INTRODUCTION

PERFORMANCE APPRAISAL
Appraisal is the evaluation of worth and quality of merit. It is the evaluation of present
performance and feature capabilities. Employee appraisal techniques are said to have been used
for the first time during the First World War, when at the instance of Walter dill Scott, thus army
adopted the “man to man” rating system for evaluation military personal. During the 1922 to
1930 period, rational wage structures for hourly paid workers were adopted industrial units.
DEFINITION
Performance appraisal is a method of evaluating the behavior of employees in the work
spot, normally including both the quantitative and qualitative aspects of job performance.
Performance refers to the degree of accomplishment of the tasks that makeup an individual’s job.
It indicates how well an individual is fulfilling the job demands.
Performance is always measured in terms of results and not efforts.

 Performance appraisal is the systematic description of an employee’s job relevant

strengths and weaknesses.
 The basic purpose is to find out how well the employee is performing the job and
establish a plan of improvement.
 Appraisals are arranged periodically according to a definite plan.
Performance appraisal involves the employees, the manager or supervisor, and the larger
organization unit. Each has objectives or hopes are that performance appraisal will accomplish.
In many organizations performance is the basis for personnel programs, like, counseling, salary
administration, or personal planning.
Sometimes it is the only formal programs of communication between boss and
subordinate required by the company, very often – corporate personnel people will try to design
a system to do too much. In selling the idea to management, they promise that it will solve many
problems and it will provide data for several kinds of decisions. There are many possible uses for
performance appraisal but a wise user of the technique will choose among the possibilities and
confine performance appraisal to those activities that will meet limited specific goals.

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IMPORTANCE AND PURPOSE
Performance appraisal has been consider as a most significant and indispensable tool for
an organization, for the information it provides highly useful in making decision regarding
various personnel aspects such as promotions and merit increases.
Performance measures also link information gathering and decision making processes.
Which provide a basis for judging the effectiveness of personnel sub divisions such as recruiting,
selection, training and compensation? Accurate information plays a vital role in the system (ex:
marketing, finance, production). It is easier for managers to see which employees need training
or counseling because jobs are grouped by categories.
Performance appraisal is method, which is very useful to the employees to achieve the
targets. It is useful in
1. Self improvement
2. Help in deciding promotion
3. Help in self-evaluation
4. Help in personnel actions.
5. Help in creating healthy competition.
Mc Gregory’s: Formal performance appraisals plans are designed to meet three needs.
1. They are means of telling a subordinate how he is doing, and suggesting needed
changes in his behavior attitude, skills or job knowledge. They let him know “Where
he is stands” with the boss.
2. They are use as a base for coaching and counseling the individual by the Superior.
3. They are used as base for coaching and counseling the individual by the superior.

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 INDUSTRY PROFILE
DEFINITION OF THE INDUSTRY
The Soft Drink Industry (SIC 111) consists of establishments primarily engaged in
manufacturing non-alcoholic, carbonated beverages, mineral waters and concentrates and syrups
for the manufacture of carbonated beverages. Establishments primarily engaged in
manufacturing fruit juices and non-carbonated fruit drinks are classified in canned and Preserved
Fruit and Vegetable Industry (SIC 1031). Principal activities and products:
 Aerated waters;
 Carbonated beverages;
 Mineral and spring waters;
 Soft drink concentrates and syrup; and
 Soft drink preparation carbonating
NARTD non-alcoholic ready to drink market can be divided into fruit drinks & soft
drinks. The soft drinks can be further divided into carbonated and non carbonated drinks. Mango
drinks under non carbonated category and carbonated drinks comprise of cola, lemon and orange
flavor drinks.
The soft drinks till early 1990s were in the hands of domestic players like company,
Thumps-up, Limca, etc. But with the opening up of economy & coming of MNC players Pepsi,
Coca-cola the market has come totally under their control, Pepsi entered in1993.
The growth of soft drinks in India is very high compared to other countries. The annual
growth rate has been observed as around 10%. So this attracted the attention of world leading
market players a lot .Before the entry of Pepsi in India the market share of Coca-Cola was 80%,
but with the entry of Pepsi its market share has decreased by 10%.
MAJOR PLAYERS IN SOFT DRINKS INDUSTRY

 COCA COLA PVT.LIMITED

It entered in to Indian Market by signing en agreement with Parle exports limited. it

brands are Coca –Cola, Fanta , Sprite etc.on September 25th the chairman brothers signed an
agreement with coke selling their best brands like Thumps- up, Limca,Maaza and Gold spot.

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  PEPSI FOODS PRIVATE LIMITED

It came into India in 1956 and left the country in 1961 due to unsuccessful
operations. In the year 1990it re-entered Indian market in collaboration with Punjab Agro
Industry Corporation.

 OTHER PLAYERS

Besides these established manufactures there are more than 200 units of independent
manufactures of Soft drink industry. They constitute very small market share around 4% of
the entire soft drink industry.

STRONG GROWTH FORECAST IN SOFT DRINKS

The total of trade volume of soft drinks is forecast to grow by a compounded average
of 11% over the forecast period. Total value growth is expected to track volume growth closely
because intensifying competition in carbonates, which dominate in both total volume and value
sales, is expected to keep prices per liter under check.
However, 100% juice is forecast to experience price per liter increases as the pitch on
the health platform is expected to enable manufactures to keep their products relatively price
intensive. With increases expected to tourism, distribution and a changing lifestyle, bottled water
is the one to watch in the forecast period, with expected CAGR of 15% I off-trade volume sales
growth. Over local strategy enables us to listen to all the voices around the world asking forever
ages that span the entire spectrum of tastes and occasions.
What people want in a beverages is reflection of who they are, where they live, low they
work and play, and how they relax and recharge, whether you are a student in united states
enjoying a refreshing Coca-Cola, a woman in Italy taking a tea a t break, a child in Peru asking
for a juice drink, or a couple in Korea buying bottled water after a run together, we are there for
you.
We are determined most only to make great drinks, but also to contribute to
communities around the world through our commitments to education, health, wellness and
diversity, we strive to be a god neighbors, consistently shaping
Our business decisions to improve the quality of life in the communities in which we do
business. It’s a special thing to have billions of friends around the world, and we never forget it.

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CHARACTERISTICS OF THE INDUSTRY
The industry is a secondary manufacturer using products of the food industry to produce
soft drinks for home and food service consumption.
Packaging costs for the industry are estimated to represent 35 per cent of production costs
while syrups/concentrates account for almost 30 per cent. The Soft Drink Industry purchases 95
per cent of the aluminum cans, 55 per cent of the rigid polyethylene terephthalate (PET) plastic
containers and 15 per cent of the glass bottles consumed by Canadian manufacturing industries.
Sales volumes have grown more than 22 per cent since 1988, to over 3.1 billion liters
annually. In 1999, sales of carbonated soft drinks in Canada grew a modest 0.4 per cent. Soft
drinks rank sixth among all consumer products sold in Canada's drug stores, with annual sales
over $130 million. Soft drinks represent about one-third of the $4.4 billion worth of beverages
Canadians purchased in supermarkets each year. Canadian exports accounted for 10 percent of
domestic shipments while imports into Canada were just 1.5 percent of the domestic market.
Imports of soft drinks have decreased 35.7 per cent from a value of $12.6 million in 1988
to a value of $8.1 million in 1999. These figures confirm a growing trade surplus, which
amounted to $189 million in 1999. Cost cutting, high transportation costs of final products, and
differences in regulatory requirements between Canada and the U.S. are the main reasons for low
imports.
While most soft drink production serves the domestic market, this industry has become a
net exporter. Since 1988, exports of soft drinks have increased more than 3000 per cent from a
value of $6.1 million (9.6 million liters) in 1988 to $197 million (173 million liters) in 1999. The
bulk of these ($168 million) are exported to the U.S.
The Soft Drink Industry represents 4.8 per cent of the total value of food and beverage
shipments and 5.9 per cent of the number of food and beverage plants in 1997.
TECHNOLOGY AND INNOVATION
Modern bottling plants can produce in excess of 2,000 soft drinks per minute on each line
of operation.
Investment in building construction and machinery (estimated at $275-$300 million) was
strongest during the 1992 to 1994 period when industry rationalization was at its peak.

