1

CHAPTER-I
COMPANY PROFILE











2

COMPANY PROFILE
Introduction:

Bunge India Pvt. Ltd is an enterprise that started out as a modest single product company.
Foresight, planning, and sound business ethics are behind our companys phenomenal growth
path. Today, we are a multi-product organization with business interests in diverse geographies
and an enviable market penetration. With a wide range Edible Oils and Fats, distributed through
more than 1200 dealers across 800 cities, and a turnover approximating 900 Crores, we can
safely say, our market penetration is unparalleled in the Industry.


3

Bunge is a leading agribusiness and food company with integrated operations that circle the
globe, stretching from the farm field to the retail shelf.


originating oilseeds and grains from the world's primary growing regions and
transporting them to customers worldwide;
crushing oilseeds to make meal for the livestock industry and oil for the food processing,
food service and biofuel industries;
producing bottled oils, mayonnaise, margarines and other food products for consumers;
crushing sugarcane to make sugar, ethanol and electricity;
milling wheat and corn for food processors, bakeries, brewers and other commercial
customers; and
selling fertilizer to farmers.
4

HISTORY

HISTORY
Bunge India Pvt Ltd was established in 1969. It all started with the production of vanaspati
(hydrogenated vegetable oils), when the vanaspati unit at Rajpura in Punjab became operational.
We had an initial capacity of 100MT per day, today it has grown to 450MT per day. We have
also traveled a long way from the days when we were manufacturing only vanaspati. Under the
umbrella of GINNI refined Oils, we manufacture Groundnut, Cottonseed, Rice Bran,
Soyabean, Mustard, Sunflower Oil, amongst others. These Oils were introduced to meet the
varied demands of our consumers. GINNI has established itself as a very well known brand in
this part of the country. We have expanded the GAGAN Brand too, by adding Kachi Ghani
Mustard Oil, Salt and Rice to it
5


BUNGE INDIA LIMITED HISTORY

IN 23 June 2003, US-based agribusiness and food company Bunge has announced that it has
signed a memorandum of understanding with Hindustan Lever to acquire the Indian consumer
goods firms edible oils and fats businesses based in Bangalore, India.
In 22 Sep. 2003, US agribusiness giant Bunge has announced that its Indian subsidiary, Gee Pee
Ceval Proteins and Investment, has acquired the India-based assets of Prestige Foods.
In 15 Oct. 2004, US agribusiness Bunge is to invest between US$100m and $200m in India over
the next five years, its Indian subsidiary has said.
In 21 Dec. 2011, US agribusiness giant Bunge is set to buy the edible oils and fats business of
India's Amrit Banaspati.













6

STRATEGY

Company strategy capitalizes on the fundamentals that drive its industry. It is strengthening its
core businesses in key origin and destination markets, expanding into adjacent growth businesses
where it can leverage its strengths, and focusingon operational excellence.











7



HEALTH & NUTRITION
BALANCED DIET
BODY MASS INDEX (BMI)
TYPES OF FATS
HEALTHY EATING TIPS
BALANCED DIET
A balanced diet contains carbohydrates, proteins, fat, vitamins, mineral salts and fibre in the right
proportions. A diet that lacks in one or the other of these ingredients creates imbalances in the
body. Sometimes these imbalances can create serious ailments.
Carbohydrates
Proteins
Fats
Vitamins
Minerals
Fibre
8

Clearly theres good and bad. Therefore, its best to eat cautiously and strike a balance.
According to the National Institute of Nutrition, Hyderabad, the upper limit of fat in the diet
should not exceed 25-30% of your calories.
BODY MASS INDEX (BMI)
Body Mass Index (BMI) is a formula used to express body weight in relation to height. BMI
equals weight in kilograms divided by height in meters squared.
Calculate your BMI
Your Height (In Centimeters) = BMI
Your Weight (In Kilograms)
A body mass index of less than 25 is considered normal and one of over 30 implies obesity.
Underweight = <18.5
Normal weight = 18.5-24.9
Overweight = 25-29.9
Obesity = BMI of 30 or greater
TYPES OF FATS
What do we understand by fat and what are the various types commonly known?
Fats & Oils Fats and oils belong to a group of substances called lipids, and have common
molecular structure with the same benefits or disadvantages. The only difference is that fats are
solid at room temperature and oils are liquid.
Depending on the changing bonds they are categorised as
Saturated Fats
Mono Unsaturated Fats
Unsaturated Fats
Trans Fats
Polyunsaturated Fats
9

PRODUCTS




LIFESTYLE PRODUCTS
PREMIUM PRODUCTS
CONSUMER PRODUCTS




10




GINNI MERRILITE MERRIGOLD
NUTRI TABLE
DELIGHT MARGARINE
NUGGETS





11





REFINED KACHI REFINED GINNI REFINED
GROUNDNUT GHANI RICEBRAN GOLD COTTONSEED
OIL MUSTARD OIL REFINED OIL
OIL SUNFLOWER
OIL









12



REFINED GAGAN GAGAN
PALM VANASPATI GOLD
OIL VANASPATI

REFINED BANSARI GINNI
SOYABEAN PURE PLUS
OIL MUSTARD REFINED
OIL OIL



13

Business Overview
Bunge is a leading global agribusiness and food company with operations on six continents and a
diverse portfolio of products ranging from bottled vegetable oils to electricity. Bunge operates
in four business segments: agribusiness, sugar & bioenergy, food & ingredients and fertilizer.
Agribusiness


