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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
6hile preparing this pro(ect $ ha&e not copied any content from any source or pro(ect su'mitted for the similar purpose. and Mrs &onam )arshney +$nternal Counter signature* +AR)IN#ER &IN$+ Institute of Management and Technology-Kashipur 7 .is my original wor*.!R/$"0ER S$"1. The findings in the report are 'ased on secondary data. 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 +.of #ORO"! P.!R !#E.R 1uide.3! 2rd Sem. #EC"ARATI N $ . anager.T$#!%S P/T %T0.
0 E% T-PE& FIN#IN$& ANA"-&I& AN# INTERPRETATI N& PR .% APPRAI&A" PERI # C% MET+ # F APPRAI&A" #% APPRAI&A" FEE#.C NTENT& &ERIA" N % .PERATI N RE&EARC+ MET+ # " $A% RE&EARC+ . .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 .+I&T RA% C RP RATE PR FI"E 0 4 5 ..3 .% NEE# F R T+E &T2#C% ."EM& AN# "IMITATI N& &2$$E&TI N& C NC"2&I N .% C MPAN.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 .% P"ANT PR FI"E PR 1ECT INTR #2CTI N .
Today.1. 6e ha&e a mar*et presence in more than )1 states in $ndia with a product range encompassing ta'lets. ointments.. .. capsules. 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= . 6. a&aila'ility and afforda'ility of medicines.P guidelines.perienced professionals who came together with 4care5 and 4<uality5 as their guiding principles.tremely short span of time. Strategic Institute of Management and Technology-Kashipur > . we ha&e gone 'eyond (ust growth and turned into a force to rec*on within an e.O=1.CORPORATE PROFILE #ORO"!9 1O$"1 3E:O"0 3E:O"0 #orona was esta'lished 'y a group of committed and e. when it comes to <uality. Their &ision was to go 'eyond the norm and pro&ide the 'est <uality afforda'le healthcare for all. gum paints and in(ecta'les +li<uids and dry powders-. syrups +oral li<uids-.
is to ma*e a&aila'le a range of inno&ati&e. growth is the essence of life. &alue=added and e&idence='ased products.E "OR Our &ision at #orona is to achie&e good health for e&ery indi&idual. in last few years. spirited. dedication and commitment is to pro&ide and ensure a 'etter <uality of life for all. #orona@s mission as an ethical. society and the nation as a whole 'y 'ecoming one of the top pharmaceutical companies in the world. 1rowth Story !t #orona. Our only desire 'ehind all this hard wor*. we are 'ac*ed 'y a dedicated team of o&er 11>2 professionals to whom we owe this phenomenal success. transparent. /ision ? ission 1O$"1 3E:O"0 T. !s a result. processes and products towards the 'etterment of humanity. Today #orona is poised to go 'eyond geographical 'arriers and 'ecome a true glo'al leader. and &i'rant organization with a progressi&e outloo*. we ha&e seen meteoric growth that has mar*ed our presence among the top 8A emerging pharmaceutical companies in $ndia.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. Institute of Management and Technology-Kashipur B . Today. 6e 'elie&e in the holistic growth of our people.
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 .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 . !nti=emetic ulti&itamin= minerals $ron supple.
pain *illers. #ompany Profile 3usiness Type :ear Esta'lished Products E.R RO!0.porting. paracetamol ta'lets. manufacturing and supplying of capsules. pharma products. cold.=B7. ".utor ? &upplier 9 )AA8 #apsules. $ndia G1=8G7B=)11217 r. anufacturing and Supplying #ontact $nformation Company Name Address Phone No Contact Person Mo.ttara*hand..porting. Sura( !rora +0irectorIG1GCGB>7C>)) E>porter ? Manufacturer ? !holesaler?#istri. distri'uting.. i'uprofen ta'lets 9 Related products?ser@ices from other companies Related Products Institute of Management and Technology-Kashipur 1) . 0istri'uting. enzymatic syrups . li<uids. F!SP. enzymatic syrups. li<uids.s Products e. . pharma products.!'out .ile Corona Pharmaceuticals P@t% "td% H. $%E STO"E. Hashipur = )77B12. cough syrups. analgesics. B H . pain *illers. 9 analgesics. 7A).!SR! "O.
