INTRODUCTION OF THE STUDY

Knowledge cannot be perfect without application in the practical field. In present scenario where circumstance are rapidly changing only classroom teaching is insufficient, unless exposure to practical dealing. Vocational training has been made all integral part of management course. I had opportunity to undergo two months vocational training in COMFED. The main coverage of my training and project report is the study of Performance Appraisal system. My whole project is divided in many sections. I have tried my level best to arrange and write down the report in a good systematical and chronological way with all possible latest information. Performance appraisal system is very important for every organization. It is done through format. While filling the format is essential that your appraisal should be truthful and fair.

OBJECTIVE OF THE STUDY

The object of the study is to get the practical knowledge of the performance appraisal. The objective of study is to get the whole and consistent knowledge about appraisal system in COMFED. Appraisal of performance of executives and general staff is too essential because this is one of the way by which an organization can achieve its desired goal. By conducting survey the ideas and thinking of executives and general staff can be explored which helps in understanding the appraisal system. Thus an integration of the appraisal system and getting practical knowledge of all those are immense objective of this study.

SCOPE OF THE STUDY

During the study period the main concentration was on the method and application of performance of appraisal, which is adopted by COMFED. It has also been tried to find out whether these methods are effective or not? In this study opinion and suggestions of officers and general staff have been taken in to consideration. Their feedbacks have also been taken to see about the exiting appraisal system.
2

METHODOLOGY OF THE STUDY

RESEARCH TOOL

Questionnaire Method
In this method an attempt was to collect the views of officers and general staff about the exiting performance appraisal system. The questionnaire has been made and its protesting has also been done, so that any correction, if needed can be done. Then only the final questionnaire has been made. The questionnaire was carefully prepared and has been made differently for the officer and general staff.

SOURCES OF THE STUDY

The main sources of information in this study are as follows Files and records of personnel department.

Interviews of the officials and discussion with them. Magazines and circular issued by COMFED.

Questionnaire.

LIMITATION OF THE STUDY

Although I tried my best to gather information for the preparation of this project report and management of the COMFED was kind enough to permit met to conduct the study on PERFORMANCE APPRAISAL during the study some problems like, with in a short span of time it was not possible to collect all the data, opinions and other records have also been experienced. Secondly many executives were too much busy in their assigned work, so I could not get their full co-operation.

ORGANIZATIONAL PROFILE HEAD QUARTER

Bihar state co-operative milk producers federation Ltd. Registered on 18-04-1983 by registrar co-operative society of Bihar state, Certificate No. 2(Hqr)/83, dated 18-04-1983.

Background
The Bihar state Milk co-operative Federation (COMFED) came into existence in 1983 as the implementing agency of Operation Flood programme for dairy development on Anand pattern milk co-operatives in state. Working Structure

Village Level District Level State Level No. Of Co-operative union under COMFED No. Of Dairy Plant Products

Primary Co-operative society Unions Federation 6 5 Milk $ Milk Products

Physical Performance
Because of initial problems and the setback caused by the natural vagaries, the progress was impeded. Regaining of confidence of the milk producers in the cooperative dairying system shattered due to poor management by Bihar state co-operative earlier was also of the major reason for sluggish growth. Lack of functional infrastructure in the sphere of animal husbandry, especially in breed improvement, artificial insemination (A.I.) and animal health cover also contribute to the torpid progress.

Area of operation
Five District level milk producers coop unions affiliated to the milk federation were covering eighteen districts until the end of operation flood programme in March 1997 (end of eighth plan). One more milk union was organized during 2008-09 and has been affiliated. Number of districts being covered by unions at present has risen to twenty six.

Development under Operation Flood Programme Operation flood Programme I

It was launched in 1970 and completed on 31st march 1981. the outlay of the programme was enhanced from Rs. 95.4 crores to Rs.116.4 crores. The major objectives which were covered were covered were expansion of existing dairies/new dairies in four
6

metropolitan

cities/storage

and

long

distance

transport

arrangement of milk/feeder balancing dairy plants/introduction of improved mulch animals etc.

