Y. PRIYANKA INTRENSHIP (2).pdf

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A STUDY ON PERFORMANCE APPRAISAL TOWARDS ADANI
WILMAR LIMITED AT THUNGABHDRA

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INDEX
Chapters Content Pg. No
Chapter-I INTRODUCTION 5-20
Chapter-II STUDY DESIGN & METHODOLOGY 21-27
Objectives of the study 22
Need and Significance of the study 23
Scope of the study 24
Limitations of the Study 25
Research Methodology
a. Type of Research
b. Data Source
c. Sampling Technique
d. Sample Size
e. Data Collection Method
f. Statistical Tools used/Tools of Analysis
g.
26-27
Chapter-III INDUSTRY PROFILE & COMPANY PROFILE 28-40
Chapter-4 DATA ANALYSIS AND INTERPRETATION
41-53
Chapter-5 FINDINGS
SUGGESTION
CONCLUSION
BIBLIOGRAPHY
ANNEXURE
54-60

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ABSTRACT
Performance appraisal (PA) refers to the methods and processes used by organizations to assess
the level of performance of their employees and to provide them with a feedback. This process
can be used for both developmental and administrative purposes. The research on PA includes
examination of the psychometric aspects of the appraisal tools, the cognitive process and the
biases involved, and the social context. Although PA is an important tool for managing
employees, managers, and workers are rarely satisfied with it. Therefore, clearly defining the
purposes of the PA and addressing the employees' reactions are essential to the success of the
PA.

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ABOUT HUMAN RESOURCES (HR):
The human resources of an organization consist of all people who performs its activity
Human resource management (HRM) is concerned with the personnel policies and
managerial practices and systems that influence the workforce. In broader terms, all decisions that affect
the workforce of the organization concern the HRM function
The activities involved in HRM function are pervasive throughout the organization. Line
managers, typically spend more than 50% of their time for human resource activities such hiring,
evaluating, disciplining, and scheduling employees.
Human resource management specialists in the HRM department help organizations with
all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities
include work design and job analysis, training and development, recruiting, compensation, team-building,
performance management and appraisal, worker health and safety issues, as well as identifying or
developing valid methods for selecting staff. HRM department provides the tools, data and processes that
are used by line managers in their human resource management component of their job.
The term’ human resources’ can be thought as the total knowledge ,skills, creative
abilities, talents and attitudes of an organization work force as well as the value ,attitudes and beliefs of
an organization
The term human resources can also be explained in the sense that it as resource like any
natural resource. It does mean that the management can get and use the skills, knowledge ability
Human Resource Management (usually referred to as HR) everything related to the employer-employee
relationship and is about supporting and managing the people and associated processes. It’s seen as a
core business function essential to the effective operation.
HR is a very popular and highly competitive career with graduate schemes being among the most
oversubscribed. Your level of HR focus will vary from scheme to scheme, with some being based purely
within the HR department and others expanding candidate's experience to other functions such as
marketing, management and more

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THE ACTIVITIES OF HUMAN RESOURCES MANAGEMENT:
The activities performed by HRM professionals fall under five major domains:
(1)Organizational design,
(2) Staffing,
(3)PerformanceManagementandAppraisal,
(4)EmployeeandOrganizationalDevelopment,
(5)RewardSystems,BenefitsandCompliance
Acquiring human resource capability should begin with organizational design and
analysis. Organizational design involves the arrangement of work tasks based on the interaction of people,
technology and the tasks to be performed in the context of the objectives, goals and the strategic plan of
the organization. HRM activities such as human resources planning, job and work analysis,
organizational restructuring, job design, team building, computerization, and worker-machine interfaces
fall under this domain.
Recruitment, employee orientation, selection, promotion and termination are among the
activities that fit into the staffing domain. The performance management domain includes assessments of
individuals and teams to measure, and to improve work performance. Employee training and
development programs are concerned with establishing, fostering, and maintaining employee skills based
on organizational and employee needs.Reward systems, benefits and compliance have to do with any
type of reward or benefit that may be available to employees. Labor law, health and safety issues and
unemployment policy fall under compliance component

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Definition
“It is the planning, organizing, directing and controlling and also maintaining
resources to accomplish the organization objectives.
 P. Subbarao
“Job satisfaction as an attitude that results from balancing and summation of many specific likes and
dislikes experienced in connection with the job.”
-Bullock (1952)
“Job satisfaction as the pleasurable or positive emotional state resulting from the appraisal of
one’s job or job experiences.”
-Lock (1969)
“Job satisfaction as the employee’s judgment of how well his job on the whole is satisfying his
various needs”.
-Smith (1955)
The above definitions seem to indicate that job satisfaction is essentially an effective attitude
resulting from the intrinsic aspect of the job.
Gradually, it was realized that like any other attitude, job satisfaction represents a complex
assembling of conditions, emotions and behavioral tendencies. Job satisfaction focus on employee’s
attitude towards their job and the discussion of organization.
Smith and Hulin have suggested that there are five job dimensions that represents that most
important characteristics of a job about which people have effective responses, these are:
1. The work Itself: The extent to which the job provides the individual with the interesting tasks,
opportunities for learning, and the chance to accept the responsibility.

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2. Pay: The amount of financial remuneration that is received and their degree to which this is
viewed as quotable vis-à-vis that of others in the organization.
3. Promotion opportunities: The chances for advancement in the organization.
4. Supervision: The abilities of the supervisor to provide technical assistance and behavioral
support.
5. Co-workers: The degree to which fellow workers are technically proficient and socially
supportive.
Objectives of Human Resources Management
Societal Objectives
HRM comprises developing programs that fulfill employees’ economic, psychological, ethical,
and social needs. For example, compensation and benefits programs, equal opportunity
programs, community relations programs, disability employment programs, community relations
programs etc. These programs aim to meet employees’ societal objectives, motivating and
retaining productive employees.
Organizational Objectives
HRM ensures the availability of the correct number of employees at the right place with the right
skills. This helps an organization achieve its goals and objectives within the stipulated time.
Besides this, HRM involves policies for various work-related facilities and amenities for
employees, such as a safe and clean workplace, technical guidance, and support to perform
effectively. HRM also assists an organization in improving employees- employer relations by
focusing on fair compensation, better rewards and benefits, etc.
Functional Objectives
The functional objective of HRM is to prepare organizational policies in compliance with
provisional/ territorial and federal laws related to human rights, occupational health and safety,
employment equity, labor relations, and employment standards. This helps organizations
maintain the quality of work life and ensure ethical employee behavior.