033/ .ime Ta'lets !rizyme Triocid #efpodo.SP #iproflo..acin and Ta'lets .ime Ta'lets !rizyme /incal 3rill 0 R #ough Syrup E.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.acillin Sodium #apsules .acilin Sodium #asules .comJSeller=12A7)A1=#orona=Pharmaceuticals=P&t=%td=J P"ANT #ETAI"& * .iological B 5?2A ?&C B P 033/ 0A PR #2CTI N PER #A.* Institute of Management and Technology-Kashipur 12 .A "ICEN&E N % aA .tradeindia.tracla& Efstat=18A E.Triocid #efpodo.acin Ta'lets 3P http9JJwww.SP #lo.tracla& #apsule Hetoconazole #iproflo.A Non.iological B 5 ?2A .
3C333 &H% feet &TAFF* !"!1$"1 0$RE#TOR 0$RE#TOR athur 9 9 0r Satanshu r Sudanshu athur rs 3a&ita 0i.3C33C333 D 4 shift E 43C33C333% Capsule * 0C33C333 D 4 shift E /C33C333% &yrup * 7C333 D 4 shift E 05C333% 4A E:P RT * .angloreC $haFia.Ta.lets * .anaras C (umaun and $arh'al region% 5A "AN# ACG2IRE# * +alf Acre% AREA * .it Institute of Management and Technology-Kashipur 17 .adC "uc(no' C .
!nalytical 0eptt. !ccount 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 .uman Resource 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 . athur Operator 0eptt. Production 0eptt.
pro&idedK Institute of Management and Technology-Kashipur 1> . he may 'e considered for promotion.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.E #O P!":9 PR M TI N&* $f an employee has shown the a'ilities.
is current (o' content has increased.e is doing (o' of a higher le&el. . from the company. . TRAN&P RT FACI"IT-* The company employees are staying in the city which is a'out B *m. The employees (oining 'etween 1st Fuly to 2Ath (une are gi&en their first increment from ne.is performance is good or 'etter and he meets the Re<uirements of higher position.t 1st Fuly.t increment is gi&en from Fuly on prorate 'asis. There are &acant positions in the organizations. The amount of increment depends on the performance of indi&idual in his gradeJcategory and department.• • . • • 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. !lthough it is e.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 .
Tea and Snac*s are sold at specified time and points in plant through the persons. 2AJ= per month. snac*s.e. to the employees at su'sidized rates. 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. employees are ser&ed lunch in canteen during A19AA to A)9AA pm and dinner during Gpm to 1Apm. CANTEEN* The company has made a pro&ision of canteen for pro&iding tea. %unch and 0inner is ser&ed at wor* place to shift employees. +EA"T+* .are 'eing pro&ided uniforms i. 3oo*ing of lunch ? 0inner is re<uired to 'e done 'y 1A92A am and B9AA pm respecti&ely.arrangement of 'uses from Hashipur and &ice=&ersa in L#@ shift and other shifts at the nominal changes which are Rs. E&en appointment of employee is su'(ect to his 'eing found and Institute of Management and Technology-Kashipur 1C . meal etc. $n 1eneral shift. The employees who are doing field (o' are also pro&ided rain coats and gum 'oots once in fi&e year.ealth is &ery important not only for employee 'ut for company as well. 2NIF RM* The employee up to %e&el=8+6or*ers.
Employees are e. maintain a good health.remaining medically fit. edical chec* up is 'eing carried out 'y company@s doctor.pected to ta*e all pre&enti&e steps to PROFE#T O/ER/$E6 $"TRO0.#T$O" PERFOR !"#E !!PPR!$S!% Institute of Management and Technology-Kashipur 1G .