In agribusiness, the world is Bunge's market - seven billion people and counting.
Bunge's agribusiness operations:

purchase grains and oilseeds from farmers
store, transport and sell raw commodities to end
customers in domestic and export markets
process oilseeds into protein meals and crude vegetable oil for sale to livestock producers,
feedmillers, food processors, the biofuels industry and other customers
provide financial services, risk management and logistics services to end customers
execute risk management strategies for Bunge
14

SUGAR & BIOENERGY

Bunge entered the global sugar market as a trader in 2006, and has since built a strong position
as a producer and marketer of sugar and ethanol.

The mills are located close to main domestic markets in Brazil and
have access to export logistics systems, positioning Bunge to capture increasing demand for
sugar and sugarcane ethanol in Brazil and beyond.

Bunge also produces oilseed-based biodiesel at joint venture facilities in the
Americas and Europe, and has investments in a small number of corn ethanol plants in the
United States.

15

FOOD & INGREDIENTS


Food & Ingredients is comprised of two businesses - edible oils and milling - with operations in
North and South America, Europe and Asia.
The edible oils business produces specialty oils and fats, margarines,
mayonnaise, shortenings and whipped toppings for sale in foodservice, food processor and retail
markets.
The milling business creates milled wheat, corn and rice products for
food processors, bakeries, brewers, snack food producers and other customers.
Integration is very important to our food products business. By sourcing oilseeds and
grains from our agribusiness unit, and by utilizing the same
logistics systems, we improve efficiency.





16

NEWS

Bunge India has announced the acquisition of the edible oils and fats business of Amrit
Banaspati.
The acquisition includes a manufacturing facility in the state of Punjab, rights to
Consumer brands and trademarks including Amrit, Gagan and Ginni and a strong distribution
network.
Amrit Banaspati employees engaged in the edible oils and fats business will move to
Bunge once the transaction is complete.
Bunge plans to build on the strong heritage of the brands it is acquiring, and expand its
distribution reach and manufacturing base in India.




















17

VISION AND MISSION

The company aims at successfully meeting the varied needs of the Indian consumers. The
Company has continuously Endeavored to bring new products to the Indian Consumer the
Company stayed close to its roots nature and it has been a platform for its success for several
years.
Mission Statement
The mission statement of Bunge India Pvt Ltd. Rajpura is To produce and sell goods
and service to achieve the highest return on sales in the Industry to total satisfaction of
customers , employees and Share holders in that order.

Quality
Rajpura ,Branch of Bunge India Pvt Ltd ltd has a good Quality control system together
with Research and Development which is comparable to its best in the Industry. It is to the Credit
of its good Quality Control system and efficient R and D Department, that Bunge India Pvt Ltd,
Rajpura has been honoured and awarded .The American International Quality Certificate And
Gold Medal.














18





CHAPTER II
TOPIC INFORMATION











19

INTRODUCTION:
Appraising the performance of individuals, group and organization is a common
practice of all societies. while in some insistences these processes are structured and formally
sanctioned, in other instances there are informal and integral part of daily activities. Performance
is conducted in a systematic and planned manner and to achieve wide spread popularity in recent
years. when properly conducted performance appraisals not only let the employee know how
well he is performing but should also influence the employee future level of effort, activities,
results and past direction. under the performance appraisal we evaluate the not only the
performance of as worker but also his potential for development.
Performance appraisal also judges what the individual does for the organization and what
the organization should give to the individual. Appraisal provides information about the
performance of individuals employed in an organization. such information is useful for any
purpose like administration, placement, selection, promotion, financial rewards, determination of
grades, incentives or compensation etc.
Meaning:
Performance appraisal is method of evaluating the behavior of employee in the work spot,
normally including both the quantitative and qualitative aspects of job performance. Performance
here refers to the degree of a accomplishment of the task that make up an individuals job it
indicates how well an individual is fulfilling the job demands. Often the term is confused with
effort, which means performance is always measured in terms of results.

PERFORMANCE APPRAISAL
Definition:
Performance evaluation or performance appraisal is the process of assessing the
performance and progress of an employee or of a group of employees on a given job and his
potential for development.
Formal definition:
It is the systematic evaluation of the individual with respect to his/her
performance on the job and his/her potential for development.


20

According to flippo:
Performance appraisal is the systematic, periodic and an impartial rating of an
employees excellence in matters pertaining to his present job and his potential for a better job.
INTRODUCTION TO PERFORMANCE APPRAISAL:

Performance appraisal is a method of evaluating the behavior of employees in the work spot,
normally including both quantitative and qualitative aspects of job performance. Performance
here refers to the degree of accomplishment of the tasks that make up an individuals job. It
indicates how well an individual is fulfilling the job demands. Often the term is confused with
effort, which means energy expended, and used in a wrong sense. Performance is always
measured in terms of results.
According to shubin, performance appraisal is a systematic appraisal of the employees
personality traits and performance on the job and is designed to determine his contribution and
relative worth to the firm.


