Professional Documents
Culture Documents
Project Title
PERFORMANCE APPRAISAL
SYSTEM
&
ITS EFFECTIVENESS IN AN
ORGANIZATION
REPORT SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE
(2007-2009)
SUBMITTED TO
SUBMITTED BY
Mahendra Asati
ACKNOWLEDGEMENT
My sincere thanks to faculty supervisor __________________ and agency
supervisor _____________________ under whose able guidance and kind
cooperation I was able to complete the project work titled "Study of
Performance Appraisal System and its Effectiveness in an Organisation" .
All those employees of Dabur India Ltd deserve special thanks for their
cooperation and help in the collection of necessary and relevant material for
this work.
Also, I do thank and remember my friends for their effort and helping hand.
Every effort has been made to enhance the quality of work. However, I owe the
sole responsibility of the shortcoming, if any, in the study.
_______________________
CONTENTS
Page
Nos.
Chapter 1: Introduction
Chapter 2: Objective and Methodology of the Study
Chapter 3: Oraganisation Profile
Chapter 4: Performance Appraisal- Theoretical Review
Chapter 5: Performance Appraisal System in
Dabur India Ltd.
Chapter 6: Analysis and Interpretation of Data
Chapter 7: Conclusion and Suggestions
ANNEXURES
CHAPTER 1
INTRODUCTION
CHAPTER 1
TITLE OF THE PROJECT:
The human inclination to judge can create serious motivational, ethical and
legal problems in the workplace. Without a structured appraisal system, there
is little chance of ensuring that the judgments made will be lawful, fair,
defensible and accurate.
Performance appraisal systems began as simple methods of income
justification. That is, appraisal was used to decide whether or not the salary or
wage of an individual employee was justified.
The process was firmly linked to material outcomes. If an employee's
performance was found to be less than ideal, a cut in pay would follow. On the
other hand, if their performance was better than the supervisor expected, a pay
rise was in order.
Little consideration, if any, was given to the developmental possibilities of
appraisal. If was felt that a cut in pay, or a rise, should provide the only
required impetus for an employee to either improve or continue to perform
well.
Sometimes this basic system succeeded in getting the results that were
intended; but more often than not, it failed.
For example, early motivational researchers were aware that different people
with roughly equal work abilities could be paid the same amount of money
and yet have quite different levels of motivation and performance.
These observations were confirmed in empirical studies. Pay rates were
important, yes; but they were not the only element that had an impact on
employee performance. It was found that other issues, such as morale and selfesteem, could also have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively
rejected. In the 1950s in the United States, the potential usefulness of appraisal
as tool for motivation and development was gradually recognized. The general
model of performance appraisal, as it is known today, began from that time.
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction
between a subordinate and supervisor, that usually takes the form of a periodic
interview (annual or in which the work performance of the subordinate is
examined and discussed, with a view to identifying weaknesses and strengths
as well as opportunities for improvement and skills development.
In many organizations -but not all -appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are
used to identify the better performing employees who should get the majority
of available merit pay increases, bonuses and promotions.
By the same token, appraisal results are used to identify the poorer performers
who may require some form of counseling, or in extreme cases, demotion,
dismissal or decreases in pay. (Organizations need to be aware of laws in their
country that might restrict their capacity to dismiss employees or decrease
pay.)
Nor is the desire to distort or deny the truth confined to the person being
appraised. Many appraisers feel uncomfortable with the combined role of
judge and executioner.
Such reluctance is not difficult to understand. Appraisers often know their
appraises well, and are typically in a direct subordinate-supervisor
relationship. They work together on a daily basis and may, at times, mix
socially. Suggesting that a subordinate needs to brush up on certain work
skills is one thing; giving an appraisal result that has the direct effect of
negating a promotion is another.
The result can be resentment and serious morale damage, leading to
workplace disruption, soured relationships and productivity declines.
On the other hand, there is a strong rival argument which claims that
performance appraisal must unequivocally be linked to reward outcomes. The
advocates of this approach say that organizations must have a process by
which rewards -which are not an unlimited resource -may be openly and fairly
distributed to those most deserving on the basis of merit, effort and results.
There are basically three purposes to which performance appraisal can be put.
