Executive Summary

Most organizations have a performance appraisal program that has evolved over time and is likely not meeting
the needs of employees and managers. Managing human resources in today‟s dynamic environment is
becoming more and more complex as well as important. Recognition of people as a valuable resource in the
organization has led to increases trends in employee maintenance, job security, etc. Our Report deals with
“Performance Management &Appraisal as carried out at BISLERI”. In this report, we have studied &evaluated
the performance appraisal process as it is carried out in the company.

The first section of our report deals with a detailed company profile. It includes the company‟s history: its
activities and operations, organizational structure, etc. this section attempts to give detailed information about
the company and the nature of its functioning.

The second section deals with performance appraisal and. In this section, a brief conceptual explanation to
performance appraisal is given. It contains the definition, process and significance of performance appraisal.

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 OBJECTIVE OF THE STUDY

 To know about the employee performance appraisal process of the Bisleri International Pvt Ltd.
 To know the objective of the performance appraisal of Bisleri International Pvt Ltd.
 To identify the appraisal method of Bisleri International Pvt Ltd.
 To know the opinion of the employee regarding and appraisal program of Bisleri International Pvt Ltd.
 To identify the problems of performance appraisal process of Bisleri International Pvt Ltd.
 To suggest some possible recommendations to overcome the problem relating to performance appraisal
of Bisleri International Pvt Ltd.

LIMITATIONS OF THE STUDY

 Limitation of the report of this organization policy is not disclosing some data and information for
obvious reason, which could be very much useful.
 It requires lot of assistance from all level officers and staff but as an organization the officer was busy in
doing their works.
 It was very difficult to collect data, which is very essential.
 Every organization has their own secrecy that is not revealed to others. Some desired information could
not be collected due to confidentially of business.

 Lockdown period was also a constraint for the study as the data could not be collected as needed for the
study.

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 ABOUT COMPANY
A symbol of goodness, trust and purity, Bisleri has been a household name for decades. A leader in its category,
it is the most trusted brand of mineral water in India. Having a strong presence, with 125 operational plants (13
owned) and a strong distribution network of 3000 Distributors & 5000 Distribution trucks across India &
neighbouring countries, Bisleri stands true to its promise of providing safe, pure & healthy mineral water to
consumers for the last 50 years.

A BISLERI FOR EVERYONE AND EVERY OCCASION

Our promise of goodness comes in multiple sizes that are just right for your various occasions. Bisleri 250 ML
& Rockstar 300 ML are perfect companions for party, lunch boxes and entertaining your guests. Bisleri 500 ML
bottle is the perfect choice when you don‟t want to share. Bisleri 1 L and 2 L keeps you and your family going
for the day and quenches thirst on the go. Easy to pour 5 L jar is your trusted partner on a weekend getaway and
our classic Bisleri 20 L jar ensures that you have pure, safe and healthy drinking water available at home all the
time.

VISION
Our vision is to be the dominant player in the branded water business. We must expand and be a leader in the
premium beverage category.

MISSION
We must have world class quality, at the lowest production and distribution cost. This will make us an
unbeatable leader, and we will have satisfied loyal customers

VALUES
Bisleri believes in Integrity, Teamwork, Cooperation, Quality, Passion, Openness and Transparency.

3
 RAMESH J CHAUHAN (Chairman)
Futuristic outlook, indomitable will, fiery instinct and a burning
passion was all that Mr. Ramesh Chauhan had when he returned
home at the age of 22 post graduating from the Massachusetts
Institute of Technology. Mr. Chauhan, the man behind the most
popular Mineral water brand "Bisleri" was born on 17th June,
1940, to Mr. Jayantilal and Mrs. Jaya Chauhan at Purandhare
hospital in Mumbai, India. RJC, as he is called by his friends,
holds a double major in Mechanical Engineering and Business
Management.

Known for always being ahead of his time, at the age of 27, RJC
took the bold step of introducing bottled mineral water to the
Indian Market, at a time when buying it was unheard of. Parle
Exports bought Bisleri from an Italian entrepreneur in the year
1969 and began to sell mineral water in India. With a career
spanning of around 52 years, Mr. Chauhan's leadership and
vision has made Bisleri a brand name synonymous with mineral
water, a household name, and the leader in the industry. So
naturally, "When you think mineral water, you think Bisleri".
.

JAYANTI CHAUHAN
Ms. Jayanti Chauhan , the daughter of Mr. Ramesh J Chauhan
(Chairman, Bisleri International Pvt Ltd.) spent most of her
childhood in Delhi.

Upon completing high school, Jayanti joined the Fashion Institute

of Design and Merchandising (FIDM), Los Angeles to study
Product Development, post which, she went on to pursue Fashion
Styling at the Instituto Marangoni Milano. She also holds
qualifications in Fashion Styling and Photography from the
London College of Fashion. Ms. Chauhan has been an intern at
various leading fashion houses and also holds a degree in Arabic
from the SOAS, University of London.

JRC, as she is popularly known, embarked on her Bisleri journey

at the age of 24, under the guidance of her father. She took charge
of the Delhi office, where she started off at grass root level, and
also took up the challenge of renovating the factory and bringing
about automation of various processes. Ms. Chauhan has also
restructured departments such as HR, Sales and marketing, so as
to build stronger teams. She took charge of the Mumbai office in
2011. With the extensive global exposure and cross category
experience, Jayanti brings in a fresh perspective to the business.

4
 ANGELO GEORGE
CEO
Angelo George is the CEO of Bisleri International. He joined
Bisleri in June 2019. Angelo has over 3 decades of experience
with leading companies in FMCG, Consumer Durables &
Pharmaceutical industries.

