Professional Documents
Culture Documents
Submitted in the partial fulfillment of the requirement for the award of degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by:
ADITYA SHARMA
PGDM(HRM)
DECLARATION
I hereby declare that this project report on Study and Evaluation of Performance
Appraisal at IFFCO has been completely prepared by me as a part of my summer
training project. This report is the outcome of my efforts and has not been
submitted anywhere else. The contents of this report are fully verified as per my
knowledge.
ACKNOWLEDGEMENT
It is a matter of great pleasure to thank all those people who helped me in
completing this project successfully otherwise it would not have been possible.
Acknowledgement is not only a ritual, but also an expression of indebtness to all
those who have helped in the completion of this project.
I would like to express my deepest thanks to my project guide Mrs. Sasmita
Birabar, for her guidance and constant encouragement which she extended to me
throughout my project. I would also like to thank Mr. S.C. Gupta for his valuable
inputs.
Last but not the least, I would like to acknowledge the ongoing support of my
family and friends, whose patience and encouragement has been paramount in
making this project a reality.
PREFACE
A performance appraisal (PA) or performance evaluation is a systematic and
periodic process that assesses an individual employees job performance and
productivity in relation to certain pre-established criteria and organizational
objectives. Other aspects of individual employees are considered as well, such as
behavior, accomplishments, potential for future improvement, strengths and
weaknesses, etc
A central reason for the utilization of performance appraisals (PAs) is performance
improvement (initially at the level of the individual employee, and ultimately at
the level of the organization). Other fundamental reasons include as a basis for
employment decisions (e.g. promotions, terminations, transfers), as criteria in
research (e.g. test validation), to aid with communication (e.g. allowing
employees to know how they are doing and organizational expectations), to
establish personal objectives for training programs, for transmission of objective
feedback for personal development, as a means of documentation to aid in
keeping track of decisions and legal requirements and in wage and salary
administration. Additionally, PAs can aid in the formulation of job criteria and
selection of individuals who are best suited to perform the required
organizational tasks. A PA can be part of guiding and monitoring employee
career development. PAs can also be used to aid in work motivation through the
use of reward systems.
INDEX
Topic
1. Objective of study
2. Company profile
3. Introduction to topic
4. Performance appraisal at IFFO
5. Research methodology
6. Data analysis
7. Conclusion and recommendations
8. Findings
9. Bibliography
10. Annexure
Page Number
7
8-11
12-14
15-19
20-21
22-36
37-40
41-42
43
44-47
OBJECTIVE
OF
STUDY
OBJECTIVE OF STUDY
Any survey report begins with stating the objectives of the study:
therefore, the first step in the survey analysis deals with the objectives.
Next, the methodology adopted to collect the information required will
be dealt with, that is, the survey design will be described.
Generally, data sources include primary and secondary sources. Primary
data sources can provide a range of information and therefore should
be consulted first. If they dont provide necessary information for the
research then secondary data is to be collected.
CHAPTER : 1
INTRODUCTION
TO
COMPANY
INTRODUCTION
Indian Farmers Fertiliser Co-operative Limited (IFFCO) was registered on
November 3, 1967 as a Multi-unit Co-operative Society. On the enactment of the
Multistate Co-operative Societies act 1984 & 2002, the Society is deemed to be
registered as a Multistate Co-operative Society. The Society is primarily engaged
in production and distribution of fertilizers. The byelaws of the Society provide a
broad frame work for the activities of IFFCO as a Co-operative Society.
IFFCO commissioned an ammonia - urea complex at Kalol and the NPK/DAP plant
at Kandla both in the state of Gujarat in 1975. After this another ammonia - urea
complex was set up at Phulpur in the state of Uttar Pradesh in 1981. The
ammonia - urea unit at Aonla was commissioned in the start of 1988.
VISION
To augment the incremental incomes of farmers by helping them to increase their
crop productivity through balanced use of energy efficient fertilizers, maintain the
environmental health and to make cooperative societies economically &
democratically strong for professionalized services to the farming community to
ensure an empowered, forward looking and confident rural India.