First, it can be used as a basis for reward allocation. Decision as to who gets
salary increase, promotion, and other rewards are determined by their
performance evaluation. Second, these appraisals can be used for identifying
areas where development efforts are needed. The performance appraisal is a
major tool for identifying deficiencies in individuals. Finally it can be used as
a criterion against which selection devices and development programs are
validated. As a key input into management's reward and punishment decision,
performance appraisals can motivate or de-motivate employees.
Three different approaches exist for doing appraisals. Employees can be
appraised against
1.
Absolute standards
2.
Relative standards
3.
Objectives
PERFORMANCE MANAGEMENT
Since organizations exits to achieve goals, the degree of success that individual
employees have in reaching their individual goals is important in determining
organization effectiveness.
Performance system is fundamentally, a feed back process, which require
sustained commitment. The cost of failure to provide such feedback may result
in a loss of key professional employees, the continued poor performance of
employees who are not meeting performance standards and a loss of
commitment by employees, in sum, the myth that the employee know what.
they are doing without adequate feedback from management can be an
expensive fantasy.
THE APPRAISAL PROCESS
1.
2.
3.
4.
5.
6.
Initiate action
2.
b)
c)
d)
REQUIREMENT
OF
THE
PERFORMANCE
MANAGEMENT
SYSTEM.
Practicality: This implies that appraisal instruments are easy for managers and
employees to understand and to use.
For years, personnel specialists have searched for the 'Perfect; appraisal
method as if it were some kind of miraculous cure for many pitfalls that
plague organizations. Such a method does not exist. In tomorrows world of
work far more emphasis needs to be placed on process issues. Factors such as
timing and frequency are no less important. In sum performance appraisal is
a dialogue involving people and data. Both technical and human issues are
involved. Neither can be overemphasized at the expense of the other.
WHO SHOULD EVALUATE PERFORMANCE?
The most fundamental requirement for any rater is that he or she has an .
adequate opportunity to observe the rates job performance over a reasonable
period of time. This suggest several possible raters.
The immediate supervisor: Generally appraisal is done by this person. He is
probably the most familiar with the individual's performance and in most
jobs has had the best opportunity to observe actual job performance. Further
more, the immediate supervisor is probably best able to relate the individual's
performing to department and organizational objectives.
In some jobs such as outside sales, law enforcement and teaching, the
immediate supervisor may observe a subordinate's actual job performance
rarely (and indirectly thru written reports). Here judgment of peers play
important role. However, there is a danger of potential bias.
Subordinates: Appraisal by subordinates can be useful input to the immediate
development. Subordinates know first hand the extent to which the supervisor
actually delegates, how well he communicates, the type of leadership he has
and the extent to which he or she plans and orgasms.
Self appraisal: On one hand it improves the rate's motivation and moral, on the
other it tends to be more lenient, less variable and biased. The evidence on the
accuracy of self assessment is fairly complex.
In industry it is seen that feed back/ input is taken from various sources -Peers,
subordinates, superiors etc. Some companies have gone step ahead in taking
feedback from the customers and integrating it into the performance
management process.
The Job
Performance contact
In this model job expectations are defined in terms of what results have to be
achieved. This model doesn't have a long term focus and can't be used for
employee development and career path planning,
Chapter 2
OBJECTIVE
&
METHODOLOGY
Chapter 2
OBJECTIVE & METHODOLOGY
2.
The population covered for the present study consisted of employee belonging
to supervisory and the level above. For the purpose of this study, survey
covered the employee of DABUR INDIA LTD. falling under supervisor and
the level above.
The study covered a sample of 100 employee belonging to supervisory level
and above.
3.
The project work has been carried out in three stages, a structured
questionnaire with objective and question was communicated tested and
finalize. During the second stage, the questionnaire was administered to the
employees at Dabur India Ltd. by contacting them. The work relating to data
entry compilation, data analysis and report writing constituted the third stage.
Interview index was also used at some places to get information on the project
subject.
The details of the methodology adopted are presented below:
The Questionnaire
Keeping in view the objective of the study, questionnaire was designed and
tested on few employees. After getting the proper response and sanction from
the concerned department the questionnaire was finalized.
Response to Questionnaire
In all 96 questionnaire were given to employees falling in the category of
supervisors and above. Out of which 48 could be collected back duly
completed. The researcher individually contacted the employees to get
response on the questionnaire.
