Performance Appraisal in AIRTEL

Summer Training Report ON PERFORMANCE APPRAISAL AT AIRTEL Submitted in partial fulfillment of the requirement of the degree of BACHELORS OF BUSINESS ADMINISTRATION Affiliated from H.N.B. Garhwal University, Srinagar Submitted byADNAN HUMAN RESOURCE 2014-17

Internal Guide: External Guide: Ms. JAYANT MAHAJAN PATHAK

MR. RITESH

Lecturer

HR MANAGER

DEPARTMENT OF MANAGEMENT INSTITUTE OF TECHNOLOGY & MANAGEMENT DEHRADUN ACKNOWLEDGEMENT

At the very outset, I would like to acknowledge with immense gratitude the support and guidance of some people without whom the project could not have been completed. Also thanks to them, I learnt a lot more additional things than that just restricted to my project.

First of all I would like to thank my project guide Ms Surbhi Sharma (Lecturer) for his support and patience with me despite him being hard pressed for time.

I am thankful to Airtel for providing me with the wonderful opportunity and allowing me to take this study.

Also I would like to thank the faculty guide of my college Mr. Ritesh Pathak Human Resource Manager ) who guided me in my project.

I would also like to thank (other members of your training institute who helped you out in completion of your project report.)

Last but not the least I would like to thank my parents who have always showed their full faith in me, and are the biggest source of my encouragement and guidance.

Ritesh Pathak

CANDIDATE’S DECLARATION

I hereby declare that the work for the project Report entitled “ PERFORMANCE APPRAISAL AT AIRTEL” is completely done by me, based on my own work conducted in “ training institute” for the partial fulfillment of my Bachelors of Business Administration.

Admittedly I have received suggestions and guidance from my guides.

Date-

ADNAN BBA

Place-

(2014-2017)

CONTENTS Title i

To whom so ever it may concern Acknowledgement Preface Candidate’s declaration CHAPTER No. PAGE No.

iv v DESCRIPTION

Chapter-1 1.1 1.2 1.3 Chapter-2

ii iii

ABOUT PERFROMANCE APPRAISAL An Introduction Mission Goals

Topic undertaken 2.1 an introduction 2.2 definitions by different authors

Chapter-3 3.1 3.2 3.3 3.4 3.5 3.6

Research Methodology Research Problem Research Objective Types of research Methods of data collection data analysis & interpretation Findings

Chapter-4

Recommendations & Suggestions

Chapter-5

Conclusions

Chapter-6

annexure

Chapter-7

bibliography

COMPANY PROFILE

BHARTI AIRTEL LIMITED Bharti Airtel Limited formerly known as Bharti Tele-Ventures LTD (BTVL) is an Indian company offering telecommunication services in 18 countries. It the largest cellular service provider in India, with more than 137 million subscriptions as of June 2010. Bharti Airtel is the world's third largest, single-country mobile operator and fifth largest telecom operator in the world in terms of subscriber base. It also offers fixed line services and broadband services. It offers its telecom services under theAirtel brand and is headed by Sunil Bharti Mittal. The company also provides land-line telephone services and broadband Internet access (DSL) in over 96 cities in India. It also acts as a carrier for national and international long distance communication services. The company has a submarine cable landing station

at

Chennai,

which

connecting Chennai and Singapore.

connects

the

submarine

cable

It is known for being the first mobile phone company in the world to outsource everything except marketing and sales and finance. Its network (base stations, microwave

links,

Network, business

etc.) support

is

maintained

by IBM and

by Ericsson and Nokia transmission

towers

by

Siemens another

company. Ericsson agreed for the first time, to be paid by the minute for installation and maintenance of their equipment rather than being paid up front. This enables the company to provide pan-India phone call rates of Rs. 1/minute (U$0.02/minute). During the last financial year [2009-10], Bharti has roped in a strategic partner Alcatel-Lucent to manage the network infrastructure for the Telemedia Business. The company is structured into four strategic business units - Mobile, Telemedia, Enterprise and Digital TV. The mobile business offers services in 18 countries across the Indian Subcontinent and Africa. The Telemedia business provides broadband, IPTV and telephone services in 89 Indian cities. The Digital TV business provides Direct-to-Home TV services across India. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to telcos.

BHARTI AIRTEL LIMITED

Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom. In India, the company has a 30.7%

share of the wireless services market. In January 2010, company announced that Manoj Kohli, Joint Managing Director and current Chief Executive Officer of Indian and South Asian operations, will become the Chief Executive Officer of the International Business Group from 1 April 2010. He will be overseeing Bharti's overseas business. Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the CEO, effective from 1 April 2010.

WORLDWIDE PRESENCE Airtel is the 5th largest mobile operator in the world in terms of subscriber base and has a commercial presence in 18 countries. Its area of operations include: 

3 countries in the Indian Subcontinent:

Bangladesh, India and Sri Lanka 

15 countries in Africa:

Burkina Faso, Chad, Democratic Republic of the Congo, Republic of the Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria,Sierra Leone, Tanzania, Uganda and Zambia. Airtel owns 70 % of Warid Telecom in Bangladesh through a joint venture. Bharti Airtel Limited will take management control of the company and its board, and will relaunch the company's services under its own Airtel brand. The Bangladesh Telecommunication Regulatory Commission approved the deal on January 4, 2010.

