Transcript
A
Project Study Report
On
Training Undertaken
“Bhatia & Company (Maruti Suzuki India Ltd.)”
Titled
“A Study on Performance Measurement”
Submitted in partial fulfilfilment for the Award of degree of
Master of Business Administration
Submitted By: - Submitted To:-
Neha Jain Mr. Hitesh Sharma
MBA 2nd year Asstt. Prof.
2009-2011
GOVERNMENT ENGINEERING COLLEGE JHALAWAR
Project Report Evaluation
It is to certify that Ms NEHA JAIN of MBA 3rd SEM has undergone summer training at
BHATIA & COMPANY KOTA. Her title for the project was” A STUDY ON
PERFORMANCE MEASUREMENT AT BHATIA & COMPANY KOTA. We have evaluated
the project report and her Project work is satisfactory.
Signature of external examiner Signature of internal examiner
Date.
1
PREFACE
Mana Management of modern business requires an appreciation of multidisciplinary
concept and in depth knowledge of specific analytical tools, geared to the solution of real
life problems. No doubt every real situation is unique but a set of theoretical tools of
knowledge, itself based on empirical foundation, can help in developing the mechanism for
handling such situation. So the MBA curriculum has been desired to provide to the future
managers ample practical exposure to the business world.
Summer Internship Program is essential for the fulfillment of MBA curriculum; it
provides an opportunity to the student to understand the industry with special emphasis on
the development of skills in analyzing, interpreting practical problems through application of
management.
The project study “A study on performance measurement in Bhatia & Company”
will be helpful in analysis of the Performance Measurement of the staff of Bhatia &
Company with 360-degree approach.
2
ACKNOWLEDGEMENT
I would like to acknowledge and extend my gratitude to the following Persons who
have made the completion of this project possible:
First of all I would like to thank our Project Coordinator Miss Swati Gupta for her
great help. As she is being my Project Coordinator she provided me very necessary and
important guidance and support until the submission of my project.
Secondly, I would like thank Mr. Ram J. Bhatia Sir, Chairman of Bhatia &,
Company and Mr. Manmohan Bhatia & Mr.Prakash Gupta General Manager of the
company, to provide us such a very exiting opportunity and for their good help to provide a
better coordination and control among all the activities related to completion of the project.
Again I would like to thank all the members of our Placement Cell to help me and
other students to get placed in good and reputed company for the Summer Project.
I also thank to Mr.Sanjay Sharma, Assistant Sales Manager –
to provide me right kind of training and information helpful to my project. I also thank all my
Seniors and Friends to give me proper guidance and support for preparing the Project.
Lastly, I would like to be very thankful to the whole Family of Bhatia & company for
their continuous effort in making the whole Project Activity very much learning and
Interesting.
3
EXECUTIVE SUMMARY
With the advent of globalization age, geography has become part of history. The
world is shrinking technology transfer has taken place from developed countries to the
developing countries; one has mad possible for the people in every part of world to enjoy
the latest trend with minimal time difference. This led to emergence of a transparent and
efficient market, the mutual fund market has no exception to this new mutual fund market is
up growing market of India which was rigid and traditional market.
The success of industry in other part of world has promoted Indian giants to make
foray in this segment. The major players who have captured the Indian market are Maruti
Suzuki, Tata Motors, Ford, M&M, & others. Couple of MNC’s has joined these giant after
seeing potential market of India.
Out of these, Maruti Suzuki is one of the largest market players in India’s
Automobile Industry’s. Right from its launch it has made an impression in market and
become successful only in more than 20 Years.
The research objective state that what information is needed to solve the problem.
Here the objective of the research is “Awareness and Knowledge of performance
measurement for the staff to measure their performance to achieve the organization goals
with the help of 360º approach and balance scorecard”.
The current business environment is very different from what it was five or even ten
years ago. Technology and customer requirements have evolved, changing the
competitive landscape and continuing the focus on operational efficiencies. Performance
measures, implemented properly will drive greater accountability, visibility, and
transparency. Not only do measures provide managers and executives with a tool to gauge
organizational progress, but when well crafted and implemented, they can also inspire and
motivate all employees, set direction for the organization, and encourage alignment from
top to bottom.
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From the analysis of the responses received from the employers a majority of
employees are found to be conscious and enlightened regarding their better performance
for the progress of the company.
The actual performance of the marketing staff should meet the standard or desired
performance, which has to be inclined towards the objectives.
So my findings are that should make little more efforts to trap the potential investors,
like building a good relationship with potential business, moreover friendly guidance.
Employees of marketing staff must use marketing tools like point of purchase,
advertisement through Mass Media like loading Newspapers, Magazines, Television,
Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.
Hence, Performance Measurement plays a vital role for the development of the
employees as well as company.
