Hervinder 2014

A SUMMER TRAINING REPORT ON PERFORMANCE APPRAISAL AT CORONA PHARMACEUTICALS PVT.
LTD
For The Partial Fulfillment Of The Degree Course of Master Of Business Administration Affiliated To Uttarakhand Technical University, Dehradun
SESSION - 2012 : 2014
u!mitted To " Mrs onam #arshney Asst% Professor 'MT, (A $'PU)
u!mitted By" $arvinder ingh MBA & rd emester 'MT, (ashi*ur )oll +o% ,-.,/.0...&1nroll% +o%
,-.,/.0../2.
'+ T'TUT1 OF MA+A31M1+T A+D T1C$+O4O35, Ba6*ur )oad, (ashi*ur, U% %+A3A) 7UTTA)A($A+D) (Approved By AICTE: Affiliated to Uttarakhand Technical University, Dehradun ) Institute of Management and Technology-Kashipur
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PREFACE
The most significant resource of many organizations is its people. Such claim appears in the organization annual report and mission statement, with changing scenario and increasing competition. The management has realized that sound PERFOR !"#E !PPR!$S!% programs are needed for the de&elopment of the people, not only for the future growth of the organization. $n the recent time it is 'eing o'ser&ed that the de&elopment of management personnel pro&es to the catalyst for the increased pro(ect.
Institute of Management and Technology-Kashipur
ACKN !"E#$EMENT
$ am &ery than*ful to so many people who ha&e helped me out in completion of this pro(ect. $t is with a deep sense of gratitude that $ ac*nowledge &alua'le guidance and timely suggestion offered to me 'y my pro(ect guidance Mr% &AN#EEP K TNA"A +,R #ORO"! P,!R !#E.T$#!%S P/T %T0. On the completion of this pro(ect, $ &ery gladly ta*e this opportunity of representing my grateful than*s to our 0irector #r Ke'al (umar and my internal guide Mrs &onam )arshney who ga&e me a sound platform to shape my pro(ect in a 'etter way to understand the topic and feature of ,.R. $ am &ery highly grateful to the staff of the #ORO"! P,!R !#E.T$#!%S P/T %T0. Than*s them for their guidance, cooperation and support to ma*e this pro(ect a success. !nd lastly, $ would gi&e a special than*s to my parents and my friend for their proper guidance. anager- of
,!R/$"0ER S$"1,
2
3! 2rd Sem.
#EC"ARATI N
$ ,!R/$"0ER S$"1, here'y declare that the pro(ect report entitled of 4PERFOR !"#E !PPR!$S!%5 written and su'mitted 'y me under the guidance of Mr% &AN#EEP K TNA"A +,R 1uide- is my original wor*. The findings in the report are 'ased on secondary data. 6hile preparing this pro(ect $ ha&e not copied any content from any source or pro(ect su'mitted for the similar purpose. anager- of #ORO"! P,!R !#E.T$#!%S P/T %T0. and Mrs &onam )arshney +$nternal
Counter signature*
+AR)IN#ER &IN$+
C NTENT&
&ERIA" N % ,% C MPAN- +I&T RA% C RP RATE PR FI"E 0 4 5 .% P"ANT PR FI"E PR 1ECT INTR #2CTI N .1ECTI)E F T+E &T2#PERF RMANCE APPRAI&A" A% PERF RMANCE APPRAI&A" .% APPRAI&A" PERI # C% MET+ # F APPRAI&A" #% APPRAI&A" FEE#.ACK 6 E% EMP" -EE C - PERATI N RE&EARC+ MET+ # " $A% RE&EARC+ .% NEE# F R T+E &T2#C% .1ECTI)E F T+E RE&EARC+ #% RE&EARC+ PR CE&& / 8 7 9 ,3 ,, ,0 E% T-PE& FIN#IN$& ANA"-&I& AN# INTERPRETATI N& PR ."EM& AN# "IMITATI N& &2$$E&TI N& C NC"2&I N .I."I $RAP+ANNE:2RE 56 5/ 66 6/ 68 67 69 47 03 05 06 +EA#IN$&
PA$E N %
CORPORATE HISTORY
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1.CORPORATE PROFILE
#ORO"!9 1O$"1 3E:O"0 3E:O"0 #orona was esta'lished 'y a group of committed and e;perienced professionals who came together with 4care5 and 4<uality5 as their guiding principles. Their &ision was to go 'eyond the norm and pro&ide the 'est <uality afforda'le healthcare for all. Today, when it comes to <uality, a&aila'ility and afforda'ility of medicines, we ha&e gone 'eyond (ust growth and turned into a force to rec*on within an e;tremely short span of time. 6e owe this phenomenal success to our continuous commitment to inno&ati&e product de&elopment and manufacturing facilities that adhere to strict <uality control as per Schedule= , 6.,.O=1. .P guidelines. 6e ha&e a mar*et presence in more than )1 states in $ndia with a product range encompassing ta'lets, capsules, syrups +oral li<uids-, ointments, gum paints and in(ecta'les +li<uids and dry powders-. Strategic
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colla'orations with some of the finest companies in Europe ha&e helped us 'ring in a new range of world class products to $ndia. Today #orona is poised to go 'eyond geographical 'arriers and 'ecome a true glo'al leader. Our only desire 'ehind all this hard wor*, dedication and commitment is to pro&ide and ensure a 'etter <uality of life for all. /ision ? ission
1O$"1 3E:O"0 T,E "OR Our &ision at #orona is to achie&e good health for e&ery indi&idual, society and the nation as a whole 'y 'ecoming one of the top pharmaceutical companies in the world. #orona@s mission as an ethical, transparent, spirited, and &i'rant organization with a progressi&e outloo*, is to ma*e a&aila'le a range of inno&ati&e, &alue=added and e&idence='ased products. 1rowth Story !t #orona, growth is the essence of life. 6e 'elie&e in the holistic growth of our people, processes and products towards the 'etterment of humanity. !s a result, in last few years, we ha&e seen meteoric growth that has mar*ed our presence among the top 8A emerging pharmaceutical companies in $ndia. Today, we are 'ac*ed 'y a dedicated team of o&er 11>2 professionals to whom we owe this phenomenal success.
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6e ha&e also filed patents for hepatoprotecti&e, anticold and hepatoprotecti&e pain healing medicines in order to ensure immediate acceptance 'y practicing doctors. !part from a high=tech manufacturing facility in Solan, ,imachal Pradesh, #orona has a warehouse and dispatch department spread o&er CAAA s<. yrds. at #hangodar near !hmeda'ad. 6ith many other upcoming pro(ects, we hope to 'ecome the most admired pharmaceutical company in the world. !nti'iotics 1astro$ntestinal #ardio&ascular "utrition !nti=allergics Others ,ormonal !nti=malarial
Our 3elief $nno&ation ? "o&el concept !fforda'le prices Duality 'rands

