A

PROJECT REPORT

ON

PERFORMANCE APPRAISAL

AT

PROMACT PLASTICS LTD.

SUBMITTED FORPartial fulfillment of the requirement of the three years full time

BACHELOR OF BUSINESS ADMINISTRATION (BBA).

SUBMITTED BY:PATEL HARSH

CLASS: T.Y.B.B.A.

ROLL NO:

YEAR: 2008-09

EXAM. NO:

SUBMITTED TOHEMCHANDRACHARYA NORTH GUJARAT UNIVERSITY, PATAN.

College of Computer and Management Studies, Vadu

Affiliated to Hemchandracharya North Gujarat University, Patan

Taluka: Kadi, District: Mehsana.

PREFACE

I have to undergo analysis project for a particular organization in project as on

subject. After doing a lot of brainstorming we chose Promact Plastics Ltd. as our

organization and study it under the title of “performance appraisal” of Promact Plastics

Ltd..

We are talking theoretical knowledge from the business school but we have also

required practical knowledge for getting good job opportunities on successful

entrepreneurial. So that purposes we are getting knowledge & skill by this types of

marketing research report. My finding from the report is that the customers of Promact

Plastics Ltd. are highly satisfied with its product.

In our project we study awareness of the customer of Promact Plastics Ltd. in few

cities. For this purpose I have prepared a questionnaire and collected information using it.

I have analyzed the collected information and made the findings.

This project will really help me in the future a great deal.

Thanks.

ACKNOWLEDGEMENT

It would really difficult for me to complete the project on performance appraisal

without getting co-operation of certain people. In other words there are so many external

thankful who directly or indirectly helped me in my marketing research project.

I would like to express my gratitude to our Principal Dr. B. S. Agrawal who gave

me a good opportunity to learn about industrial environment during industrial visit. The

task would have been difficult for me without guidance of our Professors

Mr. Jitendra Patel. (Head of department)

Mr. Harshad Patel. (Placement co-ordinater)

Mr. Chandu Thakor.

Mr. Vishal Pandya.

I am very thankful to the director of PROMACT PLASTICS LTD. who gave me

permission to doing this Marketing research report in their organization and helped me by

giving al required information. I am also thankful to my friends who helped me and

guided me regarding the source of information related to particular industries.

Thank you.

INDEX

NO PARTICULAR PG

NOPREFACE

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY

1 GENERAL INFORMATION 1-5

1.1 COMPANY PROFILE 1

1.2 PRODUCTS 2

1.3 STAFF PROFILE 2

1.4 MAIN CLIENTS 3

1.5 CERTIFICATES AND AWARDS 3

1.6 HISTORY AND DEVELOPMENT 41.7 EXISTING MANAGEMENT BODY 5

2 HUMAN RESOURCE DEPARTMENT 6-10

2.1 INTRODUCTION OF H.R DEPARTMENT 6

2.2 WAGES AND SALARY 7

2.3 TIME KEEPING SYSTEM 8

2.4 EMPLOYEE RECORD 8

2.5 LABOUR WELFARE MEASURES 9

2.6 GRIEVANCE HANDLING PROCEDURE 10

2.7 PERSONAL RECORD 10

3 PERFORMANCE APPRAISAL 11-31

3.1 INTRODUCTION TO PERFORMANCE APPRAISAL 11

3.2 AIMS OF PERFORMANCE APPRAISAL 12

3.3 APPRAISING FOR ASSESSMENT AND COMPARISION 14

3.4 APPRAISING TO MOTIVATE AND DEVELOP 17

3.5 FEEDBACK AND PERFORMANCE REVIEW 21

3.6 FUTURE OF PERFORMANCE APPRAISALS 22

3.7 PERFORMANCE ANALYSIS 23

3.8 POST APPRAISAL 24

3.9 BASIC BEHAVIORAL ASPECTS 253.10 LIMITATION OF PERFORMANCE APPRAISAL 27

3.11 STATEMENT RATED BY THE PROMACT PLASTICS LTD. 28

3.12 REVIEWING THE QUESTIONAIRE AND ANALYZING 29

3.13 EVALUATION OF FEEDBACK TAKEN FROM THE

EMPLOYEES31

4 RESEARCH METHODOLOGY 32-39

4.1 STAGES IN RESEARCH PROCESS 32

4.2 OBJECTIVE OF RESEARCH 35

4.3 SOURCES OF COLLECTING DATA 36

4.4 SAMPLING METHOD 37

4.5 VARIOUS TECHNIQUE OF SAMPLING 38

4.6 SPECIFYING THE SAMPLING PLAN 39

5 DATA ANALYSIS AND INTERPRETATION 40-49

6 FINDINGS 50

7 CONCLUSION 51

8 BIBLIOGRAPHY 52

9 ANNEXURE 53-55

1.1 COMPANY PROFILE

COMPANY NAME : Promact Plastics Limited

ADDRESS : 125, GIDC Estate,

Nagalpur,

Mehsana,

REGISTERED OFFICE : 106, Harikrupa chambers,

Behind National Chambers,

Ashram Road,

Ahmedabad-380009

Phone no :-( 079)6587373

Fax no. :-( 079) 6580950

DATE OF INCORPORATION : 26/03/1985

DATE OF COMMENCEMENT OF BUSINESS : 15/11/1996

SIZE OF THE UNIT : Medium Scale Project

BANKS : STATE BANK OF INDIA

THE MEHSANA URBAN

CO-OP.BANK LTD.

