Dainik Jagran

Organisational Structure and Performance

Appraisal
On The Job Training
Somi Bhagat

19
 A

Project Report

On

“Organisational Structure and Performance Appraisal methods/

techniques in Dainik Jagran”

To be submitted for the partial fulfilment of the

Requirement for the degree of

Bachelor of Business Administration,

Aryabhatta Knowledge University, Patna

Under the guidance of

Vijay Kumar Singh, Assistant Professor

Vivek Rai, Assistant Professor

1
 On THE JOB TRAINING

Vidya Vihar Institute of Technology, Purnia

August-September 2019

2
 PREFACE

A project report is very important part of any management programme. It is a

Launch Pad for introducing students to a real-life scenario, which cannot be
simulated in the classroom. It not only enables the student to apply the
theoretical knowledge in a practical scenario but also enables them to learn
things beyond books. This is a period where the students add value to them self
and learn management skills as well as the corporate culture.

A project report provides an opportunity for students, to satisfy their

inquisitiveness to know more details, exposes them to technical skills, and helps
them to acquire social skills by drawing them into communication with outside
professionals for continuous interaction.

3
 ACKNOWLEDGEMENTS

It is essential to acknowledge the help received from the people of various

quarters. I find myself at a loss as to how to thank them. These words are not a
formality but a sincere voice of my heart & I owe gratitude to all of them.

At the onset I would like to thank to Mr. Rajan Mishra (Unit Manager) for
providing me a wonderful opportunity to work on this project. Their valuable
time and guidance went a long way in helping to make a quality work out of
this project. I also owe my regards to my Faculty Members, who has helped me
in every possible way to make this project a success.

Last but not the least, I would like thank all the Faculty members and Staff
members who all helped me in completing my Project successfully.

B.B.A

4
 INDEX

Page
S.No. Contents Sub Topic
Nos.

Introduction
1 INTRODUCTION 6-11
Introduction to Print Media

2 Organisational Structure 12-15

Objective
Process
3 Performance Appraisal 16-18
Challenges
Purpose
Introduction
Definition of Scores
Performance Appraisal & Development Self Evalution Form
4 19-23
Plan Target Worksheet
Performance Appraisal Ratings and
Redesignation Chart

5 Training Need Identification Introduction 24-27

6 Employee Development Guidelines 28

7 Questionnaire 29-32

8 Analysis of Questionnaire Classification of Respondent 33-47

9 SWOT Analysis 48

10 Work In Dainik Jagran 49

11 Observation & Suggestions 50-51

5
 CHAPTER -1
Introduction

Dainik Jagran (Daily Awakening) is an Indian Hindi language daily newspaper. As of 2017 it
was the largest newspaper in India by circulation. As of 2010 it was the 17th most read in
the world.

The newspaper was launched in 1942 by Puran Chandra Gupta and later Edited by
Narendra Mohan. It is owned by Jagran Prakashan Limited a publishing house listed on the
Bombay Stock Exchange and the National Stock Exchange of India. Jagran Prakashan Limited
also acquired Mid Day in 2010 [5] and Naiduniya in 2012.

Dainik Jagran Unit established in Purnea at 14th of May, 2018.

Jagran Prakashan Limited (JPL), incorporated in 1975, has business interests in area of
newspapers, outdoor, internet, magazines, below the line marketing solutions, and mobile
value added services. The company publishes Dainik Jagran a Hindi daily newspaper. Dainik
Jagran launched its first edition in 1942 in Jhansi and is brainchild of late Puran Chand
Gupta.

the first edition of Dainik Jagran was launched from Jhansi.

6
 the 2nd edition was launched from Kanpur

Rewa & Bhopal Editions followed in 1953 and 1956 respectively.

And thereafter began a trail of expansion :

