PROJECT REPORT ON

A STUDY OF PERFORMANCE MANAGEMENT

SYSTEM IN PARLE BISCUITS, GONDEGAON,
NASHIK.

SUBMITTED TO
UNIVERSITY OF PUNE
IN PARTIAL FULFILLMENT OF THE REQUIREMENT
OF
MASTER OF BUSINESS ADMINISTRATION (MBA)
SUBMITTED BY
DESHMUKH ABHISHEK SANJAYRO
UNDER THE GUIDENCE OF
PROF. AJIT WAGH

KALYANI RAVINDRA SAPKAL COLLAGE OF

MANAGEMENT STUDIES, ANJANERI, NASHIK.
2015-2016

1
 ACKNOWLEDGEMENT

I hereby sincerely express my profound and sincere of gratitude to

Mr. Ajay Sharma- Plant Chief, Mr. Kajale -HR Head. PARLE for kindly
providing me with the opportunity to conduct my project in PARLE Ltd.
and for sparing time and effort to impact the needed information and
guidance.

I extend my thanks and gratitude towards Dr. Suhas Dhande,

K.R.S.C.M.S, Anjaneri, Nashik For granting me permission to carry my
project in Parle.

I also acknowledge my deep indebtedness to Mr. Ajit Wagh for his

conceptual and theoretical assistance.

I thank the people who directly and indirectly helped me for this
project.

2
 STUDENTS DECLARATION

I undersigned hereby declare that, the project entitled, A STUDY

OF PERFORMANCE MANAGEMENT SYSTEM PARLE
BUSCUITS, GONDEGAON, NASHIK. is executed as per the course
requirement of two year full time MBA Program of University of Pune.
This report has not been submitted by me or any other person to any other
University or Institution for a degree or diploma course. This is my own
and original work.

Place: (DESHMUKH ABHISHEK SANJAYRAO)

Date:

INDEX

3
SR.NO. CHAPTER PAGE
NO.

4
 EXECUTIVE SUMMERY
1 About the project
2 Objectives of the project
3 Scope of the Project
4 Research Methodology Table
5 Major Findings
6 Major Suggestions
7 Limitations
1. INTRODUCTION
1.1 Conceptual Explanation
1.2 About the Topic
1.3 Selection of the Topic
2. INDUSTRY PROFILE
2.1 What Is Industry
2.2 Growth of Industry
2.3 Market Share
2.4 List of Organization
3. COMPANY PROFILE
3.1 Vision, Mission, Values
3.2 Location Area, No. of Employees
3.3 History
3.4 Market Share & Activities carried out in company
3.5 Product Information
3.6 Organization Chart
4. RESEARCH METHODOLOGY
4.1 Title, Company name, Objectives, Research
Methodology Table
4.2 Data Collection
4.3 Data Presentation Tools
5. DATA PRESENTATION
5.1 Sample Analysis
5.2 Data Presentation & Interpretation
6. FINDINGS
7. SUGGESTION
8. CONCLUSION
BIBLIOGRAPHY
ANNEXTURE
Questionnaire

5
EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

6
 The project was carried out in PARLE, GONDE DHUMAL, NASHIK
is a Multination company. It is fully integrated on snacks products.
Project Title: Performance Management System

Objectives: The objective of the project was to understand the

current process, find the effectiveness of PMS and finally
development and appropriate system that could be used for proper
function.

Research Methodology: Questionnaires were designed and

interviews were conducted in order to collect some primary data
and some desk work carried out to collect secondary data and
information was collected through Internet.

Data collection: The Questionnaires had 16 questions that were

developed to judge the effectiveness of PAS, along with it; and
interview was conducted to understand the employees expectation
from a PAS which acted as a guide line while developing the
system. The sample size consisted of 150 respondents from all the
departments.

Analysis and Findings: PMS of all the staff members and

managers is being done Quarterly review, when all the review of
PMS is completed i.e. after every 3 months the forms of PMS are
sent to Corporate Office for further action.

1. ABOUT THE PROJECT

7
 Many people get upset the moment they learn about the time for
their performance to appraise. Why? The answer to this simple question
is very complex. Performance Appraisal have proved to be a bone of
contention in many organizations as these have the ability behind to
generate strained relationships at work place. The reasons behind such a
contribution of appraisal systems are manifold.

With growth of rapid industrialization, the need for

professionalization of management has been increasingly felt. In the
world of professionals, feudalistic system and practices prove counter
functional. An Open, flexible and participative work culture is the sign of
professional management. Performance Management System is now been
Adopted globally by the organization for measuring the performance of
their employees and develop them for reaching objectives and goals.

This project is an outcome of the exploration of existing

performance system in Parle. It identifies and discusses the
effectiveness and possible shortcomings of such system. The objectives
of system are formulated and the attempt has been made to link it with
the organizational effectiveness. I am indebted to PARLE for their
willful support and co-operation that enable me to complete this project.

