SUMMER TRAINING PROJECT REPORT ON PERFORMANCE APPRAISAL OF BRITANNIA INDUSTRIES LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF POST GRADUATE DIPLOMA IN HUMAN RESOURSE DEVELOPMENT (2007-08)

UTTAR PRADESH RAJARSHI TONDON OPEN UNIVERSITY ALLAHABAD

SUBMITTED BY:
DEEPALI GARG

ACKNOWLEDGEMENT

I readily acknowledge my indebt ness to my parents whose support, dedication and honest efforts have given me an immense help in doing this project. It gives me immense pleasure to express my deep sense of gratitude and appreciation to my external guides Mr. S.K. Mathur, Mr. Pandey, Mr. R.V. Singh, Mr. Deepak, and Mr. Dubey whose constant encouragement and valuable suggestion gave back bone support in completing this project. I take the opportunity to thanks to Dr.Abhay Pradhan for motivating, encouraging, guiding and supporting at every step and sparing his valuable time for me. Last but not the least I record my sincere thanks to all beloved and respectable persons who helped me and could find any separate mention. Above all I praise GOD the most beneficial, the most merciful that I have been able to complete my training project successfully.

DEEPALI GARG

DECLARATION

I DEEPALI GARG student of PGDHRD II sem. of UPRTOU hereby declare that this project report PERFORMANCE APPRAISAL is written and submitted by me under the guidance of Dr.Abhay Pradhan is my original work. The entire analysis and conclusion of this report are based on the information which is collected by me. The empirical finding in the report are based on the data collected myself while preparing this project. I have not copied any thing from any source or other project submitted for the similar purpose, if any.

DEEPALI GARG

CONTENT
ACKNOWLEGEMENT DECLARATION

Chapter-1: INTRODUCTION ABOUT BRITANNIA Company overview Company Profile Management team Activities of the company
PANTNAGAR UNIT

Introduction Company Profile Department of the company

CHAPTER-2: RESEARCH METHODOLOGY Sample Size Method of Sampling Area of work Method of Data collection Objective of the study Scope of the study Limitation of the study Sources of data collection

CHAPTER-3: PERFORMANCE APPRAISAL Definition of Performance Trends, Objectives,& Features of Performance Appraisal Process & Methods of Performance Appraisal 360 Performance Appraisal Key elements of Performance Appraisal Problems of Performance Appraisal Process of Performance Appraisal Process of Appraisal in Britannia Industries Limited CHAPTER-4: ANALYSIS & FINDINGS CHAPTER-5: RECOMMENDATIONS CHAPTER-6: CONCLUSION CHAPTER-7: BIBLIOGRAPHY

CHAPTER-I INTRODUCTION ABOUT THE COMPANY

COMPANY OVERVIEW
The story of one of Indias favorite brands reads almost like a fairy tale. Once upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs.295. The company we all know as Britannia today. The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanized its operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannias business was flourishing. But, more importantly, Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of service biscuits to the armed forces. As time moved on, the biscuit market continued to grow and Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parrys who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm. The following year, Britannia Biscuit Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs.100crores revenue mark. On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity Eat Healthy, Think Better and made its first foray into the dairy products market. In 1999, the Britannia Khao, World Cup Jao promotion further fortified the affinity consumers had with Brand Britannia. Britannia strode into the 21st Century as one of Indias biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative Approach to products and marketing: the Lagaan Match was voted Indias most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became Indias most successful product launch. In 2002, Britannias New Business Division formed a joint

Venture with Fonterra, the worlds second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. Was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia One amongst the Top 200 Small Companies of the World, and The Economic Times pegged Britannia Indias 2nd Most Trusted Brand. Today, more than a century after those tentative first steps, Britannias fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannias shareholders. The companys offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyleoriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of Indias one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will favor the results, happily ever after.

COMPANY PROFILE
Registered office of Britannia Industries Limited is situated in West Bengal. This company is registered under Companies Act, 1956. Britannia biscuits Company Limited was originally incorporated on 21st March 1918under Indian Companies Act under the name The Britannia Biscuits Company Limited under section 21 of Companies Act and approval of Central Government. The main aim of the Company is to make available good and improved quality biscuits to each and every part of the country. The Company is perusing for ISO14001certificate and it is ISO 22000 certified. The Company was established at the Pantnagar branch on 21st May 2005 mainly for production with a production coverage area of approximately 20 acres. The control of management is through Board of Directors. The Companys head and registered office and works place are located at the below mentioned addresses:

Registered & Head office :

Britannia Industries Limited 5/1A, Hungerford Street Kolkata- 700017

Works Place

:(a) Britannia Industries Limited 33, Industrial Area Lawrence Road, Delhi- 110035 (b) Britannia Industries Limited Plot No.1, Sector- 1 Integrated Industrial Estate Pantnagar, Rudrapur- 263153 (c) Britannia Industries Limited 15, Taratola road, Kolkata 700088 (d) Britannia Industries Limited MTH road, Padi Chennai 600050 (e) Britannia Industries Limited Ready road (East), Mazagaon, Mumbai- 400010

MANAGEMENT TEAM

RICHA ARORA AMITAVA MUKHERJEE PURNENDU ROY V. MAD VINOD MENON GAUTAM BANERJEE ASHOK KUMAR GUPTA SAROJ KUMAR CHAKRABORTY Dr. K.N. SHASHIKANTH TS PURUSHOTHAMAN

General Manager Marketing National Sales Manager Head of R&D Company Secretary & Head of Legal Head of Internal Audit & Projects General Manager Materials General Manager Accounts Planning General Manager & Head of Technical Corporate Quality Assurance Manager Corporate Head IT & Systems

THE ORIGIN OF EAT HEALTHY THINK BETTER

Britannia the biscuit leader with a history-has withstood the tests of time. Part of the reason for its success has been its ability to resonate with the changes in consumer needs-needs that have varied significantly across its 100+ year epoch. With consumer democracy reaching new levels, the one common thread to emerge in recent times has been the shift in lifestyles and a corresponding awareness of health. People are increasingly becoming conscious of dietary care and its correlation to wellness and matching the new pace to their lives with improved nutritional and dietary habits. This new awareness has seen consumers seeking foods that complement their lifestyles while offering convenience, variety and economy, over and above health and nutrition. Britannia saw the writing on the wall. Its Swasth Khao Tan Man Jagao (Eat Healthy, Think Better) reposition directly addressed this new trend by promising the new generation a healthy and nutritious alternative-that was also delightful and tasty. Thus, the new logo was born, encapsulating the core essence of Britannia healthy, nutritious, and optimistic and combining it with a delightful product range to offer variety and choice to consumers.

