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A Project Report

on
Employee Information Management System

Submitted for partial fulfillment of award of


BACHELOR OF BUSINESS ADMINISTRATION

Degree In
COMPUTER AIDED MANAGEMENT
(2009-2012)

Submitted By:
ANKITA KAUSHAL

IDEAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY


KARKARDOOMA, DELHI
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(Approved By G.G.S. Indraprastha University, Delhi)

CONTENT

1. Introduction
2. Company Profile
3. Statement of the problem
4. Objectives of study
5. Research Methodology

 Primary Data

 Secondary Data
6. Data Analysis
7. Findings
8. Conclusion
9. Limitation
10. Recommendations
11. Annexure
12. Biblography
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Performance Appraisal system

Introduction To The Topic

Human Resource (or personnel) management, in the sense of getting things


done through people, is an essential part of every manager’s responsibility, b
ut many organizations find it advantageous to establish a specialist division t
o provide an expert service dedicated to ensuring that the human resource fu
nction is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any se
nior management team would disagree with. Yet, the realities for many orga
nizations are that their people remain undervalued, under trained and underut
ilized.

Performance Appraisal is the process of assessing the performance and progr


ess of an employee or a group of employees on a given job and his / their pot
ential for future development. It consists of all formal procedures used in the
working organizations to evaluate personalities, contributions and potentials
of employees.

 
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PREFACE

Managing human resources in today’s dynamic environment is becoming m


ore and more complex as well as important. Recognition of people as a valua
ble resource in the organization has led to increases trends in employee main
tenance, job security, etc

My research project deals with “Performance Appraisal as carried out at DA


BUR PVT LTD”. In this report, I have studied &evaluated the performance
appraisal process as it is carried out in the company.

The first section of my report deals with a detailed company profile. It inclu
des the company’s history: its activities and operations, organizational struct
ure, etc. this section attempts to give detailed information about the compan
y and the nature of its functioning.

The second section deals with performance appraisal. In this section, I have
given a brief conceptual explanation to performance appraisal. It contains th
e definition, process and significance of performance appraisal.

In the third section of my report, I have conducted a research study to evalua


te the process of performance appraisal at DABUR PVT Ltd.; this section als
o contains my findings, conclusions, suggestions and feedback.

The fourth and final section of this report consists of extra information that I
related to the main contents of the report. These annexure include some grap
hs and diagrams relating to the company, graphs relating to the research stud
y and important documents upon which the project is based.
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Rationale Of The Study

Performance Appraisal is the important aspect in the organization to evaluat


e the employees performance. It helps in understanding the employees work
culture, involvement, and satisfaction. It helps the organization in deciding e
mployees promotion, transfer, incentives, pay increase.

Functions of Human Resource Management

Following are the various functions of Human Resource Management that ar


e essential for the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development

Recruitment

The process of recruitment begins after manpower requirements are determi


ned in terms of quality through job analysis and quantity through forecasting
and planning.

Selection
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The selection is the process of ascertaining whether or not candidates posses


s the requisite qualifications, training and experience required.

Induction

a)    Induction is the technique by which a new employee is rehabilitated i


nto 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 performanc


e and progress of an employee or a group of employees on a given job and hi
s / their potential for future development. It consists of all formal procedures
used in working organizations and potential of employees. According to Flip
po, “Performance Appraisal is the systematic, periodic and an important rati
ng of an employee’s excellence in matters pertaining to his present job and h
is potential for a better job.”

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
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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.

Process

The process of performance appraisal:

1.    Establishing performance standards

2.    Communicating the Standards

    3.   Measuring Performance

    4.   Comparing the actual with the standards

    5.   Discussing the appraisal

     6.Taking Corrective Action

Limitations

1.    Errors in Rating

2.    Lack of reliability

3.    Negative approach

4.    Multiple objectives

5.  Lack of knowledge

Methods of Performance appraisal


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The foregoing list of major program pitfalls represents a formidable challeng


e, even considering the available battery of appraisal techniques. But attempt
ing to avoid these pitfalls by doing away with appraisals themselves is like tr
ying to solve the problems of life by committing suicide. The more logical ta
sk is to identify those appraisal practices that are (a) most likely to achieve a
particular objective and (b) least vulnerable to the obstacles already discusse
d.

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 mor
e 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 mor
e covering an individual's strengths, weaknesses, potential, and so on. In mo
st selection situations, particularly those involving professional, sales, or ma
nagerial positions, essay appraisals from former employers, teachers, or asso
ciates carry significant weight.
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Graphic rating scale

This technique may not yield the depth of an essay appraisal, but it is more c
onsistent and reliable. Typically, a graphic scale assesses a person on the qua
lity and quantity of his work (is he outstanding, above average, average, or u
nsatisfactory?) and on a variety of other factors that vary with the job but us
ually include personal traits like reliability and cooperation. It may also inclu
de 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 fr
om 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 co
nsensus, 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 establ
ish objective standards of comparison between individuals, but it does not in
volve the intervention of a third party.

Management by objectives
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To avoid, or to deal with, the feeling that they are being judged by unfairly h
igh standards, employees in some organizations are being asked to set - or he
lp 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 wil
l not dwell on it here.

Ranking methods

For comparative purposes, particularly when it is necessary to compare peop


le who work for different supervisors, individual statements, ratings, or appr
aisal forms are not particularly useful. Instead, it is necessary to recognize th
at comparisons involve an overall subjective judgment to which a host of ad
ditional facts and impressions must somehow be added. There is no single fo
rm or way to do this.

