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For The Partial Fulfillment Of The Degree Course of Master Of Business Administration Affiliated To Uttarakhand Technical University, Dehradun
SESSION - 2012 : 2014
u!mitted To " Mrs onam #arshney Asst% Professor 'MT, (A $'PU)
u!mitted By" $arvinder ingh MBA & rd emester 'MT, (ashi*ur )oll +o% ,-.,/.0...&1nroll% +o%
'+ T'TUT1 OF MA+A31M1+T A+D T1C$+O4O35, Ba6*ur )oad, (ashi*ur, U% %+A3A) 7UTTA)A($A+D) (Approved By AICTE: Affiliated to Uttarakhand Technical University, Dehradun ) Institute of Management and Technology-Kashipur
The most significant resource of many organizations is its people. Such claim appears in the organization annual report and mission statement, with changing scenario and increasing competition. The management has realized that sound PERFOR !"#E !PPR!$S!% programs are needed for the de&elopment of the people, not only for the future growth of the organization. $n the recent time it is 'eing o'ser&ed that the de&elopment of management personnel pro&es to the catalyst for the increased pro(ect.
Institute of Management and Technology-Kashipur
$ am &ery than*ful to so many people who ha&e helped me out in completion of this pro(ect. $t is with a deep sense of gratitude that $ ac*nowledge &alua'le guidance and timely suggestion offered to me 'y my pro(ect guidance Mr% &AN#EEP K TNA"A +,R #ORO"! P,!R !#E.T$#!%S P/T %T0. On the completion of this pro(ect, $ &ery gladly ta*e this opportunity of representing my grateful than*s to our 0irector #r Ke'al (umar and my internal guide Mrs &onam )arshney who ga&e me a sound platform to shape my pro(ect in a 'etter way to understand the topic and feature of ,.R. $ am &ery highly grateful to the staff of the #ORO"! P,!R !#E.T$#!%S P/T %T0. Than*s them for their guidance, cooperation and support to ma*e this pro(ect a success. !nd lastly, $ would gi&e a special than*s to my parents and my friend for their proper guidance. anager- of
Institute of Management and Technology-Kashipur
anager.!R/$"0ER S$"1.3! 2rd Sem.!R !#E. and Mrs &onam )arshney +$nternal Counter signature* +AR)IN#ER &IN$+ Institute of Management and Technology-Kashipur 7 .T$#!%S P/T %T0.is my original wor*. #EC"ARATI N $ . here'y declare that the pro(ect report entitled of 4PERFOR !"#E !PPR!$S!%5 written and su'mitted 'y me under the guidance of Mr% &AN#EEP K TNA"A +. The findings in the report are 'ased on secondary data.R 1uide.of #ORO"! P. 6hile preparing this pro(ect $ ha&e not copied any content from any source or pro(ect su'mitted for the similar purpose.
I."I $RAP+ANNE:2RE 56 5/ 66 6/ 68 67 69 47 03 05 06 +EA#IN$& PA$E N % / CORPORATE HISTORY Institute of Management and Technology-Kashipur 8 .% NEE# F R T+E &T2#C% .0 E% T-PE& FIN#IN$& ANA"-&I& AN# INTERPRETATI N& PR .+I&T RA% C RP RATE PR FI"E 0 4 5 . .C NTENT& &ERIA" N % .3 .% P"ANT PR FI"E PR 1ECT INTR #2CTI N .% APPRAI&A" PERI # C% MET+ # F APPRAI&A" #% APPRAI&A" FEE#.% C MPAN.PERATI N RE&EARC+ MET+ # " $A% RE&EARC+ .1ECTI)E F T+E &T2#PERF RMANCE APPRAI&A" A% PERF RMANCE APPRAI&A" .ACK 6 E% EMP" -EE C .1ECTI)E F T+E RE&EARC+ #% RE&EARC+ PR CE&& / 8 7 9 ."EM& AN# "IMITATI N& &2$$E&TI N& C NC"2&I N ..
. Strategic Institute of Management and Technology-Kashipur > ..1. gum paints and in(ecta'les +li<uids and dry powders-.O=1.. when it comes to <uality. ointments.P guidelines. capsules. a&aila'ility and afforda'ility of medicines. 6e owe this phenomenal success to our continuous commitment to inno&ati&e product de&elopment and manufacturing facilities that adhere to strict <uality control as per Schedule= .tremely short span of time. Their &ision was to go 'eyond the norm and pro&ide the 'est <uality afforda'le healthcare for all. 6. syrups +oral li<uids-. we ha&e gone 'eyond (ust growth and turned into a force to rec*on within an e. 6e ha&e a mar*et presence in more than )1 states in $ndia with a product range encompassing ta'lets.perienced professionals who came together with 4care5 and 4<uality5 as their guiding principles.CORPORATE PROFILE #ORO"!9 1O$"1 3E:O"0 3E:O"0 #orona was esta'lished 'y a group of committed and e. Today.
