Pepsico Performance Appraisal and Induction Policy

Jitendra

Virahyas

[email protected]

1

A

Project Study Report

On

Training Undertaken at

VARUN BEVERAGE LIMITED PEPSICO

“PERFORMANCE APPRAISAL & INDUCTION POLICY”

Submitted in partial fulfillment for the Award of degree of

Master of Business Administration

Academic session 2009-2011

Submitted By: Submitted To: Xxxxxx xxxxxx Drxxxxx

MBA 3rd SEM (Director)

Jasoda Devi College, Jaipur

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PREFACE

This project was a challenge for me and I am thankful to everybody for the combined efforts

without which I would have not completed this project.

My project was based on the performance appraisal &induction policy of workers and staff in Varun

beverage Ltd. (PepsiCo) where manpower is an important asset. For this I took interview of HR

Manger of the company with the help of questionnaire. I am heartly thankful to all of them for

supporting and encouraging me.

The industrial training is a part of the curriculum of the Rajasthan Technical University, Master of

Business Administration 3rdsemester. There is a provision for industrial training of 45 days; it is

aimed to provide the student an industrial exposure. Students are expected to learn the practical

application of the theories being studied at the college level.

I selected Varun Beverage Ltd. (PepsiCo) for my industrial training. It is an excellent, innovative,

and competitive and high- tech production company of safety beverages & food.

XXXXXX XXXXXX

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ACKNOWLEDGEMENT

It gives me great pleasure to present this report, a written testimony of the most fruitful training. I

sincerely acknowledge that whatever little achievements I have made through this report would not

have been possible without cooperation.

I convey my sincere thanks Varun Beverage Ltd (PepsiCo). for giving me this opportunity to do

project on “PERFORMANCE APPRAISAL INDUCTION POLICY OF WORKERS & STAFF” of

Varun Beverage Ltd. (PepsiCo)

I offer my profound gratitude to Mr. S.K Pareek HR Manager, Varun Beverage Ltd. (PepsiCo)

Jaipur for giving me the opportunity of amalgamating my theoretical knowledge with practical

experience and allowing me to complete my summer project within the company. He not only

served as my supervisor but also encouraged me throughout my academic program. He and the

other HR members patiently guided me for the dissertation process. I thank them all.

I would like to thank Mr. J. virahyas to guide me for the project report. I am also thankful to all

other faculty members for helping me out. Finally, I would like to thank my parents and all my

friends who supported me.

XXXXXX XXXXXX

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EXECUTIVE SUMMARY

Performance Appraisal is very essential for promotion, transfer, assessing the training of the

employees. So appraisal on continuing basis during the working life of employees is very desirable

and useful. However to have a proper control a formal procedure for evaluating Personnel within

the organization are needed.

Varun Beverage Ltd. is one of the leading manufacture and exporter of beverages. It also provides

healthy drinks.

My project is based on appraisal & induction of workers and staff to identify areas for further

training, decide upon the pay rise and to determine promotions and transfers. There are around

targeted staff employee and workers. I have adopted Graphic Rating Scale technique for the

appraisal. For the form to be filled, I met the head of the department (HOD) and the immediate

supervisor of the workers.

In this project, all the respondents provided their full cooperation and participated enthusiastically.

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Preface

Acknowledgement

Executive Summary

CONTENTS

S. No Particulars Page No.

1. Introduction to the Industry 6-58

2. Introduction to the Organization 59-66

3 Research Methodology 67-68

3.1 Title of the study

3.2 Duration of the project

3.3 Objective of study

3.4 Type of Research

3.5 Sample size and method of

Selecting sample

3.6 Scope of study

3.7 Limitation of Study

68

68

68

68

69-70

71-96

97

4. Facts and Findings 98-99

5. Data Interpretation 100-119

6. SWOT analysis 120-121

7. Conclusion 122

8. Recommendations 123

9. Appendix 124-125

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10. Bibliography 126

CHAPTER-1

INTRODUCTION TO THE INDUSTRY

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INTRODUCTION & HISTORY OF PEPSICO

INDRA KRISHNAMURTHY NOOYI: The chair man and CEO of PepsiCo

(Born October 28, 1955 in Chennai, Tamil Nadu, India) is the chairman and chief executive officer

(CEO) of PepsiCo, one of the world’s leading food & beverage companies. On august 14, 2006,

Nooyi was named the successor to Steven Reinemund as CEO of the company effective october1,

2006. On February 5, 2007, she was named chairman, effective may 2, 2007. Forbes magazine

ranked Nooyi third on the 2008 list of the world’s 100 most powerful women in business for 2006,

2007 & 2008. In 2008, Nooyi was named one of America’s Best Leaders by U.S News & world

report.

Early life and career:

Indra Nooyi was born into a Tamil family. She completed her schooling from Banasthali High

School, Katmandu. She received a bachelor’s degree in Chemistry from Madras Christian College

in 1974, and earned an MBA at the Indian Institute of Management in Calcutta. Beginning her

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career in India, Nooyi held product manager positions at Johnson & Johnson and textile firm mettur

beardsell. She was admitted to Yale school of Management in 1978 and earned a master’s

degree in public and private management. Graduating in 190, Nooyi started at The Boston

Consulting Group (BCG), and than held strategy positions at Motorola and Asea Brown Bover. In

addition to being a member of the PepsiCo board of directors, Nooyi servers as a member of the

board of the International Rescue Committee, Catalyst and the Lincoln Center for the Performing

Arts. She is a Successor Fellow of the Yale Corporation and member of the board of Trustees of

Eisenhower Fellowships, and currently serves as chairman of the U.S.-India. In 2007, she was

chosen as a receipt of the Padma Bhusan award by the Government of India. In 2008, she was

elected to the Fellowship of the America academy of Arts and Sciences.

PepsiCo Executive:

Nooyi joined PepsiCo in 1994 and named president and CEO in 2001. Nooyi has directed the

company’s global strategy for more than decade and led PepsiCo’s restructuring, including the

1997 divestiture of its restaurants into Tricon, now known as Yum! Brands Nooyi also took the lead

in the acquisition of Tropicana in 1998, and merger with Quaker oats Company, which also brought

Gatorade to PepsiCo .In 2007 she became the fifth CEO in PepsiCo’s 44-year history.

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Profile of Pepsi International:

Pepsi is situated at Somars New York in U.S.A. Calab bradham a north Carolina pharmacist

concocted Pepsi in the year 1890 as a cure to Dyespsia (indignation).

In 1903, business strategy worked and in 1909 he had a New York advertising agency. PepsiCo

Food & Beverages International, a full fledge co. earns more than half of its global revenues from

snack foods & fast foods, PepsiCo’s major business includes Pepsi foods, KFS, pizza hut, taco bell

7 California pizzas is a world leader in restaurant business also. PepsiCo gained entry to India in

1988 by creating a joined venture with Punjab government – owned Punjab Agro Industrial

Corporation (PAIC) and Voltas India limited. PepsiCo is a world leader in convenient foods and

beverages, with 2006 revenues of more then $35 billion and 168000 employees. PepsiCo brands

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

$92 billion.

Our Business :( EXECUTIVE OVERVIEW)

PepsiCo offers the world's largest portfolio of billion-dollar food and beverage brands, including 18

different product lines that each generates more than $1 billion in annual retail sales PepsiCo

offers the world's largest portfolio of billion-dollar food and beverage brands, including 18 different

product lines that each generate more than $1 billion in annual retail sales. Our main businesses--

Frito-Lay, Quaker, Pepsi-Cola, Tropicana and Gatorade--also make hundreds of other nourishing,

tasty foods and drinks that bring joy to our consumers in over 200 countries. With more than $43

billion in 2008 revenues, PepsiCo employs 198,000 people who are united by our unique

commitment to sustainable growth, called Performance with Purpose. By dedicating ourselves to 10

offering a broad array of choices for healthy, convenient and fun nourishment, reducing our

environmental impact, and fostering a diverse and inclusive workplace culture, PepsiCo balances

strong financial returns with giving back to our communities worldwide.

PepsiCo is organized in three business units, as follows:

PepsiCo Americas Foods (PAF), which includes Frito-Lay North America, Quaker Foods

North America and all of our Latin American food and snack businesses (LAF), including our

Sabritas and Gamesa businesses in Mexico.

PepsiCo Americas Beverages (PAB), which includes PepsiCo Beverages North America

and all of our Latin America beverage businesses.

PepsiCo International (PI), which includes all PepsiCo businesses in the United Kingdom,

Europe, Asia, the Middle East and Africa.

Our three business units were comprised of six reportable segments, as follows:

Frito-Lay North America (FLNA),

Quaker Foods North America (QFNA),

Latin Americas Foods (LAF),

PepsiCo Americas Beverages (PAB,)

United Kingdom & Europe (UKEU).

Frito-Lay North America (FLNA)

FLNA's most significant properties include its headquarters building and a research facility in

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Plano, Tex., both of which are owned. FLNA also owns or leases approximately 40 food

manufacturing and processing plants and approximately 1,750 warehouses, distribution centers

and offices. In addition, FLNA also utilizes approximately 55 plants and production processing

facilities that are owned or leased by our contract manufacturers or co-packers.

Quaker Foods North America (QFNA)

QFNA owns a plant in Cedar Rapids, Iowa, which is its most significant property. QFNA also owns

or leases five plants and production processing facilities in North America. In addition, QFNA

utilizes approximately 25 manufacturing plants, production processing facilities and distribution

centers that are owned or leased by our contract manufacturers or co-packers.

