A PROJECT REPORT ON PERFORMANCE APPRAISAL AT PROMACT PLASTICS LTD.

SUBMITTED FOR
Partial fulfillment of the requirement of the three years full time BACHELOR OF BUSINESS ADMINISTRATION (BBA).

SUBMITTED BY:
PATEL HARSH CLASS: T.Y.B.B.A. ROLL NO: YEAR: 2008-09 EXAM. NO:

SUBMITTED TO
HEMCHANDRACHARYA NORTH GUJARAT UNIVERSITY, PATAN.

College of Computer and Management Studies, Vadu Affiliated to Hemchandracharya North Gujarat University, Patan Taluka: Kadi, District: Mehsana.

PREFACE
I have to undergo analysis project for a particular organization in project as on subject. After doing a lot of brainstorming we chose Promact Plastics Ltd. as our organization and study it under the title of performance appraisal of Promact Plastics Ltd..

We are talking theoretical knowledge from the business school but we have also required practical knowledge for getting good job opportunities on successful entrepreneurial. So that purposes we are getting knowledge & skill by this types of marketing research report. My finding from the report is that the customers of Promact Plastics Ltd. are highly satisfied with its product.

In our project we study awareness of the customer of Promact Plastics Ltd. in few cities. For this purpose I have prepared a questionnaire and collected information using it. I have analyzed the collected information and made the findings.

This project will really help me in the future a great deal.

Thanks.

ACKNOWLEDGEMENT
It would really difficult for me to complete the project on performance appraisal without getting co-operation of certain people. In other words there are so many external thankful who directly or indirectly helped me in my marketing research project.

I would like to express my gratitude to our Principal Dr. B. S. Agrawal who gave me a good opportunity to learn about industrial environment during industrial visit. The task would have been difficult for me without guidance of our Professors

Mr. Jitendra Patel. (Head of department) Mr. Harshad Patel. (Placement co-ordinater) Mr. Chandu Thakor. Mr. Vishal Pandya.

I am very thankful to the director of PROMACT PLASTICS LTD. who gave me permission to doing this Marketing research report in their organization and helped me by giving al required information. I am also thankful to my friends who helped me and guided me regarding the source of information related to particular industries.

Thank you.

INDEX
NO PARTICULAR PG NO
PREFACE ACKNOWLEDGEMENT EXECUTIVE SUMMARY

1 1.1 1.2 1.3 1.4 1.5 1.6

1.7

GENERAL INFORMATION
COMPANY PROFILE PRODUCTS STAFF PROFILE MAIN CLIENTS CERTIFICATES AND AWARDS HISTORY AND DEVELOPMENT EXISTING MANAGEMENT BODY

1-5 1 2 2 3 3 4
5

2 2.1 2.2 2.3 2.4 2.5 2.6 2.7

HUMAN RESOURCE DEPARTMENT

INTRODUCTION OF H.R DEPARTMENT WAGES AND SALARY TIME KEEPING SYSTEM EMPLOYEE RECORD LABOUR WELFARE MEASURES GRIEVANCE HANDLING PROCEDURE PERSONAL RECORD

6-10 6 7 8 8 9 10 10

3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9

3.10

PERFORMANCE APPRAISAL
INTRODUCTION TO PERFORMANCE APPRAISAL AIMS OF PERFORMANCE APPRAISAL APPRAISING FOR ASSESSMENT AND COMPARISION APPRAISING TO MOTIVATE AND DEVELOP FEEDBACK AND PERFORMANCE REVIEW FUTURE OF PERFORMANCE APPRAISALS PERFORMANCE ANALYSIS POST APPRAISAL BASIC BEHAVIORAL ASPECTS LIMITATION OF PERFORMANCE APPRAISAL STATEMENT RATED BY THE PROMACT PLASTICS LTD. REVIEWING THE QUESTIONAIRE AND ANALYZING EVALUATION OF FEEDBACK TAKEN FROM THE EMPLOYEES

11-31 11 12 14 17 21 22 23 24 25
27

3.11 3.12 3.13

28 29 31

4 4.1 4.2 4.3 4.4 4.5 4.6

RESEARCH METHODOLOGY
STAGES IN RESEARCH PROCESS OBJECTIVE OF RESEARCH SOURCES OF COLLECTING DATA SAMPLING METHOD VARIOUS TECHNIQUE OF SAMPLING SPECIFYING THE SAMPLING PLAN

32-39 32 35 36 37 38 39

DATA ANALYSIS AND INTERPRETATION

40-49

FINDINGS

50

CONCLUSION

51

BIBLIOGRAPHY

52

ANNEXURE

53-55

1.1 COMPANY PROFILE

COMPANY NAME : Promact Plastics Limited

ADDRESS

125, GIDC Estate, Nagalpur, Mehsana,

REGISTERED OFFICE

106, Harikrupa chambers, Behind National Chambers, Ashram Road, Ahmedabad-380009 Phone no :-( 079)6587373 Fax no. :-( 079) 6580950

DATE OF INCORPORATION

26/03/1985

DATE OF COMMENCEMENT OF BUSINESS

15/11/1996

SIZE OF THE UNIT

Medium Scale Project

BANKS

STATE BANK OF INDIA THE MEHSANA URBAN CO-OP.BANK LTD.