TABLE OF CONTENTS
CHAPTER I Industry& Organization profile 7-19
Industry profile 9-11
Organization or Company profile 12-14
Organization Structure 15-19
CHAPTER II SWOT Analysis 20-22
CHAPTER III Performance Measurement 23-32
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Performance Measurement an overview 24-26
Evalution of Performance measurement 27-28
Performance Measurement –
A key to success 29
Benefits of Performance Measurement 30-32
A new outlook, Anew concept
(Performance Measurement) 32
CHAPTER IV Research Methodology 33-38
Objective 34
Methodology 35-37
Limitation 38
CHAPTER V Analysis and interpretation of
Performance Measurement 39-69
CHAPTER VI Findings 70-72
CHAPTER VII Conclusion 73-74
CHAPTER VIII Recommendation 75-76
CHAPTER IX Questionnaire 77-82
CHAPTER X Bibliography 83-84
CHAPTER- IINDUSTRY &
ORGANIZATIONPROFILE INTRODUCTION:-Maruti Udyog Limited (MUL) was established in Feb 1981
through an Act of Parliament, to meet the growing demand of a personal mode of
transport caused by the lack of an efficient public transport system. It was established
with the objectives of - modernizing the Indian automobile industry, producing fuel
efficient vehicles to conserve scarce resources and producing indigenous utility cars for
the growing needs of the Indian population. A license and a Joint Venture agreement
were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki
acquired 26% of the equity and agreed to provide the latest technology as well as
Japanese management practices. Suzuki was preferred for the joint venture because of
its track record in manufacturing and selling small cars all over the world. Maruti
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created history by going into production in a record 13 months. Maruti is the highest
volume car manufacturer in Asia, outside Japan and Korea, having produced over 5
million vehicles by May 2005. Maruti is one of the most successful automobile joint
ventures, and has made profits every year since inception till 2000-01. In 2000-
01.EVOLUTION :-Maruti’s history of evolution can be examined in four phases:
two phases during pre-liberalization period (1983-86, 1986-1992) and two phases
during post-liberalization period (1992-97, 1997-2002), followed by the full privatization
of Maruti in June 2003 with the launch of an initial public offering (IPO).The first phase
started when Maruti rolled out its first car in December 1983. During the initial years
Maruti had 883 employees, a capital of Rs. 607 mn and profit of Rs. 17 mn without any
tax obligation. From such a modest start the company in just about a decade (beginning
of second phase in 1992) had turned itself into an automobile giant capturing about
80% of the market share in India. Employees grew to 2000 (end of first phase 1986),
3900 (end of second phase 1992) and 5700 in 1999. The profit after tax increased from
Rs 18.67 mn in 1984 to Rs. 6854.54 mn in 1998 but started declining during 1997-
2001.During the pre-liberalization period (1983-1992) a major source of Maruti’s
strength was the wholehearted willingness of the Government of India to subscribe to
Suzuki’s technology and the principles and practices of Japanese management. Large
number of Indian managers, supervisors and workers were regularly sent to the Suzuki
plants in Japan for training. Batches of Japanese personnel came over to Maruti to
train, supervise and manage. Maruti’s style of management was essentially to follow
Japanese management practices. HISTORY OF MARUTI :-Maruti Suzuki
Established in feb.1981
It is inaugurated by Indira Gandhi 14 dec. 1983
The first car Maruti 800 is delivered to Mr. Harpal Singh.
Maruti Suzuki got top rank in 2000 to 2006 and no.1 in-
a) Sales satisfaction
b) Product quality
c) Product appeal
d) Total customer satisfaction
Maruti Suzuki has been awarded in Ruler Marketing in the Paris.
Maruti Suzuki has been awarded for highest growth.
Maruti Suzuki got 11th rank in all over world.
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Models of Maruti Suzuki:-
1. Maruti -800
2. Omni
3. Alto
4. Estillo
5. Wagon-R
6. Swift
7. Versa
8. Grand Vitara
9. Gypsy
10.A-Star
11.Ritz
12.SX4
13.Eeco
Value added services of Maruti Suzuki:-
Maruti insurance
Maruti finance
Extended warranty
Maruti genuine accessories
Maruti genuine part
True value
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Overview:-
Maruti Udyog’s (Maruti) corporate history has witnessed many changes in
management system and process. Our dealerships have kept pace with the changing times
and Market conditions.
The combined efforts of Maruti and its dealerships have resulted in sustained high
market share. Maruti is selling almost five lake cars per year and servicing in excess of six
lake cars per month.
The competition and customer expectations are rising in the automobile industry.
While the technology, product and sales schemes are almost at par, the only differentiating
factor between competitors is the quality of interface through the dealership employees are
responsible for creating the positive image of the company and our products in the
company and our products in the mind of our customers. All this demands a customer
focused work force that is highly committed and motive towards our business goals.
In view of the above, Maruti recommends a basic HR frame to be implemented at the
dealerships. The framework was will help to attract develop and maintain a team of
motivated and talented employees who will ensure that the dealership targets are met.
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ORGANIZATION: - BHATIA & COMPANY
History:-
Bhatia and company started 25 years back on the auspicious occasion of maker
sakranti 14th january in the year 1979 by obtaining the dealership of ‘KIRLOSKAR
TRACTOR’.
The founder of Bhatia and company. Late Mr. J.C. Bhatia, a retired Supdt. Engineer,
Irrigation Deptt. Govt of Rajasthan had grounded the seed in the automobile field with his
elder son Mr. Ram J.Bhatia, a graduate electrical engineer.
Simultaneously, were also awarded the dealership of “ENFILED MOTOR CYCLE”
which was known as the best motorcycle at that time.
Looking to tremendous performance and vast experience in the automobile field
“MARUTI UDYOG LTD.” a renowned car manufacturing co. awarded their dealership to
Bhatia and co. in the year 1986. Since then Bhatia and Company is the leaders in selling
Maruti cars in Kota region.
