A Project Report

on
Employee Information Management System

Submitted for partial fulfillment of award of

BACHELOR OF BUSINESS ADMINISTRATION

Degree In
COMPUTER AIDED MANAGEMENT
(2009-2012)

Submitted By:
ANKITA KAUSHAL

IDEAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY

KARKARDOOMA, DELHI

(Approved By G.G.S. Indraprastha University, Delhi)

 CONTENT

1. Introduction
2. Company Profile
3. Statement of the problem
4. Objectives of study
5. Research Methodology
- Primary Data
- Secondary Data
6. Data Analysis
7. Findings
8. Conclusion
9. Limitation
10. Recommendations
11. Annexure
12. Biblography
 PERFORMANCE APPRAISAL SYSTEM

INTRODUCTION TO THE TOPIC

Human Resource (or personnel) management, in the sense of getting things

done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division
to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the realities for many
organizations are that their people remain undervalued, under trained and
underutilized.

Performance Appraisal is the process of assessing the performance and

progress of an employee or a group of employees on a given job and his /
their potential for future development. It consists of all formal procedures
used in the working organizations to evaluate personalities, contributions
and potentials of employees.

 
 PREFACE

Managing human resources in today’s dynamic environment is becoming

more and more complex as well as important. Recognition of people as a
valuable resource in the organization has led to increases trends in employee
maintenance, job security, etc

My research project deals with “Performance Appraisal as carried out at

DABUR PVT LTD”. In this report, I have studied &evaluated the
performance appraisal process as it is carried out in the company.

The first section of my report deals with a detailed company profile. It

includes the company’s history: its activities and operations, organizational
structure, etc. this section attempts to give detailed information about the
company and the nature of its functioning.

The second section deals with performance appraisal. In this section, I have
given a brief conceptual explanation to performance appraisal. It contains
the definition, process and significance of performance appraisal.

In the third section of my report, I have conducted a research study to

evaluate the process of performance appraisal at DABUR PVT Ltd.; this
section also contains my findings, conclusions, suggestions and feedback.

The fourth and final section of this report consists of extra information that I
related to the main contents of the report. These annexure include some
graphs and diagrams relating to the company, graphs relating to the research
study and important documents upon which the project is based.
  

RATIONALE OF THE STUDY

Performance Appraisal is the important aspect in the organization to

evaluate the employees performance. It helps in understanding the
employees work culture, involvement, and satisfaction. It helps the
organization in deciding employees promotion, transfer, incentives, pay
increase.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Following are the various functions of Human Resource Management that

are essential for the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development

Recruitment

The process of recruitment begins after manpower requirements are

determined in terms of quality through job analysis and quantity through
forecasting and planning.
Selection

The selection is the process of ascertaining whether or not candidates

possess the requisite qualifications, training and experience required.

Induction

a)    Induction is the technique by which a new employee is rehabilitated

into the changed surroundings and introduced to the practices, policies
and purposes of the organization.

WHAT IS “PERFORMANCE APPRAISAL”?

Performance Appraisal is defined as the process of assessing the

performance and progress of an employee or a group of employees on a
given job and his / their potential for future development. It consists of all
formal procedures used in working organizations and potential of
employees. According to Flippo, “Performance Appraisal is the systematic,
periodic and an important rating of an employee’s excellence in matters
pertaining to his present job and his potential for a better job.”

CHARACTERISTICS

1.    Performance Appraisal is a process.

2.    It is the systematic examination of the strengths and weakness of an

employee in terms of his job.
 3.    It is scientific and objective study. Formal procedures are used in the
study.

4.    It is an ongoing and continuous process wherein the evaluations are

arranged periodically according to a definite plan.

5.    The main purpose of Performance Appraisal is to secure information

necessary for making objective and correct decision an employee.

PROCESS

The process of performance appraisal:

1.    Establishing performance standards

2.    Communicating the Standards

    3.   Measuring Performance

    4.   Comparing the actual with the standards

    5.   Discussing the appraisal

     6.Taking Corrective Action

LIMITATIONS

1.    Errors in Rating

2.    Lack of reliability

3.    Negative approach

4.    Multiple objectives

5.  Lack of knowledge

 METHODS OF PERFORMANCE APPRAISAL

The foregoing list of major program pitfalls represents a formidable

challenge, even considering the available battery of appraisal techniques.
But attempting to avoid these pitfalls by doing away with appraisals
themselves is like trying to solve the problems of life by committing suicide.
The more logical task is to identify those appraisal practices that are (a) most
likely to achieve a particular objective and (b) least vulnerable to the
obstacles already discussed.

Before relating the specific techniques to the goals of performance appraisal

stated at the outset of the article, I shall briefly review each, taking them
more or less in an order of increasing complexity.

The best-known techniques will be treated most briefly.

ESSAY APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or
more covering an individual's strengths, weaknesses, potential, and so on. In
most selection situations, particularly those involving professional, sales, or
managerial positions, essay appraisals from former employers, teachers, or
associates carry significant weight.
GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the
quality and quantity of his work (is he outstanding, above average, average,
or unsatisfactory?) and on a variety of other factors that vary with the job but
usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication.

FIELD REVIEW

The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters
from each supervisory unit and goes over each employee's rating with them
to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a
consensus, and (c) determine that each rater conceives the standards
similarly. .

FORCED-CHOICE RATING

Like the field review, this technique was developed to reduce bias and
establish objective standards of comparison between individuals, but it does
not involve the intervention of a third party.
MANAGEMENT BY OBJECTIVES

To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or
help set - their own performance goals. Within the past five or six years,
MBO has become something of a fad and is so familiar to most managers
that I will not dwell on it here.

