Professional Documents
Culture Documents
Submitted in the partial fulfillment of the requirement for the award of degree of
PGDM(HRM)
2
ACKNOWLEDGEMENT
It is a matter of great pleasure to thank all those people who helped me in
completing this project successfully otherwise it would not have been possible.
Acknowledgement is not only a ritual, but also an expression of indebtness to all
those who have helped in the completion of this project.
Last but not the least, I would like to acknowledge the ongoing support of my
family and friends, whose patience and encouragement has been paramount in
making this project a reality.
3
PREFACE
A performance appraisal (PA) or performance evaluation is a systematic and
pe iodi p o ess that assesses a i di idual e ployee’s jo pe fo a e a d
productivity in relation to certain pre-established criteria and organizational
objectives. Other aspects of individual employees are considered as well, such as
behavior, accomplishments, potential for future improvement, strengths and
weaknesses, etc
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INDEX
1. Objective of study 7
2. Company profile 8-11
3. Introduction to topic 12-14
4. Performance appraisal at IFFO 15-19
5. Research methodology 20-21
6. Data analysis 22-36
7. Conclusion and recommendations 37-40
8. Findings 41-42
9. Bibliography 43
10. Annexure 44-47
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OBJECTIVE
OF
STUDY
6
OBJECTIVE OF STUDY
Any survey report begins with stating the objectives of the study:
therefore, the first step in the survey analysis deals with the objectives.
Next, the methodology adopted to collect the information required will
be dealt with, that is, the survey design will be described.
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CHAPTER : 1
INTRODUCTION
TO
COMPANY
8
INTRODUCTION
IFFCO commissioned an ammonia - urea complex at Kalol and the NPK/DAP plant
at Kandla both in the state of Gujarat in 1975. After this another ammonia - urea
complex was set up at Phulpur in the state of Uttar Pradesh in 1981. The
ammonia - urea unit at Aonla was commissioned in the start of 1988.
VISION
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MISSION
IFFCO's mission is "to enable Indian farmers to prosper through timely supply of
reliable, high quality agricultural inputs and services in an environmentally
sustainable manner and to undertake other activities to improve their welfare".
-To provide to farmers high quality fertilizers in right time and in adequate
quantities with an objective to increase crop productivity.
-To make plants energy efficient and continually review various schemes to
conserve energy.
-Commitment to health, safety, environment and forestry development to enrich
the quality of community life.
-Commitment to social responsibilities for a strong social fabric.
-To institutionalise core values and create a culture of team building,
empowerment and innovation which would help in incremental growth of
employees and enable achievement of strategic objectives.
-Foster a culture of trust, openness and mutual concern to make working a
stimulating and challenging experience for stake holders.
-Building a value driven organisation with an improved and responsive customer
focus. A true commitment to transparency, accountability and integrity in
principle and practice.
-To acquire, assimilate and adopt reliable, efficient and cost effective
technologies.
-Sourcing raw materials for production of phosphatic fertilisers at economical cost
by entering into Joint Ventures outside India.
10
-To ensure growth in core and non-core sectors.
-A true Cooperative Society committed for fostering cooperative movement in the
country.
11
CHAPTER : 2
INTRODUCTION
TO
THE PROJECT
12
Career Development as a Part of Performance Management Program
One of the fundamental factors for bringing about an effective performance
management program is often one of the most forgotten. All too often supervisor
will mistakenly focus all of his or her resources entirely on rating and ranking the
workforce, dolling out promotions or laying off workers as need be. While these
steps are an essential element of performance management, they fall short in the
long run. To begin with, employees are left feeling as though their company has
neglected their individual career needs. This ultimately leads to higher employee
turnover and makes it difficult for an organization to retain top quality talent. This
is hy effe ti e pe fo a e a age e t i o po ates the o ke s’ eeds ith
that of the company. When engaging an employee base on the level of their
performance, the successful manager will work to align the co pa y’s goals ith
those of the individualized career paths to ensure a high level of worker loyalty
and long term productivity.