ANNUAL PERFORMANCE (FY 2006)

Britannias gross sales turnover increased to Rs18179 million in 2005-06 from Rs16,154 million in the previous year, registering a growth of 13%. Operating profit at Rs1,763 million increased by 7%, profit before tax and exceptional items at Rs.1,958 million declined by 19% against 2004-05 , impacted by the profit on sale of long term investments that accrued to other income last year.

The Company achieved these results despite significant increases in input cost, particularly sugar, fuel and oils, coupled with aggressive pricing in the industry. Your Companys focused initiatives on commercializing market place opportunities, supply chain efficiencies and overall cost management resulted in its top line growth and profitability. Operating margin at 10.3% in 2005-06 compared with 10.9% in the previous year was impacted by the inflation in input costs.

Despite stiff competition, your Company stabilized and held its overall market share at 31.7% in volume and 38.8% in value for the last year. Exports turnover during the year was Rs111.71 million against Rs71.65 million in 2004-05, a growth of 56%.

The major exceptional items during the year were:

Compensation and amortization of VRS costs Rs.111 million Profit on sale of properties Rs.117 million

After considering all the exceptional items, Profit before tax and Net Profit works out to Rs.2,007 million and Rs.1,464 million respectively. Earnings per Share are Rs.59.96 for 2005-06. Britannia believes in giving the best value to consumers through its brands and constantly looks for ways to enhance the overall consumer experience. 2005-06 witnessed a boost in product

innovation and renovation and as many as six new launches were executed and well received in the market. The Companys largest brand Tiger, was successfully renovated with the re-staging of Tiger Glucose and the fortification of Tiger Creams. New variants were introduced in Treat Duet and Pepper Chakkar was launched under the 50:50 brand umbrellas. The Compay also introduced Marie Gold Doubles in a totally new to market format and a new range Greetings an assortment of biscuits was introduced during Diwali, targeted at the large gifting opportunity. The Company also seized the growing opportunity in adjacent categories like Cakes and the launch of Cup Cakes was the first step in strengthening this business. Additionally, new packaging formats were introduced in several markets to tap into attractive price points from consumers perspective. Britannia will continue to invest in its brands and deliver growth through an emphasis on brand activation, anchored by new product launches.

WHAT MAKES A BRITANNIA

If you think Britannias are extraordinary individuals who are passionate about everything they do create inspiration through everything they doand succeed in everything they doyoure probably right. Britannians are hand-picked for a singular purposeto perpetually ensure Market Leadership and generate exemplary performance in every function. Britannians exhibit the following leadership behaviors (we fondly call BULBs Britannia Universal Leadership Behaviors)

Integrity Team Orientation People Development Learning Orientation Customer Orientation Quality Orientation Drive for Results Entrepreneurial Spirit System and Process Orientation Communication

If feel you stack up well in terms of all these behaviorsdont waste timeJoin us!!!

ACTIVITIES OF THE COMPANY

Sales Marketing Research and Development Quality Assurance Exports Technical & Operations

Finance and IT
Human Resources &

Legal

OBJECTIVES OF THE COMPANY

The objectives of the company are as follows: 1. To acquire and take over as a going concern the biscuit manufacturing business now carried on at Dum dum junction under the styles or firms of V.S Brothers and company, Gupta and company and Britannia biscuits company and all or any of the lands, buildings, plant and machinery, assets and liabilities of the proprietors of that business in connection there with and with a view thereto to enter into the agreement referred to in clause 3 of the companies article of association and to carry the same into effect with or without modification. 2. To manufacture, buy, sell, prepare for market and deal in farinaceous foods for all kinds and in particular biscuits, breads, cakes and confectionary and food of every description suitable for individuals.

3. To carry on business as millers and grain merchants, dealers in flour, rice and other produces.

4. To carry on business as bakers and confectioners and to manufacture buy, sell, refine prepare, grow, import export and deal in provisions of all kinds of wholesale and retail, whether solid or liquid.

5. To make, accept, endorse, discount and issue promissory notes, bills of exchange and other negotiable instruments etc.

INTRODUCTION ABOUT PANTNAGAR UNIT

INTRODUCTION ABOUT THE UNIT (PANTNAGAR BRANCH)

INTRODUCTION
Britannia industries limited was established at Pantnagar on 1st April 2005in the area of approximately 20 acres mainly for the purpose of production of biscuits as this area is free from almost all types of taxes. In Britannia Industries Limited there are many types of departments which are inter connected to each other and work together for the welfare of the Company as the whole. There is a well built communication system inside the Company which helps in doing the work on time and with full efficiency and effectiveness. The departments of the Company includes Quality assurance, Stores, Production, Purchase, Maintenance, Engineering, Packaging and dispatch, Personnel and training, Finance, legal and administrative security. In the Company when the raw material is entered in the Company from that time onwards the quality of material is taken into consideration. Firstly the material is taken into the laboratory and it is being tested and after that it is being taken in progress. At the production plant also care is being taken for the neatness and cleanness of the biscuits and the biscuits are prepared in full hygienic conditions. For this purpose all the persons who enter the production or plant area is not allowed to go inside without wearing a cap. New concept like 5S is also being implemented in Britannia Industries Limited. The Company is perusing for ISO14001certificate and it is ISO 22000 certified. There are four plants in operation in the Company at this branch. First plant is for Marie Gold which has a flexi line for Good day also. Second plant is for Good day, third one is for 50:50 variants, pepper chakkar and Maska Chaska. Forth and last plant is for Bourbon which has a flexi line for Orange cream also.

