Project on Performance Appraisal

INTRODUCTION OF THE STUDY

Knowledge cannot be perfect without application in the practical

field. In present scenario where circumstance are rapidly

changing only classroom teaching is insufficient, unless

exposure to practical dealing. Vocational training has been made

all integral part of management course.

I had opportunity to undergo two months vocational training in

COMFED. The main coverage of my training and project report

is the “study of Performance Appraisal system”.

My whole project is divided in many sections. I have tried my

level best to arrange and write down the report in a good

systematical and chronological way with all possible latest

information.

Performance appraisal system is very important for every

organization. It is done through format. While filling the format

is essential that your appraisal should be truthful and fair.

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OBJECTIVE OF THE STUDY

The object of the study is to get the practical knowledge of the

performance appraisal. The objective of study is to get the

whole and consistent knowledge about appraisal system in

COMFED. Appraisal of performance of executives and general

staff is too essential because this is one of the way by which an

organization can achieve its desired goal.

By conducting survey the ideas and thinking of executives and

general staff can be explored which helps in understanding the

appraisal system.

Thus an integration of the appraisal system and getting practical

knowledge of all those are immense objective of this study.

SCOPE OF THE STUDY

During the study period the main concentration was on the

method and application of performance of appraisal, which is

adopted by COMFED. It has also been tried to find out whether

these methods are effective or not? In this study opinion and

suggestions of officers and general staff have been taken in to

consideration. Their feedbacks have also been taken to see about

the exiting appraisal system.

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METHODOLOGY OF THE STUDY

RESEARCH TOOL

Questionnaire Method –

In this method an attempt was to collect the views of officers

and general staff about the exiting performance appraisal

system. The questionnaire has been made and its protesting has

also been done, so that any correction, if needed can be done.

Then only the final questionnaire has been made. The

questionnaire was carefully prepared and has been made

differently for the officer and general staff.

SOURCES OF THE STUDY

The main sources of information in this study are as follows -

Files and records of personnel department.

Interviews of the officials and discussion with them.

Questionnaire.

Magazines and circular issued by COMFED.

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LIMITATION OF THE STUDY

Although I tried my best to gather information for the

preparation of this project report and management of the

COMFED was kind enough to permit met to conduct the study

on “PERFORMANCE APPRAISAL” during the study some

problems like, with in a short span of time it was not possible to

collect all the data, opinions and other records have also been

experienced. Secondly many executives were too much busy in

their assigned work, so I could not get their full co-operation.

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ORGANIZATIONAL PROFILE

HEAD QUARTER

Bihar state co-operative milk producer’s federation Ltd.

Registered on 18-04-1983 by registrar co-operative society of

Bihar state, Certificate No. 2(Hqr)/83, dated 18-04-1983.

Background

The Bihar state Milk co-operative Federation (COMFED) came

into existence in 1983 as the implementing agency of

“Operation Flood” programme for dairy development on

‘Anand’ pattern milk co-operatives in state.

Working Structure

Village Level Primary Co-operative society

District Level Unions State Level Federation

No. Of Co-operative union under COMFED

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No. Of Dairy Plant 5Products Milk $ Milk Products

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Physical Performance

Because of initial problems and the setback caused by the

natural vagaries, the progress was impeded. Regaining of

confidence of the milk producers in the cooperative dairying

system shattered due to poor management by Bihar state co-

operative earlier was also of the major reason for sluggish

growth. Lack of functional infrastructure in the sphere of animal

husbandry, especially in breed improvement, artificial

insemination (A.I.) and animal health cover also contribute to

the torpid progress.

Area of operation

Five District level milk producers’ coop unions affiliated to the

milk federation were covering eighteen districts until the end of

operation flood programme in March 1997 (end of eighth plan).

One more milk union was organized during 2008-09 and has

been affiliated. Number of districts being covered by unions at

present has risen to twenty six.

