INDEX

S.No: CONTENTS PAGE NO.

1. INTRODUCTION 1-7

 Scope of the Study

 Objectives of the Study
 Methodology of the Study
 Limitations of the Study

2. INDUSTRY PROFILE 8-12

3. COMPANY PROFILE 13-40

4. REVIEW OF LITERATURE 41-50

5. DATA ANALYSIS AND

INTERPRETATION 51-90

6. SUGGESTION & CONCLUSION 91-93

7. QUESTIONNAIRE 94-96

8. BIBLIOGRAPHY 97-98

1
CHAPTER-I

Introduction

 Scope of the study

 Objectives of the Study
 Methodology of the study
 Limitation of the study

2
INTRODUCTION

INTRODUCTION OF THE STUDY

3
 A performance appraisal system functions as definitions of performance.
Performance appraisal is a method of evaluating the behaviour of employees in the work
spot, including both qualitative and quantitative aspects of job performance indicates how
an individual is fulfilling the job demands and it is always in terms of results. Under
performance appraisal not only the performance of an employee but also his potential for
development is evaluated. “Performance Appraisal is a systematic description of an
employee’s job relevant strengths and weaknesses”.

A major concern of every organization should be to contribute

positively towards the achievement of its objective. Organizational effectiveness is often
equated with managerial efficiency. A manager can ensure organizational effectiveness
only by guaranteeing the full utilization of human resource available through individual
employees under his guidance. Hence, it is always required for a manager to monitor and
measure the performance of employees.
Moreover, since the organization exists to achieve the goals,
the degree of success that individual employees have in reaching this individual goal is
important in determining organizational effectiveness. The assessment of how successful
employees have been at meeting their individual goal to comes a critical part of human
resource management. This leads to concept of performance appraisal.

In performance appraisal or merit rating refers to all the formal

procedures used in working organizations to evaluate the personalities and contributions
and potential group members. In appraisal system the employee’s merits like initiatives,
dependability, personality etc., are compared with others and ranked to rated. Appraisals
might be based on the criteria of employee’s skills, educational

qualifications, knowledge, abilities to delegate plans, supervise, assume responsibility,

exercise leadership, personal qualities, creativity, decision making and interpersonal skills.

4
 An appraisal motivates an employee into increased effort
aimed at enhancing the outcome of the assessment. It tells an employee what set of
activities or what qualities are considered desirable by the organization.
It is the systematic method of obtaining, analyzing & recording information about an
employee that is needed:
• For effective management of business.
• By the manager to help him improve the jobholders performance and plan his
career.
• By the jobholder to assist him to evaluate his own performance and develop
himself. In performance planning and review, the Reporting Manager is expected to
set targets or tasks for the appraise in the beginning of the year. In the middle of the
year, the appraise fills the self-appraisal form, indicating the extent which the target
or task has been completed, the difficulties faced and the suggestions for
improvement. At the end of the year, there is the annual review and targets/tasks set
for the next year. Both in the mid-year review and annual review, the self-appraisal is
supplemented by a performance review, discussion, the problems are discussed and
the appraiser is given feedback on how he is doing. The appraisal system is an
instrument for improving the work culture by convincing employees that their career
growth is linked with the performance of the company.

NEED FOR THE STUDY:

5
 The need of the performance appraisal is to determine what
aspects of performance are required to be evaluated.
• To identify those who are performing their assigned task well and those who are
not and the reason for such performance.

• To provide information about the performance ranks basing on which decisions

regarded salary fixation, conformation, promotion, demotion and transfer are
taken.

• To provide feedback information about the level of achievements and behavior of

an employee.
• To provide information and counsel the employee.
• To compare actual performance with the standards and in out deviations (positive
and negative)
• To create and maintain satisfactory level of performance.
• To prevent grievance and in disciplinary activity.
• To facilitate fair and equitable compensation.
• To ensure organizational effectiveness.
• It guarantees useful information about employees and the nature of their duties.
We can briefly say that performance appraisal systems are
necessities to assess performance at regular intervals with consistency to study
improvements, deviation and to take corrective actions to bride gaps and improve
performance over a period of time.

6
OBJECTIVES:
The objective is to know how effective is the execution of
appraisal system in PHOENIX MOTORS PVT LTD., Hyderabad.

The aim of most performance appraisal programming is to

encourage the employees to set his own objective for the next time period following the
review of his past performance. It enables the management to make effective decisions/ to
modify earlier decisions based on the evaluation of the existing plans, information

system, job analysis, and internal and external environment factors influencing employee
performance.
The objectives is to identify the common goals of the
organization, define each individuals major areas of responsibility in terms results expected
of him, review the individual performance progress in a job and his potential for future
improvement. It aims at providing data to managers with whom they may judge future job
assignments and compensation.

To establish an objective basis fro the different levels of

performance and to identify executives with potential to grow in the organization.

To counsel the employees appropriately regarding their

strengths and weaknesses and asses in developing them to realize they are full potential in
line with the company’s objectives and goals. Always emphasize that the role of a manager
is to offer constructive support and not condemn. Give the employees many opportunities to
ask guidance to air grievances and discuss anxieties

7
 .SCOPE:
In the present study a attempt has been made to know the
actual implementation of performance appraisal techniques in general and some other
aspects such as awareness of the workers, effectiveness of the performance appraisal system
in particular.
Human resource projections are valid on appraisals. By
improving job skills, the employees have lot of scope for development and prepare
themselves for higher responsibilities.
A thorough analysis of the performance appraisal system will
help the management to know the short comings, if any. It also help the company in
knowing whether the performance appraisal techniques are used to full extent or not, there
by the researcher can understand the effective implement of the performance appraisal
system.
METHODOLOGY & DATABASE:

The research methodology is a systematic way to solve the

problem and it is an important component of the study without which researcher may not be
able to obtain the facts and figures from the employees.
SOURCE OF DATA:
The study is based on primary as well as secondary data
collected from different sources:
A). Primary Data:
The primary data is collected with the help of questionnaires,
which consists of twenty questions each. The questionnaires are chosen because of its
simplicity and liability. Researcher can expect straight answers to the questions. The
respondents are informed about the significant of the study and requested to give their fair
opinions.
B). Secondary Data:

8
 Secondary data is collected through the documents provided by
the personnel department. The documents include personnel manuals, books, reports,
journal, etc.
SAMPLING PROCESS:

A). Sample Unit:

The executives and employed at PHOENIX MOTORS PVT
LTD., Hyderabad constitute ‘universe’ of the present study. A part of it is taken as sample
unit for the resent study. It includes JGMS, AGMS, manager and other employees of
PHOENIX MOTORS PVT LTD Hyderabad.
B). Sample Size:
The sample size consists of 50 respondents employed in
PHOENIX MOTORS PVT LTD, Hyderabad. Of these 15 are executives, 10 are senior
executives and the remaining 25 are employees.

