Projectlalitha 130713013236 Phpapp01

Performance Appraisal
A STUDY ON PERFORMANCE APPRAISAL

WITH REFERENCE TO HINDUSTAN COCA- COLA BEVERAGES PRIVATE LIMITED VISHAKAPATNAM
A project report submitted to JNT University, Kakinada in partial fulfillment of the requirement for the award of the de ree of Master of Business Administration Submitted by
YAVVARI LALITHA KUMARI Regd.no.09PM1E0058 Under the guidance of
Mr.SAUME !RA !AS

M! M"A #P$%&
!E"ARTME T #$ MA A%EME T STU!IES
AITAM S&H##L #$ &#M"UTER S&IE &ES A ! MA A%EME T

#Appro'ed by A()*E! +e, %el$i - Affiliated to .+*/! 0A0(+A%A&
K.Kotturu' Te((a)i. *++,-*+..
AITAM S&H##L #$ &#M"UTERS&IE &ES A ! MA A%EME T

#Appro'ed by A()*E! +e, %el$i - Affiliated to .+*/! 0A0(+A%A&
K.K#TTURU' TEKKALI- /0**+. !E"ARTME T #$ MA A%EME T STU!IES
&ERTI$I&ATE
*$is is to certify t$at t$e pro1ect entitled on "ER$#RMA &E A""RAISAL ,it$ reference to HI !USTA &#&A-&#LA BEVERA%ES "RIVATE LIMITE! is Submitted by YAVVARI LALITHA KUMARI! bearing Regd. +o. +,"M.E++/1 in partial fulfillment of t$e re2uirement for t$e a,ard of degree of Master of "usiness Administration from Aitam Schoo) #f &om2uter Sciences And Management is a record of bonafide ,or3 carried out by $er under my guidance and super'ision. *$e result embodied in t$is pro1ect ,or3 $as not been submitted to any ot$er uni'ersity or (nstitution for t$e a,ard of any degree or diploma. 3!R. !. VISH U MURTHY4 "RI &I"AL 3MR. SAUME !RA !AS4 "R#5E&T %UI!E
ACKNOWLEDGEMENT
( am 'ery t$an3ful to t$e entire team of HI !USTA been possible. ( am e5tremely grateful to Mr. .V.S RAMA A MURTHY 3HR MA A%ER4 for &#&A &#LA BEVERA%ES
"VT.LT! for t$eir cooperation! ,it$out ,$ic$ completion of t$is pro1ect ,ould not $a'e
pro'iding me ,it$ 'aluable insig$ts about t$e base metals. ( ,ould li3e to t$an3 $im for t$e patience s$o,n by $im and being of suc$ a great $elp to all my 2ueries. ( e5press my sincere gratitude to !R. !.VISH UMURTY' Principal of AS&AM for gi'ing to me t$is opportunity to carry out t$is pro1ect. ( ,ould li3e to t$an3 Mr. SAUME !RA !AS for $is 'aluable guidance and encouragement and constructi'e suggestions t$roug$out t$e pro1ect ,or3. 6inally ( t$an3 to my parents for t$eir continue support and $elp in t$e completion of my pro1ect.
YAVVARI LALITHA KUMARI
DECLARATION
I hereby declare that this project entitled PERFORMANCE APPRAISAL WITH
REFERENCE to HINDUSTAN COCA-COLA BEVERAGES PVT.LTD has been prepared by me during Period ( ECE!"ER#$%N&%R'( )*+*#)*++, and submitted to AITAM SCHOOL OF COMPUTER SCIENCES AND MANAGEMENT, TEKKALI. In partial -ul-illment o- the re.uirement -or the a/ard o- the degree o- !%0TER 1F "&0INE00 % !INI0TR%TI1N -rom JAWAHARLAL NEHRU TECHNOLOGY UNIVERSITY, KAKINADA I also declare that this project /or2s in the result o- my sincere e--ort and that it is has not been submitted to any other uni3ersity -or the a/ard o- any degree or diploma4
8A99AR( A (*:A 0/MAR(
&# TE TS
CHAPTER NO CHAPTER 15 TITLE +4+ INTR1 &CTI1N 1F THE 0T& ' +4) NEE F1R THE 0T& ' +46 1"$ECTI7E0 1F THE 0T& ' +48 !ETH1 191:' 1F THE 0T& ' +4; 9I!IT%TI1N0 1F THE 0T& ' CHAPTER 25 %N 17ER7IEW 1F CR1NI!ITE )4+ PR1FI9E 1F IN &0TR' )4) IN I%N FERR1 %991'0 IN THE W1R9 !%R>ET )46 F&T&RE PR10PECT0 1F IN &0TR' )48 IN &0TR' :ENE00 %N :R1WTH )4; 1R:%NI0%TI1N 0TR&CT&RE )4< FIN%NCI%9 !%N%:E!ENT )4? !%TERI%90 !%N%:E!ENT )4= PR1 &CTI1N !%N%:E!ENT )4@ PER01NNE9 !%N%:E!ENT )4+* C11PER%TI7E 0T1RE0 )4++ !%N%:E!ENT INF1R!%TI1N 0'0TE! )4+) !%R>ETIN: !%N%:E!ENT )6 ); )= 6* 68 6; 8+ 86 88 88 += )) PAGE NO +* +) +6 +8 +<
CHAPTER - 35 THE1RETIC%9 FR%!EW1R> 64+ INTR1 &CTI1N T1 RECR&IT!ENT 64) RECR&IT!ENT P19IC' 646 01&RCE0 1F RECR&IT!ENT 648 !ETH1 1F RECR&IT!ENT 64; RECR&IT!ENT PR1CE &RE 64< 0E9ECTI1N PR1CE &RE 64? %PP1INTENT 64= RECR&IT!ENT %N 64+* INTERN%9 %N CHAPTER 5 84+ 0E9ECTI1N IN CR1NI!ET 0E9ECTI1N 64@ 1"$ECTI7E0 1F RECR&IT!ENT %N 64++ 0E9ECTI1N PR1CE &RE %T% %N%9'0I0 %N INTERPRET%TI1N 0&::E0TI1N =6 =? @* @) @8 8= 8= 8@ 8@ 8@ ;* ;) ;6 ;8 ;; ;@ <6
EATERN%9 01&RCE0
CHAPTER - !5
0&!!%R'( FIN IN:0 %N ;4+ 0&!!%R' ;4) FIN IN:0 ;46 0&::E0TI1N0
BIBLIOGRAPHY APPENDI"
<
LIST OF TABLES
S += 1 4 7 ; 5 *A" *A" *A" *A" *A"
PAR*()/ ARS E +=?;.1.1 E +=?;.1.4 E +=? ;.1.7 E +=?;.1.; E +=?;.1.5
PA>E +=
Performance Appraisal < @ 8 9 10 11 14 17 1; 15 1< 1@ 18 *A" *A" *A" *A" *A" *A" *A" *A" *A" *A" *A" *A" *A" E +=?;.1.< E +=?;.1.@ E +=?;.1.8 E +=?;.1.9 E +=?;.1.10 E +=?;.1.11 E +=?;.1.14 E +=?;.1.17 E +=?;.1.1; E +=?;.1.15 E +=?;.1.1< E +=?;.1.1@ E +=?;.1.18
LIST #$ $I%URES
S +=
PAR*()/ ARS
PA>E += 8
Performance Appraisal 1 4 7 ; 5 < @ 8 9 10 11 14 17 1; 15 1< 1@ 18 =R>A+SA*(=+ ):AR* A9A( A"( (*8 =6 .=" "AS(S =6 SE E)*(=+ (+9= 9EME+* =6 :EA% S=/R)E =6 RE)R/(*ME+* *8PE =6 SE E)*(=+ )=+)E+* =+ SE E)*(=+ PR=M=*(=+ PRE6ERE+)E *= (+*ER+A S=/R)ES (+>RE%(E+*S 6=R (+*ER9(EA =R(E+*A*(=+ ) ASS EMP =8EE *RA+S6ER EMP =8EE RE6ERRA S SE E)*(=+ PR=)E%/RES PS8):=MA*R() *ES* EMP =8EE A>REEME+*S PR="A*(=+ PER(=%S :(R(+> PR=)ESS
CHAPTER I INTRODUCTION
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1.1 INTRODUCTION OF THE STUDY Per-ormance appraisal is Bthe process o- e3aluating the per-ormance and .uali-ication o- the employees in terms o- the administration including -or promotion( pro3iding -inancial re/ards and other placement( selection actions /hich re.uire di--erential treatment among the members o- a group as distinguished -rom actions a--ecting all members e.ually4C D#$%&%'%(&) Per-ormance appraisal is the systematic e3aluation o- indi3idual /ith respect to hisDher per-ormance on the job and hisDher potential -or de3elopment4 Per-ormance appraisal is the systematic description o- employeeEs job rele3ant strength and /ea2ness4 The purpose is to -ind out ho/ /ell the employee is per-orming his job and establish a plan o- impro3ement4 Per-ormance appraisal is arranged periodically according to a de-inite plan4 Per-ormance appraisal is not job e3aluation4 Per-ormance appraisal re-ers to ho/ /ell someone is doing the assigned job4 $ob e3aluation determines ho/ much a job is /orth to the organiFation and( there-ore( /hat range o- pay should be assigned to the job4
1nce the employee has been selected( trained and moti3ated( he is then appraised -or his per-ormance4 Per-ormance appraisal is essential in escapable managerial acti3ity -or enhancing organiFational per-ormance4 It adminstrati3e and training and de3elopment decisions and moti3ating employees4
% per-ormance o- a job in terms o- its re.uirements Bobser3es( it is the process oe3aluating the per-ormance o- .uali-ication o- the employees in terms o- the re.uirements o- the job to /hich he is employed -or the purpose o- administration including placement( selection -or promotions( pro3iding -inance re/ards and other actions /hich re.uire di--erential treatment among the members o- a group as distinguished -rom action a--ecting all members e.ually4
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Initially the appraisal system /as started -or the purpose o- ma2ing administrati3e decisions relating to promotions trans-ers and salary increments( ho/e3er o3er the years the per-ormance appraisal system are being upon to ser3e a 3ariety o- purpose4 They are(
%dministrati3e purpose !oti3ational purpose e3elopment purpose Per-ormance impro3ement
I*+(,'-&.# ($ +#,$(,*-&.# -++,-%/-0) Per-ormance appraisal is an essential and inescapable managerial acti3ity4 %ppraisal is necessary -or all important decisions relating to people( such as placement and promotion( remuneration and re/ard( training and de3elopment( as /ell as long#term man po/er planning and organiFation de3elopment4 In recent years( e--orts ha3e been made to use appraisal systems -or moti3ation( -or more e--ecti3e communication( -or strengthening superior#subordinate relationships( -or goal setting and /or2 planning and -or impro3ing the total per-ormance o- the organiFation4 "ut in spite o- its importance( uneasiness about appraisal has been a long#standing -eature o- management4 There is no doubt during the past three decades( many de3elopments ha3e ta2en place and many inno3ations( ha3e been made in managerial appraisal system4 0till( many issues remain unresol3ed4 %3ailable literature on the subject re3eals than e3en in the /estern countries( /here systematic appraisals ha3e been /idely practice o3er a much longer period than in India and /here a -air amount o- empirical as /ell as theoretical research on the rele3ant issues has been conducted( serious doubts continue to persist about 3arious aspects oappraisal4 In this present situation per-ormance appraisal become important aspect -or the gro/th and de3elopment o- the organisation4 %s be3erages industries are recruiting their employees day to day and pro3iding the best remunerations and -acilities( the student researcher thought to do her sur3ey in Hindustan Coca#cola "e3erages 9td(
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7isha2hapatnam to 2no/ about the -act in that organisation4 The student researcher again tried to compare the theories a3ailable in the boo2s( journals etc /ith the practical implementation in that company4 0he re3ealed the situation and -ound that the appraisa system adopted by the company /as good and satis-actory among all the employees4 Further she .uoted points and suggested -e/ points -or the de3elopment o- the employees4 1.2 NEED FOR THE STUDY % 3ery good system o- per-ormance appraisal system is neede by an organiFation that /ants to be dynamic and gro/th oriented4 It is to be remember that the employee needs to be satis-ied and there should be no di--erence bet/een the re3ie/ and appraised employee4 It plays a major role in the process o- communication bet/een the superior and the subordinate4 % good appraisal system is the best re.uirement to bring up the organiFation and its producti3ity4 HCC"P 9imited is ha3ing a 3ery good system o- per-ormance appraisal system because it has laid its o/n philosophy and /ell planned procedure in rating the employees /hich is 3ery important -or the de3elopment o- both indi3idual and organiFation4 !anagement is also pro3iding all the re.uirements o- the employees -or the completion o- the /or2 and e3en the system constitute goal setting( periodic re3ie/s( -eedbac2 and conse.uence management( and -innaly rating is gi3en as per this re3ie/s4 The employee assessment has been done by the system o- appraisal by the superior and ha3e the -inal authority -or the rating4 Here the employees are gi3en chance -or their indi3idual de3elopment4 The action is ta2en according to the ratings o- appraised employee4
Creating and maintaining the satis-actory le3el o- per-ormance o- employees in their present job4
Pro3ide -eedbac2 in-ormation about the le3el o- achie3ement and beha3ior osubordinate4
Pro3ide in-ormation /hich helps to counsel subordinate4
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To pre3ent grie3ances and in disciplinary acti3ities4 Highlighting the employee needs and opportunities -or personal gro/th and de3elopment4 %iding in decision ma2ing -or promotions( trans-ers( layo--s and discharges4 Promoting understanding bet/een the super3isor and the subordinates4 Pro3iding use-ul criteria -or determining the 3alidity o- selection and training4
1.3 OBJECTIVES OF THE STUDY +4 To study and analyFe di--erent per-ormance appraisal schemes pro3ided by the HCC" P7T49T 4 )4 To study the eGisting annual per-ormance appraisal system in HCC" P7T49T 4 64 To study the e--iciency o- the system and o3erall rating during last year4 84 To study the interpersonal and team relationship /ith peers( superiors and subordinates4 ;4 To study the per-ormance -eedbac2 and counseling system -or employees in HCC" P7T49T 4 <.To analyFe the employee attitude to/ards the present appraisal system4
?4To enhance job satis-action and sel- actualiFation o- employees by encouraging( and assisting e3ery employee to realiFe his or her -ull potential4
1.
METHODOLOGY OF THE STUDY) Research is a care-ul in3estigation or en.uiry especially through search -or ne/
-acts in any branch o- 2no/ledge4
1;
%ccording to Redman and !ory( BResearch is a systematiFed e--ort to gain ne/ 2no/ledgeC4 RESEARCH DESIGN) B% Research in procedureC4 :enerally the Research Research Research Research esign can be con3eniently described in 6 /ays4 They are( esign in case o- eGploratory research studies4 esign in case o- descripti3e and diagnostic research4 esign in case o- hypothesis#testing research studies4 esign is the arrangement o- conditions -or collection and analysis odata in a manner that aims to combine rele3ance to the research purpose /ith economy
The present study is o- descripti3e study4
SOURCES OF DATA The sources -or collecting the data are -rom both H Primary !ethod H 0econdary !ethod P,%*-,1 D-'The Primary data are those /hich are collected a-resh and -or the -irst time( and thus happen to be original in character4 The tools -or collecting this primary data are by t/o types namely Inter3ie/ !ethod and Iuestionnaire !ethod4 S#.(&2-,1 D-'The 0econdary data are those /hich ha3e already been collected by someone else and /hich ha3e already been passed through the statistical process in the company4 SAMPLE SI3E %ll items in any -ield o- in .uery constitute a Juni3erseE or JpopulationE4 % -inite subset o- the population gi3es a sample4 The statistical units in the sample are called sample units4 The number o- units in the sample is called the siFe o- the sample4
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I- the siFe o- the sample is less than or e.ual to 6* then it is called as a small samples4 1ther/ise that it i- the siFe o- the sample is greater than 6*( it is called as large samples4 The sample siFe o- the sur3ey is ta2en as ?* respondents4 SAMPLING PROCEDURE 0ampling is the selection o- group /ith a 3ie/ to obtain in-ormation about the /hole is group o- persons that represents particular community4 The sampling method used /as random sampling4 This sampling method /as used because o- lac2 o- time and lac2 o- through 2no/ledge about the uni3erse4 The sample siFe /as -iGed to ?* respondents4 SAMPLING TECHNI4UE H 0imple random sampling
RESEARCH INSTRUMENTS +4 Personal inter3ie/s5 0chedulers /here administered personally -or Collecting the data4 )4 Iuestionnaire ended .uestions4 STATISTICAL TOOLS USED H "ar charts H Pie#charts H Tables 1.5 LIMITATIONS OF THE STUDY +4 The per-ormance appraisal study is limited only to the HCC" P7T4 9T ( /hich is located in 7isha2hapatnam4 5 The .uestionnaire comprises o- open ended .uestions and closed
1<
)4 The sur3ey could not be eGtended to all the employees /or2ing in the plant as they could not spare much time because o- their busy schedule o- /or24 64 The per-ormance appraisal study is conducted on a limited number o- employees and on the entire /or2 -orce4 84 The ans/ers gi3en by the respondents highly depend on the mood and interest and thus the accuracy -luctuates sometimes4 ;4 0ample siFe is ?* respondents4
CHAPTER II
1@
INDUSTRY PROFILE AND COMPANY PROFILE
2.1 GENESIS AND GROWTH T6# H%/'(,1 ($ S($' D,%&7/ 0o-t drin2s can trace their history bac2 to the mineral /ater Found in natural springs4 "athing in natural springs has long been considered a healthy thing to doK mineral /ater /as said to ha3e curati3e po/ers4 0cientists soon disco3ered the gas harmonium or carbon dioGide /as behind the "ubbles in natural mineral /ater4 The -irst mar2eted so-t drin2s (non#carbonated, appeared in the +? Century4 They /ere made -rom /ater and lemon juice s/eetened /ith Honey4 In +<?<( the companies de 9emonades oParis /ere granted a !onopoly -or the sale o- lemonade so-t drin2s4 7endor /ould carry Tan2s o- lemonade on their bac2s and dispensed cups o- the so-t drin2 to Thirsty Parisians4 J(/#+6 P,%#/'0#1