1.2 PRODUCTS
HDPE/PP Laminated Woven Sacks PP Unlaminated Woven Sacks PP Fabric HDPE Laminated Tarpaulins etc.

1.3 STAFF PROFILE

Total Staff Strength: 250

1.4 MAIN CLIENTS

IFF Company Ltd. N.F.Ltd. Indian Potash Ltd. GNFC GSFC

1.5 CERTIFICATIONS / AWARDS

We have an Iso-9002 Certification

1.6 HISTORY& DEVELOPMENT

PROMACT PLASTIC LIMITED has been in the service of plastic profession since 1985.

Promact plastic limited was established as on 26/3/1985. At that time the name of the company is Promact Plastic Private Limited but after passing special resolutions on 15/2/1993, the name is changed and was made Promact Plastic Limited the founder of the company is Mr. NARAYANBHAI N. PATEL day by day company is getting success .Mehsana is being concerned there is no other company that producing That is plastic Bags.

Promact plastic Limited is a public limited company it is good Luck group at Mehsana. Time company got good faith from here users and there quickly established synthetics woven sacks industries during in 1983 to 1989 .For many years our product is used in many industries , such as fertilizer chemical agriculture , Food and construction . We produce PP woven bags as such as flat top mouth bags sand bags, two-ply bags.

There ply- bags five ply bags multi-wall bags and flexible container bags. Ours products have different design such as U- Panel designs; drum bag design baffle bag designs special bags and anti static bags. We also supply tubular liners, baffle liners, anti-static liners and aluminum foil liners to accommodate the container bags.

We are willing to sincerely cooperate with all the friends at home and abroad for joint Development. Now The Company is having good domestic market and in good position company is developing very fast.

1.7 EXISTING MANAGEMENT BODY

CHAIRMAN & MANAGING DIRECTOR SHRI NARAYANBHAI N.PATEL

WHOLE TIME DIRECTOR SHRI RAMESHBHAI S. PATEL

DIRECTOR SHRI KIRANKUMAR A.PATEL SHRI JAYANTBHAI N.PATEL SHRI BABUBHAI A.PATEL

AUDITORS SHRI PU; IN PUROHIT, CHARTERED ACCOUNTANT, AHMEDABAD.

COMPANY LAW CONSULTANT SHRI KASHYAP R.MEHTA, COMPANY SEDRETSRY, AHMEDABAD.

2.1 INTRODUCTION OF H.R DEPARTMENT

The most important department in any business unit is human resource department. Human resource management generally is concerned with planning, organization, directing and controlling the function of procuring, maintaining and development and utilizing work force of the business enterprise to achieve the objectives.

It is the most important area of any organization. It includes area like Recruitment, Selection, Man power planning, Performance appraisal, Employees grievance, employee status factors with respect to wages, hour working conditions and relation among labors and manager. Therefore it is very essential branch of performance and knowledge.

Most of the progressive organization having separate department appoint the expert as a personnel manager. In the Human resource department, when an organization needs employees of workers, personnel department calls some skilled and qualified person through advertisement and takes written test and thereafter suitable candidates are

interviewed and select suitable and useful candidates having good qualifications and capabilities for that job.

After that the company gives proper training to the newly appointed candidates. All those activities or formalities are given through personnel department of the company.

2.2 WAGES AND SALARY

Workers get salary according to the work done. The salary of the staff members paid on the month basis and workers get over time wages, of the after the scheduled time whereas, there is no over time facilities for members.

The employees are paid wages and salary according to the factory act. They are given salaries on the basis on the educational qualification, experience and qualifications in other fields. The company deducts 12% of salaries. Amount for their provident fund each month. After that retirement the employee receives entire amount of it along with its interest.

2.3 TIME KEEPING SYSTEM

At present staff and workers signed daily in the muster maintained by the personnel department of the company at their scheduling time. They have to work following to the schedule of the company.

WORKING HOUR

General shift Monday to Saturday 9:00 a.m. to 4:00 p.m.

Manufacturing unit Monday to Saturday 06:00 a.m. to 02:30 p.m. 02:30 p.m. to 11:00 p.m. 11:00 p.m. to 06:00 a.m.

Lunch 5 shifts 11:30 a.m. to 02:00 p.m. Weekly off third Saturday and Sunday.

2.4 EMPLOYEE RECORD

The company provides employees record such as full name, address, date of birth, job admission data, details of family members, nomination, etc.

2.5 LABOUR WELFARE MEASURES

CANTEEN

In any company canteen facilities depends on workers. In this there is tea canteen for the workers.

RESTROOM

There is restroom for the workers. The company management gives time to works for the rest.