Facility available in Bhatia and company
Separate quarters for staff of sales & workshop are available.
We are celebrating employee’s birthday and anniversary.
P.F. & E.S.I. facility available for secure staff future.
Celebrating company anniversary.
Recall outsider for employee motivation outsider for employee motivation activity.
For motive sales Staff Company organize different abroad trip like “Singapore –
Malaysia Trip” “Hit the cock, go Bangkok & South India Trip” etc.
Annual picnic are also organize for staff.
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Suppliers of Bhatia & Company: - Maruti Suzuki
Major Customer :
Corporate Areas
DCM fertilizer and Rayon’s
Instrumentation Limited
Life Insurance Corporation
Banks
Businessman
Quality Policy :
The organization is committed to provide the sales & service for the Maruti Udyog
Limited cars for the complete satisfaction of its customer with continuous improvement in
quality of service including provision for eco friendly performance of maintaince. To achieve
these targets following are the quality objective of the organization.
Quality Objective:
1. To provide time frame service.
2. To increase customer satisfaction level.
3. To minimize problem repetition job.
4. To reduce customer complaints.
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Core Values and beliefs:-
Bhatia’s core values and beliefs are reflection of its commitment to build a world
class, learning organization. Striving for excellence in all its endeavors.
Customer Focus: Be sensitive to the needs of the customer: develop superior customer
insight.Commitment to surplus expectations and deliver superior value.
Innovation and Excellence: Strive to think differently and promote creativity.Make
continuous improvement a way of life: drive excellence
Development People: Continuously improve and upgrade the skills and competencies of
our people.Support people to realize their potential.
Team work: Work closely as a cohesive, well – knit team. Inculcate a spirit of openness
and collaboration, Relationship and Human Dignity, Value people and partnerships. Nurture
understanding, compassion, trust and respect in all relationships.
Social Responsibility and Ethics: Be a socially responsible corporate, addressing the
needs of the community and environment. Conduct business ethically. Maintain highest
standards of personal integrity.
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ORGANIZATION STRUCTURE
Organizational structure defines the critical roles & responsibilities the dealership.
It gives an overview of functional and reporting dealership.
T.V- True value
Fin. - Finance
HR- Human resources
The above diagram shows the top management of a regular dealership in the
organization chart.
CEO
GMT.V.
Adm.Head
HR.Mgr.
DGMSales
DGM Service
Fin.Head
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STRUCTURE OF SALES DEPARTMENT
GM- General manager
DSA- Dealers of sales associates
CCM- customer care manager
TL- team leader
STRUCTURE OF SERVICE DEPARTMENT
CEO
DGMSales
CCMgr.
AccessoyMgr.
SalesMgr.
DeliveryMgr
Corp.Sales Mgr.
DSAMgr.
DirectorYash P. BhatiaPers.sec
DSAExec.
CC Exec.
Procc.Associates
T.L. 1 T.L.2
Support staff service advisor
T.L.1 T.L2
Mgr. insurance & call center
DSEs
DSEs
DGMMktg.
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PDI- pre delivery inspection
FI - finance inspection
CC - customer care
F/V - finance verification
STRUCTURE OF MGA DEPARTMENT
CEO
GM Serviceee
Pers.sec.
Director
Spares Mgr.
PDI in charge
Works Mgr.
CC Mgr.
Body shop Mgr.
Spares Exec.
Pickers
PDIExec.
Group F.I.
CC Exec.
Service Advisor
Supervisor Claim F/V
Painters Deters
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Group structure under works manager should have 3 service advisor, 1 supervisor, 1
technical advisor and 7 technicians. In a dealership if the body shop handles 250 or more
vehicles per month then it should have a G.M. (Body shop)
There will be a separate PDI department if the number of sales is greater than or
equal to 500 per month.
BOARD OF DIRECTOR
CEO - Mr. Ram J. Bhatia
Director of sales department -Mr. Yash j. Bhatia
Director of service department - Mr. Prem J. Bhatia
Director of MGA /MGP department - Mr.Harish J. Bhatia
Director (MGA/MGP)
Asst. Manager (MGA)
Asst. Manager (MGP)
Supervisor
Pickers Mechanics
Supervisor MarketingExecutive
Pickers
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WORK CULTURE IN BHATIA & COMPANY
Work culture is defined the way of life in the dealership. This is the strongly
influenced by the leadership style and top management believes.
The system and processes can be copied but culture is always unique to every
dealership. The environment of the dealership must safe and conducive to work.
1. Dealership should provide to his employees.
System related
Behavior related
2. Dealership should expect from the employees.
Discipline related
Safety related
Behavioral related
Managing Work related
Phone Etiquettes related
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CHAPTER- II
“SWOT ANALYSIS”
18
STRENGTHS
1. Brand Name: The biggest strength is the tag of Maruti is going to be the largest
group of industries.
2. Compatible Price: Prices of different products of Maruti Suzuki are much more
compatible than others.
3. Easy Approach: We have open-ended approach so avalibility of desired product.
WEAKNESS
1. Tough Competitions: There is a very tough competition because of large number of
Automobile dealers are available in market.
OPPORTUNITIES
1. Hoarding: Most of the Indians have black money that too in huge amount i.e. they do
not have money in banks so approaching them is beneficial.