The best approach appears to be a ranking technique involving pooled judgm


ent.

The two most effective methods are alternation ranking and paired comparis
on ranking.
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1.    “Alternation ranking”:

Ranking of employees from best to worst on a trait or traits is another metho


d for evaluating employees. Since it is usually easier to distinguish between t
he worst and the best employees than to rank them, an alternation ranking m
ethod 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 belo
w, the employee who is highest on the characteristic being measured and the
one who is the lowest are indicated. Then choose the next highest and the ne
xt lowest, alternating between highest and lowest until all the employees to b
e 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 th
e same work group and their lists are averaged), are among the best available
for generating valid order-of-merit rankings for salary administration purpos
es.

Assessment centers

So far, we have been talking about assessing past performance. What about t
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he assessment of future performance or potential? In any placement decision


and even more so in promotion decisions, some prediction of future perform
ance 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 3
60-degree feedback. The feedback is generally used for training and develop
ment, rather than for pay increases.

Most 360 Degree Feedback system contains several common features. Appr
opriate parties – peers, supervisors, subordinates and customers, for instance
– complete survey, questionnaires on an individual. 360 degree feedback is a
lso 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 su
bordinates. Appropriates customer ratings are also included, along with the e
lement of self appraisal. Once gathered in, the assessment from the various q
uarters 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. L
ike the critical incident method, it focuses on actual behavior and actual resu
lts, which can be discussed objectively and constructively, with little or no n
eed for a supervisor to "play God."

Advantages
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Instead of assuming traits, the MBO method concentrates on actual outcome


s. If the employee meets or exceeds the set objectives, then he or she has de
monstrated an acceptable level of job performance. Employees are judged ac
cording to real outcomes, and not on their potential for success, or on someo
ne's subjective opinion of their abilities.

The guiding principle of the MBO approach is that direct results can be obse
rved 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 per
formance.

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 per
formance may be directly observed and measured.
Disadvantages

This approach can lead to unrealistic expectations about what can and cannot
be reasonably accomplished. Supervisors and subordinates must have very g
ood "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 fl


uid 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.
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 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 analy
sis.
 Improves understanding and relationship between the employee and th
e reporting manager and also helps in resolving confusions and misun
derstandings.
 Plays an important tool for communicating the organization’s philoso
phies, values, aims, strategies, priorities, etc among its employees.
 Helps in counseling and feedback.
Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and bias


es referred to as 'rating errors'. These errors can seriously affect assessment r
esults. Some of the most common rating errors are: -

Leniency or severity: - Leniency or severity on the part of the rater makes t


he 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 wh
o is rated unfavorably will reflect poorly on his or her own wort
hiness.

b)    He/She may feel that a derogatory rating will be revealed to th


e rate to detriment the relations between the rater and the ratee.

c)     He/She may rate leniently in order to win promotions for the s
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ubordinates 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. Th
is safe playing attitude stems from certain doubts and anxieties, which the ra
ters have been assessing the rates.

Halo error: - A halo error takes place when one aspect of an individual's per
formance influences the evaluation of the entire performance of the individu
al. The halo error occurs when an employee who works late constantly might
be rated high on productivity and quality of output as well as on motivation.
Similarly, an attractive or popular personality might be given a high overall r
ating. Rating employees separately on each of the performance measures and
encouraging raters to guard against the halo effect are the two ways to reduc
e the halo effect.

Rater effect: -This includes favoritism, stereotyping, and hostility. Extensiv


ely high or low score are given only to certain individuals or groups based o
n 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 eith
er by behaviour exhibited by the ratee during his early stage of the review pe
riod (primacy) or by the outcomes, or behavior exhibited by the ratee near th
e end of the review period (regency). For example, if a salesperson captures
an important contract/sale just before the completion of the appraisal, the tim
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ing of the incident may inflate his or her standing, even though the overall pe
rformance of the sales person may not have been encouraging. One way of g
uarding against such an error is to ask the rater to consider the composite per
formance of the rate and not to be influenced by one incident or an achievem
ent.

Performance dimension order: - Two or more dimensions on a performanc


e instrument follow each other and both describe or rotate to a similar qualit
y. The rater rates the first dimensions accurately and then rates the second di
mension to the first because of the proximity. If the dimensions had been arr
anged in a significantly different order, the ratings might have been different.

Spillover effect: - This refers to allowing past performance appraisal rating t


o unjustifiably influence current ratings. Past ratings, good or bad, result in s
imilar rating for current period although the demonstrated behaviour does no
t deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS


 
a)  Reporting Manager

Ø      Provide feedback to the reviewer / HOD on the employee


s’ behavioral traits indicated in the PMS Policy Manual

Ø      Ensures that employee is aware of the normalization / perf


ormance appraisal process
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Ø      Address employee concerns / queries on performance rati


ng, in consultation with the reviewer

b)  Reviewer (Reporting Manager’s Reporting Manager)

Ø      Discuss with the reporting managers on the behavioral trai


ts of all the employees for whom he / she is the reviewer

Ø      Where required, independently assess employees for the s


aid behavioral traits; such assessments might require collecti
ng 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 empl


oyee of his / her function to the Normalization committee.

