Professional Documents
Culture Documents
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The HRM function and HRD profession have undergone
tremendous change over the past 20-30 years. Many years ago, large
organizations looked to the "Personnel Department," mostly to manage
the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the
organization are performing at maximum capability in a highly fulfilling
manner.
Performance Appraisal:
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There are three basic functions of an effective performance appraisal:
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NEED OF THE STUDY
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SCOPE OF THE PROJECT
The project throws light on the concern areas for different people
involved in the appraisal process and attempts to find out ways to
overcome those problems.
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METHODOLOGY
The study of the topic “ Performance Appraisal” has been done through
various sources.
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LIMITATIONS
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A BRIEF INSIGHT – THE BEVERAGE INDUSTRIES IN
INDIA
BEVERAGES
Alcoholic Non-Alcoholic
Carbonated Non-Carbonated
The beverage industry is vast and there various ways of segmenting it,
so as to cater the right product to the right person. The different ways of
segmenting it are as follows:
• Alcoholic, non-alcoholic and sports beverages
• Natural and Synthetic beverages
• In-home consumption and out of home on premises consumption.
• Age wise segmentation i.e. beverages for kids, for adults and for
senior citizens
• Segmentation based on the amount of consumption i.e. high levels
of consumption and low levels of consumption.
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If the behavioral patterns of consumers in India are closely noticed,
it could be observed that consumers perceive beverages in two different
ways i.e. beverages are a luxury and that beverages have to be consumed
occasionally. These two perceptions are the biggest challenges faced by
the beverage industry. In order to leverage the beverage industry, it is
important to address this issue so as to encourage regular consumption as
well as and to make the industry more affordable.
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COCA - COLA INTERNATIONAL
History:
Coca-Cola Enterprises, established in 1986, is a young
company by the standards of the Coca-Cola system. Yet each of
its franchises has a strong heritage in the traditions of Coca-Cola
that is the foundation for this Company.
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In December 1991, a merger between Coca-Cola
Enterprises and the Johnston Coca-Cola Bottling Group, Inc.
(Johnston) created a larger, stronger Company, again helping
accelerate bottler consolidation. As part of the merger, the senior
management team of Johnston assumed responsibility for
managing the Company, and began a dramatic, successful
restructuring in 1992.Unit case sales had climbed to 1.4 billion,
and total revenues were $5 billion.
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Type Public (NYSE: KO)
Founded 1892 by Asa Griggs Candler
Headquarters Atlanta, Georgia, United States
Area served Worldwide
E. Neville Isdell (Chairman)
Key people
Muhtar Kent (Chairman-elect, CEO)[1]
Industry Beverage
Coca-Cola
Carbonated soft drinks
Products Water
Other Non-alcoholic beverages
VALUES :
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• PASSION: Committed in heart and mind
• INTEGRITY: Be real
• ACCOUNTABILITY: If it is to be, it’s up to me
• COLLABORATION: Leverage collective genius
• INNOVATION: Seek, imagine, create, delight
• QUALITY: What we do, we do well
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(FIGURE 2: VISION FOR SUSTAINABLE GROWTH)
MISSION
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• Suppliers as an opportunity to make reasonable profits when
creating real value-added in an environment of system-wide team
work, flexible business system and continuous improvement
QUALITY POLICY
OBJECTIVES/GOALS
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YEAR WISE HISTORY OF BOTTLING
The three pioneer bottlers divided the country into territories and
sold bottling rights to local entrepreneurs. Their efforts were boosted by
major progress in bottling technology, which improved efficiency and
product quality. By 1909, nearly 400 Coca-Cola bottling plants were
operating, most of them family-owned businesses. Some were open only
during hot-weather months when demand was high
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Year 1916: Birth of the Contour Bottle:
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In the 1940s: Post-war growth:
During the war, 64 bottling plants were set up around the world to
supply the troops. This followed an urgent request for bottling equipment
and materials from General Eisenhower's base in North Africa. Many of
these war-time plants were later converted to civilian use, permanently
enlarging the bottling system and accelerating the growth of the
Company's worldwide business.
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invested in a number of bottler consolidations to assure that its largest
bottling partners would have capacity to lead the system in working with
global retailers.
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country, it is nearly impossible to have the same beverage top the
rankings in every market, but having the right portfolio strategy can still
put the company in the leadership position.
