A
PROJECT REPORT
ON
“PERFORMANCE APPRAISAL SYSTEM IN DABUR INDIA LIMITED”
Submitted to:
Ms. Sanjana Jain
In partial fulfillment of requirement for the award of degree in
MASTER
OF
BUSINESS ADMINISTRATION
Prepared By:-
Ankur Jain
Roll no. 520838198, Sem-Fourth(4)AGRA (U.P.)(2008-10)
SIKKIM MANIPAL UNIVERSITY
LEARNING CENTRE CODE: 1802
PLACE –AGRA (UTTAR PRADESH)
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DECLARATION
I, ANKUR JAIN student of MBA IVth semester, Sikkim Manipal University
session 2008 – 2010, Roll no. 520838198 hereby declare that report entitle
“Performance appraisal System in Dabur India Limited” the outcome of
my own work and the same has not been submitted to any
university/Institute for the award of any degree or diploma.
DATE:
PLACE: Agra
ANKUR JAIN
(520838198)
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CERTIFICATE
This is to certify that the project “Performance Appraisal System in
Dabur India Limited” is a dedicated record of bonafied work carried by
Ankur Jain, a student for the Master of Business Administration course at
Sikkim Manipal University, has completed under my project guide during
this year. No part of this work has been submitted for any other degree.
Her work and output has been found to be satisfactory.
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ACKNOWLEDGEMENT
This project was done in partial fulfillment of the requirements for the
degree of Masters of Business Administration.
The three things which go on to make a successful endeavor are
dedication, hard work and correct guidance. Able and timely guidance not
only helps in making an effort fruitful, but also transforms the whole process
of learning into an enjoyable and memorable experience.
This project proved as an excellent opportunity for me to apply the
concepts learnt in the course of my program at the institute. I am also
thankful to Project guide (Ms. Sanjana Jain) Sikkim Manipal University
for giving me this opportunity which helped me in gaining knowledge about
Performance appraisal System in Dabur India Limited.
I am deeply indebted towards Ms. Sanjana Jain or guiding me in
preparing this project. I take this opportunity to thank all the people without
whose help, guidance and inputs it would not have been possible to make the
project report a success.
Finally, I would like to thank all those who were directly or indirectly
related to my project.
Ankur Jain
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PREFACE
The MBA curriculum is designed in such a way that student can grasp
maximum knowledge and can get practical exposure to the corporate world
in minimum possible time. Management colleges of today realize the
importance of practical knowledge over the theoretical base.
The research report is necessary for the partial fulfillment of MBA
curriculum and it provides an opportunity to the researcher in understanding
the industry with special emphasis on the development of skills in analyzing
and interpreting practical problems through the application of management
theories and techniques. It is a new platform of learning through practical
experience, which incorporates survey and comparative analysis. It gives a
learner an opportunity to relate the theory with the practice, to test the
validity and applicability of his classroom learning against real life business
situations. This report helped me in knowing the employees attitude in better
way and inculcated my knowledge towards the Performance Appraisal
System in Dabur India Limited.
Ankur Jain
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TABLE OF CONTENT
1. Executive Summary 7
2. Topic Introduction 9
3. Company Profile 32
4. Literature Review 50
5. Objective of the study 51
6. Importance of the study 52
7. Research Methodology 53
a. Research design 53
b. Sampling Technique
c. Sampling area 67
d. Sampling unit 67
e. Sampling size 68
8. Data Analysis ` 70
a. Interpretation 82
b. Findings & Conclusion 83
9. Conclusion 83
10. Recommendation and Suggestions 85
11.Bibliography 87
12.Annexure/Questionnaires 88
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EXECUTIVE SUMMARY
“Performance Appraisal System in Dabur India Limited”
An organization’s goals can be achieved only when people put in their best
efforts. How to ascertain whether an employee has shown his or her best
performance on a given job? The answer is performance appraisal.
Employee assessment is one of the fundamental jobs of HRM, but not an
easy one through. This report is devoted to a detailed discussion of the
nature and process of conducting performance appraisal.
Performance appraisal is a formal, structured system of measuring and
evaluating an employee’s job related behaviors and outcomes to discover
how and why the employee is presently performing on the job and how
employee can perform more effectively in the future so that the employee,
organization and society all benefit.
Performance Appraisal at Dabur India Limited is annually but without
informing , to employees or workers there appraisal period is one year.
During this period they appraise of worker or employee on the basis of
parameters. As attendance, punctuality, creativity, level of work. Reporting
officer has to fill up the annual confidential report and then overall rating.
Reviving officer will review the record will give his own rating on the
record.
The main objective of doing performance appraisal is to check employee’s
efficiency and effectiveness to performing the job .To study the factor
responsible for satisfaction and dissatisfaction with the Performance
Appraisal System. The Research Methodology is to describe the research
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procedure. This includes the descriptive and exploratory research design and
during the study of both Primary and secondary data has been used and the
statistical analysis is mean and average.
The results of survey that 80% employees are satisfied with their
Performance Appraisal but 20% of the employee had negative attitude or
dissatisfaction with their Appraisal because Appraisal is annually but
without informing, to employees or workers there appraisal period is one
year and the working hour of the organization is not very good. So the
employees have dissatisfaction.
This survey indicated that there is considerably more satisfaction than
dissatisfaction then the entire person who are gainfully employed is included
in the survey
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TOPIC INTRODUCTION
Any dynamic Organization requires its employees to be capable of
performing the variety of task associated with their role/position. It is
essential for an Organization to assess the performance level of an employee
in the particular position. This also helps the Organization in identifying the
training and the orientation needs of the employees. The tool, which is used
to evaluate the performance of an employee, is termed as
“PERFORMANCE APPRAISAL”
Performance Appraisal is not isolated system but a part of bigger Human
Resource System called as “PERFORMANCE MANAGEMENT
SYSTEM”. Performance Management can be defined as “ A Management
process designed to link the organization’s objective with those of the
individuals and to make sure Corporate objectives are, as far as possible met
performance Appraisal is the most important sub-system of Performance
Management System.”
Performance Appraisal evaluates the Performance of an employee against
the job standards in terms of Quantitative, Qualitative and Behavioral
Aspects at the work spot.
Meaning:
In simple terms, performance appraisal may be understood as the assessment
of an individual’s performance in a systematic way, the performance being
measured against such factors as job knowledge, quality and quantity of
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output, initiative, leadership abilities, supervision, dependability, co-
operation and judgment performance.
Performance appraisal is a formal, structured system of measuring and
evaluating an employee’s job, related behaviors and outcomes to discover
how and why the employee is presently performing on the job and how
employee can perform more effectively in the future so that the employee,
organization and society all benefit.
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NEED FOR PERFORMANCE APPRAISAL SYSTEM
Despite multiplicity and complex nature of many training and
educational programs, most development occurs on job. But such
development is ineffective and slow if employee is not systematically
appraised and feed back information concerning his/her quality of
performance.
.
Fundamentally, Performance Appraisal serves four main purposes for an
organization and employees.
Performance Appraisal is being practiced in 90% of the organizations
worldwide. Typically, Performance Appraisal is aimed at:
To review the performance of the employees over a given period of time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
To diagnose the training and development needs of the future.
Provide information to assist in the HR decisions like promotions,
transfers etc.
Provide clarity of the expectations and responsibilities of the functions to
be performed by the employees.
To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development.
To reduce the grievances of the employees. Helps to strengthen the
relationship and communication between superior – subordinates and
management – employees.
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SCOPE OF PERFORMANCE APPRAISAL
Every organization wants improvement and development in his employee.
So they adopt all these strategies, which help to organization in improving
employee’s ability.
In the starting of 20th century the role of performance appraisal was limited.
