A SUMMER TRAINING REPORT ON PERFORMANCE APPRAISAL SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA) GURU JAMBHESHWAR UNIVERSITY HISAR Training Supervisor Training Supervisor Mr. B.K. Jha (Manager - HR & Administration) Submitted By Submitted By KHUSHBU YADAV KHUSHBU YADAV Enrolment No.: Enrolment No.: 06511242370 06511242370 1
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A SUMMER TRAINING REPORT
ON
PERFORMANCE APPRAISAL
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OFBACHELOR OF BUSINESS ADMINISTRATION (BBA)
GURU JAMBHESHWAR UNIVERSITYHISAR
Training Supervisor Training Supervisor Mr. B.K. Jha (Manager - HR & Administration)
“It is the systematic evaluation of the individuals with respect to his or her
performance on the job and his or her potential for development”
According to Dale Yoder, “all formal procedures used in working organization to
evaluate personalities and contributions and potentials of group members”
According to Flippo, “ Perfromance Appraisal is a systematic, periodic and so far as
humanly possible, an impartial rating of an employee’s excellence in matters pertaining
to his present job and to his potentialities for a better job”.
Thus under Performance Appraisal, we not only evaluate the performance of a worker but
also his potential for development.
Objectives of Performance Appraisal
The main purposes of employee assessment are :-
Training, and Transfers have been effective or not. Performance is concerned and to
assist them with constructive criticism and guidance for the purpose of their development
for dialogue between the superior and the subordinate, and improves understanding of
personal goals and concerns.
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When to Appraise ?
The appraisals are conducted wheneverthe supervisor or personnel managers feel it
necessary. However systematic appraisals are conducted on a regular basis, say for
dxample every six months or annually.
Whose Performance should be Rated ?
To the question as to whose performance should be rated?
That is, who can be Ratee ?
The answer is obviously – Employees!
And when we say employees, it may be individual, group, teams, or division.
Who are Raters ?
Raters are immediate Supervisors, specialists from HR Department, Subordinates, Peers,
Committees, Clients, Self-appraisals, or a combination of several.
USE OF PERFORMANCE APPRAISAL
Followings are the some major use of Performance Appraisal to the organization :-
Poor Performance indicates the need for retraining. Likewise, good performance may
indicate untapped potential that should be developed.
2) Compensation Adjustments
Performance evaluations help decision-makers determine who should receive pay raises.
Many firms grant part or all of their pay increases and bonuses based upon merit, which
is determined mostly through performance appraisals.
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Promotions, transfers, and demotions are usually based on the past or anticipated
performance. Often promotions are reward for past performance.
Good / bad performance throughout the organization indicates how well the human
resource function is performing.
Performance feedback allows the employee, manager, and Personnel specialists to
intervene with appropriate actions to improve performance.
Performance feedback guides career decisions about specific career paths one should
investigate.
Poor performance may be a symptom ill-conceived job designs. Appraisals help diagnose
these errors.
Deficiencies
Good or bad performance implies strengths or weakness in the personnel department’s
staffing procedures.
PROCESS OF PERFORMANCE APPRAISAL
Performance Appraisal is a nine step process :-
Step 1
In this step the performance standards are established based on the Job
Description and Job Specification. The standards should be clear, objective and
incorporate all the factors.
Step 2
Under this step, the Performance Standards are informed to all the employees
including Appraisals.
Step 3
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In this step, the instruction given to appraisal are followed, measurement of
employee performance by the appraisers through observation, interview, records and
reports are done.
Step 4
This step find out the influence of various internal and external factors on actual
performance.
Step 5
This step is to comparing the actual performance with that of other employees and
previous performance of the employee and others.
Step 6
The sixth step of Performance Appraisal Process, the actual performance is
measured with the standards and finding out deviations.
Step 7
The seventh step compares, the actual performance of the employee and other
employees doing the same job and discuss with him about the reasons for the positive or
negative deviations from the pre-set standards as the case may be.
Step 8
This step suggest necessary changes in standards, job analysis, internal and
external environment.
Step 9
The last step is the follow-up of performance appraisal report. This step includes
guiding, counseling, coaching and directing the employee or making arrangements for the
training and development pf the employee in order to ensure improved performance.