In the 2009 report, Simply was the latest Coca-Cola brand to break
the one-billion dollar revenue in a year and was added to the list of
Billion Dollar Brands.
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So why did Coca-Cola exclude Nestea from its billion dollar brands list?
Another brand that CEO have seen brewing in the Coca-Cola tea
portfolio is Fuze. Already CEO have seen Fuze brand freshly brewed tea
dispensers in Subway restaurants. Fuze is also a recent acquisition by
The Coca-Cola Company from 3 years ago.
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CEO don't know why Nestea got dropped from the list, but I am
not going to miss Nestea if it disappears from the shelves or vending
machines in the U.S. as it has in Japan a few years ago.
Strengths:
Coca-Cola has been a complex part of world culture for a very long
time. The product's image is loaded with over-romanticizing, and this is
an image many people have taken deeply to heart. The Coca-Cola image
is displayed on T-shirts, hats, and collectible memorabilia. This
extremely recognizable branding is one of Coca-Cola's greatest strengths.
"Enjoyed more than 685 million times a day around the world Coca-Cola
stands as a simple, yet powerful symbol of quality and enjoyment”
(Allen, 1995).
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does not have outright ownership of its bottling network, its main source
of revenue is the sale of concentrate to its
bottlers.
Weaknesses:
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Opportunities:
Threats:
Currently, the threat of new viable competitors in the carbonated
soft drink industry is not very substantial. The threat of substitutes,
however, is a very real threat. The soft drink industry is very strong, but
consumers are not necessarily married to it. Possible substitutes that
continuously put pressure on both Pepsi and Coke include tea, coffee,
juices, milk, and hot chocolate. Even though Coca-Cola and Pepsi control
nearly 40% of the entire beverage market, the changing health-
consciousness of the market could have a serious affect. Of course, both
Coke and Pepsi have already diversified into these markets, allowing
them to have further significant market shares and offset any losses
incurred due to fluctuations in the market. Consumer buying power also
represents a key threat in the industry. The rivalry between Pepsi and
Coke has produce a very slow moving industry in which management
must continuously respond to the changing attitudes and demands of their
consumers or face losing market share to the competition. Furthermore,
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consumers can easily switch to other beverages with little cost or
consequence.
Product Life Cycle:
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Selecting Target Market
There are four broad ways which Coca Cola can segment its market:
→ Mass marketing
→ Concentrated marketing
→ Differentiated marketing
→ Niche marketing
The most apparent method used by Coca Cola is with no doubt the
differentiated marketing method as Coke satisfy’s a range of different
markets. Diet coke satisfy’s the weight consciousness, regular coke,
sprite, fanta the average human, coffee, iced tea etc. Each group of
beverages satisfy a particular group of people.
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2020 vision:
We have also begun rolling out our 2020 Vision, the roadmap for
winning together with our worldwide bottling partners. Our 2020 Vision
roadmap is bringing new clarity and focus to our global business and is
ensuring that our system is ideally positioned to make the most of the
abundant opportunities ahead of us. We believe our unique global
franchise model is the best way to win in the market, while providing
sustainable profitable growth for our customers and shareowners. Our
priorities remain centered on superior execution to drive value for today
while strategically investing in growth for tomorrow. Over the next
decade, we expect to see a global economy inevitably strengthened by
attractive demographic shifts, rapid urbanization, renewed entrepreneurial
energy and improved consumer sentiment. These trends bode well for the
future of The Coca-Cola Company and our system.”
In 2008 and 2009, the global economy has fallen into a recession.
Not just the United States but countries from all over the world have felt
the impacts of the 2008 Financial Crisis. This may be a problem for
Coke, which derives approximately 75% of its sales from outside North
America. Still, the company has positioned itself well in international
markets both organically and through acquisitions, such as that of
Chinese juice maker Huiyuan for $2.4 billion. However the company was
unsuccessful with its purchase of Huiyuan as it broke anti trust laws in
China. On March 5, 2010, Coke's CEO said that emerging markets are
bouncing back quicker than more developed markets.
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“ PERFORMANCE APPRAISAL”
I. Background:
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business owners view performance appraisal as a process of
getting to know the people who work for them. It is the most
significant and indispensable tool for an organization. It
provides information, which helps in taking important decisions
for the development of an individual and the organization.
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III. Concept Of Performance Appraisal:
IV. Change:
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be taken by his superiors relating to his pay hike, promotion etc.