MISSION
IFFCO's mission is "to enable Indian farmers to prosper through timely supply of
reliable, high quality agricultural inputs and services in an environmentally
sustainable manner and to undertake other activities to improve their welfare".
-To provide to farmers high quality fertilizers in right time and in adequate
quantities with an objective to increase crop productivity.
-To make plants energy efficient and continually review various schemes to
conserve energy.
-Commitment to health, safety, environment and forestry development to enrich
the quality of community life.
-Commitment to social responsibilities for a strong social fabric.
-To institutionalise core values and create a culture of team building,
empowerment and innovation which would help in incremental growth of
employees and enable achievement of strategic objectives.
-Foster a culture of trust, openness and mutual concern to make working a
stimulating and challenging experience for stake holders.
-Building a value driven organisation with an improved and responsive customer
focus. A true commitment to transparency, accountability and integrity in
principle and practice.
-To acquire, assimilate and adopt reliable, efficient and cost effective
technologies.
-Sourcing raw materials for production of phosphatic fertilisers at economical cost
by entering into Joint Ventures outside India.
10
11
CHAPTER : 2
INTRODUCTION
TO
THE PROJECT
12
In order to combat this dilemma, one approach that has enjoyed widespread
success is the organized setting of goals. If an employee can visualize the steps it
takes to achieve a promotion, he or she will proactively take up the challenge to
13
improve his or her status. Another way to add to the challenge is to transfer an
employee to a different job area. This allows the workers to learn new skills and
become reignited in the process of advancement. A performance manger can
even knock the employee down a rung or two before making a transfer. However,
the supervisor should do so by showing the worker long term benefits of
advancement and thus not packaging the transfer as a demotion that would lead
to lower moral and productivity.
Employees want to work hard and develop their careers, but they must be given
the right incentive. By making the companys increased productivity a shared goal
between the employer and the employee, then positive results will be achieved
on both sides.
14
15
16
17
18
19
CHAPTER : 3
RESEARCH
METHODOLOGY
20
RESEARCH METHODOLOGY
METHODOLOGY
Research approach
Research design
Sampling
Measurement
Scaling
Data collection
HYPOTHESIS
The investigator has classified, tabulated and interpreted the data information, so
collected in a scientific manner and has drawn some fruitful results. Data has
been collected for the use of not only this research project but can be used in
some other projects as well.
21
CHAPTER : 4
DATA
ANALYSIS
22
DATA ANALYSIS
PERFORMANCE APPRAISAL QUESTIONNAIRE
35
30
25
20
YES
15
10
5
0
YES
NO
23
25
20
15
FULLY
PARTIALLY
10
NO
0
fully
Partially
no
24
Q-3. In your view does the performance appraisal system function fairly/
equitably?
YES- 30
NO-0
TOTAL RESPONSES- 30
35
30
25
20
YES
15
10
5
0
YES
NO
25
16
14
12
10
INDIVIDUALLY
8
IN TEAM
BOTH
6
4
2
0
INDIVIDUALLY
IN TEAM
BOTH
26
Q-5. Do you agree that the performance appraisal system adopted by the firm is
able to gauge the real performance of employee?
Fully agree- 10
Partially- 20
Not at all- 0
Total respondents- 30
25
20
15
FULLY
PARTIALLY
10
NO
0
fully
Partially
no
27
Q-6. Is the appraisal system able to show the areas in which a person needs
improvement?
YES- 22
NO-8
Total respondents- 30
25
20
15
YES
NO
10
0
YES
NO
no
28
Q-7. Is the appraisal system able to show the progess one has made in order to
his/her set target?
YES- 17
PARTIALLY-13
NO-0
Total respondents- 30
18
16
14
12
10
YES
PARTIALLY
NO
6
4
2
0
YES
Partially
NO
29
16
14
12
10
PROMTION
8
CAREER PLANNING
GOAL ACHIEVEMNT
6
4
2
0
PROMOTION
CAREER
GOAL
30
25
20
15
YES
10
0
YES
NO
31
18
16
14
12
10
YES
NO
6
4
2
0
YES
NO
32
Q-11. Do you feel that the rewards are given according to your performance?