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In +?<?( the -irst drin2able man#made glassE o- carbonated /ater /as created by Englishmen octor $oseph Priestley4 Three years later( 0/edish chemist Torero "ergman in3ented a :enerating apparatus that made carbonated /ater -rom chal2 by the use o- sul-uric acid4 "ergmanEs apparatus allo/ed imitation mineral Water to be produced in large amounts4 J(6& M-'6#8/ In +=+*( the -irst &nited 0tates patent /as issued -or theC means o- mass !anu-acture o- imitation mineral /atersC to 0imons and Rendell o- Charleston( 0outh Carolina4 Ho/e3er carbonated be3erages did not achie3e great popularity in %merica until +=6)( /hen $ohn !athe/s In3ented his apparatus -or the ma2ing carbonated /ater4 $ohn !athe/s Then mass#manu-actured his apparatus -or sale to soda -ountain o/ners4 H#-0'6 P,(+#,'%#/ ($ M%&#,-0 W-'#, The drin2ing o- either natural or arti-icial mineral /ater /as considered a healthy practice4 The %merican pharmacists selling mineral /aters "egan to add medicinal and -la3or-ul herbs to un-la3ored mineral /ater4 They used birch bar2( dandelion( sarsaparilla( and -ruit eGtracts4 0ome Historians consider that the -irst -la3ored carbonated so-t drin2 /as that made in +=*? by octor Philip syng Physic o- Philadelphia4 Early %merican pharmacies /ith soda -ountains became a popular part o- Culture4 The customers soon /anted to ta2e their BhealthC drin2s home /ith them and a so-t drin2 bottling industry gre/ -rom consumer demand4 T6# S($' D,%&7 B(''0%&9 I&2:/',1 13er +(;** &404 patents /ere -iled -or a cor2( cap( or lid -or the carbonated drin2 bottle tops during the early days o- the bottling industry4 Carbonated drin2 bottles are under a lot o- pressure -rom the :as4 In3entors /ere trying to -ind the best /ay to pre3ent the carbon ioGide or bubbles -rom escaping4 In +=@)( the BCro/n Cor2 "ottle 0ealC Was patented by William Painter( a "altimore machine shop operator4 It /as the -irst 3ery success-ul method o- 2eeping the bubbles in the bottleL A:'(*-'%. P,(2:.'%(& ($ G0-// B(''0#/
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Coca#ColaM originated as a soda -ountain be3erage in +==< selling -or -i3e cents a glass4 Early gro/th /as impressi3e( but it /as only /hen a strong bottling system de3eloped that Coca#Cola became the /orld#-amous brand it is today4
+=@8NNNNN4% modest start -or a bold idea +=@@NNNNN4The -irst bottling agreement +@**#+@*@NNNRapid gro/th +@+<NNNNN4"irth o- the contour bottle +@)*sNNNNN"ottling o3erta2es -ountain sales +@)*s and 6*sN444International eGpansion +@8*sNNNNNPost#/ar gro/th +@;*sNNNNNPac2aging inno3ations +@<*sNNNNNNe/ brands introduced +@?*s and =*sN444Consolidation to ser3e customers +@@*sNNNNNNe/ and gro/ing mar2ets )+st CenturyNN44 The Coca#Cola bottling system gre/ up /ith roots deeply planted in local communities4 This heritage ser3es the Company /ell today as people see2 brands that honor local identity and the distincti3eness o- local mar2ets4 %s /as true a century ago( strong locally based relationships bet/een Coca#Cola bottlers( customers and communities are the -oundation on /hich the entire business gro/s4 H%/'(,%.-0 #;#&'/ ($ C(.--C(0-
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1<<! $ohn Pemberton in3ented the original recipe -or a ne/ coca /ine4 He named it PembertonEs French Wine Coca( /hich /as belie3ed to be inspired by 7in !ariani( a popular coca /ine in3ented by %ngelo !ariani4 1<=2 !ade the -irst big brea2 in Coca Cola history4 Candler incorporated The Coca#Cola Company in +@=)( and began mar2eting the product4 1<= "ottles o- Coca#Cola /ere sold starting in +=@84 1<== The -irst bottle /as sold in 7ic2sburg( !ississippi4 In +=@@( Chattanooga( Tennessee became the -irst site o- a Coca#Cola bottling company4
1=!! Co2e cans /ere sold starting in +@;;4 1=<! Coca#Cola attempted to change the original -ormula4 !ost consumers pre-erred the taste o- the original Coca#Cola( and many ceased purchasing the product until the company s/itched bac2 to the original -ormula4 It /as renamed Coca#Cola Classic to sho/ consumers that the drin2 had re3erted bac2 to its original -ormula4 2>>> Coca Cola is no/ being sold around the /orld( in more than )** di--erent countries4 The Coca#Cola Company no/ sponsors an assortment o- e3ents( including the B1lympic :amesC( and BN%0C%RC4 In England( it is the primary sponsor o- BThe Football 9eagueC4 It is also -eatured in se3eral tele3ision sho/s including BThe :ods !ust "e CraFyC4
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2>>! Coca Cola history too2 another leap in the mar2et4 In )**;( the company launched B iet Co2eE( s/eetened /ith arti-icial -la3ors4 9ater in )**;( it announced BCoca Cola OeroE( s/eetened /ith aspartame and ace sul-ate potassium4 C(.- C(0- #&?(1#2 %& /'#+ @1 /'#+ 8(,028%2# %tlanta "eginnings (+@=<# +=@), Coca Cola is enjoyed in the &nited 0tates4 Coca Cola made its debut in %tlanta( %t $acobsE pharmacy 0oda -ountain /here it is sold -or ; cents a glass4 It /as +==<( and in Ne/ 'or2 Harbor( /or2ers /ere constructing the 0tatue o9iberty4 Eight hundred miles a/ay( another great %merican symbol /as about to be un3eiled4 $ohn Pemberton( an %tlanta pharmacist( /as inspired by simple curiosity4 1ne a-ternoon( he stirred up a -ragrant( caramel#colored li.uid and( /hen it /as done( he carried it a -e/ doors do/n to $acobsE Pharmacy4 Here( the miGture /as combined /ith carbonated /ater and sampled by customers /ho all agreed ## this ne/ drin2 /as something special4 0o $acobsE Pharmacy put it on sale -or -i3e cents a glass4 PembertonEs boo22eeper( Fran2 Robinson( named the miGture Coca#ColaM( and /rote it out in his distinct script4 To this day( Coca#Cola is /ritten the same /ay4 In the -irst year( Pemberton sold just @ glasses o- Coca#Cola a day4 % century later( The Coca#Cola Company has produced more than +* billion gallons o- syrup4 &n-ortunately -or Pemberton( he died in +=== /ithout realiFing the success o- the be3erage he had created4 "eyond %tlanta (+=@6#+@*8, Coca # Cola hires -irst celebrity spo2esperson( !usic hail per-ormer Hilda Clar2 appears in ad3ertisements4 0a-e guarding the "rand (+@*;#+@+=,
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Coca#Cola is enjoyed in = countries /orld/ide4 The Contour "ottle to combat copycats( Coca#Cola de3elops a uni.ue bottle4 +@+<( they began manu-acturing the -amous contour bottle4 The contour bottle( /hich remains the signature shape o- Coca#Cola today( /as chosen -or its attracti3e appearance( original design and the -act that( e3en in the dar2( you could identi-y the genuine article4 The /oodru-- 9egacy (+@ +@#+@8*, Coca#Cola is enjoyed in ;6 countries /orld/ide4 Coca#Cola introduces the siG pac2s4 This con3enient pac2ing re3olutioniFes so-t drin2 consumption by enabling people to enjoy Coca#Cola any/here4 Woodru-- /as a mar2eting genius /ho sa/ opportunities -or eGpansion e3ery/here4 He led the eGpansion o- Coca#Cola o3erseas and in +@)= introduced Coca# Cola to the 1lympic :ames -or the -irst time /hen Coca#Cola tra3eled /ith the &404 team to the +@)= %msterdam 1lympics4 Woodru-- pushed de3elopment and distribution o- the siG#pac2( the open top cooler( and many other inno3ations that made it easier -or people to drin2 Coca#Cola at home or a/ay4 This ne/ thin2ing made Coca#Cola not just a huge success4 The /ar and its 9egacy (+@8 l#+@;@, Coca#Cola is enjoyed in +)* countries /orld/ide4 Introducing Co2e The el-#li2e sprite is introduce to promote the use o- the /orld/ide BCo2eC
% /orld o- customers (+@<l#l@=*, Coca#Cola is enjoyed +<6 countries /orld/ide4 T#-.6%&9 '6# 8(,02 '( /%&9 uring the ?*Es Coca#Cola thrilled the /orld /ith its eGciting and dynamic ad3ertising
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%-ter ?* years o- success /ith one brand( Coca#ColaM4 The Company decided to eGpand /ith ne/ -la3ors5 FantaM( originally de3eloped in the +@8*s and introduced in the +@;*sK 0priteM -ollo/ed in +@<+( /ith T%"M in +@<6 and FrescaM in +@<<4 In +@<*( The Coca#Cola Company ac.uired The !inute !aid Company( adding an entirely ne/ line o- business # juices ## to the Company4 %d3ertising -or Coca#Cola( al/ays an important and eGciting part o- its business( really came into its o/n in the +@?*s( and re-lected a brand connected /ith -un( -riends and good times4 The international appeal o- Coca#Cola /as embodied by a +@?+ commercial( /here a group o- young people -rom all o3er the /orld gathered on a hilltop in Italy to sing BIEd 9i2e to "uy the World a Co2e4C +@?=( The Coca#Cola Company /as selected as the only Company allo/ed to sell pac2aged cold drin2s in the PeopleEs Republic o- China4 iet Co2e and Ne/ Co2e (+@=)#+@=@, Coca#Cola is enjoyed +<; countries /orld/ide C(7# %& /+-.# In +@=;( Coca#Cola becomes the -irst so-t drin2 e3er in space4 Ne/ !ar2ets and "rands (+@@*#+@@@, Coca#Cola is enjoyed in nearly )** countries /orld/ide4 R#$,#/6%&9 '6# 8(,02 '6,(:96 /+(,'/ The Company continues its long standing association /ith athletic e3ents including the 1lympic :ames and the FIF% /orld cup4 The l@@*s /ere a time o- continued gro/th -or The Coca#Cola Company4 The CompanyEs long association /ith sports /as strengthened during this decade( /ith ongoing support o- the 1lympic :ames( FIF% World Cup T! -oot ball (soccer,( Rugby World Cup and the National "as2etball %ssociation4 Coca#Cola classic became the 1--icial 0o-t
4;
rin2 o- N%0C%R racing( connecting the brand /ith one o- the /orldEs -astest gro/ing and most popular spectator sports4 +@@6 sa/ the introduction o- the popular B%l/ays Coca#ColaC ad3ertising campaign( and the /orld met the lo3able Coca#Cola Polar "ear -or the -irst time4 Ne/ mar2ets opened up as Coca#Cola products /ere sold in East :ermany in +@@* and returned to India in +@@64 Ne/ be3erages joined the CompanyEs line#up( including Po/er%deM sports drin2( IooM childrenEs -ruit drin2 and asaniM bottled /ater4 The CompanyEs -amily obrands -urther eGpanded through ac.uisitions( including 9imcaM( !aaFaM and Thurns &pM in India( "ar.EsM root beer in the &404( Inca >olaM in Peru( and Cadbury 0ch/eppesEM be3erage brands in more than +)* countries around the /orld4 "y +@@?( the Company already sold + billion ser3ings o- its products e3ery day( yet 2ne/ that opportunity -or gro/th /as still around e3ery corner4 Coca#Cola no/ ()***#no/, Coca#Cola is enjoyed in more than )** countries /orld/ide4 W#0.(*# '( AT6# C(7# /%2# ($ 0%$#B Coca#Cola global mar2eting -lat -orm ma2es its debut4 +==<( Coca#ColaM brought re-reshment to patrons o- a small %tlanta pharmacy4 No/ /ell into its second century( the CompanyEs goal is to pro3ide magic e3ery time someone drin2s one o- its more than ;** brands4 From the early beginnings /hen just nine drin2s a day /ere ser3ed( Coca#Cola has gro/n to the /orldEs most ubi.uitous brand( /ith more than +48 billion be3erage ser3ings sold each day4 When people choose to reach -or one o- The Coca#Cola Company brands( the Company /ants that choice to be eGciting and satis-ying( e3ery single time4 M%0#/'(&#/ 1=5= P Hellenic "ottling Company 04%4 is head.uartered in %thens4 P The Coca#Cola Company grants bottling rights in :reece4
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1=<1 P >ar#Tess Holding 04%4 ac.uires @@4@ per cent interest in Hellenic "ottling Company 04%4 1==1 P Hellenic "ottling Company 04%4 shares are listed on the %thens 0toc2 EGchange4
1==< P Coca#Cola %matil 9imited de#merges its European operations( resulting in the -ormation oCoca#Cola "e3erages plc4 2>>> P Coca#Cola "e3erages plc is ac.uired by Hellenic "ottling Company 04%4 to -orm Coca#Cola Hellenic "ottling Company 04%4 P Included in the social responsibility indeG FT0E8:ood4
2>>1 P EGpanded territory to include The Coca Cola CompanyEs Russian territories( yielding -ull control o- Russian Coca#Cola bottling operations4 P First operation certi-ied I01 +8**+4 2>>2 P %c.uired all bottling operations in the "alticEs4 P %c.uired 7alser !inerai.uellen %: in 0/itFerland and orna %pemin in Romania4 epositary Receipts
P Coca#Cola Hellenic "ottling Company 04%4 lists its %merican (% Rs, on the Ne/ 'or2 0toc2 EGchange4
4<
P FT0E8:ood listing con-irmed under the ne/ stricter en3ironmental( social and human rights criteria4 2>>3 P T/entieth anni3ersary o- our %mita juice brand( the mar2et leader in :reece /ith )@ -la3ors4 P RecapitaliFation plan results in a return o- Q) per share to shareholders4 P %c.uired !ulti 3ita sp4 F4o4o( in Poland and Romer.uelle :mbH in %ustria4 P %c.uired the :ree2 potato chip company Tsa2iris 04%4 P First country operations certi-ied 1H0%0 +=**+4 2>> P %c.uired :otal2a d4o4o4( a /ater company in Croatia4 P Eight Coca#Cola Hellenic "ottling Company territories join the European &nion (E&,4 P Published the -irst :lobal Reporting Initiati3e (:RI, report in the non#alcoholic be3erage industry4
2>>! P %c.uired 7lasin2a d4o4o4 mineral /ater company in 0erbia and "an2ya !ineral Waters "ottling Company E41414 4 in "ulgaria4 P %c.uired the !ulton O4%414 :roup( a leading Russian -ruit juice company4 P %c.uired 7endit 9td( one o- the largest independent 3ending operators in Ireland4 P 0igned the &N :lobal Compact4 P Rati-ied the &NE0 % commitments to the E& Plat-orm on P 9aunched the :reen Protection o- the iet and Health4
anube Partnership /ith the International Commission -or the
anube Ri3er (ICP R,4
4@
2>>5 P 0ales 3olume eGceeds ;** million unit cases o- non#spar2ling drin2s -or the -irst time in one year4 P %c.uired the Fresh R Co d4o4o4 :roup( a leading 0erbian -ruit juice company4 P %c.uired 9anitis "rothers Public 9imited( the Coca#Cola bottler in Cyprus4 P %c.uired Fonti del 3ulture 04r4l4( a producer o- high .uality mineral /ater in Italy4 P %c.uired 'oppi >-t4( a hot and cold be3erage 3ending operator in Hungary4 P Named Notable Reporter on Progress by the &N :lobal Compact4 2>>C P %c.uired Eurmati2( a -ull#line 3ending operator in Italy4 P %c.uired a ne/ly constructed be3erage production -acility( %.ua 3ision in Russia4 P 0igned the &N :lobal Compact CE1 Water !andate( Caring -or Climate statement and the "ali Communi.uS4 P %nnounced intent to build +; combined heat and po/er (CHP, units to reduce total carbon dioGide emissions -rom operations by )* per cent4 P 1pened the -irst industry#o/ned PET#to#PET recycling plant4 P %chie3ed the milestone o- t/o billion unit case sales 3olume in one year4 P Earnings be-ore interest( taG( depreciation and amortiFation (E"IT %, per annum in eGcess o- Ql billion -or the -irst time4 P 9aunched guideline daily amount (: %, labeling in the E& states4 2>>< P Formed three#party joint 3enture /ith The Coca#Cola Company and illyca-e 0p%( Italy producer o- premium co--ees( to manu-acture( mar2et( sell and distribute premium ready#to# drin2 (RT , iced co--ee products4 P %c.uisition o- 0ocib( the second largest Coca#Cola -ranchise bottler in Italy4
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P Included in the 2>>= P %greement /ith Campbell 0oup Company regarding the distribution by Coca#Cola Hellenic o- Campbell soup and broth products throughout Russia4 2.2 ORGANI3ATIONAL STRUCTURE O,9-&%D-'%(& S',:.':,# -&2 M-&-9#*#&' O$ C(.--C(0- I&2%- EL%*%'#2F The /ord 1rganiFationC has t/o meanings4 In the -irst instance( it signi-ies institution or -unctional group and the second meaning re-ers to the process o- organiFing the /ay o- /or2 /hich is arranged and allocated among the members o- the organiFation( so that the goal o- the organiFation can be achie3ed e--iciently4 The organiFation process in3ol3ed the balancing o- the companies on one hand changes on the other hand4 1rganiFation structure gi3es stability and reliability to the action o- its members4 1rganiFation structure can be de-ined as the relationship eGisting among the 3arious jobs and positions /ithin an organiFation an organiFation structure speci-ies its di3ision o- /or2 acti3ities and sho/s ho/ di--erent -unctions or acti3ities are lin2ed4 The -ollo/ing table sho/s the description o- the employees along /ith the designation and also the number o- employees4 o/ $ones 0ustainability IndeGes ( $0I,4
SL. N(.
D#/.,%+'%(&
N.($ #*+0(1##/
+ ) 6 8 ; <
:eneral !anager (Finance, Commercial !anager !ar2eting Territory ept !anager ept !anager
+ + + 8 + +
%dministration Production !anager
49
? = @ +* ++ +) +6 +8 +; +< +? += +@ )* )+ )) %sst4 Personal manager 0tore EGecuti3e Central EGecuti3e Route %gents 0ales Training Chemist %ccountant 0uper3isors Cler2s 1perations Electricians Fitters Computer cum Telephone 1perator 0ecurity :uards 1--ice "oys 0/eepers R Helpers 6 +) < +6 ;* + 6 ; = = +* 6 ) + 6 );
ORGANI3ATION CHART OF COCA-COLA INDIA VI3AG LTD
Managing director )E= E5ecuti'e )E=