SUBSIDIARY FOOD

If workers are minimum 200 then the company has the facility of foods of lunch for the workers.

MEDICAL FACILITY

The company has doctors. It provides medical facility to the workers as well as to their family members.

2.6 GRIEVANCE HANDLING PROCEDURE

The company allows its workers to discuss their problems frankly. Second noteworthy thing is that workers do not feel themselves inferior. They are allowed to talk about their problems with the manager very freely.

2.7 PERSONAL RECORD

Employees personal record of every worker is kept in this organization. For example name, address, phone numbers, etc.

3.1 INTRODUCTION TO PERFORMANCE APPRAISAL

An organizations goal can be achieved only when people put in their best efforts. How to ascertain whether an employee has shown his or her best performance on a given job? The answer is performance appraisal.

Employee assessment is one of the fundamental jobs of HRM, but not an easy one though. In simple terms, performance appraisal may be understood as the assessment of an individual s performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility, health, and the like.

Assessment should be confined to past performance alone. Potential of the employee for future performance must also be assessed. It is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development

Behavior can be active or passive-do something or nothing. Either way, behavior affects job results. The other term used for performance appraisal are; performance rating, employee assessment, employee performance review, personnel appraisal, performance evaluation and merit rating. In a formal sense, employee assessment is as old as the concept of management, and in an informal sense, it is probably as old as mankind.

3.2 AIMS OF PERFORMANCE APPRAISAL

I.

MOTIVATION STAFF

There are three ways that appraisal seeks to motivate employees, since the earliest appraisal schemes, it has been as article of faith that giving feedback, quite apart from assisting in task performance, is something that motives people. At same time assessment motivates by facilitating the fair distribution of rewards and setting target.

II.

IMPROVING PERFORMANCE

One of the basis principles of human learning is that to improve performance, people should have the knowledge of the results they are already achieving. An accurate assessment of performance is also improving performance through this too.

III.

MAKING REWARD DECISIONS

The notion is that if you are to engage in any kind of equitable distribution of rewards, be they pay, promotion or whatever, then some of kind of comparing people is necessary. If assessment of performance is made annually, it can be used to direct reward to those most deserving of them. The principal underlying this is the desire to treat staff in a fair manner.

IV.

SUCCESSION PLANNING AND IDENTIFYING POTENTIAL

By identifying good and poor performers, the appraisal assessment can enable the organization to focus succession planning and resource on the individual who ate most likely to responds positively and effectively to it.

V.

FORMAL ASSESSMENT OF UNSATISFACTORY PERFORMANCE

In this most negative grab, appraisal; can be part of the process whereby unsatisfactory performance is document and use in evidence in disciplinary dismissal proceedings.

3.3 APPRAISING FOR ASSESSMENT AND COMPARISION

There are certainly remnants of it to be found in more ambiguous form. Such as drive might well feature as one of the job related attributed that an individual is assessed on.

The idea, of course, is to try to keep one a way form direct comment on personality, as this is an area of great sensitivity and any criticism in these grounds is likely to elicit defensiveness and even outright hospitability.

Also, it is head enough for people to deliberately change their personalities over a protracted period, let alone to do it more of less overnight at the instigation of the appraiser.

i.

APPRAISING JOB-RELATED ABILITIES

A sensible approach is to try to keep appraisal firmly locked on to the job and the abilities needed to perform it effectively. This represents a more detached, less personal way of discussing performance and one that in theory is less likely to be threatening to the appraises self-esteem. It also tackles skills and abilities that should be amenable to training, development and improvement.

ii.

SALARY INCREASE

The general pattern of salary administration in most organization in by associating salary grades with different positions. Annually the salary of every employee increases by a fixed amount associated with that grade, in many companies this is a routine matter and there are salary increases as soon as the employee completes a year of service.

iii.

ADMINISTRATIVE DECISION

The administrative decisions like salary increases and other form of rewards for good performance, transfer and placement decisions are normally taken by the top management or the personnel department.

In some organizations committees consisting of personnel managers and line managers at senior levels take such decision. Largely these decisions are based in performance and performance appraisals play a significant role in this. Most of these administrative decisions fall under performance rewarding.

iv.

DEVELOPMENT DECISIONS

The path for development on the hob is already carved out for employees through key performance areas, behavioral dimension, self-appraisal, performance analysis and counseling.

At every appraiser-appraise levels role clarity obtained through mutual discussions of pass and KAPs, increased understanding and insights generated about managerial capabilities and behavioral qualities required for effectiveness in the organization identification of facilitation and inhibiting factors that one can influence and change and the discovery of ones own strength and weaknesses as well as opportunities to development all contribute directly or indirectly to employees development.

However the insight gained during performance review and counseling discussion and appraise should be reinforced and strengthened by supportive administration decisions by the personnel of HRD departments or by the senior line managers who can take such decision.

