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Winter Training Report

Winter Training Report

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  • Strategies to support appraisers and enhance appraisal accuracy
  • To Explain
  • PULSAR -150
  • The price lists of the various Bajaj bikes are as follows:
  • Looking for a brand new Bajaj


The Bajaj group came into existence during the turmoil and the heady euphoria of India’s freedom struggle. Jamnalal Bajaj, founder of the Bajaj Group, was a confidante and disciple of Mahatma Gandhi, and was deeply involved in the effort for freedom. The integrity, dedication, resourcefulness and determination to succeed which are characteristics of the company today, are often traced back to its birth during those long days of relentless devotion to a common cause. Kamalnayan, the eldest son of Jamnalal Bajaj, succeeded his father in 1942, at the age of twenty-seven. Putting the Nation before business, he devoted himself to the latter only after India achieved independence in 1947. But when he did so, he put his heart and soul into it. Within a short while, he not only consolidated the group, but also diversified into various manufacturing activities, elevating the Group to the status it enjoys till this day. Rahul Bajaj today heads the group. He has been the Chief Executive Officer of Bajaj since 1968 and is recognised as one of the most outstanding business leaders in India. As dynamic and ambitious as his illustrious predecessors, he has been recognised for his achievements at various national and international forums. The Waluj plant inaugurated by the erstwhile President of India Shri Giani Zail Singh. Bajaj is currently India’s largest two and threewheeler manufacturer and one of the biggest in the world. Bajaj has long left behind its annual turnover of Rs. 72 million (1968), to currently register an impressive figure of Rs. 42.16 billion (US$ 936 million).

• • • • We approach our responsibilities with ambition and resourcefulness. We organize ourselves for a transparent and harmonious flow of work. We respect sound theory and encourage creative experimentation. And we make our workplace a source of pride.


Transparency: a commitment that the business is managed along transparent lines. Fairness: to all stakeholders in the Company, but especially to minority shareholders. Disclosure: of all relevant financial and non-financial information in an easily understood manner. Supervision: of the Company’s activities by a professionally competent and independent board of directors.

Caliber motorcycle notches up 100,000 sales in record time of 12 months. June 7th- Kawasaki Caliber Roll out of Valuf- July 25th- Legend, India’s first fourstroke scooter roll out of Akurdi. October 1998- Spirit launched. The Bajaj Super Excel is introduced while Bajaj Celebrates sale of its ten millionth vehicle.

Based on our own brand of globalization, we have built out distribution network over 60 countries worldwide and multiplied our exports from 1 percent of total turnover in Fiscal 1989-90 to over 5 percent in fiscal 1996-97. The countries where our products have a large market are Argentina, Colombia, Peru, Bangladesh, Sri Lanka, Italy, Sweden, Germany, Iran and Egypt. Bajaj leads Colombia with 65 percent of the scooter market, in Uruguay with 30 percent of he motorcycle market and in Bangladesh with 95 percent of the three-wheeler market vehicle.

OTHER INFORMATION • • One million vehicles were produced and sold in this financial year. Production commences at waluj, Aurangabad in record time of 16 months.


Bajaj auto achieves production and sales of 100,000 vehicles in a single financial year.

• •

Bajaj Auto rolls out its 100,000 the vehicle. Bajaj Auto obtains license from the Government of India to manufacture two and three-wheelers.

Bajaj Auto has huge, extensive and very well-equipped Research and Development wing geared to meet two critical organisational goals: development of exciting new products that anticipate and meet emerging customer needs in India and abroad, and development of eco-friendly automobile technologies. While the manpower strength of the R & D represents cross-section of in-depth design and engineering expertise, the company has also been investing heavily in the latest, sophisticated technologies to scale down product development lifecycles and enhance testing capabilities. Bajaj Auto R & D also enjoys access to the specialized expertise of leading international design and automobile engineering companies working in specific areas.

1. To study the general business environment & history of Bajaj Auto Ltd. 2. Comparing Bajaj Bikes share in market to Hero Honda & TVs Suzuki Bikes. 3. Analysis of the (Bajaj Bikes) products, pricing, promotion & distribution strategies 4. SWOT Analysis of the strategy adopted.

Data collection In this project both primary data as well as secondary data are used. Primary data:


• After classifying is represented in the form of tables i. Secondary data: It is not possible to collect first hand information for each & every thing so.Primary data used in this project is collected through two methods. Z Business. Both these method proved to be great help in getting the required information. secondary data from various sources like Internet. systematically arranged in columns and rows. D. namely. SECONDARY DATA is represented: In the form of tables. STATISTICAL & PRESENTATION TOOLS USED PRIMARY DATA is: • First classified i. • Some of the data is also graphically represented in the form of PIE DIAGRAM. By the way of bar graphs and Pie CHARTS 4 . QUESTIONNAIRE METHOD and DIRECT PERSONAL INTERVIEW METHOD.K Neilson’s report on Jan. 2007. Information from television channels like CNBC. and Indian Info line website were used.e. grouped qualitatively and quantitatively according to the situation or the type of the data which was collected.e. NDTV Profit etc.

build on strengths and plan to strengthen weakness. helping the employee prepare and set goals for the upcoming review period. organization and society all benefit" • Performance Appraisal consists of a systematic. For a variety of reasons many organizations ask managers to make conscious formal evaluations of employees too. It has generated a wide variety of viewpoints. A more comprehensive definition of Performance Appraisal is • "Performance Appraisal is a formal structured system of measuring and evaluating employees job related behaviours and outcomes to discover how and why the employee is presently performing on a job and how the employee can perform more effectively in the future so that the employee. future job goals and job aspirations. training and development needs. face-to-face discussion of an employee's work performance. An organization tries to increase productivity and performance there is an increased emphasis on appraisals. It looks backwards. which gives everyone a chance to clarify aims and objectives. reviewing the employee's performance during the period under review and forwards. • In addition to these.REVIEW OF LITRATURE • Performance appraisal has been one of the most debated management practices for several decades. • Managers also evaluate employees often also unconsciously. there has been a trend through development in 'employment law' for Performance Appraisal to be viewed as important documentation for 5 . reliable and conscientious. Over recent years there has also been a significant increase in the number of organizations linking Performance Appraisal of employees and managers with business plans and departmental goals. It may be as part of the organization's normal annual or biannual Performance Appraisal System. • Performance Management is central to most Human Resource practices. They know whether they are "good worker".

The Indian companies need to realize that the relationship between organization culture and performance appraisal system is a two way process implying that they can successfully use their performance appraisal system to bring about cultural change. Before an appraisal is made. • The design of Employee Performance Appraisal and Development Plan thus formed would assist in evaluating employee performance and identifying their potential and guide in developing a plan to improve his/her performance as also to prepare him/her for greater responsibilities in case of promotions and transfers. and succession planning. in particular with selection. is to emphasize on climate setting that will facilitate achieving the objectives that an appraisal system intends to achieve. 6 . • The only possible way for organizations. • Thus what needs to be done is to encourage managerial styles that will lead to openness and frankness in relationships as a condition for establishing an effective performance appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organization is the need to clarify and communicate to all concerned the objectives that the system intends to achieve.legal protection. the superior should ensure that he/she and the employee are in agreement concerning responsibilities. The whole approach is a positive one. This reason alone is sufficient to emphasize the importance of valid and equitable appraisal management. to minimize the possible conflict among appraisal objectives. It should be filled carefully. • Performance appraisal leads to the identification of the training and development needs of the employees. for result expected and what constitutes satisfactory performance. It also has close links with other important areas of human resource management. its purpose is improvement of individual's ability and performance. • Here the organization must not get trapped into the various pitfalls that come along with administration of appraisal system. thoughtfully and objectively. motivation. Performance data provides relevant information required for validating selection methods and also helps in assessing whether selection methods are bringing high performers into the organization.