2. Indian Capital Market is Growing: So more & more new investors are interested in
investments.
3. Branch Expansion: Large no. Of branches are opening day by day and even we are
trapping the countries having almost same type of socio-economic condition & even same
culture etc.
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THREATS
1. Tough Competition: As there are so many mutual fund companies having almost same
kind of schemes, so it’s tough to compete with.
2. Changing Scenario: Our market scenario is changing day-by-day i.e. our market is
fluctuating, so this makes investor hard to invest
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CHAPTER-IV
“PERFORMANCE
MEASUREMENT”
21
PERFORMANCE MEASUREMENT
AN OVERVIEW
The current business environment is very different from what it was five or even ten
years ago. Technology and customer requirements have evolved, changing the
competitive landscape and continuing the focus on operational efficiencies. Performance
measures, implemented properly will drive greater accountability, visibility, and
transparency. Not only do measures provide managers and executives with a tool to gauge
organizational progress, but when well crafted and implemented, they can also inspire and
motivate all employees, set direction for the organization, and encourage alignment from
top to bottom. There is a key relationship between strategy and results – EXECUTION. As
illustrated in Figure 1, strategy, goals and objectives set the direction of the organization
and the relationship is evaluated, tracked, and refined through the use of performance
measures.
{Relationship of Performance Measures and Strategy}
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KEY CONCEPT
Primary difference between metrics and performance measurement is: metrics define
what is to be measured while performance measurement is the process of developing
measurable indicators that can be systematically tracked to assess progress in achieving
goals.
o Strategy –
The strategy will articulate the focus of the organization as well as the outcome that
the organization is trying to achieve.
o Goals and Objectives –
Goals and objectives support the strategy and organization’s mission, making the
strategy more specific and execution-oriented. Performance measures are developed and
tracked to determine the how well these goals are achieved.
o Performance Measurement –
A structured approach to gather information about activities in order to provide
feedback and insight.
o Feedback –
One of the critical outputs from a performance measurement effort is providing
feedback – insights to leadership on progress, gaps, and improvement opportunities for
decision-making.
Fundamentally, enterprises have realized that their primary challenge is disconnect
between the strategy and execution. Strategy, initiatives, resources, and risk are
addressed at the senior executive level of an organization but they are not directly tied to
the day-to-day activities. As a result, organizations can measure performance, but they
can’t manage it.
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o Background-
Performance measurement is a mature, proven concept that has evolved because of
management gurus such as F.W. Taylor, , Peter Drucker, J.M. Juran, and others. Taylor
showed how “scientific management” could increase productivity and applied these
concepts to industrial production to identify improvement opportunities. Organizations have
learned over time how to use measurement data and apply the information beyond
industrial production. In 1910, organizations used motion pictures to analyze and streamline
assembly-line activities. Please refer to Table 1 for a summary on the evolution of
performance measurement.
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Evolution of Performance Measurement
InfluencersIndustrial Age
1930's - 1960's
Quality Mgmt.Era
1970's - 1980's
Information Age
1990's and Beyond
Objective Increase
productivity and
reduce cost
Improve financial
controls
Application of
knowledge
Driver Consumer
Demands
Quality Technology
Policy /
Legislation
Influence
Hoover
Commission
No policy and
guidance
CFO Act, GPRA,
GMRA, NPR, Clinger
Cohen Act
Stratigic
Alignment of
Effort
No - Silo focused No - Numerous
objectives which
were not linked
Yes
Approach Metrics KPIs Balanced Scorecard
Type of Metric Input Output Outcome
Example of
Metric
Product cost per
unit
Number of defects
per unit
Lives saved
Data
Collection
Methodology
Ad-hoc Data Calls Systematic and
continuous
Application of
data
Improve
engineering
process
Improve quality
and reduce
number of defects
Improve efficiency and
effectiveness of the
enterprise
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Since 1911, each measurement effort has provided greater management insight on the
people, processes, and technology and on the enterprise as a whole. As the operating
environment evolved from the Industrial Age to the Information Age, so did the need for
information to understand the health of an organization. The evaluation of Performance
measurement has evolved from inputs to outcome-focused, results-oriented measures that
can assist leadership with tracking results and using the information to:
1. Manage progress and the health of the enterprise;
2. Mitigate risk; and
3. Make fact-based decisions.
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PERFORMANCE MEASUREMENT-
A KEY TO SUCCESS
Performance Measurement is a means of assessing progress against stated goals
and objectives in a way that is unbiased and quantifiable. A balance of financial and non-
financial indicators is used to measure program effectiveness and efficiency. These
indicators include cost per output, cost per outcome, and customer-oriented factors such as
quality, timeliness, and customer satisfaction.
Performance measurement asks the question “what does success really mean?” It
views accomplishment in terms of outcomes, and it requires managers to examine how
operational processes are linked to goals. In this way, managers do not simply report on the
past, they make authoritative forecasts about the future.
If implemented properly, program performance is evaluated not on the basis of the
amount of money that is spent or the types of activities that are conducted, but on whether
or not a program has produced real, tangible results. Effective performance measurement
makes organizational objectives clear and real to employees, improves the focus on long-
and short-term success, and reduces the amount of management time allotted to reporting
and review.