RANKING METHODS

For comparative purposes, particularly when it is necessary to compare

people who work for different supervisors, individual statements, ratings, or
appraisal forms are not particularly useful. Instead, it is necessary to
recognize that comparisons involve an overall subjective judgment to which
a host of additional facts and impressions must somehow be added. There is
no single form or way to do this.

The best approach appears to be a ranking technique involving pooled

judgment.
The two most effective methods are alternation ranking and paired
comparison ranking.

1.    “Alternation ranking”:

Ranking of employees from best to worst on a trait or traits is another

method for evaluating employees. Since it is usually easier to distinguish
between the worst and the best employees than to rank them, an alternation
ranking method is most popular. Here subordinates to be rated are listed and
the names of those not well enough to rank are crossed. Then on a form as
shown below, the employee who is highest on the characteristic being
measured and the one who is the lowest are indicated. Then choose the next
highest and the next lowest, alternating between highest and lowest until all
the employees to be rated have been ranked.

2.    “Paired-comparison ranking”:

 This technique is probably just as accurate as alternation ranking and might

be more so. But with large numbers of employees it becomes extremely time
consuming and cumbersome.

Both ranking techniques, particularly when combined with multiple rankings

(i.e., when two or more people are asked to make independent rankings of
the same work group and their lists are averaged), are among the best
available for generating valid order-of-merit rankings for salary
administration purposes.
ASSESSMENT CENTERS

So far, we have been talking about assessing past performance. What about
the assessment of future performance or potential? In any placement
decision and even more so in promotion decisions, some prediction of future
performance is necessary. How can this kind of prediction be made most
validly and most fairly?

360 DEGREE FEEDBACK

Many firms have expanded the idea of upward feedback into what the call
360-degree feedback. The feedback is generally used for training and
development, rather than for pay increases.

Most 360 Degree Feedback system contains several common features.

Appropriate parties – peers, supervisors, subordinates and customers, for
instance – complete survey, questionnaires on an individual. 360 degree
feedback is also known as the multi-rater feedback, whereby ratings are not
given just by the next manager up in the organizational hierarchy, but also
by peers and subordinates. Appropriates customer ratings are also included,
along with the element of self appraisal. Once gathered in, the assessment
from the various quarters are compared with one another and the results
communicated to the manager concerned.

Another technique that is useful for coaching purposes is, of course, MBO.
Like the critical incident method, it focuses on actual behavior and actual
results, which can be discussed objectively and constructively, with little or
no need for a supervisor to "play God."
Advantages

Instead of assuming traits, the MBO method concentrates on actual

outcomes. If the employee meets or exceeds the set objectives, then he or
she has demonstrated an acceptable level of job performance. Employees are
judged according to real outcomes, and not on their potential for success, or
on someone's subjective opinion of their abilities.

The guiding principle of the MBO approach is that direct results can be
observed easily. The MBO method recognizes the fact that it is difficult to
neatly dissect all the complex and varied elements that go to make up
employee performance.

MBO advocates claim that the performance of employees cannot be broken

up into so many constituent parts, but to put all the parts together and the
performance may be directly observed and measured.
Disadvantages

This approach can lead to unrealistic expectations about what can and cannot
be reasonably accomplished. Supervisors and subordinates must have very
good "reality checking" skills to use MBO appraisal methods. They will
need these skills during the initial stage of objective setting, and for the
purposes of self-auditing and self-monitoring.

Variable objectives may cause employee confusion. It is also possible that

fluid objectives may be distorted to disguise or justify failures in
performance.
Benefits of Performance Appraisals

 Measures an employee’s performance.

 Helps in clarifying, defining, redefining priorities and objectives.
 Motivates the employee through achievement and feedback.
 Facilitates assessment and agreement of training needs.
 Helps in identification of personal strengths and weaknesses.
 Plays an important role in Personal career and succession planning.
 Clarifies team roles and facilitates team building.
 Plays major role in organizational training needs assessment and
analysis.
 Improves understanding and relationship between the employee and
the reporting manager and also helps in resolving confusions and
misunderstandings.
 Plays an important tool for communicating the organization’s
philosophies, values, aims, strategies, priorities, etc among its
employees.
 Helps in counseling and feedback.

Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and

biases referred to as 'rating errors'. These errors can seriously affect
assessment results. Some of the most common rating errors are: -

Leniency or severity: - Leniency or severity on the part of the rater makes

the assessment subjective. Subjective assessment defeats the very purpose of
performance appraisal. Ratings are lenient for the following reasons:

a)    The rater may feel that anyone under his or her jurisdiction
who is rated unfavorably will reflect poorly on his or her own
worthiness.
 b)    He/She may feel that a derogatory rating will be revealed to
the rate to detriment the relations between the rater and the
ratee.

c)     He/She may rate leniently in order to win promotions for the
subordinates and therefore, indirectly increase his/her hold over
him.

Central tendency: - This occurs when employees are incorrectly rated near
the average or middle of the scale. The attitude of the rater is to play safe.
This safe playing attitude stems from certain doubts and anxieties, which the
raters have been assessing the rates.

Halo error: - A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the
individual. The halo error occurs when an employee who works late
constantly might be rated high on productivity and quality of output as well
as on motivation. Similarly, an attractive or popular personality might be
given a high overall rating. Rating employees separately on each of the
performance measures and encouraging raters to guard against the halo
effect are the two ways to reduce the halo effect.

Rater effect: -This includes favoritism, stereotyping, and hostility.

Extensively high or low score are given only to certain individuals or groups
based on the rater's attitude towards them and not on actual outcomes or
behaviors; sex, age, race and friendship biases are examples of this type of
error.
Primacy and Regency effects: - The rater's rating is heavily influenced
either by behaviour exhibited by the ratee during his early stage of the
review period (primacy) or by the outcomes, or behavior exhibited by the
ratee near the end of the review period (regency). For example, if a
salesperson captures an important contract/sale just before the completion of
the appraisal, the timing of the incident may inflate his or her standing, even
though the overall performance of the sales person may not have been
encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by
one incident or an achievement.

