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ON
“PERFORMANCE APPRAISAL”
SUBMITTED BY
DEEPANSHI JOSHI
(2008-2011)
This is to certify that ANJALI SHARMA has completed the project title
“PERFORMANCE APPRAISAL AT BIL.” under my guidance and supervision.
She is submitting the project in the partial fulfillment of the requirement for the award
Masters of Business Administration, UTTRAKHAND TECHNICAL University,
DehraDun.
This work is original and has not been published or submitted elsewhere for any purpose
what so ever. All sources of information have been mentioned and dully acknowledged.
SUBMITTED TO:
MISS. RINKY RANA
(FACULTY MBA.DPT.)
ACKNOWLEDGEMENT
She helped me in simplifying the problems involved in the work. I would also like to thank
the overwhelming support of all the people who gave me an opportunity to learn and gain
knowledge.
DEEPANSHI JOSHI
(BBA.IV SEM)
PREFACE
declare that this Dissertation report “PERFORMANCE APPRAISAL” is written and submitted by me
under the guidance of MISS. DEEPTI SARKI is my original work. The entire analysis and conclusion
of this report are based on the information which is collected by me during the training period.
The empirical finding in the report are based on the data collected myself while preparing this
project. I have not copied any thing from any source or other project submitted for the similar purpose, if
any.
DEEPANSHI JOSHI
CONTENT
Chapter-1: EXECUTIVE SUMMARY 1-2
PANTNAGAR UNIT
• Introduction
• Company Profile
• SWOT Analysis
• Department of the company
• Sample Size
• Method of Sampling
• Area of work
• Method of Data collection
• Scope of the study
• Sources of data collection
• Limitation of the study
Our lessons for developing and sustaining a high-performance appraisal system are based upon two key
tenets. The first tenet suggests that if appraisal processes operate as a system, a systems perspective must
be applied to identify the critical appraisal system components and stages to make sure that organizational
procedures and practices work in harmony. The second tenet is that individual managers play a pivotal
role in achieving effective appraisals and that they need the right tools and support to be effective.
CHAPTER II
OBJECTIVE
OF
THE
STUDY
MAIN OBJECTIVE
To Know about the existing system of Performance Appraisal in Britannia Industries Limited”
To study the awareness of the employees regarding the appraisal system.
To evaluate the effectiveness of appraisal system.
To know the satisfaction of the employees, with the appraisal system followed in BIL.
SUB-OBJECTIVE
Are the present performance appraisal is sufficient enough to analyze the ability of a
company.
To see the difference between the theoretical knowledge & practical knowledge.
CHAPTER-III
INTRODUCTION
ABOUT
THE COMPANY
COMPANY OVERVIEW
In 1929 a small company by the name of Parle products emerged in British dominated India. The intent was to spread
joy and cheer to children and adults alike, all over the country with its sweets and candies. The company knew that it
wouldn’t be an easy task, but they decided to take the brave step. A small factory was set up in the suburbs of
Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to manufacture biscuits as well. Since
then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all
over India and abroad.
Apart from the factories in Mumbai and Bangalore Parle also has factories in Bahadurgarh in Haryana and
Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country.
Additionally, Parle Products also has 7 manufacturing units and 51 manufacturing units on contract.
COMPANY PROFILE
TYPE: PUBLIC
FOUNDED IN: 1982
HEADQUARTERS: BANGALORE
KEY PEOPLE: Mr.NUSLI WADIA(CM)
MS.VINITA BALI(MD)
INDUSTRY: FOOD
PRODUCTS: BISCUITS, CAKE, BREAD,
BUTTER, MILK, CURD etc
EMPLOYEES: 2,337
REVENU: 22,663 MILLIONS(2009-2010)
WEBSITE: http://www.britannia.co.in
BOARD OF DIRECTORS
NAME DESIGNATION
MILE STONES
• The Genesis– Britannia established with an investment of Rs. 295 in
1892
Kolkata
• Advent of electricity sees operations mechanized
1910
• Pure Magic –Winner of the World star, Asia star and India star award for
packaging
• ‘Treat Duet’- most successful launch of the year
2003
• Britannia Khao World Cup Jao rocks the consumer lives yet again
• Britannia accorded the status of being a ‘Super brand’
2004
• Volumes cross 3,00,000 tons of biscuits
If you think Britannia’s are extraordinary individuals who are passionate about everything they do…
create inspiration through everything they do…and succeed in everything they do…you’re probably right.
