Performance Affraisal Seeds LTD

A Study on Performance Appraisal at Bayers Seeds Private Limited, Davanagere
Davanag
Executive Summary
The project is carried at Bayer Seeds Private Limited at Davanagere is

incorporated on 25, August 1985. The Bayer Seeds Private Limited in now a
Multinational Company the country’s largest merchant producer Seeds Products
manufacture.
The main objectives of the study are to find out various Performance
Appraisal provided at the company, to understand the various Performance Appraisal
measures adopted by Bayer Seeds Private Limited. Employee Performance Appraisal
facilities is the extra benefits give to employee without any reference to the specific
includes canteen, create education, uniforms, now a day’s employees have increased
as the employees have become aware
aware of it advantage it was an opportunity to learn
the practical aspects of industrial.
industrial
I choose this topic concerned to their Company requirement as the Bayer

Seeds Private Limited is fully exporter industry. The problems faced by the industry
can be observed
rved with the help of questionnaire and the analysis of same is carried out.
Finally, we conclude with a caveat about the wider applicability of the results
of this study. The results are specific to two conditions. First, Davanagere is home to
many private seed companies, thus facilitating their entry into the Bayer seed market,
and secondly, its agro-climatic
agro climatic conditions inflate rice seed demand, attracting large
number of actors in the provision of seed. These conditions may not be present
elsewhere, and wider application of the conclusions drawn here may therefore need to
be approached with caution.
K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 1

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Chapter - 1
1.1 INTRODUCTION TO THE STUDY
1.2 TITLE OF THE STUDY
1.3 OBJECTIVES OF THE STUDY
1.4 SCOPE OF THE STUDY
1.5 METHODOLOGY OF THE STUDY
1.6 LIMITATION OF THE STUDY

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1.1 INTRODUCTION TO THE STUDY

Seeds are an incredibly important part of human life, without which we would
simply not exist. Our food supply totally depends on seeds and seed stock, many other
natural resources that we use as human beings, such as cotton, paper, timber, and
edible oils, all begin their live as seeds. Seeds are part of the ever evolving constant of
nature that is maintained by complex series of inter-relationships
inter relationships between her
different component
omponent parts, of which seeds play a central role.
Seeds are basically very small embryonic plants that are enclosed and sealed
by a covering that is referred to as the seed coat. A typical seed includes three basic
components, an embryo, a supply of nutrients from the embryo and the seed coat
Seeds come in all sizes and shapes and need particular conditions for their
development into plants, in terms of the size of seeds, they vary from the size of a
pinhead to a coconut, plants can contain a few seeds
seeds or thousands of seeds.
Seed Dispersal
In the natural world, there are many ways in which seeds connect with their
targeted growing space, some seeds are so small that they can be carried in the wind
before landing in a suitable place, Others can be dispersed
dispersed by animals in their dung or
attached to their fur, Seeds are also carried and dispersed in the sea and in rivers. The
sea Kale that is currently growing in our back garden at home came from seeds that
had a tough outer coat giving it protection against
against the corrosive effect of the sea until
it settles on a suitable shoreline where it will germinate and grow. Another of natures
methods of seed dispersal is gravity, fruit trees such as apples, coconut and passion
fruit have fruits that when dropped from their branches often roll away from the tree
to gain more distance when the fruit eventually seeds and germinates.
1.2 TITLE OF THE STUDY

“A Study on Performance Appraisal at Bayer Seeds Private
Ltd. At Davanager”

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1.3 OBJECTIVES OF THE STUDY

The objective of the research in this area is to speed up germination,
Assure
ssure germination uniformity and to verify plant types through grow-
grow
out testing and performance by several
Breaking
reaking dormancy efficiently, improving scarification methods,
Chemical-physical
Chemical treatments and additives and by accelerating plant
development for effective species identification.
To maintain records in order to determine compensation packages,
wage structure, salaries raises, etc.
To identify the strengths and weaknesses
weaknesses of employees to place right
men on right job.
To maintain and assess the potential present in a person for further
growth and development.
To provide a feedback to employees regarding their performance and
related status.
1.4 SCOPE OF THE STUDY
Depending on the nature of the organization, the scope of performance

review varies. Commonly, however, the scope of performance review
encompasses the following aspects:
Job performance—considers
performance meeting goals and developing mutually
decided standards.
Working relationships—this
relationships aspect focuses on maintaining professional
relationships with co-workers,
co workers, subordinates, and managers.
Core job skills—Emphasizes
skills Emphasizes on the normative aspects of job, including its
skill and competencies.

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1.5 RESEARCH METHODOLOGY

1. Primary Data Collection.
2. Secondary Data Collection.
1. Primary data was collected from various market instruments

like.
Questionnaire
Personal interviews
Structured interviews
2. Secondary data it is collected trough more necessary
information that will help full solving the problem. It was
collected from.
Company profile
Report
Magazines, web sites and others publication.
STATEMENT OF PROBLEM
There is no field of management that will not benefit from systematic and
purposeful research. The field of Performance Appraisals in great need of
systematic knowledge and sound principles. This is a new area, which has
come to this country after being successfully implemented in western
manufacturing units or sectors.
A separate entity is needed within an organization
organization in order to align the people
towards a common goal that is unified with the cooperation
cooperation strategy unless
employees ask new questions they shall not get different results only the
companies that are high on performance as well as practice can become
beco world
class. This is where Performance Appraisal cell appears. There is no end to
improvement and here Employee Welfaress the next step towards
manufacturing excellence.
Many of the organization in order to fulfill their objectives have instituted
various
us systems and programs. While constitution and implementation of
systems and program is important, it is also necessary to critically examine
whether these mechanisms are actually fulfilling objectives.

