Summer Training Project Report On

Introduction
SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 1
What is Performance Appraisal?
It is a systematic and periodic process that assesses an individual employees job perfo rmance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc
Performance Appraisal is
1. A Shared Responsibility 2. To Plan, Monitor And Review 3. an Ongoing Developmental Process 4. a Motivational Exercise 5. To OBSERVE And EVALUATE An Employee In Relation To PRE-SET Performance Standards
Methods to measure performance appraisal
Traditional methods
1. Critical incident method This format of performance appraisal is a method which is involved identifying and describing specific incidents where employees did something really well or that needs improving during their performance period. 2. Weighted checklist method In this style, performance appraisal is made under a method where the jobs being evaluated based on descriptive statements about effective and ineffective behavior on jobs.
Page 2
3. Paired comparison analysis This form of performance appraisal is a good way to make full use of the methods of options. There will be a list of relevant options. Each option is in comparison with the others in the list. The results will be calculated and then such option with highest score will be mostly chosen. 4. Graphic rating scales This format is considered the oldest and most popular method to assess the employees performance. In this style of performance appraisal, the management just simply does checks on the performance levels of their staff. In this method, an employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory. 5. Essay Evaluation method In this style of performance appraisal, managers/ supervisors are required to figure out the strong and weak points of staffs behaviors. Essay evaluation method is a non-quantitative technique. It is often mixed with the method the graphic rating scale. 6. Performance ranking method
The performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest levels. Managers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards.
7. Behavioral Observation Scales The method based on the scales of observation on behaviors is the one in which important tasks that workers have performed during their working time will be assessed on a regular basis.
Page 3
8.
Straight Ranking Method This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.
9.
Field Review In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.
10. Checklist
Method
The rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
11. Forced
ranking (forced distribution)
Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. For example, the distribution requested with 10 or 20 percent in the top category, 70 or
80 percent in the middle, and 10 percent in the bottom.
The top-ranked employees are considered high-potential employees and are often targeted for a more rapid career and leadership development programs. In contrast, those ranked at the bottom are denied bonuses and pay increases. They may be given a probationary period to improve their performance.
Page 4
12. Group appraisal method Under this method employees are rated by a group, consisting of their superiors who have some knowledge of their performance, the supervisor explains the group the nature of his subordinates duties the group then discuss the standard of the performance of the job. The actual performance of the employee is then matched or compared with the standard set. 13. Forced choice description method: This method was evolved after deal of research conducted for the military services during World War attempts to correct raters tendency to give consistently low or high rating to all employees. 14. Grading method: The rater considers certain factors and makes them accordingly to a scale certain categories of worth and established and carefully defined the selected features may be analytical ability, cooperation, dependability, Self-expression, leadership and organizing ability they may be an outstanding, B-very good, C- very good/average, D-fair, E-poor and F-very poor. 15. Man- to- man comparison method: This technique was used by the U.S.A army during the First World War by this method Certain factors are settled for the purpose of analysis (such as leadership, dependability)and a scale is designed by the rating for each factor are awarded to them
Page 5
Modern methods
1. 360 degree performance appraisal In the formatted from of 360-degree performance appraisals, the performance of an employee will be assessed based on ideas of many other different people, for example customers, suppliers, peers and direct reports. If the assessed is a manager, his/her staff will be often asked for feedback on how that manager is doing his task. In case of using 360-degree performance appraisal, it is vital that the process be implemented by the manager of Human Resources Department so that the subordinate reviewers (or staff) are made sure that all their assessments on performance are kept anonymous.
Page 6
2. Human Resource Accounting Method Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc. whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.
3. Behaviorally anchored rating scales This formatted performance appraisal is based on making rates on behaviors or sets of indicators to determine the effectiveness or ineffectiveness of working performance. The form is a mix of the rating scale and critical incident techniques to assess performance of the staff. Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the
graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for egg. the qualities like inter personal relationships, adaptability and reliability, job knowledge etc.). These statements are developed from critical incidents. In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. Developing and practicing BARS requires expert knowledge. 4. Management By Objectives (MBO) method MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them.
Page 7
5.
Assessment centers
An assessment Centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment Centres are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment Centres are also an effective way to determine the training and development needs
Page 8
The Objectives of Performance Appraisal in Organizations
The main objective of performance appraisals is to measure and improve the performance of employees and increase their future potential and value to the company. Other objectives include providing feedback, improving communication, understanding training needs, clarifying roles and responsibilities and determining how to allocate rewards. 1) Organizational Improvement Performance appraisals are not just about the employee being appraised. Rather, they are about determining her role in the context of the people around her. By periodically assessing each employee's strengths and weaknesses, work can be assigned with regard to these strengths and weaknesses. This can in turn improve the organization's efficiency as different people are assigned work that they are best suited to. 2) Feedback Performance appraisals are also an opportunity for the employee and his supervisor to give one another honest feedback and keep the business lines of communication open. This keeps everyone abest of what is perceived to be working in the company and what is not; from this information, changes (if necessary) can be made. It is important to note that feedback goes both ways; performance appraisals are opportunities for employees to let their supervisors know what they are pleased and displeased with, but it is also an opportunity for the supervisors to tell employees where they are doing well, where they are defying expectations, and where they are falling short.
3) Career Development Frequent performance appraisal can also help the employee's career, or at least determine its direction. By conducting performance appraisals, sitting down with employees, and determining what they are contributing versus what they are consuming from a company, supervisors can make decisions regarding who should move into other positions, who should stay where they are, who should be promoted, and who should be first in line for the next round of layoffs.
Page 9
Performance appraisals, in short, help supervisors and employees determine where the employee needs to be professionally and, if they are not currently there, how they can get there as quickly and efficiently as possible.
4) Provide Feedback
The feedback received by the employee can be helpful in many ways. It gives insight to how superiors value your performance, highlights the gap between actual and desired performance and diagnoses strengths and weaknesses as wells as shows areas for improvement.
5) Improve Communication
The method of performance appraisals helps superiors strengthen relationships and improve communication with employees.
6) Training Needed
These appraisals also identify the necessary training and development the employee needs to close the gap between current performance and desired performance.
7) Clarify Expectations
Performance appraisals should clarify roles, responsibilities and expectations of all employees.
8) Allocate Rewards
Performance appraisals reduce employee grievances by clearly documenting the criteria used to make organizational decisions such as promotions, raises or disciplinary actions.
Page 10
9) Additional objectives of Performance appraisal:

To review the performance of the employees over a given period of time To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees.
To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.
To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.
To reduce the grievances of the employees.
Page 11
Scope of Performance Appraisal
Performance Appraisal replaces casual expert with formal, syst e m a t i c p r o c e d u r e s . Employees know they are being evaluated and are told the criteria that will be used in the course of arrival, indeed knowledge that an appraisal occur co-motivate an employee is to increase efforts aimed at enhancing outcome of the assessment. Manager and subordinate are come to meet and discuss common work related problem.
Page 12
Barriers to Effectiveness
Thinking Appraisals involve confrontation because it requires facing conflict and dealing with disagreement Believing Appraisals are time- stealers Lacking a systematic format which ensures that all pertinent issues are covered so that conclusions can be accurately drawn Believing that Appraisals are futile because its your word against your employees Jumping into Money talk Absence of Regular feedback through the performance cycle Gut feeling (subjectiveness), Biases, Stereotyping, First impression Lack of follow-up Improper preparation; poor documentation Attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors Contrast effect - contrasting one employee's accomplishments against another Central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees Regency effect: over - emphasis on recent performance Inadequately defined and/or misunderstood standards/goals Poor interviewer (poor environment, poor use of time, domineering, poor listener, etc. Conducting an "annual" review (as opposed to the ongoing review)
Page 13
Methods to improve the effectiveness of performance appraisal (MBO method)
One of the major reasons for the failure of MBO in many organizations is that those in charge fail to recognize the potential character of the implement process. The fault is not in the system but in its use. As with any technique, there is a right and a wrong way to implement MBO programmers. The following suggestions would help in making use of MBO programmers properly. Organizational commitment The most effective way to implement MBO is to allow the top-level managers to explain, coordinate and guide the program. Without top management support and commitment, MBO cannot be implemented properly. MBO presents a challenging task to managers. They must feel that the program is important and will bring in results. The shift from planning for work to planning for accomplishment of specific goals is not easy. As rightly pointed out by Hampton, More often than not, probably, MBO is tried and sooner or later allowed to slip into misuse. Initial enthusiasm and good faith wane as difficulties develop. Joint goal-setting, participation in planning and decision-making processes, objective performance appraisal sessions pose several problems to managers who are wedded to old ways of thinking and action. These problems should not be allowed to kill MBO without ever being openly confronted. Managers must believe that MBO would work and must accept it as a way of thinking. As Knootz pointed out, it is essential that an effective program of managing by objective must be woven into an entire pattern and style of managing. It cannot work as a separate technique standing alone. MBO should not be used as a decorative piece. If it does not have the active support, involvement and commitment of top managers, it should not be installed at all. Training MBO is not a superfluous ritual which can be finished off as quickly as possible. It calls for precise, concrete thinking. Managers should be given adequate training in MBO philosophy and procedures before the system is installed. They must be in a position to integrate the technique with the basic company philosophy. Under an authoritarian, threatening, mistrustSMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 14
ful climate, MBO proves to be a fruitless exercise. A plant must have the right soil and cl imate if it is to thrive. Similarly MBO demands a healthy atmosphere where its philosophy is understood and the techniques are properly applied. Drawing the curtain between fuzzy wishes and specific objectives, arranging practice sessions where performance objectives are evaluated, measuring performance and checking deviations all these activities do not come by easily. The subordinates as well as the superiors must be taught how to set realistic goals and familiarized with the results for which they are to be held responsible. Adequate time and resources A well-conceived MBO program cannot be installed overnight. It may take three to five years of operation before the MBO program is yielding fruitful results. Implementing an MBO program is quite often time consuming and managers must have the necessary time and resources to utilize it. They must allocate adequate time and resources to educate each person in the organization in the nature and philosophy of the system. It is no use looking to MBO for instant solutions. Take care of the necessary mechanics One reason why MBO programs fail is that they are not integrated or institutionalized into the real planning and control activities. Setting goals is only part of the story; goals must be supported by control activities also. It is important to assign authority and responsibility for initiating and overseeing the MBO program. The persons who administer the program must be endowed with sufficient power not only to punish but also reward people promptly. It is always better to clarify responsibility and authority relationships so that everyone in the organization understands what is expected in the MBO system. A guideline manual of procedures may be adopted so as to ensure clarity and facilitate the goal-setting and performance appraisal activities. Timely feedback Monitor MBO as it is put to use. This process reveals opportunities for feedback, counseling and encouragement to subordinates at other than regular performance appraisal sessions. In many cases, as Koontz pointed out, the superior simply sits back and forgets that periodic review, counsel and control are mandatory to the programs success. The subordinate, lacking
Page 15
in such direction, often, turns in a mediocre performance. Congratulations and encouragement from superiors who back up their words with pay raises and promotions would motivate subordinates to peak performance. Again, while comparing the actual progress of MBO with the planned progress, the manager should avoid the tendency to be overly critical with those subordinates who are lower in ability, lack confidence or are less motivated. Politics Be sensitive to the politics of implementing MBO, MBO redistributes power and not all managers welcome this. If MBO is seen as a significant change, it will generate hostile reaction in the form of jokes, infighting and overt conflict. MBO can also alter the status of an organization, can influence decisions, can affect budgets and can promote creation of coalitions to fight with it. MBO, as Odiorne pointed out, has failed in many organizations because managers quite often ignored these political considerations in the process of implementation.
Page 16
Methods to know the effectiveness of performance appraisal
All these traditional methods and modern methods which are already discussed on above are some of the tools which are used to improve the organizational performance. So we can know that weather these measures are useful or not by watching the organizational performance and improperness. Organizational performance can be watched by some others tools. Those are Productivity Organizational effectiveness Organizational ranking Productivity Productivity is defined as the overall output of goods or services produced divided by the inputs needed to generate that output. Organizations strive to be productive. They want the most goods and services produced using the least amount of inputs. Output is measured by the sales revenue an organization receives when those goods and services are sold (selling price x number sold). Input is measured by the costs of acquiring and transforming the organizational resources into the outputs. Its managements job to increase productivity by reducing the input cost and increasing the output price (selling price). Doing this means being more efficient in performing the organizations work activities. So, organizational productivity becomes a measure of how efficiently employees do their work. We are increasing our companys capability by increasing the capability of our employees. Ford was investing in its future productivity by making employees more efficient in their job-related use of the Internet, said the Chief Information Officer of Ford Motors. Organizational Effectiveness Management researchers have suggested other descriptions of organizational effectiveness. For instance, the systems resource model or organizational effectiveness proposes that effectiveness is measured by the organizations ability to exploit its environment in acquiring scarce and valued resources. The process model emphasizes the transformation processes of SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 17
the organization and how well the organization converts inputs into desired outputs. Then, finally, the multiple constituencies model says that several different effectiveness measures should be used, reflecting the different criteria of the organizations constituencies. For example, customers, advocacy groups, suppliers, and security analysts each would have their own measures of how well the organization was performing. Although each of these different effectiveness models may have merit in measuring certain aspects of organizational effectiveness, the bottom line for managers continues to be how well the organization accomplishes its goals. Thats what guides managerial decisions in designing strategies, work processes, and work activities, and in coordinating the work of employees. Organizational Ranking Ranking of Industries is determined by specific performance measures. For instance, Fortunes Top Performing Companies of the Fortune 500 are determined by financial results including, profits, return on revenue, and return on shareholders equity; growth in profits for 1 year, 5 years, and 10 years; and revenues per employee, revenues per dollar of assets, and revenues per dollar of equity. Industry Weeks Best Managed Plants are determined by organizational accomplishments and demonstrations of superior management skills in the areas of financial performance, innovation, leadership, globalization, alliances and partnerships, employee benefits and education, and community involvement. Thus, different agencies apply different parameters or measures through which performance of organizations is decided to rank the Industry/organization.
Peter F. Drucker the well-known management guru was of the view that an organizations employees need to see the connection between what they do and the outcomes. He said, The focus of the organization must be on performance The spirit of organization is high performance standards, for the group as well as for each individual. But before employe es can see this connection and work toward achieving high performance, managers need to specify the performance outcomes that will be measured. The most frequently used organizational performance measures include organizational productivity, organizational effectiveness, and industry rankings.
Page 18
Company profile
Page 19
An Overview of the Soft Drink Industry In Soft Drink Industry in India