1.2 PRODUCTS

HDPE/PP Laminated Woven Sacks

PP Unlaminated Woven Sacks

PP Fabric

HDPE Laminated Tarpaulins etc.

1.3 STAFF PROFILE

Total Staff Strength: 250

1.4 MAIN CLIENTS

IFF Company Ltd.

N.F.Ltd.

Indian Potash Ltd.

GNFC

GSFC

1.5 CERTIFICATIONS / AWARDS

We have an Iso-9002 Certification

1.6 HISTORY& DEVELOPMENT

PROMACT PLASTIC LIMITED has been in the service of plastic profession

since 1985.

Promact plastic limited was established as on 26/3/1985. At that time the name of

the company is Promact Plastic Private Limited but after passing special resolutions on

15/2/1993, the name is changed and was made Promact Plastic Limited the founder of the

company is Mr. NARAYANBHAI N. PATEL day by day company is getting

success .Mehsana is being concerned there is no other company that producing That is

plastic Bags.

Promact plastic Limited is a public limited company it is good Luck group at

Mehsana. Time company got good faith from here users and there quickly established

synthetics woven sacks industries during in 1983 to 1989 .For many years our product is

used in many industries , such as fertilizer chemical agriculture , Food and construction .

We produce PP woven bags as such as flat top mouth bags sand bags, two-ply bags.

There –ply- bags five ply bags multi-wall bags and flexible container bags. Ours products

have different design such as U- Panel designs; drum –bag design baffle –bag designs

special bags and anti –static bags. We also supply tubular liners, baffle liners, anti-static

liners and aluminum –foil liners to accommodate the container bags.

We are willing to sincerely cooperate with all the friends at home and abroad for

joint Development. Now The Company is having good domestic market and in good

position company is developing very fast.

1.7 EXISTING MANAGEMENT BODY

CHAIRMAN & MANAGING DIRECTOR

SHRI NARAYANBHAI N.PATEL

WHOLE TIME DIRECTOR

SHRI RAMESHBHAI S. PATEL

DIRECTOR

SHRI KIRANKUMAR A.PATEL

SHRI JAYANTBHAI N.PATEL

SHRI BABUBHAI A.PATEL

AUDITORS

SHRI PU; IN PUROHIT,

CHARTERED ACCOUNTANT,

AHMEDABAD.

COMPANY LAW CONSULTANT

SHRI KASHYAP R.MEHTA,

COMPANY SEDRETSRY,

AHMEDABAD.

2.1 INTRODUCTION OF H.R DEPARTMENT

The most important department in any business unit is human resource

department. Human resource management generally is concerned with planning,

organization, directing and controlling the function of procuring, maintaining and

development and utilizing work force of the business enterprise to achieve the objectives.

It is the most important area of any organization. It includes area like

Recruitment, Selection, Man power planning, Performance appraisal, Employee’s

grievance, employee status factors with respect to wages, hour working conditions and

relation among labors and manager. Therefore it is very essential branch of performance

and knowledge.

Most of the progressive organization having separate department appoint the

expert as a personnel manager. In the Human resource department, when an organization

needs employees of workers, personnel department calls some skilled and qualified

person through advertisement and takes written test and thereafter suitable candidates are

interviewed and select suitable and useful candidates having good qualifications and

capabilities for that job.

After that the company gives proper training to the newly appointed candidates.

All those activities or formalities are given through personnel department of the

company.

2.2 WAGES AND SALARY

Workers get salary according to the work done. The salary of the staff members

paid on the month basis and workers get over time wages, of the after the scheduled time

whereas, there is no over time facilities for members.

The employees are paid wages and salary according to the factory act. They are

given salaries on the basis on the educational qualification, experience and qualifications

in other fields. The company deducts 12% of salaries. Amount for their provident fund

each month. After that retirement the employee receives entire amount of it along with its

interest.

2.3 TIME KEEPING SYSTEM

At present staff and workers signed daily in the muster maintained by the

personnel department of the company at their scheduling time. They have to work

following to the schedule of the company.

WORKING HOUR

General shift

Monday to Saturday

9:00 a.m. to 4:00 p.m.

Manufacturing unit

Monday to Saturday

06:00 a.m. to 02:30 p.m.

02:30 p.m. to 11:00 p.m.

11:00 p.m. to 06:00 a.m.

Lunch

5 shifts 11:30 a.m. to 02:00 p.m.

Weekly off third Saturday and Sunday.

2.4 EMPLOYEE RECORD

The company provides employees record such as full name, address, date of birth,

job admission data, details of family members, nomination, etc.

2.5 LABOUR WELFARE MEASURES

CANTEEN

In any company canteen facilities depends on workers. In this there is tea canteen

for the workers.

