Académique Documents
Professionnel Documents
Culture Documents
Page No: 1
PERFORMANCE APPRAISAL
Appraising the performance of individuals, groups and organizations are a
common practice of all societies. In some instances these appraisal processes are
structured and formally sanctioned, in other instances they are an informal and
integral part of daily activities. Teachers evaluate the performance of students,
bankers evaluate the performance of creditors, parents evaluate the behavior of their
children and all of us, consciously or unconsciously evaluate our own actions from
time to time. In social interactions, performance is conducted in a systematic and
planned manner to achieve widespread popularity in recent years.
Performance appraisal is the process of obtaining, analyzing and recording
information about the relative worth of an employee. The focus of the performance
appraisal is measuring and improving the actual performance of the employee and
also the future potential of the employee. Its aim is to measure what an employee
does.
DEFINITION
According to Edwin.B.Flippo, "Performance appraisal is the systematic, periodic
and an impartial rating of an employees excellence in the matters pertaining to his
present job and his potential for a better job." Performance appraisal is a systematic
way of reviewing and assessing the performance of an employee during a given
period of time and planning for his future.
Performance appraisal is defined as the systematic description of employees job
relevant, strength, weakness.
Performance appraisal may be conducted once in every 6 months or once in a year.
The basic idea of the appraisal is to evaluate the performance of the employee, giving
him a feed back. Identify areas where improvement is required so that training can be
provided.
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Page No: 4
METHODOLOGY
SOURCES OF DATA
The sources for collecting the data are from both
Primary Data
Secondary Data
Primary Data
The primary data are those which are collected afresh and for the first time, and
thus happen to be original in character. The utilized tool for collecting this primary
data is through Interview Method or Questionnaire Method.
Total Population: The total population is 272 employees
Sample Size: The sample size is 70.
Sampling technique: Simple random sampling
Secondary Data
The information collected from the annual reports, company journals and other
material and even through web sites is called secondary data.
Secondary data have been collected from the relevant internal records of the
company as well as standard textbooks. At last both the data have been integrated to
make the project exact and relevant.
Page No: 5
LIMITATIONS
1. The performance appraisal study is limited only to the HCCB PVT. LTD, which
is located in Vishakhapatnam.
2. The survey could not be extended to all the employees working in the plant as
they could not spare much time because of their busy schedule of work.
3. The performance appraisal study is conducted on a limited number of
employees and on the entire work force.
4. The answers given by the respondents highly depend on the mood and interest
and thus the accuracy fluctuates sometimes.
5. Sample size is 70 respondents.
Page No: 6
CHAPTERISATION
Chapter1:
The first chapter deals with the introduction to the study about performance
appraisal, methodology and limitations of the study are also discussed.
Chapter2:
The second chapter portrays the profile of beverages Industry with a special
focus on HCCB PVT.LTD
Chapter3:
The third chapter deals with theoretical concepts of performance appraisal
as well as performance appraisal practices adopted by HCCB PVT.LTD.
Chapter4:
The fourth chapter elicits the opinion and views of respondents on the
existing performance appraisal at HCCB PVT.LTD.
Chapter5:
The fifth chapter evaluates the whole report in summary, findings and
suggestions.
Page No: 7
Page No: 8
COCA-COLA:
history, as well as the best-known product in the world. Created in Atlanta, Georgia,
by Dr. John S.Pemberton, Coca-Cola was first offered as a fountain beverage by
mixing Coca-Cola syrup with carbonated water. Coca-Cola was introduced in 1886,
patented in 1887, registered as a trademark in 1893 and by 1895 it was being sold in
every state and territory in the United States. In 1899, The Coca-Cola Company began
franchised bottling operations in the United States. Coca-Cola might owe its origins
to the United States, but its popularity has made it truly universal. Today, we can find
Coca-Cola in virtually every part of the world.
BIRTH OF REFRESHING IDEA:
John Styth Pemberton first introduced the refreshing taste of Coca-Cola in
Atlanta, Georgia. It was May 8th of 1886. He first distributed the new product by
carrying Coca-Cola in jug, down the street to Jacobs Pharmacy. For five cents,
consumers could enjoy a glass of Coca-Cola at the soda fountain. Whether by design
or accident, carbonated water was teamed with new syrup, producing a drink that was
proclaimed delicious and refreshing.
TRADEMARKS:
Companys trademarks are most valuable assets. The trademark CocaCola was registered with U.S. patents and trademark office in 1893, followed by
Coke in 1945. Today, the worlds favorite soft drink Coca-Cola is also the
worlds best-known and admired trademark, recognized by more than 90% world
population.