Data entry and analysis
It has been an uphill task to enter the enormous data received through the
questionnaire which consisted nearly 20 questions. Response to the descriptive
questions though very few but was valuable for the purpose of study. Hence
these were further structured in time with the system adopted for compilation
and data analysis.
Limitations
Many employees gave guarded answers to some crucial questions.
Some of them did not fill the questionnaire due to lack of time
Response could not be collected from the total sample selected.
Some of the questionnaire could not be completed due to reasons other than
time factor.
The confidentiality of the system created some problem in getting information.
Chapter 3
ORGANISATION PROFILE
Chapter 3
ORGANISATION PROFILE
.
History
The story of Dabur goes back to 1884, to a young doctor armed with a
degree in medicine and a burning desire to serve mankind. This young man,
Dr. S. K. Burman, laid the foundations of what is today known as Dabur
India Limited. From those humble beginnings, the company has grown into
India's leading manufacturer of consumer healthcare, personal care and food
products. This phenomenal progress has seen many milestones, some of
which are mentioned below:
1884 -Dr. S K Burman lays the foundation of what is today known as
Dabur India Limited. Starting from a small shop in Calcutta, he
began a direct mailing system to send his medicines to even the
smallest of villages in Bengal. The brand name Dabur is derived
from the words 'Da' for Daktar or doctor and 'bur' from Burman.
1896 -As the demand for Dabur products grows Dr. Burman feels the
need for mass production of some of his medicines. He sets up a
small manufacturing plant at Garhia near Calcutta.
Early 1900s -The next generation of Burmans take a conscious
decision to enter the Ayurvedic medicines market, as they believe
that it is only through Ayurveda that the healthcare needs of poor
1970 -Dabur expands its personal care portfolio by adding oral care
products. Dabur Lal Dant Manjan is launched and captures the
Indian rural market.
1972 -Dabur shifts base to Delhi from Calcutta. Starts production
from a hired manufacturing facility at Faridabad.
1978 -Dabur launches the Hajmola tablet. This is the first time that a
classical Ayurvedic medicine is branded -from Shudhabardhak bati to
Hajmola tablet.
1979 -The Dabur Research Foundation (DRF), an independent
company, is set up to spearhead Dabur's multi-faceted research.
1979 Commercial production starts at Sahibabad. This is one of the
largest and most modern production facilities for Ayurvedic
medicines in India at this time.
1984 -The Dabur brand turns 100 but is young ~enough to
experiment with new offerings in the market.
1986 -Dabur becomes a public limited company through reverse
merger with Vidogum Limited, and is re-christened Dabur India
Limited.
1989 -Hajmola Candy is launched and captures the imagination of
children and establishes a large market share.
1992 -Dabur enters into a joint venture with Agrolimen of Spain for
manufacturing and marketing confectionery items such as bubble
gums in India.
1993 -Dabur sets up the oncology formulation plant at Baddi,
Himachal Pradesh.
1994 -Dabur India Limited comes out with its first public issue. The
Rs.10 share is issued at a premium of Rs.85 per share. The issue is
oversubscribed 21 times.
1994 -Dabur reorganizes its business with sales and marketing
operations being divided into 3 separate divisions.
1994 -Dabur enters the oncology (anti-cancer) market with the
launch of Intaxel (Paclitaxel). Dabur becomes only the second
company in the world to launch this product. The Dabur Research
Foundation develops the unique eco-friendly process of extracting
the drug from the leaves of the Asian Yew tree.
1995 -Dabur enters into a joint venture with Osem of Israel for food
and Bongrain of France for cheese and other dairy products.
1996 -Dabur launches Real Fruit Juice which heralds the company's
entry into the processed foods market.
1997 -The Foods division is created, comprising of Real Fruit Juice
Hajmola Candy
To cash in on the brand equity enjoyed by Hajmola, Dabur launched Hajmola
Candy in 1989. Since then, the company has added Mango and tamarind
flavors besides the regular one.
Pudin Hara
One of the oldest products in Dabur portfolio, Pudin Hara is available in liquid
as well as capsule form. It has a special combination of mint oils and cures
gastric problems without any side effects.
The company has added effervescent powder with goodness of Mint for gas
and acidity and named it Pudin Hara G.
Hingoli
Asafoetida or Hing is mentioned in Ayurveda as an effective aid in digestion,
and is used a lot in Indian cooking. Dabur's Hingoli has all the goodness of
asafoetida and other herbs.
