Summer Training Report

ON
PERFORMANCE APPRAISAL
AT
AIRTEL
Submitted in partial fulfillment of the requirement of the degree of
BACHELORS OF BUSINESS ADMINISTRATION
Affiliated from
H.N.B. Garhwal University, Srinagar
Submitted byADNAN
HUMAN RESOURCE
2014-17

Internal Guide:
External Guide:
Ms. JAYANT MAHAJAN
PATHAK

MR. RITESH

Lecturer

HR MANAGER

DEPARTMENT OF MANAGEMENT
INSTITUTE OF TECHNOLOGY & MANAGEMENT
DEHRADUN
ACKNOWLEDGEMENT

At the very outset, I would like to acknowledge with immense gratitude the
support and guidance of some people without whom the project could not have
been completed. Also thanks to them, I learnt a lot more additional things than that
just restricted to my project.

First of all I would like to thank my project guide Ms Surbhi Sharma (Lecturer)
for his support and patience with me despite him being hard pressed for time.

I am thankful to Airtel for providing me with the wonderful opportunity and

allowing me to take this study.

Also I would like to thank the faculty guide of my college Mr. Ritesh Pathak
Human Resource Manager )
who guided me in my project.

I would also like to thank (other members of your training institute who helped
you out in completion of your project report.)

Last but not the least I would like to thank my parents who have always showed
their full faith in me, and are the biggest source of my encouragement and
guidance.

Ritesh Pathak

CANDIDATES DECLARATION

I hereby declare that the work for the project Report entitled PERFORMANCE
APPRAISAL AT AIRTEL is completely done by me, based on my own work conducted
in training institute for the partial fulfillment of my Bachelors of Business
Administration.

Admittedly I have received suggestions and guidance from my guides.

Date-

ADNAN
BBA

Place-

(2014-2017)

CONTENTS
Title
i

To whom so ever it may concern

Acknowledgement
Preface
Candidates declaration
CHAPTER No.
PAGE No.

iv
v
DESCRIPTION

Chapter-1
1.1
1.2
1.3
Chapter-2

ii
iii

ABOUT PERFROMANCE APPRAISAL

An Introduction
Mission
Goals

Topic undertaken
2.1 an introduction
2.2 definitions by different authors

Chapter-3
3.1
3.2
3.3
3.4
3.5
3.6

Research Methodology
Research Problem
Research Objective
Types of research
Methods of data collection
data analysis & interpretation
Findings

Chapter-4

Recommendations & Suggestions

Chapter-5

Conclusions

Chapter-6

annexure

Chapter-7

bibliography

COMPANY PROFILE

BHARTI AIRTEL LIMITED

Bharti Airtel Limited formerly known as Bharti Tele-Ventures LTD (BTVL) is an
Indian company offering telecommunication services in 18 countries. It the largest
cellular service provider in India, with more than 137 million subscriptions as of
June 2010. Bharti Airtel is the world's third largest, single-country mobile
operator and fifth largest telecom operator in the world in terms of subscriber base.
It also offers fixed line services and broadband services. It offers its telecom
services under theAirtel brand and is headed by Sunil Bharti Mittal. The company
also provides land-line telephone services and broadband Internet access (DSL) in
over 96 cities in India. It also acts as a carrier for national and international long
distance communication services. The company has a submarine cable landing
station

at

Chennai,

which

connecting Chennai and Singapore.

connects

the

submarine

cable

It is known for being the first mobile phone company in the world to outsource
everything except marketing and sales and finance. Its network (base stations,
microwave

links,

Network, business

etc.)
support

is

maintained

by IBM and

by Ericsson and Nokia

transmission

towers

by

Siemens
another

company. Ericsson agreed for the first time, to be paid by the minute for
installation and maintenance of their equipment rather than being paid up front.
This enables the company to provide pan-India phone call rates of Rs. 1/minute
(U$0.02/minute). During the last financial year [2009-10], Bharti has roped in a
strategic partner Alcatel-Lucent to manage the network infrastructure for the
Telemedia Business.
The company is structured into four strategic business units - Mobile, Telemedia,
Enterprise and Digital TV. The mobile business offers services in 18 countries
across the Indian Subcontinent and Africa. The Telemedia business provides
broadband, IPTV and telephone services in 89 Indian cities. The Digital TV
business provides Direct-to-Home TV services across India. The Enterprise
business provides end-to-end telecom solutions to corporate customers and
national and international long distance services to telcos.

BHARTI AIRTEL LIMITED

Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber
base, behind China Mobile and China Unicom. In India, the company has a 30.7%

share of the wireless services market. In January 2010, company announced that
Manoj Kohli, Joint Managing Director and current Chief Executive Officer of
Indian and South Asian operations, will become the Chief Executive Officer of the
International Business Group from 1 April 2010. He will be overseeing Bharti's
overseas business. Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli and
will be the CEO, effective from 1 April 2010.

WORLDWIDE PRESENCE
Airtel is the 5th largest mobile operator in the world in terms of subscriber base
and has a commercial presence in 18 countries.
Its area of operations include:

3 countries in the Indian Subcontinent:

Bangladesh, India and Sri Lanka

15 countries in Africa:

Burkina Faso, Chad, Democratic Republic of the Congo, Republic of the

Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria,Sierra
Leone, Tanzania, Uganda and Zambia.
Airtel owns 70 % of Warid Telecom in Bangladesh through a joint venture. Bharti
Airtel Limited will take management control of the company and its board, and
will relaunch the company's services under its own Airtel brand. The Bangladesh
Telecommunication Regulatory Commission approved the deal on January 4, 2010.