Development under Operation Flood Programme

Operation flood Programme – I

It was launched in 1970 and completed on 31st march 1981. the

outlay of the programme was enhanced from Rs. 95.4 crores to

Rs.116.4 crores. The major objectives which were covered were

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covered were expansion of existing dairies/new dairies in four

metropolitan cities/storage and long distance transport

arrangement of milk/feeder balancing dairy plants/introduction

of improved mulch animals etc.

Operation flood Programme – II

It was launched on 11.10.1979 and completed on 31.03.1985.

The outlay of the programme was revised from Rs. 273 crores to

Rs. 485.5 crores. There has been overall development in

dairying as village co-operative increased to 34523 against the

target of 29000, while milk products family increased from 34.8

lacs to 36.31 lacs.

Operation flood Programme –III

Program was April 1986 to March 1990, but the period of the

programme extended till 31.03.19996. The target of Anand

Pattern DCS covered successfully under OFP-III.

During the above operation flood programme was initiated by

Padma Vibhushan shri. V. kkurien, Chairman of National Dairy

Development Board, the Milk production of India has reached to

200 million MT in the year 1998-1999 and this has brought

India as no. in the milk production in the world.

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A STATUS REPORT OF VAISHALI PATLIPUTRA

DUGDHA UTPADAK SAHKARI LTD. PATNA

(An ISO 9001:2000 and HACCP (IS- 15000) certified organizing)

Background

Patna was one of the milk shed indentified under OF- I

implementation of the programme. A hundred thousand liter per

day capacity feeder balancing dairy (FBD) and 100 MT per day

capacity feed plant were set up under this program.

A corporation known as Bihar state Dairy Corporation was

formed in the year 1972 for speedy and effective

implementation of the OFP. In the state, the dairy corporation

was to develop the dairy co-operative both at village level and

milk shed level on “Anand Pattern” and it was expected that the

milk shed level co-operative would take over the entire

infrastructure created in due course.

The corporation positioning a multi-disciplinary procurement

and inputs wing in 1975 after there requirements and training. A

Spear Head Team (HST) was deputed from National Dairy

Development Board (NDDB) from the same year for helping the

corporation in organizing and developing the co-operatives

through the progress in the initial years was encouraging, the

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programme for obvious reasons could not achieve the goal for

which it was established.

Subsequently the State Government felt it worthwhile to request

the DAIRY BOARD for taking over the management of the

infrastructure with effect from 1st October 1989 under the banner

of Patna Dairy Project (PDP).

Progress of Patna Dairy Project:

The NDDS immediately after taking over the project the project

positioned an integrated spearhead team to restructure the milk

procurement activities and also for screening the working of

FED and CEP. Under the management to NDDB the project had

not only made excellent progress but had been able to establish

the fact that co-operatives could function equally well in Bihar

too and what is the proper atmosphere and guidance.

Along with the organization of milk procurement activities and

management of both the plants on commercial lines NDDB took

special care to develop the Vaishali Patliputra.

Dugdha Utpadak Gahkari Ltd. (VPDUSS) the milk shed level

co-operative for taking over the project once the dairy board

withdraws its managements. NDDS handed over the

arrangements of Patna Dairy projects (PDP) to VAishali Dugdha

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Utapdak Sahkari Sangh Ltd. (VPDUSS) with effect from 1st July

1988.

The major task before the VPDUSS was to see that the excellent

infrastructure developed by the NDDB is not only maintained

but also to see that the pace of development is not hampered.

Different Milk Unions, Which are Organizing the

DCS network in these districts:

1. Vaishal Patliputra Dugdha Utpadak Sangh Ltd. (VPMU), patna

–covering-patna, Vaishali, Nalanda, Saran and Shekhpura

Districts.

2. DEshratna Dr. Rajendra Prasad Dugdha Utpadak Sahkari Sangh

Ltd. (DRMU) Barauni –covering Begsarai, Khagaria, Lakhisarai

and part of Patna Districts.

3. Tirhut Dugdha Utpadak Sahkari Sangh Ltd. (TIMUL),

Muzaffarpur-covering Muzaffarpur, Sitamarhi, Sheohar, E.