He started his career with Boehringer - knoll, leaders in

Cardiac & Diabetes research. Later Angelo worked with
Hindustan Unilever in different capacities in Sales & Trade
Marketing over 2 decades and contributed significantly in
developing channel strategy for the organisation. He led
projects to gather insights on shopper behaviour & channel
potential and launched programs like „Vijeta‟ and the „Super
value store‟. He was a recipient of the „Unilever CAME
Innovations Award‟ for his contributions.

RAJENDER KUMAR GARG

Director
Mr. Rajender Kumar Garg is Director Technical and quality in
Bisleri International Pvt Ltd. He has completed his education
from Ghaziabad. He is post graduate in Commerce and having
bachelor Degree in Law. He has a total work experience of 38
years, out of which he is associated with Parle group for 30
years. In Bisleri he invested his valuable 18 years learning and
guiding us all. He is passionate about work and a keen learner. A
Strong believer in Systems and use of technology and updating it
with the time.

He is ambitious, has a positive attitude, committed, self -

motivator and a solution seeker. He introduced a transparent,
vibrant and performance-driven culture.

Under his leadership, Bisleri attained highest market share in

Delhi, U.P., Haryana and Punjab.

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BISLERI PRODUCTS

Bisleri 20 Litre jar is idle for Bisleri 10 Litre jar is idle for small Bisleri 5 Litre jar is
home and office use and is family and small parties and is specifically designed for
great value for money. great value for money. easy and spill free pouring.

Bisleri 2 Litre pack is Bisleri 1 Litre pack is ideal Bisleri 500 Ml pack is ideal
specifically designed for for groups or individuals and for conferences, banquet
small groups and its long can handy for day long halls and events at home or
lasting choice for short trips. consumption.. office.

.Bisleri 300 ML .Bisleri 200 ML

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BISLERI LABELS IN REGIONAL LANGUAGES
Bisleri launched labels in regional languages across India in 2017, the first in this category to do so. India being
a multilingual country, people prefer communication in their local language too. Hence, the move aimed to
connect with the local people in different markets and help them to identify and relate to the brand in languages
they understand. It would also help consumers to recognize the genuine Bisleri bottle and avoid buying
counterfeit products or products which spell differently but look the same. Labels were released in several local
languages like Hindi, Marathi, Gujarati, Punjabi, Tamil, Telugu, Assamese, Malayalam, Kannada, Bengali, and
Oriya across different SKUs.

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Beliefs of HR Department of Bisleri
WHY BISLERI?
We believe in providing exciting opportunities for our people who will in turn add value to our business. We
believe that our people are our greatest assets and that building their capabilities will help us grow our
organization. We provide a platform for our people to innovate, accelerate and drive our business with passion
and excellence.

EMPOWERMENT
We empower and inspire our people
Leadership is about enabling and empowering people. For us, empowerment forms the basis of our leadership
philosophy and we believe in creating a culture that respects and empowers our people.

INNOVATION
We believe in innovations and continuous improvements
We believe that investing in innovation is a long term responsibility to ensure continuous improvement in what
we are doing. Innovation forms the heart of Bisleri‟s operations, and is the key factor which is revolutionizing
the value chain in our business.

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LEARNING & GROWTH
We believe in continuous learning
At Bisleri, our strong values form the very foundation of learning. We constantly help build our employees to
meet future challenges. We are dedicated to building a strong pipeline of leaders through seamless learning that
will help them deliver extraordinary results.

DIVERSITY
We believe in diversity
We believe in diversity of gender, age, culture and recognize that different people bring different perspectives,
ideas and knowledge and together are the strength of our organization.

9
 PERFORMANCE MANAGEMENT SYSTEM AT BISLERI
INTERNATIONAL PVT LTD.

Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth
of an employee. The focus of the performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to measure what an employee does.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze one‟s
achievement and evaluated its contribution toward achievement of overall organizational goals. By focusing the
attention on performance, performance appraisal goes to the heats of personnel management and reflects the
management‟s interest in the progress of employees.

People differ in their abilities and aptitudes. There is always some difference between quality and quantity of
the same work on the same job being done by two different people. Therefore performance management and
performance appraisal is necessary to understand each employee‟s abilities, competencies, relative merit and
worth for the organization.

Performance Appraisal rates the employees in terms of their performance. Performance appraisal takes into
account the past performance of the employees and focuses on the improvement of the future performance of
employees.

Objective of Performance Appraisal

 To review the performance of employees over a given period of time.
 To judge the gap between the actual and desired performance.
 To help the management in exercising organizational control.
 Helps to strengthen the relationship and communication between supervisor-subordinates and
management- employees.

To diagnose the strengths and weakness of the individual so as to identify the training and development needs
of the future.
 To provide the feedback to employees regarding their past performance. Provide information to assist in
the other personal information in the organization.
 Provide clarity of the expectation and responsibilities of the functions to be performed by the employees.

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  To judge the effectiveness of the other human resource function of the organization such as recruitment,
selection, training and development.
 To reduce the grievance of the employees.

If employee‟s development is required for performance improvement then solving these performance problems
should be straight forward with clear understanding of root causes. Possible approaches include charging the
work environment, better prioritization of conflicting priorities, time off, additional training, shadow or buddy
system, mentoring or coaching, changing team environment or set objective and so on.

Performance Management
The process that consolidates goal setting, performance appraisal, and development into a single common
system, the aim of which is to ensure that employees are working toward organizational strategic goals.

The Performance Management Process of Bisleri International Pvt limited

There are five basic types of management process in a organization and there are

 Set companies and to terms and individuals strategic goals

 Assign goal to departments, terms and individuals
 Continuously asses goal attainment
 Report goal attainment to management and to terms and individuals
 Take corrective actions as required in real time
 Set companies and to terms and individuals strategic goals

Setting goals can help you evaluate the goals you wish to set. Think about whether they are realistic. You
should write down your goals in your business plan to help keep you on track to achieve them. In Bisleri
International Pvt Limited at 1st that set their goals and then notify which terms will be applicable to reach that
goal and then start the work of individuals towards its goal.