PERIOD OF THE STUDY:

Since so many years PHOENIX MOTORS PVT LTD
Hyderabad has been following the same procedure of appraisals for their executives and
employees and for the study of my project last on-year data has collected on performance
appraisals.

PLAN OF THE STUDY CHAPTERIZATIONS:

 To shed light on introduction on subject background of study
 The profile of the company
 Present frame work regarding research design of the study
 Explore performance appraisal process in PHOENIX MOTORS PVT LTD.,
Hyderabad
 Exam in data, analysis and interpretation
 Highlight summary of findings and conclusions
 Offer suggestions and recommendations

9
CHAPTER-II

10
 REVIEW OF THE
LITERATURE

PERFORMANCE APPRAISAL

Once the employee has been selected, trained and motivated,

he is then appraised for his performance. Performance appraisal is the step where the

11
management finds out how effective it has been hiring and placing employees. If any
problems are identified, steps are taken to communicate with the employee and remedy
them.
Performance appraisal or merit rating is one of the oldest and
most universal practices of management. Performance appraisal often provides the rational
foundation for the payment of piecework wages, bonus etc. the estimates of the relative
contributions of employees help to determine the rewards and privileges rationally.

Performance appraisal serves as means for evaluating the

effectiveness of devices used for the selection and classification of workers.
Performance appraisal has been considered as a most
significant and indispensable tool for an organization, for the information it provides is
highly useful in making decisions regarding various personal aspects such as promotions
and increases.
According to Ronald Benjamin, “performance appraisal
determines who shall receive merit increases, counsel’s employee’s ob their improvement
determines training needs, determines promotability, identifies those who should be
transferred”.

METHODS,TECHNIQUES FOR APPRAISING PERFORMANCE

Several methods and techniques of appraisal are available for

measuring the performance of an employee. They are:
1. Straight rank method
2. Man to man comparison method
3. Grading
4. Graphic rating method
5. Forced choice description method
6. Forced distribution method
7. Checklists
8. Free from easy method

12
 9. Critical incidents
10. Group appraisal
11. Field review method

Modern Methods:
1. Assessment center
2. Appraisal by results or management by objectives
3. Human asset accounting method
4. Behaviorally anchored rating sales
TRADITIONAL METHODS

1. Straight Rank Method:

It is the oldest & simplest method of performance appraisal,
by which the man and his performance are considered as an entity by the rater. Then
ranking of a man in work group is done against may also do that of another member of a
competitive group by placing him as one or two or three in total group, i.e. persons are
tested in order of merit and place in a simple grouping.

2. Man –To-man Comparison Method:

The USA army during the FIRST WORLD WAR used this
technique. By this method, certain factors are selected for the purpose of analysis and a
scale is designed by the rater for each factor. A scale of man is also created for each
selected factor. The each man to be rated is compared with in the scale, and certain scores
for each factor are awarded to him. This method is used in job evaluation, and is known as
the factor comparison method.

3. Grading Method:
Under this system, the rater considers certain features and
marks them accordingly to a scale. The selected features may be analytical ability,
cooperativeness, dependability, self-expression, job knowledge, judgment, leadership and
organizing ability, etc. they may be

13
 A – Outstanding,
B – Very good,

C – Good or average,
D – Fair,
E – Poor,
-B (or B-) very poor or hopeless.
The actual performance of an employee is then compared with
these grade definitions; such type of grading is done in semester examinations and also in
the selection of candidates by the public service commissions.

4. Graphic or Linear Rating scale:

This is most commonly used method of performance appraisal.
Under it, a printed forms one of each person to be rated. According to juices, these factors
are employee characteristics ad employee contribution. In employee characteristics are
included such qualities and initiative, leadership, cooperativeness, dependability, industry,
attitude, enthusiasm, loyalty, creative ability, decisiveness, analytical ability, emotional
ability and co-ordination. In the employee contribution are quantity and quality of work, the
responsibility assumed specific goals achieved regularity of attendance, leadership offered,
attitude towards supervisors and associates, versatility etc.
The rating scale method is easy to understand and easy to use,
and permits a statistical tabulation of scores. A ready comparison of scores among the
employees is possible.

5. Forced Choice Description Method:

This method was evolved after great deal of research
conducted for military services during World War II. It attempts to correct a rater’s
tendency to give consistently high or consistently low ratings to all employees. The use of
this method calls for objective reporting and minimum subjective judgment. Under this

14
 method the rating elements are several sets of pair phrases or adjectives (usually sets of
four phrases two of which are positive, two negative) relating to job proficiency
Or personal qualifications. The rater is asked to indicate which of the four phrases is most
and least descriptive of the employee.

6. Forced Description Method:

Joseph Tiffin evolved this method after statistical work. This
system is used to eliminate or minimize rater’s bias, so that all personnel may not

be placed at the higher end or at the lower end of the scale. It requires the rater to appraise
an employee according to a predetermined distribution scale. Under this
system, it is assumed that it is possible and desirable to rate only to factors, viz., job
performance and promotability. For this purpose, a five point performance scale is used
without any descriptive statement. Employees are placed between the two extremes of
‘good’ and ‘bad’ job performance.

7. Check List:
Under this method, the rater does not evaluate employee
performance; he supplies report about it and the personnel department does the final rating.
A series of questions are presented concerning an employee to his behaviour. The rater, the
checks to indicate if the answer to a question about an employee is positive or negative. An
example of check list is given below:

1. Is the employee really interested in his job? Yes/No

2. Is regular on his job? Yes/No
3. Does he follow instructions properly? Yes/No
4. Is he always wiling to help other employees? Yes/No
5. Does he ever make mistakes? Yes/No

8. Free Easy Method:

15
 Under this method, the supervisor makes a free from, open-
ended appraisal of an employee in his own words and puts down his impressions about the
employee. He takes not of these factors.
a. General Organization and planning ability.
b. Job knowledge and potential.
c. Employee characteristics and attitudes.
d. Understanding and application of company policies and procedures.
e. Production, quality and cost control.
f. Physical conditions.
g. Development needs for future.

9. Critical Incident Method:

The essence of this system is that I attempts to measure
workers performance of certain ‘events’ or ‘episodes’ that occur in the performance of the
rate’s job. The supervisor keeps a written record of the events that can easily be recalled
and used in the course of periodical of formal appraisal. Feedback is provided about the
incidents during performance review session. Various behaviors are recorded under such
categories as the type of job, requirements for employees, judgment, learning ability,
productivity and precision in work, responsibility and initiative.

