SUMMER TRAINING PROJECT REPORT

On
Performance Appraisal

At

VARUN BEVERGES LIMITED

Submitted for the partial fulfillment towards the award
of the degree in BACHELOR OF BUSINESS ADMINISTRATION

of

Dr. Bhimrao Ambedkar University, Agra

Submitted By

Under the Guidance of

Neha kaushik
Roll Number: 80981
Session 2008-11

Miss.Aradhana Tripathi
Department of Management

PREFACE
As a part of the partial fulfillment of the BBA programme at Shri Girraj Maharaj
College, Mathura, Summer Training done with the VARUN BEVERGES LIMITED
kosikala.

In its broadest sense project report is necessary to make the students of business
school familiar with the industrial environment prevailing in the world. To be
competitive and work aggressive, students need to know the policies, procedures
and the trends going on in the present industrial world.

ACKNOWLEDGEMENT
At the onset I must bow down in reverence to the almighty that blessed us with the understanding
& prevalence that is needed in this kind of project report.
With great pleasure I express my heartiest thanks to Company Head/Department Head, for giving
me an opportunity to work under their guidance in their esteem organization and providing me
necessary resources for my project. It makes and feels me proud to be a part of VARUN
BEVERGES LIMITED.
I also have the honor of drawing invaluable support of Companys Trainer name under whose
training undertaken, without whose unrelated support and guidance, this project would just not
have been possible. He/She provided me all necessary information regarding my project.
I would like to express my extreme gratitude to Miss.Aradhana Tripathi, for his/her inspiring and
supporting guidance during the course of this project. No words of appreciation are good enough
for the constant encouragement, which I have received from him/her.
I would like to thank all the staff and the members of VARUN BEVERGES LIMITED.
.
At last I would like to extend my sincere thanks to all the respondents to whom I visited for giving
their support and valuable information, which helps me in completing my project work.

Neha kaushik
BBA-III Yr- VIthSem
Roll No. 80981

Ph. No.- (0565) 2420449, 2425450

SHRI GIRRAJ MAHARAJ COLLEGE

(Affiliated to Dr. B.R. Ambedkar University, AGRA)
NEAR GOVERDHAN CHAURAHA, BYEPASS, P.O. KRISHNA NAGAR, MATHURA

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Miss. Neha kaushik D/o,Mr. D.C Sharma
Roll No. 80981 student of BBA-VIth Semester (Batch 2008-11)
of this institution has under gone summer training with project
report titled Topic Performance Appraisal.
The project has been prepared and submitted by the above
named in partial fulfillment of the Bachelor of Business
Administration (BBA) degree Programme as per the
requirement of Dr. Bhimrao Ambedkar University, Agra.

Date :
Place

(Principal)

COMPANY NAME

Topic
{performance appraisal}

Organizations are run and steered by people. It is through people that goals are set and
objectives are realized,,the performance of an organization is thus depend upon the sum
total of performance of its member and its ability to measure accurately the performance
of its members and use it effectively to optimize them as a vital resources. The
performance of an employee is the resultant behavior on task which can be observes and
evaluated it refers to the contribution made by an individual in the accomplishment of
Organizational objectives. Performance can be measured by some combination of quality,
Quantity, time & cost. People do not learned unless they are given feedback on the result
of their actions.For learning to take place ,feedback must be provided regularly and it
should Register both success and failures, and should follow soon after the relevant
actions. Performance appraisal system provides management an opportunity to recall as
well as to how they are doing ,so they can correct their mistakes and acquire new skills
.Performance appraisal refers to all those procedure that are used to evaluate the
personality, the Performance and the potential of its group members. Performance
appraisal could be informal and formal. Informal performance appraisal is a continuous
process of feeding back Information to the subordinates about how well they are doing
their work in the organization. The informal appraisal is conducted on day to day basis.
While formal performance appraisal occurs usually annually on a formalized basis.

Performance appraisal is an integral part of a trusting healthy and happy work environment
that goes a long way in promoting the same.

Performance apprasial

Performance appraisal is method of evaluating the behavior of employees in the work

spot, normally including both the quantitative and qualitative aspects of object
performance. It is a systematic and objective way of evaluating both work related
behavior and potential of employees. It is a process that involves determining and
communicating to an employee how he or she is performing the job and ideally
establishing a plan of improvement.
Performance appraisal is broader term than merit rating. In the past managers used to
focus on the traits of an employee while ranking people for promotion and salary
increases. Employees traits such as honesty, dependability, drive, personality etc were
compared with others and ranked or rated. The attempt was to find what the person has
(traits) rather than what he does (performance); the focus was on the input and not on the
output. This kind of evaluation was open to criticism because of doubtful relationship
between performance and mere possession of certain traits.

ACCORDING TO FLIPPO

A systematic, periodic and so far as humanly possible, an

impartial rating of an employees excellence in matters pertaining to his present job and
to his potentialities for a better

ACCORDING TO SUBIN
Performance appraisal is a systematic appraisal of the
employees personality traits and performance on the job and is designed to determine his
contribution and relative worth to the firm.

ACCORDING TO DALE YODER :

All formal procedure used in working

organization to evaluate personalities and contribution and potential of group members.

Thus, a formal definition of performance appraisal is it is a systematic evaluation of the

individual with respect to his her performance on the job and his or her potential for
development.

FEATURES
1. The appraisal is a systematic process. It tries to evaluate performance in the
same

manner using the same approach. A number of steps are followed to

evaluate an employees strength and weaknesses.

2. It provides an objective description of employees job relevant strength and
weaknesses.
3. It tries to find out how well the employee is performing the job and tries to
establish a plan for further improvement.
4.The appraisal is carried out periodically according a definite plan. It is certainly
not a one shot deal.
5.Performance evaluation is not a job evaluation. Performance appraisal refers to
how well someone is doing an assigned job. Job evaluation on the other hand,
determines how much a job is worth to the organization, and, therefore what range
of pay should be assigned to the job.

6.Performance appraisal may be formal or informal. The informal evaluation is

more likely to be subjective and influenced by personal factors. Some employees
liked better than others and have for the reason only better chances of receiving
various kinds of rewards than others. The formal system is likely to be fairer and
objective since it is carried out in a systematic manner using printed appraisal
forms.

OBJECTIVES
The main objectives of performance appraisals are:
1. Compensation decisionIt can serve as a basis for pay raises. Managers need performance
appraisal top identifies employees who are performing at or above expected
level. This approach to compensation is at the heart of idea that raises should be
given for merit rather then seniority. Under merit system employee receive raises
based on performance.
.
2. Promotion decisionIt can serve as a useful basis for job change or promotion. When merit is
basis for reward, the person doing the best job receives the promotion .If relevant
work aspects are measured properly, it helps in minimizing feelings of frustration
of those who are not promoted.
10

3 Training and development programs It can serve as a guide for formulating a suitable training and development
program Performance appraisal can inform employees about their progress and
tell them what their skills, they need to develop to become eligible for pay raise
or promotion or both.