The next fundamental question of importance is, to what extent, links should exist between performance appraisal pay decisions. The general trend with regard to the Indian organizations suggests atilt towards performance appraisal systems being linked to individual rewards and pay. The advocates of this trend argue that when performance appraisal system is linked to individual pay and rewards then all parties (appraisers, appraises and reviewers) take performance appraisal more seriously. Organizations are likely to develop performance -- oriented cultures, in which high performers are seen to receive extra rewards, and lower performers receive lower rewards

But at the same time the issues that need to be looked into when pay and performance appraisal are closely linked are:

The pay issue may overshadow all the other purposes of performance appraisal; there may be a tendency of employees to withhold negative information about performance, leading to less than frank appraisal discussions;

Employees may adapt their behaviours to focus only on receiving good ratings, rather than genuinely improve their overall performance.

SO THE QUESTION ARISES WHAT TO DO? 1. Firstly the organization must realize that pay related performance appraisal is likely to be effective only where jobs are designed in such a way that allows individual performance to be measured. Thus in situation characterized by high interaction among jobs in achieving results, group-related pay systems may be more appropriate. Thus before establishing company policies on the matter, it may be good idea to read about alternative methods for rewarding good performance like gain sharing or tying rewards to team performance or the company performance rather' than only to individual performance, 2. Sometimes a combination of reward systems works much better and has fewer nasty side effects than a single way of rewarding performance. The design of Employee Performance Management and Development Plan thus formed would assist in evaluating employee performance and identifying their potential and 7

guide in developing a plan to improve his/her performance as also to prepare him/her for greater responsibilities in case of promotions and transfers. It should he filled carefully, thoughtfully and objectively. Before an appraisal is made, the superior' should ensure that he/she and the employee are in agreement concerning responsibilities, for result expected and what constitutes satisfactory performance. The whole approach is a positive one its purpose is improvement of individual's ability and performance. The normal system consists of the following parts:

-- To be filled in by the Reporting


-- To be filled in by reporting

Authority and to be discussed with the appraise along with person in charge.

PART D: SUMMARY OV ASSESSMENT- To be filled in by Review

PART E: POTENTIAL APPRAISAL - To be filled in by the H0D / Unit head in
consultation with the reporting Authority.

How to Conduct a Performance Appraisal Process: The following five-step approach to conducting a systematic performance appraisal is recommended: 1. Identify key performance criteria. 2. Develop appraisal measures. 3. Collect performance information from different sources. 4. Conduct an appraisal interview. 5. Evaluate the appraisal process.


Step 1: Identify Key Performance Criteria Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what to assess. In essence, four key dimensions of performance should be considered in a performance appraisal. Key Dimensions of Performance Competencies Behaviours Results / outcomes Knowledge, skills, and abilities relevant to performance Specific actions conducted and / or tasks performed Outputs, quantifiable results, measurable outcomes and achievements, objectives attained Organizational citizenship behaviours Actions that are over and above usual job responsibilities

To ensure that the performance criteria are relevant to work practice and acceptable to appraisers and employees: i) Base the performance criteria on an up-to-date job description ii) Develop criteria in consultation with appraisers and employees.

I) Base the performance criteria on an up-to-date job description: Clear and explicit links between performance appraisal and a job description will ensure the relevance of the appraisal. If a detailed job description is not available or is out-ofdate, it is strongly recommended that an accurate job description be developed prior to conducting a performance appraisal. ii)Develop criteria in consultation with appraisers and employee: Linking performance appraisals with job descriptions can help to focus the appraisal process on the key competencies, behaviours and outcomes associated with a particular role or position. It can also be useful to consult with employees to: • Ensure that key aspects of a role / position are represented in the job description, for example: • Conduct assessments


Step 2: Develop Appraisal Measures 10 . Employees are more likely to accept and be satisfied with the appraisal system if they participate in the development of appraisal criteria and measures. and in the process of conducting appraisals. It is also important that employees perceive the appraisal system to be equitable and fair. • • Behaviours and outcomes Identify how these key competencies. Strategies for facilitating employ’s participation include: • Engagement in formal meetings or informal discussions with supervisors to seek input and / or feedback on appraisal measures and criteria • Representation on groups / committees involved in the design and implementation of • • • performance appraisals Inclusion of self appraisals in the appraisal process Providing opportunities for employees to contribute to the performance appraisal of co-workers and managers / supervisors.• • • • • • Plan interventions Manage cases Liaise with and refer to other providers Keep up-to-date service records and case notes Write reports Develop a clear understanding of the relative importance of various competencies.

Assessing the impact of the work environment on performance. Generic versus individually tailored measures: Many workplaces use a generic rating form for all employees irrespective of their role or position within the organization.e.. evaluations may reflect differences between appraisers rather than actual differences in a employee’s performance) • Perceptions of “subjectivity” in evaluations. the accuracy and relevance of appraisals may be significantly diminished. which may in turn.Once clear and specific performance criteria have been developed. feedback may have limited impact on performance effectiveness) Reduced consistency between appraisers (i.e. If the development of job-specific (i.e. and may also include criteria that are irrelevant to others. it is more appropriate to construct appraisal formats tailored to specific jobs or “families” of jobs. Where time and other resources permit. an alternative would be to develop two groups of criteria: 11 . reduced accuracy) Knowledge. individually tailored) appraisal formats is beyond the resource capacity of the organization. Although this approach can save time and minimize cost.. the next step is to decide how to assess employee’s performance. Generic versus individually tailored measures 2. There are three important considerations in the design of appraisal measures: 1. skills and abilities most critical to job performance may be overlooked • • (i. Objective versus subjective assessments 3.e. The “one size fits all” approach of generic measures may overlook important performance criteria that are relevant to particular jobs. It is recommended that a structured and systematic approach is taken to assessing performance. reduce employee’s satisfaction with. and acceptance of appraisals... Problems that arise when an unstructured “blank sheet” approach is used include: • • Increased chance of appraiser errors (i.

Accidents (number of accidents) c. Lateness (days late) e. Some common objective job performance measures include a.. Appraisal if relevant. However. SUBJECTIVE ASSESSMENTS OF WORK PERFORMANCE 12 .  Objective assessments of work performance Objective measures of job performance involve counts of various work-related behaviours’. client workload).g. it can be unwise to place too much emphasis on these types of objective measures. Objective measures can be relatively quick and easy to obtain (given good organizational record-keeping). An exclusive focus on results / outcomes may mask factors that impact on employee’s performance that are beyond their control (e. Objective versus subjective assessments: A basic distinction between different types of appraisal measures concerns the use of objective or subjective criteria.1) Core competencies that have applicability to the performance appraisal of all employees 1. within the organization 2) Additional competencies applicable only to some jobs and included in the performance 2. Meeting deadlines. Incidents at work (number of incidents / assaults / altercations) d. Absenteeism (number of days absent) b.

e. Step 3: Collect Performance Information from Different Sources 13 . it makes sense for an appraisal to include an assessment of factors in the work environment that help or hinder a employee’s capacity to perform effectively.g. For example.Subjective measures rely on the judgment of an appraiser (self. co-workers.. Explicit assessment of environmental factors is also likely to increase the perceived fairness and acceptability of performance appraisals.. or supervisor). measures what it is  supposed to)  Measurement is as brief as possible whilst addressing essential behaviours and outcomes (frustration with long and unwieldy questionnaires may introduce error in responses). Therefore. user-friendly assessment tools  Availability of reliable and approachable management / administration. rating scales) being used to evaluate their  Performance. adequately sized rooms for counselling  Availability of validated. soundproofed. Assessing the impact of the work environment on performance: The goal of a performance appraisal is to support and improve employee’s performance and effectiveness. an employee’s capacity to provide effective treatment interventions is influenced by factors such as:  Access to private. and agree that the measures are fair and accurate (i. Subjective assessments are commonly used in performance appraisals and often involve the use of rating scales. Subjective assessments are more likely to provide accurate performance appraisals when:  The behaviours and outcomes being assessed are stated in clear behavioural terms  The employee understands the measures (e.