Britannians are hand-picked for a singular purpose…to perpetually ensure Market Leadership and
generate exemplary performance in every function.
Britannians exhibit the following leadership behaviors (we fondly call BULBs – Britannia Universal
Leadership Behaviors) :
• Integrity
• Team Orientation
• People Development
• Learning Orientation
• Customer Orientation
• Quality Orientation
• Drive for Results
• Entrepreneurial Spirit
• System and Process Orientation
• Communication
If feel you stack up well in terms of all these behaviors…don’t waste time…Join us!!!
OBJECTIVES OF THE COMPANY
1. To acquire and take over as a going concern the biscuit manufacturing business now carried on at Dum
dum junction under the styles or firms of V.S Brothers and company, Gupta and company and Britannia
biscuits company and all or any of the lands, buildings, plant and machinery, assets and liabilities of the
proprietors of that business in connection there with and with a view thereto to enter into the agreement
referred to in clause 3 of the companies article of association and to carry the same into effect with or
without modification.
2. To manufacture, buy, sell, prepare for market and deal in farinaceous foods for all kinds and in
particular biscuits, breads, cakes and confectionary and food of every description suitable for individuals.
3. To carry on business as millers and grain merchants, dealers in flour, rice and other produces.
4. To carry on business as bakers and confectioners and to manufacture buy, sell, refine prepare, grow,
import export and deal in provisions of all kinds of wholesale and retail, whether solid or liquid.
5. To make, accept, endorse, discount and issue promissory notes, bills of exchange and other negotiable
instruments etc.
INTRODUCTION
ABOUT
PANTNAGAR UNIT
INTRODUCTION
Britannia industries limited was established at Pantnagar on 1st April 2005in the area of approximately 20
acres mainly for the purpose of production of biscuits as this area is free from almost all types of taxes.
In Britannia Industries Limited there are many types of departments which are inter connected to each
other and work together for the welfare of the Company as the whole. There is a well built
communication system inside the Company which helps in doing the work on time and with full
efficiency and effectiveness.
The departments of the Company includes Quality assurance, Stores, Production, Purchase,
Maintenance, Engineering, Packaging and dispatch, Personnel and training, Finance, legal and
administrative security.
In the Company when the raw material is entered in the Company from that time onwards the quality of
material is taken into consideration. Firstly the material is taken into the laboratory and it is being tested
and after that it is being taken in progress.
At the production plant also care is being taken for the neatness and cleanness of the biscuits and the
biscuits are prepared in full hygienic conditions. For this purpose all the persons who enter the production
or plant area is not allowed to go inside without wearing a cap.
New concept like 5S is also being implemented in Britannia Industries Limited. The Company is perusing
for ISO14001certificate and it is ISO 22000 certified.
There are four plants in operation in the Company at this branch. First plant is for Marie Gold which has a
flexi line for Good day also. Second plant is for Good day, third one is for 50:50 variants, pepper chakkar
and Maska Chaska. Forth and last plant is for Bourbon which has a flexi line for Orange cream also.
MAIN EVENTS OF THE COMPANY
1) Plant I
Marigold
Good day butter
Good day Pista badam
2) Plant II
good day cashew
3) Plant III
fifty- fifty (50-50)
i) 50-50
ii) 50-50 Maska Chaska
iii) 50-50 pepper chakker
4) Plant IV
Chocolate treat bourbon
Orange treat
OBJECTIVES OF THE UNIT
Investing in appropriate technology.
Working collaborators with the business partners.
Quality products to customers.
Continuous training and retraining of the employees to create culture that value quality and food
safety as a core pillar of the business.
To control the wastage and save time and efforts.
To work under the principals of Kiazen, Haccp and 5 S.
Britannia products are sold in over two million outlets, reaching millions of customers who
buy approximately 2.4 billion packets each year.