Today. and &i'rant organization with a progressi&e outloo*. dedication and commitment is to pro&ide and ensure a 'etter <uality of life for all. /ision ? ission 1O$"1 3E:O"0 T. spirited. Our only desire 'ehind all this hard wor*. #orona@s mission as an ethical.E "OR Our &ision at #orona is to achie&e good health for e&ery indi&idual. transparent. we are 'ac*ed 'y a dedicated team of o&er 11>2 professionals to whom we owe this phenomenal success. !s a result. &alue=added and e&idence='ased products. in last few years. we ha&e seen meteoric growth that has mar*ed our presence among the top 8A emerging pharmaceutical companies in $ndia. 6e 'elie&e in the holistic growth of our people. is to ma*e a&aila'le a range of inno&ati&e.colla'orations with some of the finest companies in Europe ha&e helped us 'ring in a new range of world class products to $ndia. processes and products towards the 'etterment of humanity. Today #orona is poised to go 'eyond geographical 'arriers and 'ecome a true glo'al leader. society and the nation as a whole 'y 'ecoming one of the top pharmaceutical companies in the world. Institute of Management and Technology-Kashipur B . growth is the essence of life. 1rowth Story !t #orona.
6e ha&e also filed patents for hepatoprotecti&e, anticold and hepatoprotecti&e pain healing medicines in order to ensure immediate acceptance 'y practicing doctors. !part from a high=tech manufacturing facility in Solan, ,imachal Pradesh, #orona has a warehouse and dispatch department spread o&er CAAA s<. yrds. at #hangodar near !hmeda'ad. 6ith many other upcoming pro(ects, we hope to 'ecome the most admired pharmaceutical company in the world. !nti'iotics 1astro$ntestinal #ardio&ascular "utrition !nti=allergics Others ,ormonal !nti=malarial
Our 3elief $nno&ation ? "o&el concept !fforda'le prices Duality 'rands
Institute of Management and Technology-Kashipur
!ttracti&e pac*aging #ustomer delight 6ide spread product a&aila'ility edico=mar*eting Programme Our Philosophy Employee are our ;iggest asset !ttrition is less than 2E while industry has more than 2AE hence Stress free culture Employee should ;e profit partner "o&el concept of 4E=change incenti&e5 where people ha&e earned more than 8 %ac $ncenti&e 4/3< Mar(eting support Sampling, # E, #onference Fast decision ma(ing #orona /alue System Integrity = +onesty 6e do what we say ? we say what is right 1ust in Time 6e &alue speed ? <uic* decision. 6e 'elie&e in 4Fust in Time5 concept 6e aspire to 'e on top 'y settling lofty goals for oursel&es
an Power E;pansion
Institute of Management and Technology-Kashipur
Institute of Management and Technology-Kashipur
#ough ? cold Pain mgmt "S!$0s !nalgesic !nti= Osteoporotic !nti=infecti&es !nti= spasmodic !nti= hammorageic = Respiratory #ough ? cold !nti= asthamatics !nti=allergic = = = = +ormone = supplements . !nti=emetic ulti&itamin= minerals $ron supple.Therapeutic #o&erage $astro intestinal 3ile therapy !nti= ulcerant !nti=emetic !nti= diarrhoeal !ntacid = = Paediatric !nti infecti&e "utraceutical #alcium supp.ormone $n( Progesteron O#P O&luation $nduction $nfertility supplement $ron ? calcium supple = 0%P"ANT PR FI"E Institute of Management and Technology-Kashipur 11 .
pharma products.porting. pain *illers.=B7. distri'uting. Sura( !rora +0irectorIG1GCGB>7C>)) E>porter ? Manufacturer ? !holesaler?#istri.utor ? &upplier 9 )AA8 #apsules. paracetamol ta'lets. 0istri'uting. Hashipur = )77B12. enzymatic syrups. F!SP.ile Corona Pharmaceuticals P@t% "td% H. B H . cough syrups. i'uprofen ta'lets 9 Related products?ser@ices from other companies Related Products Institute of Management and Technology-Kashipur 1) . $%E STO"E. li<uids. li<uids. analgesics. manufacturing and supplying of capsules. enzymatic syrups . . ".!'out . pain *illers.ttara*hand. anufacturing and Supplying #ontact $nformation Company Name Address Phone No Contact Person Mo.R RO!0.. 7A).. cold.porting. #ompany Profile 3usiness Type :ear Esta'lished Products E. pharma products. 9 analgesics.!SR! "O.s Products e. $ndia G1=8G7B=)11217 r.
tracla& Efstat=18A E.* Institute of Management and Technology-Kashipur 12 .acilin Sodium #asules .A Non.comJSeller=12A7)A1=#orona=Pharmaceuticals=P&t=%td=J P"ANT #ETAI"& * .Triocid #efpodo.tracla& #apsule Hetoconazole #iproflo.acillin Sodium #apsules .iological B 5?2A ?&C B P 033/ 0A PR #2CTI N PER #A.iological B 5 ?2A .033/ .tradeindia.acin Ta'lets 3P http9JJwww..SP )AA mg Tinidazole Ta'lets alegra+Sildenafil !lendronate and /it #itrate Ta'lets 1AA 02 ta'lets mg- #alcium #ar'onate ? /itamin 02 Ta'lets #lo.acin and Ta'lets .ime Ta'lets !rizyme Triocid #efpodo.SP #iproflo.A "ICEN&E N % aA .SP #lo.ime Ta'lets !rizyme /incal 3rill 0 R #ough Syrup E.
