1
PERFORMANCE MANAGEMENT SYSTEM IN VODAFONE ESSAR
SPACETEL LIMITED
A PROJECT REPORT
Under the guidance of
MS BHUBASMITA BASUMATARY
Submitted by
RITURANI KHOUND
[ROLL NO 510924628]
in partial fulfillment o f the requirement
for the award of the degree
Of
MBA
IN
Human Resource Management
November 2010
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Acknowledgement: THE HELP AND GUIDANCE OF THE FOLLOWING
SOURCES IS ACKNOWLEDGED IN PREPARATION OF THIS PROJECT.
1. VODAFONE ESSAR SPACETEL LIMITED WEBSITE
2. COLLEAGUES’ OF VODAFONE ESSAR SPACETEL LIMITED FOR
FEEDBACK.
3. WORLD WIDE WEB IN GENERAL
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Bonafide Certificate:
BONAFIDE CERTIFICATE
Certified that this project report titled “PERFORMANCE MANAGEMENT
SYSTEM IN VODAFONE ESSAR SPACETEL LIMITED” is the bonafide work
of “RITURANI KHOUND” [ROLL NO 510924628] who carried out the project
work under my supervision.
SIGNATURE BISWAPRIYA SYAM HEAD OF THE DEPARTMENT MANAGEMENT DEPARTMENT IFUTURE COLLEGE OF TECH AND MGT CARE BLDG, MALIGOAN GUWAHATI-11
SIGNATURE BHUBASMITA BASUMATARY FACULTY IN CHARGE MANAGEMENT DEPARTMENT IFUTURE COLLEGE OF TECH AND MGT CARE BLDG, MALIGOAN GUWAHATI-11
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Executive Summary:
Performance Management System as a yard stick for measuring the contribution of
an employee as an individual as well as in a team in an organization has varying
levels of acceptance both in terms of perception as well as utility. The target
population (viz assesses) view it differently vis a vis its efficacy. A reporting
officer without proper understanding of the concepts of PMS may end up
jeopardising the career of a promising employee because of personal issues.
Similarly he may elevate a not so deserving employee because of his fondness.
There has been a consistent approach to develop a Performance Management
System that is objective, fair and positive in outlook. The objective of carrying out
a survey on PMS among Interact employees was to gain feedback on various
aspects of PMS in vogue in Vodafone Essar Spacetel Limited.
The study revealed that majority of the respondents was relatively aware of the
purpose, yardstick and technique of PMS in Vodafone Essar Spacetel Limited .
However, among the respondents the satisfaction level was 26%, 44%
respondents were not sure and 30% were dissatisfied. So, overall people wanted a
change in the system. An overwhelming majority (82%) of the respondents felt that
personal bias creeps in while apprising an employee.
In view of the findings it is desirable that PMS should be a continuous process.
The system should be objective in nature free of any biases. An attempt should be
made to find out the hidden potential of an individual and encourage his or her
development. The PMS should be devised in such a manner that it contributes to
efficacy, development and growth of the organization.
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TABLE OF CONTENTS
CNo. TITLE ................................................................................... PAGE NO.
1. INTRODUCTION .............................................................................. 13
2. COMPANY PROFILE ...................................................................... 17
3. BRIEF ON PERFORMANCE .......................................................... 32
4. RATIONALE OF THE STUDY ....................................................... 61
5. OBJECTIVES OF THE STUDY ...................................................... 80
6. FINDINGS AND ANALYSIS ........................................................... 88
7. LIMITATIONS OF THE STUDY ................................................... 96
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List of Tables
Table 3.1: Band Structure
Band Designations
J Management Trainee
I Executive, Senior Executive
H Assistant Manager, Deputy Manager
G Manager, Senior Manager
F DGM,GM,AVP,VP
Table 3.2: PMS Calendar
1 Issue of PMS forms in portal my world
16th to 20th August
HR Department
2 Upload of KPA by employees 21st to 25th August Employee
3 Reporting manager to approve the KPA uploaded by employee
30th August Reporting Officer & Reviewer
5 Mid Year Performance Review by employee in My World portal
1st to 10th Oct Employee
6 Reporting manager puts his ratings & comments against the KPA uploaded by employee
15th to 17th Oct Reporting Officer & Reviewer
9 Annual Performance Review by employee in My World portal
15th March to 31st March
Employee
10 Reporting manager puts his ratings & comments against the KPA uploaded by employee
1st April to 15th April
Reporting Officer & Reviewer
11 Normalization of PMS 16th to 20th April Normalization Committee
12 Feedback discussion between Employee & Manager after Mid Year Review
1st May to 25th May
Reporting Officer & Reviewer
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Table 6.1: Employees Opinion as to the Purpose of Performance Appraisal
Performance standards/yardsticks
Options Response
Yes 42
No 08
Table 6.2: Awareness of technique of Performance Appraisal being followed
at Vodafone Essar Spacetel Limited among Employees
Options Response
Yes 36
No 14
Table 6.3: Number of Employees being appraised during their service period
Options Response
Yes 50
No 0
Table 6.4: Employees’ opinion as to the present appraisal system
Options Responses (in %)
Fully Satisfied 2
Satisfied 24
Can’t Say 44
Dissatisfied 30
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Table 6.5: Employee perception as to the frequency of appraisal
Options Response (in %)
Once During The Service Period 2
Continuous 92
Never 0
Can’t Say 6
Table 6.6: gap between two appraisal periods
Options Response (in %)
Quarterly 20
Half Yearly 44
Yearly 36
Table 6.7: Performance Appraisal affects the productivity of the employees
+ Feedback 38 - Feedback 12
Neutral -
Table 6.8: Concern person to do the appraisal
Options Response ( in % )
Superior 24
Peer 0
Subordinate 0
Self Appraisal 8
Consultant 4
All of the above 48
Superior + Peer 16
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Table 6.9: help in polishing skills and performance area
Options Response ( in % )
Yes 74
No 10
Somewhat 16
Table 6.10: personal bias creeps-in while appraising an employee
Options Response ( in % )
Yes 82
No 18
Table 6.11: would employees like to review the current appraisal technique
Options Response ( in % )
Yes 72
No 4
Can’t Say 24
Table 6.12: Appropriate method of conducting the performance appraisal
Options Response ( in % )
Ranking Method 12
Paired Comparison 0
Critical Incidents 20
MBO 58
Assessment Centre 4
360 degree 6
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Table 6.13: performance appraisal leads to identification of hidden potential
Options Response ( in % )
Yes 96
No 4
List of tables
1. Table3.1: Band Structure
2. Table3.2: PMS Calendar
3. Table 6.1: Employees Opinion as to the Purpose of Performance Appraisal
Performance standards/yardsticks.
4. Table 6.2: Awareness of technique of Performance Appraisal being followed
at Vodafone Essar Spacetel Limited among Employees.
5. Table 6.3: Number of Employees being appraised during their service
period.
6. Table 6.4: Employees’ opinion as to the present appraisal system.
7. Table 6.5: Employee perception as to the frequency of appraisal.
8. Table 6.6: gap between two appraisal periods.
9. Table 6.7: Performance Appraisal affects the productivity of the employees.
10. Table 6.8: Concern person to do the appraisal.
11. Table 6.9: help in polishing skills and performance area.
12. Table 6.10: personal bias creeps-in while appraising an employee.
13. Table 6.11: would employees like to review the current appraisal technique.
14. Table 6.12: Appropriate method of conducting the performance appraisal.
15. Table 6.13: performance appraisal leads to identification of hidden potential
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List of Figures
Figure 2.1: Group Company wise market share as on 31/5/2010
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Figure 3.1: Performance dialogue process
List of Figures
1. Figure 2.1: Group Company wise market share as on 31/5/2010
2. Figure 3.1: Performance dialogue process
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CHAPTER NO 1
INTRODUCTION
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PERFORMANCE APPRAISAL SYSTEM AT VODAFONE ESSAR
SPACETEL LIMITED
INTRODUCTION TO THE TOPIC
The service industry forms a backbone of social and economic development of a
region. It has emerged as the largest and fastest-growing sectors in the world
economy, making higher contributions to the global output and employment. Its
growth rate has been higher than that of agriculture and manufacturing sectors. It is
a large and most dynamic part of the Indian economy both in terms of employment
potential and contribution to national income. It covers a wide range of activities,
such as trading, transportation and communication, financial, real estate and
business services, as well as community, social and personal services.
Service sector is the lifeline for the social economic growth of a country. It is today
the largest and fastest growing sector globally contributing more to the global
output and employing more people than any other sector. The real reason for the
growth of the service sector is due to the increase in urbanization, privatization and
more demand for intermediate and final consumer services. Availability of quality
services is vital for the well being of the economy.
In alignment with the global trends, Indian service sector has witnessed a major
boom and is one of the major contributors to both employment and national
income in recent times. The activities under the purview of the service sector are
quite diverse. Trading, transportation and communication, financial, real estate and
business services, community, social and personal services come within the gambit
of the service industry.
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An industry comprised of companies that primarily earn revenue through providing
intangible products and services. Service industry companies are involved in retail,
transport, distribution, food services, as well as other service-dominated
businesses.
