1

EXECUTIVE SUMMARY
Research report is the inseparable aspect of the professional course today. This is
the basic criteria which makes it mandatory for the participants in any curriculum that
he/she carries out in his/her own thought and blends it with the official data on the
basis of which a complete report is formulated.
With this philosophy in mind my Research report is based on the performance
appraisal of employees carried in the Telecom industry with special reference to
AIRTEL lucknow.
(A) PURPOSE OF THE STUDY
The entire study has been based on the accomplishment of the following obecti!es.
To measure the effecti!eness of the performance appraisal.
To know the most effecti!e method of the performance appraisal.
(B) METHODOLOGY OF THE STUDY
"pecific and proper methodology was needed to make the research report
successful and the methodology adopted has been concerned with techni#ues for
collecting primary and secondary data. This research report work of mine was
2
centered in and around sales department where we gathered responses from
around $% employee. &rimary data ha!e been gathered on the basis of the
structural #uestionnaire which are designed under the guidance of the company
concerned people. The secondary information has been gathered from the
company's internal files and records.
( C ) LIMITATIONS OF THE STUDY
There are certain limitations( which cannot be ruled out after taking all possible
precaution regarding the basic rules of personnel departments.
)irst of all( the scope of study is limited as it come only important pro!isions laid
down by go!t. for the welfare of the workers.
The sample si*e was small here( the conclusion might not be right for the
remaining workers.
time gi!en by worker is !ery less.
+o consolidate date a!ailable, means students depend upon the secondary data.
data collection method was e-pensi!e
3
4
"erial no. .hapters &age +o.


I.

II.
III.

IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
XIII.
Acknowledgement
&reface
E-ecuti!e summary
&erformance appraisal / An
Introduction.
.ompany's &rofile.
0rgani*ation's .hart.
&erformance appraisal at AIRTEL.
0becti!es of the study.
Research methodology.
Analysis and Interpretation of the
study.
)indings of the study.
Recommendations.
Limitations.
.onclusion
Appendi-.
1ibliography.


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5
PERFORMANCE APPRAISAL
INTRODUCTION
&erformance appraisal is one of the traditional and most uni!ersal practices of the
management. It is a systematic and obecti!e way of udging the relati!es worth or
ability of an employee in performing his task. ;odern management refers to an
appraisal system in which the employee's merit like initiati!e( dependability(
personality etc. are compared with others and ranked and rated. The trend now a
day is in the direction of attempting to measure what the man does <performance
appraisal= rather than what he is <merit rating=. Employees also wish to know their
position in the organi*ation. &erformance appraisal helps to identify those who are
performing their assigned tasks well and those who are not and the reason for such
performance. Appraisals are udgments of characteristics( traits and performance of
others on the basis of which we assess the worth or !alue of others and identify
what is good and bad.
According to )lippo( >performance appraisal is the systematic( periodic and an
impartial rating of an employee's e-cellence in matters pertaining to his present ob
and his potential for a better ob.?
A performance appraisal is an important tool for measuring managerial efficiency(
organi*ational effecti!eness( monitoring and measuring the performance of
employees.

6
MEANING
>&erformance appraisal is the process of e!aluating the performance and
#ualifications of the employees in terms of the re#uirements of the ob for which he
is employed( for purposes of administration including placement( selection for
promotions( pro!iding financial rewards and other actions which re#uire differential
treatment among the members of a group as distinguished from action affecting all
members e#ually?.
It is a systematic e!aluation of the indi!iduals with respect to his or her performance
on the ob and his or her potential for de!elopment.
In a nutshell we can say that performance appraisal is a process by which indi!idual
employees beha!ior and accomplishments for a fi-ed time period are e!aluated.
7
OBJECTIVES
Appraisals ser!e to monitor the effort of indi!iduals to integrate and coordinate
indi!idual's effort into a cooperati!e endea!or and gi!e feedback to the indi!idual to
pro!ide a means of correcting or commanding the efforts of indi!iduals and to pro!ide
an e#uitable and consistent basis of distributing rewards and penalties. It mainly
concerns itself with the following three purposes@ 3
a) ADMINISTRATIVE DECISIONS-

It can ser!e as a basis for ob change or promotion.
b) EMPLOYEE DEVELOPMENT-
1y identifying the strengths and weakness of an employee it ser!es as a
guide for formulating a suitable training and de!elopment programme to
impro!e his #uality of performance in his present work. It ser!es as a
feedback to the employee. 1y letting the employee know how well he is
doing or where he stands with his super!isors it tells him what he can do
to impro!e his present performance and go up in the management
hierarchy.
c) PERSONNEL RESEARCH-
This in!ol!es generation of manpower information.
8
USES OR IMPORTANCE OF PERFORMANCE APPRAISAL
&erformance appraisal is a significant element of the information and control system
in the organi*ation. "ome common applications of performance appraisal are gi!en
below3
&erformance appraisal pro!ides !aluable information for personnel
decisions such as pay increases( promotions( demotions( transfers and
terminations.
It helps to udge the effecti!eness of recruitment( selection( placement
and orientation systems of the organi*ation.
It is useful in analy*ing training and de!elopment needs.
It can be used to impro!e performance through appropriate feedback(
working and counseling employees.
&erformance appraisal facilitates human resources planning( career
planning and succession planning.
It promotes a positi!e work en!ironment( which contributes to
producti!ity.
9
A competiti!e spirit is created and employees are moti!ated to impro!e
their performance.
"ystematic appraisal of performance helps to de!elop confidence among
employees.
PROCESS OF PERFORMANCE APPRAISAL-
This process of performance appraisal has many stages and in!ol!es multiple
acti!ities to be undertaken by an organi*ation. These are usually format
determination( sharing e!aluation( designing organi*ational inputs and reward
administration. The !arious approaches for appraisal are3
2= Intuiti!e approach3 where the boss udges the employee based on his
perception of the employee beha!ior.
4= The self3appraisal approach3 where the employee himself e!aluates his
performance.
$= Aroup approach3 where he is e!aluated by a group of persons.
6= The con!entional trait approach3 where the boss e!aluates the
con!entional employee on the basis of presence or absence of certain
traits likes integrity( honesty( dependability etc.
%= 0n achie!ed results3 where the targets are pre set ointly by the rater and
rates in a restricted sense.

