16
A summer training PROJECT REPORT
ON
"Performance appraisal system
in
parag dairy
A Report Submitted in partial fulfillment of the Requirements for the award of MBA
Submitted By:
"Anuradha gupta"
MBA 3rd semester
"1302970017"
Under the guidance of
Mr. Manish Singh (Manager EDP)
2013-2015
KIET School of Management
Krishna institute of engineering and technology
13km stone,Ghaziabad-meerut Road,Ghaziabad-201206(U.P.)
CERTIFICATE OF THE HoD
To whom it may concern
This is to certify that Mr./Ms Anuradha gupta, Roll no…1302970017 is the student of MBA III semester and has successfully completed his/her project on "performance appraisal system at parag dairy"
Date. HOD
Declaration I…………………………, Roll no………………., student of MBA III Semester of KIET, School of Management Ghaziabad hereby declare that the project report on " …………………………………………………………..", is an original and authenticated work done by me. I further declare that it has not been submitted else where by any other person in any of the university for the award of any degree or diploma. Date Name of student Faculty Guide
Declaration
I…………………………, Roll no………………., student of MBA III Semester of KIET, School of Management Ghaziabad hereby declare that the project report on " …………………………………………………………..", is an original and authenticated work done by me. I further declare that it has not been submitted else where by any other person in any of the university for the award of any degree or diploma.
Date Name of student
Faculty Guide
ACKNOWLEDGEMENT
I am very thankful to Mr. S.K PRASAD (General Manager), Lucknow milk union (L.M.U) for his co-operation.
I am also highly obliged to Mr. A.K PAN DEY (Manager Administration), L.M.U for giving me his valuable time & interest for my project.
I am also very thankful to Mr. MANISH SINGH (MANAGER EDP) for giving me guidance & valuable information.
I would also give special thanks to all the outlet holders to whom, I have visited for their support, information, co-operation, advice to complete my project details. I would also like to give special thanks to all staff and the member of Lucknow Producers co-operative Milk Union Ltd. Parag Dairy Lucknow.
`I am also thankful to my Institute Of Management & Research for giving such opportunity to do summer training in Parag (L.M.U).
PREFACE
Post Graduate Diploma in Management is a two year full time programme. It is being carried out by k.i.e.t. Ghaziabad in third semester. It has a provision for summer training by the students from any recognized organization. The study & report is based on Performance Appraisal of the organization.It presents some information regarding the basics of Performance Appraisal along with details of character role (C.R) Entries as a tool for evaluation of performance.
"DECLARATION"
I Anuradha gupta daughter of Mr. manoj gupta, hereby declared summer training report entitled "PERFORMANCE APPRAISAL SYSTEM IN PARAG" is an original work done by me & Submitted to Department of KIET school of Management for the Award of "POST GRADUATE IN MBA" for further Declaration that this report has been purely and truly submitted to the respective college.
INDEX
Chapter Name
Page no.
Table of content
Abstract
Chapter I
Introduction
Importance of study
Literature review
Objectives / Hypothesis
Chapter II
Brief introduction about company & its product
Research design/methodology
Chapter III
Data Analysis
Result discussion
Chapter IV
Conclusion and
7.
Suggestion
8.
Limitation
9.
Conclusion
10.
Bibliography
11.
Annexure
INTRODUCTION TO DAIRY CO-OPERATION
During the early 1920s military dairy farms were established for adequate supply of milk to
the army station.
Establishment of the imperial Indian council of agricultural research in 1929 and transfer of the office if the imperial dairy expert and the institute at Bangalore to the central government of India was on the right path of giving due importance to animal husbandry and dairying.
Subsequently N.C. Wright, Director, Dairy Research Institute Scotland, was invited to review
the progress of dairying in India.
His four-year stay (1936-1940) gave a remarkable impetus to dairy development. Even to this day we realize the importance of D.R. Wright recommendation, which he made in his report towards dairy development Imperial Dairy Research Institute (IDRI) in 1941.
Later on it was renamed as "Indian Dairy Research Institute" and regional stations subs regional station equity as National Dairy Research Institute (NDRI) in 1955 with Regional station.
Academic Training Programme and research in dairy technology and dairy husbandry were accelerated under the director of dairy research, a top senior official position first held by KOTHWALAOR THE DAIRY DEVELOPMENT advisor to the GOVERNMENT OF INDIA in 1944.
The polson Dairy at ANAND bridged the gap between the market at Bombay and milk products in Karia district by supplying pasteurized and chilled milk to Bombay milk scheme and military cantonment in Bombay in 1943.
some of the points emphasized by him were:-
Lack of an organized milk industry in India and ready and remunerative market for milk produced in rural areas
In the absence of ready and assured market the chance of proper impact of development input were very remote
.
India has to develop its own technology and technologist to solve the problem of Dairy industry.
Being a country of village, inhabited by marginal farmers and landless laborers.
E Dairy development in India had to involve these wide spread rural pockets to
promote dairy development on co-operative lines. That was the only way . towards tangible progress
The farmers co-operative complex were established in Karia district at Anand in 1946 and after independence the Arey milk colony and Amul set together a fast pace of dairy development with emphasis on developing technique of processing and marketing, suitable to Indian condition . Between 1948 and 1957 the Karia union expanded its working from 5 village societies to 9000 village societies. It was therefore inevitable that they attracted growing attention of policy makers.
DAIRY SCENARIO IN INDIA
Indian dairy is said to be emerging as a sunrise industry. Milk production is estimated to exceed 74 million tones in 1997 and with the present growth rate of 5 percent per year, production is likely to touch in 1998, 86 million tones by the turn of the country, there by taking India to the top position in milk Production surpassing the US.
In 1994-95, milk became India's number one farm commodity in terms of value of output. Out of every 100 liters of milk produced, 44 were retained by the rural folk, and 56 liters was the marketable surplus for the urban areas. Out of this 56 liters, only 10 was handled by the organized sector and the reaming 46 by the traditional sector. Which means there is still scope for progress not just in terms quality and production but in distribution patterns.
About 70 million farmers are engaged in dairy activities. There are about 57 million cows and 39 million buffaloes and the strength of dairy economy is in its live stock of 270 millions, the record in the world.
In live stock holding, India occupies the first position, accounting for 51 percent of the
world population 1,420 millions.
India's dairy industry generates an annual business of Rs. 53,000 cores and is expected to touch Rs. 88,000 cores by the turn off century. It's highly skilled manpower pool is other advantage.
