DISSERTATION REPORT

ON

SUMMER INTERNSHIP PROJECT REPORT 2010-2012 Corporate Guide Mr. Anand singh Senior Manager Submitted By KANCHAN SINGH SHEPA Varanasi

SHEPA

DECLARATION

I hereby declare that the project entitled Performance Appraisal of employees in Reliance communication ltd , a study of Performance Appraisal, is an original piece of work done by me and has not previously formed the basis for award of any degree; diploma or similar other title in full or part.

DATE:

KANCHAN SINGH

PLACE: VARANASI

PREFACE

M.B.A. is stepping-stone to Management career. In order to achieve practical, positive and concrete results the theoretical knowledge must be supplemented with exposure to real environment. MBA combines both theory and its practical applications as its major content of study in the field of management .Theoretical knowledge without practical knowledge is of little value. Theoretical studies in classroom are not sufficient to understand the functioning of marketing concepts. Therefore, it becomes necessary to undergo any project work. Practical project supplements the theoretical studies i.e., it covers what is left uncovered in the classroom. It exposes a student to invaluable treasure of experiences. I took my project work with RELIANCE COMMUNICATION. Project work is a part of our curriculum, which helps us to correlate our theoretical concepts with practical experiences. The topic that I have taken for project is PERFORMANCE APPRAISAL OF EMPLOYEES IN RELIANCE COMMUNICATION. has been suggested to me by Human Resource Department Accomplishment and achievement of goals is the major aim of any organization. These goals are achieved by proper performance appraisal system within RELIANCE COMMUNICATION. .

KANCHAN SINGH

ACKNOWLEDGEMENT take this opportunity, to thank all those people who have helped me through this job of completing my Project. The guidance of the faculties and professionals from various organizations has helped me to get a better grip of this subject. Thank you all. My sincere gratitude goes to Mr. Anand singh. for giving me this wonderful opportunity. His support and guidance throughout the project is truly appreciated. I also extend my heartiest thanks to all the teachers of IMS SHEPA for gracing me with the knowledge that I could use in the completion of this training. Last but not the least, I wish to remember with the deep sense of gratitude and encouragement provided to me by my friends and seniors. I am also grateful to the people residing in my case study area for spending some of their precious time with me and sharing their anguish. Not to forget, my friends, who have been constantly on the move of boosting me up and helping me. And above all to my Parents and family members who stood by me through all odds and showed enormous patience. Thank you All . KANCHAN SINGH

TABLE OF CONTENTS
Part -1 Chapter -1 Industry profile
PAGE NO :

Brief Introduction of telecom industry SWOT analysis Problem being faced by industry

10 13 15

Chapter-2 Company profile

Introduction of Reliance industry Brief introduction of Reliance Communication Ltd Mission Organization structure SWOT analysis Competitors 16 17 29 30 31 33

HR policies in Reliance Communication Performance appraisal Problems being faced by the company

34 38 50

Part -2 Research methodology

Problem formulation Objective of the project Scope Method of study Method of data collection Significance of study 52 53 54 55 56 57

Chapter -3

Analysis of data Limitation Finding & conclusion Suggestion Questionnaire References

59 78 79 80 82 86

Part-1 Industry profile

Telecom Industry in India The telecom industry is one of the fastest growing industries in India. India has nearly 200 million telephone lines making it the third largest network in the world after China and USA. With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world. Much of the growth in Asia Pacific Wireless Telecommunication Market is spurred by the growth in demand in countries like India and China. Indias mobile phone subscriber base is growing at a rate of 82.2%. China is the biggest market in Asia Pacific with a subscriber base of 48% of the total Subscribers in Asia Pacific. Compared to that Indias share in Asia Pacific Mobil Phone market is 6.4%. Considering the fact that India and China have almost comparable populations, Indias low mobile penetration offers huge scope History of Indian Telecommunications:Started in 1851 when the first operational land lines were laid by the government near Calcutta (seat of British power). Telephone services were introduced in India in 1881. In 1883 telephone services were merged with the postal system. Indian Radio Telegraph Company (IRT) was formed in 1923. After independence in 1947, all the foreign telecommunication companies were nationalized to form the Posts, Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of Communications. Telecom sector was considered as a strategic service and the government considered it best to bring under state's control. In 1990s, telecommunications sector benefited from the general opening up of the economy. Also, examples of telecom revolution in many other countries, which resulted in better quality of service and lower tariffs, led Indian policy makers to initiate a change process finally resulting in opening up of telecom services sector for the private sector. National Telecom Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications sector. In 1997, Telecom Regulatory Authority of India (TRAI) was created. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector.

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Telecommunication sector in India can be divided into two segments: Fixed Service Provider (FSPs), and Cellular Services. Fixed line services consist of basic services, national or domestic long distance and international long distance services. The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from basic services. Private sector services are presently available in selective urban areas, and collectively account for less than 5 per cent of subscriptions. However, private services focus on the business/corporate sector, and offer reliable, high- end services, such as leased lines, ISDN, closed user group and videoconferencing. Cellular services can be further divided into two categories: Global System for Mobile Communications (GSM) and Code Division Multiple Access (CDMA). The GSM sector is dominated by Airtel, Vodafone-Hutch, and Idea Cellular, while the CDMA sector is dominated by Reliance and Tata Indicom. Opening up of international and domestic long distance telephony services are the major growth drivers for cellular industry. Cellular operators get substantial revenue from these services, and compensate them for reduction in tariffs on airtime, which along with rental was the main source of revenue. The reduction in tariffs for airtime, national long distance, international long distance, and handset prices has driven demand. India added 13.82 million new mobile subscribers in February 09, down from 15.41 million a month earlier, according to Indian telecom regulator TRAI. Indias total number of mobile subscribers rose to 376.12 million at end-February from 362.30 million at the end of January.While China added 18.55 million new mobile phone subscribers in the first two months of 2009 and total wireless subscriber base stood at 659.78 million as of endFebruary 2009. China Mobile subscribers sent 607.1 billion SMSs last year, up by over 100 billion from the last year, and downloaded more than 76 million full music tracks.Indias GSM subscribers totaled 277.5 million by end-February, accounting for nearly 75% of total wireless market share. According to figures released by the Cellular Operators Association of India (COAI), GSM players added 10.84 million new subscribers in March, taking total GSM subscriptions for the fiscal year to 288.3 million. The numbers exclude subscriptions for Reliance Communications, the CDMA service

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Provider that recently launched GSM services, because the company does not reveal GSM numbers separately. If the estimates of 2.5 million to 2.7 million GSM subscribers for Reliance Communications are added, the total monthly increase for GSM subscriptions will be 13.54 million. At this rate, Indias GSM subscriber base is growing at more than double the monthly growth rate of China, which is adding around 6 million customers every month. Though March has more days and companies push sales at the end of the financial year, we expect to see monthly incremental growth of 14 to 15 million consumers in 2009-10. Our estimate is that mobile penetration will go up from 35% currently to 50% by the end of this financial year, said TV Ramachandran, COAI secretary- general. COAI has predicted that India will have around 500 million GSM subscribers by the end of 2009-10 and over 800 million by 2012. The country would hit the one billion markets in a few years after that. COMPANY AIRTEL VODAFONE BSNL IDEA AIRCEL RELIANCE TELECOM MTNL BPL USERS AT MARCH 2011 93923248 68768998 46684049 43022799 18478325 11145176 04176676 02164211

This table shows the present status of GSM players in India, where Bhari Airtel is leading then at 2nd position Voafone-Essar group is present after that Bharat Sanchar Nigam Limited with customer of 4 cr is present.

