4c89c - Project Duke Hardik

DUKE PLASTO PVT LTD.
A
PROJECT REPORT
ON
PERFORMANCE APPRAISAL
AT
DUKE PLASTO PVT LTD
SUBMITTED FOR
Partial fulfillment of the requirement of the three years full time
BACHELOR OF BUSINESS ADMINISTRATION (BBA).
SUBMITTED BY:
PATEL HARDIK G.
CLASS: T.Y.B.B.A.
ROLL NO:
YEAR: 2008-09
EXAM. NO:
SUBMITTED TO
HEMCHANDRACHARYA NORTH GUJARAT UNIVERSITY, PATAN.
College of Computer and Management Studies, Vadu
Affiliated to
Hemchandracharya North Gujarat University, Patan
Taluka: Kadi, District: Mehsana.
College of Computer and Management Studies, Vadu.


PREFACE
B.B.A. is a three years Degree Course namely a degree in “Bachelor

of Business Administration”. Candidate from the degree of B.B.A. need to
have passed the higher secondary examination conducted by the
examination of any university at examine body recognizes as equivalent.
Now a day’s management has got a much wider scope among the
many other different fields. Gujarat state is an industrially developed
state.
To fulfill this cap at practical knowledge university expects.Each

student to visit a unit where he or she spends some hours. In T.Y.B.B.A.
each student has to visit any industry and study any one department at
that industry.
Having full information and details at any one department the

students materialized them in a report, which is of his or her visit.
I am also among one of the luckiest student who get an

opportunity. I visited “DUKE” Which is in ‘‘Palanpur’’ in this year. The
result of my visit has taken the shape of a report.


ACKNOWLEDGEMENT
I am whole heartily indebted to K.N. Patel college of Business

Administration, Vadu for providing adequate facility and required
material preparing this rich report.
I gratefully acknowledgement the help and advice of my respected

sir Mr. Harshad Patel in the preparation of this report.I would also like to
thanks my college matter for their care and friendly guidance in
preparing this report this constant and enthusiastic co-operation helped
me.
The most pleasure thing for me to thank the managers & top
executives at industry who have provided me the information and polite
answering of our questions.

Sr. No. Particular Page.No.

1 Introduction
2 General Information
3 Specialization (H.R.D.)
3.1 INTRODUCTION OF H.R DEPARTMENT
3.2 WAGES AND SALARY
3.3 TIME KEEPING SYSTEM
3.4 EMPLOYEE RECORD
3.5 LABOUR WELFARE MEASURES
3.6 GRIEVANCE HANDLING PROCEDURE
3.7 PERSONAL RECORD
4 PERFORMANCE APPRAISAL
4.1 INTRODUCTION TO PERFORMANCE APPRAISAL
4.2 AIMS OF PERFORMANCE APPRAISAL
4.3 APPRAISING FOR ASSESSMENT AND

COMPARISION
4.4 APPRAISING TO MOTIVATE AND DEVELOP
4.5 FEEDBACK AND PERFORMANCE REVIEW

4.6 FUTURE OF PERFORMANCE APPRAISALS
4.7 PERFORMANCE ANALYSIS
4.8 POST APPRAISAL
4.9 BASIC BEHAVIORAL ASPECTS
4.10 LIMITATION OF PERFORMANCE APPRAISAL
4.11 STATEMENT RATED BY THE PROMACT PLASTICS

LTD.
4.12 REVIEWING THE QUESTIONAIRE AND

ANALYZING
4.13 EVALUATION OF FEEDBACK TAKEN FROM THE

EMPLOYEES
5 RESEARCH METHODOLOGY
5.1 STAGES IN RESEARCH PROCESS
5.2 OBJECTIVE OF RESEARCH
5.3 SOURCES OF COLLECTING DATA
5.4 SAMPLING METHOD
5.5 VARIOUS TECHNIQUE OF SAMPLING
5.6 SPECIFYING THE SAMPLING PLAN
6 DATA ANALYSIS AND

INTERPRETATION
7 FINDINGS
8 CONCLUSION
9 BIBLIOGRAPHY
10 ANNEXURE


INTRODUCTION
I have visited DUKE PLASTO TECHNIQUE, which is situated at.

Palanpur It is large scale unit.
The DUKE was established in the year 1989 at, Gujarat then after
shifted to Palanpur (N.G.) in the year 1989.
In beginning Stage Company was manufacturing pipes & pumps

product with a range of pipes & pumps


CONTENTS
Sr. No. Particular
1.1 Name of the Company

1.2 Year of Establishment
1.3 Address of the unit
1.4 Forms of the unit
1.5 Godown
1.6 Type of Manufacturing
1.7 Products of Unit
1.8 Founder of the Company
1.9 Promotes of the company
1.10 Turnover of the company
1.11 Exported countries
1.12 Share capital

1.13 No. of Employees

1.14 Total Area Occupied
1.15 Time Keeping System
1.16 Organization structure and Chart
1.17 History of the Company
1.18 Introduction
1.19 Structure of Personnel
Management
1. Name of The Company: -

DUKE PLASTO TECHNIQUE PVL.LTD.
2. Year of Establishment: -
“DUKE” was established in 1989 at Palanpur, at Gujarat,
3. Address of the unit: -
Duke Plasto technique

Corp. off:
14 ashirwad astet,
Opp new fruit market,
Naroda road,
Naroda, Ahmedabad-12
Works;
N.H. 14, Deesa Highway,

Opp. Hotel green wood,
Badarpura, Palanpur-385001
Ph: +91-2742-280155, 280156
Fax: +91-2742-280101
E-mail:info@dukeplasto.com
Website: www.dukeplasto.com
4. Form of the unit: -

Duke is privet limited co.
5. Godown: -
DUKE has its own godown. A centralized godown situated at
Palanpur deesa road.
6. Type of Manufacturing: -
In the beginning stage, company was manufacturing product with a
range of pumps and pipes.
7. Products of the unit: -

“Duke Produce many products which can divide into two
categories”
Pumps
Pipes
8. Founder of the company: -

Founder of the company Mr. P.P. Patel
9. Promoters of the company: -

These are the promoters of the company:
MR. P.P.Patel :M.D
10. Turnover of the company in last financial year: -

67 Crores.
11. Countries to which DUKE products exported: -

Dubai products exported. We can see that DUKE has wide
distribution of its products in countries.
12. Shift & Timing: -

Shift No. Time
1 8:30 am to 5:00 pm
2 12:30 am to 8:30 am
13. No. of Employees: -

Generally DUKE manufacturing its products according to orders
through on avg. about 450 workers are weaving in this industry.
14. Time Keeping System: -

The DUKE Follows punch card system for time keeping the
attendance card of employee include following matters.
15. Organization structure and chart: -

Organization is group of report working together co-operatively

under authority toward achieving goals and objectives that mutually
benefit the participants and the organization.
After define an organization as “The Process of identifying and
grouping the work to be performed defining and delegating responsibility
and authorizing and establishing people. To work establishing of
objective
The people who work together in the organization require a define
system or structure. Through which they related to each other and
through which their efforts can be co-ordinate the organization structure
attempts to give order and unity to the action and efforts of the who work
together the organization structure of DUKE PLASTO.

