ronak part 2

8/7/2019 ronak part 2

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STUDENT UNDERTAKING ....................................................................I

CERTIFICATE ...........................................................................................II

ACKNOWLEDGEMENT .........................................................................III

EXECUTIVE SUMMARY ......................................................................IV


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TABLE OF CONTENT

CHAPTER -1

1.1 Introduction....................................................................... 1-3

1.2 Company Profile.............................................................. 4-13

CHAPTER - 2

2.1Purpose of the study....... 15

2.2Research Objectives of the study.......... 15-16

2.3Research Methodology of the study.........

2.3.1Research Design............. 17

2.3.2Data Collection .......... 18

2.3.3 Limitation ......... 19

CHAPTER -3

3.1 Data Analysis .... 21-34

CHAPTER 4

4.1Findings................................................................................... 35-36

CHAPTER -5

5.1Conclusion............................................................................. 39

6.1CHAPTER -6

Reccommendations and Limitation ...41-42

Bibliography and ANNEXURES 43-46

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Chapter 1INTRODUCTION

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INTRODUCTION

PERFORMANCE APPRAISAL

In simple terms, Performance Appraisal may be understood as the assessment of an individuals

performance in a systematic way, the performance being measured against such factors as job knowledge,

quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation,

judgement, versatility, etcs.

A formal definition of Performance Appraisal is :

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 employees 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.

When to Appraise ?

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The appraisals are conducted whenever the supervisor or personnel managers feel it necessary. However

systematic appraisals are conducted on a regular basis, say for example 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 Rated ?

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.

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.

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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 departments 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 includingAppraisals.

Step 3

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

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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 doingthe 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 employees 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 doesnt 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 oftenusually 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 assesees 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 onthe established relationship between the cost and the benefit.

h) Comparative Evaluation Approaches

This method is a collection of different methods that compare one workers 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+, Band 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.

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

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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 objectiveslinked vertically and horizontally and with future planning.

MBO helps and increases employee motivation but it relates over all goals to the individuals goals and

helps to increase an employees 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

everyones activity is ultimately aimed towards organizations 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 individuals future potential and not the past performance. The appraisal

normally consists of in-depth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist then writes an evaluation of the employees intellectual, emotiona l

motivational and other work-related characteristics that suggest individual potential and may predict

future performance.

c) Assessment Centers

This method is mainly used for executive hiring. Assessment centers 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.

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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. Finallya 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

1 select a good time

2 inform to all employee a few days before the interview

3 minimize interruptions

4 welcome, set at ease

5 start with something positive

6 Ask open-ended questions to encourage discussion

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7 Listen

8 Manage eye contact and body language

9 Be specific

10 Rate behavior, not personality

11 Layout development plan

12 Discuss the future as well as the past

13 Encourage subordinate participation

14 Try to make constructive discussion always

15 Always make the discussion on the right track

16 Complete form

17 Set mutual agreeable goals for improvement

18 End in a positive , encouraging note

19 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 abo ut 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 are met.

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 the

employees 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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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 appraise

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).

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.

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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 analyzing 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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COMPANY PROFILE

ABOUT PEPSICO COMPANY

PepsiCo is a world leader in convenient foods and beverages, with 2004 revenues of more than $29

billion and 153,000 employees. The company consists of Frito-Lay North America, PepsiCo Beverages

North America, North America, PepsiCo International and Quaker Foods North America. PepsiCo brands

are available in nearly 200 countries and territories and generate sales at the retail level of about $78

Billion.

Many of PepsiCos brand names are more than 100 years old, but the corporation is relatively young.

PepsiCo was founded in 1965 through the merger of Pepsi-Cola and Frito-Lay. Tropicana was acquired

in1998 and PepsiCo merged with Quaker Oats Company including Gatorade in 2001.

PepsiCos Mission

To be the worlds premier consumer Products Company focused on convenient foods and beverages. We

seek to produce healthy financial rewards to investors as we provide opportunities for growth and growth

and enrichment to our employees, business partners and the communities in which we operate. And n

everything we do, we strive for honesty, fairness and integrity.