8
The country has built up a strong base for education, research, extension and training in dairy and veterinary science and manpower resources available here are much cheaper than other countries.
Since dairying in India is closely linked to agriculture, milk production is mostly based on
the utilization of farm by products and crop residues.
Because of the cost of the milk production is much lower than the many developed countries, modern scientific processing technology and managerial innovation are opening up vast opportunities in processing and marketing of various kinds of value added milk product like flavored milk, yogurt, ice-cream and other delicacies.
The emerging consumption patterns present new challenge for the dairy industry. The strategy is now shifting from distribution to sales and marketing. Extreme perishability of milk possibility of its contamination necessitates rapid movement of the product. The highly decentralized natures of the production assets and lie then adequate development of physical infrastructure make the desired speed of movement of milk difficult.
Indian dairy is multi layered shaped like a pyramid with the base Map of market for low cost milk. The narrow tup at the top is small but there exists a great market for Western type milk products.
Indian love to drink milk, hence no efforts are needed to make it acceptable its availability
is not a limitation either, because of simple production.
9
It leaves the vital marketing factor affordability. How to make milk affordable to the large
majority with limited purchasing power. This is essence of challenge.
A. Food service institutional market.
It is growing at the double rate of consumer market.
B. Defense market:
It is growing market for quality of
product at reasonable prices.
C. Ingredient market:
A boom is forest in the market of dairy product based as raw material in Pharmaceutical and allied industries India with their sizeable dairy industry groining rapidly and on the path of modernization would have decades to come.
10
INTRODUCTION TO DAIRY CO-OPERATION
During the early 1920s military dairy farms were established for adequate supply of milk to
the army station.
Establishment of the imperial Indian council of agricultural research in 1929 and transfer of the office if the imperial dairy expert and the institute at Bangalore to the central government of India was on the right path of giving due importance to animal husbandry and dairying.
Subsequently N.C. Wright, Director, Dairy Research Institute Scotland, was invited to review
the progress of dairying in India.
His four-year stay (1936-1940) gave a remarkable impetus to dairy development. Even to this day we realize the importance of D.R. Wright recommendation, which he made in his report towards dairy development Imperial Dairy Research Institute (IDRI) in 1941.
Later on it was renamed as "Indian Dairy Research Institute" and regional stations subs regional station equity as National Dairy Research Institute (NDRI) in 1955 with Regional station.
Academic Training Programme and research in dairy technology and dairy husbandry were accelerated under the director of dairy research, a top senior official position first held by KOTHWALAOR THE DAIRY DEVELOPMENT advisor to the GOVERNMENT OF INDIA in 1944.
11
The polson Dairy at ANAND bridged the gap between the market at Bombay and milk products in Karia district by supplying pasteurized and chilled milk to Bombay milk scheme and military cantonment in Bombay in 1943.
some of the points emphasized by him were:-
A. Lack of an organized milk industry in India and ready and remunerative market for milk
produced in rural areas.
B. In the absence of ready and assured market the chance of proper impact of development
input were very remote.
C. India has to develop its own technology and technologist to solve the problem of Dairy
industry.
D. Being a country of village, inhabited by marginal farmers and landless laborers.
Dairy development in India had to involve these wide spread rural pockets to promote dairy
development on co-operative lines. That was the only way towards tangible progress.
The farmers co-operative complex were established in Karia district at Anand in 1946 and after independence the Arey milk colony and Amul set together a fast pace of dairy development with emphasis on developing technique of processing and marketing, suitable to Indian condition . Between 1948 and 1957 the Karia union expanded its working from 5 village societies to 9000 village societies. It was therefore inevitable that they attracted growing attention of policy makers.
12
Toward the end of 1960 the lessons of the Gujarat dairy co-operative movement thus began
to gete incorporated in the official's policy towards dairy development.
The government of India entrusted the NATIONAL DAIRYDEVELOPMENT BOARD
(NDDB) with the task of implementing operation flood which involved creation of Anand
pattern or Amul type unions in it districts of the country.
Development under flood programme (OFP)
Launching of OFP in 1970 was the first step taken towards milk production at the rural level through the pattern of co-operative milk was efficiently procured and canalized to the consumer in the far flung cities.
13
OPERATION FLOOD PHASE ONE (1970-81)
Phase -1, involving an investment of 95.4 crores, was formally launched on July 1, 1970.
This was the time the largest dairy development programmed was launched any where in the
world. The project was originally formulated for five years, but it suffered delays and was therefore create on the foundation built by phase-1, a viable dairy industry to serve the nation need for milk and milk product in 1980s. To achieve this, the programmed of work was set out in two parts, July, 1978 to July 1979 was used to carry out the preprogram action required prior to launching of phase –II
The originally of phase-11 project proposal with an outlays of rest 485.5 cores was finally
approved by the planning commission and the Government of India with revised targets and
outlay of Rs. 273 cores which was to be carried over to phase-III.
The phase-II was implemented during the 6th five year plan.
(1) Expansion of existing dairies in metropolitan cities.
(2) New dairies in 4 metropolitan cities.
(3) Milk collection / chilling centers.
(4) Storage and long distance transport of milk.
(5) Feeder / balancing dairy plants
(6) Co-operative organization.
(7) Project of skim milk powder and butter oil donated.
14
OPERATION FLOOD PHASE -11 (1981-85)
The success of phase-I clearly demonstrated the reliability of Anand and pattern in milk
sheds. Thus, phase-11 launch on October 11, 1979 was designed.
OPERATION FLOOD PHASE –III
Operation flood was a continuous programme. The phase-III during the 7th five year plan
period was for a period from April 1986 to March 1990, but the program was intended
further. The key physical target of phase-111 is as follows:-
(1)No of Anand co-operative societies.
(2) No of Anand pattern DCS under 25,000.
(3) Milk animals under co-operative ambit, lakh lpd 152.9
(4) Milk procurement peak, lakh lpd 183.3
(5) Build up of dairy capacity lakh lpd 200.0
(6)DCS membership, lakh 100.2
(7) Urban centers to be covered for marketing 200.
Thus Indian dairy industry is progressing well. The tremendous strides taken towards modernization of dairy provided effective boost to indigenous, manufacture of dairy equipment, veterinary medicines and vaccines and long distance transport vehicles for milk.
