Session: 2011-2012

Submitted To : Mr. Amardeep Singh Negi

DE T.!" BBA

Submitted By:
M!#D $A""A% A&' %o(( No: )*+2, Enr( No: 0)10010)

DE-&A%AT'!N
I M!#D $A""A% A&' hereby declare that the project report on entitled topic of Performance Appriasial and Training and Development written and submitted by me under the guidance of is my original wor !

The findings in the report are based on secondary data! "hile prepare this project I have copied any time of him any source on other submitted for the similar purpose!

M!#D $A""A% A&'

A-.N!/&ED0MENT
I am very than ful to so many people who have been helped me out in completion of this project! It is with a deep since of gratitude that I ac nowledge valuable guidance and timely suggestion offer to me by my project guidance #$% &anager' of ()%)*A P$A%&A(+,TI(A-. &r ! )n the completion of this project/ I very gladly ta e this opportunity of repressing my grateful than to &r! ! #post' of corona pharmaceuticals who gave me a sound platform to shape our carrier in better a way us to understand the feature of $!%!

I am very highly grateful to the staff of the corona pharmaceuticals Pvt! -td! Than s them for their guidance/ cooperation and support to ma e this project a success! And lastly/ I would give a special than s to my parents and my friend for their proper guidance!

-!NTENTS
SE%'A& N!.

#EAD'N0S

A0E N!.

1. 2. 5. *. +. 6.

%!1E-T 'NT%!D2-T'!N
!B1E-T'3E !" T#E ST2D4 S-! E -!M AN4 #'ST!%4 E%"!%MAN-E A %A'SA&

%ESEA%-# MET#!D!&!04 A. %ESEA%-# B. T4 ES -. "'E&D /!%. D. DATA -!&&E-T'!N

,.

#2MAN %ES!2%-E DE3E&! MENT:A. E%"!%MAN-E A %A'SA& B. A %A'SA& E%'!D -. MET#!D !" A %A'SA& D. A %A'SA& "EEDBA-. E. EM &!4EE -!-! E%AT'!N ". !3E%3'E/ !" T%A'N'N0 7 DE3E&! MENT "'ND'N0S ANA&4S'S AND 'NTE% %ETAT'!N -!N-&2S'!N AND %E-!MMENDAT'!NS -!M AN4 %!"'&E "A-'&'T4 %!3'DED B4 T#E -!M AN4:A. %!M!T'!NS B. 'N-%EMENT

8. ). 10. 11.

12. 15. 1*. 1+.

T%ANS !%T "A-'&'T4 2N'"!%M -ANTEEN #EA&T# %ET'%EMENT B!N2S S2 E%NN2AT'!N SA&A%4 D'SB2%-EMENT -!N"'DENT'A&'T4 /#!&E T'ME EM &!4MENT -ASE !" #!S 'TA&'SAT'!N E9 ENSES N. 'DENT'T4 -A%D !. #EA&T# SE%3'-E AND NET/!%. SE%3'-E ."AM'&4 DETA'&S &'M'TAT'!NS B'B&'!0%A #4 ANNE92%E

-. D. E. ". 0. #. '. 1. .. &. M.

%E"A-E
The most significant resource of many organi0ations is its people! .uch claim appears in the organi0ation annual report and mission statement/ with changing scenario and increasing competition! The management has reali0ed that sound training programs are needed for the development of the people/ not only for the future growth of the organi0ation! In the recent time it is being observed that the development of management personnel proves to the catalyst for the increased project! The main aim of the training programs must be such that it encourages learning! %esearch methodology included in preparing a 1uestionnaire/ which was calculated among retailer of few cities of ,ttara hand! 2inding and recommendation are based on data collected through the information!

-!% !%ATE %!"'&E !" -!%!NA #A%MA-E2T'-A&S 3T. &TD.

3()%)*A %+&+DI+.3/A pharmaceutical company introduced by group of committed/ dedicated and e4perienced professional join hands with a 5care5 and 51uality5 as their guiding principals! It turned out into a force rec on with 1uality/ availability within the affordable reach of the consumer/ continuous new product development/ manufactured under strict 1uality control and as per .chedule6&/ "!$!)67!&!P guidelines are just a few factors that contributes to our success 3()%)*A3 has mar et e4posure in more than 89 .TAT+. in I*DIA with wide product segment li e Tablets/ (apsule and syrup #)ral -i1uid' )intment/ 7um Paints/ Injectable #-i1uid and Dry Powder' Pharma Profession which is considered may be only ne4t to 7od/ ,ltimately all this hard6wor / dedication and commitment boils down to just one selfish desire of ours

)ur :ision ; &ission

7ood health is the primary goal of any individual/ society or the nation as a whole! (orona is an +thical/ Transparent/ .pirited/ and :ibrant organi0ation with progressive outloo !

The dedicated approach of (orona has made available a range of innovative/ value added/ evidence based products for the ailing patients li e patent :i(ed hepatoprotective anticold ; hepatoprotective pain healing medicines! Therefore (orona3s products have found immediate acceptance by practicing doctors! As a result/ in last five years (orona aroused from ground to s y and has hoisted our flag among top 8<< pharma companies today! In ne4t five years/ we at (orona aim to be among the top =< companies of India! At (orona/ growth is essence of life! -oo ing to last years growth/ our mar et position ; new hori0ons in Indian ; overseas mar ets/ (orona aim to be e1uipped with its dream project at (hangodar/ Ahmedabad/ 7ujarat by year ><88! The project consist of new state of art manufacturing facility that will enable (orona to enter in niche segment li e lyophili0es highly stable hormone ; PPI injections/ % ; D center/ (orporate house/ "arehouse ; Dispatch department spreaded over ?<<< s1! yards of land that has already been ac1uired for the project! The successful completion of this project will ta e us towards the pea of Pharma mountain! Today (orona is bac ed by a dedicated team of over @=< mar eting professionals! This figure will cross =<< just in ><88 as a part of our e4pansion plan! These words sum up the efforts of (orona/ which integrates people/ processes and potential towards the betterment of man ind! "e project that in ne4t five year these efforts will ta e us to achieve our desired goal mentioned below!

)ur Aelief Innovation ; *ovel concept Affordable prices Buality brands Attractive pac aging (ustomer delight "ide spread product availability &edico6mar eting Programme )ur Philosophy Emp(oyee are our biggest asset Attrition is less than @C while industry has more than @<C hence .tress free culture Emp(oyee shou(d be pro:it partner *ovel concept of +6change incentive where people have earned more than = -ac Incentive 560; Mar<eting support .ampling/ (&+/ (onference

"ast de=ision ma<ing (orona :alue .ystem 'ntegrity 7 #onesty "e do what we say ; we say what is right 1ust in Time "e value speed ; 1uic decision! "e believe in Dust in Time concept "e aspire to be on top by settling lofty goals for ourselves -ustomer De(ight "e believe It ta es 8<<< days to ma e customer but ta es just 8 sec to lose "e strongly believe in customer creation ; retention &an Power +4pansion

:ertical 7rowth

(orona Tree

Therapeutic (overage 0astro aediatri= intestina( Aile therapy Anti6 ulcerant Anti6emetic Anti6 diarrhoeal Antacid 6 6 Anti infective *utraceutical (alcium supp! Anti6emetic &ultivitamin6 minerals Iron supple! (ough ; cold

ain mgmt *.AIDs Analgesic Anti6 )steoporotic Anti6infectives Anti6 spasmodic Anti6 hammorageic 6

%espiratory (ough ; cold Anti6 asthamatics Anti6allergic 6 6 6 6

#ormone 7 supp(ements $ormone Inj Progesteron )(P )vluation Induction Infertility supplement Iron ; calcium supple 6

.tate (overage

&ANT %!"'&E
About ,s Products e4porting/ distributing/ manufacturing and supplying of capsules/ li1uids/ pharma products/ pain illers/ analgesics/ en0ymatic syrups !!!