SWOT Analysis
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Strengths:Huge customer potential:Tele density still being 48% & rural Tele density 21% The broadband subscribers grew from 18 million in 2005 to 6.2 million as on 30April 2009 &about 7.98millon at the end of the December 2009. High growth rate:Wireless subscribers are growing at a CAGR of 60% per annum since 2009. The total FDI equity inflow in telecom sector have been Us $2223 million during April November 20009 -2010. High return on investment:Liberalization efforts by government:Lower capital expenditure:-

Weakness:Poor telecom infrastructure:Result large no of call drops. Later adopters of new technology:Most competitive market:-10 to 12 company offer mobile services in most part of India, globally, the average is 4.

Opportunity
3 G telecom services & 4 g services :More quality services:Mobile no portability will force the service provider to improve their quality to avoid losing subscribers. Value added services:Mobile banking, mobile ticketing etc.

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Telecom equipment export:-The telecom industry is expected ti reach a size of Rs 344921 crore by 2012 at a growth rate of over 20 % & generate employment s opportunities for about 10 million people during the same period.

Threat:Telecommunication policies:Declining average revenue per user:Portability on the part of the government:E.g. allowing 3 G service in a PSU (MTNL,BSNL)before auctioning to private sector

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Problem being faced by industry:The challenge of the day is search for new cost effective way to rollout telecom services in rural area. It means one has to choose & effective technology for deployment & infrastructure to reduce cost & time of rollout of services. Those services providers who create the right business would remain spectator.

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Introduction Of Reliance Industry

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INTRODUCTION Reliance Industries Limited (RIL) :(BSE: 500325, NSE: RELIANCE, LSE: RIGD) is the largest private sector conglomerate company headquartered at Mumbai, India. The company is largest by annual turnover of US$58.5 billion and market capitalization of US$78.2 billion for the fiscal year ending in March 2011 making it one of the largest India's private sector companies, being ranked at 264th position in the Fortune Global 500 (2011) and at the 126th position in the Forbes Global 2000 list (2010). Reliance was founded by the Indian industrialist Dhirubhai Ambani in 1966. Ambani has been a pioneer in introducing financial instruments like fully convertible debentures to the Indian stock markets. Ambani was one of the first entrepreneurs to draw retail investors to the stock markets. Critics allege that the rise of Reliance Industries to the top slot in terms of market capitalization is largely due to Dhirubhai's ability to manipulate the levers of a controlled economy to his advantage. Though the company's petrochemicals, refining, and oil and gas-related operations form the core of its business, however, other segment of the company includes textile, retail business, telecommunications and special economic zone (SEZ) development. After severe differences between the founder's two sons, Mukesh Ambani and Anil Ambani, the group was divided between them in 2006. In September 2008, Reliance Industries was the only Indian firm featured in the Forbes's list of "world's 100 most respected companies". In 2010, it stood at 13th position in the Platts Top 250 Global Energy Company Rankings. Contents 1 Stock 2 Products 3 Businesses 3.1 Major subsidiaries and associates 3.2 Reliance retail

4 Environmental records 5 KG-D6 Gas Controversies

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6 Awards and recognition Stock According to the company website "1 out of every 4 investors in India is a Reliance shareholder.". Reliance has more than 3 million shareholders, making it one of the world's most widely held stocks. Reliance Industries Ltd, subsequent to its split in January 2006 has continued to grow. Reliance companies have been among the best performing in the Indian stock market. The alleged irregularities by RIL in the KG-D6 gas controversy, along with the observations in the CAG Draft Report severely impacted RIL's shares. Until 23rd of June 2011, the stock had fallen 10.5% since the report was leaked in the week beginning 13th of June 2011 - it fell in seven out of eight trading sessions, making RIL the worst performer among Sensex stocks, Bloomberg data showed. On the 1st of July, 2011, Reliance Industries Ltd. fell 4% after the Press Trust of India reported that a federal probe agency (CBI) had registered a case against V.K. Sibal, a former Director General of Hydrocarbons, for allegedly favoring "leading private players and foreign consultants involved in oil and gas explorations." Although the agency didn't name any private-sector companies, dealers said that Reliance dropped sharply because of concerns that the company could be one of those allegedly involved. Products Reliance Industries Limited has a wide range of products from petroleum products, petrochemicals, to garments (under the brand name of Vimal), Reliance Retail has entered into the fresh foods market as Reliance Fresh and launched a non-veg chain called Delight Reliance Retail and NOVA Chemicals have signed a letter of intent to make energyefficient structures. Business Major subsidiaries and associates Reliance Life Sciences: is a research-driven, biotechnology-led, life sciences organization that participates in medical, plant and industrial biotechnology 6.1 Awards for managers

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opportunities. Specifically, these relate to Biopharmaceuticals, Pharmaceuticals, Clinical Research Services, Regenerative Medicine, Molecular Medicine, Novel Therapeutics, Biofuels, Plant Biotechnology and Industrial Biotechnology. Reliance Industrial Infrastructure Limited (RIIL): is engaged in the business of setting up / operating Industrial Infrastructure that also involves leasing and providing services connected with computer software and data processing. Reliance Institute of Life Sciences (Rils), established by Dhirubhai Ambani Foundation, is an institution of higher education in various fields of life sciences and related technologies. Reliance Logistics (P) Limited is a single window solutions provider for transportation, distribution, warehousing, logistics, and supply chain needs, supported by in house state of art telemetric and telemetry solutions. Reliance Clinical Research Services (RCRS), a contract research organization (CRO) and wholly owned subsidiary of Reliance Life Sciences, has been set up to Provide clinical research services to pharmaceutical, biotechnology and medical device companies. Reliance Solar, The solar energy initiative of Reliance aims to bring solar energy systems and solutions primarily to remote and rural areas and bring about a transformation in the quality of life. Relicord is the first and one of the most dependable stem-cell banking services of Infotel Broadband is a broadband service provider, it is wholly owned by RIL for South East Asia offered by Mukesh Ambani controlled by Reliance Industries. 4,800 crore (US$1.07 billion). Reliance retail Reliance Retail is the retail business wing of the Reliance business. Many brands like Reliance Fresh, Reliance Footprint, Reliance Time Out, Reliance Digital, Reliance Wellness, Reliance Trends, Reliance AutoZone, Reliance Super, Reliance Mart, Reliance store, Reliance Home Kitchens, and Reliance Jewel come under the Reliance Retail brand.

