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DISSERTATION REPORT ON PERFORMANCE APPRAISAL (AT PARLE INDUSTRIES LIMITED)

SUBMITTED TO KUMAON UNIVERSITY IN PARTIAL FULFILMENT OF BACHELOR OF BUSINESS ADMINISTRARION (THREE YEARS FULL TIME DEGREE PROGRAMME)

SUBMITTED BY DEEPANSHI JOSHI B.B.A (IV SEMESTER) (2008-2011)

JAI ARIHANT INSTITUTE

CERTIFICATEThis is to certify that ANJALI SHARMA has completed the project title PERFORMANCE APPRAISAL AT BIL. under my guidance and supervision. She is submitting the project in the partial fulfillment of the requirement for the award Masters of Business Administration, UTTRAKHAND TECHNICAL University, DehraDun. This work is original and has not been published or submitted elsewhere for any purpose what so ever. All sources of information have been mentioned and dully acknowledged.

SUBMITTED TO: MISS. RINKY RANA (FACULTY MBA.DPT.)

ACKNOWLEDGEMENT

I am very thankful to my Faculty Guide MISS.RINKY RANA without whose meticulous attention, invaluable suggestions, encouraging guidance and creative support; I would not have been able to complete my dissertation which is one of the important parts of the MBA program. She helped me in simplifying the problems involved in the work. I would also like to thank the overwhelming support of all the people who gave me an opportunity to learn and gain knowledge.

DEEPANSHI JOSHI(BBA.IV SEM)

PREFACEAs a part of my BBA IV Sem. program , I was asked to undergo 6 weeks of Summer Training in any organization, so as to give exposure to practical knowledge and to get familiar with the various activities taking place in organization. I got an opportunity to undergo Summer Training in the reputed organization PARLE INDUSTRIES LIMITED, PANTNAGAR, where I was assigned the project entitled PERFORMANCE APPRAISAL..

DECLARATION

I DEEPANSHI JOSHI student of BBA IV sem. of JAI ARIHANT INSTITUTE, hereby declare that this Dissertation report PERFORMANCE APPRAISAL is written and submitted by me under the guidance of MISS. DEEPTI SARKI is my original work. The entire analysis and conclusion of this report are based on the information which is collected by me during the training period. The empirical finding in the report are based on the data collected myself while preparing this project. I have not copied any thing from any source or other project submitted for the similar purpose, if any.

DEEPANSHI JOSHI

CONTENTChapter-1: EXECUTIVE SUMMARY Chapter-2: OBJECTIVE OF THE STUDY Chapter-3: INTRODUCTION ABOUT BRITANNIA Company overview Company Profile Board of Directors Mile stones Activities of the companyPANTNAGAR UNIT

1-2 3-4 5-22

Introduction Company Profile SWOT Analysis Department of the company Chapter-4: PERFORMANCE APPRAISAL Definition of Performance Objectives,& Features of Performance Appraisal Process & Methods of Performance Appraisal Key elements of Performance Appraisal Problems of Performance Appraisal Process of Performance Appraisal Performance Appraisal at BIL. Process of Appraisal in Britannia Industries Limited Chapter-5: LITERATURE REVIEW 23-44

45-50

Chapter-6: RESEARCH METHODOLOGY Sample Size

51-54

Method of Sampling Area of work Method of Data collection Scope of the study Sources of data collection Limitation of the study Chapter-7: ANALYSIS & FINDINGS Chapter-8: RECOMMENDATIONS Chapter-9: CONCLUSION Chapter-10: QUESTIONNAIER Chapter-11: BIBLIOGRAPHY 55-56 57-58 59-60 61-66 67-68