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The Benefits of Performance Measurement
Performance measurement can have both immediate and far-reaching impacts on
an organization. It brings with it an emphasis on objectivity, fairness, consistency, and
responsiveness. At the same time, it functions as a reliable indicator of an organization’s
long-term health. Other benefits include:
Ownership and interdepartmental collaboration.
By providing a clear direction for efforts in a particular functional area, performance
measurement gives employees a greater investment in problem solving, goal setting, and
process improvements. It helps set priorities and promotes collaboration among
departments and business areas.
Communication and a common language.
Reporting results can enhance staff, stakeholder, and partner understanding and
support of strategies and decisions, and it gives them a common language, alerts them to
potential problem areas, and encourages interdepartmental knowledge sharing.
Accountability.
Well-designed performance measures document progress towards achievement of
goals and objectives, motivating and catalyzing organizations to fulfill their obligations to
their staff, clients, stakeholders, and partners.
Budget justification.
Because it ties activities to results, performance measurement is a long-term
planning tool that can justify resource allocation.
Performance Goals and Measures
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GPRA defines a performance goal as a target level of performance expressed as a
tangible, measurable objective against which actual achievement can be compared,
including a goal expressed as a quantitative standard, value or rate. Most goals will be self-
measuring. Others may be more abstract. Those that are not tangible or measurable on
their own should be expected to have one or more separate performance measures or
indicators as needed to help define the goal for measurement.
Performance measures are tabulations, calculations, recordings of activities or
efforts, or assessments of results compared to intended purposes, that can be expressed
quantitatively or in another way that indicates a level or degree of performance.
A practical example of a performance goal could be a goal for tribal reservations to
meet national standards for maternal and child health. Examples of the measures needed
to support this goal could be morbidity and mortality rates for this population, percentage of
low birth-weight babies, the percentage of children receiving their full immunization series,
frequency of pediatric checkups, etc.
FOUR CHARACTERISTICS OF PERFORMANCE MEASURES
Agencies that have been successful at performance measurement have generally
developed performance measurements based on four characteristics:
Performance measurements were:
Tied to program goals and demonstrated the degree to which the desired results
were achieved;
Limited to a vital few those were considered essential for producing data for
decision-making;
Responsive to multiple priorities; and
Responsibility-linked to establish accountability for results.
29
In addition, performance measures should:
Describe the final product as it is received by the customer;
Be discrete, straightforward indicators;
Be critical to outcome goals;
Be distinguishable from work process measures; and
Be automated to the extent possible.
A New Outlook & a New Concept
Making performance measurement a priority requires a change in culture that
reflects results-oriented values and behaviors. It is not something that happens overnight. It
requires an ongoing effort and commitment in which every person in a department or
agency understands the organization’s mission and priorities. As staff are expected to
acclimate themselves to organizational shifts and changes in management perspectives, it
is important that they be engaged, invested, and have some sense of continuity and
consistency. That’s why performance measurement must involve not only incentives for
achievement, but also the resources and support employees need to successfully meet
their targets and objectives.
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CHAPTER- II
“RESEARCH- METHODOLOGY”
31
RESEARCH - OBJECTIVES
Aim of the studies:
The study helps to know about the performance of Employees of Bhatia &
company Kota. To judge their performance and measuring, how much they are capable
to sell and promote the products to the costumers.
The main aim of undertaking this study is to accomplish the following
objective:
To understand the concept of performance measurement.
To study the implementation of the performance measurement in Bhatia & company.
Conducting a survey for marketing staff and understanding their performance in
Bhatia & Company.
Proper understanding the measurement techniques.
32
RESEARCH - METHODOLOGY
The objective of the present study can be accomplished by conducting a systematic
employee’s survey. Market Research is a systematic design, collection, analysis and
reporting of data and finding that are relevant to different market situation facing by the
company. The marketing research processes that will be adopted in the present study
consist of the following stages:
Defining the problem and research objective:
The research objective state that what information is needed to solve the problem.
Here the objective of other research is awareness and Knowledge of performance
measurement. To measure their performance to achieve the organization goals of Bhatia &
Company with the help of 360º approach and balance scorecard.
Developing research plan:
Once the problem is defined, the next step is to prepare a plan for getting the
information needed for the research. The present study will adopt exploratory approach
where in there is a need to gather a large amount of information before making a
conclusion if required. The descriptive and casual approaches may also be used.
Collection and Sources of Data:
To collect the data, relevant information is necessary as regards to the project; as a
result using two ways collected data:-
A. Primary Data
B. Secondary Data.
33
Primary Data:
In this the information is being possessed with first hand information, which is new
and fresh.
The tools used by us for the primary data are:
Questionnaire
Face-to-Face Interview
Observation
Secondary data:
The information that is received with the help of Journals, Magazines, Financial
reports or which is already present with the company.
References used from management books.
Gathered information through World Wide Web (www).
Support and knowledge provided by Faculty and Company guide.
Sampling Plan:
Sampling unit: I have done the study on 10 employees from marketing staff in the
company and I also considered 40 direct selling agents so it became 50 respondents for the
survey.
Sampling size: A survey has conducted for the employees. The size was 10
employees and 40 direct selling agents.
34
Analyze the collected information:
This involves converting raw material in to useful information. It involves tabulation of
data and using statically measures on them for developing frequency distribution and
calculating the averages and dispersions.