DIRECTOR’S PROFILE

SUNIL BHARTI MITTAL (born 23 october 1957) is an indian telecom mogul, philanthropist Chairman

and the founder,

and managing director of Bharti enterprises.

The us$7.2 billion turnover company runs India's largest gsm-based mobile phone

service.

He is the son of sat paul (former MP) and lalita. In 2007, he was awarded the PADMA civilian honor.

BHARTI AIRTEL LIMITED

BHUSHAN,

India's third highest

VISION AND PROMISE By 2010 tel will be the most admired brand in India: Loved by more customers Targeted by top talent Benchmarked by more businesses.

MISSON Company will meet the mobile communication needs of his customer through error-free service delivery. Innovative products and services, Cost efficiency Unified messaging solution.

ORGANIZATION STRUCTURE OF AIRTEL

AIRTEL MANAGEMENT TEAM

SUNIL BHARTI MITTAL is the Founder, Chairman and Group CEO of Bharti Enterprises.

SANJAY KAPOOR Chief Executive Officer – Bharti Airtel Ltd. (India & South Asia).

MANOJ KOHLI CEO (International) & Joint MD – Bharti Airtel Ltd.

SHAMINI RAMALINGAM

Director internal assurance of bharti airtel limited.

S. ASOKAN

Executive director -

SRIKANTH BALACHANDER

Chief financial officer

supply chain

ATUL BINDAL

President – mobileservices

JYOTI PAWAR

Director legal and regulatory of bharti airtel limited

JOACHIM HORN

Executive director network services group,

KRISHNAMURTHY SHANKAR Director – human resources AMRITA GANGOTRA

Director – it (india & south asia)

LIST OF COUNTRIES IN WHICH AIRTEL OPERATES

AIRTEL OPERATES IN THE FOLLOWING COUNTRIES. AIRTEL IS INTERIMLY KNOWN AS ZAIN IN ITS NEWLY ACQUIRED AFRICA OPERATIONS AND WILL ASSUME THE AIRTEL BRAND NAME ONLY IN THE COMING MONTHS.

Country

Site

Remarks

Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India's Bharti Airtel Limited for US$300 million.Bharti Airtel Limited will take Bangladesh

http://www.waridtel.com.b d

management control of the company and its board, and will relaunch the company's services under its own Airtel brand. The Bangladesh Telecommunication Regulatory Commission approved the deal on January 4, 2010. As of December, 2009 Warid has secured 2.99 million subscribers and is ranked fourth among the six operators of Bangladesh.

Burkina Faso

Chad

http://www.bf.zain.com

http://www.td.zain.com

Airtel in Burkina Faso is the dominant player with 1,433,000 customers representing 50% market share

A pioneer in the Chadian telecom industry, Airtel in Chad is the no. 1 operator with 69% market share.

Democratic Republic of the http://www.cd.zain.com Congo

The rapidly growing mobile sector in Gabon grew by 16.5 percent Gabon

http://www.ga.zain.com

from 2007 to 2008 according to statistics from the Bank of Central African States. Airtel in Gabon has 829,000 customers and its market share stood at 61%.

Ghana

http://www.gh.zain.com

India

http://www.airtel.in

Kenya

http://www.ke.zain.com

Airtel in Ghana has over 1 million customers.

Airtel Kenya customers stand at 2,418,000 million with 17% market share.

Airtel holds second place in the mobile telecom market in Madagascar http://www.mg.zain.com

Madagascar, has a 39% market share and over 1.4 million customers.

Malawi

http://www.mw.zain.com

Airtel in Malawi is the market leader with a market share of 72%.

Niger

http://www.ne.zain.com

Airtel in Niger is the market leader with a 68% market share.

Nigeria

http://www.ng.zain.com

Republic of the Congo

Sierra Leone

http://www.cg.zain.com

Airtel in Congo is the market leader with a 55% market share.

http://www.sl.zain.com

Sri Lanka

http://www.airtel.lk

Tanzania

http://www.tz.zain.com

Uganda

http://www.ug.zain.com

Airtel in Tanzania is the market leader with a 38% market share.

Airtel in Uganda stands as the no. 2 operator with a market share of 38%.

Zambia

http://www.zm.zain.com

SUBSCRIBER BASE IN INDIA The Airtel subscriber base according to Cellular Operators Association of India (COAI) as of May 2010 [13] was: Metros 

Chennai - 2,704,067



Delhi - 6,204,025



Mumbai - 3,066,905



Kolkata - 2,821,065

"A" Circle 

Andhra Pradesh - 13,547,616



Gujarat - 5,760,204



Karnataka - 13,209,270



Maharashtra - 6,701,424



Tamil Nadu - 8,423,702

"B" Circle 

Haryana - 1,554,034



Kerala - 3,185,876



Madhya Pradesh - 7,202,200



Punjab - 4,921,266



Rajasthan - 10,802,138



Uttar Pradesh (East) - 9,671,973



Uttar Pradesh (West) - 4,317,918



West Bengal - 6,001,669

"C" Circle 

Assam - 2,570,283



Bihar - 11,652,206



Himachal Pradesh - 1,346,666



Jammu and Kashmir - 1,976,568



North Eastern States - 1,538,853



Orissa - 4,373,802

ACHIEVEMENTS OF AIRTEL

(1) Airtel is the 5th largest mobile operator in the world.