Performance dimension order: - Two or more dimensions on a

performance instrument follow each other and both describe or rotate to a
similar quality. The rater rates the first dimensions accurately and then rates
the second dimension to the first because of the proximity. If the dimensions
had been arranged in a significantly different order, the ratings might have
been different.

Spillover effect: - This refers to allowing past performance appraisal rating

to unjustifiably influence current ratings. Past ratings, good or bad, result in
similar rating for current period although the demonstrated behaviour does
not deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

 
a)  Reporting Manager

Ø      Provide feedback to the reviewer / HOD on the

employees’ behavioral traits indicated in the PMS Policy
Manual

Ø      Ensures that employee is aware of the normalization /

performance appraisal process

Ø      Address employee concerns / queries on performance

rating, in consultation with the reviewer

b)  Reviewer (Reporting Manager’s Reporting Manager)

Ø      Discuss with the reporting managers on the behavioral

traits of all the employees for whom he / she is the reviewer

Ø      Where required, independently assess employees for the

said behavioral traits; such assessments might require
collecting data directly from other relevant employees

c)     HOD (In some cases, a reviewer may not be a HOD)

 Ø      Presents the proposed Performance Rating for every
employee of his / her function to the Normalization
committee.

Ø      HOD also plays the role of a normalization committee

member

Ø      Owns the performance rating of every employee in the

department

d)  HR Head

Ø      Secretary to the normalization committee

Ø      Assists HOD’s / Reporting Managers in communicating

the performance rating of all the employees

e)  Normalization Committee

Ø      Decides on the final bell curve for each function in the
respective Business Unit / Circle

Ø      Reviews the performance ratings proposed by the HOD’s,

specifically on the upward / downward shift in ratings, to
ensure an unbiased relative ranking of employees on overall
performance, and thus finalize the performance rating of
each employee

 
 KEY CONCEPTS IN PMS

In order to understand the Performance Management System at DABUR,

some concepts need to be explained which play a very important role in
using the PMS successfully. They are:

Ø      KRA’S (KEY RESULT AREAS): The performance of an

employee is largely dependent on the KRA score achieved by the
employee during that particular year. Thus, it is necessary to answer a
few basic questions i.e.

o       What are the guidelines for setting the KRA’s for an
employee?

o       How does an employee write down his KRA’s for a

particular financial year?

o       KRA’s: The Four Perspectives.

o       How is the KRA score calculated for an employee on the

basis of the targets sets and targets achieved? 

Ø      BEHAVIORAL TRAITS: Some of the qualitative aspects of an

employees’ performance combined with the general behavioral traits
displayed by the employee during a year constitutes his behavior
traits. An employee is assigned the rating on the basis of the intensity
of the behavior displayed by him. They play a very important role in
the deciding the final performance rating for an employee as is even
capable of shifting the rating one level upwards/downwards.
 Ø      DABUR 2010 LEADERSHIP COMPETENCY
FRAMEWORK: This competency framework is a simple and
structured way to describe the elements of behaviors required to
perform a role effectively. This framework also tries to assess the
performance of an employee objectively.

Ø      THE PERFORMANCE RATING PROCESS: The rating process

tries to explain the four different types of rating that an employee can
achieve i.e. EC, SC, C and PC. It also explains the criteria, which is
considered for awarding any of these ratings to the employee.

Ø      PROMOTION AND RATING DISRTRIBUTION

GUIDELINES: The promotion and normal distribution guidelines
provide the framework within which the performance appraisal
process has to work. It is very important that the HR department pays
due attention to these guidelines while preparing the bell curves for
various functions and the consolidated bell curve for all the functions.
These guidelines also help in deciding upon the promotion cases in a
year.

 PERFORMANCE RATING PROCESS

EXCEPTIONAL CONTRIBUTOR SIGNIFICANT CONTRIBUTOR

(EC) (SC)

   

·         Performs consistently and ·         Performs above

substantially above expectations expectations in all areas
in all areas ·         Achieves final score
·         Achieves a final score between 100-114%
greater than or equal to 115%
 Versatile in his/ her area of
·         Consistently delivers on
operation
stretch targets

·         Is proactive  Develops creative solutions

·         Spots and anticipates and require little / minimal

problems, implements solutions supervision
·         Sees and exploits
 Sets examples for others
opportunities
 Take ownership of own
·         Delivers ahead of time
development
·         Sees the wider picture-
impacts across business  Coaches others

·         Focuses on what’s good for  Demonstrates business

the business
initiative
·         Seen as role model by others
 Is self motivated
·         Recognized as exceptional
by other functions as well  Supportive team player

·         Motivates others to solve  Leads own team very

 problems effectively

·         Develops others  Demonstrate functional

·         Provides open and honest initiative

feedback
·          
·         Able to establish and lead
cross-functional teams

PROJECT REPORT ON "PERFORMANCE APPRAISAL"

LITERATURE REVIEW AND CONCEPT FORMULATION
 
Human Resource (or personnel) management, in the sense of getting things
done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division
to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for many
organizations are that their people remain under valued, under trained and
under utilized.

Following are the various functions of Human Resource Management that

are essential for the effective functioning of the organization:

1.    Recruitment
2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development

EXECUTIVE SUMMARY
COMPANY DABUR INDIA LIMITED

PRODUCT Manufacturing of Ayurvedic Medicines.

PROJECT TITLE: Performance Appraisal in Dabur India Ltd.

