Professional Documents
Culture Documents
SUBMITTED TO: MR.VIKRANT SUBMITTED BY: JATINDER KAUR ROLL NO.- Q1906B 30 REG.10902269
INTRODUCTION
Bharti airtel limited commomly known as airtel. Airtel is an Indian telecommunication company.it is largest private integrated telecom company in India it is largest wireless operator in world and largest telecom company listed on inian stock exchange
3.forced distribution ranking: relative rankings of employees with each other.employees allotted to certain performance category.difficult justification of result 4.180 degree performance apprasial Technique: in this method employees are appraised by two people i.e. self and boss or manager At Bharti Airtel the performance management system is quite robust which is designed keeping in mind both organizational as well as the individual goals and aspirations, but still there are some loopholes in the entire system: Firstly, there is no feedback system at Bharti through which employees can express whether they are happy with their appraisals or not. Secondly, there is lack of transparency in the system At times forced distribution takes place There is a lot of paper work involved which can be avoided
Recommendations:
BHARTI possesses a robust performance management system which is designed keeping in mind both the organizational as well as the individual goals and aspirations. I have recommended certain measures for the overall betterment of BHARTIs performance management.these are: First and most important is the fact that there is lack of a feedback system for employees by which they can express their feelings about the appraisals. There is lack of transparency in the entire system. Once the employees have filled up the KRAs and self-appraisals, they do not know anything about the ratings given to them by their respective reporting manager, reviewer and the normalization committee. So there should be a provision that the employee can take regular feedback from his reporting manager and the HR department regarding the ratings awarded to them . The whole process is based upon paper work, which is very tedious and leads to many discrepancies. Moreover a lot of filing work has to be taken care of which is a very time consuming process. An online system should be developed so that the employees can fill up their KRA forms and also the PMS process should be carried out online, which would facilitate accurate responses from the employees. This would lead to faster and better implementation of the PMS. The ratings awarded to an employee on the basis of his behavioural traits are only qualitative in nature and the quantitative aspect of the same is neglected. Due emphasis should be laid down on quantifying the ratings that are given to the employees for this aspect. During the normalization process, sometimes it happens that in order to fit in all the employees in the pre-decided normalization percentage, the employees of a particular function cannot be awarded the ratings that the deserve since there is a fixed percentage of employees that fall into a particular performance rating.