15
SOME UNIQUE FEATURES OF THE ORGANIZATION
Pradeshik co-operative Dairy federation LTD. is more than four decades old in the Indian Dairy Industry. A quasi government organization in the co-operative sectors, it is the leading organization in the dairy sector in the Northern India. PCDF-a cohesive body –successfully does away with the exploitative force of yester years, the eventual middlemen, foregoing a direct link between the producer and the ultimate consumer. To achieve this noble aim, a three tier cooperative structure has been eve loved comprising of primary societies at the village level, Milk union in the district and finally the main focal Apex Federation – the PCDF at the State level.
World Bank aided prestigious operation programme in the state has been implemented by
PCDF in three phases beginning 1997 to the year 1995.
Nearly all the potential milk belts of the state were gradually covered in the three phases of
Operation Flood Programmed.
PCDF's operation combine the basic guiding principle of Anand pattern Milk co-operative
with the business skill of today's industrialized society.
Giving rise to an organization, which injects corporate skills and dynamic professionalism into what, is traditionally a fundamental institution. The Rural milk co-operative draw their inherent strength from the farmers' committed participation. More than 5.5 lakhs rural milk producer families of 10865-village level dairy co-operative reaffirm their faith by selling surplus milk to PCDF.
OTHER PROGRAMMES
The federation's unfailing reputation has won it the task of implementing various
development and promotional programmers sponsored by state/central government.
16
Toward the end of 1960 the lessons of the Gujarat dairy co-operative movement thus began to gete incorporated in the official's policy towards dairy development.
The government of India entrusted the NATIONAL DAIRYDEVELOPMENT BOARD (NDDB) with the task of implementing operation flood which involved creation of Anand pattern or Amul type unions in it districts of the country.
Development under flood programme (OFP) Launching of OFP in 1970 was the first step taken towards milk production at the rural level through the pattern of co-operative milk was efficiently procured and canalized to the consumer in the far flung cities.
Dairy industry
OPERATION FLOOD PHASE ONE (1970-81)
Phase -1
Involving an investment of 95.4 crores, was formally launched on July 1, 1970.
This was the time the largest dairy development programmed was launched any where in the world. The project was originally formulated for five years, but it suffered delay and was therefore create on the foundation built by phase-1, a viable dairy industry to serve the nation need for milk and milk product in 1980s. To achieve this, the programmed of work was set out in two parts, July, 1978 to July 1979 was used to carry out the preprogram action required prior to launching of phase
Phase -2
The originally of phase-11 project proposal with an outlays of rest 485.5 cores was finally approved by the planning commission and the Government of India with revised targets and outlay of Rs. 273 cores which was to be carried over to phase-III.
The phase-II was implemented during the 6th five year plan.
(1) Expansion of existing dairies in metropolitan cities.
(2) New dairies in 4 metropolitan cities.
(3) Milk collection / chilling centers.
(4) Storage and long distance transport of milk.
(5) Feeder / balancing dairy plants
(6) Co-operative organization.
(7) Project of skim milk powder and butter oil donated.
OPERATION FLOOD PHASE - 2 (1981-85)
The success of phase-I clearly demonstrated the reliability of Anand and pattern in milk sheds. Thus, phase-11 launch on October 11, 1979 was designed.
OPERATION FLOOD PHASE –III
Operation flood was a continuous programme. The phase-III during the 7th five year plan period was for a period from April 1986 to March 1990, but the program was intended further. The key physical target of phase-111 is as follows:-
(1)No of Anand co-operative societies.
(2) No of Anand pattern DCS under 25,000.
(3) Milk animals under co-operative ambit, lakh lpd 152.9
(4) Milk procurement peak, lakh lpd 183.3
(5) Build up of dairy capacity lakh lpd 200.0
(6)DCS membership, lakh 100.2
(7) Urban centers to be covered for marketing 200.
Thus Indian dairy industry is progressing well. The tremendous strides taken towards modernization of dairy provided effective boost to indigenous, manufacture of dairy equipment, veterinary medicines and vaccines and long distance transport vehicles for milk.
SOME UNIQUE FEATURES OF THE ORGANIZATION
Pradeshik co-operative Dairy federation LTD. is more than four decades old in the Indian Dairy Industry. A quasi government organization in the co-operative sectors, it is the leading organization in the dairy sector in the Northern India. PCDF-a cohesive body –successfully does away with the exploitative force of yester years, the eventual middlemen, foregoing a direct link between the producer and the ultimate consumer. To achieve this noble aim, a three tier cooperative structure has been eve loved comprising of primary societies at the village level, Milk union in the district and finally the main focal Apex Federation – the PCDF at the State level.
World Bank aided prestigious operation programme in the state has been implemented by PCDF in three phases beginning 1997 to the year 1995.
Nearly all the potential milk belts of the state were gradually covered in the three phases of Operation Flood Programmed . PCDF's operation combine the basic guiding principle of Anand pattern Milk co-operative with the business skill of today's industrialized society
.
Giving rise to an organization, which injects corporate skills and dynamic professionalism into what, is traditionally a fundamental institution. The Rural milk co-operative draw their inherent strength from the farmers' committed participation. More than 5.5 lakhs rural milk producer families of 10865-village level dairy co-operative reaffirm their faith by selling surplus milk to PCDF.
OTHER PROGRAMMES
The federation's unfailing reputation has won it the task of implementing various
development and promotional programmers sponsored by state/central government.
Due to reputation, efficiency and wide network with quality manpower, PCDF is currently implementing following developmental and promotional programmers supported by central /state govt.
Integrated mini Dairy project (MIDP)
women Dairy project (WDP)
Capturing a dominant shares of the urban milk market, hitherto served by multitude of small milk vendors, Creating a procurement network to link numerous co-operative producer societies in different milk shed areas to the organized urban dairy industry, Upgrading the milk production capacity of Indian bovine stock through a programme of cross-breeding, veterinary services and auxiliary activities.
GENERAL IMPACT (O.F.PROGRAMME)
Real ground work in dairying has been done by the co-operatives.
Due awareness has been created in the minds of producer and urban of the state.Co-operative have succeeded in the social and economical upliftment of women and downtrodden in the rural society. Rural migration to the cities curtailed because of continuous and sustainable employment generation at village level.
Rural Family Welfare Project (RFWP) .
Uttar Pradesh Diversified Agriculture Support project (UPDASP)
The programmed achieved hitherto under this programme has own many laurels for PCDFC adding further to its reputation.
ENCOURAGING RURAL PEOPLE IN DIRYING- A PRIORITY
Towards upliftment of rural poor, PCDFC has emerged as the leading institution in the state. Small and marginal farmers and landless laborers have been able to participate in draying on an appreciable scale only since the launching of various developmental programmers.
