INTRODUCTION

Performance appraisal is the process of obtaining, analyzing and recording information about the
relative worth of an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the employee.
Its aim is to measure what an employee does. It is a powerful tool to calibrate, refine and reward
the performance of the employee. It helps to analyze his achievements and evaluate his
contribution towards the achievements of the overall organizational goals. By focusing the
attention on performance, performance appraisal goes to the heart of personnel management and
reflects the management's interest in the progress of the employees. People differ in their abilities
and their aptitudes. There is always some difference between the quality and quantity of the same
work on the same job being done by two different people. Therefore, performance management
and performance appraisal is necessary to understand each employee's abilities, competencies and
relative merit and worth for the organization. Performance appraisal rates the employees in terms
of their performance. Performance appraisal takes into account the past performance of the
employees and focuses on the improvement of the future performance of the employees.
OBJECTIVES OF THE STUDY

To review the performance of the employees over a given period of time.

 To judge the gap between the actual and the desired performance.

 To help the management in exercising organizational control.

 Helps to strengthen the relationship and communication between supervisor-

subordinates and management-employees.

 To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

 To provide feedback to the employees regarding their past performance. Provide

information to assist in the other personal decisions in the organization.

 Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

 To judge the effectiveness of the other human resource functions of the organization
such as recruitment, selection, training and development.

 To reduce the grievances of the employees.

If employee development is required for performance improvement then solving these

performance problems should be straight forward with a clear understanding of root causes.
Possible approaches include changing the work environment, better prioritization of
conflicting priorities, time off, additional training, shadow or buddy system, mentoring or
coaching, changing team environment or set objectives and soon.
 COMPANY PROFILE

As India's leading GSM Mobile Services operator, IDEA Cellular

has licenses to operate in 11 circles. With a customer base of over 10
million, IDEA Cellular has operations in Delhi, Maharashtra, Goa,
Gujarat, Andhra Pradesh, Madhya Pradesh, Chattisgarh, Uttaranchal,
Haryana, UP-West, Himachal Pradesh and Kerala. IDEA Cellular's
footprint currently covers approximately 45% of India's population and
over 50% of the potential telecom-market.

As a leader in Value Added Services, Innovation is central to IDEA's

VAS Factory. It is the first cellular company to launch music messaging
with 'Cellular Jockey', 'Background Tones', 'Group Talk', a voice portal
with 'Say IDEA' and a complete suite of Mobile Email Services.

A frontrunner in introducing revolutionary tariff plans, IDEA

Cellular has the distinction of offering the most customer friendly and
competitive Pre Paid offerings, for the first time in India, with 'Super
Power', 2 Minutes Outgoing Free, Lifelong offer and other segmented
offerings like Women's Card. 'Lifetime Idea' is the first and only loyalty
program, for pre paid customers, introduced by a Cellular brand.

Customer Service and Innovation are the drivers of this Cellular Brand.
A brand known for their many firsts, Idea is only operator to launch
GPRS and EDGE in the country.
The latest feather in Idea's cap is GSM Association Award for CARE. It is the
second GSM Association award that Idea has won, the first one being
for Bill Flash.
Idea Cellular is part of the Aditya Birla Group, which is India's first
truly multinational corporation. Global in vision, rooted in Indian
values, the group is driven by a performance ethic pegged on value
creation for its multiple stakeholders.
The combined holding of the Aditya Birla Group companies in Idea
stands at around 57 per cent.
With ambitious future plans, the company is poised for rapid growth.

Our mission

Our Circle

The Indian telecommunications market for mobile services is

divided into 23 “Circles”. There are four “metropolitan” Circles,
covering the cities of Mumbai, Delhi, Kolkata and Chennai, and 19
Circles classified by the Government as category “A”, category “B” or
category “C”, which cover the rest of India. These classifications are
based principally on a Circle’s revenue generating potential, with
metropolitan and category A Circles having the highest revenue
potential.

Established Circles

We operate in the metropolitan Circle of Delhi, the category A

Circles of Andhra Pradesh, Gujarat and Maharashtra, and the category B
Circles of Haryana, Kerala, Madhya Pradesh and Uttar Pradesh (West).

Licenses for the Maharashtra and Gujarat Circles were awarded to

us in December 1995, with network rollout and commercial launch
achieved in 1997. Subsequently, in January 2000, we merged with Tata
Cellular Limited, the mobile operator in the Andhra Pradesh Circle, and
integrated its operations into ours by January 2001. In February 2001,
we acquired RPG Cellcom Limited, the mobile operator in the Madhya
Pradesh Circle, with full integration of this Circle with ours achieved by
June 2001. We acquired the license for the Delhi Circle during the
fourth mobile license auction in October 2001, with network rollout and
commercial launch by November 2002. Escotel Mobile
Communications Private Limited (“Escotel”), which we acquired in
January 2004, was awarded the original licenses in the Circles of
Haryana, Uttar Pradesh (West) and Kerala. We re-branded these Circles
and integrated them with ours by June 2004.

New Circles

In connection with the acquisition of Escotel, we also acquired

Escorts Telecommunications Limited (“Escorts”), which was awarded
licenses for the New Circles. Due to certain existing license conditions
we were unable to complete the transfer of shares of Escorts until June
2006. However, we ensured that Escorts met the first phase of network
requirements for these New Circles in June 2005 in accordance with the
relevant licenses (as amended following the payment of a penalty by us
on behalf of Escorts).