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1.6 LIMITATION OF THE STUDY

A few limitations and constraints came in way of conducting the present
study, under which the researcher had to work are as follows:
The study was purely based on the information given by the company and
employees and there may be chances for wrong data.
Most of the employees

employees were hesitate to answer the questionnaire because, of
the fear that the information will be disclosed to the top management.
The researchers didn’t get much time for detailed study
Employees are illiterates and may not be able to fill up the questionnaire
questionnair
themselves.
Though, no effort was spared to make the study most accurate and useful,
the “sample Size” selected for the same may not be the true representative of
the Company, resulting in biased results.
This being the maiden experience of the researcher of conducting study such
as this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.

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CHAPTER – 2
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
2.3 PRODUCT PROFILE

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2.1 INDUSTRY PROFILE
History and Ownership

Until farmers received seed from the federal government's extensive free seed
program that distributed millions of packages of seed annually. At its high point in
1897, over 2 million packages of seed were distributed
distributed to farmers. Even at the time
the program was eliminated in 1924, it was the third largest line item in the United
States Department of Agriculture's
Agriculture budget.
In 1930, seed companies were not primarily concerned with varietal

production, but were still trying to successfully commodityy seeds. There was no need
to protect seed breeding at that time because there were few markets
marke for seeds. Seed
Company’s first priority was simply to establish a market, and they continued to view
the congressional distribution as a principal constraint.
As the third largest corn Seed Company in the United States, Bayer Seeds
Private Ltd. Genetics
ics has established itself as a leader in seed research, production
and quality, becoming one of the fastest growing independent seed companies in the
agriculture industry. Headquartered in Westfield, Indiana, States, Bayer Seeds Private
Ltd. Genetics has tailored its products and services to reflect the needs of growers
across a multitude of geographies. States,
Bayer Seeds Private Ltd. Genetics’ production locations span the Corn Belt.
Our research program operates 13 research facilities across North America and is
ranked among the top five agriculture research programs in North America.
The history of States, Bayer Seeds Private Ltd. Genetics
enetics is rooted in the tradition of
our two parent seed companies, Group Lima grain of Saint-Beauzire,
Saint France
and KWS of Einbeck,, Germany, which are the fourth and fifth largest seed companies
in the world and, together, boast over 200 years of combined seed experience.
Established on July 1, 2000 as a joint venture, States, Bayer Seeds Private Ltd.
Genetics has consistently provided
provided value to its customers through forward-thinking
forward
seed innovation and technology, and superior service, both in and out of the fields.
The company has seen continuous growth since its inception, having increased its
corn volume by more than 300 percent.

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States, Bayer Seeds Private Ltd. Genetics’ unique multi-brand

brand strategy allows
farmers across the Corn Belt and in Canada the opportunity to experience high-
high
yielding product performance, regardless of geographical location or operation size.
Each brand offerss top-quality
top quality products to meet individual needs and provides a
unique, reliable customer experience.
Quality
Rely on Quality Testing
Bayer Seeds Private Ltd. Genetics is home to one of the industry’s largest and
most efficient quality labs in the United States.
States. Our products are assessed through
over 33 different quality tests including warm and cold germination and
electrophoresis. In total, the lab performs more than 190,000 tests and
analyses annually in order to provide our customers with products of the
th highest
quality.
Technology and Innovation

At Bayer Seeds Private Ltd. Genetics, we go above and beyond standard purity
checks by performing grow-outs,
grow outs, which involves growing seedlings in greenhouse
conditions or in-field
field until we can distinguish one seed variety from another. Utilizing
electrophoresis testing, which separates
separates the proteins of plant material based upon
electric charge, we can identify the unique “fingerprint” of each product variety. This
fast and economical quality assurance technique, along with product grow-outs,
grow helps
us verify that the products sold to growers
growers are consistent and reliable.
We check each lot of seed for purity, taking every step to provide products that are
free from pests and disease. Customer satisfaction is extremely important to us at
Bayer Seeds Private Ltd. Genetics – we pride ourselvess on meeting your farm’s
needs.
USDA Process Verified
Our processes and procedures have been approved by the USDA through
their Process Verified Program.. This Process Verified certification recognizes
recogni the
strength of our Quality Management System (QMS) for testing each product.

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2.2 COMPANY PROFILE

Bayer is a Life Science company with a more than 150-year
150 year history and core
competencies in the areas of health care and agriculture. With our innovative
products, we are contributing to finding solutions to some of the major challenges of
our time. The growing and increasingly aging world population requires improved
medical care and an adequate supply of food. Bayer is improving people’s quality
qualit of
life by preventing, alleviating and treating diseases. And we are helping to provide a
reliable supply of high-quality
high food, feed and plant-based
based raw materials.
An analysis by well-known
well branding agency Inter brand in 2015 valued the
Bayer brand at €6.3 billion. We develop new molecules for use in innovative products
and solutions to improve health. Our research and development activities are based on
a profound understanding of the biochemical processes in living organisms.
Our goal is to achieve

achieve and sustain leadership positions in our markets, thus
creating value for our customers, stockholders and employees. To this end, our
strategy is designed to help solve some of the most pressing challenges facing
humankind, and by doing this exceptionally
exceptionally well we aim to strengthen the
company’s earning power.
We are committed to operating sustainably and addressing our social and

ethical responsibilities as a corporate citizen, while at the same time respecting the
interests of all our stakeholders.
stakeholders. Employees with a passion for innovation enjoy
excellent development opportunities at Bayer.
Exclusive Focus on the Life Science Businesses

Following the economic and legal independence
independence of our former Material Science
subgroup, now Convector,
Convector, Bayer has charted the course for its successful
development as a Life Science company. Our Life Science businesses hold leading
positions in innovation-
innovation driven growth markets. Together they make up a strong,
attractive and balanced portfolio that is resistant to fluctuations in demand and to
potential risks.