70
:ead 6inance
:ead A9P Sales
Managing Mar3eting
:ead =perations
:ead :uman Resource
:ead *ransport - S$ipping
Manager 6inance E5ecuti'e
Manager *%M
Manager Modern *rade
Manager Production Manager *P* Manager Buality )ontrol E5ecuti'es S$ipping
Asst. Accts
Asst. Manager A%)
Asst. Manager Mar3eting
Sales E5ecuti'es
E5ecuti'es
Manager Maintenance
FIGURE NO-2.2.1 2.3 FINANCIAL FUNCTIONS F%&-&.# 2#+-,'*#&' % -inance manager heads the -inance department4 This is a 3ery po/er-ul post in the company and the -inance department4 This is a 3ery po/er-ul post in the company and the -inance manager is the second in command o- the unit4 The entire plant and operations 2eep him abreast o- their daily -unctioning( /hile the %:! mainly attends to the sales -unctions4 S(:,.#/ ($ $%&-&.# Coca#cola being a !NC has a /ide net/or2 and mar2et -or its products /orld/ide4 The -inance to the company comes -rom corporate o--ice and -inancial
71
institution abroad4 The units /hich ha3e been set up in India are subsidiary concerns ogroup4 These units mobiliFe their o/n -unds and pay lumps amount to the corporate group -or getting technology and the product speci-ication to be manu-actured in the company( -or /hich the -ormulation comes -rom the o--ice situated abroad4 The -inance department can be broadly segmented into t/o( the accounting sections and the payables or recei3ables i4e4( /or2ing capital4 In addition to these sections li2e stores( shipping( purchase( administration in unit le3el regional o--ice4 The -inance manager ma2es allocations -or the di--erent department in consultant heads S'(,#/ There is a store in#charge and -our other people to assist him4 %ll material used -or production are under the stores in charge once they enter the company premises4 This includes ra/ material( other material etc4 The stores department reports to the -inance manager and daily reports are sent to him4 !aterials are stoc2ed in accordance /ith the production schedule and sales target4 S6%++%&9 The -unctions o- the t/o people including( the purchase in #charge /ho reports to the -inance manager4 P:,.6-/#/ This section -unctions /ith t/o people including the purchase in charge /ho reports to the -inance manager4 The plant in-orm as the stores o- the re.uirements /ho in turn ma2e a purchase re.uest to the purchase department4 E3ery purchase matter /hether concerning the plant or o--ice is handled by the purchase department4 P#,/(&&#0 2#+-,'*#&' !atters li2e recruitment( selection4 Wage structure( etc is decided at Hyderabad4 The respecti3e department heads sanction lea3es -or the sta--4 The department is conducting training programs in computers and spo2en English to better e.uip its people to handle the change the organiFation is under going4 F%&-&.%-0 S',:.':,# %ny company to start and operate its business has to in3est its capital in -iGed assets and -loating assets and also in meeting the daily re.uirements o- the company4
74
Ho/e3er( depending on the nature o- the business and the product being o--ered by the company the ratio o- the in3estment o- capital in -iGed and -loating assets di--er4 2. H R FUNCTIONS Human Resource !anagement is an essential part -or any organiFation4 !oreo3er( de3elopment o- this department is the -irst step( the ground on /hich the -uture o- the company depends4 It is essential -or e3ery single business unit and especially -or such international company as Coca Cola4 It is people( not technology /ho create the company4 Human Resource !anagement at Coca Cola Company has many ad3antages4 It is the global company and it is impossible to create certain policies or procedures applicable in all di3isions o- the company( cultural and political di--erences need to be ta2en into account4 There-ore( the -ocus o- this paper /ill be on -our tas2s and duties o- Human Resource !anagement (per-ormance management( compensation( career de3elopment( succession planning, based on the &nited 0tates procedures4 "asically the HR! practices are necessary -or e3ery organiFation4 "ut un-ortunately in Pa2istan not so much used HR! practices4 In multinational companies li2e coca cola ha3e their o/n separate department o- HR!4 %ccording senior eGecuti3e oHR BWa.ar !ahmood Bour HR department consist o- )@ people in :ujran/ala plant4 E3ery organiFation has its o/n policies and strategies by /hich they control the -unctions o- their departments4 0imilarly( /e also ha3e o/n policies and strategies by /hich /e control all the -unctions o- our departments4 coca cola HR department is also conducting all the practices o- HR! li2e $ob analysis and design o- /or2 (recruitment and selection( training and de3elopment( per-ormance appraisals( compensation( employee relationships( sta-- /el-are and medical policies and some other things li2e that4 These all practices are conducted by o/n policies and strategies4 HR department not ma2e decisions related o- its o/n department( they also conduct in companyEs decision4 J(@ -&-01/%/ -&2 2#/%9&%&9
77
J(@ -&-01/%/ is the procedure -or determining the duties and s2ill re.uirements oa job and the 2ind o- person /ho should be hire -or it4 $ob analysis consists o- t/o products one is job description and second job speci-ication4 J(@ 2#/.,%+'%(&) % list o- job duties( responsibilities( reporting relationship( /or2ing conditions( and super3isory responsibilities# one product o- a job4 J(@ /+#.%$%.-'%(&) % list o- a jobEs human re.uirements that is re.uisites education( s2ills( personality( and so on#other product o- a job analysis4 Coca cola company HR department chec2 its o/n job description and job analysis in /hich they get the in-ormation about employees /or2 acti3ities( human beha3ior( per-ormance standard( job conteGt and human re.uirements and also other in-ormation related to this conduct4 HR department o- coca cola used this in-ormation -or Recruiting( selection( compensation( per-ormance appraisal( training( and employeeEs relationship4 P0-&&%&9 -&2 F(,#.-/'%&9 The process o- deciding /hat positions the -irm /ill ha3e to -ill( and ho/ to -ill them4 Coca cola HR department in3ol3es in company strategic planning and they also ma2e su--icient planning -or hiring ne/ employees in the -uture4 We -orecast -or the eGpected employees needs in the organiFation4 We -orecast o- employees on the change technology and increasing in producti3ity4 %-ter planning /e send this report to the head o--ice -or appro3al4 I- /e get appro3al -rom the head o--ice then /e start recruitment process4
O:, ,#.,:%'*#&' +,(.#// 1ur recruitment process is /ell established -irst o- all /e gi3e ads in ne/s papers( company /ebsite( institutions etc4 1nce /e recei3e an application -orm( -rom candidates /ith re.uired documents and C74 Internal recruitment EGternal recruitment
S#0#.'%(& +,(.#//
7;
The selection process /ill 3ary depending on the position youEre applying -or( as one process canEt -it all the di--erent roles /e ha3e here at CCE4 Ho/e3er( in most cases a combination o- any o- the -ollo/ing tools /ill be used5 Inter3ie/ :roup eGercises Presentations Psychometric tests Role playsD0ituational EGercises Inter3ie/
The inter3ie/ is designed to re3eal more about you and your eGperiences4 WeEll as2 -or eGamples o- ho/ you beha3ed in di--erent situations( maybe at school( uni3ersity( a club( at home or in pre3ious jobs4 This is not designed to Tcatch you outT and our inter3ie/ers /ill ne3er try and tric2 you into an ans/er4 "e honest( be yoursel- and it should be an enjoyable eGperience4 %lso( donEt -orget that this is your chance to -ind out more about us and as2 .uestions4 Remember( inter3ie/s are a t/o#/ay process so use it to understand the nature o- the role and to ma2e sure it really is /hat youEre loo2ing -or4 G,(:+ #G#,.%/#/ WeEre 3ery much a team at CCE so these /ill sho/ us ho/ e--ecti3ely you /or2 /ith people4 TheyEre a good opportunity -or us to see ho/ you communicate( in-luence and in3ol3e other people in the /or2place4 Presentations gi3e you the chance to sho/ your ability to communicate to a group o- people on a speci-ic topic4 'ou may be gi3en a topic in ad3ance or on the day( but donEt /orry U youEll ha3e plenty o- time to prepare4 P/1.6(*#',%. '#/'/ Psychometric tests are timed eGercises that eGamine your abilities and potential4 1n occasions( /e may also use a personality assessment tool that is designed
75
to -ind out more speci-ic things about you4 I- youEre as2ed to complete a psychometric test( /eEll send you in-ormation and ad3ice in ad3ance on ho/ to prepare4 R(0# P0-1/HS%':-'%(&-0 EG#,.%/#/ esigned to assess ho/ you react in certain situations( these help to highlight particular s2ills and ho/ /ell youEre suited -or a position4 'ou may be gi3en -acts and -igures to re3ie/( or a report to completeK /e may also ha3e an assessor acting as a customer or employee to simulate a situation that could occur in the /or2place4 /orry( youEll be gi3en a brie- and ample time to prepare4 T,-%&%&9 +,(.#// ($ #*+0(1##/ Training process is essential part o- e3ery employee /ithout training( employee cannot come to no/ the procedure o- /or2( rules and regulations o- -irm( sometimes /hen ne/ technology is introduced it is also responsibility o- a -irm to train its employees4 %-ter recruiting the -resh employee /e train them -or three months and also pay them salaries a-ter three months they become part o- a -irm4 We also gi3e training to already eGist employee it depend upon condition -or eGample i- ne/ technology is introduced -irst o- all /e gi3e -ull training to them about ne/ technology then /e allo/ them to start their job4 onEt
P#,$(,*-&.# -++,-%/-0 Coca cola per-ormance appraisal is annually Hr manger /a.ar mahmood said that /e appraise the employee due to their per-ormance about goals o- the organiFation4 We set the goals started the year and tell the employees about the goal ithe employees achie3e this goal /e appraise the employees4 C(*+#&/-'%(& -&2 @#&#$%'/
7<
1bjecti3e o- compensation is our compensation objecti3e is to impro3e per-ormance o- employees and con3ey a message to employees that company is loyal /ith employees4 HR department manage says that employees are our assets( there -or /e are care-ul about their health and bene-its4 We gi3e -ollo/ing compensation and bene-its5 "asic salary "onus !edical -acility Pic2 and drop :ratuity -und 0ocial security We get many ad3antages -rom our employees because they are happy -rom company4 1ur employees are satis-y -rom our compensation and in the coca cola ne3er do/nsiFing occurred /hich sho/s that /ell relationship bet/een employees and company4 EMPLOYEES RELATIONSHIP Employees are the most important assets o- e3ery company so it is 3ery important to gi3e them importance4 The satis-action o- the employees ma2es the company success-ul4 The reason is that i- the employees o- the company are satis-ied then they /ill /or2 hard -or the de3elopment o- the company but i- they are not satis-ied /ith the companyEs policies and they are not gi3en their rights then they /ill lea3e the company /hich can turn into a big loss4 0o employeesE relationship is 3ery important -or e3ery company4 E3ery company has its o/n policy4 We ha3e also got our o/n policy by /hich /e gi3e importance to our employees i- any employee -aces some 2ind o- problem related to his li-e or /or2 then he can directly go to the manager and he can share all o-
7@
his problems4 This thing should be adopted by e3ery company because this ma2es the employee satis-ied /ith the company4 We belie3e that an open door policy is the best policy -or employeesE relations because due to this( our employees -eel 3ery independent and they 2no/ that ithey get any problem( they can contact directly to the manager o- their department4 0o /e strongly belie3e that such policy ma2es our employees satis-y /ith us4 S-$#'1 P(0%.1 We at CC"P9 :ujran/ala are committed to ensure the maGimum le3el osa-ety and pre3ention o- loss -or our employees( assets and 3isitors4 We belie3e in the in3ol3ement o- each and e3ery one o- us in this e--ort and realiFe the importance o- e3ery indi3idualEs contribution to sa-ety4 We stri3e -or continuous impro3ement in our sa-ety standards and to the consistently meet or eGceed them4 We there-ore( /ill ma2e certain that the necessary -inancial and personnel resources are made a3ailable in order to continuously impro3e our sa-ety standards4 With this belie- /e 3o/ to4 0et our sa-ety standard at a le3el that ensures compliance /ith
go3ernmental and company re.uirements4 Protect our employees and ensure public sa-ety eGtending throughout our organiFation4 Integrate sound sa-ety practices in to our daily business operation e3en in the absence o- speci-ic regulatory re.uirements use the results o- research and ne/ technology to minimiFing the sa-ety ris2s o- our operations e.uipment( products and pac2ages ta2ing in to account the associate costs or pro-it -or each sa-ety bene-its4 Ensure each and e3ery one to use in responsible and accountable -or our actions4 Establish mechanisms to communicate e--ecti3ely /ith employees Consumers and go3ernment on our sa-ety per-ormance4 We belie3e in sa-ety4 We adhere to our sa-ety principles4 We deli3er4 H R D#+-,'*#&' C6-,'
78
FIGURE NO-2. .1
2.! P,(2:.'%(& F:&.'%(&/ P,(2:.'%(& 2#+-,'*#&' The production department is headed by a -actory manager /ho reports directly to the %rea :eneral !anger (%:!, 4one engineer is so -ar inn side battery limit
79
i4e4 plant e.uipments and maintenance and the second engineer is -or outside battery
limitsK -or the utilities li2e generate room( boiler( /ater treatment plant and the !aaFa unit /hich is located at same distance( these -our people report to the plant manager4 There are +<; /or2ers in the plant( /hich includes /omen( /ho are other/ise engaged in house2eeping into the production line4 the company operates three types o- shi-ts4 +4 :eneral shi-t )4 0econd shi-ts 64 )8Ehours 5 5 5 =a4m to ;pm <am to )pm to+*pm <am to<pm and<pm to <am epending on the demand(
Women are employed only in the general shi-t (=am to ;pm, o the JaE shi-t (<am to )pm,4in the other shi-ts( casual labours are used4
0tages in production process5 +4 Water treatment )4 Ra/ syrup ma2ing 64 Ready syrup ma2ing 84 "ottling process ;4 Iuality control
P,(2:.'%(& /.6#2:0# The production schedule -iGed daily by ta2ing into consideration the mar2et demand( the a3ailability o- empty bottles and in3entory position o- -illed bottles4 The storage capacity o- the godo/n is at present @*(*** crates( /hich also limits the production schedule4 The production schedule -or each brand is -iGed daily4 Production is
;0
generally carried out in t/o shi-ts4 In summer( the demand its pea2 and production /ill be eGtended +) hours shi-ts4 R-8 *-'#,%-0/ Ra/ materials are the -la3ors essence concentrate supplied by parley( sugar and /ater sugar purchased in bul2 -rom the /holesale sugar mar2et4 The re.uirement osugar -or )*#); production days 2ept in stoc2 in sto2e and re.uirement -or a month intended in ad3ance4 Water re.uired met by municipal supply( /ater -rom bore /ell and tube /ells also used /hen re.uired4 Water -urther treated /ith chemicals4 Caps are supplied by specialiFed -irms li2e 9RT and metal boG India ltd4 I&9,#2%#&'/ +4 Water )4 0ugar 64 Co) 84 Fla3ors (-or soda only /ater( co) in used,4 4:-0%'1 -//:,-&.# 2#+-,'*#&' The .uality assurance department is headed by plant manager4 In addition to him there are ? chemists4 The deputy manager reports to the plant manager4 The department tests and controls the .uality o- /ater( caustic solution and the -inal be3erage4 The -inal be3erage is tested -or gas and bric2s i4e4 the sugar content4 2.5 MARKETING FUNCTION S-0#/ 2#+-,'*#&' The sales department has a general sales manager and three associatesE sales managers4 1- the three sales managers( one person is in charges o- city sales /hile the other loo2s a-ter district and 1rissa sales4 %ll o- report to %:! directly( Is interacts /ith sales department on daily basis and 3irtually leads the teams4
;1
D%/',%.' /-0#/ In addition to the sales manager( there is a deputy sales manager( -our assistance sales manager and belo/ the t/o salesmen each distributor4 From the distributor it reaches the retailer outlet4 The company sales -orce helps the retailer and distributor achie3e their targets promotions and other incenti3es4 The sales -orced in -ar locations report to the sales manager once in a /ea24 "ased on their reports( ne/ incenti3e schemes and o--ers are made4 The pre3ious /ee2Es per-ormance is e3aluated and targets -or the neGt /ee24 C%'1 /-0#/ &nder the sales manager (city,( there are super3isor( sta--s and ++6 -ield -orces4 The company has no distributors in the city o- 7isa2hapatnam4 They directly supply to the retailers4 There are 6* routes /ith trun2s co3ering each route4 Each trun2 is accompanied by sales man and t/o sales helpers4 There is a sales o--icer -or e3ery t/o routes4 He mo3es around on a hi2e and sees to it that are outlets are co3ered4 %ny urgent messages are communicated to the sales -orce through mobiles there are approGimately ;<** outlets in 7isa2hapatnam city4 In lop areas i4e4 %reas /here company trun2 cannot go( a -at dealer is appointed4 C:/'(*#, /#,;%.# /:++(,' /1/'#* There is customer ser3ice support system (C000,( /hich -unctions under the C000 -or entire %ndhra Pradesh( locally it reports to the %:!4 In the so-t industry( the customer and consumer are de-ined separately4 C(&/:*#, ,#/+(&/# .(-(,2%&-'%(& :&%' ECRCF The consumer response co#ordination unit has the sales manager the unitEs temporarily handle by the C0004 The CRC unit recei3es complaints and grie3ance -rom the mar2et either through phone calls or through sales -orce4 It sends regular reports to the corporate o--ice4
D%/',%@:'%(& +-''#,&) D%,#.' (+#,-'%(&
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Plant
Plant
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Area mar3eting )-6 Super stoc3iest %istributo r )ustomer s Route agents )onsumers
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M-,7#'%&9 *%G In the early +@<*Es( Pro-essor Neil "orden at Har3ard business school identi-ied a no o- company per-ormance action that can in-luence the consumer decision to purchase goods or ser3ices4 "orden suggested that all those actions o- the company represented a Bmar2eting miGC4 Pro-essor e4 $erome mc carthy( also at the Har3ard business school in the early +@<*Es( suggested that the mar2eting miG contained -our elements5 product( price( place( and promotion4 D%-9,-*
In popular usage Bmar2etingC is the promotion o- products especially ad3ertising and branding4 Ho/e3er in pro-essional usage the term as a /ider meaning( /hich
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recogniFe the mar2eting is customer cantered4 Products o-ten de3eloped to meet the desires o- groups o- customers or e3ent( in some cases -or speci-ic customers4 T6# $(:, +I/ -,# The product aspects o- mar2eting deal /ith the speci-ication o- the actual goods or ser3ices and ho/ it relates to the end user needs and /ants4 The scope o- a product generally includes supporting elements such as /arranties( guarantees( and support4 P,%.#) this re-ers to the process o- setting( a price -or a product( including discounts4 The price need not be monetary# it can simply be /hat eGchanged -or the product or ser3ices P,(*('%(&) this includes ad3ertising( sales promotion( publicity( and personal selling( branding and re-ers to the 3arious methods o- product( brand( or company( P0-.# E(, 2%/',%@:'%(&F) re-ers to ho/ the product gets to the customerK -or eGample( point o- sale placement or retailing this -ourth p generally to the channel by /hich a product segment (young adults( -amilies( business people,( etc4 These -our elements are o-ten re-erred to as the mar2eting miG( /hich a mar2eter can use to cra-t a mar2eting plan4 2.C RESEARCH FUNCTIONS Coca#ColaTs most senior eGecuti3es commissioned a secret e--ort named VProject >ansasV headed by mar2eting 3ice president 0ergio Oyman and "rian yson( president o- Coca#Cola &0% to test and per-ect the ne/ -la3or -or Co2e itsel-4 It too2 its name -rom a -amous photo o- that stateTs reno/ned journalist William %llen White drin2ing a Co2e that had been used eGtensi3ely in its ad3ertising and hung on se3eral eGecuti3esT /alls4 The companyTs mar2eting department again /ent out into the -ield( this time armed /ith samples o- the possible ne/ drin2 -or taste tests( sur3eys( and -ocus groups4
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The results othe taste tests /ere strong the s/eeter miGture