angloreC $haFia.adC "uc(no' C .3C33C333 D 4 shift E 43C33C333% Capsule * 0C33C333 D 4 shift E /C33C333% &yrup * 7C333 D 4 shift E 05C333% 4A E:P RT * .anaras C (umaun and $arh'al region% 5A "AN# ACG2IRE# * +alf Acre% AREA * .3C333 &H% feet &TAFF* !"!1$"1 0$RE#TOR 0$RE#TOR athur 9 9 0r Satanshu r Sudanshu athur rs 3a&ita 0i.lets * .Ta.it Institute of Management and Technology-Kashipur 17 .
athur Operator 0eptt.uman Resource 0eptt. 9 r !madeep 1iri r Hapil Humar &TR2CT2RE F T+E C MPAN-* C+IEF MANA$IN$ #IRECT R Institute of Management and Technology-Kashipur 18 . Production 0eptt. !ccount 0eptt.1E"ER!% !"!1ER 9 9 9 9 9 r Sura( !rora r Sandeep Hotnala r Sumit Humar r !nil Singh r Ra(esh Humar r Sudanshu . !nalytical 0eptt.
E #O P!":9 PR M TI N&* $f an employee has shown the a'ilities.E:EC2TI)E #IRECT R $ENERA" MANA$ER +R PR #2CTI N ACC 2NT ANA"-TICA" PERATI NA" Manager Manager Manager Manager Manager &uper@isor &uper@isor &uper@isor &uper@isor &uper@isor !or(ers !or(ers !or(ers !or(ers !or(ers F!#$%$T$ES PRO/$0E0 3: T. he may 'e considered for promotion. pro&idedK Institute of Management and Technology-Kashipur 1> .
t increment is gi&en from Fuly on prorate 'asis. from the company. . The employees (oining 'etween 1st Fuly to 2Ath (une are gi&en their first increment from ne. The amount of increment depends on the performance of indi&idual in his gradeJcategory and department.t 1st Fuly.is current (o' content has increased. . • • INCREMENT* "ormal increment date is 1st Fuly new employees (oining 'etween 1 st Fuly to 21st arch are gi&en their first increment on completion of one year and ne.pected that the employees report for duty in time on their own welfare measures the company has made Institute of Management and Technology-Kashipur 1B . !lthough it is e. TRAN&P RT FACI"IT-* The company employees are staying in the city which is a'out B *m.is performance is good or 'etter and he meets the Re<uirements of higher position.• • . There are &acant positions in the organizations.e is doing (o' of a higher le&el.
snac*s. employees are ser&ed lunch in canteen during A19AA to A)9AA pm and dinner during Gpm to 1Apm.ealth is &ery important not only for employee 'ut for company as well. E&en appointment of employee is su'(ect to his 'eing found and Institute of Management and Technology-Kashipur 1C .e. %unch and 0inner is ser&ed at wor* place to shift employees. The employees who are doing field (o' are also pro&ided rain coats and gum 'oots once in fi&e year.arrangement of 'uses from Hashipur and &ice=&ersa in L#@ shift and other shifts at the nominal changes which are Rs. to the employees at su'sidized rates. 2NIF RM* The employee up to %e&el=8+6or*ers. 2AJ= per month.are 'eing pro&ided uniforms i. meal etc. CANTEEN* The company has made a pro&ision of canteen for pro&iding tea. 3oo*ing of lunch ? 0inner is re<uired to 'e done 'y 1A92A am and B9AA pm respecti&ely. $n 1eneral shift. Tea and Snac*s are sold at specified time and points in plant through the persons. Employee is re<uired to 'uy coupon in ad&ance from canteen to a&oid of change at distri'ution points. 2 shifts and one pair of safety shoes one@s in a year on 1 st Fanuary and they are supposed to come in uniform. +EA"T+* .
pected to ta*e all pre&enti&e steps to PROFE#T O/ER/$E6 $"TRO0.remaining medically fit. Employees are e.#T$O" PERFOR !"#E !!PPR!$S!% Institute of Management and Technology-Kashipur 1G . edical chec* up is 'eing carried out 'y company@s doctor. maintain a good health.
initiati&e. dependa'ility. Performance !ppraisal may 'e understood as the assessment of an indi&idual@s performance in a systematic way. This chapter is de&oted to a detailed discussion of the nature and process of conducting PERFOR !"#E !PPR!$S!%. 3ut not an easy one though. Potentials of the employee for future performance must also 'e assessed. and the li*e.R .ow to ascertain whether an employee has shown his or her 'est performance on a gi&en (o'M Employee assessment is one of the fundamental (o's of . !ssessment should not 'e confined to past performance alone. the performance 'eing measured against such factors as (o' *nowledge. health. A more comprehensi@e definition is* Performance !ppraisal is a formal structured system of measuring and e&aluating an employee@s (o' related 'eha&iours and outcomes to disco&er how and why the employee is presently performing on the (o' Institute of Management and Technology-Kashipur )A . co=operation. super&ision. E!"$"1 and 0EF$"$T$O" $n simple terms.!n Organisation@s goals can 'e achie&ed only when people put in their 'est efforts. (udgement. leadership a'ilities. <uality and <uantity of output. &ersatility. A formal #efinition of Performance Appraisal is* $t is the systematic e&aluation of the indi&idual with respect to his or her performance on the (o' and his or her potential for de&elopment. .