 Assign goal to departments, terms and individuals

When you ask your employees to write their goals, teach them to create S.M.A.R.T. goals that support your
own goals for the same period. S.M.A.R.T. goal is defined as one that is specific, measurable, achievable,
results-focused, and time- bound. Bisleri International Pvt Limited at first assigns the goals in teams,
individual and department. Those who are very strong they assigned by individual work and those who are

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 weak they will assign in the teams or group or they can help in the department for helping others to attain
goal.

 Continuously asses goal attainment

Traditionally, an organization‟s effectiveness has been defined in terms of attaining goals. The more
efficiently and effectively an organization can achieve its goals, the more successful it is according to this
approach. Quite often, the bottom-line goals of organizations are focused on profitability. One way to look
at the success of organizations is to assess their size relative to competitors. This type of measurement is
usually done by looking first at annual revenues, the sum total of all products or services sold to customers.
It does not consider the political or power-control nature of organizations and how they choose goals.
Financial Goals is a way to look at the success of organizations is to assess their size relative to competitors.
This type of measurement is usually done by looking first at annual revenues, the sum. Bisleri International
Pvt limited continuously asses that how much goal they achieve and they keep the note of their goal
attainment and from that take inspiration.

 Report goal attainment to management and to terms and individuals

A goal attainment report allows your group to look back and check its progress. ... Maybe the goal
attainment report will reveal the fact that your group has met all of its goals on time and with flying. On the
other hand, this site offers an overview and example of goal attainment scaling along with an evaluation
guide. In BISLERI, they report goals for future progress but they focus on present work more than future.

 Take corrective actions as required in real time

Corrective and preventive action is improvements to an organization's processes taken to eliminate causes
of non-conformities or other undesirable situations. It is usually a set of actions that laws or regulations
require an organization to take in manufacturing, documentation, procedures, or systems to rectify and
eliminate. Bisleri International Pvt Limited follow-up the report they keep and whenever they saw any
wrong information that time they correct that data instantly in the exact time.

Who should do the apprising?

Appraisal by the immediate supervisor is still the heart of mot appraisal cases. There are some appraisal through
which company does their appraising and the appraisals which are related to Bisleri International Pvt Limited is
given bellow-

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Peers Appraisal
Peer appraisal may be reliable if the work group is stable over a reasonably long period of time and perform

tasks that require integration. The Peers and teammates of Bisleri International Pvt Limited provide a unique

perspective on performance that's why they think peer appraisal is effective. While managers are best able to

assess a individual's outcomes and results, peers provide insight into an individual's interpersonal interactions

and skills.

Appraisal by Subordinate:
The concept of having superiors rated by subordinates is maintained by Bisleri International Pvt limited and
they agree that appraising their managers usually for development rather than for pay purpose. Such a novel
method can be useful in other organizational settings too provided the relationship between superiors and
subordinates are coordinal.

Self-Appraisal:
In BISLERI individuals understand the objective they are expected to achieve and the standard by which they
are to be evaluated, they are to a great extend in the best position to appraise their own performance. Because
for self rating they can evaluate their ability in Bisleri International Pvt Limited.

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 BACKGROUND OF STUDY

Meaning of Performance Appraisal:

Appraisal means evaluation about the worth of an object or person and performance appraisal means evaluation
of employees‟ worth in terms of organisational performance. Judgment of employees‟ performance at work can
be done formally and informally. Informally, superiors continuously judge the performance of employees on a
subjective basis. It may have an element of bias towards employees.

Informal evaluation, however, is not enough to arrive at realistic and correct assessment of the worth of
employees in absolute or relative terms. The ultimate goal of evaluation programme is to make the employees
more valuable to the company.

A proper evaluation and appraisal system can be valuable to the company. For this, performance evaluation
programme should involve the study of employees (their habits, aptitude and skills) and their work record
(efforts and accomplishments).

In the organisational context, performance appraisal is done in a more formal way through formal appraisal
techniques which are objective in nature. Objective appraisal aims at systematic and accurate measurement free
of bias and prejudice.

Performance appraisal is, thus, more of a formal exercise where managers evaluate the employees, in terms of
their contribution towards organizational objectives. It evaluates their strengths and weaknesses in terms of
attributes and behaviours to meet the organisational objectives. It appraises the performance of employees on
continuous or intermittent basis and provides them feedback about their performance

“Performance appraisal is the process of defining expectations for employee‟s performance; measuring,
evaluating and recording employee performance relative to those expectations; and providing feedback to the
employee.”

Evaluating employees is a complex task because they perform a variety of activities and apply different skills in
different work situations. They exhibit different personal qualities in different work areas. It is, thus, important
that organizations have a sound monitoring system or performance appraisal system to evaluate their work
performance.

Performance appraisal system involves setting performance standards and comparing actual performance with
the standards to know the extent to which employees have contributed towards corporate profits. “It is a process
whereby managers and their subordinates share understanding about what has to be accomplished, and the

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manager will naturally be concerned about how best to bring about those accomplishments by adept
management and development of people in the short and long terms.”

It also helps in:

(i) Developing inter-personal relationships between manager and his team.

(ii) Motivating employees to achieve their targets.

(iii) Identifying the need for training the workforce.

(iv) Improving use of working tools like demonstration, material, working documents etc.

(v) Determining and re-allocating employees‟ territories and work assignments.

(vi)Determining sound compensation and incentives plans for the employees.

2. Objectives of Performance Appraisal:

Performance appraisal has the following objectives:
1. Appraisal is a judgment which requires definite standards. Actual performance is compared with
standards and goals. Such standards should be worked out by organisations and conveyed to all the employees,
otherwise, judgment will be one way only. In a sound appraisal system, goal setting must be high; and
accordingly high performance is expected.