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior
management team would disagree with. Yet, the reality for many organizations are
that their people remain under valued, under trained and under utilized.
Performance Appraisal is the process of assessing the performance and progress of
an employee or a group of employees on a given job and his / their potential for
future development. It consists of all formal procedures used in the working
organizations to evaluate personalities, contributions and potentials of employees.
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ROAD MAP
Managing human resources in today’s dynamic environment is becoming more and
more complex as well as important. Recognition of people as a valuable resource
in the organization has led to a better working environment, overall development
of employees, job security, etc
My research project deals with “Performance Management system in Vodafone
Essar Spacetel Limited”. In this report, I have studied &evaluated the performance
appraisal process as it is carried out in Vodafone Essar Spacetel Limited.
The report is divided in to Seven Chapters. The first chapter deals with
introduction. In the second chapter, I have given the background of my
Organisation i.e. Vodafone Essar Spacetel Limited. I have given a brief outline of
the various departments as well as their functions. The third chapter deals with the
Performance Management System in Vodafone Essar Spacetel Limited. The
chapter includes the various forms used in PMS in Vodafone Essar Spacetel
Limited. In the fourth chapter I have briefly discussed the rationale of the study.
The fifth chapter deals with the objectives. The sixth chapter is dedicated to the
findings and analysis. In the last chapter I have discussed about various limitations
as well as my suggestions.
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CHAPTER NO 2
COMPANY PROFILE
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COMPANY PROFILE
2.1 Organisation
Brand Name : Vodafone
Network : GSM
Network coverage : Pan India
Subscriber’s base : 111.47 million across India as at 31 July 2010
Market share : 23.81%
Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc. Then
known as Racal Telecom Limited, approximately 20% of the company’s capital
was offered to the public in October 1988. It was fully demerged from Racal
Electronics Plc and became an independent company in September 1991, at which
time it changed its name to Vodafone Group Plc.
Following its merger with AirTouch Communications, Inc. (‘AirTouch’), the
company changed its name to Vodafone AirTouch Plc on 29 June 1999 and
following approval by the shareholders in General Meeting, reverted to its former
name, Vodafone Group Plc, on 28 July 2000.
Vodafone is the world’s leading international mobile communication group
working in about 31 countries across 5 continents with nearly 41 network partners
347 million customers excluding paging customers, calculated on a proportionate
basis in accordance with the Company's percentage interest in these ventures. (As
at 30 June 2010) worldwide.
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Vodafone Essar started its operations in India in 1994 and is under the Vodafone
Group. The company Vodafone Essar Limited has become one of the leading
companies in the telecom sector in India due to its high standard of services that it
provides to its customers.
Over the years, Vodafone Essar, under the Hutch brand, has been named the ‘Most
Respected Telecom Company’, the ‘Best Mobile Service in the country’ and the
‘Most Creative and Most Effective Advertiser of the Year’.
Vodafone offers both postpaid and prepaid GSM cellular mobile coverage all
across India and its hold is especially strong in the metropolitan cities. The
company Vodafone Essar Limited provides services like 2G, which are based on
1800 MHz and 900 MHz GSM digital technology.
Vodafone Essar Limited has received many awards over the years such as the Best
Mobile Service in India, Most Effective and Most Creative Advertiser of the Year,
and Most Respected Telecom Company.
The company Vodafone Essar Limited plans to spend more than Rs.250 crore in
launching low price cell phones in India. The company's objective in doing this is
to bring in millions of cheap mobile handsets from around the world into the
country and then sell them under the Vodafone brand name in order to maximize
sales. It is expected that the company Vodafone Essar Limited will price the
handsets in the range of Rs.666, Rs.999, and Rs.888. In this way the company
expects to attract new customers and thus expand its customer base.
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Vodafone Essar plans to sell the low price handsets from its more than 4 lakhs
distribution outlets. The company will buy the low cost cell phones from the firm
ZTE that is located in China. The company ZTE will ship more than 10 million
low cost cell phones to India that will then be sold by the company Vodafone
Essar. Vodafone Essar Company also has plans to expand in the near future and for
this it is planning to take a loan overseas of around US$ 500 million. The company
Vodafone Essar Limited will use the money to expand the company’s network,
better its technology, and open more distribution centers. All these measures will
help to increase the customer base of the company Vodafone Essar.
Vodafone Essar is one of the topmost companies in the telecom sector in India and
is well known for the best quality of products and services offered to its customers.
And this is the reason that the customer base of the company Vodafone Essar
limited has been increasing at a very rapid pace. The company is planning to
launch low price cell phones in the country and also expand its operations. This is
sure to help the company Vodafone Essar to grow and prosper even more in the
future
2.2 Growth of Hutchison Essar (1992-2005)
In 1992 Hutchison Whampoa and its Indian business partner established a
company that in 1994 was awarded a licence to provide mobile
telecommunications services in Mumbai (formerly Bombay) and launched
commercial service as Hutchison Max in November 1995. Analjit Singh of Max
still holds 12% in company.
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In Delhi, UP (E), Rajasthan and Haryana, ESSAR was the major partner. But later
Hutch took the majority Stake.
By the time of Hutchison Telecom's Initial Public Offering in 2004, Hutchison
Whampoa had acquired interests in six mobile telecommunications operators
providing service in 13 of India's 23 licence areas and following the completion of
the acquisition of BPL that number increased to 16. In 2006, it announced the
acquisition of a company (Essar Spacetel — A subsidiary of Essar Group) that held
licence applications for the seven remaining licence areas.
In a country growing as fast as India, a strategic and well managed business plan is
critical to success. Initially, the company grew its business in the largest wireless
markets in India — in cities like Mumbai, Delhi and Kolkata. In these densely
populated urban areas it was able to establish a robust network, well known brand
and large distribution network -all vital to long-term success in India. Then it also
targeted business users and high-end post-paid customers which helped Hutchison
Essar to consistently generate a higher Average Revenue Per User ("ARPU") than
its competitors. By adopting this focused growth plan, it was able to establish
leading positions in India's largest markets providing the resources to expand its
footprint nationwide.
In February 2007, Hutchison Telecom announced that it had entered into a binding
agreement with a subsidiary of Vodafone Group Plc to sell its 67% direct and
indirect equity and loan interests in Hutchison Essar Limited for a total cash
consideration (before costs, expenses and interests) of approximately US$11.1
billion or HK$87 billion. In the same year, the company entered into an agreement
with NTT DoCoMo to launch i-mode mobile Internet service in India.
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1992: Hutchison Whampoa and Max Group established Hutchison Max
2000: Acquisition of Delhi operations Entered Calcutta and Gujarat markets
through ESSAR acquisition
2001: Won auction for licences to operate GSM services in Karnataka, Andhra
Pradesh and Chennai
2003: Acquired AirCel Digilink (ADIL — ESSAR Subsidiary) which operated in
Rajastan, Uttar Pradesh East and Haryana telecom circles and renamed it
under Hutch brand
2004: Launched in three additional telecom circles of India namely 'Punjab',
'Uttar Pradesh West' and 'West Bengal'
2005: Acquired BPL (Except Mumbai)- 3 Circles, another mobile service
provider in India
2008: Vodafone acquired the Licence in remaining 7 circles and has started its
pending operations in Madhya Pradesh/Chhattisgarh with its headquarters
at Malviya Nagar, Bhopal as well as in Orissa, Assam, North East and
Bihar
2008: Vodafone launched the Apple iPhone 3G to be used on its 17 circle 2.75G
network.
Hutch was often praised for its award winning advertisements which all follow a
clean, minimalist look. A recurrent theme is that its message Hello stands out
visibly though it uses only white letters on red background. Another recent
successful ad campaign in 2003 featured a pug named Cheeka following a boy
around in unlikely places, with the tagline, Wherever you go, our network follows.
The simple yet powerful advertisement campaigns won it many admirers.
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2009: Vodafone launched Recharge Online
2009: Vodafone Essar - 1st Indian Telecom operator to receive the Payment Card
Industry Security Standard (PCI DSS) certification for its Mumbai
operations and launches unlimited SMS offer in Mumbai.
2010: Vodafone emerged as the most admired marketer in India. 2010: Vodafone
crossed 100 million subscribers in India.
2010: Vodafone picks Nokia Siemens, Ericsson as 3G partners
2.3 Market Share
Figure 2.1: Group Company wise market share as on 31/5/2010
India telecom market is mainly divided into two major segments namely, the Fixed
Service Provider (FSPs) and the cellular services. Fixed Service Provider network
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comprises land lines, basic services, domestic and long distance call service. The
two major basic operators BSNL and MTNL comprise almost 90 % of the FSPs in
the country. Around 5 % are operated by private firms and are mostly scattered in
the urban areas. In most cases, the private basic service telephone operators cater to
offices, business firms, schools and the corporate sector.
In case of the cellular services, there are mainly two sub divisions: Code Division
Multiple Access (CDMA) and Global System for Mobile Communications (GSM).