(2) Presence in 18 countries.

(3) Airtel in telecom,internet,television.

(4) Members of the Bridge Alliance

(5) BSE Sensex companies of India.

(6) S&P CNX Nifty companies of India.

(7) On May 9, 2009 Airtel signed a major deal with Manchester United Football Club. As a result of the deal, Airtel gets the rights to broadcast the matches played by the team to its customers.

(8) Bharti Airtel signed a five-year deal with ESPN Star Sports to become the

title

sponsor

of

the Champions

League

Twenty20 crickettournament. The tournament itself is named "Airtel Champions League Twenty20.

OBJECTIVE 

To know the various types of performance appraisal methods being used at AIRTEL Ltd.



To know which appraisal system is being mostly used in AIRTEL Ltd.



To know whether the performance appraisal system of AIRTEL Ltd. Increase the productivity of employees or not .

INTRODUCTION OF THE PROJECT PERFORMANCE APPRAISAL Performance appraisal can be defined as the process of evaluating the performance of an employee & communicating the result of the evaluation to him for the purpose of rewarding & developing the employee. According to Michael Armstrong “Performance appraisal is a formal assessment & rating of individual by their managers at usually at annual review meeting.” Performance can be defined as the degree of accomplishment of tasks by an employee in his job. In some organizations it is measure of the result achieved & target accomplished whereas in others, it is a measure of employee efforts & behavior. However most organizations use a combination of both efforts & results. Performance appraisal is also termed as performance review, annual review & annual appraisal.

THE APPRAISAL PROCESS 1. The first step in the appraisal performance process is the determination of standard of performance based on the organizational objectives & job descriptions. 2. The next step of performance appraisal is the measurement of employees performance against the pre-determined goal & standards. 3. The next step is the actual process of measurement. Performance appraisal has to be a continuous process & feedback should be given to the employee at regular intervals. 4. The next step is the very critical step & involves communicating the result of the appraisal to the employee concerned. 5. Once appraisal is finalized after discussing it with the employees, it have to be put effective use. THE APPRAISER The appraiser is that person who access the performance of a person or an employee. In more recent concept like 360 degree feedback, the peer/colleagues of the employee, his supplier, his customer, & even his subordinate play a role in assessing his performance.

SELF-APPRAISAL As has been discussed earlier self appraisal is the common practice today, with the employee being given a role in evaluating their own performance. The employee himself is best equipped /to evaluate his performance because he understands his strengths & weaknesses the best.

SUPERVISOR

It is the responsibility of the supervisor to ensure that his subordinate perform their jobs well. Hence the authority to evaluate the employees’ performance has traditionally been with the supervisor.

PEERS Peer evaluation is very sensitive area as it may lead to false & unhealthy appraisal because of competition among peers. The organization has to reach an advanced stage of development before it can handle peer appraisal. CUSTOMERS The performance of an employee has a direct & immediate impact on his customer either internal or external. In service organization like banks & hotels customer feedback has become the most

important tool in evaluating the employee’s performance

.

SUBORDINATES The concept of subordinate evaluating the performance of his supervisor yet to gain acceptance in most Indian companies. The Indian culture does not encourage the idea of subordinate appraisal.

PERFORMANCE APPRAISAL METHODS 1. Management by objective or goal setting.

2. 3. 4. 5. 6. 7. 8. 9.

Graphic rating scale. Work standard approach. Essay appraisal. Critical incidence method. F*orced choice rating method. Point allocation method. Ranking method. Check list.

/ 10. Behavioral anchored rating scale.(BARS) 11. 360 degree performance appraisal. 12. Team appraisal. 13. Balanced scorecard method. MANAGEMENT BY OBJECTIVE (MBO) The main aspect of MBO is clear & well defined goals, a definite time span to achieve the goals, action plan & finally, timely & constructive feedback. It is also called a goal setting approach; MBO is more commonly used for managers & professionals.

GRAPHIC RATING SCALE This method of appraisal requires the rater to rate the employee on factors like quantity & quality of work, job knowledge, dependability, punctuality, attendance etc. This method is also used for performance appraisal of employees. They check their employees daily by using this method.

WORK STANDARD APPROACH

This method of appraisal is more suitable in a manufacturing scenario, where the goals are pre determined work standard. These work standards can be set based on the average output of a typical employee in the organization or by bench marking against the work standard of a competitor in a similar business. ESSAY APPRAISAL In the essay appraisal method, the appraiser prepares a document describing the performance of the employees. Questions or guidelines are provider to the appraiser based on which analyses & describes the employees’ performance.

CRITICAL INCIDENT METHOD In this method of performance appraisal, the appraiser makes a note of all the critical incident that reflect the performance & behavior of the employee during the appraisal period. These are recoded as & when they occur & can demonstrate either positive or negative traits or performance.