B.O.D.
Finance Personal Distribution Administrative Sales Marketing Quality

Manger Manager Manger Manager Manager Manager Control
(V.P.) (V.P.) (V.P.) (V.P.) (V.P.) (V.P.) (V.P.)
Assistant Ass. Personal Product Admin. Ass. Ass. Sales Ass. Quality
Finance Manager Manager Manager Manager Control
Manager (V.P.) (V.P.) (V.P.) (V.P.) (V.P.) (V.P.)
Accountants Job In charge Chemist Computer Ass. Sales Q.C.Chemist

Operator Manager (V.P.)
Clerk Workers Supervisor Clerk Field Lab Attedance

Manager
Branch1 Branch2 Bracnch3

Area Manager
ORGANIZATION CHART
CHAIRMAN
Product Personal Marketing Chief

Manager Manager Manager Executive
Deputy Adm. Time Safety

Manager Exp. A/C A/C Exe.
Officer Officer Dept.
Sales
Shirt Manager
Other Stub
Chemist
Ordinary Staff
Regional
Laboratory Manager
Chemist
Sales
Representative
s

HISTORY OF THE COMPANY
Organization is the foundation upon which the whole structure of

management is built organization is one of the fundamental functions.
After having thought out the objective or goal of an enterprise and the
course of action to be follow we need to give technical shape to the work
to the perform to meet the objective.
In case the “duke plasto is limited” company various division or

department of pipes are performing separate function such a
manufacturing marketing finance and administration etc.

INTRODUCTION OF PERSONNEL MANAGEMENT
Among 5m’s of management’s money, material method, machine,

market & man the later one is most important. It is rightly said.
“Mind your man, man will mind, all other things.”
Personnel management is comparatively new and rapidly growing

profession in India. The field of personnel management is one that
demands abroad background in psychology, sociology, economics and
administration. It deals with issues that require analytical study. It
requires an ability to understand that which is not logical a capacity to
project one self into other position without loosing perspective and a still
in predicting human behavior and reaction.
In short, one can say that personnel management of human

resources.
Personnel management is a science and which is controlled by

labor and also known by various names such as:-
Labor management
Personnel management
Industrial relations
Industrial management
“Personnel management is concerned with the method of

selections, recruitment, training and development with the proper

employment of personnel “Personnel management is that part of

management functions which is primarily concerned with relationship os
an organization”.
CHARACTERISTICS OF PERSONNEL MANAGEMENT
1. It is a management of human power resources.

2. Labour is life full item hence must get humanistic behavior.
3. Personnel Management is a approach. It is a co-operation from one
and all.
4. It is people concerned.
In short, P.M. means,
“Personnel Management deals with the employee’s satisfaction level

and the relationship between employees and employer.
PERSONNEL MANAGEMENT
Structure of Personnel Management
Personnel Director

Personnel Manager
Department Head
Job Incharge
Workers

CONTENTS
2.1 Introduction
2.2 Functions of H.R.D.
2.3 Importance of H.R.D.
2.4 Recruitment, Selection & Induction
2.5 Training & Development
2.6 Job Description
2.7 Performance Appraisal
2.8 Wage & Salary Administration
2.9 Provident Fund Scheme
2.10 ESJ Scheme
2.11 Promotion & Transfer Policy
2.12 Promotion & Trades
2.13 Trade union & Collective Bargaining
2.14 Grievance handling

2.15 Personnel Record

2.16 Industrial Discipline
2.17 Labour Turnover
INTRODUCTION
Everybody knows that an organization achieves its ends by a

proper utilizing of monetary, material and human resources of its
command. While the human resource is only one resource, it is with this
resource that all the other resources are nobilities and utilized to achieve
organizational objectives. A typical industrial organization needs
personnel to plan and execute production, to procure and feed raw
materials to store and sell finished goods, to collect and utilize sale
proceeds to repair and maintain machines and to perform scores of other
tasks which aid in the realization of the most important of the resources
with out it an organization can not accomplish its objectives. The human
resources are the most complex resource to manage because unlike the
other resources, the human aspect is it’s very efface.
“Human capital is the greatest assets of company”.
Function of H.R.D.

H.R.D. refers to the management of personnel in such a way that

“every employee makes his fullest contribution to the purpose of the
business. The walled mean recruiting the right men to do the right job,
train them to acquire or improve their abilities and motivate them to put
their abilities to the best use by giving them a reasonable remuneration,
promotions, a sense of job satisfaction and incentives. While these are
the main function of personnel management there are others which are
incidental but no less important and those are maintenance of industrial
relations safety and welfare facilities discipline and so on.
Importance of H.R.D.
The human resource the most complex resource to manage
because unlike the other resources, the human aspect is its very
essence. While all the other resources are in animate objects and may be
used as the management wills human beings have a will and mind or
their own and therefore, wherever they are put to use, their will and
mind also count the management’s will and mind alone are not of much
avail unlike a material which contains specific properties and fields
definite results, a human being has his own particular mental make-up,
a he is not amenable in a work situation, to a scientific formula, similarly
while a machine can be mechanically set to work of a given speed and
with a given accuracy there is no mechanical device to set a human
being to work in accordance with a mathematical equation or a legal
dictum.
To put in a nutshell, in an industrial situation, men are subjective

elements (and women more so) and their management becomes a
complex affair, social changes, political developments and legal sanctities
have increased this complexly, for these reasons, aspirate brand of mgt

has emerged to manage men of personnel in on organization. The role of

H.R.D. in industrial organization has become vitally important and
almost all embracing.
Recruitment, Selection & Induction: -

Recruitment: -
Recruitment is the discovering of potential applicants for actual of
anticipated organizational vacancies in other works, it is “Linking
Activity’ brings together those with jobs those who seeking job.
“If you want to plan for three years, plant corn, if you want to plan
for ten years, plant free and if you want to plan for 100 yrs. Plant man”.
Recruitment has been regarded as most important function as

most important function of personnel admen. Because unless the right
types of people are not hired, even the best plan, organizational would
not do control systems would not do much good.


Sources of Recruitment: -
Generally, there are two sources of recruitments:-
(1) Internal Sources
(2) External Sources
1. Internal Sources: -
Internal sources are most obvious sources there include personal
already on the payroll of an organization whenever any vacancy occurs.
Somebody from within the organization, upgraded, transferable promoted
or sometimes denoted.
This source is used by many organizations but a suppressing large

number ignore this mgmt jobs. It is not wise but reasonable for company
to use these sources Lincoln Pharmaceuticals not use internal source for
recruitment.
2. External Sources:-
There sources lie outside, the organization advertisement,
employment agency etc. we called external sources, thus usually
includes.
1. New entrains to the Labour force. I.e. young mostly inexperienced

potential employee’s college students.
2. The in employed with a wide range skill and out-put.
3. Retried experienced person such as machines welders are.
4. Other not in the Labour force such as married women and person
from minority groups.

