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MASTERS OF BUSINESS
ADMINISTRATION
(2017-2019)
Submitted by:
Name of Student: Shivani
MBA – 3RD Semester
University Roll No.: 3 1 4 5 4
I further declare that the information presented in this project is true and original to the best of
my knowledge.
Shivani
MBA- 3RD
ACKNOWLEDGEMENT
“Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other
hand one can make a simple expression of gratitude” I take the opportunity to express my
gratitude to all of them who in some or other way helped me to accomplish this challenging
project in NATIONAL FERTILIZERS LIMITED, BATHINDA.
I am highly obliged to Mr. Kulwant (Asst. HR Manager) and Mr. Nandan, Mr. Mayank, Mrs.
Tripti and Mr. Kuldeep my mentors, who timely advice & constructive criticism helped me in
completing the project.
SUBMITTED BY
Shivani
Semester: 3rd
TABLE OF CONTENTS
CHAPTER TITTLE
1 Executive Summary
2 Company profile
7 Finding
10 Bibliography
CHAPTER - 1
INTRODUCTION TO
COMPANY
INTRODUCTION
NFL, a Schedule ‘A’ & a Mini Ratna (Category-I) Company, having its registered office at New
Delhi was incorporated on 23rd August 1974. Its Corporate Office is at NOIDA (U.P). It has an
authorized capital of Rs. 1000 crore and a paid up capital of
Rs. 490.58 crore out of which Government of India’s share is 74.71 % and 25.29 % is held by
financial institutions & others.
MANUFACTURING PLANTS
NFL has five gas based Ammonia-Urea plants viz. Nangal & Bathinda plants in Punjab, Panipat
plant in Haryana and two plants at Vijaipur at District Guna, in Madhya Pradesh. The Panipat,
Bathinda & Nangal plants were revamped for feed stock conversion from Fuel Oil to Natural
Gas, an eco-friendly fuel during 2012-13 / 2013-14. Vijaipur plants of the company were also
revamped for energy savings & capacity enhancement during 2012-13, thus increasing its total
annual capacity from 20.66 LMT from 17.29 LMT, an increase of 20%. The company currently
has a total annual installed capacity of 35.68 LMT (Re-assessed capacity of 32.31 LMT) & is the
2nd largest producer of Urea in the country with a share of about 16% of total Urea production in
the country.
Company has a Bio-Fertilizers Plant at Vijaipur with a capacity of 600 tonnes of solid & liquid
Bio-Fertilizers to produce three strains of Bio-Fertilizers viz. PSB, Rhizobium and Azotobacter
are produced.
Apart from manufacturing business, the company is also expanding its business, in a consistent
& phased manner, by way of imports and trading of various agro-inputs like Non-Urea
Fertilizers, certified seeds, Agrochemicals, Bentonite Sulphur, City compost through its existing
PAN India dealer’s network under single window concept.
MARKETING SETUP
NFL Marketing Network comprises of Central Marketing Office at NOIDA, three Zonal Offices
at Bhopal, Lucknow & Chandigarh, 16 State & 2 UT Offices and 35 Area offices spread across
the marketing territory of NFL.
The company has 10 Soil testing laboratories (6 Static & 4 Mobile) with annual capacity of
testing around 65000 samples for Macro Nutrients and 10000 samples for Micro Nutrients and
are fully dedicated to the testing of soil health helping farmers to facilitate balanced fertilization.
RESEARCH CENTERS
The company has a R&D set up at each Manufacturing Unit i.e. at Nangal, Panipat, Bathinda and
Vijaipur as well as at Corporate Office (Noida) which are primarily focused and undertakes
various innovation studies to develop new, efficient & safer processes, value added products and
suggest implementation of energy saving schemes.
The company has recently implemented various energy saving schemes such as Purge gas
recovery plant at Vijaipur-II, hooking up of old redundant Ammonia Synthesis Converter (S-
200) with New Converter (S-300) at Panipat & Bathinda Units and additional 2 nos. cooling
tower cells in Urea Plant at Vijaipur-II. The company has also commissioned two roof top solar
plants of 100 KW & 90 KW at Corporate Office, Noida and Bathinda Unit.
Further, in order to meet the strict energy norms fixed by GoI under New Urea Policy 2015
w.e.f. 01-04-2018, though the investment is economically unviable without suitable dispensation
as sought by NFL from GoI, the company is in the process of implementing energy saving
schemes i.e. Installation of Gas Turbine Generator along with Heat Recovery Steam Generation
Unit at Panipat, Bathinda & Nangal Units with an estimated cost of Rs. 700 crore.