Its scopes are in few areas as:
Recruitment
Selection
Promotion
Compensation
But, with the natural changes and dynamic rapid growth the requirement of
performance has increased. In the aid of 20th, the scope of it was included.
Training need
Planning of human resource
Career planning & Development
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Process of performance appraisal
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual
performance of the employees. This step requires setting the criteria to judge
the performance of the employees as successful or unsuccessful and the
degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable terms.
In case the performance of the employee cannot be measured, great care
should be taken to describe the standards.
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate the
standards to all the employees of the organization.
The employees should be informed and the standards should be clearly
explained to them. This will help them to understand their roles and to know
what exactly is expected from them.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the performance appraisal process is measuring the
actual performance of the employees that is the work done by the employees
during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the
careful selection of the appropriate techniques of measurement, taking care
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that personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.
COMPARING THE ACTUAL WITH THE DESIRED
PERFORMANCE
The actual performance is compared with the desired or the standard
performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual
performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative
deviation in the organizational performance. It includes recalling, evaluating
and analysis of data related to the employees’ performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the
employees on one-to-one basis. The focus of this discussion is on
communication and listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving and reaching
consensus. The feedback should be given with a positive attitude as this can
have an effect on the employees’ future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees
to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective
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actions, or the related HR decisions like rewards, promotions, demotions,
transfers etc.
FLOWCHART
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Performance Appraisal – Approaches
Traditional Approach
Traditionally, performance appraisal has been used as just a method for
determining and justifying the salaries of the employees. Than it began to be
used a tool for determining rewards (a rise in the pay) and punishments (a
cut in the pay) for the past performance of the employees.
This approach was a past oriented approach which focused only on the past
performance of the employees i.e. during a past specified period of time.
This approach did not consider the developmental aspects of the employee
performance i.e. his training and development needs or career developmental
possibilities. The primary concern of the traditional approach is to judge the
performance of the organization as a whole by the past performances of its
employees
Therefore, this approach is also called as the overall approach. In 1950s the
performance appraisal was recognized as a complete system in itself and the
Modern Approach to performance appraisal was developed.
Performance appraisal - Modern approach
The modern approach to performance development has made the
performance appraisal process more formal and structured. Now, the
performance appraisal is taken as a tool to identify better performing
employees from others, employees’ training needs, career development
paths, rewards and bonuses and their promotions to the next levels.
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Appraisals have become a continuous and periodic activity in the
organizations. The results of performance appraisals are used to take various
other HR decisions like promotions, demotions, transfers, training and
development, reward outcomes. The modern approach to performance
appraisals includes a feedback process that helps to strengthen the
relationships between superiors and subordinates and improve
communication throughout the organization.
The modern approach to performance appraisal is a future oriented approach
and is developmental in nature. This recognizes employees as individuals
and focuses on their development.
CHALLENGES OF PERFORMANCE APPRAISAL
In order to make a performance appraisal system effective and successful, an
organization comes across various challenges and problems. The main
challenges involved in the performance appraisal process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by
the top management. The performance data to be considered for evaluation
should be carefully selected. For the purpose of evaluation, the criteria
selected should be in quantifiable or measurable terms
Create a rating instrument
The purpose of the performance appraisal process is to judge the
performance of the employees rather than the employee.
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The focus of the system should be on the development of the employees of
the organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They
should have the required expertise and the knowledge to decide the criteria
accurately. They should have the experience and the necessary training to
carry out the appraisal process objectively.
Resistance
The appraisal process may face resistance from the employees and the trade
unions for the fear of negative ratings. Therefore, the employees should be
communicated and clearly explained the purpose as well the process of
appraisal. The standards should be clearly communicated and every
employee should be made aware that what exactly is expected from him/her.
RATIONALE OF THE STUDY
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Performance Appraisal is the important aspect in the organization to
evaluate the employees performance. It helps in understanding the
employees work culture, involvement, and satisfaction. It helps the
organization in deciding employees promotion, transfer, incentives, pay
increase.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human Resource (or personnel) management, in the sense of getting things
done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division
to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for many
organizations are that their people remain under valued, under trained and
under utilized.
The market place for talented, skilled people is competitive and expensive.
Taking on new staff can be disruptive to existing employees. Also, it takes
time to develop ‘cultural awareness’, product / process / organization
knowledge and experience for new staff members.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that
are essential for the effective functioning of the organization:
1. Recruitment
2. Selection
n3. Induction
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4. Performance Appraisal
5. Training & Development
Recruitment
The process of recruitment begins after manpower requirements are
determined in terms of quality through job analysis and quantity through
forecasting and planning.
Selection
The selection is the process of ascertaining whether or not candidates
possess the requisite qualifications, training and experience required.
Induction
Induction is the technique by which a new employee is rehabilitated into the
changed surroundings and introduced to the practices, policies and purposes
of the organization.
WHAT IS “PERFORMANCE APPRAISAL”?
Performance Appraisal is defined as the process of assessing the
performance and progress of an employee or a group of employees on a
given job and his / their potential for future development. It consists of all
formal procedures used in working organizations and potential of
employees. According to Flippo, “Performance Appraisal is the systematic,
periodic and an important rating of an employee’s excellence in matters
pertaining to his present job and his potential for a better job.”
CHARACTERISTICS
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1. Performance Appraisal is a process.
2. It is the systematic examination of the strengths and weakness of an
employee in terms of his job.
3. It is scientific and objective study. Formal procedures are used in the
study.
4. It is an ongoing and continuous process wherein the evaluations are
arranged periodically according to a definite plan.
5. The main purpose of Performance Appraisal is to secure information
necessary for making objective and correct decision an employee.
METHODS OF PERFORMANCE APPRAISAL
The foregoing list of major program pitfalls represents a formidable
challenge, even considering the available battery of appraisal techniques.
But attempting to avoid these pitfalls by doing away with appraisals
themselves is like trying to solve the problems of life by committing suicide.
The more logical task is to identify those appraisal practices that are (a) most
likely to achieve a particular objective and (b) least vulnerable to the
obstacles already discussed.
Before relating the specific techniques to the goals of performance appraisal
stated at the outset of the article, I shall briefly review each, taking them
more or less in an order of increasing complexity.
The best-known techniques will be treated most briefly.
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or
more covering an individual's strengths, weaknesses, potential, and so on. In
most selection situations, particularly those involving professional, sales, or
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managerial positions, essay appraisals from former employers, teachers, or
associates carry significant weight.
.
GRAPHIC RATING SCALE
This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the
quality and quantity of his work (is he outstanding, above average, average,
or unsatisfactory?) and on a variety of other factors that vary with the job but
usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication.
FIELD REVIEW
The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters
from each supervisory unit and goes over each employee's rating with them
to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a
consensus, and (c) determine that each rater conceives the standards
similarly.
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and
establish objective standards of comparison between individuals, but it does
not involve the intervention of a third party.
MANAGEMENT BY OBJECTIVES
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To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or
help set - their own performance goals. Within the past five or six years,
MBO has become something of a fad and is so familiar to most managers
that I will not dwell on it here.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare
people who work for different supervisors, individual statements, ratings, or
appraisal forms are not particularly useful. Instead, it is necessary to
recognize that comparisons involve an overall subjective judgment to which
a host of additional facts and impressions must somehow be added. There is
no single form or way to do this.
The best approach appears to be a ranking technique involving pooled
judgment.
The two most effective methods are alternation ranking and paired
comparison ranking.