8
OBJECTIVES OF THE
STUDY

2. OBJECTIVES OF THE STUDY

9
 Following are the main objectives of the project, which has to be
completed during the second year of Master of Business Administration
(MBA).

To study the theoretical aspect of Performance Management System.

To study the Performance Management System of PARLE..

To determine the effective application of Performance Management

System in PARLE.

To know the method of Performance Management Systems in

PARLE.

10
SCOPE OF THE
STUDY

3. SCOPE OF THE STUDY

11
 In todays competitive scenario the ultimate goal of any company
is to attain the maximum productivity and for that they must have skilled
manpower. But in current situation the employees are asked to work for
longer hours, pressure of work and deadlines. If the attitude of employee
towards the job were positive, then only there would be 100% job
commitment and job satisfaction.

Following are the scope of my study:-

The data is collected through the entire department in PARLE.

Performance Management System is one of the important

functions, which is implemented in the company; it is the effective
tool to appraise employee work accurately.

It motives the employees who help to work effectively and it also

develops the organization.

Another main part is the areas in which development is needed are

found out. This is actually comparison of the competencies of
officer being reviewed and the competencies required for the post
and to achieve the planned targets is found out and accordingly the
training needs of the officer are identified.

12
 RESEARCH
METHODOLOGY

4. RESEARCH METHODOLOGY

13
 Methodology refers to the methods used for conducting the project
work. In short it includes the techniques used for the collection for data.
It is careful/ critical inquiry and investigation in order to search
something.
However research means a search of knowledge. It is a scientific and
systematic search for pertinent information on a specific topic. It is an
organized inquiry. It clarifies doubtful facts.

PRIMARY DATA COLLECTION:-

Primary sources means first hand source at the hands of a researcher

that is not collected previously. The examples of primary data are:

a) Interviews
b) Questionnaire
c) Observation

SECONDARY DATA COLLECTION:-

Secondary data refers to the information, generally collected by

other person than a researcher for some other purpose than the purpose
involved in the project work. The examples of secondary data are:-

a) News papers
b) Magazines
c) Books
d) Internet

SAMPLE SIZE:-

Sample size has taken150. The interview covered a total of 150

staff members out of 400 in Parle.

14
 5. MAJOR FINDINGS

1. In PARLE online PMS system for Executive and for Associate will
be submit handwritten copy.
2. The main part I noticed performance management system during
the process Performance Appraisal the communication between
appraisers and appraise is very much effective.

6. MAJOR SUGGESTION

1. Proper training should be provided for employees.

2. Except the present performance tool used by the establishment they
should work with other performance management tools.

7. LIMITATION OF THE STUDY

Everything or everybody in this world has some limitation. This

story is not an exception to this.

The present study has certain limitations are as follows:-

1. This study was restricted only to staff. The workers were not taken
into consideration.

2. This procedure of Performance Management carried out is highly

confidential and hence cannot be written down.

3. Only the system related to Performance Management its function

can be explained.

4. Due to non-availability of time and resource the sampling size was

limited.

15
 CHAPTER:-1

INTRODUCTION

1.1] Conceptual explanation

1.2] About the topic
1.3] Selection of the topic

16
 1.1 CONCEPTUAL EXPLANATION

INTRODUCTION:-

A PMS is strong to in the development of human resource in an

organization.
Performance Appraisal is a process of evaluating an employees
performance of a job in terms of its requirements. Employees appraisal
techniques are said to have been used for the first time during the First
World War when at the instances of Walter Dill Scott, the US army
adopted the Man-to-Man rating system for evaluating military
personnel.
During the 1920-1930 period, rational wage structure for hourly
paid workers were adopted in industrial units. Under this system the
policy of giving grades wage increments on the basis of merit was
accepted. These early employee plans were called merit rating
programmers which continued to be called up to the mid fifties.

DEFINITION:-

According to Prof. Dale Yodder:- Performance Appraisal

includes all the formal procedures used to evaluate personalities and
contributions of group of members in working organization. It is
continuous process to secure information necessary for making correct
and objective decisions on employees.

According to E. B. Flippo: Performance Appraisal is

systematic, periodic and so far humanly possible impartial rating of an
employees excellence in matters pertaining to his present job.

17
 1.2 ABOUT THE TOPIC

OBJECTIVES:-

The main objectives of the Performance Management System are to:-

1. To enable the employees towards achievement of superior

standards of work performance.

2. To help the employees in identifying the knowledge and skills

required for performing THE JOB efficiently as this would drive
their focus towards performing the right task in the right way.

3. Identifying the barriers to effective performance and resolving

those barriers through constant monitoring, coaching and
development interventions.

