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.
1
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.
2
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.
3
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.
4
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
6
No. Of Dairy Plant 5Products Milk $ Milk Products
5
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
8
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
9
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.
10
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.
11
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.
12
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
13
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.
14
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.
15
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.
16
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.
17
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.
18
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.
20
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.
21
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
22
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.
23
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.
24
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.
25
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.
26
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.
27
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:
28
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
29
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.
30
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
31
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.
32
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.
33
FINDING & CONCLUSIONS
(1) Do you feel that performance appraisal is need in an
organization?
(a) Yes (b) No (c) can’t say
Findings:
34
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:-
35
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?
(a) Yes (80%) (b) No (20%) (c) can’t say
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?
(a) Yes (80%) (b) No (20%) (c) can’t say
Findings:-
38
According to above data 80% of total respondent think that the
appraisal system helps to find out employee’s strength and
weakness.
(6) Do you feel that performance appraisal is need in an
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.
(7) Do you feel that performance appraisal is need in an
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?
(a) Yes (60%) (b) No (40%) (c) can’t say (0)
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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?
(a) Yes (90%) (b) No (10%) (c) can’t say (0)
42
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?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
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?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
5. Do you think that the present performance system is
linked with the objective of the organization?
45
A. Yes [ ] B. No [ ] C. Can’t say [ ]
6. Do you consider apprise knowledge of work and
technical competence while doing performance
appraisal?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
7. Are the employees cooperative and supportive with of
peers, senior and other staff by nature?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
8. Is the present appraisal system capable of fulfilling the
needs of employee’s personal growth and development?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
9. Do you agree that open system of performance appraisal
is better than confidential performance appraisal?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
10. Is there any biasness regarding sex, religion, position
or cast in your organization?
A. Yes [ ] B. No [ ] C. Can’t say [ ]
46
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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