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 Each year, the Soft Drink Industry purchases more than $1.2 billion worth of materials
from Canadian suppliers, including goods such as sugar, flavors, colorings, cans, bottles and
caps, cardboard, paper and plastics, and services such as advertising, printing, promotion
services and transportation. Innovative new product and package introductions helped stimulate
industry volume and revenue growth. The industry changed its packaging: soft drinks are now
offered in larger bottles (600 ml) or in 12 packs.
While soft drinks face competition from a host of other beverages, including tap water,
some large soft drink manufacturers have added other beverage products, such as fruit juices and
drinks, dairy products, and bottled water, to their line of products to increase sales and market
share.
HR MANAGEMENT PRACTICES
Pay and working conditions are major factors contributing to an adequate supply of
workers to the industry. Average soft drink industry pay rates are typically five percent above the
manufacturing average.
In the food industry generally, about 30 percent of the human resource managers
surveyed in 1996 indicated they had developed a training plan. A similar proportion had
developed training budgets.
KEY HR ISSUES
ORGANIZATION DESIGN
Process machinery has eliminated many heavy jobs, and the cost of technology for
increased automation is becoming more financially viable for Canadian plants.
RECRUITMENT
Food and beverage industries have problems attracting sufficient numbers of skilled
tradespersons.
TRAINING AND DEVELOPMENT
Computer, communications, literacy and numeracy skills are becoming increasingly in
important throughout the industry, affecting workers across a range of occupations. In addition,
the introduction of new computer systems has created opportunities for training and
advancement.

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 COMPANY PROFILE
Coca-Cola is the most popular and biggest-selling soft drink in history, as well as the best-
known product in the world.
Created in Atlanta, Georgia, by Dr. John S. Pemberton, Coca-Cola was first offered
as a fountain beverage by mixing Coca-Cola syrup with carbonated water. Coca-Cola was
introduced in 1886, patented in 1887, registered as a trademark in 1893 and by 1895 it was being
sold in every state and territory in the United States. In 1899, The Coca-Cola Company began
franchised bottling operations in the United States. Coca-Cola might owe its origins to the
United States, but its popularity has made it truly universal. Today, you can find Coca-Cola in
virtually every part of the world.

Coca-Cola, the corporation nourishing the global community with the world’s largest
selling soft drink concentrates since 1886, returned to India in 1993 after a 16 year hiatus, giving
new thumbs up to the Indian soft drink market. In the same year, the Company took over
ownership of the nation’s top soft-drink brand and bottling network. It’s no wonder our brands
have assumed an iconic status in the minds

Of the world’s customers.

.
A HEALTHY GROWTH TO THE INDIAN ECONOMY
Ever since, Coca-Cola India has made significant investments to build and continually
consolidate its business in the country, including new production facilities, waste water treatment
plants, distribution systems, and marketing channels.

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 Coca-Cola India is among the country’s top international investors, having invested more
than US$ 1 billion in India in the first decade, and further pledged another US$100 million in
2003 for its operations.

A PURE COMMITMENT TO THE INDIAN ECONOMY

The Company has shaken up the Indian carbonated drinks market greatly, giving
consumers the pleasure of world-class drinks to fill up their hydration, refreshment, and nutrition
needs. It has also been instrumental in giving an exponential growth to the country’s job listings.

CREATING ENORMOUS JOB OPPORTUNITIES

With virtually all the goods and services required to produce and market Coca-Cola being
made in India, the business system of the Company directly employs approximately 6,000
people, and indirectly creates employment for more than 125,000 people in related industries
through its vast procurement, supply, and distribution system.
The Indian operations comprises of 50 bottling operations, 25 owned by the Company,
with another 25 being owned by franchisees. That apart, a network of 21 contract packers
manufactures a range of products for the Company.
On the distribution front, 10-tonne trucks – open bay three-wheelers that can navigate the narrow
alleyways of Indian cities – constantly keep our brands available in every nook and corner of the
country’s remotest areas. These are only some of the facts that speak about our commitment to
the growth of the Indian Economy.
PATENTS, COPYRIGHTS, TRADE SECRETS AND TRADEMARKS
 Our Company owns numerous patents, copyrights and trade secrets, as well as substantial
know-how and

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  Technology, which we collectively refer to in this report as ‘‘technology.’’ This
technology generally relates to our
 Company’s products and the processes for their production; the packages used for our
products; the design and
 Operation of various processes and equipment used in our business; and certain quality
assurance software.
 Some of the technology is licensed to suppliers and other parties. Our sparkling beverage
and other beverage
 Formulae are among the important trade secrets of our Company.
 We own numerous trademarks that are very important to our business. Depending upon
the jurisdiction,
 Trademarks are valid as long as they are in use and/or their registrations are properly
maintained. Pursuant to
 Our Bottler’s Agreements, we authorize our bottlers to use applicable Company
trademarks in connection with
 Their manufacture, sale and distribution of Company products. In addition, we grant
licenses to third parties
 From time to time to use certain of our trademarks in conjunction with certain
merchandise and food products.

MANAGEMENT PHILOSOPHY
CORPORATE AREA
The major concept of the management philosophy is to remain in the beverage industry
and not diversify in to the other areas. The management believes in investing in non capital-
intensive areas. In fact, the beverages industry requires little capital, and produces maximum
returns. The returns from the foreign markets are tapped to the most.
FINANCIAL AREA
The corporate objectives are to increase the shareowners value. The management believes
that in increasing the shareholders value it requires consistent growth in financial results
complemented by effective use of the cash flow.

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MARKETING AREA
Here the management is committed to superior market places execution. This is
achieved by decentralized operating structure that places the responsibilities, authority and the
accountability as close to the customer and consumer as possible.
THE BRAND
The coca-cola consistently ranks first in the world’s most valuable brands. The brand
value is about $39 billion. This is the greatest heritage of the company. As far the branch
management concerned. WE find that Coca-cola ranks itself as the third only after Microsoft and
Louis Vinton.
COCA-COLA INDIA
Coca-cola returned to India after 16 tears, in 1993. The brand promotion was in between
1994-96.the bottling acquisition occurred in between 1997-99. Its quest for profitability started
from 2000 onwards. In India coke has its concentrate plants at pune producing 10 brands. Its
company-owned bottling operations are at six operating regions, 29 operating areas with 26
plant, 10 green fields, and 3000 associates. Its enjoys a business of over RS.3000 crores in India.
MISSION, VISION & VALUES

The world is changing all around us. To continue to thrive as a business over the next ten
years and beyond, we must look ahead, understand the trends and forces that will shape our
business in the future and move swiftly to prepare for what's to come. We must get ready for
tomorrow today. That's what our 2020 Vision is all about. It creates a long-term destination for
our business and provides us with a "Roadmap" for winning together with our bottler partners.