COMPANY PROFILE
1) Bhumi poojan of Britannia industries limited was on 20th may 2004. 2) Machinery was set up on 23rd march 2005. 3) Production trial was taken on 23rd march 2005 itself. 4) Actual production was started on 1st April 2005. 5) First dispatch of finished goods was done on 20th April 2005. 6) Biggest plant of the company is plant number two. 7) The company is set up in an area of approximately 20 acres. 8) Minimum production of the company is 180 tons per day. 9) Maximum production is 300 tons per day. 10) Control of management is through Board of Directors. 11) It is a public limited company. 12) The auditors of the company are Lovelock & Lewes. 13) The bankers of the company are: State Bank of India. Standard Chartered Bank. ABN Ambro Bank. City Bank. The hongkong and shanghai banking corporation limited. Bank of America. HDFC Bank limited. ICICI Bank limited.

NUMBER OF PLANTS AND PRODUCTION AT THE PANTNAGAR BRANCH

Not all the brands of Britannia are produced in this branch only some brands of biscuits are produced at this branch. Production of biscuits in britannia Pantnagar branch is divided in to four Plants. 1) Plant I a) Marigold b) Good day butter c) Good day Pista badam 2) Plant II a) good day cashew 3) Plant III a) fifty- fifty (50-50) i) ii) iii) 4) Plant IV a) Chocolate treat bourbon b) Orange treat 50-50 50-50 Maska Chaska 50-50 pepper chakker

OBJECTIVES OF THE UNIT

Investing in appropriate technology. Working collaborators with the business partners. Quality products to customers. Continuous training and retraining of the employees to create culture that value quality and food safety as a core pillar of the business. To control the wastage and save time and efforts. To work under the principals of Kiazen, Haccp and 5 S.

STORAGE AND USAGE OF RAW MATERIAL

There are many types of raw materials which are used in Britannia for the production of different types of biscuits. Some of them are wheat flour, sugar, butter, skimmed milk powder, cashew, salt, different types of fats which includes different oils, sodium bi carbonate, ammonium bi carbonate etc. Now the question comes of their storage. As we can see that some of the materials which are used in Britannia industries need cold storage while some needs normal storage. So on the basis of the need of different raw materials they are stored in different storage places. The materials which are stored in cold storage are at the temperature of 5 degree Celsius while the materials which need normal storage are stored at the normal temperature. There classification of some of the raw materials is as follows:

Normal storage raw material

Wheat flour Sugar Ammonia Skimmed milk powder Palm oil Salt

Cold storage raw material

Butter Cashew Essences Skimmed milk powder Condensed milk

HOW THE PRODUCTION PLAN COMES?

The production plan comes directly from companys head office which is situated at Bangalore every month. The plan consists of: Variety name How much production to do for the particular variety. Total production in tons. Area where varieties will be dispatched along with quantity. Dispatch order.

THINGS YOU DONT KNOW ABOUT BRITANNIA

Britannia products are sold in over two million outlets, reaching millions of customers A small army keeps Britannia going over 180 stock keeping units, 3000 employees, The number of biscuits produced by Britannia in one year would be the equivalent of one Stacked on top of each other, all Britannia biscuits sold in a year would stand 10,000 Britannia has had a long association with cricket and cricket players. Nearly half the

who buy approximately 2.4 billion packets each year. over 2200 authorized whole sellers and 56 depots. pack of twelve biscuits for every two people in the world. times taller than Mount Everest. members of the current Indian cricket team serve as its brand ambassadors. Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of launch. It crossed Rs.1 billion sales mark in its very first year and is growing stronger.

Departments/ hierarchy of the company

There are mainly six departments of the company. These are as follows:

UNIT HEAD

Human resource

Accounts

Production

Purchase

Maintenanc e

Quality

Officers Officers

Officers Officers Officers Officers

HEADS OF DEPARTMENTS OF THE COMPANY

Unit Head Finance Human Resource Production Purchase Engineering Standards : : : : : : : Mr. Manas Dutta Mr. Mudit Agarwal Mr. S.K. Mathur Mr. Mahak Singh Mr. Abhijeet Dutta Mr. Neeraj Agarwal Mr. Dhananjay

CHAPTER-II RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
When we talk of Research Methodology, we not only talk of the research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique and why we are not using so that research results are capable of being evaluated either by research himself or by others. As the title of the project suggests the project is about the study of the performance appraisal in the company. So my objective is that to know that how the working appraisal should be maintained in the company & which method is used in this. Performance Appraisal has been considered as a most significant and indispensable tool for every organisation for the information it provides is highly useful in making decisions regarding various aspects such as promotions and merit increases. Thus, an attempt was made to study the Performance Technique in BRITANNIA.

SAMPLE SIZE
The sample size refers to the no. of employees selected from the co. to constitute a sample. The sample size used for study includes 80 employees from the company.

METHOD OF SAMPLING
The process employed for the sample was Random Sampling. Random Sampling is the sampling in which every person has an equal opportunity of being selected in the sample. The method is more representative of the persons as there are no personal biases. Sample Size: The sample size taken is 80 in which 20 were executives and 60 were supervisors and workers Method of Sampling: Random Sampling Area of work: Performance Appraisal Method of Data collection: Secondary and Primary.

OBJECTIVE OF THE STUDY

The objective for doing my summer training is to make my self capable for moving forward in corporate world, to gain knowledge & experience & know how to work in the organization environment. It will help me to gain more & more about corporate sector, which was very essential for me to do. Therefore I joined BIL Pantnagar to improve my capabilities.

MAIN OBJECTIVE
To Know about the existing system of Performance Appraisal in Britannia Industries Limited To study the awareness of the employees regarding the appraisal system. To evaluate the effectiveness of appraisal system. To know the satisfaction of the employees, with the appraisal system followed in BIL.

SUB-OBJECTIVE

Are the present performance appraisal is sufficient enough to analyze the ability of a company. To see the difference between the theoretical knowledge & practical knowledge.

SCOPE OF THE STUDY

It provides useful information for research and also introduces the researcher with the practical problem faced in the company. This research is very important for any Human Resource student to gain a real time experience. I have done my research in Britannia in Performance Appraisal. There are many departments in Britannia but my research work is confined with Human Resource department where I studied that how the Performance Appraisal method should be done.