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!ttracti&e pac*aging #ustomer delight 6ide spread product a&aila'ility edico=mar*eting Programme Our Philosophy Employee are our ;iggest asset !ttrition is less than 2E while industry has more than 2AE hence Stress free culture Employee should ;e profit partner "o&el concept of 4E=change incenti&e5 where people ha&e earned more than 8 %ac $ncenti&e 4/3< Mar(eting support Sampling, # E, #onference Fast decision ma(ing #orona /alue System Integrity = +onesty 6e do what we say ? we say what is right 1ust in Time 6e &alue speed ? <uic* decision. 6e 'elie&e in 4Fust in Time5 concept 6e aspire to 'e on top 'y settling lofty goals for oursel&es
an Power E;pansion
/ertical 1rowth
#orona Tree
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Therapeutic #o&erage $astro intestinal 3ile therapy !nti= ulcerant !nti=emetic !nti= diarrhoeal !ntacid = = Paediatric !nti infecti&e "utraceutical #alcium supp. !nti=emetic ulti&itamin= minerals $ron supple. #ough ? cold Pain mgmt "S!$0s !nalgesic !nti= Osteoporotic !nti=infecti&es !nti= spasmodic !nti= hammorageic = Respiratory #ough ? cold !nti= asthamatics !nti=allergic = = = = +ormone = supplements ,ormone $n( Progesteron O#P O&luation $nduction $nfertility supplement $ron ? calcium supple =
0%P"ANT PR FI"E
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!'out .s Products e;porting, distri'uting, manufacturing and supplying of capsules, li<uids, pharma products, pain *illers, analgesics, enzymatic syrups ...
#ompany Profile 3usiness Type :ear Esta'lished Products E;porting, 0istri'uting, anufacturing and Supplying #ontact $nformation Company Name Address Phone No Contact Person Mo;ile Corona Pharmaceuticals P@t% "td% H,!SR! "O. 7A), B H . $%E STO"E, ",=B7, F!SP.R RO!0, Hashipur = )77B12, .ttara*hand, $ndia G1=8G7B=)11217 r. Sura( !rora +0irectorIG1GCGB>7C>)) E>porter ? Manufacturer ? !holesaler?#istri;utor ? &upplier 9 )AA8 #apsules, li<uids, pharma products, pain *illers, 9 analgesics, enzymatic syrups, cold, cough syrups, paracetamol ta'lets, i'uprofen ta'lets 9
Related products?ser@ices from other companies Related Products
1)
Triocid
#efpodo;ime Ta'lets
!rizyme
Triocid
#efpodo;ime Ta'lets !rizyme
/incal
3rill 0 R #ough Syrup
E;tracla&
Efstat=18A
E;tracla& #apsule
Hetoconazole #iproflo;acin and Ta'lets .SP )AA mg Tinidazole Ta'lets
alegra+Sildenafil !lendronate and /it #itrate Ta'lets 1AA 02 ta'lets mg-
#alcium #ar'onate ? /itamin 02 Ta'lets
#lo;acilin Sodium #asules .SP
#lo;acillin Sodium #apsules .SP
#iproflo;acin Ta'lets 3P
http9JJwww.tradeindia.comJSeller=12A7)A1=#orona=Pharmaceuticals=P&t=%td=J
P"ANT #ETAI"& *
,A "ICEN&E N % aA .iological B 5 ?2A - 033/ ;A Non- .iological B 5?2A ?&C B P 033/ 0A PR #2CTI N PER #A- *
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Ta;lets * ,3C33C333 D 4 shift E 43C33C333% Capsule * 0C33C333 D 4 shift E /C33C333% &yrup * 7C333 D 4 shift E 05C333% 4A E:P RT * .angloreC $haFia;adC "uc(no' C .anaras C (umaun and $arh'al region% 5A "AN# ACG2IRE# * +alf Acre% AREA * ,3C333 &H% feet
&TAFF*
!"!1$"1 0$RE#TOR 0$RE#TOR athur
9 9
0r Satanshu r Sudanshu
athur
rs 3a&ita 0i;it
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1E"ER!%
!"!1ER
9 9 9 9 9
r Sura( !rora r Sandeep Hotnala r Sumit Humar r !nil Singh r Ra(esh Humar r Sudanshu
,uman Resource 0eptt. !ccount 0eptt. Production 0eptt. !nalytical 0eptt.
athur Operator 0eptt. 9 r !madeep 1iri r Hapil Humar
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F T+E C MPAN-*
C+IEF MANA$IN$ #IRECT R
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E:EC2TI)E #IRECT R
$ENERA" MANA$ER
+R
PR #2CTI N
ACC 2NT
ANA"-TICA"
PERATI NA"
Manager
Manager
Manager
Manager
Manager
&uper@isor
&uper@isor
&uper@isor
&uper@isor
&uper@isor
!or(ers
!or(ers
!or(ers
!or(ers
!or(ers
F!#$%$T$ES PRO/$0E0 3: T,E #O P!":9