Either way 'eha&iour affects (o' results. which in turn form the 'asis for PERFOR !"#E !PPR!$S!%. performance e&aluation.and how the employee can perform more effecti&ely in the future so that the employee organisation and society all 'enefit. it is pro'a'ly as old as man*ind. Fo' analysis sets out re<uirements. The second definition includes employeeIs . personnel appraisal.eha@iour as part of the assessment* 3eha&iour can 'e acti&e or passi&e= do something or do nothing. employee e&aluation and +perhaps the oldest of the terms used. the concept of management and in an informal sense. The other terms used for Performance !ppraisal are9 Performance Rating. Employee@s performance re&iew. employee assessment is as old as.merit rating. $n a formal sense. Employee !ssessment. which are translated into performance standards. T+E &I: CRITERIA F R A&&E&&IN$ PERF RMANCE ARE* Institute of Management and Technology-Kashipur )1 . "or Performance !ppraisal is done in isolation.
Institute of Management and Technology-Kashipur )) .A Guality% 0A Guantity% 4A Timeliness% 5A Cost Effecti@eness% 6A Need for &uper@ision% /A Interpersonal Impact% $2I#E"INE& F R EFFECTI)E APPRAI&A" INTER)IE!* 1..Select a good time.
Set time for any follow=up meetings. Institute of Management and Technology-Kashipur )2 . set at ease.Set mutually agreea'le goals for impro&ement.End in a positi&e. G.!s* open=ended <uestions to encourage discussion. 1A. 7.Start with something positi&e. B.6elcome.Encourage su'ordinate participation.periences in the corporate world. C. >anage eye contact and 'ody language. . encouraging note.1ECTI)E& F T+E &T2#-* 1. To Relate theoritical aspects with the practical e. 8. 2.)- inimize interruptions.
!R !#E. B. 8. To o'ser&e how actually the wor* is 'eing performed in the #orporate 6orld.T$#!%S P/T %T0. $t is the systematic e&aluation of the indi&idual with respect to his performance for de&elopment.). To get familiar with the 6or*ing En&ironment. 2. To *now the need of performance !ppraisal. To find out what methods of Performance !ppraisal is used in #ORO"! P. >. To *now the Performance !ppraisal Procedure of the #ompany. To see the !pplication of Theoritical aspects in the #orporate 6orld. 7. PERF RMANCE APPRAI&A" Performance !ppraisal is a process of assessing summarizing and de&eloping the wor* performance of an employee. Institute of Management and Technology-Kashipur )7 .
g.actly as closely as descri'ed5.pressions that descri'e 4the le&el of effecti&eness used to perform a (o' e. training-. !ppraisal 4is a method for measuring and assessing performance of people on a specific time5. • Pro&ide feed'ac* to employee with anon impro&ing future performance. .1ECTI)E F T+E PERF RMANCE APPRAI&A" Performance !ppraisal system can ser&e the following purposes9 Institute of Management and Technology-Kashipur )8 . !hy Performance AppraisalJ Performance !ppraisal is a &ehicle to9 • /alidate and refine organisational actions +e. selection.!hat is Performance AppraisalJ Performance is an e.
$n line with this #ORO"! P. is committed to pro&ide opportunities to its employees for their personal de&elopment. Performance appraisal see*s to achie&e the following9 Institute of Management and Technology-Kashipur )> .• To ena'le each employee to understand his role 'etter and 'ecome more effecti&e on the (o'. #ompany considers its . • To pro&ide an opportunity to the employee for introspection.uman Resource as the most &alua'le resource for its growth. • To identify the de&elopment needs of each employee.T$#!%S P/T %T0. • To understand his own strengths and wea*ness with respect to his role in the organization. One of the instruments used to achie&e the a'o&e o'(ecti&e is performance appraisal.!R !#E. • To ser&e as mechanisms for impro&ing communication 'etween the superior and his su'ordinates. • To impro&e relationship 'etween the superior and the su'ordinate through the realization that each is dependent on the other for good performance and success. self e&aluation and goal setting so that he remains on the path of de&elopment.
wea*nesses and potential of the Employee.1. To assess the strengths. 2. 7. ). Performance 'ased reward in terms of increment and Promotion etc. To assess employee@s performance 'ased on personal !ttri'utes . (o' performed targets achie&edJspecific achie&ement. To set realistic and challenging targetsJ*ey Performance !rea on annual 'asis for the indi&idual. APPRAI&A" PERI #* Institute of Management and Technology-Kashipur )B .
!ppraisal period is from !pril to arch.t MET+ # F APPRAI&A"* )C Institute of Management and Technology-Kashipur . Employees (oining during appraisal period are appraised on completion of their one year ser&ice and employees (oining after appraisal. arch are appraised in ne. E&ery employee is appraised at the end of the appraisal period.
