AURO UNIVERSITY

(INDIA)
The School of Management &
Entrepreneurship
Bachelor of Business Administration

Module
Performance Management &
Appraisals
Semester-V (2012-2015)
Module Leader
Ms. Jyoti Chandwani

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www.aurouniversity.edu.in
The way to activate the seeds of your creation is by making
choices about the results you want to create. When you make a
choice, you activate vast human energies and resources, which
otherwise go untapped.
Robert Fritz quotes

Our progress as a nation can be no swifter than our progress in

education. The human mind is our fundamental resource.
John Fitzgerald Kennedy quotes
Equipment, procedures those things can be duplicated. Human
capital is the only area where companies can really differentiate
themselves.
Meldron Young

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Introduction
The functions and principles of Management have been undergoing a sea
change since the announcement of liberalisation in the country 1991. In fact,
the practice of management has been increasingly humanised in the process
of globalisation of Indian economy unlike in personnel management. The
concept of human resource management (HRM) is increasingly becoming a
most vital function of a modern manager. One such important function is
Performance management and Appraisals. Performance management (PM)
includes activities which ensure that goals are consistently being met in an
effective and efficient manner. Performance management can focus on the
performance of an organization, a department, employee, or even the
processes to build a product of service, as well as many other areas. PM is also
known as a process by which organizations align their resources, systems and
employees to strategic objectives and priorities. Performance management
originated as a broad term coined by Dr. Aubrey Daniels in the late 1970s to
describe a technology (i.e. science imbedded in applications methods) for
managing both behavior and results, two critical elements of what is known as
performance. A formal definition of performance management, according to
Daniels' is "a scientifically based, data-oriented management system. It
consists of three primary elements-measurement, feedback and positive
reinforcement."

Armstrong and Baron (1998) defined it as a strategic and

integrated approach to increase the effectiveness of companies by improving

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the performance of the people who work in them and by developing the
capabilities of teams and individual contributors.
It may be possible to get all employees to reconcile personal goals with
organizational

goals

and

increase

productivity

and

profitability

of

an

organization using this process. It can be applied by organizations or a single

department or section inside an organization, as well as an individual person.
The

performance

process

is

appropriately

named

the

self-propelled

performance process (SPPP). First, a commitment analysis must be done where

a job mission statement is drawn up for each job. The job mission statement is
a job definition in terms of purpose, customers, product and scope. The aim
with this analysis is to determine the continuous key objectives and
performance standards for each job position.
Following the commitment analysis is the work analysis of a particular job in
terms of the reporting structure and job description. If a job description is not
available, then a systems analysis can be done to draw up a job description.
The aim with this analysis is to determine the continuous critical objectives and
performance standards for each job.
This module teaches us how mangers and organization change agents put
personal

feeling

aside,

avoid

anger,

and

resolve

conflicts.

Intensified

completion among domestic private and public sector companies and

multinational companies consequent upon globalisation, along with the
changed demographic factors like increase in women employee, aging
population, shortage of talent employee and adapted of mind set and attitude
of the people changed the systems and structures of human resource
management function and placed it at strategic level in the organizational
hierarchy. It would also cover the universal truth that Change is only
permanent and the resistance to change and the model related to it. Finally
we would discuss how firms have to deal with individual differences at various
levels especially when firms are moving and setting up base beyond national
boundaries and the relevance of new learning or knowledge organisation in
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terms of meeting long term challenges in the future. They need self-identity to
focus on what theyare trying to accomplish and keep their eyes on the big
picture.

In order to achieve the learning outcomes, it is expected that will

devote around 120 hours to work on the module. This includes class
attendance, weekly reading and self-study exercises, course work assignments
and examination revision.
Methodology:

Presentations
Lectures
Simulations and games
Case Analysis and Discussion
Learning Diary
Group Discussions
Seminars
Workshops
Individual and Group Assignments
Each week you will be expected to attend lecture, seminar/workshop,
presentation of topics assigned and also participate in group discussions. You
would also complete a set of self-study exercises.

Organizing Principles & Values

In designing the course, its content, and operating procedures, we have tried
to adhere to a number of basic beliefs and values that are worth making
explicit:
1.

Responsibility: The students in the course are responsible, both

individually and collectively, in large measure for what goes on both in the
classroom and outside of class. The quality of class discussion depends on all
of you coming to class prepared to discuss the issues raised by the material.
Learning depends on your reading and mastery of the material. What you learn
from your group project depends on the effort you and your colleagues expend
and what you do to apply the course concepts. I will do my utmost to facilitate
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the learning process, but in the end, what you gain from the course is up to
you.
2.

Implementing the Principles We Are Learning: We have tried to

organize and run the course in ways consistent with the ideas we are teaching.
These include an emphasis on teams, mutual trust and respect, and
information sharing. So, we will engage in 360 degree performance evaluation.
We will do a lot of the course work in groups/teams, including a project that
counts for one-half the grade. And, in the everyday interactions that occur in
the course, we should strive to treat each other with respect and trust.

3.

Fun: The material is interesting and engaging, and learning should be

fun. We will do a number of things, including using video material, stimulating
debate, and relying on your insights and examples to make the course
enjoyable.

Coverage & Depth

This module is an attempt to understand the about focusing the practical
application that all mangers need to manage their PM-related responsibilities.
Nowadays companies are looking at the HR professional to hire talent and
retain the new hires. Managing employee or system performance and aligning
their objectives facilitates the effective delivery of strategic and operational
goals. Some proponents argue that there is a clear and immediate correlation
between using performance management programs or software and improved
business and organizational results. In the public sector, the effects of
performance management systems have differed from positive to negative,
suggesting that differences in the characteristics of performance management
systems and the contexts into which they are implemented play an important
role to the success or failure of performance management.
For employee performance management, using integrated software, rather
than a spreadsheet based recording system, may deliver a significant return on
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investment through a range of direct and indirect sales benefits, operational

efficiency benefits and by unlocking the latent potential in every employees
work day (i.e. the time they spend not actually doing their job). Benefits may
include:
Direct financial gain,

Grow sales

Reduce costs in the organization

Stop project overruns

Aligns the organization directly behind the CEO's goals

Decreases the time it takes to create strategic or operational changes by

communicating the changes through a new set of goals
Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just
business as usual

Improves employee engagement because everyone understands how

they are directly contributing to the organizations high level goals

Create transparency in achievement of goals

High confidence in bonus payment process

Professional development programs are better aligned directly to

achieving business level goals
Improved management control

Flexible, responsive to management needs

Displays data relationships

Helps audit / comply with legislative requirement

Simplifies communication of strategic goals scenario planning

Provides well documented and communicated process documentation

The module would cover the following topics:

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Learning Outcomes
All elements of this module-lecture, seminar exercises, workshops and selfstudy exercises will be assessed in form of both multiple choice as well as
subjective examination.
Knowledge and Understanding
1. Explain what HRM is and how it relates to the management process
2. To study the meaning of human resource in human resource
management
3. To understand the difference between Personnel and Human Resources
4. To explain the nature and scope of human resources
5. To understand the significance of HRM
6. Define the functions and objectives of HRM
7. To understand the different models of HRM
8. To understand the different subparts of HR
9. To understand: Human Resource Planning, Job Analysis & Design,
Recruitment, selection, Orientation Placement, Training & Development,
Performance Appraisals & job evaluation, Incentives, Employee Benefits
and services, Employee welfare, safety & health , Industrial Relations,
Trade unions ,
10. To understand the meaning of performance management along with its
importance
11. To understand long cycle performance management
12. To understand short cycle performance management
13. To understand how planning performance brings role clarity,
accountability and effectiveness among employees.
14. Understand the meaning of Performance appraisal
15. To understand the nature of PA and compare and contrast it with job
evaluation
16. To delineate different stages in the appraisal process and describe each
step in detail
17. To explain different types of PA: traditional methods and modern
methods of appraisals
18. To understand the different stages of job evaluation process
19. To discuss various labour laws related to performance appraisal
20. To discuss :Equal Pay Act of 1963, Civil Rights Act of 1991, Age
Discrimination in Employment Act (ADEA)
21. To understand the concept of KRA
22. To explain the role of Supreme Court for the change in PA
23. To explain the government initiative for implementation
24. To understand the linkage of KRA to performance
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25. To explain the difference between KPA and KRA

26. What are the requirements of KRA, its strengths and limitations
27. What is the importance of Bell curve approach
28. How to implement KRA based PA
29. To understand the meaning of competency mapping
30. What are the different types of competency :Knowledge, Skills, , selfconcept, Motives, Traits
31. How competency mapping can be linked with corporate strategy
32. To explain the systematic activity of competency: identification of
competency, benchmarking, assessment of competencies, tools for
assessment competency
33. To understand the application of 360 degree feedback
34. To know the importance of assessment centre for competency
assessment
35. To understand the application of assessment centre approach
36. To understand the meaning of Job
37. 2.To explain the concept of: Job Specification, Job Description, Job
Analysis, Job Evaluation, Job Design , Job Specialisation, Job Rotation, Job
Loading, Job security, Job enlargement, Job enrichment, Job sharing
38. Explain the concept of The Management Development Plan
39. To understand the steps involved in The Management Development Plan:
Manpower Planning, Development of Personal inventories, Annual Performance
& potential appraisal system, Training and Development, Counselling

40. To explain the importance o counselling in performance and its impact on

it.
41. To understand the skills required for good an defective counselling
42. To understand the skills required for performance appraisal interview
43. To understand the concept of Exit interviews.
44. To understand some common error sin appraisals
45. 2. To explain how emotional bias affect appraisal
46. 3. How to overcome emotional bias
47. 4. To understand the importance of human touch in appraisal
48. 5. To understand and explain the responsibility of an appraiser
49. To understand the linkage of performance with compensation
50. what is pay package- a new formula
51. Explain and understand the wage policy in India:
52. To understand the concept of wage: minimum wage, fair wage, living
wage
53. To explain different ways of remuneration: Payment based on
Performance, Payment based on Competency, Payment based on Skills
54. To explain the golden rules for compensation
55. How compensation can be linked with performance
56. To discuss and understand the PMS system in Reliance Industries

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57. To understand the PA methods used in Reliance Industries along with its
pros and cons of the appraisal system used.
58. To explain the PMS at BAE systems; Planning performance, Managing
performance, Reviewing Performance
59. To explain the Linkage of Performance management to Potential Rating,
Reward, Talent Management and Leadership development
60. Potential Ratings at BAE systems
61. Linking performance management to reward at BAE systems
62. The management resource review BAE systems
63. Performance centred leadership development
64. To understand the introduction of the Balanced scorecard at Lloyds TSB
65. To understand the PM process at Lloyds TSB
66. To understand the concept of Objectives and Key Results (OKR)
67. To explain the elements of OKR
68. For better understanding to see an example of OKR
69. To understand how to grade the OKR
70. Finally to explain the benefits of using OKR method of appraisal
71. To study and understand the PM system in Dr. Reddys Laboratories
72. 2. To explain the importance and drawbacks of the PMS in Dr. Reddys
Laboratories
73. To design an performance appraisal of any company
74. To understand its pros and cons
I.TRANSFERABLE SKILLS
PRACTISED
A. Self-Management
i.
Manage tasks and
time
B. Communication Skills
C. Problem Solving
i.
Identify key issues

TAUGHT

ASSESSED
X

for investigation in
ii.

case studies
Constructive
problem
identification and

problem solving.
D. Learning Skills
i.
Use library skills
ii.
Develop
independence in
iii.
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learning
Use a range of

X
X
X

X
X

academic skills
(analysis &
research)
E. Information Technology
i.
Use IT as a resource
for information.
F. Team Work Skills
G. Presentation Skills

X
X

X
X

WEEKWISE SCHEDULE OF THE LECTURES:

Week/
Date
Week1/
12th August,
2014
Week 2/
19th August,
2014
Week 3/
26th August,
2014
Week 4/
2nd September,
2014
Week 5/
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Topic for the

Lecture

Workshop / Seminar Activity

Human Resource
Management

Discuss module expectations

Performance
Management

Industrial visit/Case study

Performance
Appraisal & its
methods
Labour Laws related
to Performance
management
Appraisal based on

CASE STUDY-1/ Discussion of the Case

study

Movie Related to PA and to discuss

the same

Role Play Related to PMS

9th September,
2014

key performance
area

Week 6/

Competency
mapping to enhance
performance

16th
September,
2014
Week 7/
23rd
September,
2014
Week 8/
30th
September,
2014
Week 9/
7th October,
2014
Week 10/
14th October,
2014
Week 11/
21st October,
2014
Week 12/
28th October,
2014
Week 13/
4th November,
2014

Week 14/
11th
November,
2014
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Job relates to
performance

PRESENTATION -1
Weightage: 10%
CASE STUDY-2/ Discussion of the Case
study
Guest Lecture

Appraising
performance &
counselling
Emotional bias in
performance

PRESENTATION -2
Weightage: 10%
CASE STUDY-3/ Discussion of the Case
study
Guest Lecture

Compensation as an
offshoot of
performance
Performance
Appraisals of
Reliance
Performance
Management Cycle
at BAE systems
Performance
Measurement using
a balanced
scorecard at Lloyds
TSB
Performance
Appraisals of
Google

PRESENTATION -3
Weightage: 10%
CASE STUDY-4/ Discussion of the Case
study
Guest Lecture
Rough Draft of the Project