RESTROOM

There is restroom for the workers. The company management gives time to works

for the rest.

SUBSIDIARY FOOD

If workers are minimum 200 then the company has the facility of foods of lunch

for the workers.

MEDICAL FACILITY

The company has doctors. It provides medical facility to the workers as well as to

their family members.

2.6 GRIEVANCE HANDLING PROCEDURE

The company allows its workers to discuss their problems frankly. Second

noteworthy thing is that workers do not feel themselves inferior. They are allowed to talk

about their problems with the manager very freely.

2.7 PERSONAL RECORD

Employee’s personal record of every worker is kept in this organization. For

example name, address, phone numbers, etc.

3.1 INTRODUCTION TO PERFORMANCE APPRAISAL

An organization’s goal can be achieved only when people put in their best efforts.

How to ascertain whether an employee has shown his or her best performance on a given

job? The answer is performance appraisal.

Employee assessment is one of the fundamental jobs of HRM, but not an easy one

though. In simple terms, performance appraisal may be understood as the assessment of

an individual ‘s performance in a systematic way, the performance being measured

against such factors as job knowledge, quality and quantity of output, initiative,

leadership abilities, supervision, dependability, co-operation, judgment, versatility,

health, and the like.

Assessment should be confined to past performance alone. Potential of the

employee for future performance must also be assessed. “It is the systematic evaluation

of the individual with respect to his or her performance on the job and his or her potential

for development”

Behavior can be active or passive-do something or nothing. Either way, behavior

affects job results. The other term used for performance appraisal are; performance

rating, employee assessment, employee performance review, personnel appraisal,

performance evaluation and merit rating. In a formal sense, employee assessment is as

old as the concept of management, and in an informal sense, it is probably as old as

mankind.

3.2 AIMS OF PERFORMANCE APPRAISAL

I. MOTIVATION STAFF

There are three ways that appraisal seeks to motivate employees, since the earliest

appraisal schemes, it has been as article of faith that giving feedback, quite apart from

assisting in task performance, is something that motives people. At same time assessment

motivates by facilitating the fair distribution of rewards and setting target.

II. IMPROVING PERFORMANCE

One of the basis principles of human learning is that to improve performance,

people should have the knowledge of the results they are already achieving. An accurate

assessment of performance is also improving performance through this too.

III. MAKING REWARD DECISIONS

The notion is that if you are to engage in any kind of equitable distribution of

rewards, be they pay, promotion or whatever, then some of kind of comparing people is

necessary. If assessment of performance is made annually, it can be used to direct reward

to those most deserving of them. The principal underlying this is the desire to treat staff

in a fair manner.

IV. SUCCESSION PLANNING AND IDENTIFYING POTENTIAL

By identifying good and poor performers, the appraisal assessment can enable the

organization to focus succession planning and resource on the individual who ate most

likely to responds positively and effectively to it.

V. FORMAL ASSESSMENT OF UNSATISFACTORY PERFORMANCE

In this most negative grab, appraisal; can be part of the process whereby

unsatisfactory performance is document and use in evidence in disciplinary dismissal

proceedings.

3.3 APPRAISING FOR ASSESSMENT AND COMPARISION

There are certainly remnants of it to be found in more ambiguous form. Such as

‘drive’ might well feature as one of the job related attributed that an individual is

assessed on.

The idea, of course, is to try to keep one a way form direct comment on

personality, as this is an area of great sensitivity and any criticism in these grounds is

likely to elicit defensiveness and even outright hospitability.

Also, it is head enough for people to deliberately change their personalities over a

protracted period, let alone to do it more of less overnight at the instigation of the

appraiser.

i. APPRAISING JOB-RELATED ABILITIES

A sensible approach is to try to keep appraisal firmly locked on to the job and the

abilities needed to perform it effectively. This represents a more detached, less personal

way of discussing performance and one that in theory is less likely to be threatening to

the appraises self-esteem. It also tackles skills and abilities that should be amenable to

training, development and improvement.

ii. SALARY INCREASE

The general pattern of salary administration in most organization in by associating

salary grades with different positions. Annually the salary of every employee increases

by a fixed amount associated with that grade, in many companies this is a routine matter

and there are salary increases as soon as the employee completes a year of service.

iii. ADMINISTRATIVE DECISION

The administrative decisions like salary increases and other form of rewards for

good performance, transfer and placement decisions are normally taken by the top

management or the personnel department.

In some organizations committees consisting of personnel managers and line

managers at senior levels take such decision. Largely these decisions are based in

performance and performance appraisals play a significant role in this. Most of these

administrative decisions fall under performance rewarding.

iv. DEVELOPMENT DECISIONS

The path for development on the hob is already carved out for employees through

key performance areas, behavioral dimension, self-appraisal, performance analysis and

counseling.

At every appraiser-appraise levels role clarity obtained through mutual

discussions of pass and KAPs, increased understanding and insights generated about

managerial capabilities and behavioral qualities required for effectiveness in the

organization identification of facilitation and inhibiting factors that one can influence and

change and the discovery of one’s own strength and weaknesses as well as opportunities

to development all contribute directly or indirectly to employees development.

