PROJECT REPORT

ON

ANALYSIS OF THE PERFORMANCE APPRAISAL AND

BONUS PAYMENT SYSTEM
AT
MARTIN AND BROWN, BADDI

SUBMITTED FOR PRATIAL FULFILLMEMT OF THE

DEGREE

OF

MASTER OF BUSINESS ADMINSTRATIOMN (MBA)

(2021-2023)

Submitted to: Submitted by: Shivam

Department of MBA Roll No: 21013726049

Government Post Graduate Collage Dharamshala

i
CERTIFICATE OF THE COMPANY

ii
 CERTIFICATE FROM THE GUIDE

This is to certify that the project entitled, “Analysis of the performance Appraisal
& Bonus Payment" submitted by "Shivam" in partial fulfilment of the
requirements for the award of "MBA" in "Human Resources" at the "Government
PG College Dharamshala" is an authentic work carried out by her under my
supervision and guidance.
To the best of my knowledge, the matter embodied in the project has not been
submitted to any other University / Institute for the award of any Degree or
Diploma.

Date:

Ms. Ankita Sood.

iii
 Declaration
I undersigned, hereby declare that the project titled Analysis of the performance
Appraisal & Bonus Payment submitted in partial Fulfillment for the award of
Degree of Master of Business Administration of Himachal Pradesh Technical
University is a bonofide record of work done by me under the guidance of Ms.
Ankita Sood, MBA Department.

Date:

Signature: Shivam

iv
 ACKNOWLEDGEMENT

Talent & capabilities are of course necessary but opportunities and good
guidance are two very important things without which no persons can climb
those infant ladders towards progress. First of all I am very much indebted
and thankful to the MBA Department for giving me strength for completion
of my Internship.
I express my sincere thanks to my project guide Ms. Ankita Sood for
providing me her valuable time and guidance.

v
 PREFACE

There is a famous saying “The theory without practical is lame and

practical without theory is blind.”
Human resource is an important part of any business and managing them
is an important task.
Summer training is an integral part of the student of Management has to
undergo training session in a business organization for 1Month to gain
some practical knowledge in their specialization and to gain some working
experience.
Our institution has come forward with the opportunity to bridge the gap
by imparting modern scientific management principle underlying the
concept of the future prospective managers.
To the emphasis on practical aspect of management education the faculty
of Academy of Management Studies, Baddi has with a modern system of
practical training of repute and following management technique to the
student as integral part of MBA. In accordance with the above obligation
under going project in “Martin & Brown Bio -Sciences Pharmaceuticals.,
Baddi. The title of my project is “Female Employees Retention”
Certainly this analysis explores my abilities and strength to its fullest
extent for the achievement of organization as well as my personal goal.

vi
 TABLE OF CONTENT

Chapter Tittle of chapter Page

No
No.

1 Industry profile 8-13

2 Company profile 14-16

3 Introduction to topic 17-20

4 Research methodology 21-23

5 Data analysis and interpretation 24-39

6 Finding conclusion and suggestions 40-43

7 Bibliography 44-45

vii
 CHAPTER-1
Industry Profile

viii
1.1 Introduction:-

The pharmaceutical industry discovers, develops, produces, and make drugs or

pharmaceutical drugs for use as medications to be administered (or self-
administered) to patients, with the aim to cure them, vaccinate them, or alleviates
the symptoms. Pharmaceutical companies may deal in generic or deal in generic or
brand medications and medical devices. They are subjected to a verity of laws and
regulations that governs the patenting, testing, safety, efficacy and marketing of
drugs. The global pharmaceutical market is expected to grow from $1128.45 billion
in 2020 to $1250.24 billion in 2021.

The modern pharmaceutical industry began with local apothecaries that expanded
from their traditional role distributing botanical drugs such
as morphine and quinine to wholesale manufacture in the mid-1800s, and from
discoveries resulting from applied research. Intentional drug discovery from
plants began with the isolation between 1803 and 1805 of morphine- an analgesic
and sleep-inducing agent - from opium by the German apothecary
assistant Friedrich Sertürner, who named this compound after the Greek god of
dreams, MorpheusBy the late 1880s, German dye manufacturers had perfected the
purification of individual organic compoundsfrom tar and other mineral sources
and had also established rudimentary methods in organic chemical synthesis. The
development of synthetic chemical methods allowed scientists to systematically
vary the structure of chemical substances, and growth in the emerging science
of pharmacology expanded their ability to evaluate the biological effects of these
structural change.