The company is also going to implement energy saving schemes at Vijaipur-I & II to further
bring down the energy consumption.
NEW INVESTMENTS
1. Bentonite Sulphur Plant of 25000 MTPA capacity at Panipat Unit with a cost of Rs. 44 crore has
been commissioned on 20th December 2017
2. Setting up Di-nitrogen Tetroxide (N2O4) plant at Vijaipur Unit on Built Own Operate & Supply
basis (BOOS) for ISRO
3. R&D initiative with M/s IARI, New Delhi to design & develop an applicator & logistic
arrangement for application of Urea Ammonia Nitrate (UAN) which is envisaged to be
manufactured at Nangal Unit.
Besides above, the company is also envisaging the following investments:
1. Construction of Natural draft prilling towers at Panipat & Bathinda Units to improve Urea prill
size with estimated cost of Rs. 90 crore (Rs. 45 crore each for Panipat & Bathinda Unit).
2. Agro Chemical plant at Bathinda for production of farm insecticides
3. Di-Ammonium Phosphate (DAP) plant of 10 LMT per annum along with Phosphoric Acid Plant
in Algeria under buy back arrangement & in Joint Venture mode with GSFC, RCF and NMDC.
4. Seed processing plants at Indore, Bathinda and Panipat.
JOINT VENTURE
NFL in collaboration with M/s EIL and M/s FCIL has formed a Joint Venture (JV) Company as
Ramagundam Fertilizers & Chemicals Limited (RFCL) to revive the old FCIL plant at
Ramagundam. The equity participation in the joint venture is 26% each by NFL & EIL, 11% by
FCIL and 11% by State Government of Telangana. This plant shall have the annual Urea
capacity of 12.71 LMT. The zero date of the project is 25th September 2015 and is targeted to be
completed by end of December 2018. The project is in progress.
The company is also playing a pivotal role in extending various agricultural extension services
such as educating the farmers on judicious use of fertilizers along with total know-how on
improved and scientific methods of cultivation to improve soil productivity. The company is
providing support to the farmers by undertaking soil analysis for Macro & Micro Nutrients
through its static & mobile soil testing vans for balanced use of fertilizers.
The company participates in various Krishi Melas organized by leading agriculture universities
for direct & effective communication with farmers.
SUSTAINABLE DEVELOPMENT
Towards sustainable development, NFL has taken various initiatives in adopting best practices
for environment management, energy conservation and social upliftment. Some of them include
conversion of its three Fuel Oil based plants on natural gas which is a cleaner and greener fuel,
switch over of coal fired boilers on gas, installation of 100 KW & 90 KW Solar Power Plant at
Corporate Office and Bathinda unit. The company is also promoting use of LED lights at its
Plants, Offices and Townships towards its attempt to reduce the carbon footprints.
The Company is equally committed towards society by taking responsibility for the impact of
their activities on customers, employees, shareholders, communities and the environment in all
aspects of their operations. Besides focusing primarily on the areas like Children Education,
Women Empowerment, Health and hygiene, etc., the company also aims to conserve the natural
resources for their efficient and sustainable use. Company has taken initiatives in the area of
water conservation by renovation and maintenance of old and degraded water bodies,
construction of stop dams in the severe water deficient regions of Central India. Company is also
adopting focused approach for introduction of Non-Conventional sources of energy by installing
Solar Water heating systems, solar lights, solar lanterns etc. in the old age homes and in the
remote and backward villages where electricity is the major problem.
PRODUCTS PRODUCED BY NFL
Vision:
“To be a leading Indian company in fertilizers and beyond with commitment to all
stakeholders.”
Mission:
“To be a dynamic organization committed to serve the farming community and other customers
to their satisfaction through timely supply of fertilizers and other products & services;
continually striving to achieve the highest standards in quality, safety, ethics, professionalism,
energy conservation with a concern for ecology and maximizing returns to stakeholders”.
MANPOWER POSITION
Total manpower of the company as on 30-06-2017 was 3464 against 4068 as on 01-04-
2014.
Total manpower of the company as on 31-01-2018 was 3443 against 3464 as on 30-06-
2017.
Bathinda unit of NFL was commissioned on 1st Oct 1979 based on gasification technology of
Feed Stock on LSHS /Fuel Oil with the annual installed capacity of 511500 MT of Urea.
Subsequently as per guidelines of GOI, in order to reduce subsidy burden & Carbon footprint,
NFL revamped the Bathinda Unit on LSTK basis for changeover of Feedstock from LSHS/FO to
Natural Gas and commercial production on Gas was commenced during Jan 2013.