1. “Alternation ranking”:
Ranking of employees from best to worst on a trait or traits is another
method for evaluating employees. Since it is usually easier to distinguish
between the worst and the best employees than to rank them, an alternation
ranking method is most popular. Here subordinates to be rated are listed and
the names of those not well enough to rank are crossed. Then on a form as
shown below, the employee who is highest on the characteristic being
measured and the one who is the lowest are indicated. Then chose the next
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highest and the next lowest, alternating between highest and lowest until all
the employees to be rated have been ranked.
2. “Paired-comparison ranking”:
This technique is probably just as accurate as alternation ranking and might
be more so. But with large numbers of employees it becomes extremely time
consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings
(i.e., when two or more people are asked to make independent rankings of
the same work group and their lists are averaged), are among the best
available for generating valid order-of-merit rankings for salary
administration purposes.
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about
the assessment of future performance or potential? In any placement
decision and even more so in promotion decisions, some prediction of future
performance is necessary. How can this kind of prediction be made most
validly and most fairly?
360 DEGREE FEEDBACK
Many firms have expanded the idea of upward feedback into what the call
360-degree feedback. The feedback is generally used for training and
development, rather than for pay increases.
Most 360 Degree Feedback system contains several common features.
Appropriate parties – peers, supervisors, subordinates and customers, for
instance – complete survey, questionnaires on an individual. 360 degree
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feedback is also known as the multi-rater feedback, whereby ratings are not
given just by the next manager up in the organizational hierarchy, but also
by peers and subordinates. Appropriates customer ratings are also included,
along with the element of self appraisal. Once gathered in, the assessment
from the various quarters are compared with one another and the results
communicated to the manager concerned.
Another technique that is useful for coaching purposes is, of course, MBO.
Like the critical incident method, it focuses on actual behavior and actual
results, which can be discussed objectively and constructively, with little or
no need for a supervisor to "play God."
Advantages
Instead of assuming traits, the MBO method concentrates on actual
outcomes. If the employee meets or exceeds the set objectives, then he or
she has demonstrated an acceptable level of job performance. Employees are
judged according to real outcomes, and not on their potential for success, or
on someone's subjective opinion of their abilities.
The guiding principle of the MBO approach is that direct results can be
observed easily. The MBO method recognizes the fact that it is difficult to
neatly dissect all the complex and varied elements that go to make up
employee performance.
MBO advocates claim that the performance of employees cannot be broken
up into so many constituent parts, but to put all the parts together and the
performance may be directly observed and measured.
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Disadvantages
This approach can lead to unrealistic expectations about what can and cannot
be reasonably accomplished. Supervisors and subordinates must have very
good "reality checking" skills to use MBO appraisal methods. They will
need these skills during the initial stage of objective setting, and for the
purposes of self-auditing and self-monitoring.
Variable objectives may cause employee confusion. It is also possible that
fluid objectives may be distorted to disguise or justify failures in
performance.
Benefits of Performance Appraisals
Measures an employee’s performance.
Helps in clarifying, defining, redefining priorities and objectives.
Motivates the employee through achievement and feedback.
Facilitates assessment and agreement of training needs.
Helps in identification of personal strengths and weaknesses.
Plays an important role in Personal career and succession planning.
Clarifies team roles and facilitates team building.
Plays major role in organizational training needs assessment and analysis.
Improves understanding and relationship between the employee and the
reporting manager and also helps in resolving confusions and
misunderstandings.
Plays an important tool for communicating the organization’s
philosophies, values, aims, strategies, priorities, etc among its employees.
Helps in counseling and feedback.
Rating Errors in Performance Appraisals
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Performance appraisals are subject to a wide variety of inaccuracies and
biases referred to as 'rating errors'. These errors can seriously affect
assessment results. Some of the most common rating errors are: -
Leniency or severity: - Leniency or severity on the part of the rater makes
the assessment subjective. Subjective assessment defeats the very purpose of
performance appraisal. Ratings are lenient for the following reasons:
a) The rater may feel that anyone under his or her jurisdiction who is rated
unfavorably will reflect poorly on his or her own worthiness.
b) He/She may feel that a derogatory rating will be revealed to the rate to
detriment the relations between the rater and the ratee.
c) He/She may rate leniently in order to win promotions for the
subordinates and therefore, indirectly increase his/her hold over him.
Central tendency: - This occurs when employees are incorrectly rated near
the average or middle of the scale. The attitude of the rater is to play safe.
This safe playing attitude stems from certain doubts and anxieties, which the
raters have been assessing the rates.
Halo error: - A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the
individual. The halo error occurs when an employee who works late
constantly might be rated high on productivity and quality of output as well
ax on motivation. Similarly, an attractive or popular personality might be
given a high overall rating. Rating employees separately on each of the
performance measures and encouraging raters to guard against the halo
effect are the two ways to reduce the halo effect.
Rater effect: -This includes favoritism, stereotyping, and hostility.
Extensively high or low score are given only to certain individuals or groups
based on the rater's attitude towards them and not on actual outcomes or
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behaviors; sex, age, race and friendship biases are examples of this type of
error.
Primacy and Regency effects: - The rater's rating is heavily influenced either
by behavior exhibited by the ratee during his early stage of the review period
(primacy) or by the outcomes, or behavior exhibited by the ratee near the
end of the review period (regency). For example, if a salesperson captures an
important contract/sale just before the completion of the appraisal, the
timing of the incident may inflate his or her standing, even though the
overall performance of the sales person may not have been encouraging.
One way of guarding against such an error is to ask the rater to consider the
composite performance of the rate and not to be influenced by one incident
or an achievement.
Performance dimension order: - Two or more dimensions on a performance
instrument follow each other and both describe or rotate to a similar quality.
The rater rates the first dimensions accurately and then rates the second
dimension to the first because of the proximity. If the dimensions had been
arranged in a significantly different order, the ratings might have been
different.
Spillover effect: - This refers lo allowing past performance appraisal rating
lo unjustifiably influence current ratings. Past ratings, good or bad, result in
similar rating for current period although the demonstrated behavior docs
not deserve the rating, good or bad.
ROLES IN THE PERFORMANCE APPRAISAL PROCESS
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a) Reporting Manager
Ø Provide feedback to the reviewer / HOD on the employees’ behavioral
traits indicated in the PMS Policy Manual
Ø Ensures that employee is aware of the normalization / performance
appraisal process
Ø Address employee concerns / queries on performance rating, in
consultation with the reviewer
b) Reviewer (Reporting Manager’s Reporting Manager)
Ø Discuss with the reporting managers on the behavioral traits of all the
employees for whom he / she is the reviewer
Ø Where required, independently assess employees for the said behavioral
traits; such assessments might require collecting data directly from other
relevant employees
c) HOD (In some cases, a reviewer may not be a HOD)
Ø Presents the proposed Performance Rating for every employee of his /
her function to the Normalization committee.
