A PROJECT REPORT ON
“PERFORMANCE APPRAISAL SYSTEM IN DABUR INDIA LIMITED” Submitted to:
Ms. Sanjana Jain In partial fulfillment fulfillment of requirement for the award award of degree in MASTER OF BUSINESS ADMINISTRATION ADMINISTRATION
Prepared By:-
Ankur Jain Roll no. 520838198, Sem-Fourth(4) AGRA (U.P.) (2008-10)
SIKKIM SIKKIM
MANIPAL MANIPAL UNIVERSITY
LEARNING CENTRE CODE: 1802
PLACE –AGRA (UTTAR PRADESH)
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DECLARATION I, ANKUR JAIN student of MBA IVth semester, Sikkim Manipal University session 2008 – 2010, Roll no . 520838198 hereby declare that report entitle “ Performance appraisal System in Dabur India Limited ” the outcome of my own work and
the same
has
not been submitted to
any
university/Institute university/Institute for the award of any degree or diploma.
DATE:
PLACE:
Agra
ANKUR JAIN (520838198)
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DECLARATION I, ANKUR JAIN student of MBA IVth semester, Sikkim Manipal University session 2008 – 2010, Roll no . 520838198 hereby declare that report entitle “ Performance appraisal System in Dabur India Limited ” the outcome of my own work and
the same
has
not been submitted to
any
university/Institute university/Institute for the award of any degree or diploma.
DATE:
PLACE:
Agra
ANKUR JAIN (520838198)
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CERTIFICATE
This Th is is to cert certif ify y that that the the proj projec ectt “Performa “Performance nce Appraisa Appraisall System System in Dabur India Limited” is a dedicated record of bonafied work carried by Ankur Jain, a student for the Master of Business Administration course at Sikkim Manipal University , has completed under my project guide during
this year. No part of this work has been submitted for any other degree. Her work and output has been found to be satisfactory.
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ACKNOWLEDGEMENT
This project was done in partial fulfillment of the requirements for the degree of Masters of Business Administration. The three things which go on to make a successful endeavor are dedication, hard work and correct guidance. Able and timely guidance not only helps in making an effort fruitful, but also transforms the whole process of learning into an enjoyable and memorable experience. This project proved as an excellent opportunity for me to apply the concepts learnt in the course of my program at the institute. I am also thankful to Project guide (Ms. Sanjana Jain) Sikkim Manipal University for giving me this opportunity which helped me in gaining knowledge about Performance appraisal System in Dabur India Limited. I am deeply indebted towards Ms. Sanjana Jain or guiding me in preparing this project. I take this opportunity to thank all the people without whose help, guidance and inputs it would not have been possible to make the project report a success. Finally, I would like to thank all those who were directly or indirectly related to my project.
Ankur Jain
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PREFACE The MBA curriculum is designed in such a way that student can grasp maximum knowledge and can get practical exposure to the corporate world in minimum possible time. Management colleges of today realize the importance of practical knowledge over the theoretical base. The research report is necessary for the partial fulfillment of MBA curriculum and it provides an opportunity to the researcher in understanding the industry with special emphasis on the development of skills in analyzing and interpreting practical problems through the application of management theories and techniques. It is a new platform of learning through practical experience, which incorporates survey and comparative analysis. It gives a learner an opportunity to relate the theory with the practice, to test the validity and applicability of his classroom learning against real life business situations. This report helped me in knowing the employees attitude in better way and inculcated my knowledge towards the Performance Appraisal System in Dabur India Limited.
Ankur Jain
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TABLE OF CONTENT
1. Executive Summary
7
2. Topic Introduction
9
3. Company Profile
32
4. Literature Review
50
5. Objective of the study
51
6. Importance of the study
52
7. Research Methodology
53
a. Research design
53
b. Sampling Technique c. Sampling area
67
d. Sampling unit
67
e. Sampling size
68
8. Data Analysis
`
70
a. Interpretation
82
b. Findings & Conclusion
83
9. Conclusion
83
10. Recommendation and Suggestions
85
11. Bibliography
87
12. Annexure/Questionnaires
88
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EXECUTIVE SUMMARY
“Performance Appraisal System in Dabur India Limited” An organization’s goals can be achieved only when people put in their best efforts. How to ascertain whether an employee has shown his or her best performance on a given job? The answer is performance appraisal. Employee assessment is one of the fundamental jobs of HRM, but not an easy one through. This report is devoted to a detailed discussion of the nature and process of conducting performance appraisal. Performance appraisal is a formal, structured system of measuring and evaluating an employee’s job related behaviors and outcomes to discover how and why the employee is presently performing on the job and how employee can perform more effectively in the future so that the employee, organization and society all benefit. Performance Appraisal at Dabur India Limited is annually but without informing , to employees or workers there appraisal period is one year. During this period they appraise of worker or employee on the basis of parameters. As attendance, punctuality, creativity, level of work. Reporting officer has to fill up the annual confidential report and then overall rating. Reviving officer will review the record will give his own rating on the record. The main objective of doing performance appraisal is to check employee’s efficiency and effectiveness to performing the job .To study the factor responsible for satisfaction and dissatisfaction with the Performance Appraisal System. The Research Methodology is to describe the research
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procedure. This includes the descriptive and exploratory research design and during the study of both Primary and secondary data has been used and the statistical analysis is mean and average. The results of survey that 80% employees are satisfied with their Performance Appraisal but 20% of the employee had negative attitude or dissatisfaction with their Appraisal because Appraisal is annually but without informing, to employees or workers there appraisal period is one year and the working hour of the organization is not very good. So the employees have dissatisfaction. This survey indicated that there is considerably more satisfaction than dissatisfaction then the entire person who are gainfully employed is included in the survey
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TOPIC INTRODUCTION
Any dynamic Organization requires its employees to be capable of performing the variety of task associated with their role/position. It is essential for an Organization to assess the performance level of an employee in the particular position. This also helps the Organization in identifying the training and the orientation needs of the employees. The tool, which is used to
evaluate
the
performance
of
an
employee,
is
termed
as
“PERFORMANCE APPRAISAL”
Performance Appraisal is not isolated system but a part of bigger Human Resource
System
called
as
“PERFORMANCE
MANAGEMENT
SYSTEM”. Performance Management can be defined as “ A Management process designed to link the organization’s objective with those of the individuals and to make sure Corporate objectives are, as far as possible met performance Appraisal is the most important sub-system of Performance Management System.”
Performance Appraisal evaluates the Performance of an employee against
the job standards in terms of Quantitative, Qualitative and Behavioral Aspects at the work spot.
Meaning: In simple terms, performance appraisal may be understood as the assessment of an individual’s performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of
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output, initiative, leadership abilities, supervision, dependability, cooperation and judgment performance.