Goal setting must be a mutual process and appraisal system should be transparent and known to employees. If
there is no system of appraisal, superiors will waste time in making decisions. Also, in absence of specific
knowledge, they will depend upon chance. To avoid this situation, there should be high goals and high
performance appraisal system.

2. To judge means to apply a set of values. Value judgments without clear, sharp and public standards are
irrational and arbitrary. Such judgment or appraisal will demotivate the manager and subordinates. It should,
thus, be based on sound and objective appraisal standards.

3. Performance appraisal depends on “Merit Rating”. Merit rating refers to what the employee is.
Performance appraisal refers to what the employee does. Appraisal records what is done by the employee. Merit
rating gives information about “Potential”, “Personality” and “Promise” but appraisal tells about performance.
It, thus, helps in deciding employees worthy of promotion or transfer to work areas that meet their skills and
capabilities.

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4. Standards consider what work was assigned, what resources were granted and what promises were given
regarding salary/rewards. They, thus, provide a measure of evaluation.

5. One can only build in strength. One can only achieve by doing. One cannot achieve anything with what one
does not do. Appraisal must, therefore, aim at bringing out what a man can do. Only when a man‟s strengths are
known and understood, it makes some sense. Weaknesses, by themselves, are of no interest.

Appraisal should refer to knowing more, doing better and behaving differently. If these three things are
accomplished, the manager will be better, stronger and effective in managing people.

6. Appraisal should be an integral part of the system of managing. It is an essential element in the whole
system of managing and in the sub-system of managerial staffing. Knowing how well a manager plans,
organises, staffs, directs, leads and controls is the only way to assure that those occupying managerial positions
are actually managing effectively. If a business is to reach its goals effectively and efficiently, there should be
ways of accurately measuring and implementing management performance.

7. It is human tendency to recall only the latest events or achievements. Similarly only latest failures are
remembered. Appraisals should cover some specific periods where an employee was involved fully, or even in
his absence, how the deputy was doing, to what extent there was delegation of authority and responsibility. It
should reflect a whole picture so that corrective measures can be taken.

8. It provides feedback to employees about their performance. Feedback helps in overcoming deficiencies in
the work, promoting performance and relating his work to organisational objectives.It helps in designing
personal improvement plans to overcome the weaknesses of employees on the job and devising training and
development programmes to strengthen their capabilities.

3. Merit Rating and Performance Appraisal:

Performance appraisal is an extension of merit rating. Merit rating emphasises on personal attributes of a person
regarding what the person is. It determines qualification and skills of a person on the job to identify his chances
for promotion, demotion or transfer.

It is more of a one-to-one comparison amongst people based on rating scales. Each employee is rated in
comparison to others. Superiors communicate the rating to employees which helps in determining the wage
structure. A higher wage rate is determined for those who stand high on merit and vice-versa.

Rather than merely rating employees to determine their wage structure, performance appraisal aims at overall
appraisal of performance in terms of what he does in order to promote his performance on the job and develop
him to exploit his future potential.

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While initially, appraisal was in the form of merit rating only (based on personal attributes), it developed to a
much larger area where factors like performance, behaviour, skills etc. are also taken into consideration. There
are mutual goal-setting processes, comparison and conformance of actual performance to standard performance
targets and promoting desirable behaviour in line with organisational objectives.

Merit rating, thus, refers to what a person is and performance appraisal refers to what the employee does with
his merit skills. Merit rating identifies the potential of a person and performance appraisal appraises the extent
to which the potential has been exploited to convert it into performance.

4. Importance of Performance Appraisal:

Evaluating employees is a complex task as they perform a variety of activities. Different situations demand
different types of skills. There is also difference in degree of personal qualities. Performance evaluation consists
of setting performance standards, both qualitative and quantitative to measure actual performance and judge the
employees in terms of their contribution to objectives.

The key concept is productivity which means contribution to profits and sales. Productivity should be greater
than the cost incurred by the company on their work efforts. Managers should “make the events happen” and
not “let the events happen”. Every management activity has to be planned, otherwise it will be left to chance.
Managers cannot rely on chance element.

The following reasons explain the need for making appraisals:

1. To know the quality of managers:
Every organisation sets high goals and objectives for which it needs competent managers. When an employee is
recruited, he appears to be very promising and enthusiastic. He is called “a potential candidate”. This potential
has to be converted into performance. Just to have potential is theory, but converting it into performance is
practice.

If a candidate is theoretically strong but weak in execution, the organisation may not get a competent manager.
Hence, the foremost advantage of appraisals is that the organisation gets to know the level of competence of
managers. It enables the managers to know „where we are‟ and „where we would like to go‟. If an executive has
proved his potential, the organisation can focus on it and en-cash his best merit points.

2. To put right man on the right job:

Every position has a job design or description. There should be a man to fit the position. There must be right
man for the right job. This is possible by an appraisal method. What will happen if the organisation gets a
wrong man?

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For example, in the design department, there is a wonderful design engineer. He is expert in making designs,
and is well versed with his work. Over a period, he attains specialisation in his work. He is now senior most in
the department. The organisation is in need of a dynamic person to head the design department.

This design engineer does not have managerial skills. However, he is a competent engineer. If he is promoted as
Head of design department, when he is not competent, what will be the result? The organisation will miss a
good designer and get a bad manager to head the department. Hence, appraisal helps in getting right man for the
right job.

3. To re-structure the organisation:

Basic advantage of appraisals is to know the innermost merit point of every employee. With the help of
appraisal system, it is possible to rotate executives in a scientific way. The advantage of job rotation is that the
organisation gets a good General Manager. Every organisation has a chart.

There are slots in the organisation which should be filled by the most competent person. When this is known, it
would be possible to re-structure the organisation. Organisations today are flexible and dynamic. There is need
to re-structure the organisations and have changing roles for the managers. This is possible only through
competent appraisal systems.

