Академический Документы
Профессиональный Документы
Культура Документы
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1.|Introduction
2.|Company Profile
3.|Statement of the problem
4.|Objectives of study
5.|Research Methodology
ü| Primary Data
ü| Secondary Data
6.|Data Analysis
7.|Findings
8.|Conclusion
9.|Limitation
10. Recommendations
11. Annexure
12. Biblography
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³People are our most valuable asset´ is a cliché, which no member of any
senior management team would disagree with. Yet, the realities for many
organizations are that their people remain undervalued, under trained and
underutilized.
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The second section deals with performance appraisal. In this section, I have
given a brief conceptual explanation to performance appraisal. It contains
the definition, process and significance of performance appraisal.
The fourth and final section of this report consists of extra information that I
related to the main contents of the report. These annexure include some
graphs and diagrams relating to the company, graphs relating to the research
study and important documents upon which the project is based.
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*
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1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
0+p 1
p
23
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3. Measuring Performance
)
1. Errors in Rating
2. Lack of reliability
3. Negative approach
4. Multiple objectives
5. Lack of knowledge
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In its simplest form, this technique asks the rater to write a paragraph or
more covering an individual's strengths, weaknesses, potential, and so on. In
most selection situations, particularly those involving professional, sales, or
managerial positions, essay appraisals from former employers, teachers, or
associates carry significant weight.
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This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the
quality and quantity of his work Gis he outstanding, above average, average,
or unsatisfactory?) and on a variety of other factors that vary with the job but
usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication.
* 4
The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters
from each supervisory unit and goes over each employee's rating with them
to Ga) identify areas of inter-rater disagreement, Gb) help the group arrive at a
consensus, and Gc) determine that each rater conceives the standards
similarly. .
*&/
Like the field review, this technique was developed to reduce bias and
establish objective standards of comparison between individuals, but it does
not involve the intervention of a third party.
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4
To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or
help set - their own performance goals. Within the past five or six years,
MBO has become something of a fad and is so familiar to most managers
that I will not dwell on it here.
5
/
The two most effective methods are alternation ranking and paired
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comparison ranking.
'6 |
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So far, we have been talking about assessing past performance. What about
the assessment of future performance or potential? In any placement
decision and even more so in promotion decisions, some prediction of future
performance is necessary. How can this kind of prediction be made most
validly and most fairly?
$ *5
Many firms have expanded the idea of upward feedback into what the call
360-degree feedback. The feedback is generally used for training and
development, rather than for pay increases.
Another technique that is useful for coaching purposes is, of course, MBO.
Like the critical incident method, it focuses on actual behavior and actual
results, which can be discussed objectively and constructively, with little or
no need for a supervisor to "play God."
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The guiding principle of the MBO approach is that direct results can be
observed easily. The MBO method recognizes the fact that it is difficult to
neatly dissect all the complex and varied elements that go to make up
employee performance.
This approach can lead to unrealistic expectations about what can and cannot
be reasonably accomplished. Supervisors and subordinates must have very
good "reality checking" skills to use MBO appraisal methods. They will
need these skills during the initial stage of objective setting, and for the
purposes of self-auditing and self-monitoring.
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47 & Leniency or severity on the part of the rater makes
the assessment subjective. Subjective assessment defeats the very purpose of
performance appraisal. Ratings are lenient for the following reasons7
a) The rater may feel that anyone under his or her jurisdiction
who is rated unfavorably will reflect poorly on his or her own
worthiness.
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7 & This occurs when employees are incorrectly rated near
the average or middle of the scale. The attitude of the rater is to play safe.
This safe playing attitude stems from certain doubts and anxieties, which the
raters have been assessing the rates.
+
7 & A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the
individual. The halo error occurs when an employee who works late
constantly might be rated high on productivity and quality of output as well
as on motivation. Similarly, an attractive or popular personality might be
given a high overall rating. Rating employees separately on each of the
performance measures and encouraging raters to guard against the halo
effect are the two ways to reduce the halo effect.
7 & The rater's rating is heavily influenced
either by behaviour exhibited by the ratee during his early stage of the
review period Gprimacy) or by the outcomes, or behavior exhibited by the
ratee near the end of the review period Gregency). For example, if a
salesperson captures an important contract/sale just before the completion of
the appraisal, the timing of the incident may inflate his or her standing, even
though the overall performance of the sales person may not have been
encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by
one incident or an achievement.
7 & Two or more dimensions on a
performance instrument follow each other and both describe or rotate to a
similar quality. The rater rates the first dimensions accurately and then rates
the second dimension to the first because of the proximity. If the dimensions
had been arranged in a significantly different order, the ratings might have
been different.
4 7 & This refers to allowing past performance appraisal rating
to unjustifiably influence current ratings. Past ratings, good or bad, result in
similar rating for current period although the demonstrated behaviour does
not deserve the rating, good or bad.
(
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*
³People are our most valuable asset´ is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for many
organizations are that their people remain under valued, under trained and
under utilized.
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
<4
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DABUR INDIA LTD. Is among one of the best FMCG Company. Dr.
S.K.BURMAN established DABUR in the year 1884. He was a resident of
Bengal and was a doctor by profession in a village. Being a doctor and a
kind man he always used to serve others, as it is said ³to achieve, your vision
should be clear.´ This made Burman to make where DABUR stands now
from 1884 to the successive 100+ years.