Darying is a labour intensive activity governed largely by availability of female labour; hence rural women are also actively participating in dairy.
Through its consistent efforts PCDF has ensured that the rural women remains indispensable parts of darying in the states.
MANAGEMENT ---The Force With in (Our forte)
The organization boasts of around more than three thousand employees that covers a whole gamut of highly qualified and motivate professionals MBA's, C.A.'s Engineers, Dairy Technologist, Chemist, and vetinarians.
The staff has been trained for special function being performed by the Federation.
INFRASTRUCTURE (PLANT& MACHINERY)
The organization is equipped with sophisticated Plat & Machinery Ghee, Butter Milk Powder, and other Dairy product on a big scale. The manufacturing capacity covers approximately 37mt. Ghee, 30mt.Butter, and 55mt. Of Milk powder on per basis.
PCDF has also the distinction of having the post sophisticated and computerized first vertical dairy in Varanasi. This is a state of Art project within its various sections located in the basement and three floors of the building.
The total capacity available with the affiliated milk unions including the newly acquired Parag Dairy, Varanasi 1530 TLPD. Besides the dairy plants various new projects have been commissioned At Lucknow, Allah bad, Aligarh, and Kanpur as well.
Equipped central Quality control Laboratory based at Lucknow which Checks orgenolepetic chemical and microbiological quality of the products
BRIEF HISTORY OF PARAG
Lucknow is the capital city of Uttar Pradesh. Total area of district is 2528 square km. 91588 hectare is cultivated land. Wheat and rice is the main agriculture production of district. 69% of farmers are small and medium level farmers who have about 1 acre land each. Lucknow Producer's Cooperative Milk Union Ltd. (Parag Dairy Lucknow) was established in 1938. Lucknow Milk Union is the first Co-operative Dairy established in India. Very few people know the fact that the process developed by Lucknow Milk Union was later used in spirit in Gujarat co-operative milk movement and is now famous as "Anand Pattern". Lucknow Milk Union was then chosen as one of the model dairy to implement Operation Flood Programme started by the National Dairy Development Board (NDDB) in 1970 .Present handling capacity of plant is 1, 50,000.
The aim of Lucknow Milk Union is to provide reasonable price to farmers thereby defending them from exploitation of milk vendors and earn supplementary income apart from agriculture. On the other hand the Milk Union supplies high quality pure Milk & Milk Products at reasonable prices to urban consumers under the brand name "PARAG". The Milk Union has been running "Clean Milk and Breed Conservation Programmes" under UPDASP where milk producers have been educated in producing and supplying milk under clean and hygienic conditions and provided the producers with semen of pure Indian breed for the improvement of the present breed of animals. Lucknow Milk Union is establishing Auto Milk Collection Units (AMCU) in societies for giving transparent payment system for milk given by farmers. By the establishment of these machines farmers are getting full price and actual detail of fat & snf of their milk.
Presently AMCU are running successfully in 259 societies. 21 BULK MILK COOLERS are established in various rural areas of Lucknow for keeping high quality of milk procured in those areas by milk societies
Lucknow Milk Union has set up of teams for "Quality Check and Health Awareness Programme" for the urban consumers of milk. The teams visit different localities in city, tests their milk and provides on the spot results to the consumers. The Milk Union also organizes school children's visit to its dairy plant to create awareness on milk processing and other related systems amongst them. The Milk Union has obtained ISO & HACCP certification in year 2007.
For coming months, Lucknow Milk Union has committed itself to provide a minimum of 1, 60,000 liters of high quality "Parag" milk per day to the urban consumers. Apart from selling milk in pouches, the Milk Union is also gearing itself to provide fresh loose milk to the city consumers. Towards this end, the milk supply vehicles insulated with Japanese eco-friendly standards have already been introduced in various areas of the city. 87 All Time Milk Booths (ATM) are established for supply of high quality milk to the consumers round the clock.
Lucknow Milk Union is able to maintain high quality standards in its Milk and Milk products through close monitoring of processes in all its stages of production, processing and packaging.
The constant increase in the sale figures of the Milk Union are a reflection of our sincere efforts and the growing confidence of the consumers in PARAG Milk Products.
The organization has a chain of around 2000 agents providing employment to the unemployed youths. "Door to Door Milk Delivery System" through mini insulated tanker thru commission agents with attractive commission rates has been started in the city. The requirement for this system is to have a mini insulated tanker for which one has to arrange finances up to Rs.50000/- himself and rest amount comes through bank finance.
The steady sales progress of the Milk Union is reflected from the fact that from an average sale of 94,460 lit. Of liquid milk per day in the year 2002-03 the sale grew to 1, 30,333 lit. Per day in the year 2009-10 and during the year i.e. 2010-11 the sale stands at 129144 lit. Per day till 31st may-10.The sales turnover of the Milk Union has grown from Rs. 64.07 Crores in the year 2002-03 to Rs. 146.52 Crores in the year 2008-09.
The march of Lucknow Milk Union (PARAG DAIRY) towards success and excellence continues.
The history of co-operative dairy industry In U.P dates back to 1917 when the "Karta Co-operative Milk Society", Allahabad was established. LPMU was established in 1938 as the first step towards organized dairy development programme all over India. At the time of independence four milk supply schemes were operating in Lucknow, Allahabad, Varanasi, and Kanpur cities. The Agra co-operative dairy came into existence in second five year plan while dairies at Bareilly, Gorakhpur and Mathura were adopted later on.
The apex institution of dairy co-operative was registered under the name 'PCDF (Pradeshik Co-operative Dairy Federation) in the year 1962 during the fourth five year plan. Aligarh and Meerut were also proposed to be included in the scheme. The Govt. of U.P also entrusted PCDF with the responsibility of implementing the operation flood. It was to establish co-operative structure in some of the best milk sheds located in ten states in U.P being of them.
COMPANY PROFILE
ESTABLISHED : 1938
REGISTERED : 23rd March 1938
FIRST DAIRY INSPECTOR Mr. N.K PANDEY
BOARD OF DIRECTORS Mr. Gopal Lal Pandey
Mr. Nirma Chandra –
chaturvedi
Mr. Tej Shanker
Mr. Pushkar Nath Bhatt
INITIAL CAPITAL INVESTMENT Rs.100/-
PRESENT CAPITAL State Government 90%
Co-operative 10%
LOCATION Jopling Road, Ghokle marg
AREA OF DITRIBUTION Initial Bakshi ka Talab,
PRESENTLY The Entire District.