1
1.2 Research and development:-

Main articles: Drug discovery and Drug development

Drug discovery is the process by which potential drugs are discovered or
designed. In the past, most drugs have been discovered either by isolating the
active ingredient from traditional remedies or by serendipitous discovery.
Modern biotechnology often focuses on understanding the metabolic
pathways related to a disease state or pathogen, and manipulating these pathways
using molecular biology or biochemistry. A great deal of early-stage drug
discovery has traditionally been carried out by universities and research
institutions.
Drug development refers to activities undertaken after a compound is identified as
a potential drug in order to establish its suitability as a medication. Objectives of
drug development are to determine appropriate formulation and dosing, as well as
to establish safety. Research in these areas generally includes a combination of in
vitrostudies, in vivo studies, and clinical trials. The cost of late stage development
has meant it is usually done by the larger pharmaceutical companies.
Often, large multinational corporations exhibit vertical integration, participating
in a broad range of drug discovery and development, manufacturing and quality
control, marketing, sales, and distribution. Smaller organizations, on the other
hand, often focus on a specific aspect such as discovering drug candidates or
developing formulations. Often, collaborative agreements between research
organizations and large pharmaceutical companies are formed to explore the
potential of new drug substances. More recently, multi-nationals are increasingly
relying on contract research organizations tomanagedrugdevelopment.

2
1.3 The cost of information:-
Drug discovery and development are very expensive; of all compounds
investigated for use in humans only a small fraction are eventually approved in
most nations by government-appointed medical institutions or boards, who have
to approve new drugs before they can be marketed in those countries. In 2010 18
NMEs (New Molecular Entities) were approved and three biologics by the FDA,
or 21 in total, which is down from 26 in 2009 and 24 in 2008. On the other hand,
there were only 18 approvals in total in 2007 and 22 back in 2006. Since 2001, the
Center for Drug Evaluation and Research has averaged 22.9 approvals a
year. This approval comes only after heavy investment in pre-clinical
development and clinical trials as well as a commitment to ongoing safety
monitoring. Drugs which

Fail part-way through this process often incur large costs, while generating no
revenue in return. If the cost of these failed drugs is taken into account, the cost of
developing a successful new drug (new chemical entity, or NCE), has been
estimated at US$1.3 billion (not including marketing expenses). Professors Light
and Lexchin reported in 2012, however, that the rate of approval for new drugs
has been a relatively stable average rate of 15 to 25 for decades.
Industry-wide research and investment reached a record $65.3 billion in
2009. While the cost of research in the U.S. was about $34.2 billion between 1995
and 2010, revenues rose faster (revenues rose by $200.4 billion in that time).
Study by the consulting firm Bain & Company reported that the cost for
discovering, developing and launching (which factored in marketing and other
business expenses) a new drug (along with the prospective drugs that fail) rose
over a five-year period to nearly $1.7 billion in 2003.According to Forbes, by
2010 development costs were between $4 billion to $11 billion per drug.

3
Some of these estimates also take into account the opportunity cost of investing
capital many years before revenues are realized (see Time-value of money).
Because of the very long time needed for discovery, development, and approval
of pharmaceuticals, these costs can accumulate to nearly half the total expense. A
direct consequence within the pharmaceutical industry value chain is that major
pharmaceutical multinationals tend to increasingly outsource risks related to
fundamental research, which somewhat reshapes the industry ecosystem with
biotechnology companies playing an increasingly important role, and overall
strategies being redefined accordingly. Some approved drugs, such as those based
on re-formulation of an existing active ingredient (also referred to as Line-
extension.

Depending on a number of considerations, a company may apply for and be granted

a patent for the drug, or the process of producing the drug, granting exclusivity rights
typically for about 20 years. However, only after rigorous study and testing, which takes
10 to 15 years on average, will governmental authorities grant permission for the
company to market and sell the drug. Patent protection enables the owner of the patent to
recover the costs of research and development through high profit margins for
the branded drug. When the patent protection for the drug expires, a generic drugs usually
developed and sold by a competing company. The development and approval of generics
is less expensive, allowing them to be sold at a lower price. Often

The owner of the branded drug will introduce a generic version before the patent expires
in order to get a head start in the generic market. Restructuring has therefore become
routine, driven by the patent expiration of products launched during the industry's
"golden era" in the 1990s and companies' failure to develop sufficient new blockbuster
products to replace lost revenues.