This chapter is de&oted to a detailed discussion of the nature and process of conducting PERFOR !"#E !PPR!$S!%. health. Potentials of the employee for future performance must also 'e assessed. !ssessment should not 'e confined to past performance alone. 3ut not an easy one though.!n Organisation@s goals can 'e achie&ed only when people put in their 'est efforts. and the li*e. (udgement. dependa'ility. <uality and <uantity of output.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 . . co=operation. 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 . initiati&e. super&ision. &ersatility. E!"$"1 and 0EF$"$T$O" $n simple terms.R . leadership a'ilities. the performance 'eing measured against such factors as (o' *nowledge. Performance !ppraisal may 'e understood as the assessment of an indi&idual@s performance in a systematic way. 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.
Fo' analysis sets out re<uirements. the concept of management and in an informal sense. which in turn form the 'asis for PERFOR !"#E !PPR!$S!%. which are translated into performance standards.and how the employee can perform more effecti&ely in the future so that the employee organisation and society all 'enefit. T+E &I: CRITERIA F R A&&E&&IN$ PERF RMANCE ARE* Institute of Management and Technology-Kashipur )1 . Either way 'eha&iour affects (o' results. "or Performance !ppraisal is done in isolation. Employee@s performance re&iew. performance e&aluation. The other terms used for Performance !ppraisal are9 Performance Rating.merit rating. employee e&aluation and +perhaps the oldest of the terms used.eha@iour as part of the assessment* 3eha&iour can 'e acti&e or passi&e= do something or do nothing. personnel appraisal. The second definition includes employeeIs . Employee !ssessment. employee assessment is as old as. $n a formal sense. it is pro'a'ly as old as man*ind.
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.
. 8.Set time for any follow=up meetings.Start with something positi&e. To Relate theoritical aspects with the practical e. encouraging note.periences in the corporate world. 2. >anage eye contact and 'ody language. 1A. set at ease.6elcome.1ECTI)E& F T+E &T2#-* 1. 7.End in a positi&e. B. C. G.Set mutually agreea'le goals for impro&ement.Encourage su'ordinate participation.!s* open=ended <uestions to encourage discussion. Institute of Management and Technology-Kashipur )2 .)- inimize interruptions.
To get familiar with the 6or*ing En&ironment.T$#!%S P/T %T0.). >. To *now the Performance !ppraisal Procedure of the #ompany. 2. $t is the systematic e&aluation of the indi&idual with respect to his performance for de&elopment. To *now the need of performance !ppraisal. To see the !pplication of Theoritical aspects in the #orporate 6orld. 8. To find out what methods of Performance !ppraisal is used in #ORO"! P. 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 . 7.!R !#E. B. To o'ser&e how actually the wor* is 'eing performed in the #orporate 6orld.
.pressions that descri'e 4the le&el of effecti&eness used to perform a (o' e. selection. • Pro&ide feed'ac* to employee with anon impro&ing future performance. !ppraisal 4is a method for measuring and assessing performance of people on a specific time5.!hat is Performance AppraisalJ Performance is an e.actly as closely as descri'ed5.g.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. training-.
#ompany considers its . • 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. • To pro&ide an opportunity to the employee for introspection. $n line with this #ORO"! P.uman Resource as the most &alua'le resource for its growth.!R !#E. is committed to pro&ide opportunities to its employees for their personal de&elopment. • 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. • To identify the de&elopment needs of each employee. Performance appraisal see*s to achie&e the following9 Institute of Management and Technology-Kashipur )> . • To ser&e as mechanisms for impro&ing communication 'etween the superior and his su'ordinates. self e&aluation and goal setting so that he remains on the path of de&elopment.T$#!%S P/T %T0.• To ena'le each employee to understand his role 'etter and 'ecome more effecti&e on the (o'.
7. To assess employee@s performance 'ased on personal !ttri'utes .1. To assess the strengths. (o' performed targets achie&edJspecific achie&ement. Performance 'ased reward in terms of increment and Promotion etc. wea*nesses and potential of the Employee. ). 2. 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 .
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.t MET+ # F APPRAI&A"* )C Institute of Management and Technology-Kashipur .!ppraisal period is from !pril to arch. E&ery employee is appraised at the end of the appraisal period.