4. To give feedback to employees:

Appraisal is a good tool for communication. When managers talk to employees about their achievements or
failures, they take help of appraisals. In appraisals, there are objective facts and goals which are set jointly.
Thus, it becomes easy for managers to convince employees and give them feedback on inputs and outputs.

In some organisations, appraisals are signed by both boss and subordinates so that it is easy to give feedback to
employees especially on weak areas.

5. To develop employees:
A progressive organisation is concerned about employee development. Organisations have long-term objectives
and plans. To get success, they groom people to shoulder future responsibilities of the organisation. This is
called development process.

To achieve development, organisations develop Executive Development Programmes with the help of
appraisals. There are different methods by which employees can be developed. Appraisal system helps to select
an appropriate method. It involves resources (time and money) to develop employees and a sound appraisal
system helps in making best use of resources to develop the employees.

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6. To recommend rewards/transfers:
Appraisals are effective when they are tied with the reward system. Compensation for achievement is the most
powerful motivating force. One of the strong motivating factors is promotion. There can be increments and cash
awards. There can also be transfers on employee‟s request or organisation‟s requirement. Such decisions need
sufficient data and cases. This is possible through appraisals.

For a good performance appraisal method, it is important to have a judicious mix of quantitative and qualitative
standards against which performance can be compared. Many companies use quantitative standards. However,
the tendency of using quantity as the only yardstick of performance is no longer prevalent. The manager selects
a combination of qualitative and quantitative standards to appraise and assess different situations.

5. Approaches to Performance Appraisal:

There are two approaches to measure the performance of employees:
1. Informal Approach

2. Formal Approach

1. Informal approach:
This approach of performance appraisal measures the performance of employees on a continuous basis. It
continuously informs them about how well they are doing. Managers inform the subordinates of the desirable
and undesirable attributes of their work activities or the subordinates themselves go and ask the managers about
it. This helps in immediate detection and rectification of mistakes.

2. Formal approach:
Rather than assessing performance on a continuous basis, formal approach conducts performance appraisal at
regular intervals to rank the employees on the basis of their merit. This helps managers find candidates suitable
for promotions. Those who are not performing up to the mark may be transferred to other departments.

6. Persons Responsible for Performance Appraisal:

There are different approaches to the responsibility of conducting a formal performance appraisal:
1. Performance appraisal by superiors:
Performance appraisal in most cases is done by immediate superiors.

2. Performance appraisal by a group of superiors:

A Committee is formed consisting of several managers who evaluate the performance of subordinates. Since
evaluation is not done by the immediate boss but by a group of bosses, the immediate boss is generally not
biased against the employees. This is a time consuming approach of performance appraisal but more scientific
and reliable than the appraisal by immediate superior.

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3. Performance appraisal by the peer group:
Though not much in use, some organizations follow the practice of performance appraisal by the peer group or
co-workers. They evaluate the performance of employees working at the same level. This enables managers
find a suitable candidate for promotion from employees working at the same level, selected by employees
themselves. This approach is accepted by employees as those who are not selected for promotion do not feel
dissatisfied. Rather, they work hard to get promotions in future.

4. Performance appraisal by subordinates:

Very few organisations follow the approach of subordinates evaluating managers‟ performance. Some
educational institutions follow this approach where students evaluate the performance of teachers on the basis
of certain predetermined criteria.

Methods of Performance Appraisal:

The methods of performance appraisal fall into two major categories:

I. Performance results-oriented methods

II. Employee behaviour-oriented methods

I. Performance results-oriented methods:

These methods measure actual performance of employees and bring it in conformity with the pre-determined
standards.

1. Graphic Scales:
These scales “list a number of rating factors, including general behaviours and characteristics, on which an
employee is rated by the supervisor.” Depending on the factors that need to be rated like quality or quantity of
work, technical knowledge, punctuality, integrity, cooperativeness, initiative, creativity, analytical ability,
decisiveness etc., supervisors prepare a graphic scale with different grades and employees are rated on the basis
of their performance on that scale. The appraiser goes through these set of factors on the rating scale where
highest grade (A or 1) would denote the best rating.

The usual dimensions of a graphic scale are:

Grade A = Outstanding

Grade B = Above average

Grade C = Average

Grade D = Below average

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Grade E = Unsatisfactory

The advantage of this scale is that grading of employee on the scale highlights the need for improvement in his
abilities to perform the job. If an employee is placed at Grade D, his performance is below average and he needs
to improve upon it.

The limitation of this method is that every manager does not follow the same method of rating people at a
particular grade. An employee who is assigned Grade A by one manager may be assigned Grade B or C by
another manager. This method is, thus, sensitive to errors.

Different types of rating errors are:

(i) Halo effect:
This is a presumption by managers that a person doing well in one area will be doing well in other areas also.
This is not always the case. A person good at sales may not be good in production or vice versa.

(ii) Horns effect:

It is the opposite of halo effect. Managers presume that employees who do not perform well in one area are poor
performers in other areas too. They tend to give such employees a low grade if they have performed badly on
one job while they may have actually performed better on other jobs.

(iii) Contrast error:

Managers rate the subordinates by comparing their individual performances rather than measuring their
performance against the standards. When two sub-standard employees are rated on this basis, manager will give
Grade A to one and B to another while both of them may actually fall in Grade E.

(iv) Recency error:

The employees are rated on the basis of their latest or recent performance. The earlier performance is ignored.
An outstanding employee who, for some reason, has not been able to do well in the latest assignment, shall be
placed in Grade D or E. This is not a satisfactory method of rating.

(v) Leniency error:

Supervisors give lenient rating to all the employees without measuring their actual performance. The results are,
thus, likely to be biased.