What is a soft drink? A soft drink is a non-alcoholic beverage which is artificially flavored and contains no fruit or pulp. India with a population of more than 1.1 billion is potentially one of the largest consumer markets in the world after china. The consumer market is popularly known as the FMCG market or the fast moving consumer goods market. Soft drinks come under this category. Soft drink is basically purchased in India basically for two reasons namely to quench thirst and for refreshment. The Indian economy currently is passing through a bullish phase with increasing per capita income. Subsequently the lifestyle of the Indian consumer is also changing with increased spending on entertainment, refreshment etc. that is why soft drink companies are looking forward to India with great enthusiasm in the future to increase their revenue.
The soft drink industry in India dates back to the 1940s when Parle introduced the first branded soft drink called gold spot. Cola giant Coca-Cola was the first foreign soft drink company to setup its shop in India in 1965. Coca-Cola made a very good beginning and dominated the market right from the word go. It faced no competition at that time. The marketing people did not even need to publicize Coca-Cola. This extraordinary success of Coca-Cola can be attributed to the following factors: Absence of contemporary competitive brand. The giant image of Coca-Cola in the western countries preceded their entry into the Indian market, and Indians at that time were very fond of foreign goods.
Page 20
Parle Exports Pvt. Ltd later introduced a lemon flavored soft drink called Limca in 1970. Before this they had introduced a cola flavored drink called pepping which they had to withdrew in the face of stiff competition from Coca-Cola. But the overtly conservative Indian government of that time with special interest in safe guarding the interest of the Indian companies started insisting that Coca-Cola should agree on the following points in order to continue in India. Coca-Cola decided to windup its operations in 1977 rather than bowing to the Indian government. The main demands of the Indian government were: Dilution of equity, as the government felt that lots of foreign currency was being wasted. Manufacturing of the secret concentrate in India. Disclosure of the chemical composition of the concentrate. The exit of Coca-Cola left a large vacuum in the soft drink market. But this also accelerated the growth of several Indian soft drinks. Many new soft drinks like fruity, jump-in etc. were launched in the form of tetra pack. However the bottling plants and the distribution networks of these companies were not up to the mark and left much to be desired. It took these companies almost one year to come up with new flavors like Campo Cola, Rush etc. to survive in the industry. However Parley, the pioneer in the soft drinks market blazed its way to national prominence with their product Thumps Up bearing the slogan happy days are here again which became a craze. This particular slogan helped to win over the loyalists of Coca-Cola who were in a state of cola shock or cola depression! Soon the soft drink industry started registering phenomenal growth rates and all parley products namely Gold Spot, Limca and Thumps Up became the brand leaders in their own segments. In spite of this the soft drink market had a huge untapped potential. 1990 saw the coming of the multinational brand Pepsi and immediately started giving stiff competition to Parley and Coke. The parent company of Pepsi was founded in 1890 at North Carolina in USA. Its CEO is Roger Enrico. PepsiCo India Holdings Pvt. Ltd. in headquartered in Gurgaon and its CEO is Mr. Rajiv Bakshi. In India it has 34 bottling plants of which 8 are company owned bottling outlets (COBO) and 26 are franchise owned bottling outlet (FOBO). SMV Beverages Pvt. Ltd. is a franchise owned bottling outlet. Coca-Cola reentered the Indian market in 1993 in collaborations with Parley India Ltd. The product profile of both Pepsi and Coca-Cola is as follows:SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 21
Product profile
The products manufactured by SMV Beverages Pvt. Ltd, are very limited in range as it is not independent to diversify its products when required. This is because it is a unit of PEPSI, which supplies the concentrates for different brands of soft drink. These are: PEPSI (cola flavor) MIRINDA (orange, apple & lemon flavor) 7 UP (Clean lemon flavor) SLICE (Mango flavor, having concentration of ALPHANSO, TOTAPURI Mango 30:70) SODA EVERNESS MOUNTAIN DEW PEPSI BLUE
The chief consumers are young masses. Beside direct consumer, hoteliers, restaurants owners and various other soft drinks peddlers also use them. Thus it can be said that these are the product for mass consumption.
Page 22
Page 23
Pepsi - The mother product. It is a carbonated water Ambassador of Pepsi India
Slice is a line of fruit flavored soft drink Ambassador of Slice
7up is a brand of a lemon lime flavored non-caffeinated soft drink
Page 24
Mirinda is a brand of soft drink available in orange and lime flavor Brand ambassador of mirinda
Mountain Dew is a caffeinated sweet citrus flavored sofdrink
Pepsi The Indian Experience

Previously there were two ads. Tags Yehi Hai Right Choice Baby, Nothing Official about It &Yeh Dil mange More, which immediately ring a Bell its to be a Pepsi. But today this ad Tag has been changed and now its "Yeh hai Youngstaan Meri Jaan!"
Pepsi is a short span of its operations in India has found a place in hearts and minds of the Indian Consumers. The success has primarily been due to the innovative and passionate Indian team which has been built over the years. Pepsi is a trendsetter managed and run by Indians, where important decisions are taken locally. Pepsi started its operations in India in 1989 and since Pepsi Co. has set up a fully integrated operation India viz. manufacturing, research and development, marketing, distribution and franchising covering fruit/vegetable processing,
Page 25
export, snack foods and beverages. In 1993 PepsiCo. Set up a hold company to further accelerate growth the future through new initiatives and joint ventures. Pepsi Co. fully committed to India and the national objective of development of technology and accelerating exports and employment. It has brought in over $500 million in foreign exchange as well as technology, which is used for its global network by way of royalty, knowhow of dividends. Pepsi Co. has a turnover $25 billion, half of which comes from beverages and the other half from the snacks foods divisions. The beverages arm of the Pepsi Co. is Pepsi Cola Company and the snacks foods company is called Frito Lay Inc. The year 1998 is the centennial year of Pepsi.
Beverages
Pepsi has set up a concentrate plant in 1989 at Channo, District Sangpur, Punjab, with an Investment of $ 5 million the state of the art Plant houses a world class laboratory where soft drinks from all over the world are tested. This concentrate plant supplies Pepsi, 7Up, Team, Miranda, Orange, Apple & Lemon flavors to all the Pepsi Bottling plant in South Asia. Pepsi has 40 Bottling plant in India, out of which 16 are company owned and 24 are owned by Indian franchisees, Pepsi Co. has invested heavily on up gradation of these bottling plants and has put 5 green fields projects in backward areas such as Jainpur and Bazpur in U.P. Bharuch in Gujarat, Sonarpur in West Bengal and Naclamangala in Karnataka. New project are coming up in Maharastra and Tamilnadu. In addition to the Companys own Bottling Operations (COBO), Pepsi has 24 Franchisee Owned Bottling Units in India. This franchisee Pepsi in a short span of its operations in India has found a place in the hearts and minds of the Indian consumers. The success has primarily been due to the innovative and passionate people associated with Pepsi over the years. Pepsi started its operations in India in 1989 and since then PepsiCo has set up a fully integrated operation in India viz. manufacturing, R&D, marketing, distribution and franchising covering fruit/vegetable processing, export, snack foods and beverages. In 1993 PepsiCo set up a holding company by the name of PepsiCo India holdings Pvt Ltd. fully committed to India. PepsiCo is fully committed to India and its national objective of development of technology, accelerating exports and employment. It has brought in more than $500 million in foreign exchange as well as technology which is used for its global network to develop value added services. PepsiCo has a turnover of more than $25billion half of which comes from beverages and the other half from its snacks and food division. The snacks and food division of PepsiCo has been named Frito Lays Inc. SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 26
Juices
PepsiCo has only one juice brand in the market, slice, and plans to enter this market in a big way particularly with increased demand in this area.
Employment Activities
Pepsi provides direct and indirect employment to thousands of workers in India. In addition it generates substantial employment opportunities in the units supplying raw materials, fountain cups, distribution vehicles etc.
Developing Sports
Pepsi i one of the major sponsors of cricket tournaments in India as well as other sports like football and hockey. In Mohali, Punjab, it has set up a Cricket academy to develop young budding cricketers.
Corporate Social Responsibility