DIRECTORS PROFILE

SUNIL BHARTI MITTAL (born 23 october 1957) is an indian telecom

mogul, philanthropist
Chairman

and the founder,

and managing director of Bharti enterprises.

The us$7.2 billion turnover company runs India's largest gsm-based mobile
phone

service.

He is the son of sat paul (former MP) and lalita.

In 2007, he was awarded the PADMA
civilian honor.

BHARTI AIRTEL LIMITED

BHUSHAN,

India's third highest

VISION AND PROMISE

By 2010 tel will be the most admired brand in India:
Loved by more customers
Targeted by top talent
Benchmarked by more businesses.

MISSON
Company will meet the mobile communication needs of his customer through
error-free service delivery.
Innovative products and services,
Cost efficiency
Unified messaging solution.

ORGANIZATION STRUCTURE OF AIRTEL

AIRTEL MANAGEMENT TEAM

SUNIL BHARTI MITTAL is the Founder, Chairman and Group CEO of Bharti Enterprises.

SANJAY KAPOOR Chief Executive Officer Bharti Airtel Ltd. (India & South Asia).

MANOJ KOHLI CEO (International) & Joint MD Bharti Airtel Ltd.

SHAMINI RAMALINGAM

Director internal assurance of bharti airtel limited.

S. ASOKAN

Executive director -

SRIKANTH BALACHANDER

Chief financial officer

supply chain

ATUL BINDAL

President mobileservices

JYOTI PAWAR

Director legal and regulatory of bharti airtel limited

JOACHIM HORN

Executive director network services group,

KRISHNAMURTHY SHANKAR Director human resources

AMRITA GANGOTRA

Director it (india & south asia)

LIST OF COUNTRIES IN WHICH AIRTEL OPERATES

AIRTEL OPERATES IN THE FOLLOWING COUNTRIES. AIRTEL IS INTERIMLY KNOWN AS ZAIN IN ITS
NEWLY ACQUIRED AFRICA OPERATIONS AND WILL ASSUME THE AIRTEL BRAND NAME ONLY IN
THE COMING MONTHS.

Country

Site

Remarks

Warid Telecom International LLC, an Abu Dhabi based consortium,

sold a majority 70% stake in the company to India's Bharti Airtel
Limited for US$300 million.Bharti Airtel Limited will take
Bangladesh

http://www.waridtel.com.b
d

management control of the company and its board, and will

relaunch the company's services under its own Airtel brand. The
Bangladesh Telecommunication Regulatory Commission approved
the deal on January 4, 2010. As of December, 2009 Warid has
secured 2.99 million subscribers and is ranked fourth among the six
operators of Bangladesh.

Burkina
Faso

Chad

http://www.bf.zain.com

http://www.td.zain.com

Airtel in Burkina Faso is the dominant player with 1,433,000

customers representing 50% market share

A pioneer in the Chadian telecom industry, Airtel in Chad is the no.

1 operator with 69% market share.

Democratic
Republic of the http://www.cd.zain.com
Congo

The rapidly growing mobile sector in Gabon grew by 16.5 percent

Gabon

http://www.ga.zain.com

from 2007 to 2008 according to statistics from the Bank of Central

African States. Airtel in Gabon has 829,000 customers and its
market share stood at 61%.

Ghana

http://www.gh.zain.com

India

http://www.airtel.in

Kenya

http://www.ke.zain.com

Airtel in Ghana has over 1 million customers.

Airtel Kenya customers stand at 2,418,000 million with 17% market

share.

Airtel holds second place in the mobile telecom market in

Madagascar http://www.mg.zain.com

Madagascar, has a 39% market share and over 1.4 million

customers.

Malawi

http://www.mw.zain.com

Airtel in Malawi is the market leader with a market share of 72%.

Niger

http://www.ne.zain.com

Airtel in Niger is the market leader with a 68% market share.

Nigeria

http://www.ng.zain.com

Republic of
the Congo

Sierra
Leone

http://www.cg.zain.com

Airtel in Congo is the market leader with a 55% market share.

http://www.sl.zain.com

Sri Lanka

http://www.airtel.lk

Tanzania

http://www.tz.zain.com

Uganda

http://www.ug.zain.com

Airtel in Tanzania is the market leader with a 38% market share.

Airtel in Uganda stands as the no. 2 operator with a market share of

38%.

Zambia

http://www.zm.zain.com

SUBSCRIBER BASE IN INDIA

The Airtel subscriber base according to Cellular Operators Association of India (COAI) as of May
2010 [13] was:
Metros

Chennai - 2,704,067

Delhi - 6,204,025

Mumbai - 3,066,905

Kolkata - 2,821,065

"A" Circle

Andhra Pradesh - 13,547,616

Gujarat - 5,760,204

Karnataka - 13,209,270

Maharashtra - 6,701,424

Tamil Nadu - 8,423,702

"B" Circle

Haryana - 1,554,034

Kerala - 3,185,876

Madhya Pradesh - 7,202,200

Punjab - 4,921,266

Rajasthan - 10,802,138

Uttar Pradesh (East) - 9,671,973

Uttar Pradesh (West) - 4,317,918

West Bengal - 6,001,669

"C" Circle

Assam - 2,570,283

Bihar - 11,652,206

Himachal Pradesh - 1,346,666

Jammu and Kashmir - 1,976,568

North Eastern States - 1,538,853

Orissa - 4,373,802

ACHIEVEMENTS OF AIRTEL

(1) Airtel is the 5th largest mobile operator in the world.

