SUMMER TRAINING PROJECT REPORTONPERFORMANCE APPRAISALATB.L. AGRO OILS LTD.BAREILLYSubmitted in partial fulfillment ofMaster of Business Administration (MBA)Programme: 2012-13OfAA !O""#$# S%BM&''#( B):*&+#(+A PA"MBA 3rd SEMESTERS%BM&''#( 'OMiss GUNJA PATHAK DECLARATION&A*&S, -%MA+ $A$.A+/ereb0 de1lare t/at t/e stud0 titled2PERFORMANCE APPRAISAL, being submitted b0 mefor t/e partial fulfillmentof t/ere3uirement for t/e a4ard of 2MASTER OF BUSINESSADMINISTRATIONb05 '/e 4/ole stud0 is a re1ord of m0 o4n 4or6 and it4as 1ondu1ted at HR DEPARTMENT B.L.AGRO OILS LTD. IN BAREILLY. '/e matter embodied in t/is pro7e1t report /as not been submitted to an0 Ot/er uni8ersit0 or &nstitution9

ANISH KUMAR GANG!ARROLL NO."#$%%&''#&MBA.IIIrd S().ACKNO!LEDGEMENTBe/ind e8er0 stud0 t/ere stands a m0riad of people 4/ose /elp and 1ontribution ma6es itsu11essful9 Sin1e su1/ a list 4ill be a pro/ibiti8el0 long: & ma0 be e;1used for importantomissions9'/e guidan1e: /elpand!o-operationof m0super8isorMr. SINDHU: andSr9 ,+Manager (*ADIR AHMED) is gratefull0 a16no4ledged 4it/ profound gratitude9 & 4is/to e;press m0 spe1ial t/an6s and regards to, and our fa1ult0 4/o supported me: pro8idedme ne1essar0 tips and super8ision to 1arr0 out m0 summer training pro7e1t9 M0 regardsalso e;tends to m0 parents 4/o moti8ates me t/roug/out t/e summer training9"ast but not least: & 4ould li6e to e;tend m0 /eart full gratitude to all t/ose 4/o dire1tl0and indire1tl0 responsible for t/e su11essful 1ompletion of pro7e1t report9 ANISH KUMAR GANG!ARROLL NO."#$%%&''#&MBA.IIIrd S(). PREFACE '/e abilit0 to manage is one of t/e most 1ru1ial s6ills in t/e 4orld toda09 &t is 8ital fort/e 1ontinued gro4t/ of t/e ad8an1e 1ountries and is an essential element in meeting t/easpiration of de8eloping ations9Of1oursesomepeopleta6edifferent 8ie4sofmanagingtreatingit asabit /umanbe/a8ior along 4it/ manager as means of a training personal in1ome and status9 Bot/8ie4sare8alidt/estud0ofmanagement1anbebot/interestingandre4arding9 Butreall0 1ompelling for1e t/at underl0ing t/e serious stud0 of management is its profiledso1ial 8alue9 0 (s6'oa8oid: ortodeal 4it/: t/efeelingt/at t/e0arebeing7udgedb0unfairl0/ig/standards:emplo0ees in some organiHations are being as6ed to set - or /elp set - t/eir o4n performan1egoals9 .it/in t/e past fi8e or si; 0ears: MBO /as be1ome somet/ing of a fad and is so familiar tomost managers t/at & 4ill not d4ell on it /ere9 R+/@i/, )(071ds6

S!OT ANALYSISS!OT ANALYSISS.O' stand for t/e strengt/: 4ea6ness: opportunities and t/reats9 '/e anal0sis of strengt/ and4ea6ness fo1uses on internal fa1tors t/at gi8e t/e OrganiHation 1ertain ad8antage anddisad8antages in meeting t/e needs of its target mar6et9 '/is fa1tor deri8ed fromt/een8ironmental anal0sis in t/e pre1eding portion of t/e mar6et plan9 '/is allo4s t/e organiHationto determine 4/at it does 4ell and 4/at it needs to impro8e9STERENGTH6Strengt/refers to1ompetiti8e ad8antageor distin1ti8e1ompeten1ies t/at gi8et/efirmanad8antage in