Most of the bottling plants of Pepsi are located in the backward areas thereby giving huge employment opportunities in these areas. Pepsi is a responsible company undertaking many social projects in and around the bottling plants. These include supports to the education centers, sponsoring inoculation camps, providing free health checkups, and sanitation drives etc. Recent happenings: - Soft drinks emerged strongly than ever from the pesticides contamination controversy in the late 2003, and the early monsoons in the mid-2004 in many regions of India, that at one point threatened to derail growth in 2004. responding to a series of initiatives throughout 2004, such as reducing pack sizes, introducing new flavors, increasing points of sale, positioning on the current health boom and taking advantage of changing consumer preferences (especially of the teenagers) the total volume of the soft drinks sold in 2004 exceeded four billion liters, registering a robust growth rate of 16%. This can be largely attributed to the small pack sizes and the intensification of rural distribution. The Rs.5 strategy for small packs delivered significant off-trade volume growth and opened new possibilities in rural India, but proved to be unviable in the long run, with both the companies raising the prices to Rs.6 in the latter half of 2004.
Page 27
However the scenario has changed in the last one year i.e., 2005. Hefty advertising budgets and film star brand ambassadors notwithstanding, cola majors PepsiCo and Coca-Cola are recording flat sales with low single digit volume and value growth for this year. This has been attributed to last years price hike to Rs. 7 and a consumer shift towards non-carbonated beverages, like fresh fruit juice, milk, packaged juice and flavored drinks. Sales of both Pepsi and Coke have been 50% less this year because of the price hike. Other categories like juices are being pushed by traders and importers as margins for these are about 10-15% compared with the 5-8% margins they get for colas. As a result last year consumption rose to 250 million crates and has stagnated ever since. As a matter of fact sales have gone down by almost 10% in the three months ending March 31, 2006. With the growth of its flagship brand Pepsi stagnating, the company is upping spends on the promotions to revamp other brands. Its also shifting focus to other categories. It has recently launched Diet Pepsi and the company is attempting to rope in more consumers by bringing in the price down. More recently, the company had revamped its 600 ml 7up bottle with Mallika Sherawat as the brand ambassador to go with its new trendy looking bottle. One of the areas of concern is that Indias per capita consumption of cola remains at 10 servings per year (that is, each person has a cola about 10 times every year). For Pakistan and Sri Lanka it is 25 and 30 respectively! Vice president (Marketing) of PepsiCo Vipul Prakash recently told ET that this is a matter of concern for the company and it is focusing on this issue.
For the summer of 2006 the company is focusing on home consumption a category which has been growing since the past two-three years- for which Pepsi has started its Pepsi TV campaign. Packaging in the soft drinks market is witnessing a gradual shift towards the nonreturnable (PET and cans) as consumer preferences and lifestyles change. Preempting the migration to non-returnable, Pepsi India expects to see more cans and PET bottles in the market. The company expects 15% reduction in the share of glass bottles from the current 65%. Likewise arch rivals Coca-Cola India is not far behind in lapping up the growth in the PET model and expects the category to do well in the future. This is a sign of an emerging economy. Likewise cans are the mainstay as far as packaging models go internationally. Cans still now have been expensive due to the lack of capacity in the aluminum can industry because of which everything has to be imported, which make cans expensive. However PepsiCo feels that gradually the convenience factor will overtake the value factor and thats when cans and other non-returnable modes of packaging will be most preferred for local consumers. SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 28
Company Profile of Pepsi
PepsiCo is a world leader in convenient foods and beverages, with 2005 revenues of more than $32 billion and more than 157,000 employees. The company consists of Frito-Lay North America, PepsiCo Beverages North America, PepsiCo International, and Quaker Foods North America. PepsiCo brands are available in nearly 200 countries and territories and generate sales at the retail level of about $85 billion. Many of PepsiCo's brand names are more than 100-years-old, but the corporation is relatively young. PepsiCo was founded in 1965 through the merger of Pepsi-Cola and Frito-Lay. Tropicana was acquired in 1998 and PepsiCo merged with The Quaker Oats Company, including Gatorade, in 2001. PepsiCo offers product choices to meet a broad variety of needs and preference -- from fun-for-you items to product choices that contribute to healthier lifestyles.
PepsiCos mission is To be the world's premier consumer Products Company focused on convenient foods and beverages. We seek to produce healthy financial rewards to investors as we provide opportunities for growth and 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.
Shareholders
PepsiCo (symbol: PEP) shares are traded principally on the New York Stock Exchange in the United States. The company is also listed on the Amsterdam, Chicago, Swiss and Tokyo
Page 29
stock exchanges. PepsiCo has consistently paid cash dividends since the corporation was founded.
Corporate Citizenship
At PepsiCo, we believe that as a corporate citizen, we have a responsibility to contribute to the quality of life in our communities. This philosophy is expressed in our sustainability vision which states: PepsiCos 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.
PepsiCo Headquarters
PepsiCo World Headquarters is located in Purchase, New York, approximately 45 minutes from New York City. The seven-building headquarters complex was designed by Edward Durrell Stone, one of America's foremost architects. The building occupies 10 acres of a 144acre complex that includes the Donald M. Kendall Sculpture Gardens, a world- acclaimed sculpture collection in a garden setting. The collection of works is focused on major twentieth century art, and features works by masters such as Augustan Rodin, Henri Laurens, Henry Moore, Alexander Calder, Alberto Giacometti, Arnaldo Pomodoro and Claes Oldenberg. The gardens originally were designed by the world famous garden planner, Russell Page, and have been extended by Franois Goffinet. The grounds are open to the public, and a visitor's booth is in operation during the spring and summer.
Pepsi International
Pepsi-Cola began selling its products outside the United States and Canada in the mid-1930s, opening in the United Kingdom in 1936. Operations grew rapidly beginning in the 1950s. Today, PepsiCo beverages are available in more than 170 countries and territories. Brands include Aquafina, Gatorade and Tropicana. In addition to brands marketed in the United States, PepsiCo International brands include Miranda, Seven-Up and many local brands. Pep-
Page 30
siCo began its international snack food operations in 1966. Today, products are available in nearly 170 countries. Often PepsiCo snack food products are known by local names. These names include Games and Sabritas in Mexico, Walkers in the United Kingdom, Simths in Australia, Matutano in Spain, Elma Chips in Brazil, and others. The company markets FritoLay brands
History of the Pepsi
SMV Beverages Pvt ltd. which is situated in Jagatpur new industrial estate - a medium sector enterprises, located amidst beautiful surrounding, on the bank of Mahanadi river in the Jagatpur Industrial Area, and producing Pepsi range of Bottling Soft Drinks viz. Pepsi, 7Up, Mountain dew, Miranda, Slice& Soda and now become a household world in the whole Orissa today symbolizes achievement and advancement over the years. Today, it symbolizes selfreliance in quality and technology, productivity and industrial relation since, its inception over 25 years ago. SMV Beverages was established in 1967 and production commenced in March 1969. At the very outset the company installed state machines and technology, for the production and bottling of soft drinks. Pepsi bottling plant is situated in Jagatpur, Cuttack. The Company was incorporated in 1967. The bottling plant with a capacity to produce bottle 220 per minute is totally automatic and also had a modern state of the art inter mix machine SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 31
for bringing forth the right blend of flavors. The company continuous to adopt and innovate technology in keeping with its policy of constant quality improvements. With the advent Pepsi Foods Limited for the production and sales of Pepsi range of soft drinks for Jagatpur. The Company with had manpower of 110 ranked as the best bottling company in the country in terms of quality, efficiency, sales, productivity and HRD. Pepsi bottling plant is situated in Jabalpur, Cuttack. The Company was incorporated in 1997. In the period 1998 Coca-Cola gave away due to India Govt policy.
Page 32
Vision of the Organization