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Personal Objectives
The personal objective of HRM includes acquiring, developing, utilizing, and retaining efficient
employees in an organization. This can be possible if employees can accomplish organizational
along with their individual goals. For this, employees should be provided with adequate training
and feedback on their performance. This helps employees to identify the areas of improvement
and rectify them.
Features of HRM
1. People Oriented
This essential HRM feature is rather obvious. But, of course, humans are what human resource
management is all about. Therefore, people have to be the focus of successful HRM.
While managing their affairs at work is a given, excellent HR management considers everything
that surrounds us as people.
2. Employee Oriented
This vital HRM characteristic means making the lives of employees at work easy. It includes not
just managing them but also remaining accessible for all queries and support. The quicker HR
professionals understand that a business runs most efficiently when its employees are happy, the
better the outcome.
An example where being employee-oriented should be a must-have characteristic of HRM is
when an employee is consistently late for work. Then, it isn’t time to walk up to them and hand
them a warning letter. Instead, investigate what’s going on in their lives that you could help with.
3. Gives Opportunities
This characteristic of HRM could have a rather large scope. However, the focus of this HRM
feature should be to let employees know that there is room for career growth. HR management
teams must help employees set realistic, time-bound goals for their growth in the organization.
A question that always arises here is, what do we do when we have too many tenured
employees?

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4. Decision Oriented
Data gathering is relatively easy in today’s world. However, what gets done with that data is
essential. Therefore, a crucial feature of HRM is to crunch data and provide a wealth of accurate,
helpful information.
Having the facts greatly facilitates decision-making. In many cases, this means looking into the
future and analyzing potential outcomes before they happen.
5. Development Oriented
It is a vital, two-pronged characteristic of HRM.
One aspect of this HRM feature is to ensure the development of employees. Plan training
schedules well in advance to meet current and future growth requirements and ensure that the
employees are meeting business demands. An employee who is given knowledge naturally has
more confidence in executing their job better.
The other part of this feature of HRM is to develop HRM strategies. These have to keep up with
the pace of the business. Preparing agile strategies helps ensure that HRM is always practical and
rises to meet the demands of employees, management, and competitors.
6. Individual Focus
Having a plan as a whole is vital for any team. But, equally important is to keep individual goals
in focus.
A smart thing to do for smooth HRM is to take the time to meet individual employees and see if
they are happy. But, unfortunately, a survey doesn’t always cut it.
7. Continuous Function
This HRM characteristic is self-explanatory. How often does it feel like the office is falling apart
when the HR manager takes a sick day? HRM is a constant flow of information and action.
Inaction in the HRM aspect could be disastrous. Therefore, a vital characteristic of HRM is
constantly being aware of how employees are doing, how effectively they are doing it, and how
they feel about performing their jobs.

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8. Future Oriented
It is an essential characteristic of HRM and could be considered one of the crucial HRM features.
Not only does this tie in very closely with many other attributes on this list, but it is also a
function that needs a focus of its own.
Preparing for the future is vital, whether it is the future of the company’s growth, changes in
culture, change in the work environment, or meeting new trends or future employee
requirements.
With the right tools at your disposal and agile plans in place, being future-oriented is a foolproof
HRM feature to safeguard the business from any unexpected pitfalls.
9. Universal
HRM is a function that applies across every type of organization there is. For example, a two-
person operation needs some level of HRM, as does a 500-employee operation. Universality is a
core feature of HRM.

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INTRODUCTION
Performance Appraisal, which is also known as employee appraisal,
performance tracking, performance evaluation, or performance assessment, is a very commonly
used term in Human Resource Management and in most business entities. If defined the term
appropriately, Performance Appraisal is a process of obtaining, analyzing, recording employee
information in his work environment and reporting the results to those who are interested in it. In
simple words, it is the process of assessing employees at their work for their further
development.
A common mistake that we all make in our professional life is mixing up
performance appraisal with performance management. Obviously, performance appraisal is
related to performance management but they are not perfectly same. While
performance appraisal does the initial stage of performance management, that is evaluating the
performance levels of employees, performance management is a total system which also defines
tools and techniques to develop manpower to achieve a higher level of performance at work.
Definition of Performance Appraisal:
"Performance appraisal is the systematic description of an employee's job relevant
strengths and weaknesses."
Meaning of Performance Appraisal:
In a Performance appraisal, the employee's merits such as performance, initiative,
regularity, loyalty, personality, etc., are compared with others. Then each employee is rated or
ranked. That is, he is given a particular rank such as First Rank, Second Rank, etc. So if an
employee has the best attendance then he is given First Rank in attendance and so on.
Terms in Performance Appraisal:
Terms involved in performance appraisal are:
Rater: The person who evaluates the employees is called the Rater or Appraiser.

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Ratee: The employee who is rated is called the Ratee or Appraisee.
Rating: The process of performance appraisal is called Rating.
Methods of Performance Appraisal:
The techniques or methods of performance appraisal are:-
 Traditional method/Old methods of performance appraisal.
 Modern methods of performance appraisal
The Old / Traditional Methods of Performance Appraisal:
The Old / Traditional Methods of Performance Appraisal Traits Approach are:
1. Ranking Methods
Ranking method is the oldest and simplest method of rating the employees. Here, all the
employees who are doing the same job are compared with each other. Then, each employee is
given a particular rank, i.e. First Rank, Second Rank, etc. The best employee is given the first
rank, and the worst employee is given the last rank.
There are three ranking methods. Viz.,
 Simple Ranking Method,
 Alternation Ranking Method, and
 Paired Comparison
Ranking method can be done very quickly and conveniently.
2. Graphic Rating Scale Method
Graphic rating scale method is one of the oldest and widely used methods of performance
appraisal. Here a graphic scale is used to rate the employee. Factors such as quality of work,
quantity of work, dependability, etc. are rated.

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A simple graphic rating scale is shown in the sample table below.
.
Graphic rating scale method is easy to understand and simple to use. It also consumes less time.
However, it involves a lot of paper work and there are chances of bias by the rater.
3. Confidential Reports
This is an old and traditional method of rating the employees. A confidential report is a
report about the employee. It is prepared by his immediate superior. It contains information
about the employee's strengths, weaknesses, major failure and achievements. It also contains
information about the employee's personality traits (qualities) and about his behavior.
Confidential report is used to take decisions about transfers, promotions, etc.
4. Checklist Method
First a checklist is prepared. It contains some statements about the employee’s behaviors
on the job. For e.g. check the following sample of a simple checklist.
The rater has to tick mark "Yes" or "No" for each statement. The rater must have full knowledge
about the employee's behavior on the job.
The main advantages of checklist method are:-

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 It is simple,
 It is convenient,
 It takes less time, and
 It is very economical.
The main disadvantage of checklist method is that the statements are structured, and it does
not have depth like the Critical Incident Method and the Essay Method.
5. Critical Incident Method
Here, the supervisor writes a brief report about any incident, which affects the
performance of the job. The incident may be positive or negative. For e.g. A salesman is very
patient with a difficult customer, and he succeeds in selling the goods to that customer. This is a
critical incident. The supervisor writes a brief report about this incident. This report is in favour
of the salesman. So the salesmen will get a high rating. This method has some disadvantages, as
some supervisors only record negative incidents. They do not record positive incidents. Some
supervisors are also biased while recording the incidents.
6. Narrative Essay
Narrative Essay is the simplest method of rating an employee. Here, the rater writes in
detail, the employee's strengths, weaknesses and potential. He also gives suggestions for
improvement. If the essays are written well then they can be used to improve the performance of
the employees. This method is better than other complex methods.
Six Parties in 360 Degree Appraisal:

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the six parties involved in 360 degree appraisal are:
1. Top Management
The top management normally evaluates the middle level managers. However, in a small
organization, they also evaluate the performance of the lower level managers and senior
employees.
2. Immediate Superior
The immediate superior is in a very good position to evaluate the performance of his
subordinates. This is because they have direct and accurate information about the work
performance of their subordinates.
3. Peers / Co-workers:
Peer or colleagues also evaluate each other's performance. They work continuously with
each other, and they know each other's performance. Peer evaluation is used mostly in cases
where team work is important.
4. Subordinates
The Subordinates can also evaluate the performance of his superior. Now-a-days students
are asked to evaluate the performance of their teachers.
5. Self-Appraisal
In the self-appraisal, a person evaluates his own performance. He should be honest while
evaluating himself. This results in self-development.
6. Customers
Customers can also evaluate the performance of the employees who interacts with them.
This evaluation is best because it is objective. It is also given a lot of importance because the

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customer is the most important person for the business. Organizations’ use customer appraisals
to improve the strengths and remove the weaknesses of their employees.
In addition to these six parties, appraisal can also be done by an Appraisal Panel. This
panel consists of 5 to 6 different types of members. Outside Consultants are also used for
conducting appraisals. In some cases, Personnel Department also conducts an appraisal of
employees and managers.
360 Degree Appraisal is becoming more popular because many parties are available for
evaluation. Therefore, there is no "bias" or "halo effect". Hence the evaluation will become more
realistic.
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
FEATURES TO LOOK FOR IN PERFORMANCE APPRAISAL TOOLS
Irrespective of an organization’s size, the right performance appraisal system can help businesses
streamline performance appraisals, make the process bias-free, arrive at data-driven decisions, and
ensure employee happiness. However, choosing the right performance appraisal system is
challenging.
What makes it hard is the fact that there are so many performance appraisal systems to choose from.
There are an array of factors from deployment options to scalability to consider and assess when

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choosing performance appraisal tools. Quite often, the selection process boils down to two key
points: getting familiar with the features offered by a performance appraisal system and knowing
what specific functionalities your organization needs.
Here are a list of non-negotiable functionalities that an ideal performance appraisal tool must have
1. FLEXIBLEPERFORMANCEREVIEW FORMS
Performance review forms need to be flexible enough to adapt to a simple review or a
comprehensive performance summary that effectively captures employee performance feedback.
A structured performance appraisal form will reduce any chance of ambiguity and bias in the
performance review process. Consistency in performance review forms will ensure better quality
reviews, improve user adoption, and increase completion rate.
WHY DO YOU NEED FLEXIBLE PERFORMANCE REVIEW FORMS?
Flexible performance review forms will help line managers arrive at objective, fact-based decisions
about an employee’s performance while adapting to unique business needs.
2.CONTINUOUSPERFORMANCEREVIEW PROCESS
A continuous performance appraisal process can help stakeholders have a more structured and
continuous conversation that aligns with overall business objectives. It can help managers track and
measure employee’s progress against predefined performance goals. This process will ensure that
employees are working to achieve what matters while enabling managers to offer actionable
feedback.
When a performance review process is continuous, it improves stakeholder engagement and enables
them to do their best work. However, a continuous performance review process can help managers
provide their employees with simple coaching while allowing employees to have meaningful
conversations with their managers.
3.GOALSETTING AND MANAGEMENT
Effective goal setting and management ensures that all employee activities are in line with the
strategic vision of the organization. By integrating a predefined performance scorecard, key

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performance indicators, or a management by objective goal list in their performance appraisal
process, businesses can align individual and team goals with their overall business strategy.
It will help businesses analyze the efforts an employee’s performance has on the organization’s
bottom line and arrive at data-driven decisions that not only identify top performers, but also ways
to optimize enterprise-wide processes for improved employee performance.
4.PERFORMANCEINSIGHTS
Performance insights offer employees the tools they need to grow in their careers and engage in
ongoing conversations that align with their career interests and competencies. This feature
empowers employees to proactively view their performance progress, spot performance and skill
gaps, and determine effective improvement opportunities.
On the other hand, managers have full visibility into the dynamics of their team and individual
employees. An ideal performance management tool will offer an accurate, real-time insight into the
performance, skills, and development needs of the workforce. It will help managers calibrate and
develop customized plans that benefit their teams.
5. 360-DEGREEFEEDBACK
360-degree feedback is the process of providing employees confidential, constructive feedback from
people who work with and around them. Participants involved in this process usually include
sources like the employee’s manager, peers, direct reportees, customers, and more.
During this process, stakeholders fill out an anonymous feedback form that covers a wide range of
performance competencies. It offers a comprehensive picture of an employee’s performance from
an array of perspectives. What’s more, a 360-degree performance feedback system empowers
employers to offer well-rounded coaching feedback from peers and managers.
6.REWARDSAND RECOGNITIONS
To keep employees motivated and engaged, organizations need to celebrate the accomplishments of
their employees regularly. A built-in rewards management system can help employers implement
innovative employee recognition initiatives like performance or competency-based pay, variable
employee compensation, and long-term incentive plans.

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Businesses can use the data retrieved from this rewards system to identify and track high-potential
employees and groom them for future leadership roles. They can also analyze and compare internal
and external compensation data to create a competitive compensation program that keeps their
employees motivated.
7.PERFORMANCEIMPROVEMENTPLANS
All teams need an intelligent performance management module that tracks employee performance
proactively and triggers a performance improvement plan when an employee’s performance slips
below a certain level.
Businesses need the option to trigger specific employee training programs to address and improve
the performance of underperforming employees. It is a formal document that highlights recurring
performance issues along with objectives that an employee needs to achieve.

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OBJECTIVES OF THE STUDY
The present study has been under taken with the following objectives.
To study the Employee performance appraisal systems in Adani Wilmar Limited.
 To evaluate the awareness of employee performance appraisal systems among the
employees.
 To evaluate the existing performance appraisal system of Adani Wilmar Limited.
 To offer suggestions for the improvement and modification of the appraisal system.
 To improve the knowledge and to review the performance appraisal.

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NEED FOR THE STUDY
Human resources are the most important resources in the organization. So it is important
to know the performance appraisal of the employees are satisfied then only the organization can
grow, performance appraisal is a pre-requisite to user in quality at the human social sub system
of an organization enabling better renewal processes and adoption of environmental changes.
Keeping in view the importance of performance appraisal, the researcher undertook a study to
determine the levels of performance appraisal of the managerial and subordinates cadre.