Ø HOD also plays the role of a normalization committee member
Ø Owns the performance rating of every employee in the department
d) HR Head
Ø Secretary to the normalization committee
Ø Assists HOD’s / Reporting Managers in communicating the
performance rating of all the employees
e) Normalization Committee
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Ø Decides on the final bell curve for each function in the respective
Business Unit / Circle
Ø Reviews the performance ratings proposed by the HOD’s, specifically
on the upward / downward shift in ratings, to ensure an unbiased relative
ranking of employees on overall performance, and thus finalize the
performance rating of each employee
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PERFORMANCE RATING PROCESS
EXCEPTIONAL CONTRIBUTOR (EC)
· Performs consistently and substantially
above expectations in all areas
· Achieves a final score greater than or
equal to 115%
· Consistently delivers on stretch targets
· Is proactive
· Spots and anticipates problems,
implements solutions
· Sees and exploits opportunities
· Delivers ahead of time
· Sees the wider picture-impacts across
business
· Focuses on what’s good for the business
· Seen as role model by others
· Recognized as exceptional by other
functions as well
· Motivates others to solve problems
· Develops others
· Provides open and honest feedback
· Able to establish and lead cross-
functional teams
SIGNIFICANT CONTRIBUTOR (SC)
· Performs above expectations in all
areas
· Achieves final score between 100-
114%
Versatile in his/ her area of operation
Develops creative solutions and require
little / minimal supervision
Sets examples for others
Take ownership of own development
Coaches others
Demonstrates business initiative
Is self motivated
Supportive team player
Leads own team very effectively
Demonstrate functional initiative
·
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COMPANY PROFILE
Dabur India Limited is the fourth largest FMCG Company in India
with Revenues of US$750 Million (Rs 3390 Crore) & Market
Capitalisation of US$3.5 Billion (over Rs 16,000 Crore). Building on a
legacy of quality and experience of over 125 years, Dabur operates in
key consumer products categories like Hair Care, Oral Care, Health
Care, Skin Care, Home Care & Foods.
Dabur India Limited is a leading Indian consumer goods company with
interests in Hair Care, Oral Care, Health Care, Skin Care, Home
Care and Foods. From its humble beginnings in the bylanes of Calcutta way
back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has
come a long way today to become a leading consumer products
manufacturer in India. For the past 125 years, we have been dedicated to
providing nature-based solutions for a healthy and holistic lifestyle.
Through our comprehensive range of products, we touch the lives of all
consumers, in all age groups, across all social boundaries. And this legacy
has helped us develop a bond of trust with our consumers.
That guarantees you the best in all products carrying the Dabur name
Vision
"Dedicated to the health and well being of every household"
Principles
Ownership
This is our company. We accept personal responsibility, and
accountability to meet business needs.
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Passion for Winning
We all are leaders in our area of responsibility, with a deep commitment
to deliver results. We are determined to be the best at doing what
matters most.
People Development
People are our most important asset. We add value through result
driven training, and we encourage & reward excellence.
Consumer Focus
We have superior understanding of consumer needs and develop
products to fulfill them better.
Team Work
We work together on the principle of mutual trust & transparency in a
boundary-less organization. We are intellectually honest in advocating
proposals, including recognizing risks.
Innovation
Continuous innovation in products & processes is the basis of our
success.
Integrity
We are committed to the achievement of business success with integrity.
We are honest with consumers, with business partners and with each
other.
Strategic Intent
We intend to significantly accelerate profitable growth. To do this, we will:
33 | P a g e
Focus on growing our core brands across categories, reaching out to
new geographies, within and outside India, and improve operational
efficiencies by leveraging technology
Be the preferred company to meet the health and personal grooming
needs of our target consumers with safe, efficacious, natural solutions
by synthesizing our deep knowledge of ayurveda and herbs with
modern science
Provide our consumers with innovative products within easy reach
Build a platform to enable Dabur to become a global ayurvedic leader
Be a professionally managed employer of choice, attracting,
developing and retaining quality personnel
Be responsible citizens with a commitment to environmental
protection
Provide superior returns, relative to our peer group, to our
shareholders
Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status. The story of
34 | P a g e
success is based on dedication to nature, corporate and process hygiene,
dynamic leadership and commitment to our partners and stakeholders.
Leading consumer goods company in India with a turnover of Rs.2233.72
Crore (FY07)
2 major strategic business units (SBU) - Consumer Care Division (CCD)
and Consumer Health Division (CHD)
3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur
International and 3 step down subsidiaries of Dabur International - Asian
Consumer Care in Bangladesh, African Consumer Care in Nigeria and
Dabur Egypt.
13 ultra-modern manufacturing units spread around the globe
Products marketed in over 50 countries
Wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India
CCD, dealing with FMCG Products relating to Personal Care and Health
Care
Leading brands -
Dabur - The Health Care Brand
Vatika-Personal Care Brand
Anmol- Value for Money Brand
Hajmola- Tasty Digestive Brand
and Dabur Amla, Chyawanprash and Lal Dant Manjan with Rs.100 crore
turnover each
Vatika Hair Oil & Shampoo the high growth brand
Strategic positioning of Honey as food product, leading to market leadership
(over 40%) in branded honey market
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Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65%
market share.
Leader in herbal digestives with 90% market share
Hajmola tablets in command with 75% market share of digestive tablets
category
Dabur Lal Tail tops baby massage oil market with 35% of total share
CHD (Consumer Health Division) , dealing with classical Ayurvedic
medicines
Has more than 250 products sold through prescriptions as well as over the
counter
Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
Proprietary Ayurvedic medicines developed by Dabur include:
- Nature Care Isabgol
- Madhuvaani
- Trifgol
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Division also works for promotion of Ayurveda through organised
community of traditional practitioners and developing fresh batches of
students
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COMPANY HISTORY
2007 Dabur Foods Merged With Dabur India1884 Birth of Dabur
1896 Setting up a manufacturing plant
Early 1900s Ayurvedic medicines
1919 Establishment of research laboratories
1920 Expands further
o Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
1979 Sahibabad factory / Dabur Research Foundation
1986 Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
Joint Ventures
3 separate divisions
Foods Division / Project STARS
Professionals to manage the Company
Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur acquires Balsara
2005 Dabur announces Bonus after 12 years
2006 Dabur crosses $2 Bin market Cap, adopts US GAAP 2006
Approves FCCB/GDR/ADR up to $200 million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
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BOARD OF DIRECTORS
The Board comprises of:
Chairma
n
Vice-
Chairman
Dr.
AnandBurman
Mr. Amit
Burman
Whole Time Directors
Mr. P.D.
Narang
Mr. Sunil
Duggal
Mr. Pradip
Burman
Non Whole Time Promoters, Directors
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Mr. Mohit
Burman
Independent Directors
Mr. Bert
Paterson Mr. P. N. Vijay Mr. R C
Bhargava
Dr. S. Narayan
Mr. Analjit
Singh
Distribution Network:
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Central, North & South America
Australia
Asia
Middle East
North & South Africa
East & West Europe
Employee Strength: Dabur currently has strength of 2,500 employees.
Corporate Office:
Kaushambi
Ghaziabad - 201010
Uttar Pradesh, India
Tel:
+91 (0120) 3982000 (30 Lines)
+91 (0120) 3001000 (30 Lines)
Registered Office:
8/3, Asaf Ali Road,
New Delhi – 110 002
Tel: +91 (011) 23276739,
23289142, 23253488
Fax: +91 (011) 23276739
PERFORMANCE APPRAISAL IN DABUR INDIA LIMITED
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The appraisal system is seen dividing the organization at two levels for
convenience and better handling of system. WRF for frontline level and
MRF for upper middle and senior level.
In Dabur India Limited they do the performance appraisal annually. The
performance appraisal is done two levels. These levels are.
Worker level /employee level.
Manager level
There all are done by different peoples, but there process is same. Personal
discussion is base of P. A. In this industry (I am working on performance
appraisal at worker level/Employee level.)
Worker performance appraisal
Collecting data and feedback by “worker Revise form
Send to head of department for rating scale
Cross question by personal manager
Appraisal sends to general manager for final decision
Order implementation in the form of increment & training.
There are the five major part of worker performance appraisal. Under each
step there are many other actions. Which are followed by appraise to identify
the potential need.
Explanation of steps:
There five steps are performed as follows:
Collecting data and feedback by “worker Review form”-
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This is the first step of performance appraisal process. In this form, there are
personal data, job data and period of appraisal is described. The WRF
format is as follows:
Worker review for (WFR)
Personal profile
Name
Company /Unit
Department
Designation
Employee code
Date of birth
Date of joining
Qualification
Total experience
Working in present department. Since
Present Salary details
Nature of work
Appraisal period.