If the actual performance is very poor and beyond the scope of improvement, it
may be necessary to take steps for demotion or retrenchment or any suitable measure.
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METHODS OF PERFORMANCE APPRAISAL
1) Past Oriented Methods
a) Rating Scales
This is the simplest and the most popular technique for appraising employee
performance. It consists of several numerical scales, each representing job-related
performance criterion such as dependability, initiative output, attendance, attitude, co-
operation and the like. Each scale ranges from excellent to poor. The rater checks the
appropriate performance level on each criterion, then computes the employee’s total
numerical score. The number of points scored may be linked to salary increases whereby
so many points equal a rise of some percentage.
b) Checklist method
In this method, the raters doesn’t evaluate employee performance; he supplies reports
about it and the final rating is done by the personnel department. A series of questions are
presented concerning an employee to his behavior. The rater, then , checks to indicate if
the answer to a question about an employee is positive or negative. To value of each
question may be weighed equally or certain questions may be weighted more heavily
than others. Generally, the questions are on ‘Yes/No’ pattern.
c) Forced Choice Method
In this method, the rater is given a series of statements about an employee. These
statements are arranged in block of two or more, and the rater indicates which statement
is most or least descriptive of the employee.
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Typical statements are :-
i) Learns Fast………………….Works hard
ii) Work is reliable…………… Performance is a good example
iii) Absent often…………………usually tardy
d) Forced Distribution Method
One of the errors in rating is leniency-clustering a large number of employees around a
high point on a rating scale. The forced distribution method seeks to overcome the
problems by compelling the rater to distribute the rates on all points on the rating scale.
For example, the following distribution might be assumed to exist – Excellent 10%,
Good 20%, Average 40%, Below Average 20% and Unsatisfactory 10%
e) Critical Incidents Method
This approach focuses on certain critical behaviors of an employee that makes all the
difference between effective and non-effective performance of a job. Such incidents are
recorded by the superiors as and when they occur.
f) Field Review Method
This is an appraisal by someone outside the assesee’s own department usually some one
from the corporate office or the HR department. The outsider reviews employee records
and holds interview with the ratee and his/her superior.
The method is primarily used for make promotional decision at the managerial level.
This method is also useful when comparable information is needed from employee in
different units or locations.
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g) Cost Accounting Method
This method evaluates performance from the monetary returns the employee yields to his
or her organization. A relationship is established between the cost include in keeping the
employee and the benefit the organization derives from him or her. Performance of the
employee is then evaluated based on the established relationship between the cost and the
benefit.
h) Comparative Evaluation Approaches
This method is a collection of different methods that compare one worker’s performance
with that of his/her co-workers.
The usual comparative forms used in this kind of evaluation are the Ranking method and
the Paired Comparison Method.
i. Ranking Method
In this, the superior ranks his / her subordinates in the order of their merits,
starting from the best to the worst. Ranking can be given duly form A+, A, B+,
B……and so on.
ii. Paired – Comparison Method
Under this method, the appraiser compares each employee with every other
employee, one at a time. For example, there are five employees name A, B, C, D,
and E, the performance of A is first compared with the performance of B and a
decision is made about whose performance is better. Then A is compared with C,
D, and E. The same procedure is repeated for other employees.
The number of comparisons may be calculated with the help of formula which is
as under N(N-1)/2
Where, N= the number of employees to be compared.
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After the comparison, the result can be tabulated and a rank is created from the
number of times each person is considered to be Superior.
2) Future – Oriented Appraisals
a) Management By Objectives (MBO) Method
Peter F. Drucker was the first who gave the concept of MBO to the world way in 1954
when his The Practice Of Management was first published.
According to Prof. Reddin, “BO is the establishment of effectiveness areas and
effectiveness standards for the managerial positions and the periodic conversions of these
into measurable time bound objectives linked vertically and horizontally and with future
planning”.
MBO helps and increases employee motivation but it relates over all goals to the
individual’s goals and helps to increase an employee’s understand of where the
organization is and where it is heading.
MBO results in a “means ends” chain. Management at succeedingly lower level in the
organizations establishes targets which are integrated with those at the next higher level.
Thus, it can insure that everyone’s activity is ultimately aimed towards organization’s
goals.