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SCOPE OF THE STUDY
Employee Performance appraisal Review and recognition is a clearly defined and ongoing
process that contributes to positive communication, mutual respect, improved employee
performance, individual growth, and career development. This ongoing performance appraisal
process involves communication about goals or duties.
Employee appraisals and also employee performance evaluations include feedback from peers,
and customers that are intended to help employees improve and develop their performance.

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LIMITATIONS OF THE STUDY
 The responses to the questions from the respondents often are incomplete.
 The employees were reluctant/unwilling to express their views frankly.
 The time period of the study is 45 Days of employees.
 Problem with the confidential information.
 In this pragmatic situation the employees cannot go to the organization they will not
Performing the organization.

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RESEARCH METHODOLOGY
Research Definition:
In the broadest sense of the word, the definition of research includes any gathering of
data, information and facts for the advancement of knowledge.
(OR)
Research is careful and organized study or gathering of information about a specific topic.
(OR)
Research is defined as to track down information or gain knowledge about a specific subject.
Research Design:
The researcher took the approach of the survey method. These surveys are conducted
through personal interviews and questionnaires for the respondents. The respondents go through
the questionnaires to give their responses and thus, the data was collected for primary data.
Type of Research:
The type of research is a Descriptive research. Therefore for the research approach,
survey method was used. The required data is gathered through personal interviews and
questionnaires from the respondents.
Data Collection:
The data collected are of two types, namely:
1. Primary Data:
Primary data is first-hand information, which the researcher gets from the bulk of sample. The
primary data source for my study is from an interview and well-guided questionnaire.
2. Secondary Data:
Secondary data was collected from the company record and research materials
previously published.

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Sample Method:
Simple random sampling techniques.
Sample Size:
Samples of 50employees were approached for collecting the data
Statistical Tool:
Percentage Analysis:
Percentage analysis is used to find the percentage value of the entire different question
used in finding comparison between two or more series of data.
Number of Respondents
Percentage Analysis = --------------------------------- ×100
Total No.of Respondents

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CHAPTER-3
INDUSTRY PROFILE & COMPANY PROFILE

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INDUSTRY PROFILE
The scenario of import and export of edible oils in India fluctuates, being subject to
variations in demand and supply, based on the quantum of indigenous production. There is
the policy of ‘ Seasonally variable import duty’to control oil prices during the lean period,
but this has affected the farmer and edible oil industry during the glut season (Hedge, 2002).
According to the Uruguay Round (UR) of the W TO Agreement, India has removed all
quantitative restrictions on imports of edible oils in the new EXIM policy of 2001. Under the
‘ bound tariffs’of UR, India can impose a maximum import tariff of 300 percent on palm oil,
100 per cent on other vegetable oils, but only 45 percent soya oil(Hedge,2004). In 1985, the basic
tariff on soya oil was 200 percent, but for the most favored nations (MFN) it was 190 percent.
In 1995 the rates were 35 per cent basic and 25 percent for MFN, in 2000 and 2001, 45 per cent
basic and 25 percent for MFN. The basic tariff on palm oil was 200 percent and for MFN it
was 190 percent in 1985. In 1995, the rates were 50 percent basicand 40 percent for MFN and in
2000 and 2001, basic 100 percent and 25 per cent for MFN.1995 but raised in 2000. Though the
UR bound tariffs were not required to be reduced till 2004, by the year 2001 the import tariffs
on soyaoil and palm oil were far below boundaries.
In India the consumer doesn’ t take any marketed edible oil, as edible oil preferences vary from
household to household. Mustard oil is used in the north Indian States. In South India ground
nut oil, sunflower oil is preferred, while those who can afford it use the expensive sesame oil.
Both palm oil & soya oil are alien to the Indian psyche, more so the soya oil and it is difficult to
make people to consume these oils as easily as other oils. The marketing strategy on soya oil &
palm oil was not effective in enhancing household usage.
The palm oil is put on the Public Distribution System (PDS), the means of providing
subsidized commodities to people who cannot afford the open market prices. If it were not the
cheapest edible oil, on account of being on the PDS, there would not be many takers for palm
oil in India. The undesirable side of putting anything on the PDSis that people, who are eligible
to buy commodities at PDSrates, sell them at a far higher price than the PDS rates.

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Importing 2.2 million tones’of soya oil from South America in 2005 is a little surprising,
given the poor preference statusof soya oil with the individual consumer. A mixture of vegetable
oils is used in the process of hydrogenation, which converts liquid oils into solid fats with
increased shelf life. Hydrogenated oils are used in commercial food processing but are not
preferred by the health conscious, as hydrogenated fats contain Trans fatty acids that enhance the
risk of heart disease and stroke industry often delays extraction of oil from seeds for the fear of
oil becoming rancid if not lifted in time.Fall local prices in the post-harvest glut, which would
push up import tariffs. The crushers seem to phase their operation depending upon the ground
realities.
What Malaysia should seek is a MFN status, to place Malaysian palm oil on par with the
South American soya oil. Actually there was a charge that many times import duties are slashed
to get a favour in another sector, such as railway contracts from Malaysia (Hedge, 2002). Since
the Indian production of soya oil and palm oil is not substantial, the quantum of
imports is not affected greatly, barring policy decisions based on other considerations.
Adani Group is an Indian multinational conglomerate company headquartered in
Ahmedabad, Gujarat, India. Its diversified businesses resources, logistics, agribusiness and energy
sectors. The Group is the largest port developer and operator in India with Mundra Port being a
commercial port. It owns Fortune, India’ s largest edible oil brand through a joint venture with
International in Singapore. The Flagship Company of the Adani group is Adani EnterprisesLimited.
In April 2014, it added the 4th unit of 660 MW at its Tiroda Power plant, making Adani power
the largest private power producer of the country. In 2015, Adani wasranked India' smost trusted
infrastructure brand by The Brand Trust Report 2015.
The company was founded in 1988 as a commodity trading business. First generation
entrepreneur Gautam Adani is the founder and chairman of Adani Group.The Flagship
Company Of the adani group is Adani Enterprises. Gautam Shantilal Adani (born 24 June
1962) is an Indian billionaire industrialist who is the chairman and founder of the Adani Group