o3er/helmingly beat both regular Co2e and Pepsi4 Then tasters /ere as2ed i- they /ould buy and drin2 it i- it were Coca#Cola4 !ost said yes( they /ould( although it /ould ta2e some getting used to4 % small minority( about +*#+)W( -elt angry and alienated at the 3ery thought( saying that they might stop drin2ing Co2e altogether4 Their presence in -ocus groups tended to s2e/ results in a more negati3e direction as they eGerted indirect peer pressure on other participants4 The sur3eys( /hich /ere gi3en more signi-icance by standard mar2eting procedures o- the era( /ere less negati3e and /ere 2ey in con3incing management to mo3e -or/ard /ith a change in the -ormula -or +@=;( to coincide /ith the drin2Ts centenary4 "ut the -ocus groups had pro3ided a clue as to ho/ the change /ould play out in a public conteGt( a data point that the company do/nplayed but /hich /as to pro3e important later4 !anagement also considered( but .uic2ly rejected( an idea to simply ma2e and sell the ne/ -la3or as yet another Co2e 3ariety4 The companyTs bottlers /ere already complaining about absorbing other recent additions into the product line in the /a2e oiet Co2e4 !any o- them had sued o3er the companyTs syrup pricing policies4 % ne/ 3ariety o- Co2e in competition /ith the main 3ariety could( i- success-ul( also dilute Co2eEs eGisting sales and increase the proportion o- Pepsi drin2ers relati3e to Co2e drin2ers4 Early in his career /ith Coca#Cola( :oiFueta had been in charge o- the companyTs "ahamian subsidiary4 In that capacity( he had impro3ed sales by t/ea2ing the drin2Ts -la3or slightly( so he /as recepti3e to the idea that changes to the taste o- Co2e could lead to increased pro-its4 He belie3ed it /ould be VNe/ Co2e or no Co2eV( and the change must ta2e place openly4 He insisted that the containers carry the VNEWXV label( /hich ga3e the drin2 its popular name4 :oiFueta also made a 3isit to his mentor and predecessor as the companyTs chie- eGecuti3e( the ailing Robert W4 Woodru--( /ho had built Co2e into an international brand -ollo/ing World War II4 He claimed he had secured Woodru--Ts blessing -or the
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re-ormulation( but e3en many o- :oiFuetaTs closest -riends /ithin the company doubt that Woodru-- truly understood /hat :oiFueta intended4 :oiFueta al/ays said he had4 2.< FUTURE PLANS This report is to in3estigate Coca Cola Company4 1n this course/or2 I /ill loo2 at the company on all aspects -rom their business -unctions( organiFational structures to the companyTs objecti3es4 I /ould ha3e to loo2 at the departments /ithin the business and the -unctional areas /ithin these departments( also loo2 at the di--erent management styles /ithin the business( loo2ing at the organiFational structure( the communication used /ithin the business( and the impact o- ICT on the organiFations communications4 The Coca#Cola Company is the /orldTs leading manu-acturer( mar2eter and distributor o- non#alcoholic be3erage concentrates and syrups4 %long /ith Coca Cola( the /orldTs best 2no/n brand( The Coca Cola Company mar2ets -our o- the /orldTs top#-i3e so-t drin2 brands( including iet Co2e( Fanta and 0prite4 Throughout the /orld( no other brand is an immediately recogniFable as Coca Cola4 With operations in more than )** countries( a di3erse /or2-orce comprised o- more than )** di--erent nationalities( pro3iding The Coca Cola Company is part o- the -abric o- li-e in each o- the .uality in the mar2etplace( enhancing the /or2place4 communities they ser3e throughout the /orld4 It operates as a local business partner(
Coca#Cola is the most popular and biggest#selling so-t drin2 in history( as /ell as the best#2no/n product in the /orld4 Coca#Cola /as in3ented in !ay +==< by $ohn 04 Pemberton in %tlanta( :eorgia4 The name TCoca#ColaT /as suggested by r4 r4
PembertonTs boo22eeper( Fran2 Robinson4 He 2ept the name Coca#Cola in the -lo/ing script that is -amous today4 Coca#Cola /as -irst sold at a soda -ountain by miGing Coca# Cola syrup /ith carbonated soda in $acobTs Pharmacy in %tlanta by Willis 7enable4 that year o- Y;*4 0ince the yearTs eGpenses /ere just o3er Y?*( one billion drin2s per uring the -irst year( sales o- Coca#Cola a3eraged nine drin2s a day( adding up to total sales -or r4 Pemberton too2 a day4 loss4 Today( products o- The Coca#Cola Company are consumed at the rate o- more than
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In +=@6( Coca Cola /as registered in the &nited 0tates and then -urther in3estment /as put into it to eGpand the business4 To handle the enormous capacity o- its business( the Coca Cola Company has di3ided up into siG operating units5 !iddle and Far East :roups( Europe( The 9atin %merica :roup( The North %merica( The %-rica :roup and The !inute !aid Company4 The Head Iuarters is situated in the &nited 0tates4 The country that ITm going to be concentrating on is the &nited >ingdom and ho/ the company /or2s in the &4>4 I dre/ up this action plan as a guide to priorities /hat in-ormation I need to complete this report4 The method o- research I /ill use the most on this report /ill be secondary research such as the annual reports( etc4 Coca Cola also ha3e limited liability as they are a public limited company4 % limited company is o/ned by its shareholders4 There is no legal maGimum to the number o- shareholders4 There are t/o -orms o- 9imited 9iability Company in the &>( the Pri3ate 9imited Company (9td, and the Public 9imited Company (Plc,4 The essential di--erence( bet/een the t/o( is that the Pri3ate 9imited Company cannot legally o--ers its shares to the general TpublicT( there-ore this -orm o- company is usually associated /ith -amily run businesses4 Whilst the Public 9imited Company can sell its shares to the general public on the 0toc2 EGchange( pro3iding the potential -or -ar greater -inances to be raised4 The o/ners o- a limited company are re-erred to as its members( or shareholders4 %n indi3idual can become an o/ner o- the business by purchasing shares in that business4 When the pro-its o- the business are distributed to shareholders( they are distributed in the -orm o- a di3idend4 The 3alue o- the di3idend is decided upon not by the o/ners( but by the irectors o- the business4
0ome shareholders had in3ested their li-e sa3ings and not only lost their money( but their homes( limited liability /as designed to protect shareholders -rom this mista2e( but the 2ey moti3e /as to ensure that large projects could continue to raise capital4 Coca ColaTs 1bjecti3es o- the Company4
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!ainly all companiesT objecti3es are to sur3i3e( maGimiFe their pro-its and to eGpand their business( ho/e3er( -rom /hen Coca Cola had started( o3er the years they had achie3ed these objecti3es4 0o the company has come up /ith siG strategic objecti3es to pro3ide the company /ith a -rame/or2 -or the companyTs success4 In )**6( e3ery -unction o- The Coca#Cola Company integrated these priorities into their business plans4 %nd this year( they /ill continue to establish these priorities( and their bene-its into e3ery aspect o- the business4 2.= OTHER INFORMATION
Coca#Cola is a carbonated so-t drin2 sold in stores( restaurants( and 3ending machines internationally4 The Coca#Cola Company claims that the be3erage is sold in more than )** countries4 It is produced by The Coca#Cola Company in %tlanta( :eorgia( and is o-ten re-erred to simply as Co2e (a registered trademar2 o- The Coca#Cola Company in the &nited 0tates since !arch )?( +@88,4 1riginally intended as a patent medicine /hen it /as in3ented in the late +@th century by $ohn Pemberton( Coca#Cola /as bought out by businessman %sa :riggs Candler( /hose mar2eting tactics led Co2e to its dominance o- the /orld so-t#drin2 mar2et throughout the )*th century4 The Coca Cola is a be3erage company( manu-acturer( distributor( and mar2eter o- non#alcoholic be3erage concentrates and syrups4 The company is best 2no/n -or its -lagship product Coca#Cola in3ented by pharmacist $ohn 0tith Pemberton in +==<4 The Coca#Cola -ormula and brand /as bought in +==@ by %sa Candler /ho incorporated The Coca#Cola Company in +=@)4 "esides its namesa2e Coca#Cola be3erage( Coca#Cola currently o--ers more than 8** brands in o3er )** countries or territories and ser3es +4< billion ser3ings each day4 Co2e is it ## it being the /orld Z+ so-t#drin2 company4 The Coca#Cola Company (TCCC, o/ns -our o- the top -i3e so-t#drin2 brands (Coca#Cola( Fanta( and 0prite,( Its other brands include !inute !aid( Po/er%de( and North %merica it sells :roup :roup (Crush( anonRs E3ianK it also sells brands -rom iet Co2e( asani /ater4 In r Pepper 0napple
r Pepper( and 0ch/eppes, outside %ustralia( Europe( and North %merica4
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The -irm ma2es or licenses more than 6(*** drin2s under ;** brand names in some )** nations4 %lthough it does no bottling itsel-( Co2e o/ns 68W o- the /orldEs Z+ Co2e bottler Coca#Cola Enterprises (CCE,K 6)W o- !eGicoEs bottler Coca#Cola FE!0%K and )6W oEuropean bottler Coca#Cola Hellenic "ottling4 OVER VIEW Coca#ColaM /ere in3ented by %tlanta pharmacist( $ohn 0tith Pemberton in +==<( since that time The Coca#Cola Company has gro/n to represent o3er 8** di--erent brands in )** countries4 Coca#Cola 9td4 (CC9, is responsible -or de3eloping and mar2eting the brands o- The Coca#Cola Company( and 3arious other brands( to consumers in Canada( and -or the protection o- our trademar2s here in Canada4 CC9 is a subsidiary o- the Coca# Cola Company( the /orldEs leading "e3erage Company( /ith /orld/ide head.uarters in %tlanta( :eorgia4 In addition( Coca#Cola 9td4 o/ns and operates The !inute !aid Company Canada Inc4 Coca#Cola "ottling Company (CC"C, is our local primary Canadian bottler responsible -or manu-acturing( sales and distribution o- most Coca#Cola brands in Canada4 CC"C is a di3ision o- Coca#Cola Enterprises( the /orldEs largest Coca#Cola bottler4 The t/o partner organiFations( CC9 and CC"C( represent one be3erage pro3ider JsystemE /hich collecti3ely employs o3er ;(*** people across Canada4 Coca#ColaM be3erages ha3e been sold and distributed in Canada -or more than one hundred years4 In +@*<( the -irst Canadian#made Coca#ColaM bottles came o-the production line at <; "ell /oods %3enue in Toronto4 Today( the Coca#Cola system in Canada has se3en production plants and employs approGimately ;(;** employees in more than <* sales centers and satellite locations in all +* pro3inces4 The Coca#Cola Company is a 3ibrant net/or2 o- people( in more than )** countries4 putting citiFenship into action4 Through our actions as local citiFens( /e stri3e e3ery day to re-resh the mar2etplace( enrich the /or2place( protect the en3ironment and strengthen our communities4 C(,+(,-'# .%'%D#&/6%+
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1ur e--orts to identi-y solutions to en3ironmental challenges( /e see2 the cooperation o- public( pri3ate and go3ernmental organiFations4 We direct our companyEs s2ills( energies and resources to/ard acti3ities and issues /here /e are con-ident oma2ing a po/er-ul and e--ecti3e contribution4 T6# C(.--C(0- I2#&'%'1 We are ste/ards o- brands uni3ersally recogniFed -or .uality and consistency4 !aintaining an established standard o- eGcellence in our business conduct is essential i/e are to continue to be trusted neighbors in the communities /here /e do business4 1ur e--orts to/ards en3ironmental management eGhibit this le3el eGcellence at the local( di3ision( and corporate le3els4 We /ill ta2e progressi3e actions that -ocus on minimiFing our impact on the en3ironment /hile stri3ing to/ards continuous impro3ement4 We act responsibly( doing the right thing /ith regard to the local and global en3ironment as /e build and nurture strong brands4 %s responsible ste/ards o- the en3ironment and our brands( /e /ill ta2e progressi3e actions that -ocus on minimiFing our impact on the en3ironment and stri3e -or continuous impro3ement4 1ur goal is to be en3ironment management leaders in the communities /here /e conduct business4 We pro3ide leadership in three critical areas5 P Water e--iciency and /ater .uality P Energy e--iciency P Eliminating or minimiFing solid /aste 1ur acti3ities -ocus on community in3ol3ement based on understanding local and global en3ironmental issues( leadership on research to pro3ide inno3ati3e solutions( and open and ongoing dialogue on our en3ironmental e--orts4
C(.--C(0- 6#-2J:-,'#,/ The Coca#Cola Head.uarters is a campus in !idto/n %tlanta( :eorgia that is home to The Coca#Cola Company4 The most 3isible building on the site is a )@#story( 8*6[-oot
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(+))4= m, high 1ne Coca#Cola PlaFa4 located on the corner o- North %3en and 9uc2ie 0treet4 Completed in +@?@( the architects /ere F%"R%P and the designer Torn Pardue4 M%//%(& 1ur Roadmap starts /ith our mission( /hich is enduring4 It declares our purpose as a company and ser3es as the standard against /hich /e /eigh our actions and decisions4 P To re-resh the /orld444 P To inspire moments o- optimism and happiness444 P To create 3alue and ma2e a di--erence V%/%(& 1ur 3ision ser3es as the -rame/or2 -or our Roadmap and guides e3ery aspect o- our business by describing /hat /e need to accomplish in order to continue achie3ing sustainable( .uality gro/th4 P P#(+0#) "e a great place to /or2 /here people are inspired to be the best they can be4 P P(,'$(0%() "ring to the /orld a port-olio o- .uality be3erage brands that anticipate and satis-y peopleEs desires and needs4 P P-,'&#,/) Nurture a /inning net/or2 o- customers and suppliers( together /e create mutual( enduring 3alue4 P P0-&#') "e a responsible citiFen that ma2es a di--erence by helping build and support sustainable communities4 P P,($%') !aGimiFe long#term return to shareo/ners /hile being mind-ul o- our o3erall responsibilities4 P P,(2:.'%;%'1) "e a highly e--ecti3e( lean and -ast#mo3ing organiFation4
V-0:#/
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1ur 3alues ser3e as a compass -or our actions and describe ho/ /e beha3e in the /orld4 P L#-2#,/6%+) The courage to shape a better -uture P C(00-@(,-'%(&) 9e3erage collecti3e genius P I&'#9,%'1) "e real P A..(:&'-@%0%'1) I- it is to be( itEs up to me P P-//%(&) Committed in heart and mind P D%;#,/%'1) %s inclusi3e as our brands P 4:-0%'1) What /e do( /e do /ell F(.:/ (& '6# M-,7#' P Focus on needs o- our consumers( customers and -ranchise partners P :et out into the mar2et and listen( obser3e and learn P Possess a /orld 3ie/ P Focus on eGecution in the mar2etplace e3ery day P "e insatiably curious W(,7 S*-,' P %ct /ith urgency P Remain responsi3e to change P Ha3e the courage to change course /hen needed P Remain constructi3ely discontent P Wor2 e--iciently
A.' 0%7# O8&#,/
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P "e accountable -or our actions and inactions P 0te/ard system assets and -ocus on building 3alue P Re/ard our people -or ta2ing ris2s and -inding better /ays to sol3e problems P 9earn -rom our outcomes ## /hat /or2ed and /hat didnEt B# '6# B,-&2 P Inspire creati3ity( passion( optimism and -un CEO !uhtar >ent is Chairman o- the "oard and Chie- EGecuti3e 1--icer o- The Coca#Cola Company4 C(.--C(0- %& I&2%Coca#Cola the corporation nourishing the global community /ith the /orldEs largest selling so-t drin2 concentrates since +==<( returned to India in +@@6 a-ter a +< year hiatus( gi3ing ne/ thumbs up to the Indian so-t drin2 mar2et4 In the same year( the Company too2 o3er o/nership o- the nationEs top so-t#drin2 brand and bottling net/or24 ItEs no /onder our brands ha3e assumed an iconic status in the minds o- the /orldEs consumers4 C(*+-&1 P(,'$(0%( 1ur Company continues to eGpand our be3erage port-olio in order to meet consumers e3ol3ing needs and pre-erences4 We currently o--er more than 6(6** Coca# Cola be3erages around the /orld4 7isit our Products section to learn about be3erage 3ariety( product sa-ety and .uality( nutrition( hydration( s/eeteners and ho/ our be3erages can -it into your healthy( acti3e li-estyle4
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B,-&2 0(9(/)-
5;
T6# ;-,%(:/ $0-;(,/ -&2 /:@- @,-&2/ -,# $-00(8/)C0 (Carbonated so-t drin2s,
P Coca [ Cola P Thums&p P 9imca P 0prite P Fanta P !aFaa P Pulpy 1range P !inute maid nimbu -resh
CEO COCA COLA INDIA A':0 S%&96 (President( India and 0outh West %sia "usiness &nit,4 %tul 0ingh is the President o- Coca#Cola India and 0outh West %sia "usiness &nit( a responsibility that he too2 o3er on 0eptember +( )**;4 He /as earlier the
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President o- East( Central R 0outh (EC0, China !aldi3es4 C(.- .(0- @#;#,-9#/ +,#/%2#&' K CEO President CE1 5 %tul 0ingh 5 Tirumalai >rishna >umar i3ision o- Coca#Cola4 %tul is responsible
-or Coca ColaEs operations in India( 0ri 9an2a( "angladesh( "hutan( Nepal and the
C(.--C(0- I&2%- H#-2 4:-,'#,/ C(*+-&1 C(&'-.' P#,/(& A22,#// S'-'# 3%+HP%& C(:&',1 T#0 F-G I&$( "e3erages4 C(.--C(0- I&2%- V%D-9) C(*+-&1 A22,#// S'-'# D%/',%.' Coca Cola India( Coca#Cola( !urali nagar(NH#;( %ndhra Pradesh( 7isa2hapatnam U ;6**+<4 Coca Cola India( %leGander 7on "ehr( r4 :4m4Ti/ari(
En2aya To/ers( &dyog 7ihar#3( :urgaon( Haryana( +))+*<( India( *+)8#)<8=*8+D ;?+( *+)8#)<68=+88D +8<( 0/eetened Carbonated No#alcoholic "e3erages( Ready#to#ser3e
C(.--C(0- %&'#,&-'%(&-0 0#;#0 CCSF C(.--C(0- F((2 S#,;%.#
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Inno3ation is al/ays on tap /ith Coca#Cola Food 0er3ice (CCF0,4 Restaurateurs can -ind /ays to increase sales( better manage personnel( increase pro-its and gro/ the business through CCF04 "ringing creati3ity and consumer and industry insights to -ood and be3erage operators( CCF0 o--ers operators /ays to build and sustain pro-it and gro/th and de3elop their brands4
C(.--C(0- @#;#,-9#/ Coca#Cola is /orld/ide leader in be3erage inno3ation and creati3ity( throughout its +))#years o/nership o- the /orld most 3aluable brand and producing currently )=** be3erages ( Co2e ta2es pride in being a product and ser3ice inno3ator in ;* countries Where in operates4 1n :uam( the northern !ariana Islands and all o3er !icronesia( Coca# Cola eGempli-ies this leadership in inno3ation as its regularly introduce ne/ .uality products to the region4 M-,7#' /6-,# The mar2et share o- Coca#Cola is sho/n in the -ollo/ing table4 Coca#Cola IndiaEs consolidated share o- carbonated so-t drin2s is ;?4=W( Four Coca#Cola brands ha3e mar2et shares o- o3er +*W4 C(.--.(0- K T6:*/ :+ S+,%'# L%*.F-&'2!.5L 12.2L 1>.=L 1>.>L
A.6%#;#*#&'/ Coca#Cola is one o- the Warren "u--etEs Top ; holding Company4 P Re entering in India +@@64
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P Introducing o- >inley /ater bottle in the year +@@84 P 0tarting o- Coca#Cola online in the year +@@<4 P Celebrating a +** anni3ersary /ith -irst /orld /ide bottle con-erence in the year +@=;4 P I time o- introducing ) liters( plastic bottles /ith bottle grip handle4 C(.--C(0- I&2%- P,%;-'# L%*%'#2 C(*+-&1 O;#,;%#8 Coca#Cola India Pri3ate 9imited produces carbonated drin2s4 It o--ers so-t drin2s( juice drin2s( -ruit drin2s( and bottled /ater( as /ell as ice tea and cold co--ees4 The company /as -ounded in +@@6 and is based in :urgaon( India4 Coca#Cola India Pri3ate 9imited operates as a subsidiary o- Coca#Cola 0outh %sia Holdings( Inc4 K#1 EG#.:'%;#/ !r4 %tul 0ingh Chie- EGecuti3e 1--icer and President !r4 eepa2 $olly #
7ice President o- Public %--airs and Communications !r4 Richard 94 !iller Regional 7ice President o- North !s4 0angeeta Pendur2ar 7ice President o- 0trategy !r4 7iraj Chouhan 0enior !anager o- Corporate Communications D#/.,%+'%(& ($ P,(2:.'/ 0prite Fanta Clear 9emon 1range
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!aaFa Pulpy 1range !inute !aid Nimbu >inley C(.--C(0-I/ B,-&2 (,2#, COLOJK Co # Cola 9 * $ > # Co2e( Thums up4 !ango Pure 1range 9emon Pure Water
# 9emon # 0prite( 9imca # 1range# Fant\ # $uice # >inley # !aFaa( Pulpy( Nimbu -resh # 0oda( /ater
:enerally 0hops are called 1utlets( These out lets are 8 type There is P Con3enience out lets P :rocery out lets P ER #l P ER #) C(&'#&'/ ($ (:' 0#'/ Con3enience 1utlets 5 It had all type o- items a3ailable4 EG5 pan shops( 0T :rocery 1ut lets points etc4
5 It /as located on bus stops and public spots4 EG5 "usy malls( pro3ision stores( large shops etc4
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ER ER #l #) 5 /ine shops ( 9odges etc4 5 "ar and Restaurants( Hotels etc4
In sales purpose outlets (channels, are di3ided 8 types( that is P iamond# =** cases (], per4 %nnum # ;** to ?@@ cases p4a #)** to 8@@ cases p4a # + to +@@ cases p4a
P :old P 0il3er P "ronFe
In Income purpose 1utlets (Channels, are di3ided 6 types( that is P High le3el Income P !edium le3el income P 9o/ le3el income !ostly Coca#Cola using ) types o- Coolers( that is P 7isi Cooler P Chest Cooler Coca#Cola pro3ides di--erent outlets -or di--erent Coolers4 C((0#, S%D# EC-/#/F O:' L#' EC6-&&#0F B,(&D# C = 1> 1! S%0;#, G(02 G(02 D%-*(&2
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2> 3> D%-*(&2 D%-*(&2
T1+#/ ($ P,(2:.'/ -;-%0-@0# /%D#/ )** ml );*ml 6** ml 66* ml 6;* ml <** ml 8** ml +4); ml ) let + 4) let + 4) let ;** ml +4; let ;** ml + let ) let Co2e( Thums &p( 9imca( 0prite( Fanta( !aFaa( %nd !aFaa Tetra !aFaa#RC" Co2e( Thums &p( 9imca( sprite( Fanta( 2inley #R:" Co2e4 Thums( sprite( Fanta cans or tins4 Co2e( Thurns &p( 9irnca( sprite( Fanta [Pet# Apress pac2 Co2e( Thums &p( 9irnca(sprite( Fanta( !aFaa [ pet(mobile pac2 !inuete maid( Pulpy orange( Nimbu -resh !obile pac2 Co2e( Thums &p( 9imca( sprite( Fanta [ -ridge pac2 Co2e( Thums &p( 9imca( sprite( Fanta [ party pac2 !aFaa Pulpy orange 0oda 0oda Water Water Water
Types oP 00 P C0
rin2s # 0par2ling so-t drin2 # Carbonated so-t drin2
P R:" # Returnable glass bottle P PET # Poly ethylene tur- ethylated