Annual Confidential Report K M #ERN MET+ # . $raphic Rating &cales * Institute of Management and Technology-Kashipur )G .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.ution Method .Paired Comparison Method .eha@iour Rating &cales .Ran(ing Method .Critical Method .Management .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 ..Essay Appraisal .Mecti@es .Forced #istri.y TRA#ITI NA" MET+ #& 1.
nder this method. 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. $n this method.t lowest and so on until he rates all the employees in that group. 2. This method is also *nown as liner rating scale or simple rating scale. Then the rater selects the ne. 5% Forced #istri.1raphic rating scales compare indi&idual performance to an a'solute standard. 4% Paired Comparison Method * . This is the oldest and widely used techni<ue. 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.ution Method * Institute of Management and Technology-Kashipur 2A . (udgments a'out performance are recorded on a scale.nder this method.t highest and ne. Ran(ing Method * . the employee are ran*ed from 'est to worst on some characteristics. the appraiser ran*s the employees 'y comparing one employee with all other employees in the group.
. 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.. 8% Essay of Free From Appraisal * 21 Institute of Management and Technology-Kashipur .Forced distri'ution method is de&eloped to pre&ent the raters form rating too high or too low. weighted chec*list and forced chec*list choice method. There are three types of chec*list methods. &iz.in a specially designed note 'oo*.nder this method. /% Critical Method * .nder this method. simple chec*list. 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. The super&isor rates the performance of his su'ordinates on the 'asis of the notes ta*en 'y him. 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.
rather then specific (o' dimensions. The super&isor does not allow the employee to *now the report and his performance. M #ERN MET+ # Institute of Management and Technology-Kashipur 2) .The method re<uires the manager to write essay descri'ing each employee@s performance during the rating period.nder this method. This format emphasis e&aluation of o&erall performance 'ased on the strengthJwea*ness of the employees@@ 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. . (udgements and institutions.
The method employees indi&idual who are familiar with a particular (o' to identify its ma(or components.Mecti@es * The concept of management 'y o'(ecti&es was ad&anced 'y Peter F.. . 0% Management . They then ran* and &alidate specifics 'eha&iors for each if the components.sing 3RS.eha@iourally Rating &cales N. 1enerally.&RA * The 3eha&iorally Rating Scales +3SR.method com'ines elements of the traditional rating scale and critical incidents methods.% . 0run*er way 'ac* in 1G87.y . • 0uring the appraisal periods the su'ordinates update and alter goals as necessary due to changes in the 'usiness en&ironment. (o' 'eha&iors from critical incidents= effecti&e and ineffecti&e 'eha&iors are descri'ed more o'(ecti&ely. 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. Institute of Management and Technology-Kashipur 22 3O process is .
peers. • Reinforcement of other change management efforts and organisation directed inter&entions.4/3 #E$REE APPRAI&A"& * 2>A 0egree !ppraisal is 'asically ulti=Rater !ppraisal and Feed'ac* System.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. $n this system a candidate is assessed periodically normal once a year 'ut some times e&en half yearly. • 0ata generation to ser&es as a more o'(ecti&es for rewards and other personal decisions. internal customer and e. Institute of Management and Technology-Kashipur 27 . where an indi&idual is assessed 'y a num'er of assesses including superior. .Mecti@es of 4/3 #egree Feed. • $dentification of de&elopment needs and preparing de&elopment plans more o'(ecti&ely. su'ordinates.ternal customers.
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 ..
Institute of Management and Technology-Kashipur 2> . • $t has the potential of pointing out the super&isory 'iases in the traditional appraisal system. performance de&elopments etc.Ad@antages of 4/3 #egree Feed. reward managements. • $t pro&ides normally more accepta'le feed'ac* to employees.ac( * • $t is more o'(ecti&e then a one person assessment of traits and <ualities. • $t can ser&e all the purpose ser&ed 'y the traditional appraisal system li*e identifying the de&elopments needs. • $t helps focus or internal customer satisfaction. • $t is a good tools for enhancing customer ser&ices and <uality inputs and ser&ices to internal customers@ . • $t adds o'(ecti&ity and supplements the traditional appraisal system.