PepsiCos World Headquarter

PepsiCos world Headquarter is located in Purchase, New York , approximately 45 minutes from New

York City. The seven building headquarters complex was designed by Edward Durrell Stone , one of

America foremost architects. The building occupies 10 acres of a 144 acre complex that includes the

Donald M. Kendall Sculpture Gardens , a world acclaimed sculpture collection in a garden setting.

PEPSI THE INDIAN SCENARIO

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Since the entry of Pepsi Cola to India in 1989, the soft drink industry has under gone a radical change.

When Pepsi-Cola entered Indian market, Parle was the leader with the Thumps-Up being its flagship

brand.

Other products offering by Parle included Limca & GoldSpot , another upcoming player in the market

was, the erstwhile bottler of Coca-Cola , Pure Drinks . Its offering includes Campa-Cola, Campa-

Lemon & Campa-Orange.

With the re-entry of Coca-Cola in the Indian market, Pepsi-Cola had to go in for more aggressive

marketing to sustain share.

The chronology of the initial phase of the Cola Wars in India are

2008 Milestones

PepsiCo Agrees to Buy Bulgarias Leading Nuts and Seeds Company

PepsiCo Announces Initiatives With the Earth Institute and H2O Africa to Drive Sustainable

Water Practices

Forbes Names PepsiCo Among Its Best Big Companies

PepsiCo India Commissions First Remote Wind Turbine to Generate Renewable, Clean Energy

CRO Names PepsiCo to Top 25 100 Best Corporate Citizens 2008

PepsiCo to Buy Russian Juice Leader, Lebedyansky

Employees Lead Effort to Make Chicago Plaza First LEED-Certified PepsiCo Headquarters

Gatorade Launches Gatorade Tiger with Comprehensive Integrated Marketing Campaign

PepsiCo Honored with 2008 Energy Star Partner of the Year Award

UK Vitamin Water Brand- V Water Acquired by PepsiCo

Quaker Plant in Cedar Rapids Closes and Reopens Facility Due Flooding to Protect Employees

PepsiCo Foodservice and naked Juice Expand Starbucks Presence

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Gatorade Sports Science Institute Gathers Worlds Leading Researchers on Protein Nutrition

PepsiCo Internationals China Foods Wins Chinas Top Leaders 2008 Award

Wall Street Journal Article Recognizes PepsiCo for Leadership in Employment of People with

Different Abilities

PepsiCo and Frito-Lay Join SmartWay in Commitment to Reduce Greenhouse Gas Emissions

PepsiCo Beats Coke in Race to Launch New Natural Sweetener (Stevia)

PepsiCo France Recognized as Great Place To Work by Institute Survey

PepsiCo Commits to Reducing Acryalmide Levels in Potato Chip Products and Restructured

Potato Snacks in California

Subway Names PepsiCo Vendor of the Year for Sustainability Leadership

Tazo Tea Joins Pepsi Lipton Partnership

Vision:-

Being the best in everything we touch and handle.

Mission:-Continuously excel to achieve and maintain leadership position in the chosen business and delight

all stakeholders by making economic value additions in all corporate functions.

Success :-

Production of innovative, high quality retail branded beverages combined with world class

packaging.

Driven by management team with a relentless focus on achieving superior customer service,

driving earnings improvement and shareholder value.

People :-

RKJ creates an environment where employee enjoy a greater degree of empowerment both

individually and in their work teams.

The employees are equipped with the necessary tools, training and well management backup for

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strong performance and accountability, as well as with an environment of open communication

and involvement.

THE RKJ GROUP INVESTMENT

COMPANIES CHART

PEARL DRINKS LTD, LAWRANCE ROAD

PEARL DRINKS LTD (PEPSI), B-2, Lawrance Road is a Bottling Plant of Pepsi Cola Brands. Today,VBL is the top position holding company among the soft drink bottling companies in India. Its registered

office is located in New Delhi and corporate office at Lawrance Road. It is a Franchise company of

PepsiCo India holding. Its a R.K. JAIPURIA GROUP COMPANY . The group is a largely

diversified rising group having interest in Soft Drink Bottling, Restaurant chains under the Brand name of

Pizza Hut and Tricon & Creambell Ice Cream manufacturing, power project, Export and many other

projects. It is having Pepsi Bottling Plants in various places of India as well as out of India. It is on the

rising path under and the wisdom guidance of its chairman Mr. R.K.JAIPURIA .

