A PROJECT REPORT ON

“A STUDY ON EFFECT OF PERFORMANCE APPRAISAL AT

AIRTEL”

Submitted by:
GANNAGANI KAVYA
HT. No. 1289-17-684-005

Under the guidance of:

Mr.Lenin Kumar

Project submitted in partial fulfillment for the award of the degree of

“BACHELOR OF BUSINESS ADMINISTRATION”

By

DEPARTMENT OF BUSINESS MANAGEMENT

ETHAMES DEGREE COLLEGE

(AFFILIATED TO OSMANIA UNIVERSITY – HYDERABAD

(2017– 2020)
 DECLARATION

I hereby declare that this project Report titled “A STUDY ON EFFECT

OF PERFORMANCE APPRAISAL AT AIRTEL” submitted by me to the

Department of Business Management, ETHAMES DEGREE COLLEGE, is a

bonafide work undertaken by me and it is not submitted to any other University or

institution for the award of any degree/diploma/ certificate or published any time

before.

PLACE :

DATE :

GANNAGANI KAVYA
HT. NO:-1289-17-684-005
 LIST OF TABLES

S.NO LIST OF TABLES PAGE NO.

1 Do you think Performance appraisal is needed in 41
a company?

2 Performance appraisal rating is used for 42

3 What are the factors taken into consideration while 43

appraising an individual?

4 Which method of performance appraisal is 44

implemented in the organization?

5 Do you receive any increment in your salary after 45

performance Appraisal?

6 Do you have any written policy regarding the 46

performance appraisal of employees?

7 Have you aware of the method adopted for 47

performance appraisal in this company?

8 Frequency at which merit rating/Performance 48

appraisal is conducted?
9 Is any post-appraisal interview is conducted? 49

10 Is there any action taken against the poor 50

performance?

11 Is any employee is awarded with their better 51

performance?

12 Do you know the appraisers? 52

13 Does performance appraisal have any impact on 53
the performance of the employees?
14 Are you satisfied with this system? 54

15 Is this system is ncessary for the organisaion? 55

16 whether it has any negative imapact? 56

17 Whether it has any positive impact? 57

18 Do you think that a good workmen gets motivated 58

with frequent Performance appraisal is conduced?

19 Is it expensive and time consuming? 59

20 Do you think Performance appraisal will promote 60

you?
 LIST OF FIGURES

S.NO LIST OF FIGURES PAGE NO.

1 Do you think Performance appraisal is needed in 41
a company?

2 Performance appraisal rating is used for 42

3 What are the factors taken into consideration while 43

appraising an individual?

4 Which method of performance appraisal is 44

implemented in the organization?

5 Do you receive any increment in your salary after 45

performance Appraisal?

6 Do you have any written policy regarding the 46

performance appraisal of employees?

7 Have you aware of the method adopted for 47

performance appraisal in this company?

8 Frequency at which merit rating/Performance 48

appraisal is conducted?
9 Is any post-appraisal interview is conducted? 49

10 Is there any action taken against the poor 50

performance?

11 Is any employee is awarded with 51

their better performance?

12 Do you know the appraisers? 52

13 Does performance appraisal have any impact on 53
the performance of the employees?
14 Are you satisfied with this system? 54

15 Is this system is ncessary for the organisaion? 55

16 whether it has any negative imapact? 56

17 Whether it has any positive impact? 57

18 Do you think that a good workmen gets motivated 58

with frequent Performance appraisal is conduced?

19 Is it expensive and time consuming? 59

20 Do you think Performance appraisal will promote 60

you
 INDEX

S. No: CONTENTS PAGE NO.

CHAPTER-1 11-14

• INTRODUCTION
Scope of the Study
Objectives of the Study
Methodology of the Study
Limitations of the Study
CHAPTER-2 16-25
• REVIEW OF LITERATURE

CHAPTER-3 26-39
• INDUSTRY PROFILE &
• COMPANY PROFILE

CHAPTER-4 40-60
• DATA ANALYSIS AND INTERPRETATION
CHAPTER-5
• FINDINGS 61-71

• SUGGESTIONS

• CONCLUSION

• BIBLIOGRAPHY

• QUESTIONNAIRE
 ABSTRACT

Performance appraisals, also known as performance evaluations, performance

reviews, or employee appraisals, refer to whatever method is used by a manager,
supervisor, or owner of a business to evaluate the employees that business.
Performance appraisals are considered to be an essential aspect of career
development and typically occur at regular times throughout the year, or on an
annual basis, as determined by the employer.

Usually, performance appraisals are performed using some type of

objective measure (although the measures themselves may still be dictated using
subjective means within an objective, standardized format) and are designed,
theoretically, to assess an individual employee's productivity and job performance.
In addition to the employee's productivity at their specific job, they are also
typically reviewed in relation to their ability to operate as a team, fit into the
organizational culture, assess their own strengths and weaknesses, establish
expectations for job performance in the future, and identify future potential within
the business. When possible, there are several types of reviews that may be
considered in determining a performance appraisal: judgmental evaluations that
use varying levels of subjective assessment, personnel issues (as typically
identified by Human Resources or direct supervisors), peer reviews, objective
production (such as the number of cars sold.)

Ideally, the performance appraisal is not the only time during the year that
managers and employees communicate about the employee’s contributions. More
frequent conversations help keep everyone on the same page, develop stronger
relationships between employees and managers, and make annual reviews less
stressful. They can be conducted at any given time but tend to be annual, semi-
annual or quarterly.
 ACKNOWLEDGEMENT

I would like to express my heart full thanks to my supervisor Mr.Lenin Kumar for her

guidance throughout my project work.

I am very thankful to the entire team of BHARTI AIRTEL Pvt.Ltd . For their co-

operation, and specially my thanks to Mr.M.Raghavendar (Manager) for their co-operation

this project would not have been possible.

I am also thank full to Dr. ANUPAMA GADIRAJU, Principal of ETHAMES

DEGREE COLLEGE and all the faculty members who have directly or indirectly helped me

in preparation of this project report.

I take this opportunity to thank all those who have been of help to me in the completion

of this project. Finally I thank to my friends for their continuous support and help in the

completion of my project.

(GANNAGANI KAVYA)
 CHAPTER 1
INTRODUCTION
 Introduction

A performance appraisal is a regular review of an employee's job performance and

overall contribution to a company. Also known as an "annual review,"
"performance review or evaluation," or "employee appraisal," a performance
appraisal evaluates an employee’s skills, achievements and growth, or lack thereof.
Companies use performance appraisals to give employees big-picture feedback on
their work and to justify pay increases and bonuses, as well as termination
decisions. They can be conducted at any given time but tend to be annual, semi-
annual or quarterly.