Operation flood Programme II

It was launched on 11.10.1979 and completed on 31.03.1985. The outlay of the programme was revised from Rs. 273 crores to Rs. 485.5 crores. There has been overall development in dairying as village co-operative increased to 34523 against the target of 29000, while milk products family increased from 34.8 lacs to 36.31 lacs.

Operation flood Programme III

Program was April 1986 to March 1990, but the period of the programme extended till 31.03.19996. The target of Anand Pattern DCS covered successfully under OFP-III. During the above operation flood programme was initiated by Padma Vibhushan shri. V. kkurien, Chairman of National Dairy Development Board, the Milk production of India has reached to 200 million MT in the year 1998-1999 and this has brought India as no. in the milk production in the world.

A STATUS REPORT OF VAISHALI PATLIPUTRA DUGDHA UTPADAK SAHKARI LTD. PATNA

7

(An ISO 9001:2000 and HACCP (IS- 15000) certified organizing)

Background
Patna was one of the milk shed indentified under OF- I implementation of the programme. A hundred thousand liter per day capacity feeder balancing dairy (FBD) and 100 MT per day capacity feed plant were set up under this program. A corporation known as Bihar state Dairy Corporation was formed in the year 1972 for speedy and effective implementation of the OFP. In the state, the dairy corporation was to develop the dairy co-operative both at village level and milk shed level on Anand Pattern and it was expected that the milk shed level cooperative would take over the entire infrastructure created in due course. The corporation positioning a multi-disciplinary procurement and inputs wing in 1975 after there requirements and training. A Spear Head Team (HST) was deputed from National Dairy Development Board (NDDB) from the same year for helping the corporation in organizing and developing the co-operatives through the progress in the initial years was encouraging, the programme for obvious reasons could not achieve the goal for which it was established.

Subsequently the State Government felt it worthwhile to request the DAIRY BOARD for taking over the management of the infrastructure with effect from 1st October 1989 under the banner of Patna Dairy Project (PDP).

Progress of Patna Dairy Project:

The NDDS immediately after taking over the project the project positioned an integrated spearhead team to restructure the milk procurement activities and also for screening the working of FED and CEP. Under the management to NDDB the project had not only made excellent progress but had been able to establish the fact that co-operatives could function equally well in Bihar too and what is the proper atmosphere and guidance. Along with the organization of milk procurement activities and management of both the plants on commercial lines NDDB took special care to develop the Vaishali Patliputra. Dugdha Utpadak Gahkari Ltd. (VPDUSS) the milk shed level cooperative for taking over the project once the dairy board withdraws its managements. NDDS handed over the arrangements of Patna Dairy projects (PDP) to VAishali Dugdha Utapdak Sahkari Sangh Ltd. (VPDUSS) with effect from 1st July 1988.

The major task before the VPDUSS was to see that the excellent infrastructure developed by the NDDB is not only maintained but also to see that the pace of development is not hampered.

Different Milk Unions, Which are Organizing the DCS network in these districts:
1. Vaishal Patliputra Dugdha Utpadak Sangh Ltd. (VPMU), patna covering-patna, Vaishali, Nalanda, Saran and Shekhpura Districts.

2.

DEshratna Dr. Rajendra Prasad Dugdha Utpadak Sahkari

Sangh Ltd. (DRMU) Barauni covering Begsarai, Khagaria, Lakhisarai and part of Patna Districts.

3.

Tirhut Dugdha Utpadak Sahkari Sangh Ltd. (TIMUL),

Muzaffarpur-covering Muzaffarpur, Sitamarhi, Sheohar, E. Champara, Siwan, Gopalganj & West Champaran Districts.

4.

Mithila Dugdha Utpadak Sahkari Sangh Ltd. (MMU),

Samastipur covering-samastipur, Darbhanga & Madhubani Districts.

