STR Janvi

SUMMER TRAINING REPORT
ON
‘EMPLOYEE PERFORMANCE MANAGEMENT IN PROLINE

COMPANY (INDIA) PVT. LTD.’
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE

DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION

(BANKING & INSURANCE)
(2018-2021)
Submitted to: Submitted by:

Prof. Harish Singh Janvi Kapoor
Deputy Director BBA (B&I)
40514901818
BATCH:2018-21
DEPARTMENT OF BUSINESS ADMINISTRATION
Maharaja Surajmal Institute
AFFILIATED TO GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
RECOGNIZED BY UGC U/S 2(f) NAAC Accredited ‘A’ Grade
C-4, JANAKPURI, NEW DELHI-110058
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Certificate
I, Ms. Janvi Kapoor, Roll No. 40514901818 certify that the Summer Training Report (Paper
Code BBA(B&I)313) entitled “EMPLOYEE PERFORMANCE MANAGEMENT IN
PROLINE COMPANY (INDIA) PVT. LTD.” is done by me and it is an authentic work carried
out by me at Proline Seeds Company (India) Pvt Ltd. The matter embodied in this has not been
submitted earlier for the award of any degree or diploma to the best of my knowledge and belief.
Signature of the Student

Date:
Certified that the Summer Training Report [Paper Code BBA (B&I) 313] entitled
“EMPLOYEE PERFORMANCE MANAGEMENT IN PROLINE COMPANY (INDIA) PVT.
LTD.” done by Ms. Janvi Kapoor, Roll No. 40514901818, is completed under my guidance.
Signature of the Student

Date:
Name of the Guide:
Designation:
Countersigned
Director
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CERTIFICATE
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ACKNOWLEDGEMENT
I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organisations. I would like to extend my sincere
thanks to all of them.
I would like to take the opportunity to thank and express my deep sense of gratitude to my
faculty mentor Prof. Harish Singh. I am greatly indebted that he provides his valuable
guidance at all stages of the study, his advice, constructive suggestion, positive and supportive
attitude and continuous encouragement, without which it would have not been possible to
complete the project.
I would also like to thank Mr. Prince Arora (General Manager), for providing me with this
opportunity to work with the esteemed organization Proline Seeds and I would also like to thank
Mr. Sanjay Nagpal (Human Resource Manager) for guiding me throughout the course of this
project.
I owe my wholehearted thanks and appreciate to the entire team of Proline Seeds for their
cooperation and assistance during the course of the summer training project.
I would like to express my gratitude towards my parents & member of MAHARAJA

SURAJMAL INSTITUTE for their kind co-operation and encouragement which help me in
completion of this project.
I hope that I can build upon the experience and knowledge that I have gained and make
valuable contribution toward the industry in the coming future.
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CONTENT
S No Topic Page No
1 Title Page
2 Certificate (s) -
3 Acknowledgements -
4 Table of Content
5 Chapter-1: Introduction 06
6 Chapter-2: Profile of the Firm/Company 22
7 Chapter-3: Analysis and Interpretation 34
8 Chapter-4: Conclusion 75
9 References/Bibliography 79
10 Appendices 80
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CHAPTER-1
INTRODUCTION
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INTRODUCTION
PROLINE seeds are engaged in seed production of different crops seed. Production of
genetically pure and good quality pedigree seed is an exacting task. It requires high technical
skills and comparatively heavy financial investment. At PROLINE, during seed production
strict attention is given to the maintenance of genetic purity and other qualities of seeds in
order to pass on maximum benefits to farmers by introduction of new superior crop plant
varieties. Seed production activities at PROLINE are carried out under standardized and well-
organized conditions assisted by SAP.
1.1. Performance Evaluation System:
The concept of measuring performance or managing performance within organizations is to

strategize how firms can get the utmost benefits from their employees. The approach to
measuring performance can be classified as a three-step approach that composed by objectives,
appraisal and feedback. The first step is the setting of performance objectives that are
quantifiable, easy to measure and simple to communicate throughout the organization. After
that, the process of performance appraisal should take place. Finally the feedback is measured.
The management of performance includes design of work systems, facilitation of knowledge

utilization, sharing and creation, and appraisal and reward systems.
For measuring employee performance at the end of each project, the management of MBDL
discusses among themselves about each employee and gives their comment in employee
performance evaluation form. After that it is recorded in the employees’ personal file. For
performance evaluation MBDL consider the following factors:
• QUALITY OF WORK: Consider accuracy, thoroughness, effectiveness.

• FLEXIBILITY: Consider performance under pressure and handling of multiple
assignments.
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• INITIATIVE: Consider the extent to which the employees sets own constructive work
practice and recommends and creates own procedures.
• DEPENDABILITY: Consider the extent to which the employee completes
assignments on time and carries out instructions.
• INTERPERSONAL RELATIONS: Consider the extent to which the employee is
cooperative, considerate, and tactful in dealing with supervisors, subordinates, peers and
others.
• SAFETY COMPLIANCE: The degree to which the employee complies with or
oversees the compliance with the organization safety rules.
A Performance Management System enables a business to sustain profitability and performance

by linking the employee’s pay to competency and contribution. It provides opportunities for
concerted personal development and career growth. It brings all the employees under a single
strategic umbrella. Most importantly, it gives supervisors and subordinates an equal opportunity
to express themselves under structured conditions. Managing this process effectively isn't easy.
It calls for a high level of co-ordination, channeled information flow, and timely review.
Whether employees are at a single place, or spread across multiple locations, the use of
technology can help simplify the complete process for more effective information management.
Performance management could be defined as it begins when the job is defined and ends when
an employee leaves the company.
1.1.1. Principles of Performance Management: -
The principles of performance management have been well summarized by IRS (1996) as
follows: -
• It translates corporate goals into individuals, teams, department and divisional goals.
• It helps to clarify corporate goals.
• It is a continuous and evolutionary process, in which performance improves over time.
• It relies on consensus and cooperation rather than control on coercion.
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• It encourages self-management of individual performance.
• It requires a management style that is open and honest and encourages to two-way
communication between superiors and subordinates.
• It requires continuous feedback.
• Feedback loops enable the experience and knowledge and gained on the job by
individuals to modify corporate objectives.
• It measures and assesses all performance against jointly agreed goals.
• It should apply to all staff, and it is not primarily concerned with linking performance
to financial reward.
1.1.2. Benefits of Performance Management: -
The benefits to the organisation, managers and individuals of well- conceived and well-run
performance management processes are summarised below:
1.1.2.1. For the Organisation:

o Align corporate, individual and team objectives.
o Improve performance.
o Motivate employees.
o Increase commitment.
o Underpin core values.
o Improve training and development process.
o Help to develop a learning organisation
o Enlarge the skill base.
o Provide for continuous improvement and development.
o Provide the basis for career-planning.
o Help to retain skilled employees.
o Support total quality and customer service initiatives.
o Support culture- change programmes.
1.1.2.2. For Managers:

o Provide the basis for clarifying performance and behaviour expectations.
o Afford a framework for reviewing performance and competence levels.
o Improve team and individual performance.
o Support leadership, motivating and teambuilding processes.
o Provide the basis for helping underperformers.
o May be used to develop or coach individuals.
o Offer the opportunity to spend structured ‘quality’ time with teams and team members.
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o Provide the basis for providing non-financial rewards to staff. For Individuals :
o Greater clarity of roles and objectives.
o Encouragement and support to perform well.
o The provision of guidance and help in developing abilities and performance.
o Opportunities to spend ‘quality time’ with their managers.
o Opportunities to contribute to the formulation of objectives and plans and to
improvements in the way work is managed and carried out.
o An objective and fair basis for assessing performance.
1.1.3. Factors affecting Performance: -
Performance is affected by a number of factors, all of which should be taken into account. These
comprise: -
➢ Personal factors- the individual’s skill, competence, motivation and commitment.
➢ Leadership factors- the quality of encouragement, guidance and support provided by
managers and team leaders.
➢ Team factors- the quality of support provided by colleagues.
➢ Systems factors- the system of work and facilities provided by the organisation.
➢ Contextual factors- internal and external environmental pressures and changes.
1.1.4. Disadvantages/ Dangers of poorly implemented PM Systems:
(1) Increased turnover: If the process is not seen as fair, employees may become upset and
leave the organization. They can leave physically or with draw psychologically.
(2) Use of misleading information: If a standardized system is not in place, there are
multiple opportunities for fabricating information about an employee’s performance.
(3) Lowered self-esteem: Self-esteem may be lowered if feedback is provided in an
inappropriate and inaccurate way. This in turn can create employee resentment.
(4) Wasted time and money: Performance management systems cost money and quite a bit
of time. These resources are wasted when systems are poorly designed and implemented.
(5) Damaged relationships: As a consequence of a deficit system, the relationship among
the individuals involved may be damaged, often permanently.
(6) Decreased motivation to perform: Motivation may be lowered for many reasons
including the feeling that superior performance is not translated into meaningful tangible or
intangible rewards.
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(7) Employee burnout & job dissatisfaction: When the performance assessment instrument
is not seen as valid and the system is not perceived as fair, employees are likely to feel increased
levels of job burnout & job dissatisfaction.
(8) Increased risk of litigation: Expensive lawsuits may be filed by individuals who feel
they have been appraised unfairly.
1.1.5. Characteristics of an Ideal PM System:
(1) Strategic congruence: The system should be congruent with the unit and organisation’s
strategy. In other words, individual goals must be aligned with unit and organizational goals.
(2) Thoroughness: The system should be thorough regarding four elements : all employees
should be evaluated, all major job responsibilities should be evaluated, the evaluation should
include performance spanning the entire review period, not just the few weeks or months before
the review and feedback should be given on positive performance aspects as well as those that
are in need of improvement.
(3) Practicality: Systems that are too expensive, time consuming and convoluted will
obviously not be effective. Good, easy-to- use systems are available for managers to help them
make decisions.
(4) Specificity: A good system should be specific: it should provide detailed and concrete
guidance to employees about what is expected of them a how they can meet these expectations.
(5) Identification of effective & ineffective performance: The performance management
system should provide information that allows for the identification of effective and in effective
performance.
(6) Reliability: A good system should include measures of performance that are consistent
and free of error. For example, if two supervisors provided ratings of the same employee and
performance dimensions, rating should be similar.
(7) Validity: The measures of performance should also be valid. In this context, validity
refers to the fact that the measures include all relevant performance facets and do not include
irrelevant performance facets.
1.1.6. Tips for Successful Performance Review:
▪ Frequent Conversations Prepare Managers and Employees for the Annual Review.
▪ Keep Job/Position Descriptions Up-to-Date.
▪ Document the Conversations.
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▪ Create a Reciprocal Process.
▪ Start with a Self-Appraisal.
1.2. OBJECTIVES OF THE STUDY
• To study employee performance management in the organization.
• To know about the human resources practices in the firm.
• To identify the factors that motivates the employees.
• To measure employee job satisfaction.
• To analyse the problems and suggested solutions occurring due to inefficiency of the
employees.
1.3. REVIEW OF LITERATURE
Meaning of Literature Review