In the GSM sector, the major players are Vodafone, Airtel, Idea Cellular, and
Aircel and so on. The national company BSNL also has its GSM service named
"Cellone" which has a major share in the semi urban and rural areas. The major
companies which dominate the CDMA scenario are Reliance Communications and
Tata Indicom. In both the sectors of cellular services, perfect competition exists
according to the demand supply chains.
The India telecom market ranks among the fastest growing industries in the
country. The improvement in the standard of living and the development of
infrastructure and connectivity are some of the mains reasons for the significant
growth of the telecom industry. The growth is expected to be more over the years.
The mobile services were commercially launched in August 1995 in India. In the
first 5-6 years, the average monthly subscribers were around 0.05 to 0.1 million
only and the total mobile subscribers base in December 2002 stood at 10.5 million.
The subscription base just grew exponentially, reaching to around 2 million per
month in the year 2003-04 and 2004-05. In May 2006, subscription crossed the 100
million mark. By September 200, it had doubled. The accelerating pace of this
industry in India is clear. This growth has occupied all predictions.
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Presently, there are around 200 million telephone lines in India which make it the
third largest phone network in the world after China and the US. The average
growth rate of subscriber base is 61.41% in 2004, 35.48%t in 2005, and 40.17% in
2007; it may be increase to 50 to 70 per cent in the next coming years. Till year
2007 Bharti AirTel have most of cellular subscribers in India, AirTel have a total
42.70 million (23.09% of total) and BSNL have 32.05 million subscribers (17.24%
of total) which in a second rank, Reliance, and Vodafone also near about them on
end of 2007. Today, the telecom market in India enjoys a growth rate of around 45
% which is the highest in the whole world.
Total cellular services revenue in India is projected to grow at a compound annual
growth rate (CAGR) of 18% from 2008-12 to exceed $37 billion, according to a
report by Gartner, Inc. The India mobile subscriber base is set to exceed 737
million connections by 2012, growing at a CAGR of 21% in the same period. This
growth is poised to continue through the forecast period, and India is expected to
remain the world’s second largest wireless market after China in terms of mobile
connections.
Although cellular network were introduced in India 7 years later than in China,
India’s growth has overtaken China’s in the same time frame since inception. A
chart (Figure 2.1) taken from India-Cellular.com reflects the market share of the
main players as of May 2010
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2.4 Departments
• HR & Administration
• Finance
• Customer Service
• Sales & Marketing
• Network
• Legal & Nodal
• IT
2.4.1 HR & Administration:
Major jobs of HRM Department:
• Strategic Human Resource Planning
• HR Auditing and Needs Assessments
• Workforce Planning
• Change Management
• Performance Management
• Total Compensation, Benefits & Rewards
• Industrial & employee Relation
Recruitment Secretariat
Concern for overall design and accomplishment of personnel recruitment
policy and criterion.
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Personnel Admin Section
Concern for personnel selection, retention, promotion, termination and
disciplinary action.
Planning & Record Section:
Concern to upkeep and update personnel record with strict confidence and
manpower planning for forthcoming telecom project
Training & Vehicle Section
Concern for periodic education and training management. It is also concern
for vehicle operation, maintenanceand distribution.
Mgmt Devt & General Admin Section
Concern to deal staff benefit, trade union activity, building upkeep and
sanitation.
Performance Apprisal Section
Concern for maintaining the record of personnel performance appraisal
2.4.2 Finance
Major jobs of Finance Department:
• Financial planning & control
• Treasury management
• Budget preparation and budgetory control
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• Revenue, interadministration and sharing accounting
• Preparing annual and quarterly financial statement
• Reporting to statutory and regulatory authority
• Fixed assets recording and management
• Inter branch accounting administration
• Corporate tax and vat filing
• Employees welfare management
• Procurement
Finance department consist of three sections:
Finance Department:
• Procurement Section
• Expenditure Section
• Cash & Bank Section
• Welfare Section
Revenue Department:
• Treasury Management Section
• Interadministration Accounting Section
• Revenue Section
Central Accounts Department:
• Financial Statement Section
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• Branch Accounts Section
• Fixed Assets Section
• VAT & Tax Section
2.4.3 Customer Service
Customer Service department consist of three sections:
Call Center
• Receive the complains from the customer.
• Try to resolve he issues face the customer.
• Provide information regarding the product & services provided by the
company
• Out calling the customers relating to bill payment.
Activation
• Activate the SIMS
• Activate the services the customers
Quality
1. Inspects the quality of process of Customer Service & call center
agents
2. Report if there is a deviation from the processes of Customer service.
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Complain Management
• Resolve the complains that the customer put forward over e-mail,
walk-in and call center.
2.4.4 Sales & Marketing
• To look into the sales (Primary, Secondary, Tertiary)
• To increase the connection net adds.
• To increase the revenue.
• To design the products.
• To look into the advertising activities.
2.4.5 Network
• To increase the network coverage.
• Troubleshooting of network related issues.
2.4.6 Legal & Nodal
Legal Section
Concern for all legal issues of the company and perform the legal advisory
role and advocacy.
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Nodal Section
Concern for all issues of the company relating to TRAI and security agencies.
2.4.7 IT
• To support the organization with software
• To support the organization with IT hardware.
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CHAPTER 3
BRIEF ON THE NEW PERFORMANCE MANAGEMENT SYSTEM
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PERFORMANCE MANAGEMENT IN VODAFONE ESSAR SPACETEL
LIMITED
BRIEF ON THE NEW PERFORMANCE MANAGEMENT SYSTEM
The objective of the proposed PMS is to promote performance oriented culture, to
realign goal of an individual with the objective of the organization . to bring
transparency, objectivity and participative approach in evaluating the performance
of the executives .
As we continue to grow as an organization, we need to re-define our existing
systems and processes to keep pace with our business goals and objectives. The
new features of this year’s Performance Dialogue are as follows
• Simple & efficient process
• IT as an enabler
• Sharper performance differentiation & sharper descriptors (PIGEX)
• Renewed process flow - few sequential steps made parallel
• Compressed timelines
• Shorter Sign off process- retaining the rigour of approvals across levels
sans the bureaucracy
The Performance Dialogue has a NEW scale this year – PIGEX which will be
used to evaluate and assess your team’s overall performance. It is our endeavor to
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create a high performance culture which supports the achievement of individual,
team and organizational goals.
Rating Scale & Descriptors PIGEX SCALE
X - Exceptional Performance: Shows outstanding performance against goals. This
person is performing exceptionally well above the expectations of the role.
Score 460 and above
E - Exceeding Expectations: Regularly exceeds goals. This is an individual who
regularly exceeds the expectations of the role.
Score 400 to 459
G - Good Performance: All goals met and occasionally exceeded. This is an
individual who requires minimum guidance.
Score 300 to 399.
I - Improvement Required: Most, but not all, goals achieved. This person may need
guidance and support to perform adequately in the role. Score 200 to 299
P - Poor Performance: Many Key goals not met. Performing well below
expectations and requirements of the job. Low level of performance is not due to
lack of clarity, opportunity or development. This level of performance is not
acceptable and signals real improvement is needed.
Score 0 to199
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Ratings are a function of calibration at the function / circle / OpCo levels. The
distribution curve for the 2009-10 Performance Dialogue cycle will be as below:
X – 5% of employees
E – 15% of employees
G – 65% of employees
I – 10% of employees
P – 5% of employees
The PMS process consists of following stages :-
A. Performance Planning :- Setting goals / targets / Key performance areas on
mutually agreeable and after sufficient discussions between Reporting Officer
and the Executive.
The KPAs has to be - SMART (Specific, Measurable, Agreeable,
Realistic and Time bound) The weightages to the each KPA is assigned
depending on the level of challenge in its achievement.
B. Mid Year Review: - Review progress, re-visiting KPAs, ear1y warning of
non-performance etc. The assessing of resources, skill requirement and
feedback on other parameters.
C. Annual Assessment: - Discuss and arrive at an assessment of performance with
respect to agreed target, competence and potential of core values actualisation
by individual.
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D. Feedback, Coaching & Counseling: - Communicating the financial
performance and providing developmental feedback.
PMS – linkage will be made with training and development, reward system, career
development etc. The audit of PMS will be done to achieve and maintain the
objective of the systems. The proposed PMS envisages open communication and
continuation between rated officer and his supervisor and major shift in feedback
the role of supervisor from Judges to guide in achieving the objectives of the
organization. The executives will be appropriately trained .
Performance dialogue is an important part of the assessment process where you
share your views regarding performance, key accomplishments, strengths,
developmental needs and receive feedback from your reporting manager on these
areas.
