10-10-2012, 05:44 PM
DISSERTATION REPORT ON PERFORMANCE APPRAISAL
DISSERTATION REPORT.pdf (Size: 568.25 KB / Downloads: 62)
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.
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
wouldn’t 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.
(PANTNAGAR BRANCH)
INTRODUCTION
Britannia industries limited was established at Pantnagar on 1st April 2005in the area of approximately 20
acres mainly for the purpose of production of biscuits as this area is free from almost all types of taxes.
In Britannia Industries Limited there are many types of departments which are inter connected to each
other and work together for the welfare of the Company as the whole. There is a well built
communication system inside the Company which helps in doing the work on time and with full
efficiency and effectiveness.
The departments of the Company includes Quality assurance, Stores, Production, Purchase,
Maintenance, Engineering, Packaging and dispatch, Personnel and training, Finance, legal and
administrative security.
In the Company when the raw material is entered in the Company from that time onwards the quality of
material is taken into consideration. Firstly the material is taken into the laboratory and it is being tested
and after that it is being taken in progress.
At the production plant also care is being taken for the neatness and cleanness of the biscuits and the
biscuits are prepared in full hygienic conditions. For this purpose all the persons who enter the production
or plant area is not allowed to go inside without wearing a cap.
New concept like 5S is also being implemented in Britannia Industries Limited. The Company is perusing
for ISO14001certificate and it is ISO 22000 certified.
There are four plants in operation in the Company at this branch. First plant is for Marie Gold which has a
flexi line for Good day also. Second plant is for Good day, third one is for 50:50 variants, pepper chakkar
and Maska Chaska. Forth and last plant is for Bourbon which has a flexi line for Orange cream also.