A performance appraisal is a systematic, general and periodic process that assesses

an individual employee's job performance and productivity in relation to certain
pre-established criteria and organizational objectives. Other aspects of individual
employees are considered as well, such as organizational citizenship behavior,
accomplishments, potential for future improvement, strengths and weaknesses, etc.

To collect PA data, there are three main methods: objective production, personnel,
and judgmental evaluation. Judgmental evaluations are the most commonly used
with a large variety of evaluation methods.Historically, PA has been conducted
annually (long-cycle appraisals); however, many companies are moving towards
shorter cycles (every six months, every quarter), and some have been moving into
short-cycle (weekly, bi-weekly) PA.The interview could function as "providing
feedback to employees, counseling and developing employees, and conveying and
discussing compensation, job status, or disciplinary decisions". PA is often
included in performance management systems. PA helps the subordinate answer
two key questions: first, "What are your expectations of me?" second, "How am I
doing to meet your expectations?"

Performance management systems are employed "to manage and align" all of an
organization's resources in order to achieve highest possible performance. "How
performance is managed in an organization determines to a large extent the success
or failure of the organization. Therefore, improving PA for everyone should be
among the highest priorities of contemporary organizations".

Some applications of PA are compensation, performance improvement,

promotions, termination, test validation, and more. While there are many potential
benefits of PA, there are also some potential drawbacks. For example, PA can help
facilitate management-employee communication; however, PA may result in legal
issues if not executed appropriately, as many employees tend to be unsatisfied with
the PA process. PAs created in and determined as useful in the United States are
not necessarily able to be transferable cross-culturally.

NEED FOR THE STUDY

Traditional methods of performance appraisals such as annual performance
reviews suffer from major limitations since they focus more on measuring past
performance rather than improving future work. But on the contrary modern
performance appraisal methods helps:

• Define goals clearly

• Provide real-time feedback
• Enhance employee performance
• Spot training and development needs
• Offer insights on counter-productive tasks
• Improve employee engagement and retention
• Align individual performance with business goals
• Transform the workforce into a strategic advantage
Objectives

• To develop my understanding of the subject.

• To exercise social control and predict changes in behavior.
• To study the effectiveness of the execution of performance appraisal system
in Bharat Airtel.
• To assess the employee satisfaction towards performance appraisal.
• To contribute to the management in taking effective decision with reference
to appraisal system.

Scope
The scope of performance management and appraisal should include the following:

• Provide employees with a better understanding of their role and

responsibilities.
• Increase confidence through recognizing strengths while identifying training
needs to improve weaknesses.
• Improve working relationships and communication between supervisors and
subordinates.
• Increase commitment to organizational goals; develop employees into future
supervisors.
• Assist in personnel decisions such as promotions or allocating rewards.
• Allow time for self-reflection, self-appraisal and personal goal setting.
 LIMITATIONS

• One of the major limitations of this study is that,apart from administering

questionannaire management did not allow me to talk with the workers in
person.
• The sample size is small when compared to the universe.
• As the period is limited for 45 days the data collected is very limited.
• Workers may not give accurate answers to the questionnaire,they may give
neutral answers to the questions.

DATA MANAGEMENT

The research methodology is a systematic way to solve the problem and it is an

important component of the study without which researcher may not be able to
obtain the facts and figures from the employees.

SOURCE OF DATA-The study is based on primary as well as secondary

data collected from different sources:

A). Primary Data: The primary data is collected with the help of
questionnaires, which consists of twenty questions each. The questionnaires are
chosen because of its simplicity and liability. Researcher can expect straight
answers to the questions. The respondents are informed about the significant of the
study and requested to give their fair opinions.

B). Secondary Data: Secondary data is collected through the documents

provided by the personnel department of Bharat Airtel.The documents include
personnel manuals, books, reports, journal, etc. "
 SAMPLING PROCESS
A.) Sample Unit: The executives and employed at Bharat Airtel Hyderabad
constitute universe' of the present study. A part of it is taken as sample unit for the
resent study. It includes JGMS, AGMS, manager and other employees of Airtel
Hyderabad

B.) Sample Size: The sample size consists of 100 respondents employed in
Airtel Hyderabad. Of these 30 are executives, 20 are senior executives and the
remaining 50 are employees.

PERIOD OF THE STUDY:-Since so many years Airtel Hyderabad has been

following the same procedure of appraisals for their executives and employees and
for the study of my project last one-year data has collected on performance
appraisals. It took 45days
 CHAPTER 2
REVIEW OF LITERATURE
 Literature review:

T. R. Manoharan (2002) has written In this article authors have discussed that they
have noticed that in many organizations appraisal systems are: (a) not relevant to
organizational objectives, (b) subject to personal bias, and (c) are often influenced
more heavily by personality than by performance. To eliminate these negative
things there is a attempt with a computer based tool called Data Envelopment
Analysis (DEA) which is used in the working place to evaluate the performance of
employees. Sample size is 23 employees. A DEA study provides the following
four properties (Paradi, Smith & Schaffnit-Chatterjee 2002).

A piecewise linear empirical envelopment surface to represent the best practice

frontier, consisting of units which exhibit the highest attainable outputs in relation
to all other DMU’s in the population, for their given level of inputs

An efficiency metric to represent the maximal performance measure for each

DMU(Decision Making Units) measured by its distance to the frontier

Specific targets or efficient projections onto the frontier for each inefficient DMU

An efficient reference set or peer group for each DMU defined by the efficient
units closest to the DMU

Here regression analysis is used and correlation has been checked in between these
factors of DEA data set: Job knowledge, customer relation, work habit,
interpersonal relations, quality and quantity. Through this analysis they have
measured the efficiency and productivity of each employee.

Rafikul Islam(July 8-10, 2005) has discussed In this article scholars have discussed
that to evaluate the performance of organization that it is meeting its goals or not, it
is important to evaluate the performance of employees of the organization and for
this evaluation effective performance appraisal system should be maintained. They
have mentioned two main objectives of this study first is to give rewards to those
employees who have performed good in achieving organizational goals and second
is to identify those objectives which are not met and make an action plan to ensure
that they will achieved in future. In this paper AHP (analytic hierarchy process) to
evaluate employee performance. The criteria is used for appraisal is:
quantity/quality of the work, planning/organization, initiative/commitment,
teamwork/cooperation, communication and

external factors. Their sample size is 294 employees. There are many advantages
of using AHP i.e AHP can compare two decision elements at a time, it is easy and
simple to use, it can easily accommodate multiple decision makers to solve any
specific problem.