10. Group Appraisal Method:

Under this method, an appraisal group rates employees,
Consisting of their supervisor and three or four other supervisors who have knowledge of
their performance. The supervisor explains to the group the nature of his subordinates
duties. The group then discusses the standards of performance for that job, the actual
performance of the job holder, and the causes of their particular level of performance, and
offers suggestions for future improvement, if any.

11.Field Review Method:

Under this method, trainer employees from the personnel
department interview line supervisors to evaluate their respective subordinates. The appraiser

16
is fully equipped with definite test questions, usually memorized in advance, which he puts to
the supervisors. The supervisor is required to give his opinion about the progress of his
subordinates, the level of the performance of each subordinate, his weakness, good points,
outstanding ability, and promotability, and the possible plans of action in cases requiring
further consideration.

MODERN METHOD OF APPRAISAL:

1) Appraisal by Results Management by Objectives(MBO):

Peter ducker has evolved this method. MBO is potentially a
powerful philosophy of managing and an effective way for operationlising the evaluation
process. It seeks to minimize external controls and maximize internal motivation through
joint goal setting between the managers and subordinate and increasing the subordinate’s
own control of the work. It strongly reinforces the importance of allowing the subordinate
to participate actively in the decisions that affect him directly. Management by objectives
can be described as a process where by the supervisor and subordinate managers of an
organization jointly identify its common goals, define each individuals major areas of
responsibility in terms of results expected of him and use these measures as guides for
operating the unit and assessing the contributions of each of its members.

Objectives of MBO:
MBO has an objective in itself. The objective is to change
behaviour and attitudes towards the affecting getting the job done. In other words, it is
result oriented; it is performance that counts. It is a management system and philosophy
that stresses goals rather has methods. It provides responsibility and accountability and
recognizes that employees have needs for achievement and self-fulfillment. It meets
These needs by providing opportunities for participation goals setting process. Sub
ordinates become involved in planning their own careers.

MBO Process:

17
 This method emphasizes the value of the present and the future
instead of that of the past, and focuses attention on the results that are accomplished and not
on personal traits or operational methodology. An employee is not judged in terms of
operational methodology, or in terms of initiative, cooperativeness, attitude, emotional
stability, or any other human quality, but on the basis of the achievement of the targets that
have been set. This method is largely applied to technical, professional, supervisory or
execute personnel and not to the hourly paid workers because their jobs are usually too
restricted.
Under MBO programme, an employee and his supervisory
meet and together define, establish and set certain goals or objectives which the employee
would attempt to achieve within the period of, prescribed time.
It consists of five basic steps:
• Set organizational goals i.e., establishment of an organization wide
strategy and goals.
• Joint goals setting i.e., establishment of short term performance targets
between the management and the subordinate in a conference between them.
• Performance review i.e., frequent performance review meetings
between the manager and the subordinate.
• Set check points i.e., establishment of major check points to measure
progress.
• Feed back.

1)Benefits of MBO Programme:

The benefits of MBO programme are:
• MBO helps and increases employee motivation because it reveals overall
goals to the individual goals and help to increase an employees understanding
of where the organization is and where it is heading.
• MBO reduces role conflict and ambiguity. Role conflict exists when a person
is faced with conflicting demands from two or more. Supervisors and role
ambiguity exists when a person is uncertain as how he will be evaluated, or

18
 what he has to achieve. Since MBO aims at providing clear targets and their
order of priority, it reduces both these situations.
• MBO identifies problems better and early. Frequent performance review
sessions make this possible.
• MBO forces and aids in planning. By forcing top management to establish a
strategy and goals for the entire organization and by requiring other managers
to set their targets and plan how to reach them.
• MBO helps he individual manager to develop personal leadership especially
the skills of listening, planning, counseling, motivating and evaluating.

2) Assessment Center Method:

Under this method, many evaluations join together to judge
employee performance in several situations with the use of a variety of criteria. The
purpose of this method was end is to test the candidates in a social situation using a number
of assessors and a variety of procedures. The most important feature of this is job related
simulations.

3). Human Asset Accounting Method:

This method refers to activity devoted to attaching money estimates
to the value of a firm’s internal human organization and its external customer goodwill. If
able, well trained personnel leave a firm, the human organization is worthless if they join it,
its human assets are increased. If distrust and conflict prevail, the human enterprise
devalued. If team work and high moral prevail, the human organization is a very valuable
asset.

4) Behaviorally Anchored Rating Scales(BARS):

This is a new technique for appraisals. It provides better, more
equitable appraisals as compared to other techniques. Though bars technique is more time
consuming and expensive than other appraisal tools. Since bars is done by person’s expert
in the technique, the results are sufficiently accurate. It has got certain advantages:
• More accurate

19
• It clearly clarifies what we extremely good performance, average
performance & so forth.
• More useful in providing feedback to the people being appraised.
• Helps in making dimensions more independent if one another.
• The technique is not biased by the experience and evaluation of the
rater.

CHAPTER-III

20
COMPANY PROFILE

21
 CORPORATE PROFILE

Hero Honda Motors Ltd. is the world's largest manufacturer of two – wheelers, based in
India.
The company is a joint venture between India's Hero Group and Honda Motor Company,
Japan that began in 1984.

In 2001, the company achieved the coveted position of being the largest two-wheeler
manufacturing company in India and the ‘World No.1’ two-wheeler company in terms of unit
volume sales in a calendar year by a single company. Hero Honda has retained that coveted
position till date.

Today, every second motorcycle sold in the country is a Hero Honda bike. Every 30 seconds,
someone in India buys Hero Honda's top-selling motorcycle – Splendor.

Vision
The Hero Honda story began with a simple vision – the vision of a mobile and an empowered
India, powered by Hero Honda. This vision was driven by Hero Honda’s commitment to
customer, quality and excellence, and while doing so, maintaining the highest standards of
ethics and societal responsibilities. Hero Honda believes that the fastest way to turn that
dream into a reality is by remaining focused on that vision.

Strategy
Hero Honda’s key strategy has been driven by innovation in every sphere of activity –
building a robust product portfolio across categories, exploring new markets, aggressively
expanding the network and continuing to invest in brand building activities.

Manufacturing

22
Hero Honda bikes are manufactured across three globally benchmarked manufacturing
facilities. Two of these are based at Gurgaon and Dharuhera which are located in the state of
Haryana in northern India. The third and the latest manufacturing plant is based at Haridwar,
in the hill state of Uttrakhand.
Technology
In the 1980’s Hero Honda pioneered the introduction of fuel-efficient, environment friendly
four-stroke motorcycles in the country. Today, Hero Honda continues to be technology
pioneer. It became the first company to launch the Fuel Injection (FI) technology in Indian
motorcycles, with the launch of the Glamour FI in June 2006.