• Provides an overview and a critical evaluation of a body of literature relating to a
research topic or a research problem.
• Analyzes a body of literature in order to classify it by themes or categories, rather
than simply discussing individual works one after another.
• Presents the research and ideas of the field rather than each individual work or author
by itself.
A literature review often forms part of a larger research project, such as within a thesis
(or major research paper), or it may be an independent written work, such as a
synthesis paper.
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Abstract
The concept of review is to revisit the previous work done on a subject to enhance learning
and give a deeper insight to the researcher on the current study. The review of literature not
only presents the facts but also leads into various issues and future work which can be done to
enhance the subject of research.
• Study by DDI (1997), Performance Management Practices is the most recent

performance management study. It proves that successful organizations realize that
performance management is a critical business tool in translating strategy into results. The
CEOs in the majority of the 88 Organizations surveyed say their performance management
system drives the key factors associated with both business and cultural strategies.
Performance management systems directly influence five critical organizational outcomes:
Financial performance, productivity, product or service quality, customer satisfaction &
employee job satisfaction. When performance management systems are flexible & linked to
strategic goals, organization are more likely to see improvement in the five critical areas: team
objectives, non- manager training, appraiser accountability & links to quality management are
the specific practices most strongly associated with positive outcomes.
• Robert & Angelo (2001), The success or failure of public sector business
organizations depends on the ability to attract, develop, retain, empower & reward a diverse
array of appropriately skilled people and is the key to improving organizational performance.
The explanation therefore is that human resource managers in the public sector business
concerns should embark on periodic performance management reviews of their employees in
order to re-position their business organizations though owned by government for better
performance & improved competitiveness.
• Study by Wm. Schiemann & Associates (1996), this national survey of cross-section
of executives concluded that measurement-managed companies- especially those that measure
employee performance- outperform those that downplay measurement.
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• Study by Hewitt Associates (1994), The impact of performance management on
organizational success substantiates that performance management system can have a
significant impact on financial performance and productivity. The study used the Boston
Consulting Group/HOLT financial database to track the financial performance of 437
publically held U.S. companies from 1990 through 1992.The study results showed that:
Companies with performance programs have higher profits, better cash flows, stronger stock
market performance and a greater stock value than companies without performance
management. Productivity in firms without performance management is significantly below
the industry average, while productivity in firms with performance management is on par with
the industry average. Companies with performance management significantly improved their
financial performance and productivity after implementing performance management.
• Williams (2002) identifies globalization, increased competition and the increasingly

individualistic rather than collective employee relationship as some of the major drivers
contributing to the increased visibility of performance management systems (PMS). Faced
with fast moving and competitive environments, companies are constantly searching for
unique ways in which to differentiate themselves from their competition and are increasingly
looking to their “human resources” to provide this differentiation. This has led to much
interest in the performance of employees, or more importantly, how to get the most out of
employees in order to sustain competitive success.
• Sharmistha Bhattacharjee and Santoshi Sengupta (2011) studied that employees are
the most valuable and dynamic assets of an organization. For achieving the strategic objective
of sustained & speedy growth, managing human resource has been featured as a vital
requirement in all organizations. It is a challenge to monitor the entire cycle of defining the
competence requirement of the business, accessing existing competence in the organization
and bridging the gap between the two. HR practices are crucial for any organization. Every
phase from recruitment to exit interview is under the HR department. It is a challenge to
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monitor the entire cycle of defining the competence requirement of the business, accessing
existing competence in the organization and bridging the gap between the two. In a
manufacturing industry, with every technical advancement business opportunity can show up.
These opportunities can be converted into business success only with performance alignment
and competence management.
• The paper of Akua Asantewaa Aforo and Kodjo Asafo-Adjei Antwi (2012) shows that
academic libraries have a performance appraisal system comprising setting of goals, feedback,
participation and incentives for performance. This study aimed at evaluating the performance
appraisal system in the KNUST and GIMPA libraries in Ghana and give recommendations on
improving the system. Questionnaires were randomly administered to 46 staff members of
these libraries.
• The aim of this study of Akinyele S. T. (2010) was to evaluate the effectiveness of
performance appraisal system at private universities in Nigeria. The focus of the study was on
the administrative staff of Crawford University. The study evaluated the purpose of
performance appraisal in private universities and identifies relevant factors for achieving an
effective performance appraisal. A cross- sectional survey was selected for this study because
it was easy to undertake compared to longitudinal survey and the results from the same can be
inferred to the larger population. The study population was for all the administrative staff of
Crawford University. The whole populations of staff were selected as respondents. A
structured questionnaire was used to collect the data for analysis. The effectiveness of
performance appraisal systems in private universities are only based on training the members
of staff involved in the rating/ appraising process and are multi- rating systems. Conclusively
because the performance appraisal systems used in private universities are not effective and
that they exist just as a matter of formalities, the private universities cannot measure members
of staff performance, hence making it difficult to achieve the intended human resource
management objective.
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• The paper of Jawaria Andleeb Qureshi, Asad Shahjehan, Zia-ur-Rehman and Bilal
Afsar (2010) notifies that many organizations install Performance Management Systems
(PMS) formally and informally in their organizations, with the motivation to achieve better
organizational results. In practice, organizations have difficulty in implementing a
performance management system because its different dimensions are not taken into
considerations enough. This article describes the findings of a comparative analyses
conducted between a standard performance management model and performance management
systems as applied by Local Development Organization (LDO). Data was collected from 50
employees of the organization with a Cronbach Alpha (0.935). Results identified barriers to
implementation of effective PMS, also recommendations and viable solutions are presented.
• Research of Leena Toppo, Twinkle Prusty (2012) informs that performance appraisal
and performance management were one of the emerging issues since last decade. Many
organizations have shifted from employee’s performance appraisal system to employee’s
performance management system. This paper has focused to study the evolution of
employee’s performance appraisal system, critics the system suffered and how the
performance management system came to the practice. The main purpose of this paper is to
differentiate these two systems, employee’s performance appraisal and management system.
This paper uses a review of the literature to evaluate the development of appraisal system and
argues the critic areas of appraisal system. Performance management eliminates the
shortcomings of performance appraisal system to some extent.
• Timmons (1992) had opined that competitiveness is a major issue in foreign

competition, and if a country’s export promotion drive is to yield the desired results,
competitiveness in particular must be optimized. He further posited that the declining
productivity in business organizations which leads to un-competitiveness is a major cause of
monetary problems and inflation, and governments obviously should be interested in the level
of competitiveness arising from productivity improvement.
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• Although the use of goal setting is primarily used to improve performance, there are
other benefits such as: to clarify expectations, to improve job satisfaction, to enhance self-
esteem through attainment of goals and to improve quality of work (Locke and Latham 1984).
Appraisal provides the mechanism to provide effective feedback on achievement of which is
an important factor in improving performance (Williams 2002).
• Fletcher (2004) describes it as a “high risk activity” for managers, given the many
pitfalls associated with it and Newton and Findlay (1996) highlight the fallibility of appraisals
as they are open to manager manipulation. Despite the criticisms, the use of performance
appraisal is widespread and perceived to be an effective part of a performance management
system (CIPD 2005a).
• Many organizations have looked to improve performance by linking it to pay;

performance related pay (PRP) can take many different forms (Williams 2002) and the type of
reward and how it is linked to performance management varies by organization (IDS 2003).
There are many differing views on the effectiveness of PRP (Williams 2002) and whether or
not it contributes to improved performance. It has been argued that PRP is a process of
control, rather than contributing to real development (Hendry et al 2000).
• A study conducted by McDonald and Shield of Hewitt Associates found that

companies that used performance management programs had greater profits, better cash flow,
stronger stock market performance and greater stock value than companies that did not. Not
only performance management improved financial performance, but it also improved
productivity; companies with such programs had higher sales per employees (Rheem, 1995).
Nonetheless, performance management has been mistaken as performance evaluation. As a
matter of fact, both performance management and performance evaluation are related but they
are not exactly the same concept. Performance management is a systematic process for
improving organizational performance by developing the performance of individuals and
teams.
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1.4. RESEARCH METHODOLOGY
Research is an original contribution to the existing stock of knowledge making for its
advancement. It is the pursuit of truth with the help of study, observations, comparison and
experiment. In short, the search for knowledge through objective and systematic method of
generalization and the formulation of a theory is also theory is also research. A team
‘research’ refers to the systematic method of consisting for enunciating the problem,
formulating a hypothesis, collecting the facts or data. Analyzing the facts or data, reaching
certain conclusions either in the form of solutions towards the concerned problems or in
certain generalization for some theoretical formulation.
1.4.1. Research Instrument: The instrument used in this study is a structured