STRUCTURE OF COCA-COLA: The five operating segments of Coca-Cola are
1. North America
2. Africa
3. Asia
4. Europe, Eurasia, and Middle East.
5. Latin America.
Page No: 9
Mauritania,
Mauritius,
Mayetta,
Mexico,
Moldova,
Mongolia,
Page No: 10
Our Vision
Our vision serves as the framework for our Roadmap and guides every aspect of
our business by describing what we need to accomplish in order to continue achieving
sustainable, quality growth.
People: Be a great place to work where people are inspired to be the best they
can be.
Integrity: Be real
Get out into the market and listen, observe and learn
Be insatiably curious
Work Smart
Work efficiently
Page No: 12
Reward our people for taking risks and finding better ways to solve problems
Be the Brand
Page No: 13
geographical areas. The bottlers produce the final drink by mixing the syrup with
filtered water and sugar (or artificial sweeteners) and then carbonate it before filling it
into cans and bottles, which the bottlers then sell and distribute to retail stores,
vending machines, restaurants and food service distributors.[35]
The Coca-Cola Company owns minority shares in some of its largest
franchises, like Coca-Cola Enterprises, Coca-Cola Amatil, Coca-Cola Hellenic
Bottling Company (CCHBC) and Coca-Cola FEMSA, but fully independent bottlers
produce almost half of the volume sold in the world. Since independent bottlers add
sugar and sweeteners, the sweetness of the drink differs in various parts of the world,
to cater for local tastes.
BRANDS OF COCA-COLA WORLD OVER:
Cola is able to maintain and produce the products worldwide, maintaining a
local approach. Heart of this approach is the bottling system. Before any product is to
be consumed, it has to be produced, packaged and distributed. Coca Cola reaches
around 6 million people and thus the bottling of the products is done either by the
individual companies or by the companies owned by the company itself, so the
process of acting locally and thinking globally is a competitive advantage to coke.
This is possible with the help of around 200-300 brands of the company.
POPULAR BRANDS:
Japan.
COCA-COLA
pouring of loyalty and affection for the original formula hence the
company has introduced the formula in the year 1985 once again
as Coca-Cola classic.
DIET COKE:
A milestone in innovative product development, diet Coke debuted the
USA in the year 1982 and began a massive international rollout in 1983 as Coca
Cola light in some market. Named advertising ages brand of the decade in 1990, diet
Coke remains the number one diet soft drink in USA and around the world.
THUMS UP:
Thums up is a leading carbonated soft dink and most trusted brand in India.
Originally introduced in 1997, Thums up was acquired by the Coca-Cola Company in
1993. Thums up is known for its strong, fizzy taste and confident, mature and
uniquely masculine attitude. This brand clearly seeks to separate the men from the
boys.
LIMCA
Lime n Lemon, derived from nimbu + jaisa, hence lime sa Limca has
been lived up to its promise refreshment and has been original thirst choice of
millions of consumers for over three decades.
SPRITE:
Introduced in USA in the year 1961, it is the 5 th best selling soft drink in the
world and 4th best selling in the Coca-Cola family.
FANTA:
Introduced in the year 1960, fanta was the 1 st soft drink other than Coca-Cola
to be marketed by the company for year. Only the European bottlers of Coca-Cola
G.M.B.H. distributed fanta lime.
MAAZA
Maaza was launched in 1976. Here was a drink that offered the same real taste
of fruit juices and was available throughout the year. In 1993, Maaza currently
dominates the fruit category..
Brand logos
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Local competitors
Pepsi is often second to Coke in terms of sales but outsells Coca-Cola in some
markets. Around the world, some local brands do compete with Coke. In South and
Central America, Kola Real, known as Big Cola in Mexico, is a fast-growing
competitor to Coca-Cola. On the French island of Corsica, Corsica Cola, made by
brewers of the local Pietra beer, is a growing competitor to Coca-Cola. In the French
region of Bretagne, Breizh Cola is available. In Peru, Inca Kola outsells Coca-Cola.