PR M TI N&*
$f an employee has shown the a'ilities, he may 'e considered for promotion, pro&idedK
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,is current (o' content has increased. ,is performance is good or 'etter and he meets the Re<uirements of higher position. ,e is doing (o' of a higher le&el. There are &acant positions in the organizations.
INCREMENT*
"ormal increment date is 1st Fuly new employees (oining 'etween 1 st Fuly to 21st arch are gi&en their first increment on completion of one year and ne;t increment is gi&en from Fuly on prorate 'asis. The employees (oining 'etween 1st Fuly to 2Ath (une are gi&en their first increment from ne;t 1st Fuly. The amount of increment depends on the performance of indi&idual in his gradeJcategory and department.
TRAN&P RT FACI"IT-*
The company employees are staying in the city which is a'out B *m. from the company. !lthough it is e;pected that the employees report for duty in time on their own welfare measures the company has made
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arrangement of 'uses from Hashipur and &ice=&ersa in L#@ shift and other shifts at the nominal changes which are Rs. 2AJ= per month.
2NIF RM*
The employee up to %e&el=8+6or*ers- are 'eing pro&ided uniforms i.e. 2 shifts and one pair of safety shoes one@s in a year on 1 st Fanuary and they are supposed to come in uniform. The employees who are doing field (o' are also pro&ided rain coats and gum 'oots once in fi&e year.
CANTEEN*
The company has made a pro&ision of canteen for pro&iding tea, snac*s, meal etc. to the employees at su'sidized rates. %unch and 0inner is ser&ed at wor* place to shift employees. 3oo*ing of lunch ? 0inner is re<uired to 'e done 'y 1A92A am and B9AA pm respecti&ely. $n 1eneral shift, employees are ser&ed lunch in canteen during A19AA to A)9AA pm and dinner during Gpm to 1Apm. Tea and Snac*s are sold at specified time and points in plant through the persons. Employee is re<uired to 'uy coupon in ad&ance from canteen to a&oid of change at distri'ution points.
+EA"T+*
,ealth is &ery important not only for employee 'ut for company as well. E&en appointment of employee is su'(ect to his 'eing found and
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remaining medically fit. maintain a good health.
edical chec* up is 'eing carried out 'y
company@s doctor. Employees are e;pected to ta*e all pre&enti&e steps to
PROFE#T O/ER/$E6
$"TRO0.#T$O" PERFOR !"#E !!PPR!$S!%
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!n Organisation@s goals can 'e achie&ed only when people put in their 'est efforts. ,ow to ascertain whether an employee has shown his or her 'est performance on a gi&en (o'M Employee assessment is one of the fundamental (o's of ,R . 3ut not an easy one though. This chapter is de&oted to a detailed discussion of the nature and process of conducting PERFOR !"#E !PPR!$S!%.
E!"$"1 and 0EF$"$T$O"

$n simple terms, Performance !ppraisal may 'e understood as the assessment of an indi&idual@s performance in a systematic way, the performance 'eing measured against such factors as (o' *nowledge, <uality and <uantity of output, initiati&e, leadership a'ilities, super&ision, dependa'ility, co=operation, (udgement, &ersatility, health, and the li*e. !ssessment should not 'e confined to past performance alone. Potentials of the employee for future performance must also 'e assessed. A formal #efinition of Performance Appraisal is* $t is the systematic e&aluation of the indi&idual with respect to his or her performance on the (o' and his or her potential for de&elopment.
A more comprehensi@e definition is* Performance !ppraisal is a formal structured system of measuring and e&aluating an employee@s (o' related 'eha&iours and outcomes to disco&er how and why the employee is presently performing on the (o'
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and how the employee can perform more effecti&ely in the future so that the employee organisation and society all 'enefit. The second definition includes employeeIs ;eha@iour as part of the assessment* 3eha&iour can 'e acti&e or passi&e= do something or do nothing. Either way 'eha&iour affects (o' results. The other terms used for Performance !ppraisal are9 Performance Rating, Employee !ssessment. Employee@s performance re&iew, personnel appraisal, performance e&aluation, employee e&aluation and +perhaps the oldest of the terms used- merit rating. $n a formal sense, employee assessment is as old as, the concept of management and in an informal sense, it is pro'a'ly as old as man*ind. "or Performance !ppraisal is done in isolation. Fo' analysis sets out re<uirements, which are translated into performance standards, which in turn form the 'asis for PERFOR !"#E !PPR!$S!%.
T+E &I: CRITERIA F R A&&E&&IN$ PERF RMANCE ARE*