Performance appraisal is a formal, structured system of measuring and evaluating an employee’s job, related behaviors and outcomes to discover how and why the employee is presently performing on the job and how employee can perform more effectively in the future so that the employee, organization and society all benefit.
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NEED FOR PERFORMANCE APPRAISAL SYSTEM
Despite multiplicity and complex nature of many training and educational programs, most development occurs on job. But such development is ineffective and slow if employee is not systematically appraised and feed back information concerning his/her quality of performance. . Fundamentally, Performance Appraisal serves four main purposes for an organization and employees. Performance Appraisal is being practiced in 90% of the organizations worldwide. Typically, Performance Appraisal is aimed at:
To review the performance of the employees over a given period of
time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
To diagnose the training and development needs of the future.
Provide information to assist in the HR decisions like
promotions,
transfers etc.
Provide clarity of the expectations and responsibilities of the functions to
be performed by the employees.
To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development.
To reduce the grievances of the employees. Helps to strengthen the
relationship and communication between superior – subordinates and management – employees.
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SCOPE OF PERFORMANCE APPRAISAL
Every organization wants improvement and development in his employee. So they adopt all these strategies, which help to organization in improving employee’s ability.
In the starting of 20th century the role of performance appraisal was limited. Its scopes are in few areas as: •
Recruitment
•
Selection
•
Promotion
•
Compensation
But, with the natural changes and dynamic rapid growth the requirement of performance has increased. In the aid of 20th, the scope of it was included. •
Training need
•
Planning of human resource
•
Career planning & Development
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Process of performance appraisal
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to them. This will help them to understand their roles and to know what exactly is expected from them.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care
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that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.
COMPARING
THE
ACTUAL
WITH
THE
DESIRED
PERFORMANCE
The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees’ performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective
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actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.
FLOWCHART
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Performance Appraisal – Approaches
Traditional Approach
Traditionally, performance appraisal has been used as just a method for determining and justifying the salaries of the employees. Than it began to be used a tool for determining rewards (a rise in the pay) and punishments (a cut in the pay) for the past performance of the employees.
This approach was a past oriented approach which focused only on the past performance of the employees i.e. during a past specified period of time. This approach did not consider the developmental aspects of the employee performance i.e. his training and development needs or career developmental possibilities. The primary concern of the traditional approach is to judge the performance of the organization as a whole by the past performances of its employees Therefore, this approach is also called as the overall approach. In 1950s the performance appraisal was recognized as a complete system in itself and the Modern Approach to performance appraisal was developed.
Performance appraisal - Modern approach
The modern approach to performance development has made the performance appraisal process more formal and structured. Now, the performance appraisal is taken as a tool to identify better performing employees from others, employees’ training needs, career development paths, rewards and bonuses and their promotions to the next levels.
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Appraisals have become a continuous and periodic activity in the organizations. The results of performance appraisals are used to take various other HR decisions like promotions, demotions, transfers, training and development, reward outcomes. The modern approach to performance appraisals includes a feedback process that helps to strengthen the relationships
between
superiors
and
subordinates
and
improve
communication throughout the organization.
The modern approach to performance appraisal is a future oriented approach and is developmental in nature. This recognizes employees as individuals and focuses on their development.
CHALLENGES OF PERFORMANCE APPRAISAL
In order to make a performance appraisal system effective and successful, an organization comes across various challenges and problems. The main challenges involved in the performance appraisal process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms
Create a rating instrument
The purpose of the performance appraisal process is to judge the performance of the employees rather than the employee.
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The focus of the system should be on the development of the employees of the organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively.
Resistance
The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.
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RATIONALE OF THE STUDY
Performance Appraisal is the important aspect in the organization to evaluate the employees performance. It helps in understanding the employees work culture, involvement, and satisfaction. It helps the organization in deciding employees promotion, transfer, incentives, pay increase.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. “People are our most valuable asset” is a cliché, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product / process / organization knowledge and experience for new staff members.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment 2. Selection
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n3. Induction 4. Performance Appraisal 5. Training & Development Recruitment
The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning. Selection
The selection is the process of ascertaining whether or not candidates possess the requisite qualifications, training and experience required.
Induction
Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.
WHAT IS “PERFORMANCE APPRAISAL”?
Performance Appraisal is defined as the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. It consists of all formal procedures used in working organizations and potential of employees. According to Flippo, “Performance Appraisal is the systematic, periodic and an important rating of an employee’s excellence in matters pertaining to his present job and his potential for a better job.”
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CHARACTERISTICS
1. Performance Appraisal is a process. 2. It is the systematic examination of the strengths and weakness of an employee in terms of his job. 3. It is scientific and objective study. Formal procedures are used in the study. 4. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan. 5. The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision an employee.
METHODS OF PERFORMANCE APPRAISAL
The foregoing list of major program pitfalls represents a formidable challenge, even considering the available battery of appraisal techniques. But attempting to avoid these pitfalls by doing away with appraisals themselves is like trying to solve the problems of life by committing suicide. The more logical task is to identify those appraisal practices that are (a) most likely to achieve a particular objective and (b) least vulnerable to the obstacles already discussed. Before relating the specific techniques to the goals of performance appraisal stated at the outset of the article, I shall briefly review each, taking them more or less in an order of increasing complexity. The best-known techniques will be treated most briefly.
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's strengths, weaknesses, potential, and so on. In
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most selection situations, particularly those involving professional, sales, or managerial positions, essay appraisals from former employers, teachers, or associates carry significant weight. . GRAPHIC RATING SCALE
This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication.
FIELD REVIEW
The field review is one of several techniques for doing this. A member of the personnel or central administrative staff meets with small groups of raters from each supervisory unit and goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c) determine that each rater conceives the standards similarly.
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party.
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MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards, employees in some organizations are being asked to set - or help set - their own performance goals. Within the past five or six years, MBO has become something of a fad and is so familiar to most managers that I will not dwell on it here.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people who work for different supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. There is no single form or way to do this. The best approach appears to be a ranking technique involving pooled judgment. The two most effective methods are alternation ranking and paired comparison ranking. 1. “Alternation ranking”: Ranking of employees from best to worst on a trait or traits is another method for evaluating employees. Since it is usually easier to distinguish between the worst and the best employees than to rank them, an alternation ranking method is most popular. Here subordinates to be rated are listed and the names of those not well enough to rank are crossed. Then on a form as shown below, the employee who is highest on the characteristic being measured and the one who is the lowest are indicated. Then chose the next
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highest and the next lowest, alternating between highest and lowest until all the employees to be rated have been ranked. 2. “Paired-comparison ranking”:
This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome. Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more people are asked to make independent rankings of the same work group and their lists are averaged), are among the best available
for
generating
valid
order-of-merit
rankings
for
salary
administration purposes.
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about the assessment of future performance or potential? In any placement decision and even more so in promotion decisions, some prediction of future performance is necessary. How can this kind of prediction be made most validly and most fairly?