meeting t/e needs of its target mar6et9 An0 anal0sis of t/e 1ompan0 strengt/s mustbe 1ustomer fo1used be1ause strengt/ are onl0 meaningful 4/en t/e0 assist t/e firm in meeting1ustomer needs9!EAKNESS6.ea6ness refers an0 limitation t/at a 1ompan0 mig/t fa1e in mar6eting strateg0 de8elopment orimplementation9 .ea6ness s/ould also be e;amined froma 1ustomer prospe1ti8e be1ause1ustomer often per1ei8es 4ea6ness t/at a 1ompan0 1annot see9 &t suggests t/at all firms s/ouldtie t/eir strengt/s and 4ea6nesses to 1ustomer re3uirements9 Onl0 t/ose strengt/s t/at relate tosatisf0ing 1ustomer s/ould be 1onsidered true 1ompetiti8e ad8antages9 "i6e4ise: 4ea6ness t/atdire1tl0 affe1ts 1ustomer satisfa1tion s/ould be 1onsidered true 1ompetiti8e disad8antage9OPPORTUNITIES6Opportunities refer to fa8orable 1ondition in t/e en8ironment t/at 1ould produ1e re4ard for t/eorganiHation if a1ted upon properl09 '/at is: opportunities are situation t/at e;ist but must bea1ted upon in order to benefit t/e firm9THREATS6'/reats refer to 1ondition or barrier t/at ma0 pre8ent t/e firm from rea1/ing its ob7e1ti8es9 "i6eopportunities: t/reat must bea1tedupontopre8ent t/emfromlimitingt/e1apabilit0oft/eorganiHation9'/e S.O' anal0sis frame4or6 /as gained 4idespread a11eptan1e be1ause it is simple and apo4erful tool for mar6eting strateg0 de8elopment9 ,o4e8er: li6e an0 planning tool: S.O' isonl0 as good as t/e information 1ontain 4it/in it9RESEARCHMETHODOLOGYRESEARCH METHODOLOGY INTRODUCTION+esear1/ refers to a sear1/ for 6no4ledge9 &t is a s0stemati1 met/od of 1olle1ting and re1ordingt/e fa1ts in t/e form of numeri1al data rele8ant to t/e formulated problem and arri8ing at 1ertain1on1lusions o8er t/e problem based on 1olle1ted data9 '/us formulation of t/e problem is t/e first and foremost step in t/e resear1/ pro1ess follo4edb0 t/e 1olle1tion: re1ording: tabulation and anal0sis and dra4ing t/e 1on1lusions9 '/e problemformulation starts 4it/ defining t/e problem or number of problems in t/e fun1tional area9 'odete1t t/e fun1tional area and lo1ate t/e e;a1t problem is most important part of an0 resear1/ ast/e 4/ole resear1/ is based on t/e problem9A11ording to !lifford .ood0 resear1/ 1omprises defining and redefining problems: formulating/0pot/esis or suggested solutions: 1olle1ting: organiHing and e8aluating data: ma6ing dedu1tionsand rea1/ing 1on1lusions: and at last 1arefull0 testing t/e 1on1lusions to determine 4/et/er t/e0fit t/e formulating /0pot/esis9+esear1/1anbedefinedas2t/emanipulationoft/ings: 1on1eptsors0mbolsfort/epurpose of generaliHing to e;tend: 1orre1t or 8erif0 6no4ledge: 4/et/er t/at 6no4ledge aids in1onstru1tion of t/eor0 or in t/e pra1ti1e of an art5&n s/ort: t/e sear1/ for 6no4ledge t/roug/ ob7e1ti8e and s0stemati1 met/od of findingsolution to a problem is resear1/9 DRAFTING *UESTIONNAIRE'/e3uestionnaireis1onsideredast/emost important t/inginasur8e0operation9 ,en1eits/ould be 1arefull01onstru1ted9 Stru1tured 3uestionnaire 1onsist of onl0fi;ed alternati8e3uestions9 