MBO identifies performance deficiencies and enables the management and the
employees to set individualized self-improvement goals and thus proves effective
Training and Development programme.
b) Psychological Appraisals
Large organizations employ full-time industrial psychologists. When psychologists are
used for evaluations, they assess an individual’s future potential and not the past
performance. The appraisal normally consists of in-depth interviews, psychological tests,
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discussions with supervisors and a review of other evaluations. The psychologist then
writes an evaluation of the employee’s intellectual, emotional motivational and other
work-related characteristics that suggest individual potential and may predict future
performance.
c) Assessment Centres
This method is mainly used for executive hiring. Assessment centres are now being used
for evaluating executive or supervisory potential.
An assessment centre is a central location where managers may come together to have
their participation in job-related exercises evaluated by trained observers.
The principle idea is to evaluate managers over a period of time, by observing their
behavior across a series of selected exercises or work samples.
Assesses are requested to participate in in-basket exercises, work groups (without
leaders), computer simulations, role playing, and other similar activities which requires
the same attributes for successful performance, as in the actual job.
After recording their observations of rate behaviors, the raters meet to discuss these
observations. Finally a decision is generated based on the discussion made.
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THE APPRAISAL INTERVIEW
The post appraisal interview has been considered by most of the organizations, as well as
employees, as the most essential part of appraisal system.
This interview provides the employee the feedback information, and an, opportunity to
the appraiser to explain the employee his rating, the traits and behavior he has taken into
consideration for appraisal.
It helps both the parties to review standards, set new standards based on the reality
factors, and helps the appraiser to offer his suggestions, help, guide and coach the
employee for his advancement.
OBJECTIVES OF APPRAISAL INTERVIEW
1) to let employee know where they stand
2) to help employees do a better job by clarifying what is expected of them
3) to plan opportunities for development and growth
4) to strengthen the superior-subordinate working relationship by developing
a mutual agreement of goals
5) to provide an opportunity for employees to express themselves on
performance related issues
Guidelines for effective Appraisal Interview
select a good time
inform to all employee a few days before the interview
minimize interruptions
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welcome, set at ease
start with something positive
Ask open-ended questions to encourage discussion
Listen
Manage eye contact and body language
Be specific
Rate behavior, not personality
Layout development plan
Discuss the future as well as the past
Encourage subordinate participation
Try to make constructive discussion always
Always make the discussion on the right track
Complete form
Set mutual agreeable goals for improvement
End in a positive , encouraging note
Set time for any follow-up meetings
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PROBLEMS OF PERFORMANCE APPRAISAL
The major problems in Performance Appraisal are :-
1) Rating Biases
The problem subjective measure (is that rating is not verifiable by others) has the
opportunity for bias.
The rater biases include :-
i) Halo Effect
It is the tendency of the raters to defend excessively on the rating of one trait or
behavioral consideration in rating all other traits or behavioral considerations.
ii) The Error Central Tendency
Some raters follow play safe policy in rating by rating all the employees around
the middle point of the rating scale and they avoid rating the people at both the
extremes of the scale. They follow play safe policy because of answerability to
management or lack of knowledge about the job and person he is rating or least
interest in his job.
iii) Leniency & Strictness
The leniency bias crops when some raters have a tendency to be liberal in their
rating by assigning higher rates consistently. Such ratings do not serve any
purpose. Equally damaging one is assigning consistently low rates.
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iv) Recency Effect
The raters generally remember the recent actions of the employee at the time of
rating and rate on the basis of these recent action – favorable or unfavorable -
rather than on the whole activities.
2) Failure of the superior in conducting Performance Appraisal and Post
Performance Appraisal interviews.
3) Less reliability and validity of the Performance Appraisal Techniques.
4) Negative rating affect Interpersonal Relations and Industrial Relation System
5) Influence of external environmental factors and uncontrollable internal factors
6) Some ratings particularly about the potential appraisal are purely based on
guesswork
7) Supervisors may get confused due to many objectives of Performance Appraisal
8) Management emphasizes on punishment rather than development of an employee
in Performance Appraisal.
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COMPETITIVE ADVANTAGES OF PERFORMANCE
APPRAISAL
1) Improving Performance
An effective appraisal system can contribute to competitive advantage by
improving employee job performance in two ways – by directing employee
behavior towards organizational goals, and by monitoring that behavior to ensure
that the goals aremet.