Products
Hero Honda's product range includes variety of motorcycles that have set the industry
standards across all the market segments. The company also started manufacturing scooter in
2006. Hero Honda offers large no. of products and caters to wide variety of requirements
across all the segments.

Distribution
The company's growth in the two wheeler market in India is the result of an intrinsic ability
to increase reach in new geographies and growth markets. Hero Honda's extensive sales and
service network now spans close to 4500 customer touch points. These comprise a mix of
authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the
country.

Brand

The company has been continuously investing in brand building utilizing not only the new
product launch and new campaign launch opportunities but also through innovative
marketing initiatives revolving around cricket, entertainment and ground- level activation.

Hero Honda has been actively promoting various sports such as hockey, cricket and golf.
Hero Honda was the title sponsor of the Hero Honda FIH Hockey World Cup that was played

23
in Delhi during Feb-March 2010. Hero Honda also partners the Commonwealth Games Delhi
2010.

2009-10 Performance

Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent

Total net operating income of Rs. 15860.51 Crores, growth of 28.1 per cent
Net profit after tax at Rs. 2231.83 Crores, growth of 74.1 per cent
Final dividend of 1500% or Rs. 30 per share on face value of each share of Rs. 2
EBIDTA margin for the year 17.4 per cent
EPS of Rs. 111.77, growth of 74.1 per cent

HERO HONDA'S MISSION

Hero Honda’s mission is to strive for synergy between technology, systems and human
resources, to produce products and services that meet the quality, performance and price
aspirations of its customers. At the same time maintain the highest standards of ethics and
social responsibilities.

This mission is what drives Hero Honda to new heights in excellence and helps the
organization forge a unique and mutually beneficial relationship with all its stake holders.

HERO HONDA'S MANDATE

Hero Honda is a world leader because of its excellent manpower, proven management,
extensive dealer network, efficient supply chain and world-class products with cutting edge
technology from Honda Motor Company, Japan. The teamwork and commitment are
manifested in the highest level of customer satisfaction, and this goes a long way towards
reinforcing its leadership status

24
BOARD OF DIRECTORS

No. Name of the Directors Designation

1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director
2 Mr. Pawan Munjal Managing Director & C.E.O.
3 Mr. Toshiaki Nakagawa Joint Managing Director
4 Mr. Sumihisa Fukuda Technical Director
5 Mr. Sunil Kant Munjal Non-Executive Director
6 Mr. Suman Kant Munjal Non-Executive Director
7 Mr. Takashi Nagai Non-Executive Director
8 Mr. Yuji Shiga Non-Executive Director
9 Mr. Pradeep Dinodia Non-executive & Independent Director
10 Gen. (Retd.) V. P. Malik Non-executive & Independent Director
11 Mr. Analjit Singh Non-executive & Independent Director
12 Dr. Pritam Singh Non-executive & Independent Director
13 Ms. Shobhana Bhartia Non-executive & Independent Director
14. Mr. M. Damodaran Non-executive & Independent Director
15. Mr. Ravi Nath Non-executive & Independent Director
16. Dr. Anand C. Burman Non-executive & Independent Director

BRIEF PROFILE OF DIRECTORS

25
 MR. BRIJMOHAN LALL MUNJAL

Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the Company and the $
3.2 billion Hero Group. He is the Past President of Confederation of Indian Industry (CII),
Society of Indian Automobile Manufacturers (SIAM) and was a Member of the Board of the
Country's Central Bank (Reserve Bank of India). In recognition of his contribution to
industry, Mr. Munjal was conferred the Padma Bhushan Award by the Union Government.
Mr. Brijmohan Lall Munjal is currently on the board of the following companies:
No. Name of Company Nature of Office
1 Hero Honda Motors Limited Chairman and Whole-time Director
2 Hero Honda Finlease Limited Chairman and Director
3 Munjal Showa Limited Chairman and Director
4 Easy Bill Limited Director
5 Rockman Industries Limited Director
6 Shivam Autotech Limited Director
2005 Hero Honda is the World No. 1 for the 4th year in a row

New motorcycle model - "Super Splendor" introduced

New motorcycle model - "CD Deluxe" introduced

New motorcycle model - "Glamour" introduced

New motorcycle model - "Achiever" introduced

First Scooter model from Hero Honda - "Pleasure" introduced

2006 Hero Honda is the World No. 1 for the 5th year in a row

15 million production milestone achieved

26
2007 Hero Honda is the World No. 1 for the 6th year in a row

New 'Splendor NXG' launched

New 'CD Deluxe' launched

New 'Passion Plus' launched

New motorcycle model 'Hunk' launched

20 million production milestone achieved

2008 Hero Honda Haridwar Plant inauguration

New 'Pleasure' launched

Splendor NXG lauched with power start feature

New motorcycle model 'Passion Pro' launched

New 'CBZ Xtreme' launched

25 million production milestone achieved

CD Deluxe lauched with power start feature

New 'Glamour' launched

New 'Glamour Fi' launched

27
 2009 Hero Honda GoodLife Program launched

Hunk' (Limited Edition) launched

Splendor completed 11 million production landmark

New motorcycle model 'Karizma - ZMR' launched

Silver jubilee celebrations

PROMINENT AWARDS TO THE COMPANY
Year Awards & Recognitions
2010 Company of the Year awarded by Economic Times Awards for Corporate Excellence
2008-09.

CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor

NDTV Profit Car & Bike Awards 2010 -

• Two-wheeler Manufacturer of the Year

• CnB Viewers' Choice Two-wheeler of the Year (Karizma ZMR)

Bike Maker of the Year by ET-ZigWheels Car & Bike of the Year Awards 2009

2009 'Two-wheeler Manufacturer of the Year' by NDTV Profit Car & Bike Awards 2009
and Passion Pro adjudged as CNB Viewers' Choice two-wheeler

Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun &
Bradstreet-Rolta Corporate Awards

Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category

NDTV Profit Business Leadership Awards 2009 - two-wheeler category

28
2008 NDTV Profit Business Leadership Award 2008 - Hero Honda Wins the Coveted
"NDTV Profit Business Leadership Award 2008"
TopGear Design Awards 2008 - Hunk Bike of the Year Award
NDTV Profit Car India & Bike India Awards - NDTV “Viewers’ Choice Award” to
Hunk in Bike category
IndiaTimes Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty Awards
- “Customer and Brand Loyalty Award” in Automobile (two-wheeler) sector
Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of
business innovation and transformation) - Best Customer Loyalty Program in Automobile
category
NDTV Profit Car India & Bike India Awards - Bike Manufacturer of the year

Overdrive Magazine - Bike Manufacturer of the year

TNS Voice of the Customer Awards:
• No.1 executive motorcycle Splendor NXG

• No.1 standard motorcycle CD Deluxe

• No. premium motorcycle CBZ Xtreme

2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:
• Overall "Bike of the Year" - CBZ X-treme

• "Bike of the Year" - CBZ X-treme (up to 150 cc category)

• "Bike Technology of the Year" - Glamout PGM FI

"Auto Tech of the Year" - Glamout PGM FI by Overdrive Magazine.

