Project Work report on

PERFORMANCE APPRAISAL

With Special Reference to airtel limited

BY
Prayank jain

Submitted to
RAJASTHAN UNIVERSITY

In partial fulfillment of the requirements for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE

EXTERNAL GUIDE

Department of BBA
(TIRUPATI COLLEGE OF TECHNICAL EDUCATION,Near PHED, Block 262, Sec26, Gandhi Kuteer, Sanganer, Pratap Nagar, Jaipur-302033)

PREFACE
Quite frequently these days people talk of practical knowledge, both in academic institutions and
outside. At each and every aspect in life we require some sort of theoretical and practical
knowledge too.
It means only classroom lecture may not be enough to get the proper knowledge either in the
business field or social life.
Keeping all this in view, the present report has been written for the promotion the brand position
of BhartiAirtel in the highly competitive environment and to study the consumer behavior by
working as a promoter at Modern Trade Centers.
I am grateful to all those who have helped me in the successful completion of this report.
I hope I have tried my level best in making this Report.
If there is any error, in this Report I want to apologies for that.

Prayank jain
BBA 4thSEM

ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, MR. mahesh kumar, Designation Assistant
manager, Deptt. Human Resource, for guiding me right from the inception till the successful
completion of the project. I sincerely acknowledge him for extending their valuable guidance,
support for literature, critical reviews of project and the report and above all the moral support he
had provided to me with all stages of this project. I would also like to thank the supporting
Faculty members of TIRUPATI COLLAGE OF TECHNICAL EDUCATION , especially
Prof.SUDHEER AGARWAL & Prof. MRIDULA SHARMA for their help and cooperation
throughout my project.

Prayank jain
BBA 4thSEM

TABLE OF CONTENTS

S. NO.
1.

Descriptions
Introduction to the industry

Page no.
5-12

2.

Introduction to the Organization

13-42

3.

Research Methodology

43-48

3.1Title of the Study

3.2Duration of the Project
3.3Objective of the Study
3.4Types of Research
3.5Collection Method and Sample Size
3.6Scope of Study
4.

3.7Limitation of Study
Data Analysis and Interpretation

49-54

5.

Facts and Findings

55

6.

Swot Analysis

56-57

7.

Conclusion

58

8.

Recommendation and Suggestion

59

9.

Appendix

60-74

10.

75
Bibliography

INTRODUCTION TO THE INDUSTRY

Path to Growth
The cellular phone industry is one of Indias rapidly growing industries. Its average per annum
growth rate has been a phenomenal 85%. By the end of 2006the Indian cellular phone industry
had over 10 million subscribers. The industry has under gone a number of changes over the
years. The national telecom policy 1999 was an important landmark in the development of the
cellular telecom industry in India: the tariff rationalization and policy regulation introduced in the
policy helped the industry go at the place it did.
The years 2010 and 2011 saw an increase in level of competition in the industry with more
operators being given license and fixed line providers also entering the mobile market. In 2007
Telecom Regulatory Authority of India (TRAI) announced regulation of interconnects user
charges to resolve conflicts between cellular operators and fixed line operators.
Economic theory suggests that there is a positive correlation between infrastructure and
economic development. Telecommunication is one of the most important types of infrastructure.
Communication is said to be the life-blood of economic activity. Systems of communication
assume critical importance when globalization and contraction of geographical distance have
become the order of the day. International studies indicate that for every one percent increase in
the tele density (penetration rate of telecommunication) of a country, there is a corresponding
increase of three percent in the gross domestic product of the country.

The Genesis of the Industry

The govt. of India recognizes the importance of the telecommunications (telecom) sector and
has given it due importance. The telecom sector is broadly divided into two types of service
providers- basic telephony and cellular telephony. Basic Services: the major players providing
basic services are BSNL, the Tata Tele services and reliance, which use the code division
multiple accesses (CDMA) standard, which provides limited mobility. Using CDMA, calls can be
made to and received from certain fixed areas.
Cellular Services: Operators providing cellular services use the global system for mobile
communication (GSM) standard: using this, call can be made to and received from any place.
The major players in this segment are Bharti, Hutchison BPL and Idea.
The telecom sector requires very heavy investment (The National Telecom policy-1994
estimated a resource gap of Rs. 230billion for the telecom targets of the eight five year plan,
1992-1997 to be met). To meet the resource requirement and achieve the nations telecom
targets, the government decided to invite the participation of private players, and the telecom
sector was opened up in 1992. (The early 1990s was a period of economic liberalization in India.
Liberalization was initiated on a large scale through the industrial policy Statement of 1991). The
policy abolished the regime of public sector supremacy and paved the way for private
participation in the economy).
Cellular mobile services were one of the first areas to be opened up for private participation.
Initially to easy operations, the country was divided
into four metropolitan cities and 19 circles, which were roughly analogous with the geographic
boundaries of the states of India. Cellular licenses were given to the private players, first in the
four metropolitan cities in 1994 and then for the 19 other telecom circles in 1995. The first metro
cellular network started operating in Kolkata in August 1995.

The Usefulness of Telecom

India has a huge disparity of income among its people. One reason for this is the lack of
education. In the days when telecom was a state monopoly, the government introduced

education classes through the state run TV channel. Even now, these classes are watched by
huge numbers of students who cannot afford to go to regular schools/colleges. An estimated 3.5
million students are enrolled in various distance education universities throughout the country.
Some foreign universities have seen this potential market and set up programs.
Computer education is a route to generating more employment and prosperity. Due to the lack of
proper telecom infrastructure in the interiors of the country, there is general lack of awareness of
global developments. The spread of telecommunications will help tap this potential market and
the sheer magnitude of the market will continue to beckon global players for years to come.
Entrance of private telecom operators various reports examines the emergency of innovation
and value creation for enhancing customers experience, as a result of increasing competition in
the Indian telecom industry during the late 1990s and early 2000s. The report provides a
detailed account of the evolution of the Indian telecom industry. It traces various developments
in the industry before, during and after the liberalization of the Indian telecom sector.
It also provides information about the increasing popularity of cellular services, which led to the
emergence of several private telecom operators like BhartiTeli Ventures, Hutchison Essar
Telecom India, Idea Cellular Ltd., Reliance Communication and Tata Teleservices, etc. Due to
the huge market potential even public sector undertakings like BSNL and MTNL have also
begun offering cellular services apart from basic wire line services in February 2004. BhartiAirtel
Telecom India Limited (Airtel)Indias leading GSM service provider entered the Pre paid and Post
paid mobile services segment by offering subscription schemes that allowed customers to make
use of a digital mobile phone service at an affordable price.