10

5.

Shahabad Dugdha Utpadak Sahkari Sangh Ltd. (SMU),

Arrah covering- Bhojpur, Buxar, Kaimur, and Rohtas Districts. 6. Vikrmshila Dugdha Utpadak Sahkari Sangh Ltd. (VIMUL),

Bhagalpur-covering-Bhagalpur, Munger, Banka and Jamui Districts.

Districts Covered COMFED Dairies are:

1.

Magadh Dairy Project Gaya Dairy, Gaya

covering-Gaya, jahanabad, Arwal & Nawadah. 2. Ranchi Dairy covering-Ranchi,Gumla,

Lohardagaa, Hazaribaag, Simdega & Chatra. 3. Koshi Dairy project covering-purniya,

Araria, Katihar,Kishanganj, Supaul, Saharasa & Madhepura. 4. Jamshedpur Dairy covering East, West

Singhbhum & Saraikela. 5. Bokaro Dairy covering-Bokaro, Dhanbad

& Giridih.

11

Present Status:

There is presently 1285 nos. of functional dairy co-operatives societies in the area of PDP covering the districts of patna, Vaishali, Nalanda and fringes areas of Saran with a total membership of 74663. The dairy average procurement has reaches up to 147390 liters. During the year 2005-06. It is hoped that the project will collect about one and half lacs and above liters of milk per day in coming year. There are 198 women cooperative societies exclusively managed and run by rural women folk. The co-operative development programme was also initiated from March 1991 with the assistance of NDDB.

Technical Inputs
The union in addition to providing a ready and stable market for the rurally produced milk at the doorstep has been providing the
12

inputs required for milk production enhancement viz. artificial Insemination with frozen semen veterinary First Aid Vaccination, supply of balanced feed, supply of fodder seed, treatment of paddy straw/wheat (Bhusa) with urea, supply of urea molasses block etc. or no loss basis. The response from the milk producers for all these input has been exceedingly encouraging and the union is in the process extending their facilities to more and more societies and farmers.

Feeder Balancing Dairy

It has the capacity to handle 1.5 lacs liters/day, has facilities for manufacture of milk powder, butter, ghee, Ice-cream, Peda, Paneer and plain/ Misti Dahi.

Sr. No. 1 2 3 4

Product Name Butter Ice-Cream Plain/Masti Dahi lassi

Launching Date 1st October 1993 April 1995 November 2001 April-May 2003

Cattle Feed Plants

To cater the needs of the dairy co-operatives societies, cattle feed is solid through the dealer n rest of the states for better capacity utilization of plant. Further realizing the importance of introduction of latest tech in this field, the production and sales of

13

by pass protein feed was started from the year 1989-90. The response has been encouraging.

DCS Organization and Milk Procurement

The dairy co-operative societies are procuring about 6.00 lakh kgs. Of milk per day from the farmer members. A remunerative price is paid to the farmers for the milk poured in the DCS. Apart from amount paid towards cost of milk, producers are benefited with bonus earned by the DCS and district milk union. The money flowing to the rural area through dairying is playing a vital and pivotal role in economic upliftment of rural areas.

DCS Organization and farmers Members

Till January 2010, about 8326 DCS were organized out of which 68% were functional. The membership of these dairy cooperative societies was 4.22 lakhs.

14

Artificial Insemination (AI) activities

Around 73% of functional DCS are covered under artificial insemination program. During 2009-10, up Jan-10, a total number of 7.96 lakh Also was done through 1346 no. of AI Centers. This program has provided opportunity to rural youth for self employment and it is successful in increasing milk yield of milk animals.

Animal Health Program

15

Main activites under animal health program include prophylactic vaccination (against foot and Mouth disease (FMD), Hemorrhage Septicemia (HS), Black Quarter (BQ) and theileriosis diseases), deworming, mastitis Control program, and organization of Veterinary first aid centers during the year 2009-10, till Jan-10.