(2) Presence in 18 countries.

(3) Airtel in telecom,internet,television.

(4) Members of the Bridge Alliance

(5) BSE Sensex companies of India.

(6) S&P CNX Nifty companies of India.

(7) On May 9, 2009 Airtel signed a major deal with Manchester United
Football Club. As a result of the deal, Airtel gets the rights to
broadcast the matches played by the team to its customers.

(8) Bharti Airtel signed a five-year deal with ESPN Star Sports to become
the

title

sponsor

of

the Champions

League

Twenty20 crickettournament. The tournament itself is named "Airtel

Champions League Twenty20.

OBJECTIVE

To know the various types of performance appraisal methods being used at AIRTEL Ltd.

To know which appraisal system is being mostly used in AIRTEL Ltd.

To know whether the performance appraisal system of AIRTEL Ltd. Increase the
productivity of employees or not .

INTRODUCTION OF THE PROJECT

PERFORMANCE APPRAISAL
Performance appraisal can be defined as the process of evaluating the performance of an
employee & communicating the result of the evaluation to him for the purpose of rewarding &
developing the employee. According to Michael Armstrong Performance appraisal is a formal
assessment & rating of individual by their managers at usually at annual review meeting.
Performance can be defined as the degree of accomplishment of tasks by an employee in his job.
In some organizations it is measure of the result achieved & target accomplished whereas in
others, it is a measure of employee efforts & behavior. However most organizations use a
combination of both efforts & results. Performance appraisal is also termed as performance
review, annual review & annual appraisal.

THE APPRAISAL PROCESS

1. The first step in the appraisal performance process is the determination of standard of
performance based on the organizational objectives & job descriptions.
2. The next step of performance appraisal is the measurement of employees performance
against the pre-determined goal & standards.
3. The next step is the actual process of measurement. Performance appraisal has to be a
continuous process & feedback should be given to the employee at regular intervals.
4. The next step is the very critical step & involves communicating the result of the
appraisal to the employee concerned.
5. Once appraisal is finalized after discussing it with the employees, it have to be put
effective use.
THE APPRAISER
The appraiser is that person who access the performance of a person or an employee. In more
recent concept like 360 degree feedback, the peer/colleagues of the employee, his supplier, his
customer, & even his subordinate play a role in assessing his performance.

SELF-APPRAISAL
As has been discussed earlier self appraisal is the common practice today, with the employee
being given a role in evaluating their own performance. The employee himself is best equipped
/to evaluate his performance because he understands his strengths & weaknesses the best.

SUPERVISOR

It is the responsibility of the supervisor to ensure that his subordinate perform their jobs well.
Hence the authority to evaluate the employees performance has traditionally been with the
supervisor.

PEERS
Peer evaluation is very sensitive area as it may lead to false & unhealthy appraisal because of
competition among peers. The organization has to reach an advanced stage of development
before it can handle peer appraisal.
CUSTOMERS
The performance of an employee has a direct & immediate impact on his customer either internal
or external. In service organization like banks & hotels customer feedback has become the most

important tool in evaluating the employees performance

SUBORDINATES
The concept of subordinate evaluating the performance of his supervisor yet to gain acceptance
in most Indian companies. The Indian culture does not encourage the idea of subordinate
appraisal.

PERFORMANCE APPRAISAL METHODS

1. Management by objective or goal setting.

2.
3.
4.
5.
6.
7.
8.
9.

Graphic rating scale.

Work standard approach.
Essay appraisal.
Critical incidence method.
F*orced choice rating method.
Point allocation method.
Ranking method.
Check list.

/
10. Behavioral anchored rating scale.(BARS)
11. 360 degree performance appraisal.
12. Team appraisal.
13. Balanced scorecard method.
MANAGEMENT BY OBJECTIVE (MBO)
The main aspect of MBO is clear & well defined goals, a definite time span to achieve the goals,
action plan & finally, timely & constructive feedback. It is also called a goal setting approach;
MBO is more commonly used for managers & professionals.

GRAPHIC RATING SCALE

This method of appraisal requires the rater to rate the employee on factors like quantity & quality
of work, job knowledge, dependability, punctuality, attendance etc. This method is also used for
performance appraisal of employees. They check their employees daily by using this method.

WORK STANDARD APPROACH

This method of appraisal is more suitable in a manufacturing scenario, where the goals are pre
determined work standard. These work standards can be set based on the average output of a
typical employee in the organization or by bench marking against the work standard of a
competitor in a similar business.
ESSAY APPRAISAL
In the essay appraisal method, the appraiser prepares a document describing the performance of
the employees. Questions or guidelines are provider to the appraiser based on which analyses &
describes the employees performance.