questionnaire. A questionnaire is a sheet or sheets of paper containing questions
relating to certain specific, regarding which the researcher collects the data. The
questionnaire is given to the information or respondents to be filled in up.
1.4.2. Data Collection: Data refers to information or facts. Often researchers

understand by data as only numerical figure. It also includes descriptive facts, on
numerical information, quantitative and quantitative information. Collection of
data is an important stage in research. In fact, the quality of the data collected
determines the quantity of the research. Collection of data is done by 2 methods.
1. Primary data collection. 2. Secondary data collection.
➢ Primary data collection: Primary data is also known as the data collected for the first
time through the field survey. Such data are collected with specific set of objectives to
assess the current of any variable studied. Primary data are information collected by a
researcher specifically for a research assignment. In other words, primary data are
information that a company must gather because no one has compiled and published
the information in a forum accessible to the public. Primary data are original in nature
and directly related to the issue or problem and current data. Primary data are the data
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which the researcher collects through various methods like interviews, surveys,
questionnaires etc.
The primary data has been obtained from the selected employees & senior executive at
various departments of PROLINE COMPANY (INDIA) PVT. LTD. through
circulation of the structured non-disguised questionnaire.
➢ Secondary data collection: Secondary data is the data collected by a party not related
to the research study but collected these data for some other purpose and at different
time in the past. If the researcher uses these data then these become secondary data for
the current users. These may be available in written, typed or in electronic forms. A
variety of secondary information sources is available to the researcher gathering data
on an industry, potential product applications and the market place. Secondary data is
classified in terms of its source – either internal or external. Internal, or in-house data,
is secondary information acquired within the organization where research is being
carried out. External secondary data is obtained from outside sources.
The secondary data has been obtained from published as well as unpublished literature
on the topic and from Books, Journals, News Papers, Research Articles, Thesis,
Websites, Magazines etc.
1.4.3. Sampling procedure: It refers to the technique used in selecting the items for
the sample. This technique or procedure stands for the sample design itself. Non-
probability sampling design based on convenient sampling method has been used
for this research study.
1.4.4. Sample size: It refers to the number of items to be selected from the
population to constitute a sample. Appropriate number of sample size (i.e., 60)
was put to use for the purpose of collecting primary data from the selected
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employees of different departments of the PROLINE COMPANY (INDIA) PVT.
LTD.
Sample size: 60
1.4.5. Sampling unit: It may be a geographical such as state, districts, village etc. or
a construction unit such as House, Flat etc. or it may be social unit such as
family, club, school etc. or it may be an individual.
Sampling unit: DELHI
1.4.6. Research Instrument: A structured non-disguised questionnaire has been

prepared to get the relevant information from the respondents. The questionnaire
consists of variety of questions presented to the respondents for their responses.
1.4.7. Questionnaire Design: I framed the structured non-disguised questionnaire for

my study with careful and frequent consultation with both the internal as well as
company guide.
1.4.8. Statistical Tools: The various techniques applied in the case of analysis are
listed and are as follows: GRAPHS and PIE CHARTS. The data is analysed
through simple analysis technique.
The data tool is percentage method.
Percentage method is used in making comparison between two or sense of Data.

Percentage of Respondents = No. of Respondents/ Total no. of Respondents X 100
1.4.9. Sample design: It is a definite plan for obtaining a sample from a given
population. It refers to the technique of the procedure the researcher would adopt
in selecting items for the sample.
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1.5. LIMITATIONS OF THE STUDY
➢ Pandemic Crisis
Existing lockdown in the whole country at the time of internship was the major
limitation in completing the project.
➢ Not Always Feasible
Some research projects, while potentially offering information that could prove quite
valuable, are not within the reach of a marketer. Many are just too large to be carried
out by all but the largest companies and some are not feasible at all. Response of the
customer could be biased.
➢ Time Factor
As primary research takes a lot of time, its findings could be irrelevant by the time they
are processed.
➢ More number of resources are required
Leaving aside cost and time, other resources like human resources and materials too are
needed in larger quantity to do primary surveys and data collection.
➢ Availability of secondary data of the companies were difficult.
However, to overcome the limitations and maintain the effectiveness of research work
sincere efforts were put.
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CHAPTER-2
PROFILE OF THE
ORGANIZATION
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2.1. COMPANY PROFILE:
PROLINE was established in 1995 and has grown into a group of companies
committed for excellence in an integrated seed business based on quality R&D,
Production, Quality Control, Processing, Marketing, Sales and Extension with sole goal
of ushering prosperity to farmers both at national and global level. PROLINE has its
registered office at Moga and corporate office at Delhi and major infrastructure base is at
"Hyderabad", the seed capital of Indian agriculture industry. PROLINE Seeds is a pioneer
and dynamic agricultural biotech company delivering high quality seeds for the Indian
commercial seeds market. PROLINE is a research-based organization. Its R&D activities
and research stations are recognized by the Department of Scientific and Industrial
Research (DSIR), Govt. of India. The company is actively involved in research,
production, processing, packing, and marketing of high-quality seeds of Cotton, Cereals,
Pulses, Oil seeds and Vegetables. Recently, it has incorporated a separate legal entity as
PROLINE Vegetable Seeds India Pvt. Ltd a company dedicated exclusively for vegetable
seeds business. PROLINE is one amongst the first three sub-licensees of M.M.B. India
Ltd., which has commercialized Bollgard (BG-I) &Bollgard-II (BG-II) cotton hybrids in
India. Introduction of other GMOs are on anvil.
PROLINE seeds are engaged in seed production of different crops seed.

Production of genetically pure and good quality pedigree seed is an exacting task. It
requires high technical skills and comparatively heavy financial investment. At PROLINE,
during seed production strict attention is given to the maintenance of genetic purity and
other qualities of seeds in order to pass on maximum benefits to farmers by introduction
of new superior crop plant varieties. Seed production activities at PROLINE are carried
out under standardized and well-organized conditions assisted by SAP.
In India, seed production program of PROLINE is spread over 1,00,000 acres of

land in the states of Andhra Pradesh, Tamil Nadu, Maharashtra, Madhya Pradesh,
Gujarat, Uttarakhand, Karnataka, and Haryana. Apart from India, PROLINE’s
production program is also spread in parts of Europe. PSC has taken up the exigent task
of providing superior quality seeds of wide range of crops to the farmers within the set
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time frame. The company recognizes that this is possible only through Quality Seed
Production.
PROLINE group of company also have a biotechnology & research centre in which they can
apply various techniques to improve the productivity. Biotechnology is committed not only
to care human being but to care total ecology. The PROLINE Group has a great belief that
application of biotechnology can give quantum jump to productivity and quality of various
field and vegetable crops. The Group has a team of highly skilled scientist involved in
innovative research work using cutting edge technologies with focus on high value field and
vegetable crops like cotton, paddy, sunflower, tomato, chilies, brinjal etc. By combining
classical conventional breeding approaches with the state-of-the-art technologies’ scientists
strive to deliver value added quality products that would ensure higher yields at lower cost to
farmers. PROLINE also encourages various not-for-profit organizations for promoting
activities that would lead to additional wealth to Farmers. A team of high caliber and
internationally experienced plant physiologist & breeders, molecular biologist,
biotechnologist, entomologist and geneticists is working to develop antiviral, antibacterial,
quality improvement and multi- stress resistance traits. We are promoting product
development through biotechnology and have successfully transferred BG-I and BG-II in
our elite cotton genotypes. The company has following major products already approved
to various zones and several lines with improved agronomic traits are in pipeline.
2.2. VISION:
To emerge as one of the biggest technologies driven Indian agri input company
with a significant global presence and provide access to the latest technologies and all
required quality agri inputs for the socio-economic growth of farmers.
2.3. MISSION:
We at PROLINE Seeds have professional business approach, State-of-art

Infrastructure matching the global research standards to make our products
technologically superior and eco-friendly. These superior products, shall, in turn improve
the quality of farmers life and contribute towards their prosperity.
2.4. COLLABRATIONS AND TECHNOLOGY PARTNERS:
PROLINE has extensively collaborated in several national and International
research projects with academia and other leading Industry partners.
2.5. TECHNOLOGY CENTRE:
PSC has a wide range of laboratories including Biotech Lab, Plant Molecular Biology
Lab, Tissue Culture/Transformational Lab & Entomolgy Lab, and Seed Testing Lab &
Quality Analysis Lab. It further has plans to add Molecular Marker / Genomics Lab & Bio
control Agent Lab.
i) PSC has the best brains in seed industry to conduct and guide its research. Very senior and
eminent scientists and breeders with vast experience in public sector lead its R&D efforts in
different crops. Research in each crop group is being led by an eminent breeder as Chief
R&D. They are guided by VP (R&D) a person of international repute. PSC has
8 crop specific research teams which are supported by 51 scientists out of which 26 are
Doctorates.
ii) The diversity of germplasm is the backbone of any crop improvement program. PSC
has about 18,000 entries in its collection in gene bank.
iii) Knowing the potential of application of Biotechnology in crop improvement the