The future description of something (an organization corporate culture, a business, a technology, an activity) in the future. SMV Beverages Pvt. Ltd defines its vision statement as follows. SMV Beverages Pvt. Ltd enters the next few years with the confidence of a learning knowledge based and happy organization.
We will establish ourselves as a supplier of choice by delighting our customers with our service and our products. In the coming decade, we will become the most cost competitive Beverages Plant and so serve the community and the nation.
Mission Statement
Essential purpose of the organization, concerning particularly why it is in existence, the nature of the business it in, and the customers it seeks to serve and satisfy. SMV Beverages Pvt. Ltd. derives their mission statements from a particular set of tasks. They are called upon to perform in the light of their individual, national or global priorities. Mission statement of SMV Beverages Pvt. Ltd. Consistent with the values of the SMV Beverages. Pvt. Ltd and strives to strengthen Indias industrial base through the effective utilization of men and materials. The means envisaged to achieve this are high technology and productivity, consistent with modern management practices. SMV Beverages pvt. Ltd. recognizes that while honesty and integrity are the essential ingredients of a strong and stable enterprise, profitability provides the main spark for economics activity. Overall, the company seeks to scale the heights of excellence in all that it does in all atmospheres free from fear and thereby reaffirms the faith in democratic values.
Page 33
Philosophy
The Philosophy of SMV Beverages Pvt. Ltd. Establishes the value believes & guidelines for the manner in which the SMV Beverages Pvt. Ltd. is going to conduct its business. Usually the officers of the SMV Beverages Pvt. Ltd. Lay down the corporate Philosophy, which an organization follows in its strategic and operational activities. Such a Philosophy may not be consciously and formally stated but may gradually evolve due to the officers actions. Generally an officer has a perception of the type of organization that he wants his company to be the executive committees of SMV Beverages Pvt. Ltd. Discuss and decide on a corporate philosophy to be followed for strategic management. Consultants may also be called upon to make an in depth analysis of the organization to suggest an appropriate Philosophy statement
Structure of the Organization

For every organization a well-defined hierarchy with clear line of authority is necessary on which the complete organization should be founded. The existence of the structure as obvious in every organization is quite important whether planned/unplanned or ill planned. To have a structure is not the choice of the organizer. The choice is only of the form and pattern of the organization. Planned organizational structure proves logical, clear-cut, and streamlines the work flow in order to meet the present requirements. Otherwise it will merely be a makeshift arrangement and the management is rendered difficult and ineffective because organizational structure affects everyone in the organization. A good organizational structure facilitates managements management and the operation of the enterprise and it also encourages growth. It helps the organization to reach its common goal. In order to make the organizational structure more effective one structure should be able to meet the demand of various factors namely environment, technology, size, and people. SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 34
Following Are the Major Considerations
Clear lines of authority Adequate delegation of authority Minimum managerial level Unity of directors Application of ultimate responsibility Span of control Simplicity Flexibility Due consideration for top groups Proper emphasis on shift activities
Page 35
Organization Chart
. CEO
GM finance
GM Plant
GM HR
HOS
SDM Manager Finance (A/C) Executive Manager Finance Office assistant Manager Finance (DNA) CE ADC Personnel officer L&A TDM
Manager quality control
Production manager
Production maintenance
Asst. production manager Officer QC
Asst. production maintenance
Chemist
Page 36
Corporate Social Responsibilities
Under the guidance of its chairperson, the company had consistently backed on numerous occasions awards for quality assurance and productivity. The companys highly sophisticated plant and quality control laboratory along with the dedication and enterprise of its employees is more than evenly matched by the managements sense of understanding and compassion that insured the companys progress with every passing day. Currently despite having a sale of more than 24 million bottles and paying handsomely to the state of and national exchequer by way of statutory duties and company enable to meet the growing demand of its products and consequently a plan to establish a second production line with enhanced capacity is on the anvil.
Page 37
HR Practice
Recruitment
It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their application are submitted. The results a pool of applicants from which new employees are selected.
Purposes for recruitment

The general purpose of recruitment is to provide a pool of potentially qualified job candidates, specifically, the purposes are to: 1. Determine the present and future requirement of the SMV Beverages Pvt. Ltd in conjunction with its personnel planning and job analysis. 2. Increase the pool of job candidates at minimum cost. 3. Meet the organizations legal and social obligation regarding the composition of its workforce.
4. Begin identifying and preparing potential job application who will be appropriate candidates.
5. Increased organizational and individual effectiveness in the short term and Long term.
Page 38
Recruitment Planning:
The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (I) number and (ii) type of applicants to be contacted. In order to reduce costs, organization looks into labor markets most likely to offer the required job seekers. Generally, SMV Beverages Pvt. Ltd look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for clerical and blue-collar employees. 1. Internal Recruitment Internal recruitment seeks application for positions from those who are currently employed. Internal sources include present employees, employee referrals, former employees, and former applicants. There is major advantage of internal recruitment. First, it is less costly than external recruiting. Second, organization typically has a better knowledge of the internal candidates skill and abilities than the ones acquired through external recruiting. 2. External Recruitment External sources far outnumber the internal methods. Specifically, sources external to an organization are professional or trade associations, advertisements, college/ university/institute placement services, walk-ins and write-ins, displaced persons, acquisitions and mergers, an competitors .Generally in SMV Beverages Pvt. Ltd the most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs.
Selection
Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. In SMV Beverages Pvt. Ltd. the main medium of selection is Interview method. The applications received from job seekers would be subjected to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of applications, that is, elimination of unqualified applications. Scrutiny enables the SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 39
HR specialists to eliminate unqualified job seekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reasons, which did not appear in the application forms. Interview has at least three objectives -(i) helps obtain additional information from the applicant; (ii) facilitates giving general information to the applicant such as company polices, job, products manufactured and the like ; and (iii) helps build the companys image among the applicant.
Performance measurement
The main Objective of performance appraisal of SMV Beverages Pvt. Ltd. is to effect promotions based on competence and performance, to confirm the service of probationary employees upon their completing the probationary period satisfactorily. To improve communication performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and rate. The main method of performance appraisal of SMV Beverages Pvt. Ltd. is (i) attendance, (ii) self-expression (written or oral),(iii) ability to work with other, (iv) leadership, (v) initiative , (vi)technical ability(job knowledge), (vii) ability to understand new material, (viii) ability to reason, (ix) originality and resourcefulness, (x) areas of work that suits the person best, (xi) judgment,(xii)integrity, (xiii) responsibility and , (xiv)and defect- indebt nests, memo served etc.
Page 40
Production process
Water Treatment
Water in the SMV BL is coming from the Sitarampur dam. It is stored in a reservoir. Before ensuring production, this raw water is being treated in the water treatment plant. The process involved is known as coagulation process. Main chemicals used are ferrous sulphate (FeSO4), calcium hydroxide (CaOH) and chlorine (Cl). Initially water is treated with these entire chemicals is the treatment tank and becomes turbid. All the impurities get settled at the base and remove the turbidity. Then, it is sent to the carbon tank where all the microorganisms and chlorines are removed. The water so obtained is completely free from any kind of impurities and can be used in further processing. The maximum alkalinity maintained until as much as 50 p m.
Bottled Washing Plant

Used bottles returning from the market are stealthy. It is completely an auto process which takes place within a machine called washer machine. The machine has three compartments. Bottle for washing are placed on the conveyer come inside the machine and get successive treatment. Bottles are treated with 4% caustic soda in the first compartment at a temperature of 100-150 F. Next these lire conveyed to the second compartment, where bottles are again treated with 2% caustic soda at a temperature of 120 F, in the third compartment bottles are treated with soft water. Time duration in each compartment is 10 minutes. Bottles are then sent through the inspection center, where these are watched against strong light.
Syrup Room
Syrup room is situated in the first floor. Here syrup is prepared from filtered water, sugar and the concentrate. The room is well equipped with several tanks and filter press. The firestone is heating tank in which syrup is actually prepared. Calculated amount of syrup along with concentrate and water are being heated up to 85C. Thus a saturated solution is being preSMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 41
pared. Next it is sent through a machine called filter press where syrup is filtered. Filtered syrup is next passed through a Para flow cooler, when by recycling and glycol method, the temperature of the syrup is cooled down to 20-25 C. Cooled syrup is then stored in the syrup tanks. Syrup comes to the traumatic machine. Here syrup is mixed with carbonated water under pressure in definite proportion. Inspected bottles gradually come under the filtration machine. Carbonated syrup by this time fills the filter machine. From this machine syrup is poured into the bottles in calculated amount. The exact rate of filling is 620 bottles per minute. Meanwhile, crowner machine helps in closing the bottle mouth with caps which makes them completely air tight. Ready bottles are again sent through an inspection center for through examination on the conveyer. Next they are collected from the conveyer come.
Page 42
Research objectives
Page 43
Objectives of the Study
The primary purpose of the study was to ascertain whether performance management processes, appraisal methods have evolved to provide a more effective strategic tool in the human resource management. The study was undertaken in order to: To have a depth understanding of executive appraisal system in SMV Beverages Pvt. Ltd. To analyze and apply performance appraisal strategies to improve the performance of the individual employees To know the best performance appraisal strategy in interdepartmental teamwork. To know about the Appraisal system that leads to increments and promotion. To study the effectiveness of performance appraisal process and thereby improving the overall performance of the unit. To understand the practical aspects.
Page 44
Research Methodology
Page 45
Research Methodology
Research methodology is simple framework or plan for the study that is as guide in collection and analyzing the data. It is the blue print that is followed in completes the study. Thus, good research methodology ensures the completion of project efficiency and affectivity. Since there are many aspect of research methodology, the line of action has to be chosen from the variety of alternatives, to choose the suitable method through the assessment from various alternatives. Research methodology gives the researcher an opportunity to put forward his argument for having opted for certain alternatives and also at the same time he can justify his ruling out some other possibility likes. Why research study has been undertaken, how the research problem has been formulated what data has been collected, what particular technique if analyzing the data has been used and lot of similar type question are usually answered when we talk of research problem in study. Keeping in view the above stated objectives the following methodology was adopted:
The Research Process