Environmental record

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Reliance Industry is the worlds largest polyester producer and as a result one of the largest producers of polyester waste in the world. In order to deal with this large amount of waste they had to create a way to recycle the waste. They operate the largest polyester recycling center that uses the polyester waste as a filling and stuffing. They use this process to develop a strong recycling process which won them a reward in the Team Excellence competition. Reliance Industries backed a conference on environmental awareness in New Delhi in 2006. The conference was run by the Asia Pacific Jurist Association in partnership with the Ministry of Environment & Forests, Govt. of India and the Maharashtra Pollution Control Board. The conference was to help bring about new ideas and articles on various aspects of environmental protection in the region. Maharashtra Pollution Control Board invited various industries complied with the pollution control norms to take active part in the conference and to support as a sponsor. The conference proved effective as a way to promote environmental concern in the area. KG-D6 Gas Controversy In its leaked Draft Report (2010-2011), the Comptroller and Auditor General of India's (CAG) first ever audit of oil and gas companies operating in India, said that the Government of India unduly favoured private oil and natural gas explorers including the Mukesh Ambani-led Reliance Industries Ltd incurring a huge loss to the exchequer. The CAG report mentioned that the Ministry of Petroleum and Natural Gas (MOP&NG) and its regulatory arm - the Directorate General of Hydrocarbons (DGH) - allegedly favoured at least three private oil and natural gas explorers. The report alleges that the government allowed Ambani's Reliance Industries Ltd (RIL) to violate terms of its contract with the government for exploration in the Krishna-Godavari basin (KG-D6). The CAG report also stated that the Directorate General of Hydrocarbons had allowed RIL to violate Norms. The violation of terms, in turn, helped Reliance Industries Ltd increase its capital expenditure plan to start production from the Krishna-Godavari basin. Allegedly, 70% of The draft Comptroller and Auditor General of India report is devoted to Reliance Industries Ltd alone.

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Prime Minister Manmohan Singh's government has been accused of providing huge and undue benefit to Reliance Industries Ltd the Comptroller and Auditor General has indicted the Ministry of Petroleum and Natural Gas for allowing irregularities and bending rules to oblige RIL in the Krishna Godavari basin gas fields, leading to a massive and as yet unquantifiable loss to the national exchequer. In its 193-page Draft Report on production sharing contracts (PSCs) in the oil and gas field , the CAG exposes the close nexus between RIL and the bureaucrats working in the Petroleum Ministry as well as its Directorate General of Hydrocarbons. This allowed RIL to retain its entire offshore acreage, rather than surrendering those areas where it had not found oil or gas so that the government could invite fresh bids from other companies. The CAG sent its Draft Report to the Ministry of Petroleum and Natural Gas (MOP&NG) on June 8, 2011. The CAG report also noted that former Directorate General of Hydrocarbons (DGH) permitted Reliance Industries Ltd (RIL) to inflate its development costs on extracting the gas in the D6 block to the KG basin (KG-D6) from USD $2.47 Billion to a huge USD $ 8.84 billion. The CAG also cited a joint venture of RIL with British Gas (BG) and Oil and Natural Gas Corporation (ONGC) for hiking development costs in the Panna-Mukta and Tapti gas fields. It has been earlier been alleged that an Empowered Group of Ministers (EGOM) had allowed Reliance Industries Ltd to sell per unit of the gas at a price of INR Rs. 4.20 even as the government companies were selling the same for just INR Rs. 1.20The alleged modus operandi was to submit a bid which shows a certain capital cost and during the operation of the contract, inflate the capital cost by a huge amount with the connivance of the Directorate General of Hydrocarbons (DGH) and the Ministry of Petroleum and Natural Gas (MOP&NG). On the 24th of June, 2011, Reliance Industries Ltd (RIL) Chairperson Mukesh Ambani met Prime Minister Manmohan Singh amid accusations of his company increasing capital expenditure and violating terms of contracts with the Government of India. Ambani met The PM in the wake of the Draft Report from the Comptroller and Auditor General (CAG) that had alleged that RIL received favours from the Ministry of Petroleum and

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director General of Hydrocarbons, the regulator for oil hunting companies. RIL had also obtained portions of the CAG Draft Report after it made a request to the Ministry of Petroleum. On the 3rd of July, 2011, the CBI proposed that the Ministry of Petroleum and Natural Gas appoint an expert to assist the CBI in understanding transactions surrounding Reliance Industries Ltd's KG-D6 fields, where the company had shown a phenomenal increase in the cost of producing gas. The CBI wanted to understand the arguments offered by Mukesh Ambani's company when it raised the cost of developing Dhirubhai 1 and 3 gas fields in the KG-D6 block from USD $ 2.39 billion proposed in 2004 to USD $ 5.196 billion in Phase-1 and another USD $ 3.3 billion in Phase-II.

INTRODUCTION OF THE COMPANY

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Reliance Communications Limited (commonly called RCOM)

is a major Indian telecommunication company headquartered in Navi Mumbai, India. It is the 16th largest operator in the world with more than 128 million subscribers. RCOM, founded by Dhirubhai H Ambani (19322002), is the flagship company of the Reliance Anil Dhirubhai Ambani Group. The Reliance Anil Dhirubhai Ambani Group currently has a net worth in excess of 64,000 crore (US$13.6 billion), cash flows of 13,000 crore ($2.8 billion), and a net profit of 8,400 crore ($1.8 billion). The Equity Shares of RCOM are listed on Bombay Stock Exchange Limited and National Stock Exchange Limited. The Global Depository Receipts and Foreign Currency Convertible Bonds are listed on Luxembourg Stock Exchange and Singapore Stock Exchange respectively.

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Contents 1 Background 2 Main subsidiaries 2.1 Reliance Telecommunication Limited (RTL) 2.2 Reliance Globalcom 2.3 Reliance Internet Data Center (RIDC) 2.4 Reliance Digital TV 3 Acquisition 4 Offices 5 3G and BWA 6 3G Coverage 7 Subscriber base 8 Competitors 9 2G Spectrum Scam Arrests and Charge sheets

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Background It ranks among the top 5 telecommunications companies, Retrieved 14.04.2010 .In the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global, regional and domestic carriers. The company has established a pan-India, next-generation, integrated (wireless and wire line), convergent (voice, data and video) digital network that is capable of supporting services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the next-generation IP-enabled connectivity infrastructure,[2] comprising over 190,000 kilometers of fiber optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region.

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Main subsidiaries Reliance Telecommunication Limited (RTL) In July 2007, the company announced it was buying US-based managed Ethernet and application delivery services company Yipes Enterprise Services for a cash amount of 1200 crore (the equivalent of US$300 million). The deal was announced of the overseas acquisition, the Reliance group has amalgamated the United States-based Flag Telecom for $210 million (roughly 950 crore). RTL operates in Madhya Pradesh, West Bengal, Himachal Pradesh, Orissa, Bihar, Assam, Kolkata and Northeast, offering GSM services.