CELLULAR OPERATORS
Bharti
BPL
Tata Teleservices
Idea Cellular

Reliance Communication
BSNL
MTNL
Vodafone
Virgin

MTNL, which was the first to launch limited mobility services in 1999, has less than 1.5 lakh
customers. While the decline in fixed-line subscribers can be attributed to the entry of private
operators and MTNLs lack of aggression.
The GSM network of MTNL expanded to 2.25 lakh lines in both the metros and WLL capacity
was expanded to 1.8 lakh line in Delhi and 1.48 lakh lines in Mumbai. The CDMA network was
upgraded to 2000-1X.
Corporate office:
9, Door Sanchar Sadan,
CGO Complex, Lodi Road,
New Delhi-110003
INDIA
CMD: R.S.P. Sinha
Service Area: Delhi & Mumbai
Brand Name: Dolphin
Technology Used: GSM and CDMA
Customer Base:
In delhi-145422

In Mumbai-165495
No. of operating circles: 2

Reliance Telecom limited has been promoted by India's largest private sector company, Reliance
Industries limited with minority equity participation by Bell Atlantic - NynexInc. Reliance
Telecom's major coverage lies in the eastern region of the country, where there is an opportunity
to supplement the existing fixed line network which has remained underdeveloped due to
historical reasons. Reliance Telecom has been successful in a short span of time in setting up
network and providing cellular services across seven Circles with networks covering six
contiguous circles in Central and Eastern India.
Corporate office:
Reliance Infocomm Ltd.,
DhirubhaiAmbaniKnowledgeCity, Thane, Belapur Road,
Navi Mumbai 406 709
INDIA
CMD: MukeshD.Ambani
Service Area: Assam, Bihar, HP, MP, NE, Orissa, and West Bengal
Brand Name: Reliance Mobile

Technology Used: CDMA

Customer Base:
Hp-11139
Bihar: 216270
Orissa: 77556
Assam: 42636
N.E.- 9390
M.P.- 177295
W.B. & A&N-79132

IDEA Cellular Limited, formerly known as Birla, Tata AT&T Communication Limited, was
launched in the Gujarat circle in January 2011 and in the Maharashtra Circle (excluding Mumbai,
including Goa) in March 2011.
Corporate office:
11/1, Sharda Centre, Eranwadane,
Off.Karve Road, Pune 411 004
INDIA
CEO: VikramMehmi
Service Area: Gujarat, Maharashtra, AP, MP and Delhi (Metro)
Brand Name: Idea
Technology Used: GSM
Customer Base:

Delhi- 339594
Maharashtra 700766
Gujarat 308027
A.P 333220
M.P. 216899
No. of operating circles: 5

Vodafone Telecom is a part of Hutchison Whampoa Limited (HWL), a Hong Kong based Fortune
500 company operating in 41 countries spread across the Asia Pacific region, Europe and
America. It is one of the largest companies listed on the Hong Kong Stock Exchange. Hutchison
Telecom is also recognised as one of the first cellular operators in the world, having started its
services way back in 1985.
Corporate office:
Vodafone Telecom Limited
Hutch House
Peninsula Corporate Park,
GanpatraoKadamMarg,
Lower Parel, Mumbai - 400013

CMD: AsimGhosh
Service Area: Mumbai (Metro)
Brand Name:Orange

Technology Used: GSM

Customer Base:
In Mumbai- 873592
No. of operating circles:1
Service area AP, Karnataka, Chennai, Delhi (Metro), Kolkata (Metro)
Cutomer base:
Delhi- 875826
Chennai 88278
Kolkata- 399695
Karnataka 154278
No. of operating circle - 5

INTRODUCTION TO THE ORGANIZATION

BhartiAirtel established its presence in India in 1994 by acquiring the cellular license for Mumbai.
It now has operations in 16 circles accounting for 70% of India's mobile customer base. With
over 27.7 million customers, it is one of India's most reputed telecom companies.
BhartiAirtel, under the Airtel brand, over the years, has been named the 'Most Respected
Telecom Company', the 'Best Mobile Service in the country', and the 'Most Creative and Most
Effective Advertiser of the Year'.
BhartiAirtel is now part of Airtel - the world's leading international mobile communications
company. Airtel now has operations in 26 countries across 5 continents and 36 partner networks
with about 225 million proportionate customers worldwide. Airtel has tied up with Essar as its
principal joint venture partner for the Indian operation.

The Airtel Group is one of India's largest corporate houses with interests spanning the
manufacturing and service sectors like Steel, Oil & Gas, Power, Telecom & BPO, Shipping &
Logistics and Engineering & Constructions. The Group has an asset base of over Rs.20 billion
(US$ 4.4.billion) and employs over 4000 people. The govt. of India recognizes the importance of
the telecommunications (telecom) sector and has given it due importance. The telecom sector is
broadly divided into two types of service providers- basic telephony and cellular telephony.
Basic Services: the major players providing basic services are BSNL, the Tata Teleservices and
reliance, which use the code division multiple accesses (CDMA) standard, which provides
limited mobility. Using CDMA, calls can be made to and received from certain fixed areas.
Cellular Services: Operators providing cellular services use the global system for mobile
communication (GSM) standard: using this, call can be made to and received from any place.
The major players in this segment are Bharti, Hutchison BPL and Idea.
The telecom sector requires very heavy investment (The National Telecom policy-1994
estimated a resource gap of Rs. 230billion for the telecom targets of the eight five year plan,
1992-1997 to be met). To meet the resource requirement and achieve the nations telecom
targets, the government decided to invite the participation of private players, and the telecom
sector was opened up in 1992. (The early 1990s was a period of economic liberalization in India.
Liberalization was initiated on a large scale through the industrial policy Statement of 1991). The
policy abolished the regime of public sector supremacy and paved the way for private
participation in the economy).
Cellular mobile services were one of the first areas to be opened up for private participation.
Initially to easy operations, the country was divided into four metropolitan cities and 19 circles,
which were roughly analogous with the geographic boundaries of the states of India. Cellular
licenses were given to the private players, first in the four metropolitan cities in 1994 and then for
the 19 other telecom circles in 1995. The first metro cellular network started operating in Kolkata
in August 1995.

The Usefulness of Telecom

India has a huge disparity of income among its people. One reason for this is the lack of
education. In the days when telecom was a state monopoly, the government introduced
education classes through the state run TV channel. Even now, these classes are watched by
huge numbers of students who cannot afford to go to regular schools/colleges. An estimated 3.5
million students are enrolled in various distance education universities throughout the country.
Some foreign universities have seen this potential market and set up programs.
Computer education is a route to generating more employment and prosperity. Due to the lack of
proper telecom infrastructure in the interiors of the country, there is general lack of awareness of
global developments. The spread of telecommunications will help tap this potential market and
the sheer magnitude of the market will continue to beckon global players for years to come.
Entrance of private telecom operators various reports examines the emergency of innovation
and value creation for enhancing customers experience, as a result of increasing competition in
the Indian telecom industry during the late 1990s and early 2000s. The report provides a
detailed account of the evolution of the Indian telecom industry. It traces
various developments in the industry before, during and after the liberalization of the Indian
telecom sector.
It also provides information about the increasing popularity of cellular services, which led to the
emergence of several private telecom operators like BhartiTeli Ventures, Hutchison Essar
Telecom India, Idea Cellular Ltd., Reliance Communication and Tata Teleservices, etc. Due to
the huge market potential even public sector undertakings like BSNL and MTNL have also
begun offering cellular services apart from basic wire line services in February 2004. BhartiAirtel
Telecom India Limited (Airtel)Indias leading GSM service provider entered the Pre paid and Post
paid mobile services segment by offering subscription schemes that allowed customers to make
use of a digital mobile phone service at an affordable price.