The VBL plant was established in the year 1995 in Lawrance Road . It was the first plant to start its

operation in the Lawrance Road Industrial Development Area . Lawrance Road Industrial

Development Authority has awarded and given early production incentive for being starting and

competing the project very first in Lawrance Road. The companys mainly operate the Bottling and

marketing of Pepsi Cola Brand.

Its product brand are Pepsi, Mirinda-orange, Mirinda-Lemon, Mirinda-Apple, Slice, 7-Up, Evervess

Soda. Its marketing Network is spread in Western-UP, Haryana, Rajasthan, Delhi(TRANS YAMUNA)

and Uttaranchal.

PDL has always secured top position in its best quality and marketing. Mr.R.K.JAIPURIA who is the

chairman of the group, received various award for the best quality and marketing. He has also been

awarded for good quality and marketing in South Asia with EXCELLANCY AWARD by Mr.

GEORGE BUSH , former president of U.S.A. in 1998 .

AIM

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The main aim of PDL Lawrance Road plant is to provide soft drink to the people of India in its assigned

territory, which is helpful in keeping cool their mind.

The aim of this company is also to provide full satisfaction to the customers. And most importantly,

through a range of customer relevant product manufactured with care and quality in a fully hygiene

environment.

QUALITY POLICY

1 Deliver the best product in the market place

2 The highest Quality

3 The best Tasting

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Different Brands of Pepsi Co.(India)

Pepsi Co is today having the soft drinks market in India with lots of its brands. They have also diversified

into different sectors. Their popularly exiting brands in the Indian Market are as follows:

Soft Drinks

1) Pepsi

2) Pepsi Blue

3) Diet Pepsi

4) Mountain Dew

5) Slice

6) 7Up

Purified Drinking Water

Aquafina

Fruit Juice

Tropicana

Chips

Frito-Lays

Ruffles

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Composition of Pepsi

Pepsi

Contains: Carbonated water, high fructose corn syrup and/or sugar, caramel color, phosphoric acid,

caffeine, citric acid and natural flavors

Calories 100

Total Fats (g) 0

Sodium (mg) 25

Potassium (mg) 10

Total Carbohydrates (g) 27

Sugars (g) 27

Protein (g) 0

Caffeine (mg) 25

Pepsi Blue

Contains: Carbonated water, high fructose corn syrup and/or sugar, citric acid, natural and artificial

flavors, phosphoric acid, potassium citrate, potassium benzoate and potassium sorbate (to preserve

freshness), caffeine, gum arabic, ascorbic acid and calcium disodium EDTA (to protect flavor), blue 1,

red 40

Calories 100

Total Fats (g) 0

Sodium (mg) 25

Total Carbohydrates (g) 27

Sugars (g) 26

Protein (g) 0

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and casual basis. There are 40 mangers/officers/ supervisors and rest of workmen. Plant is dispatching

near about125-150 trucks in peak seasons per day to various location. This Plant is spread in peak seasons

per day to various location. This plant is spread over 7.5 acre.

1.3 PROBLEMS OF THE ORGANIZATION

1 Service delivery / Logistics perception is weak

2 Negative Environment

3 Top management takes large amount of time to approve high value loan borrowers.

1.4 COMPETITION INFORMATION

3 COCA-COLA INDIA PVT LTD

4 DABUR INDIA LTD

5 MOUNT EVEREST MINERAL WATERS LTD

6 NARANGS HOSPITALITY SERVICES PVT LTD

7 PARLE AGRO PVT LTD

8 PARLE BISLERI LTD

9 PIOMA INDUSTRIES LTD

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Chapter 2

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

2.1 SIGNIFICANCE

The main significance of the project is to identify the level of motivation, job satisfaction and

performance among the employees after & before the conduction of Performance Appraisal

Exercise.

2.2 MANAGERIAL USEFULNESS OF THE STUDY

To point out and suggest the organization to adopt remedial actions to remove those loopholes,

aiming to improve the productivity and efficiency of the worker and increase the level of jobsatisfaction among them.