Process of performance appraisal:














Establishing Standards of Performance
Communicating Performance Appraisal
Measuring Actual Performance
Company Actual Performance with
Standard laid
Discussion of appraisal with employees
Corrective Actions
21



Establishing performance standards: - The appraisal process begins with the setting up
of criteria to be used for appraising the performance of employees. The criteria are
specified with the help of job analysis, which reveals the contents of job. This criteria
should be clear, objective and in writing.
Communicating the standards:- The standards are conveyed to the employees and the
evaluators. A feedback regarding the standards should be obtained from the evaluators
and the employees for revision or modification.
Measuring performance:- This requires choosing the right technique of measurement,
identifying the internal and external factors influencing performance and collecting
information on results achieved.
Comparing the actual with the standards:- Actual performance is compared with the
predetermined performance standards. Such comparison will reveal the deviation, which
may be positive or negative.
Discussing the appraisal:- The results of the appraisal are communicated to and
discussed with the employees. Along with the reason behind them are also analyzed and
discussed such discussion will enable the employee to know him weakness and strengths.
Taking corrective actions:- Through mutual discussions with employees, the step
required to improve performance are identified and initiated. Training, coaching,
counseling. Etc. are examples of corrective actions that help to improve performance.

The Way Forward Process:








Performance Appraisal
Competencies Rewarding Performance
Career Development &
Succession Planning
Training & Development
22


PROBLEMS OF PERFORMANCE APPRAISAL:
The idea approach to performance evaluation is that in which the evaluator is free from
personal biases, prejudices and idiosyncrasies. This is because when an evaluation is objective it
minimize the dysfunctional behavior of the evaluator, which may be impede objective evaluation
are
The halo effect: - the halo effect is a tendency to let the assessment of individual one
trait influence the evaluation of that person on other specific traits. There is this effect in
appraisal when the appraiser assigns the same rating to all traits regardless of an employees
actually performance on these traits.The hallo effect refers to the tendency to rate an individual
consistently high or low or average on the various traits, depending upon whether the raters
overall impression of the individual is favorable or not. This mean that the halo effect allows one
characteristic , or occurrence( either good or bad)to influence the rating of all performance
factors. The hallo effect problem can be alleviated by:
Providing training to the evaluators.
Restructuring the questions by requiring the evaluator to consider each question
independently.
Spill Over Effect: This type of error occurs when past performance rating influence the current
rating.

STEPS FOR MAKING APPRAISAL SUCCESSFUL
Existence of an atmosphere of confidence and trust.
The result of performance rather than personality traits should be given due weight.
The supervisor should analyze the strengths and weaknesses of the employee and advise
him.
The appraisal program should be immediately communicated to the employee.
A post appraisal interview should be arranged.
Training can be used to improve the standards of performance appraisal.
The right appraisal tools should be chosen to minimize arising problems.


23

Characteristics:
1. It is process of consisting of series of steps.
2. It is the systematic examination of an employees strengths and weaknesses in terms of
his job.
3. It is a scientific and objective study. Formal procedures are used in this study.
4. It is an ongoing or continuous process therein the evaluation are arranged periodically
according to a definite plan.
5. The main purpose of performance appraisal is to secure information necessary for
making objective and correct decision on employees.
METHODS OF PERFORMANCE APPRAISAL
Several methods and techniques are used for evaluating employee performance. These may
be classified into traditional and modern methods.

Traditional methods:

Ranking method: Is technique, evaluator assigns relative ranks to all employees in the
same work unit doing the same job. Employees are ranked for the best to the poorest on
the basis of overall performance. The relative passion of an employee is reflected in the
numerical rank. It is time saving and comparative evaluation technique of appraisal.
Man-to-man comparison method: In this method, certain factors are selected for the
purpose of analysis and the rater for each factor designs a scales. A scale of man is also
created for each selected for each factor. The each man to be rated is compared with the
man in the sale, and certain scores are awarded to him. In other words, a whole man is
compared to a Key man in respect at a time. This method in job evaluation and is
known as the factor comparison method.
Paired Comparison Method: This is to modified from a man-to man rating. Herein,
each employee is compared with all others in pairs one at determines his rank.
Comparison is made on the basis of overall performance.
Forced Distribution Method: In this technique appraises an Employee according to a
pre- determined distribution scale. It is assumed that it is desirable to rate only two
factors by this method, i.e. job performance and promo ability. For this purpose a five-
24

point performance Scale is used without any descriptive statement and employees are
placed between two extremes of good and bad performance.
Graphing Rating scale: It a numerical scale indicating different degree of a particular
trait. The rater is given a printed from for each employee to be rated. The from contains
several characteristics relating to the personality and performance of employee.
Intelligence, attitude, quality of work, leadership skills, judgment, etc. are some of these
characteristics. This method is widely used as it is easy to understand. It allows a
statistical tabulation of scores and, a ready comparison of Scores among the employees is
possible. The approach is multidimensional as several significant dimensions of the can
be considered in evaluation.
Critical Incident Method: In this method the superior keeps a written Record of critical
(either good or bad) events and how different employees behaved during such events.
The rating of the employee depends on the positive or the negative behaviors during these
events. The critical incidents are identified after though study of the job discussions with
the staff. This method to avoid vague impressions and general remarks as the rating is
based on actual record of behaviors.
Forced Choice Description Method: In this method, the rating elements are several sets
of pair phrases or adjectives relating to job proficiency or personal qualifications. The
rate is asked to indicate which of phrases is most and least descriptive of the employee.
Checklist Method: In this method, a series of questions are concerning an employees
behaviors. Here rater does not evaluate employee performance; he supplies report about it
and the personnel department does the final rating.
Free Essay Method: In this method, the supervisor makes a free from Open-ended
appraisal of employee in his own words his Impression about the employees. The
description is always as factual and concrete as possible.
Field Review Method: In this method, a trainer employee from the personnel department
interviews line supervisors to evaluate respective Subordinates. The supervisor is
required to give his opinion about the Progress of his Subordinates and his plan of action
in cases requiring for Consideration.