Employee is also suggested area of consolidation and impro&ement. Institute of Management and Technology-Kashipur 2B . 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. styles and ideas and enhances the accepta'ility of the indi&idual. APPRAI&A" FEE#. 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. Employee is also suggested area of consolidation and impro&ement.• $t pro&ides scope for the candidate to get multiple inputs to impro&e his role performance.
Research refer to the systematic method consisting of enunciating the pro'lem formulating hypothesis.RE&EARC+ MET+ # " $$t is a careful in&estigation or in<uires especially few searches for new area in any part of *nowledge. 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. concepts or sym'ols for the purpose of generalizing to e. Research is the manipulation of than*s.tend. 4! careful $n&estigation or in<uiry specially through search for new facts in any 'ranch of *nowledge5 Institute of Management and Technology-Kashipur 2C . correct or &erify Hnowledge whether that *nowledge adds construction of theory or in the purchases of an art. The ad&anced learner@s 0ictionary of current English lays down the meaning of research as.
Institute of Management and Technology-Kashipur 2G . 4Research is a systematized !ccording to #%$FFOR0 6OO0:. 4Research comprises defining and redefining pro'lems.R research is the in&estigation and analysis of personnel and human 'eha&iour with the &iew to set the guidelines for the future. 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#-* . This research is mainly concerned with the study of human 'eha&iour ? prepares guidelines for their future guidance. Personnel or . formulating hypothesis or suggested solutionsK collecting.!ccording to RE0 !" and effort to gain new *nowledge5 OR:.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.
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. . Institute of Management and Technology-Kashipur 7A . • 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 to ratify the present philosophy and principles of the personnel 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 71 . $t is well said that 4a pro'lem well defined is half sol&ed5.RE&EARC+ PR CE&& 0ifferent steps are to 'e followed in the research process and they are e. P/T %T0.ere the pro'lem is 4to analyze the attitudes of the employees regarding the &arious 'enefits pro&ided to them 'y #ORO"! P. ."EM & ")IN$* This is the 'asic step in the research process. • RE&EARC+ #E&I$N* Once the pro'lem is defined the ne.5.plained as 'elow9 • PR .!R !.t step is the research design.
• &"E &IOE* Institute of Management and Technology-Kashipur 7) . • &"IN$ #E&I$N* The sampling design used in this pro(ect is D. as the sample of employees for the sur&ey were selected from the organization from different <uotas as some managers were inter&ened. • P P2"ATI N* The total elements of the uni&erse from which the sample is to 'e selected to 'e studied is *nown as population.T$#!%S P/T %T0. 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. 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.ecuti&es and few operators. some e.Research design is the 'asic frame wor* which pro&ides guidelines for the rest of the research process. S! P%$"1.OT!. The population of my research is the employees of #ORO"! P.!R !#E.
attitude. another one is inter&iew.perimentation • Sur&ey • 0irect inter&iew method $ ha&e selected sur&ey method of data collection. This is one of the common and widely used methods for primary data collection. $ Institute of Management and Technology-Kashipur 72 .The sample sizes for my pro(ect are )A employees wor*ing in the organization. 6e can gather wide range of &alua'le information a'out the 'eha&ior of the employee@s &iz. $n sur&ey method most commonly used is the <uestionnaire. • O'ser&ation • E. • #ATA C ""ECTI N* Following are the sources of the collection of data. Duestionnaire yields the most satisfactory results. • Primary sources • Secondary sources • #ATA C ""ECTI N MET+ #&* There are three main methods of data collection. moti&e and options etc.
T:PES OF RESE!R#.0escripti&e Research.owe&er since research process in&ol&es the collection of data and facts 'uilding up and analysis of data then chec*ing the data and data remar*s it is o'&ious that a study ta*es a considera'le time for completion. C. 7. Institute of Management and Technology-Kashipur 77 . >. ).!nalytical Research.Dualitati&e Research. B. .ha&e also used <uestionnaire to find out the employees attitude with respect to the &arious 'enefits pro&ided to them.R research studies the employee@s attitudes and 'eha&ior so there is no guarantee that these will not change in time.!pplied Research..Fundamental Research.#onceptual Research. 2. 3ut the <uestionnaire was not shown directly to the employees 'ut direct inter&iews were carried out to (udge their &iew point.Empirical Research.9 Research is of following types9 1. 8.Duantitati&e Research.