Latin America Foods (LAF)

LAF's most significant properties include a food plant in Celaya, Mexico, and three snacks plants in

the Mexican cities of Vallejo and Veracruz and the Brazilian city of Itu, all of which are owned. LAF

also owns or leases approximately 50 food manufacturing and processing plants and

approximately 660 warehouses, distribution centers and offices. LAF also utilizes one plant facility

that is owned by a contract manufacturer.

PepsiCo Americas Beverages (PAB)

PAB's most significant properties include the headquarters building it shares with QFNA in

downtown Chicago, Ill., which is leased, and its Tropicana facility in Bradenton, Fla., its

concentrate plant in Ireland, and its research and development facility in Valhalla, N.Y., all of which

are owned. PAB also owns or leases approximately 40 plants and production processing facilities

and approximately 50 warehouses, distribution centers, and offices. In addition, authorized bottlers

in which we have an ownership interest own or lease approximately 65 bottling plants. PAB also

utilizes approximately 70 plants and production processing facilities and approximately 60 12

warehouses and distribution centers that are owned or leased by our contract manufacturers or co-

packers.

Europe

Europe's most significant properties are its snack manufacturing and processing plants located in

Leicester, U.K., and Coventry, U.K., each of which are owned. Europe also owns or leases

approximately 35 plants and approximately 320 warehouses, distribution centers and offices. In

addition, authorized bottlers in which we have an ownership interest own or lease seven plants and

approximately 30 distribution centers. Europe also utilizes approximately one plant and production

processing facility and approximately two distribution centers that are owned or leased by our

contract manufacturers.

A Green Future

We operate in local communities around the world, and we are investing in innovative ways to

minimize our environment impact. We are building facilities that conserve energy and raw

materials and reduce waste. And across our operation, we are working with environmental

organizations to understand local ecological challenges and apply advanced, scientifically based

practices to address them.

In 2009, we introduced new Sustainable Engineering guidelines that apply to our new construction

and major reengineering projects worldwide. In the United States, our corporate facility in Chicago

meets leadership in Energy and Environmental Design (LEED) standards for efficient and

sustainable energy use and materials. And in Chongqing, China, we opened a new beverage

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facility designed to use 22 percent less water and 23 percent less energy than the average

PepsiCo plant in china. The plant uses its innovative environmental management system to

monitor water and energy use on every production line and every piece of equipment in real time.

The technological will help the plant reduce carbon emission by an estimated 3,100 tons and

conserve 100 million litters of water of each year.

PepsiCo established its business operations in India the year 1989.

It is now the 4th largest consumer products company.

PepsiCo has a diver’s range of product from tasty Treats to healthy Eats.

It provides direct or indirect employment to 150,000 people in India.

It has more than 36 bottling plants including 13 Company &23 Franchise owned ones.

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About PepsiCo India

PepsiCo entered India in 1989 and grown to become the country’s largest selling food and

Beverage Company. One of the largest multinational investors in the country. PepsiCo has

established a business which aims to serve the long term dynamics needs of consumers in India.

PepsiCo nourishes consumers with a range of products from treats to healthy eats that deliver joy

as well as nutrition and always, good taste.pepsi, 7UP, Miranda and mountain dew, in addition to

low calorie options such as Diet Pepsi, hydrating and nutritional beverages such as Aqua fine

drinking water, isotonic sports drinks-Gatorade, Tropicana 100% fruit juices, and juice based

drinks-Tropicana Nectars, Tropicana Twister and slice, non-carbonated beverage and a new

innovation Nimbooz by 7up. Local brands-Lehar Soda, Dukes Lemonade and Mangola add to the

diverse range of brands.

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Establishment

PepsiCo established its

business operations in India

in 1989 and has grown to

become one of the country’s

leading food and beverage

companies. One of the

largest multinational

investors in the country,

PepsiCo has established a

business which aims to

serve the long term dynamic

needs of consumers in

India.

Employment

PepsiCo India provides

direct and indirect

employment to 150,000

people including suppliers

and distributors.

Investment

PepsiCo India and its

partners have invested

more than USD 1 billion

since the company was

established in the country.

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1.10 PRODUCT TYPES

BEVERAGES

PEPSI

Brand History

1886, United States of America. Caleb Bradman, the man with a plan, got on to formulate a

blockbuster digestive drink and decided to call it Brad’s drink. It was this doctor’s potion that was to

become Pepsi Cola in 1898, and eventually, Pepsi in 1903.

Quick Brand Facts

Flagship Brand of PepsiCo. 100 year old brand loved by over 200 million people worldwide.

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An iconic youth brand in India.

The single largest selling soft drink brand in India.

Constituents : Carbonated water, Sugar, Acidity regulator, Permitted Natural Color

and Flavor Natural Flavoring Substances. Contain no fruit, Contain Caffeine.

Quantity of sugar added 10 gm/10 0ml.

Pricing : `8 – 300ml glass bottle

`12- 600ml glass bottle

`22- 600ml PET bottle

`32- 1L PET bottle

`60- 2L PET bottle

`18- 350ml My Can

`20- 350ml My Can (Diet Pepsi)

7UP

Brand History

7UP, the refreshing clear drink with natural lemon and lime flavour was created in 1929.

7UP was launched in India in 1990 and its international mascot Fido Dido was used for advertising

in 1992 to position the brand as a cool drink for youngsters. Fido became an instant hit with his

trendy look, laid back attitude and refreshing take on life. During the brand’s early years in India,

7UP gained market leader status in the lemon lime category by being one of the first to be

nationally distributed as well as being marketed as a healthier alternative to other soft drinks.

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Constituents: Carbonated water, sugar, acidity regulator and sequestering agent,

Permitted Class II preservatives, Contain added flavor- Natural f lavoring

Substances, Quantity of sugar added- 11gm/100gm,Contain no fruits.

AQUAFINA

Brand History

Aquafina was first launched in USA in the year 1994 and with its unique purif ication

system and great taste; Aquafina soon became the bestsell ing brand in the country.

In India, Aquafina’s journey began with the Bombay launch in 1999 and it was

rolled out nationally by the year 2000. On the strength of i ts brand appeal and

distribution, Aquafina has become one of India's leading brands of bottled water in

a relatively

short span.

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GATORADE

Brand History

Gatorade, World’s No.1 Sports Drink, was indeed born on the field of sports!

Gatorade was launched in India in 2004 and over the years, has become an

integral part of the kitbags of many top sports people.

Top sports stars and professionals have tried and endorsed Gatorade in India

including Sachin Tendulkar, Irfan Pathan, Md. Kaif, S. Sreesanth Ramji Srinivasan

and Javagal Srinath.

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Brand Advantage

Gatorade is an optimal mix of water, carbohydrates and essential mineral salts that

get absorbed instantly to rehydrate, replenish and refuel l ike no other beverage

can. Gatorade is unlike any other Beverage or Energy Drink!

Gatorade quickly puts back what body losses in sweat. Its scientif ic formulation

instantly helps the body restore essential minerals, salts, water & energy lost when

it is active. Gatorade thus helps go ‘Stronger for Longer’. It contains less than ½ of

the sugar that is normally found in energy drinks/ soft drinks and even juices.

Quick Brand Facts

• Water Helps, Gatorade Transforms.

• Gatorade is meant for consumption in active, sporty, hot and sweaty

occasions.

• Gatorade is scientif ically formulated and athletically proven to quench thirst.

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MOUNTAIN DEW

Brand History

The main formula of Mountain Dew was invented in Virginia, named and first

marketed in Johnson City, Tennessee and Knoxvil le, Tennessee in 1948.

In India, Mountain Dew set the soft drink category ablaze in 2003 with their iconic

launch campaign “Cheetah Bhi Peeta Hai”.

In 2007, the brand was re-launched with a completely new, punchier formulation with

communication that aimed at forging a strong emotional connect with the audience. Thus came

about the "Darr Ke Aage Jeet Hai" campaign, which acknowledged that fear was a very real and

relevant aspect of the adventurous world and Mountain Dew, as a brand wanted to encourage all

youth in their moment of fear, to believe in themselves and just go for it because beyond fear, lies

victory.

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NIMBOOZ

Brand History

Nimbooz was launched in India on the 28th of February 2009. Latest addit ion to the

portfol io of Pepsi’ Beverages. India’s f irst nationally available packaged Nimbu

Pani.

Brand Advantage

The brand delivers very strongly on certain expectations. These are

Locally Relevant Taste

Nimbooz is a great tasting product which has capitalized on the existing

famil iarity & behavior of high frequency consumption of unpackaged /

Homemade Nimbu pani. It has been true to its Asli Indian Identity by owning

and appropriating Nimbu pani Codes such as the Matka (Earthen Pot) and

Squeezer.

Convenience and Great Value

The product is available in 3 convenient formats, 350ml PET, 200ml RGB

and 200ml Tetra at magic price points of Rs.15, Rs. 10 and Rs. 10

respectively.

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Accessibil i ty

Nimbooz is India’s f irst nationally available packaged Nimbu Pani.

Hygienic

It is just l ike home made Nimbu pani, so that one can enjoy that natural and

delicious lemony refreshment anywhere you go.

Constituents: Nimbooz, a refreshing Nimbu-pani, is a juice-based beverage made

using natural ingredients -purif ied water, Nimbu juice, sugar, and very commonly

used safe and permitted food ingredients including a preservative to deliver the

same great taste consistently covering best before date provided on labels. The

product does not contain any artif icial f lavoring substance.

Nimbooz is completely safe to consume. Health and food experts have also

clarif ied that drinking Nimbooz is safe. PepsiCo uses only best quality food

ingredients to manufacture all products and Nimbooz is made in state-of-the-art

plants which are HACCP (a global food safety and quality certif ication) certif ied to

deliver safe and contamination-free products. Nimbooz is ful ly compliant with all

the prevail ing Food Safety Regulations laid down by Government of India.