4. FeedbackPerformance appraisal enables the employee to know how well he is doing on

the job. It tells him what he can do, to improve his present performance and go
up the organizational ladder.

5. Personal developmentPerformance appraisal can help reveal the cause of good and poor employee
performance. Through discussion with individual employees, a line manager can
find out the weekness of individuals and think about what steps can be initiated
to improve their performance.

11

NEEDS

1. Provide information about the performance ranks basing on which decision

regarding salary fixation, conformation. Promotion, transfer, demotion are
taken.
2. To prevent grievances and indisciplinary activities.
3. Provides information, which helps to counsel the subordinate.
4. Provides feedback information about the level of achievement and behavior
of subordinate.
5.Provide information to diagnose deficiency in employee regarding skill,
knowledge, determine training and development needs and to prescribe the
means for employee growth provides information for correcting placement.

12

PURPOSE

To create and maintain a satisfactory level of performance

To provide information for making decisions regarding lay-off, retrenchment, etc.
To guide the job changes with the help to continuous ranking.
To contribute to the employee growth and development through training self and
management development programes.
To facilitate for testing and validating selection test interview techniques through
comparing their scores with performance appraisal ranks.
To ensure organization effectiveness through correcting employee for standard and
improved performance, and suggesting the change in employee behaviour.
To facilitate fair and equitable compensation based on performance
To facilitate fair and equitable compensation based on performance.
To help the superiors to have a proper understanding about their subordinates.

13

CONTENT OF PERFORMANCE APPRAISAL

Every organization has to decide upon the content to be appraised before the programme
is approved. Generally content to be appraised is determined on the basis of job analysis,
content to be appraised may be in the form of contribution to organization objectives
like production, cost saving ,return on capital etc .other based on:
1 .Behavior ,which measure observable physical action ,movements .
2. objectives which measure job-related result like amount of deposit mobilized.
3 Traits ,which measure in terms of personal characteristics obserable in employees job
activities. Content to be appraised may vary with the purpose of appraisal and type and
level of employees.

SCOPE OF PERFORMANCE APPRAISAL

Performance evaluations can be made for a variety of reasons such as counseling,
promotion, research, salary, administration or a combination of these. So, it is necessary
to being by stating very clearly the objective of the evaluation programme. Having done
this, the personnel evaluation system should address the questions who, what, where,
how of performance appraisal. So, the first question involved is, who and this issue

14

states who should be rated and who should do the rating. The answer to the first issue is
that all employees of an organization should appraised from the operator to the level
management need to be appraised for one reason or the other. Regarding the second
issue, it may be said that personal experts assist and advice to the top and line
management, who should participate in the appraisal programmer and the line
management should actually do the evaluation work. The personnel officer obtains the
ratings of different letters and analyses and determines the reliability and validity of
such rating. Such validity can be checked against certain objectives evidence such as
production quantities, quality, and absenteeism and by comparing the results of one
system with those of another. The personnel expert should not change the ratings.
However, he has the obligations to point out inconsistencies to the other.
His peers may also do the appraisal of an individual; such appraisal proves
effect in predicting future management success. Research has verified that ratings made
by peers have been quite accurate in predicting which person would be promoted and
which would not. Some times self evaluation is also employed for evaluating
performance self rating emphasis human relation, which superior focus on technical
knowledge and initiative Flippo observes. The measure values lies in the development
and motivation areas, it being claimed that this approach1. Result in superior upward flow of information,
2. Forces the subordinate to become more personally involved and to some extent
constraints him to think about himself and his work,

15

3. Improves communication b/w superior and subordinate, in that each is given more
information by the other when this agreement are discover and,
4. Improves motivation as a result of great participation .But his approach has his
disadvantage that the individual may rate himself excessively high that it would be if
was rated by his superior. Because this fairly consistent upward bias in self-appraisals,
the best thing would be to use these appraisal for counseling and developing
subordinate. They are not as useful for making salary and promotion decisions.
Many companies use rating committee to evaluate
employees. These committees evaluate the employees performance. These committees
consist of supervisors, peer and subordinates. Everyone in the committee is a person,
who

is

performance

able

to

intelligently

evaluate

some

aspects

of

employees

Secondly, the ratter at different levels in the organization usually

observes different facts of an employee job performance and the appraisal by a group
reflects these differences. In many companies subordinates and supervisor jointly
establish goal and periodically evaluate the subordinate performance with respect of
these goals.

Four Ws and one H of Apraisal System

WHAT IS TO BE APPRAISE
16

Every organization has to decide upon the content to be appraised before the program is
approved. Generally the content to be appraised is determined on the basis of job
analysis. The content to be appraised may be in the form of contribution to
organizational objectives like production, savings in term of cost, return on capital etc.
other measures are based on
1. Behavior which measure, observable physical action, movements
2.Objective which measures job related results like amount of deposit mobilized
3.Traits, which are, measured in terms of personal characteristics observable employees
job activities.

WHO WILL APPRAISE

17

The appraiser may be any person who has thorough knowledge about the job content
Contents to be appraised, standards of content, and who observe the employer while
performing the job. The appraiser should be capable of determining what is more
important and what is relatively less important. He should prepare reports and make
judgment without bias .Typical appraisers are - supervisors, peers, subordinates,
employees themselves and users services and consultants.
1. SupervisorSupervisor include superior of the employees, other superiors having
knowledge about the work of the employee.
2. PeersPeers appraisal may be reliable if the work group is stable over the
reasonably long period and performs task that require interaction.
3. SubordinatesThe concept of having superior related by subordinates is being used in
most organization today.
4. Self appraisal-

18

If individual understand the objectives they are expected to achieve and the
standards by which they are to be evaluated, they are to a great extent, in the best
position to appraise their own performance.

5.

Users of service.
Employeesperformanceinserviceorganizationrelatingtobehaviors,promptne
ss, speed in doing the job and accuracy can be better judged the customers or
users of services

6. ConsultantsSometimes consultants may be engaged for appraisal when employees and

employers do not trust the supervisory appraisal and management does not trust the selfappraisal or peer appraisal or subordinate appraisal. In this situation consultants are
trained and they observe the employee at work for sufficiently long period for the purpose
of appraisal.