Captive Power 2 x 15 MW
Plant:
PAY SCACLE FOR EXECUTIVES
PRODUCTIVITY AWARDS
SAFETY AWARDS
AWARDS YEAR UNIT
1st prize for achieving largest reduction in 2009 Bathinda
Accident Frequency Rate in chemical
industry from Punjab Industrial safety
Council, Chandigarh
Suraksha Puruskar for adopting 2004 Bathinda
Occupational Safety and Health
Management Systems from NSC.
Yogyata Praman Patra – 2001 award by 2003-04 Bathinda
NSC
National Safety Award – 2002(Runner 2003-04 Bathinda
up)
Yogyata Praman Patra – 2003 2003 Bathinda
1995 Bhatinda
Udyog Excellence Gold Medal and
Citation by Industrial Economic Forum,
GOI
INTRODUCTION TO HR DEPARTMENT OF NFL
In NFL Bathinda there are total 7 sectors like:-
Transport
Industrial Relation and welfare
Estate
Legal
Medical
Administration
Establishment
Public Relation
TRANSPORT
Transportation Section of Personal and Administration Department is looking after the
transportation requirement for official use. Currently there are 20 vehicles under the control of
section which include cars, school buses, ambulance, jeeps, motorcycle, tractor, Crain, fire
engine and etc. The registration of new Vehicle is also arranged by the by the transportation
section. All the vehicles are comprehensively issued for a period of 1 year. The vehicles are also
get passed from MBI/DTO, the day to day repair of the vehicles is arranged from the local
market or from the authorized declares of vehicles.
INDUSTRIAL RELATION AND WELFARE
Industrial Relation refers to all types of relationships between all types of parties concerned with
the industry. Industrial relation are a relationship between management and employees and their
organization that characterize and grow out of employment.
In this section, there are various acts like ESIC act, Factory Act 1948, workmen compensation
act, trade union act, etc. and there are various social schemes like basic pay and DA, death
benefit scheme and in this scheme all employees contribute 25 rupees but now this scheme is no
more from last few years.
5 Restricted Holidays
12 Casual Leaves
20 Medical leaves
90 Maturity Leaves
Safeguard the interest of labor and management:- To safeguard the interest of labor and
management by securing the highest level of mutual interest.
Enhance economic status of workers:- To improve the economic status of the workers by
improving wages and by helping the workers in evolving sound budget.
Eliminate strikes and lockouts:- To Eliminate, as far as possible and practicable, strikes
and Gheraos by providing reasonable wages and by solving their problems.
Participation of workers:- To provide an opportunity to the workers to have a say in the
management and decision making. To improve the worker does strength with a view to
solve their problems through mutual understand.
WELFARE SCHEME
1. Special Death Benefit Schemes:
In order to provide better security to employees of NFL, Bathinda Unit in the event of death of
any employee, due to any reason during service, all the employees of NFL Bathinda Unit
contribute an amount Rs. 60/- each from their salary and the total amount so collected is paid to
the deceased employee.
2. Benevolent Scheme
In terms of benevolent scheme in the event of death of an employee of NFL, under any
circumstances during service, all employees of the company contribute an amount of Rs. 25/-
each from their salary and the total amount so collected is paid to widow/widower of the
deceased employee, but now this scheme is no longer in function.
A special welfare fund has been constituted for undertaking welfare project in the neighborhood
of the company’s offices or for giving relief to inside the establishment.
A self insurance scheme for the purpose of providing insurance cover for outstanding HBA and
interest due thereon is in vogue in the company within the following Parameters:-
Employees who have taken HBA from the company, contribute @ Rs. 2/- per one
thousand per annul w.e.f. 1/4/2000 on the amount of HBA outstanding.
The fund so generated is utilized to meet the liability of the deceased employees
towards repayment of HBA and interest accrued thereon.
The fund is managed by a governing body comprising of representation of
management officer’s Association and recognized unions.
MEDICAL
Applicability
All the regular employees of the company, company Trainees, CISF staff posted at units, and to
their dependent family members but does not include Apprentices under the Apprentice Act
1961.
Family means employee’s wife/husband, children and step children (including legally adopted
children), Parents, wholly dependent on the employee.
Dependency
The Parents will be considered as wholly dependent on an employee if the monthly income of
the parents or the combined monthly income of both parents from all sources accounted together
those not exceeds Rs. 7,000/- per month and in the case of son and daughter, for son till he attain
the age of 25 years or starts earning and for daughter till she starts earning or get married will
treated as dependent family members.