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The previous structure – comprising a strategic management holding company

and operational subgroups – has thus been replaced by an integrated
tegrated organization
under the umbrella of the strong Bayer brand. The company’s operations are managed
in three divisions – Pharmaceuticals, Consumer Health and Crop Science – and the
Animal Health business unit.
The business continues to be supported by the corporate functions, Bayer Business

Services and the service company Current am, while Technology Services is being
integrated into Bayer AG, forming the Engineering and Technology function.
The Pharmaceuticals Division focuses on prescription products, especially for

cardiology and women’s healthcare, and on specialty therapeutics in the areas of
oncology, hematology and ophthalmology. The division also comprises the Radiology
Business
iness Unit which markets contrast-enhanced
contrast enhanced diagnostic imaging equipment
together with the necessary contrast agents.
The Consumer Health Division markets mainly non-prescription

prescription products in
the dermatology, dietary supplement, analgesic, gastrointestinal, allergy, cold and flu,
foot care, sun protection and cardiovascular risk prevention categories. These
products include globally known brands such as Claritin™, Aspirin™, Aleve™,
Bepanthen™/Bepanthol™,
™/Bepanthol™, Canesten™, Dr. Scholl’s™ and Coppertone™.
The Crop Science Division has businesses in seeds, crop protection and non-
non
agricultural pest control. It is organized into two operating units: Crop
Protection/Seeds and Environmental Science. Crop Protection/Seeds markets a broad
portfolio of high-value
value seeds along with innovative chemical and biological pest
management solutions, at the same time providing extensive customer service
ser for
modern and sustainable agriculture.

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PROFILE
Business Type : Exporter/Importer

Importer / Manufacturer / Wholesaler
/Distributor / Supplier / Trading Company
Year Established : 1985
Products Trader : Gourmet blanched peanuts, groundnut seeds, bold

Manufacturer, Distributor type groundnuts kernels, raw groundnuts kernels,
and Exporter Supplier groundnut kernel, groundnut,
Contact Information
Company Name : Bayer Seeds Private Limited Davanagere
Address : Industrial Area Davanagere
Contact Person : Mr. Vikram Duyani (Director)

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Vision, Mission and Values
The entire Bayer Seeds Private Ltd. team works together to promote and
support the vision, mission and values of the company.
Vision
To offer the best seed products developed from superior genetics for the North
American farmer.
Mission
Genetics is an innovative seed company committed to delivering high quality
seed, providing exceptional service, creating consistent customer value and offering
our employees a challenging and rewarding work environment.
Values
We are supported by people who will accomplish this mission with:

Honesty
esty and integrity
Creativity and innovation
Loyalty and commitment
Quality and excellence

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Careers
Bayer Seeds Private Ltd Genetics isn’t just a place to work; it’s a place to
grow. As a company, we have grown our business and our market share since our
inception in 2000, increasing our corn volume by over 300 percent, and we want our
employees to grow with us. We facilitate a culture of learning and involvement,
where relationships exist across all facets of the company. We believe that the best
way to improve our business is through strengthening our people, and we
create opportunities for our employees to find their passion at work. At Bayer Seeds
Private Ltd Genetics, it’s about the people.
We offer career opportunities in:

Sales & Sales Management
Marketing & Communications
Agronomy
Research & Plant Breeding
Seed Production
Quality Assurance
Information Technology
Finance & Administration
Human Resources

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2.3 PRODUCT
ODUCT PROFILE
Production
Advanced Seed Production
Bayer Seeds Private Ltd. Genetics’ full-service
service production department
provides a reliable supply of top-of-the-line
top line genetics that our customers depend on to
deliver the maximum yield potential in every bag. Our production team works directly
with the sales division to develop a reliable
reliable production plan that provides customers
the products and customized service for their unique farming needs.
Year-round
round Reliability
Bayer Seeds Private Ltd. Genetics uses the latest techniques in field
management and equipment for seed harvesting and
and handling, including the use of
color sorters and automated bagging and boxing systems. In addition, counter-season
counter
production in Argentina and Chile is utilized to augment domestic production and to
accelerate availability of the most competitive, new genetics.
genetics. This gives us an edge in
developing new and improved products during the Northern Hemisphere’s winter
season.
The Complete Package
We operate modern drying facilities that use industry-leading

industry leading technology to
maximize quality at eight locations across the Midwest and two facilities in Ontario.
At our facilities, we clean, size, treat and package the seed prior to distribution,
allowing us to provide our customers with high quality products.