4
1.4 Marketing:
Advertising is common in healthcare journals as well as through more mainstream
media routes. In some countries, notably the US, they are allowed to advertise
directly to the general public. Pharmaceutical companies generally employ
salespeople (often called 'drug reps' or, an older term, 'detail men') to market
directly and personally to physicians and other healthcare providers. In some
countries, notably the US, pharmaceutical companies also employ lobbyists to
influence politicians. Marketing of prescription drugs in the US is regulated by
the federal Prescription Drug Marketing Act of 1987.
The pharmaceutical marketing plan incorporates the spending plans, channels,
and thoughts which will take the drug association, and its items and
administrations, forward in the current scene

1.5 Product approvals:

In the United States, new pharmaceutical products must be approved by the Food
and Drug Administration (FDA) as being both safe and effective. This process
generally involves submission of an Investigational New Drug filing with
sufficient pre-clinical data to support proceeding with human trials. Following
IND approval, three phases of progressively larger human clinical trials may be
conducted. Phase I generally studies toxicity using healthy volunteers. Phase II
can include pharmacokinetics and dosing in patients, and Phase III is a very large
study of efficacy in the intended patient population. Following the successful
completion of phase III testing, a New Drug Application is submitted to the FDA.
The FDA reviews the data and if the product is seen as having a positive benefit-
risk assessment, approval to market the product in the US is granted.

5
A fourth phase of post-approval surveillance is also often required due to the fact
that even the largest clinical trials cannot effectively predict the prevalence of rare
side-effects. Post marketing surveillance ensures that after marketing the safety of
a drug is monitored closely. In certain instances, its indication may need to be
limited to particular patient groups, and in others the substance is

Withdrawn from the market completely.

The FDA provides information about approved drugs at the Orange Book site.
In the UK, the Medicines and Healthcare products Regulatory Agency approves
and evaluates drugs for use. Normally an approval in the UK and other European
countries comes later than one in the USA. Then it is the National Institute for
Health and Care Excellence (NICE), for England and Wales, who decides if and
how the National Health Service (NHS) will allow (in the sense of paying for)
their use. The British National Formulary is the core guide for pharmacists and
clinicians.
In many non-US western countries, a 'fourth hurdle' of cost effectiveness analysis
has developed before new technologies can be provided. This focuses on the
'efficacy price tag' (in terms of, for example, the cost per Aloof the technologies
in question. In England and Wales NICE decides whether and in what
circumstances drugs and technologies will be made available by the NHS, whilst
similar arrangements exist with the Scottish Medicines Consortium in Scotland,
and the Pharmaceutical Benefits Advisory Committee in Australia. A product
must pass the threshold for cost-effectiveness if it is to be approved. Treatments
must represent 'value for money' and a net benefit to society.

6
 CHAPTER-2
COMPANY PROFILE

7
2.1IntroductionofMartin&BrownBio-sciences:

Martin & Brown was established in the year 1995

undertheyoung&dynamicguidanceofMr.Vineet Maini, Mr. Puneet Maini and their
team of highly qualified professionals with an objective of being leading players
in generic Pharma business. It’s a rapidly growing multifaceted company with
ultra-modern facilities for manufacturing a huge basket of healthcare products for
the past two decades.

2.2Our Vision
 To provide an easy access to cost effective and quality drugs for masses.
 To ensure that our products reach every part of the country.
 To achieve excellence in manufacturing quality products for the wellbeing
of each and every individual who is linked with us.
 To foster a relationship that will be mutually beneficial with our partners.

2.3Our Clients

Martin & Brown is engaged in third party contract manufacturing of a wide

spectrum of products like tablets capsules injectables, ointments, syrups and
veterinary products

Seagull Pharma
Lyka
Alkem
Medley

8
2.4 PERSONNELANDIRDEPARTMENT

ThepersonnelandIRDepartmentdealswith all human resource related activities,

which includes wide range of functions and responsibilities of this department.