4. Creating a basis for several administrative decisions strategic

planning, succession planning, promotions and performance based
payment.

5. Promoting personal growth and advancement in the career of the

employees by helping them in acquiring the desired knowledge and
skills.

6. Motivating employees by indicating their performance level.

7. Determining training needs for further improvement in

performance.

8. Accurate assessment of capability/potential of an individual

advancement in one or more functional areas.

18
THE PERFORMANCE MANAGEMENT SYSTEM
EVALUATION PROCESS

DEVELOPMENT IN ASSESSMENT TECHNIQUES

PERFORMANCE APPRAISAL

PMS DESCRIBED BY PLACHY AND PLACHY 1988

PERFORMANCE MANAGEMENT ESTABLISHMENT

ERFORMANCE MANAGEMNT : THE NEXT PHASE

19
 METHODS OF PERFORMANCE MANAGEMENT
SYSTEM

PMS methods are lay emphasis on the rating of the individual

personality traits, such as initiative, dependability, drive, responsibility,
leadership potential organizing ability etc.

MANAGEMENT BY OBJECTIVE ( MBO ):

The MBO method is a process in which managers and employees
jointly set the objectives for the employees, periodically evaluating
performance and reward according to the results.
MBO is used in three-step process:
a) Set Individual Objectives and plans.
b) Give feedback and evaluating performance.
c) Reward according to performance.

SELF ASSESSMENT:
Virtually all employees do self assessment whether they are actually
formally asked to do so as part of the assessment. Problems with self
assessment, most of the refresh evidence shows that self assessments tend
to overestimate the individual ability to do the job.

360^0 DEGREE EVALUATIONS:

It is the effect, analyzes individuals performance from all sides,
from their supervisors viewpoint, subordinates, customers, their peers
and their own self evaluation. DuPont developed the 360^0 in 1973, but
they are still popular today. The good 360^0 feedback system can
provide specific suggestion about how to improve individual
competencies.

20
 COMPETENCY MAPPING:
Components of are assessment are essential in method. It may be
harder to define in jobs with a high level of ambiguity. Where skills
and abilities can be readily identified and quantified.

21
 PERFORMANCE
MANAGEMENT SYSTEM
IN PARLE

22
 PROCESS OF PERFORMANCE MANAGEMENT:-

OVERALL PERFORMANCE MANAGEMENT SYSTEM

ORGANISATION
INDIVIDUAL ROLE &
MISSION, GOALS,
ITS DESCRIPTION,
STRATEGY &
INDICES FOR
OPERATIONAL
MONITORING
PLANS
PERFRMANCE
STANDARDS

ROLE-WISE PLANS &

EXPECTATION

MONITORING STOCK-
AND TAKING
MENTORING
ACTIVITIES

FEEDBACK

23
 PERFORMANCE MANAGEMENT PROCESS-
FINAL APPRAISAL

Discussion
Preparation by employee: 3 between
Schedule for supervisors &
formal half 1. Review performance against Employee.
monthly MOAs/ KPIs/ weightages.
meetings 2. Identified variances against targets.
3. Identified hindrances to on-the-job Structured
determined.
performance. discussions, with
4. Identified support required from definite agenda 9
supervisors. including
5. Determine preliminary plans for performance,
next half months. development areas,
achievements and
support required).
Preparation by supervisors:

1. Ensure Employees MPAs/ KPIs/

weightages are in alignment with
next higher level.
2. Identified quantifiable / specific Agreed performance
achievement. achievements:
3. Determine preliminary corrective Way forward for next
measures required. half months including
4. Determine objective feedback to be modification in
provided. a) Targets
b) KPIs
c) MPAs
d) Weighatages
e) Activities.

24
 3) Discussion between supervisors and employee :-

This is another important part of performance appraisal process of

MUSCO Stampings as it facilitates discussion between supervisors and
employee regarding employees performance,
In this discussion supervisor tells employee about his performance
for the year/ half months, what are the areas where he need improvement,
what are his achievements in last half months/year. Before going for these
discussions employee and supervisor must prepare in advance, so for
preparation of discussion they should study followings points:
Preparation by Employee:-
Review performance against MPAs /KPIs/ Weightages.
Identify variance against targets.
Identify hindrances to on-the-job performance.
Identify support required from supervisor.
Determine preliminary plans for the next years.
Preparation By Supervisor:-
Ensure employees MPAs/KPAs/ targets/ weightages are in
alignment with next higher level.
Identify quantifiable/specific achievements.
Determine preliminary corrective measures required.
Determine objects feedback to be provided.

Structured Discussion with definite agenda:

In this structure discussion main points of discussion are:
Performance.
Development areas.
Achievements.
Support required.

Way forward to next half months:

Targets.