Monetary ceiling for OPD treatment:
Maximum limit for OPD (Outpatient department) treatment per family unit including dependent
parents in a year for all diseases will be 1.5 months basic pay + DA of the employee as on 1st
April of the financial year.
Objective:-
The objective of the rules is to provide medical facilities to the regular employees of the
company and their dependent family members relating to reimbursement.
ESTATE
This section is related to land, it deal with r handle those activities or problems which is related
to land, for example there is ‘A’, ‘B’, ‘C’, and ‘D’ type quarters and the company has 671 acres
land.
C-Type - Minimum Basic pay Rs. 21,220/- and this for Assistant Managers
Numbers of Quarters:-
Rules
This section of HR department deal with cases related to NFL or handle legal formalities or
procedures. If there is any case then company has to win the case in any situation right or wrong.
PUBLIC RELATIONS
Through PR Department Company create and maintain the relations with public and media. Its
PR Department duty to create and maintain a positive image of NFL and also create a strong
relationship with the audience. Company has a magazine “VANI” in which every information is
given related to every department. All news which is given in newspaper relating NFL is a work
of public relation department.
CHAPTER – 2
INTRODUCTION TO
TOPIC
MEANING OF PERFORMANCE APPRAISAL
Performance appraisal is the process of obtaining, analyzing and recording information about the
relative worth of an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the employee.
Its aim is to measure what an employee does.
Performance Appraisal is the systematic evaluation of the performance of employees and to
understand the abilities of a person for further growth and development. Performance appraisal is
generally done in systematic ways which are as follows:
1. The supervisors measure the pay of employees and compare it with targets and plans.
2. The supervisor Analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.
DEFINITION
Performance Appraisal is a systematic and objective way of evaluating both work related
behavior and potential of employees.
FEATURES
Individual feedback helps people to rectify their mistakes and get ahead, focusing more
on their unique strengths.
Assessment and reciganizatio of performance levels can motivate employees to improve
their performance.
WHO WILL APPRAISE?
The Appraiser may be any person who has through knowledge about the job content, contents to
be appraised, standards of contents and who observers the employees while performing a job.
The appraisal should be capable of determining what is more important and what is relatively
less important. Typical appraisers are supervisors, peers, subordinates, employees themselves
and user of service and user of service and consultants.
WHEN TO APPRAISE?
Systematic appraisal are conducted on a regular base, say for example, every six months or
annually.
The term “management by objectives” was first popularized by Peter Drucker in his 1954 Book
“the practice of Management”
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the employees
actual performance with the standards set. Ideally, when employees themselves have been
involved with the goal setting and the choosing the course of action to be followed by them, they
are more likely to fulfil their responsibilities.
• Ranking method: Under this method the evaluater is asked to rate employees from
highest to lowest on rall criterion.
• Paired comparison: A method that compels raters to compare each employee with
all other employee who are being rated in the same group.
360-degree feedback
In human resources or industrial/organizational psychology, 360-degree feedback, also known as
“multi-rater feedback,” “multisource feedback” or multisource assessment,” is feedback that
comes from all around an employee. “360” refers to the 360 degrees in a circle, with an
individual in the center of the circle. Feedback is provided by subordinates, peers, and
supervisors. It also include a self-assessment and in some cases feedback from external sources
such as customers and suppliers or other interested stakeholders. It may be contrasted with
“upward feedback” where managers are given feedback by their direct reports, or a “traditional
performance appraisal,” where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the feedback to
plan their training and development. Results are also used by some organizations in making
administrative decisions, such as pay and promotion. When this is the case, the 360 assessment is
for evaluation purposes, and is sometimes called a “360-degree review.” However, there is a
great deal of controversy as to whether 360-degree feedback should be used exclusively for
development purposes, or should be used for appraisal purposes as well. There is also
controversy regarding whether 360-degree feedback improves employee performance, and it has
even been suggested that itr may decrease shareholder value.
• Judgment error: people commit mistakes while evaluating people and their
performance. Biases and judgment errors of various kinds may spoil the show. Bias here
refers to distortion of a measurement. There are of various types:
• Halo effect- Bias which occurs when the rater’s personnel opinion of a specific trait of
employee influences the rater’s overall assessment of performance.
• Horn effect- The rater’s bias is in the other direction, where one negative quality of the
employee is being rated harshly.
• Leniency- Depending on rater’s own mental make-up at the time of appraisal, raters may
be rated very strictly.