Reliance Globalcom RGL owns the worlds largest private undersea cable system, spanning 65,000 km seamlessly integrated with Reliance Communications. Over 110,000 km of domestic optic fiber provides a robust Global Service Delivery Platform, connecting 40 key business markets in India, the Middle East, Asia, Europe, and the U.S. Reliance Internet Data Center (RIDC) RIDC provides Internet Data Center (IDC) services located in Mumbai, Bangalore, Hyderabad and Chennai. Spread across 650,000 sq ft (60,000 m2) of hosting space, it offers IT infrastructure management services to large, medium and small enterprises. It is one of the leading data center service provider in India and provides services like collocation, managed server hosting, virtual private server and data security. It has launched cloud computing services, offering product under its infrastructure as a server (Iaas) and software as a service (Saas) portfolio, which enables enterprises, mainly small and medium, a costeffective IT infrastructure and application on pay-per-user model. Reliance Digital TV Main article: Big TV

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Reliance Big Tv launched in August 2008 and thereafter acquired 1 million subscribers within 90 days of launch, the fastest ramp-up ever achieved by any DTH operator in the world. Reliance Big TV offers its 1.7 million customers DVD-quality pictures on over 200 channels using MPEG-4 technology. Acquisition

FLAG Telecom Yipes Ethernet service Digicable

Offices Reliance Communications Limited has its offices in Ahmadabad, Bangalore, Chandigarh, Chennai, Hyderabad, Jaipur, Kochi, Kolkata, Lucknow, Patna and Pune. 3G and BWA On 19 May 2010, the 3G spectrum auction in India ended. Reliance Communications paid 5864.29 crores for spectrum in 13 circles. The circles it will provide 3G in are Assam, Bihar, Delhi, Himachal Pradesh, Jammu & Kashmir, Kolkata, Madhya Pradesh, Mumbai, North East, Orissa, Punjab, Rajasthan and West Bengal. On 5 November 2010, R.Com became the second private sector telecom company (fourth overall) to launch 3G services in India, with a 4 city launch in Chandigarh, Delhi, Kolkata and Mumbai. On 11 June 2010, the broadband wireless access (BWA) spectrum auction in India ended. However, R.Com said that it exited the broadband wireless access (BWA) auction a week before, after auction prices significantly exceeded its business case estimates. They are planning to focus on broadband wireless through 3G-ready pan India CDMA. RCOM has 3G spectrum for 13 circles. RCOM also said that they prefer LTE standard offering a single evolution path for both, CDMA & GSM networks, and that the WiMAX ecosystem has weakened after WiMAX operators like Clear wire and Yota moved to LTE.

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COMPANY VISION Reliance Communications envisions a digital revolution that will sweep the country and bring about a new way of life. With mobile devices, Net way and broadband systems linked to powerful digital networks, Reliance Communications will usher fundamental changes in the social and economic landscape of India. Reliance Communications will help men and women connect and communicate with each other. It will enable citizens to reach out t their work place, home and interests, while on the move. It will enable people to work, shop, educate and entertain themselves round the clock, both in the virtual world and in the physical world. It will make available television programs, movies and news capsules on demand. It will unfurl new-stimulated virtual worlds with exhilarating experiences behind the screens of computers and televisions. Users of Reliance Communications full range of services would no longer need audiotapes and CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD ROMs would not be needed to get educated. Newspapers and magazines would not be required to keep abreast of events. Vehicles and wallets will become unnecessary for shopping. Reliance Communications will disseminate information at a low cost. Make a telephone call cheaper than a post card. These prophetic words of Dhirubai Ambani will be a metaphor of profound significance for Reliance Communications. Reliance Communications will regularly unfold new applications. Continually adapt new digital technologies. Create new customer experiences. Constantly strive to be ahead of the world. Reliance Communications will transform thousands of villages and hundreds of towns and cities across the country. Above all, Reliance Communications will pave the way to make India a global leader in the knowledge age.

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Mission .

Mission: Excellence in Communication Arena To attain global best practices and become a world-class communication

Service provider guided by its purpose to move towards greater degree of Sophistication and maturity. To work with vigor, dedication and innovation to achieve excellence in service, quality, reliability, safety and customer care as the ultimate goal. To earn the trust and confidence of all stakeholders, exceeding their expectations and make the Company as respected household name. Consistently achieve high growth with the highest levels of productivity. To be a technological driven, efficient and financially sound organization. To contribute towards community development and nation building. To be a responsible corporate citizen nurturing human values and concern for society, the environment and above all, the people.

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To promote a work culture that fosters individual growth, team spirit and creativity to overcome challenges and attain goals. To encourage ideas, talent and value systems. To uphold the guiding principles of trust, integrity and transparency in all the aspects of interactions and dealings.

Structure of Reliance Communication Ltd:-

CHAIRMAN

President (Personal Business)

President (Enterprise Business)

President (Home Business)

Senior V.P

V.P

G.M

D.G.M

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A.G.M

Senior Manager

Deputy Manager

Assistant Manager

SWOT analysis:STRENGTH Low entry cost Commission structure Fast activation process Network Connectivity Data GPRS WEEKNESS Brand image Distribution problem Limited product portfolio only mobile Lack of competitive strength limited budget

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OPPORTUNITY Preference of GSM over CDMA New specialist application Rural telephony New market vertical, horizontal, Competitors, vulnerabilities

THREATS Political destabilization New outruns I.T. Development Market demand Seasonality , Weather effect

RELIANCE COMMUNICATION LIMITED Strength Low Entry Cost Commission Structure Fast Activation Process Network Connectivity Data GPRS Branding Image Distribution problem Limited product portfolioOnly Mobile

Weakness

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Lack of Competitive Strength Limited Budget Opportunity Preference of GSM over CDMA New Specialist Application Rural Telephony New Market, Vertical, Horizontal Competitors` Vulnerabilities Political destabilization. New Entrants IT Development Market Demand Seasonality, Weather Effect

Threat

Opportunity Rural telephony Preference of GSM over CDMA CSALES PERSON A NOT WELL EDUC Competitors Reliance Communications competes with 14 other mobile operators throughout India. They are Aircel, Airtel Cheers Mobile, BSNL, Idea, Loop Mobile, MTNL, MTS, Ping Mobile, S Tel, Tata DoCoMo, Tata Indicom, Uninor, Videocon, Virgin Mobile (GSM & CDMA) and Vodafone.

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HR EXPECTATIONS At Reliance- Anil Dhirubhai Ambani Group, it encourages the colleagues to take leadership, at all levels of the organization, and participate in the accelerating growth of the business to build a formidable enterprise. Leaders in Reliance Anil Dhirubhai Ambani Group are expected to: Always keep the customers needs in mind and constantly innovate . Execute flawlessly and with speed. Sustain and strengthen the groups spirit of entrepreneurship-taking ownership and accountability for their actions Leverage synergies to learn and build on the diverse experiences and skill sets of our various businesses and teams.