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C(.--C(0- '((7 (,2#, @((7%&9 2 '1+#/, %.#., P 9ine order P %lternate order L%&# (,2#, @((7%&9) it had order ta2en e3ery day4 Regularly Coca cola -ollo/s this order4 A0'#,&-'%;# O,2#, @((7%&9) it had order ta2en e3ery 6days at once4 0ometimes company -allo/s these order4 PLANT LAY-OUT The lay#out o- the bottling plant o- Coca#cola 3iFag con-irms to the products on lines lay#out4 The machines and e.uipment ha3e been imported -rom :ermany( /hich products the best capital in3estment in the World4 The machinery and all the e.uipments is arranged according to the se.uence o- operations( the machines and /or2ers are specialiFed in drin2 industry4 They are specialiFed in operations such as the syrup( clearing the bottles( -illing the bottles4 Crating and sealing the bottles /ith cro/n4 %ll these operations are carried on a continuous mo3ement4 THE REASONS FOR CHOOSING THE PRODUCT LAY-OUT There is continuous supply o- material4 The brands are all standardiFed products4 The demand -or products brands are reasonable stable4 The 3olume o- production is ade.uate -or the reasonable utiliFation o- e.uipment4 ue to abo3e reasons the product lay#out o--ers certain ad3antages4 The production cycle is speedier up4 0ince the company -ollo/s a continuous mo3ement( the cost o- material handling goes lo/4 The total -loor space re.uired by the machine is less than -or other types o- plant lay#outs4 PLANT CAPACITY
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The company installed latest up to automatic plant con-irming to plant lay# out4 The capacity o- the plant is )8*** bottles per hour i4e4( at the speed on the 8** "4P4!4 implying 8** bottles per minute4 In the months -rom !arch to $une( the plant is used to its -ull capacity by running their shi-ts e3ery day4 Each shi-t consists o- = hours4 0o( during the summer season the plant is run round the cloc2( i4e4( )8 hour4 This is because the demand reaches its pea2 in its summer months4 The company has to produce enough bottles o- so-t drin2s at a speed to 2eep in pace /ith the disappearance o- so-t drin2s -rom the shel3es o- the retailers4 PRODUCTION SCHEDULE The production schedule is -iGed by ta2ing into consideration the present or current mar2et demand( the a3ailability o- empty bottles and also the in3entory position o- di--er -la3ors4 The production schedule -or each brand is -iGed daily( -illing the bottles oeach brand and -la3or4 This has an ad3antage in that the branded products can be manu-actured once at a time4 The glass bottles used -or -illing so-t drin2s are o- the 3olumes o- containing 6**m+ o- so-t drin2s4 There are also bottles o- ;**rnl capacities to be -illed so-t drin2s4 4UALITY CONTROL Coca#Cola 3iFag ta2es great care to maintain the .uality control o- the products in their -actory4 The bottles are 3isually eGamined -or impurities continuously( as the bottles mo3e out4 0amples are chec2ed e3ery ten minutes o- production time by the chemist -or its .uality and hygiene condition4 The chemical analysis is also made -or -la3ors( gas contents and sugar percentages4 The appearance( smell and taste o- the products are also chec2ed4 I- any de-ects are noticed the production is suspended and the connection measures are ta2en so as to set right the bottling process irregularities( -urther samples -rom each batch are dispatched to the a--iliated parent agency company in each /ee2 -or .uality chec2 up4 !oreo3er( agency o- the company also li-ts sample -rom the mar2et at random -or .uality chec2up at any to ma2e sure that the .uality is maintained to the eGact standard o- the parent company4
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%t the end o- the production schedule( daily all the e.uipment( plant -loor and /et patches are cleaned /ith bleaching po/der o- some other solution( the standards o- hygiene maintained inside the production shops are commendable4 SYRUP MAKING In this process the syrup o- a particular is prepared by heating sugar /ith acti3ated carbon po/er and -ilter aid (Hy-loces super cell, in treatment tan2 -or a speci-ied time and up to a particular temperature4 uring the treatment most o- the colors( odor and some 1rganic impurities are remo3ed -rom sugar syrup4 This treated syrup then passed through -ilter press( -itted /ith -ilter papers and heat eGchangers and clear syrup is collected in the syrup ma2ing tan2( the essence o- particular product /ill be added -or /hich a re.uired4 %mount sugar is ta2en -or treatment4 0ugar syrup and essence are miGed in the tan2 /ith the help o- mechanical stirrer and e3entually the -la3or syrup is ready to be used in the end use product4 WATER TREATMENT This is the second in the process o- so-t drin2 manu-acture4 Water is the basic ingredient in the so-t drin2( /hich comprises up to @*W o- the .uality4 Hence( the .uality o- /ater is brought to treatment tan2 and then /ater treatment chemicals such as hydrated lime( bleaching po/dered Ferro sulphate are added to the tan2 and miG thoroughly /ith the help o- mechanical stirrer4 THE REASONSFOR WATER TREATMENTS ARE P It remo3es hardness and con3erts the /ater into so-t /ater4 P It -rees the /ater -rom micro organismP Reduces the al2alinity to a re.uired le3el4 P Remo3es suspended matter in /ater4 This treated /ater passes though the specially designed -iltration plant containing chemical such acti3ated carbon ( granular, and -inally the manu-acturer /ill get the /ater suitable -or so-t drin2 bottling4 For maintaining e.uipments in hygiene conditions soda bicarbonate is used4
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BOTTLING In this process both the concentrate and the puri-ied /ater are miGed together along /ith carbon dioGide gas and then bottled4 In so-t drin2s -ield( only reusable glass bottles spar2ling clean and they are steriliFed be-ore the be3erage is -illed4 For this purpose the company ma2es use o- machine 2no/n asE "ottle WasherE4 For cleaning obottles /ashing chemicals such as caustic soda and tn#sodium phosphate are used4 In the bottle /ashing system( in one end o- /asher the dirty bottles are -ed and the bottles are /ashed automatically /hile passing through 3arious designed chambers containing chemical solutions at di--erent temperatures and concentration4 Hot /ater is used -or cleaning the bottles4 The bottles( a-ter steriliFation are collected at the other end o- the /asher4 They are then sending to/ards JFillerE on con3eyor belts4 "e-ore the be3erage reaches the -illing machine -it is saturated /ith carbon dioGide gas in carbonated a-ter being chilled4 This carbon dioGide gas gi3es JFiFFE to the so-t drin2s and along side pro larges the shel- li-e o- the products4 The bottles then are mo3ed on the con3eyor belts to the -illing machines /here the be3erage is -illed under pressure and bottles are sent to the cro/ner /here sealing is done /ith the help o- cro/ns4 The cro/ns are used to retain the carbonation( -la3ors as /ell as to protect the products -orm spoilage and contamination4 CRATING The bottles collected -rom con3eyor belts area placed manually into plastic cra2es4 Each plastic case has capacity o- )8 bottles4 These cra2es protect the bottles -rom brea2age and -or easy handling o- bottles4 These cra2es are put on specially designed 3ans -or carrying bottles and are sent to 3arious consumption points4 DISTRIBUTION SETUP Coca#Cola India p3t 9td4 Co3ers the -i3e district o- the territory through +?) distributors appointed at 3arious locations -or secondary di
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Coca#Cola India4( RE%CHE0 THE ))** 1&T9ET0 1F 7iFag city trough its -our dealers4 Each dealer is assigned a speci-ic area /hich is -urther di3ided44 salesmen depending upon the potential o- his route4 The total co3ered by the plant is put to around +;(*** nos4( in the -i3e districts in the 7isa2hapatnam city contributes to ))** put lets4 ealer is gi3en to
CHAPTER III THEORETICAL REVIEW
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3.1 INTRODUCTION TO PERFORMANCE APPRAISAL %ppraising the per-ormance o- indi3iduals( groups and organiFations are a common practice o- all societies4 In some instances these appraisal processes are structured and -ormally sanctioned( in other instances they are an in-ormal and integral part o- daily acti3ities4 Teachers e3aluate the per-ormance o- students( ban2ers e3aluate the per-ormance o- creditors( parents e3aluate the beha3ior o- their children and all o- us( consciously or unconsciously e3aluate our o/n actions -rom time to time4 In social interactions( per-ormance is conducted in a systematic and planned manner to achie3e /idespread popularity in recent years4 Per-ormance appraisal is the process o- obtaining( analyFing and recording in-ormation about the relati3e /orth o- an employee4 The -ocus o- the per-ormance appraisal is measuring and impro3ing the actual per-ormance o- the employee and also the -uture potential o- the employee4 Its aim is to measure /hat an employee does4 D#$%&%'%(& %ccording to Flippo( a prominent personality in the -ield o- Human resources( Vper-ormance appraisal is the systematic( periodic and an impartial rating o- an employeeEs eGcellence in the matters pertaining to his present job and his potential -or a better job4V Per-ormance appraisal is a systematic /ay o- re3ie/ing and assessing the per-ormance o- an employee during a gi3en period o- time and planning -or his -uture Per-ormance appraisal is the systematic description o- employeeEs job rele3ant strength and /ea2ness4 The purpose is to -ind out ho/ /ell the employee is per-orming his job and establish a plan o- impro3ement4 Per-ormance appraisal is arranged periodically according to a de-inite plan4 Per-ormance appraisal is not job e3aluation4 Per-ormance appraisal re-ers to ho/ /ell someone is doing the assigned job4 $ob e3aluation determines ho/ much a job is /orth to the organiFation and( there-ore( /hat range o- pay should be assigned to the job4
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3.2 H%/'(,1 ($ P#,$(,*-&.# A++,-%/-0 Its roots in the early )*th centuary can be traced to taylorEs pioneering time and motion studies as a distinct and -ormal management procedure used in the e3aluation o/or2 per-ormance( appraisal really dates -rom the time o- the second /orld /ar# not more than <* years ago4 Per-ormance appraisal systems began as simple methods oincome
justi-ication4that is( appraisal /as used to decide /hether or not salary or /ageo- an indi3idual employee /as justi-ied4 The process /as -irmly lin2e to material outcomes4i- an employeesE per-ormance /as -ound to be less than ideal( a cut in a pay /ould -ollo/4 1n the other hand( i- their per-ormance /asbetter than the super3isor eGpected( a pay rise /as in order4 9ittle consideration /as gi3en to the de3elopmental possibilities o- an appraisal( it /as -elt that a cut in pay( or a rise( should pro3ide the only re.uired impetus -or an employee to either impro3e or continue to per-orm /ell4 It /as -elt that employees /ith roughly e.ual /or2 abilities could be pro3ided /ith same amount o- money( but they had di--erent le3els o- morale( moti3ation R per-ormance4 0o basically the payment structure /as -ocused on the amount o- /or2 rather than the outcome4 !orale and sel-#esteem /as the issue /hich had a major impact on the per-ormance o- di--erent indi3iduals4 %s a result( the traditional emphasis on re/ard outcomes /as progressi3ely rejected4 In the +@;*Es in the &nited 0tates( the potential use-ulness o- appraisal as tool -or moti3ation and de3elopment /as gradually recogniFed4 3.3 O@?#.'%;#/ ($ P#,$(,*-&.# -++,-%/-0 To re3ie/ the per-ormance o- the employees o3er a gi3en period o- time4 To judge the gap bet/een the actual and the desired per-ormance4 To help the management in eGercising organiFational control4 Helps to strengthen the relationship and communication bet/een superior U subordinates and management U employees4 To diagnose the strengths and /ea2nesses o- the indi3iduals so as to identi-y the The general model o- the per-ormance appraisal( as it is 2no/n today( began -rom that time4
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training and de3elopment needs o- the -uture4 3. To pro3ide -eedbac2 to the employees regarding their past per-ormance4 Pro3ide in-ormation to assist in the other personal decisions in the organiFation4 Pro3ide clarity o- the eGpectations and responsibilities o- the -unctions to be per-ormed by the employees4 To judge the e--ecti3eness o- the other human resource -unctions o- the organiFation such as recruitment( selection( training and de3elopment4 To reduce the grie3ances o- the employees
P:,+(/# ($ +#,$(,*-&.# -++,-%/-0 1 4 7 ; 5 < @ 8 To create and maintain a satis-actory le3el o- per-ormance To pro3ide -ed bac24 To plan career goals o- employees to identi-y career potential4 To pro3ide important data base -or management4 To -air and e.uitable compensation based on per-ormance4 To identi-y training R de3elopment programmes4 To help in promotional decisions4 Contribute to employeeEs personal gro/th and de3elopment4 Per-ormance appraisal is an essential and inescapable managerial acti3ity4
3.! IMPORTANCE OF PERFORMANCE APPRAISAL %ppraisal is necessary -or all important decisions relating to people( such as placement and promotion( remuneration and re/ard( training and de3elopment( as /ell as long#term man po/er planning and organiFation de3elopment4 In recent years( e--orts ha3e been made to use appraisal systems -or moti3ation( -or more e--ecti3e communication( -or strengthening superior#subordinate relationships( -or goal setting and /or2 planning and -or impro3ing the total per-ormance o- the organiFation4 "ut in spite o- its importance( uneasiness about appraisal has been a long#standing -eature o- management4 There is no doubt during the past three decades( many de3elopments ha3e ta2en place and many inno3ations( ha3e been made in managerial appraisal system4 0till( many issues remain unresol3ed4 %3ailable literature on the subject re3eals than e3en in the /estern countries( /here systematic appraisals ha3e been /idely practice o3er a much longer period than in India and /here a -air amount o- empirical as /ell as theoretical research on the rele3ant
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issues has been conducted( serious doubts continue to persist about 3arious aspects oappraisal4 3.5 A++,(-.6#/ '( P#,$(,*-&.# D#;#0(+*#&' P#,$(,*-&.# -++,-%/-0 - T,-2%'%(&-0 -++,(-.6 Traditionally( per-ormance appraisal has been used as just a method -or determining and justi-ying the salaries o- the employees4 Than it began to be used a tool -or determining re/ards (a rise in the pay, and punishments (a cut in the pay, -or the past per-ormance o- the employees4 This approach /as a past oriented approach /hich -ocused only on the past per-ormance o- the employees i4e4 during a past speci-ied period o- time4 This approach did not consider the de3elopmental aspects o- the employee per-ormance i4e4 his training and de3elopment needs or career de3elopmental possibilities4 The primary concern o- the traditional approach is to judge the per-ormance o- the organiFation as a /hole by the past per-ormances o- its employees. There-ore( this approach is also called as the o3erall approach4 In +@;*s the per-ormance appraisal /as recogniFed as a complete system in itsel- and the !odern %pproach to per-ormance appraisal /as de3eloped4 P#,$(,*-&.# -++,-%/-0 - M(2#,& -++,(-.6 The modern approach to per-ormance de3elopment has made the per-ormance appraisal process more -ormal and structured4 No/( the per-ormance appraisal is ta2en as a tool to identi-y better per-orming employees -rom others( employeesE training needs( career de3elopment paths( re/ards and bonuses and their promotions to the neGt le3els4 %ppraisals ha3e become a continuous and periodic acti3ity in the organiFations4 The results o- per-ormance appraisals are used to ta2e 3arious other HR decisions li2e promotions( demotions( trans-ers( training and de3elopment( re/ard outcomes4 The modern approach to per-ormance appraisals includes a -eedbac2 process that helps to strengthen the relationships bet/een superiors and subordinates and impro3e communication throughout the organiFation4
METHODS OF APPRAISAL
TR% ITI1N%9 !ETH1 0
!1 ERN !ETH1 0
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+4 )4 64 84 ;4 <4 ?4 =4 Rating scales Chec2list Forced choice method Forced distribution method Critical incident method Per-ormance tests and obser3ations Essay method "eha3iorally anchored method +4 !anagement by objecti3e )4 6<* degree appraisal 64 %ssessment centers
T,-2%'%(&-0 M#'6(2/ 1. R-'%&9 /.-0#/ This is the simplest and most popular techni.ue -or appraising employee per-ormance4 The typical rating system consists o- se3eral numerical scales( each representing a job related per-ormance criterion such as dependability initiati3e( output( attendance( attitude( co#operation( and the appropriate per-ormance le3el on each criterion( and then computes the employees total numerical score4 The number o- points scored may be lin2ed to salary increases( /hereby so many points e.ual a rise o- some percentage4 )4 C6#.70%/' % chec2list o- statements on the traits o- the employee and hisDher job is prepared in t/o columns 3ia( a JyesE column and a JNoE column4 %ll that rater should do is tic2 the JyesE column i- the ans/er to the statement is positi3e and in column JNoE ithe ans/er is negati3e4 %-ter Tic2ing o-- against each item( the rater -or/ards the list4 To the HR department /here the actual assessment o- the employee ta2es place4 The HR department assigns certain points to each J'esE the total score is arri3ed at4 When points are allotted to the chec2list( the techni.ue becomes a /eighed chec2list4 2. F(,.#2 .6(%.# *#'6(2 This approach is 2no/n as the -orced choice method because the rater is -orced to select the statements( /hich are readymade4 The rater is gi3en a series ostatements about an employee4 These statements are arranged in bloc2 o- t/o or more( and the rater indicates( /hich statement is most or least descripti3e o- the employee4 %s in the chec2list method( the rater is simply eGpected to select the statements that describe the rate4 The HR department does the actual assessment4
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3. F(,.#2 2%/',%@:'%(& *#'6(2 The -orced distribution method see2s to o3ercome the problem by compelling the rate to distribute the rates on all points on the rating scale4 The second method operated under an assumption that the employee per-ormance le3el con-orms to a normal statistical distribution4 It is assumed that employee per-ormance le3els con-orm to a bell#shaped cur3e4 For eGample( +*W at the top end o- the scale is eGcellent( )*W good( 8*W a3erage( )*W o- the lo/est grade is belo/ a3erage4 . C,%'%.-0 %&.%2#&'/ *#'6(2 The approach -ocuses on certain critical beha3iors o- an employee that ma2e all the di--erence bet/een e--ecti3e and non#e--ecti3e per-ormance o- a job4 The superiors as and /hen they occur record such incidents4 !. P#,$(,*-&.# '#/'/ -&2 (@/#,;-'%(&/ With a limited number o- jobs( employee assessment may be based upon a test o- 2no/ledge or an actual demonstration o- s2ills4 The test must be reliable and 3alidated to be use-ul4 E3en then( per-ormance tests are apt to measure potential more than actual per-ormance4 5. E//-1 *#'6(2 &nder this method the super3isor ma2es a -ree -orm( open ended appraisal o- an employee in his o/n /ords and puts do/n his impressions about his impressions about the employee4 The description is al/ays as -actual and concrete as possible4 No attempt is made to e3aluate an employee in a .uantitati3e manner4 The strength or the The essay method depends on the /riting s2ills and analytical ability o- the rater4 The Essay method can consume much time because the rater must collect the in-ormation necessary to de3elop the essay and then heDshe must /rite it4 <. B#6-;%(,-001 -&.6(,#2 ,-'%&9 /.-0#/ "eha3iorally %nchored Rating 0cales ("%R0, is a relati3ely ne/ techni.ue /hich combines the graphic rating scale and critical incidents method4 It consists opredetermined critical areas o- job per-ormance or sets o- beha3ioral statements describing important job per-ormance .ualities as good or bad (-or eg4 the .ualities li2e
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inter personal relationships( adaptability and reliability( job 2no/ledge etc,4 These statements are de3eloped -rom critical incidents4 In this method( an employeeEs actual job beha3ior is judged against the desired beha3ior by recording and comparing the beha3ior /ith "%R04 "%R0 re.uires eGpert 2no/ledge4 e3eloping and practicing
MODERN METHODS 1. M-&-9#*#&' @1 O@?#.'%;#/ EMBOF The !"1 concept as /as concei3ed by !r4 ruc2er re-lects a management philosophy that stress goals rather than methods and /hich 3alues and utiliFes employee contribution4 It is result oriented4 %pplication o- !"1 in the -ield o- per-ormance appraisal in -our steps5 %4 To establish the goals each subordinate is to attain4 The goals typically re-er to the desired outcome to be achie3edK these goals can then by used to e3aluate employee per-ormance4 "4 0etting the per-ormance standard -or the subordinated in a pre3iously arranged time period4 %s subordinates per-orm they 2no/ -airly /ell there is to do( /hat has been done( and /hat remains to be done4 C4 The actual le3el o- goal attainment is compared /ith the goals that /ere not met upon4 The e3aluator eGplores reasons -or the goals that /ere not met and -or the goals that /ere eGceeded4 This step helps determine possible training needs4 4 Establishing ne/ goals and( possibly( ne/ strategies -or goals not pre3iously attained4 0ubordinates /ho success-ully reach the established goals may be allo/ed to participate more in the goal setting process the neGt time4 The process is repeated4 2. 35> 2#9,## -++,-%/-0