Vodafone Essar Spacetel Limited has a Band structure according to the hierarchy
in the organization. The Band Structure is as follows:
Table3.1: Band Structure
Band Designations
J Management Trainee
I Executive, Senior Executive
H Assistant Manager, Deputy Manager
G Manager, Senior Manager
F DGM,GM,AVP,VP
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A snapshot of the Performance dialogue process is as below:-
Figure 3.1: Performance dialogue process
The PMS Calendar is as follows :
Table3.2: PMS Calendar
1 Issue of PMS forms in portal my
world 16th to 20th August HR Department
2 Upload of KPA by employees 21st to 25th August Employeee
3 Reporting manager to approve the
KPA uploaded by employee 30th August
Reporting Officer & Reviewer
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5 Mid Year Performance Review by
employee in My World portal 1st to 10th Oct Employeee
6 Reporting manager puts his
ratings & comments against the KPA uploaded by employee
15th to 17th Oct Reporting Officer & Reviewer
9 Annual Performance Review by employee in My World portal
15th March to 31st March
Employeee
10 Reporting manager puts his
ratings & comments against the KPA uploaded by employee
1st April to 15th April
Reporting Officer & Reviewer
11 Normalisation of PMS 16th to 20th April Normalisation
Committee
12 Feedback discussion between
Employee & Manager after Mid Year Review
1st May to 25th May Reporting Officer & Reviewer
My World Portal:
It is a internal Portal of Vodafone Essar Spacetel Limited through PMS is done .
Some of the Snapshots of the portal are
39
Employee Log In
Log onto My World
40
Click on My career
41
Click on Mid Year Performance Dialogue
42
Click on Self Assessment
43
Click on Submit
44
Reporting Manager Log In
Click on Reporting Manager Comments
45
Click on Employee’s Number hyperlink
46
Enter the Ratings
47
Enter progress on developmental plan, Overall Review Comments
48
Click on Submit
49
Performance and Competence Assessment Form
To be filled by the employee
Annual Performance Dialogue
Name :
Review Period
Designation :
Location : Band :
Emp No
: Function :
Date of joining : Reporting Manager : Reviewing Manager :
KPA Weightage
Measurement criteria
Self Assessment
Comments
KPA Weightage
Measurement criteria
Self Assessment
Comments
KPA Weightage
Measurement criteria
Self Assessment
Comments
KPA Weightage
Measurement criteria
Self Assessment
Comments
KPA Weightage
Measurement criteria
Self Assessment
Comments
KPA Weightage
Measurement criteria
Self Assessment
Comments
The employee has to fill up six KPA and the total weight age is 100
50
Sample filled up Copy of the Above (by employee)
Annual Performance Dialogue
Name : XYZ Review Period
Designation : Executive 01 April 2009 to 31 March 2010
Location : Assam Band
: Band I
Emp
No : 1234 Function :
Marketing
Operations
Date of joining : March 17,2008 Reporting
Manager : ABC
Reviewing
Manager : DEF
KPA Weightage
Manufacture of numbers 20
Measurement
criteria Ensure 100% numbers are manufactured and configured in IN
Self Assessment
Comments
All the MSISDN that has been manufactured in U-VISION, the profile are being successfully
created in HLR & IN ,i.e , after MSISDN-SIM pairing is done in U-VISION , simultaneous
configuration is done in HLR & IN . Marketing: Launched SMS campaign through chordiant
.After the launch of Chordiant ,the number of campaigns has increased . JAN-196,FEB-344
KPA Weightage
U Vision to HLR Audit Audit of Demographic Details 25
Measurement
criteria 100% Reconciliation of activate base in U Vision to HLR. Daily Audit and MIS
Self Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Configured
RA Offers
KPA Weightage
Acitvation 10
Measurement
criteria 100% Activation of all SIM Delivered to be ensured and reported on a daily basis
Self Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Analysis of
campaigns done monthly
KPA Weightage
NMS 20
Measurement
criteria Weekly reporting of Number utilization
Self Assessment
Comments
NMS tracker is prepared to capture the utilised, reserved & unutilised MSISDN for each series
& it is reported Marketing: Regular Informatory campaigns send to retailers & customers
KPA Weightage
UAT 10
Measurement
criteria 0% Error for new product roll out
Self Assessment
Comments
For the new products UAT had been done & the poducts had rolled out with 0% Error
Marketing: Experiment undertaken to send SMS verbiage in local language(English text) & free
minute offers in seconds
51
KPA Weightage
Automation/Improvement of Process 15
Measurement
criteria Atleast two process improvement or automation with Sign Off
Self Assessment
Comments
The two processes(i.e new prepaid activation process & deletion of MSISDN) has been
improved & both the processes has been Signed Off Marketing: Configured 121 offers
To be filled by the Reporting Manager
Annual Performance Dialogue
Name : XYZ
Review Period
Designation :
Senior
Executive
01 April 2009 to 31 March 2010
Location : Assam Band : Band I
Emp
No : 1234 Function :
Marketing
Operations
Date of joining
: March 17,2008
Reporting
Manager : ABC
Reviewing
Manager : DEF
KPA Weightage Rating
Manufacture of numbers 20
Measurement
criteria Ensure 100% numbers are manufactured and configured in IN
Self
Assessment
Comments
All the MSISDN that has been manufactured in U-VISION, the profile are being successfully created in HLR
& IN ,i.e , after MSISDN-SIM pairing is done in U-VISION , simultaneous configuration is done in HLR & IN .
Marketing: Launched SMS campaign through chordiant .After the launch of Chordiant ,the number of
campaigns has increased . JAN-196, FEB-344
Reporting
Manager
Comments
Saranga has consistently performed in manufacturing of numbers without error. Audit mechanism post
manufacturing in IN, BSCS and U-Vision is the one of the initiative which saranga has incorporated in the
system to ensure error free manufacturing. He is consistently able to increase camapigns but require
more intelligence to improvise the conversions.
KPA Weightage Rating
U Vision to HLR Audit Audit of Demographic Details 25
52
Measurement
criteria 100% Reconciliation of activate base in U Vision to HLR. Daily Audit and MIS
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Configured RA Offers
Reporting
Manager
Comments
Audit mecahinism post activation has ensured
KPA Weightage Rating
Measurement
criteria
100% Activation of all SIM Delivered to be ensured and reported on a daily
basis 10
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Analysis of campaigns
done monthly
Reporting
Manager
Comments
Saranga has ensured activation of numbers within defined TAT through audit mechanism. U-Vision and
HLR audit has ensured all SMS triggered numbers are activated and customer are able to use services.
Needed to focus on the authentication of SIMs pre manufacturing. Regularly analysing of campaign to
ensure the maximum conversion with decrease cost/sub
KPA Weightage Rating
NMS 20
Measurement
criteria Weekly reporting of Number utilization
Self
Assessment
Comments
NMS tracker is prepared to capture the utilised, reserved & unutilised MSISDN for each series & it is
reported Marketing: Regular Informatory campaigns send to retailers & customers
Reporting
Manager
Comments
Number management and allocation of numbers has been found satisfactory. Should have worked on
publishing daily dashboard on the utilization part. Also needed focus on re-cycling numbers process.
Providing regular information of new launches to trade & customers
KPA Weightage Rating
UAT 10
Measurement
criteria 0% Error for new product roll out
53
Self
Assessment
Comments
For the new products UAT had been done & the poducts had rolled out with 0% Error Marketing:
Experiment undertaken to send SMS verbiage in local language(English text) & free minute offers in
seconds
Reporting
Manager
Comments
UAT of new SUKs and roll out. Initiative for Improvement of process relating to activation. New initiative
taken in respect of using different regional dialects sms to enhance the productivity.
KPA Weightage Rating
Automation/Improvement of Process 15
Measurement
criteria Atleast two process improvement or automation with Sign Off
Self
Assessment
Comments
The two processes(i.e new prepaid activation process & deletion of MSISDN) has been improved & both
the processes has been Signed Off Marketing: Configured 121 offers
Reporting
Manager
Comments
Saranga has ensured that no new procduct is rolled out without UAT. Should have initiated process to
minimize activation TAT, revenue leakage.Taking care of smooth backend configuration of 121 offer
through chordiant.
Progress on Development Plan
Overall Review Comments
KPA Reporting Manager
No Weightage Rating Score
1 20 0 0
2 25 0 0
3 10 0 0
4 20 0 0
5 10 0 0
6 15 0 0
Total 100 0 0
Rating
54
The Reporting Manager has to fill up rating against each KPA in a scale of 0
to 5. 0 stands for Poor Performance and 5 stand for Exceptional Performance
Sample filled up Copy of the Above (by Reporting Manager)
Annual Performance Dialogue
Name : XYZ
Review Period Designation
: Executive
01 April 2009 to 31 March 2010
Location : Assam
Band
: Band I
Emp No
: 1234 Function :
Marketing
Operations
Date of
joining : March 17,2008
Reporting
Manager ABC
Reviewing
Manager : DEF
KPA Weightage Rating
Manufacture of numbers 20 4
Measurement
criteria Ensure 100% numbers are manufactured and configured in IN
Self
Assessment
Comments
All the MSISDN that has been manufactured in U-VISION, the profile are being successfully created
in HLR & IN ,i.e , after MSISDN-SIM pairing is done in U-VISION , simultaneous configuration is done
in HLR & IN . Marketing: Launched SMS campaign through chordiant .After the launch of Chordiant
,the number of campaigns has increased . JAN-196,FEB-344
Reporting
Manager
Comments
Saranga has consistently performed in manufacturing of numbers without error. Audit mechanism
post manufacturing in IN, BSCS and U-Vision is the one of the initiative which saranga has
incorporated in the system to ensure error free manufacturing. He is consistently able to increase
camapigns but require more intelligence to improvise the conversions.