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Create a true meritocracy with a pervasive commitment to transparent systems and processes. Do all this with unquestionable integrity to ensure total compliance with the laws of the land

COMPANYS EXPECTATIONS A keen focuses learner A positive mind, Set Ask questions Open to ideas Candid feedback Team work Adaptability and flexibility Tolerance to ambiguity Focus on self-development

TRAINING ON WHEELS A unique practice carried out by RELIANCE COMMUNICATION is TRAINING ON WHEELS. It has engaged a bus equipped with LCDs, posters and PowerPoint presentations so that it is able to train their employees on the spot. This on the spot training saves the extra time which may be consumed while training the employees at the training centre. The various areas in which TRAINING ON WHEELS participates are as follows: Costs Quality

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Gears & Safety switch boxes

ROLES & RESPONSIBILITES: All the employees should be clear on the roles and responsibilities they are to perform. This exercise is possible when the Job descriptions of each employee are clearly defined and they are well aware of the outcomes expected from them. This shall also provide as enabler for the Performance Management system, which shall encompass the roles, responsibilities and the expected outcome from each of the employees. Though the officer cadre will be governed by the KRAs at least the non officer cadre should be benefited out of this exercise. Similarly all employees should be clear conversant about the compensation packages, performance bonus system and also all the policies and procedures of the Company.

SHARING THE VISION: All employees including officers are to share the Vision, Mission, Values and Pride (MVVVP) of RELIANCE COMMUNICATION and once it is formalized they are to be displayed in each and every part of RELIANCE COMMUNICATION including the Vehicles, work sites and crib rooms. The strategy of this workshop will be worked out in due course of time. OPEN COMMUNICATION FORUMS:

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The underlying theme behind this proposal is from the existing system of JDCs in Company, which to the personal views of the certain executives of the Company has become a platform for the Union to press in their demands and facilities. The genesis which these were started long back was to have a dialogue with the people working with them, more so in such a large organization with thousands of employees spread in multi locations and departments it would have been impossible for the Management to communicate with them all together or even very frequently. Hence, it is proposed to start Open Communication forums as exiting in the Officers level at three layers, to start with, first at the Supervisors/ Front line officers level where They communicate the employees the projects targets, expected outcome and other relevant production details. Second level would with the Chief, which can be monthly or bi- monthly where other than production, work related issues like costs and projects contribution in the divisions total outcome can be discussed. Third level will with the GM, Quarterly or bi- annually where issues relate to the Division and matters pertaining to Quality, improvement projects, community services and also the Companys progress as a whole including the divisions contribution can be discussed. PUNCHLINE: DEFINE THE OUTCOME AND LET THEM DECIDE THE ROUTE TOWARDS ACHIEVING THOSE OUTCOMES. PUNCHLINE: TO MOTIVATE EACH PERSON TO GIVE HIS BEST AND MAKE COMPANY PERFORM BETTER TRAINING: All personnel to be regularly trained on the Simulator to allow them to improve their weak areas of operation and at the same time allow them to be trained on the behavioural aspects through focused training in order to improve their weaknesses which have been identified at the time of selection or later during the course of their performance review. PUNCHLINE: GIVE EVERY EMPLOYEE AN OPPURTUNITY TO LEARN & IMPROVE HIS WEAKNESSES, AND PROVIDE THEM ENOUGH OPPURTUNITY BY WAY OF TRAINING.

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PERFORMANCE MANAGEMENT SYSTEM: To be enable all employees to with a continuous feedback on the achievements and failures vis--vis their behavior and also technical feedback (in addition to the Simulator). Part of this programmed can be to give short note or a card with words like I appreciate you written on one side and the reason for praise on the other side this can become part of the formal Performance review/ assessment. Alternatively both positive and negative Feedback can be started off with. Secondly, based on the learnings we have from the officers appraisal system when it is in place and also from the CRM performance system we can integrate the two and develop a new system, which is more conducive to our kind of environment/workings, or Work culture. PUNCHLINE: PROVIDE CONTINOUS RESPONSE AS QUICKLY AS POSSSIBLE, IRRESPECTIVE OF WHETHER IT IS NEGATIVE OR POSITIVE

38

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. People are our most valuable asset is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain undervalued, under trained and underutilized. Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future

39

development. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employee. RATIONALE OF THE STUDY Performance Appraisal is the important aspect in the organization to evaluate the employees performance. It helps in understanding the employees work culture, involvement, and satisfaction. It helps the organization in deciding employees promotion, transfer, incentives, pay increase. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Human resource management (HRM) is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills motivating there to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organization objectives. This is true regardless of the type of organization government business, education, health, recreation or social action. Getting and keeping good people is critical to the success of every organization, whether profit or nonprofit, public or Private.

The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop cultural awareness, product / process / organization knowledge and experience for new staff members. FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment 2. Selection 3. Induction 4. Performance Appraisal

40

5. Training & Development Recruitment The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning. Selection The selection is the process of ascertaining whether or not candidates possess the requisite qualifications, training and experience required. Induction a) Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization. B) WHAT IS PERFORMANCE APPRAISAL? Performance Appraisal is defined as the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. It consists of all formal procedures used in working organizations and potential of employees. According to Flippo, Performance

Appraisal is the systematic, periodic and an important rating of an employees excellence in matters pertaining to his present job and his potential for a better job. CHARACTERISTICS 1. Performance Appraisal is a process. 2. It is the systematic examination of the strengths and weakness of an employee in terms of his job. 3. It is scientific and objective study. Formal procedures are used in the study. 4. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan. 41

5. The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision an employee. What are the purposes an appraisal of employee? Appraisal of employee serves several useful purposes a) Compensation decision: it can serve as abases of pay raises. Managers need performance appraisal to identify employees who are performing at or above expected levels. b) Promotion decisions: it serves as useful basis for job change or promotion. When merit is the basis for reward, the person doing the best job receives the promotion. c) Training and development programs can serve as guide for formulating a suitable training and development program. Performance appraisal can inform employees about their progress and tell them what skills they need to develop eligible to pay raise or promotions or both. d) Feedback performance appraisal enables the employee to know well he is doing in the job. It tells him what he can do to improve his present performance and go up the organizational ladder. e)

Who will appraise? The appraiser may be any person who has though knowledge about the job content, contents to be appraised, standards of the contents and who serves the employee while performing a job. The appraiser should be capable of determining what is more important and what is relatively less important. He should prepare reports and make judgments without bias. PROCESS The process of performance appraisal: 1. Establishing performance standards

42

2. Communicating the Standards 3. Measuring Performance 4. Comparing the actual with the standards 5. Discussing the appraisal 6. Taking Corrective Action

Benefits of Performance Appraisals

Measures an employees performance. Helps in clarifying, defining, redefining priorities and objectives. Motivates the employee through achievement and feedback. Facilitates assessment and agreement of training needs.

Helps in identification of personal strengths and weaknesses. Plays an important role in Personal career and succession planning. Clarifies team roles and facilitates team building. Plays major role in organizational training needs assessment and analysis. Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings. Plays an important tool for communicating the organizations philosophies, values, aims, strategies, priorities, etc among its employees. Helps in counseling and feedback.