Final Project (individual) Submission

with Presentation

Guest Lecture/Industrial Visit

Week 15/
18th
November,
2014
Week 16/
25th
November,
2014

Performance
Appraisals of Dr.
Reddys
Laboratories
Designing
Performance
Appraisal for a
company

Class Test: marks =80; weightage=

10%
Syllabus: week 1 to week 10
Revision and discussion of the queries
related to the subject

DISCLAIMER: The Module Leader can bring about any change in the
curriculum-content, evaluation-assessment parameters & style, sequence of
lectures without any prior information or notice.
Note: All written work will be passed through plagiarism detector approved by
the Examination Office.
Industrial Visit: the industrial visit would be organised according to the
permission granted by the Industries for the visit.
Guest Lecture: The guest lecture would be arranged according to the
availability of the guest (Working on the dates)

Marked Assessment
1. Presentation 1, 2, 3 in week 6, week 8, week 10 (10% each
presentation)
Marks = 100
(16th September, 30th September, 14th October)
The topics of presentation would be discussed and finalised in week 1.
The guidelines for the presentation are as follows:
S
r.
n
o
.
1

Criteria

Explanation

Creativity

Organisatio
n

ideas
were
expressed
in
an 10 marks
innovative way
the presentation had a clear
10 marks
introduction, content and conclusion

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Marks

4
5
6

Communica ideas were clearly expressed

tion
(Articulatio
n)
Use
of examples from real world
examples
Precision
Presentation was prcised

10 marks

10marks
10 marks

Group
Dynamics
Time
Manageme
nt

Group coordination among the team 10 marks

members
demonstrated time management
10 marks
skills by delivering a clear
presentation in 20 min

Attire

presenters were appropriately

dressed

10 marks

Motivation(
Vibrancy )

engaged the audience, kept others

interested

10 marks

1
0

Discipline

Discipline maintained in the class

during presentation

10 marks

TOTAL

100
marks

According to the decided date the student would give a detailed presentation
of the same in power point in the class. The soft copy should be submitted to
the module leader on the same day.
2. Project Report : Marks = 100 ;
November,2014)

weightage 20% ;

week 13 (4th

The format of the project is given in detail below from page nos..
The project would be of 20 marks which would be distributed as follows:

Sr. Criteria
no
.
1
Overall
Project
2
Questionn
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Explanation

Marks
10 marks

Types

of

questions

used

in

the 10 marks

3
4
5
6
7
8

aire
Design
Survey
Done
Analysis &
Interpreta
tion
Innovation
/Creativity
Quality of
presentati
on
Informativ
e
Quality of
presentati
on/Organis
ation

Interactio
n
10 Time
managem
ent
TOTAL

questionnaire
Method used for survey

10 marks

The way results are analysed and 10marks

interpreted
Innovative/creative ideas, original 10 marks
ideas
Expressive delivery of material with 10 marks
accurate pronunciation
Shows knowledge of appropriate &
accurate knowledge about the topic
Includes
everything
in
the
presentation, states main idea &
move from one idea to the next in a
logical order, emphasizing main
points
in
a
focused
coherent
manner.
Exchange of information with the
audience
Present the project well within the
time of 20 min

10 marks
10 marks

10 marks
10 marks
100
marks

The project should be submitted in hard bound form; spiral binding projects
would not be accepted

3. Class Test : Marks = 80 ;

November, 2014)

weightage 10% ;

week 15 (18th

There would be written test , the syllabus would be: Week 1 to Week 10

4. Final Exam : Marks = 80 ;

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weightage 40% ;

week 17

The final exam will consist of essay questions and or case study. The exact
format of the final exam will be discussed closer to the exam week. The
pattern of the end term is given at the end of the module, kindly refer
it.

EXPECTATIONS FROM STUDENTS:

Maintain Regularity and Punctuality

Auro University norms require 80% class attendance.
Students are requested to honour deadlines for submission of

projects, reports, assignments, etc.

Classes will be more knowledgeable, Intellectual and Meaningful, if

you do your assignments well before the class.

Library and VLE (Virtual Learning Environment) is your best asset. The
accessing the VLE contact VLE coordinator or the IT department for

assistance.
Attentiveness should be strictly followed.
Come with an open mind for Assignments, Group Discussion, etc.

RIGHT OF STUDENTS:

You can look forward to access and support from faculty but not

dependence.
You are encouraged to question and challenge views, ideas and logic of
the faculty through providing your logic. You can express your beliefs.

However, beliefs without reason may be hard to deal with.

You are encouraged to make suggestions in the class to make the course

more meaningful.
You can seek outside class time from faculty for discussing any issue

related to the course.

You have right to disagree with the faculty on any issue. If the issue
needs a decision, the facultys decision will be final.

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You have right to question and seek justification for the grading of the

faculty on merits of logic.

In the events of disagreement, a faulty decision would be final.

A NOTE ON EQUAL OPPORTUNITIES:

Auro University aims within its courses to provide equal access to learning to
students from diverse backgrounds, irrespective of their gender, race,
disability, sexual orientation, age, religion and maturity. If you feel this module
is not fulfilling this aim, please take it up with the module leader, or ask your
student representative to do so. Feel free also to comment on this aspect of
the module in the evaluation.

Text Book:
Rao, T. V. (2003), Performance Appraisal

Recommended Reading:
1. Rao, Subba P. (2011) Essentials of Human Resource Management and Industrial Relations
(Text, Cases and Games), Himalaya Publishing House
2. R. S. Dwiwedi, Managing Human ResourceR. S. Dwiwedi, Managing Human Resources
3. Sekhri, Arun (2010), Human Resource Planning and Audit, Himalaya Publishing House
4. Rao, Subba P. (2011) Essentials of Human Resource Management and Industrial Relations
(Text, Cases and Games), Himalaya Publishing House
5. Aswathappa, K. (2008), Human Resources Management (Text and Cases), Tata McGraw
Hill
6. Arun Monppa , Managing Human Resources
7. C. B. Mamori, Personnel Management
8. Dayal Raghubir (1996), Dynamics of Human Resource Development, Mittal
9. Dessler, Gary ; Varkkey, Biju (2010), Human Resource Management, Pearson
10. Dr. P. C. Pardeshi, Human Resource Management
11. Kohli, A. S. (2008). Performance Management, Oxford Higher Education
12. L. M. Prasad , Human Resource Management
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13. Mirza & Zaiyadin , Human Resource Management

14. Pattanayak, Biswajeet (2005), Human Resource Management, PHI
15. Rao, T. V. (1996), Human Resource Development, Sage
16. R. S. Dwiwedi, Managing Human Resources
17. Tapomoy Deb, Human Resource Management
18. V. P. Michael, Human Resource Management

Journals
1. Journal of Organisation and Human Behaviour
2. Journal of social and Management Science
3. SCMS Journal of Indian Management
4. Prabandhan: Indian Journal of Management
5. AIMS International Journal of Management
6. South Asian Journal of Management
7. NICE Journal of Business
8. Advances in Developing HR
9. The Journal of All India Management Association
10. Asian Journal of Management Cases
11. Asia pacific: Journal of Human Resource
12. International Journal for Management Research
13. International Journal of Marketing and Business Communication
14. Journal of Entrepreneurship and Management
15. Journal of Strategic Human Resource Management

1.
2.
3.
4.
5.
6.