OUR MISSION

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a
company and serves as the standard against which we weigh our actions and decisions.

 To refresh the world...

 To inspire moments of optimism and happiness...

 To create value and make a difference

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 OUR VISION

Our vision serves as the framework for our Roadmap and guides every aspect of our
business by describing what we need to accomplish in order to continue achieving sustainable,
quality growth.

 People: Be a great place to work where people are inspired to be the best they can be.
 Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy
people's desires and needs.
 Partners: Nurture a winning network of customers and suppliers, together we create mutual,
enduring value.
 Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.
 Profit: Maximize long-term return to shareowners while being mindful of our overall
responsibilities.
 Productivity: Be a highly effective, lean and fast-moving organization.
OUR WINNING CULTURE
Our Winning Culture defines the attitudes and behaviors that will be required of us to
make our 2020 Vision a reality.
Live Our Values
Our values serve as a compass for our actions and describe how we behave in the world.
 Leadership: The courage to shape a better future
 Collaboration: Leverage collective genius
 Integrity: Be real
 Accountability: If it is to be, it's up to me
 Passion: Committed in heart and mind
 Diversity: As inclusive as our brands
 Quality: What we do, we do well
FOCUS ON THE MARKET
 Focus on needs of our consumers, customers and franchise partners
 Get out into the market and listen, observe and learn
 Possess a world view

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  Focus on execution in the marketplace every
PRODUCTS OF COCA COLA
 Mazza
 Diet Coke
 Fanta
 Kinley
 Limca
 Sprite
 Thumps Up

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 PRODUCT PROFILE
THE CARBONATED MARKET INTERNATIONAL BRANDS
CLASSIC:
The Coca-Cola classic is the flag ship of the company carbonated drinks. The product
was made public on May 8th 1886.

DIET COKE:
It was launched in 1982 to target the market of the light products.
CAFFEINE FREE COCA-COLA CLASSIC:

It was launched 1983 which aims at customer who want to limit their consumption of
caffeine while still drinking Coca-Cola and enjoying its taste.

CHERRY COKE:

The first cherry flavored cola were launched in 1985. The Coca-Cola Company offers
several other carbonated drinks to target different consumers. Sprite is the number 7 in US soft
drinks market launched n 1961. Fanta is the world third best selling soda and the world’s best
selling orange drink with a 31% market share of the category.

INDIAN BRANDS:
For the local market in India coke has in addition the following brands.
Coca-cola:
It is the world’s favorite drink, the world’s most valuable brand, Coca-Cola has truly
remarkable heritage. From a humble beginning in 1886, is now the flagship brand of the largest
manufacturer, marketer, and distributor of non-alcoholic baverages in the world.
Thumps-up:
Thumps-up are the leading carbonated soft drink and most rested brand in India.
Originally introduced in 1977, thumps up where acquire by the Coca-Cola company I 1993.
Thumps up are known for its strong, fizzy taste and its confident, mature and uniquely masculine
attitude. This brand clearly seeks to separate the men from the boys.
Limca:

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 Lime and lemony Limca, the drink of that can cast tangy refreshing spell on anyone,
anywhere. Born in 1997 limca has been the originally thirst choice, of millions of consumers of
over 3 decades.
Fanta:
The orange drink of the Coca-Cola company, lies seen as one of the favorite drinks since
1940’s. Fanta entered the Indian market in the year 1993.
Maaza:
Maaza was launched in 1976. Here was a drink that offered the same real taste of fruit
juices and was available throughout the year in 1993. Maaza was acquired by Coca-Cola India.
Maaza currently dominates the fruit drink.
Sprite:
Worldwide sprite is ranked as the No.4 soft drink and is sold in more than 190 countries.
In India, sprite was launched in year 1999 and today it has grown to one of fastest growing soft
drinks, leasing the clear lime category.
Diet coke:
It was launched in 1982 to target the market of the light products.
Kinley:
Packaged drinking water.
DISTRIBUTION NET WORK
1. Manufacture
2. Ware house
3. Distributor
4. Retailer
5. Consumer
MARKETING:
1. Manufacture to Customer.
2. Manufacture to retailer to Customer.
3. Manufacture to wholesaler to retailer to Customer.
4. Manufacture to agent to wholesaler to retailer to Customer.
5. Manufacture to wholesaler to Customer.

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POINT OF PURCHASE:
1. Banners
2. Racks
3. Posters
4. Hangers-road stand
5. Single-age brands

OUT DOOR ADVERTISEMENT

1. Hoarding
2. Bus shelters
3. Truck back
SPECIAL EVENTS
1. Bottle coolers
2. Visi coolers-chest coolers
3. Uniform
MANUFACTURING SOFT DRINK
MATERIAL REQUIRED:
A soft drink bottling plant requires these following raw materials:
1. Sugar
2. Essence
3. Water
4. Carbon dioxide
5. Crown cork
6. Glass Bottles
7. Plastic Crates
PROFILE OF THE SOFT DRINK
Soft drinks are thirst quenches hygienic sweetened flavor, low calorie, non alcoholic,
good taste and social status. These soft drinks when serve at cost will be the best alternate for
beer, wine, tea or coffee etc.

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 Two reasons for predominance of the soft drink industry is their easy availability and
their reasonable high degree as product and out country with more than 100 crores of population
is potentially one of the best largest consumer markets in world.
The soft drink industry in India has annual sales exceeding Rs. 900 crores and most of the
bottling companies, which are franchises in the country, have been flourishing well.
Soft drink is considered to be an non-essential product as the excise duty levied by the
government is very high and by which the bottles of a soft drink is fixed at Rs. 5 to reach
ultimate consumer.
But in India more than 40% of population is living below poverty line and as a result, the
trading activities of soft drink industry are concentrated in and around big cities and towns,
where the purchasing power of the people is comparatively high. In spite of all these reasons the
soft industry has expanded a wide network and arrangements to the product.
HISTORY OF THE SOFT DRINKS
Soft drink can trace their history back to the mineral water found in natural paring.
Bathing in natural spring has long been considered a healthy thing to do and mineral water has
said to have curative powers. Scientists discovered that gas chromium or carbondioxide was
behind the bubbles in natural mineral water.
The first marketed soft drink (non-carbonated) appeared in the 17th century. They were
made from water and lemon juices sweetened with honey. In 676, the camping the luminaries of
parries was granted a monopoly for the sale of lemonade soft drink. Vendors would carry tanks
of lemonade on their backs 2nd dispensed cups of the drink to thirsty Parisians.
In 1767 an English men created the first drinknable manmade glass of carbonated water,
Dr Joseph priestly. Three years later the Swedish chemist tuber Bergman invented a generating
apparatus that made carbonated water from chalk by the use of sulfuric acid. Bergman’s
apparatus allowed imitation mineral water tubby produced in large amounts.
In 1810 the first U.S Patent was issued for the “means of mass manufacture limitation
mineral water” to simons and Rundle of Charleston, south Carolina carbonated beverages did not
achieve great popularity in America until 1832, when John Matthew’s invented his apparatus for
the making carbonated water. John Matthew’s mass manufactured his apparatus for sale to
others.