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Rating Errors in Performance Appraisals Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: Leniency or severity: - Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons: a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably

will reflect poorly on his or her own worthiness. b) He/ She may feel that a derogatory rating will be revealed to the rate to detriment the

relations between the rater and the ratee. c) He/ She may rate leniently in order to win promotions for the subordinates and

therefore, indirectly increase his/her hold over him. Central tendency: - This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates.

Halo error: - A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well as on motivation. Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect. Rater effect: -This includes favoritism, stereotyping, and hostility. Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards

44

them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error. Primacy and Regency effects: - The rater's rating is heavily influenced either by behavior exhibited by the rate during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the rate near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement. Performance dimension order: - Two or more dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different.

REVIEW OF LITERATURE Yearly performance reviews are critical. Organization's are hard pressed to find good reasons why they can't dedicate an hour-long meeting once a year to ensure the mutual needs of the employee and organization are being met. Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel better about themselves in their supervisorial roles. Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development and

45

a solid sense of their relationship with their supervisor. Avoiding performance issues ultimately decreases morale, decreases credibility of management, decreases the organization's overall effectiveness and wastes more of management's time to do what isn't being done properly. Conduct the following activities. 1. Design a legally valid performance review process

Patricia King, in her book, Performance Planning and Appraisal, states that the law requires that performance appraisals be: job-related and valid; based on a thorough analysis of the job; standardized for all employees; not biased against any race, color, sex, religion, or nationality; and performed by people who have adequate knowledge of the person or job. Be sure to build in the process, a route for recourse if an employee feels he or she has been dealt with unfairly in an appraisal process, e.g., that the employee can go to his or her supervisor's supervisor. The process should be clearly described in a personnel policy. 2. Design a standard form for performance appraisals

Include the name of the employee, date the performance form was completed, dates specifying the time interval over which the employee is being evaluated, performance dimensions (include responsibilities from the job description, any assigned goals from the strategic plan, along with needed skills, such as communications, administration, etc.), a rating system (e.g., poor, average, good, excellent), space for commentary for each

Dimension a final section for overall commentary, a final section for action plans to address improvements, and lines for signatures of the supervisor and employee. Signatures may either specify that the employee accepts the appraisal or has seen it, depending on wording on the form. 3. Schedule the first performance review for six months after the employee starts employment Schedule another six months later, and then every year on the employee's anniversary date.

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4. Initiate the performance review process and upcoming meeting Tell the employee that you're initiating a scheduled performance review. Remind them of what's involved in the process. Schedule a meeting about two weeks out. 5. Have the employee suggest any updates to the job description and provide written input to the appraisal Have them record their input concurrent to your recording theirs. Have them record their input on their own sheets (their feedback will be combined on the official form later on in the process). You and the employee can exchange each of your written feedback in the upcoming review meeting. Note that by now, employees should have received the job descriptions and goals well in advance of the review, i.e., a year before. The employee should also be familiar with the performance appraisal procedure and form. 6. Document your input -- reference the job description and performance goals. Be sure you are familiar with the job requirements and have sufficient contact with the employee to be making valid judgments. Don't comment on the employee's race, sex, religion, nationality, or a handicap or veteran status. Record major accomplishments, exhibited strengths and weaknesses according to the dimensions on the appraisal form, and suggest actions and training or development to improve performance. Use examples of behaviors wherever you can in the appraisal to help avoid counting on hearsay. Always address behaviors, not characteristics of personalities. The best way to follow this

Guideline is to consider what you saw with your eyes. Be sure to Address only the behaviors of that employee, rather than behaviors of other employees. 7. Hold the performance appraisal meeting

State the meeting's goals of exchanging feedback and coming to action plans, where necessary. In the meeting, let the employee speak first and give their input. Respond with your own input. Then discuss areas where you disagree. Attempt to avoid defensiveness; admitting how you feel at the present time, helps a great deal. Discuss behaviors, not personalities. Avoid final terms such as "always," "never," etc. Encourage participation and 47

be supportive. Come to terms on actions, where possible. Try to end the meeting on a positive note. 8. Update and finalize the performance appraisal form

Add agreed-to commentary on to the form. Note that if the employee wants to add attach written input to the final form, he or she should be able to do so. The supervisor signs the form and asks the employee to sign it. The form and its action plans are reviewed every few months, usually during one-on-one meetings with the employee. 9. Nothing should be surprising to the employee during the appraisal meeting any performance issues should have been addressed as soon as those issues occurred. So nothing should be a surprise to the employee later on in the actual performance appraisal meeting. Surprises will appear to the employee as if the supervisor has not been doing his/her job and/or that the supervisor is not being fair. It is OK to mention the issues in the meeting, but the employee should have heard about them before. What Is a Performance Problem? A performance problem occurs when an employee is failing to obtain the results expected of him or her, or falling short of the goals and objectives for the job. In other words, there's a gap between what the employee should be producing and what he or she is currently producing. Performance problems occur in many forms, and can range from

Simple poor productivity to absenteeism, to negatively affecting the work of others. However, it's important to distinguish between performance issues that negatively affect the company, and employee actions that may simply be annoying to the manager or other employees. Some employees may have certain habits that do not impact on their value, but simply annoy people. These are not really performance problems, per se. In assessing whether there is a real performance problem, a good question to ask is: "What effect does "it" have on the company, or work unit, in terms of goal achievement." Or, "If we do nothing about this "problem", will there be any negative outcomes?

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Where Do I Start With A Performance Problem? Once you have a sense that there is a performance issue or performance problem with a specific employee, the very first step involves mapping out that problem in more detail. It's very helpful to know when the problem occurs, under what conditions, and the impact the problem has on your business or work-unit goals and responsibilities. The more you understand the nature of the problem, the more likely you will be able to step in and help eliminate it. Also, to understand the nature of the problem, it's often useful to ask the employee about it in a non-accusatory way. What may seem to be a problem, without any rational reasoning behind it, may turn out to make sense, if you talk to the employee. You need to understand what's going on! So, you gather information, so you can decide if there really IS a problem that requires action. Some apparent problems are so minor that they do not require you to do anything What Is Diagnosing A Performance Problem? Diagnosing a performance problem is a process used to identify WHY a particular employee is performing below expectations. It's function is obvious. To solve a problem,

You need to get to the root cause, the ultimate and critical cause, so you can address the cause, and not just the symptom. Remember that the purpose of the diagnosis is so you and the employee can fix the problem. It's not for the purpose of blaming, and should be carried out WITH the employee. It shouldn't be something you do TO the employee. What Are The Most Common Causes of Employee Poor Performance?

