Name: - Payal Ramchand Katara

oll No.: - 08 Div: - A

Class: - M.COM PART – I (Management)

Subject: - Human Resource Management

Topic: - Performance Appraisal of Close-up tooth paste

Professor: - Prof. Shweta Mishra

KES SHROFF COLLEGE OF ARTS AND COMMERCEKES SHROFF COLLEGE OF ARTS AND COMMERCE

NAAC Accredited ‘A’ Grade (CGPA 3.16) and ISO 9001:2008 Certified

PROJECT REPORT ONPROJECT REPORT ON

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

OFOF

CLOSE-UP TOOTH PASTECLOSE-UP TOOTH PASTE

SUBMITTED BYSUBMITTED BY

Payal Ramchand Katara

A08

M.Com. PART-I (MANAGEMENT)M.Com. PART-I (MANAGEMENT)

SUBMITTED TOSUBMITTED TO

UNIVERSITYUNIVERSITY OF MUMBAI OF MUMBAI

PROJECT GUIDEPROJECT GUIDE

Prof. Shweta Mishra

ACADEMIC YEARACADEMIC YEAR

2014 – 20152014 – 2015

KANDIVLI EDUCATION SOCIETY’S

B.K. Shroff College of Arts

&

M.H. Shroff College of Commerce

Bhulabhai Desai Road, Kandivli (West), Mumbai – 400067

NAAC Accredited ‘A’ Grade(CGPA 3.16) and ISO 9001:2008

Certified

C E R T I F I C A T E

This is to certify Payal Ramchand Katara of M.Com. PART-I (Management)(Management) has

successfully completed a project on Performance Appraisal of close-up tooth paste under the

guidance of Prof.Shweta Mishra during the academic year 2013-14.

Co-ordinator Project Guide Principal

Internal Examiner External Examiner

College Seal

DECLARATION

I MS.Payal Ramchand Katara of K.E.S. SHROFF COLLEGE OF ARTS & COMMERCE,

student of M.BCOM PART-I (Management)(Management), hereby declare that I have completed my project

title Performance Appraisal of Close-UP tooth paste.

I also declare that this project which has been the partial fulfillment of the requirement of the

degree of M.COM PART- I (Management)(Management) of the “Mumbai University” has been the result of

my efforts.

TABLE OF CONTENT

CONTENT PAGE NO.

Introduction 1-4

Performance appraisal 5,6

Objectives 7

Scope 7

Limitations 8

Research Methodology 9-10

Data Analysis 11

Limitations 23

Suggestion 25

Bibliography 28

Questionnaire 29

INTRODUCTION

CLOSE UP TOOTH PASTE:

Young people. The target market being “Multi Brand Households” where young does not use

what their parents. This particular targeting was significant when Close Up was launched because

Colgate positioning was a sort of Flip flop between Tooth decay and Bad Breath and Colgate was

going for a Broad market constituting of all the age groups.

Sought to be perceived by the customers was Fresh Breath. The physical- appearance by the

users. The Bright Red Gel synergized well with the Fresh breath Benefit. The advertising account was

handled by LINTAS which focused on Fresh Breath that brought teenagers closer.

By 1980 Close Up had 3% of the 16,000 tonnes toothpaste market. The production capacity

was doubled through a deal with third party manufacturer and the Brand was taken National over the

next year and a half, the Premium slashed by 30%.

Close Up countered this move by sharpening product benefits, while urging the customers to

do the HA test by blowing air on the palm, the message was that Close Up feels a lot cooler which

reiterated the basic benefit of a fresh breath.

1987 was a “Probe into Problem” year for HALL as Close Up was much below expectations

with only 4.5% of the 32,000 tones toothpaste market. They identified two  basic problems:

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(1) Appearance of Toothpastes  detracts prospects from its serious buyers.

(2) Commercials displayed too much of proximity between couples which was too much for a

mother, who actually purchased the Toiletries.

1998 Lever reworked 3 Ps in its Marketing mix in Tamil Nadu where people have a strong

sense of Oral Hygiene and the area has a cost effective media Reach. The three reworked Ps are as

follows:

 

1 Product :

Blue mint flavour introduced.

Tangerines of Read reduced. (For serious buyers.)

Soft Squeeze lamitubes for toothpastes introduced for the first time in the country.

2 Distribution

o Took Brand to Sub Urban and Rural areas.

o Posters and Mobile Vans arrived in areas where urban lifestyle was a matter of

aspiration. This was a purposeful move as the company did not want the Brand to

be saddled with a restrictive.

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CLOSE-UP TOOTHPASTE RELAUNCHED:

MUMBAI, May 21, 2004:

Hindustan Lever Limited (HLL) has re lunched Close-up with a three-in-one benefit. New Close-

up Active Gel now has the Vitamin Fluoride System, the only such toothpaste in India, which

offers triple benefits of fresher breath and stronger and whiter teeth.