25
 KPIS
MPAS
Weightages.
Activities.
Reviewers can gives ratings are as follows:-
1) ES
2) S+
3) S
4) G
5) MI
OVERALL RATING DEFINITION

ES (Expectation Exceeded most requirements and objectives, many by a

Surpassed) significant degree in a demanding work plan and exhibits
high potential to grow in the organization.

S+ (Superior Exceeded many of the requirement and objectives and

Plus) met all others in a demanding work plan and exhibits
reasonably high potential for growth.

S (Superior) Exceeded many of the requirements and objectives and

met all others in a normal work plan and exhibits
potential to grow.

G (Good) Fully met all requirements and objectives in a normal

work plan and would need to have exposure and
experience to grow.

MI(Must Failed to meet a number of requirements and objectives in

Improve) a normal work plan. Definable areas exist where
performance is below what is required. Requires close
supervision, substantial direction and coaching.

After the all ratings are completed by reviewer then rating

comment is important. It means in rating comment ES &MI ratings

26
should be specially elaborated & specific justification to be given for any
ratings.

SELECTION OF THE TOPIC

27
 1.3 SELECTION OF THE TOPIC

Selection of the topic is one of the important jobs before starting

with the project work. It is difficult to decide which topic should be
selected so that it would be beneficial for both the organization as well as
me so as to gain maximum practical knowledge. While selecting the topic
rapid changes which are taking place in the world, new technologies
which and has to change it with those changes. Taking into consideration
all these points I selected Performance Management System as my
project subject in PARLE.

Organization exists to attain certain goals and objectives through

unified effort. Every individual from organization also have some
individual goals.

In many organizations they have become an eyesore both for

management as well as employees and have impeded accomplishment of
organizational goal, but actually performance management system helps
in improving performance and identifies the training needs.

28
29
 CHAARTER:-2

INDUSTRY PROFILE

2.1] What is that industry

2.2] Growth of the industry
2.3] Market Share
2.4] List of organization

30
 2.1 INTRODUCTION

As we know human being are the only living creatures that can
make wish for his basic needs i.e. Food, Clothing and Shelter. Food is
one of the most important needs of human. As the time changed these
needs also got transformed according to trends. It ultimately becomes an
industry establishing markets and run business.
The food industry is complex, global collective of diverse business
that supplies most of the food consumed by the world population. Only
subsistence farmers, those who survive on what they grow, can be
considered outside of the scope of the modern food industry. It is
challenging to find an inclusive way to cover all aspects of food
production and sale. The Food Standards Agency, a government body of
India describes it as the whole food industry from farming and food
production, packaging and distribution, to retail and catering.

2.2 GROWTH OF THE INDUSTRY

Food industry was one of the ancient industries in world. Food was
the main outcome for any trade carried out in market. Barter system was
the first where exchange of commodities use to take place. Exchange of
food corps with other food corps. Farmers generally use to grow crops for
themselves. Slowly-slowly it become trading relation by give and take
and shearing the required food stuffs.
It consists of agriculture, manufacturing, food processing, marketing,
distributers and food services. After the time changed, trend changed due
to use of technology food industry gain extreme wide focus in market.
Modern food production is defined by sophisticated technologies. These
include many areas. Agricultural machinery, originally led by the tractor,
has practically eliminated human labor in many areas of production.
Biotechnology is driving much change, in areas as diverse as
agrochemicals, plant breeding and food processing. Many other types of
technology are also involved, to the point where it is hard to find an area
that does not have a direct impact on the food industry. As in other fields,
computer technology is also a central force, with computer networks and
specialized software providing the support infrastructure to allow global
movement of the myriad components involved.
A key tool for FMCG marketing managers targeting the supermarket
industry includes national magazine titles like The Grocer in the
31
U.K., Checkout in Ireland, Progressive Grocer in the U.S., and Private
Label Europe for the European Union.

2.3 MARKET SHARE

Food is an essential part of our lives, which is why the way it is grown,
processed and transported is worth understanding and improving.
Broadly, the food industry comprises a complex network of activities
pertaining to the supply, consumption, and catering of food products and
services across the world. Finished food products and partially prepared
instant food packets are also a part of the food industry. The food
industry employs a massive number of skilled and unskilled workers. In
2006 alone, the food industry accounted for over 1.5 million jobs in the
US and 4 million jobs in Europe. However, the food industry excludes
subsistence farmers who use their produce for self consumption.
Four years after relaunching its snacks portfolio, Parle Products, the
maker of the Parle range of wafers and namkeens and the Full Toss range
of snacks, is looking to double turnover of the division by 2018, the
company's general manager, marketing, Pravin Kulkarni, said. Currently,
Parle derives around Rs 450-500 crore in topline from its snacks division,
which it is looking to take to Rs 1,000 crore in four years, Kulkarni said.
"We've been growing at a fairly fast pace in the last few years. We see
this growth rate picking up even further given the sales traction we are
now seeing in Indian snacks (namkeens)," Kulkarni said.