360 DEGREE FEEDBACK
Many firms have expanded the idea of upward feedback into what the call 360-degree feedback. The feedback is generally used for training and development, rather than for pay increases. Most 360 Degree Feedback system contains several common features. Appropriate parties – peers, supervisors, subordinates and customers, for instance – complete survey, questionnaires on an individual. 360 degree
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feedback is also known as the multi-rater feedback, whereby ratings are not given just by the next manager up in the organizational hierarchy, but also by peers and subordinates. Appropriates customer ratings are also included, along with the element of self appraisal. Once gathered in, the assessment from the various quarters are compared with one another and the results communicated to the manager concerned . Another technique that is useful for coaching purposes is, of course, MBO. Like the critical incident method, it focuses on actual behavior and actual results, which can be discussed objectively and constructively, with little or no need for a supervisor to "play God."
Advantages
Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities. The guiding principle of the MBO approach is that direct results can be observed easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance. MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts, but to put all the parts together and the performance may be directly observed and measured.
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Disadvantages
This approach can lead to unrealistic expectations about what can and cannot be reasonably accomplished. Supervisors and subordinates must have very good "reality checking" skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring. Variable objectives may cause employee confusion. It is also possible that fluid objectives may be distorted to disguise or justify failures in performance.
Benefits of Performance Appraisals •
Measures an employee’s performance.
•
Helps in clarifying, defining, redefining priorities and objectives.
•
Motivates the employee through achievement and feedback.
•
Facilitates assessment and agreement of training needs.
•
Helps in identification of personal strengths and weaknesses.
•
Plays an important role in Personal career and succession planning.
•
Clarifies team roles and facilitates team building.
•
Plays major role in organizational training needs assessment and analysis.
•
Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings.
•
Plays
an important
tool for
communicating the
organization’s
philosophies, values, aims, strategies, priorities, etc among its employees. •
Helps in counseling and feedback.
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Rating Errors in Performance Appraisals
Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: Leniency or severity: - Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons: a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect poorly on his or her own worthiness. b) He/She may feel that a derogatory rating will be revealed to the rate to detriment the relations between the rater and the ratee. c) He/She may rate leniently in order to win promotions for the subordinates and therefore, indirectly increase his/her hold over him. Central tendency: - This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates. Halo error: - A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well ax on motivation. Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect.
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Rater effect: -This includes favoritism, stereotyping, and hostility. Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error. Primacy and Regency effects: - The rater's rating is heavily influenced either by behavior exhibited by the ratee during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the ratee near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement. Performance dimension order: - Two or more dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different. Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably influence current ratings. Past ratings, good or bad, result in similar rating for current period although the demonstrated behavior docs not deserve the rating, good or bad.
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ROLES IN THE PERFORMANCE APPRAISAL PROCESS a) Reporting Manager
Ø
Provide feedback to the reviewer / HOD on the employees’ behavioral
traits indicated in the PMS Policy Manual Ø
Ensures that employee is aware of the normalization / performance
appraisal process Ø
Address employee concerns / queries on performance rating, in
consultation with the reviewer
b) Reviewer (Reporting Manager’s Reporting Manager) Ø
Discuss with the reporting managers on the behavioral traits of all the
employees for whom he / she is the reviewer Ø
Where required, independently assess employees for the said behavioral
traits; such assessments might require collecting data directly from other relevant employees
c) HOD (In some cases, a reviewer may not be a HOD)
Ø
Presents the proposed Performance Rating for every employee of his /
her function to the Normalization committee. Ø
HOD also plays the role of a normalization committee member
Ø
Owns the performance rating of every employee in the department
d) HR Head
Ø
Secretary to the normalization committee
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Ø
Assists
HOD’s
/
Reporting Managers
in
communicating
the
performance rating of all the employees
e) Normalization Committee
Ø
Decides on the final bell curve for each function in the respective
Business Unit / Circle Ø
Reviews the performance ratings proposed by the HOD’s, specifically
on the upward / downward shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee
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PERFORMANCE RATING PROCESS
EXCEPTIONAL CONTRIBUTOR (EC)
·
Performs consistently and substantially ·
above expectations in all areas ·
SIGNIFICANT CONTRIBUTOR (SC)
Performs above expectations in all
areas
Achieves a final score greater than or ·
Achieves final score between 100-
equal to 115%
114%
·
Consistently delivers on stretch targets
Versatile in his/ her area of operation
·
Is proactive
Develops creative solutions and require little
·
Spots
and
anticipates
problems, / minimal supervision
implements solutions
Sets examples for others
·
Sees and exploits opportunities
Take ownership of own development
·
Delivers ahead of time
Coaches others
·
Sees the wider picture-impacts across Demonstrates business initiative
business
Is self motivated
·
Focuses on what’s good for the business Supportive team player
·
Seen as role model by others
·
Recognized as exceptional by other Demonstrate functional initiative
Leads own team very effectively
functions as well
·
·
Motivates others to solve problems
·
Develops others
·
Provides open and honest feedback
·
Able
to
establish
and
lead
cross-
functional teams
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COMPANY PROFILE Dabur India Limited is the fourth largest FMCG Company in India with Revenues of US$750 Million (Rs 3390 Crore) & Market Capitalisation of US$3.5 Billion (over Rs 16,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care & Foods. Dabur India Limited is a leading Indian consumer goods company with
interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the bylanes of Calcutta way
back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, we have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle .
Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries. And this legacy has
helped
us
develop
a
bond
of
trust
with
our
consumers.
That guarantees you the best in all products carrying the Dabur name
Vision "Dedicated to the health and well being of every household" Principles Ownership This is our company. We accept personal responsibility, and accountability to meet business needs.
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Passion for Winning We all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at doing what matters most. People Development People are our most important asset. We add value through result driven training, and we encourage & reward excellence. Consumer Focus We have superior understanding of consumer needs and develop products to fulfill them better. Team Work We work together on the principle of mutual trust & transparency in a boundary-less organization. We are intellectually honest in advocating proposals, including recognizing risks. Innovation Continuous innovation in products & processes is the basis of our success. Integrity We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners and with each other.