Magazines
Human Capital
Forbes
Business World
Outlook
Business Today
Bureaucracy Today

MODULE LEADER: Ms. Jyoti Chandwani

Tel:91 261 4088107 Extn.107
E-mail: jyoti.chandwani@aurouniversity.edu.in
Office Hours: To be announced in class.
18 | P a g e

ASSINGMENT AT A
GLANCE..
Sr
.N
o

Date

Week

16th
Septemb
er, 30th
Septemb
er, 14th
October

6th
8th,
10th

Assignme Mark weighta

nt
s
ge
Presentat
ion 1, 2, 3

100

10 * 3
=30

2 28th
October

12th

Rough
draft of
project

---

---

3 4th
Novemb
er

13th

Final
(Individua
l) Project

100

20

4 18th
Novemb
er

15th

Class Test

80

10

---

Finals

80

40

5
19 | P a g e

WEEK 1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Topic Overview
Globalization means more competition and more competition means more
pressure to lower costs and to make employees more productive and quality
conscious. Human Resource Management is the process of acquiring, training
appraising and compensating employees, and of attending to their labour
relations, health and safety, and fairness concerns. There is more emphasis on
knowledge work and therefore on building human capital the knowledge,
education, training skills and expertise of firms employees. Workforce and
demographic changes mean that the workforce is becoming older and more
diverse. It is often felt that, though the exploitation of natural resources,
availability of physical and financial resources and international aid play
prominent roles in the growth of modern economies, none of these factors is
more significant than efficient and committed manpower. It is, in fact said that
all development comes from the human mind.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1. To study the meaning of human resource in human resource management
20 | P a g e

2.
3.
4.
5.
6.
7.
8.

To understand the difference between Personnel and Human Resources

To explain the nature and scope of human resources
To understand the significance of HRM
Define the functions and objectives of HRM
To understand the different models of HRM
To understand the different subparts of HR
To understand: Human Resource Planning, Job Analysis & Design, Recruitment,
selection, Orientation Placement, Training & Development, Performance
Appraisals & job evaluation, Incentives, Employee Benefits and services,
Employee welfare, safety & health , Industrial Relations, Trade unions ,

WORKSHOPS n SEMINARS

Case Study 1

Carter Cleaning Centres

Discuss module expectations

Case Study 1: Carter Cleaning Centres

Jennifer Carter graduated from State University in June 2005, and after
considering several job offers, decided to do what she always planned to do
go into business with her father, Jack Carter.
Jack Carter opened his first Laundromat in 1995 and his second in 1998. The
main attraction of these coin laundry businesses for him was that they were
capital rather than labour intensive. Thus, once the investment in machinery
was made, the stores could be run with just one unskilled attendant and none
of the labour problems one normally expects from being in the retail service
business.
The attractiveness of operating with virtually no skilled labour notwithstanding,
Jack had decided by 1999 to expand the services in each of his stores to
include the dry cleaning and pressing of clothes. He embarked in other words,
on a strategy of related diversification by adding new services that were
related to and consistent with his existing coin laundry activates. He added
21 | P a g e

these for several reasons. He wanted to better utilize the unused space in the
larger stores he currently had under lease. Furthermore, he was, as he put it,
tired of sending out the dry cleaning and pressing work that came in from our
coin laundry clients to a dry cleaner 5 miles away who then took most of what
should have been our profits. To reflect the new, expanded line of services, he
renamed sufficiently satisfied with their performance to open four more of the
same type of stores over the next 5years. Each store had its own on site
manager, and on average about seven employees and annual revenues of
about $500,000. It was this 6-store chain that Jennifer joined after graduating.
Her understanding with her father was that she would serve as a troubleshooter/consultant to the elder Carter with the aim of both learning the
business and bringing to it modern management concepts and techniques for
solving the businesss problems and facilitating its growth.

Questions
1. Make a list of 5 specific HR problems you think Carter cleaning will have
to grapple with?
2. What would you do first if you were Jennifer?
WEEK 2
PERFORMANCE MANAGEMENT

Topic Overview
Performance management (PM) includes activities which ensure that goals are consistently being
met in an effective and efficient manner. Performance management can focus on the performance of
an organization, a department, employee, or even the processes to build a product of service, as well
as many other areas. PM is also known as a process by which organizations align their resources,
systems and employees to strategic objectives and priorities. Managing employee or system
performance and aligning their objectives facilitates the effective delivery of strategic and operational
goals. Some proponents argue that there is a clear and immediate correlation between using
performance management programs or software and improved business and organizational results. In
the public sector, the effects of performance management systems have differed from positive to
negative, suggesting that differences in the characteristics of performance management systems and
the contexts into which they are implemented play an important role to the success or failure of
performance management.

22 | P a g e

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. To understand the meaning of performance management
along with its importance
2. To understand long cycle performance management
3. To understand short cycle performance management
4. To understand how planning performance brings role clarity,
accountability and effectiveness among employees.
WORKSHOP & SEMINAR
Industrial Visit/ Case Study

READ THE CASE STUDY 1, FOR NEXT WEEK

WEEK 3

PERFORMANCE APPRAISALS AND ITS METHODS

Topic Overview
PA may be understood as the assessment of an individuals performance in a
systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities,
supervision, dependability, cooperation, judgement, versatility, health and the
like. Assessment should not be confined to past performance alone. Potentials
of the employee for further performance must also be assessed. Job evaluation
seeks to determine the relative worth of each job so that salary differentials
can be established. In job evaluation only jobs are rated unlike in PA where
only job holders are rated.

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. Understand the meaning of Performance appraisal
23 | P a g e

2. To understand the nature of PA and compare and contrast it with job

evaluation
3. To delineate different stages in the appraisal process and describe each
step in detail
4. To explain different types of PA: traditional methods and modern
methods of appraisals
5. To understand the different stages of job evaluation process

WORKSHOPS

Case Study- 1
SEMINARS
Discussion of the Case study

WEEK 4
LABOUR LAWS RELATED TO PERFROMANCE MANGEMENT

Topic Overview
Performance appraisals, on the other hand, become central to disputes that
arise after an employment relationship has been established. Performance and
other ratings are used to select present employees for merit pay, promotion,
training, retention, transfer, discipline, demotion, or termination. The nature of
the employment relationship, as well as the nature of the employment
decision, must be considered to determine the potential for performance
evaluations to fuel discrimination and other types of lawsuits such as those
under the Fair Labor Standards Act (FLSA) and the Family and Medical Leave
Act (FMLA).