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COMPANYPROFILE
Fortune, they say, favours the brave. It was indeed a brave decision by Adani W ilmar Ltd
(AW L), the 50:50 joint venture between Adani Exports and W ilmar Trading,
Singapore, to take a plunge with itsFortune brand into the sunflower oil segment.
Hitherto considered the exclusive terrain of South- based companies, the sunflower oil
segment is poised to see much action from Fortune in 2005, a year it hopes to close as number
two, vaulting two positions over the next 10 months. Not a tall claim, say analysts who
have been tracking the edible oil segment.
Three yearswas all it took Fortune to scale the edible oil market and get entrenched asleader
by December 2003, with 17.25 per cent of the edible oil market (pushing Agro Tech Foods to
second position with 12.9 per cent), riding mainly on its strength in soyabean oil. Though
Fortune has held on to its position over the past one year, it has realised the need to get into
the largest- selling oil segment: sunflower. As of December 2004, it has 22 per cent of the
edible oil market, followed by Parakh Foods (Gemini) with 13 per cent, Kaleesuwari
Refineries(Gold Winner) with 11 per cent and Agro Tech with 10 per cent.
The Gujarat-based company needed to set up a manufacturing base somewhere close to
the sunflower- growing belts of Adoni, Kurnool and Raichur in Andhra Pradesh and
Karnataka. The company could not have hoped for more when ITC' s edible oil refinery
(with a capacity of 300 tonnes a day) in Mantralayam came up for sale in March 2004. The deal
was clinched at Rs. 26 crore, and AW L will fully own the plant when it pays the last
instalment by April 2005.
Fortune Refined Sunflower Oil has steadily hiked its market share from 4 per cent in April
2004 to 9 per cent in December. In other words, it accounted for 1,357 tonnes out of the total
14,722 tonnes of sunflower oil sold. Considering that sunflower oil per se accounted for 42

32
per cent of the 35,044- tonne branded edible oil market in the country in that month, the
conviction behind AW L plunging into sunflower oil brooks no argument. Incidentally,
soyabean oil accountsfor 35 per cent of the edible oil market.
Says Rajesh Adani, Managing Director, AW L, " W e are one of the very
few national players in the edible oil category who are very brand- focused. Our main thrust
would be to increase our market share in the South, especially in the sunflower oil
category, through continuous brand- building." Product availability is said to be the lifeline of
this sector and AWL already has 13 stock points in the South four each in Andhra Pradesh and
Tamil Nadu, three in Karnataka and one each in Kerala and Pondicherry. Between these
stockists, AW L services some 800 distributors who in turn cater to over a lakh retailers
selling its sunflower oil. Incidentally, Fortune claims to have the largest retail chain selling its
products a whopping 4.25 lakh outlets. At another level, AW L has tied up with a clutch of
hypermarkets including FoodW orld, Spencer' s, Big Bazaar, Subhiksha and Green. It has also
tied up with some others with national reach such as the Taj Group of Hotels and the
Ministry of Defence canteens, to name a couple.
" As South is the main market for sunflower oil and Andhra Pradesh is the heart of the
sunflower- growing belt, we acquired the integrated crushing complex at Mantralayam. This
would enable us to get a holistic view of the market right from seed origination to retail
penetration," saysPranav Adani, Executive Director, AWL.
Currently, AWL is selling 3,600 tonnes of Fortune sunflower oil a month in one-, two- and
five-litre packs. This is scheduled to touch 6,000 tonnes in a month' s time, which will cap the
capacity of one plant at the Mantralayam refinery. The plan is to start the second plant, with
a 3,000 tone a month capacity, by April. That means the next two months will see another
landmark asFortune sunflower will pull alongside with Gemini, which now accounts for 14
per cent of the sunflower oil pool. Thereafter, it will consolidate its position over the next
couple of months, before tapping the capacity of its second plant.

33
The strategy for Fortune is to overtake Sundrop by December 2005. The belief at AWL is that
it will take 6- 8 months to pull it off. Fortune hopes to become the second best selling
sunflower oil brand in the country, behind only Gold W inner, by the end of this year. W
iththis goal in mind, the company is holding a price- line that is on par, or lower than its
competition by Rs. 1-1.5 a litre, the segment that accounts for almost 90 per cent of the sales.
" As South India and Maharashtra account for almost 80 per cent of the sunflower oil
category, our main thrust would be to strengthen our distribution network in all the
Southern States. We hope to cover at least 50 per cent of the retail universe by the end of this
year in the edible oil category," saysAngshu Mallick, General Manager (Sales and Marketing) of
AWL.
In value terms, the monthly sale that is now at Rs. 25 crore is expected to near Rs. 40 crore.
Saysa Chennai retailer, " The Fortune brand has gained share. It competes asa low-priced oil, not
as a premium brand like Sundrop or Saffola. Goldwinner was a price warrior five years ago,
now it' s not so well priced. Fortune undercuts it by 7 per cent, which is large for oils. The
company isa good ad spender and retail support is good."
A spokesperson from Agro Tech Foods says, " Nearly 60 per cent of its volume comes from
the South. It has not been able to make significant inroads in the other parts like it did in the
soya oil segment." He says Fortune was able to make rapid gains riding on cheap soyabean oil
prices and lack of competition. " Making similar gains in the sunflower oil segment is
going to be tough as there are strong players in this segment - GoldWinner, Gemini, Gold Drop
and Crystal in the lower end of the market and Sundrop in the premium segment, covering all
price and need areas."
Sundrop and Fortune compete in two different segments of the market, offering
distinct value propositions. As for the Vitamin-Efortification, it would be interesting to seeif
it appealsto consumers," he said.

34
Meanwhile, AW L inaugurated the country' s largest edible oil refinery complex at
Mundra in Gujarat last month. The plant, with a 2,200 tpd refining capacity, will see the
company pull further away from the rest of the soyabean oil pack. With its market share already
at a more than healthy 47 per cent of the 12,250 tonne a month pie, the new plant is more
likely to cater to exports, point out analysts.
Also, the Gujarat plant is looking to put on offer the country' s largest integrated
packing lines with ability to manufacture PET, hDPE and tin containers as also an
automatic corrugated box- making facility for other edible oil players. Being a port- based
refinery, the Mundra refinery is looking to become a hub for edible oils and the fact is that
Mantralayam too hasport accessat Karwar.
Clearly, sunflower oil will not be the last word from the Fortune brand as it keeps
looking for newer avenues to reach Indian kitchens. AW L is heard to have taken on lease a
coconut crushing plant in Kerala. Sure, the ground between sunflower oil and coconut oil can be
slippery but then so wasthat between soyabean oil and sunflower oil.
Leveragingthe Vitamin-Efactor
FORTUNE Refined Sunflower Oil would soon come fortified with Vitamin-Eand that too
at a price that often rules at a discount vis-à-vis other sunflower oil brands. The Vitamin-E
edge has not come easy as AW L had to tie up with Archier Daniel Midlands, the world' s
largest Vitamin-E producer, to import it. " We are changing our packing to accommodate the
Vitamin- E fortification. The new avatar will be labelled ` Vitamin- E Power.' In fact, we
have already launched it in UAE as ` Vitamin- E ++' and have sent 150 tonnes of Fortune
sunflower oil in packsof 1, 2 and 5 litres," Mallick says.
The Fortune brand is looking to leverage its W est Asian presence by participating in the
Gulf Food Exhibition in Dubai this month. Next stop: the Private Label Manufacturers
Association expo at Amsterdam in May.Closer home, Fortune has kicked off a Rs. 6-crore ad