Champara, Siwan, Gopalganj & West Champaran Districts.

4. Mithila Dugdha Utpadak Sahkari Sangh Ltd. (MMU),

Samastipur covering-samastipur, Darbhanga & Madhubani

Districts.

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5. Shahabad Dugdha Utpadak Sahkari Sangh Ltd. (SMU), Arrah

covering- Bhojpur, Buxar, Kaimur, and Rohtas Districts.

6. Vikrmshila Dugdha Utpadak Sahkari Sangh Ltd. (VIMUL),

Bhagalpur-covering-Bhagalpur, Munger, Banka and Jamui

Districts.

Districts Covered COMFED Dairies are:

1. Magadh Dairy Project Gaya Dairy, Gaya –covering-Gaya,

jahanabad, Arwal & Nawadah.

2. Ranchi Dairy –covering-Ranchi,Gumla, Lohardagaa,

Hazaribaag, Simdega & Chatra.

3. Koshi Dairy project –covering-purniya, Araria,

Katihar,Kishanganj, Supaul, Saharasa & Madhepura.

4. Jamshedpur Dairy –covering –East, West Singhbhum &

Saraikela.

5. Bokaro Dairy –covering-Bokaro, Dhanbad & Giridih.

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Present Status:

There is presently 1285 nos. of functional dairy co-operatives

societies in the area of PDP covering the districts of patna,

Vaishali, Nalanda and fringes areas of Saran with a total

membership of 74663. The dairy average procurement has

reaches up to 147390 liters. During the year 2005-06. It is hoped

that the project will collect about one and half lacs and above

liters of milk per day in coming year. There are 198 women co-

operative societies exclusively managed and run by rural women

folk. The co-operative development programme was also

initiated from March 1991 with the assistance of NDDB.

Technical Inputs

The union in addition to providing a ready and stable market for

the rurally produced milk at the doorstep has been providing the

inputs required for milk production enhancement viz. artificial

Insemination with frozen semen veterinary First Aid

Vaccination, supply of balanced feed, supply of fodder seed,

treatment of paddy straw/wheat (Bhusa) with urea, supply of

urea molasses block etc. or no loss basis. The response from the

milk producers for all these input has been exceedingly

encouraging and the union is in the process extending

their facilities to more and more societies and farmers.

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Feeder Balancing Dairy

It has the capacity to handle 1.5 lacs liters/day, has facilities for

manufacture of milk powder, butter, ghee, Ice-cream, Peda,

Paneer and plain/ Misti Dahi.

Sr. No.

Product Name Launching Date

1 Butter 1st October 19932 Ice-Cream April 19953 Plain/Masti Dahi November 2001 4 lassi April-May 2003

Cattle Feed Plants

To cater the needs of the dairy co-operatives societies, cattle

feed is solid through the dealer n rest of the states for better

capacity utilization of plant. Further realizing the importance of

introduction of latest tech in this field, the production and sales

of by pass protein feed was started from the year 1989-90. The

response has been encouraging.

DCS Organization and Milk Procurement

The dairy co-operative societies are procuring about 6.00 lakh

kgs. Of milk per day from the farmer members. A remunerative

price is paid to the farmers for the milk poured in the DCS.

Apart from amount paid towards cost of milk, producers are

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benefited with bonus earned by the DCS and district milk union.

The money flowing to the rural area through dairying is playing

a vital and pivotal role in economic upliftment of rural areas.

DCS Organization and farmers Members

Till January 2010, about 8326 DCS were organized out of which

68% were functional. The membership of these dairy co-

operative societies was 4.22 lakhs.

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Artificial Insemination (AI) activities

Around 73% of functional DCS are covered under artificial

insemination program. During 2009-10, up Jan-10, a total

number of 7.96 lakh Also was done through 1346 no. of AI

Centers. This program has provided opportunity to rural youth

for self employment and it is successful in increasing milk yield

of milk animals.