Following significant investment by us in the roll-out of the

network in the New Circles, amounting to approximately Rs. 4,678
million upto September 30, 2006, we were able to achieve full
commercial launch of mobile services in the New Circles between
September and November 2006 in a manner which also met the network
roll-out requirements of the licenses which were to be completed by
June 2007.
 Key People

 Board of Directors –

Mr. Kumar Mangalam Birla (Chairman)

Smt. Rajashree Birla
Mr. M.R. Prasanna
Mr. Saurabh Misra
Mr. Sanjeev Aga (Managing Director)
Mr. Arun Thiagarajan
Ms. Tarjani Vakil
Mr. Mohan Gyani
Mr. Biswajit Anna Subramanian
Mr. Gian Prakash Gupta

 Management Team –

 Corporate Leadership Team

Mr. Sanjeev Aga, Managing Director

Mr. Anil J. Jhala, Chief Financial Officer
Mr. Anil K. Tandan, Chief Technology Officer
Mr. Prakash K. Paranjape, Chief Information Officer
Mr. Pradeep Shrivastava, Chief Marketing Officer
Mr. Amar Babu R K, Chief Service Delivery Officer
Mr. Vinay K. Razdan, Chief Human Resource Officer
Mr. Rajat K. Mukarji, Chief Corporate Affairs Officer
Mr. Rajesh K. Srivastava, Chief Materials & Procurement Officer
 Mr. Ambrish Jain, Chief Operating Officer, Corporate
Mr. Himanshu Kapania, Chief Operating Officer, Corporate

 Circle Heads

Mr. Iyer Subbaraman S., Chief Operating Officer, Andhra Pradesh

Mr. Rajendra Chourasia, Chief Operating Officer, Delhi & NCR
Mr. Gururaj D. Kulkarni, Chief Operating Officer, Gujarat
Mr. Cherian Peter, Vice President - Operations, Haryana & Himachal
Pradesh
Mr. T. G. B. Ramakrishna, Chief Operating Officer, Kerala
Mr. S. Sashi Shankar, Chief Operating Officer, Madhya Pradesh &
Chattisgarh
Mr. P. Lakshminarayana, Chief Operating Officer, Maharashtra & Goa
Mr. Virad Kaul, Chief Operating Officer, Uttar Pradesh (West)
Mr. Subodh K. Srivastav, Vice President - Operations, Uttar Pradesh
(East)
Mr. Jabalpuret Krishnan, Vice President - Operations, Rajasthan
 Our Partners

IDEA welcomes all businesses and individuals interested in

partnering with us to enhance and strengthen the IDEA products &
services portfolio.

To explore such potential partnerships, kindly get in touch with us by

submitting the Partners Form.
Some of our Technology and Content Partners:

VAS

1. Onmobile Asia Pacific Ltd

2. Cellebrum India Ltd

3. Siddhivinayak Astro Services Ltd.

4. Kodiak Ltd

5. Mauj

6. Net4nuts India Ltd

7. Yahoo

8. Rediff

9. Indiatimes

10.Mobile2win

11.Sify
12.NDTV

ROAMING

1. Roamware.inc

2. Starhome

3. Bharti Telesoft

MARKETING COMMUNICATIONS

1. Lowe India Pvt Ltd

2. Insight Media Ltd

PUBLIC RELATIONS

1. Clear PR

NETWORK

1. Nokia

2. Ericsson

3. Siemens
 BILLING

1. Atos Origin
Coverage

Idea Cellular Ltd has seen phenomenal growth since its inception.
Idea Cellular's footprint idea is to first achieve critical mass, then drill
deep instead of spreading thin.

In keeping with this, the company has been providing excellent

service to its subscribers in various states. It controls a portfolio of
India's most attractive and contiguous telecom geographies, including
the circles of Andhra Pradesh & Delhi (inclusive of NCR),
Gujarat, Haryana, Himachal Pradesh, Kerala, Madhya Pradesh &
Chattisgarh, Maharashtra & Goa (excluding Mumbai), Rajasthan,
Uttar Pradesh (W), Uttar Pradesh (E). With a footprint dominating
the map of India, Idea Cellular accesses over 60% of India's total
telephony potential. The company is now poised to launch its services in
new circles - namely Mumbai and Bihar.

Idea Cellular Ltd, however, does not believe only in increasing

geographic footprint - it also drills deep and successfully attempts to
provide excellent network coverage in all its circles of operations.

Brand Information

The brand Idea

It is almost impossible to disintegrate brand Idea from the

corporate Idea. Brand values are the company values and vise versa.
Brand Vision: It goes without saying that the brand vision of idea
mirrors the company’s vision. The brand mission statement is...... To be
the most customer-focused mobile service brand, continuously
innovating to help liberate our customers from the shackles of time &
space.

IDEA - Brand Values

Innovate. Stimulate. Liberate....

It is these brand values, which have made us a formidable player in the

telecom industry. Innovations that stimulate the customer and liberate
him from the shackles of time and space are the core of our brand. This
is what we strive for. Nothing more, nothing less, nothing else.
 IDEA - Brand Mission

 The India footprint Idea

Anywhere connectivity - bringing India closer.

 The Technology Advantage Idea

Tomorrow's technology to enrich today.

 The Customer Focus Idea

Make a single interaction a lasting relationship.

 The Employee Focus Idea

Nurture the roots that nurture our ideas.

Brand Initiatives

Our aim, through media buying and planning, is to create year

round impact. With the objective of strengthening our brand, we work
with strategic communication partners on campaigns like sponsorship of
the Idea International Indian Film Academy awards and the television
programs “Idea Rocks India”, “Idea Star Singer” and “Idea Andhra
Idol”. We seek engagement with subscribers on a variety of levels, from
major celebrity fashion shows to small local events timed to coincide
with new product offerings.
 Since August 2003, we have commissioned a Brand Track Index
Study to evaluate the health of our brand. The Brand Track Index Study
is a monthly study conducted by TNS, a marketing consultant engaged
by us to evaluate our brand using face-to-face interviews on a random
sample of mobile users a well as those intending to purchase mobiles
within the next three months. According to the study our brand is
perceived as “reliable/trustworthy” and one that “offers cheaper and
good promotional offers”. We have improved our rating in the Brand
Track Index calculated by the study in the past year reflecting, we
believe, the growing strength of our brand.

The main communication medium for the Idea brand is television,

where we seek strategic Idea brand coverage in various formats.
Billboards and hoardings are used as a secondary medium, customized
for specific regional preferences to communicate effectively at the local
level. We also use other mass communication media such as the press
and radio to communicate price plans and other tactical and customer
information.

