New

A
PROJECT REPORT
ON
PERFORMANCE APPRAISAL
At
DUKE PLASTO TECHNIQUE PVT LTD.
Submitted To:
S.K.School of Business Management
Hemchandracharya North Gujarat University, Patan
In partial fulfillment of the requirement for the award of the degree
Of MASTER OF BUSINESS ADMINISTRATION
Submitted By:
Ekta Gupta
Roll no: 15
14TH May 2016 15th JUNE 2016
Academic Year 2016-17
S.K. SCHOOL OF BUSINESS MANAGEMENT, PATAN Page 1

PREFACE
MBA program is a professional course. It requires knowledge of not only

theoretical but also requires practical knowledge. As a student of MBA such training is
most helpful for increasing the skill, ability and also capability of the student. Today the
world has become more competitive so struggle is more for human being to get the job.
The theoretical as well as practical knowledge require. Hence the study of management is
very important.
Industrial training makes student enough aware in terms of how, where, when, and
up to some extent theoretical and practical knowledge can be used to solve problems in
practical life.
Industrial training plays an important role to develop the practical view point of
student also making them aware about practical problems, opportunities and difficult
situation of industrial units.
I am studying in MBA in which I required to prepare project report. It was

wonderful experience during the summer training and I came to know that there is big gap
between theoretical and practical knowledge that I learnt in practically.
I have prepared the report of Duke Plato Technique Pvt. Ltd., my belief, ideas,
understanding, and observation. I have tried to comprise all the important information in
presenting report.
I
ACKNOWLEDGEMENT
I am a student of S.K.School of Business Management, Hemchandracharya North

Gujarat University, Patan. I have taken Industrial Training in Duke Plato Technique Pvt.
Ltd. at Badarpura nearby Palanpur.
When a good thing comes to end, memories are left behind, in this regard; I am
indebted to respected Chairman Prabhubhai Patel, Managing Director P.P.Patel, Marketing
Manager S.N.Patel, Finance Director D.K.Patel and Purchase Director R.P.Patel for giving
me this wonderful opportunity to do a project in an organization.
I am highly obliged to Duke Plasto Technique Pvt. Ltd., Badarpura, where I have
done my summer training. I am thankful to Mr. Pradip Barot (HR Manager) for giving me
permission for doing summer training.
I am thankful to our Head Mr. Nishith Bhatt and I am also thankful to my project
guide Mr.Sanjay Panchal Sir for giving me proper guidance for successful summer
training and preparing report. I am also thankful to all those persons whose guidance and
ideas have been so helpful in preparing the project report.
II
EXECUTIVE SUMMARY
Most organizations have a performance appraisal (PA) program that has

evolved over time and is likely not meeting the needs of employees and managers.
Many competing PA theories and practices exist making development of

an effective program difficult. However, done well, a strong PA program
reinforces organizational culture and helps employees achieve high levels of
performance.
An effective PA program can improve key business measures such as

Return on Assets, Return on Equity, profit margins and earnings.
Every strong PA program has three elements: performance tracking, informal
feedback, and formal appraisal.
Build on these three elements to customize your program to your

organizations goals and values:
Informal coaching is the single most significant factor in easing retention

and developing talent.
Forced ranking and forced distribution are techniques that work well in
competitive environments. Avoid them in team-based departments.
360-degree evaluations help to improve people management abilities. Stay

away from using them for manager compensation or disciplinary purposes.
III

CONTENTS
PREFACE I
ACKNOWLEDGMENT II
EXECUTIVE SUMMARY III
Sr. No. Particular Page. No.

1 INTRODUCTION 1
2 GENERAL INFORMATION 3
3 SPECIALIZATION (H.R.D.) 9
3.1 INTRODUCTION OF H.R DEPARTMENT 9
3.2 WAGES AND SALARY 17
3.3 PROMOTION AND TRANSFER POLICY 18
3.4 GRIEVANCE HANDLING 18
3.5 PERSONAL RECORD 18
3.6 INDUSTRIAL DISCIPLINE 19
3.7 LABOUR TURNOVER 19
4 PERFORMANCE APPRAISAL 20
4.1 INTRODUCTION TO PERFORMANCE 20
APPRAISAL
4.2 AIMS OF PERFORMANCE APPRAISAL 21
4.3 APPRAISING FOR ASSESSMENT AND 21
COMPARISION
4.4 APPRAISING TO MOTIVATE AND 23
DEVELOP
4.5 FEEDBACK AND PERFORMANCE 25
REVIEW
4.6 FUTURE OF PERFORMANCE 26
APPRAISALS

4.7 PERFORMANCE ANALYSIS 26
4.8 POST APPRAISAL 27
4.9 BASIC BEHAVIORAL ASPECTS 27
4.10 LIMITATION OF PERFORMANCE 29
APPRAISAL
4.11 STATEMENT RATED BY THE PROMACT 30
PLASTICS LTD.
4.12 REVIEWING THE QUESTIONAIRE AND 30
ANALYZING
4.13 EVALUATION OF FEEDBACK TAKEN 31
FROM THE EMPLOYEES
5 RESEARCH METHODOLOGY 32
5.1 STAGES IN RESEARCH PROCESS 32
5.2 OBJECTIVE OF RESEARCH 34
5.3 SOURCES OF COLLECTING DATA 35
5.4 SAMPLING METHOD 36
5.5 VARIOUS TECHNIQUE OF SAMPLING 36
5.6 SPECIFYING THE SAMPLING PLAN 37
6 DATA ANALYSIS AND 38
INTERPRETATION
7 FINDINGS 47
8 CONCLUSION 48
9 BIBLIOGRAPHY 49
10 ANNEXURE 50

1. INTRODUCTION
1.1HISTORY
Organization is the foundation upon which the whole structure of management is built
organization is one of the fundamental functions. After having thought out the objective or
goal of an enterprise and the course of action to be follow we need to give technical shape
to the work to the perform to meet the objective.
In case the duke plasto is limited company various division or department of

pipes are performing separate function such a manufacturing marketing finance and
administration etc.
Duke is promoted and managed by Shri Prabhubhai Patel, Shri S.N.Patel, Shri
D.K.Patel, and Shri R.P.Patel. All the founders of Duke are quality conscious. Technology
services the nation since 1989 by providing quality pumping solution to pump industry.
Indias 2/3 population about 66% is mainly dependent on rain water. Now rapid
changing of modernization is experienced in ruler villages are now days becoming
changing its ground water.
It starts up for catering in form of small submersible pumps repairing workshop.