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,A Guality% 0A Guantity% 4A Timeliness% 5A Cost Effecti@eness% 6A Need for &uper@ision% /A Interpersonal Impact%
$2I#E"INE& F R EFFECTI)E APPRAI&A" INTER)IE!*

1- Select a good time.
))
)-
inimize interruptions.
2- 6elcome, set at ease. 7- Start with something positi&e. 8- !s* open=ended <uestions to encourage discussion. >anage eye contact and 'ody language.
B- Encourage su'ordinate participation. C- Set mutually agreea'le goals for impro&ement. G- End in a positi&e, encouraging note. 1A- Set time for any follow=up meetings.
.1ECTI)E&
F T+E &T2#-*
1. To Relate theoritical aspects with the practical e;periences in the corporate world.
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). To *now the need of performance !ppraisal. 2. To *now the Performance !ppraisal Procedure of the #ompany. 7. To o'ser&e how actually the wor* is 'eing performed in the #orporate 6orld. 8. To see the !pplication of Theoritical aspects in the #orporate 6orld. >. To get familiar with the 6or*ing En&ironment. B. To find out what methods of Performance !ppraisal is used in #ORO"! P,!R !#E.T$#!%S P/T %T0.
PERF RMANCE APPRAI&A"

Performance !ppraisal is a process of assessing summarizing and de&eloping the wor* performance of an employee. $t is the systematic e&aluation of the indi&idual with respect to his performance for de&elopment.
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!hat is Performance AppraisalJ

Performance is an e;pressions that descri'e 4the le&el of effecti&eness used to perform a (o' e;actly as closely as descri'ed5. !ppraisal 4is a method for measuring and assessing performance of people on a specific time5.
!hy Performance AppraisalJ

Performance !ppraisal is a &ehicle to9 /alidate and refine organisational actions +e.g. selection, training-. Pro&ide feed'ac* to employee with anon impro&ing future performance.
.1ECTI)E
F T+E PERF RMANCE APPRAI&A"
Performance !ppraisal system can ser&e the following purposes9
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To ena'le each employee to understand his role 'etter and 'ecome more effecti&e on the (o'. To understand his own strengths and wea*ness with respect to his role in the organization. To identify the de&elopment needs of each employee. To impro&e relationship 'etween the superior and the su'ordinate through the realization that each is dependent on the other for good performance and success. To ser&e as mechanisms for impro&ing communication 'etween the superior and his su'ordinates. To pro&ide an opportunity to the employee for introspection, self e&aluation and goal setting so that he remains on the path of de&elopment.
#ompany considers its ,uman Resource as the most &alua'le resource for its growth. $n line with this #ORO"! P,!R !#E.T$#!%S P/T %T0. is committed to pro&ide opportunities to its employees for their personal de&elopment. One of the instruments used to achie&e the a'o&e o'(ecti&e is performance appraisal. Performance appraisal see*s to achie&e the following9
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1. To set realistic and challenging targetsJ*ey Performance !rea on annual 'asis for the indi&idual. ). To assess employee@s performance 'ased on personal !ttri'utes , (o' performed targets achie&edJspecific achie&ement. 2. To assess the strengths, wea*nesses and potential of the Employee. 7. Performance 'ased reward in terms of increment and Promotion etc.
APPRAI&A" PERI #*
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!ppraisal period is from !pril to
arch. E&ery employee is
appraised at the end of the appraisal period. Employees (oining during appraisal period are appraised on completion of their one year ser&ice and employees (oining after appraisal. arch are appraised in ne;t
MET+ #
F APPRAI&A"*
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The employees performance is appraised 'y the 0epartment ? Sectional heads in consultation with his immediate super&isor on personal attri'utes (o' performed targets achie&edJspecific achie&ement. Finally the appraisal is re&iewed and appro&ed 'y the re&iew committee to ensure uniformity and o'(ecti&ity%
PERF RMANCE APPRAI&A" MET+ # K LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL K TRA#ITI NA" MET+ # -$raphic Rating &cales - Ran(ing Method ;Mecti@es - Paired Comparison Method - Forced #istri;ution Method - Chec(list Method - Critical Method - Essay Appraisal - Annual Confidential Report K M #ERN MET+ # - .eha@iour Rating &cales - Management ;y
TRA#ITI NA" MET+ #&

1. $raphic Rating &cales *
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1raphic rating scales compare indi&idual performance to an a'solute standard. $n this method, (udgments a'out performance are recorded on a scale. This is the oldest and widely used techni<ue. This method is also *nown as liner rating scale or simple rating scale.
2. Ran(ing Method *
.nder this method, the employee are ran*ed from 'est to worst on some characteristics. The rater first finds the employees with the highest performance and the employees with the lowest performance in that particular (o' category and rates the former as the 'est and latter as the poors. Then the rater selects the ne;t highest and ne;t lowest and so on until he rates all the employees in that group.
4% Paired Comparison Method *