LIMITATION TO THE STUDY

Following are the limitations of this project: While going through the research I had faced a bit problem like frequent visits were required. Workers and supervisors were not immediately responding. Due to the tight schedule of managers, there are some difficulties for trainee to get co-operation and attention. Extra large unit to cover. Large no. of employees in the company, more than 2000, not possible to cover entire lot.

SOURCES OF DATA COLLECTION PRIMARY DATA

Primary data is that data, which is collected for the first time & thus happens to be original in character. The primary source to carry out study is:a) Questionnaire b) Schedule c) Observation d) Interview

SECONDARY DATA
Secondary data are those which have already been collected by someone else and have already been passed through the statistical process. Acc. to Dessel-Data collected by other persons All the data has been collected from internal source, that includes :a) Magazines b) Books c) Websites d) Reports e) Files f) Staff

DATA COLLECTION METHOD

The data was collected by me from both the sources for my training project report. In primary method of data collection personal interviews was used and in case of secondary ways of data collection of magazines and books of Britannia were used.

CHAPTER-III INTRODUCTION ABOUT PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL
Performance appraisal or merit rating is one of the oldest and most universal practices of management. Performance appraisal is a method of evaluating the behavior in the works pot, normally including both the quantitative and aspects of job performance. It implies assessing the performance of an employee on the job. A formal defining by C. Heyel is as following:Performance appraisal is the process of evaluating the performance & qualification of the employees in term of the requirements of the job for which he is employed for the purpose of administration including placement, selection for promotion, providing financial rewards & other action which require differential treatment among the member of a group as distinguished from action affecting all members equally. According to Dale S. Beach: Performance appraisal is the systematic Evaluation of the individual with regard to his or her performance on the job & his potential for development. According to Shubin: evaluation is a systematic appraisal of the employees personality traits & performance on the job & is designed to determine his contribution & relative worth to the firm. According to Deal Yoder: All formal procedures used in working Organization to evaluate personalities & contribution s & potentials of group member. A formal definition of Performance appraisal is that, It is the systematic evaluation of the individual with respect to his or her performance on the job & his potential for development. A more Comprehensive definition is, Performance appraisal is a formal structured system of measuring & evaluating an employees job, related behaviors & outcomes to discover how & why the employee is presently Performing on the job & how the employee can perform more effectively in the future so that the employee, organization & society all benefit. Under Performance appraisal we evaluate not only the performance of a worker but also his potential for development.

APPRAISEE
U R R T R E A T M E N T

Feedback & coaching

APPRAISER

KRAs

Routine R

S T R E T C H T O O L N O R M A L I Z A T I O N

T O O L S O F M A P

Performance &
Final Review Final Score

R E V I E W E R

Final Performance Rating

DEFINATION OF PERFORMANCE
Definition of performance in MAP is based up on Key Result Areas of KRAs and Routine Responsibilities. KRAs are critical outcomes towards which effort is directed to achieve desired business results. Routine Responsibilities are significant on-going tasks or outcomes that are undertaken or delivered on day-to-day basis.

KRAs

Routine Responsibilities

Competencies

Performance Plan

Development Plan

Performance & Development Plan

Unique Role and Responsibility (URR) templates provide the KRAs, relative weight of KRAs and Routine Responsibilities, the competencies and their required proficiency levels for a role. The URR Template in MAP helps deliver consistency and clarity. On expected performance measures to Appraisees and Appraisers alike. MAP allows the Appraisee to define the performance measures applicable to the Appraisees situation using combination of KRAs and Routine Responsibilities. The achievement against targets sets for each of these will together constitute the Appraisees Performance Plan in the Performance Cycle or Period.

FEEDBACK AND COACHING

The process of continuous Feedback and coaching is an inherent and critical part of MAP. The Mid Year and Final Reviews are specifically focused on Feedback and Coaching and hence require the Appraisee and the Appraiser to have a formal feedback session. For feedback and Coaching to be truly effective, it should be provided and received on an on- going basis. When used effectively, Feedback & Coaching is a powerful means of positively impacting performance. Feedback and Coaching helps an Appraiser in both obtaining information and providing inputs on how an Appraisee is performing and whether or not he/she is headed in the right direction. It is also an opportunity for the Appraisee to solicit resources and help that may be required for enhancing his/her performance. Most people are comfortable in providing positive feedback. However, they are hesitant to initiate a conversation that involves sharing of negative or unpleasant performance related information. Such hesitation needs to be overcome, considering the importance of feedback in correcting the performance level of the Appraisee, and the consequent benefit to the Appraisees career.

Long term impact performance

Coaching

Feedback

Information

Coaching impacts Performance Feedback Positive feedback Corrective feedback Feedback focused on identifying obstacles to performance Feedback for the purpose of sharing information.

Performance Cycle at a Glance

A Performance Cycle refers to the year for which your performance is being evaluated. The Performance Cycle of MAP is one year coinciding with BRITANNIAs financial year. MAP follows an April to March cycle and consists of three Key phases: 1. Performance and Development Planning 2. Mid Year Review 3. Final Review The figure below provides an overview of the Performance Cycle with key dates for each phase.

Unit/business Sector Draft Budget End February

Offline Performance Planning March-Mid April Appraiser ONGOING FEEDBACK Appraise Mid Year Review September-October

Normalision & score May Final Review & Feedback April

Final Review & Feedback Mid April-End April

In certain cases, such as those involving a mid-cycle change in role to transfers etc, an Appraisee may be more than one Performance Plan in a Performance Cycle. The period that each Performance Plan covers is referred to as the Performance Period for that Performance Plan.