2) Making Correct Decisions
Appraisal is a critical input in making decisions on such issues as pay raise,
promotion, transfer, training etcs
3) Ensuring Legal Compliance
Promotions made on factors other than performance might land up a firm in a
legal battle.
4) Minimizing Job Dissatisfaction & Turnover
Appraisal minimizes the frustration, dissatisfaction resulting increase in the
turnover among theemployees by generating a strong feeling of motivation.
5) Consistency between organizational strategy & behavior
Performance Appraisal system is an important organizational mechanism to elicit
feedback on the consistency of the strategy-behavior link.
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360° PERFORMANCE APPRAISAL METHOD
The Performance Appraisal method, in which multiple raters are involved in evaluating
performance, is called 360-degree appraisal.
The 360-degree technique is understood as systematic collection of performance data on
an individual or group, derived from a number of stakeholders- the stakeholders being the
immediate supervisors, team members, customers, peers, and self.
The appraiser should be capable of determining what is important and what is relatively
less important. He should prepare reports and make judgements without bias.
1) Supervisors
Supervisors include superiors of the employee, other superiors having knowledge
about the work of the employee and department head or Manager.
2) Peers
Peer appraisal may be reliable if the work group is stable over a reasonably long
period of time and performs tasks that require interaction.
Peer Consider the following factors while appraising :-
Delegation of authority
Team Spirit
Motivation
3) Subordinates
The concept of having rated by subordinates is being used in most organizations
today, especially in developed countries. Such a novel method can be useful in
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other organizational settings too provided the relationships between superiors and
subordinates are cordial.
4) Self
If individual understand the objectives they are expected to achieve and the
standards by which they are to be evaluated, they are to a great extent in best
position to appraise their own performance.
5) Customers
Employee performance in every service organizations relating to behaviors,
promptness, speed in doing the job and accuracy, can better be judged by the
customers or users of services.
6) Consultants
Sometimes consultants may be engaged for the appraisal when employees or
employers do not trust supervisor for appraisal and management does not trust the
self-appraisal or peer appraisal or subordinate appraisal.
360 degree appraisal form design - template guidelines
Job descriptions are also a useful starting point for (but by no means the full extent of)
establishing feedback criteria, as are customer/staff survey findings in which
expectations/needs/priorities of appraisee performance are indicated or implied.
A 360 degree appraisal template typically contains these column headings or fields, also
shown in the template example below:
Key skill/capability type (eg communications, planning, reporting, creativity and
problem solving, etc - whatever the relevant key skills and capabilities are for the
role in question).
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Skill component/element (eg 'active listening and understanding' [within a
'communications' key skill], or 'generates ideas/options' [within a
'creativity/problem solving' key skill]). The number of elements per key skill
varies - for some key skills there could be just one element; for others there could
be five or six, which I'd recommend be the maximum. Break down the key skill if
there are more than six elements - big lists and groups are less easy to work with.
question number (purely for reference and ease of analysis)
specific feedback question (relating to skill component, eg does the person take
care to listen and understand properly when you/others are speaking to him/her?
[for the active listening skill])
tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate
out of 5 or 10 - N.B. clarification and definitions of ratings system to participants
and respondents is crucial, especially if analysing or comparing results within a
group, when obviously consistency of interpretation of scoring is important)
360 degree feedback form template example
A typical 360 degree feedback form template would look like this. This template allows a
mixture of key skills comprising one, two, three, four, and up to six elements. The
number of elements per key skill/capability would vary of course, so if necessary adjust
the size of the boxes in the first column accordingly to accommodate more or less
elements. See the notes directly above for more explanation about the purpose of each
column and heading, and the feedback scoring method.
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Feedback Form headings and instructions: appraisee name, da feedback respondent name, position (if applicable) plus l I instructions and guidelines for completion, etc.
key skill/capability area
Sk skill/capability element
question n number
feedback q question
feedback score
1
2
3
4
5
6
7
8
9
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Chapter 4
DATA ANALYSIS
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DATA ANALYSIS
Analysis has been made on the data collected by means of Questionnaires. For this
purpose, I prepared two questionnaires – First for the permanent Workers and Staff
members and Second for the Managers of Varun Beverages Ltd.