(vi) Severity error:

This is the opposite of leniency error. The supervisor gives low rating to all the employees, without appraising
their actual performance. The results would, therefore, be again inaccurate.

(vii) Central tendency error:

21
An average rating or grade is given to everyone, disregarding their actual performance. The rater marks all the
people as average without discriminating as superiors or inferiors. This may happen because the rater does not
have sufficient knowledge about employees or because he is indifferent towards employees.

(viii) Constant errors:

Some raters have the habit of rating people as high or low. They either rate everyone high or everyone low.
Some rate on the basis of present performance while others on the basis of potential to perform in future. The
results of two raters are, thus, not comparable.

II. Employee behaviour-oriented methods:

These methods are also known as comparative methods of evaluation. They compare performance of employees
against each other and rank them accordingly.

1. Straight ranking:
This is the simplest method of ranking where employees are rated as rank 1, 2, 3, 4 or 5. Where an employer has
to consider one of his subordinates for promotion to higher job; he would simply see each person‟s performance
in the respective area of operation, say production, and the one having produced the maximum number of units
would be given rank 1 followed by ranks 2 through 5, and accordingly considered for promotion.

People are, thus, given ranks on the basis of their traits. This method is effective when few number of persons
have to be ranked as some of the traits for ranking cannot be quantified. For less number of people, however,
personal observations can also be used for ranking.

Ranking method does not indicate differences in ranks as equal to differences in ability of people being ranked.
This is only a comparative method of ranking where one is better than the other; how much better is not
indicated through rankings.

2. Alternation ranking:
Rather than ranking the employees in ascending order of performance, the raters first pick up the best and give
him rank 1, then the worst and rank him 5, then they pick up workers to be ranked as 2 and 4 and proceed this
way until all the employees are ranked. This method is similar to straight ranking method with the difference in
the approach towards picking up different ranks.

3. Paired comparison:
In this method of ranking, each person is compared with others in the group on the basis of specific traits,
usually one trait as otherwise huge number of comparisons have to be made which can make rating a time-

22
consuming process. A list is prepared containing the names of persons to be ranked in pairs. The rater puts a
tick mark against the person who is better between the two.

The person who is ticked marked as better for maximum number of times is given the highest rank. The number
of comparisons to be made is calculated by using the formula n(n – l)/2 where n is the total number of persons
to be compared. For instance, paired comparison has to be made amongst 5 people. This requires 10
comparisons [5(5 – 1)/2] to rank who gets the highest rank in terms of being better than the others.

The comparisons are as follows:

Every person will be compared with 4 others (1 with 2, 3, 4, 5 / 2 with 1, 3, 4, 5 / 3 with 1, 2, 4, 5 / 4 with 1, 2,
3, 5 and 5 with 1, 2, 3, 4) and one who is most preferred gets the highest rank followed by others. Though
everyone is compared with everyone else in this method, it is difficult to use this method when large number of
people are involved.

4. Forced-distribution method:
When more than one employee are rated as almost the same, it becomes difficult for the rater to rate them as 1
or 2. As many employees are rated around a similar point on the rating scale, one employee is not given one
rank; but a group of employees are placed in one rank.

For example, the manager might place 5% of the employees in rank 1.10% in rank 2, 20% in rank 3, 30% in
rank 4 and remaining 35% in rank 5. In case of ranking 100 employees, therefore, 5 employees will be placed in
rank 1 and 35 in rank 5. This method is suitable where supervisor has to rank a large number of employees and
individual ranking is not possible.

5. Forced choice method:

This method of rating involves appraising the performance of employees by choosing between two or more
statements that describe the characteristics of the employees. The statements may be positive or negative. They
are closely similar to each other but the rater has to choose the most appropriate statement that describes the
employee. Many sets of such statements (positive and negative) are prepared to analyse the performance of
employees and the final rating is done on the basis of results of all the statements.

23
 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research methodology in a way is a written game plan for conducting research. Research methodology has
many dimensions. It includes not only the research methods but also considers the logic behind the methods
used in the context of the study and complains why only a particular method of technique has been used. The
basic task of research is to generate accurate information for use in decision making. Research can be defined as
the systematic and objective process of gathering, recording and analyzing data for aid in making business
decisions.

METHODOLOGY ADOPTED:- This research is aimed at studying the Performance appraisal system used at
Bisleri international Pvt Ltd..

RESEARCH DESIGN:-The research design was used in this study was both „Descriptive‟ and „exploratory‟.

DATA COLLECTION METHODS:

The data was collected using both by primary data collection methods as well as secondary sources.

PRIMARY DATA: Most of the information was gathered through primary sources‟. The methods that were
used to collect primary data are:

Questionnaire

1. Interview

SECONDARY DATA:

The secondary data was collected through:

1. Text Book

2. Magazines

3. Journals

4. Internet

SAMPLE SIZE: A survey of approximately 50 employees at Bisleri working in different position.

SAMPLING TECHNIQUE:–

24
 The selection of respondents was done on the basis of convenience sampling (Non- Probability).

STASTICAL TOOLS:

MS-EXCEL was used to prepare pie- charts and graphs and MS-WORD was used to prepare or write the whole
project report.

METHOD USE TO PRESENT DATA:

Data Analysis & Interpretation – Classification & tabulation transforms the raw data will be collected
through questionnaire in to useful information by organizing and compiling the bits of data contained in each
questionnaire i.e., observation and responses are converted in to understandable and orderly statistics are used to
organize and analyze the data:

 Simple tabulation of data using tall y marks.

 Calculating the percentage of the responses.