MISSION OF

THE PROJECT This report deals with the findings

and recommendations regarding viability of
industry under the following heads.

 To make a detailed study of the industry in terms of its existing

market size, future market potential and important customer
segments.
 To study from various performance appraisal programs adopted by
the company.
 To seek the players about the most popular type of products in
demand.
 To study the staff workers and their preference parameters.
 To study the possibility to change the performance appraisal
method as per needs of the company.
 To explore the current market scenario, the major players, the
products being offered by them.
COMPANY PROFILE
DABUR INDIA LTD. Is among one of the best FMCG Company. Dr.
S.K.BURMAN established DABUR in the year 1884. He was a resident of
Bengal and was a doctor by profession in a village. Being a doctor and a
kind man he always used to serve others, as it is said “to achieve, your
vision should be clear.” This made Burman to make where DABUR stands
now from 1884 to the successive 100+ years.

Dr. Burman had a kind of thinking that, “what is life’s worth which cannot
bring to others.” Thus, he started with this and the ideal of a humane and
equitable society led to initiatives taken to take somepart of what DABUR
has gained from the community.Hence, he started in 1884 with his footsteps
towards service to society.His mission was to provide effective and
affordable cure to the society in villages. With missionary zeal and fervor,
Dr. Burman undertook the task of preparing natural cures for the killer
diseases of that time,like cholera , malaria and plague. DABUR INDIA
LTD. is always in promotion to:-

 Running it as not only a profit making organization but also to

promote research and welfare activities in rural as well as urban
areas.
 Promoting health and hygiene among the people by making
medical trust.
 Organizing environmental awareness programmer among young
minds.
 COMPANY PROFILE

DABUR INDIA LIMITED

FOUNDER : Dr.S.K.BURMAN

CHAIRMAN : Mr.V.C.BURMAN

VICE CHAIRMAN : Mr.ANAND BURMAN

C.E.O. : Mr. SUNIL DUGGAL

WHOLE TIME DIRECTOR: Mr.PRITAM DAS NARANG

: Mr.PRADEEP NARANG

: Mr.AMIT BURMAN

DIRECTOR :Mr.MAHARAJA GAJ SINGH

:Mr.STUART PURDY

:Mr.AJAY BHEL
 OVER HUNDRED YEARS OF CARING

Dabur commenced operation in 1884 and is today a multi – locational, multi

– product enterprise. The company has major interest in health and beauty
care.

Dabur is leader in Ayurveda - the traditional Indian health care system.

The company manufactures and markets a range of oncologicals. Dabur is

one of the companies in the world to product PACLITAXEL – AN ANTI
CANCER DRUG. The company has developed its own Eco – friendly
process to manufacture this drug from raw material stage.

The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur
products are also manufactured in Dubai.

Dabur has transactional network of 19 offices serving both rural and urban
markets in India.

The company has sales and marketing offices in Dubai and London. Dabur
products are available in over 50 countries.
 Founding Thoughts

"What is that life worth which cannot bring comfort to

others"

The doorstep ‘Daktar’

The story of Dabur began with a small, but visionary

endeavour by Dr. S. K. Burman, a physician tucked away in Bengal. His
mission was to provide effective and affordable cure for ordinary people in
far-flung villages. With missionary zeal and fervour, Dr. Burman undertook
the task of preparing natural cures for the killer diseases of those days, like
cholera, malaria and plague.  

Soon the news of his medicines traveled, and he came to be known as the
trusted 'Daktar' or Doctor who came up with effective cures. And that is how
his venture Dabur got its name - derived from the Devanagri rendition of
Daktar Burman. Dr. Burman set up Dabur in 1884 to produce and dispense
Ayurvedic medicines. Reaching out to a wide mass of people who had no
access to proper treatment. Dr. S. K. Burman's commitment and ceaseless
efforts resulted in the company growing from a fledgling medicine
manufacturer in a small Calcutta house, to a household name that at once
evokes trust and reliability.
 COMPANY’S HISTORY

1884 Birth of Dabur

1896 Setting up a manufacturing plant
Early 1900s Ayurvedic medicines
1919 Establishment of research laboratories
1920 Expands further
1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
1979 Sahibabad factory / Dabur Research Foundation
1986   Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
1995 Joint Ventures
1996 3 separate divisions
1997 Foods Division / Project STARS
1998 Professionals to manage the Company
2000 Turnover of Rs.1,000 crores
2003   Dabur demerges Pharma Business
2005   Dabur aquires Balsara
2006   Dabur announces Bonus after 12 years
2006   Dabur crosses $2 Bin market Cap, adopts US GAAP
 DABUR AT A GLANCE

Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status. Our story of
success is based on dedication to nature, corporate and process hygiene,
dynamic leadership and commitment to our partners and stakeholders. The
results of our policies and initiatives speak for themselves.

 
 Leading consumer goods company in India amongest turnover of
Rs.1899.57 Crore (FY02)

 2 major strategic business units (SBU) - Consumer Care Division

(CCD) and Consumer Health Division (CHD)

 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and

Dabur International and 3 step down subsidiaries of Dabur
International - Asian Consumer Care in Bangladesh, African
Consumer Care in Nigeria and Dabur Egypt.

 13 ultra-modern manufacturing units spread around the globe

 Products marketed in over 50 countries

 Wide and deep market penetration with 47 C&F agents, more than
5000 distributors and over 1.5 million retail outlets all over India 
CCD, dealing with FMCG Products relating to Personal Care and Health
Care

 Leading brands -

 Dabur - The Health Care Brand

 Vatika-Personal Care Brand

 Anmol- Value for Money Brand

 Hajmola- Tasty Digestive Brand

 and Dabur Amla, Chyawanprash and Lal

Dant Manjan with Rs.100 crore turnover
each

 Vatika Hair Oil & Shampoo the high growth brand

 Strategic positioning of Honey as food product,

leading to market leadership (over 40%) in
branded honey market 

 Dabur Chyawanprash the largest selling Ayurvedic

medicine with over 65% market share.