The Questionnaires have been prepared keeping in mind the level and magnitude of
activities carried out by the Workers, Staff & Managers. The basic aim of questionnaire is
to find out the mental perspective of the respondent towards the Performance Appraisal
exercise followed at Varun Beverages Lt.
The Questionnaire also aims at finding the level of motivation of the respondent with
reference to the performance appraisal exercise i.e. whether the respondent feels
motivated after his appraisal and works hard for the same.
The questionnaire also highlights some suggestions given by the respondents as
alternatives which the organization can practice for better working and for improving
satisfaction level of the employees.
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ANALYSIS BASED ON QUESTIONNAIRE ( WORKERS & STAFFS)
Q1) Are you aware of the Performance Appraisal (PA) Method followed in Varun
Beverages Ltd.?
Yes No
RESPONSE
NO. OF
RESPONDANT PECENTAGE
Yes 24 60%
No 16 40%
TOTAL 40 100%
YESNO
Inference
From the sample size of 40 respondents, only 24 are aware about the performance
appraisal system while other 16 are unaware about this.
It is thus cleared from the above analysis that about 40 % doesn’t know the performance
appraisal system at VBL
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Q2) Are you satisfied with the existing P.A. Method followed in the Company?
Highly Moderate Not at all
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
HIGHLY 11 28%
MODERATE 19 47%
NOT AT ALL 10 25%
TOTAL 40 100%
HIGHLY
MODERATE
Not at All
Inference
It is thus cleared from the above analysis that about are 28 % strongly satisfied, 47% are
moderately satisfies and 25% are unsatisfied by the performance appraisal system at
VBL.
This shows a very much unsatisfaction among employees regarding Performance System
at VBL
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Q3) Are there Biases in the existing P.A. Method?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 28 70%
No 12 30%
Total 40 100%
YESNO
Inference
About 70% of the employees feel that there are biases in the Performance Appraisal
system at VBL.
This part constitutes a large amount of the total respondents.
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Q4) Are you satisfied with the increment in your Salary?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 07 18%
No 33 82%
Total 40 100%
YESNO
Inference
From 40 respondent, 33 unsatisfied from their increment in salary and only 7 are
satisfied.
This shows a improper increment in salary or low satisfaction level among employee
regarding their salary increment.
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Q5) Did Varun Beverages Ltd. provide any training at beginning of your joining?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 29 72%
No 11 28%
Total 40 100%
YESNO
Inference
Among 40 respondents, 29 said that they got training after joining the organization while
rest 11 respond to NO.
This shows that Training Program is also not undertaken with much care or there may be
some malfunctioning.
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Q6) Is proper action taken after the fulfillment of the PA Forms?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 12 30%
No 28 70%
Total 40 100%
YESNO
As per the respondents, the proper actions are not being carried after the filling of
Appraisal Forms.
About 70% of the respondents, responds to NO, which shows a much amount and also
some mal-functionings in Performance Appraisal System
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Q7) Is the PA exercise strictly followed or is just a formality?
Strictly followed Moderate Formality
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Strictly Followed 08 12%
Moderate 20 50%
Formality 12 30%
TOTAL 40 100%
StrictlyFollowedModerate
Formality
Inference
The above data shows that very few employee feels that the Performance Appraisal
System really works in a proper way and most of were in the view of it as a Formality
one and is made on the papers.
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Q8) Are you satisfied from the Feedback you get from your Supervisors?
Completely Moderate Not at all
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Completely 10 25%
Moderate 15 37%
Not at all 15 38%
TOTAL 40 100%
CompletelyModeratenot at all
Inference
From the above analysis one can find that there not proper discussion is being carried
among seniors and the junior employees
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Q9) If the existing PA Method be changed? Would you readily accept the change?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 29 72%
No 11 28%
Total 40 100%
YESNO
Inference
Among 40 respondents, 29 said to change in existing Performance Appraisal Method and
also they will accept the newer method while rest 11 were satisfied to the existing method
and are not willing for new method
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Q10) After filling PA Forms, are the results discussed between the Seniors &
Subordinates ?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 28 70%
No 12 30%
Total 40 100%
YESNO
Inference
About 70% of the employees feel that there are biases in the Performance
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ANALYSIS BASED ON QUESTIONNAIRE (MANAGERS)
Q1) Are you aware of the Performance Appraisal (PA) Method followed in Varun
Beverages Ltd.?