A small army keeps Britannia going – over 180 stock keeping units, 3000 employees, over
2200 authorized whole sellers and 56 depots.
The number of biscuits produced by Britannia in one year would be the equivalent of one
pack of twelve biscuits for every two people in the world.
Stacked on top of each other, all Britannia biscuits sold in a year would stand 10,000 times
taller than Mount Everest.
Britannia has had a long association with cricket and cricket players. Nearly half the
members of the current Indian cricket team serve as its brand ambassadors.
Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of launch.
It crossed Rs.1 billion sales mark in its very first year and is growing stronger.
SWOT ANALYSIS
STRENGTH
Goodwill of company
Financially a very strong company
Effective well designed and developed production and marketing network.
Superior quality and service to provide maximum benefits to customers.
The family environment in the company.
Dedicated work force.
Continuous growth.
Market share of the company.
Tax benefit to the company.
WEAKNESSES
THREATS
There are mainly six departments of the company. These are as follows:
UNIT HEAD
Human Maintenanc
Accounts Production Purchase Quality
resource e
Officers
Officers
Officers Officers
Officers Officers
CHAPTER-IV
INTRODUCTION
ABOUT
PERFORMANCE
APPRAISAL
PERFORMANCE APPRAISAL
Performance appraisal or merit rating is one of the oldest and most universal practices of management.
Performance appraisal is a method of evaluating the behavior in the works pot, normally including both
the quantitative and aspects of job performance.
It implies assessing the performance of an employee on the job.
A formal defining by C. Heyel is as following:-
“Performance appraisal is the process of evaluating the performance & qualification of the employees in
term of the requirements of the job for which he is employed for the purpose of administration including
placement, selection for promotion, providing financial rewards & other action which require differential
treatment among the member of a group as distinguished from action affecting all members equally.”
According to Dale S. Beach: “Performance appraisal is the systematic Evaluation of the individual with
regard to his or her performance on the job & his potential for development.”
According to Shubin: “evaluation is a systematic appraisal of the employee’s personality traits &
performance on the job & is designed to determine his contribution & relative worth to the firm.”
According to Deal Yoder: “All formal procedures used in working Organization to evaluate
personalities & contribution s & potentials of group member.”
A formal definition of Performance appraisal is that, “It is the systematic evaluation of the individual
with respect to his or her performance on the job & his potential for development.”
A more Comprehensive definition is, “Performance appraisal is a formal structured system of measuring
& evaluating an employee’s job, related behaviors & outcomes to discover how & why the employee is
presently
Performing on the job & how the employee can perform more effectively in the future so that the
employee, organization & society all benefit.”
Under Performance appraisal we evaluate not only the performance of a worker but also his potential for
development.
TRENDS IN PERFORMANCE APPRAISAL
1) Performance appraisal is the systematic description of an employee’s job relevant strength and
weaknesses.
2) It is a continuous process in every large-scale organization.
3) The basic purpose is to find out how well the employee is performing the job & establish a plan
of improvement.
4) Performance evaluation is not job evaluation.
5) Appraisals are arranged periodically according to a definite plan.
FUNCTIONS
Identification the areas of training & development.
Helps in reward allocation.
Provide the opportunity to review the strange & weakness of the employees.
It helps in career planning & personnel development.
Helps in establishing credibility of the selection procedure.
Act as a motivation factor.
1) SALARY INCREASE: Performance appraisal play a role in making decision about salary
increase. Normally salary increase depends on how employee is performing his job. There is
continuous evaluation of this performance either formally or informally in small organization.
There is direct contact between employees & Performance appraisal has to be a undertaken.
2) PROMOTION: Performance appraisal plays a significance role where promotion is based on
merits most of organization use a combination of merit & seniority for promotion. Performance
appraisal discloses how an employee is working in his present job & what his strong & weak
points are. It can be decided whether he can be promoted or not. It is also used for transfer,
promotion, demotion & discharge of employees.
3) TRAINNING & DEVELOPMENT: Performance appraisal tries to identify the strengths &
weaknesses of an employee on his present job. This information can be used for devising training
& development programmes appropriate for overcoming weakness of the employees.