2.3 OBJECTIVE

1 To critically study the HR Policies and Performance Appraisal system existing at Pearl Dirnks

Ltd.

2 To study the various types of Performance Appraisal methods.

3 To study the Performance Appraisal method being used at Pearl Drinks Ltd.

4 To establish a direct relationship between work performance and Performance Appraisal system.

2.4 SCOPE OF THE STUDY

1 To find out the loopholes (if any) in the Performance Appraisal System at Pearl Drinks Ltd.

2 To have an overlook over the changes and improvements made in the Company

2.5 METHODOLOGY

Research Methodology is a way to systematically solve the research problem involving a study of various steps that

are adopted by the researcher in studying his/her research problem.

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Data Collection

There are two methods for collecting the data. They are:

1) Primary Data

2) Secondary Data

Primary data: There are several methods of collecting Primary data. These are given below.

A- Observation method: The observation method is the most commonly used method especially in studiesrelating

to behavioural sciences. Under the observation method the information is sought by way of investigators own direct

observation without asking from the respondent.

B:- Interview method: The interview method of collecting data involves presentaion of oral verbal and stimuli replyin terms of oral verbal responses. This method can be used through personal interviews and if possible through

telephonic interviews.

C:- Questionnaires;- This method of data collection is quite popular particularly in case of enquiries. It is being

adopted by private individuals, research purposes, private and public organizations and evenly governments. In this

method questionnaires are sent to the persons of concern with the request to answer the questions and return the

questionnaires. The respondents have to answer the questions on their own.

In this project I have used questionnaires as one of the primary sources of collecting data.

1) When an investigator uses the data that has been already collected by others is called Secondary Data. The

secondary adapt could be collected from Journals, Reports and various publications, web sites. The advantages of

the secondary data can be- it is economical, both in terms of money and time spent.

Sample Designing :

Target Population : The target population under this survey are the schools, canteens, colleges,

restaurants, banquet halls and other beverage stalls etc. which keep Pepsi products and are in contract

with Pepsi Food Pvt Ltd.

Also the target population is limited to the north and West Delhi only.

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Type of Universe :

Retailers or marketers who sell Pepsi products in the finite type of universe.

Consumers of Pepsi products are the infinite type of universe.

Type of Sampling : The sample is drawn on non-probability sampling basis i.e. non-random sampling

technique has been used. The list of target population is definite and already decided in advance.

Sample Size : The sample size taken into consideration includes 90 related people in various different

location. The sample size has been decided in accordance with the instructions been given by the Pepsi

Food Pvt. Ltd.

LIMITATIONS

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Every Study suffers from certain limitations and so does this project.

So, the applicability of the findings and recommendations is subjected to the following mentioned

constraints/limitations

1 Respondents were reluctant to give their views on data or open to other

2 Shortage of time duration for the research work

3 Hiding of some true facts by the respondents due to the fear of the management

4 Though care has been taken, judgement errors may have occurred

5 Employees being very busy did not get enough time to give responses whole-heartedly

6 Some of the responses given by the respondents were not legible and clear.

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Chapter 3

FINDINGS AND

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

PEARL DRINKS 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

tdhe respondent towards the Performance Appraisal exercise followed at Pearl Drinks 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 PEARL DRINKS

Ltd.?

YesY NoN

RESPONSE

NO. OF

RESPONDANT PERCENTAGE

Yes 24 60%

No 16 40%

TOTAL 40 100%

YES

NO

Inference

From the sample size of 100% respondents, only 60% are aware about the performance appraisal system

while other 40% are unaware about this.

It is thus cleared from the above analysis that about 40 % doesnt know the performance appraisal system

at PDL

Q2) Are you satisfied with the existing P.A. Method followed in the Company?

Highly Moderate Not at all

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RESPONSE NO. OF

RESPONDENT

PERCENTAGE

HIGHLY 11 28%

MODERATE 19 47%

NOT AT ALL 10 25%

TOTAL 40 100%

H I G H LY

M O D E R A

N o t a t A l l

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 PDL.

Q3) Are there Biases in the existing P.A. Method?

Yes No

RESPONSE NO. OF

RESPONDENT

PERCENTAGE

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Yes 28 70%

No 12 30%

Total 40 100%

YES

NO

Inference

About 70% of the employees feel that there are biases in the Performance Appraisal system at PDL and

other 30% not Basise of PDL.