Chec(list Method . Finally the appraisal is re&iewed and appro&ed 'y the re&iew committee to ensure uniformity and o'(ecti&ity% PERF RMANCE APPRAI&A" MET+ # K LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL K TRA#ITI NA" MET+ # -$raphic Rating &cales .Forced #istri..Mecti@es .Paired Comparison Method . $raphic Rating &cales * Institute of Management and Technology-Kashipur )G .ution Method .Management .y TRA#ITI NA" MET+ #& 1.Annual Confidential Report K M #ERN MET+ # .Ran(ing Method .The employees performance is appraised 'y the 0epartment ? Sectional heads in consultation with his immediate super&isor on personal attri'utes (o' performed targets achie&edJspecific achie&ement.Critical Method .eha@iour Rating &cales .Essay Appraisal .
one at a time this method results in each employee 'eing gi&en a positi&e comparison total and a certain percentage of the total positi&e e&aluation. Then the rater selects the ne.ution Method * Institute of Management and Technology-Kashipur 2A . 4% Paired Comparison Method * . This is the oldest and widely used techni<ue. (udgments a'out performance are recorded on a scale. the employee are ran*ed from 'est to worst on some characteristics. 2.nder this method. The rater first finds the employees with the highest performance and the employees with the lowest performance in that particular (o' category and rates the former as the 'est and latter as the poors. Ran(ing Method * .1raphic rating scales compare indi&idual performance to an a'solute standard. the appraiser ran*s the employees 'y comparing one employee with all other employees in the group.t lowest and so on until he rates all the employees in that group.nder this method. $n this method. This method is also *nown as liner rating scale or simple rating scale. 5% Forced #istri.t highest and ne.
the rater after assigning the points to the performance of each employee has to distri'ute his ratings in a pattern to conform to normal fre<uency distri'ution. /% Critical Method * . 8% Essay of Free From Appraisal * 21 Institute of Management and Technology-Kashipur . 6%Chec(list Methods * The chec*list is a simple rating techni<ue in which the super&isor is gi&en a list of statement or words and as*ed to chec* statements representing the characteristics and performance of each employee. .nder this method. There are three types of chec*list methods. the super&isor continuously records the critical incidents of the employee performance or 'eha&ior relating to all characteristics +'oth positi&e and negati&e. weighted chec*list and forced chec*list choice method..in a specially designed note 'oo*. &iz.nder this method. The super&isor rates the performance of his su'ordinates on the 'asis of the notes ta*en 'y him.Forced distri'ution method is de&eloped to pre&ent the raters form rating too high or too low. simple chec*list.
(udgements and institutions. M #ERN MET+ # Institute of Management and Technology-Kashipur 2) . The super&isor does not allow the employee to *now the report and his performance. super&isor appraises the performance of his su'ordinates 'ased on his o'ser&ations. 7% Annual Confidential Reports NACRA * !ssessing the employees@ performance confidentially is a method of performance appraisal.The method re<uires the manager to write essay descri'ing each employee@s performance during the rating period. . rather then specific (o' dimensions.nder this method. This format emphasis e&aluation of o&erall performance 'ased on the strengthJwea*ness of the employees@@ performance.
the underta*en along the following lines9 • The su'ordinate and superior (ointly determine goals to 'e accomplished during the appraisal period and what le&el of performance is necessary for the su'ordinate to satisfactory achie&e specific goals. 0run*er way 'ac* in 1G87.&RA * The 3eha&iorally Rating Scales +3SR.eha@iourally Rating &cales N. The method employees indi&idual who are familiar with a particular (o' to identify its ma(or components. . 0% Management .y . (o' 'eha&iors from critical incidents= effecti&e and ineffecti&e 'eha&iors are descri'ed more o'(ecti&ely. Institute of Management and Technology-Kashipur 22 3O process is .% .sing 3RS. • 0uring the appraisal periods the su'ordinates update and alter goals as necessary due to changes in the 'usiness en&ironment.Mecti@es * The concept of management 'y o'(ecti&es was ad&anced 'y Peter F.method com'ines elements of the traditional rating scale and critical incidents methods.. 1enerally. They then ran* and &alidate specifics 'eha&iors for each if the components.
su'ordinates. peers. $n this system a candidate is assessed periodically normal once a year 'ut some times e&en half yearly. internal customer and e. • $dentification of de&elopment needs and preparing de&elopment plans more o'(ecti&ely. .4/3 #E$REE APPRAI&A"& * 2>A 0egree !ppraisal is 'asically ulti=Rater !ppraisal and Feed'ac* System. Institute of Management and Technology-Kashipur 27 . • 0ata generation to ser&es as a more o'(ecti&es for rewards and other personal decisions.Mecti@es of 4/3 #egree Feed.ternal customers.ac( * $t is possi'le to aim at the following through 2>A degree9= • $nsights into the strong and wea* areas of the candidate in terms of effecti&e performance of roles. • Reinforcement of other change management efforts and organisation directed inter&entions. where an indi&idual is assessed 'y a num'er of assesses including superior.
asis of 4/3 #egree Assessment +elps in * #ulture 3uilding • %eadership 0e&elopment • Potential !ppraisal and 0e&elopment • #areer Planning and 0e&elopment • Team 3uilding • Planning $nternal customer satisfaction impro&ement measures • Role clarify and increased accounta'ilities Institute of Management and Technology-Kashipur 28 ..