Tiwariganj
OPERATION FLOOD 1ST ,2ND AND 3RD WERE STARTED IN U.P WITH THE FOLLOWING OBJECTIVES:
Removing the middlemen between the producer's and consumer's by the procurement of the milk by the producers directly through village co-operative.
To increase the production of milk from milking animals by providing Inputs to the producers.
To arrange the supply of liquid milk in the major cities of U.P.
For carrying out the whole programme successfully by proper planning, implementation, follow-up maintenance etc, an effective organization structure has been charted out.
DAIRY INDUSTRY PROFILE
DAIRY INDUSTRY PROFILE
PRODUCTS
MILK
BUTTER HUMAN POPULATION :953 MILLION (70 MILLION DAIRY FARMER)
MILK PRODUCTION : 74.3 MILLION TONNES (20.5 MILLION IPD)
AVERAGE ANNUAL GROWTH RATE (1995-2000): 5.6%
PER CAPITA MILK AVAILIBILITY : 214G/DAYS OR 78 KG/YEAR
MILK ANIMAL : 57 MILLION COWS; 39 MILLION BUFFALOES
MILK YEILD PER BREED ABLE BOVINE IN –MILK : 1,250KG
CATTLE FEED PRODUCTION (ORGANIZED SECTOR ) : 1.5 MILLION TONNES
TURN OVER OF VETERINARY PHARMATEUTICALS: RS. 550 CRORES
DAIRY PALNT THROGHTOUT : 20 MLPD
THROGHT PUT AS PERCENTAGE OF TOTAL MILK OUTPUT : 10
VALUE OF OUTPUT OF MILK GROUP (2007-08)* : RS.50,051 CRORES
VALUE OUTPUT OF DAIRY INDUSTRY ** : RS 105,500 CRORES
*BASED ON PRODUCER'S PRICE
* BASED ON RETAIL PRICE
WHITE BUTTER
DAHI
PANEER
PEDA
GHEE
GULAB JAMUN
CHHENA
1o. CREAM
11. KHEER
12. BESAN LADDU
13. RAS GULLA
14. FLAVOURED MI
15. MATTHA
16. CHHACHH
MILK
MILK
GOLD MILK :
Orange colour pouch product name is gold milk
INGREDIENTS :
( S.N.F.) =SOLIDS NOT FAT
FAT : 6.0 %
S.N.F. : 9.0%
TAAZA MILK :
Blue colour pouch product name taaza milk also known as
TONNED MILK
INGREDIENTS:
FAT : 3.0 %
S.N.F. : 9.0 %
LITE MILK :
Purple colour pouch product name lite milk
FAT : 0.5 %
S.N.F. : 8.7 %
Flavoured milk :
company also produced flavoured milk .
Process flow chart for liquid milk packing
Milk reception in cane or tankers
Weighment
Unload through strainer
Chilling
Raw milk storage tank
Balance tank of pasteurizer
Pasteurization (78 *c to 2 *c) for15 seconds
Milk chiller
Pasturised milk storage tank
Pouch machine balance tank
Pouch filling
Crating
Cold storage max 5 *c when closed
Dispatch
BUTTER
Process flow chart for liquid milk packing
storage tank
loading to churn
churning
washing with pasteurized water
preworking
unloading in trolleys
packaging in polythene liner & box hardening in cold storage
storage for self consumption
DEPARTMENTS & FUNCTIONS
H.R. & ADMINISTRATION
L.M.V. = 159 EMPLYEES
P.C.D.F. = 99
OFFICERS = 32
COTRACT BASE =275
FUNCTIONS :
Employees related work like recruitment selection,training,performance appraisal,paying salary,emergency problem ect.
RECRUITMENT as Govt. norms
Finance Department :
No. of Employees = 24
STORE DEPARTMENT
divided into three parts
1. Central store
2. Engineering store
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Human resource management (HRM) is "the strategic and coherent approach to the management of an organization's most valued assets - the people working there whom individually and collectively contribute to the achievement of the objectives of the business."
The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.
Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.
Its features include:
Personnel administration
Personnel management
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets.
The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.
Practitioners in the field see HRM as a more innovative view of workplace management than the traditional approach.
As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall.
HRM is also seen by many to have a key role in risk reduction within organizations.
COMPONENTS OF HRM
Recruitment and Selection Process
Performance Appraisal
Training and Development
Industrial Relations
Employee Remuneration
PERFORMANCE APPRAISAL in PARAG
Introduction of the topic
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager's responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.
"People are our most valuable asset" is a cliché, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain undervalued, under trained and underutilized.
Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his / her potential for future development. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employees.
Rationale Of The Study
Performance Appraisal is the important aspect in the organization to evaluate the employee's performance. It helps in understanding the employees work culture, involvement, and satisfaction. It helps the organization in deciding employee's promotion, transfer, incentives, and pay increase.
PERFORMANCE APPRAISAL
WHAT IS "Performance Appraisal"?
Performance Appraisal is defined as the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. It consists of all formal procedures used in working organizations and potential of employees.
According to Flippo,
"Performance Appraisal is the systematic, periodic and an important rating of an employee's excellence in matters pertaining to his present job and his potential for a better job."
Characteristics
1. Performance Appraisal is a process.
2. It is the systematic examination of the strengths and weakness of an employee in terms of his job.
3. It is scientific and objective study. Formal procedures are used in the study.
4. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan.
5. The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision an employee
Process
The process of performance appraisal:
1. Establishing performance standards
2. Communicating the Standards
3. Measuring Performance
4. Comparing the actual with the standards
5. Discussing the appraisal
6. Taking Corrective Action
Limitations
1. Errors in Rating
2. Lack of reliability
3. Negative approach
4. Multiple objectives
5. Lack of knowledge
Methods of Performance appraisal
The foregoing list of major program pitfalls represents a formidable challenge, even considering the available battery of appraisal techniques. But attempting to avoid these pitfalls by doing away with appraisals themselves is like trying to solve the problems of life by committing suicide. The more logical task is to identify those appraisal practices that are (a) most likely to achieve a particular objective and (b) least vulnerable to the obstacles already discussed.
Before relating the specific techniques to the goals of performance appraisal stated at the outset of the article, I shall briefly review each, taking them more or less in an order of increasing complexity.
The best-known techniques will be treated most briefly.
Essay appraisal
In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly those involving professional, sales, or managerial positions, essay appraisals from former employers, teachers, or associates carry significant weight.