Ø      HOD also plays the role of a normalization committee me


mber

Ø      Owns the performance rating of every employee in the de


partment

d)  HR Head

Ø      Secretary to the normalization committee


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Ø      Assists HOD’s / Reporting Managers in communicating th


e performance rating of all the employees

e)  Normalization Committee

Ø      Decides on the final bell curve for each function in the res
pective Business Unit / Circle

Ø      Reviews the performance ratings proposed by the HOD’s,


specifically on the upward / downward shift in ratings, to en
sure an unbiased relative ranking of employees on overall pe
rformance, and thus finalize the performance rating of each
employee

KEY CONCEPTS IN PMS

In order to understand the Performance Management System at DABUR, so


me concepts need to be explained which play a very important role in using
the PMS successfully. They are:

Ø      KRA’S (KEY RESULT AREAS): The performance of an employ


ee is largely dependent on the KRA score achieved by the employee d
uring that particular year. Thus, it is necessary to answer a few basic q
uestions i.e.

o       What are the guidelines for setting the KRA’s for an employe
e?
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o       How does an employee write down his KRA’s for a particula
r financial year?

o       KRA’s: The Four Perspectives.

o       How is the KRA score calculated for an employee on the basi
s of the targets sets and targets achieved? 

Ø      BEHAVIORAL TRAITS: Some of the qualitative aspects of an e


mployees’ performance combined with the general behavioral traits di
splayed by the employee during a year constitutes his behavior traits.
An employee is assigned the rating on the basis of the intensity of the
behavior displayed by him. They play a very important role in the deci
ding the final performance rating for an employee as is even capable o
f shifting the rating one level upwards/downwards.

Ø      DABUR 2010 LEADERSHIP COMPETENCY FRAMEWORK:


This competency framework is a simple and structured way to descri
be the elements of behaviors required to perform a role effectively. Th
is framework also tries to assess the performance of an employee obje
ctively.

Ø      THE PERFORMANCE RATING PROCESS: The rating process


tries to explain the four different types of rating that an employee can
achieve i.e. EC, SC, C and PC. It also explains the criteria, which is c
onsidered for awarding any of these ratings to the employee.

Ø      PROMOTION AND RATING DISRTRIBUTION GUIDELIN


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ES: The promotion and normal distribution guidelines provide the fra
mework within which the performance appraisal process has to work.
It is very important that the HR department pays due attention to these
guidelines while preparing the bell curves for various functions and th
e consolidated bell curve for all the functions. These guidelines also h
elp in deciding upon the promotion cases in a year.

 Performance Rating Process

EXCEPTIONAL CONTRIBUTOR (E SIGNIFICANT CONTRIBUTOR (S


C) C)

   

·         Performs consistently and sub ·         Performs above expectatio


stantially above expectations in a ns in all areas
ll areas ·         Achieves final score betwe
·         Achieves a final score greater en 100-114%
than or equal to 115%  Versatile in his/ her area of op
·         Consistently delivers on stretc
eration
h targets
 Develops creative solutions an
·         Is proactive
d require little / minimal super
·         Spots and anticipates problem
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s, implements solutions vision

·         Sees and exploits opportunitie  Sets examples for others


s
 Take ownership of own develo
·         Delivers ahead of time
pment
·         Sees the wider picture-impact
s across business  Coaches others
·         Focuses on what’s good for th
 Demonstrates business initiati
e business
ve
·         Seen as role model by others

·         Recognized as exceptional by  Is self motivated

other functions as well


 Supportive team player
·         Motivates others to solve prob
 Leads own team very effective
lems

·         Develops others ly

·         Provides open and honest fee  Demonstrate functional initiati


dback
ve
·         Able to establish and lead cro
·          
ss-functional teams

Project Report on "Performance Appraisal"


Literature review And Concept Formulation
 
Human Resource (or personnel) management, in the sense of getting things
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done through people, is an essential part of every manager’s responsibility, b


ut many organizations find it advantageous to establish a specialist division t
o provide an expert service dedicated to ensuring that the human resource fu
nction is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any se
nior management team would disagree with. Yet, the reality for many organi
zations are that their people remain under valued, under trained and under uti
lized.

Following are the various functions of Human Resource Management that ar


e essential for the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development


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Executive Summary

COMPANY Dabur India Limited

PRODUCT Manufacturing of Ayurvedic Medicines.

PROJECT TITLE: Performance Appraisal in Dabur India Ltd.


MISSION OF

THE PROJECT This report deals with the findings


and recommendations regarding viability of indust
ry under the following heads.

 To make a detailed study of the industry in terms of its existing ma


rket size, future market potential and important customer segments.
 To study from various performance appraisal programs adopted by
the company.
 To seek the players about the most popular type of products in dem
and.
 To study the staff workers and their preference parameters.
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 To study the possibility to change the performance appraisal metho


d as per needs of the company.
 To explore the current market scenario, the major players, the prod
ucts being offered by them.
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company profile
DABUR INDIA LTD. Is among one of the best FMCG Company. Dr. S.K.B
URMAN established DABUR in the year 1884. He was a resident of Bengal
and was a doctor by profession in a village. Being a doctor and a kind man h
e always used to serve others, as it is said “to achieve, your vision should be
clear.” This made Burman to make where DABUR stands now from 1884 to
the successive 100+ years.