In DUKE. Generally the external sources are adopted the industry

has external recruitment agency for recruiting the employees. They
get labour from local area.
Methods of Recruitment: -
There are three methods of recruitment
1. Direct Method: -
This includes sending traveling recruits to education and
professional institutions; employees contracted with public & makes the
efforts for electing the applicants this method is useful for middle level
part.
DUKE uses direct recruitment for recruitment of clerical & lower
administration.
2. Indirect Method: -
Indirect method mostly involves advertising in new papers, radio in
trade & professional magazine & brochures this is suitable for senior
port.
3. Third Party Method: -

This method includes the use of commercial or private employment
aerials, state agencies, placement officers of school, colleges or
professional management consulting firms, introduction seminar for
college professor’s friends & relatives.
For the requirement of personal they contact with third party such as
recruiting management & consultant form. The duke has own
recruitment agency which provides the best sources of man power.
Recruitment policy: -

Generally DUKE recruitment policy is concerned with quality &

qualification of manpower. It established process. They used following
factor.
They provide individual employee with maximum of employment

security avoiding frequently off or last time.
They provide each employer with an open in the encouragement
date of his/her talent & skill.
They ensure each employee at the organization interest in his
personal goals.
They ensure employees of a fairness of employment relationship
including promotion & transfer.
They provide employees or the job which are engineered to meet the qualification & minority
action.
Selection: -
Selection is the process of examining the applicants with regard to
their suitability for the given job or & choosing the best from the suitable
candidates and rejecting the other.
Duke Plasto technique makes the selection employees according to
merits & experience & work performance & follows all steps of selection
process.
Selection Process: -
Selection is a step taken for collecting the all relevant information
from the applicant’s selection procedure at each stage co. gets some facts
the selection process is a follows

(1)Reception of Applicants: -
First of all company receives applicants from the general public.
(2)Primary Interview: -
When a large no of applicants is available the primary interviews
are essentially a sorting process in which prospective applicants are
given the necessary information about the nature of the jobs in the
organization.
(3)Application Blanks:-
An application blanks is a traditional widely accepted device for
getting information from a prospective applicants which will enable a
management to make a proper selection.
(4)Psychological Test:-
It includes mental health of employees they check mental health of
applicants for obtaining records of person.
(5)Interview: -
Then after they take personal interview of applicants according to
scout” Interview of the purpose who make exchange if ideas the
answering of the question and communication between two or more
persons interview aims to establish export.
(6)Reference checking: -
Reference checking is to be made for the obtain information about
the past behavior of applicant and verified the information described by
the applicants in application forms is true or not the later of reference is

taken at the time of interview the applicants taken the reference of the
friends & professional personnel.
(7)Placement: -
Then after placement of employees is done placement refers the
determination of the job to which an accept candidate is to be assign &
his assignment to the job.
INDUCTION
Induction is a technique by which a new employee is rehabilitated
into the charge surroundings in other words. It is a welcoming process
for welcome new comer induction is also known as ordination.

Need for induction:-
1. For explain the various information about organization.

2. For Prevent the reality shock.
3. To make employees acquainted in the organization & accommodate
in the organization.
Induction Procedure:-
Duke Plasto technique. follows following process for induction.
1. The introduce new person with other persons in the organization.

2. Then the supervisor is boss welcomes the employees to the
organization.
3. Then they show the employees various departments & explain the
relationship of the dept. & instruction.
Training & Development:-
Meaning: -
The training is the process by which the attitudes, skills & abilities
of employees to perform specific jobs are increased. This task may be
contrasted with that of increasing knowledge, understanding of attitude

of employees so that they are better adjusted to their working

environment the training is given to the lower level employees.
Need for Training: -

The need for training of employees would clear from the observation
made by the different authorities the training is needs for following
reasons.
1. To help company future personnel needs.

2. To increase productivity.
3. To improve quality.
4. To improve health & safety.
5. To reduced accidents.
Methods of Training
There are main two methods of training:-
1. On the job training

2. Off the job training.
1. On the job training: -

On the job training means training is given the employees at that
time who they perform the work. Training is most commonly done on the
job. It requires not any special school, the student are trained at a point
where no change over will be required and these outputs add to total of
department theses are favorable points for a training plan that is simple
too.

On the job training is to be thought and now should are followed.
1. What the learner is to be thought and now should be determined.

2. The instructor should be carefully selected & trained.
3. A defined feedback schedule should be providing so that result of
training & progress of learning & process of learner can be
established.
2. Off the Job Training: -

Off the job training means that training is not a part of everyday
job activity the actual location may be in the co. class room or in the
places which are owned by the company which have no connection
with co.
Training Period: -
The training period varies with the skill to be required the

complexity of the subject a trainee’s aptitude & ability to understand &
training media used generally training period is not long the Duke Plasto
technique. Provide 1 month on the job training to the employees to the
employees.
Development: -

Development is the long term education process untilled systematic

& organization procedures by which managerial personnel learn
conceptual & theoretical knowledge at general purpose development is
made for higher level employees.
In Duke Plasto technique: -

1. Few senior persons also go outside for regular training.
Job description: -
Job description is an important document which is basically
descriptive in nature & contains the statement is basically description is
a written record of the duties, responsibility & requirement of a
particular job. It is concerned with job itself & not with the words.
The job description in Duke Plasto technique is a follow.

1. Managing Director: -
M.D. responsibility in Duke Plasto technique is to controlling
managing & directing the co. M.D. has authority to evaluation the
performance of the managerial personnel & he also power to give
instruction to them for improve the work.
2. Qualification: -
M.D. is requiring the qualification up to M.B.A.
3. Manager: -
There are different manager different department & they performing
their own duties.
1. Production manager:-

The production manager control & manage the work of production

department.
2. Finance Manager: -
Manager & control the finance & accounting activities of company.
3. H.R Manager: -
He has a responsibility to manage the work relating to H.R
department.
4. Marketing Manager: -
Managing a work of marketing department takes necessary steps
for capturing higher market share.
Performance appraisal: -
A performance apprises us a process of evaluating an employee’s of
its requirement. Performance appraisal has been considered as a most
significant and indispensable tool for an organization. For the
information it provides is highly useful in making decisions regarding
various aspects as performance & merit increases. MC, Gregory says
former performance appraisal plans the designed to meet three needs.