However the insight gained during performance review and counseling discussion

and appraise should be reinforced and strengthened by supportive administration

decisions by the personnel of HRD departments or by the senior line managers who can

take such decision.

The HRD department to identify training needs and create learning opportunities

for employees may use the following process.

a. Collect the appraisal rating of all employees

b. Categories the employees into related or function related categories.

c. Identify common performance areas for each category of employees. These

common performance areas should require by and large same or similar

capabilities.

d. Tabulate the final appraisal rating by the appraiser against each performance area.

Where there are rating assigned to different objective-wise.

e. The trends in rating are indicative of the areas that need attention. Those areas

where rating is poor indicate training needs. These need to be probed further to

determine whether poor ratings are reflections of capability gaps or motivational

issues or rather biases. The HRD manager has to use his insight here. He might

interview a few appraisers and appraises to ascertain the training needs.

f. On the basis of such analysis, areas where a large group of employees need to be

trained could be identified. Wherever there are large group of people required to

be trained in number of people needs to be trained in select capability areas they

could be sponsored for outside programs.

v. REWARD MECHANISMS

Several mechanisms of rewarding performance are being used by different

organization. These include salary increases, annually performance awards, out siding

performance awards, promotion to higher position, charge of job involving higher

responsibilities and status, sponsorship to conferences and tour to other country,

certificates, transfers, advance training and development opportunities, announcements in

newsletters etc.

3.4 APPRAISING TO MOTIVATE AND DEVELOP

i. RESULT ORIENTED APPRAISAL

The origin of result oriented appraisal can be found in the MBO movement that

emerged in the 1950s, although results-oriented appraisal is less systematic and

comprehensive than MBO schemes tended to be.

Essentially, the notion is that the appraisal session is one where manager and

subordinate or targets in the last six or twelve months and then set objectives for the next

period. One immediate effect of basing appraisal on result in this way is to shorten and

simplify appraisal documentation. There is no need of rating scale and the like it simply

comprises sections describing performance against past objective and the new objective

set for the year ahead. In addition of its motivational quality result-oriented appraisal is

by nature job related and therefore legally more defensible in term of any personnel

decisions taken as a result of it.

It involves some examination of appraises priority, which is useful exercises that

can avoid many misunderstandings that might otherwise arise. With all these advantages

objectively, motivation power, participative mature, job-relatedness and so on. There is

however some inherent limitation going though this route.

There are some drawbacks to result oriented appraisal. One objective often raised

is that not all jobs are unable to framing on terms of objective. There is an element if

truth in this, through seminar university academic, who head presided over a faculty with

a particular abysmal research record, vehemently apposing the concepts of no relevance

to academic work a number of organizations now are trying to combine the result

oriented approach with a competency based appraisal system.

ii. COMPETENCY BASED APPRAISAL

The notion of competency must stand a good chance of winning any competition

for the most over worked concepts in HR management in the late 1980s/early 1990s. It is

on observed skill or ability to complete a managerial task successfully or behavioral

dimensions that effect job performance.

Another distinction can be drawn between individual and organization level

competencies. There is actually very little, if anything that differentiates competencies

from the assessment dimensions used in many assessments centre for years. But

competencies ate applied more widely now.

Both by organization and by bodies such as the management charter initiative, is

setting performance standards for managers. Competencies are forward looking and

should have within them elements that are anticipated as being the key attributes in drives

or ten years time.

Comprehended based appraisal does allow some scope for comparing people, but

its real strength is in analyzing the progress if the individual and in directing to those

areas where skills can be improved.

iii. OVERVIEW OF APPRAISAL METHOD

All have their advantages and disadvantages, and achieve different things. The

temptation for many organizations is to try and have their cake to eat it. They combine

elements of the different approaches within the same scheme, in the hope that they will

fulfill all the purposes they see for appraisal.

The result is typically an appraisal scheme that has objective setting one side

rating of job related behavior and probably an overall rating of performance. More

constructively, an increasing numbers of organization are outing together result oriented

appraisal with competency based appraisal. This is the combination that works well.

It allows more immediate and legitimate concern for achieving performance

targets to co-exit with a focus on development appraise which in turn is related to the

future performance of the organization. The two combined motivational elements are,

goal setting and personal development.

iv. PRACTICAL OBSERVATIONS

A key challenge facing organization is how they continue to deliver sustained

competitive advantage in the short term while preparing for long term success. It is

widely acknowledged that the source of sustained competitive advantage lie not only in

access to finance or capital, but also within the organization, in a people and processes

capable of delivering business strategies such as customer delight or rapid innovation.

The majority of models of the strategic human resource process are normative, in

the sense that they map how HRM should work and provide on best practice.

Empirical models are scarcer due to the relative lack of empirical research in the

field; those that do exit are relatively sophisticated and take in account a broader range of

contextual and output variables.

We aim to build on these models by mapping, through a case based methodology,

that particular aspect of the model which focuses on how the link between strategy and

individual performance is played out.