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There are two main causes of performance problems. The first has to do with employee characteristics. Employee performance is based on the following: employee skill levels, motivation, ability, training, and other factors that "belong" at least in part, to the employee. The second type of cause has to do with the system in which work is done. In this category are included: managerial behavior, allocation of resources, the effects of colleague behavior, and a wide range of variables that are, by and large, beyond the control of the individual employee. When trying to identify the causes of poor employee performance it's absolutely critical that both kinds of causes be examined. Even something like "poor employee motivation", something that would appear on the surface to be related to employee characteristics, is heavily influenced by the work environment. A work environment can be frustrating or demoralizing, so apparent poor employee motivation can itself be caused by a poor working environment.

PROBLEM BEING FACED: Lack of communication between retailers and distributor Lack of improper distribution channel Competitors Not regular visit of DSE and Runner All retailers are not aware of new scheme of RCOM Lack of sales promotion and advertisement

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51

PART -2 RESEARCH METHODOLOGY

Problem Formulation In Reliance communication Ltd at VNS, was observed that sales ware decreasing .Hence management was serious to this problem after critical analysis, it was found that the of the employees were not up to the mark & which was reflecting in the result, there were grievance among employees also. The time has come to filter out

52

&differentiate among good employees or those who performing better 7 those who do not. So it was necessary to study the method & that system i.e. performance appraisal system of employees, in order to retain, promote, & reward deserved employees of the organization.

Objectives Of Performance appraisal:

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance.. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

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To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To find out the reason for grievances of the employees.

SCOPE OF THE The scope of study is limited to Reliance communication ltd The people consulted belongs to Reliance communication ltd

54

Method of study Questionnaire distribution among employees, workers, recollecting the Filled questionnaire and drawing inference from them. Quoting suitable solution for problems.

55

Method of data collection Primary Data Secondary Data Primary Data:-For this I refer to personal interviews general discussion with the employees .I prepared a format of questionnaire containing questions related to various issue. A copy of questionnaire is added in the appendix.

56

Sample plan: Element: The target population of the study included all the population of workers(50-on pay roll) Time: 21june-10Aug2011 Sample size: Universe (All the worker population was under consideration) Data analysis Technique: Quantative Technique is used for Data Analysis. Data Analysis Tools: For the analysis of data pie chart &Bar chart are used. Secondary Data:For this I referred to company manual ,books, journals, company profile and performance appraisal. SECONDARY DATA Annual Report of two year Manuals Web site of the company Questionnaire Graphical presentation. Tabulation of data

STATISTICAL TOOLS & TECHNIQUES

Scope/Relevance of Proposed Study The scope of any performance appraisal should include the following: provide employees with a better understanding of their role and responsibilities; increase confidence through recognizing strengths while identifying training needs to improve weaknesses; improve working relationships and communication between supervisors and subordinates; increase commitment to organizational goals; develop employees into future supervisors; assist in 57

personnel decisions such as promotions or allocating rewards; and allow time for selfreflection, self-appraisal and personal goal setting. Being the best is just not good enough for some companies. Take Reliance communication. The urge to reinvent itself constantly has paid handsome dividends for Reliance communication. It has carried the company from the quagmire of stodginess and sloth to the promised land of profitability and unprecedented success. The latest round of restructuring, based on a performance ethic plan (PEP) recommended by management consultants McKinsey & Company, is one more way in which Reliance communication is working to improve itself. An open and transparent communication process has helped Reliance communication painlessly reduce its workforce by a staggering 30,000 people. The ease with which the change programmed has been implemented is, according to Mr Muthuraman, a result of the powerful vision projected by the management, which was then shared across the company in a transparent manner. Making the process as humane as possible has also helped minimize the distress that springs from any such separation. Apart from a generous severance pay, the company offered extensive outplacement services to ensure that retrenched employees were gainfully employed elsewhere. Reliance communication realized early that the key to sustained success lay in fixing its processes. The company identified eight key areas that needed urgent attention, among them technology, market development, customer relationships, social responsibility management, risk management and human resources.

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Chapter -3
Analysis of Data

1. Should the appraisal process be: a) Once during the service period c) Never b) Continuous

59

0nce during the service period continuous Never

15 35 0

35 30 25 20 15 10 5 0 never 0nce duringthe s ervice period continuous

2. What in your opinion should be the time period of conducting continuous Appraisal? a) Quarterly b) Half Yearly c) Yearly

Quarterly Half yearly Yearly

10 15 25

60

25 20 15 10 5 0 Qua rterly H lfyea a rly Yea rly

3.

Who is in your opinion should appraise the employee?

a) Superior c) Subordinates e) Consultant Superior Peer Subordinate Self appraisal Consultant All of above
30 25 20 15 10 5 0

b) Peer d) Self Appraisal f) All of the above 5 2 7 3 3 30

s uperior peer S ubordina te S a elf ppra a is l cons nt ulta All ofa e bov

61

4. Does the appraisal system helps in polishing the skills or performance area? a) Yes b) No c) cant say

Yes No Cant say

42 3 5

50 40 30 20 10 0 Yes no Ca s y nt a

5. Do you think personal bias creeps in while appraising an individual?

a) Yes

b) no

c) cant say

Yes No

15 25

62

Cant say

10

25 20 15 10 5 0 y es no Ca s y nt a

6. If given a chance or an opportunity would you like that the current appraisal Procedure should be reviewed? a) Yes b) No c) Cant Say

Yes No Cant say

30 15 5

30 25 20 15 10 5 0 Yes no C nt s y a a

7. How the organization structure?

63

a) Centralized Centralized Decentralized

b) Decentralized 10 40

40 30 20 10 0 centra ed liz decentra ed liz

8.I have confidence in the leadership of the organization a) Yes Yes No Cant say b) No c) cant say 30 10 10

30 25 20 15 10 5 0 Yes No Ca s y nt a

9. The benefit I received is reasonable: a) Yes c) cant say b) No

Yes No

10 35

64

Cant say
35 30 25 20 15 10 5 0 Yes N o Ca s y nt a

10.

There is good communication between me and superior :

a) Yes Yes No Cant say

b) No

c) cant say 35 10 5

35 30 25 20 15 10 5 0 Yes N o C nt s y a a

65

11. I can speak freely to my superiors on variety of topic: a) Yes b) No c) cant say

Yes No Cant say

40 30 Yes 20 10 0 N o Ca s y nt a

40 5 5

12. On which criteria is the performance measure? Performance efficiency Experience in past

Performance Efficiency Experience in past

30 15 5

66

30 25 20 15 10 5 0 efficiency E perience in x pa t s perform nce a

13.

Performance measures are evaluated on regular basis: a) Yes b) No c) cant say

Yes No Cant say

10 30 10

30 25 20 15 10 5 0 y es no C nt s y a a

67

14.

I am held accountable for achieving specific result: Yes No Cant say

Yes No Cant say

30 25 20 15 10 5 0 y es no C nt s y a a

30 5 15

15.

How is the need for training assessed? Performance past data analysis employee feedback

Performance Past data analysis Employee feedback

15 25 10

68

25 20 15 10 5 0 E ployee m feedba ck perform nce a Pa t da a ly is s ta na s

16. It is open or close? Opened Closed

Opened Closed

30 20

30 25 20 15 10 5 0 O pened clos ed

17.