Childcare Products
Dabur Lal Tail
The largest baby massage oil in India, it has the goodness of herbs which helps
in strengthening the bones of infants.
Dabur Janma Ghutti
This Ayurvedic preparation helps in strengthening the digestive system of new
borns.
Efarelle Comfort
A herbal medicine in self gel capsule form to help overcome abdominal pain
during PMS. A combination of natural oils, this formulation gives immediate
relief from pain without any side effects.
The largest division in terms of sales, the Family Products Division of Dabur
has in its portfolio hair care and skin care products, oral care and select foods
like honey.
Hair & Skin Care
Dabur is the leader in hair care products in India, and has covered almost all the
categories of hair oils.
Dabur Amla Hair Oil -As a brand has made its mark beyond India and is a
leading hair oil brand in Middle East and Africa. A perfumed heavy hair oil, it
is Dabur's largest brand.
Dabur Special Hair Oil -It is light hair oil that combines the natural hair care
properties of lemon and hibiscus.
Vatika -The fastest growing hair oil brand of India, Vatika has single handedly
created an altogether new category of herbal enriched natural oils. The Vatika
range also includes an herbal shampoo, which has made its mark in the very
first year of its launch in the competitive shampoo market of India.
The company has recently launched Vatika Anti -Dandruff Shampoo having
herbal ingredients to fight the problem of Dandruff
Gulabari -Rose water derived from best of Indian roses makes the skin supple
and glowing.
Oral Care
Dabur Lal Dant Manjan -It is the second largest tooth powder brand of India
and the largest in coloured tooth power category. This herbal tooth powder
is very popular in rural parts of India.
Binaca Toothbrushes -After having acquired this dormant brand a few years
back, Dabur launched toothbrushes under this umbrella. There are plans to
launch other oral care products under the Binaca brand.
Dabur Honey
When repositioned in 1993, it totally changed the perception of Indian
consumer. Honey, which was mainly used for its medicinal properties in
India, is today competing for space on breakfast table.
Ayurvedic Specialties is a range of over 350 Ayurvedic Medicines -both.
classical Ayurvedic drugs and proprietary Ayurvedic medicines - developed by
Dabur's own research and development. Dabur has products for all the 16~
categories as defined in the Ayurveda. Some of the leading products in this
category are:
Asav Arishtas -These are medicated decoctions with a self-generated alcohol
content. Dabur has a range of over 30 Asav Arishtas. Some of the well-known
ones include Dashmularishta, Drakshasava, Lohasava, Parthadyarishta and
Ashokarishta.
Chumas -These are finely ground medicinal powders used to treat a variety of
ailments ranging from digestive problems to cough and fever.
Ras Rasayans -Preparations containing mineral drugs as main ingredients are
called Ras Rasayans. Dabur has a range of more than 50 Ras Rasayans which
are used by Ayurvedic practitioners in the cure of host of ailments.
Medicated Oils -The oils boiled alongwith certain prescribed drugs are known
as medicated oils. These oils retain the curative properties of herbs and is used
for inunction and massage. Launched over two years back, the Dabur Foods
range include juices under the brand name Real and cooking pastes under the
brand name Hommade. To give a better focus this division has been carved out
as a subsidiary company of Dabur India Limited. Subsidiarie.
Dabur Foods Limited -Dabur Foods Limited, a 100% subsidiary of Dabur India
Limited, is spearheading Dabur's foray into food processing industry. The
company, set up in April 1999, is marketing a range of fruit juices under the
brand name Real, Hommade Cooking Paste and Sauces and Lemoneez lemon
juice.
Dabur was the first company in India to introduce fruit juices in packaged form
without any artificial additive. Real is today the market leader in this category
with more than 50% market share. Hommade cooking paste is the oply national
brand in this category. Lemoneez is the only product in its category available in
unique drop and trickle pack and uniquelPharmaceuticals
Branded Pharmaceuticals -It includes a range of natural ethical products like
New Livfit, Honitus, Ulgel etc. and a range of contrast media and
gynecological.
Oncology -This wide and formidable range includes brands such as Intaxel,
Docetaxel and Topotecan, all of which were manufactured for the first time in
India by Dabur. Little wonder then, that Dabur is the undisputed market leader
in this category in India and has plans to establish itself as a generic oncology
player in select global markets.