Dr. Burman had a kind of thinking that, ³what is life¶s worth which cannot
bring to others.´ Thus, he started with this and the ideal of a humane and
equitable society led to initiatives taken to take somepart of what DABUR
has gained from the community.Hence, he started in 1884 with his footsteps
towards service to society.His mission was to provide effective and
affordable cure to the society in villages. With missionary zeal and fervor,
Dr. Burman undertook the task of preparing natural cures for the killer
diseases of that time,like cholera , malaria and plague. DABUR INDIA
LTD. is always in promotion to:-
* 7 Dr.S.K.BURMAN
+pp 7 Mr.V.C.BURMAN
7 Mr.PRADEEP NARANG
7 Mr.AMIT BURMAN
7Mr.STUART PURDY
7Mr.AJAY BHEL
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The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur
products are also manufactured in Dubai.
Dabur has transactional network of 19 offices serving both rural and urban
markets in India.
The company has sales and marketing offices in Dubai and London. Dabur
products are available in over 50 countries.
|
*
//
The story of Dabur began with a small, but visionary endeavour by Dr. S. K.
Burman, a physician tucked away in Bengal. His mission was to provide
effective and affordable cure for ordinary people in far-flung villages. With
missionary zeal and fervour, Dr. Burman undertook the task of preparing
natural cures for the killer diseases of those days, like cholera, malaria and
plague.
Soon the news of his medicines traveled, and he came to be known as the
trusted 'Daktar' or Doctor who came up with effective cures. And that is how
his venture Dabur got its name - derived from the Devanagri rendition of
Daktar Burman. Dr. Burman set up Dabur in 1884 to produce and dispense
Ayurvedic medicines. Reaching out to a wide mass of people who had no
access to proper treatment. Dr. S. K. Burman's commitment and ceaseless
efforts resulted in the company growing from a fledgling medicine
manufacturer in a small Calcutta house, to a household name that at once
evokes trust and reliability.
p p !
Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status. Our story of
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People are our most important asset. We add value through result driven
training, and we encourage and award excellence.
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2| Dabur Glucose D
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2| Shilajit Gold
2| Nature Care
2| Sat Isabgol
2| Shilajit
2| Ring Ring
2| Itch Care
2| Shankha Pushpi
2| Dabur Balm
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2| Gulabari
2| Vatika Fairness Face Pack
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2| Cooking Paste
2| Coconut Milk
2| Tomato Puree
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2| Dashmularishta
2| Ashokarishta
2| Lauhasava
2| Mahanarayan Tail
2| Juritap
2| Madhuvani
2| Lavan Bhaskar Churna
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2| Dabur Chyawanprash
2| Pudinhara
2| Hajmola Tablets
2| Dabur Honey
2| Shilajit
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2| Natural Soap
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2| Real juices
2| Homemade Foods Products
2| Health Supplements
2| Ayurvedic Tooth Paste
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With a basket including personal care, health care and food products, Dabur India Limited
has set up subsidiary Group Companies across the world that can manage its businesses
more efficiently. Given the vast range of products, sourcing, production and marketing hav
been divested to five leading group companies that conduct their operations independently
|
4
| Implementation of Manufacturing Process ERP for frontend
operations;
* /
Vendor Managed inventories for fast moving raw materials and packaging
materials, and outsourced manufacturers' systems to be integrated with the
BaaN ERP system.
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Dabur India in Dabur amongst Dabur India Dabur India India's most
Forbes "Best top 10 Great ranks 53rd Most rated IInd most valuable
under a Billion" Place to Work Valuable Indian dynamic FMCG companies
Company company
2| !
5 ± Ranked 10th among the Top 25 Great Places
to Work
2| /
company of the year ± nominated amongst the
top 10
2|
± 42nd in the list of top 500 companies this year,
2nd in FMCG
2| /
for the E&Y Entrepreneur of the year award
2|
for Chairman and Gr. Director from Uttranchal
government and Himachal Pradesh Government.
2| * got 4 Awards At The 7th Annual Dairy & Beverages
Seminar
Tallest inflatable and longest billboard made during the Kumbh mela and
submitted to ) J5 of records have been
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³ APPRAISING THE EMPLOYEES OF THE ORGANIZATION IS VERY
IMPORTANT FOR THE SUCCESSFUL GROWTH OF ANY BUSINESS
THEREFORE, HERE I ANALYZE HOW DABUR CARRIES THE
PROCESS OF PERFORMANCE APPRAISAL IN THEIR COMPANY
AND ´.
The latest mantra being followed by organizations across the world being ±
"get paid according to what you contribute" ± the focus of the organizations
is turning to performance management and specifically to individual
performance. Performance appraisal helps to rate the performance of the
employees and evaluate their contribution towards the organizational goals.
It helps to align the individual performances with the organizational goals
and also review their performance.
1. Enhance productivity
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1. Bar graphs
2. Pie Diagrams
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Data Analysis
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Table-1
S. No View Percentage
1. Yes 85%
2. No 15%
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S. No View Percentage
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1. Yes 85%
2. No 15%
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Table-3
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S. No View Percentage
1. Yes 85%
2. No 15%
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Table-4
S. No View Percentage
1. Yes 100%
2. No 0%
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Table-5|
S. No View Percentage
1. Yes 100%
2. No 0%
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Table-6|
S. No View Percentage
1. Yes 67%
2. No 13%
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Table-8
S. No View Percentage
1. Yes 67%
2. No 13%
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2| The company should appraise the
2| For the top management of the company it should offer them holiday
etc. this will help to raise their moral and they can work better. They
don¶t want financial help as they earn enough to maintain their status.
2| For the lower group the company can increase their wages, give them
pension schemes, provide them the medical facilities etc because they
want financial help from the company to insure their proper living.
2| The should keep changing the raters for the performance appraisal
system from time to time so that they don¶t become bias at anytime
2| The standards of the rating should be very specific, clear and concise.
2| The system should be cost effective and it should suit the budget of
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the company.
Above are few recommendations, which can be looked over while doing
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MAGAZINE
J
p4
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NEWSPAPERS
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WEBSITE
www.google.com
www.dabur.com
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