"Bike of the Year" - CBZ X-treme by Overdrive Magazine.

Ranked CBZ X-treme "Bike of the Year" - by B S Motoring Magazine

“Most Trusted Company” , by TNS Voice of the Customer Awards 2006.

CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer Awards
2006.

29
2006 Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler
Company).

One of the 8 Indian companies to enter the Forbes top 200 list of world’s most reputed
companies.

No. 1 in automobile industry by TNS Corporate Social Responsibility Award.

Best in its class awards for each category by TNS Total Customer Satisfaction Awards
2006:
• Splendor Plus (Executive)
• CD Deluxe (Entry)

• Pleasure (Gearless Scooters)

Splendor & Passion - Top two models in two wheeler category by ET Brand Equity
Survey 2006.

Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler
Company).

Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet -
American Express Corporate Awards 2006.

Hero Honda Splendor rated as India's most preferred two-wheeler brand at the Awaaz
Consumer Awards 2006.

Certificate of Export Excellence for outstanding export performance during 2003-04 for
two-wheeler & three- wheelers - Complete (Non SSI) by Engineering Export Promotion
Council.

The NDTV Profit Car India & Bike India Awards 2006 in the following category:
• Bike Maker of the Year

• Bike of the Year - Achiever

30
 • Bike of the Year - Achiever (up to 150 cc category)
• Bike of the Year - Glamour (up to 125 cc category)

• NDTV Viewers' Choice Award to Glamour in the bike category

2005 Awaaz Consumer Awards 2005 - India's most preferred two-wheeler brand by CNBC in
the 'Automobiles' category.

Bike Maker of the Year Award by Overdrive Magazine.

ICWAI National Award for Excellence (Second) in Cost Management 2004 in the private
sector category by ICWAI.

10th Motilal Oswal Wealth Creator Award for as the most consistent wealth creator for
the period 1991-2005.
2004 Winner of the Review 200 - Asia's Leading Companies Award (3rd Rank amongst the top
10 Indian companies).

GVC Level 1 (Highest Rating) by CRISIL for corporate Governance.

Adjudged as the Best Value Creator - Large Size Companies 2003-04 by The Outlook
Money.

Corporate Excellence Award 2004 by Indian Institute of Materials Management.

Adjudged as the Organization with Innovative HR Practices by HT Power Jobs for HR

Excellence.

ICSI National Award for Excellence in Corporate Governance 2004 by The Institute of
Company Secretaries of India.
2003 Winner of the Review 200 - Asia 's Leading Companies Award (3rd Rank amongst the
top 10 Indian companies).

Most Respected Company in Automobile Sector by Business World.

Bike Maker of the Year by Overdrive Magazine.

31
2002 Bike Maker of the Year by Overdrive Magazine.

Winner of the Review 200 - Asia 's Leading Companies Award (4th Rank amongst the
top 10 Indian companies).

Company of the Year of ET Awards for Corporate Excellence.

Ranked 4th in 'Overall Best Managed Company' category, ranked 3rd in 'Best Financial
Management' and 'Best Operational Efficiency' category, ranked 6th in 'Overall Best
Investor Relations' category, by Asiamoney.

Highest Wealth Creating Company of the Year Award by the Money.

GVC Level 1 (Highest Rating) by CRISIL for Corporate Governance.

2001 Bike Maker of the Year by Overdrive Magazine.

Winner of the Review 200 - Asia 's Leading Companies Award (9th Rank amongst the
top 10 Indian Companies).

Winner of Three Leaves Award for showing Corporate Environment Responsibility in the
Automobile Sector by Centre for Science & Environment.
1999 National Productivity Award for the Best Productivity Award in the category of
Automobile & Tractor presented by Vice President of India.
1995 The Analyst Award 1995 presented to Hero Honda Motors Ltd. on being ranked 9th
amongst the most investor rewarding companies in India.
1995 National Award for outstanding contribution to the Development of Indian Small Scale
Industry (NSIC Award - Presented by President of India).
1991 Economic Times-Harvard Business School Award for Corporate Performance to Hero
Honda Motors Ltd.

CORPORATE SOCIAL RESPONSIBILITY (CSR)

STAKEHOLDER TIES AT THE GRASSROOTS

32
 Hero Honda Motors takes considerable pride in its stakeholder relationships, especially ones
developed at the grassroots. The Company believes it has managed to bring an economically
and socially backward region in Dharuhera, Haryana, into the national economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of land along the Delhi-
Jaipur Highway. The Centre-complete with wide approach roads, clean water, and education
facilities for both adults and children-now nurtures a vibrant, educated and healthy
community.

The Foundation has adopted various villages located within vicinity of the Hero Honda
factory at Dharuhera for integrated rural development. This includes:

• Installation of deep bore hand pumps to provide clean drinking water.

• Constructing metalled roads and connecting these villages to the National Highway
(NH -8).
• Renovating primary school buildings and providing hygienic water and toilet
facilities.
• Ensuring a proper drainage system at each of these villages to prevent water-logging.
• Promoting non-conventional sources of energy by providing a 50 per cent subsidy on
biogas plants.

The Raman Munjal Vidya Mandir began with three classes (up to class II) and 55 students
from nearby areas. It has now grown into a modern Senior Secondary, CBSE affiliated co-
educational school with over 1200 students and 61 teachers. The school has a spacious
playground, an ultra-modern laboratory, a well-equipped audio visual room, an activity
room, a well-stocked library and a computer centre.

The Raman Munjal Sports Complex has basketball courts, volleyball courts, and hockey
and football grounds are used by the local villagers. In the near future, sports academies are
planned for volley ball and basket ball, in collaboration with National Sports Authority of
India.

Vocational Training Centre

33
In order to help local rural people, especially women, Hero Honda has set up a Vocational
Training Centre. So far 26 batches comprising of nearly 625 women have been trained in
tailoring, embroidery and knitting. The Company has helped women trained at this centre to
set up a production unit to stitch uniforms for Hero Honda employees. Interestingly, most of
the women are now self-employed.

Adult Literacy Mission

This Scheme was launched on 21st September, 1999, covering the nearby villages of
Malpura, Kapriwas and Sidhrawali. The project started with a modest enrolment of 36 adults.
Hero Honda is now in the process of imparting Adult Literacy Capsules to another 100 adults
by getting village heads and other prominent villagers to motivate illiterate adults.
Marriages of underprivileged girls

Marriages are organized from time to time, particularly for girls from backward classes, by
the Foundation by providing financial help and other support to the families.