Animal Health Program

Main activites under animal health program include

prophylactic vaccination (against foot and Mouth disease

(FMD), Hemorrhage Septicemia (HS), Black Quarter (BQ) and

theileriosis diseases), deworming, mastitis Control program, and

organization of Veterinary first aid centers during the year 2009-

10, till Jan-10.

Socio-Economic Activities

The dairy co-operative societies have played crucial role in

empowering women through legal literacy and women

empowerment programs, self help groups are also organized

through which tailoring and knitting centre, vegetables

production and savings activities are initiated. Family planning

and rural health a program including camps of UNICEF, rural

sanitation programs has also been initiated in DCS villages.

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Training Manpower Development

Capacity building/skill up gradation has been given maximum

emphasis in implementing the dairy development program. This

has been achieved through regular training of Milk producers,

Management Committee Members (MCM) of DCS, staff of

DCS/MILK unons/COMFED, arranged mainly at the COMFED

training centre, Patna. Legal literacy and women empowerment

(only of women members), Refreshers courses and tailor made

program are also arranged by the training of COMFED.

Processing Infrastructure

There are twelve dairy plants with total handling capacity

of11.70 lakh Its/day processing facility, 8 chilling centers, 51

bulk coolers provide additional chilling capacity of 3.71 lakh

Its/day. There is one Ice-Cream plant at patna of 3000 Its/day

capacity which caters to markets of Bihar and Jharkhand. All the

dairies are ISO/HACCP certified except arrah Dairy, for

conserving surplus milk solids, one powder plant is functional at

Barauni and another one is coming up at Muzaffarpur.

COMFED has three cattle feed plants for meeting the entire feed

demand of the dairy co-operative societies. Ranchi cattle feed

plant produces a Varity of feed for cattle, pigs, fish etc.

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Marketing

The daily average marketing of liquid milk in 2009-10 till feb.

10 was 7.03 lakh Its/day. Marketing of milk products is being

done in 101 cities/towns through 7159 (including 390 whole day

booth/pariours) outlets in Bihar/Jharkhand/West Bengal and

U.P.

Milk Products Marketing

With a view to improve the financial viability of dairies, broaden

the product mix to serve a large section of the population and

improve the disposal of milk procred by the dairy Co-operative

society (DCS), the dairies have resorted to the production of long

shelf life, value added and fresh milk products (indigenous milk

based product/sweets). The product mix comprises of Ghee, Table

Butter, Ice-Cream, Dahi (Misthi and plain), Sweet Lassi, Salted

Lassi, Salted Lassi Flavored Milk, Peda, Gulab Jamun, Sudha

Surghi, Khoa Mithai, Balushai, Ramdana Lai, Mango Flavored

Dahi and Lassi etc. Besides these products surplus milk is

conserved in the form of white butter skim milk powder (SMP)

and whole milk powder (WMP) which are mainly consumed by

own dairies.

Dairies are in the process mechanizing the production processes

for having better hygiene, improved shelf life and commercial

production. All the products are sold under ‘SUDHA’ Brand

Name.

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Following measures have added flavored to Sudha

Products

Continual improvement in the quality of milk. It was achieved

as a result of taking up Dairy plant Management (DPM) and

Quality Assurance Program (QAP) by all dairies of COMFED.

All COMFED dairies are accredited with ISO 9001:2000 &

HACCP:IS-15000:1998.

Bihar is one of the few states in the country which has been

permitted by the National dairy development Board to use the

‘Mnemonic’ symbol on milk being marketed in pouches.

Reaching close to the consumers by expanding the retail

netwo4rk and establishing new whole day milk booth.

Strengthening door-delivery system.

Creating consumer awareness and education program.

Financial Performance

The profitability and financial position of all the milk unions

and dairies has improved a lot by reducing various operational

costs, improcing efficiency of plants by reducing break-downs,

increased of milk procurement and marketing, producing and

marketing of value added product sand loss control

management. During 2008-09 the turnover has touched Rs.

668.94crore marks.

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Future Plans by 2015:

DCS organization

Increasing the covering of village from 16.6% to 47%.