25

The traditional methods given above focus on the traits of an employee then on this job
performance in the absence of predicated performance criteria or standards, the personal bias
subjectivity of the evaluator affects the rating.

The approached caused the following responses:
The very nature of the appraisal system led to criticism.
Criticism exercised a negative impact on goal attainment.
Criticism increased antagonism and defensiveness among employees resulting in inferior
performance.
Managers generally are not qualified to assess personality traits.
Some managers discourage good performance by over emphasizing shortcomings and
almost neglecting good work.

In order to overcome these weaknesses some new techniques of performance appraisal
have developed.

Modern Methods:

Assessment Centre Method: - An assessment centre is group of employees drawn from
different work units. These employees work together on an assessment similar to the one they
would be handling when promoted. The most important feature of the assessment centre is job
related simulations.
Evaluators observe and rank the performance of all the participants. This group evaluates all
employees individually and collectively by using simulation techniques like role-playing,
business games and in-basket exercises. Employees are evaluated on the basis of job related
characteristics considered important for job success. The evaluators prepare a summary report
and feedback is administrated on a face-to-face basis to the employees who ask for it. An
assessment center generally measures interpersonal skills, communicating ability to plan and
organize, etc. assessment centers are not only a method of appraisal but helps to determine
training and development need of employees and provide data for human resource planning.

26

Human Resource Accounting Method:- Human resources are a valuable assets for any
organization. These assets can be valued in terms of money. When competent and well-trained
employees level an organization the human assets ids decreased and vice versa. Under this
method performance is judged in terms of cost and contribution of employees. Cost of human
resources, planning, recruitment, selection, induct, training, compensation, etc. contribution of
human resources is the money value of labor productivity or value added by human resources.
Difference between cost and contributions will reflect the performance of employees. This
method is still in the transitory stage and is, therefore, not popular at present.

Behaviorally Anchored Rating Scales:- This method combine Graphic rating scales with
critical incidents method BARS are descriptions of various degrees of behavior relating to
specific performance dimensions critical area of job performance and the most effective behavior
for getting results are determined in advance. The rater records the observable job behavior of an
employee and compares these observations with BARS. In this Way an employees actual
behavior is judged against the desired Behavior.

Advantages:-

Rating is likely to be accurate because these are done by experts.
The method is more reliable and valid as it is job specific and identifies observable and
measurable behavior.
Rating is likely to be more acceptable due to employee participation.
The use of critical incidents is useful in providing feedback to the employee being rated.

Weaknesses:-

It is very time consuming and expensive to develop BARS for every job.
Behaviors used are mare actively oriented than results oriented.
Management By Objectives: (MBO)
Management by objective where by the superior and ordinate managers of an
organization jointly identify its common goals, defines each individuals major areas of
27

responsibility in terms of results expected of him, and use three measuring of guides for
operating the unit and assessing the contribution of its members. Thus, MBO focuses attention
on participate set goals that are tangible, verifiable and measurable. The emphasis on what must
be accomplished rather than how it is to be accomplished. Both superior and subordination
jointly discuss whether the ub ordinate achieved the goals or not. if not, they should identify the
reasons for deviation like strike/lockout, market change etc, the superior and employee determine
the new goals and Performance objective for the period based on Performance levels. With MBO
the focus of the appraisal process shifts from the employee personnel attributes to the job
Performance. Thus, the MBO process is developed mental in that it directs employees to move in
desired directions and reach the expected level of achievement.

Advantages:-
Ends-means chain
Role clarity
Objective appraisal
Motivation development
Co-ordination
Management development

Limitations:-
Difficulty in goal setting
Problem of participation
Lack of understanding
Time-consuming and expensive
Inflexibility








28






CHAPTER-III
OBJECTIVE OF THE
STUDY









29

OBJECTIVES:
1. To study the performance appraisal system of Bunge India Pvt Ltd
1. To provide feedback to employees so that they come to know where they stand and can
improve their job performance.
2. To provide a valid database for personnel decision concerning placements, pay,
promotions, transfer, punishment, e t c.
3. To develop positive superior-subordinate relations and thereby reduce grievances.
4. To diagnose the strengths and weaknesses of individuals so as to identify further training
needs.
5. To provide coaching, counseling, career planning and motivation to subordinates.
Thus performance appraisal aims at both judgmental and developmental efforts.
6. To review the performance of the employees over a given period of time.
7. To judge the gap between the actual and the desired performance.
8. To help the management in exercising organizational control.
9. Helps to strengthen the relationship and communication between superior subordinates
and management employees.
10. To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.
11. To provide feedback to the employees regarding their past performance.
12. Provide information to assist in the other personal decisions in the organization.
13. Provide clarity of the expectations and responsibilities of the functions to be performed
by the employees.
14. To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
15. To reduce the grievances of the employees.






