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A Project Report
on
Employee Information Management System
Degree In
COMPUTER AIDED MANAGEMENT
(2009-2012)
Submitted By:
ANKITA KAUSHAL
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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“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.
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PREFACE
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.
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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1. Recruitment
2. Selection
3. Induction
Recruitment
Selection
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Induction
Characteristics
3. It is scientific and objective study. Formal procedures are used in the
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study.
Process
Limitations
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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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
The two most effective methods are alternation ranking and paired comparis
on ranking.
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Assessment centers
So far, we have been talking about assessing past performance. What about t
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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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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.
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.
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.
c) He/She may rate leniently in order to win promotions for the s
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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.
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.
d) HR Head
Ø Decides on the final bell curve for each function in the res
pective Business Unit / Circle
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 How is the KRA score calculated for an employee on the basi
s of the targets sets and targets achieved?
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.
“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.
1. Recruitment
2. Selection
3. Induction
Executive Summary
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:-
Company Profile
FOUNDER : Dr.S.K.BURMAN
CHAIRMAN : Mr.V.C.BURMAN
: Mr.PRADEEP NARANG
: Mr.AMIT BURMAN
:Mr.STUART PURDY
:Mr.AJAY BHEL
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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
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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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.
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 -
Isabgol
-Madhuvaani
- Trifgol
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Core value
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VISION
MISSION
PRINCIPLES
OWNERSHIP
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
TEAM WORK
INNOVATION
INTEGRITY
MILESTONE TO Success
acturing initiated
1996 - Enters foods business with the launch of Real Fruit Juice
Dabur products
PRODUCTS
HEALTH SUPPLIMENT :
Dabur chyawanprash
Dabur Glucose D
DIGESTIVES :
NATURAL CURES :
Shilajit Gold
Nature Care
Sat Isabgol
Shilajit
Ring Ring
Itch Care
Shankha Pushpi
Dabur Balm
SKIN CARE :
Gulabari
Vatika Fairness Face Pack
ORAL CARE :
REAL :
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 :
HAIR CARE :
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Real juices
Homemade Foods Products
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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Future Challenges
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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Great Places to work – Ranked 10th among the Top 25 Great Places
to Work
Economic Times – 42nd in the list of top 500 companies this year, 2n
d in FMCG
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 ”.
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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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.
RESEARCH DESIGN :
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 :-
SAMPLING PLAN:
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 COLLECTION:
DATA ANALYSIS
Data Analysis
ia Pvt. Ltd. and filling of the questionnaire, the data was collected
which is analysed as follows: -
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.
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.
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.
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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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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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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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.
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
FINDINGS
Based on my analysis of data collected during my study in Dabur India
Pvt Ltd, Sahibabad, Ghaziabad, I have got the following :-
Limitations
Recommendations
Head
Manager
The company should ap praise the performance of t
work to their fullest capacity and to motivate them to work more and s
For the top management of the company it should offer them holiday
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
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 criteria decided upon which the performance has to be rated shoul
The standards of the rating should be very specific, clear and concise.
The system should be cost effective and it should suit the budget of th
e company.
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Above are few recommendations, which can be looked over while doing t
Conclusion
form has been given and senior production officers have to fill th
After that the immediate boss who has been observing the imm
ing factors-
a) Quality of work.
b) Quantity of work.
c) Job knowledge.
d) Dependability.
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
eserving ones.
e awarded with promotions and incentives but the basic reason why p
attitude.
managers because they have monotony in their work and they have n
promotion opportunities.
Personal Attention
gives the employee individual face time with the supervisor and
Feedback
2. Employees need to know when their job duties are being fulfille
d and when there are issues with their work performance. Mana
Career Path
completed.
Employee Accountability
tions, they realize that they are accountable for their job perfor
mance.
Annexure
Yes No
Yes No
Yes No
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BIBLIOGRAPHY
BIBLIOGRAPHY
MAGAZINE
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Business Today
NEWSPAPERS
Economic Times
Hindustan Times
Financial express
Business standard
WEBSITE
www.google.com
www.dabur.com
Books