It is done in individually or in group? Individually Group cant say

69

Individually Group Can say

15 30 5

30 25 20 15 10 5 0 indiv idua lly g roup C n s y a a

18. We work as a team:

Yes

No

Cant say

Yes No Cant say

37 5 8

70

40 30 y es 20 10 0 no Ca s y nt a

19. I feel I am part of the team: Yes no cant say

Yes No Cant say

35 30 25 20 15 10 5 0 Yes N o C nt s y a a

32 8 10

71

20. Company maintains a competitive pay and benefits package: Yes No cant say

Yes No Cant say

7 33 10

35 30 25 20 15 10 5 0 y es no Ca s y nt a

21. I am satisfied with the level of pay I receive: Yes no cant say

72

Yes No Cant say

35 30 25 20 15 10 5 0 Yes N o Ca s y nt a

5 35 10

22.

I am paid fairly and time according to my work: Yes no cant say

Yes No Cant say

15 34 11

35 30 25 20 15 10 5 0 Yes No Ca s y nt a

73

23.

After evaluating the performance, which type of award or reward are given by

your organization: Gift incentive promotion

Gift Incentive Promotion

35 30 25 20 15 10 5 0 Gift Incentiv e prom otion

10 35 5

24. Promotion incentive is clearly linked to standards and goal: Yes No cant say

Yes No Cant say

34 6 10

74

35 30 25 20 15 10 5 0 yes No Ca s y nt a

25. The job given to me is according to my skill /knowledge: Yes No Cant say

Yes No Cant say

30 25 20 15 10 5 0 Yes no Ca s y nt a

14 30 6

75

26. I received personal satisfaction from doing a good job: Yes No Cant say

Yes No Cant say

35 30 25 20 15 10 5 0 y es no Ca s y nt a

10 34 6

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LIMITATIONS 1. Errors in Rating 2. Lack of reliability 3. Negative approach v4. Multiple objectives 5. Lack of knowledge

Finding and conclusion:-

1. It seems the rater allow more highlight to the one aspect of the employees character or performance to influence his entire evaluation. 2. Some time the rater gave average grade to the entire senior employee due to the interpersonal relationship between them.

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3. Some appraiser evaluates the employers on the recent or current performance rather than on the entire appraisal period work activity. 4. Some appraiser rates the all employers around the middle point of the rating scale and they avoid the high and low rating. 5. The performance appraisal system is going on in the most effective manner in the company. 6. Time to time appraisal Help Company to evaluate their performance methods and employers performance more effectively. 7. It mutual participation of the employees in the company HR planning activities help for The effective implementation of the training programmers That enhances their level of the productivity and efficiency. 8. It helps to ascertain the weakness and the strengths of the employees. 9. Employers are motivated by rewards. Incentives and other benefits-like bonus etc. 10. Need for the training and other improvement is assessed by the checking the on job after training period by regular analysis of the improvement of the employers productivity and efficiency. 11. . It is a time consuming process for the accurate result.

SUGGESTIONS After having analyzed the data, it was observed that practically there was no appraisal in the organization. To be an effective tool, it has to be on the continuous basis. This is the 78

thing that has been mentioned time and again in the report, as, in the absence of continuity, it becomes a redundant exercise. Before actually deciding drafting what should be the kind of appraisal the following things should be taken care of: 1. The very concept of performance appraisal should be marketed throughout the

organization. Unless this is done, people would not accept it, be it how important to the organization. 2. To market such a concept, it should not start at bottom, instead it should be started by

the initiative of the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them. This means that the top management has to take a welcoming and positive approach towards the change that is intended to be brought 3. Further, at the time of confirmation also, the appraisal form should not lead to

duplication of any information. Instead, detailed appraisal of the employees work must be done which must incorporates both the work related as well as the other personal attributes that are important for work performance. 4. It should be noted that the appraisal form for each job position should be different as

each job has different knowledge and skill requirements. There should not be a common appraisal form for every job position in the organization.

5.

The job and role expected from the employees should be decided well in advance and

that too with the consensus with them. 6. A neutral panel of people should do the appraisal and to avoid subjectivity to a marked extent, objective methods should be employed having quantifiable data.

7.

The time period for conducting the appraisal should be revised, so that the exercise

becomes a continuous phenomenon.

79

8.

Transparency into the system should be ensured through the discussion about the

employees performance with the employee concerned and trying to find out the grey areas so that training can be implemented to improve on that. Ideally in the present day scenario, appraisal should be done, taking the views of all the concerned parties who have some bearing on the employee. But, since a change in the system is required, it cannot be a drastic one. It ought to be gradual and a change in the mindset of both the employees and the head is required.

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Questionnaire: Proposed Questionnaire Name:- Age :-

Gender:Male Female

Qualification:-

1. Should the appraisal process be: a) Once during the service period c) Never b) Continuous

2. What in your opinion should be the time period of conducting continuous a) Quarterly b) Half Yearly c) Yearly

Appraisal?

3.

Who in your opinion should appraise the employee?

a) Superior c) Subordinates e) Consultant

b) Peer d) Self Appraisal f) All of the above

4. Does the appraisal system helps in polishing the skills or performance area?

81

a) Yes

b) No

c) cant say

5. Do you think personal bias creeps in while appraising an individual? a) Yes b) No c) cant say

6. If given a chance or an opportunity would you like that the current appraisal Procedure should be reviewed? a) Yes b) No c) Cant Say

7. How is the organization structure? Centralized Decentralized

8. I have confidence in the leadership of the organization Yes No cant say

9. The benefit I received is reasonable: Yes No cant say

10. There is good communication between me and superior : Yes No cant say

11. I can speak freely to my superiors on variety of topic: Yes No cant say

12. On which criteria is the performance measure? . 13. Performance efficiency Experience in past

Performance measures are evaluated on regular basis: Yes No cant say

14.

I am held accountable for achieving specific result: 82

Yes 15. .

No

Cant say

How is the need for training assessed? Performance past data analysis employee feedback

16.

It is open or close? Opened Closed

17.

It is done in individually or in group? Individually Group

18. We work as a team:

Yes

No

Cant say

19. I feel I am part of the team: Yes no cant say

20. Company maintains a competitive pay and benefits package: Yes No cant say

21. I am satisfied with the level of pay I receive: Yes 22. no cant say

I am paid fairly and time according to my work: Yes no cant say

23.

After evaluating the performance, which type of award or reward are given by

your organization: Gift incentive promotion

24. Promotion incentive is clearly linked to standards and goal: Yes No cant say

25. The job given to me is according to my skill /knowledge:

83

Yes

No

Cant say

26. I received personal satisfaction from doing a good job:

Yes

No

Cant say

84

REFERENCE: SEARCH ENGINE: Google.com Name of Websites referred: i) www.quickmba.com ii) www.avanswers.yahoo.com iii) www.netmba.com iv) www.citehr.com

Guides: 1) Mr Anand singh

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