Report research findings:
This phase will mark the culmination of the marketing research efforts. The report
with the research finding is a formal written document.
35
LIMITATIONS OF RESEARCH
Though the present study aimed to achieve the above-mentioned objectives in full
earnest and accuracy, it was hampered due to certain limitations. Some of the limitations of
this study may be summarized as follows:
Getting accurate responses from the respondents due to their inherent problems was
difficult. They were partial, and refused to cooperate.
Very few people have knowledge about performance measurement in a proper
manner.
At the duration of my study company has launch New Variants of there of there
products like Alto flash. So all the employees were busy in that.
Locating the target respondents were very time consuming.
Sample size was limited due to the limited period of 45 days allocated for the survey.
36
CHAPTER-V
“ANALYSIS FOR PERFORMANCE
MEASUREMENT”
37
Questionnaire for Front - line Marketing Staff
Q.1 Employees who comes under Income Group?
Less Than 10,000 :
10,000 - 20,000 :
20,000 - 30,000 :
More than 30,000 :
Income Group
Less than
10,000 10,000-20,000 20,000-30,000 More than 30,000
No. of
Employees 20 5 15 10
38
Interpretation-
Above bar graph depicts that employees who comes under income
group of less than 10,000 is 20%. Which is highest? It means they are not very much able
to achieve the targets given by their superiors. Their salary increase in proportion to their
achievements.
39
Q.2 How many employees are accountable for specific job- related matrices like
knowledge, skills and attitude?
Less than 2
2 – 5
5 – 8
More than 8
Year of
AccountabilityLess than 2 2-5 5-8
More than
8
No. of
Employees22 7 8 13
40
Interpretation: -
The no. of employees who are accountable for specific job- related matrices like
knowledge, skills and attitude is less than 2 years are 22% that those who have experience
more than 8 years. The figure shows that as they experience, skills and knowledge and
attitude towards job also developed. They can perform in better manner.
41
Q. 3 Do the employees satisfy their target customers or their clients?
Response
Strongly
Agree Agree Disagree Strongly Disagree
No. of Employees 15 18 10 7
42
Interpretation: -
The above graph depicts that 15% employees were strongly agreed and 18%
employees are moderately agree that they satisfy their target customers or clients. But
almost 10% employees were not able to satisfy their target customer because the area that
they assigned was household and most of the business class families reside there.
43
Q.4 Do the employees able to resolve the issue of costumers at a time?
a) Strongly Yes- 25 b) Moderately Yes- 20
c) Strongly No- 0 d) Moderately No- 5
Response Strongly Yes
Moderately
Yes Strongly No Moderately No
No. of Employees 22.00% 20.00% 3.00% 5.00%
44
Interpretation: -
The above graph depicts that the response of 22% employees were strongly said
yes that the employees were very much able to resolve the issue of customers at a time. It
shows that the employees have good knowledge about the product.20% employees were
moderately agree and rest 10% employees were partially disagreeing with the statement.
45
Q.5 Manager talk about performance measurement in a year?
a) Strongly agree c) Agree
b) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 25 10 8 7
46
Interpretation-
Above bar graph depicts that 25% employees are strongly agree that managers talk
about performance measurement at least once in a year. It is good to know that the staff is
performing well or not.
47
Q.6 Managers give performance feedback regularly.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 15 24 6 5
48
Interpretation-
Above bar graph depicts that 24% employees were agree and 15% employees were
strongly agree that managers give their feedback on daily bases. It means the manager or
the superior give assessments of employees regularly and every employee has to report
manager everyday.
49
“Questionnaire for Middle Level Managers”
Q. 1 Do the managers provide employees performance based bonus program.
a) Strongly Yes- 24 b) Moderately Yes- 6
c) Strongly No- 15 d) Moderately No- 5
Response Strongly Yes Strongly No Moderately Yes Moderately No
No. of Employees 24 15 6 5
50
Interpretation-
Above bar graph depicts that 20% employees were agree that they get bonus or
incentives out of their better performance. It means if they achieve the targets given by their
superiors they are rewarded. Employees salary increase in proportion to their
achievements.
51
Q. 2 What are the different modes to measure the performance of the employees,
rank them?
(a.) Competitive advantage [ ]
(b.) Quality of service [ ]
(c.) Flexibility [ ]
(d.) Resource utilization [ ]
(e.) Innovation [ ]
i) Only a – 10 ii) b and d – 12
iii) a and c- 8 iv) All 5 - 20
Response Only a b and d a and c All 5
No. of Employees 10.00% 12.00% 8.00% 20.00%
52
Interpretation: -
The above pie chart shows that 20% employers choose all the five modes to
measure the performance of the employees. Competitive advantage is the most common
response that I found in my research. They told me that there are so many mutual funds in
the market so they have to differentiate their products to competitors.
53
Q. 3 What criteria do you adopt to measure the performance of the marketing staff
specifically?
a) Behaviorally anchored rating scale
b) 360º appraisal
c) Balance score card
d) Work standard approach
Response BARS 360º appraisal
Balance score
card
Work standard
approach
No. of Employees 5 20 15 10
54
Interpretation: -
360-degree appraisal and balance scorecard is very well known criteria to measure
the performance of the employees of Reliance Mutual Fund. Most of the employees agree
that not only top level and middle level employees measure the performance but peers also
take part in measuring process.