SLICE

Brand History

Slice was launched in India in 1993 as a refreshing mango drink and quickly went

on to become a leading player in the category.

In 2008, Slice was relaunched with a 'winning' product formulation which made the

consumers fall in love with its taste. With refreshed pack graphics and clutter

breaking advertising, Slice has driven strong appeal within the category.

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TROPICANA

Brand History

Tropicana was founded in Bradenton, Florida, USA, in 1947. And is now enjoyed

almost everywhere in the world. Carefully nurtured for over 50 years, i t has

matured into one of the most respected beverage brands. Today it is the World's

no. 1 juice brand and is available in 63 countries. Since 1998, it has been owned

by PepsiCo, Inc. Tropicana Premium Gold was re-launched as Tropicana 100% in

year 2008

Categories in India, Tropicana comes in 2 varieties: 100% Juices (sold as

Tropicana 100%) and Juice beverages & nectars (sold as Tropicana).

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TROPICANA TWISTER

Brand History

PepsiCo India launched its international fruit drink brand ‘Tropicana Twister’

nationally in India in Jan’08. Tropicana Twister comes from the rich heritage and

renowned fruit expertise of Tropicana, the World's No. 1 Juice brand.

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Tropicana Twister launch is a signif icant entry in a fast changing beverage industry

where there is an increasing trend towards making healthier beverage choices.

With the launch of Tropicana Twister, PepsiCo aims to create & capture signif icant

part of the fastest growing Juice drinks category

The brand is targeted at young adults seeking natural refreshment beverage

options that also deliver on ‘att i tude’ or ‘coolness’ quotient’ and ‘on-the-go

convenience. ‘Tropicana Twister is available currently in 2 excit ing f lavor variants –

Orange Thri l l & Apple Burst, each available in highly attractive packaging & pricing:

250ml Glass Bottle at `12/- 350ml PET bottle at `22/- & 1.2L PET bottle at `70/-

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MIRINDA ORANGE

Brand History

Mirinda is an international soft drink brand from Spain that was launched in India in 1991.

Now when we think Mirinda, we think orange. But this soft drink brand has many other fruit

flavours; Mirinda Lemon was launched in 1998 & other flavors like Apple & Bat berry that were

launched as in & outs.

Mirinda has always been about a great orange taste, which is now synonymous with the brand.

These were communicated through our great campaigns; the memorable Mirinda Men to Taste

“Aisa Chaye Character Fisla Jaye”.

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Constituents: Carbonated water, Sugar, Acidity regulator, Sequestering Agent

Emulsifying and Stabil izing agent, Permitted Class II Preservative, Contain

permitted synthetic food color, Added Flavor natural f lavoring substances, Quantity

of sugar added 13gm/100gm, Contain no fruit.

MIRINDA LEMON

Constituents : Carbonated water, sugar, acidity Regulator and Sequestering Agent,

emulsifying And Stabil izing Agents, Permitted class Preservatives, Antioxidants,

Contain Added Flavor. Quantity of Sugar added 10gm/100gm. Contain no fruit.30

FOODS

CHEETOS

Brand History

Cheetos, a global brand, launched in India in 1995 has been positioned as a brand which

inspires imagination and a sense of adventure and fun.

Brand Advantage

All Cheetos products are made with healthier oil - Rice Bran Oil. This has led to a reduction

in saturated fat by 40% in Cheetos products.

In two of its biggest variants (Masala balls & Cheese Puffs) PepsiCo has reduced fat by

10% through product improvement initiatives even as it maintains their taste profiles.

In the third main variant - Tangy Loops, the product has been improved by using wholegrain

in its manufacture.

The new launch under Cheetos Whoosh is a source of Vitamin A.

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Chester Cheetah is Cheetos' brand mascot.

Chester Cheetah is the "Cool Cat" who accompanies kids in their adventures. Chester is wild and

witty, wears cool sun glasses and is great fun to be with. Most importantly, Chester Cheetah is

crazy for Cheetos.

KURKURE

Brand History

Launched in 1999, this perfect 'nankeen' snack, fully developed in India, has become the torch

bearer of fun and lovable human quirks. It developed an even stronger identity through celebrity

associations with Juhi Chawla [2003] and Kareena Kapoor [2008], well-known actors in Indian

Cinema.

Brand Advantage

• Cooked in RBO (Rice Bran Oil), Kurkure has 40% less Saturated Fat, Zero Trans Fats and

No Added MSG.

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• All the raw materials used in Kurkure comply with the Prevention of Food Adulteration Act

and Rules that govern the manufacture, distribution and sale of Kurkure.

• All ingredients are such that are used daily in all households today for preparation of various

edible items.

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LAY’S

Brand History

Lay’s - world’s largest and favorite snack food brand, has also steadily established itself as an

indispensable part of the “snacking culture” in India since its launch in 1995. Lay’s, with its

irresistible tastes, international & Indian flavors and young imagery has established itself as a

youth brand and continues to grow in the hearts and mind of its consumer!

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Brand Advantage

Quality StandardsLay’s is made in automated plants in three locations – Channo (Punjab), Kolkata and Pune. These plants are also audited and certified by various external agencies. These certifications include:HACCP (Hazard analysis & critical control point),

Certification by TQCSI (Australia), which confirms that products are manufactured in Food

Safety Environment & manufacturing has adequate controls to ensure product tracking.

AIB International: one of the best auditing body which confirms process and product safety.

The plants are ISO 14000 certified which confirms that the manufacturing process ensure

environmental safety.

Our plants are also certified to ensure that the product, process, environment and people

safety have been maintained at very high level and this certification is issued by OHSAS

18001 (Occupational Health & Safety Assessment Series – USA).

LEHAR NAMKEEN

Brand History

Lehar was launched in 1996, Innovated through small packs and new traditional Flavours. It was

built on communication, irresistible taste and modern imagery. Lehar was re-launched in 2006

35

and positioned on the plank of "Taste zyaada kyonki oil taza" with a promise to deliver good taste

through the use of fresh oil in manufacturing.

QUAKER OATS

Brand History

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PepsiCo had acquired Quaker Oats globally in 2001. Quaker Oats was launched nationally in

India in 2006 and has seen various successes in the last few years.

Quaker Oats offer

the complete whole grain "package" of complex carbohydrates, fiber, essential nutrients, and

phytonutrients - plant based substances with many health benefits. Each serve of Quaker oats

provide 70% of your daily whole grain requirement

Quaker Oats helps reduce cholesterol and helps weight management

UNCLE CHIPS

Brand History

Launched in 1992, Uncle Chipps was a pioneer in branded potato chips in India.

The brand was acquired from Amrit Agro Ltd. in 2000 by Frito-Lay India. The extremely popular

brand has grown from strength to strength post acquisition with consumers feeling a very strong

connection with it. Uncle Chipps is warm playful, lively, companionable and traditional-at-heart',

just like the Uncle everyone in the family related to and no family gathering is complete without!

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ALIVA

Brand History

Aliva was launched on June 5, 2009.

Aliva has an iconic product shape that has even been granted a design registration.

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About the Brand

After Kurkure's enormous success, Aliva marks FritoLay India's creation of yet another category –

borrowing ingredients & textures from biscuits & flavourful experiences from

namkeens. Aliva is a product range developed in India especially for the Indian consumer & is a

significant step in the company’s journey of portfolio transformation towards providing healthier and

tasty snacking options in line with local consumer needs. Aliva has a range of 4 distinct Indian

flavours that have been inspired by local spices unique to different parts of the country.

1.11 RECENT MILESTONES

03 Jun 10 7UP launches first-of-its-kind digital campaign in AP

18 May10 7UP'S mega campaign brings loads of goodies for consumers in West

Bengal

09 May10 Nimbooz's "Pecha Bhangre Da" Winners are from Nachda Punjab

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http://www.pepsiindia.co.in/Media/pressreleases/News3thJune2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News09thMay2010.aspx



Cutural Society & Mohindra College

06 May10 Gautham Mukkavilli to head PepsiCo’s Global COE on Grain Nutrition

04 May10 Lay’s launches four consumer co-created flavours-an India first!

22 Apr 10 Mountain Dew dons new look with grip pack

09 Apr 10 Tatas & PepsiCo sign MOU to form JV for healthy beverages

25 Mar10 PepsiCo India achieves splendid success in contact farming in West

Bengal

03 Mar10 PepsiCo WOWs youngsters with its new thematic campaign

'Youngistaan ka WOW'

03 Mar10 Mountain Dew Teams Up With Kings XI Punjab

22 Feb10 Slice launches in Mumbai to bring Pure Mango Pleasure to India’s

Mango Capital.

28 Jan 10 A burst of lemon refreshment-7UP’s new campaign for 2010

23 Jan 10 Mirinda launches 'Home pack'

28 Oct 09 Lay’s launches mega consumer engagement program

19 Dec09 Talent Hunt for fast bowlers

19 Dec09 Gatorade Launches Pace Bowling Hunt

02 Dec09 More products launch under Kurkure and Cheetos

02 Dec09 PepsiCo to transform snacks: cut fat, add more nutrients

22 Sep08 PepsiCo slots $500 mn to triple India sales

22 Sep08 PepsiCo to invest $500 mn; vows to replenish water

22 Sep08 PepsiCo working on nutritious products for women

22 Sep08 PepsiCo commits $500m aims to triple business

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http://www.pepsiindia.co.in/Media/pressreleases/News28Oct2009.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News23Jan2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News28thJanuary2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News22ndFeb2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News22ndFeb2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News3rdMarChandigarhMountainDew2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News3rdMar2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News3rdMar2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News25thMar2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News25thMar2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News09apr2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News22apr2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News04may2010.aspx

http://www.pepsiindia.co.in/Media/pressreleases/News06may2010.aspx


22 Sep08 PepsiCo to invest $500 mn in India over three years

25 Aug08 Indra Nooyi, Warren Buffett in top 'executive icons' list

28 Jun 08 Direct Seeding: PepsiCo to cover 1,000 acres

Our Mission and Vision

At PepsiCo, we believe being a responsible corporate citizen is not only the right thing to do, but

the right thing to do for our business.