(ompany Profile E>porter ? Manu:a=turer ? /ho(esa(er?Distributor ? Supp(ier Fear +stablished E ><<= Products +4porting/ (apsules/ li1uids/ pharma products/ pain illers/ analgesics/ Distributing/ &anufacturing and E en0ymatic syrups/ cold/ cough syrups/ paracetamol tablets/ .upplying ibuprofen tablets Ausiness Type E (ontact Information -ompany Name Address hone No -onta=t erson Mobi(e -orona harma=euti=a(s @t. &td. G$A.%A *)! H<>/ I G&! &I-+ .T)*+/ *$6IH/ DA.P,% %)AD/ Gashipur 6 >HHI8@/ ,ttara hand/ India 986=9HI6>88@8H &r! .uraj Arora #Director' J989?9IKH?K>>

-ast updated on E >@ Duly ><8< %e(ated produ=ts?ser@i=es :rom other =ompanies %elated Products

Triocid

(efpodo4ime Tablets Ari0yme

Triocid

(efpodo4ime Tablets Ari0yme

:incal

Arill D&% (ough .yrup

+4traclav

+fstat68=<

+4traclav (apsule

Getocona0ole Tablets (iproflo4acin and ,.P ><< mg Tinida0ole Tablets

Alendronate and :it D@ tablets

&alegra#.ildenafil (itrate Tablets 8<< mg'

(alcium (arbonate ; (lo4acilin .odium :itamin D@ Tablets (asules ,.P

(lo4acillin .odium (apsules ,.P

(iproflo4acin Tablets AP

httpELLwww!tradeindia!comL.eller68@<H><86(orona6Pharmaceuticals6Pvt6-td6L

%!1E-T 'NT%!D2-T'!N In every organi0ation it becomes very important to provide training to all wor ers for the development of the organi0ation! Training ; development is the most important part of every organi0ation +very organi0ation needs to have well trained ; e4perienced people to perform the activities that have to be done! If the current or potential job occupant6can meets this re1uirement/ training is not important/ but this is not in the case! It is necessary to raise the s ill levels and increase the versatility and adaptability of employees! Training and Development are the two terms fre1uently used! )n the face of it/ these might not appear any difference between them/ but when a deep thought is given/ there appears some difference between them! The difference between Training and Development may be started thusE6 &EA%N'N0 D'MENS'!N "ho T%A'N'N0 *on6managerial personnel DE3E&! MENT &anagement Personnel

"hat "hy "here

Technical ; mechanical operations .pecific job related purpose .hort term

Theoretical/ conceptual ideas 7eneral nowledge -ong term

Training is a process of learning in a se1uence of programmed behavior! It is application of nowledge! It gives people an awareness of the rules and procedures to guide their behaviour! It attempts to improve their performance on the current job or prepare them for an intended job! De@e(opment is a related process! It covers not only those activities which improve job performance but also those which bring about growth of personality help individuals in the progress towards maturity and actuali0ation of their potential capacities so that they become not only good employees but better man and women! In organi0ational terms/ it is intended to e1uip person to earn promotions and hold greater responsibility! AEmp(oyee Training ; Development are not on(y an a=ti@ity that an organiBation must =ome. 't resour=es to i: it is to maintain <noC(edgeab(e and @a(uab(e Cor<:or=eD.

!B1E-T'3ES !" T#E ST2D4 The organi0ational aims of management training are to secure the following valuable resultsE To import new imprint the basic nowledge ; s ills they need for nowledge ; intelligent performance! To access employment function more effectively in their present position e4posing them to the latest concept information ; techni1ues ; developing the s ills! They will need in their particular field! To build up a second line of competent person ; prepare them to occupy more responsible position! To import education for the purpose of meeting ; training needs of co6operation which deals manly with the public!

S-! E
Training is the corner stone of sound management/ for it ma es employees more effective it is actively and intimately connected with all the personnel or managerial activities! It is an integral part of the whole management program/ with all its many activities functionally interrelated! There is an ever present need for training man so that new and changed techni1ues may be ta en advantage of and improvements affected in the old methods which are inefficient! Training is a practical and vital necessity because/ aspect from the other advantages it enables employees to develop and rise within the organi0ation/ and increase their mar et value/ earning power and job security it enables management to resolve sources of friction arising from parochialism/ to bring home to the employees the fact that the management is not divisible! It modules the employees attitudes and helps them to achieve to better co6operation with the company and a great loyalty to it! Training more over heightens the moral f the employees/ for it/ helps in reducing dissatisfaction/ complaints/ therefore wastage and spoilage are lessened/ and the need for constant supervision is reduced! The scope of training has been e4pressed in these wordsE Training is widely e4pected problem solving device! In deed our national superiority in man power productivity can be attributed in no small measure to the success of our educational and industrial training programs! This success has been achieved by a tendency in many 1uarters to regard training as a panacea!

%ESEA%-# MAT#ED!&!04 It is a careful investigation or in1uires especially few searches for new area in any part of nowledge! %esearch as the manipulation of than s concepts or symbols for the purpose of generali0ing to e4tend correct or verify! Gnowledge whether that nowledge adds construction of theory or in the purchases of an art! %esearch refer to the systematic method consisting of enunciating the problem formulating hypothesis/ collecting the facts of data analy0ing the facts reaching certain conclusion either in the form or solutions towards to the concern problem in certain generali0ation for some theoretical formulation! %esearch methodology related withE6 2ield wor Data collection "ie(d /or<: - During my training period I was re1uired the survey .,%FA only! During my training information about training program is provided by training department and information about development of .,%FA %).$A*I -td! if provided by different departments of .,%FA %).$A*I -td! ! Data -o((e=tion: - Data is a research tool/ which is used for research wor ! To do my wor I have used primary data collection! .econdary data collection is also used me but primary data collection is more beneficial for me in completing my summer training!

'NT%!D2-T'!N

!" -!%!NA #A%. 3T &TD

.AS#' 2% E2D#AM S'N0# NA0A%F

"ith an effort of corporate visionary &r!A!D!A77A%"A- along with &r! %!D!P A77A%"A-/ the company started in 89I@ at Aahadurgarh as a manufactrurer of .T++-/PIP+. A*D T,A+. under the banner of P%AGA.$ -TD! Through the constant e4pansion the companhy/ has emerged as a finding manufacturer of blac ; galvani0ed steel popes! Its manufactruring high tue added could roll formed section and precision tubes! "hich it a uni1ue product range in niehe areas! Diversification in to lighting product in 89?H lead to change in the name of company to .,%FA

%).$*I -TD! "hen the company set up a most modern lamp factory of fluorescent tube lampas on revolutionary hydro based coating technology in technical collaboration with 7+( -TD )2 ,!G!/ It as spurred the growth of the company at a faster pace! The lighting division of .,%FA %).$*I -TD!is second largest company in the light source in industry in I*DIA and among the top ten in the world of lighting trade! The lighting unit at GA.$IP,%/which started in 89?=6?K in the largest lighting factory in India producing 2-ourescent tube lamp/7-. lamp/ $igh pressure sodium up gradation! The cashier factory also AsiaMs largest drawing line!