Yes No
RESPONSE
NO. OF
RESPONDANT PECENTAGE
Yes 35 87%
No 05 13%
TOTAL 40 100%
YesNo
Inference
From the sample size of 40 respondents, 35 are aware about the performance appraisal
system while other 05 are unaware about this.
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It is thus cleared from the above analysis that about 13 % doesn’t know the performance
appraisal system at VBL
Q)2 Who Appraises the Leaders/Heads/Managers?
Self Supervisors
Peers Unit Manager
Sub-ordinates Chair Person
RESPONSE NO. OF RESPONDANT PECENTAGE
Self 02 5%
Peers 02 5%
Subordinates 04 10%
Supervisors 02 5%
Unit Manager 12 30%
Chair Person 18 45%
Total 40 100%
SelfPeers
SubordinatesUnit ManagerSupervisors
Chair Person
Inference
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This shows that the Managers are Appraised mostly by the Unit Managers & the Chair
Person
Q3) Is PA at Managerial level seriously undertaken?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 07 18%
No 33 82%
Total 40 100%
YESNO
Inference
The above analysis shows that the Performance Appraisal is taken under seriously as
about 82% respondents have agreed regarding the respective question.
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Q4) Are you satisfied with the existing P.A. Method followed in the Company?
Highly Moderate Not at all
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
HIGHLY 11 28%
MODERATE 19 47%
NOT AT ALL 10 25%
TOTAL 40 100%
HIGHLY
MODERATE
Not at All
Inference
It is thus cleared from the above analysis that about are 28 % strongly satisfied, 47% are
moderately satisfies and 25% are unsatisfied by the performance appraisal system at
VBL.
This shows a very much unsatisfaction among employees regarding Performance System
at VBL
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Q5) Are you satisfied with the increment in your Salary?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 33 82%
No 07 18%
Total 40 100%
YESNO
Inference
From 40 respondent, 33 unsatisfied from their increment in salary and only 7 are
satisfied.
This shows a improper increment in salary or low satisfaction level among employee
regarding their salary increment.
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Q6) Does the Appraisal System of the company motivates you?
Always
To a great extent
To some extent
Not at all
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Always 18 44
To a great
Extent
10 25
To some
extent
07 18
Not at all 05 13
Total 40 100%
AlwaysTo Many ExtentTo Some Extent
Not at all
Inference
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The analysis shows that the Managers are motivated to different levels. However, most
of the Managers are motivated “Always” form the Performance Appraisal method at the
organization.
Q7) Are there Biases in the existing P.A. Method?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 28 70%
No 12 30%
Total 40 100%
YESNO
Inference
About 70% of the employees feel that there are biases in the Performance Appraisal
system at VBL.
This part constitutes a large amount of the total respondents.
85
Q8) In your opinion, do Managers requires Management Development
Programmes (MDP)?
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 33 82%
No 07 18%
Total 40 100%
YESNO
Inference
From 40 responding Managers, around 33 agreed in the view that the MDP should be
given to them, while rest 07 disagreed and doesn’t need the programme
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Q9) Has Varun Beverages Ltd. organized any Training Programmes for its
Managers or Department Heads etcs?.
Yes No
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
Yes 29 72%
No 11 28%
Total 40 100%
YESNO
Inference
Among 40 respondents, 29 said that they got training after joining the organization while
rest 11 respond to NO.
This shows that Training Program is also not undertaken with much care or there may be
some malfunctioning.
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Q10) Do you think the Training MDP will affect the performance levels of
the Leaders?
Highly Moderate Not at all
RESPONSE NO. OF
RESPONDENT
PERCENTAGE
HIGHLY 11 28%
MODERATE 19 47%
NOT AT ALL 10 25%
TOTAL 40 100%
HIGHLY
MODERATE
Not at All
Inference
Regarding affect of MDP over Mangers, many of the respondents were in Moderate
view.
However, respondent in view of Highly & Not at all are almost the same.