Our Mission

Our mission is to be the world's premier consumer Products Company focused on convenient

foods and beverages. We seek to produce financial rewards to investors as we provide

opportunities for growth and enrichment to our employees, our business partners and the

communities in which we operate. And in everything we do, we strive for honesty, fairness and

integrity.

Our Vision

"PepsiCo's responsibility is to continually improve all aspects of the world in which we operate -

environment, social, economic - creating a better tomorrow than today."

Our vision is put into action through programs and a focus on environmental stewardship, activities

to benefit society, and a commitment to build shareholder value by making PepsiCo a truly

sustainable company.

Brands facts41

PepsiCo nourished consumer with range of product from tasty to

healthy eats that deliver enjoyment, nutrition, convenience as well as

affordability.

Beverages

PepsiCo India‘s expansive portfolio includes

iconic refreshment beverages Pepsi, 7up,

Nimbooz, Miranda and Mountain Dew, in

addition to low calorie options such as Diet

Pepsi , hydrating and nutritional beverages

such as Aquafina drinking ware, isotonic

sports drinks – Gatorade , Tropicana nectars,

Tropicana twister and slice. Local brands -

Lehar evervess sods, Dukes lemonade and

Mangola add to the diverse range of brands.

Foods

PepsiCo’s food division, Frito-lays, is the

leader in the branded salty snack market and

all Frito-lays products are free of trans-fat and

MSG. it manufactures lay‘s potato chips;

cheetos extruded snacks, uncle chips and

traditional snacks under the kurkure and

Lehar brands. The company’s high fiber

breakfast cereal, Quaker oats, and low fat and

roasted snacks options enhance the healthful

choices available to consumers. Frito lays

core products, lays, kurkure, uncle chips and

cheetos are cooked in rice bran oil to

significantly reduce saturated fats and all its

products contain voluntary nutritional labeling

on their packets.

42

Pepsi logos

(1898)

(1998)

(2005)

(2008)

44

HIERARCHIAL CHAIN

M.D

GENERAL MANAGER

PURCHASE PRODUCTION FINANCE HR MARKETING R& D QUALITY

MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER ASSURANCE

MANAGER

ASSISTANT ASSISTANT ASSIATANT ASSISTANT ASSISTANT ASSISTANT ASSISTANT

MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER

SUPERVISOR SUPERVISOR

PRODUCTION (COMPLETE PROCESS, QUALITY ASSURANCE,

MAINTENANCE, DOCUMENTATION) WASTAGE REDUCTION

45

FUTURE PLANS OF THE COMPANY

To capture major parts of the Global market so as to cater to the needs of both domestic as

well as the international market.

To improve the productivity by effective utilization of resources.

To expand the scale of production to enjoy the benefit of economies of scale i.e. to increase

the level of production to reduce the per unit cost.

To minimize the wastage or scrap to ensure the cost effectiveness.

To further improve the quality of the product so as to become the leading supplier of Safety

beverages, foods, mineral waters etc in the world.

46

CHAPTER-2

INTRODUCTION TO THE ORGANIZATION

47

COMPANY PROFILE

Name of Company : Varun Beverage Ltd. (PepsiCo)

Year of Manufacturing : 1991(In India established in year

1989)

Address :

Product : Cold drink, Healthy drinks,

Foods, mineral water, etc

Main Plant & Machinery : Delhi (36 bottling plants

Including13company &23

Franchise owned ones)

Board of Directors : MD-

Director-

Director-

CFO & Company Secretary : Indra Krishnamurthy Nooyi

Certification Agency :

Our Bankers :

Employment : 150,000 people in India

48

ABOUT VARUN BEVERAGES

The year 1991 witnessed the inception of RJ Corp, when Mr. Ravi Kant Jaipuria signed a licensed

agreement with Pepsi, under the operating company Varun beverages ltd., the group

manufactures and markets carbonated and non-carbonated soft drink and mineral water. With its

humble beginning from one bottling plant at Agra, the company today has 11 bottling plants and

has further risen to encompass new ventures in the varied fields of retail, food and beverages,

education.

The groups also become the first franchisee for yum Restaurants International [formerly PepsiCo

Restaurants (India) Private Limited] in India. It has exclusive franchise rights for Northern &

Eastern India. It has total 46 Pizza Hut Restaurants & 1 under its company.

It diversified into education by opening Delhi Public School (DPS) Gurgaon, Delhi & Jaipur. It was

Ravi Jaipuria, the well known industrialist, social worker and educationist, along with wife Dhara

Jaipuria who envisioned this chain of exceptional schools that are passionately committed to the

cause of quality education.

At RKJ Group they are creating an environment where employees enjoy a greater degree of

empowerment both individually and their work teams.

Company Project Studies has been done under Varun beverages ltd. The company

was incorporated in 1995 and is based in Gurgaon, India. Varun Beverages Limited operates as a

subsidiary of RKJ group. The company has 18 bottling plants in India. Varun Beverages Jaipur

started in June 1995.

49

About R.K.J Group

It can be said with absolute certainty that the RKJ Group has carved out a special

niche for itself.

Its services touch different aspects of commercial and civi l ian domains l ike those

of:

Bottling Food Chain and Education . Headed by Mr. R. K. Jaipuria , the group as on today can lay claim to

expertise and leadership in the fields of education, food and beverages.

The business of the company was started in 1991 with a t ie-up with Pepsi Foods

Limited to manufacture and market Pepsi brand of beverages in geographically pre-

defined territories in which brand and technical support was provided by the

Principals viz., Pepsi Foods Limited. The manufacturing facil i t ies were restricted at

Jaipur Plant only.

Varun Beverages Ltd. is the f lagship company of the group. It is a bottl ing plant of

the R.K.J. group which is located in Bhiwadi, Jaipur (Rajasthan).

50

The group also became the first franchisee for Yum Restaurants International

[formerly PepsiCo Restaurants (India) Private Limited] in India. It has exclusive

franchise rights for Northern & Eastern India. It has total 46 Pizza Hut Restaurants

& 1 KFC Restaurant under its company.

It has diversif ied into education by opening the first school in Gurgaon under

management of Delhi Public School Society. The schools of the group are run

under a Registered Trust namely Champa Devi Jaipuria Charitable

Trust.Companies are medium sized, professionally managed, unlisted and closely

held between Indian Promoters and foreign collaborators.

THE AUTOMATED BOTTLING PROCESS

51

R.K.J. GROUP

BOTTLING FOOD

CHAIN

EDUCATION

Varun Beverages ltd.

Devyani Beverages

ltd. etc.

Pizza hut

K.F.C.

Delhi Public School

M.M.S

WATER +

CARBON DI OXIDE +

SECRET FORMULA +

SWEETNER

FILLING

AWARDS & RECOGNITION

Awards – feather in the cap-The group added another feather to its cap

when the prestigious PepsiCo “ International Bottler of the Year ” award

52

WASHING OF

BOTTLES

CAPPING

LABELLING

PACKAGING

INSPECTION

CODING

WAREHOUSE

was presented to Mr. R. K. Jaipuria for the year 1998 at a glittering award

ceremony at PepsiCo’s centennial year celebrations at Hawaii, USA.

The award was presented by Mr. Donald M. Kendall, founder of PepsiCo Inc.

in the presence of Mr. George Bush , the 41st President of USA, Mr. Roger

A. Enrico, Chairman of the Board & C.E.O., PepsiCo Inc. and Mr. Craig

Weather up, President of Pepsi Cola Company.

The RKJ group led by Mr. Jaipuria has seven Pepsi bottl ing plants.

Spread around the country in Greater Noida and Kosi (UP), Alwar and

Jodhpur (Rajasthan), Goa, Dharwar (Karnataka) and Kathmandu.

It has mainly 5 departments, these are:

1. Shipping Department

2. Production Department

3. HR Department

4. Finance Department

5. Sales and Marketing Department

FUTURE PLANS

In two months time, the South African country Zambia will have another beverage

company added to the limited plants existing in the country. The Pepsi-Cola plant in

Lusaka whose construction begun in September last year under the franchise of Varun

Beverages a subsidiary RJ Corporation of India, is expected to open in the first week of

August.

Key Points

Creation of 300 immediate jobs for Zambians.

53

16 people earmarked for technical positions already in India under the auspices of the

company, for orientation in beverage technology.

First phase – Varun Beverages-Zambia to be located in the vicinity of Zambia Breweries

with a capital injection of US$20 million, will give a number of management positions to

Zambians. Apart from Pepsi and water-packaging, a range of fresh-fruit juices will also be

processed.

Second phase – Expansion into the Copperbelt in the next two years, at an estimated cost

of US$15 million.

Mr Ravi Jaipuria extolled Zambia’s investment policies and stable political climate coupled

with friendly people, as variables that attracted his company to invest in the country.

Zambia is a very peaceful country and because of its centrality it is easy to tap into the

market in neighboring countries, this would also help marketing the country to other

investors.

Varun Beverages chairperson Ravi Jaipuria has pledged commitment to ensuring good

conditions of service for workers. A strong commitment to corporate-social responsibility

and the environment has also been made. Diplomats at the Zambia High Commission in

New Delhi recently visited the headquarters of Varun Beverages on the outskirts of the

capital, to acquaint themselves with operations of the company whose chain of other

businesses include Pizza Hut, Costa Coffee and Kentucky Fried Chicken, popularly known

as KFC, among others. Zambian business executives and representatives from the

Zambia Development Agency (ZDA) networked with the Indian business community under

the theme India-Africa Project Partnership.