Q. 4 Average retention period of employees under your company?
Less than 1 :
1 – 2 :
2 – 3 :
More than 3 :
Response Less than 1 1-2 2-3 More than 3
No. of Managers 8 12 25 5
55
Interpretation: -
The above graph depicts that average retention period of employees 2-3 years. I
found the common response from the employees that the reason behind is so much work
pressure. They have to work hard to achieve the goals of the company. So they denied
sticking to one company.
56
Q.5 How many employees promoted by performance measurement?
Less than 5 :
5 – 10 :
10 – 15 :
More than 15 :
Response Less than 5 5-10 10-15 More than 15
No. of Managers 6 8 12 24
57
Interpretation: -
The above graph depicts that more than 15 employees promoted by performance
measurement every year. It is very good sign for the company and the employees also.
The measurement process of the company benefits the employees and motivates them to
increase sales per year.
58
Q. 6 Are the employees satisfied with measurement process of the company?
a) Strongly Yes- 25 b) Moderately Yes- 15
c) Strongly No- 4 d) Moderately No- 6
Response Strongly Yes Strongly No Moderately Yes Moderately No
No. of Managers 25 6 15 4
59
Interpretation: -
The above graph depicts that 25% employees were strongly agree with the
statement that they were very much satisfied with the measurement process of the
company but some of the employees were not agree with the measurement process
because they think that managers are partial and process is biased to some employees.
60
Q. 7 Where performance has not meet the required standard action is take at an
early stage in order to seek improvements.
Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 30 5 10 5
61
Interpretation: -
The above graph depicts that 30% employers were strongly agree with the
statement. To improve the performance of the employees, managers check whether the
employees have met the required standard or not. If there is any variation between actual
and desired they take immediate action at very early stage. Some employees were not
satisfied with the statement.
62
Q.8 Systems are in place to monitor corporate service and individual performance
against plans and objectives and to take corrective action where required.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 12 22 10 6
63
Interpretation: -
The above graph depicts that 22% employees were agreed and 12% employees
were strongly agree with the statement. There is regular assessment of employees in
Reliance Mutual Fund. Individual performance needs to check against the plans and the
objectives set by the company. If they have not achieved up to the mark there should be
taken corrective actions so that they can give better results further.
64
Q.9 There is clear and unequal commitment from the top and middle level managers
and senior managers on the performance measurement of the employee.
Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 12 10 10 14
65
Interpretation: -
The above graph depicts that 14% employees denying that there is unequal
commitment from the top and middle level managers and senior managers on the
performance measurement of the employees. But 12% employees were strongly agreed
that the managers are responsible of the performance of the employees.
66
Q.10 Are the managers consider employees greatest accomplishment over the past
years?
Interpretation: -
This is an open-ended question and response that I got is positive. Some of the
employees performed very well at the launching of New Fund Offer of the company. They
covered the whole market to promote the NFO of the company.
Q.11Do the employees have any question about their job responsibilities, as
outlined in their position description?
Interpretation: -
I found the most common response from the employees that they are fully loaded
with their responsibilities, given by superiors. They are doing more than what they asked to
do. There is a lot of work pressure and they have to work over time.
Q.12 Any additional training, education or recourses do you need to improve your
performance?
a) Yes b) No
Interpretation: -
It is an open ended question so the response that the employees needed training
session to accept the innovation and technical training was required to sustain in the
particular job. They also needed resources to improve the performance.
67
CHAPTER VI
-
“FINDINGS”
68
Findings for Performance Measurement of
Front-Line marketing staff
1. Almost all the employees of Bhatia & company are agree that managers talk about
quaterly performance measurement.
2. Almost all the employees are agree that managers or relation ship manager give
feedback to employees regularly as the employees report to manager everyday at
evening.
3. Most of the employees of Bhatia & company were agree that they get bonus or
incentives out of their target achievements and better performance.
4. All most all the employees of marketing staff consider all the five modes that are
competitive advantage, quality of service, flexibility, resource utilization, and
innovation to measure the performance. But competitive advantage and quality of
service is the most common response. Hence it is a good sign for the growth of the
company.
5. 360-degree appraisal and balance scorecard is very well known criteria to measure
the performance of the employees of Bhatia & company. Most of the employees
agree that not only top level and middle level employees measure the performance
but peers also take part in measuring process.
6. In Bhatia & company average retention period of employees are 2-3 years. The
reason behind is so much work pressure of heart- core selling. They have to work
hard to achieve the goals of the company. So they denied sticking to one company.
7. More than 15 employees promoted by performance measurement every year. It is
very good sign for the company and the employees also. The measurement process
69
of the company benefits the employees and motivates them to increase sales per
year.
8. Some of the employees were very much satisfied with the measurement process of
the company but some of the employees were not agree with the measurement
process because they think that managers are partial and process is biased to some
employees.
9. To improve the performance of the employees, managers check whether the
employees have met the required standard or not. If there is any variation between
actual and desired they take immediate action at very early stage.
10. There is regular assessment of employees in Bhatia & company Individual
performance need to check against the plans and the objectives set by the company.
If they have not achieved up to the mark there should be taken corrective actions so
that they can give better results further.
11. Most of the employees were strongly agreed that the managers are responsible of
the performance of the employees.