There are a variety of causes behind the lack of momentum within the halfway
crowd. As mentioned before, lack of organization is a major culprit. This really
stems from having little or no management at the top. Unfortunately, these
important causes for the slowdown are seldom recognized, and the fault becomes
that of the employees rather than the faulty system under which they work.
In order to combat this dilemma, one approach that has enjoyed widespread
success is the organized setting of goals. If an employee can visualize the steps it
takes to achieve a promotion, he or she will proactively take up the challenge to
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improve his or her status. Another way to add to the challenge is to transfer an
employee to a different job area. This allows the workers to learn new skills and
become reignited in the process of advancement. A performance manger can
even knock the employee down a rung or two before making a transfer. However,
the supervisor should do so by showing the worker long term benefits of
advancement and thus not packaging the transfer as a demotion that would lead
to lower moral and productivity.
Employees want to work hard and develop their careers, but they must be given
the ight i e ti e. By aki g the o pa y’s i eased p odu ti ity a sha ed goal
between the employer and the employee, then positive results will be achieved
on both sides.
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PERFORMANCE APPRAISAL AT IFFCO
In IFFCO, the majority of the staff members submit all the information timely to
their superiors.
Mr. R.P. Singh Director, head of IFFCO start with the following objectives of-
The appraisal takes place once in a year in the month of March-April the
appraisal report must be completed in all respects before the 30th of April
of every yeas of the preceding assessment year.
15
The performance should be rated with reference to the task or activities
assigned and/or undertaken and the results achieved thereof., during the
period under review, as can be identified and described as follows:
Attributes of performance-
Job knowledge
Job performance
Dependability
16
17
18
19
CHAPTER : 3
RESEARCH
METHODOLOGY
20
RESEARCH METHODOLOGY
METHODOLOGY
Research approach
Research design
Sampling
Measurement
Scaling
Data collection
HYPOTHESIS
The investigator has classified, tabulated and interpreted the data information, so
collected in a scientific manner and has drawn some fruitful results. Data has
been collected for the use of not only this research project but can be used in
some other projects as well.
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CHAPTER : 4
DATA
ANALYSIS
22
DATA ANALYSIS
Yes- 30
No- 0
Total respondents- 30
35
30
25
20
YES
15
10
0
YES NO
23
Q-2. Do you understand the basic objective of performance appraisal?
Fully- 20
Partially-10
No-0
Total responses-30
25
20
15
FULLY
PARTIALLY
10 NO
0
fully Partially no
24
Q-3. In your view does the performance appraisal system function fairly/
equitably?
YES- 30
NO-0
TOTAL RESPONSES- 30
35
30
25
20
YES
15
10
0
YES NO
25
Q-4. How is your performance appraised- individually, in a team or both?
Individually-10
In Team-14
Both-6
Total responses- 30
16
14
12
10
INDIVIDUALLY
8
IN TEAM
6 BOTH
0
INDIVIDUALLY IN TEAM BOTH
26
Q-5. Do you agree that the performance appraisal system adopted by the firm is
able to gauge the real performance of employee?
Fully agree- 10
Partially- 20
Not at all- 0
Total respondents- 30
25
20
15
FULLY
PARTIALLY
10 NO
0
fully Partially no
27
Q-6. Is the appraisal system able to show the areas in which a person needs
improvement?
YES- 22
NO-8
Total respondents- 30
25
20
15
YES
NO
10
0
YES NO no
28
Q-7. Is the appraisal system able to show the progess one has made in order to
his/her set target?
YES- 17
PARTIALLY-13
NO-0
Total respondents- 30
18
16
14
12
10 YES
PARTIALLY
8
NO
6
0
YES Partially NO
29
Q-8. Performance appraisal helps you in:-
PROMOTION - 15
CAREER PLANNING-9
GOAL ACHIEVEMNT-6
Total respondents- 30
16
14
12
10
PROMTION
8
CAREER PLANNING
6 GOAL ACHIEVEMNT
0
PROMOTION CAREER GOAL
30
Q-9.Are you satisfied with the criteria adopted to appraise you?