Todays company has sound financial position powerful management skill and motivated
staff. It is having production of producing pumps sets per day company is square over
41000 sq. Feet there strong building in 225000 sq. Feet land area.
Duke Plasto Technique Pvt. Ltd. synonymous for manufacturing quality consistent
and reliable products and as its name Duke itself speaks king in pumping solution
industries and winners of national quality award in 2007 from government of India.
1.2 VISION
To be eminent global brand providing complete, innovative, invincible quality
pumping paraphernalia less than one roof.
1.3 MISSION

We are committed to manufacture products complying with the best quality
standards of the world.
We strive to create an environment that nurtures youth and nourishes the
experienced.
On the bedrock of ethics, Duke is instituted by amalgamating the best practices and
technologies of the world.
1.4 VALUES
The values that guide us are trust, ethics, integrity, discipline and performance.

2. GENERAL INFORMATION
2.1 COMPANY PROFILE
NAME OF COMPANY:
Duke Plasto Technique Pvt. Ltd.
LOCATION:
Corporate Office :
401, 4th floor, Ankit Building,

Near Shilp, C.G.Road,
Navarangpura, Ahmedabad-09
Phone: +91 -79 -26405782
Fax: +91 79 26403428
Works :
N.H.14, Deesa Highway,

Opp. Hotel Green Wood,
Badarpura, Palanpur 385510
(N.Gujarat, India.)
SIZE OF THE UNIT:
Medium Scale Industry
FORM OF ORGANIZATION:
PARTNERSHIP FIRM
NAME OF THE PRODUCT:

1. Submersible Pumps
2. Motors
3. Mono block Pumps
4. Centrifugal Pumps
5. Pressure Booster Pumps

EXISTING MANAGEMENT BODY:
Designation Name
Managing Director Mr. P.P.Patel
Executive Director Mr. S.N.Patel
Executive Director Mr. D.K.Patel
Executive Director Mr. R.P.Patel
Bankers Bank of Baroda
HR Manager Mr. P.M. Dalwadi
2.2 LOCATION CHART
The Duke Plasto Technique is located on Deesa-Palanpur Highway and beside of

paper mills, these companies development is good and fast. They developed well after
omitting their partnership in Aroma Group. In the company, there are two plant, PVC
pipes and Submersible Motors. Company Located in 225000 Square feet big offices,
canteen, plant, go down etc. are in this area.

2.3 ORGANIZATION STRUCTURE
Managing Director
S.N Patel D.K Patel L.P Patel R.P Patel
(Marketing (Finance (Production Director) (Purchase

Director Director) Director)
)
Manager Finance Manager HR
Department Department
Nareshbhai Parmar Canteen Security Supervisor
Accounts Head
) ) )
Ex. Accountants Ex. Accountants Ex. Accountants Ex. Accountants

Cash & Bank Sales Purchase Other Works
SUB. Motors PVC Pips SUB. Motors PVC Pips

Marketing Marketing Production Production
Manager Manager Manager Manager
Supervisor Supervisor Supervisor Supervisor
Workers Workers Workers Workers

) ) OF BUSINESS MANAGEMENT, PATAN
S.K. SCHOOL ) ) Page 11
) ) ) )
Here, this graph represents the structure of the Company. Company has main three
departments such as Production department of P.V.C. pipes and Submersible motors,
Finance department, Purchase department, Marketing Department and last H.R.
department. All the Departments are controlled by Managing Director. All the Department
have their head such as marketing director, Purchase director, finance director and
Production director, but H.R. department handling H.R. manager. All the departments
have their manager under controlling by their Directors. All Department have their
supervisor, they watching on workers and give direction, but H.R. department have
manager, assistant manager and computer operators. This Department only hire employee
and watch on their quarry.
2.4 CERTIFICATION
RECOGNIZED BY THE BEST CERTIFICATION

Duke Plato Technique Pvt. Ltd. has received ISI certification for IS 4985 in the
year 1999.
Received ISI certification for ISI 12818, and ISO 9001:2000 from ABS in the year
2000.
Approval from GWSSB, Gujarat in the year 2001.
Approval from UP Jal Nigam in the year 2002.
Approval from PHED, Rajasthan in the year 2003.
Supplied to UNISEF & WHO, South Africa in the year 2004.
Approval from Karnataka water Supply Board in the year 2005.
Received National Quality Award for Quality Product in 2006.
ISO 9001:2000 certification from TUV: SUD South Asia for quality Management
System in 2008.
CE certification from TUV: SUD for Outsource/Export to European Countries.
NSIC-CRISIL rating of CRISIL SE28 for high Performance Capability

certification in year 2008.
Received ISI certification for IS 8034 in the year 2008.
Applied for BEE Star rating in the year 2008.

2.5 INTRODUCTION OF PERSONNEL MANAGEMENT
Among 5ms of managements money, material method, machine, market & man
the later one is most important. It is rightly said.
Mind your man, man will mind, all other things.
Personnel management is comparatively new and rapidly growing profession in

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

known by various names such as:-
o Labor management
o Personnel management
o Industrial relations
o Industrial management
Personnel management is concerned with the method of selections, recruitment,

training and development with the proper employment of personnel Personnel
management is that part of management functions which is primarily concerned with
relationship as an organization.
CHARACTERISTICS OF PERSONNEL MANAGEMENT
1. It is a management of human power resources.
2. Labor is life full item hence must get humanistic behavior
3. Personnel Management is an approach. It is a co-operation from one and all.
4. It is people concerned.
In short, P.M. means,
Personnel Management deals with the employees satisfaction level and the
relationship between employees and employer.

