Project report on performance appraisal pdf

Vidushi Gautam. Megan Huntsan. Lydia Thompson. Kyle annie. Annie Sarah. Sophia Kara. Rashmeet Kaur. Parixit Das. Kram Olegna Anagerg. Dedy Setiawan.

Mudassar Saqi. Sahil Bafana. Snigdha Satyajit. Ann Ann. Popular in Technology General. Shivangi Kumar. Seci Durivou. Gajjar Ketan. Alex Bravo. Melissa Murray. Marco Mazzetti. Fernie Villanueva Bucang. Hema Malini. The tremendous strides taken towards modernization of dairy provided effective boost to indigenous, manufacture of dairy equipment, veterinary medicines and vaccines and long distance transport vehicles for milk. A quasi government organization in the co-operative sectors, it is the leading organization in the dairy sector in the Northern India.

PCDF-a cohesive body —successfully does away with the exploitative force of yester years, the eventual middlemen, foregoing a direct link between the producer and the ultimate consumer. To achieve this noble aim, a three tier cooperative structure has been eve loved comprising of primary societies at the village level, Milk union in the district and finally the main focal Apex Federation — the PCDF at the State level.

World Bank aided prestigious operation programme in the state has been implemented by PCDF in three phases beginning to the year Nearly all the potential milk belts of the state were gradually covered in the three phases of Operation Flood Programmed. More than 5. Due awareness has been created in the minds of producer and urban of the state. Rural migration to the cities curtailed because of continuous and sustainable employment generation at village level. Small and marginal farmers and landless laborers have been able to participate in draying on an appreciable scale only since the launching of various developmental programmers.

Darying is a labour intensive activity governed largely by availability of female labour; hence rural women are also actively participating in dairy.

Through its consistent efforts PCDF has ensured that the rural women remains indispensable parts of darying in the states. The staff has been trained for special function being performed by the Federation.

The manufacturing capacity covers approximately 37mt. Ghee, 30mt. Butter, and 55mt. Of Milk powder on per basis. This is a state of Art project within its various sections located in the basement and three floors of the building. Besides the dairy plants various new projects have been commissioned At Lucknow, Allah bad, Aligarh, and Kanpur as well.

Total area of district is square km. Wheat and rice is the main agriculture production of district. Parag Dairy Lucknow was established in Present handling capacity of plant is 1, 50, The aim of Lucknow Milk Union is to provide reasonable price to farmers thereby defending them from exploitation of milk vendors and earn supplementary income apart from agriculture. Presently AMCU are running successfully in societies.

The teams visit different localities in city, tests their milk and provides on the spot results to the consumers. Apart from selling milk in pouches, the Milk Union is also gearing itself to provide fresh loose milk to the city consumers. Towards this end, the milk supply vehicles insulated with Japanese eco-friendly standards have already been introduced in various areas of the city. Lucknow Milk Union is able to maintain high quality standards in its Milk and Milk products through close monitoring of processes in all its stages of production, processing and packaging.

The organization has a chain of around agents providing employment to the unemployed youths. The requirement for this system is to have a mini insulated tanker for which one has to arrange finances up to Rs. The steady sales progress of the Milk Union is reflected from the fact that from an average sale of 94, lit. Of liquid milk per day in the year the sale grew to 1, 30, lit.

Per day in the year and during the year i. Per day till 31st may The sales turnover of the Milk Union has grown from Rs. LPMU was established in as the first step towards organized dairy development programme all over India.

At the time of independence four milk supply schemes were operating in Lucknow, Allahabad, Varanasi, and Kanpur cities. The Agra co-operative dairy came into existence in second five year plan while dairies at Bareilly, Gorakhpur and Mathura were adopted later on. Aligarh and Meerut were also proposed to be included in the scheme. The Govt. P also entrusted PCDF with the responsibility of implementing the operation flood. It was to establish co-operative structure in some of the best milk sheds located in ten states in U.