CHAPTER-I EXECUTIVE SUMMARY

EXECUTIVE SUMMARY FOR PERFORMANCE APPRAISAL

Performance appraisals can be a good way for organizations to boost employees' motivation and their competitive edge. But creating useful performance appraisals -- and making sure they are used effectively throughout an organization -- isn't easy. The 10 lessons here can help your company move closer to appraisals that help staff perform their best. "The irony is that our organization has been doing formal appraisals for at least 30 years and we still struggle to do them right. It takes a clear purpose, a good system, and effective managers all operating together to get the job done." -- Director of human resources, Fortune 500 manufacturing organization. It is common knowledge that most managers and employees find participating in formal performance appraisals as appealing as having a root canal. However, it is also true that -- for better or worse -- formal performance appraisals are an inescapable part of organizational life. There are two main reasons that formal performance appraisals are here to stay. First, formal appraisals are required to justify a wide range of human resource decisions such as pay raises, promotions, demotions, terminations, and selection validation. They also are key to evaluating recruitment results and determining training needs. Second, formal appraisals are required to maintain a competitive edge. In a recent study of high-performance organizations, the practice of employing a value-added performance appraisal process was cited as one of the top 10 vehicles for creating competitive advantage. The manufacturing organizations in this study clearly stated that an effective appraisal and review process created focus, a platform for measurement, a vehicle for employee improvement, and a means of linking key outcomes to performance. Our lessons for developing and sustaining a high-performance appraisal system are based upon two key tenets. The first tenet suggests that if appraisal processes operate as a system, a systems perspective must be applied to identify the critical appraisal system components and stages to make sure that organizational procedures and practices work in harmony. The second tenet is that individual managers play a pivotal role in achieving effective appraisals and that they need the right tools and support to be effective.

CHAPTER II OBJECTIVE OF THE STUDY

OBJECTIVE OF THE STUDY

The objective for my Dissertation Report, is to make my self capable for moving forward in corporate world, to gain knowledge & experience & know how to work in the organization environment. It will help me to gain more & more about corporate sector, which was very essential for me to do. Therefore I joined BIL Pantnagar to improve my capabilities.

MAIN OBJECTIVE To Know about the existing system of Performance Appraisal in Britannia Industries Limited To study the awareness of the employees regarding the appraisal system. To evaluate the effectiveness of appraisal system. To know the satisfaction of the employees, with the appraisal system followed in BIL.

SUB-OBJECTIVE Are the present performance appraisal is sufficient enough to analyze the ability of a company. To see the difference between the theoretical knowledge & practical knowledge.

CHAPTER-III INTRODUCTION ABOUT THE COMPANY

COMPANY OVERVIEW

In 1929 a small company by the name of Parle products emerged in British dominated India. The intent was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. The company knew that it wouldnt be an easy task, but they decided to take the brave step. A small factory was set up in the suburbs of Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to manufacture biscuits as well. Since then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all over India and abroad. Apart from the factories in Mumbai and Bangalore Parle also has factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 7 manufacturing units and 51 manufacturing units on contract.

COMPANY PROFILE

TYPE: FOUNDED IN: HEADQUARTERS: KEY PEOPLE: INDUSTRY:

PUBLIC 1982 BANGALORE Mr.NUSLI WADIA(CM) MS.VINITA BALI(MD) FOOD

PRODUCTS: EMPLOYEES: REVENU: WEBSITE:

BISCUITS, CAKE, BREAD, BUTTER, MILK, CURD etc 2,337 22,663 MILLIONS(2009-2010) http://www.britannia.co.in

BOARD OF DIRECTORS

NAMEMr. Nusli N Wadia Ms. Vinita Bali Mr. George Casala Mr. Keki Dadiseth Mr. Avijit Deb Mr. Stephan Gerlich Mr. A K Hirjee Mr. Nimesh N Kampani Mr. S. S Kelkar Dr. Vijay Kelkar Mr. Pratap Khanna Mr. Jeh Wadia Mr. Francois Xavier Roger Field Marshall Sam Manekshaw

DESIGNATIONChairman Managing Director Director Director Director Director Director Director Director Director Director Director Director Director Emeritus

MILE STONES

1892 1910 1921

The Genesis Britannia established with an investment of Rs. 295 in

Kolkata Advent of electricity sees operations mechanized

Imported machinery introduced; Britannia becomes the first company

East of the Suez to use gas ovens 1939- 44

Sales rise exponentially to Rs.16,27,202 in 1939 During 1944 sales ramp up by more than eight times to reach

Rs.1.36crore 1975 1978 1979 1983 1989 1992 1993

Britannia Biscuit Company takes over biscuit distribution from Parrys Public issue Indian shareholding crosses 60% Re-christened Britannia Industries Ltd. (BIL) Sales cross Rs.100crore The Executive Office relocated to Bangalore BIL celebrates its Platinum Jubilee Wadia Group acquires stake in ABIL, UK and becomes an equal partner

with Group Danone in BIL 1994 1997

Volumes cross 1,00,000 tons of biscuits Re-birth new corporate identity Eat Healthy, Think Better leads to

new mission: Make every third Indian a Britannia consumer

1999 2000

BIL enters the dairy products market Britannia Khao World Cup Jao a major success! Profit up by 37% Forbes Global Ranking Britannia among Top 300 small companies

2001

BIL ranked one of Indias biggest bran