.
Graphic rating scale
This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication.
Field review
The field review is one of several techniques for doing this. A member of the personnel or central administrative staff meets with small groups of raters from each supervisory unit and goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c) determine that each rater conceives the standards similarly. .
Forced-choice rating
Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party.
Management by objectives
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards, employees in some organizations are being asked to set - or help set - their own performance goals. Within the past five or six years, MBO has become something of a fad and is so familiar to most managers that I will not dwell on it here.
Ranking methods
For comparative purposes, particularly when it is necessary to compare people who work for different supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. There is no single form or way to do this.
The best approach appears to be a ranking technique involving pooled judgment.
The two most effective methods are alternation ranking and paired comparison ranking.
1. "Alternation ranking":
Ranking of employees from best to worst on a trait or traits is another method for evaluating employees. Since it is usually easier to distinguish between the worst and the best employees than to rank them, an alternation ranking method is most popular. Here subordinates to be rated are listed and the names of those not well enough to rank are crossed. The employee who is highest on the characteristic being measured and the one who is the lowest are indicated. Then chose the next highest and the next lowest, alternating between highest and lowest until all the employees to be rated have been ranked.
2. "Paired-comparison ranking":
This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more people are asked to make independent rankings of the same work group and their lists are averaged), are among the best available for generating valid order-of-merit rankings for salary administration purposes.
Assessment centers
So far, we have been talking about assessing past performance. What about the assessment of future performance or potential? Placement decision and even more so in promotion decisions, some prediction of future performance is necessary. How can this kind of prediction be made most validly and most fairly?
360 Degree Feedback
Many firms have expanded the idea of upward feedback into what the call 360-degree feedback. The feedback is generally used for training and development, rather than for pay increases.
Most 360 Degree Feedback system contains several common features.
Appropriate parties –
peers, supervisors, subordinates and customers, for instance – complete survey, questionnaires on an individual. 360 degree feedback is also known as the multi-rater feedback, whereby ratings are not given just by the next manager up in the organizational hierarchy, but also by peers and subordinates. Appropriates customer ratings are also included, along with the element of self appraisal. Once gathered in, the assessment from the various quarters are compared with one another and the results communicated to the manager concerned.
Another technique that is useful for coaching purposes is, of course, MBO. Like the critical incident method, it focuses on actual behavior and actual results, which can be discussed objectively and constructively, with little or no need for a supervisor to "play God."
Advantages
Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities.
The guiding principle of the MBO approach is that direct results can be observed easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance.MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts, but to put all the parts together and the performance may be directly.
Disadvantages
This approach can lead to unrealistic expectations about what can and cannot be reasonably accomplished. Supervisors and subordinates must have very good "reality checking" skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring.
Variable objectives may cause employee confusion. It is also possible that fluid objectives may be distorted to disguise or justify failures in performance.
Benefits of Performance Appraisal
Measures an employee's performance.
Helps in clarifying, defining, redefining priorities and objectives.
Motivates the employee through achievement and feedback.
Facilitates assessment and agreement of training needs.
Helps in identification of personal strengths and weaknesses.
Plays an important role in Personal career and succession planning.
Clarifies team roles and facilitates team building.
Plays major role in organizational training needs assessment and analysis.
Improves understanding and relationship between the employee and the reporting
Manager and also helps in resolving confusions and misunderstandings.
Plays an important tool for communicating the organization's philosophies, values, aim, strategies, priorities, etc among its employees.
Rating Errors in Performance Appraisals
Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: -
Leniency or severity: -
Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons:
a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect poorly on his or her own worthiness.
b) He / She may feel that a derogatory rating will be revealed to the rate to detriment the relations between the rater and the ratee.
c) He / She may rate leniently in order to win promotions for the subordinates and therefore, indirectly increase his/her hold over him.
Central tendency: -
This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates.
Halo error: -
A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well as on motivation.
Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect.
Rater effect: -
This includes favoritism, stereotyping, and hostility. Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error.
Primacy and Regency effects: -
The rater's rating is heavily influenced either by behavior exhibited by the rate during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the rate near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement.
Performance dimension order: -
Two or more dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different.
Spillover effect: -
This refers lo allowing past performance appraisal rating lo unjustifiably influence current ratings. Past ratings, good or bad, result in similar rating for current period although the demonstrated behavior docs not deserve the rating, good or bad.
ROLES IN THE PERFORMANCE Appraisal PROCESS
Reporting Manager
Ø Provide feedback to the reviewer / HOD on the employees' behavioral traits indicated in the PMS Policy Manual
Ø Ensures that employee is aware of the normalization / performance appraisal process
Ø Address employee concerns / queries on performance rating, in consultation with the reviewer
b) Reviewer (Reporting Manager's Reporting Manager)
Ø Discuss with the reporting managers on the behavioral traits of all the employees for whom he / she is the reviewer
Ø Where required, independently assess employees for the said behavioral traits; such assessments might require collecting data directly from other relevant employees
c) HOD (In some cases, a reviewer may not be a HOD)
Ø Presents the proposed Performance Rating for every employee of his / her function to the Normalization committee.
Ø HOD also plays the role of a normalization committee member
Ø Owns the performance rating of every employee in the department
d) HR Head
Ø Secretary to the normalization committee
Ø Assists HOD's / Reporting Managers in communicating the performance rating of all the employees
e) Normalization Committee
Ø Decides on the final bell curve for each function in the respective Business Unit / Circle
Ø Reviews the performance ratings proposed by the HOD's, specifically on the upward / downward shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee.
KEY CONCEPTS IN PMS
In order to understand the Performance Management System some concepts need to be explained which play a very important role in using the PMS successfully. They are:
Ø KRA'S (KEY RESULT AREAS): The performance of an employee is largely dependent on the KRA score achieved by the employee during that particular year. Thus, it is necessary to answer a few basic questions i.e.
O What are the guidelines for setting the KRA's for an employee?
O How does an employee write down his KRA's for a particular financial year?
O KRA's: The Four Perspectives.
How is the KRA score calculated for an employee on the basis of the targets sets and targets achieved?
Ø BEHAVIORAL TRAITS: Some of the qualitative aspects of an employees' performance combined with the general behavioral traits displayed by the employee during a year constitutes his behavior traits. An employee is assigned the rating on the basis of the intensity of the behavior displayed by him. They play a very important role in the deciding the final performance rating for an employee as is even capable of shifting the rating one level upwards/downwards.