AHP can easily accommodate multiple decision makers to solve a particular

problem

AHP compares two decision elements (criteria/alternatives) at a time.

AHP is simple and easy to apply.

Graeme Redshaw (2008) has written in this article is about to improve the
performance appraisal system of nurses in organization. Author distributed
questionnaire to 8 nurses to know about the performance appraisal system of the
organization. 7 nurses were nervous before the appraisal and 1 was confident after
the appraisal all nurses were agreed with the outcomes of appraisal. If the
successful appraisal system is established so there will be clear aims and
objectives, and will be able to implement fairly. Proper training will be provided to
the managers to appraise the staff correctly.

Diane Shaffer(May 11, 2009) has written in his article writer has discussed that
motivation and performance appraisal are interrelated. Motivation is dependent on
performance management. Employees who are motivated and happy with their
jobs want to stay connected with the company for a long time. Many organizations
have not implemented correct performance appraisal system to evaluate the
performance of employees. Author has discussed here that they should implement
a successful appraisal method/system and also give reward to employees who
perform good in the organization. Through this practice employee become
motivated towards their jobs and improve their performance and performance of
organization as a whole will also improve.

Almuth McDowall (2009)has discussed in his article that due to the high level of
competition training and development has become very important. While selection
of activities including coaching, 360 degree appraisal and development centers
(DCs) are become linked to development. In this article 360 degree appraisal has
been discussed that it is very important to give the feedback to the employees
about their performances. Positive feedback motivates the employees and they
become more willing to work for further development programs. They compare the
processes incorporating a range of significant factors and highlight several
important implications that arise for any aim to meet organizations.

Donald L. Caruth (2009)has discussed that the purpose of this paper is to

demonstrate the need for and propose a more aligned and integrated standard for
performance evaluation to enhance effective strategic control. The paper reviews
the various issues creating discontent with the performance appraisal systems
within many organizations and demonstrates how these problems inhibit successful
strategic control. It attempts to cogently incorporate the performance appraisal
characteristics needed for the exercise to function as a critical organizational
control metric and a useful feedback mechanism for strategic management of the
firm. The paper finds that, whereas performance evaluation has received
reasonably robust examination in the human resources literature, explicit guidance
toward the integration with strategic control is inadequate. Without consistent
alignment between these functions, however, performance appraisal becomes an
exercise in futility instead of a vital control measurement, often resulting in not
only personnel dissatisfaction, but also, more importantly, an impediment to
systematic strategy implementation.

H.C. Shiva Prasad(2010) in this research paper authers have done work to dheck
the performance of indian software professionals (SPs) Data were collected from
441 software and senior software engineers from eight Indian software firms. The
team leaders assessed the performance of software and senior software engineers
on 16 items. The exploratory and confirmatory factor analyses of scores on 16
items of the instrument suggest six dimensions of performance. They are work-
efficiency, personal resourcefulness, inter- and intra-personal sensitivity,
productivity orientation, timeliness, and business intelligence. The dimensions
have reliability and high convergent validity. SPs having more years of experience,
higher need for achievement, and higher need for social power are high
performers. Human resource managers can evaluate the performance of SPs
holistically on six dimensions for training, reward administration, job rotation, and
promotion decisions.
 THEORITICAL FRAMEWORK
Numerous methods have been devised to measure the quantity and quality of
performance appraisals. Each of the methods is effective for some purposes for
some organizations only. None should be dismissed or accepted as appropriate
except as they relate to the particular needs of the organization or an employee.

Broadly all methods of appraisals can be divided into two different categories.

• Traditional Methods

• Modern Methods

Traditional Methods
1. Rating Scales: Rating scales consists of several numerical scales
representing job related performance criterions such as dependability, initiative,
output, attendance, attitude etc. Each scales ranges from excellent to poor. The
total numerical scores are computed and final conclusions are derived. Advantages
– Adaptability, easy to use, low cost, every type of job can be evaluated, large
number of employees covered, no formal training required. Disadvantages –
Rater’s biases

2. Checklist: Under this method, checklist of statements of traits of employee

in the form of Yes or No based questions is prepared. Here the rater only does the
reporting or checking and HR department does the actual evaluation. Advantages –
economy, ease of administration, limited training required, standardization.
Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater
to give relative ratings

3. Forced Choice Method: The series of statements arranged in the blocks

of two or more are given and the rater indicates which statement is true or false.
The rater is forced to make a choice. HR department does actual assessment.
Advantages – Absence of personal biases because of forced choice. Disadvantages
– Statements may be wrongly framed.

4. Forced Distribution Method: here employees are clustered around a

high point on a rating scale. Rater is compelled to distribute the employees on all
points on the scale. It is assumed that the performance is conformed to normal
distribution. Advantages – Eliminates Disadvantages – Assumption of normal
distribution, unrealistic, errors of central tendency.

5. Critical Incidents Method: The approach is focused on certain critical

behaviors of employee that makes all the difference in the performance.
Supervisors as and when they occur record such incidents. Advantages –
Evaluations are based on actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases, chances of subordinate
improvement are high. Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback may be too much and may
appear to be punishment.

6. Behaviorally Anchored Rating Scales: statements of effective and

ineffective behaviors determine the points. They are said to be behaviorally
anchored. The rater is supposed to say, which behavior describes the employee
performance. Advantages – helps overcome rating errors. Disadvantages – Suffers
from distortions inherent in most rating techniques.

7. Field Review Method: This is an appraisal done by someone outside

employees’ own department usually from corporate or HR department. Advantages
– Useful for managerial level promotions, when comparable information is needed,
Disadvantages – Outsider is generally not familiar with employees work
environment, Observation of actual behaviors not possible.

8. Performance Tests & Observations: This is based on the test of

knowledge or skills. The tests may be written or an actual presentation of skills.
Tests must be reliable and validated to be useful. Advantage – Tests may be apt to
measure potential more than actual performance. Disadvantages – Tests may suffer
if costs of test development or administration are high.

9. Confidential Records: Mostly used by government departments, however

its application in industry is not ruled out. Here the report is given in the form of
Annual Confidentiality Report (ACR) and may record ratings with respect to
following items; attendance, self expression, team work, leadership, initiative,
technical ability, reasoning ability, originality and resourcefulness etc. The system
is highly secretive and confidential. Feedback to the assessee is given only in case
of an adverse entry. Disadvantage is that it is highly subjective and ratings can be
manipulated because the evaluations are linked to HR actions like promotions etc.