The second lighting &alnpur/ &adhya Pradesh which went on stream in 899@/manufacturers 2luorescent tube lamp/7-. lamp and also energy efficient auto halogen lamp and is emerging as one of the largest lighting factoriesd in India! .,%FA product the highest 1uantity of tube light in India/ which is around >K6lac unit per month as capable of unloading 8<< lac ubnit per mo nth and is capable of unloading 8<< lac unit!!7-. lamp per month in the mar et place! +ach and prodct it delivers in the mar et place is product in the factory is I.) 9<<> 8H<<8 ;)$.A. 8?<<8 certified!

Surya %oshni 7 %eGui(ar(y (arge =onsignment *2 =ountries around the g(oba(.

rodu=t %ange 2luorescent Tube light! Incandescent lamps $igh pressure mercury vapors lamps! 886H Auto lamp 886@ Auto lamp 7-. lamp Dichotic lamp +nergy efficient lamps 7lass shell for fluorescent tube lamps! 7lass shell for 7-. lamps +4haust tube 2ilament 2or 7-. lamps Tungstem wire 2luorescent powder &oly wire Aurner for mercury vapor lamps!

ST%EN0#S !" T#E S2%4A %!S#N' &TD.

%eceived the I.) 9<<> international certification from the bureau of Indian standards for the ashipur lighting factory in Dec 899@! %ecipient of the .afety Award from seven years! The laboratory of the ashipur plant is the only laboratory in India by the Deptt of science and technology 7ovt of India! The largest manufacturer of flurescent Tube in the country! -argest e4port of slim lite tube lamps -arge range of Product 7oodwill of the company $igh brand value "orld class technology $igh motivivated personal *ation wide dealer netor (onstant monitoring of consumer need sand change in their preference -ast the vision of grownt with made surya a mar et neader in the lighting industry in India!

2rom Two plants6 GA.$IP,% and &A-A*P,% Distributes 2rom @H branches throughout India It has distribution networ of =<<< dealers $andover to the housewives6.hopping bas et brom near K=<<< retail shop at every cornet of India! .urya sales %evenue growing at 8<<C every @ year too! The tempo of active is rising from year to within a period of >< years from the inception of the lighting division in 89?H! .,%FA %).$*I -TD! $as established itself as a complete company with a mar et share of >=C! It 2T#2luorescent tube lamp' 8<C in 7-. lamp 8=C in critical components namely glass shell for both 7-. ; 2TI and 2luorescent powder! 0&!B&E %ESEN-E: The hallmar in todayMs competitive mar et is globle presence! Today surya finds itself in HK countries and is in direct competition with world famous manufacturers! ItMs brands name is available at some of the world best outlets! .urya is the only lighting company to get the prestigious (+ mar on its 7-. cate gory for meeting +B. #+uropean Buality standerds'!The (+ mar is mandatory for companies to enter the +uropean mar et! The company has

also received other international approvals such as .AAA #.outh Africa Aureau of standards ' and shri lan an Aureau of standardsN

-2%%ENT S2%4A E9 !%TS T! T#E "!&&!/

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SEN'!% MANA0E% MANA0E% DE 2T4 MANA0E% ASS'STANT MANA0E%

S#'"T 'N-#A%0E S2 E%3'S!% /!%.MAN

HUMAN RESOURCE DEVELOPMENT

E%"!%MAN-E A %A'SA&
er:orman=e Appraisa( is a pro=ess o: assessing summariBing and de@e(oping the Cor< per:orman=e o: an emp(oyee. 't is the systemati= e@a(uation o: the indi@idua( Cith respe=t to his per:orman=e :or de@e(opment.

/hat is er:orman=e Appraisa(H

er:orman=e is an e>pressions that des=ribe Athe (e@e( o: e::e=ti@eness used to per:orm a Iob e>a=t(y as =(ose(y as des=ribedD. Appraisa( Ais a method :or measuring and assessing per:orman=e o: peop(e on a spe=i:i= timeD.

/hy er:orman=e Appraisa(H

er:orman=e Appraisa( is a @ehi=(e to: 3a(idate and re:ine organisationa( a=tions Ee.g. se(e=tionJ trainingF. ro@ide :eedba=< to emp(oyee Cith anon impro@ing :uture per:orman=e.

!B1E-T'3E !" T#E E%"!%MAN-E A %A'SA&

er:orman=e Appraisa( system =an ser@e the :o((oCing purposes: To enab(e ea=h emp(oyee to understand his ro(e better and be=ome more e::e=ti@e on the Iob. To understand his oCn strengths and Cea<ness Cith respe=t to his ro(e in the organiBation. To identi:y the de@e(opment needs o: ea=h emp(oyee. To impro@e re(ationship betCeen the superior and the subordinate through the rea(iBation that ea=h is dependent on the other :or good per:orman=e and su==ess. To ser@e as me=hanisms :or impro@ing =ommuni=ation betCeen the superior and his subordinates.

 To pro@ide an opportunity to the emp(oyee :or introspe=tionJ se(: e@a(uation and goa( setting so that he remains on the path o: de@e(opment. -ompany =onsiders its #uman %esour=e as the most @a(uab(e resour=e :or its groCth. 'n (ine Cith this surya roshni (td.is =ommitted to pro@ide opportunities to its emp(oyees :or their persona( de@e(opment. !ne o: the instruments used to a=hie@e the abo@e obIe=ti@e is per:orman=e appraisa(. er:orman=e appraisa( see<s to a=hie@e the :o((oCing: 1. To set rea(isti= and =ha((enging targets?<ey er:orman=e Area on annua( basis :or the indi@idua(. 2. To assess emp(oyeeKs per:orman=e based on persona( attributesJ Iob per:ormed targets a=hie@ed?spe=i:i= a=hie@ement. 5. To assess the strengthsJ Cea<nesses and potentia( o" the Emp(oyee. *. er:orman=e based reCard in terms o: in=rement and romotion et=.

%A'SA& E%'!D:

Appraisa( period is :rom Apri( to Mar=h. E@ery emp(oyee is appraised at the end o: the appraisa( period. Emp(oyees Ioining during appraisa( period are appraised on =omp(etion o: their one year ser@i=e and emp(oyees Ioining a:ter Mar=h are appraised in ne>t appraisa(. MET#!D !" A %A'SA&:

The emp(oyees per:orman=e is appraised by the Department 7 Se=tiona( heads in =onsu(tation Cith his immediate super@isor on persona( attributes Iob per:ormed targets a=hie@ed?spe=i:i= a=hie@ement. "ina((y the appraisa( is re@ieCed and appro@ed by the re@ieC =ommittee to ensure uni:ormity and obIe=ti@ity.