P being of them. Gopal Lal Pandey Mr. Nirma Chandra — chaturvedi Mr. Tej Shanker Mr. DAHI 5. PEDA 7. CREAM KHEER Central store 2. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Sometimes even industrial relations and employee relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

Practitioners in the field see HRM as a more innovative view of workplace management than the traditional approach. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

Yet, the reality for many organizations are that their people remain undervalued, under trained and underutilized. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employees.

It helps in understanding the employees work culture, involvement, and satisfaction. It consists of all formal procedures used in working organizations and potential of employees. Performance Appraisal is a process. It is the systematic examination of the strengths and weakness of an employee in terms of his job.

It is scientific and objective study. Formal procedures are used in the study. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan. Establishing performance standards 2. Communicating the Standards 3. Measuring Performance 4. Comparing the actual with the standards 5.

Discussing the appraisal 6. Errors in Rating 2. Lack of reliability 3. Negative approach 4. Multiple objectives 5. But attempting to avoid these pitfalls by doing away with appraisals themselves is like trying to solve the problems of life by committing suicide. The more logical task is to identify those appraisal practices that are a most likely to achieve a particular objective and b least vulnerable to the obstacles already discussed.

Before relating the specific techniques to the goals of performance appraisal stated at the outset of the article, I shall briefly review each, taking them more or less in an order of increasing complexity.

Drivers Special requests from guests, such as baby cot or extra blanket, etc. So that extra amenities and services can be provided to guests. In return, the housekeeping department will provide the actual room status to the front desk for comparison with the computer record which ensures that the front desk has the correct room status. Any discrepancy found will be double checked by the Assistant Manager.

Examples include coffee shop, restaurants, banquet service and room service also called in-room dining. HK Sup. HK Asst. Human Resources The human resources personnel and training department is responsible for hiring, orientation, training, wages and benefit administration, labor relations, employee relations and staff development.

Sales Mgr. Sales EX. Sales Cord. HR Asst. Security They are also responsible for the project working of sewage treatment plant also.

Accounting The accounts department is headed by the financial manager who, as a key member of the management team, can guide the hotel to an increasing profitability through better control and asset management. In addition, this department is responsible for monitoring all of the financial activities of a hotel. Examples include overseeing accounts receivable, accounts payable, payroll, and cost control systems of the hotel; keeping records of assets, liabilities and financial transaction of the hotel; preparing the monthly profit-and-loss statement, coordinating with purchasing department and information technology department and handling guest's inquiries about billing.

Acct Ex Ex. Acct Security Store Asst. They continually update their knowledge and skills base to keep pace with the fast moving and enhancements in technology.

Their main function is as follows. The security department is responsible for implementing procedures which aim at protecting the safety and security of hotel guests, Visitors, hotel employees and the hotel itself.

Yet, the reality for many organizations is that their people remain undervalued, under trained and underutilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disrupted to existing employees. Recruitment 2. Selection 3. Induction 4. Performance appraisal 5. Training and Development Recruitment The process of recruitment begins after manpower requirement is determined in terms of quality through job analysis and quantity through forecasting and planning.

Induction Induction is the technique by which a new employee is to rehabilitate into the changes surrounding and introduced to the practices, policies and purposes of the organization. It consists of all procedure used in working organization and potential of employees. Performance appraisal means systematic evaluation of the personality and performance of each employees by his superior or some other persons trained in the technique of merit rating.

It employs various ratings technique for comparing individual employees in a work group, in terms of personnel qualities or deficiencies and the requirements of their respective jobs. It is a continuous process to secure information's necessary for making corrections and objective decisions of employees". Formal procedure is used in the study. It is the common interests of both the management and employees to promote employees into a position where they can most effectively utilize their abilities.

A properly developed and administrated performance appraisal system can aid in determining whether individuals should be considered for promotion. The system must rate, the rate for the present job and his potentialities for the higher job. Transfer: In an organization, it may be necessary to consider various types of personnel actions such as transfer, layoffs, demotions, and discharged.