Page No: 16
However, The Coca-Cola Company purchased the brand in 1999. In Sweden, Julmust
outsells Coca-Cola during the Christmas season.[45] In Scotland, the locally-produced
Irn-Bru was more popular than Coca-Cola until 2005, when Coca-Cola and Diet Coke
began to outpace its sales.[46] In India, Coca-Cola ranked third behind the leader,
Pepsi-Cola, and local drink Thums Up. However, The Coca-Cola Company purchased
Thums Up in 1993. As of 2004, Coca-Cola held a 60.9% market-share in India. [48]
Tropicola, a domestic drink, is served in Cuba instead of Coca-Cola due to a United
States embargo. French brand Mecca Cola and British brand Qibla Cola, popular in
the Middle East, are competitors to Coca-Cola. In Turkey, Cola Turka is a major
competitor to Coca-Cola. In Iran and also many countries of Middle East, Zam Zam
Cola and Parsi Cola are major competitors to Coca-Cola. In some parts of China,
Future cola is a competitor. In Slovenia, the locally-produced Cockta is a major
competitor to Coca-Cola, as is the inexpensive Mercator Cola, which is sold only in
the country's biggest supermarket chain, Mercator. In Israel, RC Cola is an
inexpensive competitor. In Madagascar, Classiko Cola, made by Tiko Group, the
largest manufacturing company in the country, is a serious competitor to Coca-Cola in
many regions. On the Portuguese island of Madeira, Laranjada is the top-selling soft
drink. In the UK, Coca-Cola stated that Pepsi was not its main rival, but rather
Robinsons drinks.
Revenue
According to the 2005 Annual Report, [5] the company sells beverage products
in more than 195 [6] countries. The report further states that of the more than 50 billion
beverage servings of all types consumed worldwide every day, beverages bearing the
trademarks owned by or licensed to Coca-Cola account for approximately 1.5 billion.
Of these, beverages bearing the trademark "Coca-Cola" or "Coke" accounted for
approximately 78% of the Company's total gallon sales.
Also according to the 2007 Annual Report, Coca-Cola had gallon sales distributed
as follows:
Page No: 17
Sponsorship
Coca-Cola has sponsored the English Football League since the beginning of
the 2004-05 season (beginning August 2004). Other major sponsorships include
NASCAR, the NBA, the PGA Tour, NCAA Championships, the 2008 Beijing
Olympics, the NRL and the UEFA European Football Championship, as well as the
hit FOX singing-competition series American Idol. Coca-Cola is also a sponsor of the
nightly talk show on PBS, Charlie Rose.
Coca-Cola India's Corporate Social Responsibility Strategy
This case is about Coca-Cola's corporate social responsibility (CSR) initiatives in
India. It details the activities taken up by Coca-Cola India's management and
employees to contribute to the society and community in which the company
operates.
Coca-Cola India being one of the largest beverage companies in India, realized
that CSR had to be an integral part of its corporate agenda. According to the company,
it was aware of the environmental, social, and economic impact caused by a business
of its scale and therefore it had decided to implement a wide range of initiatives to
improve the quality of life of its customers, the workforce, and society at large
However, the company came in for severe criticism from activists and environmental
experts who charged it with depleting groundwater resources in the areas in which its
bottling plants were located, thereby affecting the livelihood of poor farmers,
dumping toxic and hazardous waste materials near its bottling facilities, and
discharging waste water into the agricultural lands of farmers. Moreover, its allegedly
unethical business practices in developing countries led to its becoming one of the
most boycotted companies in the world.
Page No: 18
schools in and around Chennai. The Company plans to provide clean drinking CocaCola India also promotes sustainable packaging through PET recycling and has
undertaken several projects in the areas of primary health, primary education and
infrastructure for local communities. The Company has undertaken these Citizenship
initiatives in partnership with government, NGOs, educational institutions. In 2006,
the World Environment Foundation (WEF) honored Coca-Cola India with the Golden
Peacock Environment Management Special Commendation Award for its world-class
environment practices.
COCA-COLA INDIA
It consists of India, Nepal, Bhutan, Sri Lanka, Bangladesh and Maldives
It is a part of Asia group.
It has won the 2002 Robert Woodruff Award
Best market share of 61%
Record 23% CSDs growth
It has won numerous marketing excellences awards.
COCA-COLA INTO INDIA:
After the exit of the Coca-Cola in 1977 from India, Parle has established its
reign over the Indian soil and been flourishing since, in leaps and bounds.
Ramesh Chauhanand Prakash Chauhan were steering the phenomenal brands like
Thumps up, Limca, Citra, Gold Spot etc., Soft drink industry was reign by these
wizards for a period of two decades.
In the 1990s came the era of changes, LPG opened up the gates for the
biggies to flood with the competencies. Coca-Cola re-entered India in the year 1993,
yet another time. Prior to the entry to Coca-Cola, Pepsi was doing a big cats business
and has been eating the biggest pie of the cake every now and then.