FORCED CHOICE RATING METHOD In this method the appraiser is required to assign ranks to different attributes are all seemingly positive, but have different weights which are unknown to the appraiser. Once the employees’ attributes are ranked the human resource department applies the weights & arrives at a score which is the final appraisal score.

*POINT ALLOCATION MATHOD In this method of appraisal, the appraiser has to allocate points to different members in his team. He has at disposal , a specific number of points which he has to distribute among his team members, based on their performance during the appraisal period. RANKINNG METHOD There are three commonly used methods of ranking namely alternation, paired comparison & forced distribution. The first two methods are used when there are only a few employees to be ranked, whereas forced distribution method is used in large companies which have thousands of employees.

CHECKLIST In this method the rater has to respond ‘yes’ or ‘no’ to a set of questions which assess the employee’s performance & behavior. Normally weights are attached to each of these questions based on which the final appraisal score of the employee is calculated.

BEHAVIOR ANCHORED RATING SYSTEM (BARS)

BARS concentrates on the behavioral traits demonstrated by the employees instead of his actual performance. Some of the other methods like graphic rating scale & checklist also measure the behavior based on the assumption that desirable behavior result in effective performance.

360 DEGREE PERFORMANCE APPRAISALS A 360 degree appraisal system aims at a comprehensive & objective appraisal of employee performance. In a 360 degree appraisal system the employees’ performance is evaluated by his supervisor, his peers, his internal external customers, his internal external suppliers & his subordinates. This system reduces the subjectivity of a traditional supervisor appraisal. TEAM APPRAISAL In the new economy era, where team work is essential for any venture to succeed, team appraisal has emerged as one of the best tool for the performance management. In the team appraisal method the individual team member evaluate their colleagues in the team & provide feedback.

BALANCED SCORECARD The balanced scorecard as a method of measuring performance channelizes the efforts of people to achieve organizational goals. The implementation of balanced scorecard involve formulating a strategy & deciding what each employee needs to do to achieve the objectives based on strategy.

PERFORMANCE APPRAISAL SYSTEM AT AIRTEL

Performance appraisal report is an index of an employee’s work performance over a given period of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training needs, nature of job being performed and problems faced in work situation. The objectives of the performance appraisal system at AIRTEL are: 

To set norms and targets of work performance, as well as, to monitor the work progress of employees.



To facilitate placement of employees in accordance with their suitability for different types of assignments.



To provide an objective basis for determination of merit, efficiency and suitability for the purpose of promotion.



To identify areas requiring exposure for training and development.

The performance appraisal system seeks to evaluate: 

The work performance of an employee on the present job in relation to the expected levels of performance, both qualitative and quantitative.



The extent of development achieved by the employee during the period under review.



Evaluation of behavioural attributes, attitudes and abilities.



Evaluation of potentials for assuming higher responsibility.

The appraisal covers: 

Performance during the period from 1st April to 31st march of every year.



All regular employees of the company.

a) Non Executives. b) Executives The appraisal form PAR/ACR is filled in respect of all such employees who have served for a period of at least four months in the organization during the relevant year.

Procedure PAR/ACR in respect of an employee is required to be assessed by levels indicated below:  By the reporting officer under whom employee is working.  By the reviewing officer.

 The reporting officer for writing PAR of an employee of class III/IV and E-0 level category will be the executive under whose control the employee is working. The reviewing officer will be of one grade above the grade of reviewing officer. The PAR’s in respect

of

class

III/IV

employees

duly

reviewed

is

maintained

at

Region/Institute/Headquarters group wise in the concerned establishment section/PAR sections.

 The PAR in respect of E-0 to E-6 level executives is being maintained in PAR departments at headquarters of R&P division.

 As

regards

E-7

and

above

all

such

reports

which

are

received

from

Regions/Institutes/Headquarters are maintained at Chairman-cum-managing Director’s office. The reviewing officer will be the officer to whom the executive reports for his day to day work. Review of the PAR will be done by the executives to whom the reporting officer is responsible for his functions. Accepting authority will be the executive higher than the reviewing officer at different levels depending upon the nature of the grades as per delegation of powers in PAR rules.

 The performance appraisal reports of executives of E-6 level i.e. Deputy general manager and above will be submitted to concern functional Director for final review and acceptance.

 The performance appraisal reports of executives of E-5 level i.e. chief manager and equivalent will be reviewed by the RD/ED/Nominee of the Director concerned.

 The performance appraisal of the executive upto E-4 level i.e. manager and equivalent would be reviewed by the functional head/GM/CGM not less than E-7.

Performance Appraisal Format for Executives I. Personal Data

This includes personal details of the individual being appraised.

II. Self Appraisal

In this section the appraisee is required to mention the tasks achieved in the appraisal period including enabling and constraining factors. These achievements are then rated by the individual itself and the appraiser.

III. A. Performance Appraisal

Performance appraisal is done on the basis of Key Result Areas and a certain weightage is assigned to each. Following are the Key Result Areas:

Performance in respect to volume

40

Quality of output

30

Timeliness of jobs completed

30

The total of the score gained by the individual is noted and termed as P.