• $t is a good tools for enhancing customer ser&ices and <uality inputs and ser&ices to internal customers@ .ac( * • $t is more o'(ecti&e then a one person assessment of traits and <ualities. • $t helps focus or internal customer satisfaction. • $t pro&ides normally more accepta'le feed'ac* to employees. reward managements. performance de&elopments etc. • $t has the potential of pointing out the super&isory 'iases in the traditional appraisal system. • $t adds o'(ecti&ity and supplements the traditional appraisal system.Ad@antages of 4/3 #egree Feed. • $t can ser&e all the purpose ser&ed 'y the traditional appraisal system li*e identifying the de&elopments needs. Institute of Management and Technology-Kashipur 2> .
strength and wea*ness.ACK* The appraisal is 'eing discussed with the employee 'y the appraisal to gi&e the employee feed'ac* a'out his performance. Institute of Management and Technology-Kashipur 2B . APPRAI&A" FEE#. Employee is also suggested area of consolidation and impro&ement. Employee is also suggested area of consolidation and impro&ement. styles and ideas and enhances the accepta'ility of the indi&idual.• $t pro&ides scope for the candidate to get multiple inputs to impro&e his role performance. strength and wea*ness. EMP" -EE C PERATI N* The appraisal is 'eing discussed with the employee 'y the appraisal to gi&e the employee feed'ac* a'out his performance.
Research refer to the systematic method consisting of enunciating the pro'lem formulating hypothesis.tend. correct or &erify Hnowledge whether that *nowledge adds construction of theory or in the purchases of an art. concepts or sym'ols for the purpose of generalizing to e. The ad&anced learner@s 0ictionary of current English lays down the meaning of research as. collecting the facts of data analyzing the facts reaching certain conclusion either in the form or solutions towards to the concern pro'lem in certain generalization for some theoretical formulation.RE&EARC+ MET+ # " $$t is a careful in&estigation or in<uires especially few searches for new area in any part of *nowledge. 4! careful $n&estigation or in<uiry specially through search for new facts in any 'ranch of *nowledge5 Institute of Management and Technology-Kashipur 2C . Research is the manipulation of than*s.
uman Resource research is the tas* of searching for and analyzing facts to find out certain guidelines to sol&e the human resource pro'lems. 4Research is a systematized !ccording to #%$FFOR0 6OO0:. formulating hypothesis or suggested solutionsK collecting.!ccording to RE0 !" and effort to gain new *nowledge5 OR:.R research is the in&estigation and analysis of personnel and human 'eha&iour with the &iew to set the guidelines for the future. 4Research comprises defining and redefining pro'lems. organizing and e&aluating dataK ma*ing deductions and reaching conclusionsK and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis5 NEE# F R T+E &T2#-* . Personnel or . This research is mainly concerned with the study of human 'eha&iour ? prepares guidelines for their future guidance. Institute of Management and Technology-Kashipur 2G .
Personnel research is the tas* of searching for and analyzing facts relating to the end that personnel pro'lems may 'e sol&ed or guidelines go&erning to their solution deri&ed. • To help the management to ratify the present philosophy and principles of the personnel management. • To disco&er the ways to maintain a'ilities and attitudes of personnel at good or high le&els or on continuing 'asis.Mecti@e of the Research* • To 'ring a'out the small and tri&ial pro'lems of the employees in the limelight of the management. . • To help the management of the company to *now a'out the actions to 'e ta*en to increase the le&el of satisfaction of the employees. Institute of Management and Technology-Kashipur 7A .
!R !.t step is the research design. $t is well said that 4a pro'lem well defined is half sol&ed5. • RE&EARC+ #E&I$N* Once the pro'lem is defined the ne. Institute of Management and Technology-Kashipur 71 . ."EM & ")IN$* This is the 'asic step in the research process.ere the pro'lem is 4to analyze the attitudes of the employees regarding the &arious 'enefits pro&ided to them 'y #ORO"! P.plained as 'elow9 • PR .RE&EARC+ PR CE&& 0ifferent steps are to 'e followed in the research process and they are e.5. P/T %T0.
• P P2"ATI N* The total elements of the uni&erse from which the sample is to 'e selected to 'e studied is *nown as population. some e.OT!. So in this study full description of the attitudes of the employees regarding the 'enefits pro&ided to them will 'e *nown so it is a descripti&e study. The research design for this pro(ect is descripti&e research design as descripti&e studies attempt to o'tain a complete and accurate description of this situation.ecuti&es and few operators.Research design is the 'asic frame wor* which pro&ides guidelines for the rest of the research process. • &"IN$ #E&I$N* The sampling design used in this pro(ect is D. • &"E &IOE* Institute of Management and Technology-Kashipur 7) . The population of my research is the employees of #ORO"! P. as the sample of employees for the sur&ey were selected from the organization from different <uotas as some managers were inter&ened. S! P%$"1.!R !#E.T$#!%S P/T %T0.
$ Institute of Management and Technology-Kashipur 72 . 6e can gather wide range of &alua'le information a'out the 'eha&ior of the employee@s &iz. Duestionnaire yields the most satisfactory results. • Primary sources • Secondary sources • #ATA C ""ECTI N MET+ #&* There are three main methods of data collection. moti&e and options etc. another one is inter&iew. • O'ser&ation • E. $n sur&ey method most commonly used is the <uestionnaire. This is one of the common and widely used methods for primary data collection. attitude. • #ATA C ""ECTI N* Following are the sources of the collection of data.perimentation • Sur&ey • 0irect inter&iew method $ ha&e selected sur&ey method of data collection.The sample sizes for my pro(ect are )A employees wor*ing in the organization.
ha&e also used <uestionnaire to find out the employees attitude with respect to the &arious 'enefits pro&ided to them.!pplied Research. 3ut the <uestionnaire was not shown directly to the employees 'ut direct inter&iews were carried out to (udge their &iew point.R research studies the employee@s attitudes and 'eha&ior so there is no guarantee that these will not change in time. 7. T:PES OF RESE!R#. ).Empirical Research. C.Dualitati&e Research.!nalytical Research.owe&er since research process in&ol&es the collection of data and facts 'uilding up and analysis of data then chec*ing the data and data remar*s it is o'&ious that a study ta*es a considera'le time for completion.Fundamental Research. 2.Duantitati&e Research.. B.0escripti&e Research.#onceptual Research. Institute of Management and Technology-Kashipur 77 .9 Research is of following types9 1. >. . 8.