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The 6<*# degree techni.ue is understood as systematic collection o- per-ormance data on an indi3idual or group( deri3ed -rom a number o- sta2eholders4 The sta2eholders being the immediate super3isors( team members( customers( peers( and sel-4 %nyone /ho has use-ul in-ormation on Jho/ an employee does the jobE may be one o- the appraisers4 It -acilitates greater sel- de3elopment o- the employee4 It enables an employee to compare hisDher perceptions about sel- /ith perceptions o- others4 "y design( the 6<* degree appraisal is e--ecti3e in identi-ying and measuring interpersonal s2ills( customer satis-action( and team building s2ills4
3. A//#//*#&' .#&'#,/ %n assessment centre is a central location /here managers may come together to ha3e their participation in job related eGercises e3aluated by trained obser3ers4 The principle idea is to e3aluate managers o3er a period o- time( say one to three days( by obser3ing their beha3ior across a series o- select eGercises or /or2 samples4 %ssesses are re.uested to participate in in#nascent eGercise /or2 groups(/ith leaders,( role playing( and other similar acti3ities( /hich re.uire the same attributes -or success-ul per-ormance( as in actual job4 0el- appraisal and peer e3aluation are also thro/ing in -or -inal rating4 The characteristics assessed in a typical assessment centre include asserti3eness( persuasi3e ability( communicating ability( planning and organiFation ability( selcon-idence( resistance to stress( energy le3el( decision ma2ing( sensiti3ity to the -eeling oothers( administrati3e ability( creati3ity( and mental alertness4 3.C THE APPRAISAL PROCESS The appraisal process begins /ith the establishment o- per-ormance standardsK these should ha3e e3ol3ed out o- job analysis and the job description4
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STEPS IN APPRAISAL PROCESS
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1. E/'-@0%/6%&9 P#,$(,*-&.# S'-&2-,2/ The -irst step in the process o- per-ormance appraisal is the setting up o- the standards /hich /ill be used to as the base to compare the actual per-ormance o- the employees4 This step re.uires setting the criteria to judge the per-ormance o- the employees as success-ul or unsuccess-ul and the degrees o- their contribution to the organiFational goals and objecti3es4 The standards set should be clear( easily understandable and in measurable terms4 In case the per-ormance o- the employee cannot be measured( great care should be ta2en to describe the standards4 2. C(**:&%.-'%&9 '6# S'-&2-,2/ 1nce set( it is the responsibility o- the management to communicate the standards to all the employees o- the organiFation4
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The employees should be in-ormed and the standards should be clearly eGplained to the4 This /ill help them to understand their roles and to 2no/ /hat eGactly is eGpected -rom them4 The standards should also be communicated to the appraisers or the e3aluators and i- re.uired( the standards can also be modi-ied at this stage itselaccording to the rele3ant -eedbac2 -rom the employees or the e3aluators4 3. M#-/:,%&9 '6# A.':-0 P#,$(,*-&.# The most di--icult part o- the Per-ormance appraisal process is measuring the actual per-ormance o- the employees that is the /or2 done by the employees during the speci-ied period o- time4 It is a continuous process /hich in3ol3es monitoring the per-ormance throughout the year4 This stage re.uires the care-ul selection o- the appropriate techni.ues o- measurement( ta2ing care that personal bias does not a--ect the outcome o- the process and pro3iding assistance rather than inter-ering in an employees /or24 . C(*+-,%&9 '6# A.':-0 W%'6 '6# D#/%,#2 P#,$(,*-&.# The actual per-ormance is compared /ith the desired or the standard per-ormance4 The comparison tells the de3iations in the per-ormance o- the employees -rom the standards set4 The result can sho/ the actual per-ormance being more than the desired per-ormance or( the actual per-ormance being less than the desired per-ormance depicting a negati3e de3iation in the organiFational per-ormance4 It includes recalling( e3aluating and analysis o- data related to the employeesE per-ormance4 !. D%/.://%&9 R#/:0'/ The result o- the appraisal is communicated and discussed /ith the employees on one#to#one basis4 The -ocus o- this discussion is on communication and listening4 The results( the problems and the possible solutions are discussed /ith the aim o- problem sol3ing and reaching consensus4 The -eedbac2 should be gi3en /ith a positi3e attitude as this can ha3e an e--ect on the employeesE -uture per-ormance4 The purpose o- the meeting should be to sol3e the problems -aced and moti3ate the employees to per-orm better4 5. D#.%/%(& M-7%&9 The last step o- the process is to ta2e decisions /hich can be ta2en either to impro3e the per-ormance o- the employees( ta2e the re.uired correcti3e actions( or the related HR decisions li2e re/ards( promotions( demotions( trans-ers etc4
@@
3.< CHALLENGES OF PERFORMANCE APPRAISAL %n organiFation comes across 3arious problems and challenges 1- Per-ormance %ppraisal in order to ma2e a per-ormance appraisal system e--ecti3e and success-ul4 The main Per-ormance %ppraisal challenges in3ol3ed in the per-ormance appraisal process are5 D#'#,*%&%&9 '6# #;-0:-'%(& .,%'#,%Identi-ication o- the appraisal criteria is one o- the biggest problems -aced by the top management4 The per-ormance data to be considered -or e3aluation should be care-ully selected4 For the purpose o- e3aluation( the criteria selected should be in .uanti-iable or measurable terms C,#-'# - ,-'%&9 %&/',:*#&' The purpose o- the Per-ormance appraisal process is to judge the per-ormance othe employees rather than the employee4 The -ocus o- the system should be on the de3elopment o- the employees o- the organiFation4 L-.7 ($ .(*+#'#&.# Top management should choose the raters or the e3aluators care-ully4 They should ha3e the re.uired eGpertise and the 2no/ledge to decide the criteria accurately4 They should ha3e the eGperience and the necessary training to carry out the appraisal process objecti3ely4 E,,(,/ %& ,-'%&9 -&2 #;-0:-'%(& !any errors based on the personal bias li2e stereotyping( halo e--ect (i4e4 one trait in-luencing the e3aluatorEs rating -or all other traits, etc4 may creep in the appraisal process4 There-ore the rater should eGercise objecti3ity and -airness in e3aluating and rating the per-ormance o- the employees4 R#/%/'-&.# The appraisal process may -ace resistance -rom the employees and the trade unions -or the -ear o- negati3e ratings4 There-ore( the employees should be communicated and clearly eGplained the purpose as /ell the process o- appraisal4 The standards should be clearly communicated and e3ery employee should be made a/are that /hat eGactly is eGpected -rom himDher4 ADVANTAGES OF PERFORMANCE APPRAISAL)
@8
They pro3ide a record o- per-ormance o3er a period o- time4 They pro3ide an opportunity -or a manager to meet and discuss per-ormance /ith an employee4 Pro3ide the employee /ith -eedbac2 about their per-ormance and ho/ they completed their goals4 Pro3ide an opportunity -or an employee to discuss issues and to clari-y eGpectations /ith their manager4 1--er an opportunity to thin2 about the upcoming year and de3elop employee goals4 Can be moti3ational /ith the support o- a good re/ard and compensation system4
DISADVANTAGES OF PERFORMANCE APPRAISAL I- not done appropriately( can be a negati3e eGperience4 %re 3ery time consuming( especially -or a manager /ith many employees4 %re based on human assessment and are subject to rater errors and biases4 I- not done right can be a complete /aste o- time4 Can be stress-ul -or all in3ol3ed4
3.= PERFORMANCE APPRAISAL SYSTEM IN HCCBP LIMITED % +#,$(,*-&.# -++,-%/-0 /1/'#* plays a 3ital role in e3ery organiFation4 !anpo/er re.uirements are to be established -ar beyond the actual re.uirements4 The present study includes the +#,$(,*-&.# -++,-%/-0 /1/'#*/ carries out by HCCBP9 The study includes the sources utiliFe by HCC"P9 internally4 The study /as going to be conducted in HCCBPL, V%/6-76-+-'&-* on +#,$(,*-&.# -++,-%/-0 /1/'#*. I -ind a lot o- scope to study my topic in this company4 %ll the en3ironments are -ound to be pro3ided /ell opportunity to me4 To be instrumental in helping employees to better understand their strengths and /ea2nesses /ith respect to their role and -unctions in the organiFation To help in identi-ying the de3elopmental needs o- employees( gi3en their role and -unction To increase mutuality bet/een employees and their super3isors so that e3ery
@9
employee -eels happy to /or2 /ith their super3isor and thereby contributes their maGimum to the organiFation 0uper3isors4 In this /ay( each employee gets to 2no/ the eGpectations o- their superior( and each superior also gets to 2no/ the di--iculties o- their subordinates and can try to sol3e them4 Together( they can thus better accomplish their tas2s To pro3ide an opportunity to each employee -or sel-#re-lection and indi3idual goal# setting( so that indi3idually planned and monitored de3elopment ta2es place To help employees internaliFe the culture( norms and 3alues o- the organiFation( thus de3eloping an identity and commitment throughout the organiFation To help prepare employees -or higher responsibilities in the -uture by continuously rein-orcing the de3elopment o- the beha3ior and .ualities re.uired -or higher#le3el positions in the organiFation4 To be instrumental in creating a positi3e and healthy climate in the organiFation that dri3es employees to gi3e their best /hile enjoying doing soK and To assist in a 3ariety o- personnel decisions by periodically generating data regarding each employee4 HCC"P9 has its considerable and conscience -ull ethics to/ards the employees and their appraisal system4 In this regard HCC"P9 many44 4UALITY5 HCC"P9Es F1R IN I7I &%95 It upholds the sel- esteem and dignity o- each other by creating an open culture conducti3e -or eGpression o- 3ie/s and ideas irrespecti3e o- hierarchy4 H%R!1N' %N 01CI%9 RE0P1N0I"I9IT'5 dedication is completely to/ards achie3ing high le3els o- .uality in has de3eloped a 3ery good system o- per-ormance appraisal system /ith remar2able constraints li2e periodic re3ie/( a speci-ic appraisal -orm and
e3erything they do to delight customers( internal and eGternal( e3ery time4 %nd e3en RE0PECT
HCC"P9 ta2e utmost care to protect our natural en3ironment and ser3e the communities in /hich /e li3e and /or24
80
K#1 +,(.#// ($ -++,-%/-05 Per-ormance planningDgoal setting Per-ormance re3ie/#periodic re3ie/ Conse.uence management
P#,$(,*-&.# +0-&&%&9H9(-0 /#''%&9) 1nce the businessD-unctional plan is -roFen( the superior and the employee should meet to clari-y eGpectations -rom their 2ey customersDsta2eholders and each other4 This input should be con3erted into per-ormance goals to be met during the re3ie/ period4 The goals articulated are not merely a routine set o- acti3ities( but ideally should result in 3alue creation -or the organiFation through either continuously impro3ing or reducing gap in the eGisting products( processes and ser3ices4 To impro3e organiFational per-ormance4 The goals must necessarily incorporate per-ormance stretch i4e4( they need to be signi-icantly higher than the goals o- the pre3ious year4 !easurement criteria are -or trac2ing per-ormance against the goals4 The superiorDemployee are -ree to -reeFe the criteria as rele3ant to their nature o- /or24 Possible criteria may be .uantity (tones produced( units sold,( .uality( cost( time and human relations4 The goals can be addedDdeletedDmodi-ied /ith mutual consent in response to changing business priorities4 P#,$(,*-&.# ,#;%#8-+#,%(2%. ,#;%#8) HCC"P9 -ollo/s an per-ormance appraisal -orm -or the purpose o- periodic re3ie/ o3er the employee per-ormance /hich is done periodically by the superior and the -orm includes5 +, %ttributes ), 13erall assessment A'',%@:'#/) In this section( the attributes o- the employees li2e job 2no/ledge( Iuality o- /or2( Target achie3ement( Interpersonal relations( punctuality( integrity R loyalty o- organiFation( Physical
81
stability( leadership R communication s2ills are obser3ed and measured /ith speci-ied ratings to each employee4 O;#,-00 -//#//*#&') "ased on the ratings -rom attributes section and e3en other constraints the employees is gi3en /ith -inal result o- re3ie/ /hich results in the decisions o- trainingDde3elopment programs( promotions and e3en other incenti3es4 C(&/#J:#&.# *-&-9#*#&') This is the -inal part o- appraisal process4 This is done based on the results o- re3ie/ and e3en the appraised employee i4e4( hisDher -eedbac24 It includes i- appraised positi3ely# re/ards and recognition( I- appraised negati3ely# mentoring( counseling( coachingN The top management and HR manager -acilitate this processN
84
CHAPTER IV DATA ANALYSIS K INTERPRETATION
87
. DATA ANALYSIS AND INTERPRETATION ata analysis and interpretation re-ers to ho/ the collected -rom the di--erent sources and ho/ it is interpreted4 The data collected -rom the primary sources and secondary sources4 The Primary data are those /hich are collected a-resh and -or the -irst time( and thus happen to be original in character4 The tools -or collecting this primary data are by t/o types namely Inter3ie/ !ethod and Iuestionnaire !ethod4 The 0econdary data are those /hich ha3e already been collected by someone else and /hich ha3e already been passed through the statistical process in the company4 For collecting the data the sample siFe ta2en in the sur3ey is only ?* respondents4 "ecause lac2 o- time4 The techni.ue used -or collecting the data is simple random sampling techni.ue4 The statistical tools used in sur3ey are bar charts( pie charts and tables4
8;
1. EG%/'#&.# ($ P#,$(,*-&.# A++,-%/-0 S1/'#* O+%&%(& P((0 R#/+(&2#&'/ P#,.#&'-9# ELF
'es No T('-0
<* +* ?* Table No#84+
=< +8 +**
100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)
FIGURE NO- .1.1 INFERENCE) From the abo3e table( it sho/s the respondents opinion about eGistence oper-ormance appraisal system in the organiFation4 It re3eals that =<W o- the total respondents opinioned that the appraisal system eGisted in the company and +8W o- the respondents opinioned that the appraisal system is not eGisted4 0o majority o- the respondents opinioned that the appraisal system is eGisted4
85
2. T6# $-.'(,/ $(, +#,$(,*-&.# -++,-%/-0 O+%&%(& +((0 EGcellent :ood %3erage Poor T('-0 R#/+(&2#&'/ +; 66 +) +* ?* Table No#84+4) P#,.#&'-9# ELF )) 8? +? +8 +**
100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 Kind of opinion Respondents Percentage(%)
FIGURE NO- .1.2
INFERENCE) From the abo3e table ))W o- the respondents opinioned that the -actors oappraisal is eGcellent( 8?W o- the respondents opinioned that( the -actors o- appraisal is good( +?W o- the respondents opinioned that( the -actors o- appraisal is a3erage and +8W o- the respondents opinioned that it is poor4
8<
3. A,# Y(: S-'%/$%#2 W%'6 S#0$ A++,-%/-0 O, Y(: P,#$#, O+%&%(& +((0 Peers Per-ormance Re3ie/ Committee 1thers T('-0 R#/+(&2#&'/ 8* P#,.#&'-9# ELF ;?4+
)* +* ?* Table No#84+46
)=4< +846 +**
100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 Kind Of Opinion Respondents Percentage (%)
FIGURE NO- .1.3 INFERENCE) From the abo3e table ;?4+W opinioned that( they pre-er peers( )=4<W opinioned that( they pre-er per-ormance re3ie/ committee and +846W opinioned that( they pre-er others4 0o majority o- the respondents opinioned that they pre-er peers4
8@
. T6# P#,$(,*-&.# A++,-%/-0 I/ D(&# A' O+%&%(& +((0 Place o- /or2 %ny other place T('-0 R#/+(&2#&'/ ;; +; ?* Table No#84+48 P#,.#&'-9# ELF ?=4; )+4; +**
FIGURE NO- .1. INFERENCE) From the abo3e table( ?=4;W opinioned that( the per-ormance appraisal is done at the place o- /or2 and )+4;W opinioned that( the per-ormance appraisal is done at any other place in the organiFation4
88
!. A8-,#&#// ($ '6# P#,$(,*-&.# A++,-%/-0 S1/'#* O+%&%(& +((0 Fully a/are Partially a/are Not at all a/are T('-0 R#/+(&2#&'/ 6* )* )* ?* Table No#84+4; P#,.#&'-9# ELF 8)4= )=4< )=4< +**
INFERENCE From the abo3e table( 8)4=W opinioned that( they are -ully a/are o- the per-ormance appraisal system( )=4<W opinioned that( they are partially a/are o- the per-ormance appraisal system and )=4<W opinioned that( they are not at all a/are o- the per-ormance appraisal system4
89
5. P#,$(,*-&.# A++,-%/-0 I/ C(&2:.'#2 F(, E;#,1 O+%&%(& +((0 6 months < months @ months + year T('-0 R#/+(&2#&'/ ; 6; ; ); ?* Table No#84+4< P#,.#&'-9# ELF ?4+ ;* ?4+ 6;4= +**
100 90 80 70 60 50 40 30 20 10 0
Respondents Percentage (%)
3 ont!s
9 ont!s
"ota#
INFERENCE From the abo3e table( ?4+W opinioned that( the per-ormance appraisal is conducted -or e3ery 6 months( ;*W opinioned that( the appraisal is conducted -or e3ery < months( ?4+W opinioned that( the appraisal is conducted -or e3ery @ months and 6;4=W opinioned that( the appraisal is conducted -or e3ery + year most o- the
90
C. R#0-'%(&/6%+/ 8%'6 P##,/, S:+#,%(,/ -&2 S:@(,2%&-'#/ O+%&%(& +((0 'es No T('-0 R#/+(&2#&'/ <* +* ?* Table No#84+4? P#,.#&'-9# ELF =< +8 +**
INFERENCE From the abo3e table( =<W opinioned that( the interpersonal and team relationships /ith peers( superiors and subordinated is satis-actory and good and +8W opinioned that( the interpersonal and team relationships /ith peers( superiors and subordinated is not satis-actory4
91
<. F##2@-.7 I/ C(**:&%.-'#2 B1 '6# A++,-%/# O+%&%(& +((0 Immediately a-ter completion Within +; days !ore than a month Not communicated T('-0 R#/+(&2#&'/ +; 6; +; ; ?* P#,.#&'-9# ELF )+48 ;* )+48 ?4) +**
Table No#84+4=
100 90 80 70 60 50 40 30 20 10 0 $ ediate#% after co p#etion
&ore t!an a ont!
"ota#
INFERENCE From the abo3e table( )+48W opinioned that( the -eedbac2 is communicated immediately a-ter completion( ;*W opinioned that( the -eedbac2 is communicated /ithin +; days( )+48 W opinioned that( the -eedbac2 is communicated more than a month and ?4)W opinioned that( the -eedbac2 is not communicated4
94
=. F##2@-.7 I/ C(**:&%.-'#2 I& '6# F(,* O$ O+%&%(& 1ral Written T('-0 R#/+(&2#&'/ )) 8= ?* P#,.#&'-9# ELF 6+48 <=4< +**
Table No#84+4@
100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 Kind Of Opinion Respondents Percentage (%)
INFERENCE From the abo3e table( 6+48W o- the respondents opinioned that( the -eedbac2 is communicated in oral -orm and <=4<W opinioned that( the -eedbac2 is communicated in the /ritten -orm4
97
1>.B1 W6(* '6# F##2@-.7 I/ C(**:&%.-'#2 O+%&%(& +((0 Concerned controlling o--icer 0uperior %ny other manager T('-0 R#/+(&2#&'/ )* 8; ; ?* Table No#84+4+* P#,.#&'-9# ELF )=4< <846 ?4+ +**
100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 Kind Of Opinion Respondents Percentage (%)
INFERENCE From the abo3e table( )=4<W o- the respondents opinioned that( the -eedbac2 is communicated by the concerned controlling o--icer( <846W opinioned that( the -eedbac2 is communicated by the superior and ?4+W opinioned that( the -eedbac2 is communicated by any other manager4
9;
11.T( W6(* '6# S#0$ A++,-%/-0 R#+(,' S6(:02 S:@*%' O+%&%(& +((0 'our superior %ny controlling o--icer T('-0 R#/+(&2#&'/ )6 8? ?* P#,.#&'-9# ELF 6)4@ <?4+ +**
Table No#84+4++
120 100 80 60 40 20 0
(p er io r of fic er "o ta #
o( rs
INFERENCE From the abo3e table( 6)4@W o- the respondents opinioned that( the sel- appraisal report should submit to the superior and <?4+W opinioned that( the sel- appraisal report should submit to any controlling o--icer4
n%
co nt ro # #i
'
ng
95
+)4 P#,$(,*-&.# A++,-%/-0 B-/#2 O& W#00 D#$%&#2 O@?#.'%;# C,%'#,%O+%&%(& +((0 'es No T('-0 R#/+(&2#&'/ 8* 6* ?* P#,.#&'-9# ELF ;? 86 +**
Table No#84+4+)
INFERENCE From the abo3e table( ;?W o- the respondents opinioned that( the appraisal is based on /ell de-ined objecti3e and 86W opinioned that( the appraisal is not based on the /ell de-ined objecti3e 4 13.T6# A++,-%/-0 I/ B-/#2 O& J(@ A&-01/%/
9<
>ind 1- 1pinion 'es No Total
Respondents +) ;= ?* Table No#84+4+6
Percentage (W, +? =6 +**
INFERENCE From the abo3e table( +?W o- the respondents opinioned that( the appraisal is based on job analysis and =6W opinioned that( the appraisal is not based on job analysis4 1 .N#.#//-,1 $(, P#,$(,*-&.# A++,-%/-0
9@
O+%&%(& +((0 'es No T('-0
R#/+(&2#&'/ ?* * ?*
P#,.#&'-9# ELF +** * +**
Table No#84+4+8
INFERENCE From the abo3e table it sho/s all the respondents opinioned that( the appraisal is necessary -or the organiFation4
1!.P:@0%.%'1 T( T6# P#,$(,*-&.# A++,-%/-0 B1 T6# O,9-&%D-'%(&
98
O+%&%(& +((0 'es No T('-0
R#/+(&2#&'/ 8; ); ?*
P#,.#&'-9# ELF <8 6< +**
Table No#84+4+;
INFERENCE From the abo3e table( <8W o- the respondents opinioned that( the per-ormance appraisal publicity is gi3en by the organiFation and 6<W opinioned that( the publicity is not gi3en4
15.E$$#.'%;#&#// ($ P,#/#&' P#,$(,*-&.# A++,-%/-0 S1/'#*
99
O+%&%(& +((0 'es No T('-0
R#/+(&2#&'/ 6; 6; ?*
P#,.#&'-9# ELF ;* ;* +**
Table No#84+4+<
100 90 80 70 60 50 40 30 20 10 0 'es *o "ota# Respondents Percentage (%)
INFERENCE From the abo3e table( ;*W o- the respondents opinioned that( the present per-ormance appraisal system is e--ecti3e and ;*W o- the respondents opinioned that( the present appraisal system is not e--ecti3e4
1C.P#,$(,*-&.# A++,-%/-0 R#9-,2%&9 P,(*('%(&/ S6(:02 B# B-/#2 O&
100
O+%&%(& +((0 1nly seniority 1nly merit "oth merit R seniority T('-0
R#/+(&2#&'/ )* +* 8* ?*
P#,.#&'-9# ELF )=4< +846 ;?4+ +**
Table No#84+4+?
120 100 80 60 40
ri t% t%