The company which will add to the core Pepsi-product, fruit juice processing, will also expand to

the Copperbelt in the next two years. The expansion programme will gobble US$15million. Plans

54

are also afoot to explore viability of the beverage industry in far flung and remotes parts of the

country. This will however, be dictated by the supply chain of raw materials and their availability.

This is to ensure sustainable production. The company will also consider diversifying into

agriculture and dairy industry. When this happens, out-grower schemes will be an added. This will

trigger farmer-motivation and increased productivity with one end result-more income for peasant

farmers

55

CHAPTER-3

RESEARCH METHOLOGY OF THE STUDY

56

Title-“performance appraisal and induction policy”

Duration: 45 days. I have done training during the time period 21st June 2010 to 4th August

2010. During the training period I worked on study on performance appraisal and induction policy

of Company.

OBJECTIVE OF THE STUDY

To get a comprehensive analysis of the performance of the employees in the company.

To attract and retain most efficient and effective workforce at all the levels of the

organization.

To provide a complete feedback of the performance to the respective employees so that

they could improve themselves.

To make the employees aware of their strengths and weaknesses.

To compare performance periodically to know who is performing better.

To increase the capacity to perform well & strengthen job related skills and competencies.

To acknowledge the employees about the contribution made by them towards the

attainment of the organizational goals.

To analyze the effect of performance appraisal programme in the company.

To encourage employee to stretch performance.

To focus on performance and display appropriate behavior.

To the management form a basis for taking decisions regarding further training and

development, recruitment etc.

To provide coaching, counseling, career planning and motivation to the subordinates.

To test the effectiveness of recruitment, selection and induction programme.

Type of Research

A Research design specifies the methods and procedures for conducting a particular study. It is a

map (or) blue print to which the research is to be conducted.

The research design will give a clear cut idea of the procedure to be followed for the completion of

the project. The research has been carried out with certain focused objectives which need to be

fulfilled after the completion of the study. The completion of these objectives will throw some light

57

on the problem. The problem at hand is to study the Procedure for Recruitment and Selection

followed at the organization.

EXPLORATORY research design has been considered as a suitable methodology for present

study and for data analysis.

Sample size and method of selecting sample:

Sampling refers to the method of selecting a sample from a given universe with a view to draw

conclusion about that universe. A sample is a representative of the universe selected for study.

Convenience sampling Is used in exploratory research where the researcher is interested in

getting an inexpensive approximation of the truth. As the name implies, the sample is selected

because they are convenient. This non probability method is often used during preliminary

research efforts to get a gross estimate of the results, without incurring the cost or time required to

select a random sample.

There are two types of sampling – 1) Random Sampling and 2) Systematic Sampling

1) Random Sampling – Random Sampling is a process of selecting the sample size

randomly and no choice or preference to be made about the selection of respondents for

the market survey and Questionnaire to be put forth against him.

2) Systematic Sampling – It is a sampling where the limited number of selected respondents is figure out based on some criteria so that only those respondents can be asked for the purpose of filling questionnaire.

Sample size: The sample size for the survey conducted was 50 respondents. All were

employees of VBL PepsiCo jaipur.

Random sampling Technique was used in the survey conducted.

58

RESEARCH DESIGN

Research design is the overall description of all the steps though which the projects have preceded

from the setting of objectives to the writing of the project report. The success of the project

depends on the soundness of the research design, which includes problem definition, specific

method of data collection and analysis and time required for the project.

SOURCES OF DATA COLLECTION

THE PRIMARY SOURCES

Collection of data with the help of questionnaire related to performance and personal traits

of employees and workers.

Use of company’s performance appraisal form designed by the company’s HR Manager.

THE SECONDARY SOURCES

Books related to performance appraisal & induction policy.

Handbook of the company.

Internal survey of the organization.

Searching on the internet for the significant information.

59

SCOPE OF STUDY

STUDY OF HRD SYSTEM IN VARUN BEVERAGE LTD. PEPSICO

HRD provides the tools you required to manage and operate an organization. Everything –

production, management, marketing, sales, research &development, everything may be more

productive if people of an organization are sufficiently motivated, trained, informed, managed,

utilized and empowered.

VARUN BEVERAGE LTD. Considers human resources the most valuable asset of the group, also

the most enduring, it is important not only to provide them with adequate opportunities but also

appropriate training to hone their skills, improve performance levels, and meet customer

expectation.

VBL believes that a quality workforce build a quality organization. Towards this objective the

group’s retail training division has devised strategies that help develop the employee’s

competencies, knowledge and skills.

The HRD is for the complete monitoring of various processes conducted for the employees of VBL,

in other words this department keeps track of the number of persons being trained, selected and

recruited each month in a year, the engineer of this department keeps the note of the number of

persons being trained, selected, and recruited each month. The system gives us complete

information about the details of the persons their number for current menthe and also the

cumulative figure.

Considering the economic condition of country and the public sector undertaking in particular the

chairman, as well as managers of the subsidiary companies have been emphasizing on the need

for improving the effectiveness of executives, supervisors, workers at all levels of the company

through intensive training.

In VBL effective utilization of available manpower is of critical importance, this can be achieved

through refresher training, basic training, retraining, on the job training of all employees, especially

training of the apprentice and young entrants.

60

The Human Resource Development Department promotes VBL to move ahead with its objectives.

The management development division looks after training and development affords for executive

through in- company and external training programs.

The technical division looks after training of manufacturing personnel for skill development and

coaching for carrier growth as well as meeting technical manpower needs.

PERFORMANCE APPRAISAL

INTRODUCTION

Performance Appraisal is a method by which the performance of an employee is evaluated in a

systematic way. The performance is measured against factors such as job knowledge, quality,

quantity of output, initiative, leadership abilities, supervision, dependability, cooperation,

judgement, etc.

It is the method of evaluating the behaviour of employees in the work spot, normally including both

the qualitative and quantitative aspects of job performance. It is a systematic and objective way of

evaluating both the work- related behaviour and the potential of the employee. It is a process

which involves determining and communicating to an employee how he or she is performing the

job and establishing a plan of improvement for him or her.

Assessment of performance should not be confined to the past performance alone. Potentials of

the employee for future performance must also be assessed.

The other terms used for Performance Appraisal are: Performance Rating, Employee Assessment,

Personnel Appraisal, Performance Evaluation, and Employee Evaluation.

61

Performance Appraisal is not done in isolation. It is linked to the job analysis where Job Analysis

sets out requirements, which are translated into performance standards, which in turn form the

basis for Performance Appraisal.

RELATIONSHIP OF PERFORMANCE APPRAISAL AND JOB ANALYSIS

62

FEATURES OF PERFORMANCE APPRAISAL

Performance Appraisal is a systematic evaluation of an employee’s strengths and

weaknesses.

It is a scientific study. It makes use of formal procedures and actual data.

It is a continuous process wherein the evaluations are made periodically.

It is result oriented as well as potential oriented.

It is a means of self- control, judgement and evaluating potentiality.

What Is To Be Appraised?

Appraisal is to be done of:

Behaviour, including observable physical action, movements.

Traits, which are measured in terms of personal characteristics.

Who Will Appraise?

Superiors.

Peers.

Self Appraisal.

Subordinates.

Outside Services.

When to Appraise?

Appraisal should be done periodically.

Appraisal should be done formally as well as informally.

Appraisal should be done systematically.

63

Appraisal of performance should also be done after an employee is promoted or transferred

to another job.

OBJECTIVES OF PERFORMANCE APPRAISAL

To give feedback to employees about their performance so that they could improve

themselves.

To assess the strengths and weaknesses of the employees.

To identify the employee training needs.

To form a basis for personnel decisions concerning promotion, transfer, demotion, pay

increment, etc.

To develop positive superior- subordinates relations.

To provide data for personnel planning.

To ensure personal growth and development of an employee.

To improve efficiency and productivity of the employees.

To test the effectiveness of recruitment, selection and induction programme.

To help the employee understood their personal goals and how the attainment of these

goals leads to the attainment of Organizational objectives as a whole.

IMPORTANCE OF PERFORMANCE APPRAISAL

Performance is an important component of motivation. There are “effort- performance” and

“performance reward” linkages to motivate an employee. Through the objective analysis of

performance appraisal, it becomes possible for the Organization to weed out inefficient

employees.

Appraisals provide a legal basis and defensible reasons for making promotion, transfer,

reward and discharge decisions.

Higher- caliber personnel are attracted to an Organization that recognizes and rewards

better than average performance.

PERFORMANCE APPRAISAL PROCESS64

Setting Objectives of Performance Appraisal

Establish Job Expectations

Design an Appraisal Programme

Appraise Performance

Performance Interview

Archive Appraisal Data

Use Appraisal Data for Appropriate Purposes

1) Setting Objectives of Performance Appraisal: - Firstly the objectives or the

purpose of conducting the performance appraisal are determined. The objectives may

65

P M

E A

R N

F A

O G

R E

M M

A E

N N

C T

E

include assessing the training needs, awarding pay increase, decision regarding promotion

and transfer, etc.

2) Establishing Job Expectation: - The second step in the appraisal process is to

establish job expectations. This includes informing the employee of what is expected of him

or her on the job. A discussion is held with his or her superior to review the major duties

contained in the job description. Individuals should not be expected to begin the job they

understand what is expected of them.

3) Design Appraisal Programme: - Next step is to design an appraisal programme

which possesses several questions to be answered.

66

Appraisal

Design

Formal

Vs

InformalWhose

Performance?

Who are the

Raters?

What

Methods?