The methodology and initial theory behind the mapping was guided by a number

of implicit assumptions. The first assumption was that we could not assume that what is

intended would be realized. This is suggested that we focus on collection data, rather than

seeking a predetermined typology at this stage. It is also suggested that a case

methodology.

In the form of a questionnaire data form senior HR, the second assumption was

that the link between business strategies, human resource strategy and realized human

resource management operates in a dynamic manner and within a particular context,

these two assumptions had a profound impact on the design of the methodology. We

wanted to examine what was intended and what actually realized and the context in

which this intention and realization tool place.

3.5 FEEDBACK AND PERFORMANCE REVIEW

The appraiser should, based on the performance data provided, extend a helpful

and positive feedback.

A constructive and honest appreciation of the performance and a free and frank

expression of the observations are essential components of a feedback. Counseling helps

appraise to be more aware of his own strengths and weakness. In the process of

counseling, appraise identifies ways to improve upon his strengths and eradicate the

weaknesses.

A climate of mutuality, openness and trust should prevail in the process of

counseling. Counseling rendered with genuine interest and accepted with trust contributes

substantially to the growth of appraise. Counseling is a continuous process. While it is

normally extended at the time of performance appraisal, the reporting officer should

Endeavour to counsel appraise as and when occasion arises.

Counseling requires appropriate skills and attitudes in the appraiser. Appraise

should perceive it as a genuine help and accept it with trust.

3.6 FUTURE OF PERFORMANCE APPRAISALS

There is a great degree of awakening taking place in the managerial world about

the potential uses of performance appraisals. The role they can play in developing

employee capabilities, crafting an open culture strengthening superior subordinate

relationship, developing process skills and paying way for increasing managerial and

organization effectiveness is being slowly recognized as an equally potential tool for

development.

In the coming decade there is likely to be more and more experimentation with

new appraisals systems that contribute to improvements in the quality of work life as well

as to the development of human resources. The seeds have already been sown at several

places.

3.7 PERFORMANCE ANALYSIS

The Performance, Planning, Review and Development is annual event of stock

taking occurring just after the end of the performance year. It is a very special and the

focused session between the performance and the superior at the end of performance

period. The performers first invited to fill an annual form.

The performer is expected to carefully consider the self appraisal exercise. The

best way is to refer to the past half year KPPA review forms and midyear review form

and collects relevant inputs to complete this self appraisal exercise as suggested in annual

performance form. It is recommended that the superior fill the part of the annual

performance assessment form before the review discussion starts with this performer.

It is desirable on the part of superior to do adequate home work before he initiates

the review discussion with the performer to analyze the performance of the entire year.

The superior is required to initiate a detailed 2-way discussion with the performance

during which the feedback is nit only given but also received.

It is up to the superior to be open to revising his views regarding performance

based on the discussion. After the appraisal discussion is over the superior so required to

complete the remaining portion of the “annual performance assessment form”. The

performer can make any qualitative comments in writing, if he so desires. There after the

annual performance assessment form should be forwarded HR department.

However, while forwarding to HR department, same should be routed though

concerned corp. chief. In case there are sharp differences of opinion about evaluation, the

performer may arrange meeting among the performers, the corp. chief to try resolving the

differences, in such a situation, the reviewer’s decision shall be final and binding.HR may

be consulted in different cases.

3.8 POST APPRAISAL

At the end of performance period HR will study each appraisal and give feed back

to the superiors and the corp. chief on areas needing action from them. HR will also make

a note of training and development needs and offer suitable in company or external

programs during the next one year to meet at least ½ most critical training of every

employees.

Their old performance planning forms focus was only target oriented but now

they are going to include 25-30% weight age to behavioral and development dimensions

which includes training. In their different categories they are going to consider aspects

such as good tram leader, communication, team play, planning for targets, directing its

team etc. the rest 275% would be focused on performance.

3.9 BASIC BEHAVIOURAL ASPECTS

1. MANAGERIAL ATTRIBUTES

Analytical ability

Planning ability

Problem solving

Communication skills

Decision making and risk taking

2. MAN MANAGEMENT

Ability to handle conflicts

Team building skills

Leadership

Investment in subordinates

Role and goal clarity

3. PERSONNEL EFFECTIVENESS

Flexibility adaptability

Ability to motivate

Initiative

Creativity

Integrity

3.10 LIMITATIONS OF PERFORMANCE APPRAISAL

Though performance appraisal is a very useful technique it does suffer from some

of the following serious limitation

It is an useful technique of efficiency rating but there are certain personal

characteristics which cannot be expressed either in figures or in any other

measures

However systematic and objective a performance appraisal system may be used in

the organization. It is rather impossible to eliminate personal and subjective

element from it.

Normally there is the performance of ‘a halo’ effect. The leads to a tendency, to

rate the same individual first who have once stood first.

While assigning the factor points or number to the employees, there are some

raters who are very strict while some are more liberal. They cannot keep a fair

distinction between two individuals. Such an approach also nullifies the utility of

this system.