company started its Biotechnology Division in 2002. The Biotechnology division has
now moved to a new facility in the technology centre (Approximate area: 30,000 sq. ft)
with a group of 13 scientists.
iv) PSC has also entered into research collaborations with various national &international
institutes and universities benefits of which will be reaped in near future.
v) PSC's, KVSIPL's and KRFPL's R&D are recognized by the DSIR which is an obvious
indicator of its R&D standards.
25
2.6. TOTAL QUALITY MANAGEMENT: -
Seed is the most vital input that sets the potential for crop yield and so achieving
the best seed quality standards is the PSC's prime goal. For this purpose, the quality
specifications/norms for field and seed stages prescribed in the Indian Minimum Seed
Certification Standards published by the Govt. of India are kept as the minimum base; and
additional specifications are indicated and adhered to.
Quality Management is a mechanism in-built in the entire seed production and
handling chain; right from the choice of seed used for seed production up to the ultimate use
of the final seed for commercial crop production. Hence, the company enforces strict Quality
Management (QM) measures. The Company has well equipped QM Lab, strictly according
to the Seed Testing Procedures/Rules of the International Seed Testing Association
[ISTA]. The Company also maintains elaborate Grow Out Testing Facilities in 4 different
locations/ agro climates - about 30 ha in all - where, annually about 15000 samples are
grown out for Genetic Purity confirmation as pre- or post-control as may be relevant for
the seed in question.
2.7. SALES AND DISTRIBUTION NETWORK:
PROLINE Group has widespread presence across different agro climatic zones in
India. It’s Sales and Distribution network covers 15 prominent agrarian states in India with
a dedicated team of more than 250 Agribusiness professionals.
To achieve its vision of improving socio economic status of the Indian Farmer
PROLINE Group has invested in creating outreach covering more than 1600 distributor with
25000 plus no of retailers across 30000 villages benefiting more than 600000 farmers
Its warehousing space which is approximately 60000 sq.ft is managed by established
Carrying and forwarding agents
PROLINE Seeds Ltd has also subsidiary companies which are dealing with fertilizer
& micronutrient production.
26
2.8. PROLINE SEEDS LTD.:
PROLINE Seeds Limited (PSC) is a dynamic agricultural biotech company delivering high
quality seeds for Indian commercial seed market. It is one of the top ten field crop seed
companies in India. Proline Seeds Company India Pvt Ltd is a Private incorporated on 27
March 1995. It is classified as Non-govt company and is registered at Registrar of Companies,
Chandigarh. Its authorized share capital is Rs. 6,000,000 and its paid-up capital is Rs.
6,000,000. It is involved in Growing of crops; market gardening; horticulture
Proline Seeds Company India Pvt Ltd.’s Annual General Meeting (AGM) was last held on 30
September 2019 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2019.
Directors of Proline Seeds Company India Pvt Ltd are Vijay Kumar, Surinder Arora, Raj
Kumar and Varinder Kumar.
Proline Seeds Company India Pvt Ltd.’s Corporate Identification Number is (CIN)
U01119PB1995PTC016103 and its registration number is 16103.Its Email address is
response@prolineseeds.com and its registered address is OLD GRAIN MARKETMOGA
DISTT FARIDKOT PUNJAB PB 000000 IN
Current status of Proline Seeds Company India Pvt Ltd is - Active.
Company Details
Company Name PROLINE SEEDS COMPANY INDIA PVT

LTD
Company Status Active
RoC RoC-Chandigarh
Registration Number 16103
27
Company Category Company limited by Shares
Company Sub Non-govt company

Category
Class of Company Private
Date of Incorporation 27 March 1995
Age of Company 25 years, 9 month, 18 days
Activity Growing of crops; market gardening;

horticulture
2.9. Proline Group of Industries:
Figure 1 Proline group of industries
2.9.1. PROLINE VEGETABLE SEEDS INDIA PVT. LTD.:

Realizing the potential of vegetable seeds market the vegetable seed segment was separated
from PSC and was vested to a separate new company was under the name PVSCIPL in
2007. This company is headed by an independent director Mr. RAJKUMAR ARORA who
28
has more than three decades of experience in the vegetable seed business. The product
portfolio comprises of a wide range of vegetable seeds of 38 crops and on an average four
segment per crop. PVSCIPL aims at doubling its business every year and is also exploring
exports. In 2009, its research activities received the recognition of Department of Scientific
and Industrial Research, Govt. of India.
2.9.2. PROLINE RESEARCH FOUNDATION PVT.

LTD.:
PRFPL came into existence on account of separation of R & D activities from
PSC in 2007-08. As on date it is a 100% subsidiary of PSC and operates under the expert
guidance of an independent director Dr. Virender Arora an eminent scientist in India. The
group is one of the first few companies in the Seed Industry, which has recognition of
Department of Scientific & Industrial Research, Govt. of India and achieved significant
development in GM Seeds. The Group’s R & D philosophy is “PROLINE RESEARCH-
NEED BASE RESEARCH” and so the group has sizeable investment in R
& D which in turn helped PSC to produce superior products to meet the customer needs.
Taking a step further, the group has entered into collaborative research projects with
many national and international companies & agricultural institutions.
2.9.3. PROLINE FERTILIZERS PVT. LTD.:

Genesis of plant nutrition business in “PROLINE” through its wholly owned subsidiary PFPL
is to augment the growing needs of increasing crop productivity, improving crop quality,
imparting crop tolerance to biotic and a-biotic stresses through balanced and integrated
nutrient management. PFPL therefore, strategize to carefully map the farmer needs and
identify innovative yet cost effective technologies and products to mitigate these nascent
needs. PFPL through its associations with organizations of national and international repute
aims at making available only the best to the Indian Farming Community. PFPL plans to
produce Gluconate based environment friendly plant nutrient products at its proposed state-of-
the-art manufacturing facility. PFPL is currently engaged in manufacturing and marketing of
steam-granulated NPK mix fertilizers and specially plant nutrient products, respectively.
29
SFPL’s well qualified and skilled field force disseminates information on usage of these
products to the trade channel partners and farmers.
2.9.4. AGRISAFE SEEDS COMPANY PRIVATE LIMITED:
100% subsidiary of PSC and is basically engaged in the development of agribusiness

opportunities and marketing of agri-input products.
2.9.5. PROLINE SEEDS EUROPE B V:
PROLINE Seeds Limited, One of the top five seed companies in India has
opened its first European subsidiary from the 1st July 2010 under the name and style
“PROLINE SEEDS EUROPE B V” having HQ at Enkhuizen, Holland. The
company deals in high quality seeds in Field crops, Vegetable crops and Plant
Nutrition’s Products. The group has State of the Art Infrastructure for R
& D, Breeding, Biotechnology, Supply Chain and Marketing. The company
is determined to implement the three “P’s” (Planet, People and Profit) in
their International and Domestic Business. With this new subsidiary,
PROLINE Group became the first Indian seed company spreading its wings
into High Tech, High Value and Attractive Market of International Seed
Industry.
2.10. PRODUCT PROFILE:
The company is having network of 1600 distributor with 25000 plus no of

retailers all over India. PROLINE seeds are involved in sales of BT Cotton,
Hybrid Jowar, research multicut fodder Jowar, research maize, Hybrid Bajra
(research), research gram, research mustard & notified varieties in moong,
Urad, wheat, & soybean. These varieties are popular throughout the country.
30
2.11. LOCATION OF THE COMPANY:
Corporate Office:
PROLINE SEEDS COMPANY (INDIA) PVT LTD.

D-1/1, 1st Floor, Rana Partap Bagh,
New Delhi
Pin Code 110007
India
TeleFax: +91 11 47060991/92/93
E-mail: response@prolineseeds.com
Production Office:
#1-283/1, Road No-1
Vinayak Nagar Colony,
Medchal,R.R. Distt.
Hyderabad Andhra Pradesh
TeleFax: +91 8418 221877
E-mail: hyderabad@prolineseeds.com
Registered Office:
Dharamkot Road Jalalabad East ,
Distt Moga
Punjab
India
TeleFax: +91 1682 220074
E-mail: punjab@prolineseeds.com
2.12. INDUSTRY PROFILE:

The present research is done for PROLINE seeds, a very well reputed company
in the seed market in India. Seed is the basic and most critical input for
sustainable agriculture. The response of all other inputs depends on quality of seeds to a
large extent. It is estimated that the direct contribution of quality seed alone to the total
production is about 15 – 20% depending upon the crop and it can be further raised up
to 45% with efficient management of other inputs. Indian seed industry, comparatively
young by world standards have expanded at a spectacular pace during last decades.
Consequently, it now occupies a place of pride in India's seed industry. The
spectacular achievement reflects the maturity and dynamism of seed manufacturers and
31
also the policies adopted by the government to enable it to meet the demand
effectively. The seed industry in India has made a significant progress in terms of
production. It is a typical sector where both imported technology and indigenous
developed technology have developed towards meeting the overall national
requirements. In India seed industry has played a vital role in the development.
India's gross cropped area is next only to United States of America and Russia
and along with fragmented land holdings has helped India to become the largest seed
market in the world. India is second country in the world cotton production after China.
The Indian seed industry is the eighth largest in the world with an estimated value
of INR 49 billion (USD 1.06 Billion) and with an annual growth rate of 12% to 13
%. The industry has shown a buoyant growth over the last two years on well
supportive monsoons. The development of private seed industry is no more confined to
just production and marketing of seed. It has well acquired technological strength to
cater to the varietal needs of tomorrow. Along with industries Indian farmers have in
recent years adopted intensive cultivation practices in order to meet the growing
demand for agricultural produce.
If we look at the production capacity 70% of India’s seeds’ sales come from farmer
bred seeds, 26% from those bred in publicly financed institutions, and only 4% from
researched hybrids. The domestic hybrid seeds market is placed at INR 4.9 Billion and is
annually growing at 10% a year, against the 5% global growth rate. Here, major players
like Monsanto India and Syngenta India dominate the hybrid seed market. The home
market works out to about 3.7% of the global market. As the organized Indian seed
industry is just forty years old. Yet, its growth has been phenomenal. India is among the
few countries where the seed sector is already reasonably advanced.
32
2.13. INDIAN SEED MARKET:
Seed industry plays an important part as agriculture sector has a major contribution to
India’s GDP. Seeds are part of agricultural industry. India is one of the country in the
world where all the crops are cultivated because of different climatic conditions in different
regions. In India varieties of crops are cultivated, for this there is great demand for seeds in
India. Indian seed market has very wide scope in terms of its expansion in different varieties
crops seeds. This market is expanded rapidly in last decade. Maize seed market has greater
opportunities for its expansion. There are private seed companies and some public seed
company’s i.e. state seed corporations and National Seed Corporation. Due to this maize
seed supply in the Indian market is there, but the increasing demand for quality maize
is more for Food Industry Feed industry, Pharmaceutical, Manufacturing industries,
Ethanol (Clean gas) – production, etc. To increase the quality maize seed supply in the
market there is need to enter private seed companies with quality seed in the maize seed
market. So private seed companies have greater opportunity in Indian seed market.
33
CHAPTER-3
ANALYSIS &
INTERPRETATION
OF DATA
34
DATA ANALYSIS & INTERPRETAION
Section A: General Profile of Respondents:
(1) Gender:
TABLE: 1
Sr. No. Gender Frequency Percentage (%)
1. Male 52 87
2. Female 08 13
Total 60 100%
13%
1 Male
2 Female
87%
Interpretation: From the above table, 87% of employees lies under the male category and 13%
employees lies under the Female category.
Majority of the employees lies under the Male category.
(2) Age:
35
TABLE: 2
Sr. No Age Frequency Percentage (%)
1 20-25 12 21
2 26-35 24 41
3 36-50 20 35
4 50 above 02 3
Total 60 100%
3% 1 20-25
21%
35% 2 26-35
3 36-50
41% 4 50 above
Interpretation: The chart depicts that 41% respondents tend to age between 26-35, 35%
respondents tend to age between 36-50, 21% respondents tend to age between 20-25 and; 03%
respondents tend to age between 50 above.
Majority of the respondents tend to age between 26-35.
(3) Qualification:
TABLE: 3
Sr. No Educational Qualification Frequency Percentage (%)