1. They provide systematic judgments to backup salary increases,

transfers demotions or terminations.
2. They are mean of telling a subordinate how he is doing &
suggesting needed changes in his behavior attitude, skill or a job
knowledge.
3. Superiors use them as a base for coaching & counseling the
individual by superiors.
In DUKE there is no P.A. system. The skilled workers perform their

function & keep a constant watch on the performance of other
employees.
WAGE & SALARY
A wage is remuneration paid fore the service of labour in products on.
In DUKE there are 450 workers the wages given by co. to them as under:
1. Semi Skilled : Rs. 60 to 80 1 Day
2. Skilled Workers : Rs. 80 to 100 1 Day
3. Unskilled Workers : Rs. 50 to 60 1 Day

Salary: -
In Lincoln salaries of Administration & professional staff as under:
1. For Manager : More than Rs. 15000 Per month

2. For supervisor : 2500 to 5000 per month
3. For Clerk : 2000 to 5000 per month
4. For computer opera. : 3000 & more per month
Salary Structure: -
Basic Salary
H.R.A. (House Rent Allowance) 10 % of B.S.
Transportation Allowance
Medical Allowance
Leave Travel allowance
Provident Fund Scheme: -

There are three types of funds: -
1. General P.F.
2. Public P.F.
3. Contribution P.F.
In DUKE 12 % of B.S. Curtailed from the employee’s salary and also

some amount contributions created to the employees are in the bank and
after retirement of employee the amount such deposited with return to
the employees with interest.

E.S.J. Scheme: -
In Duke Plasto technique the employee’s pays 4.7 % of the wage

bill, a maximum of Rs. 7.50 per clerk on the highest wage scale and the
employee pays about 2.3 % of his wage around Rs. 4 per works. Various
benefits to employees under E.S.J. Scheme provided by DUKE
Promotion and transfer policy: -

Many vacancies are filled by internal movement of present
employees fill many vacancies. These movements are formed promotion
& transfer.
Promotion & trades: -
Promotion refers to the new position has higher pay, status & job
condition as compared worth old.
Promotion is one of the elements of motivation every organization
must promote their employees promotion refers to increase in the
position, power & salary of employees.

In Duke Plasto technique promotion is done on the basis of both

merit & seniority basis:
1. Promotion on merit Basis: -

It promotion is given to the qualities men in recognition of his
performance or with a view to creating an incentive for him than it
should be based on his ability.
2. Promotion on seniority basis: -
Seniority refers to length of service in the company of its various
plants, or in its departments or in a particular position.
In Lincoln, there is no trade union of workers in the organization
there are no problems regarding the workers & employees.
Grievance Handling: -
“Grievance is any discontents or dissatisfaction whether expressed
or not. “Whether or not arising out of connected with the company which
an employees thinks, believes or even feel to be unfair, unjust of
inequitable.
Grievance handling is necessary for following point: -
1. It brings informality in the handling of grievance.
2. It gives confidence to the workers that his complaint will be
investigator and decision will be given in a reasonable.
3. It provider channel & acts like a pressure value.

In DUKE there is no any definite the grievance of the employees but

management make his best offers for give the best satisfaction to the
employees from his work. If one employee has problem the grievance of
that employee in to some extent but if the whole organization has a
difficulty means all employees have a problem then management will
take the steps for handling the grievance of them in best possible
manner.
Personnel Records:-
A record is piece of writing a chart with provides fully information
and which preserve advance for future reference of use.
Personnel records contain of the employer and employee’s
information on the job analysis evolution and destination and
destination or requirement test scone, training and development
periodically and appraisals, promotion and transfer demotion days offs,
wages and salary, pension, provident, provident fund, contribution
employee benefits and service, & accident prevention etc.
Industrial Discipline: -
During my visit I saw that workers and their work with highly
discipline when any problem was arises at that time first they informed
supervisor. It there is serious problem then supervisor gives them notice
and according the order they performs their duties.
Labour Turnover: -
Employee’s turnover means no. of employees leaving organization 1
year. As most of the employees in the are highly satisfied and they work
permanently. The labour turnover is negligible only 1 %.


3.1 INTRODUCTION TO PERFORMANCE APPRAISAL
An organization’s goal can be achieved only when people put in their best efforts. How to
ascertain whether an employee has shown his or her best performance on a given job? The answer is
performance appraisal.
Employee assessment is one of the fundamental jobs of HRM, but not an easy one though. In
simple terms, performance appraisal may be understood as the assessment of an individual ‘s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility, health, and the like.

Assessment should be confined to past performance alone. Potential of the employee for future
performance must also be assessed. “It is the systematic evaluation of the individual with respect to his
or her performance on the job and his or her potential for development”
Behavior can be active or passive-do something or nothing. Either way, behavior affects job
results. The other term used for performance appraisal are; performance rating, employee assessment,
employee performance review, personnel appraisal, performance evaluation and merit rating. In a
formal sense, employee assessment is as old as the concept of management, and in an informal sense, it
is probably as old as mankind.
3.2 AIMS OF PERFORMANCE APPRAISAL
I. MOTIVATION STAFF
There are three ways that appraisal seeks to motivate employees, since the earliest appraisal
schemes, it has been as article of faith that giving feedback, quite apart from assisting in task
performance, is something that motives people. At same time assessment motivates by facilitating the
fair distribution of rewards and setting target.
II. IMPROVING PERFORMANCE

One of the basis principles of human learning is that to improve performance, people should
have the knowledge of the results they are already achieving. An accurate assessment of performance is
also improving performance through this too.
III. MAKING REWARD DECISIONS

The notion is that if you are to engage in any kind of equitable distribution of rewards, be they
pay, promotion or whatever, then some of kind of comparing people is necessary. If assessment of
performance is made annually, it can be used to direct reward to those most deserving of them. The
principal underlying this is the desire to treat staff in a fair manner.
IV. SUCCESSION PLANNING AND IDENTIFYING POTENTIAL

By identifying good and poor performers, the appraisal assessment can enable the organization
to focus succession planning and resource on the individual who ate most likely to responds positively
and effectively to it.
V. FORMAL ASSESSMENT OF UNSATISFACTORY PERFORMANCE

In this most negative grab, appraisal; can be part of the process whereby unsatisfactory
performance is document and use in evidence in disciplinary dismissal proceedings.
3.3 APPRAISING FOR ASSESSMENT AND COMPARISION
There are certainly remnants of it to be found in more ambiguous form. Such as ‘drive’ might
well feature as one of the job related attributed that an individual is assessed on.
The idea, of course, is to try to keep one a way form direct comment on personality, as this is an
area of great sensitivity and any criticism in these grounds is likely to elicit defensiveness and even
outright hospitability.
Also, it is head enough for people to deliberately change their personalities over a protracted
period, let alone to do it more of less overnight at the instigation of the appraiser.
i. APPRAISING JOB-RELATED ABILITIES

A sensible approach is to try to keep appraisal firmly locked on to the job and the abilities
needed to perform it effectively. This represents a more detached, less personal way of discussing
performance and one that in theory is less likely to be threatening to the appraises self-esteem. It also
tackles skills and abilities that should be amenable to training, development and improvement.

ii. SALARY INCREASE

The general pattern of salary administration in most organization in by associating salary grades
with different positions. Annually the salary of every employee increases by a fixed amount associated
with that grade, in many companies this is a routine matter and there are salary increases as soon as the
employee completes a year of service.
iii. ADMINISTRATIVE DECISION

The administrative decisions like salary increases and other form of rewards for good
performance, transfer and placement decisions are normally taken by the top management or the
personnel department.
In some organizations committees consisting of personnel managers and line managers at senior
levels take such decision. Largely these decisions are based in performance and performance appraisals
play a significant role in this. Most of these administrative decisions fall under performance rewarding.
iv. DEVELOPMENT DECISIONS

The path for development on the hob is already carved out for employees through key
performance areas, behavioral dimension, self-appraisal, performance analysis and counseling.
At every appraiser-appraise levels role clarity obtained through mutual discussions of pass and
KAPs, increased understanding and insights generated about managerial capabilities and behavioral
qualities required for effectiveness in the organization identification of facilitation and inhibiting factors
that one can influence and change and the discovery of one’s own strength and weaknesses as well as
opportunities to development all contribute directly or indirectly to employees development.
However the insight gained during performance review and counseling discussion and appraise
should be reinforced and strengthened by supportive administration decisions by the personnel of HRD
departments or by the senior line managers who can take such decision.