30



















CHAPTER-IV
RESEARCH METHODOLOGY














31

RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. Research can be defined as
scientific and systematic search for pertinent information on a specific topic. It can also be
defined as scientific investigation or a careful investigation, enquire specially through search for
the new facts in any branch of knowledge or a voyage of discovery.
Research design:
Description research was conducted to collect data. Descriptive research includes survey
and fact enquiries of different kinds. The major purpose of descriptive research is description of
the state of affairs as it exists at present.
Data sources:
The study used both secondary and primary data.
Primary data
For the purpose of study, the researcher prepared a structures and protested questionnaire
which was administered to the cross section of supervisors of Bunge India Pvt Ltd. The
researcher conducted informal interviews with the employees to know the facts.
Secondary data
The researcher collected the information about the topic and concept about the topic from
books written by management journals and magazines related to management.
Methods of data collected:
The data was collected through questionnaires
Sampling:
Sample is the representative of the whole universe or population. Her the universe
constitute employees and the Sample is drawn though stratified Sampling Method where only
Non Executive employee are considered.
Sample technique
The present study uses stratified Sampling Method. If the Population from which the
Sampling technique is generally applied in order to obtain a representative Sample.
Sample Size
The total Sample Size was restricted to 100 Samples from employees.

32







CHAPTER-V
REVIEW OF LITERATURE










33


REVIEW OF LITERATURE

Performance appraisal is a formal structural system of measuring and evaluating an employee
job related job related behavior and out comes to discover how and why the employee is
presently performing on the job, how the employee can perform more effectively and in the
future so that the employee, organization and society all benefits.

Managing workplace performance
Managing the workplace is a daunting task. In these pages you will find tips and systems for
creating a productive workplace. We will investigate performance appraisals, techniques for
effective communication, how to give disciplinary feedback in a positive manner, and much
more.
We have a dedicated staff of Human Resources professionals sharing their knowledge with you.
Even week we will feature more articles and commentaries. Bookmark this website. Refer this
performance management resource to your professionals management colleagues!
We will give you the keys to formulating an effective management strategy. So put on a cup of
coffee. Lets share some ideas!

Featured articles:
The Essential Elements of performance appraisal as part of a performance management
system:
Effective performance management requires a good deal of face-to-face supervisor-employee
interaction. If supervisor does not know his or her workers, then he or she has far fewer
opportunities to steer them onto a path of greater productivity and optimized output. It has been
shown that long-term successful business owners view performance appraisals as a process of
getting to know the people who work for them. All too often, performance management
specialists focus on charting out who wins and losses among the employees. While this system of
incentives for promotion and salary raises is very important, it is only a part of the overall
picture. Unfortunately, the vast majority of businesses today are ignoring the potential assets
34

gained from using performance appraisal to promote a higher quality of human capital. Yet the
best performance management does indeed teach the employee base just as much as it grades it.

Career development as part of a performance management program:
One of the fundamental factors for bringing about an effective performance
management program is often one of the most forgotten. All too often a supervisor will
mistakenly focus all of his or her resources entirely on rating and ranking the workforce, doling
out promotions or laying off workers as need be. While these steps are an essential element of
performance management, they fall short in the long run. To begin with, employees are left
feeling as though their company has neglected their individual career needs. This ultimately
leads to higher employee turnover and makes it difficult for an organization to retain top quality
talent. That is why effective performance management incorporates the workers needs with that
of the company. When engaging an employee base on the level of their performance, the
successful manager will work to align the companys goals with those of the individualized
career paths to insure a high level of worker loyalty and long term productivity.

Ranking and Rating systems:
One of the essential components to appraising an organizations workforce is
through the use of rating and ranking systems. No one will dispute that the use of charts and
grids to determine business solutions in the human resources realm is one of the best way to get
direct results onto a page. Indeed, it is said to be a fundamental starting point when marking big
decisions about promotions and layoff. As with any grid system there is always an element of
imperfection, even after all the numbers are been crunched. That said, however, it is hard to
dispute that this simple, quantitative approach to employee performance appraisal is impossible
to ignore. It requires a good deal of careful bookkeeping, but often can yield very useful and
informative results within the context of an employee evaluation.





35
















CHAPTER-VI
DATA ANALYSIS &
INTERPRETATION



36

1) When performance appraisal is made in the organization?

Options Respondents
Monthly 18
Quarterly 14
Yearly 68
Total 100



Interpretation:
68 Respondents says performance appraisals are made annually, 14 says Quarterly and
18 says monthly.








18%
14%
68%
Monthly
Quarterly
Yearly
37

2) How do you describe your present job?

Options Respondents
Challenging 46
Interesting 34
Normal 20
Total 100



Interpretation:
46 Respondents says job is challenging, 34 respondents say interesting and 20 respondents
say it is normal.








46%
34%
20%
Challenging
Interesting
Normal
38

3) Are you aware of the objectives of performance appraisal system in your organization?

Options Respondents
Yes 76
No 24
Total 100



Interpretation:
76 Respondents stated that they know the objectives of performance appraisal in their
organization and 24 respondents stated dont know about the objectives of the performance
appraisal.