Thus the system was non-transparent.
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5. Managing is a dynamic process, concerned almost entirely with
the present and the future, whereas Performance Appraisal, as
generally used has been a static rating of an employee related
almost entirely with the past. Recently, as some managements
were recognizing that “rating” by itself had very limited utility,
they began to appreciate that managing had evolved into an art.
They saw that “management by hunch” could not longer be
tolerated, and that measurements-no matter how vague – were
essential for the future development of the art of managing.
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I. Job Profile:
Job description concentrates more on the definition of tasks the
jobholder has to accomplish. It includes details of reporting
relationship and normally covers the overall purpose of the job. It
indicates how an individual’s job will contribute to the achievement
of objectives of a team or a department and, ultimately the mission
of the organization.
II. Objectives:
An objective describes something, which has to be accomplished.
Objectives define what organizations, functions, departments, teams
and individuals are expected to achieve.
There are two types of objectives:
III. Competencies:
Competencies refer to the behavioral dimensions of a role. It is the
behavior required of people to carry out their work satisfactorily.
Competencies are what people bring to a job in the form of
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different types and levels of behavior. They govern the process
aspects of job performance.
IV. Values:
Increasingly, organizations are setting out the core values that they
think should govern the behavior of all their employees. Value
statements may be prepared which define core values in areas such
as care for customers, concern for people, competitiveness,
excellence, growth, innovation.
I. Training:
Successful training is the implementation of a system in which
everyone in the workplace is geared towards improvement. It
involves a hands on approach in which the employee is encouraged
to evaluate himself or herself under the guidance of the appraiser.
How it works?
First, the appraiser includes the employee in the appraisal process.
When an employee knows that his or her opinion of other workers is
taken into account, he or she also realizes that everyone else’s opinion
matters just as much. This not only empowers the employee and
improves relations in the workplace, but it encourages higher
productivity as well. This interactive approach is made complete with
the leadership of the appraiser. Carefully administering praise coupled
with constructive criticism keeps the workforce on its toes.
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II. Evaluation:
The best methods for employee evaluation are based on results
and behavior. While conducting performance appraisal based on
employees’ characteristic traits is quite common, the results are often
subjective and unsatisfactory. A results-based approach to performance
appraisal is by far the cleanest, most objective method of tackling the
complex task of evaluation. It uses a rating system to measure
productivity within a given timescale. If an employee makes a certain
number of sales in a certain week, he or she can be rated by sheer worth
as well as ranked against other employees. The study of behavior is
closely tied to productivity. The pace of work, willingness to put in
overtime and ability to work with others all contribute to overall
productivity.
III. Review:
The review process should, again, employ the techniques of
interactivity. Before sitting down together, the appraiser should give the
employee a chance to review himself or herself. This not only
empowers the employee, but also saves a lot of time and possible
contention during the actual discussion. Initially the appraiser should
walk the employee through the process. The successful supervisor starts
out with an overview of why the review session is needed. Then the
supervisor takes the employee down a point-by-point list of every
aspect of the job. In each case, the employee should be given a chance
to describe his or her achievements and shortcomings. The supervisor
should always supplement this with added insight. While praising and
applying criticism, the supervisor maintains authority throughout the
review and indeed, the entire appraisal process.
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The objectives and benefits of Performance Appraisal system can
be summarized as under:
I. Objectives:
Data relating to Performance Appraisal of employees are recorded,
stored and used for several purposes like:
II. Benefits:
The following are the benefits of a successful appraisal system:
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♦ Improved performance throughout the organization due to:
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3. For the appraisee:
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An effective review process helps organizations in three areas:
1. evaluation and improving personnel selection and training
systems;
2. preventing wrongful termination; and
3. increasing real employee diversity
II. This system requires both the appraisee and appraiser to jointly
assess the employee’s ability to complete the duties and achieve the
goals set forth in the previous appraisal.
III. HR professionals should consider the following steps and make the
appraisal process simple yet effective:
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and then making an appraisal of it. Information gained from the
process may be fed back via an appraisal interview to determine the
relevance of individual and work-group performance to
organizational purposes, improve the effectiveness of unit and
improve work performance of employees.
Designing an appraisal program poses several questions, which need
answers. They are:
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3. What should be evaluated?
This is not an exhaustive list, but several other parameters too can be
added depending on job requirements and organizational needs.