PERSONNEL MANAGEMENT
Structure of Personnel Management
Personnel Director
Personnel Manager
Department Head
Job In-charge
Workers

3. SPECIALIZATION (H.R.D.)
3.1INTODUCTION H.R DEPARTMENT

Everybody knows that an organization achieves its ends by a proper utilizing of
monetary, material and human resources of its command. While the human resource is
only one resource, it is with this resource that all the other resources are nobilities and
utilized to achieve organizational objectives. A typical industrial organization needs
personnel to plan and execute production, to procure and feed raw materials to store and
sell finished goods, to collect and utilize sale proceeds to repair and maintain machines
and to perform scores of other tasks which aid in the realization of the most important of
the resources without it an organization can not accomplish its objectives. The human
resources are the most complex resource to manage because unlike the other resources, the
human aspect is its very efface.
Human capital is the greatest assets of company.
FUNCTION OF H.R.D.
H.R.D. refers to the management of personnel in such a way that every employee
makes his fullest contribution to the purpose of the business. The walled mean recruiting
the right men to do the right job, train them to acquire or improve their abilities and
motivate them to put their abilities to the best use by giving them a reasonable
remuneration, promotions, a sense of job satisfaction and incentives. While these are the
main function of personnel management there are others which are incidental but no less
important and those are maintenance of industrial relations safety and welfare facilities
discipline and so on.
IMPORTANCE OF H.R.D.
The human resource is the most complex resource to manage because unlike the
other resources, the human aspect is its very essence. While all the other resources are in
animate objects and may be used as the management wills human beings have a will and
mind or their own and therefore, wherever they are put to use, their will and mind also
count the managements will and mind alone are not of much avail unlike a material which
contains specific properties and fields definite results, a human being has his own
particular mental make-up, a he is not amenable in a work situation, to a scientific
formula, similarly while a machine can be mechanically set to work of a given speed and
with a given accuracy there is no mechanical device to set a human being to work in
accordance with a mathematical equation or a legal dictum.
To put in a nutshell, in an industrial situation, men are subjective elements (and

women more so) and their management becomes a complex affair, social changes,

political developments and legal sanctities have increased this complexly, for these
reasons, aspirate brand of mgt has emerged to manage men of personnel in on
organization. The role of H.R.D. in industrial organization has become vitally important
and almost all embracing.
RECRUITMENT, SELECTION & INDUCTION
RECRUITMENT
Recruitment is the discovering of potential applicants for actual of anticipated
organizational vacancies in other works, it is Linking Activity brings together those with
jobs those who seeking job.
If you want to plan for three years, plant corn, if you want to plan for ten years,
plant free and if you want to plan for 100 yrs. Plant man.
Recruitment has been regarded as most important function as most important

function of personnel admen. Because unless the right types of people are not hired, even
the best plan, organizational would not do control systems would not do much good.
SOURCES OF RECRUITMENT
Generally, there are two sources of recruitments:-
(1) Internal Sources
(2) External Sources
1. Internal Sources
Internal sources are most obvious sources there include personal already on the
payroll of an organization whenever any vacancy occurs. Somebody from within the
organization, upgraded, transferable promoted or sometimes denoted.
This source is used by many organizations but a suppressing large number ignore
this mgmt jobs. It is not wise but reasonable for company to use these sources Duke Plasto
Pharmaceuticals not use internal source for recruitment.
2. External Sources
There sources lie outside, the organization advertisement, employment agency etc.
we called external sources, thus usually includes.
1. New entrains to the Labour force. I.e. young mostly inexperienced potential
employees college students.
2. The in employed with a wide range skill and out-put.

3. Retried experienced person such as machines welders are.
4. Other not in the Labour force such as married women and person from minority
groups.
In DUKE, Generally the external sources are adopted. The industry has
external recruitment agency for recruiting the employees. They get labour from
local area.
METHODS OF RECRUITMENT
There are three methods of recruitment
1. Direct Method
This includes sending traveling recruits to education and professional institutions;

employees contracted with public & makes the efforts for electing the applicants this
method is useful for middle level part.
DUKE uses direct recruitment for recruitment of clerical & lower administration.
2. Indirect Method
Indirect method mostly involves advertising in new papers, radio in trade &
professional magazine & brochures this is suitable for senior port.
3. Third Party Method
This method includes the use of commercial or private employment aerials, state
agencies, placement officers of school, colleges or professional management consulting
firms, introduction seminar for college professors friends & relatives.
For the requirement of personal they contact with third party such as recruiting
management & consultant form. The duke has own recruitment agency which provides the
best sources of man power.
RECRUITMENT POLICY
Generally DUKE recruitment policy is concerned with quality & qualification of
manpower. It established process. They used following factor.
They provide individual employee with maximum of employment security

avoiding frequently off or last time.
They provide each employer with an open in the encouragement date of his/her
talent & skill.

They ensure each employee at the organization interest in his personal goals.
They ensure employees of a fairness of employment relationship including

promotion & transfer.
They provide employees or the job which are engineered to meet the qualification
& minority action.
SELECTION
Selection is the process of examining the applicants with regard to their suitability
for the given job or & choosing the best from the suitable candidates and rejecting the
other.
Duke Plasto technique makes the selection employees according to merits &
experience & work performance & follows all steps of selection process.
SELECTION PROCESS
Selection is a step taken for collecting the all relevant information from the
applicants selection procedure at each stage co. gets some facts the selection process is a
follows
(1) Reception of Applicants
First of all company receives applicants from the general public.
(2) Primary Interview
When a large no of applicants is available the primary interviews are essentially a

sorting process in which prospective applicants are given the necessary information
about the nature of the jobs in the organization.
(3) Application Blanks
An application blanks is a traditional widely accepted device for getting

information from a prospective applicants which will enable a management to make a
proper selection.
(4) Psychological Test
It includes mental health of employees they check mental health of applicants for
obtaining records of person.

(5) Interview
Then after they take personal interview of applicants according to scout Interview
of the purpose who make exchange if ideas the answering of the question and
communication between two or more persons interview aims to establish export.
(6) Reference checking
Reference checking is to be made for the obtain information about the past
behavior of applicant and verified the information described by the applicants in
application forms is true or not the later of reference is taken at the time of interview the
applicants taken the reference of the friends & professional personnel.
(7) Placement
Then after placement of employees is done placement refers the determination of

the job to which can accept candidate is to be assign & his assignment to the job.
INDUCTION
Induction is a technique by which a new employee is rehabilitated into the charge
surroundings in other words. It is a welcoming process for welcome new comer induction
is also known as ordination.
NEED FOR INDUCTION

1. To explain the various information about organization.
2. To prevent the reality shock.
3. To make employees acquainted in the organization & accommodate in the
organization.
INDUCTION PROCEDURE
Duke Plasto technique follows the following process for induction.
1. Introduces new person with other persons in the organization.
2. Then the supervisor is boss welcomes the employees to the organization.
3. Then they show the employees various departments & explain the relationship of
the dept. & instruction.

TRAINING & DEVELOPMENT
MEANING
The training is the process by which the attitudes, skills & abilities of employees to
perform specific jobs are increased. This task may be contrasted with that of increasing
knowledge, understanding of attitude of employees so that they are better adjusted to their
working environment the training is given to the lower level employees.
NEED FOR TRAINING
The need for training of employees would clear from the observation made by the
different authorities the training is needs for following reasons.
1. To help company future personnel needs.