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 The drinking of either natural or artificial mineral water was considered a healthy
practice. American pharmacists who were selling most of the mineral waters started to add
medical and other flavorful herbs to the unflavored beverages: e.g., brich bark, dandelion,
sarsaparilla and fruit extracts. The early drug-with their soda fountains became a popular part of
American culture. Consumers wanted to take the drinks home with them and the san drink
hauling industry grew from the consumer demand.
Over 1,500 U.S. patents were filed for a cork, cap or lid of pressure from the gas.
Inventors were trying to find the best way prevent the carbondioxide (bubbles) from escaping. In
1892, Willam painter, a Baltimore machine shop operator, patented the “crown cork bottle seal”.
It was the first very successful method of keeping the bubbles in the bottle.
In 1899, the first patent was issued for a glass-blowing machine for the automatic
production of the glass bottles. Earlier glass bottles had all been hand blown. Four years later the
new bottle-blowing machine was in operation. The inventor, Michae J. Owens, an employee of
Libby glass company, first operated. Within a few years, glass bottle production increased from
1500 bottles a day to 57,000 bottles a day.
Sometimes in the 1920’s the first “home packs” were invented. Ohmpas is the familiar
six-pack carrying cartons. Automatic vending machines also began to appear in the 1920’s. The
soft drink had become an American.
THE NATIONAL SCENE OF SOFT DRINK
It is the oldest of the soft drink in India. It had exited Indian market in 1977. Later it was
introduced in the market in the year 1993. The Indian soft drink industry is growing its sales at
an alarming rate, with the Coca-cola company and Pepsi foods in “THE INDIAN SOFT DRINK
INDUSTRY”. The scene of the soft the soft drink industry is:
1. The Parle’s exports pvt ltd
2. The Pepsi food pvt ltd
3. Pure drink pvt ltd
4. Bangalore soft drinks pvt ltd
5. Mc Dowell’s pvt ltd
6. Hindustan Coca-cola beverages pvt ltd

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HINDUSTAN COCA-COLA BEVERAGES PRIVATE LIMITED (HCCBPL)
ABOUT THE COMPANY
Coca-cola was the leading soft drink brand in India until 1977, when it left rather than
reveals its formula to the Government and reduces its equity stake as required under the Foreign
Regulation Act (FERA) which governed the operations of foreign companies in India. Coca-cola
re-entered the Indian market on 26th October 1993 after a gap of 16 years, with its launch in
Agra. An agreement with the Parle Group gave the Company instant ownership of the top soft
drink brands of the nation. With access to 53 of Parle’s plants and a well set bottling network, an
excellent base for rapid introduction of the company’s International brands was formed. The
Coca-Cola Company acquired soft drink brands like Thumps Up, Goldspot, Limca, Maaza,
which were floated by Parle, as these products had achieved a strong customer base and formed a
strong brand image in Indian market during the re-entry of Coca-cola in 1993. Thus these
products became a part of range of products of the Coca-Cola Company.
In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry
into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-
cola company. However, this was based on numerous commitments and stipulations which the
Company agreed to implement in due course. One such major commitment was that, the
Hindustan Coca-Cola Holdings would diverst 49% of its shareholding in favor of resident
shareholders by June 2002.
Coca-Cola is made up of 7000 local employees, 500 managers, over 60 manufacturing
locations, 27 Company Owned Bottling operations (COBO), 17 Franchisee Owned Bottling
Operations (FOBO) and a network of 29 Contract Packers that facilitate the manufacture process
of a range of products for the company. It also has a supporting distribution network consisting
of 700,000 retail outlets and 8000 distributors. Almost all goods and services required to cater to
the Indian market are made locally, with help of technology and skills within the company. The
complexity of the Indian market is reflected in the distribution fleet which includes different
modes of distribution, from 10 tonne trucks to open-bay three wheelers that can navigate through
narrow alleyways of Indian cities and trademarked tricycles and pushcarts.
“Think local, act local”, is the mantra that Coca-Cola follows, with punch lines like “Life
ho to aisi” for Urban India and “Thanda Matlab Coca-Cola” for Rural India. This resulted in a
37% growth rate in rural India visa-vie 24% growth seen in urban India. Between 2001 and

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2003, the per capita consumption of cold drinks doubled due to the launch of the new packaging
of 200ml returnable glass bottles which were made available at a price of Rs.5 per bottle. This
new market accounted for over 80% of India’s new Coca-Cola drinkers. At Coca-Cola, they have
a long standing belief that everyone who touches their business should benefit, thereby inducing
them to uphold these values, enabling the Company to achieve success, recognition and loyalty
worldwide.
MANIFESTO FOR GROWTH
VALUES
The values that the employees in the Company are expected to keep up to and work by
regularly are as follows:
 LEADERSHIP: To take an initiative and lead, motivate and drive the team with energy
and zeal, to deliver outstanding results.
 INNOVATION: To continuously strive for progress and reach the next level of
excellence in everything we do.
 PASSION: To be deeply committed and display drive and energy in the quest to deliver
outstanding performance.
 TEAMWORK: To unite for greater strength and work collectively as a group towards
the achievement of common goals.
 OWNERSHIP: To think and act like owners at all levels; to have decisions taken at the
lowest appropriate level.
 ACCOUNTABILITY: To be individually and transparently accountable to our
colleagues for delivering agreed targets and goals.
VISION FOR SUSTAINABLE GROWTH
To provide exceptional strategic leadership in the Coca-Cola India system-resulting in
consumer and customer preference and loyalty, through Coca-Cola’s commitment to them, and
in a highly profitable Coca-Cola Corporate branded beverages system.
MISSION
To create consumer products, services and communications, customer service and
bottling system strategies, processes and tools in order to create competitive advantage and
deliver superior value to;
 Consumers as a superior beverage experience.

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  Consumers as an opportunity to grow profits through the use of finished drinks
 Bottlers as an opportunity to grow profits in volumes
 Bottlers as a trademark enhancement and positive economic value added
 Suppliers as an opportunity to make reasonable profits when creating real value-added in
an environment of system-wide team work, flexible business system and continuous
improvement
 Indian society in the form of a contribution to economic and social development.
QUALITY POLICY
“To ensure customer delight, we commit to quality in our thoughts, deeds and actions by
continually improving our processes…Every time”.
PRODUCTS:
The Coca-Cola Company offers a wide range of products to the customers including
beverages, fruit juices and bottled mineral water. The Company is always looking to innovate
and come up with, either complete new products or new ways to bottle or pack the existing
drinks. The Coca-Cola Company has a wide range of products out of which the following
products are marketed by HCCBPL.