B. Potential Appraisal

Potential of the candidate is appraised on the scale of 1 to 5 keeping the existing role as well as future positions in perspective. Scale 1 to 5 is given for (1-poor, 2-fair, 3-good, 4-very good, 5-excellent) Potential is appraised on the basis of following traits:



Result oriented approach



Willingness to accept challenges



Diligence and reliability



Initiative



Professional competence



Communication skills



Commitment and dedication



Personal conduct and discipline



Leadership



Inter personal relationship

Total of score gained by an individual in this section is again noted and termed as Q.

C. Work done for HINDI

. Overall Grade

Total score(S) is calculated as

S=a*P+b*2*Q

Where a & b are weightages for performance and potentials. This weightage is as per the level.

Level

a

b

E1

0.9

0.1

E2

0.8

0.2

E3

0.7

0.3

E4

0.6

0.4

E5

0.5

0.5

E6

0.4

0.6

The grading system A+

95 and above

A

85 and above but less than 95

A-

75 and above but less than 85

B+

65 and above but less than 75

B

55 and above but less than 65

C

45 and above but less than 55

D

less than 45

IV. A. Assessment by Reviewing Officer

B. Training Needs

The appraisee himself mentions the training requirements which are then remarked by the appraiser.

C. Co- Review

V. Moderation

VI. Assessment by accepting officer

Final grade with score

VII. Communication to executive

VIII. Counseling

The final grade given by the accepting authority after detailed and due consideration to the rating by the 1st and 2nd appraisers, will be the decisive grade of the appraisee executive. In case this final rating is different from those of the 1 st and 2nd appraiser, adequate justification must be mentioned by the accepting authority. There must be adequate explanation by the 1 st and 2nd appraisers and the accepting authority for any grade assigned to the appraisee. In the absence of adequate explanation the report will be considered incomplete and returned back to the appraisers for confirming to the directives contained in the instructions.

RESEARCH METHODOLOGY

The approach used for the study was Survey Method. For this Literature and Diagnostic Survey were carried out:

LITERATURE SURVEY

Secondary sources were referred to get the basic culture and working pattern of AIRTEL. All the required information was collected from the in-house journals, magazines, reference books, manuals and the other related sources.

DIAGNOSTIC SURVEY

It was done with the help of a questionnaire to check the efficiency and effectiveness of the system.

PROJECT TITLE

“Performance Appraisal System on the productivity of employees of AIRTEL Ltd .”

SIGNIFICANCE OF STUDY

Human Resource Development is the basis of success of any organization. HRD helps to enhance employee’s effectiveness and helps to achieve organizational goals. Now with the emergence of so-called “NEW ECONOMY”, the increasing role of knowledge in industry is becoming obvious. In the emerging knowledge age, incessant learning by employees through effective Training and Development is going to be a key to survival and growth for organizations. Without effective Training and Development no enterprise can claim to be giving due importance to HRD. Performance appraisal in the real sense can be carried out only when the employees are provided with the required amount of training. In the unfolding economic scenario it is increasingly being realized that employees are the most precious assets of any company. Any investment in introducing performance appraisal techniques is worth only when the above mentioned criterion is fulfilled. Every organization nowadays is using various methods for appraising the performance of the employees so that the real potential of the human asset can be known and utilized in the proper way. Performance appraisal not only evaluates the work done by the employees but also tries to boost the morale and motivate them to do their best. The methods used by the organization should be communicated to all the employees who come under its purview. They should be satisfied with the procedure and if they are not then it should be looked upon that what are the reasons behind it and what changes are to be brought about. Performance appraisal has a very important aspect to it and that is development of the employees.

RESEARCH METHODOLOGY

RESEARCH DESIGN

The present investigation is descriptive type of study undertaken to estimate the effectiveness of the performance appraisal system of AIRTEL Ltd. The present study identifies views of employees of different levels and disciplines.

I have divided the whole sample into various groups on various criterions like age, experience, discipline, and management level.

To do the better analysis these groups are further incised as

Age



Age less than 40 years



Age between 40-50 years



Age above 50 years



Age not provided

Experience



Experience less than 10 years



Experience between 10-20 years



Experience between 20-25 years



Experience between 25-30 years



Experience more than 30 years



Finance



Geo Sciences



HR



Production



Technical and Engineering

Discipline

Managerial Level



Junior Management(E0 - E2)



Middle Management(E3 – E4)



Senior Management(E5 and above)

Scope of the Study The scope of the study is limited to Dehradun. Population of the Study All those persons who are working in AIRTEL are the population of this study. Sample Size The sample size is 100. METHOD OF DATA COLLECTION

PRIMARY DATA The primary data to be selected was based upon the response of the respondents to the questionnaire designed. The questionnaire consists of closed ended questions.

A part of Questionnaire was targeted to know the personal details of the respondents. Second part consists of closed ended questions on the scale of 1 to 5. Third part comprised of questions to be answered in Yes or No.

SECONDARY DATA The secondary data was collected by referring through manuals, journals and intra net, web sites, and the final data was analyzed systematically to achieve the desired result. Tools of Data Analysis The collected data has been analyzed keeping in view the objectives of the study. The statistical tool used is Chi-square test in this study.