Dr. Burman had a kind of thinking that, “what is life’s worth which cannot b
ring to others.” Thus, he started with this and the ideal of a humane and equit
able society led to initiatives taken to take somepart of what DABUR has gai
ned from the community.Hence, he started in 1884 with his footsteps toward
s service to society.His mission was to provide effective and affordable cure
to the society in villages. With missionary zeal and fervor, Dr. Burman unde
rtook the task of preparing natural cures for the killer diseases of that time,li
ke cholera , malaria and plague. DABUR INDIA LTD. is always in promoti
on to:-

 Running it as not only a profit making organization but also to pr


omote research and welfare activities in rural as well as urban are
as.
 Promoting health and hygiene among the people by making medi
cal trust.
 Organizing environmental awareness programmer among young
minds.
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Company Profile

DABUR INDIA LIMITED

FOUNDER : Dr.S.K.BURMAN

CHAIRMAN : Mr.V.C.BURMAN

VICE CHAIRMAN : Mr.ANAND BURMAN

C.E.O. : Mr. SUNIL DUGGAL

WHOLE TIME DIRECTOR: Mr.PRITAM DAS NARANG

: Mr.PRADEEP NARANG

: Mr.AMIT BURMAN

DIRECTOR :Mr.MAHARAJA GAJ SINGH

:Mr.STUART PURDY

:Mr.AJAY BHEL
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OVER HUNDRED YEARS OF CARING

Dabur commenced operation in 1884 and is today a multi – locational, multi


– product enterprise. The company has major interest in health and beauty ca
re.

Dabur is leader in Ayurveda - the traditional Indian health care system.

The company manufactures and markets a range of oncologicals. Dabur is o


ne of the companies in the world to product PACLITAXEL – AN ANTI C
ANCER DRUG. The company has developed its own Eco – friendly proces
s to manufacture this drug from raw material stage.

The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur
products are also manufactured in Dubai.

Dabur has transactional network of 19 offices serving both rural and urban
markets in India.

The company has sales and marketing offices in Dubai and London. Dabur p
roducts are available in over 50 countries.
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Founding Thoughts

"What is that life worth which cannot bring comfort to others"

The doorstep ‘Daktar’

The story of Dabur began with a small, but visionary endeavour by Dr. S. K.
Burman, a physician tucked away in Bengal. His mission was to provide effe
ctive and affordable cure for ordinary people in far-flung villages. With miss
ionary zeal and fervour, Dr. Burman undertook the task of preparing natural
cures for the killer diseases of those days, like cholera, malaria and plague.  

Soon the news of his medicines traveled, and he came to be known as the tru
sted 'Daktar' or Doctor who came up with effective cures. And that is how hi
s venture Dabur got its name - derived from the Devanagri rendition of Dakt
ar Burman. Dr. Burman set up Dabur in 1884 to produce and dispense Ayurv
edic medicines. Reaching out to a wide mass of people who had no access to
proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts resul
ted in the company growing from a fledgling medicine manufacturer in a sm
all Calcutta house, to a household name that at once evokes trust and reliabil
ity.

COMPANY’S HISTORY

1884  
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Setting up a manufacturing plant


Ayurvedic medicines
Establishment of research laboratories
Expands further
Dabur India (Dr. S.K. Burman) Pvt. Ltd.
Shift to Delhi
Sahibabad factory / Dabur Research Foundation
Public Limited  Company
Dabur demerges Pharma Business
Joint venture with Agrolimen of Spain
Cancer treatment
Public issues
Joint Ventures
3 separate divisions
Foods Division / Project STARS
Professionals to manage the Company
Turnover of Rs.1,000 crores
2005   Dabur aquires Balsara
2006   Dabur announces Bonus after 12 years
2006   Dabur crosses $2 Bin market Cap, adopts US GAAP
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Dabur At A Glance

Dabur India Limited has marked its presence with some very significant ach
ievements and today commands a market leadership status. Our story of suc
cess is based on dedication to nature, corporate and process hygiene, dynam
ic leadership and commitment to our partners and stakeholders. The results
of our policies and initiatives speak for themselves.

 Leading consumer goods company in India amongest turnover of Rs.


1899.57 Crore (FY02)

 2 major strategic business units (SBU) - Consumer Care Division


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(CCD) and Consumer Health Division (CHD)

 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and D


abur International and 3 step down subsidiaries of Dabur Internatio
nal - Asian Consumer Care in Bangladesh, African Consumer Car
e 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 5
000 distributors and over 1.5 million retail outlets all over India 
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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 Manja


n with Rs.100 crore turnover each

 Vatika Hair Oil & Shampoo the high growth brand

 Strategic positioning of Honey as food product, lea


ding to market leadership (over 40%) in branded h
oney 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 sha


re of digestive tablets category

 Dabur Lal Tail tops baby massage oil market with


35% of total share
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CHD (Consumer Health Division), dealing with classical Ayurvedic


medicines 

 Has more than 250 products sold through prescripti


ons as well as over the counter

 Major categories in traditional formulations includ


e:
-AsavArishtas
-RasRasayanas
-Churnas
- Medicated Oils

 Proprietary Ayurvedic medicines developed by


Daburinclude:
-NatureCare

 Isabgol
-Madhuvaani
- Trifgol

 Division also works for promotion of Ayurveda thr


ough organised community of traditional practition
ers and developing fresh batches of students 

 
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Core value
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VISION

MISSION

"To be the leader in the Natural Foods & Beverages Industry."

Strive to deliver this by:

 Consistently delighting the consumer through


 Being the company of choice for our business
 Delivering higher returns to stakeholders

PRINCIPLES

OWNERSHIP

This is our company. We accept personal responsibility, and accountability t


o meet business needs.