PERFORMANCE AND DEVELOPMENT PLANNING

The performance& Development Planning phase of MAP is initiated in March, upon the finalization of the draft budget for BRITANNIA INDUSTRIES LIMITED Unit business objectives and development initiatives will be derived from this and cascaded to your Performance Planning. The Appraisee will be assigned a URR based on the role that he/she performs. The template will provide the Appraisee the relevant KRAs and Routine Responsibilities. The Appraisee will use the built-in-flexibility to develop the Performance Plan suited to his/her situation. Performance and Development Planning Process Appraiser will complete assign relevant URR to Appraisee Appraiser will review identify flexible KRAs and write Optional KRAs if required Appraisee will set Targets & develop Action Plan for each KRA

Appraisee will draw-up Development plan

Appraiser will assign Percentage weight age to each KRA & Routine Responsibility out of total of 100% for each section

Appraisee will

Appraisee will submit Performance & development plan to Appraiser

Appraiser will discuss Targets using Stretch Tool & Finalize Performance & Development Plan

Final Performance & Development plan for the Appraisee

Appraiser will send finalized plan to reviewer for Sign-off

CREATING PERFORMANCE PLAN

1. Select KRAs Based on the URR assigned, the Appraisee will have a set of Essential KRAs and in addition, can select other relevant one from the list of Flexible KRAs. Essential KRAs are predetermined and compulsory for performance of the role. Flexible KRAs are suggested as relevant for a role but are not compulsory. The

Appraisee selects the appropriate KRAs. The total number of Essential and Flexible KRAs put together cannot exceed 12. Incase the required number of KRAs in the Flexible list cannot be accommodated within the Flexible section; the Appraisee will use Optical section to add the same in his/her Performance & Development Plan. Optional KRA Section comprises of KRAs that can be added by the Appraisee if

they have not been captured in either of the above two categories and may be required in a specific location or Performance Period. As stated above, thy also include KRAs that cannot be accommodated because of the limit of 12 Essential plus Flexible KRAs. These must be included in the Appraisees plan. A maximum of 3 such KRAs can be added. 2. Set Targets and Action Plans for KRAs For each KRA: a) A specific Target must be defined by the Appraisee that quantifies or verifies the extent of achievement in a given timeframe. b) The Target thus defined should correspond to Rating 3-Meets Expectations on the 5-point Rating Scale. c) The required level of achievement for each of the remaining four ratings on the scale (1, 2, 4 & 5) must also be defined, using the target against the Rating 3 as the central point. This will prevent subjectivity while evaluating the Appraisees performance at the end of the year.

Targets must be defined using the Stretch Tool, by applying all Six Dimensions that determine Stretch. Along with target the Appraisee will develop an action plan consisting of specific steps required to achieve the target for each KRA. 3. Define routine responsibilities: In addition to the KRAs the appraisee will identify the relevant routine responsibilities care should be taken to insure that the appraisees performance on routine responsibilities is verifiable objectively, which would prevent subjectivity while evaluating performance later. The max of ten routine responsibilities can be selected. 4. Assign weights: The overall weightages between KRAs and routine responsibilities for a particular URR have been predefined. The appraise will propose weightage for each KRAs and routine responsibility. The weightages for each of the section of KRAs and routine responsibilities should upto 100% respectively. Weightages should be allocated keeping in mind the critically of the major and the efforts required to accomplish the same. 5. Creating development plan: Development planning in MAP focuses on building individual capability using competencies. Competences relevant to a role are pre-defined in its URR along with the desired Proficiency level. From the list of competencies identified for the role, the Appraiser will identify a maximum of three competencies as Developmental that form the basis of the Appraisees Development Plan. The Development plan will be drawn-up by the Appraisee in discussion with the Appraiser and will consist of learning initiatives such as training, cross-functional exposure, short-term assignments etc. The Appraiser will facilitate adherence to the Development Plan drawn up for the Appraisee. The Development Plan concludes with the above steps.

Obtain Appraisers and Reviewers Sign-off on Performance & Development Plan At this stage, the Appraisee will discuss and finalize the Performance and Development plan with the Appraiser. Up on finalization, the Appraiser would forward the Performance and Development Plan the Reviewer for final-offs. Editing the Performance and Development Plan Extraneous circumstances that significantly impact the Performance and Development Plan of an Appraisee may during the Performance Cycle. In such situations, the Appraisee requires the Reviewers approval to edit the plan. The edited plan will be finalized with the Appraiser and Reviewers sign-off.

MID YEAR REVIEW

Mid Year Review is an interactive feedback session between the Appraisee and the Appraiser, conducted during the month of October for the half-year ended September 30. It is a mid-cycle process for reviewing and tracking achievements thus reducing the scope for yearended surprises. The Mid Year Review does not result in a performance score and will be treated as a course mechanism wherein the Appraiser guides the Appraisee on whether the Appraisee is on the track to achieve the Performance and Development Plan finalized in April. The Appraisee is on track to achieve the Performance and Development Plan finalized in April. The Appraisee is able to incorporate these inputs to ensure achievement.

Mid-Year Review Process

Appraisee will Appraiser will provide complete self Mid Year Review begins with Appraisee will submit the Appraisees self-appraisal. In the self-appraisal the Appraisee will feedback on performance self appraisal to appraisal on and guide Appraisee on comment on his/her current level of achievement on KRAs. Routine Responsibilities and appraiser. performance and future direction development. competencies, which will then be discussed with the Appraiser for his feedback and inputs. The Appraiser and the Appraisee will refer to documented and objective facts regarding performance year feedback Mid Mid year feedback will be document completed. documented. Related events for a meaningful performance discussion.

Documentation of the performance discussion concludes the Mid Year Review phase of MAP. In case of extraneous circumstances, the Mid Year Review provides for a revision in the Appraisees Performance and Development Plan. After obtaining the Reviewers specific approval to change the plan, the Appraisee in discussion with the Appraiser would modify the plan and send the plan to the Reviewer for-off. The plan will be considered final only after the sign-off has been obtained.

The Reviewer steps into the Mid Year Review phase only if a change is required in the Performance Plan of the Appraisee.

Appraisee will complete self approval and submit to the appraiser.

Appraiser will review Self-Appraisal and performance outcomes of the appraisal for the performance cycle

Appraiser will provide feedback on each area of performance and development to appraisee.

Appraiser will determine rating on each KRA, routine responsibility and competency

FINAL RE VIEW

Appraiser will determine Appraiser sends overall score based on KRA score, routine During the Final Review phase, the Appraiser will assess final review the Appraisees level of achievement on documents and responsibility score and KRAs Routinethe weightage assigned todemonstration of Competencies.The Final Review will be Responsibilities and the overall score to reviewer each section concluded in the month of April. Final Review Process Conducts final review phase. Final score is communicated to appraisee and appraiser Reviewer validates and provides final score.