CRITICAL INCIDENT METHOD

In this method of performance appraisal, the appraiser makes a note of all the critical incident
that reflect the performance & behavior of the employee during the appraisal period. These are
recoded as & when they occur & can demonstrate either positive or negative traits or
performance.

FORCED CHOICE RATING METHOD

In this method the appraiser is required to assign ranks to different attributes are all seemingly
positive, but have different weights which are unknown to the appraiser. Once the employees
attributes are ranked the human resource department applies the weights & arrives at a score
which is the final appraisal score.

*POINT ALLOCATION MATHOD

In this method of appraisal, the appraiser has to allocate points to different members in his team.
He has at disposal , a specific number of points which he has to distribute among his team
members, based on their performance during the appraisal period.
RANKINNG METHOD
There are three commonly used methods of ranking namely alternation, paired comparison &
forced distribution. The first two methods are used when there are only a few employees to be
ranked, whereas forced distribution method is used in large companies which have thousands of
employees.

CHECKLIST
In this method the rater has to respond yes or no to a set of questions which assess the
employees performance & behavior. Normally weights are attached to each of these questions
based on which the final appraisal score of the employee is calculated.

BEHAVIOR ANCHORED RATING SYSTEM (BARS)

BARS concentrates on the behavioral traits demonstrated by the employees instead of his actual
performance. Some of the other methods like graphic rating scale & checklist also measure the
behavior based on the assumption that desirable behavior result in effective performance.

360 DEGREE PERFORMANCE APPRAISALS

A 360 degree appraisal system aims at a comprehensive & objective appraisal of employee
performance. In a 360 degree appraisal system the employees performance is evaluated by his
supervisor, his peers, his internal external customers, his internal external suppliers & his
subordinates. This system reduces the subjectivity of a traditional supervisor appraisal.
TEAM APPRAISAL
In the new economy era, where team work is essential for any venture to succeed, team appraisal
has emerged as one of the best tool for the performance management. In the team appraisal
method the individual team member evaluate their colleagues in the team & provide feedback.

BALANCED SCORECARD
The balanced scorecard as a method of measuring performance channelizes the efforts of people
to achieve organizational goals. The implementation of balanced scorecard involve formulating a
strategy & deciding what each employee needs to do to achieve the objectives based on strategy.

PERFORMANCE APPRAISAL SYSTEM AT AIRTEL

Performance appraisal report is an index of an employees work performance over a given period
of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training
needs, nature of job being performed and problems faced in work situation.
The objectives of the performance appraisal system at AIRTEL are:

To set norms and targets of work performance, as well as, to monitor the work progress
of employees.

To facilitate placement of employees in accordance with their suitability for different

types of assignments.

To provide an objective basis for determination of merit, efficiency and suitability for the
purpose of promotion.

To identify areas requiring exposure for training and development.

The performance appraisal system seeks to evaluate:

The work performance of an employee on the present job in relation to the expected
levels of performance, both qualitative and quantitative.

The extent of development achieved by the employee during the period under review.

Evaluation of behavioural attributes, attitudes and abilities.

Evaluation of potentials for assuming higher responsibility.

The appraisal covers:

Performance during the period from 1st April to 31st march of every year.

All regular employees of the company.

a) Non Executives.
b) Executives
The appraisal form PAR/ACR is filled in respect of all such employees who have served for a
period of at least four months in the organization during the relevant year.

Procedure
PAR/ACR in respect of an employee is required to be assessed by levels indicated below:
By the reporting officer under whom employee is working.
By the reviewing officer.

The reporting officer for writing PAR of an employee of class III/IV and E-0 level
category will be the executive under whose control the employee is working. The
reviewing officer will be of one grade above the grade of reviewing officer. The PARs in
respect

of

class

III/IV

employees

duly

reviewed

is

maintained

at

Region/Institute/Headquarters group wise in the concerned establishment section/PAR

sections.

The PAR in respect of E-0 to E-6 level executives is being maintained in PAR
departments at headquarters of R&P division.

As

regards

E-7

and

above

all

such

reports

which

are

received

from

Regions/Institutes/Headquarters are maintained at Chairman-cum-managing Directors

office. The reviewing officer will be the officer to whom the executive reports for his day
to day work. Review of the PAR will be done by the executives to whom the reporting
officer is responsible for his functions. Accepting authority will be the executive higher
than the reviewing officer at different levels depending upon the nature of the grades as
per delegation of powers in PAR rules.

 The performance appraisal reports of executives of E-6 level i.e. Deputy general
manager and above will be submitted to concern functional Director for final review
and acceptance.

The performance appraisal reports of executives of E-5 level i.e. chief manager and
equivalent will be reviewed by the RD/ED/Nominee of the Director concerned.

The performance appraisal of the executive upto E-4 level i.e. manager and equivalent
would be reviewed by the functional head/GM/CGM not less than E-7.

Performance Appraisal Format for Executives

I. Personal Data

This includes personal details of the individual being appraised.

II. Self Appraisal

In this section the appraisee is required to mention the tasks achieved in the appraisal
period including enabling and constraining factors. These achievements are then rated by
the individual itself and the appraiser.

III. A. Performance Appraisal

Performance appraisal is done on the basis of Key Result Areas and a certain weightage
is assigned to each. Following are the Key Result Areas:

Performance in respect to volume

40

Quality of output

30

Timeliness of jobs completed

30

The total of the score gained by the individual is noted and termed as P.