The HRD department to identify training needs and create learning opportunities for employees may use the following process.

a. Collect the appraisal rating of all employees b. Categories the employees into related or function related categories. c. Identify common performance areas for each category of employees. These common performance areas should require by and large same or similar capabilities. d. Tabulate the final appraisal rating by the appraiser against each performance area. Where there are rating assigned to different objective-wise. e. The trends in rating are indicative of the areas that need attention. Those areas where rating is poor indicate training needs. These need to be probed further to determine whether poor ratings are reflections of capability gaps or motivational issues or rather biases. The HRD manager has to use his insight here. He might interview a few appraisers and appraises to ascertain the training needs. f. On the basis of such analysis, areas where a large group of employees need to be trained could be identified. Wherever there are large group of people required to

be trained in number of people needs to be trained in select capability areas they could be sponsored for outside programs.

v.

REWARD MECHANISMS

Several mechanisms of rewarding performance are being used by different organization. These include salary increases, annually performance awards, out siding performance awards, promotion to higher position, charge of job involving higher responsibilities and status, sponsorship to conferences and tour to other country, certificates, transfers, advance training and development opportunities, announcements in newsletters etc.

3.4 APPRAISING TO MOTIVATE AND DEVELOP

i. RESULT ORIENTED APPRAISAL

The origin of result oriented appraisal can be found in the MBO movement that emerged in the 1950s, although results-oriented appraisal is less systematic and comprehensive than MBO schemes tended to be.

Essentially, the notion is that the appraisal session is one where manager and subordinate or targets in the last six or twelve months and then set objectives for the next period. One immediate effect of basing appraisal on result in this way is to shorten and simplify appraisal documentation. There is no need of rating scale and the like it simply comprises sections describing performance against past objective and the new objective set for the year ahead. In addition of its motivational quality result-oriented appraisal is by nature job related and therefore legally more defensible in term of any personnel decisions taken as a result of it.

It involves some examination of appraises priority, which is useful exercises that can avoid many misunderstandings that might otherwise arise. With all these advantages objectively, motivation power, participative mature, job-relatedness and so on. There is however some inherent limitation going though this route.

There are some drawbacks to result oriented appraisal. One objective often raised is that not all jobs are unable to framing on terms of objective. There is an element if truth in this, through seminar university academic, who head presided over a faculty with a particular abysmal research record, vehemently apposing the concepts of no relevance to academic work a number of organizations now are trying to combine the result oriented approach with a competency based appraisal system.

ii.

COMPETENCY BASED APPRAISAL

The notion of competency must stand a good chance of winning any competition for the most over worked concepts in HR management in the late 1980s/early 1990s. It is on observed skill or ability to complete a managerial task successfully or behavioral dimensions that effect job performance.

Another distinction can be drawn between individual and organization level competencies. There is actually very little, if anything that differentiates competencies from the assessment dimensions used in many assessments centre for years. But competencies ate applied more widely now.

Both by organization and by bodies such as the management charter initiative, is setting performance standards for managers. Competencies are forward looking and should have within them elements that are anticipated as being the key attributes in drives or ten years time.

Comprehended based appraisal does allow some scope for comparing people, but its real strength is in analyzing the progress if the individual and in directing to those areas where skills can be improved.

iii.

OVERVIEW OF APPRAISAL METHOD

All have their advantages and disadvantages, and achieve different things. The temptation for many organizations is to try and have their cake to eat it. They combine elements of the different approaches within the same scheme, in the hope that they will fulfill all the purposes they see for appraisal.

The result is typically an appraisal scheme that has objective setting one side rating of job related behavior and probably an overall rating of performance. More constructively, an increasing numbers of organization are outing together result oriented appraisal with competency based appraisal. This is the combination that works well.

It allows more immediate and legitimate concern for achieving performance targets to co-exit with a focus on development appraise which in turn is related to the future performance of the organization. The two combined motivational elements are, goal setting and personal development.

iv.

PRACTICAL OBSERVATIONS

A key challenge facing organization is how they continue to deliver sustained competitive advantage in the short term while preparing for long term success. It is widely acknowledged that the source of sustained competitive advantage lie not only in access to finance or capital, but also within the organization, in a people and processes capable of delivering business strategies such as customer delight or rapid innovation.

The majority of models of the strategic human resource process are normative, in the sense that they map how HRM should work and provide on best practice.

Empirical models are scarcer due to the relative lack of empirical research in the field; those that do exit are relatively sophisticated and take in account a broader range of contextual and output variables.

We aim to build on these models by mapping, through a case based methodology, that particular aspect of the model which focuses on how the link between strategy and individual performance is played out.

The methodology and initial theory behind the mapping was guided by a number of implicit assumptions. The first assumption was that we could not assume that what is intended would be realized. This is suggested that we focus on collection data, rather than seeking a predetermined typology at this stage. It is also suggested that a case methodology.