%A'SA& MET#!D L MMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM L L T%D'T'!NA& MET#!D M!DE%N MET#!D -0raphi= %ating S=a(es - Beha@ior %ating S=a(es - %an<ing Method - Management by !bIe=ti@es - aired -omparison Method - "or=ed Distribution Method - -he=<(ist Method - -riti=a( Method - Essay Appraisa( - Annua( -on:identia( %eport

E%"!%MAN-E A

T%AD'T'!NA& MET#!DS 1. 0raphi= %ating S=a(es 0raphi= rating s=a(es =ompare indi@idua( per:orman=e to an abso(ute standard. 'n this methodJ Iudgments about per:orman=e are re=orded on a s=a(e. This is the o(dest and Cide(y used te=hniGue. This method is a(so <noCn as (iner rating s=a(e or simp(e rating s=a(e. 2. %an<ing Method 2nder this method the emp(oyee are ran<ed :rom best to Corst on some =hara=teristi=s. The rater :irst :inds the emp(oyees Cith the highest per:orman=e and the emp(oyees Cith the (oCest per:orman=e

in that parti=u(ar Iob =ategory and rates the :ormer as the best and (atter as the poores.Then the rater se(e=ts the ne>t highest and ne>t (oCest and so on unti( he rates a(( the emp(oyees in that group. 5. aired -omparison Method 2nder this methodJ the appraiser ran<s the emp(oyees by =omparing one emp(oyee Cith a(( other emp(oyees in the groupJ one at a time this method resu(ts in ea=h emp(oyee being gi@en a positi@e =omparison tota( and a =ertain per=entage o: the tota( positi@e e@a(uation. *. "or=ed Distribution Method "or=ed distribution method is de@e(oped to pre@ent the raters :orm rating too high or too (oC. 2nder this methodJ the rater a:ter assigning the points to the per:orman=e o: ea=h emp(oyee has to distribute his ratings in a pattern to =on:orm to norma( :reGuen=y distribution.

1. -he=<(ist Methods The =he=<(ist is a simp(e rating te=hniGue in Chi=h the super@isor is gi@en a (ist o: statement or Cords and as<ed to =he=< statements representing the =hara=teristi=s and per:orman=e o: ea=h emp(oyee. There are three types o: =he=<(ist methodsJ @iB.J simp(e =he=<(istJ Ceighted =he=<(ist and :or=ed =he=<(ist =hoi=e method. 2. -riti=a( Method 2nder this methodJ the super@isor =ontinuous(y re=ords the =riti=a( in=idents o: the emp(oyee per:orman=e or beha@ior re(ating to a((

=hara=teristi=s Eboth positi@e and negati@eF in a spe=ia((y designed note boo<. The super@isor rates the per:orman=e o: his subordinates on the basis o: the notes ta<en by him. ,. Essay o: "ree "rom Appraisa( The method reGuires the manager to Crite essay des=ribing ea=h emp(oyeeKs per:orman=e during the rating period. This :ormat emphasis e@a(uation o: o@era(( per:orman=e based on the strength?Cea<ness o: the emp(oyeesKK per:orman=eJ rather then spe=i:i= Iob dimensions. 8. Annua( -on:identia( %eports EA-%F Assessing the emp(oyeesK per:orman=e =on:identia((y is a method o: per:orman=e appraisa(. 2nder this methodJ super@isor appraises the per:orman=e o: his subordinates based on his obser@ationsJ Iudgements and institutions. The super@isor does not a((oC the emp(oyee to <noC the report and his per:orman=e.

M!DE%N MET#!D
1. Beha@iora((y %ating S=a(es EBS%F The Beha@iora((y %ating S=a(es EBS%F method =ombines e(ements o: the traditiona( rating s=a(e and =riti=a( in=idents methods. 2sing B%SJ Iob beha@iors :rom =riti=a( in=idents- e::e=ti@e and ine::e=ti@e beha@iors are des=ribed more obIe=ti@e(y. The method emp(oyees indi@idua( Cho are :ami(iar Cith a parti=u(ar Iob to identi:y its maIor =omponents. They then ran< and @a(idate spe=i:i=s beha@iors :or ea=h i: the =omponents.

2. Management by !bIe=ti@es The =on=ept o: management by obIe=ti@es Cas ad@an=ed by eter ". Drun<er Cay ba=< in 1)+*. 0enera((yJ the MB! pro=ess is underta<en a(ong the :o((oCing (ines: The subordinate and superior Ioint(y determine goa(s to be a==omp(ished during the appraisa( period and Chat (e@e( o: per:orman=e is ne=essary :or the subordinate to satis:a=tory a=hie@e spe=i:i= goa(s. During the appraisa( periods the subordinates update and a(ter goa(s as ne=essary due to =hanges in the business en@ironment.

560 DE0%EE A

%A'SA&S

560 Degree Appraisa( is basi=a((y Mu(ti-%ater Appraisa( and "eedba=< SystemJ Chere an indi@idua( is assessed by a number o: assesses in=(uding superiorJ subordinatesJ peersJ interna( =ustomer and e>terna( =ustomers. 'n this system a =andidate is assessed periodi=a((y norma( on=e a year but some times e@en ha(: year(y. !bIe=ti@es o: 560 Degree "eedba=< 't is possib(e to aim at the :o((oCing through 560 degree: 'nsights into the strong and Cea< areas o: the =andidate in terms o: e::e=ti@e per:orman=e o: ro(es. 'denti:i=ation o: de@e(opment needs and preparing de@e(opment p(ans more obIe=ti@e(y. Data generation to ser@es as a more obIe=ti@es :or reCards and other persona( de=isions. %ein:or=ement o: other =hange organisation dire=ted inter@entions. management e::orts and

Basis :or per:orman=e (in<ed pay or per:orman=es reCardsJ A(ignments o: indi@idua( and group goa(s Cith organiBationa( @isionJ @a(ues and goa(s. Basis o: 560 Degree Assessment #e(ps in -u(ture Bui(ding &eadership De@e(opment otentia( Appraisa( and De@e(opment

 -areer (anning and De@e(opment Team Bui(ding (anning 'nterna( =ustomer satis:a=tion impro@ement measures

%o(e =(ari:y and in=reased a==ountabi(ities Ad@antages o: 560 Degree "eedba=< 't is more obIe=ti@e then a one person assessment o: traits and Gua(ities. 't adds obIe=ti@ity and supp(ements the traditiona( appraisa( system. 't pro@ides norma((y more a==eptab(e :eedba=< to emp(oyees. 't =an ser@e a(( the purpose ser@ed by the traditiona( appraisa( system (i<e identi:ying the de@e(opments needsJ reCard managementsJ per:orman=e de@e(opments et=.

't he(ps :o=us or interna( =ustomer satis:a=tion. 't has the potentia( o: pointing out the super@isory biases in the traditiona( appraisa( system. 't is a good too(s :or enhan=ing =ustomer ser@i=es and Gua(ity inputs and ser@i=es to interna( =ustomersK . 't pro@ides s=ope :or the =andidate to get mu(tip(e inputs to impro@e his ro(e per:orman=eJ sty(es and ideas and enhan=es the a==eptabi(ity o: the indi@idua(. 't is parti=ipati@e and enhan=e the Gua(ity o: #% de=isions.

%A'SA& "EEDBA-.:

The appraisal is being discussed with the employee by the appraisal to give the employee feedbac about his performance/ strength and wea ness! +mployee is also suggested area of consolidation and improvement!

EM &!4EE -!! E%AT'!N: The appraisal is being discussed with the employee by the appraisal to give the employee feedbac about his performance/ strength and wea ness! +mployee is also suggested area of consolidation and improvement!