Therefore. Responsi'ilities. FIN#IN$& . $t also facilitates &arious other .O6 TO #O P%ETE PERFOR !"#E !PPR!$S!% FOR 9 Performance !ppraisal form pro&ides the 'asis for the performance re&iew.%ongitudinal Research. Tergets. performance appraisal form should 'e filled with utmost care and o'(ecti&ity.G. Institute of Management and Technology-Kashipur 78 .R decisions and career de&elopment plans and decisions of the employees. Pro&iding the feed'ac* to the employees and the final rating of the employee. and Standards of the employee. !ll the instructions and guidelines on the appraisal form should 'e read and followed carefully. The Performance !ppraisal form should 'e filled 'y the immediate super&isor of the employee in order to ensure that the appraiser if fully ac<uainted with the performance.
1.The focus should 'e on the employee@s 'eha&iour throughout the year and not (ust his recent performance.Duantify the Ratings. ). a'o&e a&erage. 7. Fo' description and the past appraisals of the employee.0 3/ P of Response /3 43 30 .cellent performance.Performance Appraisal is an important tools for Promotion and de@elopment of employees in C R NA P+ARMACE2TICA"& P)T "T#% Response Agree Agree to &ome E>tent #isagree No% of Response . where&er possi'le.3e prepared with all the details of the Performance. ANA"-&I& = INTERPRETATI N& Duestion 1 . the Standards. 2. good and e.3 Institute of Management and Technology-Kashipur 7> .nam'iguous description of the employee performance should 'e gi&en in terms of a&erage.#lear and . to ensure easy compara'ility.
Guestion 0 .et'een super@isor and su.60 50 40 30 20 10 0 Ag ree Ag ree to S ome E xtent D! " g ree Interpretation B From the graph.-ordinates% Response Agree Agree to &ome E>tent #isagree No% of Response . it is clear that Performance !ppraisal meets its O'(ecti&e of assessment for (o' promotion and de&elopment of employees.Performance Appraisal strengthen the relationship .3 36 P of Response 63 06 36 06 Institute of Management and Technology-Kashipur 7B .
Guestion 4 - Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#% is transparentC fair and 'ell communicated% Response Agree Agree to &ome E>tent #isagree No% of Response .3 Institute of Management and Technology-Kashipur 7C .6 30 .50 40 30 20 10 0 Ag ree Ag ree to S om eE xtent D! " g ree Interpretation $t was fund out that employee@s feel that Performance !ppraisal system helps in impro&ing the relation 'etween super&isors ? su'ordinates.6 34 P of Response 86 .
$0 #0 60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree Interpretation 3y transparent. The responses show that employees are agree to e. fair ? well communicated it means that the Performance !ppraisal System is through with the employees ? they get to *now the feed'ac* from time to time in a fair ? well transparent manner. Guestion 5 Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely% Response Agree Agree to &ome E>tent #isagree No% of Response .4 35 34 P of Response /6 03 .6 Institute of Management and Technology-Kashipur 7G .tent.
P of Response 63 36 39 56 8A Institute of Management and Technology-Kashipur . .ere.3 3.#0 60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree Interpretation B !ccording to this. it suggests that the su'(ecti&e as well as the o'(ecti&e 'oth the factors are ta*en into consideration. The performance of any employee cannot 'e measured merely in terms of num'er as a <ualitati&e (udgments is also re<uired for this.asis of Performance Appraisal% Response Agree Agree to &ome E>tent #isagree No% of Response . almost all the employees are agree that performance monitors most <uantitati&ely ? <ualitati&ely. Guestion 6 B !age remuneration should made on .
8AE employees agreed upon this while 78E employees disagreed upon that wage decision should 'e made on 'asis of Performance !ppraisal.50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree Interpretation B 1reat &ariation has seen in this part.3 3/ 43 81 Institute of Management and Technology-Kashipur .e 4/3 #egree Appraisal &ystem% Response Agree Agree to &ome E>tent #isagree No% of Response .0 30 P of Response /3 .Rather than e@aluation .y controlling officerC it should . Guestion / .
3 8) Institute of Management and Technology-Kashipur .60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree Interpretation B There is &ery strong demand towards the need for an appraisal system that uses 2>A degree approach.5 35 P of Response 83 03 30 . Guestion 8 The present Performance Appraisal &ystem creates moti@ation to impro@e performance% Response Agree Agree to &ome E>tent #isagree No% of Response . ore than >AE people feel that 2>A degree should 'e present there to (udge the performance.