5 4
% $
10
Communicating standards Taking corrective actions
Setting performance standards
6

THE PERFORMANCE APPRAISAL PROCESS
There are number of performance criteria which may be used to measure the
proficiency of an employee. It can be classified into two main categories@
OBJECTIVE CRITERIA AND SUBJECTIVE CRITERIA-
Amount and #uality of production( work sample tests( length of ser!ice( amount of
training necessary( absenteeism( accidents etc. are all obecti!es criteria.
Rating of employee's ob proficiency by their superior( peers and subordinates( e-tent
of upward communication of ideas( degree of knowledge about corporate goal(
contribution to socio cultural !alues is all e-amples of subecti!e criteria.
ESSENTIALS OF AN EFFECTIVE PERFORMANCE APPRAISAL SYSTEM
2. ;utual trust
4. .lear obecti!es
$. "tandardi*ation
6. Training
%. Bob relatedness
5. Cocumentation
7. )eedback and participation
8. Indi!idual differences
9. &ost appraisal inter!iew
2:. Re!iew and appeal
11
easuring performance
Comparing t!e standards
"iscussing resu#ts
MODELS OF PERFORMANCE APPRAISAL
;any form of rating are presently a!ailable each naming its strong points as well as
limitations. They may be classified into two broad category

PERFORMANCE APPRAISAL
TRACITI0+AL ;ETD0C" ;0CER+ ;ETD0C"

2. .onfidential report 2. Assessment center
4. )ree form or essay 4. DR accounting
$. "traight ranking $. 1eha!iorally anchored
rating scales
6. &aired distribution 6. ;10 appraisal
%. )orced distribution %. $5:3degree appraisal
5. Araphic rating scales
7. .hecklist method
8. .ritical incidents
9. Aroup appraisal
2:. )ield re!iew

12
TRADITIONAL METHODS OF PERFORMANCE APPRAISAL
1) Ra!"# $%&'(-
The oldest and simplest method of performance appraisal is to compare one man
with all other men and place in a simple rank order. In this way ordering is done
from best to worst of all indi!iduals comprising the group. This method takes into
account rating by more than one another rater. The ranks assigned are then
a!eraged and relati!e is determined for each member.
This method has two ad!antages of simplicity and naturalistic or naturalness. 1ut
it has disad!antages of being subecti!e and the ranking becomes difficult when
there are e!en twenty or thirty cases. Also the magnitude of the difference in
ability between ranks is not e#ual at different positions.
As an answer to the last problem the paired comparison techni#ue of ranking has
been e!ol!ed. In this method the rater compares each man in his group with
e!ery other man with the final ranking of each worker determined by the number
of time he was udged better than others.
1) Ra!"# )ca*% $%&'(-
This method pro!ides a kind of scale for measuring absolute differences between
indi!iduals. This is method is of two types3
$% D!)c+%%- the characteristic Eob knowledge' may be di!ided into fi!e
categories on a discrete scale >e-ceptionally good?( >abo!e
a!erage?( >a!erage?( >below a!erage? and >poor?. The rater can tick
mark category( which describes best he person being rated.
13
$$% C'"!",',) '+ #+a-&!c- where ust abo!e the category notation an
interrupted line is pro!ided. The rater can tick at any point along its
length.
There are four kinds of standards used in rating scales( namely
numerical or alphabetical( descripti!e adecti!e( man3to3man and
beha!ior sample. In man-to-man rating scale the standards are !ery
concrete because these are neither numbers nor alphabets <which
do not con!ey same meaning to all= nor descripti!e adecti!e but are
persons( of !arying ability whom the rater has selected and ranked
in the ability under consideration.
Thus a scale of men is created for each trait. The obecti!e to this
scale is that its construction in!ol!es difficult and laborious
procedure. &ersons used as standards by different raters are
different.
In beha!ior sample standards( a series of actual description of
beha!ior are employed which is supposed to indicate !arying
amounts of the characteristic being rated. The use of actual
descriptions of beha!ior reduces some of the differences in
interpretation usually found among different raters.
)re#uently there is a tendency for the rater to pile up the ratings
either at he middle or at the highest end of the scale. To meet this
the >forced distribution system? is used where the rater is instructed
about the percentage of cases( which should fall in each category.
)or e-ample( ob knowledge the following percentage must be used@
14
poor32:F( below a!erage34:F( a!erage36:F( abo!e a!erage34:F
and e-ceptionally good32:F.
.) C&%c/*!) $%&'(-
This consists of a list consisting of a number of statements about the worker and
his beha!ior. Each statement on this list is assigned a !alue( which are deri!ed
from preliminary research in which the pooled udgments of person familiar with
the ob are used. The rater is asked to place a plus sign or a #uestion mark in
front of each statement depending on whether he feels the description applies(
does not apply or there is doubt. The method has the ad!antages of re#uiring only
a report of facts from the rater. )inal rating is a!erage of the scale !alue of the
statement( which the superior had checked.
"ince the !alue assigned to different statements do not appear on the list the rater
does not know how highly he has rated a gi!en indi!idual. De also does not ha!e
to distinguish among !arious categories for each of the se!eral traits considered
for each the se!eral employees working under him. The rater is more precise and
less ambiguous in his e-pression of the worthiness of the indi!idual. The e-tent of
constant and halo error are also minimi*ed.
3% F'+c%( c&'!c% $%&'(-
15
The forced choice rating form contains a series of groups or statements. The rater
checks how effecti!ely the statements describe each indi!idual being e!aluated.
Each statement carries weight( which is not indicated to the rater. There are a
number of !ariations. "ometimes all the statements may be either fa!orable or
unfa!orable. In another( from four statements two positi!e and two negati!e the
rater picks the most appropriate and the most inappropriate respecti!ely. It makes
the performance e!aluation more obecti!e.
0) C+!!ca* !"c!(%" %c&"!1,%-
It in!ol!es three steps. A list of noteworthy <good or bad= on the ob beha!ior(
usually of specific instances is first prepared which are !ital for success or failure
on ob. A group of e-perts then assigns scale !alues to them( depending upon the
degree of desirability for the ob.
The third step is constructing a checklist that includes incidents( which define
Egood' and Ebad' workers. This method helps to identify key areas in which
employees are weak or strong. It emphasi*es rating on the subecti!e e!aluation
of traits. )inally( the super!isor finds counseling easier since he knows his
subordinates weakness.
2) C'"3!(%"!a* +%-'+-
This is a traditional form of appraisal used in most go!ernment organi*ations. A
confidential report is a report prepared by the employee's immediate superior. It
16
co!ers the strengths and weaknesses( main achie!ements and failure( personality
and beha!ior of the employees. 1ut it in!ol!es a lot of subecti!ity because
appraisal is based on impressions rather than on data.
5= F+%% 3'+$ '+ %))a4 $%&'(-
Gnder this method( the e!aluator writes a short essay on the employee's
performance on the basis of o!erall impression. The description is e-pected to be
as factual and concrete as possible. An essay can pro!ide a good deal of
information about the employee especially if the e!aluator is asked to gi!e
e-amples of each one of his udgments.
5) S+a!#& +a"/!"# $%&'(-
In this techni#ue( the e!aluator assigns relati!e ranks to all the employees in the
same work unit doing the same ob. Employees are ranked from the best to the
poorest on the basis of o!erall performance. The Ewhole man is compared with the
whole man' without analy*ing performance. The relati!e position of an employee
is reflected in his numerical rank.
6) Pa!+%( c'$-a+!)'" $%&'(-
This is a modified form of man to man ranking. Derein( each employee is
compared with all the others in pairs one at a time. The number of times an
employee is udged better than the other determines his rank. .omparison is
made on the basis of o!erall performance. The number of comparisons to be
decided on the basis of the following formula3
+ <+32=H4
17