The HRD department to identify training needs and create learning opportunities for employees may use
the following process.
a. Collect the appraisal rating of all employees

b. Categories the employees into related or function related categories.
c. Identify common performance areas for each category of employees. These common
performance areas should require by and large same or similar capabilities.
d. Tabulate the final appraisal rating by the appraiser against each performance area. Where there
are rating assigned to different objective-wise.
e. The trends in rating are indicative of the areas that need attention. Those areas where rating is
poor indicate training needs. These need to be probed further to determine whether poor
ratings are reflections of capability gaps or motivational issues or rather biases. The HRD
manager has to use his insight here. He might interview a few appraisers and appraises to
ascertain the training needs.
f. On the basis of such analysis, areas where a large group of employees need to be trained could
be identified. Wherever there are large group of people required to be trained in number of
people needs to be trained in select capability areas they could be sponsored for outside
programs.

3.4 APPRAISING TO MOTIVATE AND DEVELOP
i. RESULT ORIENTED APPRAISAL

The origin of result oriented appraisal can be found in the MBO movement that emerged in the
1950s, although results-oriented appraisal is less systematic and comprehensive than MBO schemes
tended to be.
Essentially, the notion is that the appraisal session is one where manager and subordinate or
targets in the last six or twelve months and then set objectives for the next period. One immediate effect
of basing appraisal on result in this way is to shorten and simplify appraisal documentation. There is no
need of rating scale and the like it simply comprises sections describing performance against past
objective and the new objective set for the year ahead. In addition of its motivational quality result-
oriented appraisal is by nature job related and therefore legally more defensible in term of any personnel
decisions taken as a result of it.
It involves some examination of appraises priority, which is useful exercises that can avoid many
misunderstandings that might otherwise arise. With all these advantages objectively, motivation power,
participative mature, job-relatedness and so on. There is however some inherent limitation going though
this route.
There are some drawbacks to result oriented appraisal. One objective often raised is that not all
jobs are unable to framing on terms of objective. There is an element if truth in this, through seminar
university academic, who head presided over a faculty with a particular abysmal research record,
vehemently apposing the concepts of no relevance to academic work a number of organizations now are
trying to combine the result oriented approach with a competency based appraisal system.

ii. COMPETENCY BASED APPRAISAL

The notion of competency must stand a good chance of winning any competition for the most
over worked concepts in HR management in the late 1980s/early 1990s. It is on observed skill or ability
to complete a managerial task successfully or behavioral dimensions that effect job performance.
Another distinction can be drawn between individual and organization level competencies.
There is actually very little, if anything that differentiates competencies from the assessment dimensions
used in many assessments centre for years. But competencies ate applied more widely now.
Both by organization and by bodies such as the management charter initiative, is setting
performance standards for managers. Competencies are forward looking and should have within them
elements that are anticipated as being the key attributes in drives or ten years time.
Comprehended based appraisal does allow some scope for comparing people, but its real
strength is in analyzing the progress if the individual and in directing to those areas where skills can be
improved.
iii. OVERVIEW OF APPRAISAL METHOD

All have their advantages and disadvantages, and achieve different things. The temptation for
many organizations is to try and have their cake to eat it. They combine elements of the different
approaches within the same scheme, in the hope that they will fulfill all the purposes they see for
appraisal.
The result is typically an appraisal scheme that has objective setting one side rating of job related
behavior and probably an overall rating of performance. More constructively, an increasing numbers of
organization are outing together result oriented appraisal with competency based appraisal. This is the
combination that works well.
iv. PRACTICAL OBSERVATIONS

A key challenge facing organization is how they continue to deliver sustained competitive
advantage in the short term while preparing for long term success. It is widely acknowledged that the

source of sustained competitive advantage lie not only in access to finance or capital, but also within the
organization, in a people and processes capable of delivering business strategies such as customer
delight or rapid innovation.
The majority of models of the strategic human resource process are normative, in the sense that
they map how HRM should work and provide on best practice.
Empirical models are scarcer due to the relative lack of empirical research in the field; those that
do exit are relatively sophisticated and take in account a broader range of contextual and output
variables.
We aim to build on these models by mapping, through a case based methodology, that
particular aspect of the model which focuses on how the link between strategy and individual
performance is played out.
The methodology and initial theory behind the mapping was guided by a number of implicit
assumptions. The first assumption was that we could not assume that what is intended would be
realized. This is suggested that we focus on collection data, rather than seeking a predetermined
typology at this stage. It is also suggested that a case methodology.
In the form of a questionnaire data form senior HR, the second assumption was that the link
between business strategies, human resource strategy and realized human resource management
operates in a dynamic manner and within a particular context, these two assumptions had a profound
impact on the design of the methodology. We wanted to examine what was intended and what actually
realized and the context in which this intention and realization tool place.
3.5 FEEDBACK AND PERFORMANCE REVIEW
The appraiser should, based on the performance data provided, extend a helpful and positive
feedback.

A constructive and honest appreciation of the performance and a free and frank expression of
the observations are essential components of a feedback. Counseling helps appraise to be more aware
of his own strengths and weakness. In the process of counseling, appraise identifies ways to improve
upon his strengths and eradicate the weaknesses
A climate of mutuality, openness and trust should prevail in the process of counseling.
Counseling rendered with genuine interest and accepted with trust contributes substantially to the
growth of appraise. Counseling is a continuous process. While it is normally extended at the time of
performance appraisal, the reporting officer should Endeavour to counsel appraise as and when occasion
arises.
Counseling requires appropriate skills and attitudes in the appraiser. Appraise should perceive it
as a genuine help and accept it with trust.
3.6 FUTURE OF PERFORMANCE APPRAISALS
There is a great degree of awakening taking place in the managerial world about the potential
uses of performance appraisals. The role they can play in developing employee capabilities, crafting an
open culture strengthening superior subordinate relationship, developing process skills and paying way

for increasing managerial and organization effectiveness is being slowly recognized as an equally
potential tool for development.
In the coming decade there is likely to be more and more experimentation with new appraisals
systems that contribute to improvements in the quality of work life as well as to the development of
human resources. The seeds have already been sown at several places.
3.7 PERFORMANCE ANALYSIS
The Performance, Planning, Review and Development is annual event of stock taking occurring
just after the end of the performance year. It is a very special and the focused session between the
performance and the superior at the end of performance period. The performers first invited to fill an
annual form.