O6 TO #O P%ETE PERFOR !"#E !PPR!$S!% FOR 9 Performance !ppraisal form pro&ides the 'asis for the performance re&iew. Institute of Management and Technology-Kashipur 78 . 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.G. $t also facilitates &arious other . !ll the instructions and guidelines on the appraisal form should 'e read and followed carefully. performance appraisal form should 'e filled with utmost care and o'(ecti&ity.%ongitudinal Research. Tergets. Therefore. Responsi'ilities.R decisions and career de&elopment plans and decisions of the employees. FIN#IN$& . Pro&iding the feed'ac* to the employees and the final rating of the employee. and Standards of the employee.
1.0 3/ P of Response /3 43 30 .Duantify the Ratings.3e prepared with all the details of the Performance.nam'iguous description of the employee performance should 'e gi&en in terms of a&erage. 7.The focus should 'e on the employee@s 'eha&iour throughout the year and not (ust his recent performance. 2. the Standards. ANA"-&I& = INTERPRETATI N& Duestion 1 . to ensure easy compara'ility.#lear and .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 . a'o&e a&erage. where&er possi'le. ). Fo' description and the past appraisals of the employee.cellent performance. good and e.3 Institute of Management and Technology-Kashipur 7> .
Performance Appraisal strengthen the relationship .60 50 40 30 20 10 0 Ag ree Ag ree to S ome E xtent D! " g ree Interpretation B From the graph.3 36 P of Response 63 06 36 06 Institute of Management and Technology-Kashipur 7B .-ordinates% Response Agree Agree to &ome E>tent #isagree No% of Response .et'een super@isor and su. Guestion 0 . it is clear that Performance !ppraisal meets its O'(ecti&e of assessment for (o' promotion and de&elopment of employees.
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. 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 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.tent. 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. The responses show that employees are agree to e.4 35 34 P of Response /6 03 . Guestion 5 Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely% Response Agree Agree to &ome E>tent #isagree No% of Response .6 Institute of Management and Technology-Kashipur 7G .
it suggests that the su'(ecti&e as well as the o'(ecti&e 'oth the factors are ta*en into consideration. P of Response 63 36 39 56 8A Institute of Management and Technology-Kashipur .ere. almost all the employees are agree that performance monitors most <uantitati&ely ? <ualitati&ely. 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. Guestion 6 B !age remuneration should made on . .asis of Performance Appraisal% Response Agree Agree to &ome E>tent #isagree No% of Response .#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.3 3.
Guestion / .Rather than e@aluation .3 3/ 43 81 Institute of Management and Technology-Kashipur . 8AE employees agreed upon this while 78E employees disagreed upon that wage decision should 'e made on 'asis of Performance !ppraisal.y controlling officerC it should .0 30 P of Response /3 .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.e 4/3 #egree Appraisal &ystem% 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.3 8) Institute of Management and Technology-Kashipur .5 35 P of Response 83 03 30 .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. 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 .
# 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.5 3/ P of Response 83 43 82 Institute of Management and Technology-Kashipur . 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 .
of respondents feels that P!S should 'e there in #ORO"! P.3* +o' is Performance assessedJ a.#0 60 50 40 30 20 10 0 Y e! %o Interpretation B ! large no. Guestion 9* !hat is the meaning of the term Re'ardJ a.Promotion= 1A c.3oth= 8 Guestion .Past Oriented= 1) Institute of Management and Technology-Kashipur 87 .$ncrement in salary= 8 '.!R !#E.T$#!%S P/T %T0.