7) G+',- a--+a!)a* $%&'(-

Gnder this method( a group of e!aluators assesses employees. This group
consists of the immediate superior of the employee( other super!isors ha!ing
close contact with the employee's work( head of the department and a personnel
e-pert. The group determines the standards of performance for the ob( measures
actual performance of an employee( analyses the cause of poor performance and
other suggestions for impro!ement in future.
18) F!%*( +%9!%: $%&'(-
In this method( a training officer from the DR department inter!iews line
super!isors to e!aluate their respecti!e subordinates. The inter!iewer prepares in
ad!ance the #uestions to be asked. 1y answering these #uestions a super!isor
gi!es his opinion about the le!el of performance of his subordinate( the
subordinate's work progress( his strengths and weakness( promotion potential(
etc. The e!aluator takes detailed notes of the answer( which are then appro!ed by
the concerned super!isor. These are then placed in the employee's personal
ser!ice file.
18
MODERN METHODS OF PERFORMANCE APPRAISAL;
1) A))%))$%" c%"%+)-
An assessment center is a group of employees drawn from the different work units.
These employees work together on an assignment similar to the one they would be
handling when promoted. E!aluators obser!e and rank the performance of all the
participants. E-perienced managers with pro!en ability ser!e as e!aluators. This
group e!aluates all employees both indi!idually and collecti!ely by using simulation
techni#ues like role playing( business games and in basket e-ercises. Employees are
e!aluated on ob related characteristics considered important for ob success.
.) H,$a" +%)',+c%) acc',"!"# $%&'(-
DR is a !aluable asset of the organi*ation. This asset can be !alued in terms of
money. When component and well3trained employees lea!e an organi*ation the
human asset is decreased and !ice !ersa. Gnder this method( performance is udged
in terms of cost and contribution of employees. .osts of DR consist of e-penditure on
DR planning( recruitment( selection( induction( training( compensation( etc.
contribution of DR is the money !alue of labor producti!ity or !alue added by DR.
difference between cost and contribution will reflect the performance of employees.
19
<) B%&a9!'+a**4 a"c&'+%( +a!"# )ca*%) (BARS)-
This method combines graphic rating scales with critical incidents method. 1AR" are
description of !arious degrees of beha!ior relating to specific performance
dimensions. .ritical areas of ob performance and the most effecti!e beha!ior for
getting results are determined in ad!ance. The rater records the obser!able ob
beha!ior of an employee and compares these obser!ations with 1AR". In this way(
an employee's actual ob beha!ior is udged against the desired beha!ior. The steps
in!ol!ed in constructing 1AR" are as follows3
a= Identify critical incidents
b= "elect performance dimensions
c= Retranslate the incidents
d= Assign scales to incidents
e= Ce!elop final instrument
0) A--+a!)a* b4 +%),*) '+ MBO-
The concept of management by obecti!e <;10= was de!eloped by &eter Crucker in
29%6. De called it Emanagement by obecti!e and self3control'. "ince then ;10 has
become an effecti!e and operational techni#ue of performance appraisal and a
powerful philosophy of managing. It is also known as work planning and review or
goal setting approach to appraisal.
;10 has been defined as > a process whereby the superior and subordinate
managers of an organi*ation ointly identify its common goals( define each
indi!idual's maor areas of responsibility in terms of results e-pected of him and use
these measures as guides for operating the unit and assessing the contributions of
each of its members?
The main steps in!ol!e din performance appraisal through ;10 are as follows3
20
a= "et organi*ational goals
b= Cefining performance targets
c= &erformance re!iews
d= )eedback
;10 is superior to other methods of performance appraisal. It offers the following
benefits@
Ends3means chain
Role clarity
0becti!e appraisal
;oti!ation and commitment
;anagement de!elopment
.oordination
;10 suffers from the following drawbacks@
Cifficulty in goal setting
&roblem of participation
Lack of understanding
Time consuming and e-pensi!e
Infle-ibility
2) T&% <=8-(%#+%% a--+a!)a* %c&"!1,% -
&erformance appraisal has come to occupy a pi!otal place in human resource
function. The traditional merit rating which focused on personality traits was replaced
by performance appraisal with focus on work results. The concept of ;$:
transformed it into a participati!e process. This led ultimately to the introduction of
$5:3degree feedback system in the Gnited "tates.
21
$5:3degree system in!ol!es e!aluation of a manager by e!eryone abo!e( alongside
and below him. "tructured #uestionnaires are used to collect responses about a
manager from his bosses( peers and subordinates. "e!eral parameters relating to
performance and beha!ior are used in #uestionnaires. Each manager is udged by a
minimum of fifteen colleagues( at least two of them being his bosses( four of them
peer( and si- of them subordinates. The responses are presented collecti!ely to the
assesees in the form of charts and graphs. .omments and interpretations are
presented later. .ounseling sessions are arranged to sol!e the weaknesses identified
in the $5:3degree assessment. The $5:3degree assessment program is effecti!e
when used from the top down. The fact that the manager at the top has also been
administered the test con!inces and they willing to go through it as well.


FOUR INTEGRAL COMPONENTS OF 360-DEGREE APPRAISAL
LIMITATIONS OF PERFORMANCE APPRAISAL
The main problems in!ol!ed in performance appraisal are as follows@
22
S&'()$*)
EMPLOYEE