20
21
22
 REVIEW OF LITERATURE
Performance Appraisal is essential to understand and improve the employee’s
performances through HRD, performance Appraisal is the basis for HRD. It was viewed that
performance appraisal was useful to decide upon employees promotion/transfer, salary
determination and the like. But the recent developments human resources management indicates
that performance appraisal is the basis for employee development.
MEANING
Performance appraisal is method of evaluating the behaviour of the employees in the
work spot, normally including both quantitative and qualitative aspects of job performance.
Performance here refers to the degree of accomplishment of the tasks that make up an
individual’s job.
 Performance appraisal is the systematic description of an employees job relevant
strengths and weakness
 The basic purpose is to find out how well the employees is performing the job and
establish a plan of improvement
 Performance appraisal is a continuous process in every large scale organization.
PERFORMANCE APPRAISAL IN GENERAL
Performance appraisal is an important part of the system of developing a culture of
maturity and collaboration in an organization. It also provides an input for better management of
salary and reward system. Effective functioning of trust and commitment to the development of
the employee’s in an organization. Performance appraisal is a process of evaluating an
employee’s performance of a job in terms of its requirement.
NEED FOR PERFORMANCE APPRAISAL
 Provide information about the performance ranks. Decisions regarding salary fixation,
confirmation, promotion, transfer and demotion are taken based on performance in Indian
Rayon
 Provides information which helps to counsel the subordinate
 To prevent grievances and in disciplinary activities as in case of Galxo

23
  Provide information to diagnose deficiency in the employee regarding skill, knowledge,
determine training and development needs and to prescribe the means for employees
growth provides information for correcting placement.
PURPOSE/OBJECTIVES
 To create and maintain a satisfactory level of performance
 To help the superiors to have a proper understanding about their subordinates
 To guide the job changes with the help to continuous ranking
 To facilitate fair and equitable compensation based on performance
 To facilitate for testing and validating selection tests,interview techniques through
comparing their scores with performance appraisal ranks
 To provide information for making decisions regarding lay-off, retrenchment etc.
THE EVALUATION PROCESS
The process of evaluation follows a pattern which is as follows;
Establish performance standards communicate performance expectations to
employees/measure actual performance compare actual with employee performance discuss the
appraisal with employees necessary initiate corrective action.
PERFORMANCE EVALUATION METHODS
What are the methods of performance evaluation? What are their merits and demerits?
TRADITIONAL METHODS MODERN METHOD
1. Graphic rating scale 1.behavioraly anchored rating
2. Ranking method scales
3. Paired comparison method 2.Assessment center
4. Forced distribution method 3.Management by objectives
5. Check list method
6. Group appraisal
7. Confidential method

24
TRADITIONAL METHODS
 Essay /confidential report method :
A brief write up of individual performance is made.
 Ranking method :
Appriaser ranks his subordinates according to his assessment of their performance
 Grading method :
Appriasees are classified into different grades or categories.
 Factor comparison or rating :
Performance, personlaity or potential traits are divided into factors and are rated on a
scale. (5 or 7 or 11 point scales)
DESIGNING THE PERFORMANCE APPRAISAL
The process of designing an appraisal system should involve manages, employees end
HR professionals in making decision about each of following issues;
MEASUREMENT CONTENT
 Defining the rate (who should rate performance)
 Defining rate(the level of performance to be rated)
 Administrative characteristics
TYPES OF CRITERIA
Most conventional appraisal system better to make a single overall judgment of
performance on each project. There are however, six criteria by which the value of performance
for any work function may assessed.
 Quality
 Quantity
 Timelines
 Cost effectiveness
 Need for supervision
 Interpersonal impact

25
360* PERFORMANCE APPRAISAL
The appraiser may be any person who has through knowledge about the job content,
contents to be appraised, standards of contents and who observes the employee while performing
a job. The appraisers should be capable of determining what is more important and what is
relatively less important. He should prepare reports and make judgments without bias. Typical
appraisers are: supervisors, peers, subordinates, employees themselves, users of service and
consultants. Performance appraisal by all these parties is called “360 degree performance
appraisal”.
OBJECTIVES
 To provide insight to the person who is being evaluated his strengths and weaknesses.
 To collect data for making objective decisions regarding rewards and other H.R issues.
 To provide a basis for performance linked pay.
 To facilitate the following activities in organizational meetings.
 Culture building.
 Team building.
 Leadership development.
SUPERVISORS
It includes superiors of the employees, other superiors having knowledge about the work
of the employee and department head or manager. General practice is that immediate superiors
appraise the performance which in turn is reviewed by the department head / manager.
PEERS
Peer appraisal may be reliable if the work group is stable over a reasonably long period of
time and performs tasks that require interaction. However, little research has been conducted to
determine how peers establish standards for evaluating others or the overall effect of peer
appraisal on the groups attitude.
SUBORDINATES
The concept of having superiors rated by subordinates is being used in most
organizations. Today, especially in developed countries. Such a novel method can be useful in
other organizational settings too, provided the relationship between the superiors and
subordinates are cordial.

26
SELF APPRAISAL
If individual understanding the objectives they are expected to achieve and the standards
which they are to be evaluated, they are to a great extent in the best position to appraise their
own performance. Employee development means self development, who appraise their own
performance may become highly motivated.
USERS OF SERVICES / CUSTOMERS
Employee performance in service organizations relating to behaviors, promptness, speed
in doing the job and accuracy can be better judged by the customers or users of services.
CONSULTANTS
Sometimes consultants may be engaged for appraisal when employees or employers do
not trust supervisors appraisal and the management does not trust self appraisal, peers appraisal
or subordinate appraisal. In this situation, consultants are trained and they observe the employee
at work for sufficiently long time for the purpose of appraisal.
WHO TO APPRAISE?
Informal appraisals are conducted when ever the supervisor or personnel managers fell it
necessary. How ever, systematic appraisal are conducted on a regular basis, say for example,
every six monthly or annually.
METHODS OF PERFORMANCE APPRAISAL
1.Traditional methods
2. Modern methods
TRADITIONAL METHODS
1. Graphic rating method
2. Ranking method
3. Paired comparison method
4. Forced distribution method
5. Checklist method
a) Simple checklist method
b) Weighted checklist method
c) Critical incident method
6. Essay or free form appraisal

27
 7. Group appraisal
8. Confidential report
MODERN METHODS
1. Behavioral Anchored rating Scales (BARS)
2. Assessment centre
3. Human Resource Accounting
4. Management by objectives
5. Behavioral observational
6. Psychological appraisal
7. Result method
8. Productivity measures
9. Balanced scorecard
TRADITIONL METHODS
1. GRAPHIC RATING METHOD
This is the most commonly used method where two factors i.e. employee characteristics
and employee contribution is considered. These traits are evaluated on a continuous scale where
the rater places a mark scale where continuous marks.
2. GRADING METHOD
Under this method, the rater considers certain features and marks them according to a
scale. The selected features may be analytical ability, cooperativeness, and dependability.
They may be graded as
‘A’ for outstanding
‘B’ very good or average
‘C’ good
‘D’ fair
‘E’ poor
The actual performance of an employee is them compared with these grade definitions and he is
allotted the grade which best describes his performance.

28
3. PAIRED COMPARISON METHOD
In this method each employee is compared every trait with all the persons in pairs one at
a time. The number of the times each individual is compared with another is tallied. These
numbers yield the rank order of the entire group.
4. FORCED CHOICE METHOD
In this method, a large number of statements in groups are prepared. Each group consists
of four descriptive statements concerning employee behavior. Two statements are most
descriptive and two are least descriptive of each tetrad. The actual weight age of the statements
are kept secret. The appraiser asked to select one statement that mostly describes employee’s
behavior out of the two favorable statements and one statement. The items are usually mix with
positive and negative statements.
5. CHECKLIST METHOD
Under this method, of questions are presented concerning an employees behavior. Here
rater does not evaluate employee performance, he submit reports about it and the personnel
departments does the final rating.
(A). SIMPLE CHECKLIST METHOD
The checklist consists of a large number of statements concerning employee behavior.
The rater checks to indicate if the behavior of an employee is positive or negative to each
statement. Employee performance is rated on the basis of the number of positive checks. The
negative checks are not considered in this method.
(B). WEIGHTED CHECKLIST METHOD:
In this method the performance ratings of the employee are multiplied by the weights of
the coefficients are added. The cumulative coefficient is the weighted performance score of the
employee. Weighted performance score is compared with the overall assessment standards in
order to find out the overall performance of the employee.
©. CRITICAL INCIDENT METHOD:
The essence of this system is that it attempts to measure worker’s performance of ratee’s
job. These events area known as “Critical incidents”. Critical incidents are discovered after
through study of the person working on a job. The collected incidents are then ranked in order of
frequency and importance.

