be done by heads of the department. Executive director will be appraising the top category. The objective and expectations should be clearly defined in the beginning of the year and well communicated to the appraisee. The performance is based on factor analysis and appraises has to select the best suited in front of each anchor (activity) according to the performance of the appraisal based on the objective determined and norms set by the company. For officer and above appraisal has to fill critical incident form. This form will be retained by the appraisal and he will make nothing of extra ordinary performance and not up to mark round the year. He will make the help of this data during appraising the appraise and while conducting the appraisal interview. Heads of the department will be sending critical incident from of second line in command duly fulfilled to executive director for his reference. Appraisal interview for officers and above will be conducted by the immediate appraiser/superior and feedback is to be given on their performance. Such appraisal interview would go a long way in motivating the subordinates effectively. Periodic training is to be given to appraiser on appraising techniques orientation session are conducted for first line and second line for the following purpose: How to fill in initial incident method form. How to apply/administer the appraisal form, recording twice a year. How to conduct appraisal interview with the concerned subordinates/appraisees.
The personal departments will analysis the appraisal data submit is recommendation for necessary action as below. a) Increments b) Promotion c) Training d) Transfer
Performance appraisal is important for employees at all levels throughout the organization. The parameters, the characteristics and the standards for evaluation may be different, but the fundamentals of performance appraisal are the same. But as the level of the employees increases, performance appraisal is more effectively used as the tools of managing performance. The general parameters for the measurement of employees performance are: Speed i.e. process performance, Accuracy and Productivity of each process,
Judgment errors First impressions Halo effect Leniency Central tendency Stereotyping
Poor appraisal forms The rating scale may be vague and unclear The form may ignore important aspects of job performance The rating form may contain irrelevant dimensions The forms may be too long and complex
Lack of rater preparedness The rater may not be trained PA activities. The rater might not be competent to do the evaluations
agree these objectives with them. 2. Manage performance - Give employees the tools, resources and training they need to perform well. 3. Carry out the appraisal - monitor and assess the employees' performance, discuss those assessments with them and agree on future objectives. 4. Provide rewards/remedies - Consider pay awards and/or promotion based on the appraisal and decide how to tackle poor performance. fully trained person who has the authority and resources to achieve the desired result Describe the conditions that exist when performance meets expectations Be expressed in terms of quantity, quality, time, cost, effect, manner of performance, or method of doing Be measurable, with specified method(s) of gathering performance data and Measuring performance against standards
Expressing Standards
The terms for expressing performance standards are outlined below: Quantity: Specifies how much work must be completed within a certain period of time. Quality: Describes how well the work must be accomplished. Specifies accuracy, precision, appearance, or effectiveness. Timeliness: Answers the questions, by when? , How soon? , Or within what period? Effective Use of Resources: Used when performance can be assessed in terms of utilization of resources: money saved, waste reduced. Effects of Effort: Addresses the ultimate effect to be obtained; expands statements of effectiveness by using phrases such as: so that, in order to, or as shown by. Manner of Performance: Describes conditions in which an individual's personal behavior has an effect on performance, e.g., assists other employees in the work
RESEARCH METHODOLOGY
INTRODUCTION
The word research refers to finding the truth about something through a systematic study. Research may be done to -Gain familiarity with a phenomenon or to achieve new insights into it: -Portray accurately the characteristics of the particular individual, situation or a group: -Determination the frequency with which phenomenon occurs or with which it is associated with another: -Test a hypothesis of a casual relationship between variables Performance Appraisal is the systematic, periodic and an important rating of an employees in matters pertaining to his present job and his potential for a better job. excellence
The ultimate object of my research is to make it possible to predict the behavior of individuals by studying the factors that govern and guide them.
TYPE OF STUDY: The type of the study was descriptive in nature. Descriptive studies aim at portraying accurately the attitudes or views of a particular group of people towards any SOURCE OF INFORMATION: The relevant data in the subject under study was collected from the following sources. 1. Primary data: These data were collected from the workmen of the company. 2. Secondary data: The secondary data was collected from journals, manuals and existing records of the company. Also number of books and papers on quality of work life were used.
