Professional Documents
Culture Documents
ON
STUDY OF PERFORMANCE APPRAISAL
SYSTEM
AT
VODAFONE
Submitted To Submitted By
HOD – CMS MOHD. MASAB SHAMSI
BBS-2nd YEAR
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NEW DELHI-110025
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DECLARATION
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ACKNOWLEDGEMENT
I would like to thank all of them who in one way or the other have helped
me.
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PREFACE
This project will accomplish to understand how the people interact with
technology savy products and if they are ready for doing all the trading
through net. The project also helps in understanding the trend of the
To maintain and cope up with the growing competition from the various
The Broad objective of the project is to equipped the trainees with all
the quality which is essential to face any circumstances which can arise
while providing
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CONTENTS
Chapter 1: Introduction
Vodafone.
Annexure
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CHAPTER 1
INTRODUCTION
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CHAPTER 1
TITLE OF THE PROJECT:
Study of Performance Appraisal System
and Its
Effectiveness in an Organization
INTRODUCTION
pioneering Time and Motion studies. But this is not very helpful,
for the same may be said about almost everything in the field of
time of the Second World War -not more than 60 years ago.
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oneself." Appraisal, it seems, is both inevitable and universal. In
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For example, early motivational researchers were aware that
the same amount of money and yet have quite different levels of
were important, yes; but they were not the only element that had
influence.
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Modern Appraisal
That is, the appraisal results are used to identify the better
pay.)
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Controversy, Controversy
performance appraisal.
Derven, 1990, for example). At the other extreme, there are many
(Lawrie, 1990).
pay rises and promotions. This group believes that the linkage to
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judgmental, punitive and harrowing. For example, how many
people would gladly admit their work problems if, at the same
promotion is another.
declines.
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not an unlimited resource -may be openly and fairly distributed to
disappointed when told this is not the case. Rather than feeling
relieved; appraisees may suspect that they are not being told the
time.
process, and feel more satisfied with it, when the process is
to those who feel that appraisal results and reward outcomes must
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of the basic responsibilities of management. The practice of not
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Three different approaches exist for doing appraisals. Employees
1. Absolute
standards
2. Relative
standards
3. Objectives
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PERFORMANCE MANAGEMENT
sum, the myth that the employee know what. they are doing
fantasy.
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THE APPRAISAL PROCESS
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THE PURPOSE OF APPRAISING PERFORMANCE
them realize and use their full potential in carrying out their
firms mission.
organizational requirements.
validated.
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REQUIREMENT OF THE PERFORMANCE MANAGEMENT
SYSTEM.
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Acceptability: In practice, acceptability is the most important
must have the support of. those who will use them.
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WHO SHOULD EVALUATE PERFORMANCE?
raters.
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Self appraisal: On one hand it improves the rate's motivation and
complex.
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APPROACHES TO PERFORMANCE MANAGEMENT
Review performance
against the key
objectives
planning,
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A satisfactory performance implies doing a job effectively and
to outputs achieved. The greater the output for a given input, the
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Chapter 2
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Chapter 2
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purpose of this study, survey covered the employee of
The project work has been carried out in three stages, a structured
tested and finalise. During the second stage, the questionnaire was
The Questionnaire
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Response to Questionnaire
data analysis.
Limitations
Some of them did not fill the questionnaire due to lack of time
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Chapter 3
ORGANISATION PROFILE
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Chapter 3
ORGANISATION PROFILE
Following its merger with Air Touch Communications, Inc. (‘Air Touch’), we
changed our name to Vodafone Air Touch Plc on 29 June 1999 and, following
approval by the shareholders in General Meeting, reverted to our former
name, Vodafone Group Plc, on 28 July 2000.
2007
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Safaricom, Vodafone’s partner in Kenya announces the launch of M-PESA,
an innovative new mobile payment solution that enables customers to
complete simple financial transactions by mobile phone. (February)
2006
Sale of 25% stake in Switzerland's Swiss COM (December)
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‘Make the most of now’ global marketing campaign launched.
2005
We completed the acquisition of MobiFon S.A. (Romania) and Oscar Mobile
a.c. (Czech Republic) (May).
2004
We launched our first 3G service in Europe with Vodafone Mobile Connect
3G/GPRS data card.
2003
At the GSM Association Awards Ceremony in Cannes, France, we won the
mobile industry's most prestigious awards in two categories, Best Consumer
Wireless Application or Service and Best Television or Broadcast Commercial
for its global consumer service, Vodafone live! Our premium handset for
Vodafone live!, the Sharp GX10, won the Best Wireless Handset Award for
the Sharp Corporation.
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2002
We trial our global mobile payment system in the UK, Italy and Germany. The
trial enables customers to purchase physical and digital goods using their
mobile phone.
2001
We acquire Ireland's leading mobile communications company, Eircell.
Vodafone and China Mobile (Hong Kong) ltd (CHMK) sign a 'strategic alliance
agreement'.
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First Vodafone Partner Agreement with TDC Mobil A/S, Denmark's leading
mobile operator. The agreement is the first of its kind in the mobile industry
and means Vodafone and TDC Mobil will cooperate in developing, marketing
and advertising international roaming products and services to international
travellers and corporate customers.
We make the word's first 3G roaming call (between Spain and Japan).
2000
On 4 February, terms are agreed with the Supervisory Board of Mannesmann
by which Mannesmann would become a part of the Vodafone community. The
transaction almost doubles the size of the Vodafone Group.