In the form of a questionnaire data form senior HR, the second assumption was that the link between business strategies, human resource strategy and realized human resource management operates in a dynamic manner and within a particular context, these two assumptions had a profound impact on the design of the methodology. We wanted to examine what was intended and what actually realized and the context in which this intention and realization tool place.

3.5 FEEDBACK AND PERFORMANCE REVIEW

The appraiser should, based on the performance data provided, extend a helpful and positive feedback.

A constructive and honest appreciation of the performance and a free and frank expression of the observations are essential components of a feedback. Counseling helps appraise to be more aware of his own strengths and weakness. In the process of counseling, appraise identifies ways to improve upon his strengths and eradicate the weaknesses.

A climate of mutuality, openness and trust should prevail in the process of counseling. Counseling rendered with genuine interest and accepted with trust contributes substantially to the growth of appraise. Counseling is a continuous process. While it is

normally extended at the time of performance appraisal, the reporting officer should Endeavour to counsel appraise as and when occasion arises.

Counseling requires appropriate skills and attitudes in the appraiser. Appraise should perceive it as a genuine help and accept it with trust.

3.6 FUTURE OF PERFORMANCE APPRAISALS

There is a great degree of awakening taking place in the managerial world about the potential uses of performance appraisals. The role they can play in developing employee capabilities, crafting an open culture strengthening superior subordinate relationship, developing process skills and paying way for increasing managerial and organization effectiveness is being slowly recognized as an equally potential tool for development.

In the coming decade there is likely to be more and more experimentation with new appraisals systems that contribute to improvements in the quality of work life as well as to the development of human resources. The seeds have already been sown at several places.

3.7 PERFORMANCE ANALYSIS

The Performance, Planning, Review and Development is annual event of stock taking occurring just after the end of the performance year. It is a very special and the focused session between the performance and the superior at the end of performance period. The performers first invited to fill an annual form.

The performer is expected to carefully consider the self appraisal exercise. The best way is to refer to the past half year KPPA review forms and midyear review form and collects relevant inputs to complete this self appraisal exercise as suggested in annual performance form. It is recommended that the superior fill the part of the annual performance assessment form before the review discussion starts with this performer.

It is desirable on the part of superior to do adequate home work before he initiates the review discussion with the performer to analyze the performance of the entire year. The superior is required to initiate a detailed 2-way discussion with the performance during which the feedback is nit only given but also received.

It is up to the superior to be open to revising his views regarding performance based on the discussion. After the appraisal discussion is over the superior so required to complete the remaining portion of the annual performance assessment form. The performer can make any qualitative comments in writing, if he so desires. There after the annual performance assessment form should be forwarded HR department.

However, while forwarding to HR department, same should be routed though concerned corp. chief. In case there are sharp differences of opinion about evaluation, the performer may arrange meeting among the performers, the corp. chief to try resolving the differences, in such a situation, the reviewers decision shall be final and binding.HR may be consulted in different cases.

3.8 POST APPRAISAL

At the end of performance period HR will study each appraisal and give feed back to the superiors and the corp. chief on areas needing action from them. HR will also make a note of training and development needs and offer suitable in company or external programs during the next one year to meet at least most critical training of every employees.

Their old performance planning forms focus was only target oriented but now they are going to include 25-30% weight age to behavioral and development dimensions which includes training. In their different categories they are going to consider aspects such as good tram leader, communication, team play, planning for targets, directing its team etc. the rest 275% would be focused on performance.

3.9 BASIC BEHAVIOURAL ASPECTS

1. MANAGERIAL ATTRIBUTES Analytical ability Planning ability Problem solving Communication skills Decision making and risk taking

2. MAN MANAGEMENT Ability to handle conflicts Team building skills Leadership Investment in subordinates Role and goal clarity

3. PERSONNEL EFFECTIVENESS Flexibility adaptability Ability to motivate Initiative Creativity Integrity

3.10 LIMITATIONS OF PERFORMANCE APPRAISAL

Though performance appraisal is a very useful technique it does suffer from some of the following serious limitation It is an useful technique of efficiency rating but there are certain personal characteristics which cannot be expressed either in figures or in any other measures However systematic and objective a performance appraisal system may be used in the organization. It is rather impossible to eliminate personal and subjective element from it.

 Normally there is the performance of a halo effect. The leads to a tendency, to rate the same individual first who have once stood first. While assigning the factor points or number to the employees, there are some raters who are very strict while some are more liberal. They cannot keep a fair distinction between two individuals. Such an approach also nullifies the utility of this system. Sometimes the outcome of performance appraisals are not in conformity with the other techniques of motivation, incentive wages plans and so on. Factors are introduced in managerial appraisal because of a fact possessed by the person concerned who conducts the appraisal.