Bulk Drugs and Chemicals -This range consists primarily of bulks in the
oncology category.
Joint Ventures
Dabon International Limited -Dabur has also collaborated with Bongrain
of France for the manufacture and marketing pf specialty cheese and other
dairy products. This joint venture company has already made its presence felt
in the Indian cheese market through the launch of processed cheese under the
brand name LeBon, and a specialty cheese under the brand name Delicieux.
Subsidiaries
Dabur has six subsidiary units, which come under the umbrella of the Dabur
India organization. These are:
Dabur Foods Limited -Dabur Foods Limited, a 100% subsidiary of Dabur
India Limited, is spearheading Dabur's foray into food processing industry.
The company, set up in April 1999, is marketing a range of fruit juices under
the brand name Real, Hommade Cooking Paste and Sauces and Lemoneez
lemon juice. Dabur was the first company in India to introduce fruit juices in
packaged form without any artificial additive. Real is today the market leader
in this category with more than 50% market share. Hommade cooking paste
is the only national brand in this category. Lemoneez is the only product in its
category available in unique drop and trickle pack and uniquely shaped
tabletop pack.
Dabur Nepal Private Limited -Dabur Nepal was the first manufacturing
base overseas for Dabur group. The company is today the leading exporter of
Nepal and the third largest and most modern manufacturing base for Dabur.
Dabur Nepal is today involved in promoting cultivation of herbs and
apiculture activities in Nepal. The company has set up state of the art
greenhouse at Banepa for developing saplings for 20 medicinal plants. Dabur
Nepal has also set up an Apiculture centre for promoting bee-keeping activity
in Nepal and developing queen bees and bee colonies for exports.
Dabur Egypt Limited -Dabur Egypt is groups gateway to Africa. This
manufacturing base set up a couple of years back to c~ater to the demands of
Middle East and African market is producing Hair Care, Skin Care Products
and Foods.
Dabur Oncology PIc. -Set up recently in UK, this subsidiary of Dabur India
Limited will be manufacturing anti-cancer formulations for European market.
The company is in the process of setting up manufacturing base near London
and is expected to start operation from year 2001.
Dabur Finance Limited
Dabur has an illustrious Board of Directors who are committed to take the
company onto newer levels of human endeavour in the service of mankind.
Chapter 4
PERFORMANCE
APPRAISAL
Chapter 4
PERFORMANCE APPRAISAL
Since organisation exist to achieve goals, the degree of success that individual
employees have in reaching their individuals goals is important in
determining organizational effectiveness. The assessment of how successful
employees have been at meeting their individual goals, therefore, becomes a
critical part of HRM. This leads us to the topic of performance appraisal.
PURPOSE
There are basically three purposes to which performance appraisal can be put.
First, it can be used as a basis for reward allocations. Decisions as to
who gets salary jncreases, promotions, and other rewards are
determined by their performance evaluation.
Second, these appraisals can be used for identifying areas where
development efforts are needed. Management needs to spot those
individuals who have specific skill or knowledge deficiencies. The
performance appraisals is a major tool for identifying these
deficiencies.
Finally the performance appraisal can be used as a criterion against
which selection devices and development programs are validated. It is
one thing to say, for example, that our selection process is successful in
differentiating satisfactory performers from unsatisfactory performers.
THE APPRAISAL PROCESS
full day's work" or "a good job". Communication only takes place when the
transference has taken place and has been received and understood by the
subordinate. Therefore feedback is necessary from the subordinate to the
manager. Satisfactory feedback censures that the information communicated
by the manager has been received and understood in the way it was intended.
What we measure is probably more critical to the evaluation process than how
we measure, since the selection of the wrong criteria can result in serious
dysfunctional consequences. And what we measure determines, to a great
extent, what people in the organization will attempt to excel at.
The final step in the appraisal is the initiation of corrective action when
necessary. Corrective action can, be of two types. One is immediate and deals
predominantly with symptoms. The other is basic and delves into causes.
Immediate corrective action often described as "putting out fires," whereas
basic corrective action gets to the source of deviation and seeks to adjust the
difference permanently.
Immediate action corrects something right now and gets things back on track.