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SEEDS PRODUCTS
Beans Seed Vegetables Seed
Chili Seed Watermelon Seed
Groundnuts Seed Castor Oil Seed

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CHAPTER – 3
3.1 THEORETICAL BACKGROUND

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PERFORMANCE APPRAISAL MEASURE CONCEPT
The purpose of genetic research is to develop hybrids with higher yields,

improved feed value, and understand the utilization of traits to achieve resistance to
insects, drought and diseases.
Top 5 Research Program
Bayer Seeds Private Ltd. Genetics’ research program is among the top five in
North
rth America because of our unique, aggressive approach to develop the best
hybrids for our customers. Our access to research and breeding locations through
KWS and Limagrain spans the globe, and has helped us build one of the most
competitive corn breeding programs in the industry.
Rely on Data and Evaluation

We evaluate thousands of new products each year through our testing network
of over 550 NET (New Experimental Trial) plot locations across the Midwest and
Canada. Our modern equipment, including custom
custo 8-row
row planters and twin-plot
twin
combines, allows for precision planting in the spring and accurate data collection in
the fall.
State-of-the-Art
Art Breeding Technology
Bayer Seeds Private Ltd. Genetics uses one of the most advanced and efficient
forms of double haploid (DH) breeding technology in the country, which brings our
industry-leading
leading genetics to growers quicker than the competition. In order to provide
maximum flexibility for our customers,
customers, we extensively use molecular marker
technology with a molecular marker lab located in Lebanon, Indiana.
National and Global Research, 365 Days a Year

Beyond the 13 research facilities we operate in North America, including stations in
Puerto Rico andd Canada, we conduct research in Argentina, Peru and Chile year-
year
round to operate at maximum efficiency.
A performance appraisal (PA) also referred to as a performance review;
performance evaluation,
evaluation (career) development discussion, or employee appraisal is a
method by which the job performance of an employee is documented and evaluated.
Performance appraisals are
ar a part of career development and consist of regular
reviews of employee performance within organizations.

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Main Features
A performance appraisal is a systematic general and periodic process that
assesses an individual employee's job performance and productivity in relation to
certain pre-established
established criteria and organizational objectives. Other aspects of
individual employees are considered as well, such as organizational citizenship
behavior,, accomplishments, potential for future
future improvement, strengths and
weaknesses, etc.
To collect PA data, there are three main methods: objective production,

personnel, and judgmental evaluation. Judgmental evaluations are the most commonly
used with a large variety of evaluation methods. Historically, PA has been conducted
annually (long-cycle
cycle appraisals); however, many companies are moving towards
shorter cycles (every six months, every quarter), and some have been moving into
short-cycle
cycle (weekly, bi-weekly)
bi PA. The interview could function as "providing
feedback to employees, counseling and developing employees, and conveying and
discussing compensation, job status, or disciplinary decisions". PA is often included
in performance management systems. PA helps the subordinate answer two key
questions: first, "What are
are your expectations of me?" second, "How am I doing to
meet your expectations?"
Performance management systems are employed "to manage and align" all of
an organization's resources in order to achieve highest possible performance."How
performance is managed
aged in an organization determines to a large extent the success or
failure of the organization. Therefore, improving PA for everyone should be among
the highest priorities of contemporary organizations".
Some applications of PA are compensation, performance

performa improvement,
promotions, termination, test validation, and more.[12]
more. While there are many potential
benefits of PA, there are also some potential drawbacks. For example, PA can help
facilitate management-employee
management employee communication; however, PA may result in legal
issues if not executed appropriately, as many employees tend to be unsatisfied with
the PA process. PAs created in and determined as useful in the United States
St are not
necessarily able to be transferable cross-culturally.
cross

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Applications of Results
A central reason for the utilization of performance appraisals (PAs) is
performance improvement ("initially at the level of the individual employee, and
ultimately at the level of the organization"). Other fundamental reasons include "as a
basis for employment decisions (e.g. promotions, terminations, transfers), as criteria
in research (e.g. test validation), to aid with communication (e.g. allowing employees
to know
now how they are doing and organizational expectations), to establish personal
objectives for training" programs, for transmission of objective feedback for personal
development, "as a means of documentation to aid in keeping track of decisions and
legal requirements" and in wage and salary administration. Additionally, PAs can aid
in the formulation of job criteria and selection of individuals "who are best suited to
perform the required organizational
organ tasks". A PA can be part of guiding and
monitoring employee career development. PAs can also be used to aid in work
motivation through the use of reward systems.
Potential Benefits
There are a number of potential benefits of organizational performance
management conducting formal performance appraisals (PAs). There has been a
general consensus in the belief that PAs lead to positive implications of organizations.
Furthermore, PAs can benefit
b an organization’s effectiveness. One way is PAs can
often lead to giving individual workers feedback about their job performance. From
this may spawn several potential benefits such as the individual workers becoming
more productive.
Other potential
al benefits include:
Facilitation of communication: communication in organizations is considered an
essential function of worker motivation. It has been proposed that feedback from
PAs aid in minimizing employees’ perceptions of uncertainty. Fundamentally,
feedback and management-employee
management employee communication can serve as a guide in job
performance.
Enhancement of employee focus through promoting trust: behaviors, thoughts,
and/or issues may distract employees from their work, and trust issues may be
among these distracting factors.