it is recommended that supervisor appraisals be conducted in conjunction with self-assessment.Once the appraisal measures are developed. the next step involves collection of accurate performance information. and satisfaction with. For instance. Traditionally. co-workers can provide valuable information on teamwork skills. in a diary). Ideally. employee’s performance should be observed in a systematic way over time (e. This method ensures the accuracy of information about their performances. A common trap is to begin noting observations of employees just before conducting appraisals. perceptions of ongoing monitoring may foster a sense of surveillance which can damage staff morale. A more suitable approach may be to keep critical incident reports that note specific examples of both excellent and unsatisfactory performances. Many employees in the organization operate with a relatively high degree of autonomy. Supervisors can also encourage employees to keep track of their own performance records such as emails or letters that commend them on their achievements.. Including self-assessments as part of the appraisal process is likely to enhance employee’s commitment to. If time and resources are limited. However. it has been the sole responsibility of managers / supervisors to assess performance. other organizational members can be a valuable source of information as they are likely to have exposure to different aspects of a employee’s performance. This is likely to give an inaccurate picture of a employee’s performance.g. and subordinates can provide useful information on leadership style. This approach is known as 360-degree feedback. 14 . Key benefits include:  Accuracy and reduced bias (incorrect information from one source can be corrected from another)  Increased likelihood that employees will perceive the performance appraisal system to be a fair and accurate reflection of their performance (compared to relying on supervisor ratings alone). This combined with the heavy workload of most managers / supervisors may limit opportunities to conduct regular observation of employee’s performance. There are many advantages to obtaining feedback on performance from sources other than supervisors or managers. In addition.

promotion or opportunities to work in desired areas. It also provides employees with an opportunity to identify barriers and facilitators to effective performance in their work environment. One solution is to separate the judge and coach roles by conducting separate appraisal meetings. Client appraisals. Employees may be reluctant to admit areas for improvement if performance assessment is linked with desired outcomes such as pay. Self-appraisal can also be useful for identifying areas for 15 . Manager / supervisor appraisals b. managers and supervisors have two roles in performance appraisal: 1. “Judge”: assessing performance “Coach”: providing constructive feedback and identifying areas for improvement. perceptions of appraisal fairness.the appraisal process. Five different sources of performance appraisal information are considered here: a. Subordinate appraisals e. Manager / supervisor appraisals: Managers / supervisors play a central role in the appraisal process. 2. and satisfaction with the appraisal process. and should always be included as one of the main appraisers. Performing both roles simultaneously can be difficult. Self-appraisals: The process of evaluating one’s own performance can help to increase employee’s commitment to the appraisal process. Co-worker appraisals d. Self appraisals c. In essence.

may be biased towards those individuals most well liked in an organization (i. for accuracy)  Ensuring employees receive regular feedback on their performance. evaluations tend to be more reliable.. friendship bias). as there is usually more than one co-worker who rates a worker’s performance... In addition.development.e. rather than for making administrative decisions (i. particularly where teamwork occurs.  It is recommended that self appraisals are used for professional development purposes. Strategies to increase the accuracy of self appraisals include:  Using clear definitions of performance criteria linked to specific. This source of appraisal may only be appropriate in larger organizations where there are sufficient subordinates to allow anonymity. promotion). The focus should be on aspects of managerial performance that subordinates are able to comment upon. Co-workers are often aware of different aspects of an employee’s performance that managers /supervisors may not have the opportunity to observe. Subordinate appraisals: Subordinates are a valuable source of information regarding particular aspects of a supervisor or leader’s performance such as communication.e. however. pay increases. coworker appraisals may have a negative impact on teamwork and cooperation if employees are competing with one another for organizational incentives and rewards. Subordinates can provide feedback to help managers / supervisors develop their skills in these areas. It is recommended that co-worker appraisals are used for professional development rather than administrative decisions. Not surprisingly. Furthermore. team building or delegation.e. Client appraisals: 16 . observable behaviours  Informing employees that their ratings will be checked and compared to other sources of  appraisal (i. self-appraisals are usually biased towards leniency. Co-worker appraisals: Co-workers can provide valuable feedback on performance. Co-worker evaluations.

it may also be beneficial to focus on employee’s skills and abilities in providing services per se (i. It is rare for a successful (or otherwise) outcome to be the sole result of one person’s efforts. particularly with complex jobs or performance criteria.. Strategies to support appraisers and enhance appraisal accuracy Rating another person’s performance is not an easy task. which includes opportunities to practice appraising performance and providing feedback. level of support. In addition to considering client outcomes. A range of factors may influence client outcomes.e. the quality of interaction. 17 .Clients may also offer a different perspective on a employee’s performance. independent of client outcomes). it is recommended that particular care be taken if incorporating client outcomes.. and client relapses may not be due to “poor” employee performance.g. many of which are outside the control of an individual employee. particularly for jobs that require a high degree of interaction with people. Strategies to support appraisers and increase the likelihood of accurate assessments include:  Providing practical training in rating techniques. Organizations often have performance contracts that specify goals and deliverables for client outcomes. client appraisals can be a valuable source of feedback regarding the quality of service provision (e. degree of professionalism). Relying on client outcomes as an indicator of performance can have undesirable effects due to the complex and sensitive nature of work. For example. For example. “good” employee performance will not always bring about client improvements. This makes client outcomes a poor reflection of the quality of treatment provided by the employee.  Limiting the assessment to performance criteria that an appraiser has observed /  experienced in regard to the employee. degree of empathy. Whilst it is important that organizational goals and deliverables are reflected in the appraisal criteria for individuals and teams.

and performance standards.  Encourage employees to prepare – employees should be encouraged to review their own  Performance before the interview..  Do your own preparation – plan ahead. During the interview. areas that require further development. Draft a list of the issues that you want to address with the employee (i. Providing structured assessment tools with clear explanations regarding the criteria to be assessed. constructive and of greatest benefit for employee’s effectiveness. potential obstacles and issues.  Identify goals and strategies for future work practice. and barriers / facilitators to effective performance. 18 . The two central purposes of the appraisal interview are to:  Reflect on past performance to identify major achievements.e. supervisors and managers can use a range of strategies to ensure that the appraisal interview is positive. As discussed below. possible solutions and assistance. Step 4: Conduct an Appraisal Interview The next step in a performance appraisal is to conduct the appraisal interview. BEFORE THE INTERVIEW  Help employees to become familiar and comfortable with talking about their performance by engaging in regular. strengths and weaknesses of performance. Give specific examples of the employee’s performances that you want to highlight. informal communication on work progress. strategies to improve performance).

 Encourage employee participation – start by inviting the employee to share their views about their performance. AFTER THE INTERVIEW • Coach employees regularly – provide frequent feedback to help employees improve their performance • Assess progress towards goals frequently – periodic reviewing of progress towards goals helps keep behaviour on track and enhances commitment to effective performance.  Ensure that there is a clear agreement on performance objectives and the evaluation criteria for the next year. • Relate rewards to performance – by linking appraisal results to employment decisions such as promotions and salaries. challenging but attainable goals for future work performance. For example.  Begin with positive feedback to put the employee at ease. and be satisfied with the appraisal system. or 19 .  Set goals mutually – ensure employees participate in determining specific.e. It may also be useful to monitor the types of issues raised by supervisors and employees over time. the performance appraisal process should undergo regular review and improvement..  Make it a two-way discussion. participate in. Step 5: Evaluate the Appraisal Process As with any organizational system. ideally performance ratings should improve. A successful performance appraisal process should demonstrate a change in both the ratings of employee’s performance (i.  Keep written records of the appraisal interview on which  Both parties have “signed off”. employees are more likely to prepare for. the process of performance appraisal could be evaluated by conducting focus groups or surveys with employees to gauge their satisfaction with the appraisal process (and suggestions for improvements).

co-operation. attitude. Broadly. attendance. all the approaches to appraisal can be classified into: PAST-ORIENTED METHODS Rating Scales: This is the simplest & most popular technique for appraising employee performance. DESIGNING THE PERFORMANCE MANAGEMENT SYSTEM Numerous have been devised to measure the quantity & quality of employee’s job performance.at least remain at a satisfactorily stable level over time) and the work environment (i. for some organizations. a checklist of the statement on the traits of the employee & his or her job is prepared in two columns. and then computes the employee’s total numerical score. Under this method. The rather checks the appropriate performance level on each criterion. Each scale ranges from excellent to poor. output. Forced Distribution Method: The approach focuses on certain critical behaviours of an employee that make all difference between effective & non-effective performance of a job. These statements are arranged in blocks of two or more. The superiors as & when they occur record such incidents.. The advantage of this method is that the evaluation is based on actual job behavior 20 . and the like. Each of the methods discussed could be effective for some purposes.e. each representing a jobrelated performance criterion such as dependability. evidence that significant barriers to work practice are being addressed by the organization). the rather is given a series of statements about an employee. & the rather indicates which statement most or least descriptive of the employee. initiative. The typical rating scale system consists of several numerical scales. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or of a particular type of employees. Forced Choice Method: In this.