!@er@ieC o: training 7 de@e(opment +4ecutive talent in the most important assets of the organi0ation it is not shown on the corporate balance sheet / but it influence appreciably the growth progress profits and share values than any other corporate assets! &anagerial assets are not costly to ac1uire! It is a low cost resource with a high profit potential! Top management should give more thought and care to the ac1uisition maintenance and growth of men and women who possess managerial talent and caliber than the thought and care given to planning and development of plant or a product! *o modern business can continue be successful without planned attention to the growth and development of its managerial staff! It is due to the unbelievably rapid e4pansion of technology demanding numerous speciali0ed and 1ualified employees to manage comple4 sophisticated and dynamic business!

!N T#E 1!B T%A'N'N0 :irtually every employee/ from the cler to company president/ gets some on Othe6job6training/ when he joins a firm! +mployee are coached and instructed by s illed co6wor ers/ by supervisors/ by the special training instructors! They learn the job by personal observation and practice as well as occasionally handling it! It is learning by doing/ and it is most useful for jobs that are either difficult to stimulate or can be learned 1uic ly by watching and doing! There are a variety of )DT methods/ such as coaching or understudyN job rotationN and special assignments! ,nder coaching or understudy method #which is also nown as PinternshipM and PapprenticeshipM method' the employee is trained on the job by his immediate superior! PInternshipM is usually applied to managerial personnel and provides wide variety of job e4perience/ often involving job rotation/ or an assistant to type of position! PApprenticeshipM is generally used to impact s ills re1uiring long periods of practice as found in trade/ crafts and other technical fields! In job rotation/ a management trainee is made to move from job to job at certain intervals! The jobs vary in content!

!"" T#E 1!B T%A'N'N0 )ff the job training simply means that training is not a part of everyday job activity! The actual location may be in the company or in place which are owned by the company or in the company or in placed which are owned by the company or in universities or associations which have no connection with the company! )ff the job training may be based on seminar or team discussion or programmed discussion! In ()%)*A P$A%&A(+,TI(A-. mostly off the job training is provided! 2or this/ company provides a training program to the employee according to this program/ they wor ! During their wor ing/ ()%)*A also provides on the job training! This is very necessary method of training employees in the s ills essential for acceptable for job performance!

2% !SE 7 !BE-T'3ES !" MENA0EMENT DE3E&! MENT +4ecutive development is an attempt at improving an individualMs managerial effectiveness through a planned ; deliberate process of learning! All development is self development! It must be generated with in the man himself! Any activity to design to improve the performance of e4isting managers to meet future organi0ational needs is management development!

The change in the individuals must ta e place in those crucial areas which can be considered as output variablesE i! ii! iii! iv! v! Gnowledge change Attitude change Aehaviour change Performance change +nd operational results

The success of development efforts upon the following imputesE TraineeMs personal characteristics/ such as his intelligence ; motivation to learn! ii! $is actual learning efforts! The organi0ational aims to management development are to secure the following valuables resultsE i!

Improvement in technical performance! Improvement in supervision ; leadership as each level! Improvement in international departmental co6operation! $ighlighting an individualMs wea ness! Attracting good menN 2acilitating sound! +nsuring that the 1ualifications of ey personnel become better nown!

(reating reserve in management ran s! &a ing an organi0ational more fle4ible by an increased versatility of itMs members! Improving organi0ational structure! Geeping the company at least of technical ; economic condition! Aroadening ey men in the middle case! In sum/ management development aims at securing management improved in the short run! The department of Industry Administration ; Ausiness management/ Delhi ,niversity! Delhi is of the view that management objectives should beE 8! To create an understanding of the methods ; problems of management! >! To enable candidates to understand the problem of business! )rgani0ation is so far as they arise out of this policies and system of control! @! To indicate how to apply to practical problems the nowledge of the physical and social aspects of business problems and management! )n the another basis the objectives of management development areE

8! To develop managers to perform better on their present assignmentsN to prepare them for higher assignmentN to prepare them for higher assignment! >! To provide a steady source of competent persons at all level to meet future organi0ational needs! @! To help them grow fast! H! To prevent obsolescence of managers! =! To replace elderly e4ecutives/ who have risen from the ran s/ by highly competent ; academically 1ualified processionals ; to create conditions/ which contribute to the growth process! *othing/ the practices in the ,!.!A! Prof! A!Das 7upta has given the level wise objectives of the management development this!

EAF T! MANA0EMENT: 1. To improve thought processes and of analytical ability in order to uncover and e4amine problems and ta e decisions in the best interests of the country! 2. To border the outloo of the e4ecutive in regard to his position and responsibilities in the organi0ation and outside! 3. To thin through problems which may come front the organi0ation now or in the future! EBF M'DD&E &E3E& MANA0EMENT: 2. To establish a clear picture of e4ecutive function and responsibilities! 3. To bring out an awareness of the broad aspect of management problem and an ac1uaintance of inter6departmental relations! 4. To develop the ability to analy0e problems and to ta e appropriate action! 5. To develop familiarity with the managerial uses of financial accounting psychology/ business law and business statistics! 6. To inculcate nowledge of human motivation and human relationship! 7. To develop responsible leadership!

E-F M'DD&E "2N-T'!NA& 7 S E-'A&'ST'-: 3. To increase nowledge of business functions ; operations in specified fields in mar eting/ production/ finance/ personnel! 4. To bring about an awareness of the broad aspects of management problems and an ac1uaintance with and appreciation of inter6departmental relations! 5. To develop familiarity with the managerial uses of financial accounting/ psychology/ business law and business statistics! 6. To inculcate nowledge of human motivation and human relationships! 7. To develop responsible leadership!

-!M AN 4 %!"'&E

"A-'&'T4 %!3'DED

B4 T#E -!M AN4

%!M!T'!NS: If an employee has shown the abilities/ he may be considered for promotion/ providedN

$is current job content has increased! $is performance is good or better and he meets the %e1uirements of higher position! $e is doing job of a higher level! There are vacant positions in the organi0ations!

'N-%EMENT: *ormal increment date is 8st Duly new employees joining between 8st Duly to @8st &arch are given their first increment on completion of one year and ne4t increment is given from Duly on prorate basis! The employees joining between 8st Duly to @<th june are given their first increment from ne4t 8st Duly! The amount of increment depends on the performance of individual in his gradeLcategory and department! T%ANS !%T "A-'&'T4:

The company employees are staying in the city which is about 8> m! from the company! Although it is e4pected that the employees report for duty in time on their own welfare measures the company has made arrangement of buses from Gashipur and vice6versa in P7M shift and other shifts at the nominal changes which are %s! @<L6 per month! 2N'"!%M: The employee up to -evel6=#"or ers' are being provided uniforms i!e! > shifts and one pair of safety shoes oneMs in a year on 8 st Danuary and they are supposed to come in uniform! The employees who are doing field job are also provided rain coats and gum boots once in five year! -ANTEEN: The company has made a provision of canteen for providing tea/ snac s/ meal etc! to the employees at subsidi0ed rates! -unch and Dinner is served at wor place to shift employees! Aoo ing of lunch ; Dinner is re1uired to be done by 8<E@< am and IE<< pm respectively in 7eneral shift/ employees are served lunch in canteen during <8E<< to 8<E<< pm! Tea and .nac s are sold at specified time and points in plant through the persons! +mployee is re1uired to buy coupon in advance from canteen to avoid of change at distribution points!

#EA&T#: $ealth is very important not only for employee but for company as well! +ven appointment of employee is subject to his being found and remaining medically fit! &edical chec up is being carried out by companyMs doctor! +mployees are e4pected to ta e all preventive steps to maintain a good health!