RESEARCH DESIGN
The present investigation is descriptive type of study undertaken to estimate the effectiveness of the performance appraisal at Verka Milk Plant Sangrur. The present study identifies views of employees of different sex i.e. male and female
For the research, simple random sampling method was adopted and I have used questionnaire..
SAMPLE SIZE: All the employees in the organization are considered as universe.100 respondents were selected at random basis. TOOLS FOR DATA COLLECTION AND ANALYSIS: The tool used for data collection was interview scheduled for workers (Questionnaire). The schedule was prepared to collect the data on areas, which affect quality of work life. The investigator conducted personal interview with all the respondents chosen as sample. The tools used for data analysis include diagrams like Pie diagram, bar diagram etc. SURVEY:
Personal interviews were conducted with hundred workers out of the universe. Pre-tested questionnaire was used to collect information.
Distribution 2 6 36 56 100
> 10 56%
5--10 36%
INTERPRETATION It can be seen that 56% of the workers at FMGI are working for more than 10 years whereas 36% are working for more than 5 yrs.
Are you satisfied with the present job? Yes No Average Total
Distribution 82 16 2 100
No 16%
Yes No A v er a ge
Yes 82%
INTERPRETATION
Job satisfaction is a major indicator of employee morale. 82% of the represents are satisfied with their job. 16% of the respondents are not satisfied with their job. 2% of them have average satisfaction. This can be represented with the help of the following figure
Q3. Awareness of technique of Performance Appraisal being followed at Verka among Employees
Distribution
72 28 100
Yes 72%
INTERPRETATION
72% of the respondents agree that they are aware of performance appraisal system in their organization. But 28% of the respondents were of the view that they dont have any knowledge about the appraisal system. Q4. Employees opinion as to the present appraisal system
Employees opinion as to the present appraisal system Fully Satisfied Satisfied Cant Say Dissatisfied Total
Responses (in %)
2 24 44 30 100
Fully EMPLOYEES OPINION TO PERFORMANCE APPRAISAL Satisfied 2% Dissatisfied Satisfied 24% 30% Can't Say 44%
INTERPRETATION Majority of respondents do not possess any opinion about the present appraisal system. Whereas only 24% are satisfied and 30% are those who are completely dissatisfied.
Employee perception as to the frequency of appraisal Once During The Service Period Continuous Never Cant Say Total
Response (in %)
92 0 6 100
0% 6% 2%
92%
Cant Say
Response 64 12 24 100
HOW DOES APPRAISAL EFFECT THE PRODUCTIVITY OF EMPLOYEES Indifferent 24% Negative Feedback 12% Positive Feedback 64% Positive Feedback Negative Feedback Indifferent
INTERPRETATION 64% of the respondents feel that Performance Appraisal helps in increasing their productivity as they get motivated while 12% of the respondents feel that Performance Appraisal decreases their productivity. 24% of the respondents feel that Performance Appraisal doesnt affect their productivity.
Q7. Who should do the appraisal? Options Superior Peer Subordinate Self Appraisal Consultant Response ( in % ) 24 0 0 8 4
16 24 48 4 0 0 8
Superior Peer Subordinate Self Appraisal Consultant All of the above Superior + Peer
INTERPRETATION 48% of the respondents feel that performance appraisal can be done by their superior, peer, subordinate, or it can be self appraisal, or by consultant whereas 24% of the respondents feel that the appraisal would be done by their superior at work and 16% of the respondents feel that appraisal would be done by both the superior and peer. Q8. Does appraisal help in polishing skills and performance area?
Response ( in % ) 74 10 16 100
Somewhat 1 6% No 1 0% Y es 7 4%
Y es No Som ewhat
INTERPRETATION . In the survey conducted it was observed that nearly 74 % of the respondents agree that Performance Appraisal does leads to polishing the skills of the employees. Nearly 10 % of the respondents view that it does not serve this purpose and around 16 % were not able to respond as to whether it serve any such purposes or not. Q9. Does personal bias creeps-in while appraising an employee
Response ( in % ) 82 18 100
DOES PERSONAL BIAS CREEPS IN WHILE APPRAISING AN EMPLOYEE No 18% Yes 82%
Yes
No
INTERPRETATION Thus, when asked from among the sample size of 100 respondents, as huge as 82 % respond ended that personal bias do creep in while appraising an individual. Hence, it is inevitable to say that personal likings do not come in the process of appraisal. It is the extent to which the appraiser manages it so that it does not become very partial and bias.