Gorakhpur

Varanasi, Allahabad, & Lucknow

Meerut

Agra

Bareilly

Delhi

Dehradun

Jalandhar

Hissar & Patna

Moradabad

Aligarh

Ranchi, Jamshedpur, Dhanbad, Bhagalpur,

Panipat

7
 Haldwani, Ludhiana

Muzaffarpur, Jammu, Dharamshala

Indore, Siliguri, Amritsar

Patiala

Bhatinda, Mathura, Haridwar, Rae Bareilly,

Faizabad

The newspaper was launched in order to reflect the free voice of the people. Later in the year
1947, the second edition was launched in Kanpur. In 1953–56 it established its third and
fourth edition in Rewa and Bhopal. In coming years the company expanded its edition
network. Today, company operates through 37 editions from Agra, Aligarh, Bareilly,
Moradabad, Dehradun, Haldwani, Dharamshala, Bhopal, Gorakhpur, Hisar, Jammu, Jhansi,
Kanpur, Lucknow, New Delhi, Panipat, Allahabad, Varanasi, Bhagalpur, Muzaffarpur, Patnar,
Siliguri, Dhanbad, Jamshedpur, Ranchi and Meerut. It has presence in 11 states namely Uttar
Pradesh, Uttarakhand, Punjab, Haryana, Bihar, Jharkhand, Himachal Pradesh, Madhya
Pradesh, Delhi, West Bengal and Jammu & Kashmir.

Business Area:- Its publication covers wide range of subjects such as economics, sports,
spirituality, health, literature, kids and supplements, which cover film, travel, entertainment,
education and career. The company prints Sakhi, targeted at women readers; Jagran
Varshiki, an annual general knowledge digest; Junior Jagran is an example of such a product
created by children.

In 2008 JPL formed 50:50 joint venture with Television Eighteen India to form Jagran 18
Publications. This JV will launch newspapers in Indian languages oriented towards financial
and economic news. In 2010 JagranPrakashan Limited announced the merger of newspaper
business of Mid–Day Multimedia Limited WITH ITSELF.

Dainik Jagran was voted as the most credible source of news within the print media by a
BBC–Reuters study in May 2006.

DainikJagran has been the largest read daily of India for the last consecutive 11 rounds as
per the Indian Readership Survey.

8
INTRODUCTION TO PRINT MEDIA

Print Media, as anyone can understand is one of the most important factors coming through
in the way a nation functions. Newspaper, magazines, books etc. are read by a lot of people
and are certainly one of the most trusted media of National and International News.

India has a very wide array of Print Media with thousands of Magazines and Newspapers in
circulation. Top notch journalism, great reporting, press unity and a very strong network is
what makes Print Media so much of a success even today in the age of Television and
Internet. It is also said that Print Media also helped literacy and undoubtedly the General
Knowledge of the average person in India.

The good thing about Indian Print Media is that any bias of any sort quickly subsides;
therefore, impartial reporting is a major feature of the Indian Print Media.

India has a lot of regional newspapers and magazines as well in many languages. Therefore,
there is something out there for everyone to read and read.

9
List of players in the print media industry

The Times of India

Dainik Jagran

Malayala Manorama

The Hindu

Deccan Chronicle

Ananda Bazar Patrika

Amar Ujala

Dainik Bhaskar

Hindustan Times

Hindustan

Eenadu

The Economic times

The New India Express

The Telegraph

Deccan Herald

10
Key Persons Of Dainik Jagran
Founded By- Puran Chandra Gupta

Owner(s)- Jagran Prakashan Limited

Editor- Prashant Mishra(Bihar, Bangal)

Local Editor- Manoj Kumar Jha (Patna Branch)

Chief Editor- Sanjay Gupta

Editorial Director- Mahendra Mohan Gupta

Board of Directors---
Audit Committee

Mr. Vijay Tandon , Chairman

Mr. Bharatji Agrawal, Member

Mr. R.K. Jhunjhunwala, Member

Mr. Amit Dixit, Member

Stakeholders Relationship
Committee

Mr. Bharatji Agrawal , Chairman

Mr. R.K. Jhunjhunwala, Member

Mr. Sanjay Gupta, Member

Mr. Sunil Gupta, Member

Nomination & Remuneration

Committee
Mr. Vijay Tandon, Member

Mr. Ravi Sardana, Member

Mr. Shailendra Mohan Gupta,

Member

11
 CHAPTER-2
Organisational Structure

• Editorial
1

• Production
2

• Production Sales And Marketing

3

• Advertising Marketing
4

• Human Resource
5

• Finance & Account

6

• Brand
7

• Administration
8

12
1.Editorial Department
Editor

Executive Editor

News Editor

Deputy News Editor

Chief Sub Editor

Senior Sub Editor

Sub Editor

Trainee

Super Stringer

Stringer

Liner

Editorial has 2 Phases i.e;

Input Team
Output Team

Input Team
Input team are present at block level l ,they collect news from overall area and then they
pass it to district office. At district office, news is filtered and sends to unit office.
Output Team
Output team recheck news and if required ask for more data so that perfect news can be
ready or in other way it complete the news by editing it , adding more data , removing
unnecessary data or complete the missing inputs .
For an example input team send a murdered news but they forget to mentioned the place
where murdered was happened .Now output team ask them to find out place so that
complete news can be published.
Input team collect news on the basis of data i.e.;
When, where, why, how, whom, what’s the truth and what’s the result.
PTS department help editorial team. Complete news is send to PTS department by output
unit. PTS department design the page. They decide where the certain news will adjusted on

13
the page, the best headings for every news, adjust the shape and quality of a picture. Overall
they arrange each and every news on page and a soft copy of newspaper is ready.