1 Under Graduate 6 10
2 Graduate 22 37
3 Post Graduate 12 20
4 Diploma 6 10
5 Others 14 23
Total 60 100%
36
10% Under Graduate
23%
Graduate
Post Graduate
10% 37%
Diploma
20% Others
Interpretation: The chart depicts that 37% respondents are Graduate, 23% respondents are
others, 20% respondents are Post Graduate, 10% respondents are Diploma and;10 % respondents
are Under Graduate. Majority respondents are Graduate.
(4) Job Experience:
TABLE: 4
Sr. No Job Experience Frequency Percentage (%)
1 Less than one year 04 07
2 2-10 years 34 56
3 More than 10 years 22 37
Total 60 100%
7%
37% Less than one year

2-10 years
More than 10 years
56%
37
Interpretation: From the above table, 56% of the respondents have work experience of 2-10
years, 37% of the respondents have work experience of more than 10 years, and 7% of the
respondents have work experience of less than one year.
Majority of the employees in the organization have a work experience of 1-5 years.
Section B: Nature of Current Performance Management System:
(1) Do your Organization operate formal performance management

system?
TABLE: 5
Sr. No. Response Frequency Percentage (%)
1 Yes 52 87
2 No 08 13
Total 60 100%
13%
Yes
No
87%
Interpretation: From the above table, 87% respondents are in favour of organization operate
formal performance management system, 13% respondents are not in favour of organization
operate in formal performance management system.
38
(2) If yes, which of the following groups of employees do these processes
apply to?
TABLE: 6
Sr. No. Levels Frequency

1 Senior Managers 02
2 Other Managers/ Team Leaders 10
3 Technical/Clerical 40
4 Professionals 00
5 Manual/ Blue-Collar 00
Total 52
Senior Managers
4% Other Managers/ Team

19% Leaders
Technical/Clerical
77% Professionals
Manual/ Blue-Collar
Interpretation: From the above table, out of 52 respondents, 40 respondents from Technical/
clerical employees do this process applied,10 respondents from other managers/ team leaders do
this process applied and remaining 02 respondents (i.e.senior managers) do this process applied.
Mostly this process applied to Technical/ clerical group of employees.
(3) What are the techniques that are used in your organisation for assessing
performance?
TABLE: 7
Sr. No. Techniques Frequency Percentage (%)
1 Observation 06 10
39
2 Assessment & Development Centre 02 03
3 Checklist 52 87
Total 60 100%
Observation
10%
3%
Assessment &
Development Centre
Checklist
87%
Interpretation: From the above table, 87% respondents are in favour of checklist techniques
that are used in organisation for assessing performance,10% respondents are in favour of
observation techniques that are used in organisation for assessing performance, and 3%
respondents are in favour of assessment & development centres techniques that are used in
organisation for assessing performance.
Majority respondents believed in Checklist techniques that are used in organisation for assessing
performance.
(4) Please indicate which of the following methods of performance

appraisal from a part of your system?
TABLE: 8
Sr. No. Methods Frequency Percentage

(%)
1 Written Essay Method 50 83
2 Graphical Rating Scale 04 07
3 Ranking Method 04 07
4 360 Degree Appraisal 00 00
5 Self-Appraisal 02 03
6 Critical Incident Assessment 00 00
Total 60 100%
40
Written Essay Method
3%
7%
7% Graphical Rating Scale
Ranking Method
83%
360 Degree Appraisal
Interpretation: From the above table, out of 60 respondents, 50 respondents that are believed in
Written essay method of performance appraisal from a part of system, 04 respondents are
believed in graphical rating scale of performance appraisal from a part of system, 04 respondents
are believed in ranking method of performance appraisal from a part of system and; 02
respondents are believed in self-appraisal of performance appraisal from a part of system. None
of the respondents are believed in 360-degree appraisal & critical incident assessment of
performance appraisal from a part of system.
Majority of respondents are believed in Written essay method of performance appraisal from a
part of system.
(5) Please rate your satisfaction with the following part of your current
performance management system:
i. Performance Planning/ Goal Setting:
TABLE: 9
Sr. No. Particulars Frequency Percentage

(%)
1 Very Satisfied 52 87
2 Satisfied 08 13
3 Neutral 00 00
4 Unsatisfied 00 00
5 Very Unsatisfied 00 00
Total 60 100%
41
1 Very Satisfied
13%
2 Satisfied
3 Neutral
4 Unsatisfied
87%
5 Very Unsatisfied
Interpretation: From the above table, 87% respondents are very satisfied about performance
planning/ goal setting of current performance management system, 13% respondents are satisfied
about performance planning/goal setting of current performance management system.
ii. Performance Evaluation:
TABLE: 10
Sr. No Particulars Frequency Percentage (%)

2 Satisfied 00 00
3 Neutral 00 00
4 Unsatisfied 08 13
Total 60 100%
Very Satisfied
13%
Satisfied
Neutral
Unsatisfied
87%
Very Unsatisfied
42
Interpretation: From the above table, 87% respondents are very satisfied about performance
evaluation of current performance management system, 13% respondents are unsatisfied about
performance evaluation of current performance management system.
iii. Development Planning:
TABLE: 11

2 Satisfied 02 3
3 Neutral 00 00
4 Unsatisfied 08 14
Total 60 100%
14% Very Satisfied

3% Satisfied
Neutral
Unsatisfied
83% Very Unsatisfied
Interpretation: From the above table, 83% respondents are very satisfied about development
planning of current performance management system, 3% respondents are satisfied about
development planning of current performance management system, 14% respondents are
unsatisfied about development planning of current performance management system.
Majority respondents are very satisfied about development planning of current performance
management system
43
iv. 360-Degree Feedback:
TABLE: 12

2 Satisfied 08 14
3 Neutral 08 13
4 Unsatisfied 02 03
Total 60 100%
12%0% 9
Strongly Disagree
41%
Neutral
Unsatisfied
47%
Very Unsatisfied
Interpretation: From the above table, 70% respondents are very satisfied about 360-degree
feedback of current performance management system, 14% respondents are satisfied about 360-
degree feedback of current performance management system, 13% respondents are neutral about
360-degree feedback of current performance management system.
Majority of respondents are very satisfied about 360-degree feedback of current performance
management system.
v. Coaching &/or Mentoring:
TABLE: 13
44
2 Satisfied 00 00
3 Neutral 08 13
4 Unsatisfied 00 00
Total 60 100%
13% 6
Satisfied
Neutral
Unsatisfied
Interpretation: From the above table, 87% respondents are very satisfied about coaching &
mentoring of current performance management system,13% respondents are neutral about
coaching & mentoring of current performance management system.
Majority respondents are very satisfied about coaching & mentoring of current performance
management system.
vi. Training:
TABLE: 14
45
2 Satisfied 00 00
3 Neutral 00 00
4 Unsatisfied 02 03
Total 60 100%
11%0% Disagree
4%
Strongly Disagree
Neutral
Unsatisfied
Very Unsatisfied
Interpretation: From the above table, 87% respondents are very satisfied about training of
current performance management system,10% respondents are very unsatisfied about training of
current performance management system, 3% respondents are unsatisfied about training of
current performance management system.
Majority respondents are very satisfied about training of current PMS.
vii. Leadership Development:
TABLE: 15
2 Satisfied 02 4
3 Neutral 00 00
4 Unsatisfied 02 3
46
Total 60 100%
10% Very Satisfied

4% 3%
Satisfied
Neutral
Unsatisfied
Interpretation: From the above table, 83% respondents are very satisfied about leadership
development of current performance management system, 10% respondents are very unsatisfied
about leadership development of current performance management system, 4% respondents are
satisfied and 3 % respondents are unsatisfied about leadership development of current
performance management system.
Majority respondents are very satisfied about leadership development of current performance
management system.
viii. Rewards:
TABLE: 16