 Leader in herbal digestives with 90% market share

 Hajmola tablets in command with 75% market

share of digestive tablets category
 Dabur Lal Tail tops baby massage oil market with
35% of total share
CHD (Consumer Health Division), dealing with classical Ayurvedic
medicines 

 Has more than 250 products sold through

prescriptions as well as over the counter

 Major categories in traditional formulations

include:
-AsavArishtas
-RasRasayanas
-Churnas
- Medicated Oils

 Proprietary Ayurvedic medicines developed by

Daburinclude:
-NatureCare

 Isabgol
-Madhuvaani
- Trifgol

 Division also works for promotion of Ayurveda

through organised community of traditional
practitioners and developing fresh batches of
students 

 
CORE VALUE
 VISION

MISSION

"To be the leader in the Natural Foods & Beverages Industry."

Strive to deliver this by:

 Consistently delighting the consumer through

 Being the company of choice for our business
 Delivering higher returns to stakeholders

PRINCIPLES

OWNERSHIP

This is our company. We accept personal responsibility, and accountability

to meet business needs.

PASSION FOR WINNING

We all the leaders in our area of responsibility, with a deep commitment to

deliver the results. We are determined to be the best at doing what matters
the most.

PEOPLE DEVELOPMENT
People are our most important asset. We add value through result driven
training, and we encourage and award excellence.

CONSUMER FOCUS

We have superior understanding of consumer needs and develop products to

fulfill them better.

TEAM WORK

We work together on the principle of mutual trust and transparency in a

boundary less organization. We are intellectually honest in advocating
proposals, including recognizing risks.

INNOVATION

Continuous innovation in products & processes is the basis of our success.

INTEGRITY

We are committed to the achievement of business success with integrity. We

are honest with the consumers, with business partners and with each other.

MILESTONE TO SUCCESS

 1884 - Established by Dr. S K Burman at Kolkata

 1896 - First production unit established at Garhia

 1919 - First R&D unit established

 Early 1900s - Production of Ayurvedic medicines

 1930 - Automation and upgradation of Ayurvedic products

manufacturing initiated

 1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

 1940 - Personal care through Ayurveda

 1949 - Launched Dabur Chyawanprash in tin pack

 1957 - Computerisation of operations initiated

 1970 - Entered Oral Care & Digestives segment

 1972 - Shifts base to Delhi from Calcutta

 1978 - Launches Hajmola tablet

 1979 - Dabur Research Foundation set up

 1979 - Commercial production starts at Sahibabad, the most

modern herbal medicines plant at that time

 1984 - Dabur completes 100 years

 1988 - Launches pharmaceutical medicines

 1989 - Care with fun

 1994 - Comes out with first public issue

  1994 - Enters oncology segment

 1994 - Leadership in health care

 1996 - Enters foods business with the launch of Real Fruit Juice

 1996 - Real blitzkrieg

 1998 - Burman family hands over management of the company to

professionals

 2000 - The 1,000 crore mark

 2001 - Super specialty drugs

 2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs

64.4 crore

 2003 - Dabur demerges Pharmaceuticals business

 2005 - Dabur aquires Balsara

 2006 - Dabur announces bonus after 12 years

 2006 - Dabur crosses $2 bin market cap, adopts US GAAP

DABUR PRODUCTS

PRODUCTS
HEALTH SUPPLIMENT :

 Dabur chyawanprash
 Dabur Glucose D
DIGESTIVES :

 Hajmola Mast Masala

 Anardana
 Hajmola
 Hajmola Candy
 Hajmola Candy Fun2
 Pudin Hara (Liquid and Pearls)
 Pudin Hara G
 Dabur Hingoli
BABY CARE :

 Dabur Lal Tail

 Dabur Baby Olive Oil
 Dabur Janma Ghunti

NATURAL CURES :

 Shilajit Gold
 Nature Care
 Sat Isabgol
 Shilajit
 Ring Ring
  Itch Care
 Shankha Pushpi
 Dabur Balm

HAIR CARE OIL :

 Amla Hair Oil

 Amla Lite Hair Oil
 Vatika Hair Oil
 Anmol Sarson Amla

HAIR CARE SHAMPOO :

 Vatika Henna Conditioning Shampoo

 Vatika Anti Dandruff Shampoo
 Anmol Natural Shine Shampoo

SKIN CARE :

 Gulabari
 Vatika Fairness Face Pack
ORAL CARE :

 Dabur Red Gel

 Dabur Red Toothpaste
 Dabur Lal Dant Manjan
 Dabur Binacca Toothbrush
REAL :

 Real Fruit Juice

 Real Active

HOMMADE :

 Cooking Paste
 Coconut Milk
 Tomato Puree

CAPSICO RED

LEMONEEZ

DABUR HONEY

AYURVEDIC SPECIALITIES :

 Dashmularishta
 Ashokarishta
 Lauhasava
 Mahanarayan Tail
 Juritap
  Madhuvani
 Lavan Bhaskar Churna

INTERNATIONALRANGE :

HEALTH CARE :

 Dabur Chyawanprash
 Pudinhara
 Hajmola Tablets
 Dabur Honey
 Shilajit
SKIN CARE :

 Natural Soap
ORAL CARE :

 Herbal Tooth Paste

HAIR CARE :

 Vatika Shampoo and Conditioners

 Dabur Amla Hair Oil
FOODS:

 Real juices
 Homemade Foods Products
Dr. BURMAN (RUSSIA)