Airtel's Hello Tunes Manager(TM), available via a free download to Airtel's 75-plus million mobile
customers.
Hello Tunes Manager builds a social marketplace around Airtel's Hello Tunes ringback tone
service. Users can instantly find out what tune they just heard or review a history of recentlyheard tunes, and send ratings, comments and requests to their friends. With Hello Tunes
Manager, users can search the Hello Tunes catalog to find the latest choices, receive
recommendations from their friends or new tune promotions from the envIOWorks platform.
Our Hello Tunes service lets our subscribers create and experience a personalized calling
experience for their friends -- their social community" said Sanjay Gupta, Chief Marketing Officer
- Mobile Services BhartiAirtel. "Music in its various forms, genres strikes a universal chord with
mobile users and envIO's Hello Tunes Manager(TM) fits in with the vision of recognizing and
leveraging the power of innovative mobile content as the right catalyst for social marketing. The
service will enrich user experience of Hello Tunes, giving a whole new dimension to the way they
engage with near and dear ones. We're seeing this increase both service usage and content
consumption."
envIO and Airtel released the Hello Tunes Manager in a "soft launch" in the second quarter of
2008 and have seen exponential growth in service usage, propelled entirely by the viral effect of
social marketing.
"We believe our success at Airtel is an excellent validation of our vision" said PrakashIyer,
Founder and CEO of envIO networks. "Mobile content is inherently social, and mobile users
want a social experience around this content. Our platform delivers this -- and unleashes the
power of social marketing to accelerate discovery and consumption of all types of mobile
content."
About BhartiAirtel Limited:
BhartiAirtel Limited, a group company of Bharti Enterprises, is India's leading integrated telecom
services provider with an aggregate of 75 million customers. BhartiAirtel has been rated among
the best performing companies in the world in the BusinessWeek IT 100 list 2007.

BhartiAirtel is structured into three strategic business units -- Mobile services, Telemedia
services and Enterprise services. The mobile business provides mobile & fixed wireless services
using GSM technology across 23 telecom circles. The Telemedia business provides broadband
& telephone services in 94 cities and is foraying into the IPTV and DTH segments. The
Enterprise business provides end-to-end telecom solutions to corporate customers and national
& international long distance services to carriers. All these services are provided under the Airtel
brand. Airtel's high-speed optic fibre network currently spans over 78,540 kms covering all the
major cities in the country. The company has two international landing stations in Chennai that
connects two submarine cable systems -- i2i to Singapore and SEA-ME-WE-4 to Europe.

MOBILE FOOTPRINTS
The key demographics of Bharti Tele-Ventures' mobile circles are set forth below:

Number of circles

All India

BhartiCircle
s

Bharti as % of All India

Area of the circles (in '000 sq km)

22

16

73%

Market Mobile subscribers in the licensed

areas (in Mn)

3,278

1,848

56%

29.21

26.77

92%

The map below depicts the location of, and provides certain information for, Bharti Tele-Ventures'
existing mobile circles in India:

COMPANY LOGO

ORGANISATIONAL STRUCTURE

CEO
Chief Manager
Additional
Chief Security
Officer

Chief Manager
establishment

Senior Manager
Administration
& Welfare

Senior Manager
Medical

Industrial
Engineer

Training
Manager

Senior Manager
establishment

Senior Manager
Time Officer

Manager of
Recruitment

Senior Manager
(CP & HRD)

Hindi Cell Paper

Library
Provident Clipping
Fund &
And
Pension
Printing

The market share:

COMPANY

REVENUE

SUBSCRIBER VALUATION

(Rs.Crore)

BASE(million

(Approx.)

)
BhartiAirtel

18,250

60

$40 bn

Reliance Comm.

4,874

44

$30 bn

Vodafone Essar

NA

44

$28-30 bn

39,750

33

$55 bn

NA

24

$16 bn

Idea Cellular

5,694

21

$18 bn

Spice Comm.

28,522

3.5

$1.5 bn

MTNL

1,220

$3 bn

ShyamTelelink

160

2.5

$116 mn

HFCL Infotel

NA

0.4

$90 mn

BSNL
Tata Tele Services

*source: Business world

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User can choose from a host of convenient payment options only with Airtel. Walk into any Airtel
relationship centre and make their payments by cash or credit card. Drop a cheque at any of the
drop boxes for making payments or simply log on to My Airtel section and pay instantly through
their credit card. User can also opt for easy payment options like:Standing Instructions
User can give us standing instructions to debit your credit card account for their monthly Airtel
bills. All they have to do is fill the Standing Instruction Form and mail, fax it to us or drop it any of
our relationship centres.

Electronic Clearing System

Fill an ECS form and mail, fax it or drop it any of Airtel relationship centres to directly debit User
bank account for his monthly Airtel bill.

Pay while roaming

Airtel has introduced 'Anywhere payment' that offers the convenience of making payments while
User roam. Walk in to any Airtel Relationship Centre in the country, make payments by cash or
credit card and enjoy uninterrupted Airtel Services.

Credit Limit
Users pre-set credit limit mentioned on his monthly bill helps him keep his mobile charges in
control, keeps track of his usage and ensures that his mobile phone is not misused. Should User
exceed his credit limit, he is informed via a voice or a non-voice message to make an interim
payment and reduce his account balance below his credit limit. User may also choose to pay an
additional refundable deposit to enhance his credit limit or opt for our convenient payment
method of Credit Card Standing instruction .He can also make use of ECS facility.
Strong Network Coverage
Enjoy complete clarity when calling with Airtel .It offers the User world class technology and
unbreakable network coverage that spans over 23 circles across the country.
Long Distance Calling Facility
Call long distance calls in India and Overseas with STD / ISD facility on your Airtel phone.

Widest Roaming National and International

Airtel's roaming service allows User to stay connected and use his mobile phone to make or
receive calls from almost anywhere in India and also over 160 countries, abroad.

GPRS Roaming
Use AirtelPostpaid's GPRS services, while roaming, to access the internet and office mails (eg.
BlackBerry services), from almost anywhere in India and abroad.

Reach us Anytime Anywhere

In case User need assistance, dial '121' - our toll-free number, accessible from anywhere in the
country, even while roaming. He can also send us an SMS to 121 or mail us at
121@airtelindia.com.
*In case of email, mention your mobile no. like, 9810012345, in the subject of the mail for a
quicker response.
BhartiAirtel Grows as Indian Mobile Market Booms
Indian operator BhartiAirtel reported strong revenue growth for the quarter ended September 30,
boosted by 8.2 million new subscribers during the period.The company, which offers both mobile
and fixed-line services, posted revenue of Indian rupees 90.2 billion (US$1.9 billion on the last
day of the quarter), up by 42 percent from the same quarter last year.
Falling average revenue per user (ARPU) and investments required to expand the company's
networks cut into BhartiAirtel's profits, which rose 27 percent to rupees 20.5 billion.BhartiAirtel
had 80 million subscribers at the end of the quarter, up by 57 percent from the same quarter last
year. About 77.5 million of these subscribers are mobile phone subscribers.