2.PRODUCTION DEPARTMENT

This soft copy sends to CTP (Computer To Plate) .The soft copy of each page of newspaper is
printed on a plate through CTP machine. This plate is also called CTP plate or printing plate
.This plate is brought from Mumbai and of two type’s i.e; Small plate (which cost is Rs. 100)
and Big plate (which cost is Rs. 300). Each plate contains two side of page like first and last
page are always set together.
Generally 24 pages of Dainik Jagran newspaper is printed so 12 plates are used daily which is
of one use. After one use these plates are worthless.
In a machine there are 6 towers. Each tower print 4 page .Plates is set in these towers. These
towers combine these pages and bundles of newspaper are printed.
Two departments also help in production process i.e;
Maintenance department
Electrical department
Maintenance Department
Maintenance department repair the machine. It works on hardware part of machine. They
manage the machine from morning to evening.
Electrical Department
Electrical department manage the software of system.

3. PRODUCTION, SALES & MARKETING

Dispatch
Recovery
Sales
Dispatch Department
Dispatch department make bundle of newspaper, label it. These newspapers are loaded in
Dainik Jagran vehicles and send to their selected areas. These newspaper are received by
agencies appointed by Dainik Jagran . These agencies distribute the paper to the hawkers
and these hawkers delivered newspaper to each Dainik Jagran’s reader door.
Recovery department
Hawkers receive money from every consumer and give it to agencies. Agency gives the
money to Circulation Manager and Circulation Manager gives the money to account
department.

14
Sales Department
Sales Department maintain or manage both departments.
4.Advertising marketing

Advertising marketing department deals with advertisement printed on paper.

The cost of advertisement very from one part of paper to another part and from one area to
another area.

5. Human resourceS

There is also a Human Resource department in Dainik Jagran which manages the employees
and take important decision related to the organisation so that organisational goal can be
achieved and make a friendly environment for employees so that employees can easily get
connected to them and do their work freely and complete their work.

6.Finance & Account department

The Finance and accounts department is responsible for recording and reporting the cash
flows, both in and out, of a company. There are five basic roles or functions within the
department:
Accounts receivable
Accounts payable
Payroll
Financial controls
Financial reporting

7. Brand department
Brand department organises the event, participate in different types of activities .For an
example they organises an exam which is sponsored by Zillette for under graduate students
and those who crack this exam get 10 lakhs rupees . This exam is held in many colleges
which is managed by brand department.

8. Administration
Administration department control all department and is responsiblie for each and every
mistakes done by any other department

15
 CHAPTER-3
Performance Appraisal:-

Meaning:
Performance Appraisal is the process of obtaining, analyzing and recording information
about the relative worth of an employee. The focus of the performance appraisal is
measuring and improving the actual performance of

the employee and also the future potential of the employee. Its aim is to measure what an
employee does.

According to Flippo, a prominent personality in the field of Human Resource, “performance

appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in
the matters pertaining to his present job and his potential for a better job." It is a powerful
tool to calibrate, refine and reward the performance of the employee. It helps to analyze his
achievements and evaluate his contribution towards the achievements of the overall
organizational goal.

OBJECTIVES OF PERFORMANCE APPRAISAL:-

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between superior – subordinates

and management – employees.

To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the organization.

Provide clarity of the expectations and responsibilities of the functions to be performed by

the employees.

To judge the effectiveness of the other human resource functions of the organization such as
recruitment, selection, training and development.

16
To reduce the grievances of the employees.

Process of Performance Appraisal:-

Challenges of Performance Appraisal:-

In order to make a performance appraisal system effective and successful, an organization
comes across various challenges and problems. The main challenges involved in the
performance appraisal process are:

Determining the evaluation criteria

Identification of the appraisal criteria is one of the biggest problems faced by the top
management. The performance data to be considered for evaluation should be carefully
selected. For the purpose of evaluation, the criteria selected should be in quantifiable or
measurable terms

Create a rating instrument

The purpose of the performance appraisal process is to judge the performance of the
employees rather than the employee. The focus of the system should be on the development
of the employees of the organization.

Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the
required expertise and the knowledge to decide the criteria accurately. They should have the
experience and the necessary training to carry out the appraisal process objectively.

17
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait
influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal process.
Therefore the ratter should exercise objectivity and fairness in evaluating and rating the
performance of the employees

Resistance
The appraisal process may face resistance from the employees and the trade unions for the
fear of negative ratings. Therefore, the employees should be communicated and clearly
explained the purpose as well the process of appraisal. The standards should be clearly
communicated and every employee should be made aware that what exactly is expected
from him/her.

Purpose of Performance Appraisal:-

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-
appraisal and potential appraisal also form a part of the performance appraisal processes.

Typically, Performance Appraisal is aimed at:

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance

To help the management in exercising organizational control.

To diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like promotions, transfers etc.

Provide clarity of the expectations and responsibilities of the functions to be performed by

the employees.

To judge the effectiveness of the other human resource functions of the organization such as
recruitment, selection, training and development.

To reduce the grievances of the employees.

Helps to strengthen the relationship and communication between superior – subordinates

and management – employee

18
 CHAPTER-4

PERFORMANCE APPRAISAL & DEVELOPMENT PLAN

PURPOSE:

The purpose of conducting a Performance Appraisal is to review and evaluate the

performance of an executive/journalist on contract.

OBJECTIVE:

To inform the appraisee of his/her relative performance in terms of targets and Key Result
Areas(KRA)

To encourage meaningful and transparent communication between the appraiser and

appraisee.

To identify the training need for development.

GUIDELINES: -

The date and time for the appraisal interview has to be fixed well in advance by mutual
consent between the appraiser and the appraisee to allow for adequate preparation.

A separate self-evaluation form has to be filled by every executive/journalist on contract

prior to the appraisal interview and submitted to the appraiser. After the form is filled, the
appraiser should then proceed with the appraisal interview.

19
During the appraisal interview the appraiser first do a Target based review for the appraisee
and he should appraise the appraisee on the important parameters that have been
identified.

The appraiser should explain to the appraisee why he/she has been given a particular score
against a particular parameter and point out the appraisee’s strength’s and weaknesses.

The targets for the next year should be retained by the Department Head for mid-term
review.

The completed self-evaluation forms/performance appraisal forms of every

executive/journalist on contract should be sent to the respective HRD departments.

The appraise should keep a copy of his/her self-evaluation and performance appraisal form
and note the areas for improvement

20
DEFINITION OF SCORES:

Scores/ Rating Definition

High Flier/Outstanding Employee who truly achieves outstanding success in the given targets
(5) and accomplishes much more than the expected tasks with efficiency
and effectiveness. Research indicates that only 1% of the total
employee population belongs to this category.

Employees whose Average Weighted score- (A) range from 4.7 to 5

are Highfliers/Outstanding.

Regularly Exceeds Employee who exceeds the requirements of the job. It gives an
(4) indication that the person is prepared sufficiently for a higher
classified job. Research indicates that only about 15% of the total
employee population belongs to this category.

Employees whose Average Weighted Score– (A) range from 4.2 to

4.69 are Regularly Exceeding.

Meets Requirement This rating is to be given to the employee who has the requisite
(3) qualities to perform the present job with efficiency. Research indicates
that 73% of the total employee population belongs to this category.

Employees whose Average Weighted Score- (A) range from 3.6 to

4.19 are Meeting requirements.

Occasionally Meets Employee whose performance is adversely affected due to the lack of
(2) qualities required to perform in his current job. This is an indication
that the person needs to be trained and developed sufficiently to
orient him towards good performance.

Employees whose Average Weighted Score –(A) range from 3 to 3.59

are Meeting occasionally.

Fails To Meet This rating means totally unacceptable performance over a period of
(1) time. Inspite of all efforts in training and development the employee
continues to demonstrate lack of qualities to perform the job.

Employees whose Average Weighted Score – (A) range from 0 to 2.99

are Failing to meet.

21
 SELF-EVALUATION FORM
(It is recommended that the appraisee uses this form prior to his/her interview in-order to
help him/her to think about the job he/she does.)

NAME: DEPARTMENT:

EMPLOYEE NUMBER: DESIGNATION:

BRANCH:

Describe in specific your job description in the company?

--------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------

What parts of the job do you feel you do well?

--------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------

What parts of the job do you have difficulties with, and are there any obstacles which have
caused you particular problems?