• Poor appraisal forms: The appraisal process might also be influenced by the
following factors relating to the forms that are used by raters:
• The rating form may ignore important aspects off job performance.
• Lack of rater preparedness: The raters may not be adequately trained to carry out
performance management activities. This becomes a serious limitation when the technical
competence of a rater is going to be evaluated by a rater who has limited functional
specialization in that area. The raters may not have sufficient time to carry out appraisals
systematically and conduct thorough feedback session. Sometimes the raters may not be
competent to do the evaluations owing to a poor self-image and lack of self-confidence.
They may also get confused when the objectives of appraisal are somewhat vague and
unclear.
• Manager is not prepared for the appraisal review with the employee.
• Manager is not prepared for the appraisal review with the employee.
In NFL the Annual Performance Appraisal System was introduced during the year 1975-76. At
that time it was felt that with the progressive build up of staff strength, such a system for all
categories of employees has to be brought into force. The first Performance Appraisal Report
was accordingly got recorded for the year ended 31st December 1975 ad since then the same is
recorded annually. The period of recording of A.R was changed from calendar year to financial
year i.e. instead of 31st December the report are now recorded upto 31st March each year.
From this year onward (2018 – 19) Performance Appraisal will be done online at
www.nfl.co.in/aparlogin/ which will open for defined period of time. This step is taken to
eliminate delay in filling performance appraisal by reporting officers.
b) To determine the ‘gaps’ in knowledge and skills or shortcomings noticed during the
identity evaluation.
NAME E. No.:
PAY SCALE
DESIGNATION (Substantive)
DATE OF JOINING
(In substantive Post) DATE OF BIRTH
Note : Please read the related instructions before filling the form
Total:
In case KPAs and / or their weightages and / or targets are reviewed, a fresh form as given below
should be filled in and sent to P&A Deptt.
Remarks of
First Reviewing Authority
Signature of First Reviewing
Authority
with stamp and date
Section C : (To be filled in by Second Reviewing Authority)
Remarks of Second
Reviewing Authority
Signature of Second
Reviewing Authority
with stamp and date
Remarks of
Accepting Authority
Signature of
Accepting Authority
with stamp and date
FORM –C
NATIONAL FERTILIZERS LIMITED
PERONNEL DEPARTMRNT
APPRASIAL FORM FOR
( E- 0 TO E-2)
Year Ending:
NAME E.NO.
DESIGNATION PAY SCALE
DATE OF DATE OF
JOINING BIRTH
Note: Please read the related instruction before filling the form
NAME E. No.:
Note : Please read the related instructions before filling the form
2 Level of achievement of 2
Performance
3 Capacity to do inter-related jobs 2
4 Quality of Performance 2
5 Safety Consciousness 1
6 Cost Consciousness 1
Total
Below Satisfactory /
Satisfactory / Good/
i) Knowledge & interest to work in Hindi
Very Good / Outstanding
Certified/Not Certified
( Separate note to be
iii) Integrity attached if ‘Not Certified’)
iv) Leave
a) No. of times Medical leave availed during the year :
b) No. of days Medical leave availed during the year :
c) No. of times EL or CL availed during the year EL CL
With prior sanction
Without prior sanction
Part IV : TOTAL SCORE
Signature of First
Reviewing Authority
with stamp and date
Remarks of Second
Reviewing Authority
Signature of Second
Reviewing Authority
with stamp and date
Section D : ( To be filled in by Third Reviewing Authority )
Remarks of third
Reviewing Authority
Signature of third
Reviewing Authority
With stamp and date
Remarks of Accepting
Authority
Signature of Accepting
Authority With stamp
and date
FORM – E
NATIONAL FERTILIZERS LIMITED
PERONNEL DEPARTMRNT
APPRASIAL FORM FOR
Helpers, Mazdoors, peons etc.
(W- 0 TO W-4)
Year Ending:
NAME E.NO.