Strategic Intent
We intend to significantly accelerate profitable growth. To do this, we will:
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•
Focus on growing our core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology
•
Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing our deep knowledge of ayurveda and herbs with modern science
•
Provide our consumers with innovative products within easy reach
•
Build a platform to enable Dabur to become a global ayurvedic leader
•
Be a professionally managed employer of choice, attracting, developing and retaining quality personnel
•
Be responsible citizens with a commitment to environmental protection
•
Provide superior returns, relative to our peer group, to our shareholders
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Dabur India Limited has marked its presence with some very significant achievements and today commands a market leadership status. The story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to our partners and stakeholders. Leading consumer goods company in India with a turnover of Rs.2233.72 Crore (FY07) 2 major strategic business units (SBU) - Consumer Care Division (CCD) and Consumer Health Division (CHD) 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur International and 3 step down subsidiaries of Dabur International - Asian Consumer Care in Bangladesh, African Consumer Care in Nigeria and Dabur Egypt. 13 ultra-modern manufacturing units spread around the globe Products marketed in over 50 countries Wide and deep market penetration with 47 C&F agents, more than 5000 distributors and over 1.5 million retail outlets all over India CCD, dealing with FMCG Products relating to Personal Care and Health Care
Leading brands Dabur - The Health Care Brand Vatika-Personal Care Brand Anmol- Value for Money Brand Hajmola- Tasty Digestive Brand and Dabur Amla, Chyawanprash and Lal Dant Manjan with Rs.100 crore turnover each Vatika Hair Oil & Shampoo the high growth brand
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Strategic positioning of Honey as food product, leading to market leadership (over 40%) in branded honey market Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Leader in herbal digestives with 90% market share Hajmola tablets in command with 75% market share of digestive tablets category Dabur Lal Tail tops baby massage oil market with 35% of total share
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines
Has more than 250 products sold through prescriptions as well as over the counter Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils Proprietary
Ayurvedic
medicines
developed
by
Dabur
include:
- Nature Care Isabgol
- Madhuvaani
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- Trifgol Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students
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COMPANY HISTORY
2007 Dabur Foods Merged With Dabur India1884 Birth of Dabur
1896 Setting up a manufacturing plant
Early 1900s Ayurvedic medicines
1919 Establishment of research laboratories
1920 Expands further o
Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
1979 Sahibabad factory / Dabur Research Foundation
1986 Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
Joint Ventures
3 separate divisions
Foods Division / Project STARS
Professionals to manage the Company
Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur acquires Balsara
2005 Dabur announces Bonus after 12 years
2006 Dabur crosses $2 Bin market Cap, adopts US GAAP 2006 Approves FCCB/GDR/ADR up to $200 million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
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BOARD OF DIRECTORS The Board comprises of:
ViceChairman
Chairman
Dr.
Mr. Amit
AnandBurman
Burman
Whole Time Directors
Mr. P.D.
Mr. Sunil
Mr. Pradip
Narang
Duggal
Burman
Non Whole Time Promoters, Directors
Mr. Mohit 39 | P a g e
Burman
Independent Directors
Mr. Bert
Mr. P. N. Vijay
Paterson
Mr. R C
Dr. S. Narayan
Bhargava
Mr. Analjit Singh
Distribution Network:
Central, North & South America Australia Asia Middle East North & South Africa
East & West Europe
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Employee Strength: Dabur currently has strength of 2,500 employees.
Corporate Office: Kaushambi Ghaziabad - 201010 Uttar Pradesh, India Tel: +91 (0120) 3982000 (30 Lines) +91 (0120) 3001000 (30 Lines)
Registered Office: 8/3, Asaf Ali Road, New Delhi – 110 002 Tel: +91 (011) 23276739, 23289142, 23253488 Fax: +91 (011) 23276739
PERFORMANCE APPRAISAL IN DABUR INDIA LIMITED
The appraisal system is seen dividing the organization at two levels for convenience and better handling of system. WRF for frontline level and MRF for upper middle and senior level.
In Dabur India Limited they do the performance appraisal annually.
The
performance appraisal is done two levels. These levels are. Worker level /employee level .
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Manager level
There all are done by different peoples, but there process is same. Personal discussion is base of P. A. In this industry (I am working on performance appraisal at worker level/Employee level.)
Worker performance appraisal
Collecting data and feedback by “worker Revise form Send to head of department for rating scale Cross question by personal manager Appraisal sends to general manager for final decision Order implementation in the form of increment & training.
There are the five major part of worker performance appraisal. Under each step there are many other actions. Which are followed by appraise to identify the potential need.
Explanation of steps:
There five steps are performed as follows: Collecting data and feedback by “worker Review form”This is the first step of performance appraisal process. In this form, there are personal data, job data and period of appraisal is described. The WRF format is as follows:
Worker review for (WFR)
Personal profile Name
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Company /Unit Department Designation Employee code Date of birth Date of joining Qualification Total experience Working in present department. Since Present Salary details Nature of work Appraisal period.
Appraisal Rating Scale
91 & Above 76-90 41-75
Exception Highly Effective Effective
20-40 Below 20
Adequate Unacceptable
Approval procedure
•
Signature of initiating officer
•
Signature of unit head/reviewing officer
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•
Signature of unit head/ reviewing officer
•
Signature of location HR Manager
•
Signature of general Manager (HR)
Thus we see that the format of (WRF) through the first part of it (personal data) initiating officer taken information about the background of worker. After it they send it to head of department. Then the next step is started. Send WRF to HOD for appraisal ratings: After taking personal data initialing officer send WRF to the head of department (in which department worker). HOD appraises and gives rating But HOD gives rating on the basis of feedback of engineers and line manager who live daily with worker and observe they (engineers and line manager) gives their views and information to the head of department. After taking the information, head of department rates to the worker on the basis of there parameters. •
Attendance
•
Punctuality
•
Discipline
Level of involvement & participation.
Health and energy. Loyalty towards worker & organization These are appraised by HR department and give to the HOD. Then HOD takes information by line manager, & engineers and rates worker on these parameters:
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•
Job knowledge
•
Quality of work
•
Productivity
•
Tidiness of work palace
•
Safety consciousness
•
Dependability
•
Adaptability
•
Follows and implements
•
Cooperation
•
Attitude towards seniors and coworker
•
Sincerity and dedication
•
Responsibility & Accountability
•
Innovation and creativity
•
Handling of company.
On the basis of these the HOD gives rates to worker. He rates worker and give has view as to mark on “Appraisal Rating Scale” after it the second step is being finished.
Cross questions and identifying errors by personal manager .
After the rating the workers the WRF return back to the initiating officer. Where the personnel manager find out the errors by cross questions. He asks to the head of department that he rated worker on which basis. He identify the reasons on the basis of which HOD rated to the worker if reasons are wrong and depend upon the personal relation, the gives their
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own view. But in general cases the ratings of HOD is on satisfactory level and personal manager also follows that ratings.
Appraisal sends to the GM for final
When the personnel manager or initiating officer check the ratings and send to the general Manager. General Manager checks the ratings and gives his own view. He firstly sees the 5 ratings and checks their correctness then gives order of increment or training. He gives order on the basis of ratings. These ratings decide the overall evaluation percentage. Means if HOD rated a worker as effective, means between 40% to 75%. On the basis of this percentage general manager recommends increment of training process for the employee. His recommendation will be last and final
Recommendation /Comments of employee:
here Recommendation means recommendation of GM & comments means comments of employee upon review took place. If employee is not satisfied with outcome, other which depends on present circumstances.