------------------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------

What were your main accomplishments during the Appraisal year?

--------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------

Do you consider yourself fit for a higher position in the company? If yes, describe the kind of
work you are equipped to do.

22
--------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------

What kind of training will equip you to perform better? Specify courses and development
need areas.

--------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------

Would you like to handle any assignments and do you desire a job rotation, transfer to any
other function/department etc. to enhance your career?

---------------------------------------------------------------------------------------------- -------------------------

---------------------------------------------------------------------------------------------- ------------------------

Ease indicate the enabling and hindering factors which influence your performance.

Enabling Factors Hindering Factors

Are there any other points, which you would like to raise at your appraisal?

Overall Appraisal of Performance:

(Kindly rate your overall performance)

Scores (S) to be used for rating actual performance

High Flier/ Regularly Meets Occasionally Fails to meet

Outstanding Exceeds Requirements Meets

5 4 3 2 1

23
 APPRAISEE APPRAISER

Name: Name:

Signature: Signature:

Date: Date:

TARGET WORKSHEET

Name: Employee Number: Department:

Designation: Date of Joining: Age:

Please identify your Work Please identify the Key Please indicate the target dates
Goals Performance Areas by which KPA’S would be
(KPA’s) achieved

Please tell us about the areas in which you need training to achieve your work goals

Signature (Appraiser) …………… Signature (Appraisee)……………

Date …………… Date ………..............

24
MID TERM REVIEW OF PROGRESS

Please indicate the progress made regarding achieving your Key Performance
Areas-Whether they are complete/ongoing/incomplete and cite the reasons where
appropriate.

Signature (Appraiser)…………… Signature (Appraisee)…………..

Date: …………... Date: ………….

Performance Appraisal Ratings & Redesignation Chart

Sr. No Company Pay Roll ID HR Empl. Branch Employee

No No Name

*Cont.

Department Present Recommended Year of last Performance

Designation Redesignation Rating
Redesignation

25
 CHAPTER-5
TRAINING NEED IDENTIFICATION

In order to facilitate the process we have listed down few steps which are to be followed
while collating the training data:

STEP 1: As a continuing process of Performance Management Process, the training needs

have to be identified from the Performance Appraisal forms. The data has to be collated by
the Department Heads of the respective branch and given to the Branch Head in the format
“Training need identification chart”.

STEP 2: We have classified the training needs into 4 categories, title code and title type is
mentioned below:

Information Technology

Managerial Effectiveness Programme

Function Specific Programme

Training by Experts

Training needs identified should match with the job profile mentioned in the PA form. In view
of the above, please analyse whether the training needs identified are actually required to
increase the competence & skill of the individual and would continue towards effective
performance of the assigned task.

STEP 3: The Department Head to eliminate the training programmes which are not of very
important nature and prioritise the identified training needs as per the requirement of the
department and branch.

STEP 4: Also classify the identified training programmes which can be conducted internally
and externally.

26
 STEP 5: The training codes and sub-codes have to be identified after analysing the
descriptions mentioned in the “Training code chart”. For example: The training type
identified is ‘Information Technology’ and the training title name is ‘MS Office’. Therefore, in
training need identification under the column training code and sub-code the entry will be
1001 and 1001 respectively.

STEP 6: ‘Training calendar’ will be designed and implemented by the Branch HR/Personnel
Head in consultation with the Branch Head.Kindly note that under the (Training Code-2001)-
“Managerial Effectiveness Programme” we are having the following training titles:

(Sub Code-2001) Managing Self
includes the following module
for the rank of Executives to
Asst. Manager:
Goal Setting & Career Planning
Lateral Thinking
Communication Skills
Presentation Skills
Time Management
Assertiveness
Transactional Analysis
Counselling Skills
Seven Habits of Highly Effective
People
(Sub Code-2002) Managing People
includes the following module for
the rank of Dy. Manager to Chief
Manager:
Principle Centered Leadership
Listening Skills
Performance Management Skills
Coaching & Mentoring
Team Building & Conflict
Management
Interviewing Skills
Counselling Skills
Abnormal & Normal Psychology
Emotional Intelligence
(Sub Code-2003) Managing
Business & Strategy
includes the following
module for the rank above
Chief Manager:
Business Policy Planning
Strategic Management
Marketing Management
Operations Research
Finance for Non-Finance
HR for Non-HR
TQM & BPR

Art of Living & Stress

Management

27
 CHAPTER-6
EMPLOYEE DEVELOPMENT GUIDELINES
(A) Identifying Key Behavior Areas and their Desired Level

The Appraisee should fill in the following information in consultation with the Appraiser and
HR Managers.