The packaging of new Close-up Active Gel with Vitamin Fluoride System has been completely

changed. It comes with a stand-up cap and a metallic tube. The stand-up cap makes storage of the

tube easier.

Speaking on the re launch of Close-up, Mr. Sanjiv Kakkar, HLL’s Vice President –

OralCare, said, “Close-up was the country’s first gel toothpaste. Close-up was also thecountry’s

first toothpaste to offer the benefit of fresh breath. In keeping with this tradition of offering

discontinuous benefits, we have once again re launched Close-up to offer the best and the most

modern mix offering triple benefits through a single toothpaste.”

New Close-up will be available at the same price-points -- 150-gm tube atRs.42.00, 80-gm at

Rs.25 and 40 gm at Rs.12.50. Launched in 1975, Close-up was the first gel toothpaste in India. It

has since then undergone periodic re launches. The Close-up franchise comprises Close-up Active

Gel (red) with Vitamin Fluoride System, the mother variant, and Close-up Lemon Mint, a

transparent gel in a transparent tube and a window carton. Close-up Lemon Mint had been

launched in 2002.

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  ADVERTISING STRATEGY :

 

 The Close Up ad jingle - 'Kya aap Close Up karte hai?' for a while now. The latest that front is

the slightly different version of the same - 'Kya aap "naya" Close Up Karte Hai?' And that's not

where it ends. Apart from a new television commercial (TVC)to re launch the Close Up red gel

toothpaste, Hindustan Lever Limited (HLL) is also looking at a holistic multi media campaign for

which innovation will be the buzz word .

On Yahoo! India, the Close Up campaign appeared for a day on 4 June and will be back again

next week on 7th, 9th and 11th June. Apart from branding of the entire site for a day, there will

be banners on all three websites mentioned earlier

.On 26 July 2004 Close-Up, one of India's leading toothpaste brands, has tied-up with Boney

Kapoor's forthcoming movie Kyon! Ho Gaya Na

A romantic comedy set for release in August. As part of this promotion, Close-Up will not only

get branding opportunities in all the movie promotions and communications, but also showcase its

latest ad before the movie commences.

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Performance Appraisal

Performance Appraisal, which is also known as employee appraisal, performance tracking,

performance evaluation, or performance assessment, is a very commonly used term in Human

Resource Management and in most business entities.

If defined the term appropriately, Performance Appraisal is a process of obtaining, analyzing

recording employee information in his work environment and reporting the results to those who

are interested in it. In simple words, it is the process of assessing employees at their work for their

further development.

A common mistake that we all make in our professional life is mixing up performance appraisal

with performance management. Obviously, performance appraisal is related to performance

management but they are not perfectly same.

While performance appraisal does the initial stage of performance management, that is evaluating

the performance levels of employees, performance management is a total system which also

defines tools and techniques to develop manpower to achieve a higher level of  performance at

work.

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PURPOSE OF PERFORMANCE APPRAISAL:

To create and maintain satisfactory level of performance.

To provide information making decision for rewarding of retrenchment etc.

To guide the job changes with the help to continuous ranking.

To contribute to the employee growth and development through training, self and

management program.

To compeering there score with performance appraisal ranks.

To facilitate fair and equitable compensation based on performance.

To help the superiors to have proper understanding about there subordinates.

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OBJECTIVES OF STUDY :

Helps to strengthen relationship and communication between superior—

subordinates and management—employee.

To provide feedback to employees regarding their past performance.

To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection , training and development.

SCOPE OF THE STUDY :

The topic chosen Performance appraisal was aimed for the betterment of the

organization in terms of quality as well as quantity. The scope of the study under

mentioned points depicts the same.

 

1. To increase the productivity by increasing the level of performance.

2.  The programs would help the organization in meeting it future personal

need.

3. The programs will help the employee in their personal group by improving

their knowledge as well as skill.

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LIMITATION OF THE STUDY:

Lack of expertise trainer handed in the prosecution

of Performance Appraisal program.

 

Lack of feeling in people of against the awareness for the Performance Appraisal

program.

 

Search for the exact Appraisal was also difficult to define.

 

The interpretation being based on percentage method is not definite.

METHOD OF STUDY:

 The Presentation is made both in the tabular form and graphs. The analysis is made in percentile

form. Each table is explained with a detailed interpretation of that table and graphical

presentation. The question is in histogram.

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TECHINIQUE OF STUDY:

The data were collected through questionnaire. The questionnaire contains 24questions. It

contains all closed type of questions.