Socio-Economic Activities
The dairy co-operative societies have played crucial role in empowering women through legal literacy and women empowerment programs, self help groups are also organized through which tailoring and knitting centre, vegetables production and savings activities are initiated. Family planning and rural health a program including camps of UNICEF, rural sanitation programs has also been initiated in DCS villages.

Training Manpower Development

Capacity building/skill up gradation has been given maximum emphasis in implementing the dairy development program. This has been achieved through regular training of Milk producers, Management Committee Members (MCM) of DCS, staff of DCS/MILK unons/COMFED, arranged mainly at the COMFED training centre, Patna. Legal literacy and women empowerment (only of women members), Refreshers courses and tailor made program are also arranged by the training of COMFED.
16

Processing Infrastructure
There are twelve dairy plants with total handling capacity of11.70 lakh Its/day processing facility, 8 chilling centers, 51 bulk coolers provide additional chilling capacity of 3.71 lakh Its/day. There is one Ice-Cream plant at patna of 3000 Its/day capacity which caters to markets of Bihar and Jharkhand. All the dairies are ISO/HACCP certified except arrah Dairy, for conserving surplus milk solids, one powder plant is functional at Barauni and another one is coming up at Muzaffarpur. COMFED has three cattle feed plants for meeting the entire feed demand of the dairy cooperative societies. Ranchi cattle feed plant produces a Varity of feed for cattle, pigs, fish etc.

Marketing
The daily average marketing of liquid milk in 2009-10 till feb. 10 was 7.03 lakh Its/day. Marketing of milk products is being done in 101 cities/towns through 7159 (including 390 whole day booth/pariours) outlets in Bihar/Jharkhand/West Bengal and U.P.

Milk Products Marketing

With a view to improve the financial viability of dairies, broaden the product mix to serve a large section of the population and
17

improve the disposal of milk procred by the dairy Co-operative society (DCS), the dairies have resorted to the production of long shelf life, value added and fresh milk products (indigenous milk based product/sweets). The product mix comprises of Ghee, Table Butter, Ice-Cream, Dahi (Misthi and plain), Sweet Lassi, Salted Lassi, Salted Lassi Flavored Milk, Peda, Gulab Jamun, Sudha Surghi, Khoa Mithai, Balushai, Ramdana Lai, Mango Flavored Dahi and Lassi etc. Besides these products surplus milk is conserved in the form of white butter skim milk powder (SMP) and whole milk powder (WMP) which are mainly consumed by own dairies. Dairies are in the process mechanizing the production processes for having better hygiene, improved shelf life and commercial production. All the products are sold under SUDHA Brand Name.

Following measures have added flavored to Sudha Products

Continual improvement in the quality of milk. It was achieved as a result of taking up Dairy plant Management (DPM) and Quality Assurance Program (QAP) by all dairies of COMFED. All COMFED dairies are accredited with ISO 9001:2000 & HACCP:IS-15000:1998. Bihar is one of the few states in the country which has been permitted by the National dairy development Board to use the Mnemonic symbol on milk being marketed in pouches.
18

Reaching close to the consumers by expanding the retail netwo4rk and establishing new whole day milk booth. Strengthening door-delivery system.

Creating consumer awareness and education program.

Financial Performance
The profitability and financial position of all the milk unions and dairies has improved a lot by reducing various operational costs, improcing efficiency of plants by reducing break-downs, increased of milk procurement and marketing, producing and marketing of value added product sand loss control management. During 2008-09 the turnover has touched Rs. 668.94crore marks.

Future Plans by 2015:

DCS organization

Increasing the covering of village from 16.6% to

47%. Expanding the dairy co operative network to

15000DCS. Bring 11.01 lakh rural families under co-

operatives.
19

Milk procurement to reach 20.25 lakh kgs/day. Milk marketing to reach 16.01 lakh liter/day.