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Such factors that consume psychological energy can lower job performance and
cause workers to lose sight of organizational goals. Properly constructed and
utilized PAs have the ability to lower distracting factors and encourage trust
within the organization.
Goal setting and desired performance reinforcement: organizations find it
efficient to match individual worker’s goals and performance with organizational
goals. PAs provide room for discussion in the collaboration
collaboration of these individual
and organizational goals.
Collaboration can also be advantageous by resulting in employee acceptance and
satisfaction of appraisal results.
Performance improvement: well constructed PAs can be valuable tools for
communication with employees as pertaining to how their job performance
stands with organizational expectations.
"At the organizational level, numerous studies have reported positive
relationships between human resource management (HRM) practices" and
performance improvement
improvement at both the individual and organizational levels.
Determination of training needs: “Employee training and development are crucial
components in helping an organization achieve strategic initiatives”.
It has been argued that for PAs to truly be effective,
effe post-appraisal
appraisal opportunities
for training and development in problem areas, as determined by the appraisal,
must be offered. PAs can especially be instrumental for identifying training needs
of new employees. Finally, PAs can help in the establishment
nt and supervision of
employees’ career goals.
Potential Complications
Despite all the potential advantages of formal performance appraisals (PAs),
there are also potential drawbacks. It has been noted that determining the relationship
between individual job performance and organizational performance can be a difficult
task. Generally, there are two overarching problems from which several complications
spawn. One of the problems with formal PAs is there can be detrimental effects to the
organization(s) involved
volved if the appraisals are not used appropriately. The second
problem with formal PAs is they can be ineffective if the PA system does not
correspond with the organizational culture and system.

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Complications stemming from these are:

• Detrimental to quality improvement: it has been proposed that the use of PA
systems in organizations adversely affect organizations’ pursuits of quality
performance.
• It is believed by some scholars and practitioners that the use of PAs is more than
unnecessary if there is total quality management.
• Subjective evaluations: Traditional performance
performance appraisals are often based upon a
manager's or supervisor's perceptions of an employee's performance and
employees are evaluated subjectively rather than objectively.
• Therefore the review may be influenced by many non-performance
non performance factors such
ass employee 'likeability', personal prejudices, ease of management, and/or
previous mistakes or successes. Reviews should instead be based on data-
data
supported, measurable behaviors and results within the performer’s control.
• Negative perceptions: "Quite often,
often, individuals have negative perceptions of
PAs". Receiving and/or the anticipation of receiving a PA can be uncomfortable
and distressful and potentially cause "tension
"tension between supervisors and
subordinates".
• If the person being appraised does not trust their employer, appraiser or believe
that they will benefit from the process it may become a "tick box" exercise.
• Errors: Performance appraisals should provide accurate
accurate and relevant ratings of an
employee’s performance as compared to pre-established
pre established criteria/goals (i.e.
organizational expectations).
• Nevertheless, supervisors will sometimes rate employees more favorably than that
of their true performance in order to please the employees and avoid conflict.
• "Inflated ratings are a common malady associated with formal" PA.

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Improvements
Although performance appraisals can be so easily biased, there are certain
steps that can be taken to improve the evaluations and reduce the margin of errors
through the following:
Training - Creating an awareness and acceptance in the people conducting the
appraisals that within a group of workers, they will find a wide range in
difference of skills and abilities.
Providing Feedback to Raters - Trained raters provide managers who
evaluated their subordinates with feedback, including information on ratings
from other managers. This reduces leniency errors.
Subordinate Participation - By allowing employee participation in the
evaluationn process, there is employee-supervisor
employee supervisor reciprocity in the discussion
for any discrepancies between self ratings and supervisor ratings, thus,
increasing job satisfaction and motivation.
Opposition
Not everyone is in favor of formal performance appraisal systems. Many
employees, especially those most affected by such ratings are not very enthusiastic
about them. There are many critics of these appraisals including labor unions and
managers.
Labor Unions
Labor unions represent 11% (7% in the private sector) of the work force in the
United States. In some cases they may require that seniority be taken as one of the
main criteria for promotion. However, length of job experience may not always be a
reliable indication of the ability to perform a higher level job. That is why some
employers give senior people the first opportunity for promotion, but the employer
may seek to further qualify
qualify the employee for that promotion because of their abilities
(not solely because of length of service). Performance appraisals may provide a basis
for assessment of employee merit as a component of these decisions.

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Managers
Managers who have had unsatisfactory experiences with inadequate or poorly
designed appraisal programs may be skeptical about their usefulness.
Some managers may not like to play the role of a judge and be responsible for
the future of their subordinates.
They may be uncomfortable
uncomfortable about providing negative feedback to the
employees.
This tendency can lead them to inflate their assessments of the workers’ job
performance, giving higher ratings than deserved.
Conduct
Human resource management (HRM) conducts performance management.
Performance management systems consist of the activities and/or processes embraced
by an organization
anization in anticipation of improving employee performance, and therefore,
organizational performance. Consequently, performance management is conducted at
the organizational level and the individual level. At the organizational level,
performance management
management oversees organizational performance and compares present
performance with organizational performance goals. The achievement of these
organizational performance goals depends on the performance of the individual
organizational members. Therefore, measuring
ing individual employee performance can
prove to be a valuable performance management process for the purposes of HRM
and for the organization. Many researchers would argue that "performance appraisal
is one of the most important processes in Human Resource
Resource Management".
Methods of collecting data

There are three main methods used to collect performance appraisal (PA) data:
objective production, personnel, and judgmental evaluation. Judgmental evaluations
are the most commonly used with a large variety of evaluation methods.