2 Satisfied 04 06
3 Neutral 00 00
4 Unsatisfied 04 07
Total 60 100%
47
Disagree
21% 21%
Strongly Disagree
Neutral
21% Unsatisfied
37%
Very Unsatisfied
Interpretation: From the above table, 80% respondents are very satisfied about rewards of
current performance management system, 6% respondents are satisfied about rewards of current
performance management system, 7 % respondents are unsatisfied about rewards of current
performance management system, 7% respondents are very unsatisfied about rewards of current
performance management system.
Majority of respondents are very satisfied about rewards of current PMS.
ix. Discipline:
TABLE: 17

2 Satisfied 10 15
3 Neutral 00 00
4 Unsatisfied 06 09
Total 60 100%
48
3%
10% Very Satisfied
Satisfied
17%
Neutral
Unsatisfied
70%
Very Unsatisfied
Interpretation: From the above table,73% respondents are very satisfied about discipline of
current PMS,15% respondents are satisfied about discipline of current performance management
system, 9% respondents are unsatisfied about discipline of current performance management
system,3% respondents are very unsatisfied about discipline of current performance management
system.
Majority of respondents are very satisfied about discipline of current PMS.
x. Effectiveness of Current PMS:
TABLE: 18
2 Satisfied 00 00
3 Neutral 00 00
4 Unsatisfied 04 07
Total 60 100%
49
10% Very Satisfied
7%
Satisfied
Neutral
Unsatisfied
Interpretation: From the above table, 83% respondents are very satisfied about effectiveness of
current PMS, 7% respondents are unsatisfied about effectiveness of current PMS, 10%
respondents are very unsatisfied about effectiveness of current PMS.
Majority of respondents are very satisfied about effectiveness of current PMS.
(6) What are the major elements of your business strategy at present? (give
rank in order of importance, with one being most importance).
TABLE: 19
Rank Business Strategy Frequency

1 Increase Productivity 40
2 Increase Efficiency 50
3 Improve Quality 42
4 Reduce production time 50
5 Expand Market 42
6 Reduce cost 42
50
4
16% 15%
0
4
16% 19%
40
Expand Market
19% 15% Reduce cost
Interpretation: From the above table, 40 respondents give rank 1st to the Increase Productivity,
50 respondents give rank 2nd to the Increase Efficiency,42 respondents give rank 3rd to the
improve quality, 50 respondents give rank 4th to the reduce production time, 42 respondents give
rank 5th to the expand market, 42 respondents give rank 6th to the reduce cost.
Increase productivity is major elements of business strategy at present.
(7) Are you believe the current performance management system

improving performance?
TABLE: 20
Sr. No. Response Frequency Percentage (%)

1 Yes 50 83
2 No 10 17
Total 60 100
51
Interpretation: From the above table, 83% respondents are believed the current performance
management system improving performance, 17% respondents believe that the current
performance management system is not improving performance.
Majority of them are believed the current PMS improving performance.
Section C: Perception of HR Professionals about PMS:
(1) Performance management helps me to motivate my team:
TABLE: 21
Sr. No. Particulars Frequency Percentage (%)

1 Strongly Agree 05 100
2 Agree 00 00
3 Neutral 00 00
4 Disagree 00 00
5 Strongly Disagree 00 00
Total 05 100
Strongly Disagree
Agree
Neutral
44
0
100%
Interpretation: From the above table, all HR professionals strongly agree with PM helps to
them motivate team.
52
(2) Performance management helps me decide what to pay members of my
teams:
TABLE: 22

2 Agree 00 00
3 Neutral 00 00
4 Disagree 00 00
Total 05 100
Interpretation: From the above table, all HR professionals strongly agree with PM helps to
decide what to pay members of their teams.
(3) Performance management helps me to develop the skills & capabilities

of my team:
TABLE: 23

2 Agree 00 00
3 Neutral 00 00
4 Disagree 00 00
Total 05 100
Interpretation: From the above table, all HR professionals strongly agree with PM helps them
to develop the skills & capabilities of their team.
(4) Performance management helps my team to perform better:
53
TABLE: 24
Particulars Frequency Percentage (%)

Strongly Agree 05 100
Agree 00 00
Neutral 00 00
Disagree 00 00
Strongly Disagree 00 00
Total 05 100
Interpretation: From the above table, all HR professionals strongly agree with PM helps their
team perform better.
(5) Performance management helps me to communicate to my team what is

expected of them:
TABLE: 25

Agree 00 00
Neutral 00 00
Disagree 00 00
Total 05 100
Interpretation: From the above table, all HR professionals strongly agree with PM helps them
to communicate their team what is expected of them.
(6) I am not comfortable with conducting performance reviews:
TABLE: 26

Agree 01 20
Neutral 00 00
Disagree 00 00
54
Total 05 100
Interpretation: From the above table, it is concluded that 60% HR professional’s perception
strongly disagree about performance review is they are not comfortable with conducting
performance reviews, 20% HR professionals are strongly agree with the comfortable of
conducting performance review, and 20% HR professionals are agree about they are comfortable
with conducting performance review.
Majority are comfortable with conducting performance review.
(7) Performance management is generally only of use to the personnel

department, not individual line managers:
TABLE: 27

Agree 00 00
Neutral 00 00
Disagree 01 20
Total 05 100
Interpretation: From the above table,80% of the HR professionals strongly disagree about the
PM is generally use to the only personnel department, not individual line managers and 20% of
HR professionals disagree about the PM is use to only personnel department, not individual line
managers.
It is here concluded that majority of HR professionals are believed PM is use to not only to the
personnel department but also to the individual line managers.
(8) The information generated from performance reviews is unproductive

& of no value:
TABLE: 28
55
Agree 00 00
Neutral 01 20
Disagree 03 60
Total 05 100
Interpretation: From the above table, 60% HR professionals disagree about information
generated from performance review is unproductive & of no value, 20% HR professionals
strongly disagree about information generated from performance review is unproductive & of no
value; and 20% neutral about information generated from performance review is unproductive &
of no value.
Majority people strongly disagree about info. generated from performance review is
unproductive & of no value.
(9) The time I spend on performance reviews could be used more

productively elsewhere:
TABLE: 29

Agree 03 60
Neutral 00 00
Disagree 02 40
Total 05 100
Interpretation: From the above table, 60% HR professionals agree about time spend by them on
performance review is more productively elsewhere, 40% HR professionals disagree about time
spend by them on performance review is more productively elsewhere.
56
(10) The current performance management system works well & does not
need to change:
TABLE: 30

Agree 00 00
Neutral 00 00
Disagree 00 00
Total 05 100
Interpretation: The above chart shows that, all HR professionals strongly agree with current
performance management system works well & does not need to change.
(11) I am satisfied that I give consistent & fair rating to members of my

team:
TABLE: 31

Agree 05 100
Neutral 00 00
Disagree 00 00
Total 05 100
Interpretation: The above chart shows that, all HR professionals are agree with they are
satisfied about they give consistent & fair rating to members of their team.
(12) I am satisfied that performance review techniques use in assessing

employee’s performance more effective:
TABLE: 32
57
Agree 01 20
Neutral 00 00
Disagree 00 00
Total 05 100
Interpretation: The above chart shows that, 80% HR professionals are strongly disagree with
they are satisfied that performance review techniques use in assessing employee’s performance
more effective, and 20% HR professionals are agree with that.
(13) Performance review techniques more impact on employee’s

performance, employee’s incentive & morale:
TABLE: 33

Agree 03 60
Neutral 00 00
Disagree 01 20
Total 05 100
Interpretation: From the above table, 60% HR professionals agree about performance review
techniques more impact on employee’s performance, employee’s incentive & morale, 20%
strongly agree and 20 % disagree about performance review techniques more impact on
employee’s performance, employee’s incentive & morale.
(14) The documentation associated with performance management is

unclear & unhelpful:
58
TABLE: 34

Agree 00 00
Neutral 00 00
Disagree 01 20
Total 05 100
Interpretation: From the above table,80% HR professionals are strongly disagree about
documentation associated with performance management is unclear & unhelpful, 20% HR
professionals are disagree about documentation associated with performance management is
unclear & unhelpful.
Section D: Perception of Employees/ Individuals:
(1) I have authority to determine my work objectives:
TABLE: 35

Agree 00 00
Neutral 00 00
Disagree 09 16
Total 55 100
Interpretation: From the above table, 84% respondents strongly agree about they have authority
to determine their work objectives, 16% respondents disagree about they have no authority to
determine their work objectives.
Majority of them have authority to determine their work objectives.
59
(2) I receive a lot of feedback on my performance:
TABLE: 36

Agree 02 4
Neutral 00 00
Disagree 09 16
Total 55 100
Interpretation: From the above table, 80% respondents strongly agree for they have received a
lot of feedback on their performance, 4% respondents are agree for they have received a lot
feedback on their performance; and 16% respondents are disagree for they have not received a
lot of feedback on their performance.
Majority respondents are received a lot feedback on their performance.
(3) The most important thing about my job is the pay:
TABLE: 37

Agree 02 4
Neutral 00 00
Disagree 00 00
Total 55 100
60
16%
Strongly Agree
0%
4% Agree
Neutral
Disagree
Strongly Disagree
80%
Interpretation: The above chart shows that, 80% respondents are strongly agree for the most
important thing about their job is the pay,4% respondents are agree for the most important thing
about their job is the pay and; 16% respondents are strongly disagree for the most important
thing about their job is the pay.
Majority respondents are in favour of the most important thing about their job is the pay.
(4) Hard work is not necessarily recognized or rewarded:
TABLE: 38