4) FEEDBACK: Performance appraisal provides feedback to employees about their performance.
It tells them where they stand. A person works better when he knows how he is working first, the
person gets feedback about his performance & try to overcome his deficiencies second, when the
person gets feedback about his performance, he can relate his work to the organizational
objectives.
5) PRESSURE ON EMPLOYEES: Performance appraisal put a post of pressure on employees
for better performance. If the employees are conscious that they are being appraisal in respect of
certain factors & their future largely depends on such appraisal, Appraisal can work automatically
as control device.
PROCESS OF PERFORMANE APPRAISAL
Establishment of
Performance Standards
6 2
Establishment of
Establishment of
Performance
Performance Standards
Standards
5 3
Establishment of
Establishment of
Performance
Performance Standards
Standards
Establishment of
Performance Standards
It has to be received by employees & manager should receive the feedback so that he comes to
know whether employees have understood the intention of communication.
3) MEASURES ACTULY PERFORMANCE: After setting standard you will some critical to
measure the performance of employees.
Individual Multiple-person
evaluation evaluation method Other method
method
10 20 30 40 50
10% - Excellent 30% - Average
20% - Good 40% - Below Average
This method can be challenged people might question why they have been put in the category.
This method is useful to rate job performance & Promotability.
5) Forced-choice Method: The forced-choice rating method contains a service group of statement
& the rater checks how effectively the statement each individual being evaluated. Since forced
choice is made might be disliked by the managers also depends on whether the statements
properly formulated or not. The ultimate scoring lines with the H.R department.
6) Check- list Method: It is list of traits pertaining to the job. There are two options – Yes or No.
this list is passed to H.R Department & they have a recording key. Accordingly they mark the
Yes or No & give the overall rating. It is easily administered standardized & economical since it
is applicable for everyone.
7) Critical incidents Method: Here focus on the incidents which are crucial for the performance of
job. The behavior of employee is checked & a record is maintained about how he reacted in a
particular situations. Here, since, we are keeping a record of job-related behavior it is more
appropriate. We are considering both effective & iniency & primary basis. Chances of
improvement are there.
8) Graphic scale Method: Graphic scale also known as linear rating scale is the most commonly
used method of performance appraisal. In this method a printed appraisal from is used for each
appraise. It contain various employee characteristics & his job performance various
characteristics include initiative, leadership, dependability, co-operativeness, enthusiasm, creative
ability, decisiveness etc. The rating is done on the basic of scale which is in continuum. The
central idea behind this scaling is to provide the rate varying degree of a particular quality. The
degree of quality is measured on a scale which can very from three points to several points,
graphical scale method is good one in measuring various job behavior of an employee. However
it is not free from rater’s biases.
Satisfactory Unsatisfactory
1 2 3 4 5 6 7 8 9 10
9) Essay Method: It is a detailed description or narrative form of the employee evaluation. It does
not provide any quantitative data to compare & is very unstructured, one need to have good analytical
& writing skills.
The essay method is useful in providing useful information about an employee on the basic of which
he can be apprised.
10) Field Review Method: Employee are related by any other person expect than the immediate
supervisor or own dept, the person can be from some other dept, or outside the organization ratings
are given on the employees record with organization & the information provided by the supervisor
when he is interviewed by enumerator. A complied report given by the enumerator & is free form
bias. It based on second final information.
1) Assessment Centre: It is only method used for promotion. In this method there is a team of
experts or evaluators who judge the performance. In this method all the candidates who clime for
promotion are called participant. They asked to do different exercise of development or they have
to give the answers of the expert. By this expert know their behavior or attitude & according to
this expert prepare report & gave promotion.
2) Human Resource Accounting Method: Human Resource According are a valuable asset of
any organization. This asset can be valued in term of money. Under this method performance is
judged in term of cost & contributions of employees. Cost of human resource planning,
recruitment, selection, induction, training, compensation etc. Contribution of human resource is
the money of labour productivity or value added by human resources.