e n io ri
20
e ri
0
s
e n io
O n #%
O n #%
INFERENCE From the abo3e table( )=4<W o- the respondents opinioned that( the appraisal regarding promotions is based on only seniority( +846W opinioned that( the appraisal regarding promotions is based on only merit and ;?4+W opinioned that( the appraisal regarding promotions is based on both merit and seniority4
o t!
ri t
" o ta
101
CHAPTER V SUMMARY K SUGGESTIONS
!.1 SUMMARY
104
This project is entitled /ith ; chapters /hich are as -ollo/s5 The -irst Chapter deals /ith introduction need -or the study( objecti3es( methodology and limitations4 In this chapter on need -or the study deals /ith( a good system o- per-ormance appraisal and -eedbac2 is needed by organiFation that /ants to be dynamic and gro/th orientd4 There should no di--erence o- opinion bet/een the re3ie/ and appraisal employees4 The -eedbac2 plays a major role in the process ocommunication bet/een the superior and the subordinate4 1bjecti3e o- the study is to understand the practical problems in implementing the procedure and to ma2e employee realiFe his or her -ull potential4 %nd establish and maintain producti3e( sel- respecting and internally satis-ying /or2ing relationships among all the members o- the origin4 !ethodology o- the study( sample siFe is ?* and data collection o- the study are primary and secondary data4 The techni.ue used /as simple random techni.ue4 the instruments -or collecting primary data are personal inter3ie/ and .uestionnaire4 9imitations o- the study is it may not be possible to co3er in depth because o- the period is limited The second Chapter deals /ith the industry pro-ile and its business lines in di--erent -ields4 The HCC"P9 got succeed in /hate3er it entered /ith a/ards and milestones o- success-ul journey as a symbol o- its achie3ements4 The group e3en more serious and considerable its responsibilities as a social organiFation /ith C0R acti3ities4 It deal /ith company pro-ile and organiFation structure4 In this chapter( company pro-ile includes /ith the company history and gro/th4 In !ay +==<( r $ohn Pemberton -irst introduced Coca# Cola in %tlanta !r4 Fran2 ! Robinson suggested the name o- Coca U Cola Bmeaning the eGtracts o- cola nuts and coca lea3es the t/o main ingredients o- Coca U Cola in +@)@4 C%N 9ER sold the company to Ernest Woodru-- and he /as the -irst president o- BCoca U ColaC !4 1&:9%0 I7E0T1R is currently chairman and "1 ("oard odirector, o- Coca U Cola company4 CompanyEs head .uarters are located in %T9%NT% :E1R:I%4 %pproGimately ?*W o- company 3olume and =*W o- company pro-it come -rom the outside the &404 0cientists soon disco3ered that gas carbon or carbonium /as behind the bubbles in natural mineral /ater4 The -irst mar2eted so-t drin2 appeared in the +? th century4 Coca Cola enjoyed in step by step /orld/ide %tlanta "eginnings (+@=<#
107
+=@),4Coca Cola is enjoyed in the &nited 0tates4 Coca Cola made its debut in %tlanta( %t $acobsE pharmacy 0oda -ountain /here it is sold -or ; cents a glass4 It /as +==<( and in Ne/ 'or2 Harbor( /or2ers /ere constructing the 0tatue o- 9iberty4 Eight hundred miles a/ay( another great %merican symbol /as about to be un3eiled4 $ohn Pemberton( an %tlanta pharmacist( /as inspired by simple curiosity4 1ne a-ternoon( he stirred up a -ragrant( caramel#colored li.uid and( /hen it /as done( he carried it a -e/ doors do/n to $acobsE Pharmacy4 Here( the miGture /as combined /ith carbonated /ater and sampled by customers /ho all agreed ## this ne/ drin2 /as something special4 0o $acobsE Pharmacy put it on sale -or -i3e cents a glass4PembertonEs boo22eeper( Fran2 Robinson( named the miGture Coca#ColaM( and /rote it out in his distinct script4 To this day( Coca#Cola is /ritten the same /ay4 In the -irst year( Pemberton sold just @ glasses o- Coca#Cola a day4 % century later( The Coca#Cola Company has produced more than +* billion gallons o- syrup4 &n-ortunately -or Pemberton( he died in +=== /ithout realiFing the success o- the be3erage he had created4 Coca#Cola is enjoyed in +)* countries /orld/ide4 Introducing Co2e( The el-#li2e sprite is introduce to promote the use o- the /orld/ide BCo2eC % /orld o- customers (+@<l#l@=*, Coca#Cola is enjoyed +<6 countries /orld/ide4 T#-.6%&9 '6# 8(,02 '( /%&9. uring the ?*Es Coca#Cola thrilled the /orld /ith its eGciting and dynamic ad3ertising4 %-ter ?* years o- success /ith one brand( Coca#ColaM4 T6# C(*+-&1 2#.%2#2 '( #G+-&2 8%'6 &#8 $0-;(,/) FantaM( originally de3eloped in the +@8*s and introduced in the +@;*sK 0priteM -ollo/ed in +@<+( /ith T%"M in +@<6 and FrescaM in +@<<4 In +@<*( The Coca#Cola Company ac.uired The !inute !aid Company( adding an entirely ne/ line o- business # juices ## to the Company4%d3ertising -or Coca#Cola( al/ays an important and eGciting part o- its business( really came into its o/n in the +@?*s( and
10;
re-lected a brand connected /ith -un( -riends and good times4 The international appeal oCoca#Cola /as embodied by a +@?+ commercial( /here a group o- young people -rom all o3er the /orld gathered on a hilltop in Italy to sing BIEd 9i2e to "uy the World a Co2e4C Co2e in space In +@=;( Coca#Cola becomes the -irst so-t drin2 e3er in space4 Ne/ !ar2ets and "rands (+@@*#+@@@, Coca#Cola is enjoyed in nearly )** countries /orld/ide4 Re-reshing the /orld through sports4 The Company continues its long standing association /ith athletic e3ents including the 1lympic :ames and the FIF% /orld cup4 The l@@*s /ere a time o- continued gro/th -or The Coca#Cola Company4 The CompanyEs long association /ith sports /as strengthened during this decade( /ith ongoing support o- the 1lympic :ames( FIF% World CupT! -oot ball (soccer,( Rugby World Cup and the National "as2etball %ssociation4 Coca#Cola classic became the 1--icial 0o-t rin2 o- N%0C%R racing( connecting the brand /ith one o- the /orldEs -astest gro/ing and most popular spectator sports4 Ne/ be3erages joined the CompanyEs line#up( including Po/er%deM sports drin2( IooM childrenEs -ruit drin2 and asaniM bottled /ater4 The CompanyEs -amily o- brands -urther eGpanded through ac.uisitions( including 9imcaM( !aaFaM and Thurns &pM in India( "ar.EsM root beer in the &404( Inca >olaM in Peru( and Cadbury 0ch/eppesEM be3erage brands in more than +)* countries around the /orld4 "y +@@?( the Company already sold + billion ser3ings o- its products e3ery day( yet 2ne/ that opportunity -or gro/th /as still around e3ery corner4 Coca#Cola no/ ()***#no/, Coca#Cola is enjoyed in more than )** countries /orld/ide4 Welcome to JThe Co2e side o- li-eC4 Coca#Cola global mar2eting -lat -orm ma2es its debut4+==<( Coca#ColaM brought re-reshment to patrons o- a small %tlanta pharmacy4 No/ /ell into its second century( the CompanyEs goal is to pro3ide magic e3ery time someone drin2s one o- its more than ;** brands4 From the early beginnings /hen just nine drin2s a day /ere ser3ed( Coca#Cola has gro/n to the /orldEs most ubi.uitous brand( /ith more than +48 billion be3erage ser3ings sold each day4 When people choose
105
to reach -or one o- The Coca#Cola Company brands( the Company /ants that choice to be eGciting and satis-ying( e3ery single time4 %chie3ements o- coca cola are( Coca#Cola is one o- the Warren "u--etEs Top ; Holding Companies4 Re entering in India +@@64 Introducing o- >inley /ater bottle in the year +@@84 0tarting o- Coca#Cola online in the year +@@<4 Celebrating a +** anni3ersary /ith -irst /orld /ide bottle con-erence in the year +@=;4 I time o- introducing ) liters( plastic bottles /ith bottle grip handle4 1rganiFational structure deals /ith di3ision o- /or2 acti3ities and sho/s ho/ di--erent -unctions or acti3ities are lin2ed4 Financial -unctions in3ol3es -unction o- -inancial department( sources o- -inance( -inancial structure and stores( shipping etc44 HR -unctions in3ol3es planning and -orecasting( job analysis( recruitment procedure( training and de3elopment( compensation bene-its employee relationships( sa-ety policy4 Production -unction in3ol3es the -unctions o- production department( production schedule( .uality assurance department4 !ar2eting -unctions in3ol3es the -unctions o- sales department( ad3ertising( mar2eting miG decisions( distribution channels( customer relationship management4 The third Chapter deals /ith the re3ie/ literature and the procedure oper-ormance appraisal system in HCC"P9 4 The re3ie/ literature deals /ith the main aspects o- per-ormance appraisal o- the employees and ho/ it /ould moti3ate the employees and it helps in both the indi3idual and organiFational de3elopment4 The per-ormance appraisal system in HCC"P ltd is 3ery good and satis-actory by the employees4 The -ourth chapter deals /ith the data analysis and interpretation4 The data is interpreted based on the samples collected -rom the employees in the organiFation4 The data analysis deals /ith the company /hether the employees are satis-ied /ith the procedure or to ma2e any changes in the present appraisal system and the necessary chages are suggested to the organiFations4 The -i-th chapter deals /ith the summary o- the project report and -indings and suggestions basing on the study4
10<
!.2 FINDINGS +4 It obser3ed that =<W o- the respondents opinioned on the per-ormance appraisal system eGistence in the organiFation( /here as +8W o- the respondents opinioned on the appraisal system non eGistence4 There-ore majority are considering the eGistence o- appraisal system4 )4 It obser3ed that ))W o- the respondents opinioned on the -actors o- appraisal /as eGcellent( 8?W o- the respondents opinioned that( the -actors o- appraisal /as good( +?W o- the respondents opinioned that( the -actors o- appraisal /as a3erage and +8W o- the respondents opinioned that /as poor4 Hence it can conclude that the appraisal system is up#to the mar24 64 It obser3ed that ;?4+W opinioned on the pre-erence to peers( )=4<W opinioned that( they pre-er per-ormance re3ie/ committee and +846W opinioned that( they pre-er others4 Hence it can conclude that majority are pre-erring the peer on appraisal4 84 It can obser3ed that ?=4;W opinioned on the per-ormance appraisal /as done at the place o- /or2 and )+4;W opinioned that( the per-ormance appraisal /as done at other place in the organiFation4 ;4 It can analysed that 8)4=W opinioned /ere -ully a/are o- the per-ormance appraisal system( )=4<W opinioned that( they /ere partially a/are o- the per-ormance appraisal system and )=4<W opinioned that( they /ere not at all a/are o- the per-ormance appraisal system4 Hence it can said that majority are ha3ing a/areness4 <4 ?4+W opinioned that( the per-ormance appraisal is conducted -or e3ery 6 months( ;*W opinioned that( the appraisal is conducted -or e3ery < months( ?4+W opinioned that( the appraisal is conducted -or e3ery @ months and 6;4=W opinioned that( the appraisal is conducted -or e3ery + year4 ?4 =<W opinioned that( the interpersonal and team relationships /ith peers( superiors and subordinated is satis-actory and good and +8W opinioned that( the
10@
interpersonal and team relationships /ith peers( superiors and subordinated is not satis-actory 4 =4 )+48W opinioned that( the -eedbac2 is communicated immediately a-ter
completion( ;*W opinioned that( the -eedbac2 is communicated /ithin +; days( )+48 W opinioned that( the -eedbac2 is communicated more than a month and ?4)W opinioned that( the -eedbac2 is not communicated4 @4 6+48W o- the respondents opinioned that( the -eedbac2 is communicated in oral -orm and <=4<W opinioned that( the -eedbac2 is communicated in the /ritten -orm4 +*4 )=4<W o- the respondents opinioned that( the -eedbac2 is communicated by the concerned controlling o--icer( <846W opinioned that( the -eedbac2 is communicated by the superior and ?4+W opinioned that( the -eedbac2 is communicated by any other manager4 ++4 6)4@W o- the respondents opinioned that( the sel- appraisal report should submit to the superior and <?4+W opinioned that( the sel- appraisal report should submit to any controlling o--icer4 +)4 ;?W o- the respondents opinioned that( the appraisal is based on /ell de-ined objecti3e and 86W opinioned that( the appraisal is not based on the /ell de-ined objecti3e 4 +64 +?W o- the respondents opinioned that( the appraisal is based on job analysis and =6W opinioned that( the appraisal is not based on job analysis4 +84 %ll the respondents opinioned that( the appraisal is necessary -or the organiFation4 +;4 <8W o- the respondents opinioned that( the per-ormance appraisal publicity is gi3en by the organiFation and 6<W opinioned that( the publicity is not gi3en4
108
+<4 ;*W o- the respondents opinioned that( the present per-ormance appraisal system is e--ecti3e and ;*W o- the respondents opinioned that( the present appraisal system is not e--ecti3e4 +?4 )=4<W o- the respondents opinioned that( the appraisal regarding promotions is based on only seniority( +846W opinioned that( the appraisal regarding promotions is based on only merit and ;?4+W opinioned that( the appraisal regarding promotions is based on both merit and seniority4
109
!.3 SUGGESTIONS +4 1nly -e/ respondents opinioned that the appraisal -actors are eGcellent4 0o the organiFation needs to consider good -actors -or appraisal4 )4 The organiFation need to consider 6<* degree appraisal system because they pre-er more to the peers4 64 For e3ery organiFation the a/areness o- per-ormance appraisal is important4 0o the organiFation needs to create +**W a/areness about per-ormance appraisal system4 84 The per-ormance appraisal should be conducted based on the /ell de-ined objecti3e4 ;4 $ob analysis is one o- the dominant -actors -or appraisal so the organiFation need to gi3e more importance -or job analysis /hile conducting appraisal4 <4 The organiFation has to increase e--iciency o- system by establishing the good standards -or per-ormance appraisal4 ?4 The -eedbac2 plays a major role in the process o- communication bet/een the superior and the subordinate4 0o that the organiFation need to pro3ide immediate -eedbac2 to its employees4
110
!. CONCLUSION %t lastly I /ould li2e to dra/ my conclusion in this topic per-ormance appraisal system4 It is one o- the crucial issues /here employees eGpect good results /hich lead to high satis-action4 This appraisal e3en acts as a -eedbac2 system( /hich plays a major role in the de3elopment o- the organiFation through erasing the communication barriers bet/een the superior and the subordinate4 In the present scenario system brings up the organiFation /ith rich producti3ity4 % good system o- per-ormance appraisal comes out through per-ect rating o- the employees and their -eedbac2 -or the gi3en rating4 The system should /or2 so the things to be done through the people4 HCC"P9 occupied a prominent position in the industry in its products and it has been achie3ing its objecti3es despite o- obstacles -aced and stood at a good position /ith a per-ect 3ision4 The employees o- HCC"P9 are satis-ied /ith the system o- appraisal -ollo/ed there( because o- its concern and consideration to/ards the employees by the management4 Finally I conclude my topic Bper-ormance appraisal C( the /or2 and the related issues /ere drastically changed /hen compared to the past4 Per-ormance appraisal is a sensiti3e issue because it not only appraisal -or the achie3ers but also punishments and /arnings to the lo/ contributors4 E3erything done by the organiFation should be accepted the employees and e3en ma2e the percei3e that it is done -or the good sa2e o- employees4 This -actor is .uite crucial -or any organiFation to achie3e its objecti3es4
111
BIBLIOGRAPHY
114
BIBLIOGRAPHY BOOKS +4 R4 P4 0&""% R%1 Essentials o- Human Resource !anagement %nd
industrial relations( Himalaya publishing house( 6rd re3ised edition( !umbai +@@@4
)4 >4 %0W%TH%PP% :ra/ Hill edition( Ne/ 64 R404 WI7E I
Human Resources and Personnel !anagement(!c elhi( re3ised edition( )**?4 Human Resources and Personnel !anagement(
:algotia Publishing Company( Ne/ 84 7404P4 R%1 elhi( edition( )**;4 ;4 >othari READING MATERIALS
elhi( re3ised edition( )**=4 Human Resource !anagement( eGcel boo2s( Ne/
Research methodology4
+4 %nnual records and reports o- the coca cola company4 )4 Pre3ious project records at the company4 WEBSITES +4 ///4:oogle4com
4. ///4""IP9INFR%4com
117
ANNE"URES
11;
4UESTIOINNAIRE R#/+#.'#2 S%,H*-2-*( I am '49%9ITH% >&!%RI studying !4"4%( 6rd semester /ith HR specialiFation in %IT%! 0CH119 1F C1!P&TER 0CIENCE0 %N only -or my academic purpose4 0o please cooperate /ith me4 N%!E5 %:E5 E0I:N%TI1N5 EP%RT!ENT5 !1NTH9' INC1!E5 EAPERIENCE5 +4 Is there any per-ormance appraisal system eGisting in your organiFationL %4 'E0 "4N1 )4 The criteriaD-actors -or per-ormance appraisal are %4 EGcellent "4 :ood C4 %3erage 4 Poor 64 I- you are abo3e the super3isory cadre( are you satis-ied /ith sel- appraisal or you pre-er %4 Peers "4 Per-ormance Re3ie/ Committee C4 1thers !%N%:E!ENT( Te22ali4 I /ill sure that the in-ormation pro3ided by you can be 2ept as con-identially and it is
115
84 Where the per-ormance appraisal is madeL %4 Place o- /or2 "4 %ny other place in the organiFation ;4 %/areness o- per-ormance appraisal system % 4Fully %/are " 4Partially %/are C4 Not at all %/are <4 Per-ormance appraisal are usually conducted e3ery %4 6 months "4 <months C4 @ months 4 + year ?4 Interpersonal and team relationship /ith peers( superior and subordinates are 0atis-actory and goodL % 4'E0 " 4N1 =4Feedbac2 is communicated to the appraise %4 Immediately a-ter completion "4 /ithin +; days C4 !ore than a month 4Not communicated @4 Feedbac2 is communicated in /hich -orm %4 1ral "4 Written +*4The -eedbac2 in appraisal( i- communicated( by /hom it is doneL %4 Concerned controlling o--icer "4 0uperior C4 %ny other manager ++4I- you are abo3e the super3isory cadre( to /hom you /ill submit the sel- appraisal reportL % 4'our superior " 4%ny controlling o--icer
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+)4Is the per-ormance appraisal based on /ell de-ined objecti3e criteriaL %4 'es "4 No +64Is the appraisal based on job analysisL %4 'es "4 No +84Is the per-ormance appraisal necessary -or the organiFationL %4 'es % 4'E0 % 4'E0 %41nly 0eniority "41nly !erit C4 "oth !erit and 0eniority "4 No " 4N1 " 4N1 +;4Has the per-ormance appraisal gi3en /ide publicity in the organiFationL +<4 Present per-ormance appraisal is e--ecti3eL +?4Per-ormance appraisal regarding promotions should be based onL
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Performance Appraisal