Sometimes the outcome of performance appraisals are not in conformity with the

other techniques of motivation, incentive wages plans and so on. Factors are

introduced in managerial appraisal because of a fact possessed by the person

concerned who conducts the appraisal.

3.11 STATEMENT RATED BY THE PROMACT PLASTICS

LTD.

PARTICULARS STATEMENT

A good performance appraisal is sufficient

to decide whether an employee deserves to

be promoted.

Good

A good appraisal system should help

company to identify and provide

opportunities for development

Good

Promotion should not on base on

performance appraisal rating as the main

Good

input.

My reporting officer generally

communicates his perception of my

strengths and weaknesses to me

Good

I feel that my company at present is taking

care of developmental needs of the

employees through training, etc.

Average

Promotion policies, reward policies,

transfer policies and support mechanisms

should be streamlines before introducing

this system.

Average

3.12 REVIEWING THE QUESTIONAIRE AND ANALYZING

ASSESSED VIEWS ON PROMACT PLASTICS LTD.

PERFORMANCE APPRAISAL

ACCEPTANCE

(%)

1. Development aspect of the system such as performance

planning review discussion has not been fully implemented

and need much greater training effort.

2. There is a lack of co-ordination between personnel and other

departments on appraisal.

3. Nobody admits ones weakness. So open system of appraisal

75%

40%

fail to develop people.

4. Generating role clarity a continual basis.

5. Officers are actively participating in the system since they are

now aware of its importance in the overall context.

6. The system throws up an immense amount of data about the

problem faced by employees their suggestion views and their

specific development needs.

7. The climate in the organization is moreover of minimum trust

and openness

55%

20%

8%

75%

30%

Calculation is for below supervisor level at Promact Plastics Ltd.. (Sample Size = 100)

PARAMETERS AGREE DISAGREE

Recognition of work performance 58 42

Are you rewarded for work done?

Are you involved in the P.A.

62

60

38

40

Develop 70 30

Factor which motive to work

I. Money

II. Work measurement

56

44

44

56

Do they need self appraisal 55 45

Do you need feedback from supervision after P.A.?

Satisfaction with the current communication.

47

31

53

69

System is full justice done your P.A. 40 60

Is performance review carried out regularly 73 27

Are you aware of monthly goals set by company 43 57

Do you need self performance appraisal

High

Low

22

42

78

58

Does your moral affect your work performance 89 11

3.13 EVALUATION OF FEEDBACK TAKEN FROM THE

EMPLOYEES.BELOW SUPERVISOR LEVEL

About 76% said that their work is not rewarded.

84% says that they are not involved in performance appraisal system

52% says that there is not proper justice done with them while 48% agrees that

full justice is done with them.

24% agrees that they get feedback while the rest disagrees with it.

Most of them are satisfied with the current communication system.

90% says they need self appraisal while 10% disagrees.

70% believes that performance review is not carried at regular basis.

74% are not aware of the monthly goals set by the company.

Most of them believe that they need self performance appraisal.

86% of the prospects said that the money is the only factor motivate them while

only 20% agreed with the work measurement

48% said that the company does not recognize their performance, their hard work

put into their work

20% agree that appraisal is done to develop the them while 80% disagrees to it.

4.1 STAGES IN RESEARCH PROCESS

There are nine stages in research process they are as under:

i. IDENTIFY PROBLEM

IDENTIFY PROBLEM

It is the first and most important stage for conducting research properly

formulated problem is half solution of research process. Here I am just collecting

information to discover employee about problem, incentive, to moral, analysis

performance.

ii. CHOICE OF RESEARCH DESIGN

Research design is helpful to specify the method and procedures for

conducting a particular study.

I have chosen the descriptive research design out of three design because it

is based on the primary data. It focuses on the discovery of new ideas and helpful to

achieving objectives of study.

iii. DETERMININIG SOURCES OF DATA

In this stage first decided that to collect the data from primary sources or

secondary sources.

I am going to conduct research. So, I have to select primary sources to get

collected data.

iv. DECIDING DATA COLLECTION FORMS

There are two method of deciding data collection forms are as under

(a) Observational method

(b) Survey method

Here I have decided to conduct the survey and kind of survey is personal.

To collect the detailed information I have chosen personal survey for this formulation of

questionnaire is must.

v. DETERMINING SAMPLING DESIGN AND SAMPLING SIZE

In this stage researches have to carry out field survey therefore he has to

decide whether it is to be census or sample survey

I have used tow or three methods of probability. I have used random

sampling, convenient sampling and area sampling.

vi. ORGANIZING AND CONDUCTING FIELD SURVEY

To conduct field survey I have used interviewing of field survey. It is most

difficult task because respondents are generally heisted in giving information. But it is

also initiative and intelligence.

vii. PROCESSING AND ANALYSING THE COLLECTED DATA

Once the filed survey is over and questions are had been receive the beret

task is to aggregate the data in meaningful manner. I have analyzed all the data and find

out the characteristics of each question.

viii. PREPARING PESEARCH PROCESS

After data has been tabulated, interpreted and on analyzed it is required to

prepare a report.

ix. CONCLUSION

These are the steps, which we required to follow while conducting

research study procedure in my study and preparation of these report an at least I have

interpret all the all the question rest of the products. I also have given my findings and

limitations for each question and suggestion too.