3) Behaviorally Anchored Rating Scale (BARS): This method combines graphic rating scales
with critical incidents methods. BARS are descriptions of various degrees of behavior relating to
specifics performance dimensions. The behavior of the employees is checked through graphic
rating method.
NEED FOR PERFORMANE APPRAISAL
♦ Provide information about the performance ranks basing on which decision regarding salary
fixation, conformation, promotion, transfer & demotion are taken.
♦ To prevent grievances & indisciplinary activities.
♦ Provides information which helps to counsel the subordinate.
♦ Provides feedback information about the level of achievement & behavior of subordinate.
♦ Provides information to diagnose deficiency in employee regarding skill, knowledge, determine
training & developmental need & to prescribe the means for employee growth provides
information for correcting placement.
PURPOSE
♦ To create & maintain a satisfactory level of performance.
♦ To provide information for making decision regarding lay-off, retrenchment, etc.
♦ To guide the job changes with the help to continuous ranking.
♦ To contribute to the employee growth & development through training, self & management
development programmes.
♦ To facilitate for testing & validating selection tests, interview techniques through comparing
their scores with performance appraisal ranks.
♦ To ensure organization effectiveness through correcting employee for standard & improved
performance, & suggesting the change in employee behavior.
♦ To facilitate fair & equitable compensation based on performance.
♦ To help the superior to have a proper understanding about their subordinates.
KEY ELEMENTS OF PERFORMANCE APPRAISAL SYSTEM
Performance
Measure
Performance –
Related
Standard
Human
Employee
Resource
Record
Decisions
USES OF PERFORMANCE APPRAISAL
There will be an objective analysis of traits of both the superior & subordinate.
There will be change to subordinate to express his views even after performance appraisal.
An employee shall express his emotional needs & his value system, which is considered taboo
will today.
It overcomes the communication barrier.
It will remove the inherent weakness of the appraisal system, i.e., subjective assessment of vague
& abstract performance targets, unclear guidelines for appraisal etc.
PERFORMANCE
APPRAISAL
AT
BRITANNIA
INDUSTRIES LTD.
PERFORMANCE APPRAISAL AT BRITANNIA
Definition of performance in MAP is based up on Key Result Areas of KRAs and Routine
Responsibilities.
Routine Responsibilities are ‘significant on-going tasks or outcomes that are undertaken or
delivered on day-to-day basis.’
Unique Role and Responsibility (URR) templates provide the KRAs, relative weight of KRAs and
Routine Responsibilities, the competencies and their required proficiency levels for a role. The URR
Template in MAP helps deliver consistency and clarity. On expected performance measures to
Appraisee’s and Appraisers alike.
MAP allows the Appraisee to define the performance measures applicable to the Appraisee’s situation
using combination of KRAs and Routine Responsibilities.
The achievement against targets sets for each of these will together constitute the Appraisee’s
Performance Plan in the Performance Cycle or Period.
Performance Cycle at a Glance
A Performance Cycle refers to the year for which your performance is being evaluated.
Key phases of evaluating Performance at Britannia:
1. Performance and Development Planning
2. Mid Year Review
3. Final Review
The figure below provides an overview of the Performance Cycle with key dates for each phase.
March-Mid April
Normalision &
score Appraiser
May ONGOING
FEEDBACK
Final Review &
Final Review & Feedback Feedback
Appraise
September-October
In certain cases, such as those involving a mid-cycle change in role to transfers etc, an Appraisee may be
more than one Performance Plan in a Performance Cycle. The period that each Performance Plan covers
is referred to as the Performance Period for that Performance Plan.
PROCESS OF
PERFORMANCE
APPRAISAL IN
BRITANNIA
INDUSTRIES LIMITED
BRITANNIA INDUSTRIES LIMITED
IMPORTANT
KRAs
1 Team working
2 Thinking logically
1 Customer Centricity
4 Innovation
3
4
D. ASPIRATIONS & FEEDBACK
Self assessment(By Employee) Assessment by the coach
STRENGTHS
AREAS FOR
IMPROVEMENT
CAREER ASPIRATIONS
REVIEW COMMENTS
(By Coach)
Abstract:
This dissertation sets out to review and explain the challenge of performance management and how
this is addressed through the performance appraisal process within Liverpool Direct Revenues
Service. The research will examine the elements which constitute a high performing appraisal
process and consider the current problems inherent within the appraisal process within the
revenues service and the impact this maybe having on service delivery. The study also considers the
impact on staff and their development of an appraisal system which is not delivering key messages
or addressing individual performance issues. The research used a number of data capture methods.