Functions of p and IR Department:-

Recruitment Selection
Management of the manpower
Employee welfare planning
Grievance handling
Wage and Salary Administration
Training & Development Programmes
Attendance marking (acc.to the shift)
Overtime/Good work marking
Leave marking (CL, EL, and OL)

9
 Chapter-3
Introduction to topic

10
3.1 Performance Appraisal

Performance Appraisal is the systematic evaluation of the performance of

employees and to understand the abilities of a person for further growth and
development. Performance appraisal is generally done in systematic ways which
are as follows:

1. The supervisors measure the pay of employees and compare it with targets
and plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance

Edwin B. Flippo defines Performance Appraisal as “a systematic, periodic

and so far as humanly possible, an impartial rating of an employee’s excellence
in matters pertaining to his present job and his potentialities for a better job.”
In any organization, an employee is always looking for an opportunity for growth
in terms of position and financial compensation. To ensure that each employee is
given an unbiased opportunity to grow, organizations rely on Performance
Appraisal methods.

Performance Appraisal is one of the most crucial processes in an organization.

Not only does it help in evaluating the promotion and salary of an employee, but
it also helps to gauge their skills, strengths and, shortcomings. However,
companies seldom benefit from traditional annual performance appraisal methods.

The most important factor that current appraisal methods fail to accommodate is
being continuous and consistent in review of employee performance. Yearly
appraisals lack a continuous communication system to offer timely constructive
and actionable feedback to employees. During annual appraisals, employees lack
a chance to rectify or improve on their performance basis the feedback received.

11
In fact, a survey found around 24% employee consider leaving their jobs due to
inadequate feedback from their managers.

3.2 Objectives of Performance Appraisal

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage

structure, salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men
on right job.
3. To maintain and assess the potential in a person for growth and
development.
4. To provide a feedback to employees regarding their performance and
related status.
5. It serves as a basis for influencing working habits of the employees.
6. To review and retain the promotional and other training programmes.

3.3 Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can
be justified by following advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the

promotion programmes for efficient employees. In this regards, inefficient
workers can be dismissed or demoted in case.

12
2. Compensation: Performance Appraisal helps in chalking out compensation
packages for employees. Merit rating is possible through performance
appraisal. Performance Appraisal tries to give worth to a performance.
Compensation packages which includes bonus, high salary rates, extra
benefits, allowances and pre-requisites are dependent on performance
appraisal. The criteria should be merit rather than seniority.

3. Employees Development: The systematic procedure of performance

appraisal helps the supervisors to frame training policies and programmes. It
helps to analyse strengths and weaknesses of employees so that new jobs can
be designed for efficient employees. It also
Helps in framing future development programmes.

4. Selection Validation: Performance Appraisal helps the supervisors to

understand the validity and importance of the selection procedure. The
supervisors come to know the validity and thereby the strengths and
weaknesses of selection procedure. Future changes in selection methods can
be made in this regard.

5. Communication: For an organization, effective communication between

employees and employers is very important. Through performance appraisal,
communication can be sought for in the following ways:

a. Through performance appraisal, the employers can understand and

accept skills of subordinates.
b. The subordinates can also understand and create a trust and confidence
in superiors.

13
 c. It also helps in maintaining cordial and congenial labour management
relationship.
d. It develops the spirit of work and boosts the morale of employees.
All the above factors ensure effective communication.

6. Motivation: Performance appraisal serves as a motivation tool. Through

evaluating performance of employees, a person’s efficiency can be determined
if the targets are achieved. This very well motivates a person for better job and
helps him to improve his performance in the future.

3.4 Bonus payments

Bonus payments are additional pay given to employees apart from their salary. It
is given by the employers as a remuneration for their dedication towards the
company and work, which in turn helped the company achieve its business goals.

The underlying purpose of offering a bonus is to distribute the benefit received by

the company to the employees. This added perk helps improve employee morale
and productivity. It also encourages them to efficiently work towards their goals,
thereby helping the company reach newer heights.

3.5 What is the Payment of Bonus Act?

The Payment of Bonus Act 1965 is applicable to all factories and companies who
have 20 or more employees employed anytime with them during an accounting
year. Also, as per the act, the bonus should be awarded on the basis of profit
earned by the company or the productivity of an individual.