76%
24%
Yes No
39

4) What type of performance appraisal system is followed in your organization?

Options Respondents
Open-system 32
Confidential system 68
Total 100



Interpretation:
32 Respondents stated that open-system of appraisal is followed in their organization
and 68 respondents stated that confidential system of performance appraisal is followed in the
organization.








32%
68%
Open-system
Confidential
system
40

5) Is there any conflict arise between employees after performance appraisal is made?

Options Respondents
Frequently 2
Often Sometimes 76
Never 22
Total 100



Interpretation:
The above table explains that only 2% conflicts are arise between employees after
performance appraisal is made, 76 respondents say often sometimes and 22 respondents say that
conflicts never arise between employees after performance appraisal is made..







2%
76%
22%
Frequently
Often
Sometimes
Never
41

6) Are there any job expectations established before performance appraisal?

Options Respondents
Frequently 56
Often sometimes 24
Never 20
Total 100



Interpretation:
56% of employees say that job expectations are established before performance
appraisal, 24% of employees say often sometimes and 20% say never established job
expectations before performance appraisal.







56%
24%
20%
Frequently
Often
sometimes
Never
42

7) Who rates the performances?

Options Respondents
Superiors 72
Subordinates 13
Clients 10
All 5
Total 100



Interpretation:
The above table explains 72 respondents say that superiors rates the performance, 13
respondents say that subordinates and 10 respondents say that clients and 5 respondents say that
all of them rates the performance.






72%
13%
10%
5%
Superiors
Subordinat
es
Clients
All
43

8) On what basis performance appraisal is made?

Options Respondents
Total output 22
Behavioral efficiency 18
Both 60
Total 100



Interpretation:
The above table explains that 22 respondents says that performance appraisal is made on
the basis of total output, 18 respondents says that on the basis of behavioral efficiency and 60
respondents say that on the basis of both.







22%
18% 60%
Total output
Behavioral
efficiency
Both
44

9) Does any change arise after appraising the performances of employees?

Options Respondents
Yes 64
No 36
Total 100




Interpretation:
The above table explains about that 64 respondents says that there is a change after
appraisal of performance and 36 respondent says that there is no change araised after appraisal.








64%
36%
Yes
No
45

10) Does performance appraisal process help to raise organizations total output?

Options Respondents
YES 80
NO 20
Total 100




Interpretation:
The above table explains 80% employees say that performance appraisal process help to
raise the organizations output and 20%employees say that performance appraisal process does
not help organisations output.







80%
20%
Yes
No
46

11) Promotions should not be based on Performance Appraisal ratings as the
Main Input.

Options Respondents
Agree 45
Disagree 35
Cant say 20
Total 100



Interpretation:
The above table explains that promotions should not be based only on performance
appraisal ratings as main input.








45%
35%
20%
Agree
Disagree
Cant say
47

12) Our Performance Appraisal System helps me understand my strengths and weaknesses
relating to my performance so that I can make efforts to improve and grow.









Interpretation:
The above table explains about appraisal system helps to understand strengths and
weaknesses relating to performance so that can make efforts to improve and grow as 75%
respondents were agreed,10% disagreed and 15% cant say.







75%
10%
15%
Agree
Disagree
Cant say
Options Respondents
Agree 75
Disagree 10
Cant say 15
Total 100
48

13) Appraisal ratings should be known to the employee

Options Respondents
Agree 83
Disagree 5
Cant say 12
Total 100



Interpretation:
This diagram represents that 83% respondents say that appraisal ratings should be
known to the employees, 5% disagree and 12% cant say.








83%
5%
12%
Agree
Disagree
Cant say
49

14) Are you satisfied with the present appraisal system followed in your organization?

Options Respondents
Satisfied 40
Partially satisfied 30
Dissatisfied 30
Total 100



Interpretation:
This question represents present appraisal system should be followed in organization.
40% are satisfied with present appraisal system ,30% partially satisfied and 30% were
dissatisfied.







40%
30%
30%
Satisfied
Partially
satisfied
Dissatisfied
50

15) Are you given feedback, once the appraisal is completed?

Options Respondents
YES 80
NO 20
Total 100



Interpretation:
This chart represents that 80% respondents said the feedback is given once the appraisal
is completed.









80%
20%
YES
NO
51

16) Are any monetary or non-monetary benefits given for outstanding performance?

Options Respondents
YES 20
NO 80
Total 100



Interpretation:
This chart explains whether the employees are getting benefits or not. 80% of the
employees are saying that they are not getting any benefits.









20%
80%
YES
NO
52

17) Specify your satisfaction level regarding the performance appraisal system carried out in
your organization?

Options Respondents
Highly satisfied 27
Satisfied 48
Moderate 10
Dissatisfied 10
Highly dissatisfied 5
Total 100



Interpretation:
48% employees were satisfied with the performance appraisal system carried out in
organization.





27%
48%
10%
10%
5%
Highly satisfied
Satisfied
Moderate
Dissatisfied
Highly
dissatisfied
53

18) Opinion about the appraisal system in your organization.

Options Respondents
Excellent 68
Average 14
Satisfactory 18
Un-satisfactory 0
Total 100



Interpretation:
68 Respondents says Excellent with the appraisal system in your organization, 14 says
Average, and 18 of them satisfied.