Ø THE PERFORMANCE RATING PROCESS: The rating process tries to explain the four different types of rating that an employee can achieve i.e. EC, SC, C and PC. It also explains the criteria, which is considered for awarding any of these ratings to the employee.
Ø PROMOTION AND RATING DISRTRIBUTION GUIDELINES: The promotion and normal distribution guidelines provide the framework within which the performance appraisal process has to work. It is very important that the HR department pays due attention to these guidelines while preparing the bell curves for various functions and the consolidated bell curve for all the functions. These guidelines also help in deciding upon the promotion cases in a year.
Performance Rating Process
EXCEPTIONAL CONTRIBUTOR (EC)
· Performs consistently and substantially above expectations in all areas
· Achieves a final score greater than or equal to 115%
· Consistently delivers on stretch targets
· Is proactive
· Spots and anticipates problems, implements solutions
· Sees and exploits opportunities
· Delivers ahead of time
· Sees the wider picture-impacts across business
Focuses on what's good for the business
· Seen as role model by others
· Recognized as exceptional by other functions as well
· Motivates others to solve problems
· Develops others
· Provides open and honest feedback
· Able to establish and lead cross-functional teams
(SC SIGNIFICANT CONTRIBUTOR)
· Performs above expectations in all areas
· Achieves final score between 100-114%
Versatile in his/ her area of operation
Develops creative solutions and require little / minimal supervision
Sets examples for others
Take ownership of own development
Coaches others
Demonstrates business initiative
Is self motivated
Supportive team player
Leads own team very effectively
Demonstrate functional initiative
·
OBJECTIVE
The project work is one of the subjects of management courses. It is a vocational training for a student that immensely helps to get him acquainted with the actual working of an organization & in particular the functions of Personnel & Administrative or Human Resource Department of an organization.
It also facilitates him to have an observational experience for gaining in depth knowledge of various functions undertaking by the management of an organization. It includes number of activities to be performed by the students like selection of the topic, collection of relevant data, and presentation of the data in a systematic manner & to find out some logical conclusions.
RESEARCH METHODOLOGY
(3)
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose. Research design stands for advance planning of the method to be adopted for collecting the relevant data the techniques to be used in their analysis, keeping in view the objective of research. The ideal research design is which minimizes the bias and maximizes the reliability of the data collected and analyzed. A research design would act as a guide and help the researcher move towards the right direction.
Research concerns itself with obtaining information through empirical observation that can be used to systematically develop logically related proposition so as to attempt to establish casual relationships among variables.
Data Collection:-
There are two types of data viz. primary data and secondary data. Primary data are those, which are collected fresh and for the first time, and thus happened to be original in character and the secondary data, on the other data are those which have already been collected by someone else and which already have passed through statistical process.
Primary data for the project is collected by using different methods like questionnaires, interview, informal talks and observation, primary data is collected.
Sources of Data:-
There are different sources used to collect data. The data for this project is collected by conducting a survey within the organization, through questionnaire, discussions, library books and websites.
Secondary data for the project is collected by using library books, websites, and organization's report etc.
The data was collected through questionnaire survey, which was given to various respondents.
Sample Size:-
A sample size is 50 employees whose services are employee by Lucknow Milk Producer Union Ltd, LUCKNOW was considered.
Stastical Tools for Data analysis:-
Tangent Population
The target population of LUCKNOW MILK PRODUCER'S UNION LTD is the employee of across various departments.
Sampling Method
Random Sampling
SWOT Analysis
It is one thing to discern attractive opportunities in the environment; it is another to have the necessary competencies to succeed in these opportunities. Each business needs to evaluate strengths and weaknesses periodically. In examining its pattern of strengths and weaknesses, clearly the business does not have to correct all of its weakness nor gloat about all of its strengths. The big question is whether the business should limits itself to those opportunities where it now possesses the required strengths or should consider better opportunities where it might have to acquire or develop certain strengths.
A market opportunity is an area of need in which a company can perform profitably. Opportunities can be listed and classified according to their attractiveness and the success probability. The company's success probability depends on whether its business strengths not only match the key success requirements for operating in the target market but also exceed those of its competitors. Mere competence does not constitute the competitive advantage. The best performing company will be one of that can generate the greatest customer value and sustain it over time.
Some development in the external environment represents threats. An environmental threat is a challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to sales or profit deterioration
SWOT:
Analysis is important technology by the company can reap its position future and can over comes its negative aspects. Therefore, swot analysis plays an important role of formulating the business strategies for any company, which is obvious best on its strength, weakness, opportunity and threat.
Strength of the organization
Respected management and reasonable competitive advantages
2. Strong position in the segment of its business
3. Emerging businesses and companies staging a turnaround etc
4. Vast customer base.
5. Extensive distribution network
6. Government support
Weakness of the organization
1. Reduction in quality of the product.
2. Dissatisfaction among customer due to lack of service.
3. No after sales service
Opportunity for the organization
1. Rising level of urbanization and education creates opportunity.
2. Increasing awareness in safe and packed milk among people.
3. Growing market of health conscious people in urban .
4. Increasing demand of milk products among all segments.
Threat for the organization
1. Economic environment.
2. Government policies
3. Political environment
4. Social environment
5. AMUL
DATA ANALYSIS AND INTERPRETATIONS
DATA analysis
Question no 1: Are you aware about the modern techniques used in performance appraisal?
(a) Yes (b) No
Question
Yes
No
Sample Size 100 Employees
60
40
Interpretation: Near about 60% of the employees had not aware about modern performance appraisal technique
Question no 2: Performance appraisal techniques make you better eligible for promotion, demotion, & transfer.
(a) Agreed (b) Not Agreed
Question
Agreed
Not agreed
Sample Size 100 Employees
80
20
Interpretation: The 80% of the respondent's shows that PARs as a good strategy to go ahead with promotion while 40% of respondents do not agree with it.
Question 3 : Are you aware about your performance appraisal or any evaluation done by your superior
(a) Yes (b) No
Question
Yes
No
Sample Size 100 Employees
80
20
Interpretation: 80 % the employees had responded in favor of that they were aware about performance appraisal.
Question no 4: Performance appraisal techniques make you better eligible for promotion, demotion, & transfer.
(a) Agreed ( 80 ) (b) Not Agreed (20 )
Question
Agreed
Not agreed
Sample Size 100 Employees
80
20
Interpretation: The 80% of the respondent's shows that P.A. as a good strategy to go ahead with promotion while 40% of respondents do not agree with it.