.nder this method, the appraiser ran*s the employees 'y comparing one employee with all other employees in the group, one at a time this method results in each employee 'eing gi&en a positi&e comparison total and a certain percentage of the total positi&e e&aluation.
5% Forced #istri;ution Method *
2A
Forced distri'ution method is de&eloped to pre&ent the raters form rating too high or too low. .nder this method, the rater after assigning the points to the performance of each employee has to distri'ute his ratings in a pattern to conform to normal fre<uency distri'ution.
6%Chec(list Methods *
The chec*list is a simple rating techni<ue in which the super&isor is gi&en a list of statement or words and as*ed to chec* statements representing the characteristics and performance of each employee. There are three types of chec*list methods, &iz., simple chec*list, weighted chec*list and forced chec*list choice method.
/% Critical Method *
.nder this method, the super&isor continuously records the critical incidents of the employee performance or 'eha&ior relating to all characteristics +'oth positi&e and negati&e- in a specially designed note 'oo*. The super&isor rates the performance of his su'ordinates on the 'asis of the notes ta*en 'y him.
8% Essay
of Free From Appraisal *

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The method re<uires the manager to write essay descri'ing each employee@s performance during the rating period. This format emphasis e&aluation of o&erall performance 'ased on the strengthJwea*ness of the employees@@ performance, rather then specific (o' dimensions.
7% Annual Confidential Reports NACRA *

!ssessing the employees@ performance confidentially is a method of performance appraisal. .nder this method, super&isor appraises the performance of his su'ordinates 'ased on his o'ser&ations, (udgements and institutions. The super&isor does not allow the employee to *now the report and his performance.
M #ERN MET+ #
2)
,% .eha@iourally Rating &cales N.&RA *

The 3eha&iorally Rating Scales +3SR- method com'ines elements of the traditional rating scale and critical incidents methods. .sing 3RS, (o' 'eha&iors from critical incidents= effecti&e and ineffecti&e 'eha&iors are descri'ed more o'(ecti&ely. The method employees indi&idual who are familiar with a particular (o' to identify its ma(or components. They then ran* and &alidate specifics 'eha&iors for each if the components.
0% Management ;y
;Mecti@es *
The concept of management 'y o'(ecti&es was ad&anced 'y Peter F. 0run*er way 'ac* in 1G87. 1enerally, the underta*en along the following lines9 The su'ordinate and superior (ointly determine goals to 'e accomplished during the appraisal period and what le&el of performance is necessary for the su'ordinate to satisfactory achie&e specific goals. 0uring the appraisal periods the su'ordinates update and alter goals as necessary due to changes in the 'usiness en&ironment.
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3O process is
4/3 #E$REE APPRAI&A"& *

2>A 0egree !ppraisal is 'asically ulti=Rater !ppraisal and Feed'ac*
System, where an indi&idual is assessed 'y a num'er of assesses including superior, su'ordinates, peers, internal customer and e;ternal customers. $n this system a candidate is assessed periodically normal once a year 'ut some times e&en half yearly.
;Mecti@es of 4/3 #egree Feed;ac( *

$t is possi'le to aim at the following through 2>A degree9= $nsights into the strong and wea* areas of the candidate in terms of effecti&e performance of roles. $dentification of de&elopment needs and preparing de&elopment plans more o'(ecti&ely. 0ata generation to ser&es as a more o'(ecti&es for rewards and other personal decisions. Reinforcement of other change management efforts and organisation directed inter&entions.
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.asis of 4/3 #egree Assessment +elps in *

#ulture 3uilding %eadership 0e&elopment Potential !ppraisal and 0e&elopment #areer Planning and 0e&elopment Team 3uilding Planning $nternal customer satisfaction impro&ement measures Role clarify and increased accounta'ilities
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Ad@antages of 4/3 #egree Feed;ac( *

$t is more o'(ecti&e then a one person assessment of traits and <ualities. $t adds o'(ecti&ity and supplements the traditional appraisal system. $t pro&ides normally more accepta'le feed'ac* to employees. $t can ser&e all the purpose ser&ed 'y the traditional appraisal system li*e identifying the de&elopments needs, reward managements, performance de&elopments etc. $t helps focus or internal customer satisfaction. $t has the potential of pointing out the super&isory 'iases in the traditional appraisal system. $t is a good tools for enhancing customer ser&ices and <uality inputs and ser&ices to internal customers@ .
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$t pro&ides scope for the candidate to get multiple inputs to impro&e his role performance, styles and ideas and enhances the accepta'ility of the indi&idual.
APPRAI&A" FEE#.ACK*
The appraisal is 'eing discussed with the employee 'y the appraisal to gi&e the employee feed'ac* a'out his performance, strength and wea*ness. Employee is also suggested area of consolidation and impro&ement.
EMP" -EE C
PERATI N*
The appraisal is 'eing discussed with the employee 'y the appraisal to gi&e the employee feed'ac* a'out his performance, strength and wea*ness. Employee is also suggested area of consolidation and impro&ement.
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RE&EARC+ MET+ # " $$t is a careful in&estigation or in<uires especially few searches for new area in any part of *nowledge. Research is the manipulation of than*s, concepts or sym'ols for the purpose of generalizing to e;tend, correct or &erify Hnowledge whether that *nowledge adds construction of theory or in the purchases of an art. Research refer to the systematic method consisting of enunciating the pro'lem formulating hypothesis, collecting the facts of data analyzing the facts reaching certain conclusion either in the form or solutions towards to the concern pro'lem in certain generalization for some theoretical formulation. The ad&anced learner@s 0ictionary of current English lays down the meaning of research as, 4! careful $n&estigation or in<uiry specially through search for new facts in any 'ranch of *nowledge5
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!ccording to RE0 !" and effort to gain new *nowledge5
OR:, 4Research is a systematized
!ccording to #%$FFOR0 6OO0:, 4Research comprises defining and redefining pro'lems, formulating hypothesis or suggested solutionsK collecting, organizing and e&aluating dataK ma*ing deductions and reaching conclusionsK and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis5
NEE# F R T+E &T2#-*
,uman Resource research is the tas* of searching for and analyzing facts to find out certain guidelines to sol&e the human resource pro'lems. This research is mainly concerned with the study of human 'eha&iour ? prepares guidelines for their future guidance. Personnel or ,R research is the in&estigation and analysis of personnel and human 'eha&iour with the &iew to set the guidelines for the future.
2G
Personnel research is the tas* of searching for and analyzing facts relating to the end that personnel pro'lems may 'e sol&ed or guidelines go&erning to their solution deri&ed.
;Mecti@e of the Research*
To 'ring a'out the small and tri&ial pro'lems of the employees in the limelight of the management. To help the management of the company to *now a'out the actions to 'e ta*en to increase the le&el of satisfaction of the employees. To help the management to ratify the present philosophy and principles of the personnel management. To disco&er the ways to maintain a'ilities and attitudes of personnel at good or high le&els or on continuing 'asis.
7A
RE&EARC+ PR CE&&
0ifferent steps are to 'e followed in the research process and they are e;plained as 'elow9
PR ."EM & ")IN$*