29
6. ESSAY OR FREE FORM APPRAISAL
Under this method, the supervisors make a free form, open-ended appraisal of an
employee when his own words and puts down his impressions about the employee. The
description is always as factual and concrete as possible.
7. GROUP APPRAISAL
Under this method, the appraisal group consists of their supervisor and three or four other
supervisors who have some knowledge of their performance rates employees. Supervisors
explains to the group the nature of his subordinate’s duties. The group then discusses the
standards of performance of that job, the actual performance of the job holders and offer
suggestion for future improvement.
8. CONFIDENRIAL REPORTS
Under this method, the superior appraises the performance of his subordinates based on
his observation, judgement and intuitions. The superior keeps his judgement and report
confidentially.
MODERN METHODS
Most traditional methods emphasize either on the task or the workers personality, while
making an appraisal. In order to bring about a balance between these two modern methods have
been developed.
BEHAVIOURALLY ANCHORED RATING SCALES (BARS)
The procedure of BARS involves five steps:
GENERAL CRITICAL INCIDENTS
Persons with knowledge of the job to be appraised and to ask describe specific incidents
of effective performance behaviour.
DEVELOP PERFORMANCE DIMENSIONS
These people then cluster the incidents into a smaller set of performance dimensions.
Each cluster is defined.
REALLOCATE INCIDENTS
Any group people, who also know about the job, then reallocate the original critical
incidents. They are given the cluster definitions and critical incjdents and asked to redesign each
incident to the dimension it best describes. Typically a critical incident is remained if some

30
percentage (usually 50% to 80% )if this group assigns it to the same cluster as the previous
group.
SCALE OF INCIDENTS
This second group is generally asked to rate (7 to 9 point scales are typical) the behaviour
described in the performance on the appropriate dimension.
1. DEVELOP FINAL INSTRUMENT
The sub set of incidents (usually 6 or 7 per cluster ) is used as “ behavior anchors” for the
performance dimensions.
2. ASSESSMENT CENTRE
It is a system or organization, where assessment of several individuals is done by various
experts by using various techniques.
3. HUMAN RESOURCE ACCOUNTING
It deals with cost of and contribution of human resources to the organization. Cost of the
employee includes cost of manpower planning, recruitment, selection, induction, placement,
training, development, wages and benefits etc. Employee contribution is the money value of
employee service which can measure by labour productivity or value added by human resources.
4. MANAGEMENT BY OBJECTIVES
This method has been evolved by peter drunker. MBO seeks to minimize external
controls and maximize and the subordinate and increasing the subordinates own control of his
work. It strongly reinforces the importance of allowing the subordinate to participate actively in
the decision that him directly.
MBO can be described as “a process whereby the superior and subordinate manager of an
organization jointly identifies in terms of results expected of him and use these measures as
guides for operating the unit and assessing the contributions of each of its members”.
5. BEHAVIOUR OBSERVATION SCALES
In this method, the appraisers measures how frequently each of the behaviour has been
observed. Appraisers plays the role of observer rather than a judge and provides the feedback to
the appraise continuously.
6. PSYCHOLOGICAL APPRAISAL
Psychological appraisal are conducted to assess the employees potential it consists of in
depth interviews, psychological tests, consultations and discussions with the employee. The

31
psychological appraisal results are useful for the decision-making about employee placement,
career planning and development and training and development.
7. RESULT METHOD
Organizations of the contemporary periods evaluate employee performance based on
accomplishments. They achieve rather than based on the behavioural factors or traits. Employee
accomplishments includes sales, turn over, number of units produced, number of customers
served etc.
8. PRODUCTIVITY MEASURES
Under this method, productivity measures of performance appraisal, employee are
appraised based on the ratio of output they turned out to the they used. Example, sales to
employee salary and benefits, number of clients served per day etc.
9.THE BALANCED SCRECARD
It was developed by Robert Kaplan and David Norton. It brings the linkage among
financial, customer, processes and learning. Learning and people management contribute to the
enhancement of internal processes, internal processes (product development, services
development etc) are critical for enhancing customer satisfaction and loyalty.
USES OF PERFORMANCE APPRAISAL
The use of performance appraisal is that it enables the management to make effective
decision and / or correct modify their earlier decisions relating to the following
Organizational planning based on potentialities of its human resources.
Human Resources planning based on weakness, strengths and potentialities of human resources.
 Organizational effectiveness through performance improvement.
 Fixation and re- fixation of salary, allowances, incentives and benefits
 Career planning and development and movement of employees
 Original placement or placement adjustment decisions
 Identifying training and development needs and to evaluate effectiveness of training and
development programmes.

32
 RESEARCH METHODILOGY
This chapter deals with the title of the study, the need of the study i.e., for what purpose
the study is actually carried out, the scope of the study, the objective of the study, the various
sources of data collection, the study instruments used for conducting survey like questionnaire,
interview etc, the way the data is analyzed, the presentation of the study and finally the limitation
involved in the study.
RESEARCH DESIGN: DESCRIPTIVE STUDY
“A research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to the research purpose with economy in procedure.”
RESEARCH INSTRUMENT
Making researchers have a choice of two main research instruments in collecting primary
data. They are questionnaire and mechanical devices. Here the research instrument used in a
structure questionnaire, which is carefully and well, designed. It includes both open and ended
questions. The Questionnaire is personally administered to the respondents and clarifies the
doubts if any, and the responses were solicited.
POPULATION
In statistical uses the term population is any finite or infinite collection of individuals.
The population of the study is associates of the technical department of the company.
Population size: Population size constitutes 300 associates
Sample size : Sample size is 100
Sample unit : A sample unit is technical department
Sources of data collection: Data for the present study is collected through primary data and
secondary data.
Primary data: The primary data collected through Questionnaires and interacting with the
associates.
Secondary data: For the study on performance appraisal system. The secondary sources used
are various textbooks on performance appraisal, company reports, company policies, brochures
and various websites.

33
 NEED FOR THE STUDY
The present study like performance appraisal has been carried out to the employee
perception and satisfaction with regard to performance appraisal system in COCA-COLA.
The role of performance appraisal is greatly felt in any organization. The study is under
taken to know the satisfaction level and to suggest ways and means to improve the moral of
employees which ultimate strengthen to the organization.

34
 SCOPE OF THE STUDY

This study focuses on the employee satisfaction with regard to performance appraisal
system. Employees working in different departments like HR, Finance and soft ware are covered
under this study. The focus on the employee satisfaction with regard to performance appraisal
system. The working in different departments like QUALITY CONTROL, MAINTINANCE,
PRODUCTION, SHIPPING departments.

35
 OBJECTIVES OF THE STUDY

1. To assess the effectiveness of performance appraisal system at coco-coal.

2. To know the satisfaction of the employees regarding their present appraisal system

3. To know the satisfaction of employees towards the performance appraisal conducted by

coca-cola.
4. To know the satisfaction of employees on company policies and procedures and
recognition from the management for their service.
5. To know whether the organization consider any behavior dimensions in performance
appraisal.