In some cases, such actions are called for because of unsatisfactory performance while in other cases it may be called for due to economic conditions over which the organization has no control because of changes in the production process. Such actions can be justified if they are based on performance appraisal. Wages and Salary Administration: In some cases, the wage increases are based on the performance appraisal reports. In some cases, appraisal and seniority are used in combination.

Training and Development: An appropriate system of performance appraisal can be helpful in identifying the areas of skills or knowledge in which certain employees are not up to par, thus pointing out general training deficiencies which presumably should be corrected by additional training, discussions, or counseling. Personnel Research: Performance appraisal helps in search in the field of personnel management. Various theories in human relationship are the outcome of the efforts to find out the cause and effect relationship between the personnel and their performance.

A discussion between the boss and the subordinates conducted in a spirit of co-operation and mutual understanding gives the chances to employee to have an insight on his performance in the general set up of the organization.

Performance appraisal helps human resource development in another way also. A promotion minded individual can ask for the target program for a position he seeks and use the information given by performance appraisal to prepare him for the job and enhance his candidacy. Performance appraisal also helps to spot out a person's ability to see an organizational problem, devise ways of attacking it, translate his ideas into action, and incorporate new information as it arises and carry his plan through the result.

It should be noted that the best predictor of future success as a manager is past success in managerial duties. The appraisal program asks the rater to look at the record of managerial success, not the manager's personality. It also helps him to assign that work to individuals for which they are best suited.

Performance rating helps in guiding and correction, superior may use the result of rating for the purpose of constructively guiding in the efficient performance of the work. The ability of the staff is recognized and can be adequately rewarded by giving them special increments Ratings can be used to evaluate the effectiveness of training programs.

Weaknesses of employees are revealed by merit rating and the training program can be modified accordingly. Performance appraisal provides an incentive for the employees to better their performance in aid to improve their rating over others. Performance appraisal can be used as a basis of sound personnel policy in relation to transfer and promotion.

If the performance of an employee is better than others, he can be recommended for promotion, but if a person is not doing well on a job, he may he transferred to some other job. The records of merit rating are available in permanent form to protect the management against subsequent charges discrimination which might be leveled by the trade union leaders.

Performance appraisal has a beneficial effect on both the persons doing the appraisal and being appraised. The appraisal brings prominently to the attention of superiors or executives the importance of knowing their subordinates as a human resource. The necessity of performance appraisal leads the appraiser to a thoughtful analysis of people rated and tends to make him more alive with opportunities and responsibilities in developing the subordinates.

Different qualities to be rated may not be given proper weight, age certain in cases. Some of the factors are highly subjected like the initiative and personality of the employees, so the actual rating may not be on scientific lines. Supervisors often do not have the critical ability in assessing the staff.

Something, they are guided by their personal emotions and likes. So the ratings are likely to be biased. First, they differ in the source of traits or qualities to be rated.

The qualities may differ due to differences in job requirements, statistical requirements and opinion of the management. For instant, 'corporation' may not be considered at all necessary by the management.

Then, it is difficult also to reliable rate such factors as co-operation. Second, they differ with respect to the coverage who is being rated. Third, variations may be caused due to the degree of precision attempted in the evaluation.

Finally, may differ with respect to the methods used to obtain Weight age for the various traits. As far as practicable, merit rating should be a continuous process and made at regular intervals. Any good method of merit rating should assess the following personal qualities of the employees: I. Knowledge of work II. Ability to do the work III.

Quality and quantity of output IV. Personal qualities like dependability, adaptability, initiative, etc. Special qualities like confidence, leadership, etc. They are based on trait- oriented appraisal. Evaluation of employee is made on this basis of standards of personal traits or qualities such as attitudes, judgment, versatility, initiative, dependability, leadership, loyalty, punctuality, knowledge of the job, etc.