35
blitz with South Indian actress Bhanupriya endorsing Fortune sunflower oil that allows one
to " take home something extra."
Mantralayam plant changesbrands
IT wasa bizarre end to a model refinery set up in 1996 by ITC, which later decided to sell its
edible oil business to ConAgra' s subsidiary Agro Tech Foods. Only the Sundrop brand and
distribution division was sold while the Mantralayam plant of ITC was to be operated on lease
by Agro Tech for a five-year period at around Rs. 1 crore a month. The arrangement also allowed
Agro Tech to co-brand Sundrop asan ITC-Agro Tech product.
It is now history that the arrangement regarding running the Mantralayam plant
collapsed, forcing ITC to go in for arbitration against ConAgra in London. The latter lost the
case and was asked to pay ITC Rs.45 crore. Subsequently, the 100-acre land with two refineries of
180 tpd and 100 tpd capacities each that was the base for the Sundrop brand came up for
sale. Adani Wilmar, on the look-out for a base in South India aspart of its sunflower oil foray,
got in touch sometime in December 2003 and had the deal all sewn up by mid- January 2004.
As per the deal, it was to pay ITC Rs. 26 crore in four instalments, the last of which is
scheduled to be paid on March 31, 2005. So, on April 1, 2005, the Mantralayam plant will be a
totally-owned property of AWL.
Consumer Essentials:
Pursuant to the provisions of Sections 21 7 (2AA) of the Companies Act, 1 956, the
Directorsconfirm that, to the best of their knowledge and belief,
1. In the preparation of the Annual Accounts the applicable Accounting Standards have been
followed and that no material departureshave been made for the same.
2. Appropriate accounting policies have been selected and applied consistently, and such
judgments and estimates have been made that are reasonable and prudent so as to give true and

36
fair view of the state of affairs of the Company as at 31st March 2005 and of the profit of the
Company fortheyearended 31 st March 2005.
3. Proper and sufficient care has been taken for the maintenance of adequate accounting records
in accordance with the provisions of the Companies Act, 1956 for safeguarding the assets of
the Company and for preventing and detecting fraud and other irregularities.
4. The Annual Accountshave been prepared on a going concern basis.
And is now exporting its products to more than 19 countries Adani W ilmar Limited, a Rs.
14,000 corer company; isa joint venture between two global corporations.
The Adani Group of India - the leadersin international trading & private infrastructure, & The
Wilmar International Ltd of Singapore - agri-businessgroup& leading merchandise& processor
of edible oil.Together, the Adani Group & Wilmar Group has set up India' s first port based
refinery at Mundra, Gujarat. Today the Mundra refinery is one of India' s largest & most
sophisticated oil refineries. AW L is the proud owner of brands Fortune, King’ s, LRaagBulle
Fryola Jubilee Alpha life.
AadhaarAlso it is involved in the manufacture & sale of Specialty Fats like Bakery Shortening &
Lauric Fat.The company has production infrastructure across the country with a crushing
capacity of over 6200 TPD (Tones per Day), Packing Capacity of 6200 TPD and Refining
capacity of over 9100 TPD. AWL is one of the very few national players in the Industry to have
this massive production infrastructure, with all its plants so strategically located to take
advantage of the Import Parity and Domestic crop season. The company also has packing
operations at Delhi, Rajkot, Amravati, Chatral, Jagraon, Burdhwan, Gummidipoondi,
Allahabad, Gwalior with 92 Stock points, 5000 distributors, AW L' s products reach to 20
million households across India.

37
Since its launch in 2000, Fortune took just 20 monthsto become India' sNo.1 edible oil brands*
, and is still at the top of the charts.Following the successin India, AWL introduced branded
Edibleoil to Middle-East in the Middle-East, South East Asia & East Africa.
Companyhistory:
A decade ago, a partnership between the Adani Group and the Wilmar Corporation was born –
and it was one that was soon to change the face of the edible oil businessin the country.
Competing with established home-grown players and aggressive Multinationl
Corporations, Adani Wilmar Limited had a mammoth task ahead of it. Trying to stake a claim
in one of the largest oil markets in the world would prove to be a difficult feat for
any new entrant, but, right off the bat, AWL rose to the challenge. The brand “ Fortune”came
into being in the year 2000, thus marking AW L’ s foray into the branded packaged edible oil
business. And, within merely 20 months of its launch, Fortune rose to become India’ s largest
selling edible oil brand, bearing that torch right up to this day. W ith the rapidly changing
market scenario and economy, AWL continues to grow and transform into a significant player
in the industry, evolving with the times. It is now one of India’ s leading edible oil
companies, and the future for all of its brands looks very bright indepencince its inception
in 1999.
Adani W ilmar Limited (AW L) has undertaken path breaking changes in the unorganized
food products and agri sectors in India. Adani group has been a pioneer and leader in all
its area of operations and AW L has maintained the trend. It has consistently strove for
excellence, with the flagship brand Fortune cooking oils becoming the number one edible oil
brand in India within twenty monthsof launch, a position it hasretained ever since.

38
Today as India sprints ahead, there is growth in multiple sectors each requiring
infrastructure development to sustain the growth. This holds true for the agriculture sector
as well. With over a billion lives to sustain, food security is of paramount importance
to the nation. We at Adani Wilmar are committed to playing a significant role in this regard.
The company has developed integrated processing infrastructure at several strategic locations
across the country both at ports & seed producing hinterland and combined with a seamless
supply chain management, it is able to pass on the cost advantage of most optimally produced
offeringsto its invaluable consumers.
India aia as a nation has a large number of young people, nurturing a huge workforce.
Traditionally we have been an agrarian society and there is immense potential for us to
modernize the agriculture sector and be counted among the leading agrarian economies of the
world. At Adani Wilmar we remain committed to make thisa reality.
Adani W ilmar is leading the way with quality agri products which are trendsetters and
lifestyle definers in the ever changing socio- economic scenario. W e have carved a niche for
ourselvesin the Indian society as manufacturers of world classhealthy food products. Encouraged
by the warmth and loyalty of our patrons, we would be expanding our portfolio in the
near future, bringing varied food products into our fold. We look forward to touching
the life of every Indian and enabling everyone to live life fully,thereby making India
stronger, healthier and more productive
Vision
To be globally admired leader in Integrated agri business with a deep commitment to
nation building
W e shall be known for our scale of ambition, speed of execution and quality of operation.
Values
1. Courage: Weshall embrace new ideasand businesses.
2. Trust:Weshall believe in our employeesand other stakeholders.