3.11 STATEMENT RATED BY THE PROMACT PLASTICS LTD.

PARTICULARS A good performance appraisal is sufficient to decide whether an employee deserves to be promoted. A good appraisal system should help company to identify and provide opportunities for development Promotion should not on base on performance appraisal rating as the main Good Good Good STATEMENT

input. My reporting officer generally communicates his perception of my strengths and weaknesses to me I feel that my company at present is taking care of developmental needs of the employees through training, etc. Promotion policies, reward policies, transfer policies and support mechanisms should be streamlines before introducing this system. Average Average Good

3.12 REVIEWING THE QUESTIONAIRE AND ANALYZING

ASSESSED VIEWS ON PROMACT PLASTICS LTD. PERFORMANCE APPRAISAL ACCEPTANCE (%)

1. Development aspect of the system such as performance planning review discussion has not been fully implemented and need much greater training effort.

75%

40% 2. There is a lack of co-ordination between personnel and other departments on appraisal.

3. Nobody admits ones weakness. So open system of appraisal fail to develop people.

55%

4. Generating role clarity a continual basis. 20% 5. Officers are actively participating in the system since they are now aware of its importance in the overall context. 8% 6. The system throws up an immense amount of data about the problem faced by employees their suggestion views and their specific development needs. 75%

7. The climate in the organization is moreover of minimum trust and openness 30%

Calculation is for below supervisor level at Promact Plastics Ltd.. (Sample Size = 100)

PARAMETERS Recognition of work performance Are you rewarded for work done?

AGREE 58 62

DISAGREE 42 38

Are you involved in the P.A. Develop Factor which motive to work I. II. Money Work measurement

60 70

40 30

56 44 55

44 56 45

Do they need self appraisal

Do you need feedback from supervision after P.A.?

47

53

Satisfaction with the current communication. System is full justice done your P.A. Is performance review carried out regularly Are you aware of monthly goals set by company Do you need self performance appraisal High Low Does your moral affect your work performance

31 40 73 43

69 60 27 57

22 42 89

78 58 11

3.13 EVALUATION OF FEEDBACK TAKEN FROM THE EMPLOYEES.

BELOW SUPERVISOR LEVEL About 76% said that their work is not rewarded. 84% says that they are not involved in performance appraisal system 52% says that there is not proper justice done with them while 48% agrees that full justice is done with them. 24% agrees that they get feedback while the rest disagrees with it.

 Most of them are satisfied with the current communication system. 90% says they need self appraisal while 10% disagrees. 70% believes that performance review is not carried at regular basis. 74% are not aware of the monthly goals set by the company. Most of them believe that they need self performance appraisal. 86% of the prospects said that the money is the only factor motivate them while only 20% agreed with the work measurement 48% said that the company does not recognize their performance, their hard work put into their work 20% agree that appraisal is done to develop the them while 80% disagrees to it.

4.1 STAGES IN RESEARCH PROCESS

IDENTIFY PROBLEM

CHOOSE OF RESEARCH DESIGN

DETERMINING SOURCE OF DATA

DECIDING DATA COLLECTION FORMS

DETERMINING SAMPLING DESIGN AND SAMPLING SIZE

ORGANISING AND CONDUCTING FIELD SURVEY

PROCESSING AND ANLYSING THE COLLECTED DATA

PREPARING RESEARCH REPORT There are nine stages in research process they are as under:

i.

IDENTIFY PROBLEM

It is the first and most important stage for conducting research properly formulated problem is half solution of research process. Here I am just collecting information to discover employee about problem, incentive, to moral, analysis performance.

ii.

CHOICE OF RESEARCH DESIGN Research design is helpful to specify the method and procedures for

conducting a particular study. I have chosen the descriptive research design out of three design because it is based on the primary data. It focuses on the discovery of new ideas and helpful to achieving objectives of study.

iii.

DETERMININIG SOURCES OF DATA In this stage first decided that to collect the data from primary sources or

secondary sources. I am going to conduct research. So, I have to select primary sources to get collected data.

iv.

DECIDING DATA COLLECTION FORMS There are two method of deciding data collection forms are as under (a) Observational method (b) Survey method

Here I have decided to conduct the survey and kind of survey is personal. To collect the detailed information I have chosen personal survey for this formulation of questionnaire is must.

v.

DETERMINING SAMPLING DESIGN AND SAMPLING SIZE In this stage researches have to carry out field survey therefore he has to

decide whether it is to be census or sample survey

I have used tow or three methods of probability. I have used random sampling, convenient sampling and area sampling.

vi.

ORGANIZING AND CONDUCTING FIELD SURVEY To conduct field survey I have used interviewing of field survey. It is most

difficult task because respondents are generally heisted in giving information. But it is also initiative and intelligence.

vii.

PROCESSING AND ANALYSING THE COLLECTED DATA Once the filed survey is over and questions are had been receive the beret

task is to aggregate the data in meaningful manner. I have analyzed all the data and find out the characteristics of each question.

viii.

PREPARING PESEARCH PROCESS After data has been tabulated, interpreted and on analyzed it is required to

prepare a report.

ix.

CONCLUSION These are the steps, which we required to follow while conducting

research study procedure in my study and preparation of these report an at least I have interpret all the all the question rest of the products. I also have given my findings and limitations for each question and suggestion too.