Su1/t0peof 3uestionnaireisine;pensi8etoanal0sisandeas0toadminister9All3uestions are 1losed ended9SAMPLING &t 4as di8ided into follo4ing parts:S+)?9i/, 2/i>(rs(All t/e emplo0ees are t/e sampling uni8erse for t/e resear1/9S+)?9i/, 0(37/iJ2(?udgmental samplingSample 4as ta6en on 7udgmental basis9 '/e ad8antage of sampling are t/at it is mu1/ less 1ostl0:3ui16er and anal0sis 4ill be1ome easier9 Sample siHe ta6en 4as 100 emplo0ees9 RESEARCH OBJECTIES'/e resear1/ /as been underta6en 4it/ follo4ing ob7e1ti8es9 'o stud0 t/e le8el of 7ob satisfa1tion among t/e emplo0ees of B9"9A$+O O&"S "'(99 ifan09 'o stud0 t/e met/ods of measuring 7ob satisfa1tion ofB9"9A$+O O&"S9 "td9DATA COLLECTIONDATA COLLECTION'/etas6of data1olle1tionbegins after t/eresear1/problem/as beendefinedandresear1/ design 1/al6ed out9 ./ile de1iding t/e met/od of data 1olle1tion to be used for t/estud0: t/e resear1/er s/ould 6eep in mind t4o t0pes of data 8iH9 Primar0 and se1ondar0 data9Pri)+r8 D+0+6 ;'/e primar0 data are t/ose: 4/i1/ are 1olle1ted afres/ and for t/e first time and t/us/appen to be original in 1/ara1ter9 '/e primar0 data 4ere 1olle1ted t/roug/ 4ell-designed andstru1tured 3uestionnaires based on t/e ob7e1ti8es9S(31/d+r8 D+0+6'/e se1ondar0 data are t/ose: 4/i1/ /a8e alread0 been 1olle1ted b0 someone else andpassedt/roug/statisti1al pro1ess9'/ese1ondar0datare3uiredoft/eresear1/4as1olle1tedt/roug/ 8arious ne4spapers: and &nternet et19 RELEANCE AND LIMITATIONS OF STUDY'/e stud0 4as t/oug/tful for 6no4ing t/e e;isting 7ob satisfa1tion le8el of t/e emplo0eesofB9"9A$+O O&"S "'(9BA+#&"")"imitation for t/e stud0: t/e stud0 4as restri1ted to B9"9A$+O O&"S BA+#&"")onl0 and ot/erbeing t/e time as 1onstraint9 CHAPTERISATION &ntrodu1tion +esear1/ met/odolog0 OrganiHational profile (ata presentation: anal0sis and interpretation !on1lusions and suggestionsRESEARCH METHODOLOGYRESEARCH METHODOIOGYKPRACTICAL ASPECTS RESEARCH METHEDOLOGY6'/is pro7e1t /as been underta6en as a resear1/ 4or6 and t/e findings are 1omplied report9 On t/ebasis of 3uestionnaire and self assessment9 & /a8e done same resear1/ a11ording to t/e +e1ruitment and sele1tion and salar09A. T119s 14 s02d86'/e Personnel and Administration department pro8ide me a formal training and distributem0 4or6 related to 8arious se1tionsfor training:-(a) +e1ruitment (b) &ndustrial +elation9'/ese se1tion pro8ide man0 information manual related to m0 topi1s of pro7e1tR +e1ruitment and sele1tion and Salar0 Administration R t/e information gained t/roug/ t/ese se1tion 4as found to be reliable and a11urate 9it 4as 1olle1ted 4ell in time t/roug/ dire1t personnel 1ontra1t 4it/ respondent9B. SOURCE OF IINFORMATION6.e got information t/roug/ t/e in-dept/ inter8ie4 4it/ t/e managerial personnel informall0 1arried out intera1ti8e sur8e0s and open dis1ussion9 Se1ondl0 data.as 1olle1ted t/roug/ t/e publis/ed sour1es and re1ords maintained b0 t/e management su1/ as finan1ial statement: re1ords and reports: need anal0sis do1ument: 1ir1ulars ne4s