KPA Weightage Rating
U Vision to HLR Audit Audit of Demographic Details 25 3
Measurement
criteria 100% Reconciliation of activate base in U Vision to HLR. Daily Audit and MIS
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Configured RA
Offers
Reporting
Manager
Comments Audit mecahinism post activation has ensured
KPA Weightage Rating
Measurement
criteria
100% Activation of all SIM Delivered to be ensured and reported on a
daily basis 10 4
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Analysis of
campaigns done monthly
Reporting
Manager
Comments
Saranga has ensured activation of numbers within defined TAT through audit mechanism. U-Vision
and HLR audit has ensured all SMS triggered numbers are activated and customer are able to use
services. Needed to focus on the authentication of SIMs pre manufacturing. Regularly analysing of
campaign to ensure the maximum conversion with decrease cost/sub
KPA Weightage Rating
NMS 20 4
55
Measurement
criteria Weekly reporting of Number utilization
Self
Assessment
Comments
NMS tracker is prepared to capture the utilised, reserved & unutilised MSISDN for each series & it is
reported Marketing: Regular Informatory campaigns send to retailers & customers
Reporting
Manager
Comments
Number management and allocation of numbers has been found satisfactory. Should have worked
on publishing daily dashboard on the utilization part. Also needed focus on re-cycling numbers
process. Providing regular information of new launches to trade & customers
KPA Weightage Rating
UAT 10 5
Measurement
criteria 0% Error for new product roll out
Self
Assessment
Comments
For the new products UAT had been done & the poducts had rolled out with 0% Error Marketing:
Experiment undertaken to send SMS verbiage in local language(English text) & free minute offers in
seconds
Reporting
Manager
Comments
UAT of new SUKs and roll out. Initiative for Improvement of process relating to activation. New
initiative taken in respect of using different regional dialects sms to enhance the productivity.
KPA Weightage Rating
Automation/Improvement of Process 15 4
Measurement
criteria Atleast two process improvement or automation with Sign Off
Self
Assessment
Comments
The two processes(i.e new prepaid activation process & deletion of MSISDN) has been improved &
both the processes has been Signed Off Marketing: Configured 121 offers
Reporting
Manager
Comments
Saranga has ensured that no new procduct is rolled out without UAT. Should have initiated process
to minimize activation TAT, revenue leakage.Taking care of smooth backend configuration of 121
offer through chordiant.
Progress on Development Plan
Saranga was given inputs on Personality Development. Satisfactory improvement is seen in him.
Overall Review Comments
Saranga is a consistent and steady performer. Needs to be more aggressive and interactive in the team.
He meets his expected deliverables and has the potential to improve further. Inputs required: -
Assertiveness - Analytics and presentation skills
KPA Reporting Manager
No Weightage Rating Score
1 20 4 80
2 25 3 75
3 10 4 40
4 20 4 80
5 10 5 50
6 15 4 60
Total 100 385
Rating Good Performance
56
To be filled by the employee after having feedback discussion between Employee,
Reporting Manager & Reviewing Manager(in case of Mid Year Performance
Review this form is not filled up)
Annual Performance Dialogue
Name : XYZ
Review Period Designation
:
Senior
Executive
01 April 2009 to 31 March 2010
Location : Assam Band : Band I Emp No : 1234 Function :
Marketing
Operations
Date of
joining : March 17,2008
Reporting
Manager ABC
Reviewing
Manager : DEF
KPA Weightage Rating
Manufacture of numbers 20 4
Measurement
criteria Ensure 100% numbers are manufactured and configured in IN
Self
Assessment
Comments
All the MSISDN that has been manufactured in U-VISION, the profile are being successfully created in
HLR & IN ,i.e , after MSISDN-SIM pairing is done in U-VISION , simultaneous configuration is done in
HLR & IN . Marketing: Launched SMS campaign through chordiant .After the launch of Chordiant ,the
number of campaigns has increased . JAN-196,FEB-344
Reporting
Manager
Comments
Saranga has consistently performed in manufacturing of numbers without error. Audit mechanism
post manufacturing in IN, BSCS and U-Vision is the one of the initiative which saranga has
incorporated in the system to ensure error free manufacturing. He is consistently able to increase
camapigns but require more intelligence to improvise the conversions.
KPA Weightage Rating
U Vision to HLR Audit Audit of Demographic Details 25 3
Measurement
criteria 100% Reconciliation of activate base in U Vision to HLR. Daily Audit and MIS
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Configured RA
Offers
Reporting
Manager
Comments Audit mecahinism post activation has ensured
KPA Weightage Rating
Measurement
criteria
100% Activation of all SIM Delivered to be ensured and reported on a
daily basis 10 4
Self
Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Analysis of
campaigns done monthly
Reporting
Manager
Comments
Saranga has ensured activation of numbers within defined TAT through audit mechanism. U-Vision
and HLR audit has ensured all SMS triggered numbers are activated and customer are able to use
services. Needed to focus on the authentication of SIMs pre manufacturing. Regularly analysing of
campaign to ensure the maximum conversion with decrease cost/sub
KPA Weightage Rating
NMS 20 4
Measurement Weekly reporting of Number utilization
57
criteria
Self
Assessment
Comments
NMS tracker is prepared to capture the utilised, reserved & unutilised MSISDN for each series & it is
reported Marketing: Regular Informatory campaigns send to retailers & customers
Reporting
Manager
Comments
Number management and allocation of numbers has been found satisfactory. Should have worked
on publishing daily dashboard on the utilization part. Also needed focus on re-cycling numbers
process. Providing regular information of new launches to trade & customers
KPA Weightage Rating
UAT 10 5
Measurement
criteria 0% Error for new product roll out
Self
Assessment
Comments
For the new products UAT had been done & the poducts had rolled out with 0% Error Marketing:
Experiment undertaken to send SMS verbiage in local language(English text) & free minute offers in
seconds
Reporting
Manager
Comments
UAT of new SUKs and roll out. Initiative for Improvement of process relating to activation. New
initiative taken in respect of using different regional dialects sms to enhance the productivity.
KPA Weightage Rating
Automation/Improvement of Process 15 4
Measurement
criteria Atleast two process improvement or automation with Sign Off
Self
Assessment
Comments
The two processes(i.e new prepaid activation process & deletion of MSISDN) has been improved &
both the processes has been Signed Off Marketing: Configured 121 offers
Reporting
Manager
Comments
Saranga has ensured that no new procduct is rolled out without UAT. Should have initiated process
to minimize activation TAT, revenue leakage.Taking care of smooth backend configuration of 121
offer through chordiant.
Progress on Development Plan
Saranga was given inputs on Personality Development. Satisfactory improvement is seen in him.
Overall Review Comments
Saranga is a consistent and steady performer. Needs to be more aggressive and interactive in the team.
He meets his expected deliverables and has the potential to improve further. Inputs required: -
Assertiveness - Analytics and presentation skills
KPA Reporting Manager
No Weightage Rating Score
1 20 4 80
2 25 3 75
3 10 4 40
4 20 4 80
5 10 5 50
6 15 4 60
Total 100 385
Rating Good Performance
Employee Feedback Comments
58
Sample filled up Copy of the Above(by employee)
Annual Performance Dialogue
Name :
XYZ
Review Period
Designation :
Senior
Executive
01 April 2009 to 31 March 2010
Location : Assam Band : Band I
Emp
No : 1234 Function :
Marketing
Operations
Date of joining : March 17,2008
Reporting
Manager : ABC
Reviewing
Manager : DEF
KPA Weightage Rating
Manufacture of numbers 20 4
Measurement
criteria Ensure 100% numbers are manufactured and configured in IN
Self Assessment
Comments
All the MSISDN that has been manufactured in U-VISION, the profile are being successfully created in
HLR & IN ,i.e , after MSISDN-SIM pairing is done in U-VISION , simultaneous configuration is done in
HLR & IN . Marketing: Launched SMS campaign through chordiant .After the launch of Chordiant ,the
number of campaigns has increased . JAN-196,FEB-344
Reporting
Manager
Comments
Saranga has consistently performed in manufacturing of numbers without error. Audit mechanism
post manufacturing in IN, BSCS and U-Vision is the one of the initiative which saranga has incorporated
in the system to ensure error free manufacturing. He is consistently able to increase camapigns but
require more intelligence to improvise the conversions.
KPA Weightage Rating
U Vision to HLR Audit Audit of Demographic Details 25 3
Measurement
criteria 100% Reconciliation of activate base in U Vision to HLR. Daily Audit and MIS
Self Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Configured RA
Offers
Reporting
Manager
Comments Audit mecahinism post activation has ensured
KPA Weightage Rating
Measurement
criteria
100% Activation of all SIM Delivered to be ensured and reported on a daily
basis 10 4
Self Assessment
Comments
Daily basis reconcilation audit of active base in U-VISION & HLR is done. Marketing: Analysis of
campaigns done monthly
Reporting
Manager
Comments
Saranga has ensured activation of numbers within defined TAT through audit mechanism. U-Vision and
HLR audit has ensured all SMS triggered numbers are activated and customer are able to use services.