In 2003, Coca Cola India pledged to invest a further US $100 million in its
operations. Coca Cola business directly employs approximately 6000 Local people in
India. In India, the company indirectly creates employment for more than 125000
people in related industries through their vast procurement, supply and distribution
Page No: 21
system. Virtually all the goods and services required to produce and market Coca
Cola locally are made in India.
COCA COLA INDIA VALUES:
Leadership: To courage to shape a better future.
Passion: Committed in heart and mind.
Accountability: If it is to be, its up to me.
Innovation: Seek, imagine, create and delight.
Integrity: Be real
Collaboration: Leverage collective genius
Quality: What we do, we do well.
>
>
Co-Pack
32
>
Cadbury Schweppes
07
TOTAL
25
27
: 91
Page No: 22
To recognize and develop regional or local talent and ensure that these
talents graduate as full-pledged professionals to play a major role in
organizational development.
SWOT ANALYSIS
SWOT ANALYSIS is to suggest ways in which the organization can get
profits from opportunities and strengths and shield itself against weaknesses ant
threats.
Table 2.2: SWOT ANALYSIS
OPPORTUNITIES
THREATS
STRENGHTS
WEAKNESSESS
Growing markets
Economic
Strong R&D
Customers
Positive
slow down
Buyers
Dealers force
complaints
Long cycle time
Low cost
Service recovery
images
Moving
brand
market
to
high
technology
UNIQUE ACHIEVEMENTS
VARIOUS BRANDS OF COCA-COLA IN INDIA
1) Coca-Cola
2) Thums-Up
3) Sprite
4) Limca
5) Fanta
6) Kinley Water
7) Diet Coke
of the flavors Thums-up, Coca-Cola, Fanta, Sprite, Limca and Kinley Soda (300
ml only).The plant has one manufacturing line for aerated products. The
manufacturing line has the capacity of 600BPM.
over from Pinakini Beverages and ever since the entry of multinational in the
business. The investments in the industry grew at a faster rate and spending in
the market also increased drastically.
Lots of efforts made by the company in marketing its products in the
remote villages, like free distribution vehicles providing to whole sellers have
paid dividends as the company has 70% of its market spread in the rural belt.
Page No: 23
They distributed the products, both own and sourced, to Nellore Raw
districts and supply productions to distributors. The company has received
several appreciations and prestigious awards for both quality and sales and the
company stood-up best in the year 1994-95 in system of Coca-Cola India, which
is record of sorts for rural bottling company.
Hindustan Coca-Cola Beverages Private Limited is operating in about
200 countries all over the world. Through the world there are 400 brands
produced by the company since 118 years with a turnover of $ 120 billion per
annum
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management has already been professional zed and change is expected at the middle
level also. A total re-organization is around the corner.
An Area General Manger heads Bharat Coca Cola Bottling South East Pvt Ltd.
The various departments are the finance department, the sales department, the plant,
the quality assurance department and the personnel department.
Page No: 26
The plant layout is given which depicts the extent of care taken by the
management to have a very pollution free area and an enjoyable arena to work in. The
entire plant is divided into four segments
.
1. Water treatment plant
2. Syrup preparation plant
3. Carbon dioxide preparation plant
4. Administration
1. THE PLANT:
The entire process in HCCBPL can be simplified and presented as below
Raw
Syrup
Tank
Read
Para
Mix
Syrup
Machin
Tank
Filler
Godown
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CIP Room: CIP stands for clean in point. There are two cylindrical tanks of capacity
2 KL each. One is a hot caustic tank maintained at 60*C and the other a hot water
tank kept at 80*C. These solutions are used for cleansing the raw syrup and ready
syrup tanks.
controlled by the automated CIP system. Before production starts each day, the raw
syrup tank and the ready syrup tank is cleaned in 3 steps.
1. Cool Water Rinsing
2. Hot water Circulation
- 05 min
- 10 min
- 05 min
At the end of the day, the tanks are again cleaned in 5 steps.
1. Cool Water Rinsing
- 05 min
- 10 min
- 10 min
- 15 min
- 10 min
The Raw Syrup Room, Ready Syrup room and CIP are manned by five people.
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Bottle Washer:
Pre-rise Compartment.
Pre-wash Compartment
Soaker Compartment.
Hydro Compartment
Pre-Final Fresh Compartment
The bottles that return from the market are initially checked for damages and
cracks. If found fit, they are put in the bottle washer where they are thoroughly
cleaned. It then goes to the testing area where frontal and bottom testing is done.