Appraisal Rating Scale
91 & Above Exception
76-90 Highly Effective
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41-75 Effective
20-40 Adequate
Below 20 Unacceptable
Approval procedure
Signature of initiating officer
Signature of unit head/reviewing officer
Signature of unit head/ reviewing officer
Signature of location HR Manager
Signature of general Manager (HR)
Thus we see that the format of (WRF) through the first part of it (personal
data) initiating officer taken information about the background of worker.
After it they send it to head of department. Then the next step is started.
Send WRF to HOD for appraisal ratings:
After taking personal data initialing officer send WRF to the head of
department (in which department worker). HOD appraises and gives rating
But HOD gives rating on the basis of feedback of engineers and line
manager who live daily with worker and observe they (engineers and line
manager) gives their views and information to the head of department. After
taking the information, head of department rates to the worker on the basis
of there parameters.
Attendance
Punctuality
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Discipline
Level of involvement & participation.
Health and energy.
Loyalty towards worker & organization
These are appraised by HR department and give to the HOD.
Then HOD takes information by line manager, & engineers and rates worker
on these parameters:
Job knowledge
Quality of work
Productivity
Tidiness of work palace
Safety consciousness
Dependability
Adaptability
Follows and implements
Cooperation
Attitude towards seniors and coworker
Sincerity and dedication
Responsibility & Accountability
Innovation and creativity
Handling of company.
On the basis of these the HOD gives rates to worker. He rates worker and
give has view as to mark on “Appraisal Rating Scale” after it the second step
is being finished.
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Cross questions and identifying errors by personal manager .
After the rating the workers the WRF return back to the initiating officer.
Where the personnel manager find out the errors by cross questions. He
asks to the head of department that he rated worker on which basis. He
identify the reasons on the basis of which HOD rated to the worker if
reasons are wrong and depend upon the personal relation, the gives their
own view. But in general cases the ratings of HOD is on satisfactory level
and personal manager also follows that ratings.
Appraisal sends to the GM for final
When the personnel manager or initiating officer check the ratings and send
to the general Manager. General Manager checks the ratings and gives his
own view. He firstly sees the 5 ratings and checks their correctness then
gives order of increment or training. He gives order on the basis of ratings.
These ratings decide the overall evaluation percentage. Means if HOD rated
a worker as effective, means between 40% to 75%. On the basis of this
percentage general manager recommends increment of training process for
the employee. His recommendation will be last and final
Recommendation /Comments of employee:
here Recommendation means recommendation of GM & comments means
comments of employee upon review took place. If employee is not satisfied
with outcome, other which depends on present circumstances.
Order recommendation implementation:
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When general manager passes the WRF with recommendation the initiating
officer starts to implement it.Thus there are these steps, which are mainly
followed in the Dabur India Limited to appraise the worker.
DISCUSSING THE APPRAISAL WITH EMPLOYEE/
WORKER
Managers may well keep the following points in view during performance
appraisal discussion.
No one is perfect: No human being is perfect . Every one of us has some
weaknesses and inadequacies, which may be physical, emotional, or mental.
Since these are part of us, it requires a tremendous amount of will power to
change them. Therefore, in all fairness, managers should not be unduly harsh
on employees who display some weaknesses or inadequacies, but instead,
should try to convince them of their shortcomings and guide them to
improve themselves.
Need to understand and appreciate employees’ viewpoint: It is not enough
that managers are fair and objective in the evaluation; they should also to
understand and appreciate employee’s viewpoint. They must have empathy
with their employees, and understand the latter’s hopes, fears and ambition.
This will help to create an atmosphere in which employees will accept their
evaluation, and feel encouraged to make changes or improvements in their
performance.
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Making employees accept the benefit of counseling Managers deal with
human beings and not with machines or other inanimate objects. They must,
therefore, counsel slowly and carefully.
NEED OF DISCUSSION OF APPRAISAL :
The discussion off appraisal will help to employee to come out from his
weaknesses and can be understand. So need of discussion of appraisal can be
understand by these points.
Feed back: In performance appraisal when manager discusses appraisal
with employee he discusses several thing about his/her performance thus
employees gets a feed back. If employee thinks that his performance should
be more than it, he try to improve his performance more and more. So
discussion of appraisal is necessary for this type of feed back, which helps in
development of employees.
Inform to employee about the appraisal: When the process of appraisal is
ran then there are several types of method & through which manager assess
to employees. Employee should know about the appraisal and else benefits.
This can be possible when there will be a discussion of appraisal between
manager and employee in every appraisal system there should be a
discussion which based upon the appraise and his performance. This is
necessary to inform employee about the appraisal. Because it helps in his
improvement.
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To aware employees about rewards/punishment: After assessment they
give him reward for their good performance and advice or training for their
bad performance.
MAIN OBJECTIVES OF DISCUSSION OF APPRAISAL:
Performance discussion is another step in the appraisal process. Once
appraisal had been making of employees, the raters should discuss and
review the performance with the rates, so that they will receive feedback
about where they stand in the eyes of superiors. Feedback is necessary to
effect improvement in performance, specially when it is inadequate.
Specifically, performance discussion has three goals:
To change behavior of employees whose performance does not meet
organizational requirements or their own personal goals?
To maintain the behavior of employees who perform in an acceptable
manner, and
To recognize superior performance behaviors so that they will be
continued.
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LITERATURE REVIEW
Human Resource (or personnel) management, in the sense of getting things
done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division
to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for many
organizations are that their people remain under valued, under trained and
under utilized.
Following are the various functions of Human Resource Management that
are essential for the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
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OBJECTIVES OF STUDY
To study the factor responsible for satisfaction &dissatisfaction of
employee with the performance appraisal
The main objective of doing Performance Appraisal is to check the
employee efficiency & effectiveness to perform the job.
To study various parameter affecting employees Performance
Appraisal.
To determine whether HR Programmers such as selection, training
transfer is effective or not.
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IMPORTANCE OF STUDY
Discussion always clears the matter. In appraisal system when there is a
discussion it helps in collecting accurate data and also helps in clearance in
doubts. A discussion of appraisal is very important. But it is not only for the
company’s management but also for worker & staff members. Let’s see how
discussion is most important for an organization.
Helps in Appraisal system
Helps in Individual Development
Beneficial for the Organization
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RESEARCH METHODOLOGY
The present study on Performance Appraisal is an outcome of the various
methods and procedures followed while collecting and analyzing the data.
The following is a brief discussion on such issues:
COLLECTION OF DATA
Data for the competition of this study was collected both from primary and
secondary sources.
Primary data was collected from the respondent through questionnaire
based survey in Dabur India Limited.
Secondary data was collected from the internet, magazines, books and
journals .
Research Design
The research design is the conceptual structure with in which research is
conducted. As such the design includes an outline of what the researcher will
do from writing the hypothesis and its operational implications to be final
analysis of data. There are two main research are used for the collection of
the data. Descriptive and exploratory research is used in the collection of the
information.
The study is conducted for the purpose of analyzing. For the purpose of
conducting the study, an exploratory analysis will be conducted, which will
further be followed by a conclusive analysis.
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Exploratory –
1. Purpose of such studies is formulating a problem for more precise
investigation.
2. Also termed as formulative research studies
3. Major emphasis is on the discovery of ideas and insights
4. It is most simple and fruitful method of formulating the research
problem. Hypothesis stated by earlier workers may be reviewed
and their usefulness be evaluated as a basis for further research
Expert interview:
I have selected the experienced share brokers and people related with share
market and interview them.