WHEN TO APPRAISAL

19

Informal appraisal is conducted whenever the supervisor or personnel manager

feel it is necessary. However, a systematic appraisal is conducted on a regular
basis For example every six month or annually. One study of 244 firms found
that appraisals were most often conducted once a year. Recent research suggests
that feedback that is more frequent correlates positively with improved
performance. Research has also indicated that appraisals for development
purpose should be separated from those for salary administration.

WHY OF APPRAISAL
20

The why of appraisal is concerned with

1. Creating and maintaining a satisfactory level of performance of employee
during their probation/ training period.
2. Highlighting employee needs and opportunities for personal growth and
development
3. Promoting understanding between the supervisor and his subordinate.
4. Providing useful criteria for determining the validity of selection and
training methods and techniques & forming concrete measure for attracting
individual of higher caliber to the organization.

HOWOF APPRAISAL

21

Under how the organization must decide what different methods are
available and which of these may be used for performance appraisal. On the basis of
comparative advantage and disadvantages, it is decided which method would suit the
purpose best. VBL has adopted rating system. In this system, after rating each feature,
appraiser express his remarks about the performance. After the remark made by
appraiser, the reviewer and functional support officer review the assessment of appraiser.
Personnel department puts their remark regarding promotion, increment, for
appointment on permanent basis in the organization or not.

PERFORMANCE APPRAISAL PROCESS

22

Establish performance standards

Communicate the standards

Measure actual performance

Compare actual performance with standards and discuss the appraisal

Taking corrective action

PROBLEMS IN PERFORMANCE APPRAISAL

23

Rating bias- it includes

1. Halo effect
It is the tendency of the raters to depend excessively on the rating of on traits
or behavioral considerations. One way of minimizing the halo effect is appraising all
the employees by one trait before going to rate based on another trait.

2.The error central tendencySome refers follows play safe policy in rating-by-rating all he employees
around the middle point of the rating scale and they avoid rating the people at the
both xtremes of the scale. They follow play safe policy because of answerability
to management or lack of knowledge about the job and person he is rating or
least interest on the job.
3. The leniency and strictness-

The leniency bias crops when some raters have a tendency to be liberal in
their rating by assigning higher rates consistently. Such ratings do not serve any
purpose Equally damaging one is assigning consistently low rates.

4. Personal prejudices

24

If the rater dislikes any employee or any group, he may rate them at the
lower end, which may distort the rating purpose and affect the career of these
employees.
5.

The regency effectThe rates generally remember the recent action of the employee at the time
of rating and rate on the basis of these recent action- favorable or unfavorablerather than on the whole activities.

1.

OTHERS
Failure of the superior in conducting performance appraisal and post
performance appraisal interviews.

2. Most part of appraisal is based on subjectivity.

3. Less reliability and validity of performance appraisal techniques.
4. Negative rating affects interpersonal relations and industrial relation system.
5. Influence of external environmental factors and uncontrollable internal factors.
6. Feedback and post appraisal interview may have a setback on production.
7.Management emphasizes on punishment rather than development of an employee in
performance appraisal.

25

ESSENTIAL CHARACTERSTICS OF AN EFFECTIVE

APPRAISAL SYSTEM
The main important measures of effective performance appraisal system are as follows:

1. Reliability and viabilityAppraisal system should provide reliable and consistent and valid
information data, which can be used to defend the organization even inlegal
challenges. If two appraisers are equally qualified and competent in appraise an
employee with the help of same appraisal technique, their rating should agree
with each other. Then the technique satisfies the condition of interrater reliability.
Appraisals must also satisfy the condition the validity by measuring what they
are supposing to measure.
2. Job relatednessThe appraisal technique should measure the performance and provide
information in job related activities
3. StandardizationAppraisal forms, procedures, administration of technique, rating etc should be
standardized as appraisal decisions affect all employees all the groups.

26

4. Practical viabilityThe technique should be practically viable to administer possible to implement

and economical to undertake continuously.

5 Legal sanctionAppraisals must meet the laws of the land. They must comply with provision of
various acts relating to labor.

6.Training to appraisers-

Because appraisal is important and sometimes difficult, it would be useful to provide

training to appraisers via some insights and ideas of rating, ocumenting appraisal sand
conducting appraisal interviews. Familiarity with rating errors can improve raters
performance and this may inject the needed confidence in appraisers to look into
performance rating more objectively.

27

Method of Appraisal

Broadly, all the approaches to appraisal can be classified into :

1.

Past-oriented method {traditionl method}

2.

Future-oriented method {morden method}

Rating Scales

28

Management

by

Checklist
Forced choice method

Critical incident method

Behaviorally anchored scales
Field review method
Performance
tests
and

observations
Annual confidential reports

Essay method.
Essay method
Cost accounting approach
Comparative
evaluation
approach

29

objectives
Psychological

appraisals
Assessment centre

360apprasial method

540apprasial method

PAST ORIENTED MEHTOD

1. RATING SCALEThis is simplest and most popular technique for appraising employee performance
The typical rating scales system consist of several numerical scales, each presenting job
related performance criteria such as dependability, initiative output, attendance attitude
cooperation and the like. Each scale ranges from
excellenttopoor.Theratercheckstheappropriateperformanceleveloneach criterion, and then
computes the employees total numerical score. The number of points cored may be
linked to salary increases whereby so many points equal a raise of some percentage.

2 CHECKLISTIn this method the raters does not evaluate employee performance, he supplies
reports about it and the final rating is done by the personnel department. A series of
questions a represented concerning and employee to his behavior. The rater, then
checks indicates if the answer to a question about an employee is positive or negative.
To value of each question may be weighed equally or certain questions may be weighed
more heavily than others Generally the questions are on yes/no pattern.

30

FORCED CHOICE METHOD-

This rater is given a series of statement about an employee. These statements are
arranged in block of two or more, and the rater indicates which statement is most or least
descriptive of the employee. Typical statements are(a) Learn fast work hard
(b) Work is reliable performance is good example
Absent often other usually tardy

4. CRITICAL INCIDENT METHOD-

The approach focuses on certain critical behavior of an employee that makes all the
difference between the different between effective and non-effective performance of a
job .The superior as records such incidents as and when they occur.

31

.FIELD REVIEW METHOD-

This is an appraisal by someone out side the assesees own department usually
some one from the corporate office or the HR department .the outsiders review
employee records and hold interview with the rate and his or her superior. The method is
primarily used for make promotional decision at the managerial level. Field review is
also useful when comparable information is needed from employee in different units or
locations.

6.

CONFIDENTIAL REPORT METHOD-

In this the done rate search employee confidentially or more or officers for is
performance. A confidential report by immediate supervisor is still a major department
of the subordinates or transfer. The report deals with the year work and .General
opinion of the rater towards the employee. The main problem with this method is that it
is not data based and the appraisal is done based on impressions.