14
If the number of employees in the company registered under this act drops below
20, they are still required to pay a bonus. The act states that a minimum bonus of
8.33% and a maximum bonus of 20% of wages can be awarded as a bonus to
employees.

Applicability of Payment of Bonus Act

The act applies to all companies throughout India. The provisions of this act are
applicable to –
 Companies that are well-defined under clause 2 of the companies act
194b
 Organisations with 20 or greater than 20 employees anytime during
an accounting year
 Some factories or companies in public sectors
 Part-time

15
 Chapter-4
Research Methodology

16
 4.1 Meaning of research:-

Research is a matter of gathering information from varying sources usually in relation to a

specific topic and for a specific purpose. The definition of research includes any gathering
of data, information and facts for the advance knowledge.

4.2Objective of the study

1. To Study the Performance Appraisal system In MARTIN AND BROWN.

2. To study the employee attitude towards the present appraisal system.
3. To study the bonus payment system at MARTIN and BROWN.

4.3 Research design:-

In this project report I have used descriptive research which means questions like what, where,
when and how are answered. This research is based on existing present environment and can
report that what happens and what is happening.

4.4Data collection:-
Data collection is extremely important in the research process. The data collected for the
research helps in conducting proper analysis and helps in conducting research effectively. In the
process of data collection, the source of data which is primary and secondary data is very
important. For the report on work life balance, both primary and secondary data are taken into
consideration.
 Secondary data: - sources of secondary data for this research are: websites, articles,
magazines, publications, and HR manual of martin and brown.

17
  Primary data: -The primary data has been collected from the employees. This data
helps most for the completion of the study by providing full and direct information,
which need some interpretation and analysis, to attain the objectives of the study. The
collection was done through questionnaire method.

4.5 Research instrument: -

For this study a questionnaire was specifically designed for collection the primary data for the
respondents.

4.6 Sample size:-

Sample size of 50 employees.

4.7Limitations of study:-

As nothing is perfect, I also faced some difficulties during preparing the training report.
However, I have tried to complete my project report. The project has certain limitations which
are following:-
1. The time period for the study was very short i.e. 6-8 weeks which is too short to give
shape to a new idea.
2. Some desired information could not be collected due to confidentially.
3. The study is subjected to the basis and prejudices of the respondents, hence 100% of
accuracy cannot be assured.
4. Sometime the pressure of work might be so heavy on employees that they don’t pay
enough attention to fulfil those questionnaires.
5. Sometimes the questionnaire contains some personal questions which are usually
avoided by employees on their professional work.
6. The employees might also tell lies about the information they don’t have.

18
 Chapter-5

Data Analysis and Interpretation

19
 Gender wise classification of respondents:-

classification No. of responses percentage

Male 40 80%

female 10 20%

Total 50 100%

response

20% male
female

80%

Interpretation:-
Form the above pie chart it can be show that 80% of respondents were
male and 20% were female.

20
 Age wise classification of respondents:-

Classification No. of responses percentage

20-30 25 50%

31-40 15 30%

41-50 7 14%

51-60 3 6%

total 50 100%

response

6% 20-30
14%
31-40

50% 41-50
51-60
30%

Interpretation:-

From the above pie chart it can be inferred that 50% of respondents was in 20-30
years age, 30% was in 31-40 year age, 14% of the respondents was in 41-50 year
age, 6% of the respondents was in 51-60 years age.

21
 Experience wise classification of respondents:-

Classification No. of responses Percentage

Less than 3 years 20 40%

4-8 years 17 34%

9-15 years 10 20%

More than 15 years 3 6%

total 50 100%

response

6%

20% less than 3 years

40%
4-8 years
9-15 years
more than 15 years

34%

Interpretation:-

From the above pie chart it can be inferred than 40% of the respondents
experience are less than 3 years, 34% of the respondents experience is 4-8
years, 20% of the respondents experience is 9-15 years,6% of the
respondents experience are more than 15 years.

22
 Qualification wise classification of respondents:-

Classification No. of responses percentage

UG degree 21 42%

other 14 28%

Diploma 11 22%

Post Graduate 4 8%

total 50 100%

RESPONSE

8%
UG degree
22%
42% others
Diploma
post Graduate
28%

Interpretation:-

From the above pie chart it can be inferred that 42% of the respondents
have a UG degree, 8% have PG degree, 22% have ITI, and 28% have
other Qualification.