Chapter 5
PERFORMANCE
APPRAISAL SYSTEM IN
DABUR INDIA LIMITED
Chapter 5
PERFORMANCE APPRAISAL SYSTEM IN DABUR
INDIA LIMITED
In Dabur India Limited they have the system of performance appraisal of
their employees. The main objective of this performance appraisal system is
to evaluate the performance, promote their employees and to arrange for
their various training programmes if they require for enhancing their skills in
their respective areas and in contribution enhancement..
Employees are evaluated by how well they accomplish a specific set of
objectives that have been determined to be critical in the successful
completion of their job. This approach is frequently referred to as .
management by objectives. Management by objectives is a process that
converts organization~l objectives into individual objectives. It can be
thought of as consisting of four steps: goal setting, action planning, selfcontrol, and periodic reviews. In goal setting, the organization's overall
objectives are used as guidelines from which departmental and individual
objectives are set. In action planing, the means are determined for achieving
the ends established in goal setting. That is, realistic plans are developed to
attain the objectives. Self-control refers to the systematic monitoring and
measuring of performance. Finally, with periodic progress reviews,
corrective action is initiated when behaviour deviates from the standards
established in the goal-setting phase. Dabur uses very constructive
b.
c.
d.
Response
There are mixed responses from the feedback by the employees. It has helped
some of the employees in motivating themselves while those who felt bad
were thoroughly communicated and all the confusion and failure part were
discussed with employees.
Chapter 6
ANALYSIS AND
INTERPRETATION OF
DATA
Chapter 6
ANALYSIS AND INTERPRETATION OF DATA
Promotions
Number
Percentage
Yes
16
16.66
No
52
54.16
Can't say
28
29.16
From the above table, it can be seen that 30% agree that promotion is well
defined in the organisation. However 54% were not able to say it as there is
lack of information about the promotion policy. Every employee need to be
communicated about the existing promotion policy.
Respondent were also asked to suggest any change in the policy. The responses
were as given below:
Response
Number
Percentage
20
20.83
26
16.66
56
58.83
Majority suggested for no change in the policy. It seems they are satisfied with
the current policy.
Aligning goal
Respondent were asked about the present system, does it help in aligning
individual goal with those of the organisation. The responses were as given
below:
Response
Number
Percentage
Yes
44
45.83
No
12
12.5
Can't say
36
37.5
No response
4.16
Here the response from the supervisor were 45.83% for the factor that it help
in aligning their goal with those of organisation.
Career Progress
Career progress is something which is continuous, with the input from
organisation in term of training, feedback and counselling. In today's
changing scenario this has to be followed in every organisation so that an
individual make progress in the career adding value to himself and the
organisation. Respondent were asked about the current system helping in their
career progress.
Career advancement is the most motivating factor when employee aspire for
the advancement of his career and for better opportunities to use his/her
talents. From the organisation's point of view, it is necessary to develop in
manager. Some expectations of opportunities for the future in order to keep
their motivation high. Career planning means helping the employee plan his
career in terms of his capabilities with the context or organisational needs.
Individual, after becoming aware of some of his/her capabilities and career and
development opportunities chooses to develop himself/herself in a direction
that improves his/her chances of being able to handle new responsibilities. It is
also the responsibility of the employer to help him/her to identify the career
opportunity, make choices and develop his/her career and provide
opportunities for career planning and succession planning
Response
Number
Percentage
Yes
16
16.66
No
44
45.83
Cant say
36
37.5
Here only 46% of the respondent gave response that it does not while 38%
gave response that there is no career development plan at all.
Feedback
Response
Number
Percentage
Rarely
24
25
On a few occasion
40
41.66
Sometimes
24
25
Often
8.34
Almost always
Nil
Nil
Remedial measure
Based on the performance the remedial measures are taken to do away with
weakness if any and build on the strength and add to the existing capability
Response
Number
Percentage
Job rotation
44
45.83
40
41.66
Counseled
12
12.5
Any other
Nil
Nil
None
Nil
Nil
Here the response were both for job rotation and training programme. During
the course it was felt that more training input is to be provided to the employee
to overcome the weakness and improve upon the existing capability of the
employee.
Number
Percentage
Yes
54
56.25
No
28
29.15
Cant say
14
14.58
Majority response were that promotion policy is linked with the performance
appraisal system.