The Final Review Phase will begin with the Appraisees self-appraisal wherein he/she give a self-rating on performance parameters- KRAs and Routine Responsibilities defined in the Performance Plan and the Competencies defined in the Development Plan. The Appraiser will review the outcomes and self-appraisal and will evaluate the Appraisee on the Performance Plan. The Appraiser will assign a Rating for each KRA, Routine Responsibility and Competency using the appropriate Rating scale.

UNIQUE ROLE & RESPONSIBILITY (URR) TEMPLATE

Unique Role & Responsibility Template have been introduced in BIL to standardize measurement of performance across individuals, teams, functions and units. The templates ensure consistency and uniformity in terms of the KRAs that are applicable to a role. At the same time, they also provide flexibility to incorporate differences that might exist in jobs mapped to the same unique role. The flexibility take care of the specific emphasis or focus that a role may require in a given performance period. Unique Roles are jobs that may be held by different incumbents but are essentially the same. For instance, there may be certain differences in incumbents like designation, years of experience, number of people supervised etc. but if the expectations of performance from them and their responsibilities are essentially the same, they perform the same Unique Role. A Unique Role & Responsibility Template (URR template) described such a Unique Role and has been developed for all Unique Roles within BIL. The template provides: Unique Role name Brief description of the role KRA Competencies and their proficiency levels Overall weightage of the KRAs Section to Routine Responsibility Section Each Appraisee would be assigned a URR by his Appraiser at the start of the Performance Cycle. This URR will be used by the Appraisee for the purpose of creating the Performance and Development Plan.

The URR template has two categories of KRAs that have been predetermined. 1) Essential KRAs-KRAs those are predetermined and compulsory for performance of the role. These will become part of the Performance Plan of each Appraisee who is mapped to this URR. 2) Flexible KRAs-KRAs those are predetermined and relevant to a role though not compulsory. These suggested for adoption by the Appraisee as applicable flexible KRAs give the Appraisee to

choose such KRAs from the list that he/she feels would be relevant for measuring performance in the performance Cycle.

RATING KRAs AND ROUTINE RESPONSIBILITIES

KRAs and Routine Responsibilities have a 5-point scale where each rating has been articulated and explained. 1 Significantly Below Expectations 2 Moderately Below Expectation 3 Meets Expectation 4 Moderately Above Expectaatio n 5 Significantly Above Expectations

Rating Competencies
The 5-point Rating Scale for Competencies a different from the one used for KRAs and Routine Responsibilities. The Appraisee will be evaluated on all Competencies in the URR using the Competency Scale. Each rating on the scale has been articulated to describe the extent to which an Appraisee has displayed the behaviors described in the required proficiency level of the Competency. Based upon the behaviors observed, the Rating that best describes the set of displayed behaviors is chosen as the Rating on that Competency.

TRENDS IN PERFORMANCE APPRAISAL

ITEM 1. Terminology 2. Purpose FORMER EMPHASIS Merit-Rating Determine wage increase, promotion, transfer, layoff PRESENT FOCUS Performance Appraisal Development of the individual improved job performance.

3. Application 4. Factors rate d 5. Techniques 6. Post appraisal

For rank & file workers Personal traits Rating scales with emphasis upon scores Superior communicates his rating to the subordinate & seeks to have employee accept the rating.

For managerial & technical personnel. Performance, result or accomplishment. Mutual goal-setting, critical incidents, group appraisal. Superior stimulates employee to analyse himself & set goals with the help.

FUNCTIONS
Identification the areas of training & development. Helps in reward allocation. Provide the opportunity to review the strange & weakness of the employees. It helps in career planning & personnel development. Helps in establishing credibility of the selection of Establishment procedure.

Performance Standards Act as a motivation factor.

1

Establishment of Performance 6 Standards

PROCESS OF PERFORMANE APPRAISAL

Establishment of Performance Standards 2

Establishment of Performance 5 Standards

Establishment of Performance 3 Standards

Establishment of Performance Standards 4

1) ESTABLISMENT

OF

PERFORMANCE:

We

need

some

kind

of measures again which we are going to compare the performance of employees. some of these standards are based on job description should be clear enough to be measured & understood by everyone standers are the expectations.

2) COMMUNICATE it.

EXPECTATION

TO

EMPLOYEES:

Standards

need

to

be

communicated is employees so that they know what is expected of them & how will they about

It has to be received by employees & manager should receive the feedback so that he comes to know whether employees have understood the intention of communication. 3) MEASURES ACTULY PERFORMANCE: After setting standard you will some critical to measure the performance of employees.

4) COMPARE ACTUAL PERFORMANCE WITH STANDARD: This is done to see if any discrepancy exist & if so then how will it be rectified. 5) DISCUSS APPRAISAL WITH EMPLOYEE: Performance of employee is reviewed & then manager has to convince the employees about his judgment. He conduct meeting with employees for this purpose. 6) INITIAL CORRECTIVE ACTION: If there is any deviation in performance then suggestive corrective action can be provided to the employees.

METHODS OF PERFORMANE APPRAISAL

PERFORMANCE APPRAISAL METHODS

Individual evaluation method

Multiple-person evaluation method

Other method

Confidential report Easy evaluation Critical incidents Checklists Graphic rating scale Behaviorally anchored Rating scale Forced choice method MBO

Ranking Paired Comparison Forced Comparison

Group appraisal HRA Assessment center Field review

APPRAISAL BASED ON MODERN METHOD

1) Assessment Centre: It is only method used for promotion. In this method there is a team of experts or evaluators who judge the performance. In this method all the candidates who clime for promotion are called participant. They asked to do different exercise of development or they have to give the answers of the expert. By this expert know their behavior or attitude & according to this expert prepare report & gave promotion. 2) Human Resource Accounting Method: Human Resource According are a valuable asset of any organization. This asset can be valued in term of money. Under this method performance is

judged in term of cost & contributions of employees. Cost of human resource planning, recruitment, selection, induction, training, compensation etc. Contribution of human resource is the money of labour productivity or value added by human resources. 3) Behaviorally Anchored Rating Scale (BARS): This method combines graphic rating scales with critical incidents methods. BARS are descriptions of various degrees of behavior relating to specifics performance dimensions. The behavior of the employees is checked through graphic rating method. NEED FOR PERFORMANE APPRAISAL Provide information about the performance ranks basing on which decision regarding salary fixation, conformation, promotion, transfer & demotion are taken. To prevent grievances & indisciplinary activities. Provides information which helps to counsel the subordinate. Provides feedback information about the level of achievement & behavior of subordinate. Provides information to diagnose deficiency in employee regarding skill, knowledge, determine training & developmental need & to prescribe the means for employee growth provides information for correcting placement.