paper item and librar0 referen1es9CONCEPTUAL DISCUSSION:Human Resource management is the process of managing the people of an organization withthe human approach. Human resource management is concerned with the human being in anorganization. It reflects a new philosophy, a new outlook, approach and strategy, which view anorganizations manpower as its resources and assets, and not as liabilities or mere hands.Meaning of Human Resource0Kt/eemplo0ees/adrespondedinfa8or oft/at t/e04erea4areaboutperforman1eappraisal939 ear about =0K of t/e emplo0ees /ad not a4are about modern performan1eappraisalte1/ni3ues9A9 '/e>0Kof t/erespondentNss/o4st/at PA+sasagoodstrateg0togo a/ead 4it/promotion 4/ile A0K of respondents do not agree 4it/ it9F9 More t/anC0Kof t/e emplo0ees sa0t/at performan1e appraisal isuseful for t/ereself-assessment and promotions9 '/us: t/e01annot ignore it9 And rest of t/e emplo0eest/in6s it as a 4aste of time9=9 C2K of t /e r es pons es s /o4 t /at Per f or man1e Appr ai s al+epor t /el ps al ot i nt /e promotional a1ti8ities9@9 F0Kof t/e respondents are satisfied b0 t/e performan1e appraisalreport asit /elpst/em to understand t/e 7ob profile and /elps in trainingneedidentifi1ation9Onepla1efor Pro7e1ts: Presentation: seminar: summertraining report and lot more '/is 4or6 is 1op04rite to its Aut/ors9 '/is is onl0 for #du1ational Purpose9>9 =F Kof t /e r es pondent s s /o4 t /at Per f or man1e Appr ai s alr epor t i s t i mef ai r Bunbiased9 C9 '/ere is a 1lose response from t/e respondents on Performan1e appraisal report4/ereon one /and ( near about A0K) s a0 t /at i t ma6es f eelr ef r es /ed B 6no4 t /er e bet t er responsibilit09 On t/e ot/er/andsomesa0t/at it /as/elpedt/eminimpro8ingt/eirs6ills notto define t/ere future responsibilit0 and performan1e9 109 ear about @FKof t/erespondents: sa0t/at OrganiHationpro8ides1ounseling after performan1e appraisal report9 "&M&'A'&OS O< ',# S'%()'/e stud0 4as 1ondu1ed in a spe1ifi1 area: so it 4as diffi1ulttoma6e proper sampling9+espondent arefoundtobeina1ti8e: t/e0arenot ta6ingitseriousl09Per1eptionof e8er0emplo0eeisdifferent9 Sot/e0mig/t berelu1tant to re8eal t/e information9+espondent are /esitant t/e 3uestionnaire so it is ta6ing more time9+#!OMM#(A'&OSL S%$$#S'&OS19 '/is situation realiHes t/at t/ere 4ere 20K of t/e emplo0ee 4/o are una4are of t/eperforman1e appraisal report 4/i1/ 4ill be redu1ed b0 pro8iding t/em 1ounseling929 '/e0 s/ould /a8e to be a4are about t/e performan1e appraisal te1/ni3ues be1auset/e0 /a8e to pass t/roug/ it for ta6ing better promotions B greater responsibilit0939 '/is s/o4s t/ere negligen1e to4ards t/ere 1areer B a4areness9 '/us: it 1an a8oid b0pr o8i di ngenoug/i nf or mat i ont o e mpl o0ee4i t /t /e/el pof t r ai ni ngBde8el opment e;er1ise9A9 '/e 20K of respondentNs responses s/o4s t/at t/e0 are not a4are about importan1e of per f or man1e appr ai s al r epor t 9 '/e0s /oul d bea4ar eabout t /at /o4t /e01ant a6epromotion and greater responsibilit0 t/roug/ better