Learning Outcomes
After studying this chapter, the students will learn the following topics:
24 | P a g e

1. To discuss various labour laws realted to perfvromance appraisal

2. To discuss
a. Equal Pay Act of 1963
b. Civil Rights Act of 1991
c. Age Discrimination in Employment Act (ADEA)

WORKSHOP

& SEMINAR

Movie Related to PA and to discuss the same

WEEK 5
APPRAISAL BASED ON KEY PERFROMANCE AREA

Topic Overview
In the 80s, some pragmatic thinking by the bureaucratic due to the influence of
public sectors led the system to take a step forward from Annual Confidential
Report to Performance Appraisal Report. By this time, new theories of appraisal
system were known with the creation of Human Resource Department. In early
90s the concept of HRD came into practice. Now from 2001 onwards we have
been seeing the new phase of performance analysis and potential appraisal.
The new PMS was introduced not only in the public sector but also in
government sector, which is based on the concept of Key Result Ares (KRA).

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. To understand the concept of KRA
25 | P a g e

2.
3.
4.
5.
6.
7.
8.

To explain the role of Supreme Court for the change in PA

To explain the government initiative for implementation
To understand the linkage of KRA to performance
To explain the difference between KPA and KRA
What are the requirements of KRA, its strengths and limitations
What is the importance of Bell curve approach
How to implement KRA based PA
WORKSHOP & SEMINAR

ROLE PLAY RELATED TO PERFROMENCCE

APPRAISAL

PREPARE FOR THE PRESENTATION- 1, SCHEDULED

NEXT WEEK for 10%

WEEK 6
COMPETENCY MAPPING TO ENHANCE PERFROMANCE

Topic Overview
In the changing industrial scenario, organisation is more aware of the need to have competent
employees. Therefore, it is but natural that there is more interest in the concept of competency
mapping. One of the core issues behind adopting competency mapping is increase in manpower
cost. There is great amount of pressure to reduce the strength of manpower by making them multi
skilled and also by increasing the efficiency and productivity of the employees. Nowadays
competency mapping is one of the important areas of appraising performance which is generating
value.

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. To understand the meaning oc competency mapping
2. What are the different types of competency
a. Knowledge
26 | P a g e

b.
c.
d.
e.

Skills
Self-concept
Motives
Traits

3. How competency mapping can be linked with corporate strategy

4. To explain the systematic activity of competency: identification of
competency, benchmarking, assessment of competencies, tools for
assessment competency
5. To understand the application of 360 degree feedback
6. To know the importance of assessment centre for competency
assessment
7. To understand the application of assessment centre approach
8.

To identify the gaps in training

WORKSHOP & SEMINAR

Presentation -1 : weightage: 10%; Marks: 100

WEEK 7

JOB RELATED TO PERFROMANCE

Topic Overview
In the context of management we speak about man, material, machine, money
and market. All these words are related to the management whereas PA is
related to a single word job. It is important to undertake a comprehensive
study of the job, job specification, job description, job analysis, job enrichment,
job enlargement, and job evaluation. Developing an organisation creates jobs
which need to be done by staff. Work is an organisation primary function. The
basic work activities may relate to the foll three categories: data, People and
things.

Learning Outcomes

After studying this chapter, the students will learn the following topics:
1.To understand the meaning of Job
2.To explain the concept of:
Job Specification
27 | P a g e

Job
Job
Job
Job
Job
Job
Job
Job
Job
Job
Job
Job

Description
Analysis
Evaluation
Design
Specialisation
Rotation
Loading
security
enlargement
enrichment
sharing
satisfaction

WORKSHOPS and SEMINARS

Guest Lecture
Case Study- 2 and discussion for the same

PREPARE FOR THE PRESENTATION- 2, SCHEDULED

NEXT WEEK for 10%

WEEK 8

APPRAISING PERFROMANCE & COUNSELLING

Topic Overview
The Management Development Plan commonly known as MDP, had been in
existence for some years. This plan comprised manpower planning,
performance appraisal system, counselling, training and development, etc.
Counselling has come as the best tool for bringing improvement in the
performance of the employees. It is an art to be practised. Counselling can be
understood as a discussion on specific problems which have an emotional
angle. Counselling is required for dealing with a variety of problems having
emotional value for the employee an sometime the employee himself. Cannot
come forward for solutions.

28 | P a g e

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. Explain the concept of The Management Development Plan
2. To understand the steps involved in The Management Development Plan
a.
b.
c.
d.
e.

3. To
it.
4. To
5. To
6. To

Manpower Planning
Development of Personal inventories
Annual Performance & potential appraisal system
Training and Development
Counselling

explain the importance o counselling in performance and its impact on

understand the skills required for good an defective counselling
understand the skills required for performance appraisal interview
understand the concept of Exit interviews.
WORKSHOP & SEMINAR

Presentation -2 : weightage: 10%; Marks: 100

READ THE CASE STUDY 3, FOR NEXT
WEEK

WEEK 9

EMOITONAL BIAS IN PERFORMANCE APPRAISALS

Topic Overview
We know there are different systems for managing the performance and every
organisation has its own policies with regard to performance management. The
appraiser needs to be well-conversant with all related aspects of the concept of
appraising performance as adopted by the organisation but at times he fails
due to inadequate knowledge of the practice and its procedure. Some
appraiser does not possess the required skills and due to their lack of
understanding of the rating pattern, they can cause great harm in assessment
of the performance of the subordinate.

Chapter Objectives
29 | P a g e

After studying this chapter, the students will learn the following topics:
1. To understand some common error sin appraisals
2. To explain how emotional bias affect appraisal
3. How to overcome emotional bias
4. To understand the importance of human touch in appraisal
5. To understand and explain the responsibility of an appraiser

WORKSHOP & SEMINAR

Case Study-3 and discussion for the same
Guest Lecture

PREPARE FOR THE PRESENTATION- 3, SCHEDULED NEXT

WEEK for 10%

WEEK 10

COMPENSATION AS AN OFFSHOOT OF PERFROMANCE

Topic Overview
Recent globalisations liberal policies encouraging foreign direct investment
(FDI) in India and the influx of multinational companies are some of the factors
which have brought about a sea change in the concept of wage and salary
administration. Although the traditional understanding of concepts of minimum
wage and living wage from the basis for understanding the concept of
compensation management, now the trend of performance-based salary has
given new meaning to planning and compensation.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
30 | P a g e

1.
2.
3.
4.
5.