B. Potential Appraisal

Potential of the candidate is appraised on the scale of 1 to 5 keeping the existing role as
well as future positions in perspective.
Scale 1 to 5 is given for (1-poor, 2-fair, 3-good, 4-very good, 5-excellent)
Potential is appraised on the basis of following traits:

Result oriented approach

Willingness to accept challenges

Diligence and reliability

Initiative

Professional competence

Communication skills

Commitment and dedication

Personal conduct and discipline

Leadership

Inter personal relationship

Total of score gained by an individual in this section is again noted and termed as Q.

C. Work done for HINDI

. Overall Grade

Total score(S) is calculated as

S=a*P+b*2*Q

Where a & b are weightages for performance and potentials. This weightage is as per the
level.

Level

E1

0.9

0.1

E2

0.8

0.2

E3

0.7

0.3

E4

0.6

0.4

E5

0.5

0.5

E6

0.4

0.6

The grading system

A+

95 and above

85 and above but less than 95

A-

75 and above but less than 85

B+

65 and above but less than 75

55 and above but less than 65

45 and above but less than 55

less than 45

IV. A. Assessment by Reviewing Officer

B. Training Needs

The appraisee himself mentions the training requirements which are then remarked by the
appraiser.

C. Co- Review

V. Moderation

VI. Assessment by accepting officer

Final grade with score

VII. Communication to executive

VIII. Counseling

The final grade given by the accepting authority after detailed and due consideration to the rating
by the 1st and 2nd appraisers, will be the decisive grade of the appraisee executive. In case this
final rating is different from those of the 1 st and 2nd appraiser, adequate justification must be
mentioned by the accepting authority. There must be adequate explanation by the 1 st and 2nd
appraisers and the accepting authority for any grade assigned to the appraisee. In the absence of
adequate explanation the report will be considered incomplete and returned back to the
appraisers for confirming to the directives contained in the instructions.

RESEARCH METHODOLOGY

The approach used for the study was Survey Method. For this Literature and Diagnostic Survey
were carried out:

LITERATURE SURVEY

Secondary sources were referred to get the basic culture and working pattern of AIRTEL. All the
required information was collected from the in-house journals, magazines, reference books,
manuals and the other related sources.

DIAGNOSTIC SURVEY

It was done with the help of a questionnaire to check the efficiency and effectiveness of the
system.

PROJECT TITLE

Performance Appraisal System on the productivity of employees of AIRTEL Ltd .

SIGNIFICANCE OF STUDY

Human Resource Development is the basis of success of any organization. HRD helps to
enhance employees effectiveness and helps to achieve organizational goals. Now with the
emergence of so-called NEW ECONOMY, the increasing role of knowledge in industry is
becoming obvious. In the emerging knowledge age, incessant learning by employees through
effective Training and Development is going to be a key to survival and growth for
organizations. Without effective Training and Development no enterprise can claim to be giving
due importance to HRD. Performance appraisal in the real sense can be carried out only when
the employees are provided with the required amount of training. In the unfolding economic
scenario it is increasingly being realized that employees are the most precious assets of any
company. Any investment in introducing performance appraisal techniques is worth only when
the above mentioned criterion is fulfilled. Every organization nowadays is using various methods
for appraising the performance of the employees so that the real potential of the human asset can
be known and utilized in the proper way. Performance appraisal not only evaluates the work
done by the employees but also tries to boost the morale and motivate them to do their best. The
methods used by the organization should be communicated to all the employees who come under
its purview. They should be satisfied with the procedure and if they are not then it should be
looked upon that what are the reasons behind it and what changes are to be brought about.
Performance appraisal has a very important aspect to it and that is development of the
employees.

RESEARCH METHODOLOGY

RESEARCH DESIGN

The present investigation is descriptive type of study undertaken to estimate the effectiveness of
the performance appraisal system of AIRTEL Ltd. The present study identifies views of
employees of different levels and disciplines.

I have divided the whole sample into various groups on various criterions like age, experience,
discipline, and management level.

To do the better analysis these groups are further incised as

Age

Age less than 40 years

Age between 40-50 years

Age above 50 years

Age not provided

Experience

Experience less than 10 years

Experience between 10-20 years

Experience between 20-25 years

Experience between 25-30 years

Experience more than 30 years

Finance

Geo Sciences

HR

Production

Technical and Engineering

Discipline

Managerial Level

Junior Management(E0 - E2)

Middle Management(E3 E4)

Senior Management(E5 and above)

Scope of the Study

The scope of the study is limited to Dehradun.
Population of the Study
All those persons who are working in AIRTEL are the population of this study.
Sample Size
The sample size is 100.
METHOD OF DATA COLLECTION

PRIMARY DATA
The primary data to be selected was based upon the response of the respondents to the
questionnaire designed. The questionnaire consists of closed ended questions.

A part of Questionnaire was targeted to know the personal details of the respondents. Second part
consists of closed ended questions on the scale of 1 to 5. Third part comprised of questions to be
answered in Yes or No.

SECONDARY DATA
The secondary data was collected by referring through manuals, journals and intra net, web sites,
and the final data was analyzed systematically to achieve the desired result.
Tools of Data Analysis
The collected data has been analyzed keeping in view the objectives of the study. The statistical
tool used is Chi-square test in this study.