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

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

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

2. Off the Job Training
Off the job training means that training is not a part of everyday job activity the
actual location may be in the co. class room or in the places which are owned by the
company which have no connection with co.
TRAINING PERIOD
The training period varies with the skill to be required the complexity of the
subject a trainees aptitude & ability to understand & training media used generally
training period is not long the Duke Plasto technique. Provide 1 month on the job training
to the employees to the employees.
Development
Development is the long term education process untilled systematic & organization
procedures by which managerial personnel learn conceptual & theoretical knowledge at
general purpose development is made for higher level employees.
In Duke Plasto technique
1. Few senior persons also go outside for regular training.
JOB DESCRIPTION
Job description is an important document which is basically descriptive in nature &

contains the statement is basically description is a written record of the duties,
responsibility & requirement of a particular job. It is concerned with job itself & not with
the words.
The job description in Duke Plasto technique is a follow.
1. Managing Director
M.D. responsibility in Duke Plasto technique is to controlling managing &

directing the co. M.D. has authority to evaluation the performance of the managerial
personnel & he also power to give instruction to them for improve the work.
2. Qualification
M.D. is requiring the qualification up to M.B.A.

3. Manager
There are different manager different department & they performing their own
duties.
1. Production manager
The production manager control & manage the work of production department.
2. Finance Manager
Manager & control the finance & accounting activities of company.
3. H.R Manager
He has a responsibility to manage the work relating to H.R department.
4. Marketing Manager
Managing a work of marketing department takes necessary steps for capturing

higher market share.
PERFORMANCE APPRAISAL
A performance apprises us a process of evaluating an employees of its
requirement. Performance appraisal has been considered as a most significant and
indispensable tool for an organization. For the information it provides is highly useful in
making decisions regarding various aspects as performance & merit increases. MC,
Gregory says former performance appraisal plans the designed to meet three needs.
1. They provide systematic judgments to backup salary increases, transfers demotions

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

3.2 WAGE & SALARY
A wage is remuneration paid for the service of labour in products on.
In DUKE there are 450 workers the wages given by co. to them as under:
1. Semi Skilled : Rs. 60 to 80 1 Day
2. Skilled Workers : Rs. 80 to 100 1 Day
3. Unskilled Workers : Rs. 50 to 60 1 Day
SALARY
In Duke Plasto salaries of Administration & professional staff as under:
1. For Manager : More than Rs. 15000 Per month

2. For supervisor : 2500 to 5000 per month
3. For Clerk : 2000 to 5000 per month
4. For computer opera. : 3000 & more per month
SALARY STRUCTURE
Basic Salary
H.R.A. (House Rent Allowance) 10 % of B.S.
Transportation Allowance
Medical Allowance
Leave Travel allowance
PROVIDENT FUND SCHEME
There are three types of funds.
1. General P.F.
2. Public P.F.
3. Contribution P.F.
In DUKE 12 % of B.S. Curtailed from the employees salary and also some amount
contributions created to the employees are in the bank and after retirement of employee
the amount such deposited with return to the employees with interest.
E.S.J. SCHEME
In Duke Plasto technique the employees pays 4.7 % of the wage bill, a maximum
of Rs. 7.50 per clerk on the highest wage scale and the employee pays about 2.3 % of his
wage around Rs. 4 per works. Various benefits to employees under E.S.J. Scheme are
provided by DUKE.

3.3 PROMOTION AND TRANSFER POLICY
Many vacancies are filled by internal movement of present employees fill many
vacancies. These movements are formed promotion & transfer.
PROMOTION & TRADES

Promotion refers to the new position has higher pay, status & job condition as
compared worth old.
Promotion is one of the elements of motivation every organization must promote

their employees promotion refers to increase in the position, power & salary of employees.
In Duke Plasto technique promotion is done on the basis of both merit & seniority
basis:
1. Promotion on merit Basis
It promotion is given to the qualities men in recognition of his performance or with

a view to creating an incentive for him than it should be based on his ability.
2. Promotion on seniority basis
Seniority refers to length of service in the company of its various plants, or in its
departments or in a particular position.
In Duke Plasto, there is no trade union of workers in the organization there are no
problems regarding the workers & employees.
3.4 GRIEVANCE HANDLING
Grievance is any discontents or dissatisfaction whether expressed or not.

Whether or not arising out of connected with the company which an employees thinks,
believes or even feel to be unfair, unjust of inequitable.
Grievance handling is necessary for following point
1. It brings informality in the handling of grievance.

2. It gives confidence to the workers that his complaint will be investigator and
decision will be given in a reasonable.
3. It provider channel & acts like a pressure value.

In DUKE there is no any definite the grievance of the employees but management
make his best offers for give the best satisfaction to the employees from his work. If one
employee has problem the grievance of that employee in to some extent but if the whole
organization has a difficulty means all employees have a problem then management will
take the steps for handling the grievance of them in best possible manner.
3.5 PERSONNEL RECORDS

A record is piece of writing a chart with provides fully information and which
preserve advance for future reference of use.
Personnel records contain of the employer and employees information on the job
analysis evolution and destination and destination or requirement test scone, training and
development periodically and appraisals, promotion and transfer demotion days offs,
wages and salary, pension, provident, provident fund, contribution employee benefits and
service, & accident prevention etc.
3.6INDUSTRIAL DISCIPLINE
During my visit I saw that workers and their work with highly discipline when any
problem was arises at that time first they informed supervisor. It there is serious problem
then supervisor gives them notice and according the order they performs their duties.
3.7 LABOUR TURNOVER
Employees turnover means no. of employees leaving organization 1 year. As most

of the employees in are highly satisfied and work permanently. The labour turnover is
negligible only 1 %.

4. PERFORMANCE APPRAISAL
4.1 INTRODUCTION TO PERFORMANCE APPRAISAL

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

employee for future performance must also be assessed. It is the systematic evaluation of
the individual with respect to his or her performance on the job and his or her potential for
development.
Behavior can be active or passive-do something or nothing. Either way, behavior

affects job results. The other term used for performance appraisal are; performance rating,
employee assessment, employee performance review, personnel appraisal, performance
evaluation and merit rating. In a formal sense, employee assessment is as old as the
concept of management, and in an informal sense, it is probably as old as mankind.
4.2AIMS OF PERFORMANCE APPRAISAL
I. MOTIVATION STAFF
There are three ways that appraisal seeks to motivate employees, since the earliest
appraisal schemes, it has been as article of faith that giving feedback, quite apart from
assisting in task performance, is something that motives people. At same time assessment
motivates by facilitating the fair distribution of rewards and setting target.