To understand the linkage of performance with compensation

what is pay package- a new formula
Explain and understand the wage policy in India:
To understand the concept of wage: minimum wage, fair wage, living wage
To explain different ways of remuneration:
Payment based on Performance
Payment based on Competency
Payment based on Skills
6.To explain the golden rules for compensation
7. How compensation can be linked with performance

WORKSHOP & SEMINAR

Presentation -3 : weightage: 10%; Marks: 100

READ THE CASE STUDY 4, FOR NEXT WEEK

WEEK 11

PERFROMANCE APPRAISALS AT RELAINCE INDUSTRY

Topic Overview
Reliance

Industries

Limited

(RIL) is

an Indian conglomerate holding

company headquartered

in Mumbai, Maharashtra, India. The company operates in five major segments: exploration and
production, refining and marketing, petrochemicals, retail and telecommunications. The group is
present

in

many

business

sectors

across

India

including

petrochemicals,

construction,

communications, energy, health care, science and technology, natural resources, retail, textiles, and
logistics. RIL is the second-largest publicly traded company in India by market capitalisation and is the
second largest company in India by revenue after the state-run Indian Oil Corporation. The company is
ranked No. 99 on the Fortune Global 500 list of the world's biggest corporations, as of 2013.RIL
contributes approximately 14% of India's total exports. We would study the Performance Management

system in Reliance and the appraisal methods used in Reliance industries.

31 | P a g e

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1. To discuss and understand the PMS system in Reliance Industries
2. To understand the PA methods used in Reliance Industries along with its pros
and cons of the appraisal system used.

WORKSHOP & SEMINAR

Case Study-4 and discussion for the same

WEEK 12

PERFROMANCE MANAGEMENT CYCLE AT BAE SYSTEMS

Topic Overview
BAE systems is the premier transatlantic defence and aerospace company
delivering a full range of product and service for air, land and naval forces as
well as advanced electronics, information technology solutions and customer
support services. The organisation has major operations across five continents
and customers in 130 countries. The workforce across the e group is currently
in the region of 90,000, spread across the eight major businesses. Leveraging
per romance and talent across these business streams is therefore
fundamental to future success.

Chapter Objectives
After studying this chapter, the students will learn the following topics:

1.To

32 | P a g e

explain the PMS at BAE systems

Planning performance
Managing performance
Reviewing Performance

3. To explain the Linkage of Performance management to Potential

Rating, Reward, Talent Management and Leadership development
Potential Ratings at BAE systems
Linking performance management to reward at BAE systems
The management resource review BAE systems
Performance centred leadership development
.
WORKSHOP & SEMINARS
Rough Draft of the Project to be shown

FINAL PROJECT SUBMISSION ALONG WITH

PRESENTATION, SCHEDULED NEXT WEEK FOR 20%

WEEK 13

PERFROMANCE MEASUREMNET USING A BALANCE

SCORECARD AT Lloyds TSB

Topic Overview
Lloyds TSB Dispute is a leading UK based financial services group created in
1995 following the merger of the TSB group and the Lloyds Bank group. Lloyds
TSB groups total group assets are over $252 billion; it employs over 71,500
people and has over 15 million customers. Lloyds TSB has adopted a primarily
measurement-based approach to managing performance through the
development of a score balanced scorecard. This organisation story effectively
brings to life some of the impetration issues around balanced scorecard that
we are going to study in this chapter.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1.To understand the introduction of the Balanced scorecard at Lloyds TSB
2. To understand the PM process at Lloyds TSB
33 | P a g e

WORKSHOP & SEMINAR

FINAL SUBMISSION OF THE FINAL PROJECT

ALONG
WITH
THE
PRESENTATION(according
to
the
guidelines given in the handbook)
Marks:100;

Weightage: 20%

WEEK 14

PERFROMANCE APPRAISALS AT GOOGLE

Topic Overview
Google/ is an American multinational corporation specializing in Internet-related services and products.
These include online advertising technologies, search, cloud computing, and software. Most of its
profits are derived from AdWords.. Its mission statement from the outset was "to organize the world's
information and make it universally accessible and useful," and its unofficial slogan was "Don't be evil.

When Google was less than a year old, John Doerr, one of its investors, made a
presentation pitching the company on using a organizational system called
Objectives and Key Results, or OKRs.
The OKR system came from Intel. Google took to OKRs pretty much
immediately and has been using it ever since. OKRs are simple way to create
structure for companies, teams, and individuals.

34 | P a g e

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1.
2.
3.
4.
5.

To understand the concept of Objectives and Key Results (OKR)

To explain the elements of OKR
For better understanding to see an example of OKR
To understand how to grade the OKR
Finally to explain the benefits of using OKR method of appraisal
WORKSHOP & SEMINAR
Guest Lecture/Industrial Visit

READ THE CASE STUDY 5, FOR NEXT WEEK

PREPARE FFRO CLASS TEST SCHEDULED FOR NEXT WEEK OF 10%

WEEK 15

PERFROMANCE APPRAISALS AT DR. REDDYS LABORATORIES

Topic Overview
Dr. Reddy's Laboratories Ltd, is a pharmaceutical company based in Hyderabad, Telangana, India.
The company was founded by Anji Reddy, who had previously worked in the mentor institute, Indian
Drugs and Pharmaceuticals Limited, of Hyderabad, India. Dr. Reddy's manufactures and markets a
wide range of pharmaceuticals in India and overseas. The company has over 190 medications,
60 active pharmaceutical ingredients (APIs) for drug manufacture, diagnostic kits, critical care,
and biotechnology products.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1.To study and understand the PM system in Dr. Reddys Laboratories
2. To explain the importance and drawbacks of the PMS in Dr. Reddys
Laboratories
35 | P a g e

WORKSHOP & SEMINAR

Class Test
Marks:100 ;
Weightage: 10%;
Syllabus: week 1 to week 10

WEEK 16

DESIGNING PERROMANCE APPRAISAL OF A COMPANY

Topic Overview
Most employees are very interested in knowing how well they are doing at
present and how they can do better in future. They want this information to
improve their performance in order to get promotions and merit pay. Proper
performance feedback can improve the employees future performance. It also
gives him satisfaction and motivation. Globalisation performance appraisal
information is used to find out whether an employee requires additional
training and development. PA helps manger to find out whether he needs
additional training for improving his current job performance

Chapter Objectives
After studying this chapter, the students will learn the following topics
1. To design an performance appraisal of any company
2. To understand its pros and cons

36 | P a g e

WORKSHOP & SEMINAR

Revision and discussion of queries related to the
topic

NEXT WEEK FINAL EXAMS, GET READY, BEST OF

LUCK

37 | P a g e

Suggested Format for BBA Project (20 Marks) (Hard Bound)

FORMAT OF THE PROJECT REPORT

Format
1.