Collected data at a glance

Significant variables
Individual feedback should be provided
after the appraisal
The management helps provide an
atmosphere where all are encouraged foe
teamwork & comradeship
My superior appreciates me when I do a
good job
My appraiser knows my personality
,talents & potentials
Rather has the ability & courage to give
constructive criticism in a friendly, firm &
positive manner
The employees are provided with the
opportunity to respond to the feedback of
the appraisal
Are you rated on your competenciesKnowledge, skills& attributes
There should be some incentives based on
the individual & group performance
Are you provided with the genuine
feedback
Do you find appraisal counseling
beneficial for future developments
Do you think management take a serious

YES

NO

note of training requirements shown in

the appraisal
Do you want the system of 360 degree
appraisal in which you can appraise your
superior

CHI-SQUARE

Attribute

Yes

No

Total

Feedback

46

49

Atmosphere

49

49

Appraisal

21

28

49

Incentives

34

15

49

360 degree

41

49

158

87

245

counseling

appraisal system
Total

O(OBSERVED) E(EXPECTED)
46

31.6

O-E

(O-E)2

(O-E)2/E

14.4

207.36

6.56

49

31.6

17.4

302.76

9.58

21

31.6

-10.6

112.36

3.55

34

31.6

2.4

5.76

0.18

31.6

-23.6

555.96

17.625

17.4

-14,4

207.36

11.917

17.4

-17.4

302.76

17.4

28

17.4

-10.6

112.36

121.4

15

17.4

-2.4

5.76

.33

41

17.4

-23.6

556.96

31.99

Total (CH1)

220.53

Degree of freedom = (row-1)(column-1)

= (5-1)*(2-1)
= 4*1
=4
Row = 5
Column = 2
Significance = 0.05

Table value = 9.49

Chi- square = 220.53
Variables:

Performance appraisal

Productivity
HO: There is no relation between performance appraisal & productivity of employees.
H1: Performance appraisal system in AIRTEL affects the productivity of employees.

Value is accepted.

LIMITATIONS

Due to time constraint and hectic schedule of AIRTEL employees some time I found
difficulty in interaction with employees.

Organization being very large an effort was made to do the tasks effectively and
efficiently but more detailed study could have done by having large sample size.

 Employees delayed in submitting the feedback form so it effected the time in compiling
and analyzing data for findings and suggestions.

Many questions were responded as Cannot Say due to the subjectivity of the topic and
some information was not revealed due to certain reasons like being confidential in
nature.

(Response in YES or NO only)

Q1.

Individual feedback should be provided after the appraisal.

Responses
YES

87%

NO

13%

90
80
70
60
50
40
30
20
10
0
Yes

No

As of now the system of providing the appraisal feedback to every individual is not there in
AIRTEL. However 87% of the respondents want that there should be such system. The general
opinion of the employees is that the basic purpose of the appraisal process is not fulfilled until or

unless one gets to know how he has performed. Ultimately the aim of the performance appraisal
is to develop the individual through proper monitoring and feedback system.
13% of the respondents feel that the individual feedback should not be provided. They are still of
the opinion that the performance appraisal should be treated as confidential report only. They
consider that the individual feedback system will give rise to discrepancies.

Q.2 The management helps provide an atmosphere where all are encouraged for
teamwork and comradeship.

Responses
YES

69%

NO

31%

70
60
50
40
30
20
10
0
Yes

No

Majority of the respondents feel that the management helps provide an atmosphere where all are
encouraged for teamwork and comradeship. This thing is necessary because you can expect the
performance only when you provide the suitable atmosphere for it. It has been proved that the
office atmosphere plays a critical role in the overall performance of the individuals and in turn
of the organisation. Providing congenial environment fuel up the performance. Through personal
interaction I came to know the kind of environment prevailing in the organisation. Though
management is not putting much efforts to do so, it is there in the system. People help out each
other without any expectations.
However still 31% of respondents feel that the management doesnt help providing an
atmosphere where everybody is encouraged for teamwork. What I feel is that the teamwork is
only possible when everybody in the team or a group is willing to put in effort and this thing
cant be enforced upon somebody. So I would suggest to these respondents to take the plunge
and rest will automatically follow and comradeship will develop.

Q.3 My Superior appreciates me when I do a good job.

Responses
YES

86%

NO

14%

90
80
70
60
50
40
30
20
10
0
Yes

No

86% of the respondents responded as YES. This thing may appear to be very small but the fact is
that this thing helps an individual to give its best. A small token of appreciation or just a pat on
the back is enough to keep that individual motivated for the next week atleast. Praise is such a
thing that can make the king to work provided that should be genuine one. There is a difference
between praise and flattery. And if this difference is not clearly understood it can prove fatal.
But exceptions are always there so here also 14% of the respondents dont feel the same. They
dont consider that their superiors appreciates them when they do a good job. Some of the
respondents are of the opinion that the superior seldom appreciates their work and if at all they
appreciates, it is not genuine one.
Q.4 My appraiser knows my personality, talents and potentials.

Responses
YES

87%

NO

13%

90
80
70
60
50
40
30
20
10
0
Yes

No

Majority of the respondents agree to the point that the appraiser knows their personality, talents
and potentials. Appraiser should be aware about these things of his subordinates whom he has to
appraise. These things actually help both the parties. Expecting certain level of performance
without knowing the caliber of the individual is not justified at all. Once you are aware of the
personality and talents of an individual, you can take work accordingly.
Only 13% of the respondents feel that the appraisers are not aware of their talents and potentials.
Their say is that the appraisers hardly put any efforts to know the potential.