This is the 'asic step in the research process. $t is well said that 4a pro'lem well defined is half sol&ed5. ,ere the pro'lem is 4to analyze the attitudes of the employees regarding the &arious 'enefits pro&ided to them 'y #ORO"! P,!R !. P/T %T0.5.
RE&EARC+ #E&I$N*
Once the pro'lem is defined the ne;t step is the research design.
71
Research design is the 'asic frame wor* which pro&ides guidelines for the rest of the research process. The research design for this pro(ect is descripti&e research design as descripti&e studies attempt to o'tain a complete and accurate description of this situation. So in this study full description of the attitudes of the employees regarding the 'enefits pro&ided to them will 'e *nown so it is a descripti&e study.
&AMP"IN$ #E&I$N*
The sampling design used in this pro(ect is D.OT!, S! P%$"1, as the sample of employees for the sur&ey were selected from the organization from different <uotas as some managers were inter&ened, some e;ecuti&es and few operators.
P P2"ATI N*
The total elements of the uni&erse from which the sample is to 'e selected to 'e studied is *nown as population. The population of my research is the employees of #ORO"! P,!R !#E.T$#!%S P/T %T0.
&AMP"E &IOE*
7)
The sample sizes for my pro(ect are )A employees wor*ing in the organization.
#ATA C ""ECTI N*
Following are the sources of the collection of data. Primary sources Secondary sources
#ATA C ""ECTI N MET+ #&*

There are three main methods of data collection.
O'ser&ation E;perimentation Sur&ey 0irect inter&iew method $ ha&e selected sur&ey method of data collection. This is one of the common and widely used methods for primary data collection. 6e can gather wide range of &alua'le information a'out the 'eha&ior of the employee@s &iz. attitude, moti&e and options etc. $n sur&ey method most commonly used is the <uestionnaire, another one is inter&iew. Duestionnaire yields the most satisfactory results. $
72
ha&e also used <uestionnaire to find out the employees attitude with respect to the &arious 'enefits pro&ided to them. 3ut the <uestionnaire was not shown directly to the employees 'ut direct inter&iews were carried out to (udge their &iew point. ,owe&er since research process in&ol&es the collection of data and facts 'uilding up and analysis of data then chec*ing the data and data remar*s it is o'&ious that a study ta*es a considera'le time for completion.,R research studies the employee@s attitudes and 'eha&ior so there is no guarantee that these will not change in time.
T:PES OF RESE!R#,9
Research is of following types9 1- 0escripti&e Research. )- !nalytical Research. 2- !pplied Research. 7- Fundamental Research. 8- Duantitati&e Research. >- Dualitati&e Research. B- #onceptual Research. C- Empirical Research.
77
G- %ongitudinal Research.
FIN#IN$&
,O6 TO #O P%ETE PERFOR !"#E !PPR!$S!% FOR 9 Performance !ppraisal form pro&ides the 'asis for the performance re&iew, Pro&iding the feed'ac* to the employees and the final rating of the employee. $t also facilitates &arious other ,R decisions and career de&elopment plans and decisions of the employees. Therefore, performance appraisal form should 'e filled with utmost care and o'(ecti&ity. The Performance !ppraisal form should 'e filled 'y the immediate super&isor of the employee in order to ensure that the appraiser if fully ac<uainted with the performance, Responsi'ilities, Tergets, and Standards of the employee. !ll the instructions and guidelines on the appraisal form should 'e read and followed carefully.
78
1- 3e prepared with all the details of the Performance, the Standards, Fo' description and the past appraisals of the employee. )- #lear and .nam'iguous description of the employee performance should 'e gi&en in terms of a&erage, a'o&e a&erage, good and e;cellent performance. 2- The focus should 'e on the employee@s 'eha&iour throughout the year and not (ust his recent performance. 7- Duantify the Ratings, where&er possi'le, to ensure easy compara'ility.
ANA"-&I& = INTERPRETATI N&