Needed to focus on the authentication of SIMs pre manufacturing. Regularly analysing of campaign to
ensure the maximum conversion with decrease cost/sub
KPA Weightage Rating
NMS 20 4
Measurement
criteria Weekly reporting of Number utilization
59
Self Assessment
Comments
NMS tracker is prepared to capture the utilised, reserved & unutilised MSISDN for each series & it is
reported Marketing: Regular Informatory campaigns send to retailers & customers
Reporting
Manager
Comments
Number management and allocation of numbers has been found satisfactory. Should have worked on
publishing daily dashboard on the utilization part. Also needed focus on re-cycling numbers process.
Providing regular information of new launches to trade & customers
KPA Weightage Rating
UAT 10 5
Measurement
criteria 0% Error for new product roll out
Self Assessment
Comments
For the new products UAT had been done & the poducts had rolled out with 0% Error Marketing:
Experiment undertaken to send SMS verbiage in local language(English text) & free minute offers in
seconds
Reporting
Manager
Comments
UAT of new SUKs and roll out. Initiative for Improvement of process relating to activation. New
initiative taken in respect of using different regional dialects sms to enhance the productivity.
KPA Weightage Rating
Automation/Improvement of Process 15
4
Measurement
criteria Atleast two process improvement or automation with Sign Off
Self Assessment
Comments
The two processes(i.e new prepaid activation process & deletion of MSISDN) has been improved &
both the processes has been Signed Off Marketing: Configured 121 offers
Reporting
Manager
Comments
Saranga has ensured that no new procduct is rolled out without UAT. Should have initiated process to
minimize activation TAT, revenue leakage.Taking care of smooth backend configuration of 121 offer
through chordiant.
Progress on Development Plan
Saranga was given inputs on Personality Development. Satisfactory improvement is seen in him.
Overall Review Comments
Saranga is a consistent and steady performer. Needs to be more aggressive and interactive in the team. He
meets his expected deliverables and has the potential to improve further. Inputs required: - Assertiveness -
Analytics and presentation skills
KPA Reporting Manager
No Weightage Rating Score
1 20 4 80
2 25 3 75
3 10 4 40
4 20 4 80
5 10 5 50
6 15 4 60
60
Total 100 385
Rating Good Performance
Employee Feedback Comments
Satisfied with the appraical process.I will try to improve on the things mentioned
61
CHAPTER 4
RATIONALE OF THE STUDY
62
RATIONALE OF THE STUDY
Performance Appraisal is the important aspect in the organization to evaluate the
employees’ performance. It helps in understanding the employees work culture,
involvement, and satisfaction. It helps the organization in deciding employees’
promotion, transfer, incentives and pay increase.
4.1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior
management team would disagree with. Yet, the reality for many organizations are
that their people remain under valued, under trained and under utilized.
The market place for talented, skilled people is competitive and expensive. Taking
on new staff can be disruptive to existing employees. Also, it takes time to develop
‘cultural awareness’, product / process / organization knowledge and experience
for new staff members.
63
4.2 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are
essential for the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
Recruitment
The process of recruitment begins after manpower requirements are determined in
terms of quality through job analysis and quantity through forecasting and
planning.
Selection
The selection is the process of ascertaining whether or not candidates possess the
requisite qualifications, training and experience required.
Induction
a) Induction is the technique by which a new employee is rehabilitated into the
changed surroundings and introduced to the practices, policies and purposes of
the organization.
64
WHAT IS “PERFORMANCE APPRAISAL”?
Performance Appraisal is defined as the process of assessing the performance and
progress of an employee or a group of employees on a given job and his / their
potential for future development. It consists of all formal procedures used in
working organizations and potential of employees. According to Flippo,
“Performance Appraisal is the systematic, periodic and an important rating of an
employee’s excellence in matters pertaining to his present job and his potential for
a better job.”
CHARACTERISTICS
1. Performance Appraisal is a process.
2. It is the systematic examination of the strengths and weakness of an employee
in terms of his job.
3. It is scientific and objective study. Formal procedures are used in the study.
4. It is an ongoing and continuous process wherein the evaluations are arranged
periodically according to a definite plan.
5. The main purpose of Performance Appraisal is to secure information necessary
for making objective and correct decision in respect of an employee.
PROCESS
The process of performance appraisal:
1. Establishing performance standards
2. Communicating the Standards
65
3. Measuring Performance
4. Comparing the actual with the standards
5. Discussing the appraisal
6. Taking Corrective Action
LIMITATIONS
1. Errors in Rating
2. Lack of reliability
3. Negative approach
4. Multiple objectives
5. Lack of knowledge
4.5 METHODS OF PERFORMANCE APPRAISAL
The foregoing list of limitations represents a formidable challenge, even
considering the available battery of appraisal techniques. But attempting to avoid
these pitfalls by doing away with appraisals themselves is like trying to solve the
problems of life by committing suicide. The more logical task is to identify those
appraisal practices that are (a) most likely to achieve a particular objective and (b)
least vulnerable to the obstacles already discussed.
Before relating the specific techniques to the goals of performance appraisal stated
at the outset of the article, I shall briefly review each, taking them more or less in
an order of increasing complexity.
The best-known techniques will be treated most briefly.
66
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or more
covering an individual's strengths, weaknesses, potential, and so on. In most
selection situations, particularly those involving professional, sales, or managerial
positions, essay appraisals from former employers, teachers, or associates carry
significant weight.
GRAPHIC RATING SCALE
This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the quality
and quantity of his work (is he outstanding, above average, average, or
unsatisfactory?) and on a variety of other factors that vary with the job but usually
include personal traits like reliability and cooperation. It may also include specific
performance items like oral and written communication.
FIELD REVIEW
The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters from
each supervisory unit and goes over each employee's rating with them to (a)
identify areas of inter-rater disagreement, (b) help the group arrive at a consensus,
and (c) determine that each rater conceives the standards similarly. .
67
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and establish
objective standards of comparison between individuals, but it does not involve the
intervention of a third party.
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high
standards, employees in some organizations are being asked to set - or help set -
their own performance goals. Within the past five or six years, MBO has become
something of a fad and is familiar to most managers.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people who
work for different supervisors, individual statements, ratings, or appraisal forms
are not particularly useful. Instead, it is necessary to recognize that comparisons
involve an overall subjective judgment to which a host of additional facts and
impressions must somehow be added. There is no single form or way to do this.
The best approach appears to be a ranking technique involving pooled judgment.
The two most effective methods are alternation ranking and paired comparison
ranking.
1. “Alternation ranking”:
Ranking of employees from best to worst on a trait or traits is another method for
evaluating employees. Since it is usually easier to distinguish between the worst
68
and the best employees than to rank them, an alternation ranking method is most
popular. Here subordinates to be rated are listed and the names of those not well
enough to rank are crossed. Then on a form, the employee who is highest on the
characteristic being measured and the one who is the lowest are indicated. Then
chose the next highest and the next lowest, alternating between highest and lowest
until all the employees to be rated have been ranked.
2. “Paired-comparison ranking”:
This technique is probably just as accurate as alternation ranking and might be
more so. But with large numbers of employees it becomes extremely time
consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e.,
when two or more people are asked to make independent rankings of the same
work group and their lists are averaged), are among the best available for
generating valid order-of-merit rankings for salary administration purposes.
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about the
assessment of future performance or potential? In any placement decision and even
more so in promotion decisions, some prediction of future performance is
necessary. How can this kind of prediction be made most validly and most fairly?
69
360 DEGREE FEEDBACK
Many firms have expanded the idea of upward feedback into what the call 360-
degree feedback. The feedback is generally used for training and development,
rather than for pay increases.
Most 360 Degree Feedback system contains several common features. Appropriate
parties – peers, supervisors, subordinates and customers, for instance – complete
survey, questionnaires on an individual. 360 degree feedback is also known as the
multi-rater feedback, whereby ratings are not given just by the next manager up in
the organizational hierarchy, but also by peers and subordinates. Appropriates
customer ratings are also included, along with the element of self appraisal. Once
gathered in, the assessment from the various quarters are compared with one
another and the results communicated to the manager concerned.
Another technique that is useful for coaching purposes is, of course, MBO. Like
the critical incident method, it focuses on actual behavior and actual results, which
can be discussed objectively and constructively, with little or no need for a
supervisor to "play God."
Advantages
Instead of assuming traits, the MBO method concentrates on actual outcomes. If
the employee meets or exceeds the set objectives, then he or she has demonstrated
an acceptable level of job performance. Employees are judged according to real
outcomes, and not on their potential for success, or on someone's subjective
opinion of their abilities.
70
The guiding principle of the MBO approach is that direct results can be observed
easily. The MBO method recognizes the fact that it is difficult to neatly dissect all
the complex and varied elements that go to make up employee performance.
MBO advocates claim that the performance of employees cannot be broken up into
so many constituent parts, but to put all the parts together and the performance may
be directly observed and measured.
Disadvantages
This approach can lead to unrealistic expectations about what can and cannot be
reasonably accomplished. Supervisors and subordinates must have very good
"reality checking" skills to use MBO appraisal methods. They will need these skills
during the initial stage of objective setting, and for the purposes of self-auditing
and self-monitoring.