SUBORDINATE
PEER
PEER
1) E++'+) !" +a!"#-
&erformance appraisal may not be !alid indicator of performance and potential of
employees due to the following types of errors@
a) Halo effect- it is the tendency to rate an employee consistently high or low
on the basis of o!erall impression. 0ne trait of the employee influences the
rater's appraisal on all other traits.
b) Stereotyping- this implies forming a mental picture of a person on the basis
of his se-( age( caste or religion.
c) Central tendency- it means assigning a!erage rating to all the employees
in order to a!oid commitment or in!ol!ement. This is adopted because the
rater has not to ustify or clarify the a!erage ratings.
d) Constant error- some e!aluators tend to be lenient while others are strict in
assessing performance. In first case( performance is o!errated while in
second case it is underrated.
e) Personal bias- performance appraisal may become in!alid because the
rater dislikes the employee. "uch bias may arise on the basis of regional or
religious beliefs and habits or interpersonal conflicts.
f) Spill over effect- this arises when past performance affects assessment of
present performance.
.) Lac/ '3 +%*!ab!*!4-
Reliability implies stability and consistency in the measurement. Lack of consistency
o!er time and among different raters may reduce the reliability of performance
appraisal.
<) I"c'$-%%"c%-
23
Raters may fail to e!aluate performance accurately due to lack of knowledge and
e-perience. &ost appraisal inter!iew is often handled ineffecti!ely.
0) N%#a!9% a--+'ac&-
&erformance appraisal loses most of its !alue when the focus of management is on
punishment rather than on de!elopment of employees.
2) M,*!-*% 'b>%c!9%-
Raters may get confused due to two many obecti!es or unclear obecti!es of
performance appraisal.
=) R%)!)a"c%-
Trade unions may resist performance appraisal on the ground that it in!ol!es
discrimination among its members.
5) Lac/ '3 /"':*%(#%-
The staff appraising performance of employees might not be trained and e-perienced
enough to make correct appraisal.
6) H4-%+c+!!ca* '+ ?H'+")@ %33%c-
It is the tendency of the superior to rate people lower than their performance ustify.
O&%+ -+'b*%$) '3 P%+3'+$a"c% A--+a!)a* +%-'+%( b4 9a+!',) ),(!%) a+%;-
2= Relationship between appraisal rates and performance after promotions was not
significant.
4= Absence of inter3rater reliability.
$= The situation was unpleasant in feedback inter!iew.
6= ;ost part of the appraisal is based on subecti!ity.
PERFORMANCE APPRAISAL OF MANAGERS

24
Appraisal of managers is !ery important. 1ut it is more difficult because it cannot be
measured in #uantitati!e terms. ;anagerial appraisal should measure therefore( both
performance in accomplishing goals and performance as a manager.
1) P%+3'+$a"c% !" acc'$-*!)&!"# #'a*)-
A manager is responsible for achie!ing the targets of his work unit. The e-tent to
which these targets are achie!ed is a good criterion for e!aluation.
.) P%+3'+$a"c% a) $a"a#%+)-
Although an impressi!e record of setting and accomplishing goals is an indicator of a
manager's performance( this standard cannot be used in all cases. ;anagers
achie!e organi*ational goals by performing the basic managerial functions.
Therefore( a manager can be appraised on the basis of how well he understands and
undertakes these functions of planning( organi*ing( staffing( directing and controlling.
Each of these functions in!ol!es a series of acti!ities. These acti!ities can be taken
as standards of performance. A fi!e3degree rating scale can be used to rate the
performance of managers. Weights to the scale can be assigned for those acti!ities(
which are clear and ade#uately known.
25


26
COMPANY@S PROFILE

B&a+! A!+%* L!$!%(( commonly known as A!+%*( is an Indian multinational steel
communications ser!ices company head#uartered at +ew Celhi( India. It operates in
4: countries across "outh Asia( Africa and the .hannel Islands. Airtel has A";
network in all countries in which it operates( pro!iding 4A( $A and 6A ser!ices
depending upon the country of operation. Airtel is the worldIs third largest mobile
telecommunications company with o!er 452 million subscribers across 4: countries
as of August 4:24. It is the largest cellular ser!ice pro!ider in India( with 28$.52
million subscribers as of +o!ember 4:24. Airtel is the third largest in3country mobile
operator by subscriber base( behind .hina ;obile and .hina Gnicom.
Airtel is the largest pro!ider of mobile telephony and second largest pro!ider of fi-ed
telephony in India( and is also a pro!ider of broadband and subscription tele!ision
ser!ices. It offers its telecom ser!ices under the a!+%* brand( and is headed by "unil
1harti ;ittal. 1harti Airtel is the first Indian telecom ser!ice pro!ider to achie!e .isco
Aold .ertification. It also acts as a carrier for national and international long distance
communication ser!ices. The company has a submarine cable landing station at
.hennai( which connects the submarine cable connecting .hennai and "ingapore.
27
Airtel is credited with pioneering the business strategy of outsourcing all of its
business operations e-cept marketing( sales and finance and building the Iminutes
factoryI model of low cost and high !olumes. The strategy has since been copied by
se!eral operators. Its networkJbase stations( microwa!e links( etc.Jis maintained
by Ericsson and +okia "iemens +etwork whereas business support is pro!ided by
I1;( and transmission towers are maintained by another company <1harti Infratel
Ltd. in India=. Ericsson agreed for the first time to be paid by the minute for
installation and maintenance of their e#uipment rather than being paid up front( which
allowed Airtel to pro!ide low call rates of 2/minute <G"K:.:4/minute=. Curing the last
financial year <4::9/2:=( 1harti negotiated for its strategic partner Alcatel3Lucent to
manage the network infrastructure for the tele3media business. 0n $2 ;ay 4:24(
1harti Airtel awarded the three3year contract to Alcatel3Lucent for setting up an
Internet &rotocol access network <mobile backhaul= across the country. This would
help consumer's access internet at faster speed and high #uality internet browsing on
mobile handsets.


28
HISTORY


"unil ;ittal founded the 1harti Aroup. In 298$( ;ittal was in an agreement with
AermanyIs "iemens to manufacture push3button telephone models for the Indian
market. In 2985( ;ittal incorporated 1harti Telecom Limited <1TL=( and his company
became the first in India to offer push3button telephones( establishing the basis of
1harti Enterprises. 1y the early 299:s( "unil ;ittal had also launched the countryIs
first fa- machines and its first cordless telephones. In 2994( ;ittal won a bid to build a
cellular phone network in Celhi. In 299%( ;ittal incorporated the cellular operations as
1harti Tele3Lentures and launched ser!ice in Celhi. In 2995( cellular ser!ice was
e-tended to Dimachal &radesh. In 2999( 1harti Enterprises ac#uired control of BT
Doldings( and e-tended cellular operations to Marnataka and Andhra &radesh. In
4:::( 1harti ac#uired control of "kycell .ommunications( in .hennai. In 4::2( the
company ac#uired control of "pice .ell in .alcutta. 1harti Enterprises went public in
4::4( and the company was listed on 1ombay "tock E-change and +ational "tock
E-change of India. In 4::$( the cellular phone operations were rebranded under the
single Airtel brand. In 4::6( 1harti ac#uired control of De-acom and entered
Raasthan. In 4::%( 1harti e-tended its network to Andaman and +icobar.
29
This e-pansion allowed it to offer !oice ser!ices all across India. In 4::9( Airtel
launched its first international mobile network in "ri Lanka. In 4:2:( Airtel ac#uired
the African operations of the Muwait based Nain Telecom. In ;arch 4:24(Airtel
launched a mobile operation in Rwanda.
Today( Airtel is the largest cellular ser!ice pro!ider in India and the third largest in the
world
Airtelcomes to you from 1harti .ellular Limited 3 a part of the biggest pri!ate
integrated telecom conglomerate( 1harti Enterprises.
1harti pro!ides a range of telecom ser!ices( which include .ellular( 1asic( Internet
and recently introduced +ational Long Cistance. 1harti also manufactures and
e-ports telephone terminals and cordless phones. Apart from being the largest
manufacturer of telephone instruments in India( it is also the first company to e-port
its products to the G"A. 1harti is the leading cellular ser!ice pro!ider( with a footprint
in 2% states co!ering all four metros and more than 7 million satisfied customers.
VISION;
To make mobile communications a way of life and be the customersI first choice.
MISSION;
We will meet the mobile communication needs of our customers through@
OError3free ser!ice deli!ery
OInno!ati!e products and ser!ices
O .ost efficiency
O Gnified ;essaging "olutions
CORE VALUE;
We will delight our customer with our simplicity( speed P inno!ation.
We will honors our commitment.
30
We will follow the highest standard of professional integrity P beha!iour.
We will respect indi!idual( build winning teams and lead by e-ample.
We will create a fun filled and friendly workplace.