Order recommendation recommendation implementation:
When general manager passes the WRF with recommendation the initiating officer officer starts starts to implement implement it.Thus it.Thus there are these these steps, which are mainly mainly followed in the Dabur India Limited to appraise the worker.
DISCUSSING THE APPRAISAL WITH EMPLOYEE/ WORKER 46 | P a g e
Managers may well keep the following points in view during performance appraisal discussion. No one is perfect: No human being is perfect . Every one of us has some weaknesses and inadequacies, which may be physical, emotional, or mental. Since these are part of us, it requires a tremendous amount of will power to change them. Therefore, in all fairness, managers should not be unduly harsh on employees who display some weaknesses or inadequacies, but instead, shou should ld try try to conv convin ince ce them them of thei theirr shor shortc tcom omin ings gs and and gu guid idee them them to improve themselves.
Need to understand and appreciate employees’ viewpoint: It is not enough that managers are fair and objective in the evaluation; they should also to understand and appreciate employee’s viewpoint. They must have empathy with their employees, and understand the latter’s hopes, fears and ambition. This will help to create an atmosphere in which employees will accept their evaluation, and feel encouraged to make changes or improvements in their performance. Making employees accept the benefit of counseling Managers deal with
human beings and not with machines or other inanimate objects. They must, therefore, counsel slowly and carefully.
NEED OF DISCUSSION OF APPRAISAL :
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The discussi discussion on off appra appraisal isal will will help to
employee employee to to come out out from from his
weaknesses and can be understand. So need of discussion of appraisal can be understand by these points. Feed back: In performa performance nce appraisal appraisal when manager manager discusses discusses appraisal appraisal
with employee he discusses several thing about his/her performance thus employees gets a feed back. If employee thinks that his performance should be more than it, he try to improve his performance more and more. So discussion of appraisal is necessary for this type of feed back, which helps in development of employees.
Inform to employee about the appraisal: When the process of appraisal is
ran then there are several types of method & through which manager assess to employees. Employee should know about the appraisal and else benefits. This can be possible when there will be a discussion of appraisal between mana manage gerr and and empl employ oyee ee in ever every y appr apprai aisa sall syst system em ther theree shou should ld be a discussion which based upon the appraise and his performance. This is necessary to inform employee about the appraisal. Because it helps in his improvement.
To aware employees about rewards/punishment: After assessment they
give him reward for their good performance and advice or training for their bad performance. performance.
MAIN OBJECTIVES OF DISCUSSION OF APPRAISAL: 48 | P a g e
Performance discussion is another step in the appraisal process. Once appraisal had been making of employees, the raters should discuss and review the performance with the rates, so that they will receive feedback about where they stand in the eyes of superiors. Feedback is necessary to effect improvement in performance, specially when it is inadequate. Specifically, performance discussion has three goals:
To change behavior of employees whose performance does not meet organizational requirements or their own personal goals?
To maintain the behavior of employees who perform in an acceptable manner, and
To recognize superior performance behaviors so that they will be continued.
LITERATURE REVIEW 49 | P a g e
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. “People are our most valuable asset” is a cliché, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment 2. Selection 3. Induction 4. Performance Appraisal 5. Training & Development
OBJECTIVES OF STUDY 50 | P a g e
•
To study the factor responsible for satisfaction &dissatisfaction of employee with the performance appraisal
•
The main objective of doing Performance Appraisal is to check the employee efficiency & effectiveness to perform the job.
•
To study various parameter affecting employees Performance Appraisal.
•
To determine whether HR Programmers such as selection, training transfer is effective or not.
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IMPORTANCE OF STUDY
Discussion always clears the matter. In appraisal system when there is a discussion it helps in collecting accurate data and also helps in clearance in doubts. A discussion of appraisal is very important. But it is not only for the company’s management but also for worker & staff members. Let’s see how discussion is most important for an organization. Helps in Appraisal system Helps in Individual Development Beneficial for the Organization
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RESEARCH METHODOLOGY The present study on Performance Appraisal is an outcome of the various methods and procedures followed while collecting and analyzing the data. The following is a brief discussion on such issues:
COLLECTION OF DATA
Data for the competition of this study was collected both from primary and secondary sources. Primary data was collected from the respondent through questionnaire based survey in Dabur India Limited. Secondary data was collected from the internet, magazines, books and journals .
Research Design
The research design is the conceptual structure with in which research is conducted. As such the design includes an outline of what the researcher will do from writing the hypothesis and its operational implications to be final analysis of data. There are two main research are used for the collection of the data. Descriptive and exploratory research is used in the collection of the information.
The study is conducted for the purpose of analyzing. For the purpose of conducting the study, an exploratory analysis will be conducted, which will further be followed by a conclusive analysis.
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Exploratory –
1. Purpose of such studies is formulating a problem for more precise investigation. 2. Also termed as formulative research studies 3. Major emphasis is on the discovery of ideas and insights 4. It is most simple and fruitful method of formulating the research problem. Hypothesis stated by earlier workers may be reviewed and their usefulness be evaluated as a basis for further research
Expert interview:
I have selected the experienced share brokers and people related with share market and interview them. •
In depth:
•
Once we are aware with the topic, and we have got our variables to study, we need to relate them. And this needs a lot of knowledge, and for our topic we have chosen the process of laddering to reach the root of the problem.
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data.
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Types of research Design
Exploratory Research Design
Descriptive Research Design
Causal Research Design
Is undertaken when no information is available on how similar problems or research issues had been solved in the past
The study gives some understanding of the nature of the problem
Conducted to identify cause and affect relationships among variables when the research problem had already been narrowly defined.
This research is a descriptive type of research which is concerned with describing the characteristics of a particular individual. The researcher must be able to define clearly, what he wants to measure and must find adequate methods for measuring it along with a clear cut definition of ‘population’ he wants to study. In this research we were aware of the problem and able to define it clearly.
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Research instruments: Interview method was adopted to collect the information from executive and non executive employees. This was done with the help of questionnaires being given out to them for their completion.
Survey method:
This is most common method for gathering primary data; the survey is a research technique in which information is gathered from a sample of people by use of a questionnaire or interview. We have followed the survey research because survey is the best suited method for descriptive research. We have undertaken surveys to learn about people’s knowledge, beliefs, preferences, satisfaction and personality. It requires development of a survey instrument, so we prepared a questionnaire, which the respondent are asked to fill up.