%e=ruitment

%e=ruitment re:ers to the pro=ess o: s=reeningJ and se(e=ting Gua(i:ied peop(e :or a Iob at an organiBation or :irmJ or :or a @a=an=y in a @o(unteer-based organiBation or =ommunity group. /hi(e genera(ist managers or administrators =an underta<e some =omponents o: the re=ruitment pro=essJ midand (arge-siBe organiBations and

=ompanies o:ten retain pro:essiona( re=ruiters or outsour=e some o: the pro=ess to re=ruitment agen=ies. E>terna( re=ruitment is the pro=ess o: attra=ting and se(e=ting emp(oyees :rom outside the organiBation.

The aims o: re=ruitment

The o@era(( aim is Ato obtain at minimum =ost the number and Gua(ity o: emp(oyees reGuired to satis:y the human resour=e needs o: the =ompanyD The aims o: re=ruitment are: To obtain a poo( o: suitab(e =andidates :or @a=ant posts

To use and be seen to use a :air pro=ess

To ensure that a(( re=ruitment a=ti@ities =ontribute to =ompany goa(s and a desirab(e =ompany image To =ondu=t re=ruitment a=ti@ities in an e::i=ient and =oste::e=ti@e manner

2ndesirab(e =onseGuen=es o: poor re=ruitment

oor re=ruitment =hoi=es Ei.e.J poor person-Iob :i tF =an ha@e a range o: undesirab(e =onseGuen=es :or the organisation and the Cor<er in=(uding: #igher rates o: turno@er %edu=ed per:orman=e e::e=ti@eness &oCered Iob satis:a=tion %edu=ed Cor< moti@ation.

%ET'%EMENT: %etirement age of an employee is =? years! B!N2S The employee including trainees whose salary #Aasic and DA ' is %s! @=<<L6 or eligible payment of bonus Q ><C under payments of bonus act the ma4imum amount is calculated at %s! >=<<L6 the employee who drawing above %s! >=<<L6 shall be paid bonus at %s! >=<<L6 the employee of level I and below whose salary is above @=<<L6 pm and are covered under superannuation scheme are also paid e4creta subject to ma4imum amount being paidLpayable under bonus act to the eligible employees !

S2 E%NN2AT'!N The employees of level ? and above whose salary is above %s! @=<<L6 pm and covered under the payment of Aonus Act are covered

under the superannuation scheme! ,nder the scheme the company contributes Q8<C of basic salary for the employees in level ?68< and Q8= C for the employees in -evel 8868H! The account is being deposited with .urya .uperannuation fund turn has ta en from -I(! ,nder the scheme the employees is eligible for the monthly pension after employee death for unsaved period #date of death of retirement' subject to minimum of %s! @!<<< -acs!

SA&A%4 D'SB2%-EMENT The salary of employee is being deposited in the ban account of the employees i!e! state ban of India/ Gashipur and ban of Aaroda by I th in the month accordingly the employee is advised to open the ban account in any of these Aan s the employers who are not able to open account due to some circumstances are being paid their salary in cash by accounts department on the Ith month or earlier day if the Ith holiday! Term of employment specially agreed in case of an individual before or after joining shall supersede the above terms of employment! )n joining trainees and apprentices are given their syllabus and training schedule! +very apprentice or trainee is attached to one guideLtutor! Trainee and apprentices are re1uired to maintain a dairy! Performance and progress of trainees and apprentice is reviewed 1uarterly by their immediate supervisorLguide and deptt! L section head by way of personal interview! During the interview/ trainees and apprentices are being appraised about their performance! )n successful completion of training and subject to availability of vacancy the traineesL apprentices may be offered regular employment!

-!N"'DENT'A&'T4

Aesides the employees/ .,%FA %).$*I -TD!other assets are nown how L processL technologies being hired on indigenously developed confidential business data and the physical assets therefore / it is not e4pected from the employee to disclose any information in any authori0ed person! /#!&E T'ME EM &!4MENT Aeing a full time employee of the company / employee is not permitted to ta e either part time or full time employment or engage in any other tradeL businessLprofession during the employment including the period of leave!

ASE !" #!S 'TA&'SAT'!N E9 ENSES: +mployee immediately on hospitali0ation with the following information E *ame of employee +mployee code name *ame of the patient Partnership with the employee *ame ; address of the hospital *ame of doctor Date of admission +4pected date of discharge Appro4imate e4penses

Photocopy of all the documents before sending the same for processing! .end all the documents with in @< days of discharge from the hospital #Delay if any should be informed with in @< days to get prior section from the insurance company'! Documents should be properly numbered tagged or staple! All documents along with the > completed forms! All the data is to be filled up clearly in capital letters!

'DENT'T4 -A%D: Identity card shall be provided to every beneficiary which will give access to the hospitals of %oyal .undram Alliance Insurance co! -td!

#EA&T# SE%3'-E AND NET/!%. SE%3'-E: It is created access to a networ of provides consisting of reputed $ospital during homes etc! networ hospital nursing home etc! the advantage of cashless service has been processed! "AM'&4 DETA'&S Information of any change in particular of family members must be informed immediately by employee to personal department so as to update the employee family under the policy pension and death insurance respectively under the scheme!

"'ND'N0S

"'ND'N0S Training plays a very important role in the organi0ation! It results in the better production which really helpful in providing a good output to the customer! .urya %oshni -td! is producing lighting/ which is used various material tangaste flament/niohen etc! They are providing training to their employee how handle a customer it is very important to satisfied to the customer because customer is the bac bone of the organi0ation! .o we can say training is very important for the development of the organi0ation! 2or the development of the organi0ation each ; every department plays a very important role! Different department in the .urya %oshni ltd! li e human resource/ fiancR/ mar eting these all department plays a vital role in organi0ation! Thus role of training ; development is a very important part for the development of the .urya %oshni -td!!! "ritten test of training programme is ey factor but before training programme these are some which a discipline wor is selected! Training should be at least 8? ; minimum age >K! +ducation should be at least ?th pass then heSshe can understand all information can also! All information about family should be ta en! *o problem should be come in future! )nly unemployed person should be selected! )ther mill can has to face a big loss!

 Information about source of wor er ; chec ing is necessary! "or ers of some family should not be selected otherwise chances of live can ta e place! Buestion about his family can be as ed ; 1uestion his school day can be as ed! "or ers should be physically chec ed! "ea body are not suitable hard wor ing! During selection his figure/ hand should be chec ed! $e should be fit for the wor physically! Buestion about different colour should be as ed! (olour blindness should be chec ed other wise he can mi4 different material in department! D2%'N0 T%A'N'N0E6 8' Time of coming is before @< minutes of shift by which chances of loss can decreased! >' 2ull information about department should be provided behaviour with top level members this information is also given @' Permission for toilet / water ; as on should be ta en from seniors H' Information about all member should given ; their name ; department etc! should also be provided =' 2or which department / wor er is selected / name of that department its machine / part ; its wor ; other information should be provided After hisSher information of training room should be given practically K' Information about good 1uality of telephone service I' "hat are the advantage of good 1uality ?' Age of machinery can be increased by cleaning 9' &achine of materiel DE3E&! MENT !" -!M AN4

2or the development of a company! +ach ; every department is responsible! All departments play a ey role in the development of a organi0ation TFP+ D+PA%T&+*T )2 DI22%+*T D+:+-)P&+*T )2 A ()&PA*F 8! ADM'N'ST%'!N Administration department comes under two levels! In this department all Directors and all chairman comes All important decision is ta en in the company n this department! To burden the outloo of the e4ecutive! To thin through problems which may come front the organi0ation now or in the future! >! "'NAN-E DE A%TMENTE In the finance department finance manger plays a very ey role $e manage all the financing activates of the company

@E SA&ES MA%.ET'N0 DE A%TMENT: .ales and mar eting department with the sales and mar eting of production! (hec ing of raw materiel ; which output is done under this department! .ales manager ; mar eting manager plays a very important role

*:ST!%EE0ENE%A&F .tore related with 1uantity of raw materiel stored ; according to which how much product should be done

+: E%S!NA&NT'ME !""'-E Personal management related withE &anagement principle )rgani0ational behaviour -abouer welfare Industrial relation ; legislation! -abour legislation! 6:/!%. -2&T2%E: Attitude ; behaviour wor ing style of employee depend on wor ing and thin ing Traditions 2amily bac ground Edu=ation impa=t o: so=ietyJ Training 7 De@e(opment.