II. IMPROVING PERFORMANCE
One of the basic principles of human learning is that to improve performance,

people should have the knowledge of the results they are already achieving. An accurate
assessment of performance is also improving performance through this too.
III. MAKING REWARD DECISIONS
The notion is that if you are to engage in any kind of equitable distribution of
rewards, be they pay, promotion or whatever, then some of kind of comparing people is
necessary. If assessment of performance is made annually, it can be used to direct reward
to those most deserving of them. The principal underlying this is the desire to treat staff in
a fair manner.
IV. SUCCESSION PLANNING AND IDENTIFYING POTENTIAL
By identifying good and poor performers, the appraisal assessment can enable the
organization to focus succession planning and resource on the individual who ate most
likely to responds positively and effectively to it.
V. FORMAL ASSESSMENT OF UNSATISFACTORY PERFORMANCE
In this most negative grab, appraisal; can be part of the process whereby
unsatisfactory performance is document and use in evidence in disciplinary dismissal
proceedings.
4.3 APPRAISING FOR ASSESSMENT AND COMPARISION
There are certainly remnants of it to be found in more ambiguous form. Such as

drive might well feature as one of the job related attributed that an individual is assessed
on.
The idea, of course, is to try to keep one way from direct comment on personality,
as this is an area of great sensitivity and any criticism in these grounds is likely to elicit
defensiveness and even outright hospitability.
Also, it is head enough for people to deliberately change their personalities over a
protracted period, let alone to do it more of less overnight at the instigation of the
appraiser.

i. APPRAISING JOB-RELATED ABILITIES
A sensible approach is to try to keep appraisal firmly locked on to the job and the
abilities needed to perform it effectively. This represents a more detached, less personal
way of discussing performance and one that in theory is less likely to be threatening to the
appraises self-esteem. It also tackles skills and abilities that should be amenable to
training, development and improvement.
ii. SALARY INCREASE
The general pattern of salary administration in most organization in by associating

salary grades with different positions. Annually the salary of every employee increases by
a fixed amount associated with that grade, in many companies this is a routine matter and
there are salary increases as soon as the employee completes a year of service.
iii. ADMINISTRATIVE DECISION
The administrative decisions like salary increases and other form of rewards for
good performance, transfer and placement decisions are normally taken by the top
management or the personnel department.
In some organizations committees consisting of personnel managers and line
managers at senior levels take such decision. Largely these decisions are based in
performance and performance appraisals play a significant role in this. Most of these
administrative decisions fall under performance rewarding.
iv. DEVELOPMENT DECISIONS
The path for development on the hob is already carved out for employees through
key performance areas, behavioral dimension, self-appraisal, performance analysis and
counseling.
At every appraiser-appraise levels role clarity obtained through mutual discussions
of pass and KAPs, increased understanding and insights generated about managerial
capabilities and behavioral qualities required for effectiveness in the organization
identification of facilitation and inhibiting factors that one can influence and change and
the discovery of ones own strength and weaknesses as well as opportunities to
development all contribute directly or indirectly to employees development.
However the insight gained during performance review and counseling discussion
and appraise should be reinforced and strengthened by supportive administration decisions

by the personnel of HRD departments or by the senior line managers who can take such
decision.
The HRD department to identify training needs and create learning opportunities
for employees may use the following process.
a. Collect the appraisal rating of all employees
b. Categories the employees into related or function related categories.
c. Identify common performance areas for each category of employees. These

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

i. RESULT ORIENTED APPRAISAL
The origin of result oriented appraisal can be found in the MBO movement that
emerged in the 1950s, although results-oriented appraisal is less systematic and
comprehensive than MBO schemes tended to be.
Essentially, the notion is that the appraisal session is one where manager and
subordinate or targets in the last six or twelve months and then set objectives for the next
period. One immediate effect of basing appraisal on result in this way is to shorten and
simplify appraisal documentation. There is no need of rating scale and the like it simply
comprises sections describing performance against past objective and the new objective
set for the year ahead. In addition of its motivational quality result-oriented appraisal is by
nature job related and therefore legally more defensible in term of any personnel decisions
taken as a result of it.

It involves some examination of appraises priority, which is useful exercises that
can avoid many misunderstandings that might otherwise arise. With all these advantages
objectively, motivation power, participative mature, job-relatedness and so on. There is
however some inherent limitation going though this route.
There are some drawbacks to result oriented appraisal. One objective often raised
is that not all jobs are unable to framing on terms of objective. There is an element if, truth
in this, through seminar university academics, who heads presided over a faculty with a
particular abysmal research record, vehemently opposing the concepts of no relevance to
academic work a number of organizations now are trying to combine the result oriented
approach with a competency based appraisal system.
ii. COMPETENCY BASED APPRAISAL
The notion of competency must stand a good chance of winning any competition
for the most over worked concepts in HR management in the late 1980s/early 1990s. It is
on observed skill or ability to complete a managerial task successfully or behavioral
dimensions that effect job performance.
Another distinction can be drawn between individual and organization level
competencies. There is actually very little, if anything that differentiates competencies
from the assessment dimensions used in many assessments centre for years. But
competencies ate applied more widely now.
Both by organization and by bodies such as the management charter initiative, is
setting performance standards for managers. Competencies are forward looking and
should have within them elements that are anticipated as being the key attributes in drives
or ten years time.
Comprehended based appraisal does allow some scope for comparing people, but
its real strength is in analyzing the progress if the individual and in directing to those areas
where skills can be improved.
iii. OVERVIEW OF APPRAISAL METHOD
All have their advantages and disadvantages, and achieve different things. The
temptation for many organizations is to try and have their cake to eat it. They combine
elements of the different approaches within the same scheme, in the hope that they will
fulfill all the purposes they see for appraisal.
The result is typically an appraisal scheme that has objective setting one side rating
of job related behavior and probably an overall rating of performance. More
constructively, an increasing numbers of organization are outing together result oriented
appraisal with competency based appraisal. This is the combination that works well.

iv. PRACTICAL OBSERVATIONS
A key challenge facing organization is how they continue to deliver sustained