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Objective Production
The objective production method consists of direct, but limited, measures such as
sales figures, production numbers, the electronic performance monitoring of data
entry workers, etc. The measures used to appraise performance would depend on the
job and its duties. Although these measures deal with unambiguous criteria, they are
usually incomplete because of criterion contamination and criterion deficiency.
Criterion contamination refers
refers to the part of the actual criteria that is unrelated to the
conceptual criteria In other words; the variability in performance can be due to factors
outside of the employee’s control. Criterion deficiency refers to the part of the
conceptual criteria that
tha is not measured by the actual criteria. In other words, the
quantity of production does not necessarily indicate the quality of the products. Both
types of criterion inadequacies result in reduced validity of the measure. Regardless of
the fact that objective production data is not a complete reflection upon job
performance, such data is relevant to job performance.
Happy-Productive
Productive Worker Hypothesis
The happy-productive
productive worker hypothesis states that the happiest workers are the
most productive performers, and the most productive performers are the happiest
workers. Yet, after decades of research, the relationship between satisfaction and job
performance produces only a weak positive correlation.
correlation. Published in 2001
by Psychological Bulletin,
Bulletin a meta-analysis
analysis of 312 research studies produced an
uncorrected correlation of 0.18. This correlation is much weaker than what the happy-
happy
productive worker hypothesis would predict.
Personnel
The personnel
el method is the recording of withdrawal behaviors (i.e. absenteeism,
accidents). Most organizations consider unexcused absences to be indicators of poor
job performance, even with all other factors being equal;
equal however,
however this is subject to
criterion deficiency.
ency. The quantity of an employee’s absences does not reflect how
dedicated he/she may be to the job and its duties. Especially for blue-collar jobs,
accidents can often be a useful indicator of poor job performance, but this is also
subject to criterion contamination because situational factors also contribute to
accidents. Once again, both types of criterion inadequacies result in reduced validity

Davanag
of the measure. Although excessive

excessive absenteeism and/or accidents often indicate poor
job performance rather than good performance, such personnel data is not a
comprehensive reflection of an employee’s performance.
Judgmental evaluation
Judgmental evaluation appears to be a collection of methods, and as such, could
be considered a methodology. A common approach to obtaining PAs is by means of
raters. Because the raters are human, some error will always be present in the data.
The most common types of error are leniency errors, central tendency errors, and
errors resulting from the halo effect. Halo effect is characterized by the tendency to
rate a person who is exceptionally strong in one area higher than deserved in other
areas. It is the opposite of the Horns effect, where a person is
is rated as lower than
deserved in other areas due to an extreme deficiency in a single discipline. These
errors arise predominantly from social cognition and the theory in that
t how we judge
and evaluate other individuals in various contexts is associated with how we "acquire,
process, and categorize information".
An essential piece of this method is rater training. Rater training is the "process of
educating raters to make more accurate assessments of performance, typically
achieved by reducing the frequency of halo, leniency, and central-tendency
central
errors".[1]Rater
Rater training also helps the raters "develop a common frame of reference
for evaluation" of individual performance. Many researchers and survey respondents
support the ambition of effectual rater training. However, it is noted that such training
is expensive, time consuming, and only truly functional for behavioral assessments.

Davanag
CHAPTER – 4
4.1 DATA ANALYSIS AND INTERPRETATION

Davanag
The Table and Graph Shows the Gap between two appraisal
period
TABLE NO : 1
Option Responses Percentage
Quarterly 10 20%
Half Year 22 44%
Yearly 18 36%
Total 50 100%
GRAPH NO :1
44%
36%
20%
Quarterly Half Year Yearly
INTERPRETATION:
From the above table and graph showing the process of gap between two
appraisal process in response of the employees for required the half yearly 44% and
36% want yearly gap for the employee and 20% employees for need 20%.

Davanag
The table and Graph Shows the help in polishing skills and
performance area
Table No : 2
Yes 37 74%
No 5 10%
Somewhat 8 16%
Total 50 100%
Graph No : 2
74%
16%
10%
Yes No Somewhat
INTERPRETATION:
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74% of the respondents agree that
performance appraisal does leads to polishing the skills of the employees. Nearly 10%
of the respondents view that it does not serve this purpose and around 16% were not
able to respond as to whether
wh it serve any such purpose or not.

Davanag
The Table and graph showing the Employees Opinion as to the

purpose of Performance Appraisal
TABLE NO : 3
Option Response Percentage
Yes 42 84%
No 8 16%
Total 50 100%
GRAPH NO: 3
50
45
40
35
30 No
25 Yes
20
15
10
5
0
1 2
INTERPRETATION:
From the above table and graph showing performance appraisal process in
standard / yard stick performance in 84% of the good agree of yes and 16% of the
normally No of the response is given the employees.

Davanag
The Table and Graph Showing the Employees’ Opinion as to the

present appraisal system
TABLE NO : 4

Fully Satisfied 1 2%
Satisfied 12 24%
Can't Say 22 44%
Dissatisfied 15 30%
Total 50 100%
GRAPH NO: 4
45%
40%
35%
30%
25%
Series1
20%
15%
10%
5%
0%
Fully Satified Satisfied Can't Say Dissatisfied
INTERPRETATION:
From the above table and graphs declare that the present opinion of employees
are normally satisfied the 24% and fully satisfied the 2% and dissatisfied the 30% of
the employee and cannot say the anything opinion of employees are 44% of the
employees.

Davanag
The Table and Graph Shows the Employee perception as to the

frequency of appraisal
TABLE NO: 5
Once During the Service

1 2%
Period
Continues 46 92%
Never 0 0%
Can't Say 3 6%
Total 50 100%
GRAPH NO: 5
100%
90%
80%
70%
60%
50%
40% Series1
30%
20%
10%
0%
Once During Continuos Never Can't Say
the Service
Period
INTERPRETATION:
From the above table and graph shows the frequency appraisal process in
Continuous process is 92% is there and one during the service period in process the
only 2% and other than 6% is can’t say anything the employees.