Sl. Term Description

No.

1 Key Behavior Area These are the behaviors that are required by an
individual

To perform his/her job effectively.

2 Desired Level of Behavior This is the proficiency with which the Key Behavior is

Required to be demonstrated by the job-holder for

performing his/her job effectively.

(B) Demonstration of Key Behaviours by Appraisee

Appraises provide Demonstration of Key Behaviour ( reference to the Desired Level of

Behaviour) for Key Behaviour Areas. Examples would always have to be work-related and
would be determinants of their Proficiency Level on the applicable Key Behaviour Areas.

(C) Development Review

Post filling in the Examples of Demonstrated Behavior, the Appraise and the Appraiser
candidly discusses the following :

The Frequency of demonstration of a Behaviour by the Appraise, as well as the Proficiency

with which it is demonstrated over a defined period of time.

Development Support required by the Appraisee to take on higher/ wider roles within the
next year.

Training Needs of the Appraise that need to be addressed within the next year.

28
 CHAPTER-7
QUESTIONNAIRE

Name:
Age:
Department:
Designation:
Qualifications:
Number of Years of Service at
Dainik Jagran:
Contact Number:

Note: This questionnaire would be kept as confidential document as it’s for Survey Purpose,
and would not be revealed to Times of India Management.

Q.1 What type of Performance Appraisal system exists in your Organization?

Confidential Report
EPRF [Employee Performance Appraisal Review Form]
DOPA [Development Oriented Performance Appraisal]

Q. 2 To what extent do you think that performance appraisal is necessary for efficient
functioning of the organization?

Very much necessary

Some what necessary
Not at all necessary

29
Q. 3 What according to you should be the objective of a performance appraisal? [Assign
ranks as per your priority]

To improve job satisfaction

To prevent grievance
To assist in career planning
Assist management in promotion, transfer and development
Reveal areas where training is needed

Q. 4 Is the Self-evaluation forms self-sufficient?

Very much sufficient

Moderately sufficient
Not at all sufficient

Q.5 Do you think that the existing performance appraisal system adequate enables you to
find out the areas of furthers improvement?

Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Q. 6 How far is the performance appraisal system influential in determining training

needs?

Strongly influential
Some what influential
Not at all influential

30
Q.7 Career planning and job rotation being an essential part of performance appraisal, to
what extent are they fulfilled at Dainik Jagran?

Strongly fulfilled
Some what fulfilled
Not at all fulfilled

Q. 8 Do you think that external factors that affect your performance are accounted for?

Yes
No

Q. 9 How far is the present performance appraisal system influential in keeping high
motivational level?

Strongly influential
Somewhat influential
Not at all influential

Q. 10 Do you think that you are perfectly being evaluated by the present performance
appraisal system?

Yes
No

Q. 11 If you have answered NO to the previous question then what do you think is the best
facet that could evaluate you?

Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed, so that it would
keep your performance at its best?

31
Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and
Decentralized Operating decisions at Dainik Jagran?

Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Q. 14 Job and role clarity plays a vital role in individuals performance, how clearly are these
two defined at Dainik Jagran?

Very much clear

Moderately clear
Not at all clear

Q. 15 Do you think there exist a transparent performance appraisal system at Dainik

Jagran?
Yes
No

Q. 16 How far is the performance appraisal system armed with an efficient feedback
system to assist you in improving performance?
Excellent
Very good
Good
Fair
Poor

32
 CHAPTER-8
Analysis of Questionnaire

Classification of Respondent:-

Male 18

Female 7

Total 25

30
25
25

20 18

15

10 7
5

0
Male Female Total

Series1

Above diagram shows the classification of respondent. Out of 25 persons, 18 are males and 7
are females. And percentage wise classifications are shown in following diagram.

28%
Male
72%
Female

33
Q-1 What type of performance appraisal system exist in your organization?

Confidential Report 0

EPRF (Employee Performance Appraisal Review Form) 23

DOPA (Development Oriented Performance Appraisal) 2

30
25
25 23

20
15
10
5 2
0
0
c.r. EPRF DOPA Total

Series1

Above diagram shows which type of performance appraisal system exit in Times of India.
Here, out of 25 persons 23 says EPRF and 2 says DOPA. And percentage wise classifications
are shown in following diagram.