The performer is expected to carefully consider the self appraisal exercise. The best way is to
refer to the past half year KPPA review forms and midyear review form and collects relevant inputs to
complete this self appraisal exercise as suggested in annual performance form. It is recommended that
the superior fill the part of the annual performance assessment form before the review discussion starts
with this performer.
It is desirable on the part of superior to do adequate home work before he initiates the review
discussion with the performer to analyze the performance of the entire year. The superior is required to
initiate a detailed 2-way discussion with the performance during which the feedback is nit only given but
also received.
It is up to the superior to be open to revising his views regarding performance based on the
discussion. After the appraisal discussion is over the superior so required to complete the remaining
portion of the “annual performance assessment form”. The performer can make any qualitative
comments in writing, if he so desires. There after the annual performance assessment form should be
forwarded HR department.
However, while forwarding to HR department, same should be routed though concerned corp.
chief. In case there are sharp differences of opinion about evaluation, the performer may arrange
meeting among the performers, the corp. chief to try resolving the differences, in such a situation, the
reviewer’s decision shall be final and binding.HR may be consulted in different cases.
3.8 POST APPRAISAL
At the end of performance period HR will study each appraisal and give feed back to the
superiors and the corp. chief on areas needing action from them. HR will also make a note of training
and development needs and offer suitable in company or external programs during the next one year to
meet at least ½ most critical training of every employees.
Their old performance planning forms focus was only target oriented but now they are going to
include 25-30% weight age to behavioral and development dimensions which includes training. In their

different categories they are going to consider aspects such as good tram leader, communication, team
play, planning for targets, directing its team etc. the rest 275% would be focused on performance
3.9 BASIC BEHAVIOURAL ASPECTS
1. MANAGERIAL ATTRIBUTES
 Analytical ability
 Planning ability
 Problem solving
 Communication skills
 Decision making and risk taking
2. MAN MANAGEMENT
 Ability to handle conflicts
 Team building skills
 Leadership
 Investment in subordinates
 Role and goal clarity
3. PERSONNEL EFFECTIVENESS
 Flexibility adaptability
 Ability to motivate
 Initiative
3.10 LIMITATIONS OF PERFORMANCE APPRAISAL

Though performance appraisal is a very useful technique it does suffer from some of the
following serious limitation
 It is an useful technique of efficiency rating but there are certain personal characteristics which
cannot be expressed either in figures or in any other measures
 However systematic and objective a performance appraisal system may be used in the
organization. It is rather impossible to eliminate personal and subjective element from it.
 Normally there is the performance of ‘a halo’ effect. The leads to a tendency, to rate the same
individual first who have once stood first.

 While assigning the factor points or number to the employees, there are some raters who are
very strict while some are more liberal. They cannot keep a fair distinction between two
individuals. Such an approach also nullifies the utility of this system.
 Sometimes the outcome of performance appraisals are not in conformity with the other
techniques of motivation, incentive wages plans and so on. Factors are introduced in managerial
appraisal because of a fact possessed by the person concerned who conducts the appraisal.
3.11 STATEMENT RATED BY THE DUKE PLASTO LTD.
PARTICULARS STATEMENT
A good performance appraisal is sufficient to Good

decide whether an employee deserves to be
promoted.
A good appraisal system should help company Good

to identify and provide opportunities for
development
Promotion should not on base on performance Good

appraisal rating as the main input.

My reporting officer generally communicates Good

his perception of my strengths and weaknesses
to me
I feel that my company at present is taking care Average

of developmental needs of the employees
through training, etc.
Promotion policies, reward policies, transfer Average

policies and support mechanisms should be
streamlines before introducing this system.
3.12 REVIEWING THE QUESTIONAIRE AND ANALYZING
ASSESSED VIEWS ON DUKE PLASTO PERFORMANCE APPRAISAL ACCEPTANCE (%)
1. Development aspect of the system such as performance planning 75%

review discussion has not been fully implemented and need much
greater training effort.
2. There is a lack of co-ordination between personnel and other 40%
departments on appraisal.
3. Nobody admits ones weakness. So open system of appraisal fail to
develop people. 55
4. Generating role clarity a continual basis.
20%
5. Officers are actively participating in the system since they are now
aware of its importance in the overall context. 8%
6. The system throws up an immense amount of data about the
problem faced by employees their suggestion views and their
specific development needs. 75%

7. The climate in the organization is moreover of minimum trust and

openness
30%
Calculation is for below supervisor level at Promact Plastics Ltd.. (Sample Size = 100)
3.13 EVALUATION OF FEEDBACK TAKEN FROM THE EMPLOYEES.
BELOW SUPERVISOR LEVEL
 About 76% said that their work is not rewarded.

 84% says that they are not involved in performance appraisal system
 52% says that there is not proper justice done with them while 48% agrees that full justice is
done with them.
 24% agrees that they get feedback while the rest disagrees with it.
 Most of them are satisfied with the current communication system.
 90% says they need self appraisal while 10% disagrees.
 70% believes that performance review is not carried at regular basis.
 74% are not aware of the monthly goals set by the company.
 Most of them believe that they need self performance appraisal.
 86% of the prospects said that the money is the only factor motivate them while only 20%
agreed with the work measurement
 48% said that the company does not recognize their performance, their hard work put into their
work
 20% agree that appraisal is done to develop the them while 80% disagrees to it.


4.1 STAGES IN RESEARCH PROCESS

IDENTIFYPROBLEM
IDENTIFY PROBLEM
CHOOSEOF
CHOOSE OFRESEARCH
RESEARCH
DESIGN
DESIGN
DETERMININGSOURCE
DETERMINING SOURCEOF
OFDATA
DATA
DECIDINGDATA
DECIDING DATA
COLLECTION FORMS
COLLECTION FORMS
DETERMININGSAMPLING
DETERMINING SAMPLING
DESIGN AND SAMPLING
DESIGN AND SAMPLING
SIZE
SIZE
ORGANISINGAND
ORGANISING AND
CONDUCTING FIELD
CONDUCTING FIELD
SURVEY
SURVEY
PROCESSINGAND
PROCESSING AND
ANLYSING THE COLLECTED
ANLYSING THE COLLECTED
DATA
DATA
PREPARINGRESEARCH
PREPARING RESEARCH
REPORT
REPORT

There are nine stages in research process they are as under:
i. IDENTIFY PROBLEM
It is the first and most important stage for conducting research properly formulated
problem is half solution of research process. Here I am just collecting information to discover employee
about problem, incentive, to moral, analysis performance.
ii. CHOICE OF RESEARCH DESIGN