 Formula used = (no. of responses / total responses) * 100

REPORT WRITING AND PRESENTATION

Report Encompasses – Charts, diagrams

25
 DATA ANALYSIS AND INTERPRETATION

Age of respondents

Points No of Respondents % of Respondents

. < 25 Years 12 24%

25 – 40 Years 32 64%

40 – 60 Years 5 10%

> 60 Years 1 2%

% of Respondents

2%
10%
24%

. < 25 Years
25 – 40 Years
40 – 60 Years
> 60 Years
64%

Interpretation – The above graph shows that 24% of the employees are less than 25 years of age, 64% are
between 25 – 40 years of age, 10% are between 40 – 60 Years of age, and just 2% are more than 60 Years of
age.

26
How long have you been working in Bisleri?

Points No of Respondents % of Respondents

Less than 1 year 3 6%

1 – 4 Years 34 68%

4 – 7 Years 6 12%

7 – 10 Years 4 8%

More than 10 Years 3 6%

% of Respondents
68%
70%

60%

50%

40%

30% % of Respondents

20%
12%
8%
10% 6% 6%

0%
Less than 1 1 – 4 Years 4 – 7 Years 7 – 10 Years More than
year 10 Years

Interpretation – The above graph shows that 68% of the employees are are working in Bisleri since 1 – 4
years, 26% are working since more than 4 years and 6% are working from less than 1 year.

27
In your Opinion Performance Appraisal is?

Points No of Respondents % of Respondents

Evaluation of Employees 21 42%
Promotion of Employees 14 28%
Job Satisfaction of Employees 3 6%
Motivation 12 24%

% of Respondents
42%
45%
40%
35%
28%
30% 24%
25%
20% % of Respondents
15%
10% 6%
5%
0%
Evaluation of Promotion of Job Motivation
Employees Employees Satisfaction of
Employees

Interpretation – The above graph shows that 42% of the employees say that in their opinion Performance
appraisal is evaluation of employees, 28% say that it is Promotion of employees, 24% say that it is motivation
and 6% say that it is job satisfaction of employees.

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Which method of performance appraisal is implemented in the organization?

Points No of Respondents % of Respondents

Merit 2 4%

Grading 3 6%

3600 42 84%

Ranking 3 6%

Other 0 0%

% of Respondents

90% 84%

80%

70%

60%

50%
% of Respondents
40%

30%

20%
4% 6% 6%
10%
0%
0%
Merit Grading 360 Degree Ranking Other

Interpretation – The above graph shows that 84% of the employees say 3600 Performance appraisal system is
applied in their organization, 10% say that grading and ranking method is used, and 6% say that ranking method
is used.

29
Do you receive any increment in your salary after performance Appraisal.

Points No of Respondents % of Respondents

Yes 41 82%

No 9 18%

% of Respondents

18%

Yes
No

82%

Interpretation – The above graph shows that 82% of the employees say that they received increment in their
salary after performance Appraisal and 18% said that they didn‟t.

30
Do you think that performance Appraisal help to provide an atmosphere where all are encouraged to share one
another burden.

Points No of Respondents % of Respondents

Yes 38 76%

No 12 24%

% of Respondents

24%

Yes
No
76%

Interpretation – The above graph shows that 76% of the employees say that they think that performance
Appraisal help to provide an atmosphere where all are encouraged to share one another burden and 24% said
no.

31
Do you think performance appraisal helps people set and achieve meaningful goals?

Points No of Respondents % of Respondents

Yes 44 88%

No 6 12%

% of Respondents

12%

Yes
No

88%

Interpretation – The above graph shows that 88% of the employees say that they think performance appraisal
helps people set and achieve meaningful goals. And 12% say that it does not.

32
Do you think performance appraisal give constructive criticism in a friendly and positive manner.

Points No of Respondents % of Respondents

Yes 48 96%

No 2 4%

% of Respondents

4%

Yes
No

96%

Interpretation – The above graph shows that 96% of the employees say that performance appraisal give
constructive criticism in a friendly and positive manner and 4% say that it does not.

33
Do you think that performance of employees improve after process of performance appraisal ?

Points No of Respondents % of Respondents

Yes 40 80%

No 10 20%

% of Respondents

20%

Yes
No
80%

Interpretation – The above graph shows that 80% of the employees say that performance of employees
improve after process of performance appraisal and 20% say that it does not

34
Do you think performance appraisal improves motivation and job Satisfaction.

Points No of Respondents % of Respondents

Yes 37 74%

No 13 26%

% of Respondents

26%

Yes
No

74%

Interpretation – The above graph shows that 74% of the employees say that performance appraisal improves
motivation and job Satisfaction and 26% say that it does not.

35
Is the top level management partial in Performance Appraisal

Points No of Respondents % of Respondents

Yes 11 22%

No 39 78%

% of Respondents

22%

Yes
No
78%

Interpretation – The above graph shows that 78% of the employees say that top level management is not
partial in Performance Appraisal but 22% say that they are partial.

36
Do you think performance appraisal helps to change behaviour of Employees.

Points No of Respondents % of Respondents

Yes 21 42%

No 29 58%

% of Respondents

42%

58% Yes
No

Interpretation – The above graph shows that 58% of the employees say that performance appraisal does not
changes behaviour of Employees but 42% of the employees say that performance appraisal changes behaviour
of Employees.

37
In your opinion Performance Appraisal system of your organization is related to which of the following ?

Points No of Respondents % of Respondents

Retention of Employees 19 38%

Recruitment System 5 10%

Organizational Culture 8 16%

Motivation 18 36%

% of Respondents
38%
40% 36%
35%
30%
25%
20% 16%
15% 10%
10%
% of Respondents
5%
0%

Interpretation – The above graph shows that 38% of the employees say that performance appraisal system of
the organization is related to Retention of employees, 36% say that it is related to Motivation, 16% say that it is
related to Organization culture and 10% say that it is related to Recruitment system.