In depth:
Once we are aware with the topic, and we have got our variables to
study, we need to relate them. And this needs a lot of knowledge,
and for our topic we have chosen the process of laddering to reach
the root of the problem.
A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure. The research design is the conceptual
structure within which research is conducted; it constitutes the blue print for
the collection, measurement and analysis of data.
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This research is a descriptive type of research which is concerned with
describing the characteristics of a particular individual. The researcher must
be able to define clearly, what he wants to measure and must find adequate
methods for measuring it along with a clear cut definition of ‘population’ he
wants to study. In this research we were aware of the problem and able to
define it clearly.
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Types of research Design
Exploratory Research Design
Descriptive Research Design
Causal Research Design
Is undertaken when no information is available on how similar problems or research issues had been solved in the past
The study gives some understanding of the nature of the problem
Conducted to identify cause and affect relationships among variables when the research problem had already been narrowly defined.
Research instruments:
Interview method was adopted to collect the information from executive and
non executive employees. This was done with the help of questionnaires
being given out to them for their completion.
Survey method:
This is most common method for gathering primary data; the survey is a
research technique in which information is gathered from a sample of people
by use of a questionnaire or interview. We have followed the survey
research because survey is the best suited method for descriptive research.
We have undertaken surveys to learn about people’s knowledge, beliefs,
preferences, satisfaction and personality. It requires development of a survey
instrument, so we prepared a questionnaire, which the respondent are asked
to fill up.
Types of Surveys
Surveys can be divided into two broad categories: the questionnaire and the
interview. Questionnaires are usually paper-and-pencil instruments that the
respondent completes. Interviews are completed by the interviewer based on
the respondent says. Sometimes, it's hard to tell the difference between a
questionnaire and an interview. For instance, some people think that
questionnaires always ask short closed-ended questions while interviews
always ask broad open-ended ones. But it is not true, we have made a
questionnaire with open-ended questions (although they do tend to be
56 | P a g e
shorter than in interviews) and there were a series of closed-ended questions
asked in an interview.
In this survey we have chosen the both two categories of survey: the
questionnaire with an observation in a limited time period. We used the
method of close ended questionnaire. This method is also called a schedule
method.
Questionnaire-------- {Quantitative}
Schedule:
It consists of a set of questions presented to respondents. Because of its
flexibility it’s a better instrument used to collect primary data. We have used
the method of close-ended and open-ended questionnaire in which specify
all the possible answer and provided answer that are easier to interpret and
tabulate.
We have chosen schedule beside simple questionnaire because Schedule also
includes observation along with questionnaire.
Questionnaire:
In this research we have chosen questionnaire method which is consider as
the best suited method for the survey. We have chosen Questionnaire
method because it works well for measuring awareness among the
employees and also used for gathering usage statistics. We have prepared the
questionnaire and we have asked the question to the respondents by taking
the interview. And each respondent gave the answer of the every question.
We have given the clear instruction and suitable time accordingly to the
respondents’ convenience. We have kept the questionnaire short, structured
57 | P a g e
and grouped according to the purpose. The terminology and the language
were familiar and easy to understand.
Observation:
Scientific observation is the systematic process of recording the behavioral
patterns of people, objects and occurrences as they are witnessed or the
compilation of evidence from records of past events. Observations of
respondents have following benefits:
Data without distortions due to self-report (e.g.: without social
desirability bias)
No need to rely on respondents memory
Nonverbal behavior data may be obtained
Certain data may be obtained more quickly
Environmental conditions may be recorded
May be combined with survey to provide supplemental evidence
Factor can be determined of their agreement and disagreement.
Types of Survey Questions
Survey questions vary according to what type of information we are trying
to collect from the respondents, and how this information will apply to the
goals of the survey. There are two basic types of survey questions: Open-
ended and Closed-ended. I have chosen Close ended question.
Closed-ended
In contrast to open-ended questions, closed-ended questions require
participants to choose from a limited number of responses predetermined by
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the researcher. We have chosen 5 basic types of closed-ended questions:
dichotomous; Multiple-choice; Categorical; Numerical; and contingency.
Closed-ended questions provide primarily quantitative data, and are
frequently used in confirmatory research.
Dichotomous Questions
When a question has two possible responses, we consider it dichotomous.
Surveys often use dichotomous questions that ask for a Yes/No, True/False
or Agree/Disagree response. There are a variety of ways to lay these
questions out on a questionnaire, we have also chosen this type of questions
like-
Example:
a) Are you satisfied with current performance appraisal system ?
Yes
No
Filter or Contingency Questions59 | P a g e
Types of close Ended Questions
Dichotomous Questions
Filter or Contingency
QuestionsMultiple Choices
CategoricalNumerical
Sometimes you have to ask the respondent one question in order to
determine if they are qualified or experienced enough to answer a
subsequent one. This requires using a filter or contingency question. For
instance, we may want to ask one question if the respondent smoke and a
different question if they not. in this case, we would have to construct a filter
question to determine whether they smoke: like we prepare this question:
Example:
a) Have you get promotion in this year ?
i) Yes ii) No
Filter questions can get very complex. Sometimes, you have to have
multiple filter questions in order to direct your respondents to the correct
subsequent questions. There are a few conventions you should keep in mind
when using filters:
Multiple Choices
We also have used a multiple-choice question when we want our
respondents to choose the best possible answer among all options presented.
Like-
Example
a) Which performance appraisal method is good according to you ?
Management by objective
Graphic rating Mathod
Rating Mathod
Categorical
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We have also use a categorical question when the possible answers are
categories, and the respondent must belong to one category. Like-
Example
Performance appraisal in your company is _______ .
o Excellent
o Good
o Average
o Poor
Numerical
when the answer must be a number, ask a numerical question. Like-
Example
How frequently performance appraisal is done in your company?
With in 1 month
After 2 month
In 6 months
Other, specify
Likert scale Method
The Likert Scale is an ordered, one-dimensional scale from which
respondents choose one option that best aligns with their view. There are
typically between four and seven options. Five is very common (see
arguments about this below). All options usually have labels, although
sometimes only a few are offered and the others are implied. A common
form is an assertion, with which the person may agree or disagree to varying
degrees.
In scoring, numbers are usually assigned to each option (such as 1 to 5).
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The Likert scale is named after its originator, Rensis Likert.
A benefit is that questions used are usually easy to understand and so lead to
consistent answers. A disadvantage is that only a few options are offered,
with which respondents may not fully agree.
As with any other measurement, the options should be a carefully selected
set of questions or statements that act together to give a useful and coherent
picture.
A problem can occur where people may become influenced by the way they
have answered previous questions. For example if they have agreed several
times in a row, they may continue to agree. They may also deliberately break
the pattern, disagreeing with a statement with which they might otherwise
have agreed. This patterning can be broken up by asking reversal questions,
where the sense of of the question is reversed - thus in the example above, a
reversal might be 'I do not like going to Chinese restaurants'. Sometimes the
'do not' is emphasized, to ensure people notice it, although this can cause
bias and hence needs great care.
Some people do not like taking extreme choices as this may make them
appear as if they are totally sure when they realize that there are always valid
opposing views to many questions. They may also prefer to be thought of as
moderate rather than extremist. They thus are much less likely to choose the
extreme options. This is a good argument to offer seven choices rather than
five. It is also possible to note people who do not make extreme choices and
'stretch' their scores, although this can be a somewhat questionable activity.
[For these reasons, I have a personal preference for six options].
There is also debate as to what is a true Likert scale and what is a 'Likert-
type' scale. Likert's original scale (in his PhD thesis) was bipolar, with five
62 | P a g e
points running from one extreme to another, through a neutral central
position, ranging from 'Strongly Agree' to 'Strongly Disagree'.