5 3/ P of Response 83 43 82 Institute of Management and Technology-Kashipur .# 0 6 0 5 0 4 0 3 0 2 0 1 0 0 Ag ree Ag ree to S om e E xtent D! " g ree Interpretation B ost of the respondents to the fact that P!S creates moti&ation to impro&e performance. Guestion 7 - Is there any necessity of Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#%J Response -es No No% of Response .
$ncrement in salary= 8 '. Guestion 9* !hat is the meaning of the term Re'ardJ a.3* +o' is Performance assessedJ a.!R !#E. of respondents feels that P!S should 'e there in #ORO"! P.Promotion= 1A c.T$#!%S P/T %T0.3oth= 8 Guestion .#0 60 50 40 30 20 10 0 Y e! %o Interpretation B ! large no.Past Oriented= 1) Institute of Management and Technology-Kashipur 87 .
ac( of Employee PerformanceJ a.Future Oriented=2 c. Institute of Management and Technology-Kashipur 88 .* !ho gi@es the feed.3oth= 8 Guestion .."o= A> PR ."EM&?"IMITATI N& 1%imitation of time could not allow an e.ead= 12 '.out Pro@ident fund PolicyJ a. )Other commitments of course would not allow all the attentions and time de&otion for the same.hausti&e and detailed study ? thus the &ast *nowledge could not 'e included in the Pro(ect Report.$mmediate Super&isor= AB Guestion .'.0* #o you (no' a.:es= 17 '.0epartment and selection .
27- Pro'lem in collection on $nformation@s relating to Pro(ect Report. #ompany is not willing to disclose details regarding the Performance !ppraisal !pplica'le in the Organisation. Organization should pro&ide more information to the employees a'out Performance !ppraisal. There should 'e high in&ol&ement of employees in all stages of design and so that the le&el of *nowledge can increase a'out Performance !ppraisal. Institute of Management and Technology-Kashipur 8> . &2$$E&TI N& 1)$mplement the process of Performance !ppraisal Program properly and without any 'iasness.
The Organisational #ulture has to 'e open and transparent. and support to the employees in deli&ering a 'etter performance.2- $t is recommended that the system should ha&e transparency in order to ma*e the employees aware of their Performance so that they could ta*e necessary steps to o&ercome their deficiencies to gi&e 3etter Performance. C NC"2&I N Performance !ppraisal measures the Dualitati&e and Duantitati&e aspects of (o' performance. !n !ppraisal e&aluates not only the employee@s performance. !ttaching pay and rewards to performance management Institute of Management and Technology-Kashipur 8B .perts to perform the PERFOR !"#E !PPR!$S!% procedure. 7- There should 'e a panel of e.
C.has to 'e handled with care. unhealthy competition and some of the related pro'lems can 'e eliminated. $f the performance is measured through Duantifia'le targets and goals. Personnel Management.2000. New Delhi. Carrell. Dr den Institute of Management and Technology-Kashipur 8C . M. &I&LIO'RAPHY P. Tripathi. Human Resource Management. Sultan Chand and Sons.
Human resource management.in ANNE:2RE PERF RMANCE APPRIA&A" "! E9 ========== 0ES$1"!T$O"9 ========= Institute of Management and Technology-Kashipur 8G .www.s.co. Ph. &ar 'lau. *+cel 'oo.D ( #swathappa.. Con!uering The Per"ormance #ppraisal$P#% Challenge.google. M C &raw Hill ) S P Rao. https-.
!gree to Some E. 0isagree + - Guestion 0 .et'een super@isor and su.!gree + ).ordinates% Institute of Management and Technology-Kashipur >A .tent + 2.Performance Appraisal strengthen the relationship .!1E9 ============ ======= 1E"0ER9 ======== 0EP!RT E"T9 Guestion 1 .Performance Appraisal is an important tools for Promotion and de@elopment of employees in C R NA P+ARMACE2TICA"& P)T "T#% 1.
tent + 2. !gree to Some E.!gree + ).tent + 2. !gree to Some E.!gree + ).Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#% is transparentC fair and 'ell communicated% 1.Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely% 1. 0isagree + - Guestion 4 . 0isagree + - Guestion 6 B !age remuneration should made on . 0isagree + - Guestion 5 .1.asis of Performance Appraisal% Institute of Management and Technology-Kashipur >1 .!gree + ). !gree to Some E.tent + 2.
y controlling officerC it should .The present Performance Appraisal &ystem creates moti@ation to impro@e performance% 1.Rather than e@aluation . 0isagree + - Guestion / .e 4/3 #egree Appraisal &ystem% 1. 0isagree + - Guestion 7 . 0isagree + - Guestion 8 .!gree + ).tent + 2.1. !gree to Some E.!gree + ).tent + 2. !gree to Some E.!gree + ).Is there any necessity of Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#%J 1.tent + 2. !gree to Some E. :es + >) Institute of Management and Technology-Kashipur .
Guestion .* !ho gi@es the feed.$mmediate Super&isor.ac( of Employee PerformanceJ a.$ncrement in salary.0* #o you (no' a.3oth.3oth. Guestion .). Institute of Management and Technology-Kashipur >2 .Future Oriented. c. "o + - Guestion 9* !hat is the meaning of the term Re'ardJ a. '. '.Promotion.ead.0epartment and Selection .:es. c. '.. '.3* +o' is Performance AssessedJ a.Past Oriented."o. Guestion .out Pro@ident fund PolicyJ a.
Institute of Management and Technology-Kashipur >7 .
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