36
 LIMITATIONS OF THE STUDY

1. The time limit provide to do the project is less than which is required so it made things
difficult to gather all the information and to meet all the employee in the given time.
2. The employees were reluctant to express their views frankly.
3. Some of the questionnaires were not completely filled.
4. The Questionnaire was administered through contacts with respondents.
5. During sampling employees faced so many problems to justify the concept.
6. Employees may fill the questionnaires wrongly due to the cause of busy with their work
at coca-cola.

37
 DATA ANALYSIS
TYPE OF APPRAISAL SYSTEM IN COMPANY IS USING

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Modern 78 78

Traditional 22 22

Total 100 100

SOURCE: PRIMARY DATA

PIE CHART

No of respondents

Modern
Traditional

INFERENCE
From the above table 78% of respondents said that organization is using modern method
of appraisal system, remaining 22% respondents said that traditional method is using in the
organization.

38
 OPINION ON CONSUMING TIME IN APPRAISAL SYSTEM.

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 10 10
Agree 40 40
Undecided 20 20
Dis agree 16 16
Strongly disagree 14 14
Total 100 100
SOURCE PRIMARY DATA

GRAPH

120
100
80
60
40
No of Respondents
20
% of Respondents
0

INFERENCE
From the above table 10% of respondents said that performance appraisal system is time
taking process, followed by 40% are having same opinion on appraisal system. Finally 16% said
that this process is not time taking process

39
 SATISFACTION ON CURRENT APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 11 11
Agree 21 21
Undecided 22 22
Dis agree 35 35
Strongly disagree 11 11
Total 100 100
SOURCE: PRIMARY DATA

GRAPH

120
100
80
60
40 No of respondents
20 % of respondents
0

INFERENCE
From the above table 11% respondents strongly agree with satisfaction of present
appraisal system, similarly 21% agree 22% dis-agree and remaining 11% strongly dis- agree on
the current system.

40
SUPPORT OF EMPLOYEES TO APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Yes 56 56

No 44 44

Total 100 100

SOURCE: PRIMARY DATA
PIE CHART

No of respondents

Yes
No

INFERENCE
From the above table 56% respondents said that they are supporting to present appraisal
system and 44% respondents said that they are not supporting to the present system

41
OPINION ON AIM OF PRESENT PERFORMANCE APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 17 17
Agree 23 23
Undecided 13 13
Disgree 25 25
Strongly
disagree 22 22
Total 100 100
SOURCE: PRIMARY DATA

GRAPH

120
100
80
60
40 No of
respondents
20
% of
0 respondents

INFERENCE
From the above table 17% of respondents are strongly agree that performance appraisal
system aims that strengthening relationship between superior and subordinates of this
organization, in the same way 23% agree, 13% undecided and remaining are 22% are strongly
dis agree.
42
 OPINION ON FEED BACK

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Yes 64 64
No 36 36
Total 100 100
SOURCE: PRIMARY DATA

PIE CHART

No of respondents

Yes
No

INFERENCE
From the above table 64% respondents said that they get feedback from their superiors
about their performance and 36% of respondents said that they did not get feedback from their
superiors

43
BELIEVING ON RELATIONSHIP BETWEEN PERFORMANCE
APPRAISAL SYSTEM AND MANAGEMENT GOALS.

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 15 15
Agree 16 16
Undecided 29 29
Dis agree 23 23
Strongly dis
agree 17 17
Total 100 100
SOURCE: PRIMARY DATA
GRAPH

120
100
80
60
40
No of respondents
20
% of respondents
0

INFERENCE
From the above table 15% of respondents are strongly agree that performance appraisal
system Should communicate management goals, in the same way 16% agree, 29% undecided
and remaining are 2s% are strongly dis-agree.

44
OPINION ON RELATIONSHIP BETWEEN RESPONSIBILITIES AND
JOB DESCRIPTION

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 21 21
Agree 18 18
undecided 10 10
Dis agree 38 38
Strongly
disagree 13 13
Total 100 100
SOURCE: PRIMARY DATA
GRAPH
120
100
80
60
40 No of respondents
20 % of respondents
0

INFERENCE
From the above table 21% of respondents are strongly agree that duties and
responsibilities should match job description , in the same way 18% agree, 10% undecided and
remaining are 38% are dis-agree.

45
OPINION ON PERFORMANCE APPRAISAL SYSTEM AIMS
CONTINUOUS IMPROVEMENT

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 24 24
Agree 26 26
Undecided 10 10
Disagree 14 14
Strongly dis
agree 26 26
Total 100 100
SOURCE: PRIMARY DATA

GRAPH
120

100

80

60

40 No of respondents
% of respondents
20

INFERENCE
From the above table 24% of respondents are strongly agree that performance appraisal
system Should get continuous improvement of employees performance , in the same way 26%
agree, 10% undecided and remaining are 26% are strongly dis agree.

46
SUPERIOR RECOMMENDS FOR TRAINING BASED ON
PERFORMANCE
NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Yes 56 56

No 44 44

Total 100 100

SOURCE: PRIMARY DATA

PIE CHART

No of respondents

Yes
No

INFERENCE
From the above table 56% respondents said that they recommended by superiors with
their performance for training and 44% of respondents said that they did not recommended for
training by their superiors

47
OPINION ON TIME HAS BEEN DEVOTED FOR DISCUSSION ON
PERFORMANCE APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Strongly agree 20 20

Agree 30 30

Undecided 16 16

Disagree 14 14
Strongly
disagree 20 20

Total 100 100

SOURCE: PRIMARY DATA

GRAPH

120

100

80

60

40 No of respondents
20 % of respondents

INFERENCE
From the above table 20% of respondents are strongly agree that performance appraisal
system Should be evaluated by time taking , in the same way 30% agree, 16% undecided and
remaining are 20% are strongly dis agree.

48
PERFORMANCE APPRAISAL SYSTEM CREATES BIAS AMONG
EMPLOYEES

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 24 24
Agree 36 36
Undecided 20 20
Dis agree 10 10
Strongly
disgree 10 10
Total 100 100
SOURCE: PRIMARY DATA
GRAPH

120

100

80

60

40 No of respondents
% of respondents
20

INFERENCE
From the above table 24% of respondents are strongly agree that performance appraisal
system Should creates bias , in the same way 36% agree, 20% undecided and remaining are 10%
are strongly dis agree.

49
NEED OF TRAINING FOR APPRAISER IN APPRAISAL SYSTEM
NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 43 43
Agree 18 18
undecided 16 16
Dis agree 12 12
strongly
disgree 11 11
Total 100 100
SOURCE:
PRIMARY DATA

GRAPH

120

100

80

60

40 No of respondents
% of respondents
20

INFERENCE
From the above table 43% of respondents are strongly agree that performance appraisal
system needs trained personals , in the same way 18% agree, 16% undecided and remaining are
11% are strongly dis agree.

50
BELIEVEING ON APPRAISAL SYSTEM SHOULD HAVE ETHICAL
VALUES

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Strongly agree 18 18

Agree 42 42

Undecided 18 18

Dis agree 12 12
Strongly dis
agree 10 10

Total 100 100

SOURCE: PRIMARY DATA

GRAPH

120
100
80
60
40
No of respondents
20
% of respondents
0

INFERENCE
From the above table 18% of respondents are strongly agree that performance appraisal
system has ethical values, in the same way 42% agree, 18% undecided and remaining are 10%
are strongly disagree.