RESEARCH METHOLOGY:

The methodology followed for conducting the study includes the specification of research design,

sample design, questionnaire design, data collection and statistical tools used for analyzing the

collected data.

1. RESEARCH DESIGN:

Explorative studies are undertaken with a view to know more about the problem. These studies

help in a proper definition of the problem, and development of specific hypothesis to be tested. It

is basic purpose to identify factors undertaking a problem and to determine which one of them

need to be further researched.

2. SAMPLE SIZE :

Sample size = 50 employees

Sample area = borivali to andhari

Duration = 2 weeks.

3. Data collection:

The primary data was collected by using questionnaires. The questionnaire has 10 questions

whereby the respondent himself reads the questions.

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INTERNAL SOURCES:

Register, Documents, Annual report, Sales reports, Previous research papers, Sales

records, Invoice etc.,

EXTERNAL SOURCES:

Journals on magazines, Newspapers, Public speeches, State and Central government

departments reports etc.,

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DATA ANALYSIS

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1. Are you aware of the objective of the performance appraisal system?

NO OF RESPONDENT(SAMPLE

SIZE 50)PERCENTAGE

VERY MUCH42 84%

SOME WHAT7 14%

DON’T KNOW1 2%

very much some what don't know0

10

20

30

40

50

60

70

80

90

Objective Of The Performance Appraisal System

Very MuchSome WhatDon't Know

INTERPRITATION- 84% Employees are aware of the object of the performance appraisal system.

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2. Performance appraisal helps the organization in achieving goal.

NOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES 38 76%

NO 10 20%

DON’T KNOW 2 4%

yes no don't know0

10

20

30

40

50

60

70

80

Performance appraisal helps the organization in achieving goal

YesNoDon't Know

INTERPRITATION - 76% Employees say yes that performance

appraisal helps the organization in achieving goal.

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3. Hold meeting in the beginning of the year to explain & clarify activity task & goals to be achieved.

NOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES 39 78%

NO 11 22%

yes no0

10

20

30

40

50

60

70

80

90Activity task & goals to be achieved

YesNo

INTERPRITATION-: 78% Employees say that yes organized

meetings helps goal and task. While the other 22% employees that is

not very much helpful.

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4. Organization has to make a fixed duration for performance appraisal.

NOS OF RESPONDENT (Sample size 50)

PERCENTAGE

YES 40 80%

NO 10 20%

yes no0

10

20

30

40

50

60

70

80

90Fixed duration for performance appraisal

YesNo

INTERPRITATION -: 80% Employees agree with that is organization should have to

make a fixed duration for performance appraisal. While the other 20% employees do not

agree with this statement.

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5. Satisfied for point allocation on the basis of KRA’s & managerial dimension.

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

FULLY SATISFIED 20 40%

SATISFIED 26 52%

DISSATISFIED 2 4%

UNCERTAIN 2 4%

fully satisfied satisfied dissatisfied uncertain0

10

20

30

40

50

60KRA’s & managerial dimension

Fully SatisfiedSatisfiedDissatisfiedUncertain

INTERPRITATION-: 40% Employees are fully satisfied for point

allocation on the basis of KRA’s and managerial dimension.

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6. Performance appraisal affects the working efficiency of employees.

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES 42 84%

NO 8 16%

yes no0

10

20

30

40

50

60

70

80

90

Working efficiency of employees

YesNo

INTERPRITATION-: 84% Employees say that yes performance

appraisal system affect the working efficiency of employee. While the

other 16% employees do not agree with this statement.

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7. Appraisal system is able to develop high result orientation approach.

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES 47 94%

NO 3 6%

yes no0

10

20

30

40

50

60

70

80

90

100Result orientation approach

YesNo

INTERPRITATION-: 94% Employees say that yes the appraisal

system is able to develop high result orientation approach. While the

other 6% employees do not agree with us.

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8. The systems will also contribution in potential appraisal.

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES36 72%

NO10 20%

DON’T KNOW4 8%

yes no don't know0

10

20

30

40

50

60

70

80Contribution in potential appraisal

YesNoDon't Know

INTERPRITATION-: 72% employees think that the systems will also Contribution in

potential appraisal.

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9. Promotion process in the organization is based on –

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

PERFORMANCE 2 4%

EXPERIENCE 6 12%

BOTH 42 84%

Performance experience both0

10

20

30

40

50

60

70

80

90Promotion process

PerformanceExperienceBoth

INTERPRITATION-: 4% employees say that promotion says that

process in the organization is based on performance, 12%

employees say that based on experience and 84% say both.

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10 .The present performance appraisal system is transparent & Free from bias.

OPTIONSNOS OF RESPONDENT(Sample size 50)

PERCENTAGE

YES 42 84%

NO 8 16%

YES NO0

10

20

30

40

50

60

70

80

90Present performance appraisal system

YesNo

INTERPRITATION-: 84% Employees agree with this statement that the present

performance appraisal system is transparent and free from bias.