Expanding the dairy co –operative network to 15000DCS.

Bring 11.01 lakh rural families under co-operatives.

Milk procurement to reach 20.25 lakh kgs/day.

Milk marketing to reach 16.01 lakh liter/day.

Awards and Recognitions:

One lady AI worker of Mithila Milk union honored by the

National Commission on Women.

Vaishal Patliputra milk awarded with productivity award in

2000-2001, 2001-2002, 2005-2006 and 2006-2007,

Patna dairy was honored with best Public Utility Service Award.

Muzaffarpur dairy (TIMUL) awarded with best productivity

award for 94-95, 97-98,99-2000.

Ratanman Babhangama DCS of Barauni Milk Union was

awarded with “Co-operavive Excellence Award 2004” by

Ministry of Agriculture, Government of India.

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Our Mission:

Socia-economic upoliftment of rural farmers through co-

operative dairying.

Cater to needs of consumers by supplying hygienically packed

milk /milk products at reasomable rates.

Development and expansion of such other allied activities

conducive for dairying , improvement and protection of mulch

animals for the betterment of milk producers.

Induce women folks in the mainstream of co-operative

dairying.

Provided direct and indirect employment to large number of

people of the state.

Union:

Currently, Bihar states co-operative Milk Producer’s Federation

Limited has six unions, which are independent and have,

separate board of directors. These six unions are:

Sahabad Milk Union, Patna, Arah.

Baishal Patliputra Milk union, Patna.

Dr. Deshratna Rajendra Prasad Milk Union, Barauni.

Vikramshila Milk Union, Bhagalpur.

Mithila Milk Union samastipur.

Tirhut Milk Union, Muzaffarpur.

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Units:

They have presently six units in two states Bihar and Jharkhand.

These units are:-

Magadha Dairy Project,Gaya.

Bokaro Dairy Project, BOkaro,

Ranchi Dairy, Ranchi

Cattle Field Factory, Ranchi

Jamshedpur Dairy, Jamshedpur.

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PRICE LIST OF MILK

There are six category of milk produce in patna. In Jharkhand.

Only standardized-Milk. Toned-milk and double-toned-Milk are

produced. Cow-Milk. Calci-Milk and Sudha-Gold these three

are produce only in Patna. In Gaya only two quality of milk are

produced. Standardized-Milk and Toned-Milk.

Patna dairy prepared following quality of milk, which are listed

below with percentage of Fat and SNF along with price list

(Rs. /Liter).

s. No.

Quality of milk

Percentage of fat

SNF percentage

Price/liter

Ps

1 Sudha Gold milk

6.0 9.0% 26 00

2 Standardized milk

4.5 8.5 24 00

3 Cow Milk - - 24 00

4 Calci Milk - - 24 00

5 Toned Milk 3.o 9.0 22 00

6 Double Toned Milk

1.0 9.0 20 00

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MILK PRODUCTS

With a view to improve the financial viability of dairies, broaden the

product mix to serve a large section of the population and improve the

disposal of milk procured by the diary Co-Operative society (DCS).

The dairies have resorted to the production of long shelf life. Value

added and fresh milk products (indigenous milk based

products/sweets). The product mix comprises of Ghee. Table butter,

Peda, Gulab, Jamun, Sudha, Surbhi, Khoa, Mithai, balushai, ramdana

lai, Mango Flavored dahi and Lassi Etc. Besides these products surplus

milk is conserved in the form of white butter. Skim milk powder (SMP)

and whole milk powder (WMP) which are mainly consumed by own

dairies.

Dairies are in the process mechanizing the production processes for

having Better hygiene. Improved shelf life and commercial production.

All the products are sold under ‘SUDHA’ Brand Name.

Continual improvement in the quality of milk. It was achieved as

result of taking up Dairy Plant Management (DPM) and Quality

Assurance Program (QAP) by all dairies of COMFED. All COMFED

dairies are accredited with ISO 9001:2000 and HACCP:IS -

15000:1998.