Duestion 1 - Performance Appraisal is an important tools for Promotion and de@elopment of employees in C R NA P+ARMACE2TICA"& P)T "T#%
Response Agree Agree to &ome E>tent #isagree
No% of Response ,0 3/
P of Response /3 43
30
,3
7>
60 50 40 30 20 10 0 Ag ree Ag ree to S ome E xtent D! " g ree
Interpretation B
From the graph, it is clear that Performance !ppraisal meets its O'(ecti&e of assessment for (o' promotion and de&elopment of employees. Guestion 0 - Performance Appraisal strengthen the relationship ;et'een super@isor and su;-ordinates%
No% of Response ,3 36
P of Response 63 06
36
06
7B
50 40 30 20 10 0 Ag ree Ag ree to S om eE xtent D! " g ree
Interpretation $t was fund out that employee@s feel that Performance !ppraisal system helps in impro&ing the relation 'etween super&isors ? su'ordinates.
Guestion 4 -
Performance Appraisal system in C R NA
P+ARMACE2TICA"& P)T "T#% is transparentC fair and 'ell communicated%
P of Response 86 ,6
30
,3
7C
$0 #0 60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree
Interpretation 3y transparent, fair ? well communicated it means that the Performance !ppraisal System is through with the employees ? they get to *now the feed'ac* from time to time in a fair ? well transparent manner. The responses show that employees are agree to e;tent.
Guestion 5 Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely%
No% of Response ,4 35 34
P of Response /6 03 ,6
7G
#0 60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree
Interpretation B
!ccording to this, it suggests that the su'(ecti&e as well as the o'(ecti&e 'oth the factors are ta*en into consideration. The performance of any employee cannot 'e measured merely in terms of num'er as a <ualitati&e (udgments is also re<uired for this. ,ere, almost all the employees are agree that performance monitors most <uantitati&ely ? <ualitati&ely.
Guestion 6 B !age remuneration should made on ;asis of Performance Appraisal%
No% of Response ,3 3,
P of Response 63 36
39
56
8A
50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree
Interpretation B
1reat &ariation has seen in this part. 8AE employees agreed upon this while 78E employees disagreed upon that wage decision should 'e made on 'asis of Performance !ppraisal.
Guestion / - Rather than e@aluation ;y controlling officerC it should ;e 4/3 #egree Appraisal &ystem%
P of Response /3 ,3
3/
43
81
60 50 40 30 20 10 0 Ag ree Ag ree to S om e E xtent D! " g ree
Interpretation B
There is &ery strong demand towards the need for an appraisal system that uses 2>A degree approach. ore than >AE people feel that 2>A degree should 'e present there to (udge the performance.
Guestion 8 The present Performance Appraisal &ystem creates moti@ation to impro@e performance% Response Agree Agree to &ome E>tent #isagree No% of Response ,5 35 P of Response 83 03
30
,3
8)
# 0 6 0 5 0 4 0 3 0 2 0 1 0 0 Ag ree Ag ree to S om e E xtent D! " g ree
Interpretation B
ost of the respondents to the fact that P!S creates moti&ation to impro&e performance.
Guestion 7 -
Is there any necessity of Performance Appraisal
system in C R NA P+ARMACE2TICA"& P)T "T#%J
Response -es No
No% of Response ,5 3/
P of Response 83 43
82
#0 60 50 40 30 20 10 0 Y e! %o
Interpretation B
! large no. of respondents feels that P!S should 'e there in #ORO"! P,!R !#E.T$#!%S P/T %T0.
Guestion 9* !hat is the meaning of the term Re'ardJ a- $ncrement in salary= 8 '- Promotion= 1A c- 3oth= 8
Guestion ,3* +o' is Performance assessedJ a- Past Oriented= 1)

87
'- Future Oriented=2 c- 3oth= 8 Guestion ,,* !ho gi@es the feed;ac( of Employee PerformanceJ a- 0epartment and selection ,ead= 12 '- $mmediate Super&isor= AB Guestion ,0* #o you (no' a;out Pro@ident fund PolicyJ a- :es= 17 '- "o= A>
PR ."EM&?"IMITATI N&
1%imitation of time could not allow an e;hausti&e and detailed study ? thus the &ast *nowledge could not 'e included in the Pro(ect Report. )Other commitments of course would not allow all the attentions and time de&otion for the same.
88
27-
Pro'lem in collection on $nformation@s relating to Pro(ect Report. #ompany is not willing to disclose details regarding the Performance !ppraisal !pplica'le in the Organisation.
&2$$E&TI N&
1)$mplement the process of Performance !ppraisal Program properly and without any 'iasness. Organization should pro&ide more information to the employees a'out Performance !ppraisal. There should 'e high in&ol&ement of employees in all stages of design and so that the le&el of *nowledge can increase a'out Performance !ppraisal.
8>
2-
$t is recommended that the system should ha&e transparency in order to ma*e the employees aware of their Performance so that they could ta*e necessary steps to o&ercome their deficiencies to gi&e 3etter Performance.
7-
There should 'e a panel of e;perts to perform the PERFOR !"#E !PPR!$S!% procedure.
C NC"2&I N
Performance !ppraisal measures the Dualitati&e and Duantitati&e aspects of (o' performance. !n !ppraisal e&aluates not only the employee@s performance. The Organisational #ulture has to 'e open and transparent, and support to the employees in deli&ering a 'etter performance. !ttaching pay and rewards to performance management
8B
has to 'e handled with care. $f the performance is measured through Duantifia'le targets and goals, unhealthy competition and some of the related pro'lems can 'e eliminated.
&I&LIO'RAPHY
P.C. Tripathi, Personnel Management, Sultan Chand and Sons, New Delhi. Carrell, M.2000. Human Resource Management. Dr den
8C
Con!uering The Per"ormance #ppraisal$P#% Challenge, &ar 'lau, Ph.D ( #swathappa, M C &raw Hill ) S P Rao, *+cel 'oo,s, Human resource management. https-..www.google.co.in
ANNE:2RE PERF RMANCE APPRIA&A"