All our key initiatives are subjected to a rigorous testing and

launch process to ensure accountability for all advertising spend and
improve the chances of success of a new product. This process is
followed up with extensive briefing of call center agents and sales
personnel and real-time tracking of the impact of the communication
and feedback from subscribers.
 Our Values

Values We Value :

Integrity - Honesty in every action

At Aditya Birla Group, Integrity is defined as: Acting and taking

decisions in a manner that is fair, honest, following the highest standards
of professionalism and also perceived to be so. Integrity for us means
not only financial and intellectual integrity, but in all other forms as are
commonly understood.

Key words that connote Integrity are:

 Ethical

 Truthful

 Principled

 Transparent

 Upright

 Respectful

Commitment - deliver on the promise

At Aditya Birla Group Commitment is defined as: On the

foundation of integrity, doing whatever it takes to deliver value to all
stakeholders. In the process, taking ownership of our actions and
decisions, those of our team and that part of the organization that we are
responsible for.
 Key words that connote commitment are:

 Accountability

 Discipline

 Responsibility

 Result –orientation

 Self-confidence

 Reliability

Passion - energized action

At Aditya Birla Group Passion is defined as: A missionary zeal

arising out of emotional engagement with the organization that makes
work joyful and inspires each one to give his or her best. Relentless
pursuit of goals and objectives with the highest level of energy and
enthusiasm, that is voluntary and spontaneous.

Key words that connote passion are:

 Intensity

 Innovation

 Transformational

 Fire-in-the-belly

 Inspirational

 Deep sense of purpose

 Seamlessness - boundryless in letter and spirit

At Aditya Birla Group, Seamlessness is defined as:

Thinking and working together across functional silos, hierarchies, business
and geographies. Leveraging the available diversity to garner synergy
benefits and promote openness through sharing and collaborative efforts.

Key words that connote Seamlessness are:

 Teamwork

 Integration

 Involvement

 Openness

 Global

 Learning from the best

 Empowering.

Speed - one step ahead always

At Aditya Birla Group, Speed is defined as: Responding to internal and

external customers with a sense of urgency. Continuously seeking to crash
timelines and choosing the right rhythm to optimize organization
efficiencies.
 Key words that connote Speed are:

 Response time

 Agile

 Accelerated

 Timelines

 Nimble

 Prompt

 Proactive

 Decisive
PROCESS OF PERFORMANCE APPRAISAL

SETTING
PERFORMANCE
STANDARDS

TAKING
COMMUNICATING
CORRECTIVE
STANDARDS
MEASURES

DISCUSIING MEASURING
RESULTS STANDARDS

COMPARING
STANDARS
MODERN APPRAISAL
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual
or semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.

In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit
pay increases, bonuses, and promotions. By the same token, appraisal results are used
to identify the poorer performers who may require some form of counseling, or in
extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be
aware of laws in their country that might restrict their capacity to dismiss employees or
decrease pay.) Whether this is an appropriate use of performance appraisal - the
assignment and justification of rewards and penalties - is a very uncertain and
contentious matter.
 Objectives of Performance Appraisal

Salary Increase
Performance appraisal plays a role in making decision about salary increase. Normally
salary increase of an employee depends upon on how he is performing his job. There is
continuous evaluation of his performance either formally or informally. This may
disclose how well an employee is performing and how much he should be compensated
by way of salary increase.

Promotion
Performance appraisal plays significant role where promotion is based on merit and
seniority. Performance appraisal discloses how an employee is working in his present
job and what are his strong and weak points. In the light of these, it can be decided
whether he can be promoted to the next higher position.
 METHODS OF PERFORMANCE APPRAISAL

PAST-ORIENTED METHODS

1) Rating Scales:

The rating scale method offers a high degree of structure for appraisals. Each
employee trait or characteristic is rated on a bipolar scale that usually has several
points ranging from “poor” to “excellent” (or some similar arrangement).

The traits assessed on these scales include employee attributes such as cooperation,
communications ability, initiative, punctuality and technical (work skills) competence.
The nature and scope of the traits selected for inclusion is limited only by the
imagination of the scale’s designer, or by the organization’s need to know. The one
major provision in selecting traits is that they should be in some way relevant to the
appraisee’s job.

Advantages
The greatest advantage of rating scales is that they are structured and
standardised. This allows ratings to be easily compared and contrasted - even for entire
workforces.

Each employee is subjected to the same basic appraisal process and rating
criteria, with the same range of responses. This encourages equality in treatment for all
appraisees and imposes standard measures of performance across all parts of the
organization.

Rating scale methods are easy to use and understand. The concept of the rating
scale makes obvious sense; both appraisers and appraisees have an intuitive
appreciation for the simple and efficient logic of the bipolar scale. The result is
widespread acceptance and popularity for this approach.
Disadvantages

Trait Relevance

Are the selected rating-scale traits clearly relevant to the jobs of all the
appraisees? It is inevitable that with a standardised and fixed system of appraisal that
certain traits will have a greater relevance in some jobs than in others.

For example, the trait “initiative” might not be very important in a job that is
tightly defined and rigidly structured. In such cases, a low appraisal rating for initiative
may not mean that an employee lacks initiative. Rather, it may reflect that fact that an
employee has few opportunities to use and display that particular trait. The relevance of
rating scales is therefore said to be context-sensitive. Job and workplace circumstances
must be taken into account.

Performance appraisal is one of the most important requirements for all successful
business and human resource policy (Kressler, 2003). Rewarding and promoting
effective performance in organization, as well as identifying ineffective performers for
resource management (Pulakos, 2003). The ability to conduct performance appraisal
relies on the ability to assess an employee's performance in a fair and accurate manner.
Evaluating employee performance is a difficult task. Once the supervisor understands
the nature of the job and the source of information, the information needs to be
collected in a systematic way, provided as feedback, and integrated into the
organization's performance management processor use in making compensation, job
placement and training decisions and assignment (London, 2003). Performance
evaluations have been conducted since the times of Aristotle (Landy, Zedeck, Cleveland,
1983). The earliest formal employee performance evaluation program is thought to
have originated in the United States military establishment shortly after the birth of the
republic (Lopez,1968). The measurement of an employee's performance allows for
rational administrative decisions at the individual employee level. It also provides for
the raw data for the evaluation of the effectiveness of such personnel-system
components and processes as recruiting policies, training programs, selection rules,
promotional strategies, and reward allocations (Landy, Zedeck, Cleveland, 1983).In
addition, it provides the foundation for behaviorally based employee counseling. In the
counseling setting, performance information provides the vehicle for increasing
satisfaction, commitment, and motivation of the employee. Performance measurement
allows the organization to tell the employee something about their rates of growth, their
competencies, and their potentials. There is little disagreement that if well done,
performance measurements and feedback can play a valuable role in effecting the
organization (Landy, Zedeck, Cleveland, 1983).