32

7. ESSAY METHOD:

In the essay method, the rater must describe employee with in a number of broad
categories such as:
a. The raters overall impression of the employees performance.
b. The promotablity of the employee.
c. The jobs that the employee is now able or qualified to perform.
d. The strength and weakness of the employee and the training and the
development assistance required by he employee.Althoug his method may be
used independently, it is most frequently found in combination with others. It
is extremely useful infilling information gapes about the employee that often
occur in the better-structured checklist method.

8. RANKING METHOD:

33

In this, the superior his or her subordinates in the order of their merits starting from the
best to worst. All that the HR department knows is that A is better than B. The how
and why are not questioned, nor answered. No attempt is made to fractionalize what is
being appraised into component elements. This method is subject to the halo recency
effects, although ranking by two or more raters can be averaged to help reduce biases. It
advantages include ease of administration and explanation.

9.Forced Distribution Method : One of the errors in rating is leniency-clustering a

large number of employees around a high point on a rating scale. The forced distribution
method seeks to overcome the problems by compelling the rater to distribute the rates on
all
points on the rating scale.
The method operates under an assumption that the employee performance level confirms to
a
normal statistical distribution. Generally, it is assumed that employees performance leveis
conform to a bell-shaped curve. For example the following distribution might be assumed
to
exist-excellent 10%, good 20%, average, below average 20% and unsatisfactory 10%.

10.Critical Incidents Method : The approach focuses on certain critical behaviors of

An employee that makes all the difference between effective and non-effective

34

performance of a job. Such incidents are recorded by the superiors as and when they
occur.

11.Behaviorally Anchored Rating Scales : Some times this is called behavioral

expectation
scales, are rating scales whose scales points are determined by statements of effective and
ineffective behaviors. They are said to be behaviorally anchored in that the scales represent
a
range of descriptive statements of behavior varying from the least to the most effective. A
rater
must indicate which behavior on each scale best describes an employee's performance.
Behaviorally anchored rating scales (BARS) have the following features :

(a) Area of performance to be evaluated are identified and defined by the

people ho
will use the scale.

(b) The scales are anchored by descriptions of actual job behavior that,
supervisor
agree, represent specific levels of performance. The result is a set of rating
scales in which both dimensions and anchors are precisely defined.

35

(c) All dimensions of performance to be evaluated are based on observable

behaviors and are relevant to the job being evaluated since bars are tailor made
for the jobs.

(d) Since the rates who will actually use the scales are actively involved in the
development process, they are more likely to be committed to be final
product.

12. Comparative Evaluation Approaches :

These are a collection of different methods that compare one worker's
performance with that of his/ her co-workers. Comparative
appraisals are usually conducted by supervisors. As these appraisals can result in a
ranking from best to worst, they are useful in deciding merits-pay increases,
promotions
and organizational rewards. The usual comparative forms used in this kind of
evaluations are the ranking method and the paired comparison method.

36

Ranking Method : In this, the superior ranks his or her subordinates in the order of
their merits, starting from the best to the worst. All that the HR department knows
is that A is better than B. The "how" and "why" are not questioned, nor answered.
No attempt is made to fractionalize what is being appraised into component
elements. This method is subject to the halo and recency effects, although ranking
by two or more raters can be averaged to help reduce biases. It advantages include
ease of administration and explanation.

(b)Paired - Comparison Method :

Under this method, the appraiser compares each employee with every other
employee, one at a time. For example, there are five employees name A, B, C, D
and E. the performance of A is first compaired with the performance of B and a
decision is made about whose performance is better. Then A is compared with C, D
and E in that order. The same procedure is repeated for other employees. The
number of comparisons may be calculated with the help of formula which reads
thus

N(N-1)/2

where N stands for the number of employees to be

compared. If
there are employees the number of comparisons will be 10(10-1)/2 = 45

37

After the completion, the result can be tabulated and a rank is created from
the
number of times each person is considered to be superior.

FUTURE-ORIENTED METHOD

38

1. MANAGEMENT BY OBJECTIVE:
F.drucker who first gave the concept of MBO to the world way back in 1954 he
his The practice of management was the first published. Application of MBO in the
field of performance appraisal is a recent thinking.

PROF.REDDIN DEFINES M.B.O.

As M.B.O. is the establishment of effective areas and effectiveness standards
for managerial position and the periodic conversion of these into measurable time bound
objective vertically and horizontally and with future planning.

Steps in management by objective:

(a) First step is to establish to goals each subordinate is to attain. In some
organizations superiors and subordinate work together to establish goals. In other
organization superior, establish goals for subordinates. These goals can then be used
to valuate employee performance.
(b)These involve the performance standards for the subordinates in previously
arranged

time. As subordinate perform, they know fairly well what there is to do,

what has been

done.
39

(c) In this, the actual level of goals attainment is compared with the goals agreed
upon
The evaluator explores reasons or the foals that were not met and for the goals that were
exceeded. This step help determine possible training needs. It also alerts the superior to
condition in the organization that may affect a subordinate but over which the
subordinate
has no control.

(d) The final step involves establishing new goals, and possibly, new strategies for
goals not previously attained. At this point subordinate and superior involvement in goal
setting may change. Subordinate who successfully reach the establish the goals may be
allowed to participate more in the goal-setting process the next time. The process is
repeated.
Psychological Appraisals : Large organizations employ full-time industrial psychologists
When psychologists are used for evaluations, they assess an individual's future potential
and not past performance. The appraisal normally consists of in-depth interviews,
psychological
tests, discussions with supervisors and a review of other evaluations. The psychologist then
writes an evaluation of the employee's intellectual, emotional, motivational and other work
related characteristics that suggest individual potential and may predict future
performance.

40

2 Assessment Centers :

Mainly used for executive hiring, assessment centers are now being used for evaluating
executive or supervisory potential. An assessment centre is a central location where
managers may come together to have their participation in job-related exercises evaluated
by trained observers. The principal idea is to evaluate managers over a period of time, say
one to three days, by observing (and later evaluating) their behavior across a series of
selected exercises or work samples. Assesses are requested to participate in in-basket
exercises work groups (without leaders), computer simulations, role playing, and other
similar activities which require the same attributes for successful performance, as in the
actual job. After recording their observations of rate behaviors, the rates meet to discuss
these observations. The decision regarding the performance of each assesses is based upon
this discussion of observations.

3. 180 DEGREE METHOD:

180 degree is one of the most popular and effective techniques that are widely
used in large organization for appraising employee performance. That is method in

41

which subordinate is appraised by superior. superior evaluate the performance of

employee such as performance is evaluated by superior.