The Likert scale is also called the summative scale, as the result of a
questionnaire is often achieved by summing numerical assignments to the
responses given.
A Likert item is simply a statement which the respondent is asked to
evaluate according to any kind of subjective or objective criteria; generally
the level of agreement or disagreement is measured. Often five ordered
response levels are used, although many psychometricians advocate using
seven or nine levels; a recent empirical study[ found that a 5- or 7- point
scale may produce slightly higher mean scores relative to the highest
possible attainable score, compared to those produced from a 10-point scale,
and this difference was statistically significant.
The format of a typical five-level Likert item is:
Strongly disagree
Disagree
Cant’ say
Agree
Strongly Agree
Survey Method:
We have done this research in Dabur India Ltd..
Survey:
The survey is a non-experimental, descriptive research method. Surveys can
be useful when a researcher wants to collect data on phenomena that cannot
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be directly observed (such as opinions). In a survey, researchers sample a
population.
Population or universe
Any complete group that share some set of characteristics (e.g., people, sales
territories, stores, etc.)
In this method we surveyed whole 120 respondents.
Respondents:
Respondent is a person who answers a request for information and who
participate in survey and gave the answer to the question asked by the
researcher.
Response:
An answer or reaction to the question asked by the researcher.
Data gathering:
Research is basically a Systematic and objective process of gathering,
recording and analyzing data for aid in making business decisions. The two
types of data can be gathered:
a) Primary data
b) Secondary data.
Secondary data:
Data gathered and recorded by someone else prior to and for a purpose other
than the current project is called a secondary data. Secondary data can be
collected through the websites, books, previous data etc. researcher collect
the data from the website to understand the culture of the organization which
will helps us designing the questionnaires.
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Primary data:
For this research I have used primary data source. Primary data is
Information collected for the first time. For this study, a survey
questionnaire and interview method was used for gathering primary data. In
this research, We interviewed each employee in the organization including
senior and junior management. The questionnaire contained questions
pertaining to the impact of officers like quality of the company to its global
success and growth. In order to use the questionnaire as an evaluation tool,
the respondents are asked to give the answer in detail.
Advantages of Primary Data:
Answers a specific research question.
Data are current.
Source of data is known.
Secrecy can be maintained.
Data Gathering Procedure
After making the questions, I followed steps given below for actual data
gathering:
The research proposal and a sample of the questionnaire presented to a
higher ethics committee for approval.
I gave adequate explanation of the main objectives of the research proposal.
Revisions have then been made on the questionnaire.
I personally talked to every respondent and provided proper explanation to
fill the questionnaire. I distributed the 60 – 60 questionnaires in two slots
and collected it very next day. It takes 5 days to distribute and collect it
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because respondents were very busy so they return questionnaire on very
next day
Sampling Technique
I have used Simple random Sampling technique (Probability Sampling).
In probability sampling, units are selected by chance. It is possible, to pre
specify every potential sample of given size that could be drawn from the
population, as well as the probability of selecting each sample. Every
Potential sample need not have the same probability of selection, but it is
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Sampling Technique
Non Probability Technique
ProbabilityTechnique
Simple Random Sampling
Systematic Sampling
Stratified Sampling
Cluster Sampling
possible to specify the probability of selecting any particular sample of a
given size.
In simple random sampling each element in the population has a known and
equal probability of selection. Further more each possible sample of given
size (n) has a known and equal probability of being the sample actually
selected. This implies that every element is selected independently of every
other element. The sample drawn by a random procedure from a sampling
frame.
Sampling area
Sampling area is basically targeted population.
The target population is the collection of element or objects that possess the
information sought by researcher and about which inferences are to be made.
Defining the target population involves translating the population definition
into a precise statement of who should and should not be included in the
sample.
So, target population (sample area) is the share brokers and people related to
share market.
The target population should be defined in terms of elements, sampling unit.,
extent and time.
ELEMENT - An element is the object about which or from which the
information is desired. In survey research, the elements are usually the
respondent.
Sampling unit
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A sampling unit is an element, or a unit containing the element, that is
available or selection at some stage of the sampling process.
The total strength of Dabur India Limited 1420 employees. Only those
employees were considered for the purpose of study that had completed one
or more year of service.
Sampling size
Sample size refers to the number of element to be included in the study.
I have selected Random selection techniques and the sample size is of
120.This was done with worker/ employee of the organization.
Conclusive –
A survey will then be conducted to carefully study the perception. This will
also help in studying their perception about the various technologies being
launched in the market these days. It will be done on the basis of cross-
sectional analysis. Like age, location, qualification, experience, income
level, etc.
A questionnaire will be framed, for the purpose of collection of primary
data.
Questionnaire for investors are attached.
Secondary literature analysis has to be done of the past data that we will
collect. A literature study, of the various articles, journals, websites and case
studies, that have already been written on the topic, will be taken up for the
purpose of gaining ample amount of information on the topic. This will help
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in the better understanding. The data, thus collected, will be used to estimate
the general perception of investors, on various related issues.
The Reason –
The main reason behind taking up this research design is that, the data
collected through the careful study of the already written literature, will help
create a foundation for analysis of the information, which will be collected
with the help of the questionnaire that will be drafted. This will provide a
better understanding of the subject matter and its solutions. Thus, the survey
will help us understand, whether, the already written literature, stands true in
today’s scenario.
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DATA ANALYSIS
In order to analyse the results of the questionnaire, Data analysis was done
with the help of bar charts for each questionnaire. The level of agreement of
each employee towards a particular task was identified on the basis of their
percentage. Analysis was done on the basis of majority and minority of
percentage that what it interpret. This helped us to identify the general
response of the participants to the gaven question or statement. In addition,
this research instrument allowed the research to carry out the quantitative
approach effectively with the use of observations.
In order to test the validity of the questionnaire used for the study, We also
tested the questionnaire to five respondents. These respondents as well as
their answers were also part of the actual study process. After the questions
answered, We did the necessary corrections that we felt at that time of
interview to ensure further improvement and validity of the instrument. We
revised the survey questionnaire.
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DATA ANALYSIS AND INTERPRETATION
1. Have you got the promotion this year?
(a) Yes
(b) No
%
30%
70%
Yes
No
In relation to the question “Have you get promotion this year” respondents
give different response. The 30% respondents give response Yes , they got
promotion this year and rest off 70% respondents give response that they
have not get any promotion in this year.
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2. Are you satisfied with your promotion?
a) Yes
b) No
c) Can not say
57%
42%
1%
Yes
No
Cant Say
In the relation to the question “Are you satisfied with promotion” the
respondents give response differently. 57% respondents give response that
they are satisfied with their promotion. The 42% respondents are not
satisfied with their promotion and rest off 1% give response that they can not
say anything.
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3. Are you satisfied with appraisal system in Dabur India Ltd. ?
a) Yes
b) No
c) Cannot say
%
44%
49%
5%
Yes
No
Cant Say
In the relation to the question “ Are you satisfied with appraisal system in
Dabur India Ltd”, the respondents give response differently .The 44%
respondents give their response yes they are satisfied with their appraisal
system in the company. The 49% respondents are not satisfied with the
appraisal system in the Dabur India Ltd . and the rest off 5 % that they cant
not say anything.
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4. Does company provide any type of training?
a) Yes
b) No
c) cannot say
%
51%47%
2%
Yes
No
Cant Say
In the relation to the question “ Does company provide any type of training
” the respondents give response differently . The 51% respondents give
response that company provides training for them the 47% respondents give
response no.
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5. Did you need any training related to your work?
a) Yes
b) No
c) Cannot say
%
24%
56%
20%
Yes
No
Cant Say
In the relation to the question “Did you need any training related to your
work” the respondents gave response differently .the 24% respondents give
response they need training related to their work. The 56% respondents give
response that they did not need any training an 20% give respondents give
response can’t say.