8% 0% 0% confidential
report
EPRF

92% DOPA

Q-2 To What extent do you think that performance appraisal system is important for
efficient functioning of the organisation?

Important 9

Very Important 16

34
 Not Important 0

30
25
25
20 16
15
9
10
5
0
0
Important very Imp Not Imp Total

Series1

Above diagram shows to What extent do you think that performance appraisal system is
important for efficient functioning of the organisation. Here out of 25 persons 9 says
Important and 16 says Very important. And percentage wise classifications are shown below

0%
Important
36% very Imp
64% Not Imp

Q-3 Is the Self-evaluation form self-sufficient

Sufficient 15

Insufficient 1

Needs Improvement 9

Total 25

35
30
25
25
20
15
15
9
10
5
1
0 Series1
Sufficient Insuf. Need imv Total

Above diagram shows is the Self-evaluation form self-sufficient. Here, out of 25 persons 15
says Sufficient, 1 says Insufficient and 9 says needs improvement. And percentage wise
classifications are shown in following diagram.

Sufficient
36%
Insuf.
60%
Need imv

4%

Q-4 Do you think that external factors that affect your performance are
accounted and Considered during the Performance Appraisal?

Yes 18

No 7

Total 25

36
 30 25

20 18

10 7

0
Yes No Total

Series1

Above diagram shows the external factors that affect your performance are
accounted and Considered during the Performance Appraisal. Here, out of 25 persons 18
says Yes and 7 says No. And percentage wise classifications are shown in following diagram.

Yes
28%
No
72%

Q-7 Apart from the performance appraisal system, are there any other factors that help to
fulfil the above objective?

Yes 6

No 19

30 25
25
19
20
15
10 6
5
0
Series1
Yes No Total

37
 24%
Yes
76% No

Q-8 Do you think, the past performance behavioural records and critical incident are
considered during the performance appraisal?

Not Considered 3

Considered but not adequately 11

Adequately considered while making decisions 11

Total 25

30
25
25
20
15
11 11
10
5 3

0
Not cons consider Adeq con Total

Series1

38
 12%
44%
Not cons
44% consider
Adeq con

Q-9 How far is the present performance appraisal system influential in keeping high
Motivational level?

Strongly influential 9

Somewhat influential 12

Not influential 3

Leads to stress 1

Total 25

30
25
25

20

15 12
9
10

5 3
1
0
Strongly Somewhat Not influ. lead stres Total

Series1

39
 Chart Title
12% 4%

36% Strongly
Somewhat
48% Not influ.
lead stres

Q-10 Do you think that you are perfectly evaluated by the present appraisal system?

Yes 18

No 7

Total 25

30
25
25

20 18

15

10 7
5

0
Yes No Total

Series1

40
 28%

Yes
72%
No

Q-11 How do you find the behaviour of the appraiser at the time of Appraisal Interviews?

Fair & justified 15

Motivating 5

Comforting & Supportive 5

Biased 0

Stressful 0

Total 25

30
25
25
20
15
15
10
5 5
5
0 0
0

Series1

41
 0%
0%

20% Fair
Motivate
20% 60% Supportive
Biased
Stressful

Q-12 Is the system at Dainik Jagran adequately justifies your potential through job
rotations and other tools?

Yes 19

No 6

Total 25

30
25
25
19
20

15

10
6
5

0
Yes No Total

Series1

42
 24%
Yes
No
76%

Q-13 Do you think the performance appraisal system adequately appraises the potential of
employee?

Yes 20

No 5

Total 25

30
25
25
20
20

15

10
5
5

0
Yes No Total

Series1

43
 20%

Yes
80% No

Q-14 Job and role clarity plays a vital role in individual’s performance, how clearly are
these two defined at JAGRAN Group?

Very much clear 15

Moderately Clear 9

Not at all clear 1

Total 25

30
25
25

20
15
15
9
10

5
1
0
Very much Moderatery Not at all Total
Clear Clear Clear

Series1 Series2

44
 Very
4%
much
Clear
36%
Moderate
60% ry Clear

Not at all
Clear

Q-15 Do you think there exist a transparent performance appraisal system at times group?

Yes 22

No 3

Total 25

30
25
25 22
20
15
10
5 3

0
Yes No Total

Series1

45
 12%
Yes
No
88%

Q-16 How Far is the performance appraisal system armed with an efficient feedback system
to assist you in improving performance?