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89
FINDINGS
AND
RECOMMENDATIONS
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RECOMMENDATIONS
Certain recommendations can be made after interviewing various employees at
different levels with the help of my data sheet.
Some recommendations are as follows :-
Good performer should not only be rewarded by promotion etc.,but also by
appreciation of their performance in public
Worker’s opinion regarding their job should be given more priority. The work related
benefits like overtime, production incentives expenses should be provided to the
employees
There should be proper utilization of existing manpower
Employees should be given recognition at proper intervals.
Suggestions from the employees should be welcomed with open arms and if found
suitable should be implemented
More opportunities should be given to the employees regarding, T&D, MDPs,
participation in decision makings etcs.
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CONCLUSION
After analysis of the data collected and compiled we can say that, VBL is doing well but
a major area for the concern is that the employees feel themselves are not being involved
in the decision making activity. This may bring down the moral of the employees. Thus,
the company should feel more free to work and accomplish the maximum results.
In conducting this study, it was found some employees are satisfied with the company’s
appraisal technique whereas some are not. This is bringing down the motivation level of
the employees. Thus, the management should pay heed to the problems faced by the
dissatisfied employees and may even implement the suggestions given by them.
The company should have manageable working hours and equitable pay to ensure
employee satisfaction. The company should also reward the efficient employees
occasionally to motivate them. Public appreciation of his/her performance may also prove
fruitful to this purpose.
If the organization does so, one can say for sure that the company will have a brighter
future.
92
ANNEXURE
93
QUESTIONNAIRE( For Workers & Staff Members )
Name :- ……………………………………………..
Age:- (Tick mark to which you belong)
Under 20 years Under 50 years
Under 30 years Under 60 years
Under 40 years Under 70 years
Deptt :-
Production Accounts Maintenance
Quality Control Security Marketing
TPT PMX HR
Designation:-…………………..
Grade:-
W1 S1
W2 S2
W3 S3
Current Salary (in Rs):-…………………….
Experiences(in Years) :-………….................
First Promotion :-…………………….
Salary (Before 1st Promotion):-……………..
94
1) Are you aware of the Performance Appraisal (PA) Method followed in
Varun Beverages Ltd.?
Yes No
2) Are you satisfied with the existing P.A. Method followed in the Company?
Highly Moderate Not at all
3) Are there Biases in the existing P.A. Method?
Yes No
4) Are you satisfied with the increment in your Salary?
Yes No
5) Did Varun Beverages Ltd. provide any training at beginning of your joining?
Yes No
6) Is proper Training given/recommended in PA Forms?
Yes No
7) Is proper action taken after the fulfillment of the PA Forms?
Yes No
8) Is the PA exercise strictly followed or is just a formality?
Strictly followed Moderate Formality
9) Are you satisfied from the Feedback you get from your Supervisors?
Completely Moderate Not at all
10) After filling PA Forms, are the results discussed between the Seniors &
Subordinates ?
95
Yes No
QUESTIONNAIRE
(For Managers)
Name :- ……………………………………………..
Age:- (Tick mark to which you belong)
Under 20 years Under 50 years
Under 30 years Under 60 years
Under 40 years Under 70 years
Deptt :-
Production Accounts HR
Quality Control Security Marketing
TPT PMX Maintenance
Designation:-…………………..
Grade:-
M1 M6
M2 M7
M3 M8
M4 M9
M5 M10
Current Salary (in Rs):-………………….
Experiences(in Years) :-………….............
First Promotion :-………………….
96
Salary (Before 1st Promotion):-…………..
Are you aware of the Performance Appraisal (PA) method followed in Varun
Beverages Ltd.?
Yes No
How frequently is PA done ?
Monthly
Quarterly
Semi-Annually
Annually
Who Appraises the Leaders/Heads/Managers?
Self
Supervisors
Peers
Sub-ordinates
Is PA at Managerial level seriously undertaken?
Yes No
Are you satisfied with the existing P.A. Method followed in the Company?
Highly Moderate Not at all
Are you satisfied with the increment in your Salary?
Yes No
Does the Appraisal System of the company motivates you?
Always
To a great extent
To some extent
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Not at all
Are there Biases in the existing P.A. Method?
Yes No
Which PA Method would you alternatively suggest for the existing one?