Agree 02 4
Neutral 00 0
Disagree 02 4
Total 55 100
Interpretation: The above chart depicts that, 76% respondents are strongly disagree about hard
work is not necessarily recognized or rewarded,4% respondents are disagree; and 4%
61
respondents are agree and 16% respondents are strongly agree about hard work is not necessarily
recognized or rewarded.
Majority respondents are not in favour of hard work is not necessarily recognized or rewarded.
(5) I fully understand my organization’s business goals & objectives:
TABLE: 39

Agree 00 00
Neutral 00 00
Disagree 04 7
Total 55 100
13%
Strongly Agree
7%
0% Agree
Neutral
Disagree
Strongly Disagree
80%
Interpretation: From the above table, 80% respondents strongly agree about they fully
understand their organization’s business goals & objectives, 7% respondents disagree and 13%
respondents strongly disagree about they fully understand their organization’s business goals &
objectives.
Majority respondents are fully understanding their organization’s business goals & objectives.
(6) My work objectives are unrealistic & difficult to achieve:
62
TABLE: 40

Agree 02 4
Neutral 00 00
Disagree 00 00
Total 55 100
Interpretation: Above chart depicts that, 80% respondents are strongly disagree about their
work objectives are unrealistic & difficult to achieve, 16% respondents are strongly agree and;
4% respondents are agree about their work objectives are unrealistic & difficult to achieve.
Most of the respondents are know their work objectives are not unrealistic & difficult to achieve.
(7) I have autonomy over the way I perform my work:
TABLE: 41

Agree 00 00
Neutral 00 00
Disagree 02 04
Total 55 100
0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
100%
63
Interpretation: From the above table, 44 respondents strongly agree for they have autonomy
over the way they perform their work, 02 respondents disagree; and 09 respondents strongly
disagree for they have autonomy over the way they perform their work.
Majority respondents have autonomy over the way they perform their work.
(8) My organization communicates well:
TABLE: 42

Agree 02 4
Neutral 00 00
Disagree 11 20
Total 55 100
Interpretation: From the above table, 76% respondents strongly agree about their organization
communicates well, 4% respondents agree; and 20% respondents disagree about that.
Majority of them believed in their organization communicates well.
(9) Performance management helps me to do my job better:
TABLE: 43

Agree 00 00
Neutral 00 00
Disagree 04 7
Total 55 100
64
0%
2
0
0
9
Strongly Disagree
100%
Interpretation: The above chart depicts that, 80% respondents strongly agree about
performance management helps them to do their job better, 7% respondents disagree and; 13%
respondents strongly disagree about performance management helps them to do job better.
(10) Performance management helps me to develop my skill & potential:
TABLE: 44

Agree 00 00
Neutral 00 00
Disagree 02 4
Total 55 100
Interpretation: From the above table,44 respondents strongly agree about performance
management helps them to develop their skill & potential,09 respondents strongly disagree and
02 respondents disagree about performance management helps them to develop their skill &
potential.
65
(11) I get useful feedback from my performance management review:
TABLE: 45

Agree 04 7
Neutral 00 00
Disagree 04 7
Total 55 100
Interpretation: The above chart shows that, 40 respondents strongly agree with they get useful
feedback from their performance management review,4 respondents agree and another 04
respondents disagree; and remaining 07 respondents strongly disagree with they get useful
feedback from their performance management review.
(12) I am not satisfied with the way my manager/ team leader conducts my
performance review:
TABLE: 46

Agree 04 7
Neutral 00 0
Disagree 04 7
Total 55 100
66
13%
Strongly Agree
7%
0% Agree
7% Neutral
Disagree
73% Strongly Disagree
Interpretation: The above chart depicts that, 73% respondents are strongly disagree,7%
respondents are disagree,7% respondents are agree; and 13% respondents are strongly agree
about they are not satisfied with the way their manager/ team leader conduct performance
review.
Majority of them satisfied with the way their manager/ team leader conduct performance review.
(13) Performance management helps me to improving performance:
TABLE: 47

Agree 00 00
Neutral 00 00
Disagree 02 4
Total 55 100
Interpretation: From the above table,80% respondents strongly agree,4% respondents disagree
and; 16% respondents strongly disagree about performance management helps them to
improving performance.
67
Majority respondents are believed performance management helps them to improving
performance.
(14) Assessments of my performance are consistent, fair & unbiased:
TABLE: 48

Agree 00 00
Neutral 00 00
Disagree 02 4
Total 55 100
0%
4%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
96%
Interpretation: The above chart depicts that, 96% respondents strongly disagree and 4%
respondents disagree about the assessment of their performance are consistent, fair & unbiased.
Majority respondents are not satisfied with assessments of their performance are consistent, fair
& unbiased.
(15) The system of performance management used here works well & does not
need to change:
TABLE: 49
68
Agree 00 00
Neutral 00 00
Disagree 04 7
Total 55 100
Interpretation: From the above table, 80% respondents strongly agree, 7% respondents disagree
and; 13% respondents strongly disagree about system of performance management used in
organization works well & does not need to change.
Majority respondents are believed in system of performance management works well & not need
to change.
(16) The information disclosed in performance reviews is used sensitively &

productively by the organization:
TABLE: 50

Agree 00 00
Neutral 00 00
Disagree 04 7
Total 55 100
13%
Strongly Agree
7%
0% Agree
Neutral
Disagree
Strongly Disagree
80%
69
Interpretation: The above chart depicts that,80% respondents are strongly agree, 7%
respondents are disagree and; 13% respondents are strongly disagree about the information
disclosed in performance reviews is used sensitively & productively by the organization.
Majority respondents are in favour of information disclosed in performance reviews is used

sensitively & productively by the organization.
(17) Performance management does not help to develop careers, only

improve work performance:
TABLE: 51

Strongly Agree 02 3
Agree 00 00
Neutral 02 4
Disagree 07 13
Total 55 100
Interpretation: From the above table,80% respondents strongly disagree, 13% respondents
disagree,4% respondents are neutral and; 3% respondents are strongly agree about performance
management does not help to develop careers, only improve work performance.
Majority respondents are believed that performance management help not only to develop
careers but also improve work performance.
(18) Performance management is only use to personnel people:
TABLE: 52

Agree 02 3
Neutral 13 24
Disagree 00 00
Total 55 100
70
Interpretation: The above chart describes that, 73% respondents strongly disagree,24%
respondents are neutral and; 3% respondents are agree with performance management is only use
to personnel people.
Majority respondents are in favour of performance management not only use to personnel
people.
(19) Performance review techniques more impact on my performance

incentives & morale:
TABLE: 53

Agree 00 00
Neutral 00 00
Disagree 11 20
Total 55 100
0%
20% Strongly Agree
0% Agree
Neutral
Disagree
Interpretation: The above chart shows that, 80% of respondents are strongly agree and 20%
respondents are disagree about performance review techniques more impact on their
performance incentives & morale.
Majority of respondents thought that performance review techniques more impact on their
performance incentives & morale.
71
(20) Performance management has no value for individuals, only for
organization:
TABLE: 54

Agree 00 00
Neutral 00 00
Disagree 00 00
Total 55 100
Strongly Agree
20%
Agree
Neutral
Disagree
80%
Strongly Disagree
Interpretation: The above chart shows that, 80% respondents are strongly disagree and 20%
respondents are strongly agree with performance management has no value for individuals, only
for organization.
Majority of respondents are believed performance management has value not only to the
organization but also to the individuals also.
(21) I find it difficult to discuss work problems with my line manager:
TABLE: 55

Agree 00 00
72
Neutral 00 00
Disagree 00 00
Total 55 100
20% Strongly Agree

Agree
0%
Neutral
Disagree
Interpretation: From the above table, 80% respondents are strongly disagreed and 20%
respondents are strongly agreed about they find difficult to discuss work problem with their line
manager.
Majority respondents are finding no difficulty to discuss work problems with their line manager.
(22) Performance management is a two-way process, with both manager &

employee expressing their views:
TABLE: 56

Agree 02 04
Neutral 00 00
Disagree 02 04
Total 55 100
73
14% 0%
3% Neutral
3%
Disagree
Strongly Disagree
Disagree
Interpretation: The above table shows that, 76% respondents are strongly agree,4% respondents
are agree, another 4% respondents are disagree; and 16% respondents are strongly disagree for
performance management is two-way process, with both manager & employee expressing their
views.
Majority respondents are believed that performance management is two-way process, with both
manager & employee expressing their views.
74
CHAPTER-4
CONCLUSION
75
CHAPTER-4
FINDINGS, SUGGESTIONS & CONCLUSIONS
FINDINGS:
• All respondents have aware about the current performance management system.
• Majority HR professionals told they are comfortable with conducting performance

review, but some of the HR professionals are not feel comfortable with conducting performance
review.
• All HR professionals and majority of respondents told they are satisfied with current
performance management system works well and no need to change.
• Majority of respondents are told the checklist techniques used in organization for
assessing performance.
• Most of the respondents are believe in current performance management system

improving their performance.
• Majority of HR professional are not satisfied that performance review techniques use in
assessing employee’s performance more effective.
• Some HR professionals are told that performance review techniques more impact on
employee’s performance, employee’s incentive & morale, but some of them are not agree with
that.
• Most of respondents told that increase productivity is major elements of business strategy
at present.
• Very Most of the respondents told that performance management help to improving their
performance.
• All HR professional are told that they are some of the extent satisfied that they give
consistent & fair ratings to members of their team.
76
RECOMMENDATIONS:
• Employees do not have enough knowledge about the performance management system
and performance review techniques that are used in assessing their performance.
• HR professionals of the organization should apply strategic & integrative approach to

performance management.
• HR professionals should communicate well and involve the employees during the
performance management reviews. This will create a climate in which a continuing dialogue
between managers & members of their teams takes place to define expectations and share
information, mission, values and objectives.
• After performance reviews, the employees should be rewarded with incentives that will
be commensurate with their efforts. This will a long way in boosting the morale of the
employees.
• Performance review conducting in a such a way that all employees are rated consistent,
fair & unbiased.
• Organization can also use other methods of performance appraisal (like. Assessment
Centre, Critical incident Assessment) for assessing performance of employees.
• Organization should conduct periodic performance review for better performance of

employees and improved competitiveness.
If all these recommendations are put in place by organization, this has a great capacity to turn
around the fortunes of these corporation.
It would also enable them to achieve the goals for which they were set up as well as remain
influential instruments of public service delivery and development.
77
CONCLUSION:
It is concluded from the survey that all respondents are aware about the current performance
management system and does not need to change.
Current performance management system works well and that improve the performance of the
employees.
This study has shown that performance management is a comprehensive approach to planning
and sustaining improvements in the performance of employees so as to meet the standards.
Most of the HR professionals are not feel comfortable with conducting performance review.
So, create a trust in them about performance review techniques and maintaining good
relationship with employee’s for improving their performance and accomplishing goals &
objectives of the organization.
78
BIBLIOGRAPHY:
Akata, G.O. (2003); Strategic Performance Management: Your key to Business Success;
Ibadan Spectrum Books Limited.
Beer, M. And Ruh, R. A. (1976); Employee Growth Through Performance Management,