4. When to appraise/rate?
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∙ When the job occupied has been reevaluated upward
∙ Upon special request, as when the employee’s salary is below
the average pay
5. What are the problems related to Performance Appraisal?
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b. Halo Error:
Under this type of error, one marked characteristic or latest
achievement or failure of the appraisee (either favourable or
unfavourable) may be allowed to dominate the appraisal for the
entire year.
c. Logical Error:
This is a dangerous pitfall for the inexperienced appraiser. He
is very often inclined to arrive at similar assessments in respect
of qualities that seem logically related.
d. Constant Error:
When two appraisers rate an appraisee their ratings may be
different. One may show consistent leniency by giving him
high scores, the other my consistently rate him by giving low
scores.
e. Central Tendency:
It is also called as “Average Ratings”. Here, the appraiser tends
to avoid giving frank views to the question asked or the
appraiser is in doubt or he has inadequate information or he
simply wants to play safe and don’t displease anyone.
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g. Contrast Error:
This error occurs in the sequencing of ratings. If superior
performers are rated first, average performers are rated down, if
poorer performers come first, the average performers will be
rated more highly.
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• The appraiser is aware of personal biases and is willing to
take action to minimize their effects.
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are non-transparent in nature. While other newer methods are transparent
in nature. Each of the method has it’s own format of appraisal form.
Person-to-Person/Paired Comparison
Under this method the appraiser compares each employee with every
other employee, one at a time.
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- A scale of people is also created for each factor.
- Each Appraisee is compared to every other person on the scale.
- Certain scores for each factor are awarded to the appraisee.
Grading
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Checklist
Essay
Confidential Reporting
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Critical Incident Method
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- Although these scales represent job-relevant dimensions of
performance, they still pose problems in determining which
actually, observed behaviours match with specifically anchored
performance scales.
I. MANAGEMENT BY OBJECTIVES
1. Management by Objectives is basically a process whereby the
superior and the subordinate managers of an enterprise jointly
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identify its common goals, define each individual’s major areas of
responsibility in terms of the results expected of him and use these
measures as guides for operating the unit and assessing the
contribution of each of its members. Management by Objectives is
primarily to change the behaviour and attitude towards getting an
activity or assignment completed in a manner that it is beneficial for
the organization. Management by objectives is a result-oriented
process, wherein emphasis is on results and goals rather than a
prescribed method. A number of companies have had significant
success in broadening individual responsibility and involvement in
work planning at the lowest organizational levels.
2. The concept rests on a philosophy of management that emphasizes
integration between external control (by managers) and self-control
(by subordinates). It can apply to any manager or individual no
matter what level or function, and to any organization, regardless of
size.
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3. Management by Objectives is a five-sutra process having
following basic steps:
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To use program evaluation and review technique (pert)
for all new plant layouts.
iii. Performance Reviews:
v. Feedback:
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a frequent feedback and superior-employee interaction model must be
evolved.
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evaluated, or what he has to achieve. Since MBO aims at providing clear
targets and their order or priority, it reduces both these situations.
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1. The 360º Feedback process is called multi-source assessment,
taps the collective wisdom of those who work most closely with
the employee, superiors, colleagues (peers), direct reports and
possibly internal and often external customers. The collective
intelligence these people provide on critical competencies or
specific behaviours and skills gives the employee a clear
understanding of personal strengths and areas ripe for
development. Employees also view this performance information
from multiple perspectives as fair, accurate, credible, and
motivating. Employees are often more strongly motivated to
change their work behaviours to attain the esteem of their
coworkers than to win the respect of their supervisor alone.
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Diagram showing the key stakeholders in a 360º Feedback
Process
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c. Team members: The only option for identifying team and
individual members’ effectiveness is 360º Feedback. Failing
feedback from multiple sources, team members lack the
information necessary for effective individual development
and teamwork. With no team evaluation, accountability may
evaporate, and performance may falter (weaken).
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directed teams, the only practical option for performance
feedback is from multiple sources. As organizations change their
culture to align with their vision and values, 360º Feedback
becomes an ideal choice to communicate the new competencies
required by the new values.
Structure changes
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i. Matrix and Project Management: Many organizations have
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b. Empowerment: The 360º Feedback process communicates
the appropriate actions needed from employees to support
this culture change, and these actions are then recognized
and rewarded.
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with a credible information source for recognition and
rewards.