12. Managers consider employees greatest accomplishments over the past
years. Some of the employees performed very well at the launching of New Alto
Flesh of the company. They covered the whole market to promote the new car of the
company.
13. Employees of Bhatia & company are fully loaded with their responsibilities, given by
superiors. They do more than what they asked to do. There is a lot of work pressure
and they have to work over time.
14. The employees needed training session to accept the innovation and technical
training was required to sustain in the particular job. They also needed resources to
improve the performance.
15. Most of the employees have some qualities like sound knowledge of market; making
strong relationship with the customers, decision making power etc.70
CHAPTER VII
-
“CONCLUSION”
71
CONCLUSION
From the analysis of the responses received from the employers and front-line
marketing staff of Bhatia & company kota, a majority of employees are found to be
conscious and enlightened regarding their better performance for the progress of the
company.
Some of the employees have faced some problem regarding the frequent change in
their work profile, and other implementations of new technology. Most of the employees
have different competencies in them for the better performance of job.
We have very good market in Kota which comprises potential Customers, but due to
lack of proper guidance, these employees are not that much capable to achieve the targets
assigned to them. There should be continuous flow of information to their potential investors
and they should also keep in contact with the marketing head of the company.
The actual performance of the marketing staff should meet the standard or desired
performance, which has to be inclined towards the objectives.
So my findings are that marketing staff of Company should make little more efforts to
trap the potential investors, like building a good relationship with potential business,
moreover friendly guidance.
Hence, Performance Measurement plays a vital role for the development of the
employees as well as company.
72
CHAPTER VIII
-
“RECOMMENDATIONS”
73
RECOMMENDATIONS
There are some recommendations or suggestions for Bhatia & company after
the above findings of the analysis-
1. Company should set up some benchmarks or performance standards to analyze the
actual performance of the marketing staff.
2. Company should recruit the candidates according to their past performances.
3. Bhatia & company must lay down some sound strategies to retain efficient employees by
giving them more incentives and rewards for their better performances in comparison to
other companies.
4. Employees of marketing staff in Bhatia & company must use marketing tools like point of
purchase, advertisement through Mass Media like loading Newspapers, Magazines,
Television, Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.
5. The organization is lacking on the parameters of motivation. It is recommended that the
organization must adopt the concept of motivation.
6. Bhatia & company should organize programs for employees’ awareness in developing
areas and establish a confidence and belief for the future growth of the company.
7. There should not be frequently change in the work profile of the employees. This
hampers the quality of the work.
74
CHAPTER IX
-
“QUESTIONNAIRE”
QUESTIONNAIRE
75
(For front-line marketing staff )
Name :
Age :
Designation :
Income Group
Less Than 10,000 :
10,000 - 20,000 :
20,000 - 30,000 :
More than 30,000 :
Q.1 Managers talk about performance measurement once a year.
a) Strongly Agree (b) Agree
c) Disagree (d) Strongly Disagree
Q.2 Managers give performance feedback regularly.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Q. 3 Do the managers provide employees performance based bonus program.
76
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q. 4 Are the employees satisfied with measurement process of the company?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q.5 Systems are in place to monitor corporate service and individual performance
against plans and objectives and to take corrective action where required.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Q.6 There is clear and unequal commitment from the top and middle level managers
and senior managers on the performance measurement of the employee.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
77
Q.7 Do the employees have any question about their job responsibilities, as
outlined in their position description? (OPEN ENDED)
Q.8 Any additional training, education or recourses do you need to improve your
performance?
a) Yes b) No
Questionnaire (FOR MANAGERS)
78
Name :
Age :
Designation :
Q.1 How many employees are accountable for specific job- related matrices like
knowledge, skills and attitude?
Less than 2
2 – 5
5 – 8
More than 8
Q. 2 Do the employees satisfy their target customers or their clients?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q.3 Do the employees able to resolve the issue of costumers at a time?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q. 4 What are the different modes to measure the performance of the employees,
rank them?
(a.) Competitive advantage [ ]
(b.) Quality of service [ ]
(c.) Flexibility [ ]
(d.) Resource utilization [ ]
(e.) Innovation [ ]
79
Q. 5 What criteria do you adopt to measure the performance of the marketing staff
specifically?
a. Behaviorally anchored rating scale
b. 360º appraisal
c. Balance score card
d. Work standard approach
Q. 6 Average retention period of employees under your company?
Less than 1 :
1 – 2 :
2 – 3 :
More than 3 :
Q.7 How many employees promoted by performance measurement?
Less than 5 :
5 – 10 :
10 – 15 :
More than 15:
Q.8 Where performance has not met the required standard action is taking at an
early stage in order to seek improvements.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Q.9 Are the managers consider employees greatest accomplishment over the past
years? (OPEN ENDED)
80
CHAPTER X
-
“BIBLIOGRAPHY”
BIBLIOGRAPHY81
Book of Business research methodology of Govt Eng. College Jhalawar.
Book of Quantitative Methods of Govt. Eng. College Jhalawar.
Book of Performance Measurement and Reward Systems of Govt. Eng.College
Jhalawar
Michael Armstrong, “Human Resource Management Practices” Pg no. 785-789
Websites: -www.marutisuzuki.com
www.bhatia&company.com
www.economicstimes.com
www.google.com
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