When to

Evaluate?

What to

Evaluate?

How to

Solve?

What

Problems?

4) Appraise the Performance: - Next step is to measure the performance. While

measuring the performance following parameters must be taken into account.

Quality of Output.

Timeliness of Output.

Presence at Work.

Cooperativeness.

The Assessment should also include one’s potential to perform and not just actual performance.

5) Performance Management: - Performance Appraisal provides the feedback about the

employee job performance. But merely getting the feedback is not enough until it is subject

to proper performance management which includes Performance interview, Archiving

Performance Data and use of Appraisal Data.

i.) Performance Interview: - Once the Appraisal is done the raters should discuss and

review the performance with the rates so that they may receive feedback about

where they stand in front of their superiors.

Performance Interview has three goals: -

To maintain the behaviour of employees who perform in desirable manner.

To change the behaviour of employees whose performance does not meet the

Organizational requirements.

To recognize the superior performance behaviour so that they could try to reach that

level.

ii.) Archiving Performance Data: - Organizations need to archive or store the appraisal

data so that they could use the data for future reference.

iii.) Use of Appraisal Data: - The final step in the appraisal process is the use of

appraisal data. The appraisal data is generally used by the HR department for: -

Remuneration administration.

Employee training and development programmes.

HR planning.

Promotion, Transfer, lay- off decisions.

67

TECHNIQUES OF PERFORMANCE APPRAISAL

1.)Essay Appraisal: Essay Appraisal is a detailed description of an employee’s strengths,

weaknesses, past performance, potential, and suggestions for improvement. In this, the

rater describes the performance of the employee in his “own words”. He has to devote

considerable time and thought for writing his analysis. He generally writes from diary of

observed critical incidents kept by him.

Merits

It is a simple method.

It provides detailed feedback to subordinates.

The rater is given the opportunity to express specific points regarding a particular

employee’s performance.

Demerits

It can be very time consuming.

The usefulness of the essay appraisal depends heavily on the writing skills of the

supervisor.

The use of this evaluation for rewards and validation of selection devices is severely

limited.

It is unstructured.

It provides only qualitative data.

2.)Critical Incident Appraisal: This method requires the rater to maintain a record of key

behaviours that may be critical to make the difference between doing a job effectively and

doing it ineffectively. The rater writes down anecdotes that describe what the employee did

that was especially effective or ineffective. It provides information based on systematic

observation of actual job performance.

Merits68

It looks at behaviours.

The list of critical incidents tells which of employee’s behaviours are desirable and

which one calls for improvements.

It emphasizes rating on objective evidence rather than on the subjective evaluation

of traits.

The supervisor finds counseling easier since he knows his subordinates’ strengths

and weaknesses.

Demerits

It is time-consuming and burdensome for appraisers to regularly write these incidents

down.

Critical incidents do not lend themselves to quantification. Thus, the comparison and

ranking of subordinates is difficult.

It may lead to too much supervision with the employees feeling constantly under

“watch”.

3.)Checklist: In the checklist method, the evaluator uses a list of “behavioural descriptions”

and ticks those behaviours that apply to the employee. The rater merely goes down the list

and gives “yes” or “no” responses. He “checks” and “ticks” the items. If the employee does

not possess a listed trait, he leaves it blank.

Merits

The checklist method reduces some bias, since the rater and the scorer are different.

Demerits

It is difficult and costly. Because if there is a big number of job categories, a checklist

of items must be prepared for each category.

69

4.)Graphic Rating Scale: It is one of the oldest and most popular methods of appraisal. In

this method, the appraiser, who is usually the supervisor, is supplied with a printed form,

one for each person to be rated. For lower level employees, typical qualities rated are

quantity and quality of work, job knowledge, cooperativeness, dependability, initiative,

industriousness, willingness to accept responsibility, attitude. For managerial personnel, the

attributes included are analytical ability, judgement, leadership, communication skills,

initiative, knowledge of work, creative ability, imagination, interpersonal skills, planning and

decision- making abilities.

The assessor goes down the list of factors and notes that point along the scale that best

describes the employee.

Merits

Rating scales are less time- consuming to develop and administer.

They also provide space for the rater to comment on the evaluation given for each

characteristic.

Rating scales are easy to understand and require no detailed training.

They allow many employees to be rated quickly.

In these scales, more than one performance dimension can be included.

They permit quantitative analysis and comparison. Since the standardized

comparisons across sections and departments can be made.

Demerits

The traits indicated on the scale are mostly subjective.

This method is subject to all the rating errors, i.e. leniency, severity, central tendency

and halo effect.

5.)Forced Choice: In this method, the rater has to choose between two or more

statements, all of which may be favourable or unfavourable. The rater’s job is to identify

which statements is most (or in some cases least) descriptive of the individual being

evaluated.

70

Merits

The evaluation is more objective.

It reduces bias and distortion.

Demerits

This method tends to be disliked by raters because they are forced to make

distinctions between statements that are difficult to differentiate between.

Raters also may become frustrated.

It is very difficult to keep secret of the values attached to various statements.

6.)Behaviourally Anchored Rating Scales (BARS): This method has been

produced by combining major elements from the critical incident and graphic rating scale

approaches. These scales are descriptions of various degrees of behaviour relating to an

aspect of performance dimension. This approach starts with a rating scale but it uses critical

incidents to provide “anchors” which means ‘examples’ for different points on the rating

scale. These examples or anchors make the rating scale more job- specific rather than trait-

oriented; it is hoped, less subjective and less error- made. The appraiser rates the

employees based on items along a continuum, but the points are examples of actual

behaviour of the given job rather than general descriptions or traits.

Merits

BARS are based on a careful analysis of the job. These scales specify definite,

observable and measureable job behaviour.

This method tends to reduce rating errors.

BARS evaluations are generally upheld due to its job relatedness.

BARS provide a common frame of reference for evaluators due to clear definition of

dimensions and use of critical indicents.

Demerits

It is rather difficult, cumbersome and expensive method.

71

It is time- consuming to develop.

The behaviours used are actively- oriented rather than results- oriented.

7.)Ranking Methods: Under this method, a man is compared with all others without

considering any specific factors. A rank is prepared by placing the best at the top and the

poorest in performance at the bottom. An employee’s performance ranking can be

determined by using either one global criterion or a number of criteria. There are various

ranking methods like:

i.) Simple or Straight Ranking: - This method requires the rater to rank all the

subordinates from best to worst. It provides for an ordinal scoring- first, second, third

and so on. In this the ranking is usually confined to one factor, i.e. overall

performance. It is a simple method but it may involve bias.

ii.) Paired Comparison: - This is a modified way of man- to- man ranking. In this, each

employee is compared with all the others in pairs one at a time. The number of times

an employee is judged better than the others determines his rank.

The number of comparisons to be made can be decided on the basis of the following

formula:

N (N-1)

2 Where N is the number of persons to be compared.

This method is easier and simpler than the ranking method. It is subjective because appraisal is

not based on specific job related performance. It also becomes cumbersome when the number of

employees to be rated is large.

iii.) Alternative Ranking: - Under this method, employees are ranked from best to worst

on some characteristic. Thus, a new list is created with the name of the best

employee at the top and the worst at the bottom. Again, the appraiser selects the

best and poorest from the remaining employees and so on until all employees have

been crossed off the original list and placed on the new list.

72

iv.) Forced Distribution Ranking: - This method assigns employees to different

performance groups: above average, average and so on. Thus, employees are rank

ordered in terms of their “performance group”, rather than as individuals. This method

assumes that the level of employee job performance conforms to a normal statistical

distribution. The employee performance levels conform with a bell- shaped curve.

Merits

They can be helpful when the results of the performance appraisal are used to

distribute rewards such as pay raises or financial incentives.

They are inexpensive to design and implement.

Demerits

The magnitude of differences in employee performance is not specified.

Ranking large numbers of employees may become a very cumbersome.

Ranking is not as useful as alternative methods in providing performance feedback,

or in showing employee strengths and weaknesses necessary for the development of

employee training and development programmes.

8.)Confidential Report: A confidential report is a report prepared by the employee’s

immediate superior. It covers limited range of aspects like the subordinate’s strengths,

weaknesses, major achievements or failures and information on some personality traits. It is

a descriptive appraisal mainly used for promotions and transfer purposes. Only in recent

year, this has been made necessary by trade unions and courts to communicate a negative

confidential report to the employee. This method focuses on evaluating rather than

developing the employee.

9.)Group Appraisal Method: Under this method, a group of evaluators assesses

employees. This group consists of the immediate supervisor, head of the department and a

personnel expert. This group determines the standards of performance for the job,

measures actual performance of employees analyses the causes of poor performance and

73

suggests for improvements. Personal bias is minimized due to multiple evaluators, but it is

consuming method.

10.) Field Review Method: Under this method, the line officers do not themselves fill

up the rating form. Instead, the representatives of the personnel department come to the

shop- floor and interview the supervisors to obtain pertinent information about employees.

The interviewer asks questions and takes detailed notes of the answers given by

supervisors. These are then approved by the concerned supervisor and then placed in the

employee’s service file. This method relieves the supervisor of the need for filling in

appraisal forms. This is an objective method because the supervisor’s personal bias is

reduced due to the active involvement of the personnel officer. This may be a time-

consuming method. Its success- depends upon the competence of the interviewer.

11.) Assessment Centre Method: Under this method, a group of employees is

drawn from different work units. They work together on an assignment. Evaluators observe

and rank the performance of all the employees. The employees are evaluated both

individually and collectively by using simulation techniques like role playing, business

games and in- basket exercises. In this, job- related characteristics are evaluated to

determine employee potential for promotion.

The qualities generally evaluated are interpersonal skills, communicating ability, and ability

to plan and organize.