4. 3600 Performance Appraisal:

The appraiser may be any person who has thorough knowledge about the
job content, contents to be appraised, standards of contents, and who observes the
employees while performing a job. The appraiser should be capable of determining
what is more important and what is relatively less important. He should prepare
reports and make judgments without bias. Typical appraisers are supervisor, peers,
subordinates employees themselves, users of service and consultants. Performance
appraisal by all these parties is called "3600 Performance Appraisal."

1.

Supervisors: Supervisors include superiors of the employee, other

superiors having knowledge about the work of the employee and department head
or manager. General practice is that immediate superiors appraise the performance,
which is turn is reviewed by the departmental head/ manager.

2.

Peers: Peer appraisal may be reliable if the work group is stable over a

reasonably long period of time and performs tasks that require interaction.

42

3.

Subordinates : The concept of having superiors rated by subordinates is

being used in most organizations today, especially in developed countries. Such a

novel method can be useful in other organizational settings too provided the
relationships between superiors and subordinates are cordial.

4.

Self-Appraisal: If individuals understand the objectives they are expected

to achieve and the standards by which they are to be evaluated, they are to a great
extent in the best position to appraise their own performance.

5.

Users of Service Customers: Employee performance in service

organizations relating to behaviors, promptness, speed in doing the job and

accuracy, can be better judged by the customers or users of services.

6.

Consultants : Sometimes consultants may be engaged for appraisal when

employees or employers do not trust trust the self-appraisal or peer appraisal or

subordinate appraisal.

5 .540 DEGREEMETHOD
This method is more advanced then 360-degree method. Method is being used in
most organization especially in developed countries. This concept including self appraisal
that is individuals understand the objectives they are expected to achieve and the
standards by which they are to be evaluated, they are to be great extent in the best
position appraise he is performance and second is consultants may be engaged for

43

appraisal when employee or employers do not trust supervisor appraisal and management
does not trust the self appraisal or peer appraisal or subordinate appraisal, and other four
are supervisors, subordinates, peers and customers

44

45

SCOPE OF THE STUDY

The study on the topic performance appraisal of employees has been done for the
Varun Beverages Ltd. as the part of the summer training project in the various department
of VBLK like time department, production department, personnel department, financial
department, husky department.

Earlier also, the survey had been conducted on this topic

and in future also it will be conducted. Because it is the evergreen topic. This topic shows
the performance of each and every employee in VBLK.

Earlier findings shows that the

performance appraisal in the VBLK employees not satisfy with their performance but now
a

days

they

are

satisfy

46

with

it.

47

USEFULNESS AND IMPORTANCE OF STUDY

As it is mentioned above that the topic of this project is evergreen, therefore this
study is important & useful for the Company. Because this study helps to know about
the performance of each and every employee in VBLK. Some of the importance &
usefulness of study are as under: 1. This study helps in improving the performance.
2. This study helps in finding out the training and development needs.
3. This study helps to decision maker determine who should receive pay raises.
4. This study also helps to promotions, transfer, and demotion on past or anticipated
performance.
This study also helps in career planning and development

48

49

5.

BEVERAGES
Indian Beverages industrys size is Rs. 8000 Cores and it is dominated by two players
viz
Pepsi & Coke only. This high profile industry has lot of potential for growth as per
capita
consumption in India is 9 bottles a year as compared to 20 bottles in Sri Lanka, 14 in
Pakistan, while 12 bottles a person in Nepal.
The RKJ group is India's leading supplier of retailer brand Carbonated and NonCarbonated soft drinks, with beverage manufacturing facilities in India and Nepal. Its
experience in the beverage industry dates back to the sixties when it had the first

50

franchise at AgraThe family manufactures and markets Carbonated and Non-Carbonated

Soft Drinks and Mineral Water under Pepsi brand. The various flavors and sub-brands
are Pepsi, MirindaOrange, Mirinda Lemon, Mountain Dew, and 7UP, Slice Mango,
Slice Orange,Evervess Soda and Aquafina.It has the license to supply beverages in the
territories of Western U.P., part of M.P., half of Haryana, whole of Rajasthan, Goa, 3
districts of Maharashtra, and 13 districts of Karnatakaand whole of Nepal. The group
has in total 18 bottling plants in India & Nepal and isresponsible for producing and
marketing 44% of Pepsi requirement in India.

BUSINESS SEGMENT

The RKJ group is divided in to three business segments beverage, food and
education .It has a leading market position in each of its three business segment. Our
balanced portfolio produced a solid business performance. Products and service, which
look to the future, ensure that we will be well placed in growth markets.

51

Existing
Soft drink - Pepsi
Food - Pizza hut
Education - Delhi Public School
Real estate - park view city
Hospitality - lemon tree hotels

SOFT DRINK

52

Started in 1993 with one plant at Agra. Now in 2005 it have 8 plants (including Nepal)
that are

Kosi Kalan

Greater Noida

Jaipur

Goa

Jodhpur

Bhiwadi

Alwar

Nepal

PRODUCT MIX OF COMPANY

SOFT DRINKS: -

Brand Available in 200 ml

1.

Pepsi.

2. Mirinda Lemon.

53

3. Mirinda Orange
4. Mountain Dew.
5.

7 Up.

6.

7 Up ice.

7. Tetra Slice.
8. Soda.
Brand Available in 250 ml
1. Slice.

Brands Available in 300 ml

1. Pepsi.
2.Mirinda Orange.
3.Mirinda Lemon.
4. Mountain Dew.
5. 7 Up.
6. 7 Up ice.
54

7. Soda.
Brands Available in 600 ml
1. Pepsi.
2. Mirinda Orange.
3. Mirinda Lemon.
4. Mountain Dew.
5. 7 Up.
6. 7 Up ice.
Brands Available in 2000 ml
1. Pepsi.
2. Mirinda Orange.
3. Mirinda Lemon.
4. Mountain Dew
5. 7 Up.

Mineral Water: -

55

Brand Available in 1000 ml

1. Aquafina.
Bottling & distribution of various flavours

Pepsi

Mirinda Orange

7up

Mountain Dew

Slice

Started in 1996: Indias largest franchisee having 43 retail outlets

Pizza hut-

all across Northern & Eastern India.

KFC starting in Kolkata in February 2005.

Ice cream- Cream bell

It was launched in 2003 in technical collaboration with Candia of France,

Europes largest co. in dairy product.

56

It has very strong position in 7 states in Northern & Central India.

EDUCATION
DPS- DELHI PUBLIC SCHOOL
> It was started in 2001 in Gurgaon & later started DPS in Jaipur.
> Total student strength is 5000.
MODERN MONTESSORIE INTERNATIONAL (MMI)
> Started to nurseries in Gurgaon & Delhi .
> argeted 14 nurseries by 2008.

REAL ESTATE

> Park view apartment in Gurgaon.