DESIGNATION PAY SCALE
DATE OF DATE OF
JOINING BIRTH
Note: Please read the related instruction before filling the form
SECTION – A
(To be filled in by Reporting Officer)
Part- I : PERFORMANCE ASSESSMENT
Max. Marks: 100
Parameter Weightage Rating (On a Score (A x B)
(A) scale of 0-50)
(B)
1 Performance of duties 2
2 Attendance / Punctuality 2
3 Cooperation 2
4 Amenability to Discipline 2
5 House Keeping 1
6 Safety & Cost Consciousness 1
7 Ability to Communicate 1
8 Dependability 1
9 Initiative & Attitude 1
10 Ability to Understand & Grasp 1
Instruction
Total
Marks awarded
Rationale for change in marks,
if any
Remarks of third Reviewing /
Accepting Authority
SECTION-C
( To be filled in by Second Reviewing Authority)
Marks awarded
Rationale for change in marks,
if any
Remarks of third Reviewing /
Accepting Authority
SECTION D
( To be filled in by Third Reviewing /Accepting Authority )
Marks awarded
Rationale for change in marks,
if any
Remarks of third Reviewing /
Accepting Authority
iii. To study the level of clarity of Performance Appraisal among the employees.
CHAPTER 5
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY
Sample Size
The total sample size is 50 Employees.
Structured Questionnaire, which was mainly close -ended questionnaire but also include
1 open ended Question in the form of conditional question.
Personal Interview
Observation
Sampling Technique
Statistical Tool
Percentage method is used for the analysis of data and pie charts are used to present that data.
Although I have done sincere efforts to collect authentic and relevant information, the study may
have the following limitations:
• It was very difficult for me to get fulfill the forms because of respondent’s busy schedule
and not providing me sufficient time to fill the form seriously.
• Scope of study is limited to NFL only because of limited time and money. So results of
study may not be generalized.
• Consumer behavior is dynamic in nature and thus over the time, finding of today may
become invalid tomorrow.
• Some of the respondents give no answer to the questions which may affect the analysis.
• The personal biases of the respondents might have influence their response.
CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
Monthly
Quarterly
Yearly
Other
Interpretation : All respondent state that performance appraisal in their organization NFL filled
after every 1 year interval or in other words 100% of respondent select option “C” which is “
yearly”
2) On what Basis Performance Appraisal is made?
18%
46%
14% Total output
Behavioral efficiency
22%
Interpretation: From 50 respondent 46% of respondents select option “d” which is “All of
these”, 22% of respondents select option “c” “Work Knowledge And Job Skills”, 18% of
respondents select option “a” “Total Output” and 14% of respondent select option “b”
“Behavioral Efficiency”.
3) Is performance appraisal given adequate importance in your organization?
Strongly Agree 11 22
Agree 39 78
Strongly Disagree 0 0
Disagree 0 0
0%
0%
22%
Strongly Agree
Agree
Strongly
Disagree
78% Disagree
Interpretation : From the above pie chart it conclude that from 50 respondent 78% of
respondents select option “b” which is “Agree” and remaining 22% of respondent select option
“a” “Strongly Agree”.
4) In your opinion Performance Appraisal is?
Meaning of PA
6%
10%
50% Evaluation of
Employees
Promotion of
34%
Employees
Job Satisfaction of
Employees
Motivation
Interpretation: Above chart shows that from 50 respondents 50% of respondent select option
“a” which is “Evaluation of Employees”, 34% of respondents select option “b” “Promotion of
Employees”, 10% of respondents select option “c” “Job Satisfaction of Employees and finally
the remaining 6% select option “d” “Motivation”.
5) Is performance appraisal being used as tool for development of subordinates?
20%
0% 12%
Strongly Agree
Agree
Strongly Disagree
Disagree
68%
Interpretation : Above chart shows that from 50 respondents 68% of respondent select option
“b which is “Agree”, 20% of respondents select option “a” “Strongly Agree”, 12% of
respondents select option “d” “Disagree” and 0% of respondent select option “c” “Strongly
Disagree”.
6) Are you satisfied with the growth opportunity in the company?
Growth Opportunity
8% 0% 18%
Completely satisfied
14%
Satisfied
Strongly Dissatisfied
60%
Interpretation: According to above chart from 50 respondents 60% of respondent select option
“b which is “Satisfied”, 18% of respondents select option “a” “Completely Satisfied”, 14% of
respondents select option “c” “Neither satisfied nor dissatisfied” and 8% of respondent select
option “d” “Dissatisfied” and 0% of respondent select option “e” “Strongly Dissatisfied”.
7) To what extent your superior provide bases for improving work relationship and team
effectiveness?
No support is provided
Can’t say
62%
Interpretation: According to above chart from 50 respondents 62% of respondent select option “b
which is “Up to some extent”, 20% of respondents select option “d” “Can’t say”, 18% of respondents
select option “a” “They provided full possible support” and 0% of respondent select option “c” “No
support is provided”.
8) Is your superior frank enough to tell you what he thinks about your performance?