The promo ability of the employee c. b. usually someone from the corporate office or the HR department. sometimes called behavioural expectation scales. The training & the development assistance required by the employee. Behaviourally Anchored Rating Scales: Behaviourally anchored scales. The test may be of the paper-and-pencil variety or an actual demonstration of skills. The superiors as & when they occur record such incidents. The method is primarily used for making promotional decision at the managerial level field reviews are also useful when comparable information is needed from employees in different units or locations. Field Review Method: This is an appraisal by someone outside the assessor’s own department. the rather must describe the employee within a number of categories such as: a. Essay Method: In the essay method. The advantage of this method is that the evaluation is based on actual job behavior. The strengths & weaknesses of the employee e. The outsider reviews employee records & holds interviews with the rate & his or her superior. The jobs that the employee is now able or qualified to perform d. The ratter’s overall impression of the employee's performance. are rating scales whose scale points are determined by statements of effective & ineffective behaviours. Performance Tests & Observations: With a limited number of jobs.Critical Incidents Method: The approach focuses on certain critical behaviours of an employee that make all difference between effective & non-effective performance of a job. 21 . The test may be reliable & validated to be useful. employee assessment may be based upon test knowledge or skills.

iii) In the third step. 22 . Performance of the employee is then evaluated based on the established relationship between the cost & the benefit . assessment centers and the 360-degrec appraisals. How an employee can perform in the days to come is equally important. Application of MHO in the field of performance appraisal is a recent thinking. the actual level of goal attainment is compared with the goals agreed upon. The second step involves setting the performance standard for the subordinates in a previously arranged time period. reflects a management philosophy. as was conceived by Peter Ducker. Management by Objectives (MBO): The M BO concept. which values and utilizes employee contributions. FUTURE ORIENTED PERFORMANCE MANAGEMENT SYSTEMS It is not enough if only the past performance is assessed. The following arc the four steps in which MBO works: i) ii) The first step is to establish the goals each subordinate is to attain.Cost Accounting Method: A relationship is established between the cost included i keeping the employee & the n benefit of the organization derives from him or her. psychological appraisals. The commonly used future oriented techniques are MBO. This can be assessed by focusing on employee potential or setting future performance goals.

The appraisal normally consists of in-depth interviews. or it may be a global assessment of his / her future potential. It is most useful with managerial personnel and employees who have a fairly wide range of flexibility and self control in their jobs. MBO is criticized on the following grounds: i) ii) It is not applicable to all jobs in all organizations. Psychological Appraisals: When psychologists are used for' evaluations. psychological tests. The psychologist then writes an evaluation of the employee's intellectual. This method has the following problems associated with its application: i) ii) It is slow and costly. they assess an individual's future potential and not the past performance. discussions with supervisors and a review of other evaluations. 23 .iv) The final step involves establishing new goals and possibly new strategies for goals not previously attained. The process is then repeated. iii) Employees may be less likely to establish challenging goals. The evaluation by the psychologist may be for a specific job opening for which the person is being considered. emotional. Employees may object. motivational and other related characteristics that suggest individual potential and may predict future performance.

This formalizes people judgments coming from the natural interactions they have with each other. decision making. A well conducted assessment centre can and does achieve better forecasts of future performance and progress than other methods of appraisal. acceptance and ultimately changed behavior. communicating ability.e. persuasive ability. planning and organizational ability." To Explain The data collection is systematic. The performance of either individual or group can be measured. sensitivity to the feelings of others. reliability. The principal idea is to evaluate managers over a period of time by observing their behavior across a series of select exercises or work samples. Also. 360-Degree feedback: "The systematic collection and feedback of performance data on an individual or group. done in some systematic way via questionnaires or inter-views. The process has recently been applied to groups or 24 . There is both a collection and a feedback process data is gathered and then fed back to the individual participant in a clear way designed to promote understanding. The characteristics assessed in a typical assessment centre includes assertiveness. derived from a number of the stakeholders in their performance. suitable mainly for the large organizations. resistance to stress. and predictive validity are said to be high in the assessment centers. i. self confidence. energy level.Assessment centers: An assessment centre is a central location where mangers may come together to have their participation in job related exercises evaluated by trained observers. administrative ability. Creativity and mental alertness. The problem with assessment centers is that they are not cost effective in nature and are thus. content validity.

A FINAL OBSERVATION The word 'performances twice in the definition. co-workers. Theoretically. 360-degree performance appraisal strengthens the relationship between employee and employer. The 360 . In addition. However.one feedback. It enables an employee to compare his/her perceptions about self with perception of others. The 360-degree technique is an appraisal technique that provides a broader perspective about an employee's performance. The assumption is that honest feedback changes management behavior faster than restricted feedback. Stakeholder’s are people who are both affected by the individuals or group's performance and deal with them closely enough to be able to answer the specific questions about the way they interact with the stakeholders. 25 . rather than the results they produce. subordinates and even external customers.on -. we should be quite clear on the fact that it refers to the quality of a person's interactive processes or their behavior. It is also assumed that employees (and customers) that are listened to and involved will produce more and have higher satisfaction and retention. the technique facilitates greater selfdevelopment of the employees. A basic assumption is that employees have knowledge of management behaviours that can be provided to management. anonymous feedback is more open and honest then one . The advantage of 360-degree systems over traditional systems is that they accumulate more information about employees' performance and development areas. multi-source feedback is highly useful. The source of data is called the stakeholders in the participant's performance. incorporates appraisals from supervisors. this information is used to give the most beneficial feedback possible. For one's development. a relatively new model for reviewing employees' performance.degree appraisal. Increased feedback and multi-source feedback results in a change in management behavior and in an increase in performance. A further assumption is that the "anonymity" provided in 360 process is credible and results in honest feedback.teams but can be an effective way of measuring interactions with in a team or team outputs and quality as perceived by the customer.

customer satisfaction. The interview provides the opportunity. Fundamental to the success of the appraisal interview is the relationship between the two participants in the process. the 360-degree appraisal is effective in identifying and measuring interpersonal skills. An interview between the manager and the employee is the main way of achieving this. This method has recently gained a lot of importance and is used in combination with other methods of appraisal for achieving the desired outcome of performance appraisal. it is crucial to allow for 'employee feedback'. to discuss an employees’ performance and explore areas of possible improvements and growth. It also provides an opportunity to identify attitudes and feelings more thoroughly and thus improve communication.It is a systematic collection of performance data on an individual or group. peers and self. customers. team members. derived from a number of stakeholders . The interview may have any of the following purposes:  Record / summary of performance  Feedback from employee  Feedback from manager  Career development  Suitability for promotion/ transfer  counselling  Motivation  Foster the working relationship The format of the interview will be determined in large by: 26 .superiors. THE APPRAISAL INTERVIEW Whatever method of appraisal used by an organization. and team building skills. By design.

performance interview has three goals: • To change behavior of employees whose performance docs not meet organizational requirements or their own personal goals.  Avoid suggestions about personal traits to change instead suggest more acceptable ways of performing. emphasize strengths on which employee can build rather than weakness to overcome. Feedback is necessary to effect improvement in performance. Rather. they should he able to use one or more of the interview types depending on the topic being discussed or the behavior being appraised. 27 . especially when it is inadequate. The interviewer should observe the following points:  Initially. Unfortunately. interviewers can become overburdened by attempting to discuss too much.  Concentrate on opportunities for growth that exist within the framework of the employees' present position. TYPES OF APPRAISAL INTERVIEW Managers should never assume that only one type of appraisal interview is appropriate for every review session. The purpose of interview  Type of appraisal method used  Organization of the interview form (formal record) The interview is perhaps the most important part of the entire appraisal program. Specifically.  Limit plans for growth to a few important items that can be accomplished within a reasonable period of time.