10. Essay Method: In this method the rater writes down the employee
description in detail within a number of broad categories like, overall impression of
performance, promoteability of employee, existing capabilities and qualifications
of performing jobs, strengths and weaknesses and training needs of the employee.
Advantage – It is extremely useful in filing information gaps about the employees
that often occur in a better-structured checklist. Disadvantages – It its highly
dependent upon the writing skills of rater and most of them are not good writers.
They may get confused success depends on the memory power of raters.

11. Cost Accounting Method: Here performance is evaluated from the

monetary returns yields to his or her organization. Cost to keep employee, and
benefit the organization derives is ascertained. Hence it is more dependent upon
cost and benefit analysis.

12. Comparative Evaluation Method (Ranking & Paired

Comparisons): These are collection of different methods that compare
performance with that of other co-workers. The usual techniques used may be
ranking methods and paired comparison method.

• Ranking Methods: Superior ranks his worker based on merit, from best
to worst. However how best and why best are not elaborated in this method.
It is easy to administer and explanation.

• Paired Comparison Methods: In this method each employee is rated

with another employee in the form of pairs. The number of comparisons may
be calculated with the help of a formula as under.

N x (N-1) / 2
 Modern Methods
1. Management By Objectives: It means management by objectives and
the performance is rated against the achievement of objectives stated by the
management. MBO process goes as under.

• Establish goals and desired outcomes for each subordinate

• Setting performance standards

• Comparison of actual goals with goals attained by the employee

• Establish new goals and new strategies for goals not achieved in previous
year.

2. Psychological Appraisals: These appraisals are more directed to assess

employees potential for future performance rather than the past one. It is done in
the form of in-depth interviews, psychological tests, and discussion with
supervisors and review of other evaluations. It is more focused on employees
emotional, intellectual, and motivational and other personal characteristics
affecting his performance. This approach is slow and costly and may be useful for
bright young members who may have considerable potential. However quality of
these appraisals largely depend upon the skills of psychologists who perform the
evaluation.

3. Assessment Centers: This technique was first developed in USA and UK

in 1943. An assessment center is a central location where managers may come
together to have their participation in job related exercises evaluated by trained
observers. It is more focused on observation of behaviors across a series of select
exercises or work samples. Assessees are requested to participate in in-basket
exercises, work groups, computer simulations, role playing and other similar
activities which require same attributes for successful performance in actual job.
The characteristics assessed in assessment center can be assertiveness, persuasive
ability, communicating ability, planning and organizational ability, self confidence,
resistance to stress, energy level, decision making, sensitivity to feelings,
administrative ability, creativity and mental alertness etc. Disadvantages – Costs of
employees traveling and lodging, psychologists, ratings strongly influenced by
assessee’s inter-personal skills. Solid performers may feel suffocated in simulated
situations. Those who are not selected for this also may get affected.
4. 360-Degree Feedback: It is a technique which is systematic collection of
performance data on an individual group, derived from a number of stakeholders
like immediate supervisors, team members, customers, peers and self. In fact
anyone who has useful information on how an employee does a job may be one of
the appraisers. This technique is highly useful in terms of broader perspective,
greater self-development and multi-source feedback is useful. 360-degree
appraisals are useful to measure inter-personal skills, customer satisfaction and
team building skills. However on the negative side, receiving feedback from
multiple sources can be intimidating, threatening etc. Multiple raters may be less
adept at providing balanced and objective feedback.
 CHAPTER 3
COMPANY PROFILE
 COMPANY PROFILE

Type Public
• BSE: 532454
• NSE: BHARTIARTL
Traded as • BSE SENSEX
Constituent

ISIN INE397D01024
Industry Telecommunications
Founded 7 July 1995; 24 years
Founder Sunil Bharti Mittal
Bharti Crescent, 1, Nelson
Headquarters Mandela Road, New Delhi,
India[1]
Area served Worldwide
• Sunil Bharti Mittal
(Chairman)
Key people • Gopal Vittal (MD &
CEO)

• Fixed line telephone

• Mobile phone
• Broadband
Products • Satellite television
• Digital television
• Internet television
 • IPTV

₹807,802 million
Revenue
(US$11 billion) (2019)
Operating ₹−17,318 million
income (US$−240 million) (2019)
₹4,095 million
Net income
(US$57 million) (2019)
₹2,751,975 million
Total assets
(US$39 billion) (2019)
411.42 million
Members
(September 2019)
Number of
14,818 (2019)
employees
Bharti Enterprises (64%)
Parent
Singtel (36%)
Subsidiaries List[show]
Website www.bhartiaitetl.com

Headoffice in delhi
FOUNDER OF AIRTEL

SUNIL BHARTI MITTAL

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The
Bharti Group has a diverse business portfolio and has created global brands in the
telecommunication sector. Bharti has recently forayed into retail business as Bharti
Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has
successfully launched an international venture with EL Rothschild Group to export
fresh agro products exclusively to markets in Europe and USA and has launched
Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world
leader in financial protection and wealth management.

Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the
first private telecom services provider with a footprint in all the 23 telecom circles.
Bharti Airtel since its inception has been at the forefront of technology and has
steered the course of the telecom sector in the country with its world class products
and services. The businesses at Bharti Airtel have been structured into three
individual strategic business units (SBU’s) - mobile services, broadband &
telephone services (B&T) & enterprise services. The mobile business provides
mobile & fixed wireless services using GSM technology across 23 telecom circles
while the B&T business offers broadband & telephone services in 94 cities. The
Enterprise services provide end-to-end telecom solutions to corporate customers
and national & international long distance services to carriers. All these services
are provided under the Airtel brand.

Airtel is a brand of telecommunication services in India operated by Bharti Airtel.

Airtel is the largest cellular service provider in India in terms of number of
subscribers. Bharti Airtel owns the Airtel brand and provides the following
services under the brand name Airtel: Mobile Services (using GSM Technology),
Broadband & Telephone Services (Fixed line and Internet Connectivity), Long
Distance Services and Enterprise Services (Telecommunications consulting for
corporate).