PASSION FOR WINNING

We all the leaders in our area of responsibility, with a deep commitment to d


eliver the results. We are determined to be the best at doing what matters the
most.

PEOPLE DEVELOPMENT
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People are our most important asset. We add value through result driven trai
ning, and we encourage and award 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 and transparency in a bou


ndary 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 the consumers, with business partners and with each other.

MILESTONE TO Success

 1884 - Established by Dr. S K Burman at Kolkata

 1896 - First production unit established at Garhia

 1919 - First R&D unit established

 Early 1900s - Production of Ayurvedic medicines

 1930 - Automation and upgradation of Ayurvedic products manuf


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acturing initiated

 1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

 1940 - Personal care through Ayurveda

 1949 - Launched Dabur Chyawanprash in tin pack

 1957 - Computerisation of operations initiated

 1970 - Entered Oral Care & Digestives segment

 1972 - Shifts base to Delhi from Calcutta

 1978 - Launches Hajmola tablet

 1979 - Dabur Research Foundation set up

 1979 - Commercial production starts at Sahibabad, the most mod


ern herbal medicines plant at that time

 1984 - Dabur completes 100 years

 1988 - Launches pharmaceutical medicines

 1989 - Care with fun

 1994 - Comes out with first public issue

 1994 - Enters oncology segment

 1994 - Leadership in health care

 1996 - Enters foods business with the launch of Real Fruit Juice

 1996 - Real blitzkrieg

 1998 - Burman family hands over management of the company to


professionals

 2000 - The 1,000 crore mark

 2001 - Super specialty drugs


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 2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs


64.4 crore

 2003 - Dabur demerges Pharmaceuticals business

 2005 - Dabur aquires Balsara

 2006 - Dabur announces bonus after 12 years

 2006 - Dabur crosses $2 bin market cap, adopts US GAAP

Dabur products

PRODUCTS

HEALTH SUPPLIMENT :

 Dabur chyawanprash
 Dabur Glucose D
DIGESTIVES :

 Hajmola Mast Masala


 Anardana
 Hajmola
 Hajmola Candy
 Hajmola Candy Fun2
 Pudin Hara (Liquid and Pearls)
 Pudin Hara G
 Dabur Hingoli
BABY CARE :
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 Dabur Lal Tail


 Dabur Baby Olive Oil
 Dabur Janma Ghunti

NATURAL CURES :

 Shilajit Gold
 Nature Care
 Sat Isabgol
 Shilajit
 Ring Ring
 Itch Care
 Shankha Pushpi
 Dabur Balm

HAIR CARE OIL :

 Amla Hair Oil


 Amla Lite Hair Oil
 Vatika Hair Oil
 Anmol Sarson Amla

HAIR CARE SHAMPOO :

 Vatika Henna Conditioning Shampoo


 Vatika Anti Dandruff Shampoo
 Anmol Natural Shine Shampoo
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SKIN CARE :

 Gulabari
 Vatika Fairness Face Pack
ORAL CARE :

 Dabur Red Gel


 Dabur Red Toothpaste
 Dabur Lal Dant Manjan
 Dabur Binacca Toothbrush

REAL :

 Real Fruit Juice


 Real Active

HOMMADE :

 Cooking Paste
 Coconut Milk
 Tomato Puree

CAPSICO RED

LEMONEEZ
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DABUR HONEY

AYURVEDIC SPECIALITIES :

 Dashmularishta
 Ashokarishta
 Lauhasava
 Mahanarayan Tail
 Juritap
 Madhuvani
 Lavan Bhaskar Churna

INTERNATIONALRANGE :

HEALTH CARE :

 Dabur Chyawanprash
 Pudinhara
 Hajmola Tablets
 Dabur Honey
 Shilajit
SKIN CARE :

 Natural Soap
ORAL CARE :

 Herbal Tooth Paste

HAIR CARE :
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 Vatika Shampoo and Conditioners


 Dabur Amla Hair Oil
FOODS:

 Real juices
 Homemade Foods Products

Dr. BURMAN (RUSSIA)

 Health Supplements
 Ayurvedic Tooth Paste
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Dabur Group
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DABUR GROUP

With a basket including personal care, health care and food products, Dabur India Limited
s set up subsidiary Group Companies across the world that can manage its businesses more
fficiently. Given the vast range of products, sourcing, production and marketing have been
vested to five leading group companies that conduct their operations independently:
 
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Our major IT Initiatives


 Implementation of Manufacturing Process ERP for frontend operation
s;

 Supply chain and working capital management to control manufacturi


ng, distribution planning, invoicing, receivables, banking and schemes;

 Integration with Baan (backend ERP) initiated last year in production


units and head office;

 Intranet based Employee Management System for payroll and HRIS;

Future Challenges

 Target of end-to-end networking by end of financial year 2006-07

 Extending the Supply Chain Automation to both ends, in Secondar


y Sales and e-Procurement;

 Launch of E -Procurement using Free Markets' online bidding engi


ne. 

Vendor Managed inventories for fast moving raw materials and packaging m
aterials, and outsourced manufacturers' systems to be integrated with the Baa
N ERP system. 
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MANUFACTURING FACILITIES
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AWARDS

     

Dabur CEO a Dabur CFO a Dabur wins IC Dabur among The second an
mongst 25 Be mongst Indi SI National A st top 'HOT F nual listing of
st of the Best I a's top three ward for Exce MCG' Compa the smartest c
ndia's truly wo CFOs llance in Corp nies hief financial
rld class mana orate Governa officers in Indi
gers nce a Inc.