The bottles are checked for faded labels, chipped mouth, cracks due to thermal
shock, bruises due to washing, residual liquid from washing and other foreign
debrief.
Filler and Para-mix Machines:
The Ready Syrup reaches the Para-mix Machine where it is cooled by the refrigerant
ammonia. The solution is carbonated and sent to the Filler Machine. The Filler
Machine fills the bottles and caps them at the rate of 600 bottles/min.
The bottles are coded using a coding machine where the price, batch and date
of manufacturing are imprinted. The filled bottles are finally checked for loose
crowns, rising bubbles, cracks and foreign particles, the level of the liquid etc.
The filled bottles are shifted to the go down which has a total capacity of
30000 crates. At any time, the go down will have a stock of 20000 to 25000 crates.
OTHER SECTIONS
Generator Room:
Two high-powered generators of 250 KVA and 125KVA are used for
providing energy.
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Chilling Plant:
It supplies ammonia, which acts as the refrigerant.
Water Treatment Plant (WTP) :
Water is obtained from pipelines and bore wells. This water is chemically
treated.
Boiler Plant:
It provides steam to Bottle Washer Unit, Raw Syrup Room and Ready Syrup
Room.
2. PRODUCTION DEPARTMENT:
The production department is headed by a Factory Manager who reports
directly to the Area General Manger (AGM).
One Engineer is for the inside battery limit i.e., Plant Equipments and Maintenance
and the second Engineer is for outside battery limits; for the utilities like Generator
Room, Boiler, Water Treatment Plant and the Maaza unit which is located at some
distance. These four people report to the Plant Manger.
There are 165 workers in the plant, which includes ladies, who are otherwise engaged
in housekeeping into the production line. Depending on the demand, the company
operates three types of shifts.
1. General Shift
- 8 am 5 pm
2. 2 Shifts
- 6 am 2 pm and 2 pm 10 pm
3. 24 hours
- 6 am 6 pm and 6 pm 6 am
Women are employed only in the general shift (8 am 5 pm) or the A shift (6
am 2 pm). In other shifts, casual labors are used.
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PRODUCTION PROCESS
The company has installed a semi automatic plant layout. The
present capacity of the plat is 600 crate / hr i.e., 4,800 crates per shift of 8 hr.
During the months of March to June due to peak demand, the plant is filled with
full capacity i.e., 5,500 crates per shift, with an extended shift of 12 hr. During
the other months of production per shift is 3, 3000 crates per shift.
STAGES IN PRODUCTION PROCESS
1. Water Treatment 2.Raw Syrup Making 3.Ready Syrup Making
4. Bottling Process
5.Quality Control
PRODUCTION SCHEDULE
The production schedule fixed daily by taking into consideration the
market demand, the availability of empty bottles and the inventory position of
filled bottles. The storage capacity of the go down is at present 90,000 crates,
which also limits the production schedule. The production schedule for each
brand is fixed daily. Production is generally carried out in 2 shifts. In summer,
the demand reached its peak and production will be extended 12 hr shifts.
RAW MATERIALS
Raw materials are the flavors essence concentrate supplied by Parle,
sugar and water. Sugar purchased in bulk from the wholesale sugar market. The
requirement of sugar for 20-25 production days kept in stock and requirement
for a month indented in advance. Water required met by municipal supply,
Water from bore well and tube wells also used when required. Water further
treated with chemicals. Caps are supplied by specialized firms like L&T and
metal box India Ltd.,
INGREDIENTS
1. Water
2.Sugar
3.Carbon-dioxide (CO2)
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Page No: 32
District Sales
In addition to the Sales Manager, there is a Deputy Sales Manger, 4 Assistant
Sales Manger and below them 2 salesmen each. Each distributor has a target, which
is fixed by the Sales Manager in consultation with the distributor.
From the
distributor, it reaches the retailer outlet. The Company Sales Force helps the retailers
and distributors achieve their targets through promotions and other incentives.
The sales Force in far locations report to the Sales Manger once a week.
Based on their reports, new incentive schemes and offers are made. The previous
weeks performance is evaluated and targets for the next week are discussed.
City Sales:
Under the Sales Manager (city), there are supervisory staff and 113-field force.
The company has no distributors in the city of Visakhapatnam. They directly supply
to the retailers. There are twenty routes with a truck covering each route. Sales man
and two sales helpers accompany each truck. There is a Sales Officer for every two
routes. He moves around on a bike and sees to it that all outlets are covered. Any
urgent messages are communicated to the Sales Force through mobiles.