32
33
 CHAPTER:-3

COMPANY PROFILE

3.1] Vision, Mission, Values

3.2] Location, Area, No.of Employees.
3.3] History
3.4] Market Share, Activities carried out
3.5] product information
3.6] organization chart

34
 3.1 VISSION, MISSION

MISSION :-

HINDUSTAN KI TAAKAT
Over 70 years, Parle G has been part of lives of every Indian. From the
snow Capped mountains in north to sultry towns in the south, from
frenetic cities to laid back villages, Parle G has nourished, strengthened
and delighted millions.

VISION :-
Concentrate of consumer taste and preferences, the PARLE brand has
grown from strength to strength ever since its inception

3.2 LOCATION, NO OF EMPLOYEES

NASIK PLANT

Total built up area of the factory 18000 sq. meters constructed on

4.5 ha plot situated at:
Gut No 464, Igatpuri, Nashik - 422403, Village Gonde Dumala.
INDIA

35
Sr.
No. Description About Company
1 Name PARLE
2 Address Gut No 464, Igatpuri, Nashik - 422403,

Village Gonde Dumala.

3 Register office Mumbai
4 Year of Establishment 1929
5 Name of Group PARLE BUSCUITS PVT. LTD.
6 Banker HDFC
7 Telephone 02553 304600
8 Website www.parleproducts.com
9 Production Biscuits and Snacks
10 Plant Head Mr. Sanjay Gahlawat
11 HR Head Mr. Kajale
12 Trade Union NO
13 Annual Turnover 3000 Corers

36
14 Total Employee 400 Employees

General Information About Organization:

Staff : 40

Trainee (GET GT MT TA): 30

Apprentices : 65

Trainee Workmen : 25

Contract Basis : 50 Direct

50 Indirect

Permanent Employees : 140

Working Hours:

The provision relevant labor laws primarily govern the

working hours and making of attendance.

37
 Shift Factory Timing Weekly off

General Shift 9.00am to 5.00pm Saturday.

3.3 HISTORY OF ORGANISATION

Parle Products fame and familiarity is undeniable. Considering its

extensive reach, the brand Parle is known and recognized by everyone.

38
Over the years, Parles sweets and biscuits have become a household
name. From kids to adults, everyone loves and cherishes these treats. It
gives us great pleasure to see our consumers enjoy and embrace Parle
products on daily basis. Our confectioners and chefs have the utmost
authority at Parle. Had it not been so, the beginning of Parle would have
been quite different..

In 1929 a small company by the name of Parle products emerged in

British dominated India. The goal was to spread joy and cheer to children
and adults alike, all over the country with its sweets and candies.
Although, the company knew that it wouldnt be an easy task, they
decided to take the brave step. A small factory was set up in the suburbs
of Mumbai to manufacture confectionery products. A decade later this
factory was upgraded to manufacture biscuits as well. Since then, the
Parle name has spread in all directions and has won international fame.
Parle has been sweetening the lives of people all over India and abroad.

Apart from the factories in Mumbai and Bangalore, Parle also has
factories in Bahadurgarh, Haryana and Neemrana, Rajasthan. These are
the largest biscuit and confectionery plants in the country. Additionally,
Parle Products also has 10 manufacturing units and 75 manufacturing
units on contract.

Milestones - The Decades of Progress

39
 1929:The first year of operation. Our only assets were hard work
and hope.
1939:Ten years of determined effort brought results. Things began
to take shape. And we tried even harder.
1949:The formative years were over. We had come of age.
1974:Here was the first evidence of Parle as it is today.

QUALITY POLICY

40
Hygiene is the precursor to every process at Parle. From husking the
wheat and melting the sugar to delivering the final products to
supermarkets and store shelves nationwide, care is taken at every step to
ensure the best product of long-lasting freshness. Every batch of biscuits,
confectioneries & snacks are thoroughly checked by expert staff, using
the most modern equipment. This ensures consistent and perfect quality
across the nation and abroad.
Concentrating on consumer tastes and preferences, the Parle brand has
grown from strength to strength ever since its inception. The factories at
Bahadurgarh, Haryana and Neemrana, Rajasthan are the largest biscuit
and confectionery plants in the country. The factory in Mumbai was the
first to be set up, followed soon by the one in Bangalore, Karnataka. Parle
also has 10 manufacturing units for biscuits and 75 manufacturing units
for confectioneries on contract.