Collected data at a glance Significant variables Individual feedback should be provided after the appraisal The management helps provide an atmosphere where all are encouraged foe teamwork & comradeship My superior appreciates me when I do a good job My appraiser knows my personality ,talents & potentials Rather has the ability & courage to give constructive criticism in a friendly, firm & positive manner The employees are provided with the opportunity to respond to the feedback of the appraisal Are you rated on your competenciesKnowledge, skills& attributes There should be some incentives based on the individual & group performance Are you provided with the genuine feedback Do you find appraisal counseling beneficial for future developments Do you think management take a serious

YES

NO

note of training requirements shown in the appraisal Do you want the system of 360 degree appraisal in which you can appraise your superior

CHI-SQUARE

Attribute

Yes

No

Total

Feedback

46

3

49

Atmosphere

49

0

49

Appraisal

21

28

49

Incentives

34

15

49

360 degree

8

41

49

158

87

245

counseling

appraisal system Total

O(OBSERVED) E(EXPECTED) 46

31.6

O-E

(O-E)2

(O-E)2/E

14.4

207.36

6.56

49

31.6

17.4

302.76

9.58

21

31.6

-10.6

112.36

3.55

34

31.6

2.4

5.76

0.18

8

31.6

-23.6

555.96

17.625

3

17.4

-14,4

207.36

11.917

0

17.4

-17.4

302.76

17.4

28

17.4

-10.6

112.36

121.4

15

17.4

-2.4

5.76

.33

41

17.4

-23.6

556.96

31.99

Total (CH1)

220.53

Degree of freedom = (row-1)(column-1) = (5-1)*(2-1) = 4*1 =4 Row = 5 Column = 2 Significance = 0.05

Table value = 9.49 Chi- square = 220.53 Variables: 

Performance appraisal

Productivity HO: There is no relation between performance appraisal & productivity of employees. H1: Performance appraisal system in AIRTEL affects the productivity of employees.

Value is accepted.

LIMITATIONS

 Due to time constraint and hectic schedule of AIRTEL employees some time I found difficulty in interaction with employees.

 Organization being very large an effort was made to do the tasks effectively and efficiently but more detailed study could have done by having large sample size.

 Employees delayed in submitting the feedback form so it effected the time in compiling and analyzing data for findings and suggestions.

 Many questions were responded as “Cannot Say” due to the subjectivity of the topic and some information was not revealed due to certain reasons like being confidential in nature.

(Response in YES or NO only)

Q1.

Individual feedback should be provided after the appraisal.

Responses YES

-

87%

NO

-

13%

90 80 70 60 50 40 30 20 10 0 Yes

No

As of now the system of providing the appraisal feedback to every individual is not there in AIRTEL. However 87% of the respondents want that there should be such system. The general opinion of the employees is that the basic purpose of the appraisal process is not fulfilled until or

unless one gets to know how he has performed. Ultimately the aim of the performance appraisal is to develop the individual through proper monitoring and feedback system. 13% of the respondents feel that the individual feedback should not be provided. They are still of the opinion that the performance appraisal should be treated as confidential report only. They consider that the individual feedback system will give rise to discrepancies.

Q.2 The management helps provide an atmosphere where all are encouraged for teamwork and comradeship.

Responses YES

-

69%

NO

-

31%

70 60 50 40 30 20 10 0 Yes

No

Majority of the respondents feel that the management helps provide an atmosphere where all are encouraged for teamwork and comradeship. This thing is necessary because you can expect the performance only when you provide the suitable atmosphere for it. It has been proved that the office atmosphere plays a critical role in the overall performance of the individuals and in turn of the organisation. Providing congenial environment fuel up the performance. Through personal interaction I came to know the kind of environment prevailing in the organisation. Though management is not putting much efforts to do so, it is there in the system. People help out each other without any expectations. However still 31% of respondents feel that the management doesn’t help providing an atmosphere where everybody is encouraged for teamwork. What I feel is that the teamwork is only possible when everybody in the team or a group is willing to put in effort and this thing can’t be enforced upon somebody. So I would suggest to these respondents to take the plunge and rest will automatically follow and comradeship will develop.

Q.3 My Superior appreciates me when I do a good job.

Responses YES

-

86%

NO

-

14%

90 80 70 60 50 40 30 20 10 0 Yes

No

86% of the respondents responded as YES. This thing may appear to be very small but the fact is that this thing helps an individual to give its best. A small token of appreciation or just a pat on the back is enough to keep that individual motivated for the next week atleast. Praise is such a thing that can make the king to work provided that should be genuine one. There is a difference between praise and flattery. And if this difference is not clearly understood it can prove fatal. But exceptions are always there so here also 14% of the respondents don’t feel the same. They don’t consider that their superiors appreciates them when they do a good job. Some of the respondents are of the opinion that the superior seldom appreciates their work and if at all they appreciates, it is not genuine one. Q.4 My appraiser knows my personality, talents and potentials.

Responses YES

-

87%

NO

-

13%

90 80 70 60 50 40 30 20 10 0 Yes

No

Majority of the respondents agree to the point that the appraiser knows their personality, talents and potentials. Appraiser should be aware about these things of his subordinates whom he has to appraise. These things actually help both the parties. Expecting certain level of performance without knowing the caliber of the individual is not justified at all. Once you are aware of the personality and talents of an individual, you can take work accordingly. Only 13% of the respondents feel that the appraisers are not aware of their talents and potentials. Their say is that the appraisers hardly put any efforts to know the potential.