BASIC PURPOSE

Performance appraisals should focus on three objectives: performance, not

personalities; valid, concrete, relevant issues, rather that subjective emotions and
feelings; reaching agreement on what the employee is going to improve in his
performance and what you are going to do (MeKirehy,1998). Both the supervisor and
employee should recognize that a strong relationship exists between training and
performance evaluation (Barr, 1993). Each employee should be allowed to participate
in periodic sessions to review performance and clarify expectations. Both the
supervisor and the employee should recognize these sessions as constructive occasions
for two-way should include opportunities for self-assessment as well as supervisor
feedback. The supervisor should keep in contact with the employee to assure the
training experiences are producing desired impact (Barr, 1993). A portion of the
process should be devoted to an examination of potential opportunities to pursue
advancement of acceptance of more complex responsibilities. The employee
development goals should be recognized as legitimate, and plans should be made to
reach the goals through developmental experiences or education (Barr, 1993).
Encouraging development is not only a supervisor's professional responsibility, but it
also motivates an employee to pursue additional commitments. In addition, the pursuit
of these objectives will also improve the prospect that current employees will be
qualified as candidates when positions become available. This approach not only
motivates current performance but also assists the recruitment of current employees as
qualified candidates for future positions (Barr, 1993).

BENEFITS OF PRODUCTIVE PERFORMANCE APPRAISALS

Employee learns of his or her own strengths in addition to weaknesses. New goal and
objectives are agreed upon. Employee is an active participant in the evaluation process.
The relationship between supervisor and employees is taken to an adult-to-adult level.
Work teams may be restructured for maximum efficiency. Employee renews his or her
interest in being a part of the organization now and in the future. Training needs are
identified. Time is devoted to discussing quality of work without regard to money issues
Supervisor becomes more comfortable in reviewing the performance of employees.
Employees feel that they are taken seriously as individuals and that the supervisor is
truly concerned about their needs and goals. (Randi, Toler, Sachs, 1992).

PITFALLS TO AVOID

When conducting performance appraisals on any level, it is important to keep in mind

the common pitfalls to avoid. These pitfalls may include but are not limited to: 1.
Bias/prejudice-Race, religion, education, family background, age, and/or sex. 2. Trait
assessment-Too much attention to characteristics that have nothing to do with the job is
difficult to measure. 3. Over-emphasis on favorable or unfavorable performance of one
or two tasks which could lead to an unbalanced evaluation of the overall contribution. 4.
Relying on impressions rather than facts. 5. Holding the employee responsible for the
impact of factors beyond his/her control. 6. Failure to provide each employee with an
opportunity for advance preparation (Maddux,1993).

LEGAL IMPLICATIONS

Any performance appraisal system used to make employment decisions about a

member of a protected class (i.e. Based on age, race, religion, gender or national origin)
must be a valid system (an accurate measure of performance associated with job
requirements. Other it can be challenged in the courts based on Title VII of the 1964,
Civil Rights Act, the Civil Rights Act of 1991 and the Age Discrimination in Employment
Act of 1975 (London, 2003). Effectiveness of performance Appraisal system it is argued
is a function of applying the right system in right context. –By Klein; the Art of Appraisal.

Performance appraisal system are "homework" that provides the information you need
in order to make appropriate administrative recommendations, hold meaningful 17

feedback discussions with staff members, and determined were performance

improvement is required. - By Marion E. Haynes; Managing Performance. The
effectiveness of an Appraisal System is determined by the quality of communication
between the manager and staff member, not by multiple raters, complex scoring
methods, or the form used.-By John D. Drake; Performance Appraisal. One More Time
Performance appraisal can actually be counter-productive for employees who are in the
greatest need of training and further development.-By Victor Buzzottan; improving your
Performance Appraisal. One of the measure reason Performance management and
Performance Appraisal fail is that too much time is spent on Appraising performance
using vague criteria and not enough time and effort put into helping employee
understands what his job is about, and the goals and objectives he/she is expected to
achieve to be successful. Learn to do goals setting painlessly. – By Robert Dacal; Learn to
plan Performance and set employee goals. Maximizing and measuring our own
performance and that of the people who work for us is a basic tenant of the work
environment. Always use of simple too land approach that can be beneficial in
achievement performance plan.-By Zack Mansdorf; Performance Management;
Identifying work goals. Most managers and supervisors today are attempting to
quantify their departmental objective and pass them on their employees through
performance standards. Despite the simplicity of this management-by-objective
approach, deadlines are missed, quality is relatively poor and productive is low. The
reasons for this may not be the fault of the employees carrying out the work. The cause
is most often associated with the immediate supervisor's lack of attention to the
realities surrounding objectives and performance standards require a careful analysis of
all the relevant issues. –By Gregory Isaac; Plan for performance. Organizations striving
to develop an open and participative approach have begun to give employees the chance
to say what they think of their managers. Such appraisals can only work in a culture
where mangers are willing to listen and learn and effect any necessary changes as a
result. - By Madhukar Shukla; Upward Appraisal and Organizational culture.

A tone stage performance appraisal relied mainly on personality characteristics.

