Professional Documents
Culture Documents
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.
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
CANDIDATES 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.
Date-
ADNAN
BBA
Place-
(2014-2017)
CONTENTS
Title
i
iv
v
DESCRIPTION
Chapter-1
1.1
1.2
1.3
Chapter-2
ii
iii
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
Chapter-5
Conclusions
Chapter-6
annexure
Chapter-7
bibliography
COMPANY PROFILE
at
Chennai,
which
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
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.
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:
15 countries in Africa:
DIRECTORS PROFILE
The us$7.2 billion turnover company runs India's largest gsm-based mobile
phone
service.
BHUSHAN,
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.
SUNIL BHARTI MITTAL is the Founder, Chairman and Group CEO of Bharti Enterprises.
SANJAY KAPOOR Chief Executive Officer Bharti Airtel Ltd. (India & South Asia).
SHAMINI RAMALINGAM
S. ASOKAN
Executive director -
SRIKANTH BALACHANDER
supply chain
ATUL BINDAL
President mobileservices
JYOTI PAWAR
JOACHIM HORN
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
http://www.waridtel.com.b
d
Burkina
Faso
Chad
http://www.bf.zain.com
http://www.td.zain.com
Democratic
Republic of the http://www.cd.zain.com
Congo
http://www.ga.zain.com
Ghana
http://www.gh.zain.com
India
http://www.airtel.in
Kenya
http://www.ke.zain.com
Malawi
http://www.mw.zain.com
Niger
http://www.ne.zain.com
Nigeria
http://www.ng.zain.com
Republic of
the Congo
Sierra
Leone
http://www.cg.zain.com
http://www.sl.zain.com
Sri Lanka
http://www.airtel.lk
Tanzania
http://www.tz.zain.com
Uganda
http://www.ug.zain.com
Zambia
http://www.zm.zain.com
Chennai - 2,704,067
Delhi - 6,204,025
Mumbai - 3,066,905
Kolkata - 2,821,065
"A" Circle
Gujarat - 5,760,204
Karnataka - 13,209,270
Maharashtra - 6,701,424
"B" Circle
Haryana - 1,554,034
Kerala - 3,185,876
Punjab - 4,921,266
Rajasthan - 10,802,138
"C" Circle
Assam - 2,570,283
Bihar - 11,652,206
Orissa - 4,373,802
ACHIEVEMENTS OF AIRTEL
(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
OBJECTIVE
To know the various types of performance appraisal methods being used at AIRTEL Ltd.
To know whether the performance appraisal system of AIRTEL Ltd. Increase the
productivity of employees or not .
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
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.
2.
3.
4.
5.
6.
7.
8.
9.
/
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.
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.
CHECKLIST
In this method the rater has to respond yes or no to a set of questions which assess the
employees performance & behavior. Normally weights are attached to each of these questions
based on which the final appraisal score of the employee is calculated.
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.
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 report is an index of an employees 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 provide an objective basis for determination of merit, efficiency and suitability for the
purpose of promotion.
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.
Performance during the period from 1st April to 31st march of every year.
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 PARs in
respect
of
class
III/IV
employees
duly
reviewed
is
maintained
at
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
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.
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.
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:
40
Quality of output
30
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:
Initiative
Professional competence
Communication skills
Leadership
Total of score gained by an individual in this section is again noted and termed as Q.
. Overall Grade
S=a*P+b*2*Q
Where a & b are weightages for performance and potentials. This weightage is as per the
level.
Level
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
95 and above
A-
B+
less than 45
B. Training Needs
The appraisee himself mentions the training requirements which are then remarked by the
appraiser.
C. Co- Review
V. Moderation
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
SIGNIFICANCE OF STUDY
Human Resource Development is the basis of success of any organization. HRD helps to
enhance employees 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.
Age
Experience
Finance
Geo Sciences
HR
Production
Discipline
Managerial Level
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.
YES
NO
CHI-SQUARE
Attribute
Yes
No
Total
Feedback
46
49
Atmosphere
49
49
Appraisal
21
28
49
Incentives
34
15
49
360 degree
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
31.6
-23.6
555.96
17.625
17.4
-14,4
207.36
11.917
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
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.
Q1.
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 doesnt 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
cant be enforced upon somebody. So I would suggest to these respondents to take the plunge
and rest will automatically follow and comradeship will develop.
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 dont feel the same. They
dont 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 dont 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.
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 dont 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 dont know about it as they havent 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
doesnt 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 ones 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
dont 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
Employees are not able to know their actual position after the appraisal.
The appraisal process provides them an opportunity for development and growth.
There are fixed standards to evaluate the performance but those are not clear due to the
subjectivity of the topic.
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.
The system being not so transparent, employees are unable to identify the performance
gaps in order to prepare for the future.
The management helps provide an atmosphere where all are encouraged for comradeship
and teamwork.
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.
Majority of people want that there should be some incentives based on performance.
Management doesnt 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.
Q2.
Yes
No
The management helps provide an atmosphere where all are encouraged for teamwork and
comradeship.
Q3.
Q4.
Q5.
Yes
No
Yes
No
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
Yes
No
There should be some incentives based on the individual and group performance?
Yes
No
Yes
No
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
BIBLIOGRAPHY
4. Personnel Management
-Edwin B. Flippo
6. Principles of Management
- R. L. Nolakha