Question no 5: Do you think performance appraisal is useful or just a waste of time?
(a) Useful ( 92 ) (b) Waste of time ( 08 )
Question
Useful
Waste of time
Sample Size 100 Employees
92
8
Interpretation: More than 90% of the employees say that performance appraisal is useful for their self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees thinks it as a waste of time.
Question no 6: Proper and adequate performance appraisal plays a crucial role in your career development.
(a) Agreed ( ) (b) Not Agreed ( )
Question
Yes
No
Sample Size 100 Employees
92
8
Interpretation: 92% of the responses show that Performance Appraisal Report helps a lot in the promotional activities.
Question no 7: Does performance appraisal report is helpful in identifying Training and Development need or it lay development plan for you? )
(a)To a large extent (b) To some extent (c) Not at all
Question
To a large extent
To some extent
Not at all
Sample Size 100 Employees
60
30
10
Interpretation: 50% of the respondents are satisfied by the performance appraisal report as it helps them to understand the job profile and helps in training need identification.
Question no 8: Performance appraisal is most of the time fair and unbiased.
(a) Agreed ( 85 ) (b) Not Agreed ( 15 )
Question
Agreed
Not agreed
Sample Size 100 Employees
85
15
Interpretation: 85 % of the respondents show that Performance Appraisal report is time fair & unbiased.
Question no 9: Have you understood clearly, as to what is expecting from you?
(a) Yes (b) No (c) Cant' say
Question
YES
No
Cant' say
Sample Size 100 Employees
40
22
38
.
Interpretation: There is a close response from the respondents on Performance appraisal report where on one hand (near about 40%) say that it makes feel refreshed & know there better responsibility. On the other hand some say that it has helped them in improving their skills not to define their future responsibility and performance
FINDINGS
FINDINGS
For employees its one of the major hindrance is delivering job performance & so it's the prime responsibility of the company to provide every necessary infrastructure.
Performance appraisal in PARAG is done on an annual basis. This should be done quarterly to make it more effective.
It is also observed that basic infrastructure facilities like P.C, Printer are not up to the mark.
Relation of the employees with the superiors is supportive.
Maximum support is given to the employees for their innovative ideas for process improvement.
Maximum employees are favorable with the internal environment of the organization.
Majority of the employees are satisfied with their increment through monetary motivation.
Proper training programs on safety from hazardous & inflammable material are conducted to avoid accidents.
Majority of the employees are satisfied with the medical support given by the organization through this their performance can increase.
Maximum employees are satisfied with the recreational activities provided by the organization.
Feedback is provided to the employees though in a very few occasion.
SUGGESTIONS
Performance Appraisal should be experience, work skill, labourism sincerity.
Evaluation should be as per performance and shall not be biased.
Valuation of performance should be done in each quarter.
Appraisal should not be Bell Curve. It should be based on department/ individual either 1005 or 0%.
Employee is the key resource of the organization. Hence employee satisfaction is the key to success for the organizational growth. For employee satisfaction there should be good incremental and promotional policies.
Things carried out on paper should be followed/ implemented or at least can be tried.
Performance Appraisal should be done by MBO (Management by Objective) /M&M method of appraisal.
Every employee should have a right of justification for his own roles, responsibilities and designation.
Organization must use 360 degree appraisal method because this method not only includes the performance of an employee but his interpersonal skills also
Limitations of study
1. Lack of expertise trainer handed in the prosecution of Performance Appraisal programme.
2. Lack of feeling in people of against the awareness for the Performance Appraisal programme.
3. Search for the exact Appraisal was also difficult to define.
CONCLUSION
It is truth that no work is completed in itself. In fact, completion of one job is actually the beginning of another job. Likewise, performance Appraisal is never ending process. It is essential for personal & professional development.
This project has been considering all possible aspects mentioned in the project booklet. The project is made very clear and precise with the help of the relevant data gathered from the company, company website & through various annexure.
In the concluding remark of my project report, I would like to state that at LUCKNOW PRODUCER'S CO-OPERATIVE MILK UNION LTD, LUCKNOW the employees are considered as most valuable assets & strength for sustained growth & development of the company.
They believe in investing continuously in human resource for their growth. The company is led by young professionals. They have an open work environment which is achievement oriented.
In spite of these merits, there are some demerits also in the company that the goals of the company are not decided in advance and no feedback fixed for workers and executives in LUCKNOW PRODUCER'S CO-OPERATIVE MILK UNION LTD, LUCKNOW.
Books:
Ashwathappa .K
"Human Resources Management" Tata MC Graw hill, New Delhi -7th edition.
Prasad L.M. " Human Resource Management " Sultan Chand & Sons , 2nd edition.
Gupta C.B. "Human Resource Management" Sultan Chand & Sons,
New Delhi ,13th edition.
Sharma R. "Human Resource Management" Tata MC Graw hill ,New Delhi.
Klleiman Lawrence S. " Human Resource Management" Biztantra publishers,3rth edition
Dessler Gary " Human Resource Management" Prentice Hall,7th edition
Websites:
www.managementparadise.com
www.humanresource.net.in
www.citehr.com
www.dairydevelopment.up.nic.in
Magazines & Newspaper
HRM Review
Human Capital
MBA Review
CSR
ICFAI
ANNEXURE
QUESTIONNAIRE:
TO STUDY PERFORMANCE APPRAISAL SYSTEM:
Is the promotional policy well defined in your organization
Yes b) No c) Cant' say
Do you know the objectives of the Performance Appraisal System. If yes. Kindly specify.
s
How often the Performance Appraisal form is filled or Performance Appraisal is done.
Fortnightly b)Monthly c) Six monthly d) Annually e) Not fixed
On what basis is the Performance Appraisal done
Merit cum seniority b) Seniority cum merit c) merit only d) seniority
e) Any other
5) Who appraises you?
a) Appraisal committee b) Your immediate Supervisor c) Self Appraisal
d) 360 degree appraisal e) any other
6) What methods are being used for performance appraisal?
a) Fixed choices distribution method b) essay method c) checklist method d) any other
7) In your opinion does it identify the training needs?
a) To a large extent b) To some extent c) can't say d) not at all
8) Is the promotional policy linked with performance appraisal system?
a) yes b) no c) can't say
9) Are the issues like career planning and succession planning a part of company policy?
a) Yes b) No c) Can't say
10) What type of remedial measures are taken
a) Job rotation b) sent to training programmes c) counseled d) any other
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