Tell and listen 28 . Three distinct types of interview are commonly used • • • Tell and sell Tell and listen Problem solving and mixed. Tell and sell  It is also called as directive interview. the interviewer lets assesses know how well they arc doing and sells them on merits of setting specific goals for improvement. it is likely that employees will only perform to conform to their manager's wishes. The employee agrees to follow a pre-determined plan for improved job performance. 2. There is no opportunity for employee participation and over time. if needed. To recognize superior performance behaviours so that the}' will be continued. The employee's acceptance of this evaluation is sought. 1. The role of the supervisor / manager is one of 'judge' and 'jury'.• • To maintain the behavior of employees who perform III an acceptable manner.  Has little provision for employee participation  Generally consists of three stages • • • Manager lets employee know how the latter is doing. This method does not require much of anyone's time but is of little use if the improved behavior does not eventuate.

an active and open dialogue is established between the superior and the subordinate. • This is much more flexible approach. Not only are perceptions shared. a conclusion reached and a plan for" future performance is developed. 3. defence mechanism and face saving. Problem solving and mixed • In the problem solving or participative interview. • Differs markedly from the methods above. rather than constructive responses might still be the outcome.• Tell and listen interview provides the subordinates with chances to participate and establish a dialogue with their superiors. however. and sought. the manager lets the employee know how he or she is doing. • The "Tell and Listen" method assumes that the opportunity to release frustrated feelings will help reduce or remove th em. As with "Tell and Sell". (Or critical) by the employee. Its purpose is to communicate the ratter’s perceptions. 29 . BOTH views arc then considered together. Mixed interview is a combination of tell and sell and problem solving interviews. • • Employee’s feelings of the appraisal are thoroughly explored. if the manager's remarks arc perceived as unfair. but also solutions to problems arc presented. the type of reaction provoked may strongly affect the success of the interview • • For example. • • Communicate strong and weak points of an employee's job performance. • • It is the most commonly used interview technique. discussed. The employee has a chance to respond to the assessment and present his/ her views.

backing this with specific examples. again using specific examples. The skills an' consistent with the non-directive procedures of the "Tell and Listen" method in that listening. • • However.hunting and buck passing. not the business of the individual. is normally • • It is used more widely in 'counselling' and is an unstructured approach. every effort must be made to make it effective. 30 . needs innovations. witch. Managers need to have the following characteristics • • • • Be well prepared Show trust Be active listeners Discuss frankly any areas where performance IS not up to standard. • Conversely good performance should be praised. Because of the significance of appraisal interview. the emphasis in the interview should be on counselling and development and not on criticism. since the objective of appraisal to stimulate growth and development in the employee.related situation IS presented and both the manager and the employee discuss a solution. • A work . It seeks to stimulate growth and development in the employee by discussing problems. Whatever are the approaches followed. it goes beyond an interest in the employee's feelings. • Can lead to a wide range of changes in work practices. patterns of supervision and individual attitudes. satisfactions and dissatisfactions encountered since the last appraisal. • The manager assumes the role of a 'Helper' or 'Facilitator' rather than a judge and emphasis is on the work situation.• Although recommended by some. accepting and responding to feelings arc essential. Guidelines given will help make the interview successful.

the typical first .Guidelines for Effective Appraisal Interview • • • • • • • • • Select a good time Minimize interruptions Welcome. Consequently. 30. or more subordinates are doing. unfairly. Performance Management programs demand too much from • supervisors. Formal performance appraisal obviously requires at least periodic supervisor observation of subordinates' performance. Here are the most troublesome and frequently cited drawbacks. employees subject to less competition or lenient ratings can receive higher appraisals than equally competent or superior associates. 31 . either from painful personal experience or from the growing body of critical literature.line supervisor can hardly know. not personally PITFALLS OF PERFORMANCE MANAGEMENT PROGRAMS Obstacles to the success of formal Performance Management programs should be familiar to most managers. just what each of 20. set at ease Start with something positive Ask open-ended questions to encourage discussion Listen Manage eye contact and body language Be specific Rate behavior. Some rates are tough. while some are lenient. However. others have less competent people. in a way. • Standards and ratings tend to vary widely and often. Some departments have highly competent people.

but also can cause him to perform worse. • Performance Management ratings can boomerang when communicated to employees. For example: . • In many cases. employees may not know how they are rated. outright bias dictates favoured treatment for some employees.• Personal values and bias can replace organizational standards. negative feedback in appraisal interviews. supervisors often take the more comfortable way out and give average or above average ratings to inferior performers. • Management techniques tend to be used as performance panaceas.e. No performance appraisal system can be very effective for management decisions. or other negative decisions on such an appraisal. and below average salary increases. it is neither reasonable to try to stimulate adequate performance through performance management. Rather than confront their less effective subordinates with negative ratings.unfairly low ratings may be given to valued subordinates so they will not be promoted out of the ratter’s department. nor fair to base salary. however. Negative feedback (i. If a worker lacks the ability or has not been given the necessary training for his job. The standards by which employees think they are being judged are sometimes different from those their supervisors actually use. • Because of lack of communication. dismissal. or any other purpose until the people being appraised know what is expected of them and by what criteria they are being judged. Only those employees who have a high degree of self-esteem appear to be stimulated by criticism to improve their performance. More often. criticism) not only fails to motivate the typical employee. the validity of ratings is reduced by supervisory resistance to making the ratings. but the standards he uses are sometimes wrong ones. organization development. An appraiser may not lack standards. 32 .

COMPANY PROFILE Chairman and Managing Director Rahul Bajaj 33 .

0 %.03.N. the Safire will be progressively launched in all the states.2 % to 19.J. the industry has shown a fall from 7. a 92 cc Automatic 4 .20.56. Mulla Kantikumar R.80.December 2000. Godrej S. The Company had introduced Safire. Khan Atul C. The Company's market share stands at 71. a new premium 4 stroke scooter will be launched in February 2001 followed by the 4 stroke Chetek. the industry has recorded a fall of 11 % from 2. The Company has recorded a growth of 19 % in volumes and has increased its market share from 19. S. Balaji Rao J.8 % as against 73.000 units during the current year.December 1999 to 4. Besides.S. In order to expand this market the Company has introduced a range of low cost scooters in January 2000.000 units in the current nine months.000 units during the period April to December 1999 to 1.000 units during April to December 1999 to 3.1 % in the previous year. 24. Podar Shekhar Bajaj (Whole-time Directors) D.President and Whole-time Director Rajiv Bajaj (Vice Chairman and Whole-time Directors) D. Mehta PERFORMANCES OF THE COMPANY In the ungeared scooter segment.H.stroke scooter in select markets. The Company has introduced the M 80 Major 4 S.4 %. a 74 cc. In the geared scooter market.000 numbers in April . In the step thru segment. 34 . the industry has grown by 18 % from 2. The product has been well received and with the production volumes going up. the initial response for which has been very encouraging.3 % to 54.000 numbers in April . 75. The Company's market share has fallen from 61. Kirloskar Madhur Bajaj D. 4 stroke vehicle giving 87 km / litre.

it set up a shop to manufacture them in technical collaboration with Piaggio of Italy. rising demand for personal transport.December 1999 to 21. Finally.December 1999 to 1.000 units in April . The Company's sales have declined by 3 % and the market share stands at 77 % as compared to 82 % in the previous year. it was later overtaken by Bajaj Auto. Bajaj Auto began trading in imported Vespa Scooters and three-wheelers. 59. The market share has increased from 14. the Company has shown a significant growth of 89 % as compared to 31 % growth recorded by the industry. The agreement expired in 1971. In 1948. the Company will be launching Eliminator . With the introduction of the RE 4 stroke LPG three wheeler soon.In the Motorcycle segment. 55.4 % in the corresponding period of current year.000 units during the current year. The CNG three wheeler has met with excellent response. In order to continue this trend.9 % during April . Until 1958. the scooter segment was dominated by API. The Three wheeler market has grown by 2 % from 1. This distinction was achieved due to variety of reasons like restrictive policy followed by the Government of India towards the passenger car industry.a 100 cc highly fuel efficient executive bike in March 2001.a 175 cc street sports bike will be introduced in April 2001. The Indian two-wheeler industry made a small beginning in the early 50s when Automobile Products of India (API) started manufacturing scooters in the country. Although various government and private enterprises entered the fray for scooters. It stands next only to Japan and China in terms of the number of two-wheelers produced and domestic sales respectively. in 1960.a 175 cc 4 strokes "chopper" like bike in Pune on January 20. the only new player that has lasted till today is LML. The Eliminator will be followed by "Acer" . A third bike called "Pulsar" . 2001. In the initial stages. 35 . inefficiency in the public transportation system etc. HISTORICAL INDUSTRY DEVELOPMENT India is the second largest manufacturer and producer of two wheelers in the world. the Company will provide the entire range of environment friendly three wheelers. API and Enfield were the sole producers.