Secondary survey data was used to underline and support findings from the primary interview
data. In addition a survey of all frontline staff within the revenues service was undertaken to
provide a greater wealth of data and enrich the overall research. As a result of this research it was
discovered that the revenues service does not have a coherent performance appraisal process.
There exists a clear dichotomy between senior managers and senior officers as to what elements
should be present in the performance appraisal. The research also discovered there was little
engagement or confidence in the process from the participants. The research makes several
recommendations which include the training of all managers within the revenues service and the
embedding of the appraisal process within the organisation. Further recommendations are made to
improve staff engagement in the process and create better feedback of information.
Title:Performance without Appraisal (Pay, Promotion, and Improvement)
Abstract:
The idea of merit rating is alluring. The sound of the words captivates the imagination: pay for
what you get; get what you pay for; motivate people to do their best, for their own good.
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or
tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people who do well within the system. It does not reward attempts to improve
the system.
In my previous column, I suggested that ScrumMasters should steer clear of annual performance
reviews. Rating and ranking individuals interferes with a ScrumMaster’s responsibilities as a coach
in service to the team. In fact, I went further than that: I suggested that managers and the rest of us
steer clear of performance reviews, as well.
My suggestion does run counter to widespread practice. But I’m not alone in questioning
performance evaluations and rankings.
W. Edwards Deming identified performance appraisal as one of the Seven Deadly Diseases of
Management. Deming is clear and concise in stating the negative effects of performance appraisals
and merit ratings: “It nourishes short-term performance, annihilates long-term planning, builds
fear, demolishes teamwork, nourishes rivalry and politics.” [Deming p. 102]
More recently, Stanford University professors Robert Sutton and Jeffrey Pfeffer combed through
data and studies related to widespread management practices. They reference a survey of 200
human resource professionals which reports that forced ranking—a common component of
performance appraisal programs—results in “lower productivity, inequity and skepticism, negative
effects on employee engagement, reduced collaboration, and damage to morale and mistrust of
leadership.” [Pfeffer and Sutton, p. 107] They go on to describe the damage done by merit pay
plans.
In short, the evidence supporting the benefits of rating, ranking, and then tying pay to the rating—
the stuff of performance evaluations—is thin to none. Deming had it right.
My readers did raise legitimate concerns:
• Adjust based on the cost of living so that the buying power of salaries keeps pace with
economic conditions.
• Allow all employees to share in the company’s success through profit sharing.
• Adjust salaries based on the current market rate for skills and roles.
Another reader posed the rhetorical question, “So all certified scrum masters earn the same
amount?”
Performance is a function of the person and the environment. Systems thinking and lean
production at Toyota tell us that gains in productivity come from inspecting and adapting the
system, not from focusing on individual performance. An improvement mindset, thinking for the
long term, eliminating waste, respect for people, and removing impediments bring high
performance.
Still, there are people who are clearly outstanding performers (both outstandingly good and
outstandingly poor), who outperform the limits of the system. Once again, pay increases based on
performance ratings is only one way to accomplish the goal of recognizing outstanding individuals.
People—and their jobs—evolve over time. ScrumMaster may start off coaching a team on the
basics of Scrum, and over time, take a bigger role working on systemic issues that hinder the team.
Or he may develop exceptional coaching skills. If someone is truly performing above others within
the same job it may be time to promote him or reclassify his job so that it’s at a higher pay level.
How do we know who to promote or fire?
Other readers asked, “Without yearly ratings, how will we know who to promote?” Looking at how
a person has evolved in his job and the level of responsibilities is one way. Another option is to treat
promotions as seriously as hiring: create a rigorous internal application process that involves
interviews and auditions.
The truth is that many outstanding performers aren’t doing it for the money. They stay for love of
their work and are most rewarded by new and challenging assignments.