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

The appraiser should, based on the performance data provided, extend a helpful
and positive feedback.
A constructive and honest appreciation of the performance and a free and frank
expression of the observations are essential components of a feedback. Counseling helps
appraise to be more aware of his own strengths and weakness. In the process of
counseling, appraise identifies ways to improve upon his strengths and eradicate the
weaknesses
A climate of mutuality, openness and trust should prevail in the process of
counseling. Counseling rendered with genuine interest and accepted with trust contributes
substantially to the growth of appraise. Counseling is a continuous process. While it is

normally extended at the time of performance appraisal, the reporting officer should
Endeavour to counsel appraise as and when occasion arises.
Counseling requires appropriate skills and attitudes in the appraiser. Appraise
should perceive it as a genuine help and accept it with trust.
4.6 FUTURE OF PERFORMANCE APPRAISALS

There is a great degree of awakening taking place in the managerial world about
potential uses of performance appraisals. The role they can play in developing employee
capabilities, crafting an open culture strengthening superior subordinate relationship,
developing process skills and paying way for increasing managerial and organization
effectiveness is being slowly recognized as an equally potential tool for development.
In the coming decade there is likely to be more and more experimentation with
new appraisals systems that contribute to improvements in the quality of work life as well
as to the development of human resources. The seeds have already been sown at several
places.
4.7 PERFORMANCE ANALYSIS

The Performance, Planning, Review and Development is annual event of stock
taking occurring just after the end of the performance year. It is a very special and the
focused session between the performance and the superior at the end of performance
period. The performers first invited to fill an annual form.
The performer is expected to carefully consider the self appraisal exercise. The
best way is to refer to the past half year KPPA review forms and midyear review form and
collects relevant inputs to complete this self appraisal exercise as suggested in annual
performance form. It is recommended that the superior fill the part of the annual
performance assessment form before the review discussion starts with this performer.
It is desirable on the part of superior to do adequate home work before he initiates
the review discussion with the performer to analyze the performance of the entire year.
The superior is required to initiate a detailed 2-way discussion with the performance
during which the feedback is not only given but also received.
It is up to the superior to be open to revising his views regarding performance
based on the discussion. After the appraisal discussion is over the superior so required to
complete the remaining portion of the annual performance assessment form. The
performer can make any qualitative comments in writing, if he so desires. There after the
annual performance assessment form should be forwarded HR department.
However, while forwarding to HR department, same should be routed though
concerned corp. chief. In case there are sharp differences of opinion about evaluation, the
performer may arrange meeting among the performers, the corp. chief to try resolving the
differences, in such a situation, the reviewers decision shall be final and binding.HR may
be consulted in different cases.
4.8 POST APPRAISAL

At the end of performance period HR will study each appraisal and give feed back
to the superiors and the corp. chief on areas needing action from them. HR will also make
a note of training and development needs and offer suitable in company or external
programs during the next one year to meet at least most critical training of every
employees.
Their old performance planning forms focus was only target oriented but now they
are going to include 25-30% weight age to behavioral and development dimensions which
includes training. In their different categories they are going to consider aspects such as
good tram leader, communication, team play, planning for targets, directing its team etc.
the rest 275% would be focused on performance.
4.9 BASIC BEHAVIOURAL ASPECTS

1. MANAGERIAL ATTRIBUTES
Analytical ability
Planning ability
Problem solving
Communication skills
Decision making and risk taking
2. MAN MANAGEMENT
Ability to handle conflicts
Team building skills
Leadership
Investment in subordinates
Role and goal clarity
3. PERSONNEL EFFECTIVENESS
Flexibility adaptability
Ability to motivate
Initiative

4.10LIMITATIONS OF PERFORMANCE APPRAISAL
Though performance appraisal is a very useful technique it does suffer from some
of the following serious limitation
It is a useful technique of efficiency rating but there are certain personal

characteristics which cannot be expressed either in figures or in any other
measures.
However systematic and objective a performance appraisal system may be used in

the organization. It is rather impossible to eliminate personal and subjective
element from it.
Normally there is the performance of a halo effect. The leads to a tendency to

rate the same individual first who have once stood first.
While assigning the factor points or number to the employees, there are some
raters who are very strict while some are more liberal. They cannot keep a fair
distinction between two individuals. Such an approach also nullifies the utility of
this system.
Sometimes the outcome of performance appraisals are not in conformity with the
other techniques of motivation, incentive wages plans and so on. Factors are
introduced in managerial appraisal because of a fact possessed by the person
concerned who conducts the appraisal.

4.11 STATEMENT RATED BY THE DUKE PLASTO LTD.
PARTICULARS STATEMENT
A good performance appraisal is Good

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

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

performance appraisal rating as the
main input.
My reporting officer generally Good

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

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

transfer policies and support
mechanisms should be streamlines
before introducing this system.

4.12 REVIEWING THE QUESTIONAIRE AND ANALYZING
ASSESSED VIEWS ON DUKE PLASTO PERFORMANCE ACCEPTANCE
APPRAISAL (%)
1. Development aspect of the system such as performance 75%

planning review discussion has not been fully implemented
and need much greater training effort.
2. There is a lack of co-ordination between personnel and other

departments on appraisal. 40%
3. Nobody admits ones weakness. So open system of appraisal 55%

fail to develop people.
4. Generating role clarity a continual basis. 20%

5. Officers are actively participating in the system since they are 8%
now aware of its importance in the overall context.
6. The system throws up an immense amount of data about the

75%
problem faced by employees their suggestion views and their
specific development needs.
7. The climate in the organization is moreover of minimum trust 30%

and openness.
Calculation is for below supervisor level at Duke Plasto Ltd.(Sample Size = 100)

4.13 EVALUATION OF FEEDBACK TAKEN FROM THE
EMPLOYEES
BELOW SUPERVISOR LEVEL
About 76% said that their work is not rewarded.
84% says that they are not involved in performance appraisal system.
52% says that there is not proper justice done with them while 48% agrees that full
justice is done with them.
24% agrees that they get feedback while the rest disagrees with it.
Most of them are satisfied with the current communication system.
90% says they need self appraisal while 10% disagree.
70% believes that performance review is not carried at regular basis.
74% are not aware of the monthly goals set by the company.
Most of them believe that they need self performance appraisal.
86% of the prospects said that the money is the only factor to motivate them while
only 20% agreed with the work measurement.
48% said that the company does not recognize their performance, their hard work
put into their work.
20% agree that appraisal is done to develop them while 80% disagrees to it.