"! E9 ========== 0ES$1"!T$O"9 =========
8G
!1E9 ============ ======= 1E"0ER9 ========
0EP!RT E"T9
Guestion
- Performance Appraisal is an important
tools for Promotion and de@elopment of employees in C R NA P+ARMACE2TICA"& P)T "T#%
1.!gree + ). !gree to Some E;tent + 2. 0isagree + -
Guestion 0 - Performance Appraisal strengthen the relationship ;et'een super@isor and su;ordinates%
>A
Guestion 4 - Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#% is transparentC fair and 'ell communicated% 1.!gree + ). !gree to Some E;tent + 2. 0isagree + -
Guestion 5 - Performance Appraisal &ystem 'or( process Huantitati@ely and Hualitati@ely% 1.!gree + ). !gree to Some E;tent + 2. 0isagree + -
Guestion 6 B !age remuneration should made on ;asis of Performance Appraisal%
>1
Guestion / - Rather than e@aluation ;y controlling officerC it should ;e 4/3 #egree Appraisal &ystem%
Guestion 8 - The present Performance Appraisal &ystem creates moti@ation to impro@e performance% 1.!gree + ). !gree to Some E;tent + 2. 0isagree + -
Guestion 7 - Is there any necessity of Performance Appraisal system in C R NA P+ARMACE2TICA"& P)T "T#%J
1. :es +
>)
). "o +
Guestion 9* !hat is the meaning of the term Re'ardJ a- $ncrement in salary. '- Promotion. c- 3oth. Guestion ,3* +o' is Performance AssessedJ a- Past Oriented. '- Future Oriented. c- 3oth. Guestion ,,* !ho gi@es the feed;ac( of Employee PerformanceJ a- 0epartment and Selection ,ead. '- $mmediate Super&isor. Guestion ,0* #o you (no' a;out Pro@ident fund PolicyJ a- :es. '- "o.
>2
>7

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A SUMMER TRAINING REPORT ON PERFORMANCE APPRAISAL AT CORONA PHARMACEUTICALS PVT.

SESSION - 2012 : 2014

u!mitted To " Mrs onam #arshney Asst% Professor 'MT, (A $'PU)

Institute of Management and Technology-Kashipur

Institute of Management and Technology-Kashipur

Institute of Management and Technology-Kashipur

Our 3elief $nno&ation ? "o&el concept !fforda'le prices Duality 'rands

Institute of Management and Technology-Kashipur

Institute of Management and Technology-Kashipur

Related products?ser@ices from other companies Related Products

Institute of Management and Technology-Kashipur

#efpodo;ime Ta'lets !rizyme

3rill 0 R #ough Syrup

Hetoconazole #iproflo;acin and Ta'lets .SP )AA mg Tinidazole Ta'lets

alegra+Sildenafil !lendronate and /it #itrate Ta'lets 1AA 02 ta'lets mg-

#alcium #ar'onate ? /itamin 02 Ta'lets

#lo;acilin Sodium #asules .SP

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,uman Resource 0eptt. !ccount 0eptt. Production 0eptt. !nalytical 0eptt.

athur Operator 0eptt. 9 r !madeep 1iri r Hapil Humar

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Institute of Management and Technology-Kashipur

F!#$%$T$ES PRO/$0E0 3: T,E #O P!":9

remaining medically fit. maintain a good health.

edical chec* up is 'eing carried out 'y

company@s doctor. Employees are e;pected to ta*e all pre&enti&e steps to

Institute of Management and Technology-Kashipur

E!"$"1 and 0EF$"$T$O"

T+E &I: CRITERIA F R A&&E&&IN$ PERF RMANCE ARE*

$2I#E"INE& F R EFFECTI)E APPRAI&A" INTER)IE!*

PERF RMANCE APPRAI&A"

!hat is Performance AppraisalJ

!hy Performance AppraisalJ

F T+E PERF RMANCE APPRAI&A"

Performance !ppraisal system can ser&e the following purposes9

Institute of Management and Technology-Kashipur

Institute of Management and Technology-Kashipur

!ppraisal period is from !pril to

arch. E&ery employee is

Institute of Management and Technology-Kashipur

TRA#ITI NA" MET+ #&

4% Paired Comparison Method *

5% Forced #istri;ution Method *

Institute of Management and Technology-Kashipur

of Free From Appraisal *

Institute of Management and Technology-Kashipur

7% Annual Confidential Reports NACRA *

,% .eha@iourally Rating &cales N.&RA *

4/3 #E$REE APPRAI&A"& *

;Mecti@es of 4/3 #egree Feed;ac( *

Institute of Management and Technology-Kashipur

.asis of 4/3 #egree Assessment +elps in *

Institute of Management and Technology-Kashipur

Ad@antages of 4/3 #egree Feed;ac( *

Institute of Management and Technology-Kashipur

Institute of Management and Technology-Kashipur

!ccording to RE0 !" and effort to gain new *nowledge5

OR:, 4Research is a systematized

NEE# F R T+E &T2#-*

Institute of Management and Technology-Kashipur

;Mecti@e of the Research*