Awards and Recognitions:

One lady AI worker of Mithila Milk union

honored by the National Commission on Women. Vaishal Patliputra milk awarded with

productivity award in 2000-2001, 2001-2002, 20052006 and 2006-2007, Patna dairy was honored with best Public Utility

Service Award. Muzaffarpur dairy (TIMUL) awarded with best

productivity award for 94-95, 97-98,99-2000. Ratanman Babhangama DCS of Barauni Milk

Union was awarded with Co-operavive Excellence Award 2004 by Ministry of Agriculture, Government of India.

20

Our Mission:
Socia-economic upoliftment of rural farmers

through co-operative dairying. Cater to needs of consumers by supplying packed milk /milk products at

hygienically

reasomable rates. Development and expansion of such other activities conducive for dairying ,

allied

improvement and protection of mulch animals for the betterment of milk producers. Induce women folks in the mainstream of co-

operative dairying. Provided direct and indirect employment to

large number of people of the state.

Union:
Currently, Bihar states co-operative Milk Producers Federation Limited has six unions, which are independent and have, separate board of directors. These six unions are:
21

Sahabad Milk Union, Patna, Arah. Baishal Patliputra Milk union, Patna. Dr. Deshratna Rajendra Prasad Milk Union, Barauni. Vikramshila Milk Union, Bhagalpur. Mithila Milk Union samastipur. Tirhut Milk Union, Muzaffarpur.

Units:
They have presently six units in two states Bihar and Jharkhand. These units are:-

Magadha Dairy Project,Gaya. Bokaro Dairy Project, BOkaro, Ranchi Dairy, Ranchi Cattle Field Factory, Ranchi Jamshedpur Dairy, Jamshedpur.

22

PRICE LIST OF MILK

There are six category of milk produce in patna. In Jharkhand. Only standardized-Milk. Toned-milk and double-toned-Milk are produced. Cow-Milk. Calci-Milk and Sudha-Gold these three are produce only in Patna. In Gaya only two quality of milk are produced. Standardized-Milk and Toned-Milk.

23

Patna dairy prepared following quality of milk, which are listed below with percentage of Fat and SNF along with price list (Rs. /Liter).

s. Quality of No milk . 1 Sudha Gold milk 2 Standardize d milk 3 Cow Milk 4 5 6 Calci Milk Toned Milk Double Toned Milk

Percentag SNF Price/lite Ps e of fat percentag r e 6.0 9.0% 26 00 4.5 3.o 1.0 8.5 9.0 9.0 24 24 24 22 20 00 00 00 00 00

MILK PRODUCTS
With a view to improve the financial viability of dairies, broaden the product mix to serve a large section of the population and improve the disposal of milk procured by the diary Co-Operative society (DCS). The dairies have resorted to the production of long shelf life. Value added and fresh milk products (indigenous milk based products/sweets). The product mix comprises of Ghee. Table butter, Peda, Gulab, Jamun, Sudha, Surbhi, Khoa, Mithai, balushai, ramdana lai, Mango Flavored
24

dahi and Lassi Etc. Besides these products surplus milk is conserved in the form of white butter. Skim milk powder (SMP) and whole milk powder (WMP) which are mainly consumed by own dairies. Dairies are in the process mechanizing the production processes for having Better hygiene. Improved shelf life and commercial production. All the products are sold under SUDHA Brand Name. Continual improvement in the quality of milk. It was achieved as result of taking up Dairy Plant Management (DPM) and Quality Assurance Program (QAP) by all dairies of COMFED. All COMFED dairies are accredited with ISO 9001:2000 and HACCP:IS -15000:1998. Bihar is one of the few state in the country whichhas been permitted by the National Dairy development Board to use the Mnemonoc symbol on milk being marketed in pouches.

Reaching close to the consumers by expanding the retail network and establishing new whole day milk booth. Strengthening door-delivery system. Creating consumer awareness and education program.