Subordinates were being appraised by their superior on the extent to which they
exhibited characteristic like, tact, willingness, enthusiasm, and maturity. Mangers were
being put into position of psychologists and required to make subjective ratings without
any point of reference expect their own opinion. –By Bob Nelson; Performance
Assessment. Performance appraisal is a part of overall performance management
system of an organization. Through the appraisal process, gap between an individual's
agreed performance standard his actual performance is assessed and appropriate
strategies are drawn for subsequent performance cycle. This is a useful performance
enhancement exercise. In many Organizations, PMS is linked with other systems like
salary &Benefits, Training & Development and Succession Planning. - By H. K. Shukla;
Striates Human Resource Management.
RESEARCH METHODOLOGY

Research in common parlance refers to search for knowledge. Redman and Mory define
research as a “Systematized effort to gain new knowledge. Research is an academic
activity and such the term should be used in technical sense. According to Clifford
Woody, Research comprises defining and redefining problem, formulating hypothesis or
suggested solutions; collecting, organizing and evaluating data; making deductions and
research conclusions; and at last carefully testing the conclusions to determine whether
they fit the formulating hypothesis. Research is thus an original contribution to the
existing stock of knowledge making for its advertisement. It is pursuit of truth with the
help of study, observation, comparison and experiment. In short the search for
knowledge through objective and systematic method of finding solution to problem is
research.

RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the Research purpose with economy in
procedure. In fact the Research design is the conceptual structure within which
Research is conducted: it constitutes the blueprint for the collection measurement and
analysis of data. It must be able to define clearly what they want to measure and must
find adequate methods for measuring it along with a clear cut definition of population
wants to study. Since the aim is to obtain complete and accurate information in these
studies, the procedure to be used must be carefully planned. The research design must
make enough provision for protection against bias and must maximize reliability with
due concern for the economical completion of the search study.

Descriptive research is adopted for this study. It includes surveys and fact finding
enquires of different kinds. The major purpose of descriptive research is description of
the state affairs as it exists at present. The main characteristic of this method is that the
researcher has no control over the variables. He can only report what has happened or
what is happened.
SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from the sampling frame, it
refers to the technique or procedure the researcher would adopt in selecting some
sampling units from which interferences about the population is drawn. Sampling type
used is Simple Random sampling technique.

DATA COLLECTIONS

For achieving the specific objectives of this study, data were gathered from both
primary and secondary sources.

Primary Sources

Direct conversation with the respective officers of the Departments.

• Face to face conversation with the employees.

• Employee’s opinion collected through Questions.

• Observation of HR activities.

Secondary Sources:

Various records of the Company.

• Different Types of system information.

• Website of BMW Group.

• Different newsletters.

• Annual Performance Appraisal Form of company.

• Personal files of employees.

STATISTICALTOOLS

 Chi-square test

 Percentage analysis

CHI-SQUARE TEST
The Chi-square test is an important test amongst the several tests of significance
developed by statisticians. Chi-square is a statistical measure used in the context of
sampling analysis for comparing a variance to a theoretical variance. As a non-
parametric test, it can be used to determine if categorical data shows dependency or the
two classifications are independent. The test is, in fact, a technique through the use of
which it is possible for all researchers to

i. Test the goodness of fit

ii. Test the significance of association between two attributes and

iii. Test the homogeneity or the significance of population variance.

As a test of independence, test enables us to explain whether or not two attributes are
associated. In such a situation, we proceed with the null hypothesis that the two
attributes are independent. If the calculated value is less than the tabulated value at
certain degrees of freedom, the null hypothesis is accepted and vice versa.

is calculated as follows:

= Σ (O-E) = Chi-Square Oi = Observed Frequency Ei = Expected Frequency 2 E Where

is always positive.

The expected value for the contingency tabulated as follows.

E= (Row total*Column total) Grand total

The test depends on the set of observed and expected values and on the degrees of
freedom. The distribution is the limiting approximation designation. 4.4.2 PERCENTAGE
ANALYSIS It refers to a special kind of ratio. Percentage is used in making comparison
between two or more series of data; percentages are used to determine relationship
between the series if data finding the relative differences becomes easier through
percentage. It is expressed as, Percentage (%) = No. of respondents x 100 Total no. of
respondents
DATA ANALYSIS AND INTERPRETATION

GENDERWISE CLASSIFICATION OF RESPONDENTS

Gender No. of respondents Percentage (%)

Male 89 89

Female 11 11

Total 100

Source: Primary Data

INTERPRETATION: From the above table, it can be inferred that 89% of the respondents are
male and 11% of the respondents are female.
AGEWISE CLASSIFICATION OF RESPONDENTS

AGEWISE CLASSIFICATION OF RESPONDENTS

Age No. Of Respondents Percentage (%)

20-25Age 25 25

30-35Age 33 33

40-45Age 30 30

Above-45Age 12 12

Total 100 100

Source: Primary Data

INTERPRETATION:

From the above table, it can be inferred that 33% of the respondents are in the age of 30-35,
30% of the respondents are in the age of 40-45, 25% of the respondents are in the age of 20-25
and 12% of the respondents are in the age above 45.

AGEWISE CLASSIFICATION OF RESPONDENTS

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience No. Of Respondents Percentage (%)

Below 5Years 28 28

5-lO Years 54 54

10-15 Years 18 18

Above15Years - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 54% of
the respondents are having 5-10years experience persons, 28% of the respondents have below
5Years of experience persons, 18% of the respondents are having 10-15years of experience and
no respondents have experience more than 15years.

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

Educational No. Of Respondents Percentage (%)

Qualification

UG degree 49 49

PG degree 19 19

Engineering 04 04

Other ITI 28 28

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 49% of
the respondents are UG degree holders, 28% of the respondents are some others (ITI), 19% of
respondents are PG degree holders and 4% of the respondents are engineering graduates.

EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

FREQUENCY OF PERFORMANCE APPRAISAL

Performance Appraisal No. of respondents Percentage (%)

Once a Year 100 100

Twice a Year - -

No Specific Time - -

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents agree that performance appraisal is conducting once a year.

REASON FOR CONDUTING PERFORMANCE APPRISAL

REASON FOR No. of respondents Percentage (%)

CONDUTING
PERFORMANCE
APPRISAL
Performance Appraisal
Conducting

To identity motivating - -
methods

To decide monetary - -
benefits

Identifying barriers of - -
performance

All of the above 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondent's agree that the reason for conducting performance appraisal includes all the
factors such as to identity motivating methods, to decide monetary benefits and identity
barriers for performance.
DURATION OF PERFORMANCE APPRAISAL CONDUCTED

When Performance No. of respondents Percentage (%)

Appraisal conducted

During working hours 87 87

During non-working 13 13
hours

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 87%
of the respondents' performance appraisal is conducted during working hours and for 13%
respondents' performance appraisal is conducted during non-working hours.