Define the problem and Research Objectives The first and main step of any research is to define the relevant problems or objective for which the researcher wants to do research.
Develop the research plan To makes the plan for overall research as how, when, where and from whom researcher will collect the data.
Sources of Data Collection In order to carry out the resent study, the data used is secondary in nature and is collected from published sources i.e. websites, newspapers, business magazines, journals, etc.
Analyze the information After collecting the data the next step is to analyze the information.
Page 46
Present the findings To make a summary on the basis of analyzing the collect data and find out the situation.
Make the decision The last step is to take a decision on the basis of finding that what action should be regarding the findings.
Methods of Data Collection

Primary data
Following are the methods for collecting primary data:
1. Interview method. 2. Questionnaire method.
Primary data is the data collected specially for a specific purpose. The methods used for its collection are personal discussion & questionnaire etc. The method used in collecting primary data in my research was questionnaire. In this I asked a set of predetermined questions in a predefined order, the answers given by the respondents were used to fill up the questionnaire.
Secondary data
Secondary data consists of information that already exists somewhere and was collected for another purpose, which may not be the same as the purpose of research. Secondary data used here was the Performa of performance appraisal used in SMV Beverages Pvt. Ltd. The secondary data provide a starting point for research and offer advantage of low cost and ready availability.
Field work plan with dates

15th July - questionnaire distribution 17th July - collection of questionnaire SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 47
Questionnaire
Questionnaire on Performance Appraisal for Appraises and Appraisers (Please Fill the following information by putting a Mark in the appropriate option)
I am conducting this survey for understanding the impact of training and development at SMV Beverages Pvt. Ltd. Im doing this for study purpose and we assure you that data provide by you will be confidential and will not be shared to any one at any cost. Name: _________________________________ Designation: ____________________________ Contact number: ________________ Department: ___________________
1) Since how long have you been working in SMV Beverages Pvt. Ltd.? 0-1 yrs. 1-5 yrs. 5-10 yrs. 10+ yrs. 2) How satisfied are you in setting your goals and objectives in the beginning of the year? Very satisfied Satisfied Dissatisfied 3) How are the Performance Appraisal strategies and programmer in the oraganisation? Good Average Bad 4) Do you consider Performance Appraisal strategies fair and objective? Yes No Cant say/no comments SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 48
5) Is it necessary to appraise an employee? Yes No 6) Are you clear with what is expected of you? Yes No 7) Are the Management Cadre Staff provided with regular performance feedback? Yes No 8) Are your suggestions and innovations rewarded? Yes No 9) Do your supervisors take interest in sharing your personal concern? Yes No 10) Are your annual increments/promotions based on your performance? Yes No Cant say 11) How satisfied are you in interdepartmental teamwork? Good Average Bad
12) To what extent do training and development program help in improving you performance? To great extent To some extent To very little extent SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 49
13) How far is the Performance Appraisal system used for job rotation? Mostly Partially Nil 14) To what extent is the purpose of Performance Appraisal fulfilled? Completely Partially Nil 15) Does SMV Beverages Pvt. Ltd. ltd always strives for continuous individual improvement? Strongly agree Agree Disagree Strongly disagree 16) What changes would you like to suggest making training session more successful? ___________________________________________________________________________ _________________________________________________________________________
Thank you for your kind cooperation and spending time in filling up this questionnaire. Student of Business School of Delhi. Greater Noida, New Delhi.
Page 50
Data Presentation and Inference (Annexure 1)

The respondents answers to the questions (Annexure 1) are presented below in the form of tables and the interpretation was carried out using the percentage method. Thus the representation was made through the BAR charts.
NO. 1 - Duration for which the respondent has been working in SMV Beverages Pvt. Ltd. Table-1 Particulars 0-1 yrs. 1-5 yrs. 5-10 yrs. 10+ yrs. Total No. of respondents 4 5 0 2 11 Chart-1 % of Respondents 36.36% 45.45% 0% 18.18% 100%
5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 0-1 yrs 1-5 yrs 5-10 yrs 10+ yrs
no. of respondents
Page 51
Inference: 36.36% of the respondents are dealing for less than a year. 45.415% of the respondents are from 1-5 yrs., none of the respondents are from 5-10 yrs., and 18.18% of the respondents are dealing in for over 10 yrs.
NO. 2 - Satisfaction in setting goals/objectives in the beginning of the year. Table-2 Particulars Very satisfied Satisfied Dissatisfied Total No. of respondents 2 8 1 11 Percentage of respondents 18.18% 72.72% 9.09% 100%
Chart-2
8 7 6 5 4
no. of respondents
3 2 1 0 very satisfied satisfied dissatisfied
Page 52
Inference: 18.18 percent of the respondents are very satisfied in setting their goals and objectives in the beginning of the year. 72.72 percent of the respondents are satisfied in setting their goals and objectives in the beginning of the year. 9.09 percent of the respondents are dissatisfied in setting their goals and objectives in the beginning of the year.
NO. 3 - Rate the PA strategies and programs in the company. Table-3 Particulars Good Average Bad Total No. of respondents 4 5 2 11 Chart-3
5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Good Average Bad
no. of respondents
Percentage of respondents 36.36% 45.45% 18.18% 100%
Inference: 36.36% respondents rate the Performance Appraisal strategies as good. 45.45percent of the respondents rate the Performance Appraisal strategies as average. 18.18 percent of the respondents rate the Performance Appraisal strategies as bad.
Page 53
NO. 4 - Performance Appraisal strategies are fair and objective. Table-4 Particulars Yes No Cant say/no comment Total No. of respondents 4 4 3 11 Chart-4
4 3.5 3 2.5 2
no. of respondents
Percentage of respondents 36.36% 36.36% 27.27% 100%
1.5 1 0.5 0 Yes No Can't say
Inference: 36.36 percent of the respondents say that the Performance Appraisal strategies are fair and objective. 36.36%of the respondents say that the Performance Appraisal strategies are not fair and objective. 27.27% respondents are there who cant say anything or not have any comments.
Page 54
NO. 5 - It is necessary to appraise an employee. Table-5 Particulars Yes No Total No. of respondents 11 0 60 Percentage of respondents 100% 0% 100%
Chart-5
12
10
6
no. of respondents
0 Yes No
Inference: 100 percent of the respondents say that it is necessary to appraise an employee. None of the respondents says that it is necessary to appraise an employee.
Page 55
NO. 6 - There is clarity in what is expected from me. Table-6 Particulars Yes No Total No. of respondents 11 0 11 Percentage of respondents 100% 0% 100%
Chart-6
12
10
6
no. of respondents
0 Yes No
Inference: 100 percent of the respondents say that they are clear with what is expected of them. None of the respondents say that they are not clear with what is expected of them.
Page 56
NO. 7 - Feedback is given by the Management Cadre Staff for the task accomplished by them. Table-7 Particulars Yes No Total No. of respondents 3 8 11 Chart-7
8
Percentage of respondents 27.27% 72.72% 100%
4
no. of respondents
0 Yes No
Inference: 27.27 percent of the respondents say that the feedback is given by the MCS for the task accomplished by them. 72.72 percent of the respondents say that the feedback is not given by the MCS for the task accomplished by them.
Page 57
NO. 8 - Suggestions and innovations are rewarded. Table-8 Particulars Yes No Total No. of respondents 8 3 11 Percentage of respondents 72.72% 27.27% 100%
Chart -8
8
4
no. of respondents
0 Yes No
Inference: 72.72 percent of the respondents say that their suggestions and innovations are rewarded. 27.27 percent of the respondents say that their suggestions and innovations are not rewarded.
Page 58
NO. 9 - Supervisors take interest in sharing an employees personal concern. Table-9 Particulars Yes No Total No. of respondents 6 5 11 Percentage of respondents 54.54% 45.45% 100%
Chart-9
6
5.8
5.6
5.4
5.2
no. of respondents
4.8
4.6
4.4 Yes No
Inference: 54.54 percent of the respondents say that the supervisors take interest in sharing their personal concern. 45.45 percent of the respondents say that the supervisors do not take interest in sharing their personal concern.
Page 59
NO. 10 - Annual increments/promotions are based on performance. Table-10 Particulars Yes No Cant say/no comments Total No. of respondents 3 1 7 11 Chart-10 Percentage of respondents 27.27% 9.09% 63.63% 100%
4
no. of respondents
0 Yes No Can't say
Inference: 27.27 percent of the respondents say that the annual increments/promotions are based on their performance. 9.09 percent of the respondents say that the annual increments/promotions are not based on their performance. 63.63 percent of the respondents cant say or their answers are inapplicable.
Page 60
NO. 11 - Satisfaction in interdepartmental teamwork. Table -11 Particulars Very satisfied Satisfied Dissatisfied Total No. of respondents 3 8 0 11 Chart-11
8 7 6 5 4 3 2 1 0 very satisfied satisfied dissatisfied
no. of respondents
Percentage of respondents 27.27% 72.72% 0% 100%
Inference: 27.27 percent of the respondents are very satisfied with interdepartmental teamwork. 72.72 percent of the respondents are just satisfied with interdepartmental teamwork. None of the respondents are dissatisfied with interdepartmental teamwork.
Page 61
NO. 12 - Extent of help of training and development programs in improving employees performance. Table-12 Particulars To great extent To some extent To very little extent Total No. of respondents 3 5 3 11 Chart-12 Percentage of respondents 27.27% 45.45% 27.27% 100%
5 4.5 4 3.5 3 2.5