Rural Health Care

Besides setting up a modern hospital, the Foundation also regularly provides doorstep health care
services to the local community. Free health care and medical camps are now a regular feature in the
Hero Group's community outreach program.

KEY POLICIES AN ENVIRONMENTALLY AND SOCIALLY, AWARE

COMPANY
At Hero Honda, our goal is not only to sell you a bike, but also to help you every step of the
way in making your world a better place to live in. Besides its will to provide a high-quality
service to all of its customers, Hero Honda takes a stand as a socially responsible enterprise
respectful of its environment and respectful of the important issues.

Hero Honda has been strongly committed not only to environmental conservation
programmes but also expresses the increasingly inseparable balance between the economic
concerns and the environmental and social issues faced by a business. A business must not

34
grow at the expense of mankind and man's future but rather must serve mankind.

"We must do something for the community from whose land we generate our wealth."
A famous quote from our Worthy Chairman Mr.Brijmohan Lall Munjal.

Environment Policy
We at Hero Honda are committed to demonstrate excellence in our environmental
performance on a continual basis, as an intrinsic element of our corporate philosophy.

To achieve this we commit ourselves to:

• Integrate environmental attributes and cleaner production in all our business

processes and practices with specific consideration to substitution of hazardous
chemicals, where viable and strengthen the greening of supply chain.
• Continue product innovations to improve environmental compatibility.
• Comply with all applicable environmental legislation and also controlling our
environmental discharges through the principles of "alara" (as low as reasonably
achievable).
• Institutionalise resource conservation, in particular, in the areas of oil, water,
electrical energy, paints and chemicals.
• Enhance environmental awareness of our employees and dealers / vendors, while
promoting their involvement in ensuring sound environmental management.

Quality Policy

Excellence in quality is the core value of Hero Honda's philosophy.

We are committed at all levels to achieve high quality in whatever we do, particularly in our
products and services which will meet and exceed customer's growing aspirations through:

• Innovation in products, processes and services.

• Continuous improvement in our total quality management systems.
• Teamwork and responsibility.

35
Safety Policy

Hero Honda is committed to safety and health of its employees and other persons who
may be affected by its operations. We believe that the safe work practices lead to better
business performance, motivated workforce and higher productivity.

We shall create a safety culture in the organization by:

• Integrating safety and health matters in all our activities.

• Ensuring compliance with all applicable legislative requirements.
• Empowering employees to ensure safety in their respective work places.
• Promoting safety and health awareness amongst employees, suppliers and
contractors.
• Continuous improvements in safety performance through precautions besides
participation and training of employees.

36
INTRODUCTION ABOUT PHOENIX DEALER PROFILE (PHOENIX MOTORS)

PHOENIX MOTORS PVT LTD is dealership type of business. PHOENIX MOTORS

PVT LTD. is established on 21st march 2003. The business is running by only one man.

The owner name is ch .madhu mathi the firm is located at habsiguda in Hyderabad.

Generally the sale will be either on cash basis or on institutional basis. Bank

like ICICI, HDFC and CENTURION are providing loans to customers.

Advertising strategy of phoenix motors:

They are giving the ads through newspapers, wall paintings, hoardings and

field staff. They are upgrading sales by introducing the schemes, group bookings,

institutional sales and customer door-to-door activities.

Categorization of Staff members:

Staff members are categorized for technicians, 25 members are allotted

for field staff, 5 members are recruited for sales for persons, 5 persons are placed for

evaluating for spare parts, 5 members are allotted for managerial accounts and another 3

persons for cash transaction and other members are allotted for remaining work.

Customer relationship:

They entertain the showroom providing a customer’s huge having pool

game, internet facility and television with home there system. They provide bile maintenance

programs on every week.

37
According to other dealers PHOENIX motors in first in sales and best in service. They treat

customer, is the very important person at PHOENIX motors customer satisfaction is their

motto, why because, they will satisfied customer is the best advertisement. They provide

better value for the customers and as well as employees also. At PHOENIX motors the

customer is the boss.

SALES STRATEGY OF PHOENIX MOTORS:

Average they are selling 25 vehicles per day. PHOENIX motors PVT L.T.D is

the A.P s NO.1 dealership in sales and other activities? It is a QLAD (qualify leader through

quality dealer). At PHOENIX motor they gave the quality service to the customers why

because ‘the cost is long forgotten but the quality is remembered for ever”. They treat quality

has a...

Q Quest for excellence

U Understanding customer’s needs

A Action to achieve customer’s appreciation.

L Leadership determined to be a leader

I involving all the people

T Team spirit to work for a common goal

Y Yard sticks to measure programs.

WARRANTY ON PROPRIETARY ITEMS:

Warranty on proprietary items like Tyros, Tubes and Battery etc, will be directly

handled by the respective original manufactures (OEM’s) except AMCO for batteries and

38
Dunlop and Falcon tires and Tubes. In case of any defect in proprietary items, other than the

above two mentioned OEM’S the dealers must approach the

Brach office dealer of the respective manufacture. For AMCO batteries and Dunlop and

falcon tires, tubes claims will be accepted at our authorized dealerships per the mutually

agreed terms and conditions between HERO HONDA and of these two OEM’s in case the

claim is not accepted for invalid reasons. Then the claim along with the refusal note form the

OEM can be sent to the warranty section at gorgon plan after due to recommendation of the

area service engineer.

If any other six services or subsequent paid services is not availed as per the recommended

schedule given in the owner’s manual.

If HERO HONDA recommended engine oil is not used.

To normal wear & tear components like bulbs, electric wiring, filters, spark plug, clutch

plates, braded shoes, fasteners, shim washers, oil seals, gaskets, rubber parts (other than tyre

and tube) plastic components, chain$ sprockets and in case of wheel rim misalignment or

bend.

If there is any damage due o modification or fittings of accessories other than ones

recommended by HERO HONDA.

If the motor has been used in any competitive events like tracking races or rallies.

If there is any damage to the painted surface due to industrial pollution or other extraneous

factors.

For clams made for any consequential damage due to any previous malfunction.

For normal phenomenon like noise, vibration, oil seepage, which do not affect the

performance of the motorcycles?

39
SOCIAL SERVICE ACTIVITIES

PHOENIX motors participate and conduct social service activities. Recently the

phoenix motors organized a BLOOD DONATION CAMP for the trust on 21st January

2006.they motivated on the consumers to participated in this camp and also provide

certificate for the customers.