DURATION OF PERFORMANCE APPRAISAL CONDUCTED

WHO CONDUCT PERFORMANCE APPRAISAL

Who Conducts No. Of Respondents Percentage (%)

Performance appraisal

Superior - -

Peers - -

Everyone - -

Outsider 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 100%
of the respondents’ performance appraisal is conducted by outsiders.

REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Informed reason for No. Of Respondents Percentage (%)
Performance
appraisal conducting

Always 20 20

Sometimes 77 77

Never 03 03

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 77% of
respondents feel that the reason for performance appraisal is discussed sometimes, 20% of the
respondent's feel it is discussed always and 3% of respondents say reason is never discussed.
REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Meetings of Employee No. Of Respondents Percentage (%)

performance

Nil - -

Once 100 100

Twice - -

Thrice - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that for 100%
of the respondents meeting on performance is conducting once a year.

100 100
100

90

80

70

60
No. Of Respondents
50
Percentage (%)
40

30

20

10
0 0 0 0 0 0
0
Nil Once Twice Thrice
PERFORMANCE APPRAISAL PROGRAMS RELATEDWITH ORGANIZATIONAL GOALS

Goals No. Of Respondents Percentage (%)

To a high extent 12 12

To some extent 69 69

To a low extent 19 19

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 69% of
the respondents feel the performance appraisal relates to some extent to organization goals,
19% feel to a low extent and12% feel to a high extent it relates.

PERFORMANCE APPRAISAL PROGRAMS RELATED WITH ORGANIZATIONAL GOALS

1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

Opinion No. of Respondents Percentage (%)

Always - -

Sometimes - -

Never 100 100

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents say they are never involved in designing the appraisal system.

100 100
100

90

80

70

60
No. of Respondents
50
Percentage (%)
40

30

20

10
0 0 0 0
0
Always Sometimes Never
PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

S. No Relevance No. Of Percentage (%)

Respondents

1 Highly relevant 87 87

2 Relevant 13 13

3 No idea - -

4 Irrelevant - -

5 Highly irrelevant - -

Total 100 100

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 87% of
the respondents feel that performance appraisal is highly relevant to employee job and 13% feel
it is relevant.
TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

Forms No. of Percentage

respondents

Yes 100 100

No - -

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents are given training to fill the appraisal form.

100 100
100

90

80

70

60 Yes
50 No
40

30

20

10 0 0
0
No. of respondents Percentage
APPRAISER'S AWARENESS ON EMPLOYEE JOB RESPONSIBLITIES AND DUTIES

Aware No. of respondents Percentage (%)

Completely Aware - -

Aware to an extent - -

Not Aware 100 100

Total 100 100%

Sources: Primary Data INTERPRETATION: From the above table, it can be inferred that 100% of
the respondents feel that the appraiser is not aware of their job responsibilities and duties.

100 100
100

90

80

70

60
No. of respondents
50
Percentage (%)
40

30

20

10
0 0 0 0
0
Completely Aware Aware to an extent Not Aware
FINDINGS

1) Presence of a firmly implemented career plan- good sense of growth.

2) High proportion of routine work- during training and immediately after.
3) Organization climate-
 Well analyzed goals are set.
 Good and effective performance appraisal strategies applied.
 All the strategies are fair and objective.
 The employees are well aware of what is expected of them.
 Proper feedback is not given to the management cadre staff.
 Suggestions and innovations are not rewarded.
 Supervisors are patient with the employees’ problems.
 Good performance leads to annual increments and promotions.
 Training and development programs are not very effective and helpful.
 The purpose of Performance Appraisal System followed in the company is
fulfilled.
RECOMMENDATION/SUGGESTIONS

 Extensive of the job training.

 Free hand in decision making.
 Focused job responsibility.
 Transparent career planning of all officers.
 Give tangible advantages.
 Exemplary rewards should be given for unique achievements of the employees.
 Informal were calling as and when they need.
 Giving chance in decision making.
 Reward for employee work.
 Proper interactions with seniors.
 Effective training and development programs should be held.
 Proper feedback should be given to the management cadre staff at fixed time periods.
 Suggestions and innovations should be encouraged.
 Performance appraisal system should be extensively used in job rotation.
 Up gradation of basic qualification of all workers to be taken in future based on their
performance.
 Improve competency of the workers.
 The company should concentrate more on individual development.
LIMITATIONS

 The study is focused on a very general level rather than a full scale detailed report.

 The study does not get information from an in depth prospective.

 The study is not necessarily the solution to the problem that exists.

 There were a lot of breaks and hindrances while the study took place.

 The feedback given by recipients is not necessarily right.

CONCLUSION

 Performance appraisal should not be perceived just as a regular activity but

its importance should be recognized and communicated down the line to all
the employees.
 There should be a review of job analysis, job design and work environment
based on the performance appraisal.
 It should bring more clarity to the goal and vision of the organisation.
 It should provide more empowerment to the employees.
 New methods of appraisal should be adopted so that both appraiser and the
appraisee take interest in the appraisal process.
 The employees who have excellent performance should be used as a mentor
for other employees which would motivate others to perform better.
 Employees should be given feedback regarding their appraisal. This will help
them to improve on their weak areas.
 Financial and non-financial incentives should be linked to the annual
appraisal system so that employees would be motivated to perform better.
BIBLIOGRAPHY

Books:

 Donald L. Kirkpatrick, 2006, Improving Employee Performance through Appraisal and

Coaching.
 Richard Rudman, 2003, Performance Planning and Review.
 Roger E. Herman, 1997, The Process of excelling, oak Hill press.
 P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial Relations,
Himalaya Publishing House.

Journals:

 Gitam Journal of Management.

 Journal of Occupational and Environmental medicine.
 Indian Journal of Social Work.
 Indian Journal of Human Resource.