There has been concern that consumer spending in India may have been affected by a
slowdown in the country's stock markets, and the impact of a global economic crisis on the
country's outsourcing industry and other export industries.
Figures released earlier this month by the Telecom Regulatory Authority of India (TRAI) suggest
that the mobile services market has not been affected yet, and continues to grow. India added
10.07 million mobile subscribers in September, taking the total number of mobile subscribers to
315.3 million.
The Indian market is getting very competitive with urban markets getting saturated and
aggressive pricing by service providers driving down ARPU. Looking ahead, ARPU is expected
to drop further as large mobile companies like BhartiAirtel address opportunities in India's rural
markets.

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Performance Management and Appraisals

Find the next available Performance Management and Appraisals Open Course When
working with Appraisals - The Best Surprise is No Surprise
If you're looking for tips on how to fill in all those boxes on appraisal forms you're in the wrong
place. What we are interested in is what the appraisal process is designed to achieve, not how
to do it. Like so many other processes in business, appraisals can be a terrific forum for review,
development and communication, or they can be a waste of time for all concerned.
Here's why they can be useful: they're two-way, they're thoughtful, they offer acknowledgement,
support and motivation. People can feel taken care of, they're being given 'quality time' and
attention and it's a chance to take a step back and gain some perspective.
Here's why they are often meaningless: they're rushed, they're one-way, they refer to things that
are no longer relevant, people lie, the real issues don't get dealt with. Fear, uncertainty,
collusion, duplicity, embarrassment, laziness, guilt and sheer incompetence are among the
reasons why appraisals are often not worth the paper they are written on.
Appraisals are almost always a one or two-time a year process rather than something that is a
daily part of a manager's job. They can often be 'tick the box' exercises that cause a great deal
of anxiety on both 'sides', and once they're completed they aren't looked at again till the next
time.

Difficult feedback is avoided, postponed, sugar-coated or lied about during the appraisal. A lot
may ride on someone's appraisal (their pay review, for one), and yet insufficient time and effort
usually goes into them. Often, a lot of managers don't want to put down in black and white that
someone's performance has been under par and therefore they (the manager) will be
responsible for that person not getting a pay increase or promotion.
One of our clients told us that rather than completely redoing their appraisal process they
decided to 'mark down' their performance related pay levels: in other words, if someone had
been scored a 4 (out of 5 levels) they were lowered to a 3. This was because they discovered
that most managers scored people higher than their performance merited. It was an exercise in
trying to get rid of the 'invisible incompetence' that the process colluded in.
In addition, if everything is focused on the appraisal process then you run the risk of creating
anxiety during the build-up and a lack of motivation and productivity as people anticipate the
results. Supposedly only 5% of organisations say they have satisfactory appraisal processes,
but we got that information off the Internet, so I'd take it with a pinch of salt!
It's easy to shoot yourself in the foot if you place too much emphasis on the actual process and
not on the on-going performance management. People will focus on the process rather than the
objective, which is to help people develop in to more effective, better managed members of staff.
A truly good Appraisal is actually an agreed summary of what has been happening on an ongoing basis between appraisals. If it is left to review twice a year, or even quarterly, all the
opportunities to support and guide the employee to improve get missed. People need to be
engaged in the idea that managing people and being managed is constant. Which, of
course, is why we say, The Best Surprise Is No Surprise? And you get to that place through dayto-day performance management.
"How'm I doin?" Ex-New York City Mayor Ed Koch used to ask that question all the time during
his term in office. To us, that sums up the purpose of Performance Management: to let people
know how they're doing, give them useful feedback and ensure they are working as effectively
as possible.

With good performance management, a person's day-to-day effectiveness is what's being

looked at. Specific goals are agreed, workload determined and expectations set. That way,
people can feel supported and looked after by their line manager and any apparent or potential
difficulties can be dealt with as they occur.
When people are well managed they feel aligned, committed, on board and motivated. Their
needs and wants are being considered; their quirks and individual ways of working are being
accommodated; their contributions are being acknowledged.

That's the way it's supposed to work, at any rate.

What tends to happen, more often than not, that undermines day to day performance
management, is one or both of two things.
The first is that thanks, praise and acknowledgement simply aren't given for the routine stuff that
people do day in and day out. Just about everyone we've encountered (ourselves included)
thrives on even a little bit of appreciation. When it's withheld people feel undervalued and
demotivated.
Indeed, we recently worked with one manager who said that the day-to-day stuff was what
people got paid for and they didn't need to be acknowledged for anything that wasn't above and
beyond - we didn't agree!
In some organizations managers believe (sometimes rightly, sometimes not), that performance
management is for the underachievers or for the people 'management' want to get rid of.
However, if you take the attitude that everyone you come in contact with in your job (including
those above you in the hierarchy) needs some form of performance management, you can't
really go wrong.
Every day find something positive to say to everyone who works with and around you. This can
be as simple as thanking someone for making a cracking cup of tea, to celebrating meeting an

important deadline. It doesn't have to big, but it does have to be regular. It shows you've noticed
what someone has done and then taken time to acknowledge it.
We're surprised how few people give acknowledgement upwards. It's as though there's a belief
that either they don't need it, or that it will be viewed as currying favour. Poor excuses.
The second thing that undermines performance management is that difficulties, even small
ones, are ignored far too long. There seems to be this fantasy that things will right themselves,
magically, without ever having to deal straight on with them. It's a bit like a child covering its eyes
and saying, "You can't see me!"
We know most people don't particularly like confrontation, but if something isn't working well, the
earlier it's addressed, the sooner it can be righted. To use some psychotherapy jargon here,
avoidance and denial seem to be rife in some organizations. It really does help if people know
when there's a problem or difficulty. It can be dealt with quickly and the appropriate support can
be given. Otherwise, amazingly, they grow (the problems, not the people). They do not go away
of their own accord.
What goes along with this is that once you do go to someone with your complaint (five months
down the road), they have every right to come back at you with: "How am I supposed to know
there's a problem if you haven't told me?" You see, a lot of us really do believe that if we see
there's a difficulty everyone else must see it as well, particularly the person who's 'fault' it is.
Well, they don't.
We heard of one manager who felt that one of his staff was making too many personal calls. Did
he say anything to her? No. What he did do was to keep a log of how many calls she was
making and then went to HR three months later. Talk about escalating a problem way out of
proportion!
Why is dealing with things in the moment so difficult? So difficult in fact, that it's routinely avoided
rather than dealt with?
Another collection of poor, but understandable, excuses.

What makes those excuses so understandable is that any or all of them do indeed happen when
people's performance is up for discussion.
Here are a couple of tips that might help:
Take a good look at what your own fears and concerns are. There is no reason why you
shouldn't mention them when you speak to someone who you notice has gone off track:
"Elaine, I'm concerned you might get angry with what I'm going to say, yet I'm aware that you're
making too many personal calls during working hours and you need to stop."
"Elaine, this is really uncomfortable for me to say, but you are making far too many personal
calls and you need to stop."
We also have a very simple model that takes the sting out of giving difficult messages:
I

noticed

that

you've

not

met

your

deadlines

the

past

few

weeks.