The final report should be written and compiled in the following the sequence:

(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
(k)
(l)

Title Page
Certificate (s)
Acknowledgements
Executive Summary
Contents
List of Tables
List of Figures
List of Symbols
List of Abbreviations
Body of the Project Report (As per Appendix B)
References/Bibliography
Appendices

Title Page
2.

The format of the title page is attached

Certificate
3.
The format of the certificate is attached . A certificate of the organisation where the
student has conducted the project may also be attached separately after the Institutes certificate.
Acknowledgements
4.
In the Acknowledgements page, the writer recognises his indebtedness for guidance
and assistance by the faculty guide and any other member (s). Courtesy demands that he/she also
recognises specific contributions by other persons or institutions such as libraries and research
foundations. Acknowledgements should be expressed simply, tastefully, and tactfully duly
signed above the name.
Executive Summary
Executive Summary is a brief or condensed summary of the project for higher-level
management positions. It should be about 3-4 pages in length. It should comprise company
38 | P a g e

profile, objectives & scope of the project, methodology and tools used, results, limitations, and
directions for future development, if any.
Contents & List of Tables/Figures/Symbols/Abbreviation
6.

The format of Contents and list of Tables/Figures/Symbols is attached .

Body of the Project Report: Guidelines for Project Report/Dissertation Writing

7.
The guidelines for writing the Project Report (methodology) are detailed . Following
aspects must be adhere to:
(a)
Page Size: Good quality white A4 size executive bond paper should be used for
typing and duplication.
(b)
Chapter Numbering: The chapters are to be numbered as Chapter-1, Chapter-2
etc. The heading/title of the chapter is to appear below the chapter number in uppercase.
(c)

Page Specifications:
(i)
(ii)
(iii)
(iv)

Left Margin
Right Margin
Top Margin
Bottom Margin

: 1.25 inch
: 1.25 inch
: 1 inch
: 1 inch

(d)
Page Numbers: All text pages starting from Body of the Project Report should
be numbered at the bottom center of the pages.
(e)

Normal Body Text:

(i)
(ii)
(iii)

Font Size: 12, Times New Roman, Double Spacing, Single Side Writing.
Paragraphs Heading Font Size: 12, Times New Roman.
Page/Title Font Size: 14

(f)
Structure of Final Report: A project report should be covered between 50 to 60
typed pages in double space about 10,000 words (excluding Appendices and
Bibliography) on A4 size paper with 12 font size. 10 % variation is permissible.
(g)

(h)

Table and Figure Number: Table and figure numbers are to be written at the
bottom of the table/ figure as given below:
(i)
Table No-1: Number of Employees in Organisation ABC
(ii)
Figure No-1: Sales Figures of RO Water Purifier 2002-2006
Binding & Color Code of the Report:
(i)
(iii)

39 | P a g e

Hard Bound Report(ii)

Letters in Gold

Background of the cover page - BLACK

References/Bibliography
8.
Secondary sources should be duly acknowledged. When accessing online sources, care
should be taken to mention the entire link, and not merely the website, in addition to date of
access. Examples are given below:
1. D.L. Carney, J.I. Cochran, The 5ESS Switching System: Architectural Overview,
AT&T Technical Journal, vol. 64, no. 6, July-August 1985, pp. 1339-1356.
2. A. Stevens, C++ Database Development, MIS Press, New York, 1992, p. 34.
3. In Encyclopedia Britannica. from http://search.eb.com, accessed on (date) and (time).
4. Give full link of the webpage, (example www.google.com is not accepted).
Appendices
9.
The appendices are to be attached at the end of the report and to be numbered as
Appendix-A, Appendix-B
etc. right justified at the top of the page. Below the word
Appendix write in parenthesis Refer Para No . The para number should be the number in the
body of text where the reference of appendix is given. An appendix may have annexure (s). The
annexures, if any, are to be attached immediately after the said appendix. The annexures are to
be numbered as Annexure-I, Annexure-II etc.

40 | P a g e

SAMPLE
EXAMPLE
OF
PROJECT

41 | P a g e

FACTORS INFLUENCING CONSUMER DEMAND FOR

GENERIC DRUGS IN DASMARINAS, CAVITE

A Project Report
Presented to the Faculty of the
School of Hospitality & Management
AURO University
Surat

In Partial Fulfilment
of the Requirements for the Degree of
Bachelor of Business Administration

Submitted by:
SHRADDHA GAMBHIR
Submitted to:
Ms. JYOTI CHANDWANI
March 2013

42 | P a g e

CERTIFICATE (any company if any)

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY
FORMAT FOR CONTENTS & LIST OF TABLES/FIGURES/ SYMBOLS

CONTENTS
S No
Topic
pg
1
Certificate (s)
2
Acknowledgements
3
Executive Summary
4
List of Tables
5
List of Figures
6
List of Symbols
7
List of Abbreviations
8
Chapter-1: Introduction
9
Chapter-2: Theoretical Framework & Research Methodology
1
Chapter-3: Data Analysis & Interpretation
10
Chapter-4: Summary and Conclusions
1
References/Bibliography
21
Appendices
3
FORMAT FOR LIST OF TABLES/FIGURES/ SYMBOLS/ABBREVIATIONS
LIST OF TABLES
Table No
1
2

Title
Number of Employees in Organisation ABC

Page No

LIST OF FIGURES
Figure No
43 | P a g e

Title

Page No

L
I

I
S

1
2

Sales Figures of RO Water Purifier 2002-2006

LIST OF SYMBOLS

1
2

44 | P a g e

S
@
No

Symbol

Nomenclature & Meaning

Sigma (Summation)
At the rate

AURO UNIVERSITY of Hospitality & Management

LIST OF ABBREVIATIONS
S No
1
2

Abbreviated Name
CRM
EPS

Full Name
Customer Relationship Management
Earning Per Share

Chapter 1: Introduction
ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

Profile Organisation/Company: Briefly explain the nature of the organisation and its
business. It should include type of industry & business in which the company is operating,
its vision & mission, geographical & functional area of operation, size of organisation
& its structure, turnover, market share & position of the company in the industry,
product range, present leadership, strengths & weaknesses, if any.
Objectives of Study: It should be pragmatic and consistent with the title of the study and
achievable during the course of study within the prescribed schedule. Students are advised to
develop the objectives in consultation with their respective guides. The objectives must start
with action oriented verbs. A sample of objectives is given below as example:
(a)
To study the growth of sales of RO Water
Purifiers.
(b) To compare the market share of branded and local manufacturers of RO
Water
Purifier.
Scope of Study: The scope of study should clearly mention the activities that are actually
performed in the study. It should include the period of study, the functional area (HR,
Finance and Marketing) and volume of work carried out in the study. With reference to above
objectives, the scope of study could be as follows (note this is suggestive and not exhaustive):
(a)
To collect and analyse the sales data of RO Water Purifiers in Delhi region of
last five years. For this purpose secondary data from the published sources and the
dealers is collected.
(b)
To carry out market survey of customer perception for the use of RO Water
Purifier. For this purpose the geographical area selected is Dwarka locality. Data is
collected through a questionnaire that is attached as Appendix A.