Q.5 Rater has the ability and courage to give constructive criticism in a friendly, firm and
positive manner.
Responses

YES

67%

NO

33%

70
60
50
40
30
20
10
0
Yes

No

Majority of the respondents feel that the raters have the ability and courage to give constructive
criticism in a friendly, firm and positive manner. At times it is necessary to scold and criticize
also but that should be done in such a manner that it should not discourage the individual.
Therefore constructive criticism is of paramount importance.
However there is considerably good percentage of respondents who feel that their raters are
unable to do so. Some of the respondents are of the opinion that the raters hardly know how to
give feedback in positive manner.

Q.6 The employees are provided with the opportunity to respond to the feedback of the
appraisal.

Responses
YES

37%

NO

63%

70
60
50
40
30
20
10
0
Yes

No

Majority of the respondents dont agree with the above statement. According to them they are not
provided with the opportunity to respond to the appraisal feedback. However 37% respondents
says that they can respond to the feedback.
As such there is no procedure to respond to the appraisal result in the current performance
appraisal system of AIRTEL. The reason being that the result itself is not shared with the

individual appraised. Why some people then think that they do get the opportunity to respond to
the appraisal result? This is because the system in AIRTEL is such that in case an individual gets
very poor rating or very excellent rating then individual counseling is provisioned to confirm the
ratings and the reason behind such ratings.

Q.7 Are you rated on your competencies- Knowledge, skills, and attributes?

Responses
YES

72%

NO

28%

80
70
60
50
40
30
20
10
0
Yes

No

72% respondents believe that they are rated on their competencies- knowledge, skills and
attributes. However 28% deny the same. In the appraisal sheet itself there is one section called
potential appraisal. In this section the appraisee is rated on the various traits keeping the existing
role as well as future positions in perspective. One of the traits is Professional Competance,
which I think covers knowledge as well as skill part of an individual.

Q.8 There should be some incentives based on the individual and group performance?

Responses
YES

88%

NO

12%

90
80
70
60
50
40
30
20
10
0
Yes

No

Majority of the respondents want that there should be some incentives based on the individual
and group performances. They agree to the point that a star performer and a low performer of
same managerial level is getting paid exactly the same. This sometimes acts as a demotivating
factor for the star performer as well. A slight differentiation should be there for the performer and
non performer. Further incentives on group performance increases the group cohesiveness and
boost up the integrity.

Q.9 Are you provided with the genuine feedbacks?

Responses
YES

27%

NO

73%

80
70
60
50
40
30
20
10
0
Yes

No

he chart clearly shows the response of the respondents. Majority feels that they are not given
genuine feedbacks. On the basis of personal interaction I can say that people are not satisfied
with the kind of feedbacks they get. They say that the appraisal result is confidential but apart
from the appraisal feedback, otherwise also they are not provided with the routine feedback on
their performance. They are of the opinion that if they are provided with the genuine feedback
then they can improve their performance manifolds.
But there are 27% people who think they are provided with the genuine feedback. In that case I
would say that they are lucky to have those sort of superiors.
Q.10 Do you find appraisal counseling beneficial for future developments?

Responses
YES

77%

NO

23%

80
70
60
50
40
30
20
10
0
Yes

No

Again the majority is in the favour of the statement. Most of the respondents find appraisal
counseling beneficial for the future developments. But here I disagree. Not that I dont consider
that the counselings are beneficial. No doubt they are beneficial for the future development,
rather they should be. But the thing is that the system of providing counseling in AIRTEL is very
rare phenomenon. I have already mentioned that it is provided only and only if the appraisal
result falls in extreme limits either very low or very high ratings. So my point is how come
majority of the respondents have experience the counseling sessions. I have come across the
people who said that they dont know about it as they havent experience it and they have left
this question unanswered.

.11 Do you think management take a serious note of training requirements shown in the
appraisal?

Responses
YES

38%

NO

62%

70
60
50
40
30
20
10
0
Yes

No

38% respondents feel that the management takes a serious note of training requirements shown
in the appraisal. At the same time 62% respondents are of the opinion that the management
doesnt pay any heed to the training requirements shown in the appraisal sheet.

In performance appraisal sheet every individual has to mention the training requirements which
is then assessed by the reviewing officer and then by accepting officer. Once it is over the
requirements are sent to the Academy.

In my opinion if this thing is mentioned in the performance sheet then it should be taken care of
properly. But the respondents say that it is mere formality. I met one employee having 20 years
of experience in AIRTEL who said that he had been filling the requirements every year but in the
span of more than 20 years he happened to get the training twice only.

Q.12 Do you want the system of 360 degree appraisal in which you can appraise your
superior?

Responses
YES

73%

NO

27%

80
70
60
50
40
30
20
10
0
Yes

No

In 360o feedback system the performance information is collected from multiple parties
including ones subordinates, peers, supervisors and customers or clients. As of now in AIRTEL
only superior appraise the subordinate.

