Copy of Neha Final REPORT

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

6

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.

7

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

8

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.

9

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.

14

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

15

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

16

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.

23

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.

24

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

25

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.

26

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

28

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.

30

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


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



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.



Response Strongly Yes Strongly No Moderately Yes Moderately No


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


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


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?



Response Strongly Yes Strongly No Moderately Yes Moderately No


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




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.





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




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.



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?



Q.5 Systems are in place to monitor corporate service and individual performance

against plans and objectives and to take corrective action where required.



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.



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?



Q.3 Do the employees able to resolve the issue of costumers at a time?



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.



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

82

Copy of Neha Final REPORT

Documents

summer project

project possible

project activity

project work

project study report

bhatia company kota

staff of bhatia company

family of bhatia company