Chapter 2: Theoretical Framework & Research

Methodology

ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

Methodology: The methodology is to be explained in two parts

viz.,
(a)
Theoretical Description: A brief theoretical description of concepts, tools and
techniques used in project along with definition of key words and formulae etc. should
be included.
(b)
Methodology used for Data Collection: In case a student uses primary
data, a questionnaire must be prepared and it has to be made part of the project
report. The questionnaire should be consistent with the objectives and the scope of the
study and duly vetted by the respective guide. The questionnaire should be
designed in a simple language so that the targeted population must understand and
able to respond effectively. Sampling technique and the sample size should be
selected according to the problem under study. The justification for selecting
particular sampling technique must be given. In case of secondary data, it should be
collected according to objectives and scope of the study. Proper references of sources
of data must be compiled and mentioned against each data used in the study in the
following manner (with reference to above example):
(i)
The sales data of Forbes & Kent brands of RO Water Purifier is
collected from their Annual Financial Statements for the period 2002-2006.
(c)
Methodology used for Data Analysis: In this part the students should explain
the concepts, tools and techniques used for data analysis. The rational and justification
for using a particular tool and technique should be explained. For example if a student
uses Standard Deviation as a statistical tool, he should explain the concept of Standard
Deviation and its relevance to the study along with its formula.

Chapter 3: Data analysis & Interpretation

This chapter is the most important part of the study, wherein students are required to apply
established theoretical concepts, tools and techniques (discussed in Chapter-I) to the data
presented in Chapter-II and draw inferences. Students are required to discuss rational and
logic for drawing inferences. For each inference, proper linkages are to be established either
ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

with the data analysed in Chapter-II or with the calculation (s) to be included in this Chapter.
Wherever, calculations are to be carried out, it must be provided before drawing any
inference. The inferences are to be presented in narrative form from each data set along with
any limitation (s) due to data insufficiency, if any.

Chapter 4: Summary & Conclusions

This Chapter should comprise the following:
(a)
Results of the Study: These are to be presented and supported by facts &
figures in narrative form and be culled out from the Chapter-III. The sequence of the
results must be consistent with the objectives of the study mentioned in Chapter-I.
Also, mention the achievement of objectives or otherwise.
(b)
Limitations: The limitations could be mentioned in terms of data
insufficiency, time & expertise constraints etc.
(c)
Suggestions & Scope for further Study: Any scope for extension of the
study to new geographical areas, segments, time with larger data, is to be mentioned
under this heading.

BIBLIOGRAPHY
GENERAL GUIDE TO FORMATTING A BIBLIOGRAPHY

For a book:
ORGANISATIONAL BEHAVIOUR

Page 48

AURO UNIVERSITY of Hospitality & Management

Author (last name first). Title of the book. City: Publisher, Date of publication.
EXAMPLE:
Dahl, Roald. The BFG. New York: Farrar, Straus and Giroux, 1982.

For an encyclopaedia:
Encyclopaedia Title, Edition Date. Volume Number, "Article Title," page
numbers.
EXAMPLE:
The Encyclopaedia Britannica, 1997. Volume 7, "Gorillas," pp. 50-51

For a magazine:
Author (last name first), "Article Title." Name of magazine. Volume number,
(Date): page numbers.
EXAMPLE:
Jordan, Jennifer, "Filming at the Top of the World." Museum of Science
Magazine. Volume 47, No. 1, (Winter 1998): p. 11.

For a newspaper:
Author (last name first), "Article Title." Name of newspaper, city, state of
publication. (date): edition if available, section, page number(s).

ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

EXAMPLE:
Powers, Ann, "New Tune for the Material Girl." The New York Times, New
York, NY. (3/1/98): Atlantic Region, Section 2, p. 34.

For a person:
Full name (last name first). Occupation. Date of interview.
EXAMPLE:
Smeckleburg, Sweets. Bus driver. April 1, 1996.

For a film:
Title, Director, Distributor, Year.
EXAMPLE:
Braveheart, Dir. Mel Gibson, Icon Productions, 1995

CD-ROM:
Disc title: Version, Date. "Article title," pages if given. Publisher.
EXAMPLE:
Compton's Multimedia Encyclopaedia: Macintosh version, 1995. "Civil rights
movement," p.3. Compton's News media

Magazine article:
ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

Author (last name first). "Article title." Name of magazine (type of medium).
Volume number, (Date): page numbers. If available: publisher of medium,
version, date of issue.
EXAMPLE:
Rollins, Fred. "Snowboard Madness." Sports Stuff (CD-ROM). Number 15,
(February 1997): pp. 15-19. SIRS, Mac version, Winter 1997.

Newspaper article:
Author (last name first). "Article title." Name of newspaper (Type of
medium), city and state of publication. (Date): If available: Edition, section
and page number(s). If available: publisher of medium, version, date of
issue.
EXAMPLE:
Stevenson, Rhoda. "Nerve Sells." Community News (CD-ROM), Nassau, NY.
(Feb 1996): pp. A4-5. SIRS, Mac. version, Spring 1996.

Online Resources
Internet:
Author of message, (Date). Subject of message. Electronic conference or
bulletin board (Online). Available e-mail: LISTSERV@ e-mail address
EXAMPLE:
Ellen Block, (September 15, 1995). New Winners. Teen Booklist (Online).
Helen Smith@wellington.com

ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

World Wide Web:

URL (Uniform Resource Locator or WWW address). author (or item's name, if
mentioned), date.
EXAMPLE: (Boston Globe's www address)
http://www.boston.com. Today's News,
August 1, 1996.
Following are very popular style for creating Bibliography
1.
2.
3.
4.
5.
6.

APA Style (American Psychological Association)

Chicago Manual of Style / Turabian Style
CGOS Style - Columbia Guide to Online Style
CBE Style -Council of Biology Editors
Harvard Style
MLA Style (Modern Language Association)

APPENDIXES

Pattern of End Term Exam

Duration: 2 hours

Marks =80;

Weightage 40%

SECTION A
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AURO UNIVERSITY of Hospitality & Management

Q1.
Attempt any Four Questions
60 Marks

15 * 4=

1.
2.
3.
4.
5.
6.

Section B
Q1. Write short notes on any Four of the following:
Marks

5 * 2 = 10

1.
2.
3.

SECTION C
Attempt any 1 case study out of the given 2 case study
10 Marks

1.
2.

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