3.5 PRODUCT PROFILE

Biscuits Confectionary
Parle G Melody
Milk Shakti Mango bite
Parle - Magix Poppins
Krackjack Kismi Toffee
Monaco Orange Candy
Digestive Marie Must Bites
Hide & Sick Sixer

3.6 ORGANISATION FLOW CHART

41
 MD

GM

Productio Engineer Printing Deputy HR Finance

n Manager Manager Manager Manager Manager

Shift In Shift Superviso Senior Senior

charge Engineer r Executive Executive

Superviso Worker Worker Executive

r

Worker Admin
ORGANOGRAM
HUMAN RESOURCES
DEPARTMENT F 14.

IT
PLANT CHIEF H R CHIEF Manager

HEAD
HR
42
 MANAGER
(IR, Welfare, Admin,Liaison)

EXECUTIVE EXECUTIVE
(Time Office, Medical, ESI, (H R, Training & Dev.,
PF, Supper Annulations) Recruitment, PMS)

EXECUTIVE EXECUTIVE EXECUTIVE

(IR,Welfare,Contract (IR, Welfare, (IR, Welfare, Contract
Labour,Decipline,Se Contract Labour,Decipline,Secur
curity-Shift Labour,Decipline,Se ity-Shift Working)
Working) curity-Shift JJoJos
Working)

Management Trainee
Trainee Associate

Chapter:-4

43
 Research Methodology

4.1] Title, Company Name, Company Objectives, Research

Table

4.2] Data Collection

4.3] Data Presentation Tools

4.1 TITLE, COMPANY NAME,

OBJECTIVE, RESEARCH TABLE

Title: - Performance Management System

Company Name: - PARLE LTD.

Objectives:-

44
 To study the theoretical aspect of Performance Management
System.
To study the Performance Management System of PARLE.
To determine the effectiveness of Performance Management
System in PARLE.
To know the method of Performance Appraisal Systems in
PARLE.
To have the practical knowledge of working of Human Resource
Department.
It helps in learning how to analyses data and draw conclusion
based on it. This is not possible while learning theoretical subject.

Research Table:

1. Type of Data Source Primary & Secondary

2. Type of Data Source Objective & Descriptive
3. Research of Approach Survey
4. Research instrument used Questionnaire & Observation
5. Contact method Personal contact
6. Type of questionnaire Descriptive
7. Sample universe Limited
8. Sample unit PARLE Ltd.
9 Sample size 150

4.2 DATA COLLECTION

The study necessitates collection of both primary and secondary data.

Questionnaires were designed and interviews were conducted in order to
collect primary data and some desk-work carried out in order to collect
secondary data.

COLLECTION OF PRIMARY DATA:-

1) Designing Questionnaire:

45
 A questionnaire was developed to find out opinion of the staff
members on Performance Appraisal System in the organization.
The Questionnaire had 16 Questions that were developed to judge
the effectiveness of the employees about Performance Appraisal
System.
One open-ended question for suggestions.
2) Interview:
Interview of staff members were conducted, by asking questions
with the help of questionnaire designed for the study.
The sample size consisted of 150 respondents from all the
departments.
While getting the questionnaires filled, formal structured
interviews of the respondents were conducted, which gave valuable
information about the employees perception about the working of
the system.

COLLECTION OF SECONDARY DATA:-

While collecting the theoretical information about Performance
Appraisal various books have been referred. The information has also
been collected through Internet.

4.3 DATA PRESENTATION TOOLS

Data presentation is main part in the field work for interview of the
industry. In this data presentation is used following tools:

Pie Diagram

46
47
 CHAPTER:-5

Data Presentation

5.1] Sample Analysis

5.2] Data Presentation & Interpretation

5.1 SAMPLE ANALYSIS

Age wise:-

AGE 20-30 30-40 40-50 Above 50

NO OF 55 40 30 25
EMPLOYEES

Education wise:-

48
EDUCATION SSC HSC TERNER DME B.E. MBA
FITTER
ELECTRICIA
N
NO. OF 65 40 20 10 10 5
EMPLOYEE
S

Department wise-

DEPARTMEN HR TOOL SUPERVIS A/C QULA I.T

T DEPT S OR TIY
ROOM
NO OF 15 30 30 25 30 20
EMPLOYEES

Gender wise:-

GENDER MALE FEMALE

NO OF 95 55
EMPLOYEES

5.2 DATA PRESENTATION & ITERPRENTATION

Strict Follow Up and Half Year Review Task.

Parameters No. Frequency

49
 YES 123 82%
NO 27 18%

Explanation:-
82% of the respondent agrees that their half months task
schedule is followed strictly and reviewed at the half
months.
18% of the respondent did not strictly follow the schedule
because of the extra work.

Question 1: According to you Performance Management

System is Open or Closed system?

Parameters No. Frequency

OPEN 108 72%
CLOSED 42 28%

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 Explanation:-
28% of the respondent felt the performance Appraisal
system is closed system, where as 72% found the system to
be open system. This shows that there is more transparency
in the Performance Appraisal System.