Types of Surveys Surveys can be divided into two broad categories: the questionnaire and the interview. Questionnaires are usually paper-and-pencil instruments that the respondent completes. Interviews are completed by the interviewer based on the respondent says. Sometimes, it's hard to tell the difference between a questionnaire and an interview. For instance, some people think that questionnaires always ask short closed-ended questions while interviews always ask broad open-ended ones. But it is not true, we have made a questionnaire with open-ended questions (although they do tend to be
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shorter than in interviews) and there were a series of closed-ended questions asked in an interview. In this survey we have chosen the both two categories of survey: the
questionnaire with an observation in a limited time period. We used the method of close ended questionnaire. This method is also called a schedule method. Questionnaire-------- {Quantitative}
Schedule:
It consists of a set of questions presented to respondents. Because of its flexibility it’s a better instrument used to collect primary data. We have used the method of close-ended and open-ended questionnaire in which specify all the possible answer and provided answer that are easier to interpret and tabulate. We have chosen schedule beside simple questionnaire because Schedule also includes observation along with questionnaire.
Questionnaire:
In this research we have chosen questionnaire method which is consider as the best suited method for the survey. We have chosen Questionnaire method because it works well for measuring awareness among the employees and also used for gathering usage statistics. We have prepared the questionnaire and we have asked the question to the respondents by taking the interview. And each respondent gave the answer of the every question. We have given the clear instruction and suitable time accordingly to the respondents’ convenience. We have kept the questionnaire short, structured
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and grouped according to the purpose. The terminology and the language were familiar and easy to understand.
Observation:
Scientific observation is the systematic process of recording the behavioral patterns of people, objects and occurrences as they are witnessed or the compilation of evidence from records of past events.
Observations of
respondents have following benefits: •
Data without distortions due to self-report (e.g.: without social desirability bias)
•
No need to rely on respondents memory
•
Nonverbal behavior data may be obtained
•
Certain data may be obtained more quickly
•
Environmental conditions may be recorded
•
May be combined with survey to provide supplemental evidence
•
Factor can be determined of their agreement and disagreement.
Types of Survey Questions Survey questions vary according to what type of information we are trying to collect from the respondents, and how this information will apply to the goals of the survey. There are two basic types of survey questions: Openended and Closed-ended. I have chosen Close ended question.
Closed-ended
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In contrast to open-ended questions, closed-ended questions require participants to choose from a limited number of responses predetermined by the researcher. We have chosen 5 basic types of closed-ended questions: dichotomous; Multiple-choice; Categorical; Numerical; and contingency. Closed-ended questions provide primarily quantitative data, and are frequently used in confirmatory research.
Types of close Ended Questions
Dichotomous Questions
Filter or Contingency Questions
Multiple Choices
Categorical Numerical
Dichotomous Questions When a question has two possible responses, we consider it dichotomous. Surveys often use dichotomous questions that ask for a Yes/No, True/False or Agree/Disagree response. There are a variety of ways to lay these questions out on a questionnaire, we have also chosen this type of questions likeExample: a) Are you satisfied with current performance appraisal system ? •
Yes
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No
•
Filter or Contingency Questions Sometimes you have to ask the respondent one question in order to determine if they are qualified or experienced enough to answer a subsequent one. This requires using a filter or contingency question. For instance, we may want to ask one question if the respondent smoke and a different question if they not. in this case, we would have to construct a filter question to determine whether they smoke: like we prepare this question: Example: a) Have you get promotion in this year ? i) Yes
ii) No
Filter questions can get very complex. Sometimes, you have to have multiple filter questions in order to direct your respondents to the correct subsequent questions. There are a few conventions you should keep in mind when using filters:
Multiple Choices We also have used a multiple-choice question when we want our respondents to choose the best possible answer among all options presented. LikeExample a) Which performance appraisal method is good according to you ?
Management by objective
Graphic rating Mathod
Rating Mathod
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Categorical We have also use a categorical question when the possible answers are categories, and the respondent must belong to one category. Like Example
Performance appraisal in your company is _______ . o
Excellent
o
Good
o
Average
o
Poor
Numerical when the answer must be a number, ask a numerical question. Like Example
How frequently performance appraisal is done in your company?
With in 1 month
After 2 month
In 6 months
Other, specify
Likert scale Method The Likert Scale is an ordered, one-dimensional scale from which respondents choose one option that best aligns with their view. There are typically between four and seven options. Five is very common (see arguments about this below). All options usually have labels, although sometimes only a few are offered and the others are implied. A common
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form is an assertion, with which the person may agree or disagree to varying degrees. In scoring, numbers are usually assigned to each option (such as 1 to 5). The Likert scale is named after its originator, Rensis Likert. A benefit is that questions used are usually easy to understand and so lead to consistent answers. A disadvantage is that only a few options are offered, with which respondents may not fully agree. As with any other measurement, the options should be a carefully selected set of questions or statements that act together to give a useful and coherent picture. A problem can occur where people may become influenced by the way they have answered previous questions. For example if they have agreed several times in a row, they may continue to agree. They may also deliberately break the pattern, disagreeing with a statement with which they might otherwise have agreed. This patterning can be broken up by asking reversal questions , where the sense of of the question is reversed - thus in the example above, a reversal might be 'I do not like going to Chinese restaurants'. Sometimes the 'do not' is emphasized, to ensure people notice it, although this can cause bias and hence needs great care. Some people do not like taking extreme choices as this may make them appear as if they are totally sure when they realize that there are always valid opposing views to many questions. They may also prefer to be thought of as moderate rather than extremist. They thus are much less likely to choose the extreme options. This is a good argument to offer seven choices rather than five. It is also possible to note people who do not make extreme choices and 'stretch' their scores, although this can be a somewhat questionable activity. [For these reasons, I have a personal preference for six options].
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There is also debate as to what is a true Likert scale and what is a 'Likerttype' scale. Likert's original scale (in his PhD thesis) was bipolar, with five points running from one extreme to another, through a neutral central position, ranging from 'Strongly Agree' to 'Strongly Disagree'. The Likert scale is also called the summative scale , as the result of a questionnaire is often achieved by summing numerical assignments to the responses given. A Likert item is simply a statement which the respondent is asked to evaluate according to any kind of subjective or objective criteria; generally the level of agreement or disagreement is measured. Often five ordered response levels are used, although many psychometricians advocate using seven or nine levels; a recent empirical study [ found that a 5- or 7- point scale may produce slightly higher mean scores relative to the highest possible attainable score, compared to those produced from a 10-point scale, and this difference was statistically significant. The format of a typical five-level Likert item is: •
Strongly disagree
•
Disagree
•
Cant’ say
•
Agree
•
Strongly Agree
Survey Method: We have done this research in Dabur India Ltd.. Survey:
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The survey is a non-experimental, descriptive research method. Surveys can be useful when a researcher wants to collect data on phenomena that cannot be directly observed (such as opinions). In a survey, researchers sample a population.
Population or universe
Any complete group that share some set of characteristics (e.g., people, sales territories, stores, etc.) In this method we surveyed whole 120 respondents. Respondents:
Respondent is a person who answers a request for information and who participate in survey and gave the answer to the question asked by the researcher. Response:
An answer or reaction to the question asked by the researcher. Data gathering:
Research is basically a Systematic and objective process of gathering, recording and analyzing data for aid in making business decisions. The two types of data can be gathered: a) Primary data b) Secondary data.