5. RESEARCH METHODOLOGY
5.1 STAGES IN RESEARCH PROCESS

THERE ARE 9 STAGES IN RESEARCH PROCESS
i. IDENTIFY PROBLEM
It is the first and most important stage for conducting research properly formulated
problem is half solution of research process. Here I am just collecting information to
discover employee about problem, incentive, to moral, analysis performance.
ii. CHOICE OF RESEARCH DESIGN
Research design is helpful to specify the method and procedures for conducting a
particular study.
I have chosen the descriptive research design out of three design because it is
based on the primary data. It focuses on the discovery of new ideas and helpful to
achieving objectives of study.
iii. DETERMININIG SOURCES OF DATA
In this stage first decided that to collect the data from primary sources or secondary
sources.
I am going to conduct research. So, I have to select primary sources to get
collected data.
iv. DECIDING DATA COLLECTION FORMS
There are two method of deciding data collection forms are as under
(a) Observational method
(b) Survey method
Here I have decided to conduct the survey and kind of survey is personal. To
collect the detailed information I have chosen personal survey for this formulation of
questionnaire is must.
v. DETERMINING SAMPLING DESIGN AND SAMPLING SIZE
In this stage researches have to carry out field survey therefore he has to decide
whether it is to be census or sample survey
I have used two or three methods of probability. I have used random sampling,
convenient sampling and area sampling.
vi. ORGANIZING AND CONDUCTING FIELD SURVEY
To conduct field survey I have used interviewing of field survey. It is most difficult
task because respondents are generally heisted in giving information. But it is also
initiative and intelligence.
vii. PROCESSING AND ANALYSING THE COLLECTED DATA
Once the field survey is over and questions are had been receive the beret task is to
aggregate the data in meaningful manner. I have analyzed all the data and find out the
characteristics of each question.
viii. PREPARING PESEARCH PROCESS
After data has been tabulated, interpreted and on analyzed it is required to prepare
a report.
ix. CONCLUSION
These are the steps, which we required to follow while conducting research study
procedure in my study and preparation of these report an at least I have interpret all the all
the question rest of the products. I also have given my findings and limitations for each
question and suggestion too.
5.2 OBJECTIVE OF RESEARCH

To make compensation plans more scientific and rational.
To help in the proper placement of the workers after the completion of their
training and probation.
To identify the need and areas for further training of the employees.

To reduce the grievances among the employees.
To improve the job performance and identify their potentialities for other work.
To assist in determination of promotion and transfer policies
5.3 SOURCES OF COLLECTING DATA

Once the researcher has decided the research design, the next job is of data
collection. For data to be useful, our observation needs to be organized so that we can get
some patterns and come to logical conclusions.
Statistical investigation requires systematic collection of data, so that all relevant
groups are represented in the data. To determine the potential market for a new product,
for example, the researcher might study 500 consumers in a certain geographical area. It
must be ascertained that the group contains people representing variable such as income
level, race, education and neighborhood.
The quality of data will greatly affect the conclusion and hence, utmost importance
must be given to this process and every possible precaution should be taken to ensure
accuracy, while gathering and collection data.
Depending upon the resources utilized. Whether the data has come from actual
observation or from records that are kept for normal purpose, statistical data can be
classified in two categories: Primary and secondary.
We have used primary data in our research.
PRIMARY DATA SOURCES: Questionnaire

Primary data is one which is collected by the investigator himself for the purpose
of specific inquiry or study. Such data is original in a character and is generated by
surveys conducted by individuals or research institutions.
SECONDARY DATA SOURCES: Company Web-site

5.4 SAMPLING METHOD
The sampling method indicates how the sample units are selected. The most
important decision in this regard is to determine which of the two probability or non
probability sample is to be chosen.
I have used non probability judgment sampling. (Judgment: firms employees)
Judgment sampling is one of the most commonly used sampling methods in
marketing research study. Here the sample is selected on the basics on certain basic
parameter such as age, sex, income, and occupation that describes the nature of population
so as to make it representative of the population.
The investigator or field workers are instructed to choose the sample that confirms
to this parameter. The field workers are assigned the quota of the number of units
satisfying the required characteristics on which data should be collected.
However, before collecting data on these units the investigator are supposed to
verify the unit qualify this characteristics.
5.5 VARIOUS TECHNIQUE OF SAMPLING

Sampling plays a vital role in carrying out any marketing research study. There
would be hardly any marketing research study, which does not involve the use of sampling
backbone of marketing research. A company selling particular brand of toothpaste and
interested in knowing what portion of household in Delhi use its brand would involve the
selection of sample of household.
A market potential study aiming at finding the number, distribution and socio
economic characteristics of potential customers of a product would define definitely
involve the selection of some kind of sample. A company interested in introducing a new
style of packaging for its product would be interested in knowing the reaction of its
customers a study of which would require the selection of some type of sample.
THE SAMPLING PROCEDURE

We now turn to the sampling process. It is the procedure required right from the
defining the population to the actual selection of sample elements. There are seven steps
involved in this process.
SAMPLING SIZE
Here, I have surveyed only 100 employees.

5.6 SPECIFYING THE SAMPLING PLAN
This means that one should indicate how decision made so far is to be
implemented. All expected pertinent issue in sampling survey must be answered by the
sampling plan.
THE SAMPLING PLAN IS AS UNDER
SELECTING THE SAMPLE

This is the final step in the sampling process. A good deal of field work and office
work is introduced in the actual selection of the sample elements. However it depends
mainly upon the sampling plan and sample size required.
CONTACT METHOD
There are four methods by which respondents can be contacted. The methods are
Personal interview.
Mail interview.
Telephone interview.
Computer interview.
We have used Personal interview.

6. DATA ANALYSIS AND INTERPRETATION
I. WHAT IS THE PERIOD OF SERVICE IN THE FIRM?
Particulars Percentage (%)
Less than 2 years 35
More than 2 and less than 5 years 38
More than 5 years 27
40
35
30
25
20 East
15
10
5
0
A B C

II. WHICH FACTORS MOTIVATE THE EMPLOYEE TO WORK?
Particular Percentage (%)
Money 48
Work Culture 38
Management 14
Management
14%
Money
48%
Work Culture
38%
INTERPRETATION
From the above graph we can interpret that most of the employees i.e. 48% are
motivated by their pay scale while only 38% are motivated by the work culture of the
industry & 14% are motivated by the Management of the firm

III. WHAT KIND OF TRAINING PROGRAMMES ARE BEING
UNDERTAKEN BY THE FIRM?
On the job 38
Seminar 12
Lecture 8
Off the job 22
Any other 20
Any other On the job

20% 38%
Off the job

Seminar
22% Lecture 12%
8%
INTERPRETATION
From the above graph we can interpret that the firm conducts training mostly on
the basis of on the job i.e. 38%, off the job at 22%, Lectures at 8%, Seminars at 12% and
other methods at 20%.