Leading international telecommunication companies such as Vodafone and

SingTel hold partial stakes in Bharti Airtel. In April 2006 Bharti Global Limited
was awarded a telecommunications licence in Jersey in the Channel Islands by the
local telecommunications regulator the JCRA. In September 2006 the Office of
Utility Regulation in Guernsey awarded Guernsey Airtel with a mobile
telecommunications licence. In May 2007 Jersey Airtel and Guernsey Airtel
announced the launch of a relationship with Vodafone for island mobile
subscribers. In July 2007, Bharti Airtel signed a MoU with Nokia-Siemens for a
900 million dollar expansion of its mobile and fixed network. Until September 18,
2004, Bharti provided fixed-line telephony and broadband services under the
Touchtel brand. Bharti now provides all telecom services including fixed-line
services under a common brand "Airtel"
2.2 VISION & PROMISE

By 2010 Airtel will be the most admired brand in India:

• Loved by more customers
• Targeted by top talent
• Benchmarked by more business

Airtel always thinks in fresh and innovative ways about the needs of the customers
and how they want them to feel. They deliver what they promise and go out of way
to delight the customer with a little bit more.

Bharti Airtel is one of India's leading private sector providers of

telecommunications services based on an aggregate of 42,685,530 customers as on
May 31, 2007, consisting of 40,743,725 GSM mobile and 1,941,805 broadband &
telephone customers.

The businesses at Bharti Airtel have been structured into three individual strategic
business units (SBU’s) - mobile services, broadband & telephone services (B&T)
& enterprise services. The mobile services group provides GSM mobile services
across India in 23 telecom circles, while the B&T business group provides
broadband & telephone services in 94 cities. The enterprise services group has two
sub-units - carriers (long distance services) and services to corporates. All these
services are provided under the Airtel brand. Company shares are listed on The
Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India
Limited (NSE).

VISION
“To be globally admired for telecom services that delight customers”

MISSION

• Customer service
• focus Empowered employees
• Cost efficiency
• Innovative services

Partners
The company has a strategic alliance with SingTel. The investment made by
SingTel is one of the largest investments made in the world outside Singapore, in
the company.
The company’s mobile network equipment partners include Ericsson and Nokia. In
the case of the broadband and telephone services and enterprise services (carriers),
equipment suppliers include Siemens, Nortel, Corning, among others. The
Company also has an information technology alliance with IBM for its group-wide
information technology requirements and with Nortel for call center technology
requirements. The call center operations for the mobile services have been
outsourced to IBM Daksh, Hinduja TMT, and Teletech & Mphasis.
 2.3 ORGANIZATIONAL STRUCTURE

As an outcome of a restructuring exercise conducted within the company; a

new integrated organizational structure has emerged; with realigned roles,
responsibilities and reporting relationships of Bharti’s key team players. With
effect from March 01, 2006, this unified management structure of 'One Airtel' will
enable continued improvement in the delivery of the Group’s strategic vision.

2.4 KEY FACTS

• Bharti Airtel added the highest ever net addition of 53 lakh customers in a
single quarter (Q4-FY0607) and also the highest ever net addition of 1.8
crore total subscribers in 2006-07
• The company will invest up to $3.5 billion this fiscal (07-08) in network
expansion.
 • It has an installed base of 40,000 cellsites and 59% population coverage
• After the proposed network expansion, an additional 30,000 towers will
result in the company achieving 70% population coverage
• Bharti has over 39 million users as on March 31, 2007
• It has set a target of 125 million subscribers by 2010
• Prepaid customers account for 88.5% of Bharti’s total subscriber base, an
increase from 82.7% a year ago
• ARPU has dropped to Rs 406
• Non-voice revenues, (SMS, voice mail, call management, hello tunes and
Airtel Live) constituted 10% of total revenues during Q4, lower than 10.7%
in the Q4 of the previous year
• Blended monthly minutes of usage per customer in Q4 was at 475 minutes
• Has completed 100% verification of its subscribers and in the process
disconnected three lakh subscribers?

2.5 FACT SHEET

Name Bharti Airtel Limited.
Business Provides mobile, broadband & telephone (fixed line) and
Description enterprise services (carriers & services to corporates)
Established July 07, 1995, as a Public Limited Company
Rs. 184,202 million (year ended March 31, 2007-
Audited)
Proportionate
Rs. 117,255 million (year ended March 31, 2006-
Revenue
Audited)
As per Indian GAAP Accounts
 Rs. 74,407 million (year ended March 31, 2007-Audited)
Proportionate
Rs. 42,250 million (year ended March 31, 2006-Audited)
EBITDA
As per Indian GAAP Accounts
Shares in Issue 1,895,934,157 as at March 31, 2007
The Stock Exchange, Mumbai (BSE)
Listings
The National Stock Exchange of India Limited (NSE)
Market
Capitalisation
40,743,725 GSM mobile and 1,941,805 broadband &
Customer Base telephone (fixed line) customers (Status as at month
ended May 31, 2007)
Provides GSM mobile services in all the 23 telecom
circles in India, and was the first private operator to have
Operational
an all India presence.
Network
Provides broadband (DSL) and telephone services (fixed
line) in 94 cities in India.
Bharti Airtel Limited
(A Bharti Enterprise)
Registered Qutab Ambience (at Qutab Minar), Mehrauli Road,
Office New Delhi - 110 030
Tel. No.: +91 11 4166 6000
Fax No.: +91 11 4166 6011/12
2.6 CORPORATE SOCIAL RESPONSIBILITY

At Bharti, CSR is a way of life. Each department and employee strives to be

sensitive to the stakeholders and environment within their work context. Bharti
encourages employees to take decisions and design business-linked processes that
are sensitive to communities and environment.

Corporate Social Responsibility (CSR) in Bharti encompasses much more than

only social outreach programs. It is an integral part of the way Bharti conducts its
business. The essence of Bharti’s commitment to Corporate Social Responsibility
is embedded in the ‘Corporate Values’, which stem from its deepest held beliefs.
These Values are:
• To be responsive to the needs of our customers
• To trust and respect our employees
• To continuously improve our services – innovatively and expeditiously
• To be transparent and sensitive in our dealings with all stakeholders
They encourage their employees to take decisions and design business processes,
keeping in mind the following:
• Ethics, fairness and being correct
• Meeting and going beyond compliances and legal requirements
• Showing respect and sensitivity towards stakeholders and communities, and
• Nurturing the environment
Their practice CSR beliefs and commitments through a three-pronged approach:
• Engaging with stakeholders
• Ensuring stakeholder sensitive policies and practices
• Undertaking programs for our employees, community and environment

Bharti Airtel sensitizes its employees towards CSR issues at various forums. They
feel that it is important that each employee should understand the importance of
environmental, social and economic aspects while taking business decisions. At
Bharti, each employee is sensitized towards CSR issues and thus operations at the
ground level are influenced. Such sensitization exercises have resulted in many
socially and environmentally sensitive decisions on the ground. For example,
Confidence Plan for hearing impaired people, covers noise-making DG sets at
extra cost, investing in consumer awareness campaigns to ensure safe use of
mobile are some examples of the above.
2.7 EMPLOYEES
They believe that one of the most important drivers of growth and success for any
organization is its people. At Bharti Airtel, their ‘Mantra’ for employee delight
focuses on 5 Ps – People, Pride, Passion, Processes and Performance.