68%
14%
18%
0%
Excellent
Average
Satisfactory
Un-satisfactory
54

19) Do you think present appraisal system creating a competitive environment at work place?

Options Respondents
Yes 76
No 24
Total 100



Interpretation:
76 Respondents stated that the present appraisal system creating a competitive
environment at work place and 24 of them no.









76%
24%
Yes No
55

20) Whether provision of setting your own targets will improve your performance.

Options Respondents
Yes 88
No 12
Total 100



Interpretation:
88 Respondents stated that their will be some improvement in their performance and 12
of them no.








88%
12%
Yes No
56

21) Does the performance appraisal help in creating an effective work environment and
creating positive relationship?

Options Respondents
Strongly agree 0
Agree 80
Disagree 20
Strongly disagree 0
Total 100




Interpretation:
The above table explains about the performance appraisal help in creating an effective
work environment. the employees 80 are agree and 20 employees are disagree.





0%
80%
20%
0%
Strongly agree
Agree
Disagree
Strongly
disagree
57

22) Do you think present criteria used are true indicators for evaluating performance?

Options Respondents
Strongly agree 10
Agree 60
Disagree 30
Strongly disagree 0
Total 100



Interpretation:
The above table explains about the present criteria used are true indicators for
evaluating performance people says 60% agree and 30% disagree of the performance evaluating.







10%
60%
30%
0%
Strongly agree
Agree
Disagree
Strongly
disagree
58

23) Do you think performance appraisal forms proper basis for making decisions regarding
promotion and the like?

Options Respondents
Strongly agree 10
Agree 80
Disagree 10
Strongly disagree 0
Total 100




Interpretation:
The above table explains about the performance forms proper basis for making decision
regarding promotions and like here 80% of employees are agree and 10% disagree.





10%
80%
10%
0%
Strongly agree
Agree
Disagree
Strongly
disagree
59

24) Do you think self-appraisal is the best form of evaluating ones performance?

Options Respondents
Strongly agree 40
Agree 60
Disagree 0
Strongly disagree 0
Total 100





Interpretation:
The above table explains about the self-appraisal is the best form of evaluating ones
performance 60% is agree about the self-appraisal and 40% are strongly agree.





40%
60%
0% 0%
Strongly agree
Agree
Disagree
Strongly
disagree
60

25) Which one do you think is more helpful for better performance feedback?

Options Respondents
Formal appraisal 20
Informal appraisal 40
Both 40
Total 100




Interpretation:
The above table explains about the more helpful for better performance feedback in
employees agreed highly about formal and informal appraisal both plays a same role.









20%
40%
40%
Formal
appraisal
Informal
appraisal
Both
61

















CHAPTER-VII
FINDINGS, SUGGESTIONS
AND
CONCLUSION











62




FINDINGS:
A sample of 100 respondents was selected at random from different departments. The
cross-section of employees from the staff to middle level management was sort for their opinions
on the existing appraisal system.
A survey was conducted (by way of questionnaire and interview) to find out whether the
employees are satisfied with the existing system and their opinions on rated areas.

The findings are given below:
The objectives of PA are not clear to many.
There is a good co-ordination between the employees.
There is good imbalance facility in the origination.
PAs have become a routine affair and not much important given and interest shown
towards their purpose.
Discussion between the appraisal and appraise regarding the appraisal is not performed
seriously.
Most appraisers lack proper training regarding the appraisal technique and in dealing with
post appraisal tools like counseling technique interview.

Factors to be included into the present criteria for performance evaluation:
Quality assignment of the work done.
Disciplinary/ administrative lapses.
Extraordinary occurrences.
Problem solving skills.
Productivity or work-output.
Attitude towards work.
Behavior and health.
Efficiency.
Capability to take up higher responsibility.
63


Formal Vs Informal appraisal

Formal appraisal: I is usually occurs at specified time period, once or twice a year. It is
required by the organization for the purpose of employee evaluation.

Informal appraisal: It occurs whenever the supervisor feels the need for communication.
Formal appraisal most often used for primary evaluation. However, informal appraisal is very
helpful for more performance feedback. The supervisor whenever feels the need, discuses
performance change in the employees work which helps in developing better interpersonal
relations and develops a positive environment. Employee problems are identified and discussed
from time to time which helps him improve his performance.

Reasons why performance appraisal does not form a basis for decisions regarding
promotions.

Biased evaluation is not a proper indication of an employees performance standards.
Reliance on seniority rather than on performance for promotions is a major drawback.
Manipulation, impression, likes and dislikes can damage the credibility of the appraisal.

Self appraisals as the best form of evaluation ones performance:

This refers to the evaluation that employees make of themselves. Generally, after the
employee and the supervisor make their evaluations, they discuss perceived difference. Here the
aim is not only to assess a person, but also to encourage employee development, to build
teamwork and to link job performance with organizations goals.
Self-appraisal can be very effective as it provides employees with an opportunity to participate in
the appraisal process and set performance targets for themselves. A number of organizations
encourage discussions regarding difference in subjective rating between the employee and the
supervisor so as to ensure active involvement from both sides.
64

But self-appraisal also runs the risk of variability and leniency that may conflict with superiors
and peers findings. It would be more helpful when combined with other forms of appraisal.