4.2 OBJECTIVE OF RESEARCH

To make compensation plans more scientific and rational.

To help in the proper placement of the workers after the completion of their

training and probation.

To identify the need and areas for further training of the employees.

To reduce the grievances among the employees.

To improve the job performance and identify their potentialities for other work.

To assist in determination of promotion and transfer policies

4.3 SOURCES OF COLLECTING DATA

Once the researcher has decided the ‘research design’, the next job is of data

collection. For data to be useful, our observation needs to be organized so that we can get

some patterns and come to logical conclusions.

Statistical investigation requires systematic collection of data, so that all relevant

groups are represented in the data. To determine the potential market for a new product,

for example, the researcher might study 500 consumers in a certain geographical area. It

must be ascertained that the group contains people representing variable such as income

level, race, education and neighborhood.

The quality of data will greatly affect the conclusion and hence, utmost

importance must be given to this process and every possible precaution should be taken

to ensure accuracy, while gathering and collection data.

Depending upon the resources utilized. Whether the data has come from actual

observation or from records that are kept for normal purpose, statistical data can be

classified in to categories: Primary and secondary.

We have used primary data in our research.

Primary data sources; Questionnaire

Primary data is one which is collected by the investigator himself for the purpose

of specific inquiry or study. Such data is original in a character and is generated by

surveys conducted by individuals or research institutions.

Secondary data source: company web-site

4.4 SAMPLING METHOD

The sampling method indicates how the sample units are selected. The most

important decision in this regard is to determine which of the two – probability or non

probability sample is to be chosen.

I have used non probability – judgment sampling. (Judgment: firms employees)

Judgment sampling is one of the most commonly used sampling methods in

marketing research study. Here the sample is selected on the basics on certain basic

parameter such as age, sex, income, and occupation that describes the nature of

population so as to make it representative of the population.

The investigator or field workers are instructed to choose the sample that confirms

to this parameter. The field workers are assigned the quota of the number of units

satisfying the required characteristics on which data should be collected.

However, before collecting data on these units the investigator are supposed to

verify the unit qualify this characteristics.

4.5 VARIOUS TECHNIQUE OF SAMPLING

Sampling plays a vital role in carrying out any marketing research study. There

would be hardly any marketing research study, which does not involve the use of

sampling backbone of marketing research. A company selling particular brand of

toothpaste and interested in knowing what portion of household in Delhi use its brand

would involve the selection of sample of household.

A market potential study aiming at finding the number, distribution and socio –

economic characteristics of potential customers of a product would define definitely

involve the selection of some kind of sample. A company interested in introducing a new

style of packaging for its product would be interested in knowing the reaction of its

customers – a study of which would require the selection of some type of sample.

THE SAMPLING PROCEDURE

We now turn to the sampling process. It is the procedure required right from the

defining the population to the actual selection of sample elements. There are seven steps

involved in this process.

SAMPLING SIZE

Here ,I am survey only 100 employees

4.6 SPECIFYING THE SAMPLING PLAN

This means that one should indicate how decision made so far is to be

implemented. All expected pertinent issue in sampling survey must be answered by the

sampling plan.

THE SAMPLING PLAN IS AS UNDER

SELECTING THE SAMPLE

This is the final step in the sampling process. A good deal of field work and office

work is introduced in the actual selection of the sample elements. However it depends

mainly upon the sampling plan and sample size required.

CONTACT METHOD

There are four methods by which respondents can be contacted. The methods are

Personal interview.

Mail interview.

Telephone interview.

Computer interview.

We have used Personal interview.

I. WHAT IS THE PERIOD OF SERVICE IN THE FIRM?

Particulars Percentage (%)

Less than 2 years 35

More than 2 and less than 5 years 38

More than 5 years 27

Less than 2 years35%

More than 2 and less than 5 years38%

More than 5 years27%

II. WHICH FACTORS MOTIVATE THE EMPLOYEE TO WORK?

Particular Percentage (%)

Money 48

Work Culture 38

Management 14

Money48%

Work Culture

38%

Man-agement

14%

INTERPRETATION

From the above graph we can interpret that most of the employees i.e. 48% are

motivated by their pay scale while only 38% are motivated by the work culture of the

industry & 14% are motivated by the Management of the firm.

III. IS TRAINING PROGRAMMES CONDUCTED BY THE COMPANY?

Particulars Percentage

Yes 95

No 05

Yes; 95

No; 5

INTERPRETATION

From the above graph we can come to know that 95% training conducted by the

company. while the 5% disagree.

IV. WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY

THE FIRM?

Particulars Percentage (%)

On the job 38

Seminar 12

Lecture 8

Off the job 22

Any other 20

On the job

38%

Seminar12%Lecture

8%Off the job

22%

Any other20%

INTERPRETATION

From the above graph we can interpret that the firm conducts training mostly on

the basis of On the job i.e. 38%, Off the job at 22%, Lectures at 8%, Seminars at 12% and

other methods at 20%.