IV. WHAT IS THE BASIS OFF RECOGNITION OF WORKPERFORMANCE?
Performance 36
Regularity 26
Discipline 22
Behavior 16
Performance
Behavior
36%
16%
Discipline
22% Regularity
26%

V. DOES THE FIRM RECOGNIZE WORK PERFORMANCE?
Agree 75
Disagree 25
Disagree
25%
Agree
75%
INTERPRETATION
Here from the above graph we can interpret that 75% of the respondent agree that
their work is recognized while the remaining disagree.

VI. WHICH TYPE OF COMMUNICATION SYSTEM IS HIGHLY SATISFIED
NOW A DAYS?
Notice Board 76
Video Conference 24
Video
Conference
24%
Notice Board
76%
INTERPRETATION
From the above graph we can interpret that the firm communicated mostly on the
basis of notice board i.e. 76%, video conference at 24%,

VII. IS PERFORMANCE APPRAISAL USED EFFECTIVELY TO IMPROVE
THE MORAL LEVEL?
Yes 69
No 31
No
31%
Yes
69%
INTERPRETATION
From the above graph we can come to know that 69% agree to that full effectively to
improve the moral level. While evaluating performance while the rest 31% disagrees.

VIII. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY OR
CONDUCTED BY COMPANY EVERY YEAR?
Yes 80
No 20
No, 20
Yes, 80
INTERPRETATION
From the above graph we can come to know that 80% agrees to that full effectively
to improve the moral level. While evaluating performance While the rest 20% disagrees.

IX. ARE YOU INVOLVED IN THE PROCESS OF APPRAISAL?
PARTICULARS PERCENTAGE (%)
YES 88
NO 12
NO, 12
YES, 88
INTERPRETATION
From the above graph we can come to know that 88%employee agree to involve
in the process and while evaluating performance while the rest 12% disagree

7. FINDINGS
THE FINDINGS THAT HAVE BEEN FOUND DURING THE
STUDY ARE MENTIONED AS UNDER:
The HR manager should see that all employees should be made aware of the
performance appraisal.
Good team work can be seen among employees.
Company adopts performance appraisal which is good.
If company give more importance to performance appraisal system, it will be very

beneficial to the company
Workers have job satisfaction and because of that employee turnover are less.
The company has less need of supervising work because workers are quality
oriented. Resources like men, machine, material and money are allocated and
utilized in better way and with good sense.
The company has good reputation in the market.
The workers of the company are so well trained that it enables the company to
make the best utilization of time, money, machines and materials.

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

management of this unit is excellent and very particular that everybody likes it, so
far as my subject practical studies of industry is concerned. I prepare this report
about my practical studies in the Duke Plasto technique Pvt. Ltd.
The company should put a welfare scheme for workers. A scheme for workers is
necessary for getting best result. A company should also need to provide staff
buses for workers & employees.
They should also improve working condition.

9. BIBILOGRAPHY AND WEBILOGRAPHY
NAME OF BOOKS
K. Aswathappa (Recruitment)
C.B. Minoria (Training & Development)
Arun & Mirza (Performance Appraised)
Gang & Jain (Managing Human Resources)
Edwin B Flippo (The Status of the Labour Union)
Marketing Management Philip Kotler, The Millennium Edition, Prentice Hall Of

India Private Limited, New Delhi.
Periodical : Business World
WEBSITES:
www.google.co.in
www.wikipedia.com
www.marketresearch.com
www.dukeplasto.com
www.pumpindustry.com

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

VI. DOES PERFORMANCE APPRAISAL RAISE MORAL LEVEL?
1. Yes 2. No
VII. WHAT KIND OF TRAINING PROGRAMMES IS BEING UNDERTAKEN

BY THE FIRM?
1. on the job
2. Seminar
3. Lectures
4. Off the job
5. Other
VIII. WHAT IS THE BASIS OFF RECOGNITION OF WORK PERFORMANCE?
1. Performance
2. Regularity
3. Discipline
4. Behavior
IX. IS PERFORMANCE REVIEW CARRIED OUT REGULARLY?
1. Yes 2. No
X. DO YOU FEEL THAT THE ORG. RECOGNIZES YOUR PERFORMANCE?
1. Yes 2. No

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

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DUKE PLASTO TECHNIQUE PVT LTD.

S.K. SCHOOL OF BUSINESS MANAGEMENT, PATAN Page 1

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Informal coaching is the single most significant factor in easing retention

360-degree evaluations help to improve people management abilities. Stay

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Sr. No. Particular Page. No.

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In case the duke plasto is limited company various division or department of

It starts up for catering in form of small submersible pumps repairing workshop.

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2.1 COMPANY PROFILE

401, 4th floor, Ankit Building,

Fax: +91 79 26403428

N.H.14, Deesa Highway,

SIZE OF THE UNIT:

Medium Scale Industry

NAME OF THE PRODUCT:

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Executive Director Mr. S.N.Patel

Executive Director Mr. D.K.Patel

Executive Director Mr. R.P.Patel

Bankers Bank of Baroda

HR Manager Mr. P.M. Dalwadi

2.2 LOCATION CHART

The Duke Plasto Technique is located on Deesa-Palanpur Highway and beside of

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S.N Patel D.K Patel L.P Patel R.P Patel

(Marketing (Finance (Production Director) (Purchase

Nareshbhai Parmar Canteen Security Supervisor

Ex. Accountants Ex. Accountants Ex. Accountants Ex. Accountants

SUB. Motors PVC Pips SUB. Motors PVC Pips

Supervisor Supervisor Supervisor Supervisor

Workers Workers Workers Workers

RECOGNIZED BY THE BEST CERTIFICATION

Approval from GWSSB, Gujarat in the year 2001.

Approval from UP Jal Nigam in the year 2002.

Approval from PHED, Rajasthan in the year 2003.

Supplied to UNISEF & WHO, South Africa in the year 2004.

Approval from Karnataka water Supply Board in the year 2005.

Received National Quality Award for Quality Product in 2006.

CE certification from TUV: SUD for Outsource/Export to European Countries.

NSIC-CRISIL rating of CRISIL SE28 for high Performance Capability

Received ISI certification for IS 8034 in the year 2008.

Applied for BEE Star rating in the year 2008.

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Mind your man, man will mind, all other things.

Personnel management is comparatively new and rapidly growing profession in

In short, one can say that personnel management of human resources.

Personnel management is a science and which is controlled by labor and also

Personnel management is concerned with the method of selections, recruitment,

CHARACTERISTICS OF PERSONNEL MANAGEMENT

1. It is a management of human power resources.