 Health Supplements
 Ayurvedic Tooth Paste
 DABUR GROUP

DABUR GROUP
With a basket including personal care, health care and food products, Dabur India Limited
has set up subsidiary Group Companies across the world that can manage its businesses
more efficiently. Given the vast range of products, sourcing, production and marketing have
been divested to five leading group companies that conduct their operations independently:

 
Our major IT Initiatives

 Implementation of Manufacturing Process ERP for frontend

operations;
 Supply chain and working capital management to control
manufacturing, distribution planning, invoicing, receivables, banking
and schemes;
 Integration with Baan (backend ERP) initiated last year in production
units and head office;
 Intranet based Employee Management System for payroll and HRIS;

Future Challenges

 Target of end-to-end networking by end of financial year 2006-07

 Extending the Supply Chain Automation to both ends, in
Secondary Sales and e-Procurement;
 Launch of E -Procurement using Free Markets' online bidding
engine. 

Vendor Managed inventories for fast moving raw materials and packaging
materials, and outsourced manufacturers' systems to be integrated with the
BaaN ERP system. 
MANUFACTURING FACILITIES
 AWARDS

     

Dabur CEO Dabur CFO Dabur wins Dabur The second

amongst 25 amongst ICSI National amongst top annual listing
Best of the India's top Award for 'HOT FMCG' of the smartest
Best India's three CFOs Excellance in Companies chief financial
truly world Corporate officers in
class Governance India Inc.
managers

Dabur India in Dabur amongst Dabur India Dabur India India's most
Forbes "Best top 10 Great ranks 53rd Most rated IInd most valuable
under a Billion" Place to Work Valuable Indian dynamic FMCG companies
Company company
   

LDM into Limca Book of records 2005

   

 FORBES: Amongst the top 20 “Best under a billion” companies in

India under $ 1 billion recognized by FORBES
 Great Places to work – Ranked 10th among the Top 25 Great Places
to Work
 ICSI award for Excellence in Corporate Governance
 Market Cap crosses $ 1 billion. Best performing stock in the NSE in
2005 with 122% growth
 The Economic Times company of the year – nominated amongst the
top 10
 Economic Times – 42nd in the list of top 500 companies this year,
2nd in FMCG
 BT 500 – 53rd in Business Today ranking on 500 India's Most
Valuable Companies
 Chairman nominated for the E&Y Entrepreneur of the year award
 CEO – Among top 25 - Smart Managers of the Year.
 Udyog Ratna for Chairman and Gr. Director from Uttranchal
government and Himachal Pradesh Government.
 Dabur Foods got 4 Awards At The 7th Annual Dairy & Beverages
Seminar
Tallest inflatable and longest billboard made during the Kumbh mela and
submitted to Limca Book of records have been published in 2005


 STATEMENT
“ APPRAISING THE EMPLOYEES OF THE ORGANIZATION IS VERY
IMPORTANT FOR THE SUCCESSFUL GROWTH OF ANY BUSINESS
THEREFORE, HERE I ANALYZE HOW DABUR CARRIES THE
PROCESS OF PERFORMANCE APPRAISAL IN THEIR COMPANY
AND ”.

Performance appraisal is necessary to measure the performance of the

employees and the organization to check the progress towards the desired
goals and aims.

The latest mantra being followed by organizations across the world being –
"get paid according to what you contribute" – the focus of the organizations
is turning to performance management and specifically to individual
performance. Performance appraisal helps to rate the performance of the
employees and evaluate their contribution towards the organizational goals.
It helps to align the individual performances with the organizational goals
and also review their performance.

Performance appraisal takes into account the past performance of the

employees and focuses on the improvement of the future performance of the
employees.
 OBJECTIVES OF THE STUDY

This project is aim at studying the system of performance appraisal.

Performance appraisal is the most significant and indispensable tool for the
management as it provides useful information for decision making in the
area of promotions and compensation reviews.

To carry out the study of Dabur, we framed the following objectives

1. Identification of the technique of performance appraisal followed in

Dabur.

2. Employee attitude towards the present appraisal system.

3.To identify and know the area for improvement system.

4. Review of the current appraisal system in order to

    1. Enhance productivity

    2. Attain global standards

5. To provide suggestions & recommendations from the study conducted.

RESEARCH METHODOLOGY
 

RESEARCH METHODOLOGY

The quality and reliability of research study is dependent on the

information collected in a scientific and methodological manner. Scientific
planning of designing of research method is a blue print for any research
study. Therefore, proper time and attention should be given in designing
the plan of research. While proper definition of problem tells the
researcher where he has to go, proper design tells him how he should go.
Selection of methodology for a particular project is made easy by sorting
out a number of alternative approaches, each of them having its own
advantage and disadvantages. Efficient design is that which ensure that the
relevant data are collected accurately.

The researcher has to think about what procedure and techniques should
be adopted in the study. He should arrive at the final choice by seeing that
the methodology chosen for project is indeed the best one, when
compared with others.

RESEARCH DESIGN :

          Research design is the first and foremost step in methodology

adopted and undertaking research study. It is overall plan for the collection
and analysis of data in the research project. Thus it is an organized,
systematic approach to be the formulation, implementation and control of
research project.

Infact a well planned and well balanced research design guards against
collection of irrelevant data and achieves the result in the best possible
way.

SAMPLE DESIGN :-

 The universe of study being large, researcher has to resort to sampling

method of data collection. On the basis of a section of the universe selected
in a prescribed manner one is able to deduce for the universe. For the
sample results to be applicable on the universe, sample should be
adequately chosen so to make it representative and reliable.

SAMPLING PLAN:

Sample Size = 50 Employees

          Sample Area = Dabur India Limited,sahibabad,ghaziabad

Duration = Two (2) Months.