There are approximately 5600 outlets in Visakhapatnam city. In loop areas
i.e., areas where the company truck cannot go, a fat dealer is appointed. He supplies
to the remote areas and get about 5% discount on the total sales.
Bottles and crates are provided to a retailer after a certain deposits is paid. In
peak season when there is excess demand, crates are also provided on loan. This does
not involve money transactions and retailers may take 10 crates on loan, which he
will return later. Coolers are installed at retail outlets depending on the retailers
requirement and sales volume. The sales man on his visit sees to it that the coolers
are properly maintained. Any serious problem is rectified by the Service Engineers
who are on contract basis with the company.
Targets are fixed and the Sales men and sales helpers get incentives for
achieving and exceeding the targets. On returning to the Sales Depot, he submits the
Page No: 33
load sheets, the Cash Sales Invoice, Cash Detail Form and the Settlement Sheet. The
Sales Manager interacts with his sales team in the depot every morning where the
latest market situation is discussed. The Sales Manager does not hand over charge to
any one person during his absence. The AGM manages the show.
Recruitment
outlets.
5. Customer Service Support System:
There is Customer Service Support System (CSSS) which functions under the
CSSS for entire Andhra Pradesh, locally it reports to the AGM. In the soft drinks
industry, the customer and consumer is defined separately. The customer is one who
resells for profit. This includes the retailer and the distributor. By consumer, they
mean the end user of the products.
The CSSS studies the distribution network and suggest improvements where
necessary. The viability of existing routes, developing new routes, distributing and
merchandising planning are all functions of CSSS. It even suggests training programs
for the Sales Force depending on the need. The function of CSSS can be briefly
summed up as Managing the Middlemen.
Consumer Response Co- Ordination Unit (CRC):
The Consumer Response Co-Ordination Unit has the Sales Manager. This unit
is temporarily handled by the CRSS.
grievance from the market either through phone calls or through the sales force. It
Page No: 34
sends regular reports to the Corporate Office. These reports are useful for dealing
with similar situations arising in different parts of the country.
DISTRIBUTION PATTERNS
Chart 2.1: Direct operation
Plant
Depot (Ko)
Retailers
Consumers
Area marketing
Indirect operation
Plant
C&F
Super
stockiest
Distributors
Customers
Consumers
Route Agents
6. FINANCE DEPARTMENT:
A Finance Manager heads the Finance Department. This is a very powerful
post in the company and the Finance Manager is the second in command of the unit.
The entire plant and operations keep in abreast of their daily functioning, while the
Page No: 35
AGM mainly attends to the sales functions. The Finance Department can be broadly
segmented into two, the accounting sections and the payables/Receivables i.e.
working Capital. In addition to these sections like Shipping Stores, Purchase,
Administration and taxes report to the FM. The annual budgets are prepared in unit
level Regional Office. The FM makes allocation for the different
departments in
Page No: 36
7. STORES:
There is a Stores In-charge and four other people to assist him. All material
used for production are under the Stores In-charges once they enter the company
premises. This includes sugar, essence, crown etc. The Stores Department reports to
the Finance Manager and daily reports are sent to him. Materials are stocked in
accordance with the production schedule and sales target.
8. SHIPPING:
This functions under the Shipping In-charge who notes the full position in go
down. These units report to the Finance Manager.
9. PURCHASE:
This section functions with two people including the purchase In-charge who
reports to the Finance Manager. The plant informs the store of the requirements
that in turn make a purchase matter whether concerning the plant request to the
Purchase Department. Every purchase matter whether concerning the plant or
office is handled by the Purchase Department.
10. PERSONNEL DEPARTMENT:
Matters like recruitment, selection, wage structure, etc is decided at
Hyderabad. The respective department heads sanctions leaves for the staff. The
department is conducting training programs in computers and Spoken English so as
to better equip its people to handle the change, the organization is undergoing.
Table 2.3: MAN POWER PARTICULARS
S.No
1.
2.
3.
Category
Permanent
Temporary
Contract Labor
Total
Numbers
272
60
200
532
Page No: 37
The total manpower is 532 and there are no Bloc workers in the organization.
Permanent workers are workmen (165) staff (107), woman associates are permanent
(7) temporary (2) members, managers are (9) and market developers are (43)
members in the organization.
Organizational Structure
ORGANISATION CHART:
Organization structure is a basic framework, which the managers decisionmaking behavior takes place. Structure basically deals with relationships.