Bihar is one of the few state in the country whichhas been permitted

by the National Dairy development Board to use the ‘Mnemonoc’

symbol on milk being marketed in pouches.

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Reaching close to the consumers by expanding the retail network

and establishing new whole day milk booth. Strengthening door-

delivery system.

Creating consumer awareness and education program.

MEANING AND DEFINITION OF

PERFORMANCE APPRAISAL

Every organization select and placed the employee on their

respective job because organization had to achieve some goals

and the degree of success that individuals employees have in

reaching the individual goals in important in determining

organizational effectiveness. Thus, it is essential for the

managers to conduct performance appraisal to see how effective

the employees have been effective on the job.

Performance appraisal is the process of determining and

communicating to an employee how he is performing the job. It

is the process of estimating or judging the value the excellence,

qualities or status of employees in an organization.

When properly conducted performance appraisal not only let the

employee know how well he is performing, but should also

influence the employee is future level of effort, activities, result

and task direction. Therefore performance appraisal involves

establishments of the plan of improvement of employee’s

performance.

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Definitions:-

E.B. Flippo –“performance Appraisal is the systematic, periodic

and an impartial rating on an employee’s excellence in matter

pertaining to his present job and to his potentialities for a better

job”.

Dale Yodder – “Performance appraisal includes all format

procedures used to evaluate personalities and contributions and

potentials of groups members in a working organization. It is a

continuous process to secure information necessary for making

correct and objective decisions on employees”.

Scope and Importance of Performance appraisal

Performance appraisal helps the managers to observe their

subordinates more closely and do a better job of coaching.

Performance appraisal motivates the employees by providing

feed back on job performance.

Performance appraisal identifies development needs which can

then be used in selecting appropriate programs for training and

development.

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Performance appraisal reduces favors in making managerial

decision about employee.

Purpose/objective of performance appraisal:

From the view point of employees:

The rating let him know how he is perceived to be doing the job.

It gives an indication of what an employee can do modify his

work, behavior in order to become a more effective performer.

Performance appraisal provides them with data suggestion the

likelihood of receiving increased compensation and other

rewards in future.

From the view point of organization:

It provides a basis for making decisions on promotions, transfer,

demotion and termination.

It is used as a criterion, for validating selection devices and

training programs.

It is used for allocating reward to employees

Used as to justify feedback to individuals and their personal and

career development and accordingly to help assure

organizational effectiveness.

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Methods of performance appraisal:

There are numerous traditional and modern methods of

performance appraisal, most famous and important methods are:

Traditional methods

1. Ranking method:

This is a relatively easy method of performance evaluation.

Under this method, the ranking of an employee in a work group

is done against that of another employee. The relative position

of each employee is expressed in terms of his numerical rank. It

may also be done by a ranking a person on his job performance

against another member of a competitive group. Employees are

ranked according to their relative level of performance.

2. Forced distribution method:

Under this system, the rater is asked to appraise the employees

according to a predetermined distribution scale. The rater’s bias

is sought to be eliminate here because worker are not placed at a

higher or lower end of the scale. Normally, the two criteria used

here for rating are the job performance and promo ability.

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3. Checklists:

Another simple type of individual evaluation method is the

checklist. A checklist represents, in its simplest form, a set of

objective or descriptive statements about the employee and his

behavior. If the rater believes strongly that the employee possess

a particular listed trait, he checks the item: otherwise, he leaves

the item blanks. A rating score from the checklist helps the

manager in evaluation of the employee.

4. Graphic rating scale:

A variety of traits may be used in these types of rating devices,

the most common being the quantity and quality of work. The

rating scales can also be adopted by including traits that the

company considers important for effectiveness on the job. From

the graphic rating scales, experts can obtained about the

performance standards of employees. The rating scales are the

most common method of evaluation of an employee’s

performance today.