This part constitutes a large amount of the total respondents.

Q4) Are you satisfied with the increment in your Salary?

Yes No

RESPONSE NO.

OFSPONDENT

PERCENTAGE

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Yes 07 18%

No 33 82%

Total 40 100%

YES

NO

Inference

From 100% respondent, 82% unsatisfied from their increment in salary and only 18% are satisfied. This

shows a improper increment in salary or low satisfaction level among employee regarding their salary

increment.

Q5) Did Pearl Drinks Ltd. provide any training at beginning of your joining?

Yes No

RESPONSE NO. OF

RESPONDENT

PERCENTAGE

Yes 29 72%

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No 11 28%

Total 40 100%

Inference

Above 72% respondents said that they got training after joining the organization while rest 28% respond

to NO.

This shows that Training Program is also not undertaken with much care or there may be some

malfunctioning.

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%

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Total 40 100%

YES

NO

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 and other 30% said Yes.

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%

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StrictlyFollowed

Moderate

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.

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%

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Completely

Moderate

not at all

Inference

From the above analysis 25% completely satisfied, 37% are moderate and other 38% not satisfied.

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%

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YES

NO

Inference

Among 100% respondents, 72% said to change in existing Performance Appraisal Method and also they

will accept the newer method while rest 28% were satisfied to the existing method and are not willing for

new method

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%

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YES

NO

Inference

About 70% of the employees feel that there are biases in the Performance and other are 30% of the

employees feel that there are not biases.

ANALYSIS BASED ON QUESTIONNAIRE (MANAGERS)

Q1) Are you aware of the Performance Appraisal (PA) Method followed in PEARL DRINKS

Ltd.?

Yes No

RESPONSE

NO. OF

RESPONDANT PECENTAGE

Yes 35 87%

No 05 13%

TOTAL 40 100%

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Yes

No

Inference

From the sample size of 100% respondents, 87% are aware about the performance appraisal system while

other 13% are unaware about this.

It is thus cleared from the above analysis that about 13 % doesnt know the performance appraisal system

at PDL

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%

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Self

Peers

Subordinates

Unit Manager Supervisors

Chair Person

Inference

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

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Inference

The above analysis shows that the Performance Appraisal is taken under seriously as about 82%

respondents have agreed regarding the respective question and other 18% is not respondents.

Q4) Are you satisfied with the existing P.A. Method followed in the Company?


RESPONSE NO. OF

RESPONDENT

PERCENTAGE

HIGHLY 11 28%

MODERATE 19 47%

NOT AT ALL 10 25%

TOTAL 40 100%

H I G H LY

M O D E R A

N o t a t A l l

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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 PDL.

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%

YES

NO

Inference

From 100% respondent, 82% unsatisfied from their increment in salary and only 18% are satisfied.

This shows a improper increment in salary or low satisfaction level among employee regarding their

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salary increment.

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%

Always

To Many Extent

To Some Extent

Not at all

Inference

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.

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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%

YES

NO

Inference

About 70% of the employees feel that there are biases in the Performance Appraisal system at PDL and

other 30% of the employees feel that there are biases.

This part constitutes a large amount of the total respondents.

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Q8) In your opinion, do Managers require Management Development

Programmes (MDP)?

Yes No

RESPONSE NO. OF

RESPONDENT

PERCENTAGE

Yes 33 82%

No 07 18%

Total 40 100%

YES

NO

Inference

From 100% responding Managers, around 82% agreed in the view that the MDP should be given to them,

while rest 18% disagreed and doesnt need the programme

Q9) Has Pearl Drinks Ltd. organized any Training Programmes for its

Managers or Department Heads etcs?.

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Yes No

RESPONSE NO. OF

RESPONDENT

PERCENTAGE

Yes 29 72%

No 11 28%

Total 40 100%

YES

NO

Inference

Among 100% respondents, 72% said that they got training after joining the organization while rest 28%

respond to NO.

Q10) Do you think the Training MDP will affect the performance levels of

the Leaders?