39
3 .Commitment:We shall stand by our promises and adhere to high standard of busine
Our Culture (PRIDE)
 Passion:Performing with enthusiasm and energy.
 Results: Consistently achieving goals.
 Integration: Working acrossfunctionsand businessesto create synergies.
 Dedication: Working with commitment in the pursuit of our aims.
 Entrepreneurship: Seizing new opportunitieswith Initiative and Ownership.
AWL iswell known for quality assured product in view of the consumers.
Adani Wilmar has a number of products for the consumer segment. These can be
categorized in to edible oils, Rice, Besan & Pulses. Fortune has been voted as " India' s No. 1
Edibleoil brand" asper Nielsen Retail Index Report.
Edible oils:
 Fortune
 Fortune Plus
 King' s
 Bullet
 Raag
 Avsar
 Fryola
 Aadhaar
 Alpha
 AlifaRice
 Pilaf
 Besan & Pulses
 Fortune
 Fortune Pulses
Adani wilmar limited is a part of Adani group of companies. The Adani group has
founded in the year 1988 the Adani enterprise limited formerly known as Adani exports
limited, the flag ship company was started by Shrigautams. Adani is rapidly growing
group audit diversified and established itsbusiness.

40
Adani wilmar limited is a joint venture incorporated in 1999 between two global
companies adani enterprise (India + wilmar holdings pvt ltd) Singapore. AW L is having
refinery units all over India to cater the needs of people of different parts of country. The
revenues of AW L are about rupees 6000 crore. The awl is a leading player in edible oil
sector in India.
The AW L Mantralayam unit has been taken over from ITC, in the year 2003 and AW L has
started its operations in the year 2004, at Tungabhadra sunflower crushing & refinery
complex. This induction training manual will help you to understand about Adani group,
Adani Wilmar limited and AWL Mantralayam unit. In this manual we tried to provide
general information and policies & producers pertain to Adani W ilmar limited so that
you may acquaint your selves with the company and adopt the Adani family culture
effortlessly and effectively.
HISTORY
The Adani Group commenced as a commodity trading firm in 1988, grew quickly and
diversified into the import and export of multi- basket commodities. In the 1990s, it
developed its own port in Mundra to provide a base for its trading operations. In 1995,
Adani started construction at Mundra. In 1998, it became the top net foreign exchange
earner for India. Soon in 1999, the company commenced coal trading, followed by a
joint venture in edible oil refining in 2000 by forming Adani Willmar.
The group’ s second phase started with the creation of large infrastructure assets. The
company established a portfolio of ports, power plants, mines, ships and railway lines
within and outside India. In 2002, Adani handled 4 million MT of cargo at Mundra,
becoming the largest private port in India. Later in 2006, the company became the
largest coal importer in India with 11 million MT of coal handling.

41
CHAPTER-4
DATA ANALYSIS AND INTERPRETATIONS

42
1. ANALYSIS AND INTERPRETATION OF DATA
FORMAL OF PERFORMANCE APPRAISAL SYSTEM
TABLE:1
Sl.No Scales No. of Respondents Percentage
1 Yes 51 80
2 No 13 20
Total 64 100
Graph: 1.
INTREPRETATION
From The above table shows that 80 percent of the respondents have agreed to formal
performance appraisal system and other 20 percent shows informal performance appraisal
system
80
20
Yes
No

43
2. ASSESMENT OF PERFORMANCE APPRAISAL
TABLE: 2
Sl.No SCALES NO OF RESPONDENS PERCENTAGE
1 For 3 Months 9 15
2 For 6 Months 35 55
3 Once in aYear 11 17
4 Any Other 9 13
Total 64 100
INTREPRETATION
From The above shows that nearly 55 percent of respondents give their answer as 6
months, 17 percent for 6 months, 14 percent for 3 months and 14 percent of respondents any
other.
15%
55%
17%
13%
A
B
C
D

44
3. OBJECTIVES OF APPRAISAL SYSTEM
TABLE: 3
Sl. No: SCALES NO OF RESPONDENTS PERCENTAGE
1
Assessing training
needs
8 13
2 Effective Promotion 11 17
3 Effective Payrise 7 10
4 Identifying
Employee Potentials
38 60
TOTAL 64 100
INTERPRETATION
The above shows that 60 percent the respondents feel that the main objective of the
performance appraisal is identifying employee portentous, it percent of respondents feel to be
effective promotion, 13 percent of respondents feel to be a training need and 17 percent of
respondents training need and 10 percent of respondents feel to be an effective pay rise.
9
11
7
38
13
17
10
60
0
10
20
30
40
50
60
70
Assesssing
training needs
Effective
Promotion
Effective
Payrise
Identifying
Employee
potentials
no of respondents
percentage
Linear (no of respondents)

45
4. TECHNIQUES OF PERFORMANCE APPRAISAL
TABLE: 4
Sl. No SCALES NO OF RESPONDENTS PERCENTAGE
1 GRADING 6 10
2 RANKING 14 21
3 COMBINATION OF
VARIOUS METHODS
32 49
4 NO IDEA 13 20
TOTAL 64 100
Graph 4
INTERPRETATION
The above shows that in ADANI WILMAR LTD 49 percent of the respondents are having
the opinion of combination of various performance appraisal system, 21 percent having the
opinion of ranking system, 20 percent having the opinion of no idea, 10 percent having the
grading system.
7
14
32
13
10
21
49
20
0
10
20
30
40
50
60
Grading Ranking Combinations of
various methods
No idea
no of respondents
percentage

46
5. PERFORMANCE IS AN OPEN SYSTEM
TABLE: 5
SL.NO SCALES NO OF RESPONDS PERCENTAGE
1 MOSTLY 26 40
2 MORE 6 10
3 NEUTRAL 0 0
4 SOME TIMES 26 40
5 CAN’T SAY 6 10
TOTAL 64 100
INTERPRETATION
The above shows that in ADANI WILMAR LTD 40 percent of the respondents
mostly, 40 percent of the respondents sometimes, 10 percent of the respondents more & 10
percent of the respondents can’t say.
26
6
0
26
6
40
10
0
40
10
0
5
10
15
20
25
30
35
40
45
MOSTLY MORE NEUTRAL SOME
TIMES
CAN’T SAY
NO OF RESPONDS
PERCENTAGE

47
6. SATISFACTION LEVEL WITH THE APPRAISAL SYSTEM
TABLE: 6
SL.NO SCALES NO OF RESPONDENTS PERCENTAGE
1 Very high - -
2 High 13 20
3 Neutral 6 10
4 Medium 39 60
5 Low 6 10
TOTAL 64 100
GRAPH: 6
INTERPRETATION
The above shows that in ADANI WILMAR LTD 60 percent of the respondents gives
medium, 20 percent of the respondents give High, 10 percent of the respondents Neutral, 10
percent of the respondents gives low.
0
13
6
39
6
0
20
10
60
10
0
10
20
30
40
50
60
70
Very high High NEUTRAL Medium Low
NO OF RESPONDENTS
PERCENTAGE

48
7. PERFORMANCE APPRAISAL HELPS EMPLOYEES TO DO A BETTER JOB
TABLE: 7
1 Strongly Agree 10 15
2 Agree 20 55
3 Neutral 14 25
4 Disagree 16 25
5 Strongly Disagree 4 5
TOTAL 64 100
GRAPH: 7
INTERPRETATION
The above shows that 55 percent of respondents have agree, 25 percent of respondents
have disagree 15 percent of respondents have strongly agree 25 percent of the respondents is
neutral, 5 percent of respondents strongly disagree.
10
20
14
16
4
15
55
25 25
5
0
10
20
30
40
50
60
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
NO OF RESPONDENTS
PERCENTAGE