The reverse question came up, too: “How will we know who to fire?”
It doesn’t take a rating to fire someone. If someone isn’t doing his job, there’s no reason to keep
him on the payroll until the annual review cycle comes around. A ScrumMaster will know when
someone isn’t doing his job or is making it harder for other people to do their jobs. He can coach
the person, or if coaching is not or is no longer an option, work with a functional manager to move
the person off the team. (Some teams manage their own team membership, and people who need to
go move off the team, without a manager’s involvement.) And, poor performers will hang onto a
job even if they aren’t receiving raises. They won’t be improving, though. They’ll be harboring
resentment and telling themselves that they really are above average.
As with identifying outstanding good performers, consider the environment, as well as individual
skills. Ask whether someone is truly underperforming, or whether the system is limiting his
performance.
I spoke with a new agile coach recently who was beginning to doubt he was in the right role. “I just
can’t get this group moving in the right direction,” he said. “Maybe I should go back to being a
developer.”
When he described the situation to me in detail, I began to wonder if any new coach could move
this group in the right direction. The project has several stakeholders who disagree about the
direction of product. The team is split into three factions, which swirl around a long standing
conflict between two team members. One member of the team is skeptical of agile methods and
baits the coach at every opportunity. When he’s not baiting the coach, he’s working to bring other
team members to his point of view. The new coach is struggling in his job. The person who is
supposed to mentor him is missing in action. I don’t think firing him—or giving him a low rating—
is the answer.
It would be more fruitful (and more difficult) to look at the system that assigned a brand new coach
to this project and failed to provide support.
How do people know they need to improve?
How will people know they need to improve if they don’t have an annual review? The answer to
this question is simple (though not easy): their ScrumMaster will tell them.
A letter or number rating or ranking is an evaluation. It may tell someone he needs to improve, but
it doesn’t tell him what specifically he needs to do differently. In order to improve, people need
clear behavioral descriptions and they need to understand the impact of behavior or results. Some
managers provide specific examples along with the letter or number evaluation grade. However,
most humans resist labels, so they may be busy with the emotional response to the rating, and not
ready to fully listen as the manger gives examples.
Scrum runs on frequent feedback loops. That includes feedback to people on their work
interactions and work results. Feedback on an annual cycle is worse than useless and is totally out
of congruence with agile methods.
When organizations adopt Scrum, sooner or later they bump up against the problems caused by
asking people to work collaboratively and then measuring and rewarding them for individual
effort. But Scrum is all about making issues visible, so we can inspect and adapt. The time has come
look at the evidence about pay and appraisal systems. We may want to succumb to the allure of the
“merit pay” words, but performance appraisals are a barrier to delivering valuable software; it’s
time for them to go.
CHAPTER-VI
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY
When we talk of Research Methodology, we not only talk of the research methods but also consider the
logic behind the methods we use in the context of our research study and explain why we are using a
particular method or technique and why we are not using so that research results are capable of being
evaluated either by research himself or by others.
As the title of the project suggests the project is about the study of the performance appraisal in the
company. So my objective is that to know that how the working appraisal should be maintained in the
company & which method is used in this.
Performance Appraisal has been considered as a most significant and indispensable tool for every
organization for the information it provides is highly useful in making decisions regarding various aspects
such as promotions and merit increases. Thus, an attempt was made to study the Performance Technique
in BRITANNIA.
SAMPLE SIZE
The sample size refers to the no. of employees selected from the co. to constitute a sample. The sample
size used for study includes 80 employees from the company.
METHOD OF SAMPLING
The process employed for the sample was Random Sampling. Random Sampling is the sampling in which
every person has an equal opportunity of being selected in the sample. The method is more representative
of the persons as there are no personal biases.
Sample Size: The sample size taken is 80 in which 20 were executives and 60 were supervisors and
workers
PRIMARY DATA
Primary data is that data, which is collected for the first time & thus happens to be original in character.
The primary source to carry out study is:-
a) Questionnaire
b) Schedule
c) Observation
d) Interview
SECONDARY DATA
Secondary data are those which have already been collected by someone else and have already been
passed through the statistical process.