Secondary data:
Data gathered and recorded by someone else prior to and for a purpose other than the current project is called a secondary data. Secondary data can be collected through the websites, books, previous data etc. researcher collect
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the data from the website to understand the culture of the organization which will helps us designing the questionnaires.
Primary data:
For this research I have used primary data source. Primary data is Information collected for the first time. For this study, a survey questionnaire and interview method was used for gathering primary data. In this research, We interviewed each employee in the organization including senior and junior management. The questionnaire contained questions pertaining to the impact of officers like quality of the company to its global success and growth. In order to use the questionnaire as an evaluation tool, the respondents are asked to give the answer in detail. Advantages of Primary Data:
Answers a specific research question.
Data are current.
Source of data is known.
Secrecy can be maintained.
Data Gathering Procedure
After making the questions, I followed steps given below for actual data gathering: The research proposal and a sample of the questionnaire presented to a higher ethics committee for approval. I gave adequate explanation of the main objectives of the research proposal. Revisions have then been made on the questionnaire.
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I personally talked to every respondent and provided proper explanation to fill the questionnaire. I distributed the 60 – 60 questionnaires in two slots and collected it very next day. It takes 5 days to distribute and collect it because respondents were very busy so they return questionnaire on very next day
Sampling Technique
Sampling Technique
Non Probability Technique
Simple Random Sampling
Probability Technique
Systematic Sampling
Stratified Sampling
Cluster Sampling
I have used Simple random Sampling technique (Probability Sampling). In probability sampling, units are selected by chance. It is possible, to pre specify every potential sample of given size that could be drawn from the
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population, as well as the probability of selecting each sample. Every Potential sample need not have the same probability of selection, but it is possible to specify the probability of selecting any particular sample of a given size. In simple random sampling each element in the population has a known and equal probability of selection. Further more each possible sample of given size (n) has a known and equal probability of being the sample actually selected. This implies that every element is selected independently of every other element. The sample drawn by a random procedure from a sampling frame.
Sampling area Sampling area is basically targeted population. The target population is the collection of element or objects that possess the information sought by researcher and about which inferences are to be made. Defining the target population involves translating the population definition into a precise statement of who should and should not be included in the sample. So, target population (sample area) is the share brokers and people related to share market. The target population should be defined in terms of elements, sampling unit., extent and time. ELEMENT - An element is the object about which or from which the
information is desired. In survey research, the elements are usually the respondent.
Sampling unit 67 | P a g e
A sampling unit is an element, or a unit containing the element, that is available or selection at some stage of the sampling process. The total strength of Dabur India Limited 1420 employees. Only those employees were considered for the purpose of study that had completed one or more year of service.
Sampling size Sample size refers to the number of element to be included in the study. I have selected Random selection techniques and the sample size is of 120.This was done with worker/ employee of the organization.
Conclusive –
A survey will then be conducted to carefully study the perception. This will also help in studying their perception about the various technologies being launched in the market these days. It will be done on the basis of crosssectional analysis. Like age, location, qualification, experience, income level, etc. A questionnaire will be framed, for the purpose of collection of primary data.
Questionnaire for investors are attached. Secondary literature analysis has to be done of the past data that we will collect. A literature study, of the various articles, journals, websites and case studies, that have already been written on the topic, will be taken up for the
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purpose of gaining ample amount of information on the topic. This will help in the better understanding. The data, thus collected, will be used to estimate the general perception of investors, on various related issues. The Reason –
The main reason behind taking up this research design is that, the data collected through the careful study of the already written literature, will help create a foundation for analysis of the information, which will be collected with the help of the questionnaire that will be drafted. This will provide a better understanding of the subject matter and its solutions. Thus, the survey will help us understand, whether, the already written literature, stands true in today’s scenario.
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DATA ANALYSIS In order to analyse the results of the questionnaire, Data analysis was done with the help of bar charts for each questionnaire. The level of agreement of each employee towards a particular task was identified on the basis of their percentage. Analysis was done on the basis of majority and minority of percentage that what it interpret. This helped us to identify the general response of the participants to the gaven question or statement. In addition, this research instrument allowed the research to carry out the quantitative approach effectively with the use of observations. In order to test the validity of the questionnaire used for the study, We also tested the questionnaire to five respondents. These respondents as well as their answers were also part of the actual study process. After the questions answered, We did the necessary corrections that we felt at that time of interview to ensure further improvement and validity of the instrument. We revised the survey questionnaire.
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DATA ANALYSIS AND INTERPRETATION
1. Have you got the promotion this year? (a) Yes (b) No
%
30%
Yes No
70%
In relation relation to the question “Have you get promotion promotion this year” respondents give different response. The 30% respondents give response Yes , they got promotion this year and rest off 70% respondents give response that they have not get any promotion promotion in this year. year.
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2. Are you satisfied with your promotion? a) Yes b) No c) Can not say
1%
42%
Yes No 57%
Cant Say
In the relati relation on to the questi question on “Are “Are you satisf satisfied ied with with promo promotio tion” n” the respondents give response differently. 57% respondents give response that they they are satisf satisfied ied with their their
promot promotion ion.. The 42% respond respondent entss are not
satisfied with their promotion and rest off 1% give response that they can not say anything.
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3. Are you satisfied with appraisal system in Dabur India Ltd. ? a) Yes b) No c) Cannot say
%
5% 44%
Yes No
49%
Cant Say
In the relation relation to the question question “ Are you satisfied satisfied with appraisa appraisall system in Dabur Dabur India Ltd”, Ltd”, the respond respondent entss give give respon response se differ different ently ly .The
44% 44 %
responden respondents ts give their their response response yes they they are satisfied satisfied with with their appra appraisal isal system system in the company. company. The 49% responden respondents ts are not satisfied satisfied with with the appraisal system in the the Dabur India Ltd . and the rest off 5 % that they they cant not say anything.
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4. Does company provide any type of training? a) Yes b) No c) cannot say
%
2%
Yes 47%
51%
No Cant Say
In the relation to the question “ Does company provide any type of training ” the respondents give response differently . The 51% respondents give response that company provides training for them the 47% respondents give response no.
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5. Did you need any training related to your work? a) Yes b) No c) Cannot say
%
20%
24% Yes No Cant Say 56%
In the relation to the question “Did you need any training related to your work” the respondents gave response differently .the 24% respondents give response they need training related to their work. The 56% respondents give
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response that they did not need any training an 20% give respondents give response can’t say.
6. Is there any political interfere in up gradation and promotion? a) Yes b) No c) Can not say
%
11% 42%
Yes No Cant S ay 47%
In the relation to the question
“ is there any political interfere in up
gradation and promotion” The respondents give response differently , the
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11% give response that yes there have political interfere in up gradation and promotion .the 47% respondents give response that there is not political interfere in up gradation and promotion and rest off respondents response was can not say.