Employee Relations
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employee tends to perceive the results as having for more
credibility as against a single-source assessment.
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Such feedback may get undue importance when only
selected few peers and subordinates appraise a manager.
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of management is not, and the systems and processes that
encourage old behaviors are still in place.
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The following issues need to be considered before implementation
of 360º feedback
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e. What methods and measurements will be used? Will
employees just fill out numerical surveys, or will this
information be supplemented with observations and
interviews? Will the report be just a graph, a summary of
high need for change survey items, or will there be a written
report with recommendations? To what extent will this
report be personalized and handcrafted Vs being automated?
f. To what extent will the data be collected anonymously
and/or confidentially? While the intent may be to keep the
survey data anonymous, if written comments or interview
data are also included, the data may have to be altered to
avoid making obvious conclusions about who communicated
what. In addition, management must answer questions about
personal, confidential data that might be accidentally
revealed during interviews.
g. To what extent will the data be collected anonymously
and/or confidentially? While the intent may be to keep the
survey data anonymous, if written comments or interview
data are also included, the data may have to be altered to
avoid making obvious conclusions about who communicated
what. In addition, management must answer questions about
personal, confidential data that might be accidentally
revealed during interviews.
h. What will be done with alleged violations of laws, ethics
or policies? Though this may not be the intent of 360º
feedback, on occasion information is gathered that suggests
violations of legal, ethical and company codes of conduct.
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i. What information will be public? At first blush, you might
think that all data will be private, but does that mean that
one's own supervisor can't see the data and the report? Will
group and company averages be made public without them
being broken down into individual scores?
j. What consequences will there be? Will they receive
additional coaching and counseling, training, or be
terminated or re-assigned? Will the 360º feedback be the
sole determiner of this decision?
k. What logistics and support will be necessary to make this
successful? To what extent will the data be collected
electronically (via the Web or intranet) or on paper? What
administrative and technical support will be necessary?
l. What systems changes will accompany this
organizational change? As stated before providing
feedback on management style in and of itself can only be
part of organizational change and can rarely stand on its
own. As a result, one must ask how and when will 360º
degree feedback be incorporated into training, selection and
pay decisions?
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the organization. It leads to a realistic compromise that
addresses short-term goals and longer-term staying power.
2. The balanced scorecard was developed by Robert S. Kaplan and
David P. Norton in early 1990s. The article The Balanced
Scorecard - Measures that Drive Performance of Harvard
Business Review (year 1992) – describes balanced scorecard as
a methodology used for measuring success and setting goals
from financial and operational viewpoints. With those
measures, leaders can manage their strategic vision and adjust it
for change.
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measures of all the other scorecard perspectives. The
financial measures are chosen based on the business life
cycle and also the strategic theme chosen for the financial
perspective. In addition to increasing returns, most
organizations are concerned with the risk of these returns.
Therefore, when it is strategically important, these
organizations will want to incorporate explicit risk
management objectives into their financial perspective.
b. Customer Perspective
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captured by the metrics (e.g. market share, customer
satisfaction, customer loyalty, customer acquisition)
representing this perspective.
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implement in order to be successful. By incorporating
innovation processes measures, the Balanced Scorecard
provides managers with a set of tools that does not only
reflect the short term, but also gives insight about the longer-
term.
d. Innovation and Learning Perspective
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With the financial, customer and internal perspectives,
managers are able to identify the gaps between existing
organizational resources and the ones required to be
successful. The only way to close those gaps is for the
organization to judicially invest in employees and
information technology and to design the most appropriate
organizational structure that could support their strategy.
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4. The steps of implementation are:
First the multiple perspectives are to be identified, which can be, as:
Financial Measure, Customer Measure, Internal Process and People
(Learning & Growth). After this the main task is to identify the Key
Performance Indicators (KPI) in each of these multiple perspective.
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c. Finally, managers can use the Balanced Scorecard to:
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and commitment on the part of staff will make the scorecard
useless.
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1. Is Performance appraisal given adequate importance in your
organization?
A – Yes
B – No
C – Partly
Interpretation:
The above chart shows that 50% of employees are satisfied, 16.7%
of employees are not satisfied and 33.3% of employees are partly
satisfied with the importance given to the performance appraisal given in
their organization.
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2. Is Performance appraisal really helpful in developing your
performance?