PURPOSE
To create & maintain a satisfactory level of performance. To provide information for making decision regarding lay-off, retrenchment, etc. To guide the job changes with the help to continuous ranking. To contribute to the employee growth & development through training, self & management development programmes. To facilitate for testing & validating selection tests, interview techniques through comparing their scores with performance appraisal ranks.

 To ensure organization effectiveness through correcting employee for standard & improved performance, & suggesting the change in employee behavior. To facilitate fair & equitable compensation based on performance. To help the superior to have a proper understanding about their subordinates.

CONTENTS OF PERFORMANCE APPRAISAL

Every organization has to decide upon the content to be appraised before the programme is approved. Generally content to be appraised is determined on the basis of job analysis. Content to be appraised may be in the form of contribution to organizational objectives (measures) like production, cost saving, return on capital, etc. other measure are based on :1) Behavior, which measure observable physical action, movements 2) Objective, which measure job-related result like amount of deposits mobilized. 3) Traits, which are measure in terms of personal characteristics observable in employees job activities. Content to be appraisal may vary with the purpose of appraisal and type level of employees.

3600 PERFORMANCE APPRAISAL

The appraiser may be any person who has through knowledge about the job content, contents to be appraised, standards of contents, & who observes the employee while performing a job. The appraiser should be capable of determining what is more important & what is relatively less important. He should prepare report & make judgment without bias. Typical appraisers are :- Supervisor, Peers, Subordinates employees themselves, Users of service & Consultants. Performance appraisal by all these parties is called 3600 Performance Appraisal.

 Supervisors: Supervisor includes superiors of the employee, other superiors having knowledge about the employee & department head or manager. General practice is that immediate superiors appraisal the performance, which in turn is reviewed by the departmental head/manager. Peers: Peer appraisal may be reliable if the work group is stable over a reasonably long period of time & performs tasks that require interaction. Subordinates: The concept of having superior rated by subordinates is being used in most organizations today, especially in developed countries. Such a novel method can be useful in other organization setting too provided the relationship between superiors & subordinates are cordial. Self-Appraisal: If individuals understand the objectives they are expected to achieve & the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Users of Service Customers: Employee performance in service organizations relating to behaviors, promptness, speed in doing the job & accuracy, can be better judged by the customers or users of services. Consultants: Sometimes consultants may be engaged for appraisal when employees or employers do not trust supervisor appraisal & management does not trust the self-appraisal or peer appraisal or subordinate appraisal.

SYSTEM OF PERFORMANCE APPRAISAL

Performance appraisal is a nine-step process:At the First Stage, Performance standards are established based on job description & job specification. The standards should be clear, objective & incorporate all the factors. The Second Stage is to inform these standards to all the employees including appraisers. The Third Stage is following the instruction given for appraisal, measurement of employee performance by the appraisers through observation, interview, records & reports. Fourth Stage is finding out the influence of various internal external factors on actual performance. Fifth Stage is comparing the actual performance with that of other employees & previous performance of the employee & others. 1. Establish performance standards.

2. Communicate standard / expectation to employee. 3. Measure actual performance by following the instructions. 4. Adjust the actual performance due to the environmental influences. 5. Compare the adjusted performance with that of other & previous. 6. Compare the actual performance with standard & find out deviation, if any. 7. Communicate the actual performance to the employee concerned. 8. Suggest changes in job analysis & standard, if any necessary. 9. Follow-up performance appraisal report.

Sixth Stage is comparing the actual performance with the standards & finding out deviations. Seventh Stage is communicating, the actual performance of the employee & other employees doing the same job & discuss with him about the reasons for positive or negative deviation from the pre-set standards as the case may be. Eighth Stage is suggesting necessary changes in standards, job analysis, internal & external environment. Ninth Stage is follow-up performance appraisal report. This stage includes guiding, counseling, coaching & directing the employee or making arrangement for training & development of the employee or making arrangements for training & development of the employee in order to ensure improved performance. If the actual performance is very poor & beyond the scope of improvement, it is necessary to take steps for demotion or retrenchment or any suitable measure.

KEY ELEMENTS OF PERFORMANCE APPRAISAL SYSTEM

Human Performance

Performance Appraisal

Employee Feedback

Performance Measure

Performance Related Standard

Human Resource Decisions

Employee Record

USES OF PERFORMANCE APPRAISAL

1) PERFORMANCE IMPROVEMENT: Performance feedback allows the employee, manager, & personnel specialists to intervene with appropriate action to improve performance. 2) COMPENSATION ADJUSTMENTS: Performance evaluation help decision-makers determine who should receive pay rises. Many firms grant part or all of their pay increases & bonuses based upon merit, which is determine mostly through performance appraisals. 3) PLACEMENT DECISION: Promotion, transfer, & demotion are usually based on past or anticipated performance. Often promotions are reward for past performance. 4) TRAINING & DEVELOPMENT NEEDS: Poor performance may indicated the need for retaining. Likewise, good performance may indicate untapped potential that should be developed. 5) CAREER PLANNING & DEVELOPMANT: Performance feedback guides career decision about specific career paths one should investigate. 6) STAFFING PROCESS DEFICIENCIES: Good or bad performance implies strength or weakness in the personnel department staffing procedure. 7) INFORMATION INACCURACIES: Poor performance may indicate errors in job analysis information, human resource plans, or other parts or the personnel management information system. Reliance on inaccurate information may have led to inappropriate hiring, training, or counseling decisions. 8) JOB DECISION ERRORS: Poor performance may be a symptom of ill-conceived job designs. Appraisals help diagnose these errors. 9) EQUAL EMPLOYMENT OPPORTUNITY: Accurate performance appraisals that actually measure job-related performance ensure that internal placement may be able to provide assistance. FEEDBACK TO HUMAN RESOURCES: Good / bad performance throughout the organization indicates how well the human resources function is performing.