no. of respondents
2 1.5 1 0.5 0 great extent some extent very little extent
Inference: 27.27 percent of the respondents say that the training and development programs help to a great extent to improve their performance. 45.45 percent of the respondents say that the training and development programs help to some extent to improve their performance. 27.27 percent of the respondents say that the training and development programs help to a very little extent to improve their performance.
Page 62
NO. 13 - Performance Appraisal system is used in job rotation. Table-13 Particulars Mostly Partially Nil Total No. of respondents 4 3 4 11 Chart-13 Percentage of respondents 36.36% 27.27% 36.36% 100%
4 3.5 3 2.5 2
no. of respondents
1.5 1 0.5 0 Mostly Partially Nil
Inference: 36.36 percent of the respondents say that performance appraisal system is mostly used in job rotation. 27.27 percent of the respondents say that performance appraisal system is partially used in job rotation. 36.36% of the respondents say that performance appraisal system is not at all used in job rotation.
Page 63
NO. 14 - the purpose of performance appraisal system being fulfilled. Table-14 Particulars No. of respondents 2 Partially nil Total 5 4 11 Chart-14 Percentage of respondents 18.18% 45.45% 36.36% 100%
no of respondents
4 3 2 1 0 completely partially nill no of respondents
Inference: 18.18 percent of the respondents say that the purpose of performance appraisal is completely fulfilled. 45.45 percent of the respondents say that the purpose of performance appraisal is partially fulfilled. 36.36 percent of the respondents say that the purpose of performance appraisal is not fulfilled.
Page 64
NO. 15 SMV Beverages Pvt. Ltd. always strives for continuous individual improvements. Table 15: Particulars Strongly agree Agree Disagree Strongly disagree Total No. of respondents 2 3 6 0 11 Chart 15:
6 5 4 3 2 1 0 Strongly agree Agree Disagree Strongly disagree
no. of respondents
Percentage of respondents 18.18% 27.27% 54.54% 0% 100%
Inference: 18.18 percent of the respondents strongly agree that SMV Beverages Pvt. Ltd. always strives for continuous individual improvements. 27.27 percent of the respondents agree that SMV Beverages Pvt. Ltd. always strives for continuous individual improvements. 54.54 percent of the respondents disagree that SMV Beverages Pvt. Ltd. always strives for continuous individual improvements. No respondents strongly disagree that SMV Beverages Pvt. Ltd. always strives for continuous individual improvements. SMV beverages Pvt. Ltd., Odisha (An unit of Pepsi-co Limited, India)
Page 65
Hypothesis
H1: there is a link between performance appraisal strategies with satisfaction of employee. H0: there is no link between performance appraisal strategies with satisfaction of employee. H1: annual increments are based on supervisors interest on employees personal concern. H0: annual increments are not based on supervisors interest on employees personal concern. H1: extent of help of training and development programs in improving employees performance leads to job rotation. H0: extent of help of training and development programs in improving employees performance doesnt leads to job rotation. H1: annual increments are an application of working duration of an employee. H1: annual increments are not an application of working duration of an employee.
Page 66
SPSS analysis Cross tabulation
There is a link between performance appraisal strategies with satisfaction of employee.

Case Processing Summary Cases Valid N performance appraisal strategy * Sastisfaction of employee in the begning years 11 Percent 100.0% N 0 Missing Percent .0% N 11 Total Percent 100.0%
Interpretation: This table shows that there is no missing value.
performance appraisal strategy * Sastisfaction of employee in the begning years Crosstabulation Count Sastisfaction of employee in the begning years very satisfied performance appraisal strategy good average bad Total 1 0 1 2 satisfied 3 4 1 8 dissatisfied 0 1 0 1 Total 4 5 2 11
Chi-Square Tests Asymp. Sig. (2Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 3.506
a
df 4 4 1
sided) .477 .350 .887
4.435 .020 11
Page 67
Interpretation: Here chi-square test is more than .05 So H0 is accepted. It means there is no relation between There is a link between performance appraisal strategies with satisfaction of employee.
Symmetric Measures Asymp. Std. ErValue Interval by Interval Ordinal by Ordinal N of Valid Cases Pearson's R Spearman Correlation -.045 -.006 11 ror
a
Approx. T .326 .359
Approx. Sig. .896 .985

c c
-.135 -.019
Interpretation: Here co relation is more than .05 So H0 is accepted. It means there is no relation between There is a link between performance appraisal strategies with satisfaction of employee.
Annual increments with supervisors interest on employees personal concern.