> Jaipur sunrise green indirapuram, Ghaziabad

HOSPITALITY- LEMON TREE HOTELS

57

(a) Chain of budget hotels-lemon tree.

(b.) First two started in Gurgaon .
(c.) 15 more properties to come in next 5 years.

PROJECTS
A. Brewery - Mauritius
B. Edible oil - Sri Lanka
C. Coffee Chain - India
BREWERY PROJECTS

Universal brewer in Mauritius to produce one-lakh hectoliters of beer per year.

EDIBLE OIL PROJECT

Accor industries pit. Ltd. Sri lanka to process 30000 metric tones of edible oil per
year.

COFFEE PROJECTS

Sole franchisee in India for Costa coffee U.K. worlds 2 nd largest coffee chain. .

58

300 coffee bars all over the country by 2010.

Pepsi international is situated at so mars; New York in

USA. At first time Pepsi come in India in Jaipur & Ghaziabad in 1989. Now a day
Pepsi having 44 plants. 21 plants owned by company & 23 plants are franchised
plant.

VBL- VARUN BEVERGES LIMITED- KOSI KALAN

VBL situated in Mathura district. The company is situated in which in tehsil CHHATA of
Mathura. VBL, Kosi plant was established in 1998 & it was started at March 1999.
VBL is private limited company to whom franchise is given by Pepsi food ltd for
Bottling of various Pepsi brand managing director of company Mr. Ravi Kant Jaipuria is a
leading businessman of this country.

59

Pepsi Logos

The Pepsi logo has changed many times over the years. Here's a
chronological history of the various logos.

60

Pepsi Phrases
The Pepsi marketing phrase has also changed many times. The marketing folks at the
company felt free to invent new phrases whenever they thought the public would be
receptive to the change.

1909-1939:

Delicious and Healthful

61

1939-1950:

Twice As Much For A Nickel Too

1950-1963:

The Light Refreshment

1953-1961:

Be Sociable

1961-1963:

Now It's Pepsi For Those Who Think Young

1963-1967:

Come Alive! You're In The Pepsi Generation

1967-1969:

Taste That Beats The Others Cold

1969-1973:

You've Got A Lot To Live, Pepsi's Got A Lot To Give

1973-1975:

Join The Pepsi People Feelin' Free

1975-1978:

Have A Pepsi Day

1978-1981:

Catch That Pepsi Spirit

1981-1982:

Pepsi's Got Your Taste For Life!

1983-1983:

Pepsi Now!

1984-1991:

Pepsi, The Choice Of A New Generation

1992 :

Gotta Have It .

62

1993 :

Be Young, Have Fun, Drink Pepsi

1995 :

Nothing Else is a Pepsi

1999 :

The Joy of Cola.

2007 :

Yeh Hai Youngistan Meri Jaan !

2008 :

Pagalpanti Bhi Jaruri Hai.

Pizza Hut / KFC

Pepsi Bottling Plant

1. Goa, Salcete

Education
1. DPS Gurgaon

2. Karnataka, Dharwad

2. DPS Jaipur

3. Rajasthan, Bhiwadi

3. MMI Gurgaon

4. Rajasthan, Jodhpur

4. MMI New Delhi

1. Jaipur, M I Road
2. Delhi, Defence Colony
3. Delhi, Greater Kailash-I
4. Agra, Handicraft Nagar
5. Rajasthan, Jaipur
5. Noida, Sector-18
6. Rajasthan, Alwar
6. Delhi, Alaknanda Delhi
7. Uttar Pradesh, Greater Noida
7. Delhi, Green Park Delhi
8. Uttar Pradesh, Kosi
8. Chandigarh, Sector-35
9. Kathmandu, Nepal
9. Delhi, Basant Lok
10. Delhi, Connaught Place
11. Chandigarh, Sector-26

63

12. Delhi, Karol Bagh

13. Delhi, New Friends Colony
14. Delhi, Vikaspuri
15. Kolkatta, Ballygunge
16. Kolkatta, Camac Street
17. Delhi, Saket
18. Noida, Centre Stage
19. Ghaziabad, Kaushambi
20. Jaipur, Amarpali Circle
21. Jaipur, Gaurav Towers
22. Faridabad, Ansal Plaza
23. Ludhiana, Ferozpur Road
24. Amritsar, Lawrence Road
25. Jallandhar, B.M.C Chowk
26. Lucknow, M.G Road
27. Gurgaon, DLF City Centre

64

28. Gurgaon, Metropolitan Mall

29. Gurgaon, Sushant Lok
30. Kolkatta, Forum Mall
31. Chandigarh, Manimagra
32. Delhi, Connaught Place
33. Delhi, Pitampura
34. Lucknow, Eastend Mall

Multiplex
35. Dehradun, Rajpur Road
36. Calcutta, Salt Lake
37. Delhi, Janakpuri
38. Noida, Sector 61
39. Bhubaneswar, Khavel Nagar
40. Faridabad, SRS World
41. Ghaziabad, Kaushambi
42. Ghaziabad, EDM-

Kaushambi-I

65

43. Ghaziabad, EDM-

Kaushambi-II(Food Court)
44. Mathura, Highway Plaza
45. Gurgaon, Udyog Vihar
46. New Delhi, Alaknanda-II

MANUFACTURING PROCESS

The term soft drink normally denotes carbonated flavored drinks. The soft drinks are in
great
66

demand not only because of the desirable qualities of taste, flavor but also because they
are
readily available in sterile bottles, and therefore are safe for quenching the thirst
anywhere
outdoors.

WATER:1. (For carbonated soft drink)

The water available either from the municipal supply or from the bore well is
treated by latest technology of treatment by reverse osmosis process to obtain germ free
and soft water both for the manufacturing of beverages and washing the empty bottles.
The water therefore, consists of chemical treatment, filtration through sand and carbon
filters and softening with a softener or reverse osmosis depending on the water
characteristics.

2. (For aquafina packaged drinking water)

The treated water used for beverages production is again treated to meet the standard
prescribed in IS: 14543:2004 of B.I.S. for this water is subjected to treat such as
activated carbon filtration ,ultraviolet sterilization, reverse osmosis again 1 micron
absolute filtration finally ozone disinfections.
67

SIMPLE SYRUP PREPARATION:The next step after water treatment is the preparation of raw syrup. This is
prepared by dissolving measured quantity of sugar in the treated water. This syrup is
then filtered through a filter press using additives like activated carbon and by flow
super cell.

FINISED SYRUP PREPARATION:The next step is preparation of ready syrup. In this step the raw syrup after
filtration and cooling is taken in S.S. tanks in which the correct quantity of additional
treated water and essence is also added .This ready syrup is mixed thoroughly with a
agitator provided in. tank and allowed to mature according to maturation period
specified for each type of flavor.