49
8. APPRAISERS COMPARES THE APPRAISEE WITH ANOTHER EMPLOYEE
OF THE SAME RANK WHILE RATING HIM/HER
TABLE: 8
1 Strongly Agree 16 25
2 Agree 10 15
3 Neutral 10 15
4 Disagree 28 45
5 Strongly Disagree - -
TOTAL 64 100
GRAPH: 8
INTREPRETATION
The above shows that 45 percentages of responds have disagreed, 15 percent of the
respondents is neutral, 15 percent responds are agree and 25 percent of responds are strongly
agree.
25
15 15
45
0
0
5
10
15
20
25
30
35
40
45
50
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
NO OF RESPONDENTS
PERCENTAGE

50
9. HOW MUCH TIME SPENT FOR APPRAISAL INTERVIEW ON EACH
EMPLOYEE
TABLE: 9
SL.NO SCALES NO OF
RESPONDENTS
PERCENTAGE
1 30 Min 0 0
2 1 hour 0 0
3 2-3 hours 12 20
4 No Specified Time 52 80
TOTAL 64 100
GRAPH:9
INTREPRETATION
The above shows that 80 percent of responds have give their answer as no specified
time for appraisal interview on each employee & 20 percent of responds feel 2-3 hours.
0
10
20
30
40
50
60
A B C D
NO OF RESPONDENTS
PERCENTAGE
Column1

51
10. PERFORMANCE APPRAISAL USED FOR YOUR TRAINING PROGRAM
TABLE: 10
GR
INTREPRETATION
The above shows that 70 percent of responds say yes and 30 percent of responds no.
0
10
20
30
40
50
60
70
80
A B
PERCENTAGE
Column1
SL.NO SCALES NO OF
RESPONDENTS
PERCENTAGE
1 Yes 45 70
2 No 19 30
TOTAL 64 100

52
11. BENEFIT OBTAINED AFTER THE PERFORMANCE
TABLE: 11
SL.NO SCALES NO OF
RESPONDENTS
PERCENTAGE
1 Job design errors 6 10
2 Training and
development
programs
13 20
3 Promotion 13 20
4 Financial Benefits 32 50
TOTAL 64 100
GRAPH: 11
INTREPRETATION
The above shows that 50 percent of respondents have give their answers as financial
benefits, 20 percent of respondents for promotion, 20 percent of respondents for training and
development programs and 10 percent of respondents for job design errors.
0
10
20
30
40
50
60
A B C D
PERCENTAGE
Column1

53
12. BY WHOM THE APPRAISLA SYSTEM WILL BE CONDUCTED IN THE
ORGANE
TABLE: 12
SL.NO SCALES NO OF
RESPONDENTS
PERCENTAGE
1 Superiors 32 50
2 Peers - -
3 Sub-Ordinates 19 30
4 360 13 20
TOTAL 64 100
GRAPH : 12
INTREPRETATION
The above shows that 50 percent of respondent’s sys superiors, 30 percent of
respondent’s sub-ordinates, 20 percent of respondent’s 3600
appraisal.
0
10
20
30
40
50
60
Superiors Peers Sub - Ordinates 360
Respondents
Percentage

54
CHAPTER-5
FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
ANNEXURE

55
FINDINGS
 Employees feel that the performance appraisal benefited for the financial benefits, and
also for promotion and Training and development etc.
 Mostly performance Appraisal is an open system in ADANI WILMAR LTD. The
performance appraisal system is very good.
 There is no specified time spent for appraisal interview on each employee.
 Some employees does not knows correct information about the techniques of
performance appraisal
 Majority of the respondent feel that a performance management system must help
identify an employee’s long-term development plan.
 The appraisal system will be conducted mostly by the superiors, and sometimes sub-
ordinates and also 3600
 The satisfaction level with the appraisal system in the organization is medium.
 Most of the employees feel that performance appraisal reports are based on objective
assessment & adequate information & not on favoritism.

56
SUGGESTIONS
1) Design training and development programs based on identified skills on knowledge
needs.
2) The management should create an atmosphere of confidence and trust so that both
superiors and employees may discuss matters openly.
3) The supervisor should try to analyze the strengths and weaknesses of an employee
and advice accordingly.
4) The results of the appraisal should be communicated to the employees as early as
possible.
5) Provide employees with specific, timely understandable, balanced and constructively
developed feedback on performance.

57
CONCLUSION
Hence the present study is done on performance appraisal of employees adopted in ADANI
WILMAR LIMITED. The findings stated that the prevailing performance appraisal system is
effective and satisfactory. Additionally to give proper rating system, immediate feedback and
motivation given to the employees will improve their performance levels.
Since, the appraisal system is effective minor revisions and review of its policies will
enhance the organization to prosper and helps effectively to achieve its goals.

58
BIBLIOGRAPHY
Titles Name of the Author
1. Research Methodology C.R.Kothari
2. Human Resource Development P.C. Thripathi
3. Personal Human Resource Management SubbaRao
Web Sites:-
1. www.adaniwilmar.com
2. www.google.com
3. www.wikipedia.org

59
QUESTIONNAIRE
Employee Name :
Sex :
Age :
Designation :
Department :
Experience :
1) Do you have a formal appraisal system [ ]
a) Yes b) No
2) If yes, how often performance assessed in your firm? [ ]
a) For 3 months b)for 6 months c) Once in a year d) any other
3) What are the objectives of appraisal [ ]
a) Assessing training needs b) Effective promotion
c) Effective pay rise d) Identifying employee potentials
4) Which techniques of performance appraisal system is following [ ]
a) Grading b) Ranking method c) Combination of various methods d) No idea
5) Is prevailing system of performance appraisal in your organization is open system?
[ ]
a) Mostly b) More c) Sometimes d) can’t say
6) What is the satisfaction level with the appraisal system in the organization? [ ]
a) Very high b) High c) Medium d) Low
7) Is performance appraisal helps employees to do a better job [ ]
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
8) Appraisers compares the appraise with another employee of the same rank while rating
him/her [ ]
a) Strongly agree b) Agree c) Disagree d) Strongly disagree

60
9) How much time spent for appraisal interview on each employee in the organization
[ ]
a) 30 min b) 1 hour c) 2-3 hours d) No specified time
10) Is performance appraisal used for your training program? [ ]
a) Yes b) No
11) Mention the benefit obtained after the performance appraisal? [ ]
a) Job design errors b) Training & development programs
c) Promotion d) financial benefits
12) By whom the appraisal system will be conducted in the organization [ ]
a) Superiors b) Peers c) Sub-ordinates d) 3600

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