Q10. If given a chance, would employees like to review the current appraisal technique?
Response ( in % ) 72 4 24 100
IF GIVEN A CHANCE, WOULD EMPLOY EES LIKE T O REVIEW T HE CURRENT APPRAISAL T ECHNIQUE
INTERPRETATION
72% of the respondents are in favor of reviewing the current appraisal technique whereas 24% of the respondents cant find any answer while answering to this question and 4% no.
Q11. Appropriate method of conducting the performance appraisal Options Response ( in % ) B.G.I.E.T SANGRUR Page62
Ranking Method Paired Comparison Critical Incidents MBO Assessment Centre 360 degree Total
6 0 20 12 4 58 100
6% 0% 20%
Ranking Method Paired Comparison Critical Incidents MBO 12% 4% Assessment Centre 360 degree
58%
INTERPRETATION 58% of the respondents feel that the appropriate method of conducting the performance appraisal is through 360 degree approach whereas 20% of the respondents feel that critical incidents is the best method.
Response ( in % ) 96 4 100
DOES PERFORMANCE APPRAISAL LEADS T O IDENT IFICAT ION OF HIDDEN POT ENT IAL No 4%
Y es No Yes 96%
INTERPRETATION 96% of the respondents feel that performance appraisal leads to identification of the hidden potential.
Distribution 28 72 100
no 7 2%
y es no
y es 28%
INTERPRETATION 72% of the workers have the opinion that the organization does not facilitate any programs for their self-improvement.
Distribution 84 16 100
INTERPRETATION 84% feels that Performance Appraisal majorly revolves around evaluation of employees. Performance appraisal gives a clear view of how the employees are performing and where they can improve. A performance appraisal system is a means for both setting and recognizing the achievement of goals or standards and also helps them in planning the employees own career development.
Q15.How important Performance Appraisal is in utilizing the optimal skills, knowledge and abilities of the employees?
Opinion Very important Important Least important Not at all important Total
100 80 60 40 20 0
Distribution Very im portant Im portant Least im portant Not at all im portant
INTERPRETATION 100% people agree to the fact that Performance Appraisal is extremely important in utilizing the optimal skills, knowledge and abilities of the employees. Performance appraisal motivates the employees to perform their best by utilizing their knowledge and abilities to fullest. Q16. What do you consider as essential for performance appraisal of an individual?
Opinion Experience
Distribution 0
51 49 0 100
ESSENT IAL FOR PERFORMANCE APPRAISAL Current Experience performance 0% 0% Ex perience Indiv idual potential 49% Indiv idual performance 51% Indiv idual perform ance Indiv idual potential Current perform ance
INTERPRETATION 51% i.e. the majority feels that the most essential thing for Performance Appraisal is an individuals performance even more than the Team or Group performance. Individual performance is taken into account, that, has the employee met his given targets, their attitude towards seniors and colleagues and attendance.
Q17. Are employees given an opportunity to make an input to their own performance appraisal?
OPPORT UNIT Y GIVEN T O EMPLOYEES T O MAKE AN INPUT T O T HEIR OWN PERFORMANCE APPRAISAL
No 0% Y es Y es 100% No
INTERPRETATION 100% employees are given opportunities to make inputs to their own Performance Appraisal by filling the employee Self-Assessment Questionnaire. The employees can document not only their achievements, but also the difficulties encountered while working. Q18.Are the performance appraisal reports freely accessible and communicated to your employees?
Opinion Yes No
Distribution 83 17
Total
100
Y es Y es 83% No
INTERPRETATION In Federal Mogul, the Performance Appraisal reports are freely available to the employee which is a good thing. Only few team leaders think that performance appraisal reports are not so easily accessible. The employees can easily check what ratings they have got from their superiors and also what their weaknesses are and what are their strengths.