Dabur India in F Dabur amongst Dabur India rank Dabur India rate India's most valu
orbes "Best unde top 10 Great Pla s 53rd Most Val d IInd most dyn able companies
r a Billion" ce to Work uable Indian Co amic FMCG co
mpany mpany
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LDM into Limca Book of records 2005

   

 FORBES: Amongst the top 20 “Best under a billion” companies in In


dia under $ 1 billion recognized by FORBES

 Great Places to work – Ranked 10th among the Top 25 Great Places
to Work

 ICSI award for Excellence in Corporate Governance

 Market Cap crosses $ 1 billion. Best performing stock in the NSE in


2005 with 122% growth

 The Economic Times company of the year – nominated amongst the


top 10

 Economic Times – 42nd in the list of top 500 companies this year, 2n
d in FMCG

 BT 500 – 53rd in Business Today ranking on 500 India's Most Valuab


le Companies

 Chairman nominated for the E&Y Entrepreneur of the year award

 CEO – Among top 25 - Smart Managers of the Year.

 Udyog Ratna for Chairman and Gr. Director from Uttranchal govern
ment and Himachal Pradesh Government.

 Dabur Foods got 4 Awards At The 7th Annual Dairy & Beverages Se
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minar

Tallest inflatable and longest billboard made during the Kumbh mela and su
bmitted to Limca Book of records have been published in 2005
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STATEMENT
“ APPRAISING THE EMPLOYEES OF THE ORGANIZATION IS VERY
IMPORTANT FOR THE SUCCESSFUL GROWTH OF ANY BUSINESS
THEREFORE, HERE I ANALYZE HOW DABUR CARRIES THE PROC
ESS OF PERFORMANCE APPRAISAL IN THEIR COMPANY AND ”.

Performance appraisal is necessary to measure the performance of the emplo


yees and the organization to check the progress towards the desired goals an
d aims.

The latest mantra being followed by organizations across the world being –
"get paid according to what you contribute" – the focus of the organizations
is turning to performance management and specifically to individual perform
ance. Performance appraisal helps to rate the performance of the employees
and evaluate their contribution towards the organizational goals. It helps to a
lign the individual performances with the organizational goals and also revie
w their performance.

Performance appraisal takes into account the past performance of the emplo
yees and focuses on the improvement of the future performance of the emplo
yees.
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Objectives of the study

This project is aim at studying the system of performance appraisal. Perform


ance appraisal is the most significant and indispensable tool for the manage
ment as it provides useful information for decision making in the area of pro
motions and compensation reviews.

To carry out the study of Dabur, we framed the following objectives

1. Identification of the technique of performance appraisal followed in Dabu


r.

2. Employee attitude towards the present appraisal system.

3.To identify and know the area for improvement system.

4. Review of the current appraisal system in order to

    1. Enhance productivity

    2. Attain global standards

5. To provide suggestions & recommendations from the study conducted.


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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
The quality and reliability of research study is dependent on the infor
mation collected in a scientific and methodological manner. Scientific
planning of designing of research method is a blue print for any resea
rch study. Therefore, proper time and attention should be given in des
igning the plan of research. While proper definition of problem tells th
e researcher where he has to go, proper design tells him how he sho
uld go. Selection of methodology for a particular project is made easy
by sorting out a number of alternative approaches, each of them havi
ng its own advantage and disadvantages. Efficient design is that whic
h ensure that the relevant data are collected accurately.

The researcher has to think about what procedure and techniques sh


ould be adopted in the study. He should arrive at the final choice by s
eeing that the methodology chosen for project is indeed the best one,
when compared with others.

RESEARCH DESIGN :

          Research design is the first and foremost step in methodology


adopted and undertaking research study. It is overall plan for the colle
ction and analysis of data in the research project. Thus it is an organi
zed, systematic approach to be the formulation, implementation and c
ontrol of research project.
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Infact a well planned and well balanced research design guards again
st collection of irrelevant data and achieves the result in the best poss
ible way.

SAMPLE DESIGN :-

 The universe of study being large, researcher has to resort to sampli


ng method of data collection. On the basis of a section of the univers
e selected in a prescribed manner one is able to deduce for the unive
rse. For the sample results to be applicable on the universe, sample s
hould be adequately chosen so to make it representative and reliable.

SAMPLING PLAN:

Sample Size = 50 Employees

          Sample Area = Dabur India Limited,sahibabad,ghaziabad

Duration = Two (2) Months.

Ø     DATA COLLECTION METHOD :

          Data are the bricks with which the researcher has to make  a h
ouse. While the quality of research findings depend on data, the adeq
uacy of appropriate data in turn depends upon proper method of data
collection. A number of methods are at the disposal of the researcher
of which one has to select the most appropriate one for visualizing th
e research objective. Thus he has to see that the method adopted is
compatible with the resources and research study.

a)                Primary Data : Data which are collected fresh and for the
first time and thus happens to be original in character. Primary
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data are gathered for specific purpose.

b)                Secondary data : Data that collected from primary data i.


e., they are already exit some where. For the purpose of our stu
dy we collected both the data.