Would it be a good idea if we reviewed your work schedule on a weekly basis,

So that we can identify any additional support you might need.
Tell the truth whenever possible. If you treat people like children by withholding information that
affects them or their job, then chances are they will react like children. If people are going to get
upset with the truth, better they hear it earlier rather than later.
Another poor excuse we've heard is: "I don't have the time."
We know just how pressured most people's day-to-day jobs are; but we also know that
enormous amounts of time and energy go into hamster-on-a-wheel-type thinking:
Inordinate amounts of time and energy also go into telling other people (everyone except the
person it's about) what's wrong and what needs fixing. Logically, we all know this is nuts! I
complain about Elaine to George, but never to Elaine. I'm looking for an ally in agreeing just how
bad Elaine is, rather than really looking for good advice on how to deal with her.

So look at it this way. If you deal with things in the moment (or relatively soon after the 'moment')
then you won't be spending all that time on your hamster wheel. You also won't be spending
huge amounts of time worrying about how the other person is going to react when you do get
around to telling them.
You won't involve other people, who quite simply, don't need to know.Here's a final challenging
exercise:Think of the person you like best on your team. Make a list of all the praise and
acknowledgement you could give them. Notice how easy it is to do this.Next, think of the person
you find most difficult to manage. Now make a list of all the praise and acknowledgement you
could give them. Notice how your mind immediately goes to what's wrong with them, where they
could improve, what they didn't do that they should.
If you can crack this one and give even the difficult ones lots of praise, telling them where they
need to improve and develop becomes much easier.
Appraisals can't work without effective performance management. Our rule of thumb is: if you
aren't doing day-to-day performance management, you can't really give someone a worthwhile
appraisal.
Give praise, deal with difficulties as they arise, let people know if the goal posts have changed
(they inevitably do in any working environment) and don't complain about your people to others
behind their backs.
That's good performance management. Mostly it's straightforward common sense. It will take
some effort but if followed it really can make work a far better place to be.

Performance Management Training

In our experience Performance Management and Appraisals tends to be one of those essentials
in a company that's often handled badly or not at all. The very forum that could help people
understand their roles within the company, be assessed on the quality of their work, gain support
and encouragement is often ignored or endured simply because the people doing the
appraising/performance managing find it deeply uncomfortable and hard to do.

The idea of appraisals is a good one: a chance to review, assess, debrief and generally, develop
the skills and confidence of the person being appraised. Sadly it often doesn't work that way.
That's because most of the time it's all about procedures and not about people. Let's face it, the
best procedures in the world won't really be effective if the person holding the appraisal isn't
handling it efficiently, professionally and with long-term care involved.
Indeed, most appraisals end up as 'tick the box' exercises that cause a great deal of anxiety on
both 'sides', and once they're completed they aren't looked at again till the next time - in six
months or a year hence. Difficult feedback is postponed or sugarcoated or presented in such a
way that the appraisee ends up a puddle on the floor. Therefore, in order to avoid all that, our
work on appraisals focuses on helping people develop their day-to-day performance
management skills. Just teaching people how to run an appraisal session isn't really going to
address the fact that it's what happens every day that gives the true picture of a person's overall
accomplishments and capabilities. Indeed, our belief is that if you aren't doing day-to-day
performance management, you can't really give someone a worthwhile appraisal. If you have an
appraisal process in place that isnt giving

you the results you need..If you have people who

avoid the day to day performance management that will ensure no one has a 'shock' when they
come to their appraisal. If you have people who need to sharpen up their performance
management and appraisal skills. If you want your people to feel well-supported and
encouraged through their day to day management.If you'd even like help devising an appraisal
process

that's

right

for

your

company.

then

having

us

create

Performance

Management/Appraisal Programme might be the very thing you need to help people feel valued
but also to know what else they need to do to be of value to your organization. In our work on
performance appraisals and performance management, we give people real and practical skills
to help them become more effective managers so that by the time they have to carry out a
formal appraisal it's far more a summary of an on-going process rather than a process driven
exercise. Which is why we call our work on appraisals: The Best Surprise Is No Surprise?

Bharti to launch Airtel DTH service

Bharti Group, which runs Indias biggest mobile phone services firm by customers, plans to
launch a direct-to-home or DTH television service within eight weeks and aims to boost its

distribution reach for the new service by leveraging the nearly one million retail outlets where it
sells prepaid phone recharge cards, a group executive said.
The DTH service to be branded Airtel, which is also the mobile phone service brand will be
started by BhartiTelemedia Services Ltd, a group company, and run by BhartiAirtel Ltd, the
mobile phone firm. All set: AtulBindal, president of BhartiAirtel, says the rates would be similar to
those of existing operators and higher than cable TV rates. Photograph: Ramesh Pathania /
Mint.
We are in a high state of preparedness to launch our DTH services. A trial launch has been
done among the employees and the feedback is very good. We are putting in the last minute
changes to reach the last town, and to have a footprint like the (Airtel) prepaid recharge value
chain, said AtulBindal, president of BhartiAirtel. We want to leverage on every bit of that (Airtel
brand). BhartiAirtel has 923,472 outlets across India as in end-June through which it sells
prepaid, postpaid, and value-added service offerings.
On pricing, Bindal said the rates would be similar to those of existing DTH operators and higher
than cable TV rates. DTH firms such as Tata Sky Ltd, an 80:20 joint venture between the Tata
Group and Star Group; Dish TV Ltd, an Essel Group company; and Sun Direct TV Pvt Ltd, a
joint venture between Chennai-headquartered Sun TV Network Ltd and Malaysias South Asia
Entertainment Holdings Ltd, charge between Rs30 and Rs300 (exclusive of taxes) a month for
the service.
DTH services, introduced in India in July 2006, currently serve 13 million customers, according
to industry estimates. Of this, an estimated seven million are customers of DD Direct, a free DTH
service of public broadcaster PrasarBharati, or Broadcasting Corp. of India, with the remaining
six million split between Dish TV, Tata Sky and Sun Direct.
Though the segment currently serves only a fraction of the 75 million households served in India
by cable and satellite based television services, it is poised for strong growth.
According to a report by industry body Ficci, short for Federation of Indian Chambers of
Commerce and Industry, and consultant PricewaterhouseCoopers, the segment will expand at a

44% compound annual growth rate between 2008 and 2012. In comparison, cable TV
households are expected to register a 2% growth. The DTH business will see three new players
before the year-end. Besides Bharti Tele media, Reliance Communications Ltd and Bharat
Business Channel Ltd, the media arm of the Videocon group, plan to enter the market.
As players in a relatively infant segment, characterized by high customer acquisition cost and
marketing costs, the existing operators have been saddled with losses so far. Dish TV has made
losses of Rs665 crore between 2006 and now. BhartiAirtelsBindal said his firm expected to
benefit from serving customers who might also be among the 70 million serviced by Airtels
mobile phone service.
We entered the consumers home with voice, then it was data and broadband, now we want to
give them a one knock at the door experience with one bill and one service provider, he said.
Airtel will be the only Telco that can do and make a difference as we have the underlying
technology in terms of billing and convergence. This will not be possible for a standalone DTH
player.
Eventually the game plan for Bharti is to get into all the potential telecom real estate and be a
full scale telecom service provider. And DTH service launch by the company is one step in that
direction. Arpus (average revenue per user) in DTH is much higher than the telecom, said
AlokShende, principal consultant, Acceindia Consulting. Bharti is readying to offer multiple
services (to the consumers) after the DTH launch. It just allows a lot of creative bundling strategy
to happen.
The Airtel DTH service will use the so-called MPEG4 format for the first time in India with
advanced security encryption systems, Bindal added. MPEG4, a media format used for
compression of audio and video data in digital form, was introduced by the Moving Picture
Experts Group in 1998.