Websites Visited:

 www.jkorg.in
 www.google.com
 www.answers.com
 www.wikipedia.org
ANNEXURE
1. GENDERWISE CLASSIFICATION OF RESPONDENTS

Gender No. of respondents Percentage (%)

Male

Female

2. AGEWISE CLASSIFICATION OF RESPONDENTS

Age No. Of Respondents Percentage (%)

20-25Age

30-35Age

40-45Age

Above-45Age

3. EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience No. Of Respondents Percentage (%)

Below 5Years

5-lO Years

10-15 Years

Above15Years
4. EDUCATIONAL QUALIFICATIONS OF RESPONDENTS

Educational No. Of Respondents Percentage (%)

Qualification

UG degree

PG degree

Engineering

Other ITI

5. FREQUENCY OF PERFORMANCE APPRAISAL

Performance Appraisal No. of respondents Percentage (%)

Once a Year

Twice a Year

No Specific Time

6. WHO CONDUCT PERFORMANCE APPRAISAL

Who Conducts No. Of Respondents Percentage (%)

Performance appraisal

Superior

Peers

Everyone

Outsider
7. Informed reason for No. Of Respondents Percentage (%)
Performance
appraisal conducting

Always

Sometimes

Never

8. REASONS FOR PERFORMANCE APPRAISAL DISCUSSED

Meetings of Employee No. Of Respondents Percentage (%)

performance

Nil

Once

Twice

Thrice

9. PERFORMANCE APPRAISAL PROGRAMS RELATEDWITH ORGANIZATIONAL GOALS

Goals No. Of Respondents Percentage (%)

To a high extent

To some extent

To a low extent

10. 1NVOLVEMENT IN DESIGNING APPRAISAL SYSTEM

Opinion No. of Respondents Percentage (%)

Always

Sometimes

Never
11. PERFORMANCE APPRAISAL RELEVANCE TO EMPLOYEE JOB

S. No Relevance No. Of Respondents Percentage (%)

1 Highly relevant

2 Relevant

3 No idea

4 Irrelevant

5 Highly irrelevant

12. TRAINING OF FILL UP PERFORMANCE APPRAISAL FORM

Forms No. of Percentage

respondents

Yes

No

13. APPRAISER'S AWARENESS ON EMPLOYEE JOB RESPONSIBLITIES AND DUTIES

Aware No. of respondents Percentage (%)

Completely Aware

Aware to an extent

Not Aware
 SGBMITS, PATAN ROAD, JABALPUR

A
PROJECT REPORT ON
“A STUDY OF PERFORMANCE APPRAISAL
SYSTEM ON IDEA CELLULAR SERVICES”
in partial fullfillment for the Award of degree of
Master of Business Administration
in Rani Durgavati Vishwavidhyalya Jabalpur

SUBMITTED TO

UNDER THE GUIDANCE OF SUBMITTED BY

Ms. PREETI LAMBA PARTH PALLAV BILLOREY
ASST. PROFESSOR MBA III sem
Enroll No-BG/10469

SGBM ITS COLLEGE PATAN ROAD, JABALPUR

SESSION 2014-15
 SGBM ITS COLLEGE PATAN JABALPUR
(M.P.)

CERTIFICATE

This is to certify that Mr. PARTH PALLAV BILLOREY MBA III Sem student of
SGBM, ITS, COLLEGE, JABALPUR has prepared the project titled “A STUDY
OF PERFORMANCE APPRAISAL SYSTEM ON IDEA CELLULAR
SERVICES ” Jabalpur which is being submitted herewith for the practice of
Partial fulfillment of Master of Business Administration RANI DURGAWATI
VISHWAVIDYALAY Jabalpur for the year 2014-2015.

It has been duly completed as record of bonafide work in practice of, MBA
HR SGBM, ITS College, Jabalpur (M.P.)

(Principal)
Mr. P.C. SHARMA

SGBM ITS

Jabalpur
 CERTIFICATE

This is to certify that the Project Report entitled “A STUDY OF

PERFORMANCE APPRAISAL SYSTEM ON IDEA CELLULAR

SERVICES ” which is being submitted herewith for the award of the degree of

Masters of Business Administration, RANI DURGAWATI VISHWAVIDYALAY

Jabalpur is the result of the original research work completed by PARTH PALLAV

BILLOREY (MBA III Sem) under my supervision and guidance.

Ms. Preeti Lamba

Asstt Professor

SGBM, ITS

Date:-
Place: JABALPUR
 DECLARATION

I PARTH PALLAV BILLOREY do hereby declare that the project

entitled “A STUDY OF PERFORMANCE APPRAISAL SYSTEM ON
IDEA CELLULAR SERVICES ” Jabalpur is an original work carried out
by me under the guidance of Ms. Preeti Lamba in partial fulfillment of Master
Of Business Administration during academic year 2013-2015.

All the data represented in this project is true and correct to the best of my
knowledge and belief. This work has not been submitted for any other
degree exam elsewhere.

PARTH PALLAV BILLOREY

MBA III Sem

Place: JABALPUR

Date:
 ACKNOWLEDGMENT

I extend my special gratitude to our beloved H.O.D. of MBA

department Ms. Preeti Lamba and all faculty members.

I wish to acknowledgement my sincere gratitude and

indebtedeness to my Principal Mr.P.C. Sharma.

PARTH PALLAV BILLOREY

MBA 3RD SEM

 A
PROJECT REPORT
ON
“PERFORMANCE APPRAISAL IN
CHEVEROLET”

In partial fulfilment of the requirement of

Master of Business Administration
In
Rani Duragavati Vishwavidyalaya Jabalpur

Under The Guidance Of Submitted By

MR.MOHIT VIRMANI IMTIYAZ AHMAD ANSARI
Asst. Professor Semester – IIIrd
Enrollment No: BC/7675

SHRI RAM INSTITUTE OF MANAGEMENT

Near ITI Madhotal, Jabalpur (M.P.)
Batch 2012-2014
 SHRI RAM INSTITUTE OF
MANAGEMENT, JABALPUR (M.P.)

CERTIFICATE

This is to certify that MR. IMTIYAZ AHMAD ANSARI MBA

3rd Sem student of SHRI RAM INSTITUTE OF MANAGEMENT
entitled the project of “PERFORMANCE APPRAISAL IN
CHEVEROLET” which is being submitted herewith for the
practice of Partial fulfillment of Masters in Business
Administration RDVV Jabalpur for the year 2013-2014.