Question 2: Have you gone through and understood the

Performance Management System?

Parameters No. Frequency

YES 144 96%
NO 06 04%

51
 Explanation:-
96% of the respondent felt that the Performance Appraisal
System is implemented; where as 4% found the system is not
implemented in the company.

Question 3: Performance Appraisal System provides a

Realistic Assessment of the performance of an individual?

Parameters No. Frequency

YES 117 78%
NO 33 22%

52
 Explanation:-
78% of the respondent agreed that the Performance
Appraisal System provides a realistic assessment of the
performance. This show that the officers are confident about
system & their performance is being judged properly.

Question 4: Does the Performance Appraisal System provides the

appraise an opportunity for self review and development needs?

Parameters No Frequency
YES 145 90%
NO 05 10%

53
 Explanation:-
90% of the respondent felt that the revised Performance
Appraisal System provides them an opportunity for self-review
and development needs. This shows that the officers are able to
identify themselves in term of their contribution, their strength
and the areas requiring improvement. This is a positive sign
and will help organization to fulfill organizational goals.
Only 10% did not feel the same this may due to lack of self-
introspective which can be change through proper training and
counseling.

Question 5: Does the Performance Appraisal System is one of

the right techniques to reflect the Performance and Potential of
employee?

Parameters No Frequency
YES 152 84%
NO 08 16%

54
 Explanation:-
In MUSCO Stamping 84% officers think that PAS is the
right technique to reflect the Performance and Potential of
employee.
Where as 16% officer think that PAS is the right technique to
reflect the Performance and Potential of employee so
Management have to take some step to motivate or explain
about PAS.

Question 6: Does the Performance Appraisal System helps in

analyzing strengths and areas requiring improvement?

Parameters No Frequency
YES 39 78%
NO 11 22%

55
 Explanation:-
78% of the respondent feels that Performance Appraisal
System helps in analyzing and areas requiring improvement
22% respondent says against it.

Question 7: Does the Performance Appraisal System Ensures

better carrier advancement?

Parameters No Frequency
YES 35 70%
NO 15 30%

56
 Explanation:-
70% employees thinks that PAS ensures better carrier
advancement
30% employees not with other employees in regarded to
better carrier advancement.

Question 8: The Performance Appraisal System helps in

identifying the need for training?

Parameters No. Frequency

YES 46 92%
NO 04 8%

57
 Explanation:-
92% respondents think that PAS helps in identifying the
need for training for individual case.
8% respondent thinks that PAS not helps in identifying the
need for training for individual case.

Question 9: Does your supervisor give you regular feedback on

your performance?

Parameters NO. Frequency

YES 36 72%
NO 14 28%

58
 Explanation:-
72% of the respondent agreed that they were given regular
feedback on their performance.
28% of the respondent disagreed that they were not given
regular feedback on their performance.
The initiating is required to give regular feedback on the
performance to the appraise.

Question 10: Do you feel that the decision of promotions and

increments are based on Performance Appraisal System?

Parameters NO. Frequency

YES 43 86%
NO 04 8%
NO COMMENT 03 06%

59
 Explanation:-
86% of the respondent feels that decisions of promotions and
increments are based on performance appraisal.
While 8% respondent fells that these decisions are not based
on performance appraisal.
6% respondent doesnt gives any comments on this topic.

Question 11: Whether the targets to be achieved by you during

year are properly communicated by the management?

Parameters NO. Frequency

YES 45 90%
NO 05 10%

60
 Explanation:-
90% of the respondent say that targets to be achieved during
year are properly communicated by management
10% respondent says against it.

Question12: Whether the distribution of marks increase of yearly

task and assessment of trait are correct?

Parameters No Frequency
YES 44 88%
NO 4 8%
NO COMMENT 2 4%

61
 Explanation:-
88% of the respondent agreed that the distribution of
monthly and yearly task and assessment of trait is correct.
Whereas 8% of the respondent felt that the distribution of
yearly and assessment of trait is not correct.
4% respondents dont have any comment on this statement.

Question 13: Are you able to appraise yourself? (In terms of your
contribution and training needs)

Parameters No. Frequency

YES 47 94%
NO 3 6%

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 Explanation:-
94% of the respondent feels that they are able to appraise
them self
06% of the respondent feels that they are not capable to
appraise them self.

Question14: Do you agree that Performance Appraisal System is

more transparent?

Parameters No. Frequency

YES 33 66%
NO 17 34%

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 Explanation:-
66% of the respondent agrees about transparency of
Performance Appraisal System.
While 34% of respondent dont agree on the above
statement.

Question15: Do you attend the training programmed seriously

conducted by Human Resource Development?