Ø     DATA COLLECTION METHOD :

          Data are the bricks with which the researcher has to make  a house.
While the quality of research findings depend on data, the adequacy of
appropriate data in turn depends upon proper method of data collection. A
number of methods are at the disposal of the researcher of which one has
to select the most appropriate one for visualizing the research objective.
Thus he has to see that the method adopted is compatible with the
resources and research study.

a)                Primary Data : Data which are collected fresh and for the first
time and thus happens to be original in character. Primary data are
gathered for specific purpose.

b)                Secondary data : Data that collected from primary data i.e., they
are already exit some where. For the purpose of our study we
collected both the data.

DATA COLLECTION:

            Data Sources:

(i)   Secondary Data through Internet

(ii) Primary Data through Questionnaire

(iii) Contact Method

(iv) Personal Interaction

DATA PRESENTATION AND ANALYSIS:

1.    Bar graphs

2.    Pie Diagrams

DATA ANALYSIS
 Data Analysis

By having discussion with senior production officers of Dabur India Pvt.

Ltd. and filling of the questionnaire, the data was collected which is
analysed as follows: -

1. Type of performance appraisal preferred

Table-1
S. No View Percentage
1. Yes 85%
2. No 15%

90
80
70
60
50
40
30
20
10
0
quaterly half-yearly monthly annually

Interpretation
After analyzing the data, the results shows that 85% of the senior
production officers prefer quarterly performance appraisal and 15%
prefer half-yearly performance appraisal.

2.Senior’s satisfied by subordinate’s performance

Table-2
S. No View Percentage
1. Yes 85%
2. No 15%

Satisfied with Subordinate performance

2
15%

1
85%

Interpretation
After analyzing the data, the results shows that 85% of the senior
production officers feel that their seniors are satisfied with their
performance and 15% can’t say.

This analysis shows there is lack of appraisal by the immediate seniors.

3.Satisfied with their own Performance

Table-3
S. No View Percentage
1. Yes 85%
2. No 15%

Satisfied with their own performance

2
15%

1
85%

Interpretation
After analyzing the data, the results shows that 85% of the senior
production officers are satisfied with their own performance and 15%
are not satisfied with their own performance.

This implies that satisfaction level has to be increased among senior

production Officers.
4. Performance appraisal improves performance
Table-4
S. No View Percentage
1. Yes 100%
2. No 0%

Improves Performance

1
100%

Interpretation

After analyzing the data, the results shows that 100% of the senior
production officers feels that performance appraisal do helps in
performing better.Through this we come to know that process of
performance appraisal is coming out to be positive and it should be
continued.
5. Information is submitted timely by the senior
production officers to their seniors
Table-5
S. No View Percentage
1. Yes 100%
2. No 0%

Improves Performance

1
100%

Interpretation

After analyzing the data, the result shows that 100% of the senior
production officers submit all the information timely to their
seniors.This shows that all the senior production officers submit all the
information timely to the seniors.
6. Adequate and fair chance provided to defend against adverse entries
in your appraisal

Table-6
S. No View Percentage
1. Yes 67%
2. No 13%

Defend against adverse entries

Interpretation

After analyzing the data, the results shows that 67% of the senior
production officers feel that they are provided with a chance to
defend them against adverse entries in their appraisal whereas 33%
denies it.This shows that there is lack of chances provided to defend
against adverse entries in appraisal.

7.Reason for bad performance

 Table-7

Personal 16%
Officials 16%
Others 16%
No bad performance 52%

In percentage
60%

50%

40%
In percentage
30%

20%

10%

0%
Personal Officials Others No bad performance

Interpretation

After analyzing the data, the results shows that 16% of senior
production officers performed bad due to personal reasons,16%
of senior production officers due to official reasons, 16% of
senior production officer’s due to other reasons and no bad
performance from the rest of the 52% of senior production
officers.
This shows that there are some reasons, which are required to be rectified to
improve performance.

8. Awareness of appraisal system.

Table-8

S. No View Percentage
1. Yes 67%
2. No 13%

Awareness of appraisal system

Interpretation
After analyzing the data, the results shows that 67% of the senior

production officers are fully aware of the appraisal system and rest

33% are unaware of this system.This shows that awareness about the

performance appraisal system is to be increased.

 FINDINGS
Based on my analysis of data collected during my study in Dabur
India Pvt Ltd, Sahibabad, Ghaziabad, I have got the following :-

1.) Performance appraisal in Dabur India Pvt Ltd, Sahibabad,

Ghaziabad , is done annually.

2.) For appraisal in Dabur India Pvt Ltd,Sahibabad,Ghaziabad,

a SELF-APPRAISAL form is given to the staff members and
they fill it up. And then after according to their self-
observation and through the appraisal form filled by the
staff members rating is given to the members. Accordingly
then incentives and promotions are granted.

3.) In Dabur India Pvt Ltd, Sahibabad, Ghaziabad , at the

majority senior staff members submit all the information
timely to their superiors.

4.) In Dabur India Pvt Ltd, Sahibabad, Ghaziabad , there is lack

of proper knowledge among senior production officers
about the procedure followed in Performance Appraisal.
5.) There is lack of fair chances provided to defend yourself
against adverse entries in your appraisal.
6.) All senior production officers agree that performance
appraisal system helps them to perform better.

7.) There is lack of satisfaction level among the senior

production level officers regarding to their own work as
they have monotony at their work.
LIMITATIONS

According to research undertaken by me, and the results

obtained, following are the recommendations to improve the
procedure of performance appraisal followed in Dabur India Pvt
Limited: -

1) Staff members should be provided with the training about

performance appraisal and they should be made very well
aware about the thing that this exercise can help them in
developing their performance and attitude which will help
them on their own part at majority and company at minority.