DATA COLLECTION:

            Data Sources:

(i)   Secondary Data through Internet

(ii) Primary Data through Questionnaire

(iii) Contact Method

(iv) Personal Interaction

DATA PRESENTATION AND ANALYSIS:

1.    Bar graphs

2.    Pie Diagrams


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DATA ANALYSIS

Data Analysis

By having discussion with senior production officers of Dabur Ind


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ia Pvt. Ltd. and filling of the questionnaire, the data was collected
which is analysed as follows: -

1. Type of performance appraisal preferred


Table-1

S. No View Percentage
1. Yes 85%
2. No 15%

nterpretation

After analyzing the data, the results shows that 85% of the senior
production officers prefer quarterly performance appraisal and 1
5% prefer half-yearly performance appraisal.

2.Senior’s satisfied by subordinate’s performance


Table-2

S. No View Percentage
1. Yes 85%
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2. No 15%

Interpretation

After analyzing the data, the results shows that 85% of the senior
production officers feel that their seniors are satisfied with their p
erformance and 15% can’t say.

This analysis shows there is lack of appraisal by the immediate s


eniors.

3.Satisfied with their own Performance


Table-3

S. No View Percentage
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1. Yes 85%
2. No 15%

Interpretation

After analyzing the data, the results shows that 85% of the senior
production officers are satisfied with their own performance and
15% are not satisfied with their own performance.

This implies that satisfaction level has to be increased among se


nior production Officers.
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4. Performance appraisal improves performance


Table-4

S. No View Percentage
1. Yes 100%
2. No 0%

Interpretation

After analyzing the data, the results shows that 100% of the seni
or production officers feels that performance appraisal do helps i
n performing better.Through this we come to know that proce
ss of performance appraisal is coming out to be positive an
d it should be continued.
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5. Information is submitted timely by the senior produc


tion officers to their seniors
Table-5
S. No View Percentage
1. Yes 100%
2. No 0%

Interpretation

After analyzing the data, the result shows that 100% of the senio
r production officers submit all the information timely to their seni
ors.This shows that all the senior production officers submit all th
e information timely to the seniors.
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6. Adequate and fair chance provided to defend against adverse entries i


n your appraisal

Table-6
S. No View Percentage
1. Yes 67%
2. No 13%

Interpretation

After analyzing the data, the results shows that 67% of the senior
production officers feel that they are provided with a chance to d
efend them against adverse entries in their appraisal whereas 33
% denies it.This shows that there is lack of chances provided to
defend against adverse entries in appraisal.
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7.Reason for bad performance


Table-7

Personal 16%
Officials 16%
Others 16%
No bad performance 52%

Interpretation

After analyzing the data, the results shows that 16% of senior pr
oduction officers performed bad due to personal reasons,16% of
senior production officers due to official reasons, 16% of senior p
roduction officer’s due to other reasons and no bad performance
from the rest of the 52% of senior production officers.
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This shows that there are some reasons, which are required to b
e rectified to improve performance.

8. Awareness of appraisal system.

Table-8

S. No View Percentage
1. Yes 67%
2. No 13%

Interpretation
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After analyzing the data, the results shows that 67% of the senior

production officers are fully aware of the appraisal system and re

st 33% are unaware of this system.This shows that awareness a

bout the performance appraisal system is to be increased.


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FINDINGS
Based on my analysis of data collected during my study in Dabur India
Pvt Ltd, Sahibabad, Ghaziabad, I have got the following :-

1. Performance appraisal in Dabur India Pvt Ltd, Sahibaba


d, Ghaziabad , is done annually.

2. For appraisal in Dabur India Pvt Ltd,Sahibabad,Ghaziaba


d, a SELF-APPRAISAL form is given to the staff memb
ers and they fill it up. And then after according to their
self-observation and through the appraisal form filled b
y the staff members rating is given to the members. Ac
cordingly then incentives and promotions are granted.

3. In Dabur India Pvt Ltd, Sahibabad, Ghaziabad, at the maj


ority senior staff members submit all the information ti
mely to their superiors.

4. In Dabur India Pvt Ltd, Sahibabad, Ghaziabad, there is lac


k of proper knowledge among senior production officer
s about the procedure followed in Performance Apprai
sal.
5. There is lack of fair chances provided to defend yours
elf against adverse entries in your appraisal.
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6. All senior production officers agree that performance a


ppraisal system helps them to perform better.

7. There is lack of satisfaction level among the senior pro


duction level officers regarding to their own work as th
ey have monotony at their work.
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Limitations

According to research undertaken by me, and the results obt


ained, following are the recommendations to improve the pro
cedure of performance appraisal followed in Dabur India Pvt
Limited: -

1) Staff members should be provided with the training about


performance appraisal and they should be made very well
aware about the thing that this exercise can help them in d
eveloping their performance and attitude which will help th
em on their own part at majority and company at minority.

2) Senior-Subordinate meetings should be made very regula


r so that every can keep his point in front without any hesit
ation and that will add to their innovation and creation.

3) The process of performance appraisal should be made g


oal-oriented.

4) Staff members should be provided with the well-defined ta


rgets.
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Recommendations

As we know “Performance appraisal is a systematic and objective way of ju


dging the relative worth or ability of an employee in performing the task. Pe
rformance appraisal helps to identify those who are performing their assign
ed tasks and those who are not and the reasons for such performance.”