YES- 23
NO-7
Total respondents- 30
25
20
15
YES
NO
10
0
YES
NO
33
35
30
25
20
YES
15
10
5
0
YES
NO
34
25
20
15
YES
NO
10
0
YES
NO
35
Q-14. Are you satisfied with the current performance appraisal system?
YES- 24
NO-6
Total respondents- 30
30
25
20
YES
15
NO
10
0
YES
NO
36
CHAPTER : 5
RECOMMENDATIONS
&
CONCLUSION
37
CONCLUSION
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Quality of work
Quantity of work
Job knowledge
Dependability
Innovation and creativity
Ability to learn
Attendance
Reaction to criticism
Discipline
Customer relations
Subordinate development
38
The sole objective for taking part in performance appraisal of senior officers
at IFFCO is to get awarded with promotions and incentives but the basic
reason why performance appraisal is conducted is to develop the
performance and attitude.
Senior officers of IFFCO follow the procedure of performance appraisal
given by the senior managers because they have monotony in their work
and they have no time for any innovation or creativity.
39
RECOMMENDATIONS
The company should appraise the performance of the workers by giving
them some incentives, which would motivate them to work to their fullest
capacity and to encourage them to work more and show good and better
results.
For the top management of the company it should offer them holiday
package, appraise performance by recognizing their work in their meetings
etc. this will help in raising their morale and therefore they will work
harder. Most of the employees dont want financial help rather they would
like some recognition for their work.
For the lower income earning group the company should increase their
wages, offer them pension schemes, and also provide them medical
facilities etc. because they want financial help from the company to insure
their proper living.
The company should also keep changing the raters for performance
appraisal system from time to time so that they dont become bias at any
time for any employee.
The method of the company should be changed periodically so that the
employees have no chance to complain for the method.
The criteria decided upon which the performance has to be rated should
not be fixed, it should be changed from time to time.
The standards of the rating should be very specific, clear and concise.
There should be a feeling of team work in the organization.
The system should be cost effective and it should suit the budget of the
company.
40
CHAPTER: 6
FINDINGS
41
FINDINGS
1. Performance appraisal at IFFCO, New Delhi is done annually.
2. For the above mentioned appraisal, a self appraisal form is given to the
staff members, so that they can fill it. Simultaneously a form is given to
their colleagues to rate them. A rating is given to the employee after taking
in consideration the self appraisal form as well as the rating given by the
staff members.
3. Promotions and incentives are given to an employee according to his or her
performance rating.
4. At IFFCO, majority of the staff submits all the information regarding
appraisal well within time to their supervisors.
5. All officers agree that performance appraisal system helps them to perform
better.
42
BIBLIOGRAPHY
This project required a lot of literature survey before it can into this
form. Following references were made
BOOKS
Human Resource Management- VSP Rao
Human Resource Management- K Ashwathappa
WEBSITES
www.iffco.com
www.wikipedia.org
www.google.com
Brochures,files, data, annexures and annual reports of IFFCO
43
ANNEXURE
Performance Appraisal Questionnaire
Q-3. In your view does the performance appraisal system function fairly/
equitably?
YESNO-
44
Both-
Q-5. Do you agree that the performance appraisal system adopted by the firm is
able to gauge the real performance of employee?
Fully agreePartiallyNot at all-
Q-6. Is the appraisal system able to show the areas in which a person needs
improvement?
YESNO-
Q-7. Is the appraisal system able to show the progess one has made in order to
his/her set target?
YESPARTIALLYNO-
45
Q-11. Do you feel that the rewards are given according to your performance?
YESNO-
46
Q-14. Are you satisfied with the current performance appraisal system?
YESNO-
DEPARTMENT__________________
DESIGNATION__________________
EXPERIENCE __________________
47