Flow Chart of Balanced Scorecard

BALANCED SCORECARD

Vision & Mission

Strategy

Strategic Objectives

Financial

Customer

Internal Process

Learning & Growth

Performance Measures

Drivers

Outcomes

Performance Targets

Initiatives of Actions

Linkages

PERFORMANCEAPPRAISAL
APerformanceAppraisalis
aformalstructuredsystemofmeasuringandevaluatinganemployeesjob,relatedbehaviorsandoutco
mestodiscoverhowandwhytheemployeeispresentlyperformingonthejobandhowtheemployeecanp
erformmoreeffectivelyinthefuturesothattheemployee,organizationandsocietyallbenefits.
InJktyrethePerformanceManagementSystem(PMS)iscommonlyknownasPerformanceExcellence
System(PES).PESreducestheissuesregardingmeasureof

Good performance

Definitionoftargets

Evaluationcriteria

Individualgoals

Itaimsto:

Recognizeanddifferentiatebetweenhighandlowperformance

Bringaboutafeelingoftransparencyandfairnessintheevaluationprocess

Increasetheobjectivityandaccuracyofmeasurementofperformance

Increasealignmentbetweenindividualandorganizationalgoals

TheFrameworkofPESisasfollows-

Process

Phase1:PerformancePlanning&TargetSetting
MarchPerformancemeasuresandtargetssetjointlybyemployeeandManager.Thesearecascadedfromtheo
rganizationalgoalstoensurealignment.
Phase2:InterimReviewofPerformance
JulyandJanuary-Quarterlyreviews.InteractivefeedbacksessiononlyOctober-Midyearreviews.Provisionforrevisionoftheperformanceplanifrequired,duetobusinessexigencies(cours
ecorrectionmechanism)
Phase3:YearEndPerformanceEvaluation
AprilAssessmentofachievementlevelsagainsttargetsbymanagerfollowedbytheprocessofnormalization.
Finalratingcommunicatedtotheemployee.Incaseofanydisagreements,casesubmittedtotheReview
er.

Phase1:PESPerformancePlanning
PerformanceExcellenceSysteminJktyreisimportantbecauseofthefollowingreasonsCreatesawarenessabout'thebiggerpicture'i.e.Organization'svision,missionandgoals.

Communicatesexpectationsclearlyandhenceprovideroleclarity.

Alignsindividualgoalstoorganizationalgoals.

Ensuresindividualcommitmenttowardsgoals.

TheprocessofthePerformancePlanningisasfollows-

AboutKRAs,ICAsandCRs
KeyResultAreas(KRAs)

Identifiedareasofperformancethatsupporttheorganization'sgoalswhicharetobeaccomplishe
dduringtheperformanceyear

Cascadedfromthebusiness/Functionscorecard

AlignedtofunctionorBusiness

CoreResponsibilities(CRs)

On-goingtasksoroutcomesbasedondaytodayworkofanindividual

Donothaveanypre-determinedtargetsatthebeginningofaperformanceperiod

QualitativeorQuantitative-maybesubjectiveattimes

Providesopportunitytomeasurehowwellthejob/responsibilityassignedisperformed

RESEARCH METHODOLOGY
Performance appraisal is the process of evaluating an employees performance of a job in terms
of its requirement. Its communicating to an employee how he is performing the job.
According to Dalke s. Beach it is the process of estimating or judging the value, excellence,
qualities or status of some object, person or thing. Thus , appraisal the performance of
individual and organizations and organization is an inherent aspect of managing.

3.1Title of the study: Performance Appraisal

3.2 Duration of the Project:

I have donesuccessfully 45 days project study report

3.3 Objective of the Study:

Nowadayeverycourseisassociatedwithsomesortofpracticalapproachessuchascasestudy,seminar,i
ndustrialvisits,summertrainingsetc.SinceIampursuingMBA(MasterofBusinessAdministration),itisv
eryessentialtohaveanapplicationofwhatwearestudyinginthelecturerooms.Thecourseitselfconsists
ofdifferentmanagementsubjects.Iamgettingthetheoreticalaspectsofmanagementdisciplinei.e.HRM
(HumanResourceManagement)butitisenoughformanagementstudentssciencesinceinthefutureth
eyhavetoworkinthefieldsorintheorganization.
Inthesamecontextourcoursecurriculumhasorganizedsummertraining,sothatwecouldknowinBharti
AirtelinCP&HRDasatrainee.Sotofulfillmyacademicobjectiveandmyesteemneed,Ididsummertrainin
ginBhartiAirtel
FollowingaresomeimportantobjectivethatIwantedtoaccomplishinBhartiAirtel

TounderstandtheperformanceappraisaladoptedbyBhartiAirtel.

TounderstandthetypeofhumanresourcepracticesinBhartiAirtel

Tolocatethemainfactorwhichcanaffecttheperformanceappraisalpoliciesandcanreducethego
odwill/reputationoforganization?

Tostudythemeasuresadoptedforjudgingtheeffectivenessofperformanceappraisalpolicies.

Tostudywhatmeasuresareundertakentoremovethelimitationofperformanceappraisalpolicie
sofBhartiAirtel.

3.4 TYPE OF RESEARCH DESIGN

SURVEY METHOD
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Descriptive research is used in the preparation of the project.
There is some point and facts which were not found earlier hence exploratory research is used.
A Descriptive research technique is also used as I again worked upon those facts which were
earlier found by some other.

3.5 SAMPLE SIZE AND METHOD OF SELECTING SAMPLE

SAMPLE SIZE:- 20
The method of selecting sample is randomly.
SECONDARY DATA
For the completion of the research it was important that the secondary data should be
supplemented by primary data originated specifically for the research in hand. The primary data

was gathered through questionnaires. My research findings are based on information collected
from filled questionnaires. The main sources of secondary data were: Internal Data:
Some previous market studies provided by the guide,
Reports and database of HEXACOM provided by guide
PRIMARY DATA
Method used to collect primary data is:
Questionnaire
QuestionnaireMethod: For the purpose of the study survey was conducted across different areas
of Jaipur city. The Questionnaire (a sample copy is attached) was prepared according to the
objectives of the project and was administered accordingly. The data gathered through this
exercise became the primary data.

SAMPLING ERRORS
While interpreting the results I kept in mind the potential errors. Two sources of errors are
random sampling error, which arises due to the fact that the sample may not be a true
representative of the population, and non-sampling error which comes up because of faulty
coding, untruthful responses, respondent fatigue etc.