4.2 OBJECTIVE OF RESEARCH

 To make compensation plans more scientific and rational. To help in the proper placement of the workers after the completion of their training and probation. To identify the need and areas for further training of the employees. To reduce the grievances among the employees. To improve the job performance and identify their potentialities for other work. To assist in determination of promotion and transfer policies

4.3 SOURCES OF COLLECTING DATA

Once the researcher has decided the research design, the next job is of data collection. For data to be useful, our observation needs to be organized so that we can get some patterns and come to logical conclusions.

Statistical investigation requires systematic collection of data, so that all relevant groups are represented in the data. To determine the potential market for a new product, for example, the researcher might study 500 consumers in a certain geographical area. It must be ascertained that the group contains people representing variable such as income level, race, education and neighborhood.

The quality of data will greatly affect the conclusion and hence, utmost importance must be given to this process and every possible precaution should be taken to ensure accuracy, while gathering and collection data.

Depending upon the resources utilized. Whether the data has come from actual observation or from records that are kept for normal purpose, statistical data can be classified in to categories: Primary and secondary.

We have used primary data in our research.

Primary data sources; Questionnaire

Primary data is one which is collected by the investigator himself for the purpose of specific inquiry or study. Such data is original in a character and is generated by surveys conducted by individuals or research institutions.

Secondary data source: company web-site

4.4 SAMPLING METHOD

The sampling method indicates how the sample units are selected. The most important decision in this regard is to determine which of the two probability or non probability sample is to be chosen. I have used non probability judgment sampling. (Judgment: firms employees)

Judgment sampling is one of the most commonly used sampling methods in marketing research study. Here the sample is selected on the basics on certain basic parameter such as age, sex, income, and occupation that describes the nature of population so as to make it representative of the population.

The investigator or field workers are instructed to choose the sample that confirms to this parameter. The field workers are assigned the quota of the number of units satisfying the required characteristics on which data should be collected.

However, before collecting data on these units the investigator are supposed to verify the unit qualify this characteristics.

4.5 VARIOUS TECHNIQUE OF SAMPLING

Sampling plays a vital role in carrying out any marketing research study. There would be hardly any marketing research study, which does not involve the use of sampling backbone of marketing research. A company selling particular brand of toothpaste and interested in knowing what portion of household in Delhi use its brand would involve the selection of sample of household. A market potential study aiming at finding the number, distribution and socio economic characteristics of potential customers of a product would define definitely involve the selection of some kind of sample. A company interested in introducing a new style of packaging for its product would be interested in knowing the reaction of its customers a study of which would require the selection of some type of sample.

THE SAMPLING PROCEDURE

We now turn to the sampling process. It is the procedure required right from the defining the population to the actual selection of sample elements. There are seven steps involved in this process.

SAMPLING SIZE

Here ,I am survey only 100 employees

4.6 SPECIFYING THE SAMPLING PLAN

This means that one should indicate how decision made so far is to be implemented. All expected pertinent issue in sampling survey must be answered by the sampling plan.

THE SAMPLING PLAN IS AS UNDER

SELECTING THE SAMPLE

This is the final step in the sampling process. A good deal of field work and office work is introduced in the actual selection of the sample elements. However it depends mainly upon the sampling plan and sample size required.

CONTACT METHOD

There are four methods by which respondents can be contacted. The methods are Personal interview. Mail interview. Telephone interview. Computer interview.

We have used Personal interview.

I.

WHAT IS THE PERIOD OF SERVICE IN THE FIRM?

Particulars Less than 2 years More than 2 and less than 5 years More than 5 years

Percentage (%) 35 38 27

More than 5 years 27%

Less than 2 years 35%

More than 2 and less than 5 years 38%

II.

WHICH FACTORS MOTIVATE THE EMPLOYEE TO WORK?

Particular Money Work Culture Management

Percentage (%) 48 38 14

Management 14%

Money 48%

Work Culture 38%

INTERPRETATION

From the above graph we can interpret that most of the employees i.e. 48% are motivated by their pay scale while only 38% are motivated by the work culture of the industry & 14% are motivated by the Management of the firm.

III.

IS TRAINING PROGRAMMES CONDUCTED BY THE COMPANY?

Particulars Yes No
No, 5

Percentage 95 05

Yes, 95

INTERPRETATION

From the above graph we can come to know that 95% training conducted by the company. while the 5% disagree.

IV.

WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY THE FIRM?

Particulars On the job Seminar Lecture Off the job Any other

Percentage (%) 38 12 8 22 20

Any other 20%

On the job 38%

Off the job 22%

Lecture 8%

Seminar 12%

INTERPRETATION

From the above graph we can interpret that the firm conducts training mostly on the basis of On the job i.e. 38%, Off the job at 22%, Lectures at 8%, Seminars at 12% and other methods at 20%.

V.

WHAT

ARE

THE

BASE

OFF

RECOGNITION

OF

WORK

PERFORMANCE?