MEANING AND DEFINITION OF PERFORMANCE APPRAISAL

Every organization select and placed the employee on their respective job because organization had to achieve some goals and the degree of success that individuals employees have in
25

reaching the individual goals in important in determining organizational effectiveness. Thus, it is essential for the managers to conduct performance appraisal to see how effective the employees have been effective on the job. Performance appraisal is the process of determining and communicating to an employee how he is performing the job. It is the process of estimating or judging the value the excellence, qualities or status of employees in an organization. When properly conducted performance appraisal not only let the employee know how well he is performing, but should also influence the employee is future level of effort, activities, result and task direction. Therefore performance appraisal involves establishments of the plan of improvement of employees performance.

Definitions:E.B. Flippo performance Appraisal is the systematic, periodic and an impartial rating on an employees excellence in matter pertaining to his present job and to his potentialities for a better job.
26

Dale Yodder Performance appraisal includes all format procedures used to evaluate personalities and contributions and potentials of groups members in a working organization. It is a continuous process to secure information necessary for making correct and objective decisions on employees.

Scope and Importance of Performance appraisal

Performance appraisal helps the managers to observe their Performance appraisal motivates the employees by Performance appraisal identifies development needs which

subordinates more closely and do a better job of coaching. providing feed back on job performance. can then be used in selecting appropriate programs for training and development. Performance appraisal reduces favors in making managerial decision about employee.

Purpose/objective of performance appraisal:

From the view point of employees: The rating let him know how he is perceived to be doing the job.
27

It gives an indication of what an employee can do modify his work, behavior in order to become a more effective performer.

Performance appraisal provides them with data suggestion the likelihood of receiving increased compensation and other rewards in future.

From the view point of organization:

It provides a basis for making decisions on promotions, transfer, demotion and termination.

It is used as a criterion, for validating selection devices and training programs. It is used for allocating reward to employees Used as to justify feedback to individuals and their personal and career development and accordingly to help assure organizational effectiveness.

Methods of performance appraisal:

There are numerous traditional and modern methods of performance appraisal, most famous and important methods are:

28

Traditional methods 1. Ranking method:

This is a relatively easy method of performance evaluation. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is expressed in terms of his numerical rank. It may also be done by a ranking a person on his job performance against another member of a competitive group. Employees are ranked according to their relative level of performance.

2. Forced distribution method:

Under this system, the rater is asked to appraise the employees according to a predetermined distribution scale. The raters bias is sought to be eliminate here because worker are not placed at a higher or lower end of the scale. Normally, the two criteria used here for rating are the job performance and promo ability.

3. Checklists:
Another simple type of individual evaluation method is the checklist. A checklist represents, in its simplest form, a set of objective or descriptive statements about the employee and his
29

behavior. If the rater believes strongly that the employee possess a particular listed trait, he checks the item: otherwise, he leaves the item blanks. A rating score from the checklist helps the manager in evaluation of the employee.

4. Graphic rating scale:

A variety of traits may be used in these types of rating devices, the most common being the quantity and quality of work. The rating scales can also be adopted by including traits that the company considers important for effectiveness on the job. From the graphic rating scales, experts can obtained about the performance standards of employees. The rating scales are the most common method of evaluation of an employees performance today.

5.

Forced choice method:

This method was developed to eliminate bias and the preponderance of high ratings that might occur in some organization. The primary purpose of the forced choice method is to correct the tendency of a rater to give consistently high/low ratings to all the employees. This method makes use of several sets of pair phrases, two of which may be positive or negative and the rater is asked to indicate which may be positive or negative and the rater is asked to indicate which of the four phrases is the
30

most and least descriptive of a particular worker. Actually, the statements apply to the most effective employee.

Modern method: 1. Behaviorally anchored rating scales:

This method is also known as the Behavioral Expectation Scales, this represents the latest innovation in performance appraisal. It is a combination of the rating scale and critical incident technique of employees performance evaluation. The critical incidents serve anchor statements on a scale and the rating form usually contains 6-8 specifically defined performance dimensions.