38
After performance appraisal improvement in your performance increased by

Points No of Respondents % of Respondents

10-20 Percent 27 54%

20-30 Percent 16 32%

30- Percent and above 7 14%

% of Respondents

60% 54%

50%

40% 32%

30% % of Respondents

20% 14%

10%

0%
10-20 Percent 20-30 Percent 30- Percent and
above

Interpretation – The above graph shows that 54% of the employees say that after performance appraisal,
improvement in their performance increased by 10 – 20%, 32% say that it increased by 20 – 30% and 14% said
that after performance appraisal, improvement in their performance increased by more than 30%.

39
 FINDINGS

 It was found that most of the employees are between age group of 20 – 40 years, which means mostly young
generation is working ar Bisleri.

 The above graph shows that 68% of the employees are are working in Bisleri since 1 – 4 years, 26% are
working since more than 4 years and 6% are working from less than 1 year.

 It was found that after performance appraisal the performance of the employees increased wit h10% to 30%

 It was found that most of the employees feel that performance appraisal is for retention and motivation of
employees.

 It was found that most of the employees feel that performance appraisal give constructive criticism in a
friendly and positive manner and top level management is not partial in Performance Appraisal

 It was found that some of the employees feel that performance top level management is partial in
Performance Appraisal

 It was found that most of the employees say that performance of employees, motivation and job satisfaction
improves after process of performance appraisal and some say that it does not

 It was found that 58% of the employees say that performance appraisal does not changes behaviour of
Employees but 42% of the employees say that performance appraisal changes behaviour of Employees.

 It was found that most of the employees say that 3600 Performance appraisal system is applied in their
organization.

 The above graph shows that 82% of the employees say that they received increment in their salary after
performance Appraisal and 18% said that they didn‟t.

 The above graph shows that 76% of the employees say that they think that performance Appraisal help to
provide an atmosphere where all are encouraged to share one another burden and 24% said no.

40
 SUGGESTIONS

 As employees don„t have any goal or target, so they cannot judge their performance, which lead to
grievance. So should have specific target.

 Another problem with the current system is; employees get promotion or increment on their
performance, but according to me rather than giving promotion or increment, performance bonus or
increment based on employee performance would be more profitable for the organization.

 Feedback is a step of performance evaluation process, if employees do not get any feedback on their
performance, the get demotivated here every year many employees do not receive their feedback on
their performance.

 The unsatisfied employees are one of the major reasons of BISLERIs high turnover rate. Need to focus
on employees training and development.

41
 CONCLUSION

Performance appraisal system of BISLERI, the organization under review is very modern, advance, scientific
and very systematic. In this organization performance appraisal has been conducted annually.

BISLERI organization followed 360-degree system which through they know about employee‟s performance
review, performance evaluation, and career development discussion or employee appraisal individually. There
are also maintaining two main methods: objective & behavior. Based on this two methods performance
appraisal helps the subordinate answer two key questions: First: What? What through organization know about
the employee‟s objective? Second: How? How through organization know about employee‟s behavior.

Above all these systemBISLERI provides various type of rating system and rewards to the Employees. Rewards
such as: CEO‟s Award, Praise Mail, Greater Salary, Festival Bonus, Profit Reward.

BISLERI is a FMCG company and therefore, this performance appraisal system of BISLERI can be followed
by other organization because of their modern, advance and systematic technique.

42
 BIBLIOGRAPHY

Strauss C & Sayless Lr: Human Problems of Management (New Delhi ,Tata Mc Graw Hill Publishing
Company) Ed. 1989 Prentices Hall of India, Delhi.

R.S. Dwivedi : Personnel/Human Resource Management , Galgatia Publishing Co., New Delhi.

www.bisleri.com

en.wikipedia.org

www.researchgate.com

www.hrnotes.ukessays.net

www.medianana.com

43
 QUESTIONNAIRE
Dear employee,

I am a BBA student of Semester VI doing my course in Pt. Harishankar Shukla Memorial College. I am making
a research project on “A STUDY ON PERFORMANCE APPRAISAL STRATEGY USED AT
BISLERI LTD WITH SPECIAL REFERENCE TO RAIPUR CITY”

I kindly request you to fill the questionnaire and I assure you that the information provided by you shall be used
exclusively for the research purpose.

Thank you

Age a. < 25 Years b. 25 – 40 Years c. 40 – 60 Years d. > 60 Years

Q.1. How long have you been working in Bisleri?

a) Less than 1 year b) 1 – 4 Years

c) 4 – 7 Years d) 7 – 10 Years e) More than 10 Years

Q2. In your Opinion Performance Appraisal is?

a. Evaluation of Employees
b. Promotion of Employees
c. Job Satisfaction of Employees
d. Motivation

Q3. Which method of performance appraisal is implemented in the organization?

a. Merit

b. Grading

c. 3600

d. Ranking

e. Other

Q4. Do you receive any increment in your salary after performance Appraisal.

44
 a. Yes
b. No

Q5. Do you think that performance Appraisal help to provide an atmosphere where all are encouraged to share
one another burden.

a. Yes
b. No

Q6. Do you think performance appraisal helps people set and achieve meaningful goals.

a. Yes
b. No

Q7. Do you think performance appraisal give constructive criticism in a friendly and positive manner.

a. Yes
b. No

Q8. Do you think that performance of employees improve after process of performance appraisal ?

a. Yes
b. No

Q9. Do you think performance appraisal improves motivation and job Satisfaction.

a. Yes
b. No

Q10. Is the top level management partial in Performance Appraisal

a. Yes
b. No

Q11. Do you think performance appraisal helps to change behaviour of Employees.

a. Yes
b. No

Q12. In your opinion Performance Appraisal system of your organization is related to which of the following ?

a. Retention of Employees
b. Recruitment System
c. Organizational Culture
d. Motivation

Q13. After performance appraisal improvement in your performance increased by

45
a. 10-20 Percent
b. 20-30 Percent
c. 30- Percent and above

46