DE3E&! MENT

Physical

&ental Decline the attitude Decline in value of life Decline in union leadership

.piritual

ANA4S'S 7 'NTE% %ETAT'!N

ANA4S'S 7 'NTE% %ETAT'!N Ouestion 1 - er:orman=e Appraisa( is an important too(s :or romotion and de@e(opment o: emp(oyees in -!%!NA #A%MA-E2T'-A&S 3T &TD.
%esponse Agree Agree to Some E>tent Disagree No. o: %esponse ** 1) P o: %esponse 6,.6) 2).25

5.0,

80 70 60 50 40 30 20 10 0 Agree Agree to Disagree Some Extent

Series1 Series2

'nterpretation Q
2rom the graph/ it is clear that Performance Appraisal meets its )bjective of assessment for job promotion and development of employees!

Ouestion 2 - er:orman=e Appraisa( strengthen the re(ationship betCeen super@isor and sub-ordinates.

%esponse Agree Agree to Some E>tent Disagree

50 40 30 20 10 0

No. o: %esponse 2) 2,

P o: %esponse **.61 *1.+5

)
44.61 29

15.8*

41.53 27 9 13.84 Series1 Series2

Agree

Agree to Some Extent

Disagree

'nterpretation It was fund out that employeeMs feel that Performance Appraisal system helps in improving the relation between supervisors ; subordinates!

Ouestion 5 er:orman=e Appraisa( system in -!%!NA #A%MA-E2T'-A&S 3T &TD. is transparentJ :air and Ce(( =ommuni=ated.

%esponse Agree Agree to Some E>tent Disagree

No.o: %esponse 21 50

P o: %esponse 52.50 *6.1+

1*

21.+5

50 40 30 20 10 0 Agree 32.3 21

46.15 30 21.53 14
Series1 Series2

Agree to Some Extent

Disagree

'nterpretation -

Ay transparent/ fair ; well communicated it means that the Performance Appraisal .ystem is through with the employees ; they get to now the feedbac from time to time in a fair ; well transparent manner! The responses show that employees are agree to e4tent!

Ouestion * er:orman=e Appraisa( System Cor< pro=ess Guantitati@e(y and Gua(itati@e(y.

%esponse Agree Agree to Some E>tent Disagree No. o: %esponse 2) 2* 12 P o: %esponse **.61 56.61 18.*6

50 40 30 20 10 0

44.61 36.61 29 24 18.46 12 Series1 Series2

Agree

Agree to Some Extent

Disagree

'nterpretation Q

According to this it suggests that the subjective as well as the objective both the factors are ta en into consideration! The performance of any employee cannot be measured merely in terms of number as a 1ualitative judgments is also re1uired fro this! $ere almost all the employees are agree that performance monitors most 1uantitatively ; 1ualitatively!

Ouestion + Q /age remuneration shou(d made on basis o: er:orman=e Appraisa(.

%esponse Agree Agree to Some E>tent Disagree

No. o: %esponse 10 18

P o: %esponse 1+.58 2,.6)

5,
56.92 37 15.38 10 27.69 18 Series1 Series2

+6.)2

60 50 40 30 20 10 0

Agree

Agree to Some Extent

Disagree

'nterpretation Q
7reat variation has seen in this part! 8=!@? C employees agreed upon this while =K!9> C employees disagreed upon that wage decision should be made on basis of Performance Appraisal!

Ouestion 6 - %ather than e@a(uation by =ontro((ing o::i=erJ it shou(d be 560 Degree Appraisa( System.

%esponse Agree Agree to Some E>tent Disagree

No. o: %esponse 5* 16

P o: %esponse +2.50 2*.61

1+

25.0,

60 50 40 30 20 10 0

52.3 34 24.61 16 23.07 15 Series1 Series2

Agree

Agree to Some Extent

Disagree

'nterpretation Q
There is very strong demand towards the need for an appraisal system that uses @K< degree approach! &ore then =>C people feel that @K< degree should be present there to judge the performance!

Ouestion , - The present er:orman=e Appraisa( System =reates moti@ation to impro@e per:orman=e.
%esponse Agree Agree to Some E>tent Disagree No. o: %esponse 5* 18 P o: %esponse +2.50 2,.6)

15

20

60 50 40 30 20 10 0 34

52.3

27.69 18 20 13

Series1 Series2

Agree

Agree to Some Extent

Disagree

'nterpretation Q
&ost of the respondents to the fact that PA. creates motivation to improve performance!

Buestion ? 6

Is there any necessary of Performance Appraisal system in ()%)*A P$A%&A(+,TI(A-. P:T -TD!T

%esponse 4es No

No. o: %esponse +) 6

P o: %esponse )0.,6 ).25

10 8 6 4 2 0 1 2 6 Yes

9.23 No

'nterpretation Q

A large no! of respondents feels that PA. should be there in .,%FA %).$*I -TD!

-!N-&2S'!N 7 %E-!MMENDAT'!N
-!N-&2S'!NS In conclusion/ it may be said that training ; development of organi0ation plays a vital role in the organi0ation! "ithout trained staff ; training employees development of .,%FA %).$*I -TD! may not be happen! A systematic training programme is provided to employees ; every department is doing hard wor for the development of .,%FFA %).$*I -TD!hard wor ing employees are available in .,%FA %).$*I -TD! This is another cause of development of .,%FA %).$*I -TD! Training is the responsibi(ity o: main groups: The top management frames the training groups! The personnel department/ which plans/ establishes ; evaluates in instructional programmes! .upervisors/ who implement ; apply development procedure +mployee/ who provide feedbac / revision ; suggestion for corporate educational endeavours! The training department assumes the primary responsibility for the instruction of trainers in the method of teachingN for normal orientation/ for the training of supervisors in human relationN for the development of e4ecutives/ for co6operative education ; for the general education of employees! )n the job instruction of employees/ instruction in the technical ; professional aspects of businessN daily development of supervisors ; e4ecutives through counselingN departmental communication ; staff meeting

as part an overall training program! Top line e4ecutive has the responsibility forE6 8!Authori0ed basic training policies! >!%eviewing ; approving the broad outline Programs! @!Approving training budgets! Training program shou(d be re(ated Cith: Discovery or identifying the training needs! 7etting ready for the job! Preparation of learner! Presentation of operation ; programme! Performance tries out! 2ollow6up ; evaluation of programme! %e6training program is generally arranged for employees who have long been in the service of an organi0ation! )nce the program of organi0ational development has begun/ organi0ational members become highly active in investing their own attitudes ; habits of others! Armed with nowledge of how people learn the strength ; wea ness of the different management development programmes ; the latest concepts available/ training ; supervisors can devise programmes that can effectively result in interpersonal behaviour modification! concentraion on support programmes involving records/ feedbac ; the re6shaping of organi0ational climate will further enhance the probabilities of success of training ; development programmes improvement in inter6personal relations!