51
ORGANIZATION NEEDS APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 24 24
Agree 36 36
Undecided 16 16
Dis agree 12 12
Strongly dis
agree 12 12
Total 100 100
SOURCE: PRIMARY DATA

120
100
80
60
40
20 No of respondents
0 % of respondents

INFERENCE
From the above table 24% of respondents are strongly agree that performance appraisal
system has to implement in every organization, in the same way 36% agree, 16% undecided and
remaining are 12% are strongly dis agree.

52
ACCEPTANCE OF SALARY BASED ON APPRAISAL SYSTEM

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 24 24
Agree 32 32
Undecided 20 20
Dis agree 14 14
Strongly dis
agree 10 10
Total 100 100
SOURCE: PRIMARY DATA

GRAPH
120

100

80

60

40 No of respondents

20 % of respondents

INFERENCE
From the above table 24% of respondents are strongly agree that performance appraisal
system has to be used as base for salary implementation, in the same way 32% agree, 20%
undecided and remaining are 10% are strongly dis agree.

53
APPRAISAL SYSTEM PROVIDES EQUAL JOB OPPORTUNITIES

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 16 16
Agree 28 28
Undecided 20 20
Dis agree 19 19
Strongly
disagree 17 17
Total 100 100

SOURCE: PRIMARY DATA

GRAPH

120
100
80
60
40
No of respondents
20
% of respondents
0

INFERENCE
From the above table 16% of respondents are strongly agree that performance appraisal
system should provide equal employment opportunities. In the same way 28% agree, 20%
undecided and remaining are 17% are strongly dis agree.

54
APPRAISAL SYSTEM HELPS TO DECIDE HIGH SALARY

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 28 28
Agree 24 24
Undecided 21 21
Disagree 14 14
Strongly
disagree 13 13
Total 100 100
SOURCE: PRIMARY DATA
GRAPH

120
100
80
60
40
No of respondents
20
% of respondents
0

INFERENCE
From the above table 28% of respondents are strongly agree that performance appraisal
system should provide base for deciding salary. In the same way 24% agree, 21% undecided and
remaining are 13% are strongly dis agree.

55
APPRAISAL SYSTEM HELPS TO DEFINE JOB DESIGN ERRORS

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS

Yes 44 44

No 56 56

Total 100 100

SOURCE: PRIMARY DATA

PIE CHART

No of respondents

Yes
No

INFERENCE
From the above table 44% respondents said that appraisal system helps to define job
design errors and 44% of respondents said that they did not help to define job design errors

56
 APPRAISAL SYSTEM SHOULD PROVIDE INFORMATION TO SERVE
PURPOSE

NO OF % OF
RESPONSES RESPONDENTS RESPONDENTS
Strongly agree 20 20
Agree 30 30
Undecided 18 18
Dis agree 22 22
Strongly
disagree 10 10
Total 100 100
SOURCE: PRIMARY DATA

GRAPH

120
100
80
60
40
20 No of respondents
0 % of respondents

INFERENCE
From the above table 20% of respondents are strongly agree that performance appraisal
system should serve the purpose, In the same way 30% agree, 18% undecided and remaining are
10% are strongly dis agree.

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 FINDINGS

1. 78% of the respondents are state that modern performance appraisal system techniques
are used in their organization and the remaining 22 % of respondents state that traditional
performance appraisal techniques are used in their organization.
2. Most of the respondents are undecided that the performance appraisal system is a time
consuming process.
3. Majority of the respondents are opined that they will disagree with the present
performance appraisal system in the organization.
4. 56% of the respondents will support their superiors in performance appraisal system, and
the remaining 44% of the respondents are does not support.
5. Most of the respondents are disagree with the performance appraisal system.
6. 64% of the respondents are opined that they get feedback from their boss about their
performance, and the remaining 46% of the respondents opined that they do not get
feedback from their boss.
7. Majority of the respondents state that they will disagree with performance appraisal
system will communicate the management goals.

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 SUGGESTIONS

1. I may suggest that the company is effectively implemented performance appraisal system
it will be beneficial to the company.
2. I may suggest that if the company increased the services to employees so that the
satisfaction level of employees should be increased.
3. I may suggest that the company used performance appraisal system efficiently then it
creates the strengthening of superior subordinate relationship.
4. I may suggest that the company performance review discussions should be taken
seriously and sufficient time has been devoted.
5. I may suggest that the superiors should recommend the training programmes based on
their performance in order to improve their skills.
6. Management must create a challenging work or new assignment or opportunity to
develop the innovative idea of employee.

7. The performance review discussion should be practiced well to encourage the open
communication between both the appraisers and appraise.

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 CONCLUSION
According to my point of view performance appraisal system is very important to the
every organization. Because, if we want to improve the employees performance and working
capabilities. If the employees are not satisfied with their performance appraisal, then
organization gives to motivate employees like promotions, transfers, awards, rewards, fringe
benefits etc. So employees are to do work efficiently and effectively. Every organization easily
reaches organizational goals.

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 QUESTIONNAIRE

EMPLOYEE NAME: DESIGNATION:

EXPERIENCE : DEPARTMENT:

1. What type of appraisal do you prefer? ( )

a. 360 degree method b. checklist method c. Rating scales d. Easy method

2. Who analyzed the performance appraisal system in the department? ( )

a. superior b. subordinate c. self d. others

3. Does the organization follow any behavior dimensions while appraising employee
performance ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

4. Do you think performance appraisal system helps you to develop your skills? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

5. Are the employees informed about the performance appraisal test? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

6. Do you experience co-operations from all levels of management to achieve your standards?

a. Strongly agree b. Agree c. Disagree d. strongly disagree ( )

7. Is an organization helpful in improving performance & generating new ideas? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

8. Do you receive feed back after appraisal process? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

9. Do you face any problems during appraisal process? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

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10. Do you satisfy the level of the current appraisal process? ( )

a. Strongly satisfaction b. Satisfaction c. Dissatisfaction d. strongly dissatisfaction

11. Are your services rendered towards the organization being recognized by the
management? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

12. How you feel about the company’s employee policies & procedures? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

13. Are you feeling any kind of monitory frustration by doing the job? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

14. What is your opinion about co-operation of the management with the employees?

a. Strongly agree b. Agree c. Disagree d. strongly disagree ( )

15. Is there any union involvement during appraisal process? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

16. Do you feel appraisal system is on adequate information? ( )

a. Strongly agree b. Agree c. Disagree d. strongly disagree

17. Do you agree the monitory & non-monitory rewards are used to motivate employees?

a. Strongly agree b. Agree c. Disagree d. strongly disagree ( )

18. Do you agree the appraisal system helps you in exploring strengths & weakness?

a. Strongly agree b. Agree c. Disagree d. strongly disagree ( )

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 BIBLIOGRAPHY

Author Name Book Title Publication & Edition

P.Subba Rao Personal & Human Himalaya Publishing House

Resource Management Pvt.Ltd., Millenium Edition

K.Aswathatppa Human Resource & Tata Mc Graw Hill

Personal Management Publications – V Edition

CR.Kothari Research Methodology New age International

Pvt.Ltd., - II Edition

CB.Mamoria Personal Management Himalaya Publishing House

S.V.Gankar Text & Cases Pvt.Ltd.,

David A.Decenzo Personal /Human Resource Prehtice-Hall India III-

Stephen P.Robbins Management Edition

Websites:
 www.cocacola.com
 www.google .com

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