2. Management by Objective (MBO):

MBO requires the management to set specific measurable goals with each employee and then periodically discuss the later progress towards these goals. This technique emphasizes participative set goals, which are tangible, verifiable and measurable. MBO focuses attention on what must be accomplished goals rather than how it is to be accomplished.

Element of performance appraisal system:

The element of performance appraisal follows a set patterns i.e. it begins with the established of performance standards. At the

31

time of designing a job and formulating a job description Performance standards are usually developed for the positions. These standards should be clear and not vague and objective enough to be understood and measured. The next step is to communicate these standards to the employees, for the employees left to themselves, would find it difficult to guess what is expected of them. The next step is the measurement of performance. To determine what actual performance is, it is necessary to acquire information about it. The following step is the comparison of actual performance with standard. The employee is appraised and judge of their potential for growth and advancement. In fifth step the result of appraisal are discussed periodically, with the employees where good points, weak points and difficulties are indicated and discussed so that performance is improved. In final step corrective actions. If necessary is made.

32

Establishing performance standard

Communicate performance expectation to employees

Measure actual performance \ Compare actual performance with standards

Discuss the appraisal with the employees

If necessary initiate corrective action

OBJECTIVE
There are following objective of COMFED:33

(1)

To integrate the company and individual goals through a process of performance appraisal; system which is the linked with the fulfillment of organizational objectives.

(2) (3) (4) (5)

To provide to opportunity to employees for their development by means of reward & training schemes. To ensure the employee that they are rated on the factors which are discussed with the employees. To increases the awareness of the targets & responsibilities of the employees. To find out the strength and weakness of the employee.

SCOPE
The performance appraisal system is used in COMFED Patna to assess performance of the officers and all general staff for their growth and development.

FORMAT
COMFED Patna has different format for different level of employees. There are two types of format being used under
34

performance evaluation system of COMFED. The format is titled as Annual performance Evaluation Report. The first format is for the officers and second one is the general staff.

APPRAISAL PROCESS
The evaluation of officers and general staff is regular feature in COMFED Patna. Generally the appraisal is done on annual basis. The annual performance evaluation for officers is filled by their respective sectional heads. This process is totally confidential, the employees are rated on the basis of key result area and then appraiser gives his final comment quite concisely.

ASSESMENT YEAR
The performance evaluation report is filled up a yearly basis; generally the assessment year in COMFED Patna is April to March.

FINDING & CONCLUSIONS

(1) Do you feel that performance appraisal is need in an organization?
35

(a)

Yes

(b) No

(c) cant say

Findings:
After analyzing the above data, it is clear that all the person feel that annual performance evaluation is needed in their organization.
(2)

Do

you

agree

that

the

existing

annual

performance evaluation format covers every aspect of performance and potential?

36

(a)

Yes (70%) cant say

(b) No (30%)

(c)

Findings:According to above data, 70% of total respondents are agreed that the existing annual performance evaluation format covers every aspect of performance and potential.

3.

Should the annual performance evaluation needed to the simplified?

37

(a)

Yes (60%)

(b) No (40%)

(c) cant say

(0)

Findings:In the above figure 60% were agreed that the annual performance evaluation report needs to be simplified.

4.

Do you think that the present performance system is linked with the objective of the organization?
38

(a)

Yes (80%) cant say

(b) No (20%)

(c)

Findings:80% of total respondent consider that present performance evaluation system is linked with the objective of the organization.

5.

Do you think that the appraisal system helps to find out employees strength and weakness?
39

(a)

Yes (80%) cant say

(b) No (20%)

(c)

Findings:According to above data 80% of total respondent think that the appraisal system helps to find out employees strength and weakness.

(6) Do you feel that performance appraisal is need in an organization?

40

(a)

Yes (100%) cant say

(b) No

(c)

Findings:
Total respondent consider appraisers knowledge of work and technical competence while doing performance appraisal.

(7) Do you feel that performance appraisal is need in an organization?