YES- 22
NO-8
Total respondents- 30
25
20
15
YES
10
0
YES NO
31
Q-10. Is the performance appraisal system transparent?
YES- 16
NO-14
Total respondents- 30
18
16
14
12
10
YES
8 NO
0
YES NO
32
Q-11. Do you feel that the rewards are given according to your performance?
YES- 23
NO-7
Total respondents- 30
25
20
15
YES
NO
10
0
YES NO
33
Q-12. Do you think that the feedback given to you is honest?
YES- 30
NO-0
Total respondents- 30
35
30
25
20
YES
15
10
0
YES NO
34
Q-13. If development or improvement of any skill is required ( after doing
performance appraisal), is proper training given then?
YES- 20
NO-10
Total respondents- 30
25
20
15
YES
NO
10
0
YES NO
35
Q-14. Are you satisfied with the current performance appraisal system?
YES- 24
NO-6
Total respondents- 30
30
25
20
15 YES
NO
10
0
YES NO
36
CHAPTER : 5
RECOMMENDATIONS
&
CONCLUSION
37
CONCLUSION
a. Quality of work
b. Quantity of work
c. Job knowledge
d. Dependability
e. Innovation and creativity
f. Ability to learn
g. Attendance
h. Reaction to criticism
i. Discipline
j. Customer relations
k. Subordinate development
38
The sole objective for taking part in performance appraisal of senior officers
at IFFCO is to get awarded with promotions and incentives but the basic
reason why performance appraisal is conducted is to develop the
performance and attitude.
39
RECOMMENDATIONS
The company should appraise the performance of the workers by giving
them some incentives, which would motivate them to work to their fullest
capacity and to encourage them to work more and show good and better
results.
For the top management of the company it should offer them holiday
package, appraise performance by recognizing their work in their meetings
etc. this will help in raising their morale and therefore they will work
ha de . Most of the e ployees do ’t a t fi a ial help athe they ould
like some recognition for their work.
For the lower income earning group the company should increase their
wages, offer them pension schemes, and also provide them medical
facilities etc. because they want financial help from the company to insure
their proper living.
The company should also keep changing the raters for performance
appraisal system from ti e to ti e so that they do ’t e o e ias at a y
time for any employee.
The method of the company should be changed periodically so that the
employees have no chance to complain for the method.
The criteria decided upon which the performance has to be rated should
not be fixed, it should be changed from time to time.
The standards of the rating should be very specific, clear and concise.
There should be a feeling of team work in the organization.
The system should be cost effective and it should suit the budget of the
company.
40
CHAPTER: 6
FINDINGS
41
FINDINGS
42
BIBLIOGRAPHY
This project required a lot of literature survey before it can into this
form. Following references were made
BOOKS
WEBSITES
www.iffco.com
www.wikipedia.org
www.google.com
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ANNEXURE
Performance Appraisal Questionnaire
Yes-
No-
Fully-
Partially-
No-
Q-3. In your view does the performance appraisal system function fairly/
equitably?
YES-
NO-
Individually-
In Team-
44
Both-
Q-5. Do you agree that the performance appraisal system adopted by the firm is
able to gauge the real performance of employee?
Fully agree-
Partially-
Not at all-
Q-6. Is the appraisal system able to show the areas in which a person needs
improvement?
YES-
NO-
Q-7. Is the appraisal system able to show the progess one has made in order to
his/her set target?
YES-
PARTIALLY-
NO-
45
Q-8. Performance appraisal helps you in:-
PROMOTION -
CAREER PLANNING-
GOAL ACHIEVEMNT-
YES-
NO-
YES-
NO-
Q-11. Do you feel that the rewards are given according to your performance?
YES-
NO-
46
Q-12. Do you think that the feedback given to you is honest?
YES-
NO-
YES-
NO-
Q-14. Are you satisfied with the current performance appraisal system?
YES-
NO-
DEPARTMENT__________________
DESIGNATION__________________
EXPERIENCE __________________
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