0epartment and selection .0* #o you (no' a."o= A> PR . Institute of Management and Technology-Kashipur 88 .ac( of Employee PerformanceJ a.out Pro@ident fund PolicyJ a.'.hausti&e and detailed study ? thus the &ast *nowledge could not 'e included in the Pro(ect Report."EM&?"IMITATI N& 1%imitation of time could not allow an e.3oth= 8 Guestion .. )Other commitments of course would not allow all the attentions and time de&otion for the same.:es= 17 '.Future Oriented=2 c.$mmediate Super&isor= AB Guestion .ead= 12 '.* !ho gi@es the feed.
&2$$E&TI N& 1)$mplement the process of Performance !ppraisal Program properly and without any 'iasness. #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.27- Pro'lem in collection on $nformation@s relating to Pro(ect Report. Institute of Management and Technology-Kashipur 8> .
C NC"2&I N Performance !ppraisal measures the Dualitati&e and Duantitati&e aspects of (o' performance.perts to perform the PERFOR !"#E !PPR!$S!% procedure. 7- There should 'e a panel of e. and support to the employees in deli&ering a 'etter performance. The Organisational #ulture has to 'e open and transparent.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. !ttaching pay and rewards to performance management Institute of Management and Technology-Kashipur 8B . !n !ppraisal e&aluates not only the employee@s performance.
&I&LIO'RAPHY P. Sultan Chand and Sons. $f the performance is measured through Duantifia'le targets and goals.C. Human Resource Management. M. unhealthy competition and some of the related pro'lems can 'e eliminated.has to 'e handled with care. Dr den Institute of Management and Technology-Kashipur 8C . Personnel Management. Tripathi. Carrell.2000. New Delhi.
&ar 'lau..co.in ANNE:2RE PERF RMANCE APPRIA&A" "! E9 ========== 0ES$1"!T$O"9 ========= Institute of Management and Technology-Kashipur 8G . M C &raw Hill ) S P Rao. Con!uering The Per"ormance #ppraisal$P#% Challenge.www.s. *+cel 'oo. Human resource management. https-.D ( #swathappa. Ph.google.
Performance Appraisal strengthen the relationship .Performance Appraisal is an important tools for Promotion and de@elopment of employees in C R NA P+ARMACE2TICA"& P)T "T#% 1.tent + 2.!1E9 ============ ======= 1E"0ER9 ======== 0EP!RT E"T9 Guestion 1 . !gree to Some E.et'een super@isor and su.!gree + ). 0isagree + - Guestion 0 .ordinates% Institute of Management and Technology-Kashipur >A .
!gree + ). 0isagree + - Guestion 6 B !age remuneration should made on . 0isagree + - Guestion 4 . !gree to Some E.Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#% is transparentC fair and 'ell communicated% 1.!gree + ).!gree + ).tent + 2. 0isagree + - Guestion 5 .Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely% 1. !gree to Some E.tent + 2.asis of Performance Appraisal% Institute of Management and Technology-Kashipur >1 . !gree to Some E.1.tent + 2.
!gree + ).!gree + ). !gree to Some E.tent + 2. 0isagree + - Guestion / . !gree to Some E.tent + 2.Rather than e@aluation . 0isagree + - Guestion 8 .!gree + ).Is there any necessity of Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#%J 1.tent + 2. :es + >) Institute of Management and Technology-Kashipur . !gree to Some E.The present Performance Appraisal &ystem creates moti@ation to impro@e performance% 1. 0isagree + - Guestion 7 .e 4/3 #egree Appraisal &ystem% 1.y controlling officerC it should .1.
c.$ncrement in salary. Institute of Management and Technology-Kashipur >2 .Promotion.out Pro@ident fund PolicyJ a.$mmediate Super&isor. '. '.3oth. Guestion .."o.ead.ac( of Employee PerformanceJ a.Past Oriented.Future Oriented. Guestion .3oth. "o + - Guestion 9* !hat is the meaning of the term Re'ardJ a.* !ho gi@es the feed. '. '.:es.). c.3* +o' is Performance AssessedJ a.0epartment and Selection .0* #o you (no' a. Guestion .
Institute of Management and Technology-Kashipur >7 .