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RESPONSE NO. OF

RESPONDENT

PERCENTAGE

HIGHLY 11 28%

MODERATE 19 47%

NOT AT ALL 10 25%

TOTAL 40 100%

H I G H LY

M O D E R A

N o t a t A l l

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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CHAPTER 4

CONCLUSION

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CONCLUSION

After analysis of the data collected and compiled we can say that, PDL 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 companys 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.

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CHAPTER 5

RECOMMENDATIONS AND LIMITATIONS

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RECOMMENDATIONS

1 Certain recommendations can be made after interviewing various employees at different levels with

the help of my data sheet.

2 Good performer should not only be rewarded by promotion etc.,but also by appreciation of their

performance in public

3 Workers opinion regarding their job should be given more priority. The work related benefits like

overtime, production incentives expenses should be provided to the employees

4 There should be proper utilization of existing manpower

5 Employees should be given recognition at proper intervals.

6 Suggestions from the employees should be welcomed with open arms and if found suitable should be

implemented

7 More opportunities should be given to the employees regarding, T&D, MDPs, participation in

decision makings etcs.

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LIMITATIONS

Every Study suffers from certain limitations and so does this project.

So, the applicability of the findings and recommendations is subjected to the following mentioned

constraints/limitations

1` Respondents were reluctant to give their views on data or open to other

2 Shortage of time duration for the research work

3 Hiding of some true facts by the respondents due to the fear of the management

4 Though care has been taken, judgement errors may have occurred

5 Employees being very busy did not get enough time to give responses whole-heartedly

6 Some of the responses given by the respondents were not legible and clear.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

Books -

K. Aswathapa, Human Resource Management & Personnel Management , 2009,

T.N Chabra , Pages 34 48 and 78-90

C.R. Kothari, Research Methodology , 2007 , Pages 56-78

WEBSITES -

http://www.pepsi.com/

http://www.pepsiworld.com/

http://www.pepsico.com/

http://www.pbg.com/

http://www.rkjgroup.com/

http://www.google.com/

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ANNEXURE

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QUESTIONNAIRE( For Workers & Staff Members )

Name :- ..

Age:- ( Tick mark to which you belong )

Under 20 years Under 50 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 1 st Promotion ):-..

1) Are you aware of the Performance Appraisal (PA) Method followed in Pearl

Drinks Ltd.?

Yes No

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2) Are you satisfied with the existing P.A. Method followed in the Company?

HighlyH ModerateM Not at allN

3) Are there Biases in the existing P.A. Method?

YesY NoN

4) Are you satisfied with the increment in your Salary?

YesY NoN

5) Did Pearl Drinks Ltd. provide any training at beginning of your joining?

YesY NoN

6) Is proper Training given /recommended in PA Forms?

YesY NoN

7) Is proper action taken after the fulfillment of the PA Forms?

YesY NoN

8) Is the PA exercise strictly followed or is just a formality?

Strictly followedS ModerateM FormalityF

9) Are you satisfied from the Feedback you get from your Supervisors?

Completely ModerateM Not at allN

10) After filling PA Forms, are the results discussed between the Seniors &

Subordinates ?

YesY NoN

QUESTIONNAIRE(For Managers)

Name :- ..

Age:- ( Tick mark to which you belong )

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Deptt :-

Production Accounts HR

Quality Control Security Marketing

TPT PMX Maintenance

Designation:-..

Grade:-M1M M6M

M2M M7M

M3M M8M

M4M M9M

M5M M10M

Current Salary ( in Rs ):-.

Experiences( in Years) :-.............

First Promotion :-.

Salary ( Before 1 st Promotion ):-

1) YesY NoN

2) Monthly

QuarterlySemi-AnnuallyS

Annually

3) Supervisors

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Peers

Sub-

4) Highly ModerateM Not at allN

5) Are you satisfied with the existing P.A. Method followed in the Company?

HighlyH ModerateM Not at allN

6) Are you satisfied with theT increment in your Salary?

YesY NoN

7) Does the Appraisal System of the company motivates you?

Always

To a great extentT

To some extent

Not at allN

8) Are there Biases in the existing P.A. Method?

YesY NoN

9) Which PA Method would you alternatively suggest for the existing one?

10) Suggestions (if any):-

.....................................

.

..

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Documents

ronak part 2