12.) Human Resources Accounting Method: When well- recruited and

developed employees leave the Company, the financial assets are decreased due to their

higher productivity. Under this method, the performance is judged in terms of costs and

financial gain. Costs of human resources consist of expenditure incurred on recruitment,

selection, training, compensation, etc. Contribution of employees is the money value of their

productivity and creative ideas. The performance of employees can be judged on the basis

of difference between their costs and contributions.

To judge performance, the following factors are considered:

a.) Average value of production.

74

b.) Quality of items produced.

c.) Overhead cost.

d.) Cost of errors, accidents, spoilage, wastages and damages.

e.) The cost of the supervision.

13.) Appraisal by Objectives: This method makes use of objectives for appraisal

purposes. Employees are evaluated by how well they accomplish a specific set of objectives

that have been determined for their job. This method is also known as management by

objectives.

This method (MBO) includes the following steps:

a.) Superior and subordinates (ratee) get together and jointly discuss, modify and reach an

agreement regarding the specific goals, duties and areas of responsibility of the individual’s

job.

b.) Key Performance Areas or Key Result Areas are also decided in advance through joint

effort.

c.) The subordinate sets his own short- term performance goals or targets in cooperation with

his superior. The superior guides goal- setting process.

d.) They agree upon criteria for measuring and evaluating performance.

e.) Periodic formal and informal reviews regarding progress and problems associated with

achieving the goals are made.

f.) The superior plays a supportive role.

g.) The process focuses upon results accomplished and not upon personal traits.

Merits

This method has result- oriented emphasis.

It assists the planning and control functions and provides motivation.

Employees participate in developing goals; hence they have greater commitment to

objectives.

Its focus is on job performance rather than employee’s personal attributes.

75

Supervisor acts as a counselor and quantitative.

Goals set can be both qualitative and quantitative.

It permits frequent evaluation.

It enables the employee (ratee) to become involved in the appraiser process.

It encourages innovation and creativity, since employees are free to determine how they will

meet their goals.

Demerits

Generally, this technique is applied to managerial employees.

It is not effective in an environment where management has little trust in its employees or

where management makes decisions autocratically.

It is a rigid control device that frightens rather than motivates.

It focuses upon short term goals and their attainment.

It does not concentrate upon behavioural traits that would qualify an employee for a new

assignment.

RECENT DEVELOPMENTS IN PERFORMANCE APPRAISAL

360 degree Performance Appraisal: - The term ‘360 degree’ is used to describe the

comprehensive nature of feedback derived from a composite rating from peers,

subordinates, superiors and occasionally customers. First developed at General Electric,

US in 1992, this system has become popular in India also. GE (India), Reliance Industries,

Wipro, Infosys are using this method with greater benefits. The Press has recently reported

that companies like 3M and British Aerospace is introducing 360 degree appraisal and

feeding the results into the formula for performance- related pay for managers. The 360

degree appraisal has proved to be useful especially for providing feedback for senior

managers who are often neglected at the top in appraisal terms. In 360 degree appraisal,

besides assessing performance, other attributes of the assessee like talent, values, loyalty

etc. are evaluated by the people who are best placed to do it. Since this kind of appraisal

method uses multiple raters for appraisal, this offers a variety of benefits. Firstly, there will

76

be objectivity in rating as more than one rater is involved in the assessment process.

Furthermore the raters at different levels in the Organization often observe different facets

of the employee’s performance. Another key advantage of the broad group of appraisers

involved in the process is that it can provide a more meaningful appraisal for employees

with little contact with their workplace. In such situation traditional top- down appraisals are

of little value. But besides all this one particular criticism of many 360 degree systems is that

all the raters are given the same instrument, despite different nature of the contact with the

appraisee.

Upward Appraisal: - Upward Appraisal involves the employee rating their manager’s

performance via an anonymous questionnaire. The process is anonymous to overcome

employees’ worries about providing an honest but unfavourable feedback on managerial

performance.

The benefits of upward appraisal include improved managerial effectiveness and leadership

through ‘make- you- better’ feedback and increased employee voice and empowerment.

Team- based Appraisal: - In this kind of appraisal the manager appraises the team of

employees working under him as a whole. Targets are set, performance measured and

assessments are made and rewards are allocated as with traditional individual appraisals.

The manager makes no attempt to differentiate one member from another in performance

terms. The teams are then encouraged to resolve internally any performance problems or

competence deficiencies in order to facilitate overall team performance and development.

Team members may themselves provide informal rewards or recognition of superior

performance.

Sometimes it is also seen that the individual appraisals of each team member is made but

not by management. Rather, it is in the form of peer appraisal, where team members

appraise each other via the use of anonymous rating questionnaire.

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PROBLEMS IN PERFORMANCE APPRAISAL

HALO EFFECT: - This problem occurs when an evaluator assigns ratings on the basis of

an overall impression (good or bad) which he has developed of the employee. For ex. If a

supervisor has a general opinion for an employee that he is good then he will rate him high

on all the parameters instead of evaluating whether he is actually good at all the parameters

or not.

EXCESSIVE LENIENCY OR STRICTNESS: - Excessive leniency or strictness on

part of the rater makes the assessment process subjective. In this kind of problem

supervisors may sometime hesitate to give low ratings for fear of antagonizing their

subordinates.

CENTRAL TENDENCY: - This kind of a problem arises when the rater avoids using

high or low ratings. He usually rates the person near the average or middle of the scale. It is

a kind of ‘play it safe’ tendency. It facts to distinguish between high and low performance.

RECENCY ERROR: - in this kind of error the appraiser assigns ratings on the basis of

the employee’s most recent behaviour; he does not consider the individual’s performance

as a whole for the entire period.

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SIMILARITY ERROR: - In this error, the evaluator rate other people in the same way as

the evaluator perceive themselves. For Ex. the evaluator who perceives himself as

aggressive may evaluate others by looking for aggressiveness.

STEREOTYPING: - This problem arises when the rater rates the person on the basis of

the qualities of the group to which it belongs instead of rating him on the basis of his

qualities.

PERFORMANCE APPRAISAL PROCESS IN MAYUR LEATHER

Filling up the forms

Rating

Feedback

79

Send Appraisal

form to the

Department

Head

Department Head

fills the general

information about

the employee

Department Head

notes down the

key responsibility

areas of the

assessee

Departmental Head

rate the employee

as per his

Performance on

Job

The filled form is

sent back to the HR

manager and the

Administration

Department for the

feedback purpose

Approval

PERFORMANCE APPRAISAL REPORT

(Varun Beverage ltd (PepsiCo).)

Name: ………………… Dept: ……………… Reporting to ……………………….

Designation: ………………………………. Grade: Staff/ Worker (Plz Tick)

Note: (To be filled by Dept Head as per Job Description)

KRAs: (Key Responsibility Areas of the Assess)

1. ………………………………………………………………….

2. ………………………………………………………………….

3. ………………………………………………………………….

4. ………………………………………………………………….

Performance Assessment Report:

Factors: (Please Tick)

Job Knowledge Serious Satisfactory Well Good Exceptional

Gap Knowledge Informed knowledge Expertise

80

The Performance

Assessment Report

is finally approved by

the Managing

Director

Attitude No Careless Interested Enthusiastic Always

Interest Indifferent in work at Job Very Enthusiastic

Quality of Below Somewhat on Good Very Good Excellent

Work Std. Mark Satisfactory

Contribution Poor Average Good Excellent

To Work

Contact Poor Average Good Excellent

With other

Disciplined Poor Average Good Excellent

Attendance Poor Average Good Excellent

Report of HR & Admin

Dept………………………………………………………………………………………………………..

…………………………………………………………………………………………………………………

……………………………………………………………………………………………………………

Approved by Managing Director: ………………………………………………………………….

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LIMITATIONS

1. Single Appraisal System: There was only one way in the Company to appraise the

workers i.e. the superiors or Department Head appraised the workers but there was no policy for

the workers to appraise their superiors.

2. Complex Appraisal Form: The previous performance appraisal form of the Company was

very complex which made the appraisal process very confusing. But this drawback was removed

later on by introducing the Simple Appraisal Performa.

3. Pre- decided Appraisal Performa: The performance appraisal report/ Performa of the

Company were pre- decided which did not included all the significant parameters but I was not

permitted to design my appraisal form.

4. Time Limitation: As the employees were burdened with their work they could not give

adequate time to the appraisal process.

5. Favouritism: I observed in some cases where the supervisor had rated high to some

employees on parameters like attitude towards work, discipline due to their favouritism which I

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observed was not actually true for those employees as they were lazy and working at the work

place.

6. Lack of Proper Appraisal Method: The Company is using Graphic Rating Scale Method

of performance appraisal for years which is not enough keeping in mind the changing environment.

The Company should be flexible to change the appraisal technique as per the changing situation.

In the current scenario for having a clear and complete picture of the overall performance of the

employees 360 degree Appraisal should be introduced in the Organization where the employees

performance appraisal is made the superiors, peers subordinates, clients, etc.

7. Limited Scope: In the Company I was not permitted to evaluate the data for the appraisal

purpose. The Company had already set its evaluation and appraisal system and I was bound to

use the same data which was collected by the supervisor himself

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CHAPTER-4

FACTS AND FINDINGS

DATA INTERPRETATION

84

Facts and findings

Majority of respondent come under the age group of 25-30.

In the 50 respondent 50% of the respondent are male and 50% of the respondent are

female.

50% of the respondents have got the experience of 5-10 years.

40% of the respondents are getting the salary range between 8000-10000

100% of the respondents are getting the on the job training.

Majority of the respondents are satisfied with their present salary.

60% of the respondents are satisfied with the incentives scheme.

50% of the respondents are aware with the job responsibility.