Q.5 Rater has the ability and courage to give constructive criticism in a friendly, firm and positive manner. Responses

YES

-

67%

NO

-

33%

70 60 50 40 30 20 10 0 Yes

No

Majority of the respondents feel that the raters have the ability and courage to give constructive criticism in a friendly, firm and positive manner. At times it is necessary to scold and criticize also but that should be done in such a manner that it should not discourage the individual. Therefore constructive criticism is of paramount importance. However there is considerably good percentage of respondents who feel that their raters are unable to do so. Some of the respondents are of the opinion that the raters hardly know how to give feedback in positive manner.

Q.6 The employees are provided with the opportunity to respond to the feedback of the appraisal.

Responses YES

-

37%

NO

-

63%

70 60 50 40 30 20 10 0 Yes

No

Majority of the respondents don’t agree with the above statement. According to them they are not provided with the opportunity to respond to the appraisal feedback. However 37% respondents says that they can respond to the feedback. As such there is no procedure to respond to the appraisal result in the current performance appraisal system of AIRTEL. The reason being that the result itself is not shared with the

individual appraised. Why some people then think that they do get the opportunity to respond to the appraisal result? This is because the system in AIRTEL is such that in case an individual gets very poor rating or very excellent rating then individual counseling is provisioned to confirm the ratings and the reason behind such ratings.

Q.7 Are you rated on your competencies- Knowledge, skills, and attributes?

Responses YES

-

72%

NO

-

28%

80 70 60 50 40 30 20 10 0 Yes

No

72% respondents believe that they are rated on their competencies- knowledge, skills and attributes. However 28% deny the same. In the appraisal sheet itself there is one section called potential appraisal. In this section the appraisee is rated on the various traits keeping the existing role as well as future positions in perspective. One of the traits is Professional Competance, which I think covers knowledge as well as skill part of an individual.

Q.8 There should be some incentives based on the individual and group performance?

Responses YES

-

88%

NO

-

12%

90 80 70 60 50 40 30 20 10 0 Yes

No

Majority of the respondents want that there should be some incentives based on the individual and group performances. They agree to the point that a star performer and a low performer of same managerial level is getting paid exactly the same. This sometimes acts as a demotivating factor for the star performer as well. A slight differentiation should be there for the performer and non performer. Further incentives on group performance increases the group cohesiveness and boost up the integrity.

Q.9 Are you provided with the genuine feedbacks?

Responses YES

-

27%

NO

-

73%

80 70 60 50 40 30 20 10 0 Yes

No

he chart clearly shows the response of the respondents. Majority feels that they are not given genuine feedbacks. On the basis of personal interaction I can say that people are not satisfied with the kind of feedbacks they get. They say that the appraisal result is confidential but apart from the appraisal feedback, otherwise also they are not provided with the routine feedback on their performance. They are of the opinion that if they are provided with the genuine feedback then they can improve their performance manifolds. But there are 27% people who think they are provided with the genuine feedback. In that case I would say that they are lucky to have those sort of superiors. Q.10 Do you find appraisal counseling beneficial for future developments?

Responses YES

-

77%

NO

-

23%

80 70 60 50 40 30 20 10 0 Yes

No

Again the majority is in the favour of the statement. Most of the respondents find appraisal counseling beneficial for the future developments. But here I disagree. Not that I don’t consider that the counselings are beneficial. No doubt they are beneficial for the future development, rather they should be. But the thing is that the system of providing counseling in AIRTEL is very rare phenomenon. I have already mentioned that it is provided only and only if the appraisal result falls in extreme limits either very low or very high ratings. So my point is how come majority of the respondents have experience the counseling sessions. I have come across the people who said that they don’t know about it as they haven’t experience it and they have left this question unanswered.

.11 Do you think management take a serious note of training requirements shown in the appraisal?

Responses YES

-

38%

NO

-

62%

70 60 50 40 30 20 10 0 Yes

No

38% respondents feel that the management takes a serious note of training requirements shown in the appraisal. At the same time 62% respondents are of the opinion that the management doesn’t pay any heed to the training requirements shown in the appraisal sheet.

In performance appraisal sheet every individual has to mention the training requirements which is then assessed by the reviewing officer and then by accepting officer. Once it is over the requirements are sent to the Academy.

In my opinion if this thing is mentioned in the performance sheet then it should be taken care of properly. But the respondents say that it is mere formality. I met one employee having 20 years of experience in AIRTEL who said that he had been filling the requirements every year but in the span of more than 20 years he happened to get the training twice only.

Q.12 Do you want the system of 360◦ degree appraisal in which you can appraise your superior?

Responses YES

-

73%

NO

-

27%

80 70 60 50 40 30 20 10 0 Yes

No

In 360o feedback system the performance information is collected from multiple parties including one’s subordinates, peers, supervisors and customers or clients. As of now in AIRTEL only superior appraise the subordinate.