%E-!MMENDAT'!N .,%FAMs need to have more s illed wor ers instead of semi6s illed or uns illed wor ers!

 +ducation programme should be providing to uns illed wor ers! "hile .urya has a very few number of uns illed wor ers/ but education programme should be provided to them! The goal of organi0ational development should be related to move towards high collaboration ; low competition between inter6dependents units! .urya should assist managers in setting challenging but realistic goal for themselves! To ma e people aware about the product of company should give T:! Advertisement ; advertisement on newspapers! Personal approach should be made! *o one have time to read hoardings ; banners/ therefore more money should not be wasted on it/ instead of this company can ta e a big welcome gate on the starting of each city in India!

&'M'TAT'!NS
There are some limitations in the on job training which are asE The principal disadvantages of on6the6job training are that instruction is often highly disorgani0ed and hapha0ard and not properly supervised! This is due to such reason as the inability of the e4perienced employee to impart s ills to the trainee/ the brea down of the job for the purpose of instructions/ and the lac of motivation on the part of the trainee to receive training! &oreover/ learners are often subjected to distractions of a noisy shop or office! 2urther/ the other drawbac is the low productivity/ especially when the employee is unable to fully develop his s ills! $owever/ this training is generally given in a large number of organi0ations/ and is situation for all levels of operatives/ superlatives and e4ecutives/ for it needs no schools/ and the employeeMs contribution adds to the total output of the enterprise! There are some limitations in the off the job training which are asE

 The impersonality of instructional setting! An advanced study is not possible until preliminary information has been ac1uired! )nly factual subject matters can be programmed! Philosophical and attitudinal concepts and motor s ills cannot be taught by this method! The cost of creating any such program is very high!

&imitations o: training are as: The benefits of training are not clear to the top management The top management hardly rewards supervisors for carrying out effective training! The top management rarely plans and budgets systematically for training! The middle management/ without proper incentives from top management/ does not account for training in production scheduling! "ithout proper scheduling from above/ first line supervisors have difficult in production norms if employees are attending training programs! Aehavioral objectives are often imprecise! Training e4ternal to the employing unit sometimes teaches techni1ues on methods contrary to practices of the participant organi0ation! Timely information about e4ternal programs may be difficult to obtain!

 Trainers provide limited counseling and consulting services to the rest of the organi0ation!

BIBLIOGRAPHY
BIBLIOGRAPHY
C.R.Kothari, Research Methodology, 2005. New Age International Publishers, New elhi. a!id A. ecen"o # $te%hen P.Robbin& Personnel 'u(an Resource Manage(ent, 2005. Prentice)'all o* India, New elhi. PRA$A +.M. '.R.M.,'u(an Resource Manage(ent-

ANNE92%E O2EST'!NNA'%S
E%"!%MAN-E A NAME: ---------A0E: -----------------0ENDE%: -------%'ASA&

DES'0NAT'!N: --------DE A%TMENT:

Ouestion 1 - er:orman=e Appraisa( is an important too(s :or romotion and de@e(opment o: emp(oyees in -!%!NA #A%MA-E2T'-A&S 3T &TD.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion 2 - er:orman=e Appraisa( strengthen the re(ationship betCeen super@isor and sub-ordinates.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion 5 er:orman=e Appraisa( system in -!%!NA #A%MA-E2T'-A&S 3T &TD. is transparentJ :air and Ce(( =ommuni=ated.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion * er:orman=e Appraisa( System Cor< pro=ess Guantitati@e(y and Gua(itati@e(y.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion + Q /age remuneration shou(d made on basis o: er:orman=e Appraisa(.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion 6 - %ather than e@a(uation by =ontro((ing o::i=erJ it shou(d be 560 Degree Appraisa( System.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion , - The present er:orman=e Appraisa( System =reates moti@ation to impro@e per:orman=e.

1.Agree

E F

2. Agree to Some E>tent E 5. Disagree E F

Ouestion 8 's there any ne=essary o: er:orman=e Appraisa( system in -!%!NA #A%MA-E2T'-A&S 3T &TD.H

8! Fes #

'

>! *o #

'

%ESEA%-# MET#!D!&!04

NEED "!% T#E ST2D4:

$uman %esource research is the tas of searching for and analy0ing facts to find out certain guidelines to solve the human resource problems! This research is mainly concerned with the study of human behavior ;prepares guidelines for their future guidance! Personnel or $% research is the investigation and analysis of personnel and human behavior with the view to set the guidelines for the future! Personnel research is the tas of searching for and analy0ing facts relating to the end that personnel problems may be solved or guidelines governing to their solution derived!

!bIe=ti@e o: the %esear=h:

To bring about the small and trivial problems of the employees in the limelight of the management! To help the management of the company to now about the actions to be ta en to increase the level of satisfaction of the employees! To help the management to ratify the present philosophy and principles of the personnel management!

To discover the ways to maintain abilities and attitudes of personnel at good or high levels or on continuing basis!

%ESEA%-# %!-ESS
Different steps are to be followed in the research process and they are e4plained as belowE

%!B&EM S!&3'N0:

This is the basic step in the research process! It is well said that a problem well defined is half solved! $ere the problem is to analy0e the attitudes of the employees regarding the various benefits provided to them by A$+-!

%ESEA%-# DES'0N:
)nce the problem is defined the ne4t step is the research design! %esearch design is the basic frame wor which provides guidelines for the rest of the research process! The research design for this project is descriptive research design as descriptive studies attempt to obtain a complete and accurate description of this situation! .o in this study full description of the attitudes of the employees regarding the benefits provided to them will be nown so it is a descriptive study!

SAM &'N0 DES'0N:

The sampling design used in this project is B,)TA/ .A&P-I*7/ as the sample of employees for the survey were selected from the and few operators! organi0ation from different 1uotas as some managers were intervened/ some e4ecutives

! 2&AT'!N:
The total elements of the universe from which the sample is to be selected to be studied is nown as population! The population of my research is the employees of A$+-!

SAM &E S'$E:

The sample si0es for my project are 8<< employees wor ing in the organi0ation!

DATA -!&&E-T'!N:
2ollowing are the sources of the collection of data! Primary sources .econdary sources

DATA -!&&E-T'!N MET#!DS:

There are three main methods of data collection! )bservation +4perimentation .urvey Direct interview method I have selected survey method of data collection! This is one of the common and widely used methods for primary data collection! "e can gather wide range of valuable information about the behavior of the employeeMs vi0! attitude/ motive and options etc! In survey method most commonly used is the 1uestionnaire/ another one is interview! Buestionnaire yields the most satisfactory results! I have also used 1uestionnaire to find out the employees attitude with respect to the various benefits provided to them! Aut the 1uestionnaire was not shown directly to the employees but direct interviews were carried out to judge their view point! $owever since research process involves the collection of data and facts building up and analysis of data then chec ing the data and data remar s it is obvious that a study ta es a considerable time for completion!$% research

studies the employeeMs attitudes and behavior so there is no guarantee that these will not change in time!