BEVERAGE PREPARATION:-

The ready syrup after the maturation is pumped into Intermix ( carbo-cooler )
unit where the ready syrup is further diluted by addition of treated water so that The
beverage is ready. The beverage is chilled to very law temperature (IC) in this vessel.

68

After carbonated the soft drinks is ready to filling in the bottles.

FILLING:Filling is done through automatic counter pressure fillers which fills at a very rapid speed
the bottles on continuous basis to the exact filling level and the bottles are crowned with
crown caps automatically.

BOTTLE WASHING & INSPECTION:The bottles received from the market are washed through a bottle washer which
consists of soaking compartments containing caustic soda and number of jets were soft
water and hot caustic soda solution are used for thoroughly cleaning the bottles. The
cleaned bottles are inspected before they are passed to filler.

QUALITY CONTROL:The success of product in the market place depends mainly on its quality. The soft
drink industry adopts strict quality control to analyze quality of the product that is being
bottled.

69

PERSONNEL DEPARTMENT OF VARUN

BREVERGES

# Asst H.R. Manager ----

Mr. K.K. Sharma

# Personnel Officer -------

Mrs. Shizi Kurian

# H.R. Executive ---------

Ms. Arti Mishra

#. Sr. Legal & Liassioning Exe. Officer ------ Mr. Avadesh Sharma
# Security Officer -------

Cpt. Man Singh

# Time Of fice Incharge ----

Mr. R.K. Chaturvedi

DEPARTMENTS

The survey for this project was conducted in different department of VBLK which are as
under: 1. Personnel department

70

2. Financial department
3. Husky department
4. Time department
5. Production department

6. Maintenance Departments

7. Blow Moulding Department

8. Quality Department
9. Stores Department
10.

71

Logistics

Department

METHODOLOGY ADOPTED.

HYPOTHESIS.

OBJECTIVES OF THE STUDY.

TOOLS AND TECNIQUES USED.

GEOGRAPHICAL AREA COVERED.

ABOUT RESEARCH

Methodology Proposed For the Research Study

Research methodology may be understood as a science of studying how research is done
scientifically. In it we study the various steps that are generally adopted by a researcher in
studying the research problem along with logic behind them. Following are the steps and
techniques which were used by me.

72

Universe of the study:

Universe covers the whole defined field on which the study is based. The present study
was
carried in VBL(P)Ltd The universe of is study 300 working member or executives.

Sample Size:

Sample size depends on the nature of the universe so it should represent the whole universe
without bias as there were huge manpower in VBL, so it was difficult job to study each and
every individual. The limitation of time and money did not permit me to study the whole
universe so I studied only officials of VBL. Out of which I captured 60 employees from
Personnel, Time office, Production ,Store, Husky and Blow
molding department.

Sampling Method:-

Out of various type of sampling method the I have used random sampling as it is both time
saving as well as easy method of picking up sample. This is the simplest & most popular
technique of sampling. In it each unit of then population has equal chance of being
included in

73

the sample

Research Design:-

Designing is a preliminary step in every activity. It provide a picture for the whole before
starting a work. I have used exploratory research here for my study. For this relevant
literature
with the subject had been carried out. It also include survey, selection of respond and paper
questioning etc.
.

Questionnaire Design:-

The questionnaire is a structured technique for collecting primary data in a survey. It is a

series of written or verbal questions for which the respondent provide complete and
accurate
information.

Data Collection Sources

I have used both primary and secondary data in my project.

74

All primary data is collected by using questionnaire. It contains like open ended, closed
ended
multiple choice, objective, etc .The secondary data is collected from Internet by using
officials
sites of the company about history of soft drink, profile of PepsiCo, company profile,
Jaipuria
group etc.

75

76

77

COMPANY NAME

78

eeemploys.,to examine the reaction of persons who use appraisal form both subordinate

OBJECTIVES OF STUDY

1. and superior group .

2. To determine the consequential action to be taken for improvement needed for
implementation of new system.
3. To seek the opinion of users with regard to desirable changes in the performance
appraisal system

79

4. To know the transparency in performance VBL..

5. To review the Performance appraisal programme system existing in Varun
beverages ltd.
6. To determine the level of satisfaction about the performance Appraisal system
among employees.
7. To examine the reaction of persons who use appraisal form both subordinate and
superior group.
8. To determine the consequential action to be taken for improvement needed for
implementation of new system. To determine the level of satisfaction about the
performance Appraisal system among
9. To seek the opinion of users with regard to desirable changes in the performance
appraisal system
10. To know the transparency in performance VBL..

80

ANALYSIS OF DATA

The data, after collection, has to be processed and analyzed in accordance with the
objective laid down for the purpose of the research work. This is essential for ensuring
that we have all relevant data for making contemplated comparisons and analysis. The
term analysis refers to the computation of certain measures like editing, coding,
classification and tabulation of collected data so that they are amenable to analysis along

81

with searching for patterns of relationship that exist among data-groups.

There are

various methods of analyzing the data. But in this project work, I used Bar charts & Pie
charts for analyzing the collected data, which is prepared by using Excel Sheet. In this
project work, Pie charts & Bar charts are prepared with the help of collected data. The
graphical presentation of the data is helpful in understanding the each & every aspect of
the collected data very easily.

ANALYSIS OF DATA
1 What should be the frequency of performance appraisal in your organization?

Annually
Quarterly
Half yearly
Monthly

82

INTERPRITATION-Above chart show that annual frequency of the performance

Apprasial in our organization.it is show the 100% result.

83

Do you think performance appraisal is necessary ?

Yes
No

INTERPRITATION-Yes it is necessary because by it we can evaluate the performance of

employees.it show the result 100%.

3.

Does it help in identifying needs?

84

Yes
No

INTERPRETATION-Above diagram shows that 70% says yes it is necessary to

Identify need of employees,and 30% says no.

85

4. Does performance appraisal increases team spirit among employees ?

Yes
No

86

INTERPRETATION-Diagram show that performance appraisal helps an increase team

Sprit among employees.result show the 80% yes and 20% no.

5. Does performance appraisal help in reducing turn over ?

Yes

No

87

INTERPRETATION-Both are equal that 50% says yes and 50% says no.

6.

Do you think your salary & compensation should be decided on the basis of
performance appraisal ?

Yes

No

88

INTERPRETATION- Yes I think that salary compensation should be decided by

performance appraisal it is also shows 70% yes and 30% no.

7.

Is performance appraisal beneficial for improving your performance ?

Yes

No

89

INTERPRETATION-Yes it is show that 100% yes,it is beneficial for improving

performance of employees.

8. Are there sufficient transparency of performance appraisal system in your

organization?