Variable objectives may cause employee confusion. It is also possible that fluid
objectives may be distorted to disguise or justify failures in performance.
Benefits of Performance Appraisals
• Measures an employee’s performance.
• Helps in clarifying, defining, redefining priorities and objectives.
• Motivates the employee through achievement and feedback.
• Facilitates assessment and agreement of training needs.
• Helps in identification of personal strengths and weaknesses.
• Plays an important role in Personal career and succession planning.
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• Clarifies team roles and facilitates team building.
• Plays major role in organizational training needs assessment and analysis.
• Improves understanding and relationship between the employee and the
reporting manager and also helps in resolving confusions and
misunderstandings.
• Plays an important tool for communicating the organization’s philosophies,
values, aims, strategies, priorities, etc among its employees.
• Helps in counseling and feedback.
Rating Errors in Performance Appraisals
Performance appraisals are subject to a wide variety of inaccuracies and biases
referred to as 'rating errors'. These errors can seriously affect assessment results.
Some of the most common rating errors are: -
Leniency or severity : - Leniency or severity on the part of the rater makes the
assessment subjective. Subjective assessment defeats the very purpose of
performance appraisal. Ratings are lenient for the following reasons:
a) The rater may feel that anyone under his or her jurisdiction who is rated
unfavorably will reflect poorly on his or her own worthiness.
b) He/She may feel that a derogatory rating will be revealed to the rate to
detriment the relations between the rater and the ratee.
c) He/She may rate leniently in order to win promotions for the subordinates and
therefore, indirectly increase his/her hold over him.
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Central tendency : - This occurs when employees are incorrectly rated near the
average or middle of the scale. The attitude of the rater is to play safe. This safe
playing attitude stems from certain doubts and anxieties, which the raters have
been assessing the rates.
Halo error : - A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the individual.
The halo error occurs when an employee who works late constantly might be rated
high on productivity and quality of output as well ax on motivation. Similarly, an
attractive or popular personality might be given a high overall rating. Rating
employees separately on each of the performance measures and encouraging raters
to guard against the halo effect are the two ways to reduce the halo effect.
Rater effect : - This includes favoritism, stereotyping, and hostility. Extensively
high or low score are given only to certain individuals or groups based on the
rater's attitude towards them and not on actual outcomes or behaviors; sex, age,
race and friendship biases are examples of this type of error.
Primacy and Regency effects : - The rater's rating is heavily influenced either by
behavior exhibited by the ratee during his early stage of the review period
(primacy) or by the outcomes, or behavior exhibited by the ratee near the end of
the review period (regency). For example, if a salesperson captures an important
contract/sale just before the completion of the appraisal, the timing of the incident
may inflate his or her standing, even though the overall performance of the sales
person may not have been encouraging. One way of guarding against such an error
is to ask the rater to consider the composite performance of the rate and not to be
influenced by one incident or an achievement.
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Performance dimension order : - Two or more dimensions on a performance
instrument follow each other and both describe or rotate to a similar quality. The
rater rates the first dimensions accurately and then rates the second dimension to
the first because of the proximity. If the dimensions had been arranged in a
significantly different order, the ratings might have been different.
Spillover effect : - This refers lo allowing past performance appraisal rating lo
unjustifiably influence current ratings. Past ratings, good or bad, result in similar
rating for current period although the demonstrated behavior docs not deserve the
rating, good or bad.
4.6 ROLES IN THE PERFORMANCE APPRAISAL PROCESS
a. Reporting Manager
• Provide feedback to the reviewer / HOD on the employees’ behavioral traits
indicated in the PMS Policy Manual
• Ensures that employee is aware of the performance appraisal process
• Address employee concerns / queries on performance rating, in consultation
with the reviewer
b. Reviewer (Reporting Manager’s Reporting Manager)
• Discuss with the reporting managers on the behavioral traits of all the
employees for whom he / she is the reviewer
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• Where required, independently assess employees for the said behavioral
traits; such assessments might require collecting data directly from other
relevant employees
c. HOD (In some cases, a reviewer may not be a HOD)
• Presents the proposed Performance Rating for every employee of his / her
function to the Normalization committee.
• HOD also plays the role of a normalization committee member
• Owns the performance rating of every employee in the department
d. HR Head
• Secretary to the normalization committee
• Assists HOD’s / Reporting Managers in communicating the performance
rating of all the employees
e. Normalization Committee
• Decides on the final bell curve for each function in the respective Business
Unit / Circle
• Reviews the performance ratings proposed by the HOD’s, specifically on the
upward / downward shift in ratings, to ensure an unbiased relative ranking of
employees on overall performance, and thus finalize the performance rating
of each employee
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KEY CONCEPTS IN PMS
In order to understand the Performance Management System, some concepts need
to be explained which play a very important role in using the PMS successfully.
They are:
• KPA’S (KEY PERFORMANCE AREAS): The performance of an employee
is largely dependent on the KPA score achieved by the employee during that
particular year. Thus, it is necessary to answer a few basic questions i.e.
o What are the guidelines for setting the KPA’s for an employee?
o How does an employee write down his KPA’s for a particular
financial year?
o KRA’s: The six Perspectives.
o How is the KRA score calculated for an employee on the basis of the
targets sets and targets achieved?
• BEHAVIORAL TRAITS :
Some of the qualitative aspects of an employees’ performance combined with
the general behavioral traits displayed by the employee during a year constitutes
his behavior traits. An employee is assigned the rating on the basis of the
intensity of the behavior displayed by him. They play a very important role in
the deciding the final performance rating for an employee as is even capable of
shifting the rating one level upwards/downwards.
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• LEADERSHIP COMPETENCY FRAMEWORK:
This competency framework is a simple and structured way to describe the
elements of behaviors required to perform a role effectively. This framework
also tries to assess the performance of an employee objectively.
• THE PERFORMANCE RATING PROCESS:
The rating process tries to explain the four different types of rating that an
employee can achieve i.e. X, E, G, I & P. It also explains the criteria, which is
considered for awarding any of these ratings to the employee.
• PROMOTION AND RATING DISRTRIBUTION GUIDELINES:
The promotion and normal distribution guidelines provide the framework
within which the performance appraisal process has to work. It is very
important that the HR department pays due attention to these guidelines while
preparing the bell curves for various functions and the consolidated bell curve
for all the functions. These guidelines also help in deciding upon the promotion
cases in a year.
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PERFORMANCE RATING PROCESS
The Performance Dialogue has a NEW scale this year – PIGEX which will be
used to evaluate and assess team overall performance. It is our endeavor to create
a high performance culture which supports the achievement of individual, team
and organizational goals.
Rating Scale & Descriptors PIGEX SCALE
X - Exceptional Performance: Shows outstanding performance against goals. This
person is performing exceptionally well above the expectations of the role.
Score 460 and above
E - Exceeding Expectations: Regularly exceeds goals. This is an individual who
regularly exceeds the expectations of the role.
Score 400 to 459
G - Good Performance: All goals met and occasionally exceeded. This is an
individual who requires minimum guidance.
Score 300 to 399.
I - Improvement Required: Most, but not all, goals achieved. This person may need
guidance and support to perform adequately in the role. Score 200 to 299
P - Poor Performance: Many Key goals not met. Performing well below
expectations and requirements of the job. Low level of performance is not due to
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lack of clarity, opportunity or development. This level of performance is not
acceptable and signals real improvement is needed.
Score 0 to199
Ratings are a function of calibration at the function / circle / OpCo levels. The
distribution curve for the 2009-10 Performance Dialogue cycle will be as below:
X – 5% of employees
E – 15% of employees
G – 65% of employees
I – 10% of employees
P – 5% of employees
Exceptional Performance (X)
� Performs consistently and
substantially above expectations in
all areas
� Achieves a final score greater than or
equal to 460
� Consistently delivers on stretch
targets
� Is proactive
� Spots and anticipates problems,
implements solutions
� Sees and exploits opportunities
� Delivers ahead of time
Exceeding Expectations (E)
� Performs above expectations in
all areas
� Achieves final score between
400-459
• Versatile in his/ her area of
operation
• Develops creative solutions and
require little / minimal
supervision
• Sets examples for others
• Take ownership of own
development
• Coaches others
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� Sees the wider picture-impacts
across business
� Focuses on what’s good for the
business
� Seen as role model by others
� recognized as exceptional by other
functions as well
� Motivates others to solve problems
� Develops others
� Provides open and honest feedback
� Able to establish and lead cross-
functional teams
• Demonstrates business initiative
• Is self motivated
• Supportive team player
• Leads own team very effectively
• Demonstrate functional
initiative
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CHAPTER 5
OBJECTIVES OF THE STUDY
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5.1 OBJECTIVES OF THE STUDY
To carry out the study of Vodafone Essar Spacetel Limited, the following
objectives were framed
1. Identification of the technique of performance appraisal followed in Vodafone
Essar Spacetel Limited.