Particulars Performance Regularity Discipline Behavior

Percentage (%) 36 26 22 16

Behavior 16%

Performance 36%

Discipline 22%

Regularity 26%

VI.

DOES THE FIRM RECOGNITION WORK PERFORMANCE?

Particulars

Percentage (%)

Agree Disagree

75 25

Disagree 25%

Agree 75%

INTERPRETATION

Here from the above graph we can interpret that 75% of the respondent agree that their work is recognized while the remaining disagree.

VII.

WHICH TYPE OF COMMUNICATION SYSTEM IS HIGHLY SATISFIED NOW A DAYS?

Particulars Notice Board Video Conference

Percentage (%) 76 24

Video Conference 24%

Notice Board 76%

INTERPRETATION

From the above graph we can interpret that the firm communicated mostly on the basis of notice board i.e. 76%, video conference at 24%,

VIII.

IS PERFORMANCE APPRAISAL USED EFFECTIVELY TO IMPROVE THE MORAL LEVEL?

Particulars

Percentage (%)

Yes No

69 31

No 31%

Yes 69%

INTERPRETATION From the above graph we can come to know that 69% agree to that full effectively to improve the moral level. while evaluating performance while the rest 31% disagrees.

IX.

IS PERFORMANCE REVIEW CARRIED OUT REGULARLY OR CONDUCTED BY COMPANY EVERY YEAR?

Particulars

Percentage (%)

Yes No

80 20

No, 20

Yes, 80

INTERPRETATION From the above graph we can come to know that 80%agree to that full effectively to improve the moral level. while evaluating performance while the rest 20%disagrees.

X.

ARE YOU INVOLVED IN THE PROCESS OF APPRAISAL?

PARTICULARS YES

PERCENTAGE (%) 88

NO

12

NO, 12

YES, 88

INTERPRETATION

From the above graph we can come to know that 88%employee agree to involve in the process and while evaluating performance while the rest 12% disagree

FINDINGS
The findings that have been found during the study are mentioned as under:

 The HR manager should see that all employees should be made aware of the performance appraisal. Good team work can be seen among employees. Company adopts performance appraisal which is good. If company give more importance to performance appraisal system, it will be very beneficial to the company Workers have job satisfaction and because of that employee turnover are less. The company has less need of supervising work. Bcoz workers are quality oriented. Resources like men, machine, material and money are allocated and utilized in better way and with good sense. The company has good reputation in the market. The workers of the company are so well trained that it enables the company to make the best utilization of time, money, machines and materials.

CONCLUSION

I am completing report of the Promact Plastics Ltd. as on the subject of Performance appraisal from the 05th Nov to 25th Nov for the period of 21 days. I am getting lots of experience by this report. From the somewhat are good and some are bad but in short I gate lots of knowledge by this report that is useful for me in the time of my job. By the report I can get knowledge of Promact Plastics Ltd.. and its employees.

I am thankful to Promact Plastics Ltd.. because the main purpose of the project is to develop student practical training of market which may not be get by only through books. Thus I can get lots of knowledge by this research.

I have found out that the policy of the firm regarding performance appraisal is fine and well in consideration with the views of employees and employers.

BIBLIOGRAPHY

WEBSITES www.google.com www.promactplastics.com

BOOKS HUMAN Aswathppa. RESOURCE AND PERSONNEL MANAGEMENT by K.

ANNEXURE
I. WHAT IS YOUR PERIOD OF SERVICE IN THE FIRM?

1. Less than 2 years

2. More than 2 and less than 5 years

3. More than 5 years

II.

WHICH FACTORS MOTIVATE EMPLOYEE TO WORK? 1. Salary

2. Work Culture

3. Management

III.

DOES THE FIRM RECOGNITION OUR WORK PERFORMANCE? 1. Agree

2. Disagree

IV. ARE TRAINING PROGRAMMES CONDUCTED BY THE COMPANY?

1. Yes

2. No

V. SATISFACTION WITH CURRENT COMMUNICATION SYSTEM?

1. Yes

2. No

VI. DOES PERFORMANCE APPRAISAL RAISE MORAL LEVEL?

1. Yes

2. No

VII. WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY THE FIRM? a. on the job

b. Seminar

c. Lectures

d. off the job

e. other

VIII. WHAT

ARE

THE

BASE

OFF

RECOGNITION

OF

WORK

PERFORMANCE? 1. Performance

2. Regularity

3. Discipline

4. Behavior

IX. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY?

1. Yes X. DO YOU FEEL

2. No THAT THE ORG. RECOGNIZES YOUR

PERFORMANCE?

1. Yes

2. No

XI. ARE YOU REWARDED THE WORK DONE BY YOU?

1. Yes

2. No

XII.

ARE YOU SATISFIED BY THE WAY OF REWARDS?

1. Yes

2. No

XIII. ARE YOU INVOLVED IN THE APPRAISAL PROCESS?

1. Yes

2. No