5. Forced choice method:

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This method was developed to eliminate bias and the

preponderance of high ratings that might occur in some

organization. The primary purpose of the forced choice method

is to correct the tendency of a rater to give consistently high/low

ratings to all the employees. This method makes use of several

sets of pair phrases, two of which may be positive or negative

and the rater is asked to indicate which may be positive or

negative and the rater is asked to indicate which of the four

phrases is the most and least descriptive of a particular worker.

Actually, the statements apply to the most effective employee.

Modern method:

1. Behaviorally anchored rating scales:

This method is also known as the Behavioral Expectation

Scales, this represents the latest innovation in performance

appraisal. It is a combination of the rating scale and critical

incident technique of employee’s performance evaluation. The

critical incidents serve anchor statements on a scale and the

rating form usually contains 6-8 specifically defined

performance dimensions.

2. Management by Objective (MBO):

MBO requires the management to set specific measurable goals

with each employee and then periodically discuss the later

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progress towards these goals. This technique emphasizes

participative set goals, which are tangible, verifiable and

measurable. MBO focuses attention on what must be

accomplished goals rather than how it is to be accomplished.

Element of performance appraisal system:

The element of performance appraisal follows a set patterns i.e.

it begins with the established of “performance standards”. At the

time of designing a job and formulating a job description

Performance standards are usually developed for the positions.

These standards should be clear and not vague and objective

enough to be understood and measured.

The next step is to communicate these standards to the

employees, for the employees left to themselves, would find it

difficult to guess what is expected of them.

The next step is the measurement of performance. To determine

what actual performance is, it is necessary to acquire

information about it.

The following step is the comparison of actual performance with

standard. The employee is appraised and judge of their potential

for growth and advancement. In fifth step the result of appraisal

are discussed periodically, with the employees where good

points, weak points and difficulties are indicated and discussed

so that performance is improved. In final step corrective actions.

If necessary is made.

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Establishing performance standard

Communicate performance expectation to employees

Measure actual performance

\

Compare actual performance with standards

Discuss the appraisal with the employees

If necessary initiate corrective action

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OBJECTIVE

There are following objective of COMFED:-

(1) To integrate the company and individual goals through

a process of performance appraisal; system which is the linked

with the fulfillment of organizational objectives.

(2) To provide to opportunity to employees for their

development by means of reward & training schemes.

(3) To ensure the employee that they are rated on the

factors which are discussed with the employees.

(4) To increases the awareness of the targets &

responsibilities of the employees.

(5) To find out the strength and weakness of the employee.

SCOPE

The performance appraisal system is used in COMFED Patna to

assess performance of the officers and all general staff for their

growth and development.

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FORMAT

COMFED Patna has different format for different level of

employees. There are two types of format being used under

performance evaluation system of COMFED. The format is

titled as Annual performance Evaluation Report. The first

format is for the officers and second one is the general staff.

APPRAISAL PROCESS

The evaluation of officers and general staff is regular feature in

COMFED Patna. Generally the appraisal is done on annual

basis. The annual performance evaluation for officers is filled by

their respective sectional heads. This process is totally

confidential, the employees are rated on the basis of key result

area and then appraiser gives his final comment quite concisely.

ASSESMENT YEAR

The performance evaluation report is filled up a yearly basis;

generally the assessment year in COMFED Patna is April to

March.

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FINDING & CONCLUSIONS

(1) Do you feel that performance appraisal is need in an

organization?

(a) Yes (b) No (c) can’t say

Findings:

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After analyzing the above data, it is clear that all the person feel

that annual performance evaluation is needed in their

organization.

(2) Do you agree that the existing annual performance

evaluation format covers every aspect of

performance and potential?

(a) Yes (70%) (b) No (30%) (c) can’t say

Findings:-

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According to above data, 70% of total respondents are agreed

that the existing annual performance evaluation format covers

every aspect of performance and potential.

3. Should the annual performance evaluation needed to

the simplified?

(a) Yes (60%) (b) No (40%) (c) can’t say (0)

Findings:-

36

In the above figure 60% were agreed that the annual

performance evaluation report needs to be simplified.