Majority of the respondents want that the 360 degree appraisal system should be introduced. In their opinion this system will reveal the truth about the managers. However 27% respondents don’t want this system to be adopted. They think that this system will give rise to disagreements and one may criticize the boss freely without any basis. MAJOR FINDINGS



Performance Appraisal System in AIRTEL is not transparent.



Appraisers are usually unbiased.



Employees are not able to know their actual position after the appraisal.



The management is serious about the appraisal process.



The appraisal process provides them an opportunity for development and growth.



Relations with the superior affect the evaluation.



Greater weightage is given to the recent performances.



There are fixed standards to evaluate the performance but those are not clear due to the subjectivity of the topic.



Raters know how to conduct the appraisal.



Raters are not that much concerned about the varied needs of people at levels of experience and background.



Superior-subordinate relations are good. Superior helps them set and achieve meaningful goals. This makes the environment amiable and congenial.



Performance appraisal sheet is lucid and easy to understand and fill.



The parameters used to appraise the potential are ample.



The system being not so transparent, employees are unable to identify the performance gaps in order to prepare for the future.



Individual feedback is not provided.



The management helps provide an atmosphere where all are encouraged for comradeship and teamwork.



Appreciation is provided for the good job done.



The appraisers are generally aware about their subordinates and their talents and potential.



Most of the raters have the ability to give constructive criticism in a friendly, firm and positive manner.



Employees don’t have the opportunity to respond to the appraisal result.



Employees are being rated on their knowledge and skills.



Majority of people want that there should be some incentives based on performance.



Employees are not provided with the genuine feedback.



Appraisal counseling is considered beneficial for future developments.



Management doesn’t bother much about the training requirements mentioned in the appraisal sheet.



Most of the employees want that 360o feedback system should be introduced.

RECOMMENDATIONS

The performance appraisal system of AIRTEL is of good quality. With the introduction of new ePAR system, the PMS system is refined further. On the basis of the analysis of responses and findings I have reached to some conclusions. So taking them into consideration few steps may be considered to strengthen the performance appraisal system.

 The system should be made more transparent. This can be achieved by creating awareness among the employees regarding each and every aspect of the appraisal process. They should be made aware about the standards and the criterions for evaluation. Further

they

should

be

shown

the

appraisal

result.

 The appraiser and appraisee should sit together and then the appraiser should rate the appraisee for his performance and should state the reason for the same. This will increase the level of transparency and the employee will feel satisfied as he will have an opportunity to respond at that very moment itself.

 The genuine feedback should be provided to the employees. So that they may be in a position to know where they stand exactly. So that they can identify their performance gaps and prepare accordingly for the future.

 The general belief among employees is that the relations with the superior affect the evaluation process. This is not good as this creates a sense of favoritism in the organization. No doubt one should be in pleasing terms with the superior but that should not affect the evaluation at all. For this the raters should always consider the performance as the only measure for the evaluation.

 The raters should take note of the critical performance incidents of an individual so that at the end of the year it should not be that only the recent performances are given more weightage.

 Raters should consider the specific requirements of the people to do the job. They should help them out by providing necessary skill set to do the job more efficiently. They should set the goals as per the potential and caliber of the individual.

 Employees should have the opportunity to respond to the appraisal result. For this individual feedback should be provided.

 Management should take serious note of the training requirements shown by the individual in the appraisal sheet. Training plays a vital role in the development of an individual and helps improve the performance.

 Some incentives should be introduced on the performances basis. This thing creates a sense of healthy competition among employees which boost up the growth of the individual as well as the organization.

Answer the following questions in Yes or No Q1.



Q2.

Individual feedback should be provided after the appraisal.

Yes

No

The management helps provide an atmosphere where all are encouraged for teamwork and comradeship.



Q3.



Q4.



Q5.

Yes

No

My Superior appreciates me when I do a good job.

Yes

No

My appraiser knows my personality, talents and potentials.

Yes

No

Rater has the ability and courage to give constructive criticism in a friendly, firm and positive manner.



Yes

No

Q.5



Q6.



Q7.



Q8.



Q9.



The employees are provided with the opportunity to respond to the feedback of the appraisal.

Yes

No

Are you rated on your competencies- Knowledge, skills, and attributes?

Yes

No

There should be some incentives based on the individual and group performance?

Yes

No

Are you provided with the genuine feedbacks?

Yes

No

Do you find appraisal counseling beneficial for future developments?

Yes

No

Q10.



Q11.



Q12.

Do you think management take a serious note of training requirements shown in the appraisal?

Yes

No

Do you want the system of 360◦ degree appraisal in which you can appraise your superior?

Yes

No

Do the variables in appraisal form cover your actual performance, contribution to the organization

and potential for improvement? Q13. Do you want more open-ended questions in the appraisal form? Q14. Do you think your appraisal form reflects your true performance? Q15. Do you think you have sufficient control over your work environment? Q16. Do you think that your appraisal can be more genuine if your r

BIBLIOGRAPHY

1. Human Resource Management -K. Ashwathappa

2. Human Resource Management -G. S. Sudha

3. Human Resource Management -C. B. Mamoria, S.V.Gankar

4. Personnel Management -Edwin B. Flippo

5. Personnel Management; Theory & practice

-Mac Farland, D.E.

6. Principles of Management - R. L. Nolakha