Yes

No

90

INTERPRETATION-40%Transperancy of performance apprasial is available in this

organization and 60% shows no.the result is negative.

9.

Do you think that orgnnization should change the current technique of perfomance
apprasial system ?

Yes

No
91

INTERPRETATION- Yes I think that organisation should adopt new tecnologies .and it is
also shows 70% result is positive and 30% is negative.
92

10. According to you promotion should be based on

(1)

Seniority

(2) Performance appraisal result

(3) Qualification
(4) All of the above

93

INTERPRETATION-Promotion should be based on all the above because all skills are
necessary to promot any employees.

11. In your opinion performance appraisal is useful for

94

(a) Promotion

(b) Traning need assessment

(c) Salary adjsutment

(d) All of above

INTERPRETATION-All these factors are very necessary for the performance apprasial
such that promote,traning assessment,salaryadjustment.

12. Are you satrisfied with the perfomance appraisal systen in your organization

95

(a) Yes

(b) No

INTERPRETATION-Only with the 60% im satisfied with present system in this

organization and 40% no.

96

97

98

FACTS AND FINDINGS

FINDINGS
The result shows that 100%employees want performance appraisal to be done annually
and it is necessary in identifying training needs and improving performance.
Performance appraisal and team spirit
The results clearly show that 80% employees think that performance appraisal increases
team spirit and 20%employees do not think so.
REDUTION AND EMPLOYEES TURN OVER
The data shows that 50% employees believes that performance appraisal helps in
reducing employee turn over.

99

SALARY AND COMPENSATION

The result shows that 70% employees are in favour. of deciding their salary and
compensation on the basis of performance appraisal and rest of the employees are not in
favour of this.
TRANSPARENCY
According to 60% employees performance appraisal is not enough transparent in VBL but
according to rest 40% employees it is transparent

IDENTIFIED NEED
According to70% employees it is helpful in identified need of employees and
30% says no.
NECESSITIES
Yes it is necessay because by it I can evaluate the performance of employees .
BENEFITS
It is beneficial for improving the performance of employees because results is in positive.

CHANGES
Every system should be adopt changes because technologies are changes time to
time.accordings to this organizational environment.
PROMOTION

100

Promotion should be based on seniorties, qualification,and performance appraisal

so all skills are very necessary.

USEFULNESS
It is usefull in promotion, traning need assessment and salary

adjustment of

employees in an organization.
SATISFACTORY LEVEL
When I found result I got that only 60% results in positive and 40% results in
negative direction.

101

SUGGESTION
Top management willingness and commitment which is as vital as for any other system
or practice.

Nature of organizational climate where the practice of openly communicating

upwards and downwards is encouraged.

Desired degree of commitment at all levels in all department to implement the

counseling process, emanating from genuine realization of its value and
importance.

Desired level of behavioral skills to give and receive feed back in a matured
manner.

Mutual trust and confidence between assessors and assesses without which even
the most carefully designed system cannot succeed.

If the situation so demands the appraiser should be in a position to indicate career

plan for the subordinate.

VBL should be prepared to loose a minor percentage of employees who cannot

be satisfied after counseling.

There should be some more transparency in performance appraisal system by

involving employees in every aspect.

102

Efforts must be done to make people more satisfied by performance appraisal by

making system more transparent and telling employees the basis for which the
decision is being taken.

103

CONCLUSION

At the end of this project, I would like to add a vital part to it, which could be a
necessary part of any type of project i.e. conclusion. During the training program, I
found the behaviors of employees in VBLK were very friendly & they provide the
primary information my enthusiastically.
In VBL most of the employees are satisfied on many aspect such as performance
appraisal is helped in personality development, identifying training needs, useful in career
planning for improving performance,as a basis for feedback & councelling for
development, with its frequency i.e. once in a year and they find it necessary. The
suggestion by them in this matter is to give some more transparency, regard councelling
with superior and their participation in this process. The purpose of report is to convey to
the interested person the whole result of the study in sufficient detailed. Thus I have tried
my best to put together this report and if it proves the slightert use of mgmt, I will feel my
labour ample rewarded

104

105

9.1 LIMITATIONS OF THE STUDY

LIMITATIONS OF PROJECT

Though the data colleted is proper but still there were certain limitations which were
hindrance in making the data more appropriate.
The limitations were.
1. Many a time, employees were very rulectent in releasing the information.
Considering it to be condeutial. Thus it was a hindrance in study.
2. As the questionnaire method was followed, people were not very comfortable in
releasing the information.
3. Employees were engaged with their jobs and thus were not very readily available.
This would have hawpered the flow of input in someway.

106

BIBLIOGRAPHY

107

Kotk Patrick, DL 1982 How to improve performance through appraisal

and coaching, Amaeom New York.

L.M.prasad

Stephen p.robbins

Jacob K.K 1973 Personnel Management in India.

Rudrasasavaraj M.N. 1974 Executive Performance Appraisal.

Raghunathan R. 1994 Work Manual for Administrative & personnel

Managers.

Human resource management By Biswajeet Patnayak.

Human resource management by Aswatthapa.

FROM THE NET:

WWW.GOOGLE.COM

WWW.PEPSI.COM

WWW.RKJ.COM

FROM THE NEWSPAPER:

108

Times of India

Hindustan times

109

QUESTIONNAIRE

110

As per my topic what improvement an appraisal suggest to make the performance

system efficient and effective
NAME (Optional)
GENDER_
DESIGNATIONQUALIFICATIONDEPARTMENT

Q-1. What should be the frequency of performance appraisal in your organization ?

Annually

Quarterly

Half yearly

Monthly

Q-2 Do you think performance appraisal in necessary ?

Yes

No

111

Q-3 Does it help in identifying training need ?

Yes

No

Q- 4 Does Performance appraisal increases team spirit among employees?

Yes

No

Q-5 Does Performance appraisal help in reducing employee turn over ?

Yes

No

Q-6 Do you think your salary & compensation should be decided on the basis of
performance appraisal?

Yes

No

Q-7 .Is performance appraisal beneficial for improving your performance?

Yes

No

112

Q-8 .Are there sufficient transparency of performance appraisal system in your

organization?

Yes

No

Q-9 .Do you think that organization should change the current technique of P.A.?

Yes

No

Q-10 According to you promotion should be based on

Seniority

Performance appraisal result

Qualification

All of the above

Q-11 In your opinion performance appraisal is useful for

Promotion

113

Traning need assessment

Salary adjsutment

All of above

Q-12..Are you satisfied with the performance appraisal system in your organization

Yes

No

If no then suggest the ways of improvement

_____________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

114

_______________________________________________________________________
____________________________________________________________________.

Thank you

115