performan1e9F9'/e0 /a8e to introdu1ed 1areer de8elopment grap/s and ne1essar0 s6ills to rea1/ t/atposition after e;perien1ing some 0ears9=9+espondents s/ould /a8e tobetter understand t/e 7ob responsibilit0 and training needidentifi1ation t/roug/ s1/edule 1/art or t/roug/ t/e 7ob anal0sis9F9 bea4ar eabout t /at /o4t /e01ant a6epromotion and greater responsibilit0 t/roug/ better performan1e9F9'/e0 /a8e to introdu1ed 1areer de8elopment grap/s and ne1essar0 s6ills to rea1/ t/atposition after e;perien1ing some 0ears9=9+espondents s/ould /a8e tobetter understand t/e 7ob responsibilit0 and training needidentifi1ation t/roug/ s1/edule 1/art or t/roug/ t/e 7ob anal0sis9!O!"%S&O&t is trut/ t/at no 4or6 is 1ompleted in itself9 &nfa1t: 1ompletion of one 7ob is a1tuall0 t/e beginning of anot/er 7ob9 "i6e4ise: performan1e Appraisal is ne8er ending pro1ess9 &t is essential for personal B professional de8elopment9'/is pro7e1t /as been 1onsidering all possible aspe1ts mentioned in t/e pro7e1t boo6let9'/e pro7e1t is made 8er0 1lear and pre1ise 4it/ t/e /elp of t/e rele8ant data gat/eredfrom t/e 1ompan0: 1ompan0 4ebsite B t/roug/ 8arious anne;ure9&n t/e 1on1luding remar6 of m0 pro7e1t report: & 4ould li6e to state t/at at: B" A$+O BA+#&"") t/e emplo0ees are 1onsidered as most 8aluableassets Bstrengt/ for sustained gro4t/ B de8elopment of t/e 1ompan09'/e0 belie8ein in8esting 1ontinuousl0 in /uman resour1e for t/eir gro4t/9 '/e 1ompan0isled b00oungprofessionals9'/e0/a8eanopen4or6en8ironment4/i1/is a1/ie8ement oriented9s9ANNEIURE";BIBLIOGRAPHY#;*UESTIONNAIREBIBLIOGRAPHYBOOKS6,uman+esour1eManagementb0-9 As/4att/apa!EBSITE64449 *adilalgroup9 1om4449edu1ation1ent iG al9 1om4449,+professor91om44494i66ipedia9 1om4449googl e9 1om!@30,I5$$-IR3Guidelines# +or 9uestions one to ten please encircle the choice according to your level of agreement with the statement(Euestion no 1: umber of ser8i1e 0ears in t/is organiHation9(a) F-10 0ears ( )(b) 10-1F 0ears( )(1) More t/an 1F 0ears ()!uestion no .#-re you aware about your performance appraisal or any evaluation done by your superior..%a& /es %b& $o!uestion no 8# -re you aware about the modern techni9ues used in performance appraisal:.%a& /es %&%b& $o %&!uestion no ;#1erformance appraisal techni9ues make you better eligible for promotion,demotion, = transfer. %a& -greed %&%b& $ot -greed %&Euestion no F:(o 0ou t/in6 performan1e appraisal is useful or 7ust a 4aste of timeQ( a ) %s e f u l ( ) ( b ) .a s t e o f t i me ( )Euestion no =:Proper and ade3uate performan1e appraisal pla0s a 1ru1ial role in 0our1areer de8elopment9(a) Agreed () (b) ot Agreed () Euestion no @M (oes performan1e appraisal report is /elpful in identif0ing 'raining and (e8elopment need or it la0 de8elopment plan for 0ouQ'o a large e;tent ( ) 'o some e;tent () ot at all ()Euestion o >: P#+oes the organization provide counseling after appraisal:%a& /es%&%b& $o%&!uestion $o ")#Have you understood clearly, as to what is eEpecting from you:%a& /es % & %b& $o %&