THE MARKETED BIKES OF PHOENIX (All Hero Honda Model)

40
CUSTOMER RELATIONSHIP:

To entertain the customers the showroom providing a customers huge having pool game,
Internet facility and television with home theatre system. They provide bike maintenance
programs on every week. According to other dealers PHOENIX motors in first in sales and
best in service. They treat customer, is the very important person at PHOENIX motors
customer satisfaction is their motto, why because, the well satisfied customer is the best
advertisement. They provide better value for the customers and as well as employees also.
At PHONIX motors the customer is the boss.

SOCIAL SERVICE ACTIVITIES

PHOENIX Motors participates in social service activities. The Phoenix motors

organize a BLOOD DONATION CAMP for the trust in every year. They motivated on the
customers to participated in this camp and also provide Certificate for the customers.

41
CHAPTER-IV

42
DATA ANALYSIS

43
 DATA ANALYSIS AND INTERPRETATION

Data analysis has been done by arranging the data in a simple table form and
percentages are calculated. The quantitative data has been represented by drawing out the
charts where ever necessary.

1. Do you think performance appraisal is needed in a company?

(a ) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 50 100
2 NO 0 0
TOTAL 50 100

% of respondents

120

100

80

60 Percentage
100
40

20

0 0
1 2
yes no

44
Interpretation:
To above question, almost 100% of the employees thought that the
performance appraisal is needed in a company.

2. Performance appraisal rating is used to

(a) Identify areas of improvement
(b) Identifying quality for unit of work
(c) Set performance target
(d) All the above

s.no Options No. of Responses Percentage

Identify areas of
1 improvement 14 28
Identify areas of training
2 & development 24 48
3 Set performance target 4 8
4 All the above 8 16
Total 50 100

% OF RESPONDENTS

4
16% 1
28%
3
8%

2
48%

Interpretation:

45
 About the useful of Performance appraisal system, 28% have said that
appraisal system helped them to identify areas of improvement, to 48% it helped in
identifying training & development needs, to 8% it helped in setting performance targets
and to 16% it was helpful in all the above areas. By this we can say that P.A is helpful in
one way or the other for the employees.

3. In your experience the outstanding Performance of an employee is due to:

(a) Actual Performance (b) Qualification
(c) Experience (d) All the above

s.no Options No. of Responses Percentage

1 Actual Performance 14 28
2 Qualification 0 0
3 Experience 26 52
4 All the above 10 20
total 50 100

% OF RESPONDENTS

4
20% 1
28%

2
0%

3
52%

Interpretation:

46
 Above 28% of the employees responded that the outstanding Performance
appraisal is due to Actual Performance, 52% of the employees is due to Experience and 20%
of the employees is due to all the above.

4. Do you think that a good workman gets motivated with frequent Performance
appraisal? Is conducted?
(a) YES (b) NO

No. of
s.no Options Responses Percentage
1 YES 44 88
2 NO 6 12
TOTAL 50 100

% of respondents

12% NO

88% YES

Interpretation:

47
 A majority of 88% of the employees said that a good workman gets motivated
with frequent Performance Appraisal and 12% of the employees are not satisfied with above.

5. Which method you are using for evaluating Performance?

(a) MBO (b) 360 degree appraisal (c) Assessment centre
(d) BARS (e) Any other

s.no Options No. of Responses Percentage

1 Mgmt By Objects 24 48
2 360 degree appraisal 12 24
3 Assessment centre 4 8
4 BARS 6 12
5 Any other 4 8
Total 50 100

% of respondents

5
4 8%
12%
3 1
8% 48%

2
24%

48
 Interpretation:
About 48% of the employees using Mgmt by objects method for
evaluating Performance, 24% of the employees using 360 degree appraisal, 8% of the
employees using Assessment centre, 12% of the employees using BARS, 8% of the
employees using other method.

6. Is Appraisal process expensive and time consuming?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 32 64
2 NO 18 36
Total 50 100

% of respondents

No
36%

yes
64%

Interpretation:
About 64% of the respondents said that the performance appraisal is
expensive and time consuming. And 36% of the respondents said that the Performance
appraisal is not expensive and time consuming.

49
7. Do you agree with the assessment of your reviewing/reporting officers?
(a) Agree (b) Disagree

s.no Options No. of Responses Percentage

1 Agree 46 92
2 Disagree 4 8
Total 50 100

% of respondents

Disagree
8%

Agree 92%

Interpretation:

50
 Majority of 92% of the employees responded that reporting officer was good
at grading the performance. Nearly 8% were disagreeing his duties as per the guidelines laid
down.

8. Do you want any change in frequent between the appraisals?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 36 72
2 NO 14 28
Total 50 100

% of respondents

80
70
60
50
40 72
30 Percentage
20 28
10
0
1 2
yes no

Interpretation:

51
 About 72% of the employees want to change in frequent between the
appraisals. And 28% of the employees don’t want to change between the appraisals.

9. Have you been able to express all difficulties & problems which you have been facing
Regarding your job & achievement of your performance area?
(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 50 100
2 NO 0 0
Total 50 100

52
 % of respondents

120

100
80

60 Percentage
100
40
20

0 0
1 2
yes no

Interpretation:

About 100% of the employees are able to express all difficulties &
problems which they have been facing regarding their job.

10. Frequency at which merit rating/Performance appraisal is conducted?

(a) 1year (b) 2years (c) half yearly (d) Quarterly

s.no Options No. of Responses Percentage

1 1YEAR 18 36
2 2YEARS 0 0
3 HALF YEARLY 26 52
4 QUATERTLY 6 12
TOTAL 50 100

53
 % of respondents

4
12%
1
36% 1
2
3
4
3 2
52% 0%

Interpretation:
About 36% of the employees conducted merit rating/performance appraisal at
the frequency 1year, 52% of the employees conducted at half yearly,12% of the employees
conducted at quarterly.

11. Are you satisfied with present Performance appraisal system?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 32 64
2 NO 18 36
TOTAL 50 100

54
 % of respondents

2
36%
1
2
1
64%

Interpretation:

About 64% of the employees were satisfied with present Performance

appraisal system. Rest 36% of the employees was not satisfied with present system.

12. The appraisal is an opportunity for self review & reflection?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 40 80
2 NO 10 20
TOTAL 50 100

55
 % of respondents

No
2 20

Percentage

yes
1 80

0 20 40 60 80 100

Interpretation:
About 80% of the respondents have agreed that its an opportunity to
review themselves. About 20% of them said that it does not help them in reviewing
themselves.

13. Do you think the reward system is fair and adequate?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 36 72
2 NO 14 28
TOTAL 50 100

56
 % of respondents

80 72
70
60
50
40
28
30 Percentage
20
10
0
1 2
yes no

Interpretation:

About 72% said that the reward system is fair and adequate and 28%
responded that it is not fair.