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11 .Satisfied with the current performance appraisal system.

OPTIONSNOS OF

RESPONDENT(Sample size 50)

PERCENTAGE

HIGHLY SATISFIED 27 54%

SATISFIED 18 36%

DISSATISFIED 1 2%

JUST SATISFIED 4 8%

Highly satisfied Satisfied Dissatisfied Just satisfied0

10

20

30

40

50

60

Current performance appraisal system

Highly SatisfiedSatisfiedDissatisfiedJust Satisfied

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INTERPRITATION-: 54% Employees are highly satisfied with the current Performance

appraisal system. While 36% employees are satisfied with the current performance appraisal

system.

LIMITATIONS

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LIMITATIONS

A few limitations and constraints came in way of conducting the present study, under which the

researcher had to work are as follows:

Ø      Although all attempts were made to make this an objective study, biases on the part

of respondents might have resulted in some subjectivity.

Ø      Though, no effort was spared to make the study most accurate and useful, the

“sample Size” selected for the same may not be the true representative of the

Company, resulting in biased results.

Ø      This being the maiden experience of the researcher of conducting study such as this,

the possibility of better results, using deeper statistical techniques in analyzing and

interpreting data may not be ruled out.

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SUGGESTIONS

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SUGGESTIONS

After having analyzed the data, it was observed that practically there was no appraisal in

the organization. To be an effective tool, it has to be on the continuous basis. This is the

thing that has been mentioned time and again in the report, as, in the absence of

continuity, it becomes a redundant exercise. Before actually deciding drafting what

should be the kind of appraisal the following things should be taken care of:

1.    The very concept of performance appraisal should be marketed throughout the

organization. Unless this is done, people would not accept it, be it how important to

the organization.

2.    To market such a concept, it should not start at bottom, instead it should be started

by the initiative of the top management. This would help in percolating down the

concept to the advantage of all, which includes the top management as well as those

below them. This means that the top management has to take a welcoming and

positive approach towards the change that is intended to be brought.

3.    Further, at the time of confirmation also, the appraisal form should not lead to

duplication of any information. Instead, detailed appraisal of the employee’s work

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must be done – which must incorporates both the work related as well as the other

personal attributes that are important for work performance.

4.    It should be noted that the appraisal form for each job position should be different as

each job has different knowledge and skill requirements. There should not be a

common appraisal form for every job position in the organization.

5.    The job and role expected from the employees should be decided well in advance

and that too with the consensus with them.

6.    A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable data.

7.    The time period for conducting the appraisal should be revised, so that the exercise

becomes a continuous phenomenon.

8.    Transparency into the system should be ensured through the discussion about the

employee’s performance with the employee concerned and trying to find out the

grey areas so that training can be implemented to improve on that.

Ideally in the present day scenario, appraisal should be done, taking the views of all

the concerned parties who have some bearing on the employee. But, since a change

in the system is required, it cannot be a drastic one. It ought to be gradual and a

change in the mindset of both the employees and the head is required.

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BIBLIOGRAPHY

Website :

www.google.com

www.close-up.com

Annual Report of Organization

Internal Records of Organization

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QUESTIONNAIRE

(PERFORMANCE APPRAISAL SYSTEM OF CLOSE-UP TOOTHPASTE)

Name…………………………………………………………………..

Designation……………………………………………………………

Department……………………………………………………………

1) Are you aware of the objective of the performance appraisal system?

a) Very much

b) Some what

c) Don’t know

2) Performance appraisal helps the organization in achieving goal?

a) Yes

b) No

c) Can’t say

3) Do you hold meeting in the beginning of the explain & clarify activity task & goals to be

achieved?

a) Yes

b) No

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4) Should organization have to make a fixed duration for performance appraisal?

a) Yes

b) No

5) To what extent are you satisfied for point allocation on the basis of KRA’s & managerial

dimension?

a) Fully satisfied

b) Satisfied

c) Dissatisfied

d) Uncertain

6) Do performance appraisal affect the working efficiency of employee?

a) Yes

b) No

7) Whether the appraisal system is able to able to develop high result

a) Yes

b) No

8) Do you think that the system wills also contribution in potential appraisal?

a) Yes

b) No

c) Can’t say

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9) Promotion process in the organization is based on-

a) Performance

b) Experience

c) Both

10) Do you think that the present that the present performance appraisal system is transparent & free

bias?

a) Yes

b) No

11) Are you satisfied with the current performance appraisal system?

a) Highly satisfied

b) Satisfied

c) Just satisfied

d) Dissatisfied

Give your suggestion for the performance appraisal system

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