Under the regulated regime. and later on progressed to indigenous manufacturing. gaining a top slot. the entire automobile industry saw a drastic fall in demand. The entry of Kinetic Honda in mid-eighties with a variometric scooter helped in providing ease of use to the scooter owners. this trend was reversed with the introduction of scooterettes. all the major producers suffered from recession in FY93 and FY94. While Enfield bullet was a four stroke bike. This resulted in a decline of 15% in 1991 and 8% in 1992. The motorcycle segment was initially dominated by Enfield 350cc bikes and Escorts 175cc bike. TVS Suzuki and Hero Honda brought in the first two-stroke and four –stroke engine motorcycles respectively. It was a complete seller market with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years. Hero Honda showed a marginal decline in 1992. with only three manufacturers viz Enfield. In the 90s. These two players initially started with assembly of CKD kits. With the availability of fuel efficient low power bikes. In 1990. ideal Jawa and Escorts. the scooter segment has consistently lost its part of the market share in the two-wheeler market. resulting in Hero Honda then the only producer of four stroke bikes (100cc category). who were earlier. In the 90s the major growth for motorcycle segment was brought in by Japanese motorcycles. The two wheeler market was opened to foreign competition in the mid-80s. inclined towards moped purchases.Escorts and Enfield were caught unaware by the onslaught of the 100cc bikes of the four Indo-Japanese joint ventures. Barring Hero Honda. The first Japanese motorcycles were introduced in the early eighties. which grew at a rate of nearly 25% CAGR in the last five years. 36 . towards buying scooters. the industry witnessed a steady growth of 14% leading to a peak volume of 1. In line with this. The industry saw a sudden growth in the 80s. The Motorcycles segment was no different. And the then market leaders. foreign companies were not allowed to operate in India. This helped in inducing youngsters and working women.4 mn vehicles. resulting in a production loss of 0. Jawa and the Rajdoot were two-stroke bikes.9mn vehicles in 1990. demand swelled. The Industry had a smooth ride in the 50s. 60s and 70s when the Government prohibited new entries and strictly controlled capacity expansion.

Japan) With the whopping 85% growth in the motorcycle sales Bajaj Auto Ltd.. the 150/180 cc ‘Pulsar’ has been the major contributor to motorcycle sales alongwith its other popular models such as Boxer. Is the second biggest manufacturer of motorcycles? The company’s recent indigenous launch in 4-stroke segment viz. Bajaj Auto Ltd. India is one of the very few countries manufacturing three. due to new entrants coupled with the recession in the industry resulted in companies either reporting looses or a fall in profits. Has been the outperformed in the motorcycle segment followed by Hero Honda Motors Ltd. The total number of registered two wheelers and three-wheelers on road in India.Wheelers sales whereas scooters and moped sales maintained their downward trend in fiscal 2002. Greaves Ltd and Scooters India. Factors like increased production in 1992. But on the whole the motorcycle market continued to prop up domestic 2.wheelers in the world.. However there was some deviation from this trend during October 2001 when the scooter sales stated picking up due to launch of new variants by Bajaj Auto Ltd.’ Caliber Croma etc. as on March 31. high input costs and reduced purchasing power due to significant rise in general price level and credit crunch in consumer financing. The sales of motorcycle segment remained buoyant in Dec 2001 and the major three players have reported an average growth of 55% in their sales volumes. 1998 was 27. the scooter volumes dipped and there was a sudden spurt in the motorcycle sales. Bajaj Auto commands a monopoly in the domestic market with a market share of above 80%. And TVS Motor Company Ltd. the rest is shared by Bajaj Tempo. the company is also refocusing on scooter sales and has launched the 150cc ‘Legend NXT2’ and 4-stroke version of ‘Chetek’ recently. (formed after the break-off with Suzuki Motor Corporation.6 million units by the end of fiscal 2001-02. It is the world’s largest manufacturer and seller of three-wheelers.The reasons for recession in the sector were the incessant rise in fuel prices. BAL aims to reach a target of 0. During the first seven months.WHEELERS MARKET SHARE The auto two-wheeler segment has been witnessing a mixed trend in year 2001-02.9mn and 1. The two wheeler population has almost doubled in 1996 from a base of .7mn respectively.6mn in 1990. TWO. 37 .

75% from last month November 2001 which is attributed to lower registrations for new purchases by the customers in the last month of the year 2001-02. SAMPLING PLAN Sampling Unit: 38 . The methodology followed for the purpose of finding customers response was Random sample survey. RESEARCH INSTRUMENT The research instrument used was a questionnaire. Company’s servicing centre of Delhi and interview session with management of the company. • Secondary data was collected from articles in various magazines and newspapers and web sites. RESEARCH APPROACH The approach adopted was a survey with the customers visiting the show room. The primary data was collected through interviews with the managers and trainee sales officer. Research methodology refers to the tools and methods used for obtaining information for the purpose of the subject under study. The purpose of research is to discover answers to questions though the application of scientific procedures.Hero Honda has posted a negative sales growth of 8. RESEARCH METHODOLOGY Research in common parlance refers to a search for knowledge. DATA SOURCES • • The data was collected from primary as well as secondary sources. In short research is art of scientific investigation.

1.000 motor cycles per month. Sampling Procedure: The sampling procedure adopted was convenience sampling because of the wide scope of the project. 4. The company has 21 regional offices throughout India out of which 10 contains training centres. 2. Customers prefer because of their fuel efficiency. • The main objective of these offices is to pay emphasis to human resource development and provide good services to its customers.000 vehicles per month. RESULTS Company: • Companies data shows that the company produces approximately 1. Out of which they sales 60. Income group of 5. SEGMENTATION DEMOGRAPHIC SEGMENTATION Income: Our customer survey indicates that the segments available for the Bajaj motor bike are the people with monthly income of Rs. 2. 10.11.000 and above. It constituted of people in the age group of 20 and above. 39 . • • The company has more demand of its product in western region. Customers prefer because they are value added product. Customers also prefer because they are stylish. Customers prefer because of their performance. 3.000 and above per month. Customer: The results from customer survey are as follows: 1.

Occupation: All kinds of people are taken into account. but mostly male. The details of the various bikes provided by the Bajaj are as follows: 1. Psychographic segmentation: People purchasing Bajaj’s bikes are very stylish. Eliminator 40 . The product provided the Bajaj suites the Indian Roads. brand conscious. The product is perfectly designed and the entire switch are well placed. benefit wise. That means it’s a member of the Indian family. PRODUCT The product offers a service to the customers so as to satisfy their need. who are adventurous. The add shown by it says “HAMARA BAJAJ”. Servants. Govt. enthusiasts and socializing and who are either students or retired individuals or may be employed as professionals.000 and above. TARGETING The proposed targeting people in the age group of 18 years and above with a monthly income of Rs. etc. Behavioural segmentation: This segmentation is done considering user status. And the Indian Consumers have a perception that the Bajaj provides genuine products. POSITIONING The image that Bajaj creates in the mind of the customers is the faith. Geographic Segmentation: The potential customers for the Bajaj motorcycle are basically from every regions of India. professionals. 10. government servants or having their own business. which provides a good riding condition.Age: The main segmented group for the motorcycle are 18 years and above. It represents the Indian culture and society. Students.

90cc 1 12bhp 8500rpm 10.180 3. Pulsar-150 4. Caliber 6.I Ucal-Mikuni(DH) 41 . of Cylinders MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Carburettor 4 stroke Air Cooled 143. Boxer PULSAR -150 Pulsar Value Specification Engine Type Cooling Type Displacement No. Caliber Croma 5.2. Pulsar.8Nm 7500rpm C.D.