14. Do you have a good relationship with appraiser after Performance appraisal?
(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 48 96
2 NO 2 4
TOTAL 50 100

57
 % of respondents

No
4%

1
2

96%
yes

Interpretation:

A Majority 96% of the respondents have the good relationship with

appraiser after Performance appraisal. Rest 4% of the respondents is not having a good
relationship with appraiser after Performance appraisal.

15. Do you feel Performance appraisal promote you?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 38 76
2 NO 12 24
TOTAL 50 100

58
 % of respondents

80
70
60
50
40 76 Percentage
30
20
10 24
0
1 2
yes No

Interpretation:

About 76% of the respondents feel that the Performance appraisal can
promote the employee. Remaining 24% of the respondents are not agreed with the above
sentence.

16. In your opinion PIDS is necessary?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 48 96
2 NO 2 4
TOTAL 50 100

59
 % of respondents

4%
No

yes
96%

Interpretation:
Majority of 96% of the respondents opinion is that the PIDS is necessary.
About 4% of the respondents opinion is that PIDS is not necessary

17. By which way you are consistent for Performance appraisal in organization?
(a) Individual (b) Group (c) Both A & B

s.no Options No. of Responses Percentage

1 Individual 4 8
2 Group 28 56
3 Both A & B 18 36
Total 50 100

60
 % of respondents

60

50
40

30 56 Series1

20 36
10
8
0
1 2 3
Individual Group both A&B

Interpretation:

About 8% of the respondents were consistent as a Individual for

Performance appraisal, about 56% of the respondents were consistent as a group for
Performing appraisal and 36% of the respondents were consistent as both individual and
group for Performance appraisal.

18. Is Balance Score Card helps in improving the Performance?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 44 88
2 NO 6 12
Total 50 100

61
 % of respondents

No
12%

yes
88%

Interpretation:

About 88% of the respondents agrees that the Balance Score Card helps in
improving the Performance. About 12% of the respondents disagrees that the BSC helps in
improving the Performance.

62
CHAPTER-VI

63
 SUMMARY
AND
CONCLUSIONS

SUMMARY OF FINDING AND CONCLUSIONS

64
1. In the light of the above discussion the following findings and conclusions are
made.
1. It is revealed that the executive are getting feedback on their performance though
which they can review their performance. Sort on the problems and can overcome the
difficulties.
2. The management has a clear understanding about the problem that the workers are the
best with moreover, they are eager to solve the problems of the workers as and when
they arise.
3. The management was giving requisite training to workers in the areas where they are
weak.
4. Workers awareness about the fact that the appraisal are one of the factor for
promotion was cent percent.
5. Performance appraisal system is considered as a means that aim at identifying the
areas of improvement, identifying areas of training and development setting
performance target for future.
6. The management desire having cordial relations with the work to hold mutual
discussions.
7. The performance appraisal system it exists as it exist now, is properly worked out
and appropriately evolved. This revealed from the opinion given by the majority of
the employees.

RECOMMENDATIONS

65
 Based on the findings of the study and personal discussions held
with various executives and employees at PHOENIX MOTORS PVT LTD., Hyderabad
possible suggestions and recommendations are given:
• It is recommended that employees should be immediately communicated.
• The result of the appraisal particularly when they are negative.
• It is recommended that the supervisor should try to analyze the strengths and
weaknesses of an employee and advise him on correcting the weakness.
• It is commended to counsel the employees appropriately regarding their strength and
weaknesses and assist in developing them to realize their full potential in line with the
company’s goals.
• The top management is very much committed in implementing the performance
appraisal system as it is. The performance appraisal system is consider as an essential
tool for bridging gap between the top management and the executives it thus helps
them to develop cordial relations and mutual understanding.
• It is recommended that the employees should be communicated information about his
performance, again his acceptance of it and draw up a plan for future improvement, if
necessary.
• It is recommended that the rater must be thoroughly well versed in the philosophy and
of the rating system. Factor sales must be thoroughly defined, analyzed and
discussed.
To conclude, it is imperative to immunize of the problems or hindrances
to strengthen the system.

66
BIBLIOGRAPHY

BIBLIOGRAPHY

67
S.NO AUTHOR NAME OF THE BOOK

1. SUBBA RAO.P : Personnel/Human resource Management.

2. ASWATAPPA : Human Resource Management

3. T.V.RAO : Appraising Performance

4. C.B.MAMORIA : Human Resource Management.

PHOENIX MOTORS PVT LTDPERSONNEL MANUAL

WEBSITES:

www.hrindia.com

www.herohonda.com

68
 QUESTIONNAIRE

PERSONAL DATA

NAME :
DESIGNATION :
DEPARTMENT :
EXPERIENCE :

1. Do you think Performance appraisal is needed in a Company ?

(a) YES (b) NO

2. Performance appraisal rating is used to

(a) Identify areas of improvement
(b) Identify areas of training and development
(c) Set performance target
(d) All the above

3. In your experience the outstanding Performance of an employee is due to :

(a) Actual Performance (b) Qualification
(c) experience (d) All the above

4. Do you think that a good workmen gets motivated with frequent Performance appraisal is
conducted?
(a) YES (b) NO

69
 5. What are the factors taken into consideration while appraising an individual ?
(a) Interpersonal effectiveness (b) Teambuilding skills
(c) Self motivate skills (d) Leadership

6. In your opinion an employee should be :

(a) Effective (b) Ineffective (c) Both A & B

7. Which method you are using for evaluating Performance ?

(a) MBO (b) 360 degree appraisal (c) Assessment centre
(d) BARS (e) Any other

8. Is it expensive and time consuming?

(a) YES (b) NO

9. Do you agree with the assessment of your reviewing/reporting officers ?

(a) Agree (b) Disagree

10. Do you want any change frequency between the appraisals?

(a) YES (b) NO

11. Have you been able to express all difficulties & problems which you have been
facing regarding your job & achievement of your performance area ?
(a) YES (b) NO

12. Frequency at which Performance appraisal is conducted

(a) 1year (b) 2years (c) half yearly (d) Quarterly

13. Are you satisfied with present Performance appraisal system

(a) YES (b) NO

70
14. The appraisal is an opportunity for self review & reflection
(a) YES (b) NO

15. Do you think the reward system is fair and adequate?

(a) YES (b) NO

16. Do you have a good relationship with appraiser after Performance appraisal?
(a) YES (b) NO

17. DO you feel Performance appraisal promote you?

(a) YES (b) NO

18. In your opinion PIDS is necessary?

(a) YES (b) NO

19. By which way you are consistent for Performance appraisal in

(a) Individual (b) Group (c) Both A & B

20. Is Balance score card (BSC) helps in improving the performance?

(a) YES (b) NO

(SIGNATURE)

71
72