AIRTELMOBILE COMMUNICATIONS LIMITED
1harti Tele3Lentures Limited was incorporated on Buly 7( 299% for promoting
in!estments in telecommunications ser!ices. Its subsidiaries operate telecom
ser!ices across India. 1harti Tele3Lentures is IndiaIs leading pri!ate sector pro!ider of
telecommunications ser!ices based on a strong customer base consisting of 7.64
million total customers( which constitute( 5.75 million mobile and 5%7(::: fi-ed line
customers( as of April $:( 4::6.
1harti Tele3Lentures !ision for its mobile business is To make mobile
communications a way of life and be the customers first choice?.
The mission is to meet the mobile communication needs of the customer through 2=
error free ser!ice 4= Inno!ati!e products and ser!ices and $= cost efficiency. The
31
.ompany's strategic obecti!e is to consolidate its leadership position amongst the
mobile ser!ice pro!iders in India.
The Indian mobile market( according to the .0AI( has increased from appro-imately
2.4 million subscribers as of ;arch $2( 2999 to appro-imately 49.42 million
subscribers as of Bune $:( 4::6.
Cespite this rapid growth( the mobile penetration rate in India( at appro-imately 4.8F
as of Bune $:( 4::6( is significantly lower than the a!erage mobile penetration rate in
other Asian and international markets.
The number of mobile subscribers in India is e-pected to show rapid growth o!er the
ne-t four years. 1y 4::5 it is proected at %: million by .0AI and 66 million by
Aartner.
1harti Tele3Lentures belie!es that the demand for mobile ser!ices in India will
continue to grow rapidly as a result of the following factors@
Lower tariffs and handset prices o!er time,
Arowth in pre3paid customer category,
Areater economic growth and continued de!elopment of IndiaIs economy,
Digher #uality mobile networks and ser!ices, and
Areater !ariety and usage of !alue added ser!ices.
1harti Tele3Lentures( through its subsidiary has the licenses to pro!ide A"; ser!ices
in all the twenty3two telecom circles in India. It proposes to consolidate all its
subsidiaries pro!iding mobile ser!ices under 1harti .ellular Limited.
32
As of Bune $:( 4::6( appro-imately 94F of IndiaIs total mobile subscriber market
resided in the .ompanyIs si-teen mobile circles( which collecti!ely co!ered only %5F
of IndiaIs land mass.
AIRTEL DISTRIBUTION SYSTEM
DISTRIBUTION SYSTEM
A proper distribution system is !ery important for e!ery company because nowadays
the customer wants full ser!ice without any pain. Airtel has a deep penetration in the
market of prepaid cards( coupons( easy recharge and postpaid cards. I also seen in
the market the happy faces of customers and retailers of Airtel because of the easy
a!ailability of Airtel cards and coupons.
BENEFITS OF GOOD DISTRIBUTION SYSTEM
2. Easy a!ailability
4. "atisfied customers
$. .ompetiti!e ad!antage
6. 1etter market reputation
%. "a!es time
DISTRIBUTION SYSTEM OF AIRTEL
2. 0rgani*ation <.P)AIs=
4. Cistributor
$. Retailer
6. .ustomer
33
HRM DEPARTMENT;
DR ;ission "tatement
AT' *%a( &% '+#a"!Ba!'" !" %"&a"c!"# !) &,$a" ca-!a* a"( c+%a!"# a
:!""!"# %"9!+'"$%" :&%+% %9%+4'"% %">'4) c'"+!b,!"# ' &% b%) '3 '"%@)
ab!*!4.C
Airtel will achie!e this by@
I")-!+!"# a"( $'!9a!"# !) -%'-*%.
D%9%*'-!"# !) -%'-*% ' )+!9% 3'+ &!#&%+ )a"(a+().
D+!9!"# a" '-%" $!"(%( a"( %"%+-+!)!"# c'+-'+a% c,*,+% :&%+% -%'-*%
&+',#& *%a(%+)&!- a a** *%9%*) (a+% ' (+%a$D (a+% ' +4D (a+% ' 3a!* a"(
(a+% ' ),cc%%(.
A+ac!"# a"( +%c+,!!"# &% b%) a*%"
Airtel has a !ery defined and well structured department and its !arious policies of
keeping each employee producti!e part of the organi*ation are intoned with the
corporate world's re#uirement.
Employees in the company are largely committed to their organi*ation and ha!e
shown progress in the company. Employees are satisfied with the DR department of
Airtel A"; .ompany.
Dumans are the basic tool for ha!ing competiti!e edge in the market for most of the
organi*ations and Airtel is one of these. Airtel has one of the best DR systems in
India that gi!es it an edge o!er its competitors.
34
HR DEPARTMENT SECTIONS;

DR department of Airtel has three sections.
E$-*'4%% )%+9!c%)