It has been duly completed as record of bonafide work in

practice of Marketing, SRIM Jabalpur, (M.P.)

DR. ATUL DUBEY

(Principal)
SRIM
Jabalpur
 CERTIFICATE

This is to certify that the Project Report entitled

“PERFORMANCE APPRAISAL IN CHEVEROLET” which is being
submitted herewith for the award of the degree of Masters in
Business Administration, RDVV Jabalpur is the result of the
original research work completed by MR. IMTIYAZ AHMAD
ANSARI (MBA 3rdSem) under my supervision and guidance.

MR.MOHIT VIRMANI
ASSISTANT PROFESSOR

Date :
Place: JABALPUR
 DECLARATION

I IMTIYAZ AHMAD ANSARI hereby declare that the

project entitled “PERFORMANCE APPRAISAL IN
CHEVEROLET” is an original work carried out by me under the
guidance of MR. MOHIT VIRMANI in partial fulfillment of
MASTER OF BUSINESS ADMINISTRATION during academic
year, All the data represented in this project is true and correct
to the best of my knowledge and belief. This work has not been
submitted for any other degree exam elsewhere.

IMTIYAZ AHMAD ANSARI

SRIM

DATE
 ACKNOWLEDGEMENT

It gives me pleasure in expressing my heartfelt gratitude and

indebtedness for the kind blessing showered upon student by
honorable Chairman Mr. R.V. Karsoliya Shriram Group of
Institutions of Jabalpur (M.P.).

I would like to express my gratuity towards Principal Dr. Atul

Dubey (SRIM), Jabalpur for their kind cooperation and
encouragement which help me to completing the project.

I am highly indebted to guide name Mr. Mohit Virmani for

his/her guidance and constant supervision as well as for
providing necessary information regarding the project and also
his/her support in completing the project.

I am thankful to all the faculty members of Shriram Institute of

Management also for their help and valuable suggestion.

IMTIYAZ AHMAD ANSARI

MBA 3rd Sem

Date:
Place: Jabalpur
 PROJECT REPORT
ON
“performance appraisal in cheverolet”
Report submitted in partial fulfillment of the Requirement
for the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted To
RANI DURGAWATI VISHWAVIDHALAYA JABALPUR

UNDER THE VALUABLE GUIDANCE

Mr. Harpreet Singh Mr.Shailendra Basedia
H.O.D. (M.B.A)
SUBMITTED BY
Krishna kant Shukla
MBA IV SEM
Enrollment No.
BE/27981

SESSION 2013-14

DEPARTMENT OF MANAGEMENT

GLOBAL NATURE CARE SANGTHAN’S GROUP OF INSTITUTION,

JABALPUR (M.P.)
 DEPARTMENT OF MANAGEMENT

CERTIFICATE

I here, forwarded the project entitled on the topic entitled

“PERFORMANCE APPRAISAL IN CHEVEROLET” which is submitted by

KRISHNA KANT SHUKLA a student of MBA IVth semester, Enrolment No.

BE/27981 in the partial fulfillment of course curriculum of the degree

of MBA from “Global Nature Care Sangathan Group of Institutions

Jabalpur’’ for academic session 2013-2014 .

This is up to the standard both kin respect of its contents and literacy
presentation for being referred to the examiner.

Mr. Shailendra Basedia

M.B.A [H.O.D.]
 GLOBAL NATURE CARE SANGTHAN’S GROUP OF INSTITUTION,
JABALPUR

CERTIFICATE

This is to certify that the project study entitled “PERFORMANCE APPRAISAL IN

CHEVEROLET” is a bona fide work carried out by KRISHNA KANT SHUKLA partial

fulfillment of “ Master of Business Administration ’’ from Global Nature Care

Sangathan Group of Institute & Management college affiliated to RANI DURGAVATI

VISHWAVIDYALAYA JABALPUR .

This record of work is carried out by his under my supervision and guidance. For

academic session 2013-2014 .This is up to the standard both kin respect of its

contents and literacy presentation for being referred to the examiner.

Mr. Harpreet Singh

Project Guide
 GLOBAL NATURE CARE SANGTHAN’S GROUP OF INSTITUTION,
JABALPUR

DECLARATION

I am here by declare that project report entitled “PERFORMANCE APPRAISAL

IN CHEVEROLET” is the result of the original work Carried by me. It has not

been copied from anywhere up to the best of my belief and knowledge. It has

not been anywhere else for any other degree.

KRISHNA KANT SHUKLA

M.B.A. IV Sem

Enrl. No. BE/27981

 GLOBAL NATURE CARE SANGTHAN’S GROUP OF INSTITUTION,
JABALPUR

ACKNOWLEDGEMENT

I am greatly thankful to management of Global Institute of Engineering &

Management college for Providing me with conductive atmosphere and

excellent Features. I would love to express my deepest gratitude and heartfelt

thanks to our loving and respected Mr. Saurabh Baderia(Chairman of

Global Groups), Mr.Shailendra Basedia (H.O.D. of MBA. Dept.), Mr.

Amit Joy, Mr. Rahul Pathak, Mr. Harpreet Singh(Training & Placement

Cell), Shweta Mam and Richa Mam who has been a constant source of

inspiration For me….I am deeply indebted and obliged to our humble guide

Professor Mr. Herpreet Singh for his valuable guidance. Active criticism,

kind treatment and constructive suggestion in completing my

project“PERFORMANCE APPRAISAL IN CHEVEROLET”.

Jabalpur KRISHNA KANT SHUKLA

Date:- M.B.A. IV Sem

Enrl. No. BE/27981

 TABLE OF CONTENTS
S.NO. PARTICULAR

1. TOPIC DESCRIPTION

2. INTRODUCTION

3. OBJECTIVE OF THE STUDY

4. COMPANY PROFILE

5. CONCEPTUAL BACKGROUND

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS AND INTERPRETATION

8. FINDINGS

9. RECOMMENDATION/SUGGESTIONS

10. LIMITATION

11. CONCLUSION

12. BIBLIOGRAPHY

13 ANNEXURE