Research design is helpful to specify the method and procedures for conducting a
particular study.
I have chosen the descriptive research design out of three design because it is based on
the primary data. It focuses on the discovery of new ideas and helpful to achieving objectives of study.
iii. DETERMININIG SOURCES OF DATA

In this stage first decided that to collect the data from primary sources or secondary
sources.
I am going to conduct research. So, I have to select primary sources to get collected data.
iv. DECIDING DATA COLLECTION FORMS

There are two method of deciding data collection forms are as under
(a) Observational method

(b) Survey method
Here I have decided to conduct the survey and kind of survey is personal. To collect the
detailed information I have chosen personal survey for this formulation of questionnaire
is must.
v. DETERMINING SAMPLING DESIGN AND SAMPLING SIZE

In this stage researches have to carry out field survey therefore he has to decide
whether it is to be census or sample survey

I have used tow or three methods of probability. I have used random sampling, convenient sampling and
area sampling.
vi. ORGANIZING AND CONDUCTING FIELD SURVEY

To conduct field survey I have used interviewing of field survey. It is most difficult task
because respondents are generally heisted in giving information. But it is also initiative and intelligence.
vii. PROCESSING AND ANALYSING THE COLLECTED DATA

Once the filed survey is over and questions are had been receive the beret task is to
aggregate the data in meaningful manner. I have analyzed all the data and find out the characteristics of
each question.
viii. PREPARING PESEARCH PROCESS

After data has been tabulated, interpreted and on analyzed it is required to prepare a
report.
ix. CONCLUSION
These are the steps, which we required to follow while conducting research study
procedure in my study and preparation of these report an at least I have interpret all the all the question
rest of the products. I also have given my findings and limitations for each question and suggestion too.
4.2 OBJECTIVE OF RESEARCH
 To make compensation plans more scientific and rational.
 To help in the proper placement of the workers after the completion of their training and
probation.

 To identify the need and areas for further training of the employees.
 To reduce the grievances among the employees.
 To improve the job performance and identify their potentialities for other work.
 To assist in determination of promotion and transfer policies
4.3 SOURCES OF COLLECTING DATA
Once the researcher has decided the ‘research design’, the next job is of data collection. For data
to be useful, our observation needs to be organized so that we can get some patterns and come to
logical conclusions.

Statistical investigation requires systematic collection of data, so that all relevant groups are
represented in the data. To determine the potential market for a new product, for example, the
researcher might study 500 consumers in a certain geographical area. It must be ascertained that the
group contains people representing variable such as income level, race, education and neighborhood.
The quality of data will greatly affect the conclusion and hence, utmost importance must be
given to this process and every possible precaution should be taken to ensure accuracy, while gathering
and collection data.
Depending upon the resources utilized. Whether the data has come from actual observation or
from records that are kept for normal purpose, statistical data can be classified in to categories: Primary
and secondary.
We have used primary data in our research.
Primary data sources; Questionnaire
Primary data is one which is collected by the investigator himself for the purpose of specific
inquiry or study. Such data is original in a character and is generated by surveys conducted by individuals
or research institutions.
Secondary data source: company web-site
4.4 SAMPLING METHOD
The sampling method indicates how the sample units are selected. The most important decision
in this regard is to determine which of the two – probability or non probability sample is to be chosen.
I have used non probability – judgment sampling. (Judgment: firms employees)

Judgment sampling is one of the most commonly used sampling methods in marketing research
study. Here the sample is selected on the basics on certain basic parameter such as age, sex, income, and
occupation that describes the nature of population so as to make it representative of the population.
The investigator or field workers are instructed to choose the sample that confirms to this
parameter. The field workers are assigned the quota of the number of units satisfying the required
characteristics on which data should be collected.
However, before collecting data on these units the investigator are supposed to verify the unit
qualify this characteristics.
4.5 VARIOUS TECHNIQUE OF SAMPLING
Sampling plays a vital role in carrying out any marketing research study. There would be hardly
any marketing research study, which does not involve the use of sampling backbone of marketing
research. A company selling particular brand of toothpaste and interested in knowing what portion of
household in Delhi use its brand would involve the selection of sample of household.

A market potential study aiming at finding the number, distribution and socio – economic
characteristics of potential customers of a product would define definitely involve the selection of some
kind of sample. A company interested in introducing a new style of packaging for its product would be
interested in knowing the reaction of its customers – a study of which would require the selection of
some type of sample.
THE SAMPLING PROCEDURE
We now turn to the sampling process. It is the procedure required right from the defining the
population to the actual selection of sample elements. There are seven steps involved in this process.
SAMPLING SIZE
Here ,I am survey only 100 employees
4.6 SPECIFYING THE SAMPLING PLAN
This means that one should indicate how decision made so far is to be implemented. All
expected pertinent issue in sampling survey must be answered by the sampling plan.
THE SAMPLING PLAN IS AS UNDER
SELECTING THE SAMPLE
This is the final step in the sampling process. A good deal of field work and office work is
introduced in the actual selection of the sample elements. However it depends mainly upon the
sampling plan and sample size required.

CONTACT METHOD
There are four methods by which respondents can be contacted. The methods are
 Personal interview.
 Mail interview.
 Telephone interview.
 Computer interview.
We have used Personal interview.
DATA ANALYSIS AND INTERPRETATION
I. WHAT IS THE PERIOD OF SERVICE IN THE FIRM?
Particulars Percentage (%)
Less than 2 years 35
More than 2 and less than 5 years 38
More than 5 years 27

II. WHICH FACTORS MOTIVATE THE EMPLOYEE TO WORK?
Particular Percentage (%)
Money 48
Work Culture 38
Management 14

INTERPRETATION
From the above graph we can interpret that most of the employees i.e. 48% are motivated by their
pay scale while only 38% are motivated by the work culture of the industry & 14% are motivated by the
Management of the firm
III. WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY THE FIRM?
On the job 38
Seminar 12
Lecture 8
Off the job 22
Any other 20

INTERPRETATION
From the above graph we can interpret that the firm conducts training mostly on the basis of On
the job i.e. 38%, Off the job at 22%, Lectures at 8%, Seminars at 12% and other methods at 20%.
IV. WHAT ARE THE BASE OFF RECOGNITION OF WORK PERFORMANCE?
Performance 36
Regularity 26
Discipline 22
Behavior 16

V. DOES THE FIRM RECOGNITION WORK PERFORMANCE?
Agree 75
Disagree 25

INTERPRETATION
Here from the above graph we can interpret that 75% of the respondent agree that their work is
recognized while the remaining disagree.
VI. WHICH TYPE OF COMMUNICATION SYSTEM IS HIGHLY SATISFIED NOW A DAYS?

Notice Board 76
Video Conference 24

INTERPRETATION
From the above graph we can interpret that the firm communicated mostly on the basis of
notice board i.e. 76%, video conference at 24%,
VII. IS PERFORMANCE APPRAISAL USED EFFECTIVELY TO IMPROVE THE MORAL LEVEL?