V. WHAT ARE THE BASE OFF RECOGNITION OF WORK

PERFORMANCE?

Particulars Percentage (%)

Performance 36

Regularity 26

Discipline 22

Behavior 16

Per-for-

mance36%

Regularity26%

Discipline22%

Behavior16%

VI. DOES THE FIRM RECOGNITION WORK PERFORMANCE?

Particulars Percentage (%)

Agree 75

Disagree 25

Agree75%

Disagree25%

INTERPRETATION

Here from the above graph we can interpret that 75% of the respondent agree that

their work is recognized while the remaining disagree.

VII. WHICH TYPE OF COMMUNICATION SYSTEM IS HIGHLY

SATISFIED NOW A DAYS?

Particulars Percentage (%)

Notice Board 76

Video Conference 24

Notice Board76%

Video Con-

ference24%

INTERPRETATION

From the above graph we can interpret that the firm communicated mostly on the

basis of notice board i.e. 76%, video conference at 24%,

VIII. IS PERFORMANCE APPRAISAL USED EFFECTIVELY TO IMPROVE

THE MORAL LEVEL?

Particulars Percentage (%)

Yes 69

No 31

Yes69%

No31%

INTERPRETATION

From the above graph we can come to know that 69% agree to that full effectively

to improve the moral level. while evaluating performance while the rest 31% disagrees.

IX. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY OR

CONDUCTED BY COMPANY EVERY YEAR?

Particulars Percentage (%)

Yes 80

No 20

Yes; 80

No; 20

INTERPRETATION

From the above graph we can come to know that 80%agree to that full effectively to

improve the moral level. while evaluating performance while the rest 20%disagrees.

X. ARE YOU INVOLVED IN THE PROCESS OF APPRAISAL?

PARTICULARS PERCENTAGE (%)

YES 88

NO 12

YES; 88

NO; 12

INTERPRETATION

From the above graph we can come to know that 88%employee agree to involve in the

process and while evaluating performance while the rest 12% disagree

FINDINGS

The findings that have been found during the study are mentioned as under:

The HR manager should see that all employees should be made aware of the

performance appraisal.

Good team work can be seen among employees.

Company adopts performance appraisal which is good.

If company give more importance to performance appraisal system, it will be very

beneficial to the company

Workers have job satisfaction and because of that employee turnover are less.

The company has less need of supervising work. B’coz workers are quality

oriented. Resources like men, machine, material and money are allocated and

utilized in better way and with good sense.

The company has good reputation in the market.

The workers of the company are so well trained that it enables the company to

make the best utilization of time, money, machines and materials.

CONCLUSION

I am completing report of the ‘Promact Plastics Ltd.’ as on the subject of

“Performance appraisal” from the 05th Nov to 25th Nov for the period of 21 days. I am

getting lots of experience by this report. From the somewhat are good and some are bad

but in short I gate lots of knowledge by this report that is useful for me in the time of my

job. By the report I can get knowledge of Promact Plastics Ltd.. and its employees.

I am thankful to Promact Plastics Ltd.. because the main purpose of the project is

to develop student practical training of market which may not be get by only through

books. Thus I can get lots of knowledge by this research.

I have found out that the policy of the firm regarding performance appraisal is

fine and well in consideration with the views of employees and employers.

BIBLIOGRAPHY

WEBSITES

www.google.com

www.promactplastics.com

BOOKS

‘HUMAN RESOURCE AND PERSONNEL MANAGEMENT’ by K.

Aswathppa.

ANNEXURE

I. WHAT IS YOUR PERIOD OF SERVICE IN THE FIRM?

1. Less than 2 years

2. More than 2 and less than 5 years

3. More than 5 years

II. WHICH FACTORS MOTIVATE EMPLOYEE TO WORK?

1. Salary

2. Work Culture

3. Management

III. DOES THE FIRM RECOGNITION OUR WORK PERFORMANCE?

1. Agree

2. Disagree

IV. ARE TRAINING PROGRAMMES CONDUCTED BY THE COMPANY?

1. Yes 2. No

V. SATISFACTION WITH CURRENT COMMUNICATION SYSTEM?

1. Yes 2. No

VI. DOES PERFORMANCE APPRAISAL RAISE MORAL LEVEL?

1. Yes 2. No

VII. WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY

THE FIRM?

a. on the job

b. Seminar

c. Lectures

d. off the job

e. other

VIII. WHAT ARE THE BASE OFF RECOGNITION OF WORK

PERFORMANCE?

1. Performance

2. Regularity

3. Discipline

4. Behavior

IX. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY?

1. Yes 2. No

X. DO YOU FEEL THAT THE ORG. RECOGNIZES YOUR

PERFORMANCE?

1. Yes 2. No

XI. ARE YOU REWARDED THE WORK DONE BY YOU?

1. Yes

2. No

XII. ARE YOU SATISFIED BY THE WAY OF REWARDS?

1. Yes

2. No

XIII. ARE YOU INVOLVED IN THE APPRAISAL PROCESS?

1. Yes 2. No