7) Does it lead any discreminitory practices ? a) yes b) no c) cant’t say
%
Yes, 9% Yes
Cant Say, 46%
No No, 45%
Cant Say
In response of question “does it lead any discreminitory practices”, respondent were indifferent. Majority (46%) said cant not say and 45% said no. Only 9% respondent were in favour.
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8. The training given to you is satisfactory or not? a) Yes b) No c) cannot say
%
20% 31% Yes No Cant Say 49%
In the relation to the question “ the training given to you is satisfactory or not ” the respondents give response differently .20% respondents response was yes training is satisfactory which is given to them , 49% respondents
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response was that training is given to them is not satisfactory and31% respondents response was can not say.
9.Whether there is a provision of appeal to grievance under performance appraisal? a) Yes b) No c) Can not say
%
40%
Yes No 54%
Cant Say
6%
In relation to question “whether there is a provision of appeal to grievance under performance appraisal “ the respondents response is different. the 54%
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respondents give response that yes there is provision of appeal to grievance under performance appraisal .the 6% respondents response is no, there is not any provision of appeal to grievance under performance appraisal and rest off respondents response was cannot say.
10) Is current process is time consuming? a) yes b) no c) can’t say
%
22%
Yes No 53%
Cant Say
25%
The next question asked was “is current process is time consuming”. Current performance appraisal process is time consuming said majority (53%) of respondent and 25% said no.
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11) Is there an personal development plan in your organization ? a) yes b) no c) can’t say
%
13% 15% Yes No Cant Say 72%
In relation to question ,”is there an personal development plan in your
organization”, employees said yes (72% )and only 15% said no. This shows that company take performance appraisal as very important function of human resource.
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RESULTS It is clear from the data generated opinion in Dabur India Limited is in favor of an open, unbiased and effective Performance Appraisal System. Employees expect maximum level of transparency, efficient and flexibility from the Appraisal System. The results or survey that 80% employees are satisfied with their Performance Appraisal but 20% of the employee had negative attitude or dissatisfaction with their Appraisal because Appraisal is annually but without informing, to employees or workers there appraisal period is one year and the working hour of the organization is not very good. So the employees have dissatisfaction. This early finding is quite similar to the performance of evidence that has since been reported.
The view that is clearly taken is that the majority of the gain fully employed tend to have Performance Appraisal are at best natural. Only a small percentage of dissatisfaction is there. This survey indicated that is considerably more satisfaction than dissatisfaction then the entire person who are gainfully employed is included in the survey.
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CONCLUSION
•
My aim of this research report is identifying
•
The practical use of performance appraisal.
•
How the theoretical knowledge of performance appraisal is different from reality.
•
Its traditional form & recent changes.
•
Why performance appraisal is required in each company.
•
Is there another program which an able to access individuals?
•
So, at the last of this research report, I have found all the answers of my questions. The research has done in Dabur India Limited. All the answer is related with the company. These are as fallow.
•
Performance appraisal is specifically used for assessing individual & identifying his needs. In practical life every company use it to know what is the performance level of his employees. Performance appraisal is used very casually in practical life. But for good result it should be given proper attention.
•
There are many differences between theoretical & practical knowledge. Theoretically, there are many approaches of performance appraisal but in practical life it is found that there is only a simple policy of performance appraisal. “Appraisal by simple method & get result.” It shows that what is behavioral that should be adopted.
•
Its traditional form was limited for recruitment, selection, training & development but now its look is different. Now it is also used for global & competitive advantages, business expansion etc.
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•
Every company wants to move further & a company can move when its base will be strong. A company starts with workers. Workers are able for the company, or not it shows by their performance. That’s why every company uses it broadly.
•
In the recent time there are some companies who are using another program. But that program is attached with performance appraisal. In that they appraise only creativity and initiating quality of individual & on the basis of it they give new challenges & positions to them as a reward. Instead of position they also give financial help. Which motivate them?
•
In Dabur India Limited they use a simple strategy for appraisal and they are successfully handling this with this best effort.
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RECOMMENDATION AND SUGGESATIONS
•
In the recommendation session it should be clear that they should have to adopt a simultaneously strategy which runs with the appraisal process. As it is found that if there is any error then they keep that in mind but not remove that at present & next time when they remember it then take pre-action otherwise not. In my opinion it appraisal process will checked in each step then they have no need to keep it in mind. When they ignore it for next year there will be an injustice with some one.
•
In Dabur India Limited should take various steps to improve satisfaction and dissatisfaction of employees. These are as follows.
•
Instead of annually appraisal there should be apply monthly/quarterly or six monthly appraisal systems. Which should be used in filling up annual confidential report so that employee might be productive throughout year instead of employee showing productivity around the time of filling up appraisal form.
•
Reason of employee should be communicated if his performance is not up to the mark. So that he can improve his behavior.
•
There may be interdependent committee/agency to check the fairness of the appraisal system.
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LIMITATIONS
•
Confidentiality of certain information at the unit level also major limitation of this study.
•
Contacting managers of the organization was time consuming exercise
•
The study covers only the permanent employees of the organization who have completed their one year service hence the study is just based on a limited number of people.
•
Sampling size is not big enough to cover all sections of employees, through every efforts is made the sample as much representative as possible by covering each and every departments.
•
There was not much literature available on the topic for consulting and studying.
•
Recruitment and promotion policy has undergone change several times, which also hampered work.
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BIBLIOGRAPHY
BOOKS
•
K Aswathappa - Human Resource and Personnel Management, Third Edition: “Performance Appraisal”
•
.Dr. G. K. Varshney - Human Resources Management, Performance appraisal.
•
C.R. Kothari- Research Methodology, Wishwa Prakashan: “Research Design”.
WEBSITES
www.google.com.
www.daburindialimited.com
www.naukrihub.com
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QUESTIONNAIRE
Name _______________________ Age _________________________ Sex _________________________
1.Have you get the promotion this year ?
(a) Yes
(b) No
2. Are you satisfied with your promotion? a) Yes b) No c) Cannot say
3. Are you satisfied with appraisal system in Dabur India Ltd. ? a) Yes b) No c) Cannot say 89 | P a g e
4.Does company provide any type of training? a) Yes b) No c) cannot say
5.Did you need any training related to your work? a) Yes b) No c) Cannot say
6.Is there any political interfere in up gradation and promotion? a) Yes b) No c) Can not say
7) Does it lead any discriminatory practices ? a)yes b) no c) can’t say 90 | P a g e
8.The training given to you is satisfactory or not? a) Yes b) No c) Can not say
9. Whether there is a provision of appeal to grievance under performance appraisal? a) Yes b) No c) Can not say
10. Is current process is time consuming?
a) Yes b) No c) Can’t say
11. Is
there
any personal
development
plan in your
organization ? a) Yes b) No 91 | P a g e