PROCESS OF PERFORMANCE APPRAISAL IN BRITANNIA INDUSTRIES LIMITED

BRITANNIA INDUSTRIES LIMITED

STAFF ASSESSMENT FORM

Name: Job & Position Title: Emp. No. Grade: Function:

A. PERFORMANCE ASSESSMENT from__/__/____to__/__/____Location:

Rating Scale for Individual KRAs (1) Needs improvement (2) Meets expectations (3) Above Expectations (4) Outstanding
OVERALL PERFORMANCE ASSESSMENT (By Coach) S.No Outcome Measure CRITICAL KRAs Standard Weightage Achievemen Low Medium High % t Self Coachs

Rating Rating

IMPORTANT KRAs

1. Needs Improvement 4. Outstanding EMPLOYEES SIGNATURE

2. Meets Expectation

3. Above Expectation

COACHS SIGNATURE

B. POTENTIAL ASSESSMENT
1.

LEADERSHIP COMPETENCY: (LC)

Rating scale for individual competency: (Scale would be from 1-4.1 being the lowest and 4 being the highest)
S.NO. Competency Proficiency required for position Self Rating Coach Rating

1 2 3 4

Team working Thinking logically Listening & Responding Planning & Initiating OVERALL ASSESSMENT (By Coach)

2. FUNCTIONAL COMPETENCY: (FC) Rating scale for individual Functional Competency: (Scale would be from1-4.1 being the lowest and 4 being the highest)
S.NO. Competency Proficiency required for position Self Rating Coach Rating

1 2 3 4

Customer Centricity Drive for Results Process & Systems Orientation Innovation OVERALL ASSESSMENT (By Coach)

C. NEEDS IDENTIFIED FOR TRAINING

LEADERSHIP COMPETENCY
1 2 3

FUNCTIONAL COMPETENCY

D. ASPIRATIONS & FEEDBACK Self assessment(By Employee) Assessment by the coach

STRENGTHS AREAS FOR IMPROVEMENT CAREER ASPIRATIONS DISCUSSION DETAILS PRE BAT DIALOGUE POST-BAT FEEDBACK

Employees Signature _______________ Date (Tick appropriate box) _______________

Outstanding

Coachs Signature____________ Date

Exceeds Expectation

_____________
Meets expectation

OVERALL RANKING:

Below Expectation

Needs Improvement

H.R. HEAD

FUNCTIONAL HEAD

BRITANNIA INDUSTRIES LIMITED

MID-YEAR PERFORMANCE REVIEW (A copy of the review year (2007-08) BAT Form to be attached with this form) Employee Name Function/Location Review Period Coach

PROGRESS ON GOALS (KRAs)

Post discussion of the Employee and Coach, the progress on goals identified on the BAT Form is noted below

GOAL REVISION / ADDITIONS, DELETIONS ANOTHER CHANGES IF ANY

(Any change in the Employees Job Description or KRAs should be noted here. As well as areas of work requiring improvement)

TRIANING & DEVELOPMENT REQUIREMENTS INVIEW OF CHANGED ROLE/ JOB DESCRIPTION

REVIEW COMMENTS
(By Coach)

Employees Signature Date:

Coachs Signature Date:

CHAPTER-IV ANALYSIS & FINDINGS

ANALYSIS & FINDINGS

In BIL, I Came to Know about the appraisal method of an employee. During my training at BIL, I found that it works under the guidance of its head office. The Appraisal method of an employee was totally based up on the proper test and interview of an employee. I also found that their appraisal Method was very good. The time period for appraisal is based on quarterly basis. Besides all the above findings I also found that the BIL is the well reputed, well managed and the well built company. The Management of company is very Hardworking in nature and takes care about the well being of their staff and workers. They are provided with all the required facilities. They are goal oriented and work as a team in a whole and the main emphasis of the company is on the quality products manufacturing. I also found that in the last month of the financial year highest production and the highest dispatch was made.

CHAPTER-V
RECOMMENDATIONS

RECOMMENDATIONS
After making a Study on the topic of Performance Appraisal system in BIL, I Would Suggest that the following Points should be implemented: Give the employee a few days notice of the discussion and its purpose. Prepare notes and use the completed performance appraisal form as a discussion guide so that each important topic will be covered.

Be ready to suggest specific developmental activities suitable to each employees needs. They would suggest changes in job analysis & standards, if necessary. There should be no negative ratings because it affects interpersonal relations and industrial relations systems. The feedback must be positive, corrective on observed behavior and facts and not on inferences, assumptions or what one has heard from others.

The final performance rating must be done in a fair manner. Appraisal tools must be relate to the employees satisfaction.

CHAPTER-VI CONCLUSION

CONCLUSION
At last it is concluded that the company as a whole is a well branded company. The goodwill of the company is very high.

After having a study of the present system of Performance Appraisal system in Britannia Industries Limited Rudrapur I have come up with a conclusion that Britannia industries Limited employees are aware of the system of Performance Appraisal being followed in their organisation i.e. KRA(staff assessment form). Most of the employees hold the view that the system of KRA is effective to evaluate and truly reflects their roles and activity. About the company it is derived that the company is very well managed and its management is highly devoted towards the quality of their products and the well being of their staff members and workers. Staff members and workers are also work very enthusiastically and complete every assignment on time. Every one is very supportive in nature and cooperate each other. They work effectively and efficiently to achieve the company goals and the individual goals. This is the reason that the company is achieving commanding heights and the last month of the financial year 2006-07 made the records of highest production and highest dispatch and BRITANNIA as a whole has achieved the Second position in the FMCG sector in India.

CHAPTER-VII BIBLIOGRAPHY

BIBLIOGRAPHY Websites www.britindia.com www.sidcul.com www.google.com www.yahoo.com www.rediff.com Books

PERSONAL MANAGEMENT----------- C.B. MAMORIA ESSENTIALS OF HUMAN RESOURSE MANAGEMENT AND INDUSTRIAL RELATIONS ------------ P.SUBA RAO MANAGING HUMAN RESOURSE------ R.S. DWIVEDI