23
5.1 Who evaluates your performance?

Opinion No. of responses percentage

HOD 47 94%

GM 3 6%

External consultant 0 0%

Others 0 0%

Total 50 100%

RESPONSE
HOD GM External consultant other

Interpretation:-

From the above pie chart it can be inferred that 94% of the employee’s
performance is evaluated by the HOD. The head of the department that is 6% is
evaluated by GM.

24
5.2 Does performance appraisal is improving employee motivation and job
satisfaction?

Opinion No of response percentage

Yes 40 80%
No 10 20%

Total 50 100%

response

yes no

Interpretation:-

From the above pie chart it can be inferred that 80% of the employees believes
that performance appraisal is improving their motivation and job satisfaction, but
20% of the employees think performance appraisal is not improving their
motivation and job satisfaction.

25
5.3 Do you have meeting in the beginning to explain and clarify activity task
and goals to be achieved?

Opinion No. of responses percentage

Yes 50 100%
No 0 0%

Total 50 100%

response
0%

yes
no

100%

Interpretation:-

From the above pie chart it can be show that 100% of the employees have a
meeting in the beginning to explain and clarify activity task and goals to be
achieved in the year.

26
5.4 Should organization have a fixed duration for performance appraisal?

Opinion No. of responses percentage

Yes 50 100%

No 0 0%

Total 50 100%

response

0%

yes
no

100%

Interpretation:-

From the above pie diagram it can be inferred that 100% of the employees
agreeing the starting organization should have a fixed duration for performance
appraisal.

27
5.5 Whether the performance appraisal system is able to improve
performance?

Opinion No. of responses percentage

Yes 40 80%

No 10 20%

Total 50 100%

response

20%

yes
no

80%

Interpretation:-

From the above pie diagram it can be inferred that 80% of the employee’s
performance appraisal system are able to improve performance and 20% of the
performance appraisal system is not able to improve performance.

28
5.6 Do you think performance appraisal system will contribute in identifying
potential traits?

Opinion No. of response percentage

Yes 30 60%
No 15 30%
Cannot say 5 10%
total 50 100%

response

10%

yes
30% no
60% cannot say

Interpretation:-

From the above pie diagram it can be inferred that 60% of the employees think
that performance appraisal system will contribute in identifying potential traits of
themselves, 15% do no agree that 10%cannot say.

29
5.7 Promotion process in the organization is based on?

Opinion No of response percentage

performance 3 6%
Experience 10 20%
Educational qualification 15 30%
All of the above 22 44%
total 50 100%

response

6%
performance
20%
44% experience
educational qualification
all of the above
30%

Interpretation:-

From the above pie diagram it can be inferred that 6% of employee think that
promotion is based on performance, 20% of the employees think it is based on
experience , 30% on educational qualification and 44% think all the factors are
required for promotion.

30
5.8 Do you think that the past and the present performance appraisal system
is transparent and free from bias?
Opinion No of response percentage

yes 50 100%

no 0 0%

total 100 100%

responses

yes no

Interpretation:-

From the above pie diagram it can be inferred that 100% of the employees think
that the past and the present performance appraisal system is transparent and fees
from bias.

31
5.9 Are you satisfied with the current performance appraisal system?

Opinion No. of responses percentage

Highly satisfied 28 56%

Satisfied 13 26%
Just satisfied 9 18%
dissatisfied 0 0%
total 50 100%

response

0%
18% highly satisfied
satisfied
56% just satisfied
26%
dissatisfied

Interpretation:-

From the above pie diagram it can be inferred that 56% of the employees are
highly satisfied with the current performance appraisal system. 26% are
satisfied with the current performance appraisal system. 18% are just satisfied
with the current performance appraisal system.

32
5.10 Do martin and brown company provide opportunity for growth and
development?

opinion No. of responses percentage

yes 46 92%

No 4 8%

total 50 100%

response

8%

yes
no

92%

Interpretation:-

From the above pie diagram it can be inferred that 92% of the employees
think martin and brown provide opportunity for growth and development, 8%
do not think so.