4. Do you think that the present performance system is

linked with the objective of the organization?


Findings:-

37

80% of total respondent consider that present performance

evaluation system is linked with the objective of the

organization.

5. Do you think that the appraisal system helps to find

out employees strength and weakness?


Findings:-

38

According to above data 80% of total respondent think that the

appraisal system helps to find out employee’s strength and

weakness.


organization?

(a) Yes (100%) (b) No (c) can’t say

Findings:

39

Total respondent consider appraiser’s knowledge of work and

technical competence while doing performance appraisal.


organization?

(a) Yes (100%) (b) No (c) can’t say

Findings:

40

Total respondent are agreed that employees are supportive and

co-operative.

(8) Is the present appraisal system capable of fulfilling the

needs of employee’s personal growth and

development?


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Findings:-

60% of total respondent consider that the present appraisal

system is capable of fulfilling the needs of employees personal

growth and development.

(9) Is the present appraisal system capable of fulfilling the

needs of employee’s personal growth and

development?


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Findings:-

Most of the total respondents are agreed that the open system of

performance appraisal is better than the confidential

performance appraisal.

Conclusion

1. Total respondents consider that Ape is needed in their

organization.

2. Most of the respondents are agreed that appraisal system

helps in increasing awareness of targets and

responsibilities of the employees.

3. More than 50% of respondents are not aware about the key

result area on which they are being assessed.

4. The appraisal system gives an opportunity of self

evaluation.

5. Employees think that the APE is not very much effective

in assessing their performance.

6. 50% of the total respondents favour the open system of

P.A.

7. 50% of the total respondents belive that the appraisal

system is capable of fulfilling the needs of employees

personal growth and development.

8. 60% of the total respondents are not agreed that there

superior appreciate frank discussion with them.

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9. More than 65% of total respondents consider that there is a

chance of biasness in the existing appraisal system.

Suggestions

Now after analysis the data collected through the questionnaire,

it is required from a researcher. To suggest some of the points.

By using these points some improvements in exiting system can

be made. Now after analysis of system the researcher’s

suggestions are as follows:

1. The format of appraisal should be simplified as suggested

by appraise

2. The key result areas or factors on which the appraise is to

be assessed must be made known to them and well

circulated in advance so that they perform with keeping

the factors in mind

3. The appraisal system should be made open system rather

than confidential system. It should be designed in a way by

which a frank discussion could be encourage in appraisal

system

4. The self evaluation system may be good option to the

existing appraisal system

5. The performance appraisal system should be so designed

that there is no place of biasness.

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6. The performance appraisal should be linked to the

objectives of the organizations, which is specified in long

term and short term.

Questionnaire

1. Do you feel that performance is needed in an

organization?

A. Yes [ ] B. No [ ] C. Can’t say [ ]

2. Do you agree that the existing annual performance

evaluation format covers every aspect of performance

evaluation format covers every aspect of performance

and potential?


3. Should the annual performance evaluation need to be

simplified?

A Yes [ ] B. No [ ] C. Can’t say [ ]

4. Do you think that present performance system is linked

with the objective of the organization?


5. Do you think that the present performance system is

linked with the objective of the organization?

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6. Do you consider apprise knowledge of work and

technical competence while doing performance

appraisal?


7. Are the employees cooperative and supportive with of

peers, senior and other staff by nature?


8. Is the present appraisal system capable of fulfilling the

needs of employee’s personal growth and development?


9. Do you agree that open system of performance appraisal

is better than confidential performance appraisal?


10. Is there any biasness regarding sex, religion, position

or cast in your organization?


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Bibliography

1. HUMAN RESOURCE MANAGEMENT T. N. CHABRA

2. PERSONNEL MANAGEMENT C. B. MEMORIA

3. PERSONNEL MANAGEMENT & INDUSTRIAL RELATION R.S. DEVAR

4. HUMAN RESOURCE & PERSONNEL MANAGEMENT K. ASHWATHAPPA

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Project on Performance Appraisal

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Transcript of Project on Performance Appraisal