Bharti Airtel has been recognized among the Best Employers in the Country for
two successive years – being 14th in 2003 & jumping ahead of several other large
conglomerates to an enviable position of the 2nd Best Employer in the Country in
2004. This is a clear demonstration & acknowledgement of the robust, progressive,
people as well as business aligned Human Resource practices, which the
organization has developed and implemented remarkably in a very short span of
time.

Bharti Airtel follows an “open door policy” to approach the management, which
helps resolve issues with mutual agreements. They encourage people to stand up
against any unfair treatment for which they have the Office of the Ombudsman,
where employees can raise any issues regarding business and workplace conduct.
Bharti ensures transparency through the various communication policies, strategies
and plans. Regular Employee Communication Forums provides a platform for the
employees to raise issues that require resolution.
Their leaders strongly believe in facilitating and initiating activities that help
employees manage their health and well-being. Their focus always remains to
redefine leadership; they develop leaders who enable performance and inspire their
people to unleash their potential. Their people orientation reflects in their vision of
being “targeted by top talent”, and a key aspect of their business focus “building a
best-in-class leadership team that nurtures talent at every level.”
Employee friendly HR policies have been put in place, which amply reflect the
organization’s concern for its people. Some typical examples of these policies and
practices include a family-day at office, half day leave for birthdays, gifts for
anniversaries, compulsory 10 days off, festival celebration with family, no official
meetings on weekends, five day weeks, concierge services, call center engagement
programs etc. These “care” policies and practices are applied across the
organizational levels without any discrimination.

From self-management workshops to aerobics sessions, yoga classes to provision

of relaxation/meditation rooms, they ensure that every employee keeps a check on
his/her fitness. Tie-ups with leading health service organizations enable our
employees to undertake periodical health check-ups depending upon their age. This
facility is also extended to employee family members at discounted rates. The
company provides Flexible Group Med claim insurance to all employees, covering
all kinds of illnesses, accidents and hospital coverage for serious ailments. Apart
from these specific engagements, we regularly organize health check-up camps,
eye check-up camps and stress management sessions. Some of their offices have
opened gymnasiums/fitness facilities to ensure that the fitness fanatics do not have
to worry about time constraints to remain fit. At many of their locations, they have
hired psychologists who undertake personal counselling sessions for employees.

Bharti Airtel offers a flexible compensation structure to its employees wherein the
employees have the flexibility to structure their fixed component of their
compensation according to their requirements within the ambit of legislation.
 CHAPTER 4
DATA ANALYSIS
 DATA ANALYSIS AND INTERPRETATTION

Q1. Do you think Performance appraisal is needed in a company?

a.)Yes b.)No

S.No OPTIONS No.of Responses Percentage

1 YES 100 100
2 NO 0 0
TOTAL 100 100

% of respondents

120

100

80

60 Series 2
Series 1
40

20

0
1 YES 2 NO

Interpretation:To the above question,almost 100% of the employees said that the
performance appraisal is needed in a company.
Q2.Performance appraisal rating is used for

a.)identify areas of improvemet b.)identify quality for unit of work

c.)set performance target d.)All the above

S.No Options No.of responses Percentage

1 Identify areas of improvement 32 32
2 Identify areas of training & 48 48
development
3 Set performance target 10 10
4 All the above 10 10
Total 100 100

% of respondents

a
b
c
d

Interpretation-About the useful of performance appraisal system,32% sais that

appraisal system is helpful for them to identify areas of improvement,to 48% it
helped in identifying training and development,to 10 percent of employees it is
helpful to set performance target and to 10% it is helpful in all the above areas.
Q3.What are the factors taken into consideration while appraising an individual?

a.)Interpersonal skills b.)Team building

c.)Self motivate skills d.)Leadership
S.No Options No.of Responses Percentage
1 Interpersonal skills 28 28
2 Team building 0 0
3 Self motivate skills 52 52
4 Leadership 20 20
Total 100 100

% of respondents

Interpersonal skills
Team building
Self motivate skills
Leadership

Interpretation-About 28% of the employees responded that the interpersonal

skills are considered while appraising an individual where as 52% of employees
said that self motivating skills are considered and remaining 20% employees
responded that leadership is considered for performance appraisal
Q4. Which method of performance appraisal is implemented in the organization?
a.) 360 degree appraisal b.)MBO
c.)Assessment centre d.)Any other

S.No Options No.of Responses Percentage

1 360 degree 48 48
appraisal
2 MBO 24 24
3 Assessment centre 8 8
4 Any other 12 12
Total 100 100

% of respondents

50
40
30
20 % of respondents

10
0
360 degree MBO Assessment Any other
appraisal centre

Interpretation-To the above question,48% of employees responded that 360

degree appraisal,24% responded that it is MBO,8% employees responded that is
Assessment centre,12% of employees responded that it is any other method.
Q5. Do you receive any increment in your salary after performance Appraisal?

a.)Yes b.) No

S.No Options No. of respondents Percentage

1 Yes 72 72
2 No 28 28
Total 100 100

% of respondents

80

70

60

50

40 % of respondents

30

20

10

0
yes no

Interpretation-About 72% of employees said that there is increment in their salary

after performance appraisal.Whereas 28% of employees said that there is no
increment in their salary after performance appraisal.
Q6.Do you have any written policy regarding the performance appraisal of
employees?
a.) Yes b.)no

S.No Options No.of respondents Percentage

1 Yes 96 96
2 No 4 4
Total 100 100

% of respondents

100
90
80
70
60
50
40
30
20
10
0
Category 1 Category 2

Interpretation-About 96% of employees responded that they have written policy

regarding performance appraisal of employees.And 4% of the employees
responded that they have no written policy regarding performance appraisal of the
employees.
Q7.Have you aware of the method adopted for performance appraisal in this
company?

a.)yes b.)no

S.No Options No.of employees Percentage

1 Yes 72 72
2 No 28 28
TOTAL 100 100

% of respondents

yes
no

Interpretation-About 72% of the employees responded that they are aware of

method of performance appraisal adopted in their company,where as 28% of the
employees responded that they are not aware of method adopted in their company.
Q8.Frequency at which merit rating/Performance appraisal is conducted?