33
5.11 Does performance appraisal helps to identify your strength and
weakness?

Opinion No. of responses percentage

Yes 50 100%

no 0 0%

total 50 100%

response

yes no

Interpretation:-

From the above pie diagram it can be inferred that 100% of the employees
agreeing that the performance appraisal helps to identify your strength and
weakness.

34
 Chapter-6
Findings, suggestion and conclusion

35
6.1 Findings:-

 In martin and Brown the appraisal model which is followed is on an annual

basis starting from the month of April till March. Head of the department’s
performance appraisal was done using management by objective methods and
workers performance appraisal was done using 90 degree method by their
own department heads. The same method was being used by the company
from the beginning to the present.

 Employees attitude toward the current performance appraisal method is very

much satisfactory said in the survey that they were dissatisfied. From the HR
Department, we have found that all the employees are fully cooperative in the
full appraisal process.

 According to the majority of them told that performance appraisal was able to
improve their performance. It also increased motivation as well as because
they felt that company is interested in their performance and adopting method
to improve it.

 The majority of the employees also told that performance appraisal system
was also helping in finding their hidden talent and putting into action as well
as.

 Promotion process in this organization is based on a mix of experience,

performance and educational qualification, in which experience to be the first
factor in the Martin and Brown.

36
 The company also provide opportunity for growth and development and also
helped to identify strength, weakness and hidden talent.

6.2 Suggestions:-

 Implement more methods of performance appraisal and update the employees

about the type of method used for performance evaluation.

 The whole performance appraisal should be kept more transparent and free
from bias in the future.

 More opportunities should be provided for expressing their ideas and plans to
implement their level performance.

 More training should be offered to mentally stressed staff which improve their
potential and result in top appraisal points.

 Overtime should be taken care of at the time of performance appraisal, which

would motivate the employees to perform better for longer hours.

 Suggestion could be obtain from employees regarding framing the

performance appraisal system.

 Appraisal feedback is very important in any performance appraisal program.

Should be carefully communicated by making high performers increase their
target and low performers to build up their confidence.

37
6.3 Conclusion:-

Performance appraisal may be understood as the assessment of an

individual performance is a systematic way. The performance being
measured against such factor as job knowledge, quality and quantity of
output, initiative, leadership, abilities, supervision, dependability, co-
operation, judgment, versatility, health and the like . It also helps in
developing strength and rectifies weakness of the employees.

Martin and Brown has been conducting performance appraisal from the
past from its formation. Employees were corporative and fully supporting
the performance appraisal in the institution and it was found to be highly
effective in the employee performance.

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 Chapter-7
Bibliography

39
 Bibliography

 https://martinbrownbiosciences.com
 https://www.bloomberg.com
 https://www.ibef.org
 https://www.curiaglogbal.com
 https://www.managementstudyguide.com

40
 QUESTIONNAIRE

Name :
Gender : ( ) male ( ) female
Age group : ( ) 20-30
( ) 30-40
( ) 40-50
( ) 50-60
Experience : ( ) less than 3 years
( ) 4-8 years
( ) 9-15 years
( ) more than 15 years
Qualification:

1) Who evaluate your performance?

a) HOD
b) GM
c) External consultant
d) Others

2) Does your performance appraisal is improving employee motivation

and job satisfaction?

a) Yes
b) no

41
3) Do you have meeting in the beginning to explain and clarity activity
task and goals to be achieved?

a) Yes
b) No

4) Should organization have a fixed duration for performance

appraisal?

a) Yes
b) No

5) Whether the appraisal system is able to improve performance?

a) Yes
b) No

6) Do you think that the performance appraisal system will also

contribute in identifying potential traits?

A) Yes
B) No
C) Cannot say

7) Promotion process in the organization is based on?

a) Performance
b) Experience

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 c) Educational qualification
d) All of the above

8) Do you think that the past and the present performance appraisal
system in transparent and free from bias?

a) Yes
b) No

9) Are you satisfied with the current performance appraisal system?

a) Highly satisfied
b) Satisfied
c) Just satisfied
d) Dissatisfied

10) Do martin and Brown Company provide opportunity for growth and
development?

a) Yes
b) No

11) Does performance appraisal helps to identify your strength and

weakness?

a) Yes
b) No

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