2) Senior-Subordinate meetings should be made very regular so

that every can keep his point in front without any hesitation
and that will add to their innovation and creation.

3) The process of performance appraisal should be made goal-

oriented.

4) Staff members should be provided with the well-defined

targets.
 Recommendations

As we know “Performance appraisal is a systematic and objective way of

judging the relative worth or ability of an employee in performing the task.
Performance appraisal helps to identify those who are performing their
assigned tasks and those who are not and the reasons for such
performance.”

 The company should go for the 360degree performance appraisal.

Under this method the person whose performance is to be judged is in
between and his peers, supervisor, head and the manager of the
company is around him who rate the performance of the employee
based upon certain predefined criteria’s.The system is like:

360-degree Performance Appraisal

Head

Person whose
Supervisors performance to
Peers
rate

Manager
 The company should appraise the performance of the workers by

giving them some incentives, which motivate them to work to their

fullest capacity and to motivate them to work more and show good

and better results.

 For the top management of the company it should offer them holiday

package, appraise performance by recognizing there work in meetings

etc. this will help to raise their moral and they can work better. They

don’t want financial help as they earn enough to maintain their status.

They want their work recognition.

 For the lower group the company can increase their wages, give them

pension schemes, provide them the medical facilities etc because they

want financial help from the company to insure their proper living.

 The should keep changing the raters for the performance appraisal

system from time to time so that they don’t become bias at anytime

for any employee.

 The method of the company should be changed periodically so that

the employees have mo chance to complain for the method.

 The criteria decided upon which the performance has to be rated

should not be fixed it should be changed from time to time.

 The standards of the rating should be very specific, clear and concise.

 There should be the feeling of teamwork in the organization.

 The system should be cost effective and it should suit the budget of

the company.

 The performance, which is been measured, should be verifiable and

measurable afterwards also.

Above are few recommendations, which can be looked over while doing

the performance appraisal of the company.

CONCLUSION
After collecting the information from the senior production officers

with the help of personal discussion, filling the questionnaire and

analyzing the data, I have derived the following conclusion –

In Dabur India Pvt Ltd,Sahibabad,Ghaziabad performance appraisal is

conducted annually. Under this process, a self-appraisal form has

been given and senior production officers have to fill that form which

throws light on their basic achievements during the past accounting

year.

After that the immediate boss who has been observing the

immediate subordinate throughout the year rates him according to

the self appraisal form filled and personal observation under

following factors-

a) Quality of work.

b) Quantity of work.

c) Job knowledge.

d) Dependability.

e) Innovation and creativity.

 f) Ability to learn.

g) Attendance.

h) Reactions to criticism.

i) Discipline.

j) Customer relations.

k) Subordinate development.

The rating given is confidential and out of the knowledge of their

subordinates. Accordingly, promotions and incentives are granted to the

deserving ones.

Rating given to the senior production officers is done confidentially and

whatever information is been filled in the self-appraisal form is not cross-

questioned.

The sole objective for taking part in performance appraisal of Senior

production officers in Dabur India Pvt Ltd,Sahibabad,Ghaziabad is to be

awarded with promotions and incentives but the basic reason why

performance appraisal is conducted is to develop the performance and

attitude.
Senior production officers of Dabur India Pvt Ltd,Sahibabad,Ghaziabad

follow the procedure of performance appraisal given by the senior

managers because they have monotony in their work and they have no

time for any innovation or creativity.

Also I concluded that Dabur considers performance appraisal important

because of the following reasons

Performance appraisals provide employees and managers with

opportunities to discuss areas in which employees excel and those in which

employees need improvement. Performance appraisals should be

conducted on a regular basis, and they need not be directly attached to

promotion opportunities.

Personal Attention

1. During a performance appraisal review, a supervisor and an

employee discuss the employee's strengths and weaknesses. This

gives the employee individual face time with the supervisor and a

chance to address personal concerns.

 Feedback

2. Employees need to know when their job duties are being fulfilled and

when there are issues with their work performance. Managers

should schedule this communication on a regular basis.

Career Path

3. Performance appraisals allow employees and supervisors to discuss

goals that must be met to advance within the company. This can

include identifying skills that must be acquired, areas in which one

must improve, and educational courses that must be completed.

Employee Accountability

4. When employees know there will be regularly scheduled evaluations,

they realize that they are accountable for their job performance.

Communicate Divisional and Company Goals

5. Besides communicating employees' individual goals, employee

appraisals provide the opportunity for managers to explain

organizational goals and the ways in which employees can participate

in the achievement of those goals.

ANNEXURE

STUDY OF PERFORMANCE APPRAISAL SYSTEM

1. What type of performance appraisal you prefer?

Annually Quarterly
Monthly Half yearly

2. Are your seniors satisfied with your performance?

Yes No

3. Are you satisfied with your performance?

Yes No

4. If no do you think you can perform better?

Yes No
 5. Does performance Appraisal help you in performing
better?
Yes No
6. Do you submit information timely to your superiors?

Yes No

7. Do you get adequate and fair to defend your self

against adverse entries in your appraisal?

Yes No

8. What actually comes as the reason for your bad

performance? (if any)

Personal Official Other

9. Are you fully aware of the appraisal system followed in

your company?

Yes No
10. Any suggestion to alter existing Performance
Appraisal system of your company?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_______________________________________________
BIBLIOGRAPHY
 BIBLIOGRAPHY

MAGAZINE

Business Today

Advertising & Management

Free Press journal

NEWSPAPERS

Economic Times

Hindustan Times

Financial express

Business standard

WEBSITE

www.google.com

www.dabur.com

Books

Human resources development -T.N. CHABBRA

Human resources development - V.S.P. RAO