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6. Is there any political interfere in up gradation and promotion?
a) Yes
b) No
c) Can not say
%
11%
47%
42%Yes
No
Cant Say
In the relation to the question “ is there any political interfere in up
gradation and promotion” The respondents give response differently , the
11% give response that yes there have political interfere in up gradation and
promotion .the 47% respondents give response that there is not political
interfere in up gradation and promotion and rest off respondents response
was can not say.
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7) Does it lead any discreminitory practices ?
a) yes
b) no
c) cant’t say
%
Yes, 9%
No, 45%
Cant Say, 46% Yes
No
Cant Say
In response of question “does it lead any discreminitory practices”,
respondent were indifferent. Majority (46%) said cant not say and 45% said
no. Only 9% respondent were in favour.
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8. The training given to you is satisfactory or not?
a) Yes
b) No
c) cannot say
%
20%
49%
31%
Yes
No
Cant Say
In the relation to the question “ the training given to you is satisfactory or
not ” the respondents give response differently .20% respondents response
was yes training is satisfactory which is given to them , 49% respondents
response was that training is given to them is not satisfactory and31%
respondents response was can not say.
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9.Whether there is a provision of appeal to grievance under
performance appraisal?
a) Yes
b) No
c) Can not say
%
54%
6%
40%Yes
No
Cant Say
In relation to question “whether there is a provision of appeal to grievance
under performance appraisal “ the respondents response is different. the 54%
respondents give response that yes there is provision of appeal to grievance
under performance appraisal .the 6% respondents response is no, there is not
any provision of appeal to grievance under performance appraisal and rest
off respondents response was cannot say.
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10) Is current process is time consuming?
a) yes
b) no
c) can’t say
%
53%
25%
22%
Yes
No
Cant Say
The next question asked was “is current process is time consuming”. Current
performance appraisal process is time consuming said majority (53%) of
respondent and 25% said no.
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11) Is there an personal development plan in your organization ?
a) yes
b) no
c) can’t say
%
72%
15%
13%
Yes
No
Cant Say
In relation to question ,”is there an personal development plan in your
organization”, employees said yes (72% )and only 15% said no. This
shows that company take performance appraisal as very important function
of human resource.
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RESULTS
It is clear from the data generated opinion in Dabur India Limited is in favor
of an open, unbiased and effective Performance Appraisal System.
Employees expect maximum level of transparency, efficient and flexibility
from the Appraisal System.
The results or survey that 80% employees are satisfied with their
Performance Appraisal but 20% of the employee had negative attitude or
dissatisfaction with their Appraisal because Appraisal is annually but
without informing, to employees or workers there appraisal period is one
year and the working hour of the organization is not very good. So the
employees have dissatisfaction. This early finding is quite similar to the
performance of evidence that has since been reported.
The view that is clearly taken is that the majority of the gain fully employed
tend to have Performance Appraisal are at best natural. Only a small
percentage of dissatisfaction is there. This survey indicated that is
considerably more satisfaction than dissatisfaction then the entire person
who are gainfully employed is included in the survey.
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CONCLUSION
My aim of this research report is identifying
The practical use of performance appraisal.
How the theoretical knowledge of performance appraisal is different
from reality.
Its traditional form & recent changes.
Why performance appraisal is required in each company.
Is there another program which an able to access individuals?
So, at the last of this research report, I have found all the answers of
my questions. The research has done in Dabur India Limited. All the
answer is related with the company. These are as fallow.
Performance appraisal is specifically used for assessing individual &
identifying his needs. In practical life every company use it to know
what is the performance level of his employees. Performance
appraisal is used very casually in practical life. But for good result it
should be given proper attention.
There are many differences between theoretical & practical
knowledge. Theoretically, there are many approaches of performance
appraisal but in practical life it is found that there is only a simple
policy of performance appraisal. “Appraisal by simple method & get
result.” It shows that what is behavioral that should be adopted.
Its traditional form was limited for recruitment, selection, training &
development but now its look is different. Now it is also used for
global & competitive advantages, business expansion etc.
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Every company wants to move further & a company can move when
its base will be strong. A company starts with workers. Workers are
able for the company, or not it shows by their performance. That’s
why every company uses it broadly.
In the recent time there are some companies who are using another
program. But that program is attached with performance appraisal. In
that they appraise only creativity and initiating quality of individual &
on the basis of it they give new challenges & positions to them as a
reward. Instead of position they also give financial help. Which
motivate them?
In Dabur India Limited they use a simple strategy for appraisal and
they are successfully handling this with this best effort.
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RECOMMENDATION AND SUGGESATIONS
In the recommendation session it should be clear that they should
have to adopt a simultaneously strategy which runs with the appraisal
process. As it is found that if there is any error then they keep that in
mind but not remove that at present & next time when they remember
it then take pre-action otherwise not. In my opinion it appraisal
process will checked in each step then they have no need to keep it in
mind. When they ignore it for next year there will be an injustice with
some one.
In Dabur India Limited should take various steps to improve
satisfaction and dissatisfaction of employees. These are as follows.
Instead of annually appraisal there should be apply monthly/quarterly
or six monthly appraisal systems. Which should be used in filling up
annual confidential report so that employee might be productive
throughout year instead of employee showing productivity around the
time of filling up appraisal form.
Reason of employee should be communicated if his performance is
not up to the mark. So that he can improve his behavior.
There may be interdependent committee/agency to check the fairness
of the appraisal system.
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LIMITATIONS
Confidentiality of certain information at the unit level also major
limitation of this study.
Contacting managers of the organization was time consuming exercise
The study covers only the permanent employees of the organization
who have completed their one year service hence the study is just
based on a limited number of people.
Sampling size is not big enough to cover all sections of employees,
through every efforts is made the sample as much representative as
possible by covering each and every departments.
There was not much literature available on the topic for consulting
and studying.
Recruitment and promotion policy has undergone change several
times, which also hampered work.
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BIBLIOGRAPHY
BOOKS
K Aswathappa - Human Resource and Personnel Management, Third
Edition: “Performance Appraisal”
.Dr. G. K. Varshney - Human Resources Management, Performance
appraisal.
C.R. Kothari- Research Methodology, Wishwa Prakashan: “Research
Design”.
WEBSITES
www.google.com.
www.daburindialimited.com
www.naukrihub.com
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QUESTIONNAIRE
Name _______________________
Age _________________________
Sex _________________________
1.Have you get the promotion this year ?
(a) Yes
(b) No
2. Are you satisfied with your promotion?
a) Yes
b) No
c) Cannot say
3. Are you satisfied with appraisal system in Dabur India Ltd. ?
a) Yes
b) No
c) Cannot say
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4.Does company provide any type of training?
a) Yes
b) No
c) cannot say
5.Did you need any training related to your work?
a) Yes
b) No
c) Cannot say
6.Is there any political interfere in up gradation and promotion?
a) Yes
b) No
c) Can not say
7) Does it lead any discriminatory practices ?
a)yes
b) no
c) can’t say
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8.The training given to you is satisfactory or not?
a) Yes
b) No
c) Can not say
9. Whether there is a provision of appeal to grievance under
performance appraisal?
a) Yes
b) No
c) Can not say
10. Is current process is time consuming?
a) Yes
b) No
c) Can’t say
11. Is there any personal development plan in your
organization ?
a) Yes
b) No
c) can’t say
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![Dabur India Ltd.[1]](https://static.cupdf.com/doc/110x72/577cd2841a28ab9e78958c4f/dabur-india-ltd1.jpg)