a.)1year b.)2years c.)half yearly d.)Quarterly

S.No Options No.of Responses Percentage

1 1 year 20 20

2 2 years 24 24

3 Half yearly 44 44

4 Quarterly 8 8

Total 100 100

% of respondents

50
40
30
20
% of respondents
10
0
1 year
2 year
half yaerly
quarterly

Interpretation-About 20% of the employees responded that frequency of

performance appraisal is 1 year,24% of the employees responded that it was 2
years,44% of the employees responded that it was half yearly,8% of employees
responded that it was quarterly.
Q9.Is any post-appraisal interview is conducted?
a.)yes b.)no

S.No Options No.of responses Percentage

1 YES 64 64
2 NO 36 36
Total 100 100

% of respondents
70

60

50

40

% of respondents
30

20

10

0
yes no

Interpretation-About 64% of employees said that they had post appraisal

interview,where as 36% of employees responded that they had no post appraisal
interview.
Q10.Is there any action taken against the poor performance?

a.)yes b.)no

S.No Options No.of responses Percentage

1 Yes 80 80
2 No 20 20
Total 100 100

% of respondents

yes
no

Interpretation-80% of employees responded action has been taken against poor

performance,20% of employees responded that action has not been taken against
poor performance.
Q11. Is any employee is awarded with their better performance?

a.)Yes b.)no

S.No Options No.of responses Percentage

1 YES 80 80
2 NO 20 20
Total 100 100

% of respondents

80
70
60
50
% of respondents
40
30
20
10
0
yes no

Interpretation -80% of the employees responded that the employee is awarded

with best performance,whereas 20% of the employees responded that they are not
awarded with best performance.
Q12.Do you know the appraisers?

a.)yes b.)no

S.No Options No.of responses Percentage

1 Yes 88 88
2 No 12 12
Total 100 100

% of rspondents

yes
no

Interpretation-About 88% of the employees responded that they know the

appraisers,where as 12% of the employees responded that they don’t know the
appraisers.
Q13.Does performance appraisal have any impact on the performance of the
employees?

a.)yes b.)no

S.no Options No.of responses Percentage

1 Yes 79 79
2 No 21 21
Total 100 100

Series 1
90

80

70

60

50

40 Series 1

30

20

10

0
yes no

Interpretation-About 79% of the employees responded that performance appraisal

has impact on the employees,whereas 21% of the employees responded that there
is no impact of performance appraisal in the employees.
Q14. Are you satisfied with this system?

a.)yes b.)no

S.No Options No of respondents Percentage

1 Yes 52 52
2 No 48 48
Total 100 100

% of respondents

yes
no

Interpretation-About 52% of the employees responded that they are satisfied with
the system,where as remaining 48% of the employees responded that they are not
satisfied with the system.
Q15. Is this system is necessary for the organisaion?

a.)yes b.)no

S no. Options No of responses Percentage

1 Yes 65 65
2 No 35 35
Total 100 100

% of respondents

Yes
No

Interpretation-About 65% of the employees responded that this type of system is

necessary for the organization,where as 35% of the employees responded that this
type of system is not necessary in the organization.
Q16. whether it has any negative imapact?

a.)yes b.)no

S no Options No of responses Pecentage

1 Yes 40 40
2 No 60 60
Total 100 100

% of respondents
70

60

50

40

% of respondents
30

20

10

0
yes no

Interpretation-40% of the employees responded that it has negative impact,where

as 60% of the employees responded that it doesn’t have any negative impact.
Q17.Whether it has any positive impact?

a.)yes b.)no

S no. OPTIONS No of respondents Percentage

1 Yes 58 58
2 No 42 42
Total 100 100

% of respondents

yes58
no 42

Interpretation-About 58% of the employees responded that performance appraisal

has positive impact where as 42% of the employees responded that it doesn’t have
positive impact.
Q18.Do you think that a good workmen gets motivated with frequent Performance
appraisal is conduced?

a.)YES b.)NO

S no. Options No of respondents Percentage

1 Yes 75 75
2 No 25 25
Total 100 100

Series 1

80
60
Series 1
40
20
0
Category 1 Category 2

Interpretation-About 75% of the employees responded that good workmen gets

motivated with frequent Performance appraisal,whereas 25% of the employees
responded that good workmen doesn’t get motivated with frequent performance
appraisals.
19.Is it expensive and time consuming?

a.)YES b.) NO

S no. Options No of respondents Percentage

1 Yes 88 88
2 No 12 12
Total 100 100

% of respondents

yes
no

Interpretation-About 88% of employees responded that it is expensive and time

consuming ,where as 12% of the employees responded that it is not expensive and
time consuming.
20.Do you think Performance appraisal will promote you?

a.)YES b.)NO

S no. Options No of respondents Percentage

1 Yes 30 30
2 no 70 70
Total 100 100

% of respondents

70

60

50

40 % of respondents

30

20

10

0
yes no

Interpretation-About 30% of the employees think that Performance appraisal will

promote them,whereas 70% of the employees think that performance appraisal will
not promote them.
CHAPTER 5
CONCLUSION
 FINDINGS & RECOMMENDATIONS

1.FINDINGS
As evident from the graphs depicted in the earlier pages, the systematic
interpretation can be formulated in the following way with respect to each of the
variables taken into consideration for the survey.
• Task Significance: Most of the employees feel that their performance
determines the performance of their colleagues as well.
• Task Identity: The employees feel that the task performed by them need
dependent charge for the successful completion of the task.
• Skill Variety: The employees agree that the organisation believes in
developing the multi-skilling in them on continuous basis.
• Autonomy: With reference to the decision making the survey reveals that
they enjoy sufficient independence and freedom in their job.
• Interest in work: The employees are enthusiastic about the work they
perform.
• Growth purpose/promotion: The employees fee that the organisation has
satisfactory promotion policy as the promotion decision are taken objectivity
and on good performance.
• Recognition and appreciation: The employees feel that their efforts are
valued and appreciated in the organization.
• Feedback: The survey reveals that the supervision in the organisation
constantly provides the feedback to improve the performance of downlines.
• Monetary Benefits: This is one of the variables where the organisation needs
to focus on, as the survey reveals that the employees feel that they do not get
fair pay compared to others in similar job in different companies.
• They also feel that monetary rewards are not the only way to keep them
motivated for better productivity.
• Security: The employees felt that there is no threat to their job.
• Participation management: Employees are satisfied by the way they are
involved in the decision making process and they can frankly express their
views with their senior managers.
• Grievance Handling: The organisation also has to check on the efficiency of
the effective grievance handling process as the majority of employees are
not satisfied with its present state.
• Training and bearing: The employees are satisfied with the way the company
imports the training and bearing process on a continuous basis to sustain
growth.
• Communication system: The employees are satisfied with the flow of
information in the organization.
• Reward: The reward based on the excellence in performance in the
organisation is appreciated here along with knowledge and expertise.
• Supervision: The employees are satisfied with the guidance and freedom
provided by the supervision for the execution of respective duties.
• Working groups: The employees feel that they work as team as the company
provides conducive environment (primarily and informally) and the people
are also friendly and supportive.
 • Occupational status: The survey shows that the employees do not care about
the job title and the organisation excess that hierarchical differences are
clearly discernible.
• Working Environment: The employees are satisfied with the working hours,
lunch, transportation and other facilities provided by the organisation.
• Social Relation: The employees believe that healthy social relation beyond
office hours should exist that is the company should facilitate through
several activities.
• Organisational Commitment: The employees feel pride to be associated with
the organization like Airtel but express the willingness to leave the
organization in case of financial crisis.