o &ayroll information
o Lea!e and medical record
o )inal settlements and pro!ident fund
o &olicies and procedures
o Employees record and recreation
OD a"( E33%c!9%"%))
o Training plan
o Talent management
o &erformance management
o Employees retentation
o 0rientation employee communication
Sa33!"# a"( c'$-%")a!'"
o "taffing plan and DR budgeting
o ;anagement trainee and internship program
o Inter!iewing and selection
o .ompensation( benefits and incenti!e
35
P%+3'+$a"c% R%9!%:;
At AIRTEL a re!iew is intended to be an open and frank discussion between an
employee and their Team Leader/;anager. Aenerally there are two elements@ first is
the element in which discussion takes place o!er the strengths and areas which need
to be de!eloped as displayed by the ob holder o!er the past 24 months. The
performance is of course udged comparing the performance against the core
indicators of Bob. The second element is concerned with discussing the training
needs/inputs acti!ities that are considered to be appropriate to help the obholder
o!ercome some of de!elopment areas discussed in the re!iew and also those
acti!ities that are deemed appropriate to build upon their current strengths.
A--+a!)a* ca%#'+!%)
A--+a!)a* ca%#'+4 D%3!"!!'" '3 ca%#'+4
E O3 'a* ",$b%+) '3
%$-*'4%%) :&!c& ca"
b% +a%( !" &!)
ca%#'+4
2.e-pert
Indicates e-ceptional
performance
2%F
4.!ery Aood Indicate performance
that consistently meets
the re#uirements of the
position(? !ery good?
indicates the indi!idual
is on track for
ad!ancements
2:F
$. Aood Indicated performance
that re#uires
impro!ement <i.e. meet
re#uirements without
initiati!e or
ad!ancement=
8F
6. 1asic &erformance to be
impro!ed <hardly
meets re#uirements=
%F
S',+c%) '3 P%+3'+$a"c% A--+a!)a*;
36
At AIRTEL the primary sources of performance appraisal are the managers and
secondary sources are employees themsel!es. Though the peers also gi!e their
opinion but it usually does not ha!e any weightage unless a conflict arises between
the manager and the employee.
F%%(bac/;
Workers at AIRTEL are informed of their performance and gi!en the opportunity to
e-press their opinion o!er their own le!el of performance against each competence.
This ser!es the following two main purposes@
It enables the re!iewer to redefine whether the initial assessment was correct( as
circumstances may e-ist that the re!iewer is unaware of.
1y asking the worker what he sees to be his own strengths and de!elopment
areas often help to reduce negati!e responses and makes planning training
needs/inputs acti!ities easier if the person is able to e-press for himself the areas
in which he feels he can impro!e.
37
ANALYSIS
SFOT ANALYSIS
)ollowing is the "W0T Analysis for AIRTEL
STRENGTH FEAGNESS
OPPORTUNITIES THREATS
38
Lery focused on telecom.
Leadership in fast growing cellular
segment.
&an3India footprint.
The only Indian operator( other
than L"+L( that has an
international submarine cable.
&rice .ompetition from 1"+L and
;T+L
Gntapped Rural market
The fast3e-panding I&L. market.
Latest technology and low cost
ad!antage.
Duge market.
.ompetition from other cellular and
mobile operaters.
"aturation point in 1asic telephony
ser!ice
STRENGTH
VERY FOCUSED ON TELECOM 1harti Airtel is largely focused on the
telecom( around 9$F of the total re!enue comes from telecom<Total telecom
re!enue Rs $($45=.

LEADERSHIP IN FAST GROFING CELLULAR SEGMENT Airtel is holding
leadership position in cellular market.. 1harti Airtel is one of IndiaIs leading
pri!ate sector pro!iders of telecommunications ser!ices based on an
aggregate of 47(4$9(7%7 customers as on August $2( 4::5( consisting
of 4%(568(585 A"; mobile and 2(%92(:72 broadband P telephone customers.
PAN INDIA FOOTPRINT Airtel offers the most e-pansi!e roaming network.
Letting you roam anywhere in India with its &an3India presence( and trot
across the globe with International Roaming spread in o!er 46: networks. The
mobile ser!ices group pro!ides A"; mobile ser!ices across India in 4$
telecom circles( while the 1PT business group pro!ides broadband P
telephone ser!ices in 94 cities.
THE ONLY OPERATOR IN INDIA OTHER THAN VSNL HAVING
INTERNATIONAL SUBMARINE CABLES. Airtel( the monopoly breaker
shattered the Telecom monopoly in the International Long Cistance space with
the launch of International "ubmarine cable +etwork i4i ointly with "ingapore
Telecommunications Ltd. in the year 4::4. This has brought a huge !alue to
the I&L. customers( deli!ering them an option besides the incumbent carrier(
to connect to the outside world.
39
FEAGNESS
P+!c% C'$-%!!'" 3+'$ BSNL a"( MTNL. Airtel is tough competition from
the operators like 1"+L nd ;T+L as these two operators are offering ser!ices
at a low rate.
U"a--%( R,+a* $a+/%. Although Airtel ha!e strong &resence throughout
the country but still they are far away from the Indian rural part and generally
this part is co!ered by 1"+L so indirectly Airtel is loosing re!enue from the
rural sector.
OPPORTUNITIES
THE FAST EXTENDING IPLC MARGET An I&L. <international pri!ate
leased circuit= is a point3to3point pri!ate line used by an organi*ation to
communicate between offices that are geographically dispersedthroughout the
world. An I&L. can be used for Internet access( business data e-change(
!ideo conferencing( and any other form of telecommunication. Airtel Enterprise
"er!ices and "ingTel ointly pro!ide I&L.s on the +etwork i4i. The Landing
"tation in "ingapore is managed by "ingTel and by Airtel in .hennai <India=.
Each Landing "tation has &ower )eeding E#uipment( "ubmarine Line
Terminating E#uipment and "CD system to power the cable( add wa!elengths
and con!ert the "T;356 output to "T;32 data streams respecti!ely.
LATEST TECHNOLOGY AND LOF COST ADVANTAGEThe costs of
introducing cellular ser!ices for Airtel are marginal in nature( as it needs only to
augment its cellular switch/e#uipment capacity and increase the number of
base stations. The number of cities( towns and !illages it has co!ered already
works to its ad!antage as putting more base stations for cellular co!erage in
these areas comes with negligible marginal cost. 1esides such cost
ad!antages( it has also other cost ad!antages for the latest cellular
technology. As a late entrant into the cellular market( it has dual ad!antage of
latest technology with modern features( unlike other pri!ate cellular operators
who started their ser!ice more than 63% years back and low capital cost due to
ad!antages of large scale buying of cellular switch/e#uipment.
HUGE MARGETThe cellular telephony market is presently e-panding at a
phenomenal / whopping QQ rate e!ery year and there is still !ast scope for
40
A!+%* to enter /e-pand in this $a+/%. B%)!(%) there is a !ast rural segment
where the cellular ser!ices ha!e not made much headway and many
customers are look!"# ':a+() A!+%* for pro!iding the ser!ice to them. With
its wide and e-tensi!e presence e!en in the remotest areas( A!+%* poised to
gain a big market share in this segment when it e-pands cellular ser!ices into
the rural areas.
THREATS
COMPETITION FROM OTHER CELLULAR It is time for 1"+L to
impro!e/e-pand its cellular ser!ices. )ierce and cut3throat competition is
already in place with the markets e!er abu** with se!eral tariff reductions and
announcement of attracti!e packages( trying to grab most of the Emind share'
of the Eking' 3 Ethe consumer'( whose benefits are increasing with passing of
e!eryday. If 1"+L is not inno!ati!e and agile( its cellular ser!ice will be a flop.
It needs to be proacti!e with attracti!e packaging( pricing and marketing
policies lest its presence in the market be treated with disdain by the pri!ate
cellular companies. The launch of WLL ser!ices by Reliance Infocomm has
aggra!ated the situation.
MARGET MATURITY IN BASIC TELEPHONY SEGMENT Although Airtel
entered in the basic telephony market it's a biggest there for the company as
the basic telephony market has reached
41
42
43