Acc. to Dessel-“Data collected by other persons”
All the data has been collected from internal source, that includes :-
a) Magazines
b) Books
c) Websites
d) Reports
e) Files
f) Staff
In BIL, I Came to Know about the appraisal method of an employee. During my visit at BIL, I found
that it works under the guidance of its head office.
The Appraisal method of an employee was totally based up on the proper test and interview of
an employee.
Besides all the above findings I also found that the BIL is the well reputed, well managed and
the well built company. The Management of company is very Hardworking in nature and takes
care about the well being of their staff and workers.
They are provided with all the required facilities. They are goal oriented and work as a team in a
whole and the main emphasis of the company is on the quality products manufacturing.
I also found that in the last month of the financial year highest production and the highest
dispatch was made.
CHAPTER-VIII
RECOMMENDATIONS
RECOMMENDATIONS
After making a Study on the topic of Performance Appraisal system in BIL, I Would Suggest that the
following Points should be implemented:-
Give the employee a few days notice of the discussion and its purpose.
Prepare notes and use the completed performance appraisal form as a discussion guide so that
each important topic will be covered.
There should be no negative ratings because it affects interpersonal relations and industrial
relations systems.
The feedback must be positive, corrective on observed behavior and facts and not on
inferences, assumptions or what one has heard from others.
CONCLUSION
CONCLUSION
At last it is concluded that the company as a whole is a well branded company. The goodwill of the
company is very high.
After having a study of the present system of Performance Appraisal system in Britannia Industries
Limited Rudrapur I have come up with a conclusion that Britannia industries Limited employees are
aware of the system of Performance Appraisal being followed in their organisation i.e. KRA(staff
assessment form). Most of the employees hold the view that the system of KRA is effective to
evaluate and truly reflects their roles and activity.
About the company it is derived that the company is very well managed and its management is
highly devoted towards the quality of their products and the well being of their staff members and
workers.
Staff members and workers are also work very enthusiastically and complete every assignment on
time. Every one is very supportive in nature and cooperate each other. They work effectively and
efficiently to achieve the company goals and the individual goals. This is the reason that the
company is achieving commanding heights and the last month of the financial year 2009-2010 made
the records of highest production and highest dispatch and BRITANNIA as a whole has achieved
the Second position in the FMCG sector in India.
CHAPTER-X
QUESTIONNAIRE
Performance appraisal questionnaire:-
I/ Employee information
1. Employee name:
2. Position:
3. Department:
4. Start working from:
Yes / No / NA
5-IS Appraisal method of an employee totally based up on the proper test and interview of an employee?
1.Are u satisfied with the methods of Performance Appraisal?
(a) Yes
(b)No
Ans:
Interpretation:-
65% of employees are satisfied with the methods used by company for performance
appraisal,but 35% of employees are not satisfied with the methods used in performance
appraisal.
(a) Yes
(b)No
Ans:
Interpretation:-
55% of employees think that quality for setting personnel objective is poor where as
45%of employees think its not so.
Interpretation:-
Multipe –person evaluation method is mostly used according to 5o% of employees,40%
says individual method is used and 10% says other methods are used.
4. Ratings are sometimes seen as based on subjective judgments.
(a) Yes
(b) No
Ans:
Interpretation:-
40% employees says,yes that ratings are sometimes seen to be based on subjective
judgment,where as 60% of employees says no.
5-IS Appraisal method of an employee totally based up on the proper test and interview of
an employee?
(a) Yes
(b) No
Ans:
Interpretation:-
70% of employees says that appraisal method is totally based up no proper test and
interview but 30%of employees does not agree with this.
CHAPTER-XI
BIBLIOGRAPHY
BIBLIOGRAPHY
Websites
www.britindia.com
www.sidcul.com
www.google.com
Books
PERSONAL MANAGEMENT----------- C.B. MAMORIA
ESSENTIALS OF HUMAN RESOURSE MANAGEMENT AND
INDUSTRIAL RELATIONS ------------ P.SUBA RAO
MANAGING HUMAN RESOURSE------ R.S. DWIVEDI