Case Processing Summary Cases Valid N annual increaments basd on promotion * supervisor's intrest in employees personal concern 11 Percent 100.0% N 0 Missing Percent .0% N 11 Total Percent 100.0%
Page 68
Interpretation: This table shows that there is no missing value.
annual increaments basd on promotion * supervisor's intrest in employees personal concern Crosstabulation Count supervisor's intrest in employees personal concern yes annual increaments basd on promotion yes no cant say Total 2 0 4 6 no 1 1 3 5 Total 3 1 7 11
a
df 2 2 1
sided) .497 .411 .905
1.778 .014 11
Interpretation: Here chi-square tests shows that it is more than .05 So H0 is accepted. There is no relation between Annual increments with supervisors interest on employees personal concern.
Symmetric Measures Asymp. Std. ErValue Interval by Interval Ordinal by Ordinal N of Valid Cases Pearson's R Spearman Correlation .038 .000 11 ror
a
Approx. T .296 .303
Approx. Sig. .912 1.000

c c
.113 .000
Page 69
Interpretation: Here co relation is more than .05, so H0 is accepted. There is no relation between Annual increments with supervisors interest on employees personal concern.
Extent of help of training and development programs in improving employees performance with job rotation.
Case Processing Summary Cases Valid N extent of help of training and development programs in improving employees performance * performance appraisal system in job rotation 11 Percent 100.0% N 0 Missing Percent .0% N 11 Total Percent 100.0%
Interpretation: The table shows that there is no missing value.
extent of help of training and development programs in improving employees performance * performance appraisal system in job rotation Crosstabulation Count performance appraisal system in job rotation most extent of help of training and to a great extent development programs in improving employees performance Total to very little extent 0 4 1 3 2 4 3 11 to some extent 3 1 partally 0 2 nill 0 2 Total 3 5
Page 70
a
df 4 4 1
sided) .098 .047 .022
9.613 5.208 11
Interpretation: Here chi-square test shows more than .05. So H0 is accepted. Hence there is no relation between extent of help of training and development programs in improving employees performance with job rotation.
Symmetric Measures Asymp. Std. ErValue Interval by Interval Ordinal by Ordinal N of Valid Cases Pearson's R Spearman Correlation .722 .722 11 ror
a
Approx. T .132 .152
Approx. Sig. .012 .012

c c
3.128 3.128
Interpretation: Here co relation shows more than .05. So H0 is accepted. Hence there is no relation between extent of help of training and development programs in improving employees performance with job rotation.
Page 71
Annual increments are an application of working duration of an employee.

Case Processing Summary Cases Valid N annual increaments basd on promotion * Empolyee employment working duration 11 Percent 100.0% N 0 Missing Percent .0% N 11 Total Percent 100.0%
Interpretation: The table shows that there is no missing value.
annual increaments basd on promotion * Empolyee employment working duration Crosstabulation Count Empolyee employment working duration 0-1 years annual increaments basd on promotion yes no cant say Total 1 0 3 4 1-5 years 2 0 3 5 10+ years 0 1 1 2 Total 3 1 7 11
a
df 4 4 1
sided) .240 .296 1.000
4.918 .000 11
Page 72
Interpretation: Here chi-square test represents less than .05. So H1 is accepted. It means there is a relation between Annual increments is an application of working duration of an employee.
Symmetric Measures Asymp. Std. ErValue Interval by Interval Ordinal by Ordinal N of Valid Cases Pearson's R Spearman Correlation .000 -.104 11 ror
a
Approx. T .226 .279
Approx. Sig. 1.000 .762

c c
.000 -.312
Interpretation: Here co-relation represents less than .05. So H1 is accepted. It means there is a relation between Annual increments is an application of working duration of an employee.
Page 73
Findings
Page 74
Findings
Well analyzed goals are not set. Good and effective performance appraisal strategies arent applied. All the strategies are mostly fair and objective. The employees are well aware of what is expected of them. Feedback is not given by the management cadre staff properly. Suggestions and innovations are not rewarded. Supervisors are patient with the employees problems up to more than a normal extent.
Good performance doesnt leads to annual increments and promotions. Training and development programs are not very effective and helpful. The purpose of Performance Appraisal System followed in the company is partially fulfilled.
Page 75
Limitations
Page 76
Limitations
The sample was 60 which are small and on random basis because the aim of the study was to look into the responses of employees. As the questionnaire was distributed amongst various employees few of the employees feels hesitant in answering the questionnaire. Higher grade employees are not approachable and if they are approachable they dont have time to fill the questionnaire. Some of the employees were given enough time to answer to questionnaire but still they were not able to do the required. Some employees did not respond few questions because they were not sure about the answer as the questionnaire was in the objective form. Employees feel hesitant or wastage of time in filling the questions in which their suggestions have been asked as they think its useless giving any suggestions because they are never considered nor discussed.
A very busy as well as hectic schedule was prevalent which an obstruction was.
Page 77
Suggestions
Page 78
Extensive of the job training. Free hand in decision making. Focused job responsibility. Transparent career planning of all officers. Give tangible advantages. Exemplary rewards should be given for unique achievements of the employees. Informal were calling as and when they need. Giving chance in decision making. Reward for employee work. Proper interactions with seniors. Effective training and development programs should be held. Proper feedback should be given to the management cadre staff at fixed time periods. Suggestions and innovations should be encouraged. Performance appraisal system should be extensively used in job rotation. Up gradation of basic qualification of all workers to be taken in future based on their performance.
Improve competency of the workers. The company should concentrate more 0on individual development.
Page 79
Bibliography
Page 80
www.google.com www.answers.com www.wikipedia.org www.performanceappraisal.com www.hrd.com www.slideshare.com www.pepsiceter.com www.indiainfoline.com www.pepsiworld.com
Page 81
The end
Page 82

Summer Training Project Report On

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Summer Training Project Report On

Uploaded by

Copyright:

Available Formats

Introduction

What is Performance Appraisal?

Methods to measure performance appraisal

ranking (forced distribution)

The Objectives of Performance Appraisal in Organizations

9) Additional objectives of Performance appraisal:

To reduce the grievances of the employees.

Scope of Performance Appraisal

Methods to improve the effectiveness of performance appraisal (MBO method)

Methods to know the effectiveness of performance appraisal

An Overview of the Soft Drink Industry In Soft Drink Industry in India

Pepsi - The mother product. It is a carbonated water Ambassador of Pepsi India

Slice is a line of fruit flavored soft drink Ambassador of Slice

7up is a brand of a lemon lime flavored non-caffeinated soft drink

Mountain Dew is a caffeinated sweet citrus flavored sofdrink

Pepsi The Indian Experience

Corporate Social Responsibility

Company Profile of Pepsi

History of the Pepsi

Vision of the Organization

Structure of the Organization

Following Are the Major Considerations

Manager quality control

Asst. production manager Officer QC

Asst. production maintenance

Corporate Social Responsibilities

Purposes for recruitment

Bottled Washing Plant

Objectives of the Study

The Research Process

Methods of Data Collection

Following are the methods for collecting primary data:

1. Interview method. 2. Questionnaire method.

Field work plan with dates

Data Presentation and Inference (Annexure 1)

3 2 1 0 very satisfied satisfied dissatisfied

Percentage of respondents 36.36% 45.45% 18.18% 100%

Percentage of respondents 36.36% 36.36% 27.27% 100%

1.5 1 0.5 0 Yes No Can't say

Percentage of respondents 27.27% 72.72% 100%

0 Yes No Can't say

Percentage of respondents 27.27% 72.72% 0% 100%

5 4.5 4 3.5 3 2.5

2 1.5 1 0.5 0 great extent some extent very little extent

1.5 1 0.5 0 Mostly Partially Nil

Percentage of respondents 18.18% 27.27% 54.54% 0% 100%

SPSS analysis Cross tabulation

There is a link between performance appraisal strategies with satisfaction of employee.

Interpretation: This table shows that there is no missing value.

sided) .477 .350 .887

Approx. T .326 .359

Approx. Sig. .896 .985

Annual increments with supervisors interest on employees personal concern.

Interpretation: This table shows that there is no missing value.

sided) .497 .411 .905

Approx. T .296 .303

Approx. Sig. .912 1.000

Interpretation: The table shows that there is no missing value.

sided) .098 .047 .022

Approx. T .132 .152

Approx. Sig. .012 .012

Annual increments are an application of working duration of an employee.

Interpretation: The table shows that there is no missing value.