44
PERFORMANCE APPRAISAL SYSTEM IN AIRTEL
Appraisal form of AIRTEL is highly comprehensi!e. There is only one form used in
AIRTEL and the same form is used for all the categories of employees. The
performance appraisal form in AIRTEL applies to promotions( annual increments
and disciplinary actions. 0n the basis of this form %F people are promoted and 2:F
are gi!en additional benefits.
E.hecklist ;ethod' does performance appraisal here. This method is less time
consuming and the appraiser can get him ac#uainted with performance at a glance.
Gnder it( there is a printed form one for each person to be rated. This form consists
of a number of traits like initiati!e( ob knowledge( ability to learn( personality etc.
Also the employee contribution like #uantity and #uality of work( attitude towards
work and fellow employees is also considered. In front of each factor( a number of
bo-es are gi!en and the appropriate bo- is ticked off. "ometimes for promotion
purposes( paired comparison techni#ue is also used.
In the Annual .onfidential Report brief bio3data of the employee is incorporated
such as name( position( department( category( pay scale( basic consolidated salary(
date of increment falling due date of e-piry of probationary period/apprentice
period/temp. engagement( additional benefits gi!en during last one year and the
attendance record.
A))%))$%" !) $a(% $a!"*4 '" &% 3'**':!"# -'!")-
. Quality of o!"- on the basis of fre#uency of mistakes and general
accuracy of work produced disregarding amount of work output gi!en.
45
!. Qua#tity of o!"- on the basis of !olume of work( output disregarding
mistakes in their factor.
". $u%&'(#t- on basis of employee's ability to think clearly and make
logical decisions.
#. I#itiati)(- on the basis of his resourcefulness in handling assignment
without detailed instructions and ability to think on original lines.
$. A*ility to l(a!#- this is seen by the speed with which instructions are
grasped and new routines mastered.
%. $o* "#ol(%&(- this assessment here is made on basis of knowledge for
ob re#uirement gained through education and e-perience that is to see
whether he is familiar with the ob or not.
&. Attitu%(- on basis of his attitude towards work and fellow employees that
is whether he is cooperati!e willingly and tries to do a through ob.
'. P(!+o#ality- on the basis of the effect of employee's personality upon
people contacted that is whether he makes a fa!orable impression by his
tact or whether he is courteous and friendly in his daily associations.
(. Saf(ty- on the basis of whether the employee is safety conscious or not.
). Su,(!)i+io# a*ility- this is applicable for super!isors only. Assessment
is made on the basis of the employee's ability to organi*e a group for
ma-imum efficiency and whether he has an ability to coordinate acti!ities
of the group with other related groups within the organi*ation.
)or the unskilled and semi3skilled workers udgment( initiati!e( personality and
super!ision ability are not applicable.
46
The Annual .onfidential Report is filled by the immediate super!isors and is then
re!iewed by the departmental head.
&romotion of e-ecuti!es is done on the basis of seniority as well as on performance
and merit. The Lice &resident <operations= does the final appraisal of e-ecuti!es.
47
48

OBJECTIVES OF STUDY
2= To study the performance appraisal system in AIRTEL.
4= To study the method used for performance appraisal in the organi*ation.
$= To study the satisfaction le!el of the employees' after performance appraisal.
6= To pro!ide suggestions if necessary.

49

50


RESEARCH METHODOLOGY
+o work can be completed without the research methodology. Research
methodology is an important tool which pro!ides a techni#ue to conduct the study
efficiently and effecti!ely. Research methodology is a way to systematically sol!e the
research problem. It may be understood as a science of studying how research is
done scientifically.
RE"EAR.D ;ETD0C0L0AR is a way to systemically sol!e the research problem. It
may be understood as a science of studying how research is done. and it to study the
!arious steps that are generally adopted by a researcher in studying his research
problem it is necessary for the researcher to design the methodology form the
problem as a method differ from problem3 problem.
T4-% '3 R%)%a+c&3Cescripti!e Research
Sa$-*!"# D%)!#"-+a"('$ )a$-*!"#
U"!9%+)%3The uni!erse chooses for the research study is the employee of
Airtel(Lucknow
SAMPLE SIHE
I ha!e choosen a sample si*e of the 2:: employees.
51
DATA COLLECTION
P+!$a+4 (aa3data collected through #uestionnaire
S%c'"(a+4 (aa3 Are collected through the !arious maga*ines and ournal and
web sites of AIRTEL( &ress releases of the company. +ewsletters and 1rochures and
detailed descripti!e leaflets ;aga*ines like 1usiness World( 0utlook( etc
"ample area3Employees of Airtel(Lucknow
52
53
AFARENESS OF PERFORMANCE APPRAISAL;
I+TER&RETATI0+3
The whole population under study is aware of the e-istence of performance appraisal
system within the organi*ation.
54
E-istence of performance appraisal system
2::F
yes

NUMBER OF EMPLOYEES APPRAISED IN THE ORGANIHATION;

I+TER&RETATI0+3
2::F of the employees within the organi*ation are appraised.
55
Appraisal of employees
2::F
yes
NUMBER OF TIMES APPRAISAL TAGES PLACE;

I+TER&RETATI0+3

)or most of the employees' performance appraisal takes place annually.
56
METHODS OF PERFORMANCE APPRAISAL;


I+TER&RETATI0+3
.hecklist method is used for performance appraisal is %7F(obser!ation method is
used by 27F (self appraisal method and others are used in e#ual proportion i.e 2$F
57

AFARENESS OF FEEDBACG BY SUPERIOR AFTER PERFORMANCE
APPRAISAL;

I+TER&RETATI0+3
;aority of the employees are aware of the feedback pro!ided by the superior after
performance appraisal.8:F are aware of performance appraisal and 4:F are not.
58
POSITIVE CHANGE FELT BY EMPLOYEES AFTER APPRAISAL
I+TER&RETATI0+3
;ost of the employee's belief that after performance appraisal there has been a
positi!e change in their performance le!el.88F feel the change and 24F did not.
59
&ositi!e change felt by employees in their performance after appraisal
88F
24F
yes
no
SATISFACTION LEVEL OF EMPLOYEES TOFARDS PERFORMANCE
APPRAISAL
I+TER&RETATI0+3