QUESTIONNAIRE DEVELOPMENT PROCESS

In order to gather primary data, I used structured questionnaires, prepared in advance to elicit
the necessary response from the respondents. Questionnaires help to facilitate communication
and know the perceptions of the respondents clearly. The following points were kept in mind
while structuring the questionnaire.
Content of the questions: the questions had been framed keeping in mind the objective of the
research. Type of questions: the questionnaire consists of open-ended, closed-ended,
dichotomous and multiple-choice questions. Further I made use of likert scale to get a more vivid
response.

Wording of the questions: the questions are such that they are easy to understand and the
respondents do not have any hesitation in answering the questions.
Note: - A sample questionnaire is enclosed with the report in Annexure- I at the end.

3.6 SCOPE OF THE STUDY

Raisar Plaza is the hub for the electronicgadgets retailing cash card and Telecom outlets. It has
shops dealing in apparel and a couple of offices. This plaza consists of six floors out of which the
ground, basement and 1st floors deal with the retailing of cash cards. There are total 100 shopes.
The scope of the My Account section through the AIRTEL website is provision of information
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required. Registration on our website requires basic subscriber information. We use this
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and protects the privacy of the individuals that use our services. All billing information is strictly
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Our intent is to strictly guard the privacy of our subscribers and visitors to our website. If you
have any concerns about providing information through the website, remember that your AIRTEL
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By becoming a Subscriber of AIRTEL, you will have the opportunity to participate in any future ecommerce/m-commerce program that may be developed by our company. AIRTEL will not sell or
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Subscriber needs to use the "Register" Option on the My Account section of the website and fill
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c) Based on the Subscribers mobile number - existing account id would be identified and last
3 months bill related to that account id would be displayed.
d) If the account id of the Subscriber has been changed in the last 3 months - then bills
related with the latest account id will only be displayed.
e) If Subscriber has changed is mobile number and has the same account id - his last 3
months bill would be displayed.
While every attempt is made to maintain accuracy in your account details, AIRTEL does not
warrant that the details provided will be error free. AIRTEL shall endeavor to rectify any errors
found.

3.7 LIMITATIONS OF THE STUDY

No project is without limitations and it becomes essential to figure out the various constraints
that we underwent during the study. The following points in this direction would add to our total
deliberations:1. During the study, on many occasions the respondent groups gave us a cold shoulder.
2. The respondents from whom primary data was gathered any times displayed complete
ignorance about the complete branded range, which was being studied.
3. Lack of time is the basic limitation in the project.
4. Some retailers/wholesalers refuse to cooperate with the queries.
5. Some retailers/wholesalers gave biased or incomplete information regarding the study.
6. Money played a vital factor in the whole project duration.
7. Lack of proper information and experience also because hurdle for me.
8. Some retailers did not answer all the questions or do not have time to answer.
All research papers have its own limitations in terms of methodology and the resources available
for its conduct. This study is no exception to it and has been carried under following limitation:
Some of the respondents were not forthcoming with information as they thought it to be a
waste of time.
A number of respondents were biased towards a particular brand, which was giving them
better returns.
Some of the respondents were not available so, contacted person was not able to present
a fair view.
Respondents lack of time to give information and their casual attitude was a big
hindrance in the study.

DATA ANALYSIS AND INTEREPRETATION

TABLE 1
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR AWARENESS OF THE
PRESENT PERFORMANCE APPRAISAL SYSTEM OF THE ORGANIZATION
Response
category
Yes

No Of Persons

Percentage

44

88%

Yes, to certain extent

12%

No

0%

Total

50

100%

Are you aware of the prevailing system of performance appraisal in your organization?

90
80
70
60
50

Percentage

40
30
20
10
0
Yes

Interpretation:

Yes, to certain extent

No

As it can be predicted from the graph, organizations have their prevailing system of performance
appraisal. Most of the prevailing system have their performance appraisal. In this figure
represented the percentage for various alternatives like that YES or NO.
TABLE 2
CLASSIFICATION ON RESPONDENTS ON THE BASIS OF THEIR OPINION REGARDING
THE NEED OF PERFORMANCE MANAGEMENT SYSTEM IN THE ORGANIZATION
Responses

No Of Persons

Percentage

Very high

20

40%

Quite high

21

42%

Rather high

12%

Rather low

6%

Quite low

0%

Very low

0%

50

100%

Total

Need for Performance Management System in the Organization

45
40
35
30
25
20
15
10
5
0

Percentage

Interpretation:
As it can be predicted from the graph, organizations have their PERFORMANCE
MANAGEMENT SYSTEM. n this figure represented the percentage of person with the number
of persons in the organization to ullfillment the use on an organization various alternatives.

TABLE - 3
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR SATISFACTION WITH
APPRAISAL SYSTEM
Response
Category
6

No Of Persons

Percentage

4%

20

40%

12

24%

11

22%

8%

2%

Total

50

100%

Satisfaction with the Appraisal System of the Organization

40
35
30
25
20
15

Percentage

10
5
0

Interpretation:
As it can be predicted from the graph, organizations have their performance appraisal. In this
figure represented the Response Category with

percentage of person with the number of

persons in the organization. It represented in various categories like in this figure VERY HIGH,
RSTHER HIGH, QUITE LOW.

TABLE - 4
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR VIEWS REGARDING THE
EXTENT OF CLARITY IN COMMUNICATION OF KEY PERFORMANCE AREAS
Respons
e
Category
6

No of Persons

Percentage

10%

16

32%

15

30%

10

20%

4%

4%

Total

50

100%

Clarity in communication of key performance Areas

35
30
25
20
15
Percentage

10
5
0

Interpretation:
As it can be predicted from the graph, organizations views regarding the extent of clarity in
communication of key performance areas. In this figure represented the Response Category
with percentage of person with the number of persons in the organization. It represented in
various categories like in this figure VERY HIGH, RSTHER HIGH, QUITE LOW.

TABLE 5
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR VIEWS REGARDING
THE EXTENT OF FEEDBACK PERFORMANCE BEFORE THE ANNUAL APPRAISAL
Response
s

No of Persons

Very high

12%

Quite high

15

30%

Rather high

14

28%

Rather low

18%

Quite low

2%

Very low

10%

50

100%

Total

Percentage

Extent of feedback and guidance provided to Employee before the annual appraisal about
their performance
30
25
20
15
10

Percentage

5
0

Interpretation:
As it can be predicted from the graph, organizations views regarding the extent of feedback
performance before the annual appraisal. In this figure represented the Response Category with
percentage of person with the number of persons in the organization. It represented in various
categories like in this figure VERY HIGH, RSTHER HIGH, QUITE LOW.

TABLE 6
CLASSIFICATION OF RESPONDANTS ON THE BASIS OF THEIR VIEWS REGARDING THE
EXTENT OF FAIRNESS IN THE CURRENT SYSTEM OF PERFORMANCE APPRAISAL
Responses

No of Persions

Percentage

Very high

4%

Quite high

15

30%

Rather high

21

42%

Rather low

16%

Quite low

8%

Very low

0%

Total

50

100%

Extent of fairness in the current system of Performance Appraisal

45
40
35
30
25
20
15

Percentage

10
5
0

Interpretation:
As it can be predicted from the graph, organizations extent of fairness in the current system of
performance appraisal. In this figure represented the Response Category with percentage of
person with the number of persons in the organization. It represented in various categories like
in this figure VERY HIGH, RSTHER HIGH, QUITE LOW.