Transmission 5 Gears .All down Type Clutch Type Electrical System Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Capacity Reserve Capacity Wheel Base Saddle Height Kerb Weight Maximum Payload Max Speed Lever operated(Left Hand) 12V 35/35 W Clear Lens Type 12 V DC Tubular Double Craddle Telescopic Trailing arm with coaxial hydraulic shock absorbers & coil springs 5 Step adjustable 2.00 X 18 4/6 PR Drum Brake 130mm or Hydraulic Disc Brake Drum Brake 130mm 18 litres 3 litres 1265mm 780mm 132kg 263kg 100kmph 42 .75 x 18 42P 3.

One down four up Lever operated(Left Hand) 12V 35/35 W Clear Lens Type 12 V DC 2 nos.130mm 18 litres 43 .2Nm 6500rpm C.PULSAR –180 Specification Engine Type Cooling Type Displacement No. of Cylinders MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Carburettor Transmission Type Clutch Type Electrical System Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Value 4 stroke Air Cooled 178.I Mikuni(DJ) 5 Gears. Tubular Double Cradle Telescopic Trailing arm with coaxial hydraulic shock absorbers & coil springs 5 Step adjustable 2.60cc 1 15bhp 8000rpm 13.75 x 18 42P 100/90 18 56P Hydraulic Disc Brake Drum Brake .D.

Capacity Reserve Capacity Wheel Base Saddle Height Kerb Weight Maximum Payload Max Speed 3 litres 1265mm 780mm 137kg 268kg 107kmph 44 .

5 litres 1460mm 165mm 680mm 2.9cc 1 15.2bhp 8500rpm 13.5m 45 .7Nm 7500rpm CDI Electronic Mikuni BSR30 5 Speed Wet multi-plate 12V AC/DC 60/55W 12V Double cradle Telescopic Trailing arm with coaxial hydraulic shock absorbers and coil springs 90/90-17 130/90-15 Disc Drum 14 litres 2.ELIMINATOR Specification Engine Type Cooling Type Displacement No. of Cylinders Compression Ratio MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Carburettor Transmission Type Clutch Type Electrical System Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Capacity Reserve Capacity Wheel Base Ground Clearance Saddle Height Minimum Turning Value 4 stroke Air Cooled 173.

I.6cc 1 7.7bhp 7000rpm 0. of Cylinders MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Carburettor Transmission Type Clutch Type Electrical System Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Value 4 stroke Air Cooled 111.Radius Kerb Weight Maximum Payload Fuel Efficiency (Ideal) Fuel Efficiency (Highway) Fuel Efficiency (City) Max Speed Acceleration Braking Distance 157kg 130kg kmpl kmpl kmpl 116kmph CALIBER CROMA Specification Engine Type Cooling Type Displacement No.75 x 18 Zapper 46 .D. Keihin PC 18 or Ucal-Mikuni VM18SH 4 Speed Gear Box Lever operated 12V AC/DC 35/35 12V DC Tubular Semi Double cradle Long Telescopic 5-step adjustable 2.83Nm 6000rpm C.

Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Capacity Reserve Capacity Wheel Base Saddle Height Kerb Weight Maximum Payload Fuel Efficiency (City) Max Speed 3.00 x 18 Zapper 240 mm ventilated disc brakes 130 mm brake drum 14 litres 3 litres 1245mm 780mm 120kg 246kg 65kmpl 95 km/hr with single rider (68kg)kmph 47 .

CALIBER Specification Value Engine Type Cooling type Displacement No. of Cylinders MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Carburettor Transmission Type Clutch Type Electrical System Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Capacity Reserve Capacity Wheel Base Ground Clearance Saddle Height Minimum Turning Radius Kerb Weight 4 stroke Air Cooled 111.00 X 18in 6P 110 mm Drum 110 mm Drum 14 litres 3 litres 1245mm 150mm 780mm 1.86m 118kg 48 .14Nm 6000rpm CDI Electronic Keihin PC 18 4 Speed gear box Wet multiplate 12V AC/DC 45/40 W 12V DC Single down tube cradle frame Hydraulically damped Telescopic (travel 110 mm) with rubber boots Swing arm hydraulic shock absorber with coaxial spring 5 step adjustable 2.75 X 18in 4P 3.6cc 1 7.6bhp 7000rpm 8.

35cc 1 9.Maximum Payload 249kg Fuel Efficiency (Ideal) 82kmpl Fuel Efficiency -kmpl (Highway) Fuel Efficiency (City) -kmpl Max Speed 100 with Single Rider (68 kg)kmph KAWASAKI BOXER Specification Value Engine Type Cooling Type Displacement No.71Nm 6000rpm CDI 4-speed 12 V AC/DC 49 .7bhp 8000rpm 0.3 7. of Cylinders Compression Ratio MaxPower Max Power RPM Max Torque Max Torque RPM Ignition Type Transmission Type Electrical System 4 stroke Air Cooled 99.

Determining the prices of different products of a firm is a very difficult task of the marketing manager. prices represents the money which the buyer pays to the seller for a product price represents the exchange value of goods and services in terms of money. They price their product according to the cost of production and also by keeping an eye on the price of the competitors of that segment & demand of the product in the market. The pricing strategy of the company is very set.75 x 18 4PR 3. Price factor has very well been touched by the manufactures. Price is all around.Head Light Horn Chassis Type Front Suspension Rear Suspension Front Tyre Size Rear Tyre Size Front Brakes Rear Brakes Fuel Tank Capacity Reserve Capacity Wheel Base Ground Clearance Saddle Height Minimum Turning Radius Kerb Weight Maximum Payload Fuel Efficiency (Ideal) Max Speed Prices 35 / 35 W 12V DC Tubular semi. In other words.double cradle Hydraulically damped Telescopic (travel 110 mm) Swing arm hydraulic shock absorber with coaxial spring 2. The price lists of the various Bajaj bikes are as follows: 50 . The manufactures (Bajaj) are charging very comparatively cheaper prices then their competitors.86m 113kg 130kg 91kmpl 95kmph Pricing is an important component of marketing mix of firm. The pricing stratigies adopted by Bajaj auto Ltd: Competitive Pricing The management of a firm decide to fix the price at the competitive level.0 x 18 4PR/6PR Shoe Shoe 12 litres 2. Price denotes money value of a product. This method is adopted by Bajaj auto because the bike market is highly competitive. It represents the amount of money for which a product can be exchanged.8 litres 1215mm 150mm 780mm 1.

) † 43690 51 .) † 49910 PRICE LIST FOR ELIMINATOR As On June 2007 City Pune Ex Show Room Price (Rs.) † Base Model with Drum Pune Brakes 39924 On Road Price (Rs.) † 58920 PRICE LIST FOR PULSAR 150 As On June 2007 Ex Show Room On Road Price City Pune Pune Electric Start Variation Price (Rs.) † Base Model with Disc Brake Base Model with Disc Brake & 49046 53605 45647 (Rs.) † 53879 On Road Price (Rs.) † 81685 On Road Price (Rs.PRICE LIST FOR PULSAR 180 As On June 2007 City Pune Ex Show Room Price (Rs.) † 89170 PRICE LIST FOR CALIBER CROMA As On June 2007 Ex Show Room Price City Variation (Rs.

advertising. Personal selling. It is spark plug of the marketing mix. persuasion and influence.Basic Model with Disk Pune Brakes 42201 46165 PRICE LIST FOR CALIBER As On June 2007 City Ahmadabad Bangalore Chandigarh Chennai Kolkata New Delhi Pune Ex Show Room Price (Rs. persuade and influence the prospective customers. The purpose of promotion is to inform. Promotion is the process of communication with the potential customer involving information.) † 37605 PROMOTION Promotion is an important part of marketing mix of a business enterprises. It includes all types of personal or in personal communication with customers as well as middleman in distribution.) † 42947 45310 41451 41791 42190 41761 40390 PRICE LIST FOR BOXER CT K-TEC As On June 2007 City Pune Ex Show Room Price (Rs. publicity and sales promotion are widely used to inform the people about the availability of product and create among them the desire to buy the products.) † 39927 41025 40090 38901 39790 39981 36889 On Road Price (Rs.) † 34327 On Road Price (Rs. 52 .