A STUDY ON PERFORMANCE APPRAISAL

Mr.SAUME !RA !AS

!E"ARTME T #$ MA A%EME T STU!IES

AITAM S&H##L #$ &#M"UTER S&IE &ES A ! MA A%EME T

K.Kotturu' Te((a)i. *++,-*+..

AITAM S&H##L #$ &#M"UTERS&IE &ES A ! MA A%EME T

K.K#TTURU' TEKKALI- /0**+. !E"ARTME T #$ MA A%EME T STU!IES

YAVVARI LALITHA KUMARI

8A99AR( A (*:A 0/MAR(

S += 1 4 7 ; 5 *A" *A" *A" *A" *A"

PAR*()/ ARS E +=?;.1.1 E +=?;.1.4 E +=? ;.1.7 E +=?;.1.; E +=?;.1.5

%dministrati3e purpose !oti3ational purpose e3elopment purpose Per-ormance impro3ement

Pro3ide in-ormation /hich helps to counsel subordinate4

-acts in any branch o- 2no/ledge4

The present study is o- descripti3e study4

INDUSTRY PROFILE AND COMPANY PROFILE

anube Partnership /ith the International Commission -or the

anube Ri3er (ICP R,4

%dministration Production !anager

ORGANI3ATION CHART OF COCA-COLA INDIA VI3AG LTD

Managing director )E= E5ecuti'e )E=

:ead A9P Sales

:ead :uman Resource

:ead *ransport - S$ipping

Manager 6inance E5ecuti'e

Manager Modern *rade

Manager Production Manager *P* Manager Buality )ontrol E5ecuti'es S$ipping

Asst. Manager A%)

Asst. Manager Mar3eting

D%/',%@:'%(& +-''#,&) D%,#.' (+#,-'%(&

r Pepper( and 0ch/eppes, outside %ustralia( Europe( and North %merica4

A.' 0%7# O8&#,/

C(.--C(0- %&'#,&-'%(&-0 0#;#0 CCSF C(.--C(0- F((2 S#,;%.#

P :old P 0il3er P "ronFe

rin2s # 0par2ling so-t drin2 # Carbonated so-t drin2

P R:" # Returnable glass bottle P PET # Poly ethylene tur- ethylated

CHAPTER III THEORETICAL REVIEW

TR% ITI1N%9 !ETH1 0

STEPS IN APPRAISAL PROCESS

CHAPTER IV DATA ANALYSIS K INTERPRETATION

1. EG%/'#&.# ($ P#,$(,*-&.# A++,-%/-0 S1/'#* O+%&%(& P((0 R#/+(&2#&'/ P#,.#&'-9# ELF

<* +* ?* Table No#84+

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 Kind of opinion Respondents Percentage(%)

FIGURE NO- .1.2

)=4< +846 +**

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 Kind Of Opinion Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 $ ediate#% after co p#etion

Respondents Percentage (%)

&ore t!an a ont!

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 Kind Of Opinion Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 Kind Of Opinion Respondents Percentage (%)

Respondents Percentage (%)

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

>ind 1- 1pinion 'es No Total

Respondents +) ;= ?* Table No#84+4+6

Percentage (W, +? =6 +**

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Kind Of Opinion Respondents Percentage (%)

K.Kotturu' Te((a)i. ++,-+..

S += 1 4 7 ; 5 A" A" A" A" *A"

Manager Production Manager P Manager Buality )ontrol E5ecuti'es S$ipping

1. EG%/'#&.# ($ P#,$(,-&.# A++,-%/-0 S1/'# O+%&%(& P((0 R#/+(&2#&'/ P#,.#&'-9# ELF

15.E$$#.'%;#&#// ($ P,#/#&' P#,$(,-&.# A++,-%/-0 S1/'#

1C.P#,$(,-&.# A++,-%/-0 R#9-,2%&9 P,(('%(&/ S6(:02 B# B-/#2 O&