Organization structure is the pattern of relationships among various components or
parts of the organizations. This prescribes the relationship of various activities and
positions.
Organization chart is the vital tool for providing information about
organization relations.
ORGANISATION
STRUCTURE
OF
HINDUSTAN
COCA-COLA
The organization structure plays a vital role in the smooth functioning of the
Hindustan Coca-cola beverages Pvt. Ltd. Visakhapatnam. The organization chart for
the firm depends on the customer coverage.
The personnel department is under the main company i.e., Hindustan CocaCola Beverages Private Limited, Visakhapatnam. It is a bottling unit, so in the
bottling unit, there are only three departments i.e., accounts, production, and
marketing and human resource.
Page No: 38
Organizational Structure
A.G.M
.M
Plant
Manager
Quality
Manager
Finance
Manager
HR
Manager
Sales
Manager
Assistant
Sales
Manager
Assistant
Manager
Senior
Officer
Assistant
Manager
Senior
Executive
Executive
HR SALES
EXECUTIVE
(S.Ismail)
HR EXECUTIVE
(S.Srinivasa rao)
HR
EXECUTIVE
(G.Srinivasa
Rao)
Page No: 39
PATNA unit wins (CSR) Corporate Social Responsibility award for the
HCCBPL has been honored the Best Private Company in State by the
Page No: 40
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Former Emphasis
Merit-rating
Determine wage increase,
Present Focus
Performance appraisal
Development of the individual,
Application
Factors rated
Personal traits
personnel.
Performance,
Techniques
accomplishments.
Rating scales with emphasis Mutual goal-setting,
upon scores
result
or
critical
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TRADITIONAL METHODS
MODERN METHODS
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1. Checklist
1. Management by objective
3. Assessment centers
4.Behaviourally anchored rating
scales
5. Critical incident method
6. Performance tests and observations
7. Essay method
TRADITIONAL METHOD
1. CHECKLIST
A checklist of statements on the traits of the employee and his/her job is
prepared in two columns via, a yes column and a No column. All that rater
should do is tick the yes column if the answer to the statement is positive and in
column No if the answer is negative. After Ticking off against each item, the
rater forwards the list. To the HR department where the actual assessment of the
employee takes place. The HR department assigns certain points to each Yes the
total score is arrived at. When points are allotted to the checklist, the technique
becomes a weighed checklist.
2. GRAPHIC RATING SCALES
This is the simplest and most popular technique for appraising employee
performance. Graphic rating scale refers to using specific factors to appraise people.
The entire appraisal is presented in the form of a chart. The chart contains certain
columns which indicate qualities which are being appraised and other columns which
specify the rank to be given.
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Quantity of work
Intelligence
Excellent
Very good
Good
Satisfactory
Poor
The senior has to put a tick mark for a particular quality along with the ranking.
Such charts are prepared for every employee. According to the department in which
they work. Sometimes the qualities which are judged may change depending upon the
department.
3. FORCED CHOICE METHOD
This approach is known as the forced choice method because the rater is
forced to select the statements, which are readymade. The rater is given a series of
statements about an employee. These statements are arranged in block of two or
more, and the rater indicates, which statement is most or least descriptive of the
employee. As in the checklist method, the rater is simply expected to select the
statements that describe the rate. The HR department does the actual assessment.
4. FORCED DISTRIBUTION METHOD
The forced distribution method seeks to overcome the problem by
compelling the rate to distribute the rates on all points on the rating scale. The
second method operated under an assumption that the employee performance level
conforms to a normal statistical distribution. It is assumed that employee
performance levels conform to a bell-shaped curve. For example, 10% at the top
end of the scale is excellent, 20% good, 40% average, 20% of the lowest grade is
below average.
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others. By design, the 360 degree appraisal is effective in identifying and measuring
interpersonal skills, customer satisfaction, and team building skills.
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3. ASSESSMENT CENTERS
An assessment centre is a central location where managers may come together to
have their participation in job related exercises evaluated by trained observers. The
principle idea is to evaluate managers over a period of time, say one to three days, by
observing their behavior across a series of select exercises or work samples. Assesses
are requested to participate in in-nascent exercise work groups(with leaders), role
playing, and other similar activities, which require the same attributes for successful
performance, as in actual job. Self appraisal and peer evaluation are also throw in for
final rating. The characteristics assessed in a typical assessment centre include
assertiveness, persuasive ability, communicating ability, planning and organization
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ability, self confidence, resistance to stress, energy level, decision making, sensitivity
to the feeling of others, administrative ability, creativity, and mental alertness.