2. Employee attitude towards the present appraisal system.
3. Review of the current appraisal system in order to
a. Enhance productivity
b. Attain global standards
4. To provide suggestions & recommendations from the study conducted.
5.2 RESEARCH METHODOLOGY
RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection
and analysis of data". A typical research design of a company basically tries to
resolve the following issues:
a) Determining Data Collection Design
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b) Determining Data Methods
c) Determining Data Sources
d) Determining Primary Data Collection Methods
e) Developing Questionnaires
f) Determining Sampling Plan
(1) Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem.
These studies help in a proper definition of the problem, and development of
specific hypothesis is to be tested later by more conclusive research designs. Its
basic purpose is to identify factors underlying a problem and to determine which
one of them need to be further researched by using rigorous conclusive research
designs.
(2) Conclusive Research Design:
Conclusive Research Studies are more formal in nature and are conducted with a
view to eliciting more precise information for purpose of making marketing
decisions.
These studies can be either:
a) Descriptive or
b) Experimental
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Thus, it was mix of both the tools of Research Design that is, Explorative as well
as Conclusive.
SAMPLING PLAN:
Sample Size = 50 Employees
Sample Area = Vodafone Essar Spacetel Limited,Guwahati
Duration = One Month.
DATA COLLECTION:
Data Sources:
i. Secondary Data through Internet
ii. Primary Data through Questionnaire
iii. Contact Method
iv. Personal Interaction
SCOPE OF THE SURVEY
1. Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
2. Awareness of technique of Performance Appraisal being followed at
Vodafone Essar Spacetel Limited among Employees
3. Number of Employees being appraised during their service period
4. Employees’ opinion as to the present appraisal system
5. Employee perception as to the frequency of appraisal
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6. If continuous appraisal – what should be the gap between two appraisal
period
7. How Performance Appraisal affects the productivity of the employees
8. Who should do the appraisal?
9. Does appraisal help in polishing skills and performance area?
10. Does personal bias creeps-in while appraising an employee
11. If given a chance, would employees like to review the current appraisal
technique?
12. Appropriate method of conducting the performance appraisal
13. Does performance appraisal leads to identification of hidden potential
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5.3 SAMPLE QUESTIONARE FORM
1. Do you feel there is a necessity to carry out performance appraisal of employees;
a) Yes b) No
2. Are you aware of the performance appraisal techniques being followed in
Vodafone Essar Spacetel Limited ;
a) Yes b) No
3.Have you ever been apprised during your service period;
a) Yes b) No
4. What is your opinion of the present appraisal system ;
a) Fully Satisfied b) Satisfied c) Can’t Say d) Dissatisfied
5. Should the appraisal process be:
a) Once during the service period b) Continuous
c) Never d) Can’t Say
6. What in your opinion should be the time period of conducting continuous
Appraisal?
a) Quarterly b) Half Yearly c) Yearly
Any specific reason………………………………
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7. Does Performance Appraisal helps in improving the productivity of the
employees?
a) Yes b) No c) No idea
8. Who in your opinion should appraise the employee?
a) Superior b) Peer c) Subordinates d) Self Appraisal
e) Consultant f) All of the above
9. Does the appraisal system helps in polishing the skills or performance area?
a) Yes b) No c) Somewhat
10. Do you think personal bias creeps in while appraising an individual?
a) Yes b) No
11. If given a chance or an opportunity would you like that the current appraisal
procedure should be reviewed?
a) Yes b) No c) Can’t Say
12. What according to you should be the appropriate method for conducting
performance appraisal?
a) Rating the employee on number of traits along with the range of performance
for each by the supervisor.
b) For every trait, each subordinate is paired with and compared to every other
Subordinate.
c) Reviewing employees on the basis of identified specific examples of good Or
poor performance.
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d) Setting specific measurable goals with each employee and periodically
reviewing the progress made.
e) Reviewing performance through case studies, presentations, role playing, etc.
for future performance.
f) Receiving feedback from people whose views are considered helpful and
relevant including the appraise himself.
13. Does Performance Appraisal leads to identification of hidden potential of the
employees?
a) Yes b) No
14. Suggestions and views
…………………….…..…………………………………………………………
…………………….…..…………………………………………………………
…………………….…..…………………………………………………………
Thank you,
Date __ / __ / _____
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CCHHAAPPTTEERR 66
FFIINNDDIINNGGSS AANNDD AANNAALLYYSSIISS
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FFIINNDDIINNGGSS AANNDD AANNAALLYYSSIISS
Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
Table 6.1: Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
Options Response
Yes 42
No 08
Awareness of technique of Performance Appraisal being followed at Vodafone
Essar Spacetel Limited among Employees
Table 6.2: Awareness of technique of Performance Appraisal being followed at
Vodafone Essar Spacetel Limited among Employees
Response
Yes 36
No 14
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Number of Employees being appraised during their service period
Table 6.3: Number of Employees being appraised during their service period
Options Response
Yes 50
No 0
Employees’ opinion as to the present appraisal system
Table 6.4: Employees’ opinion as to the present appraisal system
Options Responses (in %)
Fully Satisfied 2
Satisfied 24
Can’t Say 44
Dissatisfied 30
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Employee perception as to the frequency of appraisal
Table 6.5: Employee perception as to the frequency of appraisal
Options Response (in %)
Once During The Service Period
2
Continuous 92
Never 0
Can’t Say 6
If continuous appraisal – what should be the gap between two appraisal
periods
Table 6.6 : gap between two appraisal periods
Options Response (in %)
Quarterly 20
Half Yearly 44
Yearly 36
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How Performance Appraisal affects the productivity of the employees
Table 6.7: Performance Appraisal affects the productivity of the
employees
+ Feedback 38 - Feedback 12 Neutral -
Who should do the appraisal?
Table 6.8: Concern person to do the appraisal
Options Response ( in % )
Superior 24
Peer 0
Subordinate 0
Self Appraisal 8
Consultant 4
All of the above 48
Superior + Peer 16
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Does appraisal help in polishing skills and performance area?
Table 6.9 : help in polishing skills and performance area
Options Response ( in % )
Yes 74
No 10
Somewhat 16
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In
the survey conducted it was observed that nearly 74 % of the respondents agree
that Performance Appraisal does leads to polishing the skills of the employees.
Nearly 10 % of the respondents view that it does not serve this purpose and around
16 % were not able to respond as to whether it serve any such purposes or not.
Does personal bias creeps-in while appraising an employee
Table 6.10: personal bias creeps-in while appraising an employee
Options Response ( in % )
Yes 82
No 18
In the process of appraising, both the parties are human being, that is, the one who
is being apprised and the other who is appraising. Thus, there bound to be
subjectivity involved, be it an objective way of appraising.
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Thus, when asked from among the sample size of 50 respondents, as huge as 82 %
responded that personal bias do creep in while appraising an individual. Hence, it
is inevitable to say that personal likings do not come in the process of appraisal. It
is the extent to which the appraiser manages it so that it does not become very
partial and bias.
If given a chance, would employees like to review the current appraisal
technique?
Table 6.11: would employees like to review the current appraisal technique
Options Response ( in % )
Yes 72
No 4
Can’t Say 24
Appropriate method of conducting the performance appraisal
Table 6.12: Appropriate method of conducting the performance appraisal
Options Response ( in % )
Ranking Method 12
Paired Comparison 0
Critical Incidents 20
MBO 58
Assessment Centre 4
360 degree 6
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Does performance appraisal leads to identification of hidden potential
Table 6.13: performance appraisal leads to identification of hidden potential
Options Response ( in % )
Yes 96
No 4
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CHAPTER 7
LIMITATIONS OF THE STUDY
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LIMITATIONS OF THE STUDY
A few limitations and constraints came in way of conducting the present study,
under which the researcher had to work are as follows:
• Although all attempts were made to make this an objective study, biases on the
part of respondents might have resulted in some subjectivity.
• Though, no effort was spared to make the study most accurate and useful, the
“sample Size” selected for the same may not be the true representative of the
Company, resulting in biased results.
• This being the maiden experience of the researcher of conducting study such as
this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.
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SUGGESTIONS AND CONCLUSION
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mentioned time and again in the report, as, in
the absence of continuity, it becomes a redundant exercise. Before actually
deciding drafting what should be the kind of appraisal the following things should
be taken care of:
1. The very concept of performance appraisal should be marketed throughout the
organization. Unless this is done, people would not accept it, be it how important
to the organization.
2. To market such a concept, it should not start at bottom, instead it should be
started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management as
well as those below them. This means that the top management has to take a
welcoming and positive approach towards the change that is intended to be
brought.
3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s work
must be done – which must incorporates both the work related as well as the other
personal attributes that are important for work performance.
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4. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements. There should
not be a common appraisal form for every job position in the organization.
5. The job and role expected from the employees should be decided well in
advance and that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity to a
marked extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion about
the employee’s performance with the employee concerned and trying to find out
the grey areas so that training can be implemented to improve on that.
Ideally in the present day scenario, appraisal should be done, taking the views of
all the concerned parties who have some bearing on the employee. But, since a
change in the system is required, it cannot be a drastic one. It ought to be gradual
and a change in the mindset of both the employees and the head is required.
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REFERENCES
1. Vodafone Essar Spacetel Limited Personal Guide
2. www.vodafone.in
3. www.mbaprojectsonline.com
4. www.India-cellular.com