 The company should go for the 360degree performance appraisal. Un


der this method the person whose performance is to be judged is in bet
ween and his peers, supervisor, head and the manager of the company
is around him who rate the performance of the employee based upon c
ertain predefined criteria’s.The system is like:

360-degree Performance Appraisal

Head

Supervisors Person whose Peers


performance to
rate

Manager
 The company should ap praise the performance of t

he workers by giving them some incentives, which motivate them to

work to their fullest capacity and to motivate them to work more and s

how good and better results.


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 For the top management of the company it should offer them holiday

package, appraise performance by recognizing there work in meetings

etc. this will help to raise their moral and they can work better. They d

on’t want financial help as they earn enough to maintain their status. T

hey want their work recognition.

 For the lower group the company can increase their wages, give them

pension schemes, provide them the medical facilities etc because they

want financial help from the company to insure their proper living.

 The should keep changing the raters for the performance appraisal sys

tem from time to time so that they don’t become bias at anytime for an

y employee.

 The method of the company should be changed periodically so that th

e employees have mo chance to complain for the method.

 The criteria decided upon which the performance has to be rated shoul

d not be fixed it should be changed from time to time.

 The standards of the rating should be very specific, clear and concise.

 There should be the feeling of teamwork in the organization.

 The system should be cost effective and it should suit the budget of th

e company.
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 The performance, which is been measured, should be verifiable and m

easurable afterwards also.

Above are few recommendations, which can be looked over while doing t

he performance appraisal of the company.


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Conclusion

After collecting the information from the senior production officer

s with the help of personal discussion, filling the questionnaire a

nd analyzing the data, I have derived the following conclusion –

In Dabur India Pvt Ltd,Sahibabad,Ghaziabad performance appr

aisal is conducted annually. Under this process, a self-appraisal

form has been given and senior production officers have to fill th

at form which throws light on their basic achievements during th

e past accounting year.

After that the immediate boss who has been observing the imm

ediate subordinate throughout the year rates him according to th

e self appraisal form filled and personal observation under follow

ing factors-

a) Quality of work.

b) Quantity of work.

c) Job knowledge.

d) Dependability.

e) Innovation and creativity.


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f) Ability to learn.

g) Attendance.

h) Reactions to criticism.

i) Discipline.

j) Customer relations.

k) Subordinate development.

The rating given is confidential and out of the knowledge of their subo

rdinates. Accordingly, promotions and incentives are granted to the d

eserving ones.

Rating given to the senior production officers is done confidenti

ally and whatever information is been filled in the self-appraisal f

orm is not cross-questioned.

The sole objective for taking part in performance appraisal of Senior p

roduction officers in Dabur India Pvt Ltd,Sahibabad,Ghaziabad is to b

e awarded with promotions and incentives but the basic reason why p

erformance appraisal is conducted is to develop the performance and

attitude.

Senior production officers of Dabur India Pvt Ltd,Sahibabad,Ghaziab

ad follow the procedure of performance appraisal given by the senior


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managers because they have monotony in their work and they have n

o time for any innovation or creativity.

Also I concluded that Dabur considers performance appraisal importa

nt because of the following reasons

Performance appraisals provide employees and managers with oppor

tunities to discuss areas in which employees excel and those in which

employees need improvement. Performance appraisals should be co

nducted on a regular basis, and they need not be directly attached to

promotion opportunities.

Personal Attention

1. During a performance appraisal review, a supervisor and an em

ployee discuss the employee's strengths and weaknesses. This

gives the employee individual face time with the supervisor and

a chance to address personal concerns.

Feedback

2. Employees need to know when their job duties are being fulfille

d and when there are issues with their work performance. Mana

gers should schedule this communication on a regular basis.


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Career Path

3. Performance appraisals allow employees and supervisors to dis

cuss goals that must be met to advance within the company. Th

is can include identifying skills that must be acquired, areas in

which one must improve, and educational courses that must be

completed.

Employee Accountability

4. When employees know there will be regularly scheduled evalua

tions, they realize that they are accountable for their job perfor

mance.

Communicate Divisional and Company Goals

5. Besides communicating employees' individual goals, employee

appraisals provide the opportunity for managers to explain orga

nizational goals and the ways in which employees can participa

te in the achievement of those goals.


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Annexure

STUDY OF PERFORMANCE APPRAISAL SYSTEM

1. What type of performance appraisal you pref


er?
Annually Quarterly
Monthly Half yearly

2. Are your seniors satisfied with your performanc


e?
Yes No

3. Are you satisfied with your performance?


Yes No

4. If no do you think you can perform better?


Yes No
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5. Does performance Appraisal help you in perf


orming better?
Yes No
6. Do you submit information timely to your superi
ors?

Yes No

7. Do you get adequate and fair to defend your se


lf against adverse entries in your appraisal?

Yes No

8. What actually comes as the reason for your bad


performance? (if any)

Personal Official Other

9. Are you fully aware of the appraisal system foll


owed in your company?

Yes No
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10. Any suggestion to alter existing Performance


Appraisal system of your company?
__________________________________________________________
_____________________________________________________________
_____________________________________________________________
__________________________________________________
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BIBLIOGRAPHY

BIBLIOGRAPHY

MAGAZINE
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Business Today

Advertising & Management

Free Press journal

NEWSPAPERS

Economic Times

Hindustan Times

Financial express

Business standard

WEBSITE

www.google.com

www.dabur.com

Books

Human resources development -T.N. CHABBRA


Human resources development - V.S.P. RAO

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