2. RECOMMENDATIONS
• The company should try to avoid employee resistance, which is associated
with change worlds true change follows instance. This for all kinds of
systems be it Performance Appraisal.
• The HR Dept. should attempt to obtain the maximum agreement of
Managers in respect of needs and objectives and purpose of the systems.
• Being in the field of technological driven products improve the frequency of
the trading modules and workshops.
• Overtime should be taken care of at time of performance appraisal, which
would motivate the employees to perform better for longer hours.
• To create a high degree of satisfaction, the company should use methods for
recruitment which are objective, standard, fair and are perceived to be
unbiased.
• More emphasis should be laid on recruitment through advertisements, which
should provide a realistic job preview. This will help in increasing the reach
of the company as well as in attracting the relevant applicants and thus
saving their valuable time.
• References and recommendations should not be the major tool of
recruitment. These can be biased and unfair as usually those
recommendations are used who gives a positive feedback. This increases the
cost of the company in terms of evaluation of the feedback. It is also a very
time consuming process.
• Interviews should be used more often as most employees suggested this
method of selection. Such a method of face-to-face interaction saves costs,
leads to a two-way communication and gives the candidate a chance to
clarify his/her doubles and make a well-informed decision.
 CONCLUSIONS

Measuring employee performance has come a long way from the annual
performance appraisal to an ongoing performance management process. In recent
years, there has been a shift away from performance appraisals to a more
comprehensive approach called performance management. Performance
management is an ongoing process where the manager or supervisor and employee
work together to plan, monitor, and review an employees work objectives or goals
and overall contribution to the organization.

A PMS enables a business to sustain profitability and performance by linking the

employee’s pay to competency and contribution. It provides opportunities for
concerted personal development and career growth. It brings all the employees
under a single strategic umbrella. It gives supervisors and subordinates an equal
opportunity to express themselves under structured conditions. PMS is a formal,
structured system of measuring and evaluating an employee’s job related
behaviours and outcomes to discover how and why the employee is presently
performing on the job and how the employee can perform more effectively in
future so that the employee, the organization and society all benefit. Performance
management shifts its focus from command and control concept of leadership to
facilitation model of leadership. This change of focus has been accompanied by
recognition of the importance of employees, their work related performance in
achieving organization long-term objective and control. In performance
management individuals and team performance, in terms of the customer’s
response to the goods and services offered. All individual and team performance
are vital, but they must be interrelated and seen as a part of the total performance.
Performance management is like compass, which indicate actual direction as well
as the desired direction. It is a continuous improvement over time. Performance
management requires willingness and a commitment to focus on improving
performance at the level of the individual or team every day. It provides
instantaneous information describing the difference between an individuals or
teams current position and actual desired position. It provides timely feedback on
performance while focusing everyone’s attention on overall objective. According
to Armstrong “Performance management system is the process for establishing
shared understanding about what is to be achieved and an approach to managing
and developing people in a way which increases the probability that it will be
achieved in the short term and long term
 BIBLIOGRAPHY

BOOKS

• Mirza S. Saiyadain - Human Resource Management

2 nd
Edition Publishers – Tata McGraw-Hill.
• .Neal Schmitt & David Chan – Personnel Selection (A Theoretical
Approach).
• Managing People — S.P. Gupta
— Sanjay Halon
• Human Resource Planning — John Bramham

WEBSITES

• www.bhartiairtel.com

• www.investopedia.com

• http://www.yourarticlelibrary.com

• www.managementstudyguide.com

• www.whatishumanresource.com
 QUESTIONNAIRE

PERSONAL DATA

NAME: AGE:
GENDER: MARITAL
STATUS:
Q1. Do you think Performance appraisal is needed in a company?

a.)Yes b.)No

Q2.Performance appraisal rating is used for

a.)identify areas of improvemet b.)identify quality for unit of work
c.)set performance target d.)All the above

Q3.What are thr factors taken into consideration while appraising an individual?
a.)Interpersonal skills b.)Temple building
c.)Self motivate skills d.)Leadership

Q4. Which method of performance appraisal is implemented in the organization?

a.) 360 degree appraisal b.)MBO
c.)Assessment centre d.)Any other
Q5. Do you receive any increment in your salary after performance Appraisal?
a.) Yes b.) No

Q6.Do you have any written policy regarding the performance appraisal of
employees?
a.) Yes b.)no

Q7.Have you aware of the method adopted for performance appraisal in this
company?

a.)yes b.)no

Q8.Frequency at which merit rating/Performance appraisal is conducted?

a.)1year b.)2years c.)half yearly d.)Quarterly

Q9.Is any post-appraisal interview is conducted?

a.)yes b.)no

Q10.Is there any action taken against the poor performance?

a.)yes b.)no

Q11. Is any employee is awarded with their better performance?

a.)Yes b.)no

Q12.Do you know the appraisers?

a.)yes b.)no

Q13.Does performance appraisal have any impact on the performance of the

employees?

a.)yes b.)no
Q14. Are you satisfied with this system?

a.)yes b.)no

Q15. Is this system is ncessary for the organisaion?

a.)yes b.)no

Q16. wheather it has any negative imapact?

a.)yes b.)no

Q17.Wheather it has any positive impact?

a.)yes b.)no

Q18.Do you think that a good workmen gets motivated with frequent Performance
appraisal is conduced?

a.)YES b.)NO

Q19.Is it expensive and time consuming?

a.)YES b.) NO

Q20.Do you think Performance appraisal will promote you?

a.)YES b.)NO