43.33% of the respondents have the job knowledge before the assignment of a particular

job.

60% of the respondents believe they possess the leadership qualities in them which will be

the major consideration for the selection process.

40% of the sample size reveals that qualification is an important factor in the process of

recruitment and selection.

85

DATA ANALYSIS & INTERPRETATION OF STAFF

SAMPLE SIZE: 30

JOB KNOWLEDGE

S-2 S-3 S-4

Serious Gap 1

Satisfactory Knowledge 2 5 2

Well Informed 8 2 1

Good Knowledge 4 1 1

Exceptional Expertise 1 1 1

86

Interpretation: Most of the employees have sufficient knowledge to perform their job

effectively.

ATTITUDE TOWARDS WORK

S-2 S-3 S-4

No Interest 1

Careless 1 2

Interested in Work 2 2 5

Enthusiastic at job 3 4 2

Always very Enthusiastic 3 5

87

Interpretation: More than 90% of the Employees have positive and enthusiastic attitude

towards work.

QUALITY OF WORK

S-2 S-3 S-4

Below Standard 2 2

Somewhat on Mark 2 5 4

Good Satisfactory 3 4 2

Very Good 1 1

Excellent 3 1

88

Interpretation: The staff employees need to improve their quality of work as a considerable

number of employees’ quality of work is not up to the mark.

CONTRIBUTION TO WORK

S-2 S-3 S-4

Poor

Average 5 2 1

Good 2 6 4

Excellent 1 4 5

89

Interpretation: Almost all the workers are contributing well towards their work.

DISCIPLINE

S-2 S-3 S-4

Poor

Average 1 3 2

Good 6 4 4

Excellent 4 4 2

90

Interpretation: More than half of the employees are well disciplined at the work.

CONTACT WITH OTHER

S-2 S-3 S-4

Poor 1 2 2

Average 2 4 4

Good 4 3 5

Excellent 2 1

91

Interpretation: Most of the employees need to work on improving their relationship and

contacts with other to maintain a congenial work environment.

ATTENDANCE

S-2 S-3 S-4

Poor 1

Average 3 2 1

Good 5 6 4

Excellent 2 4 2

92

Interpretation: Almost all the staff members are punctual and attentive.

DATA ANALYSIS & INTERPRETATION OF WORKERS

SAMPLE SIZE: 50

QUALITY OF WORK

Number of Workers

Poor 5

Average 10

Good 25

Excellent 10

93

Interpretation: Overall all the workers are efficient at working except some who lack some skills

which can be taught through training. So the Quality of Work is good.

ATTENDANCE

Number of Workers

Poor

Average 10

Good 20

Excellent 20

94

Interpretation: Almost all the workers are punctual and attentive at work.

WORK KNOWLEDGE

Number of Workers

Poor 5

Average 20

Good 15

Excellent 10

95

Interpretation: The work knowledge of the workers needs some improvement. Some

immediate step is needed on part of the management to fill this gap.

DISCIPLINE

Number of Workers

Poor 2

Average 10

Good 26

Excellent 12

96

Interpretation: All the workers leaving one or two are well- disciplined at their wor

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CHAPTER-5

SWOT

CONCLUSION

SUGGESTION

1

SWOT ANALYSIS

STRENGTH

Pepsi is a well established company, so it has a good reputation in the market.

Advertising of Pepsi is much more aggressive than coke.

Backed by huge promotion at National and International level.

Lot of SGA’s provided in the market.

WEAKNESS

Non-fulfillment of commitments on time, made to shopkeepers.

Incompetent salesman who do not give the schemes in the market regularly.

Unavailability of various demanded flavors like Mirinda and Mirinda Lemon.

No repairement services on time for fridges.

OPPURTUNITY

May tie up or liaison with major showrooms, computer centers and restaurant.

Huge publicity of lemon Mirinda/ Slice has created a lot of demand.

Company has brand equity in the eyes of customers, so its new products can easily

penetrates in the market.

THREAT

Threat of competitors’ new brand entry in the market in near future.

Restrictions made by Govt. agencies that soft drinks are harmful and non- nutritive.

Natural juices are now available whose price are less or same as soft drinks.

2

CONCLUSION

From the entire study on the project on the topic, it is being concluded that the performance

appraisal programme is very important for any Organization. The growth and success of the

Company is mostly dependent on the efficiency and effectiveness of the human resource which

can be properly measured through the effective performance appraisal programme.

The Performance Appraisal Programme helps the management in assessing the current level of

performance of the employees and can find the variance or gap between the current and desired

level of performance of employees.

In context of the Company under study i.e. Varun Beverage ltd (PepsiCo). the Company has

analyzed the performance of its staff members and the workers taking various parameters namely

Job Knowledge, Attitude towards Work, Quality of Work, Contribution to Work, Discipline, Contact

with Others, Attendance. It is being analyzed that the employees have adequate job knowledge,

they are very enthusiastic at work, they are punctual, well disciplined and maintain good

relationship with others. On the other hand the quality of work is the aspect that draws the

management attention for improvement. Through this appraisal the management could find out the

areas where the performance is lacking behind and could detect and analyze the root cause of the

problem and try to remove the deviation to improve the overall performance of the Organization.

3

SUGGESTIONS

Some suggestions to increase the usefulness of study: -

1. Feedback: - Efforts should be made to communicate the ratings to both the employees as

well as the raters. The employees should be informed about their performance and should also be

provided adequate counseling on how to fill the gap to reach the desired performance level.

2. Simplicity: - The Performance Appraisal Performa should be made as simple as possible to

increase the effectiveness of the programme and reduce the complexity and unnecessary

confusion.

3. 360 degree Performance Appraisal: - 360 degree performance appraisal should be

introduced in the Organization to have a more accurate picture of the performance of the

employee.

4. Trained Raters: - The Evaluators should be given adequate training in order to provide them

knowledge and skills in designing appraisals, conducting post appraisal interviews and correcting

the rating errors.

5. Post Appraisal Interview: - After the appraisal of the employees, a post appraisal

interview should be conducted to know the difficulties of the work and training needs of the

employees.

6. Unbiased: -The entire performance appraisal process must be unbiased. The rater must rate

the employee on the basis of his real work performance and must also avoid favouritism while

rating.

7. Frequent Appraisal: - The performance appraisal should be done at regular interval i.e.

twice a year so that a perfect comparison of skills could be done. It should be done after 2 months

for the new employees.

4

CHAPTER-6

APPENDIX

BIBILIOGRAPHY

5

QUESTIONNAIRE

SAMPLE SIZE: - 50

QUESTIONNAIRE FORM

1. NAME: ………………………………………………………………………………

2. ADDRESS: …………………………………………………………………………

3. PHONE NO.: (Mobile) …………………………………….

(Residential)……………………………….

4. AGE

a. 20- 30

b. 30- 40

c. 40- 50

5. Are you satisfied with the Performance Appraisal Process?

a. Yes

b. No

6. How frequently should the Performance Appraisal be conducted in the Company?

a. After 3 months

b. After 6 months

c. Once in a year

7. Do you think the Company should stick to the same Appraisal techniques forever?

a. Yes

b. No

6

8. Do you have sufficient knowledge of the present job?

a. Yes

b. No

9. Is Performance Appraisal really effective in enhancing the performance of the

employees?

a. Yes

b. No

10. Do you think you have achieved the target performance level?

a. Significantly

b. Partially

11. What role does the Performance Appraisal play in the overall success of the Company?

a. Significant

b. Partial

c. Minor

12. Is there a need of Post Appraisal interview in the Organization?

a. Yes

b. No

13. Do you think separate training should be given to the raters for the appraisal

programme?

a. Yes

b. No

14. What role does the Performance Appraisal play in maintaining the cordial relationship

between superiors and subordinates?

a. Major role

b. Minor role

QUESTIONNAIRE RESPONSE

7

1. Are you satisfied with the Performance Appraisal process?

Yes

40

No

10

2. How frequently should the Performance Appraisal be conducted in the Company?

After 3 months

15

After 6 months

30

Once in a year

5

3. Do you think the Company should stick to the same Appraisal technique forever?

Yes

15

No

35

4. Do you have sufficient knowledge of the present job?

Yes

45

No

5

5. Is Performance Appraisal really effective in enhancing the performance of the employees?

Yes

44

No

6

6. Do you think you have achieved the target performance level?

Significantl Partially

8

y

35 15

7. What role does the Performance Appraisal play in the overall success of the Company?

Significant

30

Partial

15

Minor

5

8. Is there a need of Post Appraisal interview in the Organization?

Yes

45

No

5

9. Do you think separate training should be given to the raters for the appraisal programme?

Yes

30

No

20

10. What role does the Performance Appraisal play in maintaining the cordial relationship between superiors and

subordinates?

Major role

28

Minor role

22

9

Websites, Magazines and other References:-

Magazines and other References-

HRM Review, Cover Story-strategic HRM

Annual Report of Varun Beverage Ltd.

Induction Profile of Varun Beverage Ltd.

Websites-

www.human resourse.about.com

www.hrmguide.com

www.hr-topics.com

www.hrmguide.net

www.google.com

BIBLIOGRAPHY

The following books were referred during the preparation of the project report: -

10

http://www.hrmguide.net/

http://www.hr-topics.com/

http://www.hrmguide.com/

http://www.human/

1. Human Resource Management

-K. Ashwathappa


-G. S. Sudha


-C. B. Mamoria, S.V.Gankar

4. Personnel Management

-Edwin B. Flippo

5. Personnel Management; Theory & practice

-Mac Farland, D.E.

6. Principles of Management

- R. L. Nolakha

Jitendra

Virahyas

[email protected]

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Pepsico Performance Appraisal and Induction Policy

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