Majority of the respondents want that the 360 degree appraisal system should be introduced. In
their opinion this system will reveal the truth about the managers. However 27% respondents
dont want this system to be adopted. They think that this system will give rise to disagreements
and one may criticize the boss freely without any basis.
MAJOR FINDINGS

Performance Appraisal System in AIRTEL is not transparent.

Appraisers are usually unbiased.

Employees are not able to know their actual position after the appraisal.

The management is serious about the appraisal process.

The appraisal process provides them an opportunity for development and growth.

Relations with the superior affect the evaluation.

Greater weightage is given to the recent performances.

There are fixed standards to evaluate the performance but those are not clear due to the
subjectivity of the topic.

Raters know how to conduct the appraisal.

Raters are not that much concerned about the varied needs of people at levels of
experience and background.

Superior-subordinate relations are good. Superior helps them set and achieve meaningful
goals. This makes the environment amiable and congenial.

Performance appraisal sheet is lucid and easy to understand and fill.

The parameters used to appraise the potential are ample.

The system being not so transparent, employees are unable to identify the performance
gaps in order to prepare for the future.

Individual feedback is not provided.

The management helps provide an atmosphere where all are encouraged for comradeship
and teamwork.

Appreciation is provided for the good job done.

The appraisers are generally aware about their subordinates and their talents and
potential.

Most of the raters have the ability to give constructive criticism in a friendly, firm and
positive manner.

Employees dont have the opportunity to respond to the appraisal result.

Employees are being rated on their knowledge and skills.

Majority of people want that there should be some incentives based on performance.

Employees are not provided with the genuine feedback.

Appraisal counseling is considered beneficial for future developments.

Management doesnt bother much about the training requirements mentioned in the
appraisal sheet.

Most of the employees want that 360o feedback system should be introduced.

RECOMMENDATIONS

The performance appraisal system of AIRTEL is of good quality. With the introduction of new ePAR system, the PMS system is refined further. On the basis of the analysis of responses and
findings I have reached to some conclusions. So taking them into consideration few steps may be
considered to strengthen the performance appraisal system.

The system should be made more transparent. This can be achieved by creating
awareness among the employees regarding each and every aspect of the appraisal
process. They should be made aware about the standards and the criterions for evaluation.
Further

they

should

be

shown

the

appraisal

result.

The appraiser and appraisee should sit together and then the appraiser should rate the
appraisee for his performance and should state the reason for the same. This will increase
the level of transparency and the employee will feel satisfied as he will have an
opportunity to respond at that very moment itself.

The genuine feedback should be provided to the employees. So that they may be in a
position to know where they stand exactly. So that they can identify their performance
gaps and prepare accordingly for the future.

 The general belief among employees is that the relations with the superior affect the
evaluation process. This is not good as this creates a sense of favoritism in the
organization. No doubt one should be in pleasing terms with the superior but that should
not affect the evaluation at all. For this the raters should always consider the performance
as the only measure for the evaluation.

The raters should take note of the critical performance incidents of an individual so that
at the end of the year it should not be that only the recent performances are given more
weightage.

Raters should consider the specific requirements of the people to do the job. They should
help them out by providing necessary skill set to do the job more efficiently. They should
set the goals as per the potential and caliber of the individual.

Employees should have the opportunity to respond to the appraisal result. For this
individual feedback should be provided.

Management should take serious note of the training requirements shown by the
individual in the appraisal sheet. Training plays a vital role in the development of an
individual and helps improve the performance.

 Some incentives should be introduced on the performances basis. This thing creates a
sense of healthy competition among employees which boost up the growth of the
individual as well as the organization.

Answer the following questions in Yes or No

Q1.

Q2.

Individual feedback should be provided after the appraisal.

Yes

No

The management helps provide an atmosphere where all are encouraged for teamwork and
comradeship.

Q3.

Q4.

Q5.

Yes

No

My Superior appreciates me when I do a good job.

Yes

No

My appraiser knows my personality, talents and potentials.

Yes

No

Rater has the ability and courage to give constructive criticism in a friendly, firm and positive
manner.

Yes

No

Q.5

Q6.

Q7.

Q8.

Q9.

The employees are provided with the opportunity to respond to the feedback of the appraisal.

Yes

No

Are you rated on your competencies- Knowledge, skills, and attributes?

Yes

No

There should be some incentives based on the individual and group performance?

Yes

No

Are you provided with the genuine feedbacks?

Yes

No

Do you find appraisal counseling beneficial for future developments?

Yes

No

Q10.

Q11.

Q12.

Do you think management take a serious note of training requirements shown in the appraisal?

Yes

No

Do you want the system of 360 degree appraisal in which you can appraise your superior?

Yes

No

Do the variables in appraisal form cover your actual performance, contribution to the organization

and potential for improvement?

Q13. Do you want more open-ended questions in the appraisal form?
Q14. Do you think your appraisal form reflects your true performance?
Q15. Do you think you have sufficient control over your work environment?
Q16. Do you think that your appraisal can be more genuine if your r

BIBLIOGRAPHY

1. Human Resource Management

-K. Ashwathappa

2. Human Resource Management

-G. S. Sudha

3. Human Resource Management

-C. B. Mamoria, S.V.Gankar

4. Personnel Management
-Edwin B. Flippo

5. Personnel Management; Theory & practice

-Mac Farland, D.E.

6. Principles of Management
- R. L. Nolakha