41

(a)

Yes (100%) cant say

(b) No

(c)

Findings:
Total respondent are agreed that employees are supportive and co-operative.

42

(8)

Is the present appraisal system capable of fulfilling the needs of employees personal growth and development? Yes (60%) (b) No (40%) (c) cant say

(a)

(0)

Findings:-

43

60% of total respondent consider that the present appraisal system is capable of fulfilling the needs of employees personal growth and development.

(9)Is the present appraisal system capable of fulfilling the needs of employees personal growth and development? Yes (90%) (b) No (10%) (c) cant say

(a)

(0)

Findings:44

Most of the total respondents are agreed that the open system of performance appraisal is better than the confidential performance appraisal.

Conclusion
1. Total respondents consider that Ape is needed in their organization. 2. Most of the respondents are agreed that appraisal system helps in increasing awareness of targets and responsibilities of the employees. 3. More than 50% of respondents are not aware about the key result area on which they are being assessed. 4. The appraisal system gives an opportunity of self evaluation. 5. Employees think that the APE is not very much effective in assessing their performance. 6. 50% of the total respondents favour the open system of P.A. 7. 50% of the total respondents belive that the appraisal system is capable of fulfilling the needs of employees personal growth and development. 8. 60% of the total respondents are not agreed that there superior appreciate frank discussion with them.
45

9. More than 65% of total respondents consider that there is a chance of biasness in the existing appraisal system.

Suggestions
Now after analysis the data collected through the questionnaire, it is required from a researcher. To suggest some of the points. By using these points some improvements in exiting system can be made. Now after analysis of system the researchers suggestions are as follows: 1. The format of appraisal should be simplified as suggested by appraise 2. The key result areas or factors on which the appraise is to be assessed must be made known to them and well circulated in advance so that they perform with keeping the factors in mind 3. The appraisal system should be made open system rather than confidential system. It should be designed in a way by which a frank discussion could be encourage in appraisal system 4. The self evaluation system may be good option to the existing appraisal system 5. The performance appraisal system should be so designed that there is no place of biasness.
46

6. The performance appraisal should be linked to the objectives of the organizations, which is specified in long term and short term.

Questionnaire
1. Do you feel that performance is needed in an organization? A. Yes [ ] B. No [ ] C. Cant say [ ] 2. Do you agree that the existing annual performance evaluation format covers every aspect of performance evaluation format covers every aspect of performance and potential? A. Yes [ ] simplified? A Yes [ ] B. No [ ] C. Cant say [ ] 4. Do you think that present performance system is linked with the objective of the organization? A. Yes [ ] B. No [ ] C. Cant say [ ] 5. Do you think that the present performance system is linked with the objective of the organization?
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B. No [ ]

C. Cant say [ ]

3. Should the annual performance evaluation need to be

A. Yes [ ]

B. No [ ]

C. Cant say [ ]

6. Do you consider apprise knowledge of work and technical competence while doing performance appraisal? A. Yes [ ] B. No [ ] C. Cant say [ ] 7. Are the employees cooperative and supportive with of peers, senior and other staff by nature? A. Yes [ ] B. No [ ] C. Cant say [ ] 8. Is the present appraisal system capable of fulfilling the needs of employees personal growth and development? A. Yes [ ] B. No [ ] C. Cant say [ ] 9. Do you agree that open system of performance appraisal is better than confidential performance appraisal? A. Yes [ ] B. No [ ] C. Cant say [ ] 10. Is there any biasness regarding sex, religion, position or cast in your organization? A. Yes [ ] B. No [ ] C. Cant say [ ]

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Bibliography
1. 2. 3. 4.
HUMAN RESOURCE MANAGEMENT PERSONNEL MANAGEMENT T. N. CHABRA C. B. MEMORIA

PERSONNEL MANAGEMENT & INDUSTRIAL RELATION R.S.

DEVAR HUMAN RESOURCE & PERSONNEL MANAGEMENT K.

ASHWATHAPPA

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