SWOT ANALYSIS
1. Strength -Dabur India Limited is the first Indian major company which
came up with the idea of Ayurvedic concept in various family and health
care products. mostly whatever ingredients it uses in its product are
extracted from nature as it has very less synthetic chemical constituents
used in its product and so it does not has any threat of side effect. As it has
its product in major areas viz. family, health care and in food division it can
easily has larger share of market. By this performance appraisal system act
as motivating factor for its employees to a great extent by increasing their
efficiency and skills. For example, if we see Dabur Lal Dunt Manjan, it is
India's number one tooth powder doing very well in rural as well as in urban
market.
Chapter 7
CONCLUSIONS &
SUGGESTIONS
Chapter 7
CONCLUSIONS & SUGGESTIONS
Conclusion
The analysis and interpretation of data on study of performance appraisal and
its effectiveness in an organization led to the following conclusions:
The promotion rule though defined need to be communicated to every
employee before appraisal process is done and also justify the promotion as
a result of the appraisal. That the promotion policy followed differs at
different position and category. A uniformity has to be there in the
implementation of promotion policy at all levels
The process of performance appraisal followed in Dabur India Ltd. at the
supervisory and above level IS to say not good but of satisfactory level.
The employees do not rate it very good
The appraisal outcome has to be used frequently for the purpose of reward
on performing well together with the feedback on the performance. Also
when performance goes down employee has to be given feedback and
motivated to do better.
The organization at present doesn't lay career planning and career
suggestion plans.
In Dabur India Ltd. feedback is being provided to the employee though on
a few occasion.
rationale.
Performance feedback: The performance feedback sessions should be
improved which would results in increasing employee motivation to
improve performance. The following could be incorporated.
Pin point the problem behaviors and make sure the employee is aware
of it
Make sure the employee understands the consequences of the problem
behaviors. Get employee's commitment to change and make sure he
cares about the change
Assistance should be provided to improve poor performance. Make a
realistic plan appropriate to the behaviour and set a time frame for
improvement.
To make sure to review performance time to time
The other change which has to be incorporated at the supervisor and the
level above are:
These should be listing down of task undertaken during the last one
year and the result achieved.
In some areas of performance there should be self appraisal and more
and more counseling so that employee improve upon weak area and
understand what is expected of him/her at the organization level.
Based on the above an open appraisal system is suggested.
In an open appraisal the employee would come together to set the targets, to
understand the mutual expectations and support to be provided by the
appraiser to the employee for achieving mutually accepted goals/targets.
Through this process of setting targets the interpersonal relationship between
the appraiser and the employee would improve.
The open appraisal system reduces the whims and fancies of the appraiser. It
promotes result-orientation as it is based on performance rather than on
personality based appraisal.
Annexure
a)
Questionnaire
b)
Bibliography
QUESTIONNAIRE
TO STUDY PERFORMANCE APPRAISAL SYSTEM
Q.1.
Q.2.
b. No
c. can't say
Do you know the objectives of the Performance appraisal system. If yes kindly
specify.
Q.3. How often the performance appraisal form is filled or Performance Appraisal is
done.
Q.4.
a.
fortnightly.
e.
not fixed.
b. monthly
c. six-monthly.
d. annually
d.
c. merit only
Q.6.
Q.7.
a.
appraisal committee. b.
c.
self-appraisal
e.
b.
essay method
c.
ranking method.
d.
e.
Q.8.
d.
to a large extent
b. to some extent
c. cant say
d. not at all
yes
b. no
c. can't say
Q.9. Are the issues like career planning and succession planning a part of company's
policy
a. yes
b. no
c. can't say.
Q.I0 Does the system help you in aligning your goals with those of the organization.
a.
yes
b.
no
c.
can't say
Q.11. What role does top management play in the performance appraisal. kindly
comment.
yes
b.
no
Q.14
a.
c.
d.
rarely
b.
e.
never
b. often
c. rarely
d. never.
e. can't say.
c. counseled
d. Satisfactory
Q.18. What do you feel are the positives in the perfomance appraisal system in your
organization, Kindly mention
Q.19
What do you feel are the shortcomings of the performance appraisal system
being followed in your organization, Kindly mention
Q.20. For how long have you been working in this organisation
BIBLOGRAPHY
1)
2)
3)
www.google.com
www.indiatimes.com
www.msn.com