8%
Yes
Sometime
No
Can’t say
48%
Interpretation: According to above chart from 50 respondents 48% of respondent select option
“b which is “Sometime”, 26% of respondents select option “a” “Yes”, 18% of respondents select
option “d” “Can’t say” and 8% of respondent select option “c” “No”.
9) Do you feel that it is responsibility of your superior to look after your development?
Superior Responsibitity
8% 10%
16%
Yes
Up to some extent
No
Can’t say
66%
Interpretation: According to above chart from 50 respondents 66% of respondent select option
“b which is “Up to some extent”, 16% of respondents select option “c” “No”, 10% of
respondents select option “a” “Yes” and 4% of respondent select option “d” “Can’t say”.
10) Do you think Performance Appraisal give constructive criticism in a friendly &
positive manner?
Nature of PA
Yes
No
100%
Interpretation: According to above pie chart from 50 respondent all respondent (100% of
respondent) select option “a” which is “Yes”, no one select option “b” “No”.
11) What methods are being used for performance appraisal?
Method
26%
32%
Essay method
Ranking method
0%
Critical incident
method
Any other
36%
Interpretation: According to above chart from 50 respondents 36% of respondent select option
“b which is “Ranking method”, 32% of respondents select option “a” “Essay method”, 26% of
respondents select option “d” “Any other” and 0% of respondent select option “c” “Critical
incident method”.
12) Does any Change arise after appraising the performance of employees?
a) Yes b) No
If yes, how is it?
a) Positive b) Negative c) Both
12%
Need of Change
Yes
No
88%
Interpretation: According to above pie chart 88% of respondent select option “a” which is
“Yes” and 12% of respondent select option “b” “No”.
If yes, how is it?
b) Positive b) Negative c) Both
Change
27%
Positive
Negative
14% 59%Both
Interpretation: According to above pie chart From 44 respondent who select option ”a” “Yes”
inn previous question out of them 59% of respondent select option “a” “Positive”, 27% of
respondent select option “c” “both” and remaining 14% of respondent select option “b”
“Negative”.
13) How do you rate the transparency of the performance appraisal system of the
company?
Transparency
4% 12%
42%
Outstanding
Satisfactory
42%
Good
Poor
Interpretation: According to above chart from 50 respondents 42% of respondent select option
“b” which is “Good”, 42% of respondents select option “c” “Satisfactory”, 12% of respondents
select option “a” “Outstanding” and 4% of respondent select option “d” “Poor”.
14) Do you think there is need of change in current performance appraisal system? If Yes,
then please specify your reason.
Need of Change
16%
Yes
No
84%
Interpretation: According to above pie chart 84% of respondent select option “b” which is “No”
and 16% of respondent select option “a” “Yes”.
CHAPTER 7
FINDINGS
FINDINGS
1. Every employee is aware about that performance appraisal filled once every year by reporting
officer.
2. But from 2nd question it seem like employees below code E3 only know about that that
performance appraisal filled once very year but how or on what basis they don’t know about that
because there is no one answer, most of the respondents select option all of the above in respect
of on what basis performance appraisal is made but on the other hand remaining respondents
select other options as well as. Which clearly state that employees have less knowledge or
awareness regarding how performance appraisal work in their organization.
3. The finding of Q3 is positive, almost every respondent state that “Yes, in their organization (NFL,
Bathinda) performance appraisal given adequate importance”. But there are also few respondents
on the other hand those are not agree with this statement.
4. For half of the respondents “performance appraisal is evaluation of employees” in their opinion
and after that 34% of respondents opinion are “promotion of employees is performance appraisal”
and opinion of 10% of respondents are “Job satisfaction of employees is performance appraisal”
and remaining 6% of respondents opinion are “motivation is performance appraisal”, this is not
what performance appraisal is in their organization but this is what they want performance
appraisal to be.
5. More than half of the respondents believe that performance appraisal is tool for development of
subordinates and it is being used in their organization for same purpose.
6. Almost every employees are satisfied with the growth opportunity in their company, they
completely satisfied with current growth opportunity but still 22% of respondents are either not
satisfied or neither satisfied nor dissatisfied.
7. More than half of the respondents state that up to some extent there superior helps and provide
bases for improving work relationship and team effectiveness and 20% of the respondents state
they can’t say and remaining 18% of the respondents state their superiors provide full possible
support for improving work relationship and team effectiveness.
8. Its turnout that in pervious question 80% of the respondents was in favor that their superiors helps
in improving work relationship and team effectiveness but in this question which meant to cross
check the respondents 65 of the respondents change their answer into against. which show that
either they are hiding info for some reasons it may be fear or positive image or they are confuse.