Parameters No. Frequency

YES 33 66%
NO 17 34%

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 Explanation:-
66% respondent attended training programmed seriously
34% respondents have not attended training programmed
seriously.

6. FINDINGS

At the time of my project noticed followings points that are as

follows:-

65
 1. In Parle the performance management system was based on
traditional methods
.

2. The main part noticed in Parle during the process was the
communication between appraiser and appraise is very much
effective.

3. The Questionnaire developed for the study of this project also

helped the HR department of Parle in knowing the reaction of their
PMS from employees and its shortcomings.

4. The Performance Management System can be used find the

strength, weaknesses and finally the training to given. It basically
acts as a SWOT analysis for the employees.

7. SUGESSTIONS

66
1. The training is not provided as per the training needs identified
through Performance Appraisal System, because of the workload
on HR department as they have to perform functions of the
departments Human Resource as well as personnel.

2. In Performance Appraisal System of MUSCO Stamping only

the evaluation by superior is taken in to consideration, however I
would like to suggest that the evaluation done by Peers and
colleagues should also be given due importance.

3. Worker education programmed involves education related to their

work, basic knowledge of computer, any other activity related to
their family.

8. OBSERVATION

67
 In PARLE Ltd, Nasik. The relation between the management &
workers are sound. The management has maintain healthy relation not
only with the employees but also with contractors, suppliers, customers &
outside agencies is the sign of healthy industrial relation maintained by
origination.
As we conducted employees satisfaction survey, we came to the
conclusion of the satisfaction level is much higher among the employees.
There is complete freedom to the employees to perform their job
in there on best ways.
MUSCO Stamping has five manufacturing plants & all plants are
certified to Ohsas, ISO / Ts 16949:2009. (All plants are integrated with
SAP outlook frequency technology to improve information management
with a young and dedicated workforce.
MUSCO Stampings implements total productivity maintenance &
lean supply chain at all plants 5s, Kaizen is the guiding principles on the
shop floors of its plants.
In MUSCO Stamping for executives PMS system is online and for
associates it is hand-written.

The spirit of MUSCO Stamping is well reflected in posters displayed

in the H R Department.
It reads:-

9. CONCLUSION

68
 MUSCO Stamping is one of the leading organizations in India.
This company owned by Mahindra group. It is striving hard for customer
satisfaction by providing quality products. At less cost and at the right
time.

This is achieved only through shear hard work and through team
work. The employees of MUSCO Stamping are constantly motivated to
perform better by identifying their strength by imparting training and
proper counseling.

The performance Appraisal system of MUSCO Stamping enable

the management to evaluate the performance of the employee and this
evaluation is totally unbiased and does not lead to favoritism.
Performance appraisal system in MUSCO Stamping is to design that it
provides half year review of the performance of the employee and the
targets achieved. This half year review of performance keeps employees
on their toes to maintain their performance.

BIBLIOGRAPHI

69
Books:-

Appraising and developing Managerial Performance.

-T .V Rao.

Personnel Management.
-C .B. Mamoria.

HRM Managing the HRD Ways.

-Dr. Anjali Ghanekar.

Research Methodology ( Methods and Techniques)

- C .R. Kothare.

Website:-

www.hrworld.com

www.managementhelp.org

www.hrvillage.com

www.muscoindia

ANNEXTURE

70
 PLEASE TICK ( ) ON OPTION

Name:-
Designation:-
Age:-
Experience:-

1) According to you Performance Appraisal System is Open or Closed

system?
OPEN/CLOSED
2) Have you gone through and understood the Performance Appraisal
System?
YES/NO
3) Performance Appraisal System provides a Realistic Assessment of the
performance of an individual?
YES/NO
4) Does the Performance Appraisal System provides the appraise an
opportunity for self review and development needs?
YES/NO
5) Does the Performance Appraisal System is one of the right technique
to reflect the Performance and Potential of employee?
YES/NO

6) Does the Performance Appraisal System helps in analyzing strengths

and areas requiring improvement?
YES/NO
7) Does the Performance Appraisal System Ensures better carrier
advancement?
YES/NO

8) The Performance Appraisal System helps in identifying the need for

training?

71
 YES/NO
9) Does your supervisor give you regular feedback on your performance?
YES/NO
10) Do you feel that the decision of promotions and increments are based
on Performance Appraisal System?
YES/NO
11) Whether the targets to be achieved by you during year are properly
communicated by the management?
YES/NO
12) Whether the distribution of marks increase of yearly task and
assessment of trait are correct?
YES/NO
13) Are you able to appraise yourself? (In terms of your contribution and
training needs)
YES/NO
14) Do you agree that Performance Appraisal System is more
transparent?
YES/NO
15) Do you attend the training programmed seriously conducted by
Human Resource Development?
YES/NO
16) Please Give your Suggestions if any:

72