Davanag
Does performance appraisal leads to identification of hidden

potential
TABLE NO: 6
Yes 48 96%
No 2 4%
Total 50 100%
GRAPH NO: 6
50
40
30
20
10
0
1 2
Yes No
INTERPRETATION:
From the above table and graph shows the process of identification potential
performance in 96% of the respondents are potentially identify the hidden information
and remaining 4% respondents are cannot hidden the information.

Davanag
The Table and Graph Showing the Opportunity Review of

Performance Appraisal
TABLE NO: 7
Yes 45 90%
No 5 10%
Can't Say 0 0%
Total 50 100%
GRAPH NO: 7
90%
80%
70%
60%
50% Series1
40%
30%
20%
10%
0%
Yes No Can't Say
INTERPRETATION
From the above table and graph showing the process of opportunity review
appraisal requirements in most 90% opportunity will be providing and remaining 10%
cannot offer the opportunity.

Davanag
The Table and Graph shows the who should do the appraisal
TABLE NO : 8
superior 12 24%
Peer 0 0%
Subordinate 0 0%
Self Appraisal 4 8%
Consultant 2 4%
All of the above 24 48%
Superior + Peer 8 16%
Total 50 100%
GRAPH NO : 8
50%
45%
40%
35%
30%
25% 48%
20%
15% 24%
10% 16%
5% 8% 4%
0% 0% 0%
Series1
INTERPRETATION:
From the above table and graph shows the process of doing appraisal process
in All of the above Result of response is got 48% and Superior and Peer got the result
is 16% and Only Superior got the 24% of appraisal and self appraisal got the 8%
result of response
ponse and 4% of the consultant responses.

Davanag
The Table and Graph shows the personal bias creeps –in while
appraising an employee
TABLE NO: 9
Yes 41 82%
No 9 18%
Total 50 100%
GRAPH NO: 9
90%
80%
70%
60%
50% 82%
40%
30%
20% 18%
10%
0%
Yes No
INTERPRETATION:
In the process of appraising, both the parties are human being, that is, the one
who is being appraised and the other who is appraising, thus, there bound to be
subjectivity involved, be it an objective way of appraising.
Thus, when asked from among the sample size of 50 respondents,
responde a huge as
82% respondendets those personal biases do creep in while appraising an individual.
Hence, it is inevitable to say that personal linking
linking do not come in the process of
appraisal. It is the extent to which the appraise manages it so that
that it does not become
very partial and bias.

Davanag
Appropriate method of conducting the performance appraisal

TABLE NO: 10
Ranking Method 6 12%
Paired Comparison 0 0%
Critical Incidents 10 20%
MBO 29 58%
Assessment Centre 2 4%
360 Degree 3 6%
Total 50 100%
Graph No : 10
60%
50%
40%
30%
20%
Series1
10%
0%
INTERPRETATION:
From the above table and graph shows the process of appropriate conducting
performance appraisal MBO is got 58% appropriate and critical incidents is 20% and
ranking method is 12% in the process and 4% and 6% is Assessment center and 360
Degree of the performance appraisal

Davanag
CHAPTER – 5
5.1 FINDING
5.2 SUGGESTION
5.3 CONCLUSION

Davanag
5.1 FINDINGS
Majority of performance appraisal gap between the period of half yearly 44%,
36% yearly and quarterly 20%
Majority of polishing skills in performance area agreed with 74% and 10%
cannot agree and 16% employees given some result.
Majority of 84% employees opinion purpose of performance appraisal yes
and 16% is no.
Present
nt opinion of employees are 44% cannot say the performance of
company and dissatisfied 30% and normally satisfied 24% of employees and
fully satisfied 2% of the employee.
Majority of employee perception performance appraisal is continues 92%
agree and can’t
’t say the 6% and once in a during service period 2% is agreed.
Identification of hidden information in employees are agreed with 96% and
4% disagreed
Opportunity review of performance appraisal for employees 90% opportunity
providing a company and 10% cannot
can offer
Method of conducting performance appraisal in management by objective for
got 58% result and critical incident 20% and ranking performance 12%, 360
Degree got 6% and assessment centre 4% result.
Overall satisfaction level of respondents is good as
as the company provides
majority of the primary welfare facilities its employee

Davanag
5.2 SUGGESTIONS
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mentioned time and again in the report, as, in
the absence of continuity, it becomes a redundant exercise. Before actually deciding
drafting what should be the kind of appraisal the following things should be taken
care of:
1. The very concept of performance appraisal should be marketed throughout the
organization. Unless this is done, people would not accept it, be it how
important to the organization.
2. To market such a concept, it should not start at bottom; instead it should be
started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management as
well as those below them. This means that the top management has to take a
welcoming and positive approach towards the change that is intended to be
brought.
3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information.
information. Instead, detailed appraisal of the employee’s
work must be done – which must incorporates both the work related as well as
the other personal attributes that are important for work performance.
4. It should be noted that the appraisal form for each job
job position should be
different as each job has different knowledge and skill requirements. There
should not be a common appraisal form for every job position in the
organization.
5. The job and role expected from the employees should be decided well in
advance and that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity to a
marked extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion about
the employee’s performance with the employee concerned and trying to find out
the grey areas
as so that training can be implemented to improve on that.