Facts and Finding

There are some guidelines for filling Confidential Report Form:
Your appraisal should be based on how well the employee has achieved the result expected for
this period under assessment, please note, you are appraising the employees performance
(result achieved or not achieved and not the person).

For indicating your rating on each factor, please tick the appropriate.
Guard against any tendency to over - rate and under rate this is unfair both to the employee
reported upon as well as to his colleagues.
It will be filled in by an officer to whom the employee directly report (officer here means
executive).
An efforts should be made to rate all the factors if a particular factor is not applicable in case any
employee; it should be mentioned as Not Applicable.

Before recording their assessment, the appraiser must read carefully the factor definition and
grade description given their under.

In case, evaluation of an employee and particular factor is considered to be either extreme,

i.e. exceptional / outstanding or poor it should be justified by giving appropriate date for
each factor separately.

Each factor should be rated independently a higher or low grading in some factor should not
influence the assessment of the other factor. One useful method to avoid this is to assess all
employee at a time in respect of all the assessing officer while evaluating a factor picks on
one employee at a time in respect off all the assessing officer while evaluating a factor picks
on one employee with in the group whose performance in that factor is taken to be average.

SWOT ANALYSIS
STRENGTHS

BhartiAirtel has more than 65 million customers (July 2010). It is the largest cellular provider
in India, and also supplies broadband and telephone services - as well as many other
telecommunications services to both domestic and corporate customers.

Bhartiairtel is a rapidly growing communication company

BhartiAirtel is the largest telecom company in private sector

In just over few years, there are so many customers across the country & the number
keeps on increasing.

The sales force of company is very effective

WEAKNESSES

An often cited original weakness is that when the business was started by Sunil Bharti
Mittal over 15 years ago, the business has little knowledge and experience of how a cellular
telephone system actually worked. So the start-up business had to outsource to industry
experts in the field.

Until recently Airtel did not own its own towers, which was a particular strength of some of
its competitors such as Hutchison Essar. Towers are important if your company wishes to
provide wide coverage nationally.

The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the
lack of any real emerging market investment opportunity for the business once the Indian
market has become mature.

OPPORTUNITIES

The company possesses a customized version of the Google search engine which will
enhance broadband services to customers. The tie-up with Google can only enhance the
Airtel brand, and also provides advertising opportunities in Indian for Google.

Global telecommunications and new technology brands see Airtel as a key strategic
player in the Indian market. The new iPhone will be launched in India via an Airtel
distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions.

Despite being forced to outsource much of its technical operations in the early days, this
allowed Airtel to work from its own blank sheet of paper, and to question industry
approaches and practices - for example replacing the Revenue-Per-Customer model with a
Revenue-Per-Minute model which is better suited to India, as the company moved into small
and remote villages and towns.

THREATS

Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a
5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival
Hutchison Essar. Knowledge and technology previously available to Airtel now moves into
the hands of one of its competitors.

The quickly changing pace of the global telecommunications industry could tempt Airtel to
go along the acquisition trail which may make it vulnerable if the world goes into recession.
Perhaps this was an impact upon the decision not to proceed with talks about the potential
purchase of South Africa's MTN in May 2008. This opened the door for talks between
Reliance Communication's Anil Ambani and MTN, allowing a competing Inidan

CONCLUSION

The appraisal program is an important function of the entire organization. It should not be taken
as the especially of the personnel department. Nevertheless the personnel manager has a
particular role to play during the adoption of such program. He can make the execution of the
programmed more effective by:
a. Studying personnel data regarding turn over, demotion, promotion etc.
b. Comparing operating results.
c. Studying needs for the executive development and training activities.
d. Communicating the result of performance against rating to the top
management and
to the subordinates to help them solve their problem.
Performance appraisal is unavoidable because of its manifold uses. It is another thing whether it
is formalized or not. But it is advisable for only big organization to develop a formal system of
performance appraisal and communicate it to the people. It overcomes the communication
barriers. The supervisor must also be trained to use the system effectively and to rate the
subordinate objectively.

RECOMENDATION AND SUGGESTIONS

These are some suggestion for conducting appraisal interviews:

Give the employee a few days notice of the discussion and its purpose.

Prepare notes and use the completed performance appraisal form as a discussion
guide so that each important topic will be covered.

Be ready the suggest specific developmental activities suitable to each employees

Establish a friendly, helpful and purposeful tone at that outset of the discussion.

Make sure that the session is truly a discussion.

When your appraisal is differs from employees discuss these differences.

These discussions should contain both constructive compliments and constrictive

Occasionally the appraisal interview will uncover strong emotions.

need.

criticism.

Make certain that your employees fully understand your appraisal of their
performance.

Discuss the future as well as the past.

End the discussion on a positive, future oriented note.

Suggestions Regarding Performance Appraisal OfBhartiAirtel:

Performance Appraisal form should be made compulsory.

Performance appraisal should be done twice in a year.

The form should be such, that it should be clear to all.

Performance appraisal not only depends on the performance appraisal form but also on
the allotted time period and overall performance.

After every performance appraisal proper feedback should be taken in the form of questionnaire.

Appendix
Executives:
Name: (optional)
Department: (optional)
Designation:
1) Are you aware of the Prevailing system of performance appraisal in your organization?
Yes, to certain extent

No

2) In my opinion, the need for performance management system in the organization.

Very high

Quite high

Quite low

Very low

Rather high

3) My satisfaction with the appraisal system is:

Very high

Quite high

Quite low

Very low

Rather high

4) Extent of clarity in communication of the key performance areas.

Very high

Quite high

Quite low

Very low

Rather high

5) Extent of feedback & guidance provided to me before the annual appraisal about
performance is:
Very high

Quite high

Quite low

Very low

Rather high

6) The extent of unbiased assessment of my performance under the present system is:
Very high

Quite high

Quite low

Very low

Rather high

7) Extent to which the current appraisal system is successful in finding the areas improvement in
my performance:
Very high

Quite high

Quite low

Very low

Rather high

8) The extent of effort in discovering my potential for shouldering higher responsibilities through
the existing system of appraisal:
Very high
Quite low

Quite high

Rather high

Very low

9) The extent of detailed discussion and guidance for future performance on the basis of past
years performance appraisal:
Very high

Quite high

Rather high

Quite low

Very low

BIBLIOGRAPHY

These following books, manuals are concerned in making report:

Agarwal, R.D., Dynamics in India, Tata McGraw Hill Publishing Company, New
Delhi, 1977.

Ahmed, Abad, Management and Organization Development, RachnaPrakashan,

New Delhi, 1972.

Bass, Barnard, M., and Vaughan, J.A. Training in Industries: The Management of
Learning, Tavistock Publication, London, 1969.
Blake, Robert R., and Jane Mouton, Building a Dynamic Corporation through Grid
Organization Development, Addison Wesley, Readings, 1969.

Sites Visited:

www.Google.com

www.yahoo.com

www.mouthshut.com

www.wikipedia.com