;aority of the population under study is satisfied with the performance appraisal
system carried out in the organi*ation 5:F are satisfied and 6:F are not.
60
"atisfaction le!el of employees towards performance appraisal system
5:F
6:F
satisfied
unsatisfied
NEED OF IMPROVEMENT IN PERFORMANCE APPRAISAL SYSTEM
I+TER&RETATI0+3
%5F of the employee's belief that performance appraisal system can still be impro!ed
and 66F employee belief that there is no need of impro!ement.
61
+eed of change or impro!ement in performance appraisal system
%5F
66F
yes
no
62
FINDINGS
;ostly the whole population under study is aware of the performance appraisal
system done in the organi*ation. All the employees are appraised by the head of the
human resource department.
The whole population under study is appraised annually by the head of the human
resource department. That is once in a year the performance appraisal system is
practiced in the organi*ation.
All the employees in the organi*ation are appraised by the checklist method. The
head of the personnel department prepares the checklist form containing #uestions
which is filled by all the employees.
;aority of the employees under study say that after performance appraisal they are
pro!ided with proper feedback so that they can impro!e their performance and are
also guided for further betterments.
;ost of the employees ha!e found a positi!e change in their performance after
appraisal and proper feedback. After appraisal if the employees are not found up to
the mark then they are properly guided and trained for impro!ement.
;ost of the employees are fully satisfied with the performance appraisal system done
in the organi*ation but some of them also want some changes as they say that
nothing is perfect and e!erything can be impro!ed.
.hanges which the employees want in the appraisal system are3
The performance appraisal system should take place twice in a year that is
half yearly instead of yearly.
The appraisal system should not be biased.
The immediate head or super!isor of the employee should do the appraisal
and also pro!ide proper feedback.
63

64
RECOMMENDATIONS
2= The system can be redesigned in the sense that there should be three
different formats( one each for managers( officers and super!isors( and non3
super!isors personnel instead of the same format for each category.
4= The reliability of a rating system can be obtained by comparing the rating of
two indi!idual for the same person.
$= The rating must be made by the immediate superior. Dowe!er( a staff
department can assume the responsibility of monitoring the system. Though
the staff department cannot change any rating( it can point out inconsistencies
to the rater such as harshness( leniency( and central tendency and so on.
6= The system should be used as a mechanics to under trained difficulties of
subordinates and pro!iding ways to remo!e them. The superior should
understand the strength and weaknesses of their subordinates and help them
to reali*e these. They should help the subordinates to become aware of their
positi!e contribution. They should also encourage them to accept more
responsibilities and challenges and ac#uire new capabilities. )inally the
superior should plan for effecti!e utili*ation of the talents of subordinates.
%= &ro!ision should be made to identify the training needs of the employees.
5= There should be a system of Eself appraisal' of the employee. Along with the
appraisal form appraised by immediate superior( the employee should also
appraise himself and two forms should together go the personnel department.
If there is a wide disparity in any factor( then it should be analy*ed and efforts
should be made to know the possible causes of the occurrence.
65
7= All the traits should not be treated e#ually for all indi!iduals. "pecific standards
should be fi-ed for specific groups of employees.
8= There should be a system of performance counseling with the ratee. The
apraisee should unreser!edly be told how he has been e!aluated( strong and
weak points should be fully discussed with him. &roper feedback regarding his
performance should be gi!en to him as he is interested not only in knowing as
to where he stands but also as to what he can do to go up in the hierarchy.
Apraisee can also discuss his grie!ance with the appraiser which will help in
maintaining harmonious industrial relation.
9= There should be some criteria for Epotential appraisal' which should be
measured in terms of indi!iduals ability to undertake greater responsibilities in
the decision making process leading to greater decentrali*ation.
2:=Appraisal should be done with attention. A casual !iew to the appraisal should
not be adopted as it is !ery important for the person being appraised.

66
67
LIMITATIONS OF THE STUDY
2= The time during which the study was done was not sufficient.
4= The information pro!ided by the employees was biased.
$= The employees were not fully aware of the performance appraisal system
being practiced in the organi*ation.
6= 0rgani*ation "tructure was comple- to study.
68
69
CONCLUSION
;anagement in the modern times primarily means handling of men because it is
through them that the world mo!es. 0f men( machine( money and material( men are
the most important assets possessed by the organi*ation. They rely on the appraisal
system as a tool for deployment of manpower. 1ut many people get upset the
moment they learn about the time for their performance to be appraised.
&erformance appraisal is therefore a !ery !ital tool for personal de!elopment and
because of the comple- factors in!ol!ed it has to be handled !ery delicately. It is a
process of assessing systematically the performance of a person on the ob and his
potential for higher le!els ob in future. It pro!ides an obecti!e basis for taking
personnel decisions. If performance appraisal is not done properly then superiors will
not able to take proper personnel decisions. They will not be able to udge the
effecti!eness of recruitment( selection( and placement and orientation system of the
organi*ation.
If performance system is biased then the superior will not able to udge the real
performance of the employees and will not be able to gi!e the proper feedback and
analy*e their training and de!elopment needs. "ystematic appraisal of employees
helps to de!elop confidence among them.

The performance appraisal system in a reputed organi*ation like Airtel has been
studied with a !iew to analy*e the practical implications of the system and to gi!e
findings regarding the !arious aspects of the performance appraisal system and their
some of the applications. The !arious suggestions gi!en ha!e been based on the
sur!ey conducted of different appraisers and appraises in the organi*ation.
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71
IUESTIONNAIRE
This #uestionnaire is constructed to study the topic titled >A c'$-+%&%")!9% ),(4
'3 -%+3'+$a"c% a--+a!)a* )4)%$C. The information and opinion gi!en by you shall
be kept confidential and will be used for academic purpose only.
+A;E
AAE
AE+CER
.0+TA.T +0.
S2= Are you aware of performance appraisal system in your organi*ationT
a= Res b= +o
S4= Da!e you e!er been appraisedT
a= Res b= +o
S$= Dow many times the performance appraisal system takes place in your
organi*ationT
a= Annually b= Dalf yearly c= Suarterly

S6= What are the methods used by the organi*ation for performance appraisalT

a= checklist method
b= self appraisal method
c= diary method
d= obser!ation method
e= any other method
S%= Co you get the feedback after the performance appraisalT

a= Res b= +o
S5= Co you find any positi!e change in your performance after appraisalT

a= Res b= +o
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S7= Are you satisfied with the methods of performance appraisal used by the
organi*ationT
a= satisfied b= unsatisfied
S8= Co you feel that there is a need of any change or impro!ement in the
performance appraisal systemT
a= Res b= +o
S9= what kind of change you want to impartT



S2:= Would you like to gi!e any suggestionT
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74
BIBLIOGRAPHY

Tripathi( &..@ Personnel *anagement+ "ultan .hand and "ons( +ew Celhi( 299%.
;onappa( Arun and ;.". "aiyidain@ Personnel *anagement( Tata ;cAraw Dill( +ew
Celhi( 4::6.
1oler( ;alti@ Performance ,ppraisal+ Likas &ublishing Douse( +ew Celhi( 4::%.
)lippo( Edwin 1.@ Personnel *anagement+ ;cAraw Dill( Mogakusha( Tokyo( 4::%.
Aupta( ..1.@ H-man .eso-rce *anagement+ "ultan .hand and "ons( +ew Celhi(
4::7.
www.airtel.com
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