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Sarin is visiting in India even as the British operator bid for a majority stake in
India mobile services operator Hutchison Essar has run into tough competition
In December 2006 Hutch Essar re launched the “Hutch” brand nation wide
,consolidating its services under a single identity .the companioned into
agreement with NTT Do Co Mo to launch i-mode mobile internet service in
India during 2007 .the company used to be named Hutchison Essar ,reflecting
the of its previous owner ,Hutchison .the brand was marketed as Hutch .after
getting the necessary government approvals with regard to the acquisition of
a majority by the Vodafone group .The company was rebranded as Vodafone
Essar.
Vodafone have both Prepaid& Postpaid &have a15.36 million subscribers and
17.04% market. share in India and operator 16 circle
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Chapter 4
PERFORMANCE APPRAISAL
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Chapter 4
PERFORMANCE APPRAISAL
PURPOSE
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• Finally the performance appraisal can be used as a criterion
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HE APPRAISAL PROCESS
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objective enough to be understood and measured. Too often, these
work" or "a good job". Communication only takes place when the
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subordinate accept the appraisal in a constructive manner.
difference permanently.
back on track.
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Chapter 5
PERFORMANCE APPRAISAL
SYSTEM IN
VODAFONE
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Chapter 5
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Self-control refers to the systematic monitoring and measuring
employees and then evaluating them upto what extent it has been
achieved and if there is failure in reaching the target what are the
Every evaluator has his or her own value system which acts as a
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chances are less, positive leniency errors have been stated to be
committed.
possible:
promoted.
form.
he/she dismissed
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Duration of Appraisal System
out annually.
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Feedback
business future.
Response
those who felt bad were thoroughly communicated and all the
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Chapter 6
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Chapter 6
1. Promotions
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experience for promotion to managerial staff and 3 years
The other area of promotion apart from seniority are merit and
personnel department.
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As per the guidelines from the personnel department employees
time to time, many are not aware of the existing promotion policy
in the organisation.
N=96
From the above table, it can be seen that 30% agree that promotion
is well defined in the organisation. However 54% were not able to
say it as there is lack of information about the promotion policy.
Every employee need to be communicated about the existing
promotion policy.
60 52
50
40
28
30 Series1
20 16
10
0
Yes No Can't Say
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Respondent were also asked to suggest any change in the policy.
The responses were as given below:
different position
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Aligning goal
Respondent were asked about the present system, does it help in
aligning individual goal with those of the organisation. The
responses were as given below:
Yes 44 45.83
No 12 12.5
No response 4 4.16
Here the response from the supervisor were 45.83% for the factor
that it help in aligning their goal with those of organisation.
44
45
40 36
35
30
25
20 Series1
15 12
10
4
5
0
Yes No Can't Say No
response
54
Career Progress
high. Career planning means helping the employee plan his career
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Question asked was as follows:
Are the issues like career planning and succession planning a part
of companys policy
Yes 16 16.66
No 44 45.83
Here only 46% of the respondent gave response that it does not
while 38% gave response that there is no career development plan
at all.
50 44
40 36
30
Series1
20 16
10
0
Yes No Can't Say
56
Feedback
area of improvement.
Rarely 24 25
Sometimes 24 25
Often 8 8.34
57
40
35
30
25
20
15
10
5
0
Rarely On a few Sometimes Often Almost
occasion always
Remedial measure
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Response on the remedial measure were as given below:
Counselled 12 12.5
Here the response were both for job rotation and training
programme. During the course it was felt that more training input
is to be provided to the employee to overcome the weakness and
improve upon the existing capability of the employee.
45
40
35
30
25
20
15
10
5
0
J ob rotation Sent to CounselledAny other None
training
program
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PROMOTION POLICY AND PERFORMANCE APPRAISAL
SYSTEM
Yes 54 56.25
No 28 29.15
60 54
50
40
28
30 Series1
20 14
10
0
Yes No Can't Say
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SWOT ANALYSIS
STRENGTHS
WEAKNESS
Lack of feedback.
OPPORTUNITIES
THREATS
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Chapter 7
CONCLUSIONS And
SUGGESTIONS
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Chapter 7
CONCLUSIONS & SUGGESTIONS
Conclusion
following conclusions:
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• In Vodafone feedback is being provided to the employee
measures.
Suggestions
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• Training the Appraisee: It is proposed that appraiser be trained
for clear understanding of the system and its objective and also
appralsee.
and rationale.
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motivation to improve performance. The following could be
incorporated.
employee is aware of it
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suggested.
would improve.
The open appraisal system reduces the whims and fancies of the
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Annexure
A) Questionnaire
B) Bibliography
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QUESTIONNAIRE
e. not fixed.
Pl. specify
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c. ranking method. d. critical incident
method
all
system
Q.9. Are the issues like career planning and succession planning a part
of company's policy
Q.I0 Does the system help you in aligning your goals with those of the
organization.
a. yes b. no
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Q 13 . Do the employees get the feedback of performance appraisal
d. rarely e. never
say
counseled
e. Poor
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Q.18. What do you feel are the positives in the performance appraisal
mention
Q.20. For how long have you been working in this organisation
in your organisation
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BIBLOGRAPHY
5.10
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WEB SITES SURFED
www.google.com
www.indiatimes.com
www.msn.com
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