9. More than half of respondents feels that superior should take some responsibility to look after
their subordinates development at least up to some extent and still there are some respondents
(24% of respondents) those are either choose to say nothing by selecting can’t say or not think its
superior responsibility.
10. All respondents believe that performance appraisal give constructive criticism in a friendly
& positive manner and its important too.
11. The finding of this question (Q11) is that awareness regarding performance appraisal is
very poor in National fertilizers Limited, Bathinda. Everyone may be aware about that
performance appraisal is filled in their organization and once every year but what
method, basis, KPA and etc they don’t know anything about that even some of the
respondents fails to answer this question that “what method are being used for
performance appraisal?” which clearly shows that creating awareness regarding
performance appraisal is required in this organization.
12. Almost all respondents (88% of respondents) state that Yes, Change arise after appraising
the performance of employees but on the other hand 12% of respondents state the no
Change arise after appraising the performance of employees.
From those 44 respondents (88% of respondents) 59% of respondents state that change
from performance appraisal is both positive as well as negative and 27% of the
respondents state that that change from performance appraisal is positive and remaining
14% of respondents state that change from performance appraisal is negative.
13. 42% of respondents state that transparency of the performance appraisal system of the
company is Good and equally 42% of respondents state that transparency of the
performance appraisal system of the company is satisfactory and 12% of respondents
state that its outstanding.
14. 84% of respondents say there is no need of change in current performance appraisal
system and on the other hand 16% of respondents state that there is need of change in
performance appraisal and they mentioned that what they need to add or change such as
use of 360 Degree Feedback, 360 degree feedback suggested by half of the respondents
who state they need change in performance appraisal and some suggested KPA must be
provided to each and every employee at the start of the year and appraised should be
based on the same. And the basis of analysis of performance must be objective not
subjective. On the other hand few respondent was there who want change but can’t tell
what exactly they want.
CHAPTER 8
SUGGESTION AND
RECOMMENDATION
SUGGESTIONS AND RECOMENDATION
• KPA must be provided to each and every employee at the start of the year and appraised should
be based on the same.
• Create awareness or share information regarding performance appraisal with each and every
employees..
• It should be noted that the appraisal form for each job position should be different as each job
has different knowledge and skill requirements.
• Use 360 degree feedback method as most of employees want that, it will satisfy them. If there
are any reasons behind not using 360 degree feedback then let employees know them so no
misunderstanding or conflict take place in the organization.
• And lastly and very important discuss with your employees not only regarding performance
appraisal but on other topics too, ask them where improvement are required in system and how it
can improve, employees have many ideas to improve the organization just give them platform to
share their ideas.
CONCLUSION
NATIONAL FERTILIZERS LIMITED being one of the reputed fertilizers manufacturing
companies in India but National Fertilizers Limited, Bathinda should work on their performance
appraisal system, while studying on performance appraisal with special reference of National
Fertilizers Limited, Bathinda while filling questionnaire, interacting with their employees one
point is clear that they have clear idea of their job recruitment and job responsibility but they
have no clear idea of performance appraisal they don’t know on what basis performance
appraisal made and what KPA are fixed or what method used to fill performance appraisal.
Superiors should interact with their subordinate discuss about performance appraisal and aware
them and also help them in their development and look after them and also tell and give feedback
to subordinates about their performance regularly so they can work on them.
CHAPTER 9
APPENDICES
Questionnaire
On
Performance Appraisal
Personal Information
Name ……………………………………… Designation ……………………
Age…………………………. Sex………………………..……
Q6. Are you satisfied with the growth opportunity in the company?
Q7. To what extent your superior provide bases for improving work relationship and team
effectiveness?
a) Yes c) No
b) Sometime d) Can’t say
Q9. Do you feel that it is responsibility of your superior to look after your development?
a) Yes c) No
b) Up to some extent d) Can’t say
Q10. Do you think Performance Appraisal give constructive criticism in a friendly & positive
manner?
a) Yes b) No
a) Essay method
b) Ranking method
c) Critical incident method
d) Any other, kindly specify _________________________
Q12. Does any Change arise after appraising the performance of employees?
b) Yes b) No
If yes, how is it?
c) Positive b) Negative c) Both
Q13. How do you rate the transparency of the performance appraisal system of the company?
a) Outstanding c) Satisfactory
b) Good d) Poor
Q14. Do you think there is need of change in current performance appraisal system?
a) Yes b) No
e) Self Knowledge