Davanag
5.3 CONCLUSION
Performance Appraisal covers an ample field and connotes a state of
wellbeing, happiness satisfaction, protection and enlargement of human resource and
also enlargement of human resources and also helps to motivation of workers human
resource and also helps to motivation of workers.
wo
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mentioned time and again in the report, as, in
the absence of continuity, it becomes a redundant exercise. Before actually deciding
drafting what should be the kind of appraisal the following things should be taken
care of:
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change in
the system is required, it cannot be a drastic one. It ought to be gradual and a change
in the mindset of both the employees and the head is required.

Davanag
ANNEXURE

Davanag
QUESTIONNAIRE
Employee Name :___________________________________________

_______________________________
Department :___________________________________________
_______________________________________
Age :___________________________________________
_______________________________
1. Appropriate method of conducting the performance appraisal

a) Ranking Method
b) Paired Comparison
c) Critical Incidents
d) MBO
e) Assessment Centre
f) 360 degree
2. Awareness of technique of Performance Appraisal being followed at Bayer Seeds

Private Limited among Employees
a) Yes
b) No
3. Employees Opinion as to the Purpose of Performance Appraisal

Performance standards / yardsticks
a) Yes
b) No
4. Employees’ opinion as to the present appraisal system

a) Fully Satisfied
b) Satisfied
c) Can’t Say
d) Dissatisfied
5. Number of Employees being appraised during their service period

a) Yes
b) No

Davanag
6. Employee perception as to the frequency of appraisal

a) Once During The Service Period
b) Continuous
c) Never
d) Can’t Say
7. If continuous appraisal – what should be the gap between two appraisal period
a) Quarterly
b) Half Yearly
c) Yearly
8. Who should do the appraisal?
d) Superior
e) Peer
f) Subordinate
g) Consultant
h) All of the above
i) Superior + Peer
8. How Performance Appraisal affects the productivity of the employees
a) + Feedback
b) - Feedback
c) Neutral
9. Does appraisal help in polishing skills and performance area?
a) Yes
b) No
10. Does personal bias creeps-in
creeps while appraising an employee
a) Yes
b) No
11. If given a chance, would employees like to review the current appraisal technique?
a) Yes
b) No
12. Does performance appraisal leads to identification of hidden potential

a) Yes
b) No

Davanag
13. Should the appraisal process be:
a) Once during the service period
b) Continuous
c) Never
d) Can’t Say
16. What in your opinion should be the time period of conducting continuous
Appraisal?
a) Quarterly
b) Half Yearly
c) Yearly
d) Any specific reason………………………………
17. Who in your opinion should appraise the employee?

a) Superior
b) Peer
c) Subordinates
d) Self Appraisal
e) Consultant
e) All of the above
18. Does the appraisal system helps in polishing the skills or performance area?
a) Yes b) No c) Somewhat
19. If given a chance or an opportunity would you like that the current appraisal
procedure should be reviewed?
a) Yes b) No c) Can’t Say

20. Does Performance Appraisal leads to identification of hidden potential of the
employees?
a) Yes b) No
Thank you, Date --/--/--

Davanag
BIBLIOGRAPHY
• Website : www.Bayerseedspvtlrd.com
• World class manufacturing: The Next Decade
- Richard J Schonberg.
• World class manufacturing: The lesion of simplicity applied
- Richard J Schonberg.
• Publisher
HarperCollins
Tyndale house

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A Study on Performance Appraisal at Bayers Seeds Private Limited, Davanagere

The project is carried at Bayer Seeds Private Limited at Davanagere is

I choose this topic concerned to their Company requirement as the Bayer

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 1

1.1 INTRODUCTION TO THE STUDY

1.2 TITLE OF THE STUDY

1.3 OBJECTIVES OF THE STUDY

1.4 SCOPE OF THE STUDY

1.5 METHODOLOGY OF THE STUDY

1.6 LIMITATION OF THE STUDY

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 2

1.1 INTRODUCTION TO THE STUDY

1.2 TITLE OF THE STUDY

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 3

1.3 OBJECTIVES OF THE STUDY

1.4 SCOPE OF THE STUDY

Depending on the nature of the organization, the scope of performance

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 4

1.5 RESEARCH METHODOLOGY

1. Primary data was collected from various market instruments

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 5

1.6 LIMITATION OF THE STUDY

employees and there may be chances for wrong data.

Most of the employees

The researchers didn’t get much time for detailed study

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 6

2.1 INDUSTRY PROFILE

2.2 COMPANY PROFILE

2.3 PRODUCT PROFILE

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 7

2.1 INDUSTRY PROFILE

History and Ownership

In 1930, seed companies were not primarily concerned with varietal

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 8

States, Bayer Seeds Private Ltd. Genetics’ unique multi-brand

Technology and Innovation

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 9

2.2 COMPANY PROFILE

Our goal is to achieve

We are committed to operating sustainably and addressing our social and

Exclusive Focus on the Life Science Businesses

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 10

The previous structure – comprising a strategic management holding company

The business continues to be supported by the corporate functions, Bayer Business

The Pharmaceuticals Division focuses on prescription products, especially for

The Consumer Health Division markets mainly non-prescription

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 11

Business Type : Exporter/Importer

Year Established : 1985

Products Trader : Gourmet blanched peanuts, groundnut seeds, bold

Company Name : Bayer Seeds Private Limited Davanagere

Address : Industrial Area Davanagere

Contact Person : Mr. Vikram Duyani (Director)

K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 12

Vision, Mission and Values

We are supported by people who will accomplish this mission with:

Creativity and innovation

Loyalty and commitment

Quality and excellence