Suggestions for a better performance appraisal system:

Use of counseling as a tool to improve performance can help the employee provided it is
devoid of severe criticism, suppression or domination.
Appreciation for good performance and proper guidance for improvement is a must.
Appraisal linked to promotions and increments will motivate the employee towards work
culture.
As the appraisal is directly linked to promotions or career progressions of an employee
there should be transparency in discussing the appraisal report.
Objective and fair assessment can induce seriousness towards appraisal and help increase
motivation among employees.

















65

CONCLUSION

Performance appraisal system is very important to assess training needs, to effort
promotions, and to give pay increases. There are two methods in performance appraisal system.
Those are modern method and traditional method.

Appraisal of performance proceeds in a set of pattern. The steps involved are-defining
appraisal objective, establishing job expectations, designing programmer, conducting
performance interview, and using appraisal data for different HR activities.

The employees of Bunge India Pvt Ltd are satisfied with the Performance appraisal system
but the organization is not giving much important and shows the interest towards their
Performance appraisal. The appraisal has to perform seriously.


















66




BIBLIOGRAPHY















67

BIBILOGRAPHY:
HUMAN RESOURCE AND PERSONAL MANAGEMENT
K. ASWATHAPPA
PRINCIPLES AND PRACTICES OF MANAGEMENT
R.S. GUPTA
B.D. SHARMA
HUMAN RESOURCE MANAGEMENT & INDUSTRIAL
C.B.MAMORIA
PERSONNEL RESOURCE MANAGEMENT
DAVID A. DECENZO
STEPHEN P. ROBINS
HRD NEWS LETTERSHRD NETWORK

JOURNALS:

1. Fletcher, Clive (2001) Performance Appraisal and Management: The developing
research agenda.
2. Occupational and Organizational Psychology (2001), 74-473-487.
3. Personnel Today Prof. Batta. K. Dey, Dated on July- September 2008.
4. International Journal of Business, Economics, Finance and Management Science, Dated
on 2
nd
February 2010.

WEBSITES:
1. www.Performanceappraisal.com
2. Performance Appraisal and Evaluation, www.submitmanagement.com/pac/html. PP.1-2.
3. www.hrjournal-apraisal.com.

68













ANNEXURE
















69

QUESTIONNAIRE REGARDING STUDY OF PERFORMANCE APPRAISAL
NAME:
DESIGNATION:
GENDER: ....MALE ( ) FEMALE ( )

1. When performance appraisal is made in the organization?
Monthly ( ) Quarterly ( ) Yearly ( )
2. How do you describe your present job?
Challenging ( ) Interesting ( ) Normal ( )
3. Are you aware of the objectives of performance appraisal system in your organization?
Yes ( ) No ( )
4. What type of performance appraisal system is followed in your organization?
Open-system ( ) Confidential system ( )
5. Is there any conflict arise between employees after performance appraisal is made?
Frequently ( ) Often Sometimes ( ) Never ( )
6. Are there any job expectations established before performance appraisal?
Frequently ( ) Often ( ) Sometimes ( ) Never ( )
7. Who rates the performances?
Superiors ( ) Subordinates ( ) Clients ( ) All ( )
8. On what basis performance appraisal is made?
Total output ( ) Behavioral efficiency ( ) Both ( )
9. Does any change arise after appraising the performances of employees?
Yes ( ) No ( )
10. Does performance appraisal process help to raise organizations total output?
Yes ( ) No ( )
11. Promotions should not be based on Performance Appraisal ratings as the
Main Input.
Agree ( ) Disagree ( ) Cant say ( )
12. Our Performance Appraisal System helps me understand my strengths and weaknesses
relating to my performance so that I can make efforts to improve and grow.
Agree ( ) Disagree ( ) Cant say ( )
70

13. Appraisal ratings should be known to the employee
Agree ( ) Disagree ( ) Cant say ( )
14. Are you satisfied with the present appraisal system followed in your organization?
a) Satisfied ( ) b) Partially satisfied ( ) c) Dissatisfied ( )
15. Are you given feedback, once the appraisal is completed?
Yes ( ) No ( )
16. Are any monitory or non-monitory benefits given for outstanding performance.
Yes ( ) No ( )
17. Specify your satisfaction level regarding the performance appraisal system carried out in
your organization?
a) Highly satisfied ( ) b) satisfied ( )
c) Moderate ( ) d) Dissatisfied ( )
e) Highly dissatisfied ( )
18. Opinion about the appraisal system in your organization.
Excellent ( ) Average ( ) Satisfactory ( ) Un-satisfactory ( )
19. Do you think present appraisal system creating a competitive environment at work place?
Yes ( ) No ( )
20. Whether provision of setting your own targets will improve your performance.
Yes ( ) No ( )
21. Does the performance appraisal help in creating an effective work environment and creating
positive relationship?
Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )
22. Do you think present used are true indicators for evaluating performance?
Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )
23. Do you think performance appraisal forms proper basis for making decisions regarding
promotion and the like?
Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )
24. Do you think self-appraisal is the best form of evaluating ones performance?
Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )
25. Which one do you think is more helpful for better performance feedback?
Formal appraisal ( ) Informal appraisal ( ) Both ( )