Harvard Business review, 13:32-37.
Fajana, S. (2002); Human Resources Management : An Introduction. Lagos Laboffin and

Company.
Brumbach, G B (1988) Some ideas, issues and predictions about performance

management, Public Personnel Management, Winter, pp 387–402.
Mohrman, AM and Mohrman, S A(1995) Performance management is ‘running the

business’, Compensation and Benefits Review, July–August, pp 69–75.
WEBLIOGRAPHY:
◻ http://en.wikipedia.org/wiki
◻ http://www.businessdictionary.com
◻ http://www.prolineseeds.com
◻ http://www.Performanceappraisal.com
◻ http://www.performance-management-made-easy.com/
◻ http://www.emeraldinsight.com/journals.htm?articleid=1585214
◻ http://www.humanresources.about.com
79
APPENDICES
QUESTIONNAIRE
“QUESTIONNAIRE ON AN ANALYTICAL STUDY OF EMPLOYEE PERFORMANCE

MANAGEMENT IN PROLINE COMPANY (INDIA) PVT. LTD.”
Section – A: General Profile of Respondents :
Name :
(1) Gender:
1. Male
2. Female
(2) Age:
1. 20-25
2. 26-35
3. 36-50
4. 50+
(3) Qualification: ___________________________
(4) Job Experience:
1. Less than 1 year

2. 2-10 years
3. More than 10 years
(5) Designation: ___________________________
80
(6) Department: ___________________________
Section – B: Nature of Current Performance Management Systems:
(1) Does your organization operate formal performance management system?

1. Yes
2. No
(2) If yes, which of the following groups of employees do these processes apply to?
1. Senior Managers
2. Other Managers/ Team Leaders
3. Technical/ Clerical
4. Professional
5. Manual/ Blue-collar
6. Other (Please Specify)
(3) What are the techniques that are used in your organization for assessing performance?
1. Observation
2. Assessment & Development Centres
3. Checklist
4. Other (Please specify)
(4) Please indicate which of the following methods of performance appraisal from a part of
your system?
1. Written Essay Method

2. Graphical Rating Scales
3. Ranking Method
4. 360-degree appraisal
5. Self-appraisal
81
6. Critical Incident Assessment
(5) Using the following scale, please rate your satisfaction with the following parts of your
current performance management system.
Sr. Particulars Very Very

No. Satisfied Satisfied Neutral Unsatisfied Unsatisfied
1. Performance Planning/ Goal

Setting
2. Performance Evaluation
3. Development Planning
4. 360-degree feedback
5. Coaching &/or Mentoring
6. Training
7. Leadership Development
8. Rewards
9. Discipline
10. Effectiveness of current
Performance Management
System
(6) What are the major elements of your business strategy at present? (please
give rank in order of your importance, with 1 being most importance).
Sr. No. Particulars 1 2 3 4 5 6

1. Reduce Costs
2. Increase Productivity
3. Expand/ Develop markets
4. Increase Efficiency
5. Reduce Production Time
6. Improve Quality
(7) Are you believe the current performance management system improving performance?
1. Yes
2. No
82
Section – C: Perceptions of HR Professionals about Performance Reviews
only:
Please indicate the extent to which you agree or disagree with the following statements regarding
performance management.
Sr. Statements Strongly Agree Neutral Disagree Strongly

No. Agree Disagree
1 Performance management helps me to motivate my
team
2 Performance management helps me decide what to
pay members of my teams
3 Performance management helps me to develop the
skills & capabilities of my team
4 Performance management helps my team to perform
better
5 Performance management helps me to communicate

to my team what is expected of them
6 I am not comfortable with conducting performance

Reviews
7 Performance management is generally only of use to

the personnel department, not individual line
Managers
8 The information generated from performance
reviews are unproductive & of no value
9 The time I spend on performance reviews could be

used more productively elsewhere
10 The current performance management system works

well & does not need to change
11 I am satisfied that I give consistent & fair ratings to

members of my team
12 I am satisfied that performance review techniques use

in assessing employee’s performance more effective
13 Performance review techniques more impact on

employee’s performance, employee’s incentive &
Morale
14 The documentation associated with performance
management is unclear & unhelpful
83
Section – D : Perception of Employees/ Individuals :
Please indicate the extent to which you agree or disagree with the following statements.
Sr. Strongly Agree Neutral Disagree Strongly

Statements Agree Disagree
No.
1 I have authority to determine my work objectives
2 I receive a lot of feedback on my performance
3 The most important thing about my job is the pay
4 Hard work is not necessarily recognized or rewarded
5 I fully understand my organization’s business goals &
objectives
6 My work objectives are unrealistic & difficult to achieve
7 I have autonomy over the way I perform my work
8 My organization communicates well
9 Performance management helps me to do my job better
10 Performance management helps me to develop my skill &
potential
11 I get useful feedback from my performance management
review
12 I am not satisfied with the way my manager/team leader
conducts my performance review
13 Performance management helps me to improving
performance
14 Assessments of my performance are consistent, fair &
unbiased
15 The system of performance management used here works

well and does not need to change
16 The information disclosed in performance reviews is used

sensitively & productively by the organization
17 Performance management does not help to develop
careers, only improve work performance
18 Performance management is only use to personnel people
19 Performance review techniques more impact on my

performance, incentives & morale
84
20 Performance management has no value for individuals,
only for organization
21 I find it difficult to discuss work problems with my line

Manager
22 Performance management is a two-way process, with both

manager & employee expressing their views
Thank you for your Time & Experience
85

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SUMMER TRAINING REPORT

‘EMPLOYEE PERFORMANCE MANAGEMENT IN PROLINE

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE

BACHELOR OF BUSINESS ADMINISTRATION

Submitted to: Submitted by:

Signature of the Student

Signature of the Student

I would like to express my gratitude towards my parents & member of MAHARAJA

6 Chapter-2: Profile of the Firm/Company 22

7 Chapter-3: Analysis and Interpretation 34

1.1. Performance Evaluation System:

The concept of measuring performance or managing performance within organizations is to

The management of performance includes design of work systems, facilitation of knowledge

• QUALITY OF WORK: Consider accuracy, thoroughness, effectiveness.

A Performance Management System enables a business to sustain profitability and performance

1.1.1. Principles of Performance Management: -

1.1.2. Benefits of Performance Management: -

1.1.2.1. For the Organisation:

1.1.2.2. For Managers:

1.1.3. Factors affecting Performance: -

1.1.4. Disadvantages/ Dangers of poorly implemented PM Systems:

1.1.5. Characteristics of an Ideal PM System:

1.1.6. Tips for Successful Performance Review:

1.2. OBJECTIVES OF THE STUDY

• To study employee performance management in the organization.

• To know about the human resources practices in the firm.

• To identify the factors that motivates the employees.

• To measure employee job satisfaction.

1.3. REVIEW OF LITERATURE

Meaning of Literature Review

• Study by DDI (1997), Performance Management Practices is the most recent

• Williams (2002) identifies globalization, increased competition and the increasingly

• Timmons (1992) had opined that competitiveness is a major issue in foreign

• Many organizations have looked to improve performance by linking it to pay;

• A study conducted by McDonald and Shield of Hewitt Associates found that

1.4.1. Research Instrument: The instrument used in this study is a structured

1.4.2. Data Collection: Data refers to information or facts. Often researchers

1. Primary data collection. 2. Secondary data collection.

Sampling unit: DELHI

1.4.6. Research Instrument: A structured non-disguised questionnaire has been

1.4.7. Questionnaire Design: I framed the structured non-disguised questionnaire for

The data tool is percentage method.

Percentage method is used in making comparison between two or sense of Data.

limitation in completing the project.

➢ Not Always Feasible

customer could be biased.

➢ More number of resources are required

needed in larger quantity to do primary surveys and data collection.

➢ Availability of secondary data of the companies were difficult.

sincere efforts were put.

PROLINE seeds are engaged in seed production of different crops seed.

In India, seed production program of PROLINE is spread over 1,00,000 acres of

We at PROLINE Seeds have professional business approach, State-of-art

2.5. TECHNOLOGY CENTRE:

iii) Knowing the potential of application of Biotechnology in crop improvement the

2.7. SALES AND DISTRIBUTION NETWORK:

Current status of Proline Seeds Company India Pvt Ltd is - Active.

Company Name PROLINE SEEDS COMPANY INDIA PVT

Company Status Active

Registration Number 16103

Company Sub Non-govt company

Class of Company Private

Date of Incorporation 27 March 1995