1. Performance appraisal should not be perceived just as a regular activity but its importance should be recognized and communicated down the line to all the employees. New methods of appraisal should be adopted so that both appraiser and the appraisee take interest in the appraisal process. online-appraisal can be introduced 2. There should be a review of job analysis, job design and work environment based on the performance appraisal. 3. It should bring more clarity to the goal and vision of the organization and provide more empowerment to the employees by providing them feedback regarding their appraisal 4. Assistance should be sought from specialists for framing a proper appraisal system that suits the organization climate The employees who have excellent performance should be used as a mentor for other employees who would motivate others to perform better. 5. Financial and non-financial incentives should be linked to the annual appraisal system so that employees would be motivated to perform better. 6. The frequency of training program for the appraiser should be increased and these sessions should be made interactive. 7. The awareness sessions for the employees/appraisees should be made more interactive and the views and opinion of the appraisees regarding appraisal should be given due consideration. 8. Combining the different methods of appraisal can minimize the element of biasness in an appraisal. Use of modern appraisal techniques like 360o appraisal, assessment centers which are more effective. 9. More transparency should be brought about in the appraisal system and it should be effectively link to the performance management system of the organization. 10. The appraisal system should cover all employees in the organization both white collar and bluecollar jobs. 11. Some of the performance appraisals should be conducted by the top management so that they can understand the employees and their needs, behavior better and to find out the loopholes.
CONCLUSION
The analysis and interpretation of data on study of performance appraisal and its effectiveness in an organization led to the following conclusions: The result shows that most of the employees in the company have principally faith in the system which is a positive sign and leave scope for easy adoption. The promotion rules though defined need to be communicated to every employee before appraisal process is done and also justifies 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 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. In verka feedback is being provided to the employee though on a few occasion and Appraisal System focuses on the performance and future potential of the employee The result of the appraisal is used for the overall development of the employee. Training needs of an individual employee are assessed from his performance rating in respect of various parameters based on which the performance of an employee is appraised. The employees are made aware by the company regarding their specific roles to play at work. They are made clear about their assigned special duties and responsibilities towards accomplishment of work. It is considered appropriate to appraise performance of an employee in manufacturing sector on annual basis. However, in service sector appraisal need to be on quarterly basis.
ANNEXURE
B.G.I.E.T SANGRUR Page72
QUESTIONNAIRE
Q1. For how many years you are working with verka milk plant? a) 0-2 yrs b) 2-5 yrs c) 5-10 yrs d) >10 yrs Q2.Are you satisfied with your present job at verka milk plant? Yes No Average
Q3. Awareness of technique of Performance Appraisal being followed at verka milk plant among Employees
Yes No
Q4. Employees opinion as to the present appraisal system Fully satisfied Cant say Satisfied Dissatisfied
Q5. Employee perception as to the frequency of appraisal Once During the Service Period Continuous Never Cant Say
Q6. How Performance Appraisal affects the productivity of the employees Positive Feedback
Indifferent Negative Feedback Q7. Who should do the appraisal? Superior Subordinates Consultant Peer Self Appraisal All of the above
Q8. Does appraisal help in polishing skills and performance area? Yes No Somewhat
Q10. If given a chance, would employees like to review the current appraisal technique? Yes No cant say
Yes
No
Q14. What according to you is Performance Appraisal? Evaluation of employees Part of career development
Q15. How important Performance Appraisal is in utilizing the optimal skills, knowledge and abilities of the employees? Very important Not at all important Least important Important
Q16. What do you consider as vital for performance appraisal of an individual? Experience Individual performance Current performance Individual potential
Q17. Are employees given an opportunity to make an input to their own performance appraisal? Yes No
Q18. Are the performance appraisal reports freely accessible and communicated to your employees? Yes No
BIBLIOGRAPHY
B.G.I.E.T SANGRUR Page76
REFERENCES
Human Resource Management and Personnel Management By K. A. Aswathappa Performance Management / Human Resource Management By David and Stephen Robinson Personnel and Human Resource Management By P. Subba Rao and V. S. P. Rao Management By Harold Koontz & etal. Human Resource Management By Rosy Joshi Research and methodology By C.R. Kothari
Internet sources
www.goetzeindia.com www.benifits.org www.employer-employee.com www.citehr.com www.management-issues.com www.e-days.com www.businessballs.com/performanceappraisals.htm www.hr-guide.com www.scribd .com www.managementparadise.com