A – Yes
B – No
C – Partly
Interpretation:
The above chart shows that performance appraisal is really helpful
in developing their performance for 67% of the employees and partly
helpful for 33% of the employees.
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3. Have you ever had discussion regarding Performance appraisal
with your manager?
A – Yes
B – No
Interpretation:
The above chart shows that 83% of the employees are having
discussion and 17% of the employees are not having discussion with the
manager regarding performance appraisal.
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4. The results you have faced at the end of annual review
A – Promotions
B – Increments
C – Additional responsibility
D – All the above
E – None of the above
Particulars No. of respondents Percentage
A 11 37%
B 6 20%
C 4 13%
D 5 17%
E 4 13%
Interpretation:
The above chart shows that 37% of the employees are getting
promotions, 20% of the employees are getting increments, 13% of the
employees are getting additional responsibility, 17% of the employees are
getting promotions, increments and additional responsibility and 13% are
not getting any benefits at the end of annual review.
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5. Is performance appraisal helpful in strengthening work
relationship through personal effectiveness?
A – Yes
B – No
Interpretation:
The above chart shows that performance appraisal is helpful for 90%
of the employees and not helpful for 10% of the employees in
strengthening work relationship through personal effectiveness.
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6. Are you informed about your performance parameters?
A – Yes
B – No
Interpretation:
The above chart shows that the performance parameters are informed
to the 67% of the employees and are not informed to the 33% of the
employees.
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7. Have you faced any problems during process of performance
appraisal?
A – Yes
B – No
C – Partly
Interpretation:
The above chart shows that 30% of the employees are facing
problems, 40% of the employees are not facing any problems and 30% of
the employees are facing some problems during the process of
performance appraisal.
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8. In your opinion performance appraisal in Coca-Cola is?
A – Very effective
B – Average
C – just a ritual
Interpretation:
The above chart shows that performance appraisal is very effective for
47% of the employees, average for 33% of the employees and its just a
ritual for 20% of the employees.
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9. Is performance appraisal continuous process in Coca-Cola?
A – Continuous process
B – Just a formality
C – No match relevance is attached to continuing
D – Can’t say
Interpretation:
The above chart shows that performance appraisal is a continuous
process for 37% of the employees, just a formality for 20% of the
employees, not a continuous process for 23% of the employees and 20%
of the employees can’t say about it in Coca-Cola.
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10. According to you what are the major barriers for success
performance at your work place?
A – Lack of motivation
B – Lack of skills
C – Lack of proper work
D – All the above
Interpretation:
The above chart shows that the major barriers for success of
performance at the work place are lack of motivation for 33%, lack of
skills for 23%, lack of proper work for 17% and lack of all these for 27%
of the employees.
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11. What mostly motive to best performance in Coca-Cola?
A – Working environment
B – subordinate performance
C – Encourage by superiors
D – All the above
Interpretation:
The above chart shows that working environment for 37%,
subordinate performance for 20%, encourage by superiors and all these
for 20% of the employees are the mostly motive to best performance in
Coca-Cola.
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12. Are you satisfy with the functioning of rewards/recognition
mechanism at Coca-Cola?
A – Very high
B - High
C – Average
D – Below average
Interpretation:
The above chart shows that 23% are satisfied very highly, 34% are
satisfied highly, 23% are satisfied average and 20% are satisfied below
average with the functioning of rewards/recognition mechanism in Coca-
Cola.
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13. On what basis Coca-Cola evaluating the performance?
A – Based on work
B – Based on quality of work
Interpretation:
The above chart shows that Coca-Cola evaluates the performance
based on work for 43% of the employees and based on quality of work
for 57% of the employees.
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14. The prime objective of performance appraisal in Coca-Cola is?
A – Performance exists
B - Performance exists with job to evaluate
C - To determine promotion/transfer
Interpretation:
The above chart shows that the prime objective of performance
appraisal in Coca-Cola is performance exists for 47%, performance exists
with job to evaluate for 30% and to determine promotion/transfer for 23%
of the employees.
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15. If given a chance will you change performance appraisal system in
Coca-Cola?
A – Total change
B – Partial change
C- There is no need of change
Interpretation:
The above chart shows that if a chance is 17% will totally change,
46% will partially change and 37% wont change the performance
appraisal system in Coca-Cola.
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FINDINGS
6. It was found that the employees are happy with the half-yearly
system of appraisal.
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SUGGESTIONS
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CONCLUSION
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