Unstructured Appraisal 1. Management by Objectives 2. Employee Ranking Rating 2. Behavioral Anchored 3. Forced distribution Rating Scales 4. Graphic- rating scales 3. Check- lists 6. Critical incidents 7. Field review Fig. However, in some organization, comments are required to be grouped under specific heading such as quality of job performance.

Reasons for specific job behaviors, personality traits, and development needs. This system highly subjective and has got its merit in its simplicity and is still in use especially in the small firm.

Ranking methods Ranking is a simple process of placing employees in a rank according to their job performance. It permits comparison of all employees in any single rating group, regardless of the type of work. All workers are judged on the same factors and they are rated on the overall basis with reference to their jot, performance instead of individual assessment of traits.

Paired comparison is an improvement over simple ranking. Under this, every employee in a job family is compared with every other employee to determine which the better worker is. Forced Distribution Methods The forced distribution system is devised to force the appraiser to fit the employees being appraised into predetermined ranges of scale. This method obviously eliminates the room for subjective judgment on the part of supervisors. Besides this, the system is easy to understand and administer.

The objective of this technique is to spread out ratings in the form of a normal distribution which is open to criticism. Many times, categories are not found in Workgroup, particularly when the size of the group is comparatively smaller. As a matter of fact, forced distribution of rankings is feasible for a large group.

Five degrees are established for each factor and general definition appears at points along the scale. Generally, the rater is supplied with a printed form, one for each person to be rated. The selection of factors to be measured on the graphical rating scales is an important point under this system. These are two types: I.

Characteristics, such as initiatives and dependability. Contributions, such as quantity and quality of work.

Graphic scales impose a heavy burden upon the supervisor. He must report and evaluate the performance of his subordinates on a scale involving as many as five degrees on perhaps ten different factors, the main drawback of this system that the rater may be biased.

However, one means of ensuring that the rater has based his scoring upon substantial evidence is to leave space on the form after each factor and required him to explain the reason for his rating. Checklist It also consists of two techniques: a. Weighted checklist b. Forced choice Weighted check list Under this method, various statements are prepared in such a manner that they describe various types and levels of behavior for a particular job.

Each statement is attached with a scale value. At the time of rating the employees, the superior just collects and checks all the statements. After the weight or values are attached to the individual traits, the rating up to this level is gathered on the rating sheet. Then the weights are averaged and employee is evaluated. The weighted checklist should be prepared by the persons thoroughly acquainted with job and perfect in preparing and weighting statements.

When this process is over, rating is placed on separated cards. Then these cards are sorted by raters by who actually observed the accomplishment of the work. Under this method, they are forced to choose between descriptive statements of seemingly equal worth describing the person in question. Statements are chosen both the side favorable as well as unfavorable. For example: the following two pairs of statements may be given to the rater and the may be asked to select one statement from each pair that is represented by superiors.

The rater may feel that either of the two statements in a pair is applicable, but he must select the one that is more descriptive. Only one of the statements in each pair is correct in identifying the better performance and his scoring key secret from the rafter. In this bias is removed from the appraisal process. Forced choice method is also not free from drawbacks. Critical incident methods A critical incident means a significant act by an employee exceeding or failing any of the requirements of his job.

The method requires every supervisor to record all such significant incidents in each employee's behavior which indicate effective or successful action and those which indicate ineffective or poor behavior. These are recorded in a specially designed notebook which contain categories or characteristics under which various behaviors can be recorded.

Theoretically, this should provide a sound and an objective basis for appraisal of the performance of an employee. Strictly speaking, the critical incident methods are not a rating method as it requires the supervisor to pay close attention to what an employee is doing. This method suffers from the defect that outstanding incident happens so frequently that an individual appraisal may not vary markedly between any two time periods. It has been observed that most of the time the employees have neither positive nor negative incident.

If the critical event does not happen, it will be difficult to rate an employee. Field review method Under this method, the supervisors are interviewed by an expert from the personnel department.

The expert questions the supervisor to obtain all the pertinent information on each employee and takes notes in his book.