Excellent 6

Very Good 4

Good 9

Fair 5

Poor 1

Total 25

46
 10
9
9
8
7
6
6
5
5
4
4
3
2
1
1
0
Excellent Yery good Good Fair Poor

Series1

4%

20% 24% Excellent

Yery good
16% Good
36%
Fair
Poor

Q-17 Recently performance appraisal has been undertaken at Dainik Jagran, how was your
experience and what changes would you like to suggest?

___________________________________________________________________________
________________________________

47
 CHAPTER-9

SWOT Analysis of Danik Jagran

Strengths

1. Average Issue readership of 16+ million

2. The publishing company is listed on National Stock Exchange and Bombay Stock Exchange

3. 36 editions currently published across eleven states in India

4. MMI Online is the digital media wing of Jagran testing new ideas

5. Strong brand presence and substantial market share

Weaknesses

Here are the weaknesses in the Dainik Jagran SWOT Analysis:

1. Competition from english dailies is reducing share in urban areas

2. Limited online popularity compared to english newspapers

Opportunities

Following are the Opportunities in Dainik Jagran SWOT Analysis:

1. Adequate usage of online epaper to generate more revenue by promoting ads and other
commercials

2. Well-utilization of existing resources can increase the readership further

3.Big opportunity exists in South India to be exploited

Threats

The threats in the SWOT Analysis of Dainik Jagran are as mentioned:

1.Cut-throat competition from other players in the industry

2.Acquisitions not the only choice left for expansion as it may lead to not-so-synergetic firm

3.Immediate need to retain the No.1 position may lead to increase in expenses

48
 CHAPTER-10

Work in Dainik Jagran

In editorial department

In editorial department we had spent time with ground reporters and who gathers news
from surrounding and learn how to write effective news.

We also designed the page in computer by the help of PTS department. We add news
headings and decide which news will be placed on which side/section of the paper.

In production department

In production department we had seen how CTP machine works and how newspaper is
printed. We had visited the factory and gather the important information about CTP
machine, typed of newspaper, colours used to print newspaper and how machine works.

In Brand Department

In brand department we had attend the event at Law College Purnea and Vidya Vihar
Institute Of Technology, Purnea . This event is held by Gillette and sponsored by Dainik
Jagran . They held the exam for students and those who crack this exam wins 10 lakh rupees.

We are ordered to organise the event with the help of Brand manager and handle all the
examination arrangements.

Human Resource Department

In HR department we are ordered to call Dainik Jagran newspaper customers and ask them
for feedback. We also called those customers who ordered for daily newspaper but did not
confirm their order. We ask them why they didn’t purchase our newspaper.

49
 CHAPTER-11

OBSERVATIONS & SUGGESTIONS

Observations
 There is no canteen available for employees and labourers in the office premises.

 There are no general stores/restaurants available near Dainik Jagran office due to
which employees and staff visit market when they feel hungry. It kills productive
time.

 Dainik Jagran Purnea Printing Centre supplies newspaper to seven districts in

Seemanchal region of Bihar which is quite difficult. Normally local newspapers
contain latest news about events which happened at midnight also but this feature is
not same for other newspapers because other districts newspaper are printed at 7
o’clock to 9 o’clock so that it can packed and sent to their specific area before 5 AM
because it takes time to reach their areas so news after 9 o’clock is not printed. It can
cause dissatisfaction to our readers and harms the brand image.

 As I maintained before that it supply newspaper at 7 districts which cause late supply
of newspaper to customers/readers. There is lots of complaints about late delivery of
newspapers.

 Dainik Jagran also receives complaints about publishing the false news or fake news

50
Suggestions
 There should be canteen available for staffs and employees so that they do not visit
markets and utilise the remaining time.

 More branches should be opened by the company for the customer to have better
and easy access.

 The services that provided are only good to the customer. The services should be
improved so that the customers feel excellent about the service.

 False news and fake news should be eliminated so that customer believes on our
newspaper rather than other.

 A strong relationship can be built with customers by providing gifts on special

occasions so that customers attracted towards our newspaper.

 Security measures in the printing centre are not up to the required standards. There is a lot of
scope for improvement. All employees should have proper access card, identification cards
and security/CCTV cameras should be placed at all sensitive points in the premise.

 For proper and effective circulation of the newspapers it is necessary to have a very effective
distribution channel/network. The competition is very tough in an expanding market like
Purnea. Other newspapers like Hindustan, Dainik Bhaskar are also being printed from
Purnea. It is very necessary to have a strong, effective distribution system. In order to get a
larger market share, it is essential to utilise this distribution channel. There should always be
scope for improvement in the distribution channel.

51