Yes 69
No 31

INTERPRETATION
From the above graph we can come to know that 69% agree to that full effectively to improve the
moral level. while evaluating performance while the rest 31% disagrees.
VIII. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY OR CONDUCTED BY COMPANY EVERY

YEAR?
Yes 80
No 20

INTERPRETATION
From the above graph we can come to know that 80%agree to that full effectively to improve the
moral level. while evaluating performance while the rest 20%disagrees.
IX. ARE YOU INVOLVED IN THE PROCESS OF APPRAISAL?

PARTICULARS PERCENTAGE (%)
YES 88
NO 12

INTERPRETATION
From the above graph we can come to know that 88%employee agree to involve in the process and
while evaluating performance while the rest 12% disagree
FINDINGS
The findings that have been found during the study are mentioned as under:
 The HR manager should see that all employees should be made aware of the performance
appraisal.

 Good team work can be seen among employees.
 Company adopts performance appraisal which is good.
 If company give more importance to performance appraisal system, it will be very beneficial to
the company
 Workers have job satisfaction and because of that employee turnover are less.
 The company has less need of supervising work. B’coz workers are quality oriented. Resources
like men, machine, material and money are allocated and utilized in better way and with good
sense.
 The company has good reputation in the market.
 The workers of the company are so well trained that it enables the company to make the best
utilization of time, money, machines and materials.

CONCLUSION & SUGGESTION

I visited “Duke Plasto technique Pvt. Ltd” and the visit proved not
only enjoyable but also exiting to me the visit implemented, lasting
memories and really. In this unit the persons are very co-operative. They
help me for getting information about the unit and also suggested me
about the company.
Really this company is co-operative me and build my confidence at

a glance. The management of this unit is excellent and very particular
that everybody likes it, so far as my subject practical studies of industry
is concerned. I prepare this report about my practical studies in the
“Duke Plasto technique Pvt. Ltd”.
The company should put a welfare scheme for workers. A scheme

for workers is necessary for getting best result. A company should also
need to provide staff buses for workers & employees.
They should also improve working condition.

BIBLIOGRAPHY

Name of Books Page No
K. Aswathappa (Recruitment)
C.B. Minoria (Training & Development)
Arun & Mirza (Performance Appraised)
Gang & Jain (Managing Human Resources)
Edwin B Flippo (The Status of the Labour Union)
ANNEXURE

I. WHAT IS YOUR PERIOD OF SERVICE IN THE FIRM?
1. Less than 2 years
2. More than 2 and less than 5 years
3. More than 5 years
II. WHICH FACTORS MOTIVATE EMPLOYEE TO WORK?
1. Salary
2. Work Culture
3. Management
III. DOES THE FIRM RECOGNITION OUR WORK PERFORMANCE?
1. Agree
2. Disagree
IV. ARE TRAINING PROGRAMMES CONDUCTED BY THE COMPANY?
1. Yes 2. No
V. SATISFACTION WITH CURRENT COMMUNICATION SYSTEM?
1. Yes 2. No
VI. DOES PERFORMANCE APPRAISAL RAISE MORAL LEVEL?

1. Yes 2. No
VII. WHAT KIND OF TRAINING PROGRAMMES ARE UNDERTAKEN BY THE FIRM?
a. on the job
b. Seminar
c. Lectures
d. off the job
e. other
VIII. WHAT ARE THE BASE OFF RECOGNITION OF WORK PERFORMANCE?
1. Performance
2. Regularity
3. Discipline
4. Behavior
IX. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY?
1. Yes 2. No
X. DO YOU FEEL THAT THE ORG. RECOGNIZES YOUR PERFORMANCE?

1. Yes 2. No
XI. ARE YOU REWARDED THE WORK DONE BY YOU?
1. Yes
2. No
XII. ARE YOU SATISFIED BY THE WAY OF REWARDS?
1. Yes
2. No
XIII. ARE YOU INVOLVED IN THE APPRAISAL PROCESS?
1. Yes 2. No

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DUKE PLASTO PVT LTD.

BACHELOR OF BUSINESS ADMINISTRATION (BBA).

College of Computer and Management Studies, Vadu

Hemchandracharya North Gujarat University, Patan

Taluka: Kadi, District: Mehsana.

College of Computer and Management Studies, Vadu.

College of Computer and Management Studies, Vadu.

B.B.A. is a three years Degree Course namely a degree in “Bachelor

To fulfill this cap at practical knowledge university expects.Each

Having full information and details at any one department the

I am also among one of the luckiest student who get an

College of Computer and Management Studies, Vadu.

College of Computer and Management Studies, Vadu.

I am whole heartily indebted to K.N. Patel college of Business

I gratefully acknowledgement the help and advice of my respected

College of Computer and Management Studies, Vadu.

Sr. No. Particular Page.No.

3.2 WAGES AND SALARY

3.3 TIME KEEPING SYSTEM

3.4 EMPLOYEE RECORD

3.5 LABOUR WELFARE MEASURES

3.6 GRIEVANCE HANDLING PROCEDURE

3.7 PERSONAL RECORD

4.2 AIMS OF PERFORMANCE APPRAISAL

4.3 APPRAISING FOR ASSESSMENT AND

4.4 APPRAISING TO MOTIVATE AND DEVELOP

4.5 FEEDBACK AND PERFORMANCE REVIEW

College of Computer and Management Studies, Vadu.

4.6 FUTURE OF PERFORMANCE APPRAISALS

4.7 PERFORMANCE ANALYSIS

4.8 POST APPRAISAL

4.9 BASIC BEHAVIORAL ASPECTS

4.10 LIMITATION OF PERFORMANCE APPRAISAL

4.11 STATEMENT RATED BY THE PROMACT PLASTICS

4.12 REVIEWING THE QUESTIONAIRE AND

4.13 EVALUATION OF FEEDBACK TAKEN FROM THE

5.2 OBJECTIVE OF RESEARCH

5.3 SOURCES OF COLLECTING DATA

5.4 SAMPLING METHOD

5.5 VARIOUS TECHNIQUE OF SAMPLING

5.6 SPECIFYING THE SAMPLING PLAN

6 DATA ANALYSIS AND

College of Computer and Management Studies, Vadu.

College of Computer and Management Studies, Vadu.

I have visited DUKE PLASTO TECHNIQUE, which is situated at.

In beginning Stage Company was manufacturing pipes & pumps

College of Computer and Management Studies, Vadu.

College of Computer and Management Studies, Vadu.

Sr. No. Particular

1.1 Name of the Company

College of Computer and Management Studies, Vadu.

1.13 No. of Employees

1. Name of The Company: -

Duke Plasto technique

Opp new fruit market,

N.H. 14, Deesa Highway,

College of Computer and Management Studies, Vadu.

Opp. Hotel green wood,

Ph: +91-2742-280155, 280156

4. Form of the unit: -

7. Products of the unit: -

College of Computer and Management Studies, Vadu.

Founder of the company Mr. P.P. Patel