Brink and W. Dealers encourage its customers by giving discount. The company provides six free services to its customers in comparison to its competitors. prices. coupons etc. They may sign a celebrity for its promotional activities in recent futures. The company has 100crore rupees for its promotional activities out of which 75% is sponsored by the company and 25% from the dealers.The words of E. The various promotional activities adopted by the Bajaj Auto Company. providing 0% interest loan schemes. Magazines Road Shows Free trials for the new consumers Credit & Finance Schemes Provided By Bajaj: Bajaj provides schemes for • • New vehicles Used vehicles Looking for a brand new Bajaj 53 .T.L. Newspapers. Kelly promotion is the coordination of all seller initiated affords to setup channels of information and persuasion to facilitated the sale of a product or service or accepted of an idea. The various promotional activities adopted by bajaj bikes are as follows: • • • • • Credit & finance schemes Free services to the consumers Advertisements on Televisions. The company provides good services facilities to its customers through dealer’s service station.

54 . Naraina Industrial Area. Check out Bajaj schemes for Motorcycles and Step.co. These include: • • • • • Margin Money schemes Advance EMI schemes Low down-payment schemes Security deposit linked schemes 0% Interest schemes Contact the Bajaj Auto Finance Ltd office in your city to know about the Special Schemes they announce from time to time.in NEW DELHI BRANCH BAJAJ AUTO FINANCE LIMITED C/o. B-60/61.. Phase-II NEW DELHI-110028 LOAN FOR USED VEHICLES Not ready to invest in a new two-wheeler? We offer finance options for used vehicles too.411 035 Tel : 020-7472851 Fax : 020-7407393 email: nvswaminathan@bajajauto. We can also assist you by showing you some used vehicles to choose from. CONTACT ADDRESSES REGISTERED OFFICE Bajaj Auto Finance Ltd c/o Bajaj Auto Ltd Akurdi. Pune .Bajaj Auto Finance Ltd offers the best deals on new Bajaj vehicles. Bajaj Auto Ltd. They have a variety of schemes to suit your requirements.

5000 * 12 Rs. NON . facilities and services? Count on Bajaj! Bajaj Auto Finance Ltd. 6740 * Additional amount in multiples of Rs.50 % p.a.60 % Interest 9.00 % p.50 % p.a.CUMULATIVE DEPOSIT SCHEME Minimum Deposit Rs.92 % 11. 25000 * 12 Rs. 10. FIXED DEPOSIT SCHEME Looking for a trustworthy partner who guarantees a high degree of safety for your hardearned money? One who offers the best of dividends.To take a look at these vehicles. contact the Bajaj Auto Finance Ltd office in your city.00 % p. 10. 5000 * Period (Months) 12 36 Interest 9. 1000/Annual Yield 9. 5000 * Rs. has formulated three fixed deposit schemes for Indian residents: Monthly Scheme Cumulative Scheme Non-Cumulative Scheme Fixed Deposit Schemes (For Indian Residents Only) MONTHLY INCOME SCHEME Minimum Deposit Period ( Months ) Rs. 25000 * 36 * Additional amount in multiples of Rs. 5000 * 36 Rs. 1000/CUMULATIVE DEPOSIT SCHEME Minimum Deposit Period (Months) Maturity Value Rs.a. 5496 Rs. 55 .a.

in NEW DELHI BRANCH BAJAJ AUTO FINANCE LIMITED C/o. Tel: Pune 020-7472851 Auto Bajaj Fax: Finance Auto 411 035 020-7407393 Ltd Ltd email: nvswaminathan@bajajauto.* Additional amount in multiples of Rs. B-60/61.000 dealers through out the country. Naraina Industrial Area.co.. 1000/- PLACE  There are about many regional offices located in major cities through out the country.  For the product distribution the company distributes its products through authorized dealers.  There are more than 10. Registered Office Bajaj c/o Akurdi.  The variety products are easily available in showrooms. Phase-II NEW DELHI-110028 SWOT ANALYSIS Strength:  It is a specialty good. Bajaj Auto Ltd. 56 .

 It is a high involvement product.  Entry of Foreign motors bikes in the market.  High growth rate of the industry.  No promotional activities by celebrities. 57 .  Well equipped and trained staff.  It is a durable goods. Opportunity:  Since it is the second leading competitor it has chance to grow.  Easy availability of spare parts in the market Weakness:  Regional office should be located in mid of Delhi.  Threat of second hand motorcycles. Threat:  The main threat is from the leading competitor.  Encouragement of innovation theory.


59 . QUESTION2: What media affected your preference the most? WORD OF MOUTH TELEVISION PRINT MEDIA DEALERS EFFORTS WORD OF MOUTH TELEVISION PRINT MEDIA DEALER EFFORTS 33 66 1 0 INTERPRETATION The customer preference is mostly affected by television advertisements.The customers look for the over all looks or we can say that they all the physical features while deciding to purchase CALIBER. Also they look towards it as a sturdy body built bike.

60 .

QUESTION 3: Did price affect your preference? YES NO YES NO 74 26 INTERPRETATION 74% of customers says that price affect their preference 61 .

QUESTION 4: What mode of payment did you prefer? CASH FINANCE CASH FINANCE 49 51 INTERPRETATION 51% of customer prefers financing and 49% prefer cash payment. 62 .

which can be effectively used in acquiring and sharpening their managerial and behavioural skills.  Self appraisal technique of Performance Appraisal is very effective in building companies goodwill.  Some opinion problems are face by the superior and subordinate at the time of Performance Appraisal.  Appraisal is followed by employee feedback & counselling is done RECOMMEDATIONS The suggestions after the survey are:  The Performance Appraisal should be done on half-yearly basis rather than on yearly basis.  More than 80% of the members are aware about the Performance Appraisal.  Everyone should feel free to express their opinion openly without any hesitation. 63 .  The employee in the organization should be made aware of the latest method of the Performance Appraisal like 3600 Appraisal. At last it can thus be concluded that:  Proper Appraisal system is used in the organization to appraise the worker.  Every subordinate perform there work with a great zeal because of motivation Performance Appraisal. the basis of promotion and also it is a best way of salary revision. It also helps the superior to get feedback about them.  After the performance Appraisal. the supervisor should personally discuss the strength and weakness of the managers.CONCLUSION Performance Appraisal is becoming the most suitable way to assess the suitability of any individual to his job and the basis to improve training if needed.

as it was difficult to show the training need identification of the entire department.  Some respondent did not provide accurate information. so it is not fully reliable.  Data taken from secondary sources. Proper training should be provided to the managers after discussing the weakness of the manager. S problems we could not take the training properly i the n organization. 64 . R.  Due to V.  All employees should be made of the Performance Appraisal system LIMITATIONS  Samples have been taken from only four departments.  Lack of cooperation the respondents.  During the training in the organization I faced some problems like every person was very busy so they could not give me proper time.  The duration was too short to complete the project with in four weeks.

com)  Face to face interviews From Mr. Trainee Sales Officer. Delhi 65 . Area Sales Manager. Saif. Hindustan Times. Mohd.BIBLIOGRAPHY  Articles from news papers and leading auto magazines  (Times of India. Delhi Mr.  Web site of the company (Bajajauto. Baggalink.)  Press releases of the company. Gautam Ahuja.  Business magazines (Business world) etc. Auto India etc.

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QUESTIONNAIRE QUESTION1: What physical features made you prefer BAJAJ bikes? (a) Looks (c) Style (e) All of them QUESTION2: What media affected your preference the most? (a) Word of Mouth (c) Print Media (b) Television (d) Dealer Efforts (b) Body Built (d) Robustness QUESTION 3: Did price affect your preference? (a) Yes (b) No QUESTION 4: What mode of payment did you prefer? (A) Cash (b) Finance QUEASTION 5: Which Bajaj bike you prefer most? (A)Pulsar (b) Avenger QUEASTION 6: What features made you prefer BAJAJ bikes? (a) Looks (c) Style QUEASTION 7: Which colour you like most of BAJAJ BIKES? (a) Black (c) Silver QUEASTION 8: Did price affect your preference? (a) Yes (b) No (b) red (b) Body Built 67 .

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