8. BEHAVIORALLY ANCHORED RATING SCALES (BARS)
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 eg. 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
behaviour by recording and comparing the behavior with BARS. Developing and
practicing BARS requires expert knowledge.
Developing BARS typically requires five steps
1. Generate critical incidents
the job reallocate the original critical incidents. They get the cluster definitions
(from step 2) and the critical incidents and must reassign each incident to the
cluster they think it fits best. Retain a critical incident if some percentage
(usually 50% to 80%) of this second group assigns it to the same cluster as did
the first group.
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4. Scale The Incidents This second group then rates the behavior described by
the incidents as to how effectively or ineffectively it represents performance
on the dimensions (7 to 9 point scales are typical).
5. Develop a final instrument
Choose about six or seven of the incidents as the dimensions behavioral
anchors.
THE APPRAISAL PROCESS
The appraisal process begins with the establishment of performance
standards; these should have evolved out of job analysis and the job description.
CHART 3.1:
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more than the desired performance or, the actual performance being less than the
desired performance depicting a negative deviation in the organizational performance.
It includes recalling, evaluating and analysis of data related to the employees
performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on
one-to-one basis. The focus of this discussion is on communication and listening. The
results, the problems and the possible solutions are discussed with the aim of problem
solving and reaching consensus. The feedback should be given with a positive attitude
as this can have an effect on the employees future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees to perform
better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective actions, or the
related HR decisions like rewards, promotions, demotions, transfers etc.
CHALLENGES OF PERFORMANCE APPRAISAL
An organization comes across various problems and challenges Of Performance
Appraisal in order to make a performance appraisal system effective and successful.
The main Performance Appraisal challenges involved in the performance appraisal
process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by the
top management. The performance data to be considered for evaluation should be
carefully selected. For the purpose of evaluation, the criteria selected should be in
quantifiable or measurable terms
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2. HORN EFFECT :In this case only the negative qualities of the employee are
considered and based on this appraisal is done. This again will not help the
organization because such appraisal may not present a true picture about the
employee
3. CENTRAL TENDENCY
In this case the superior gives an appraisal by giving central values. This prevents a
really talented employee from getting promotions he deserves and some employees
who do not deserve any thing may get promotion.
4. LENIENCY AND STRICTNESS
Some bosses are lenient in grading their employees while some are very strict.
Employee who really deserves promotions may loose the opportunity due to strict
bosses while those who may not deserve may get benefits due to lenient boss.
5. SPILL OVER EFFECT
In this case the employee is judged +vely or vely by the boss depending upon
the past performance. Therefore although the employee may have improved
performance, he may still not get the benefit.
6. FEAR OF LOOSING SUBORDINATES AND SPOILING RELATIONS
Many bosses do not wish to spoil their relations with their subordinates. Therefore
when they appraise the employee they may end up giving higher grades which are not
required. This is a injustice to really deserving employees.
7. GOODWILL AND TECHNIQUES TO BE USED Sometimes a very strict
appraisal may affect the goodwill between senior and junior. Similarly when different
departments in the same company use different methods of appraisal it becomes very
difficult to compare employees.
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due
weight.
3. The supervisor should analyze the strengths and weaknesses of the employee and
advise him.
4. The appraisal programmed should be less time-consuming and less costly
5. The results of appraisal should be immediately communicated to the employee.
6. A post appraisal interview should be arranged.
7. Training can be used to improve the standards of performance appraisal.
8. The right appraisal tools should be chosen to minimize arising problem.
ADVANTAGES OF DOING PERFORMANCE APPRAISALS
They provide a record of performance over a period of time.
They provide an opportunity for a manager to meet and discuss performance
with an employee.
Provide the employee with feedback about their performance and how they
completed their goals.
Provide an opportunity for an employee to discuss issues and to clarify
expectations with their manager.
Offer an opportunity to think about the upcoming year and develop employee
goals.
Can be motivational with the support of a good reward and compensation
system.
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Quantity of work
Intelligence
Excellent
Very good
Good
Satisfactory
Poor
The senior has to put a tick mark for a particular quality along with the ranking.
Such charts are prepared for every employee. According to the department in which
they work. Sometimes the qualities which are judged may change depending upon the
department.
In Coca-Cola Company the Hr.executives will prepare the performance
appraisal charts and submitted those charts to the Hr.Manager. The hr.manager will
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assess the performance of the employee based on the report and give feedback to the
employees so that they can know their performance. If the feedback is poor the
management will provide training and if the feedback is good the appreciation will be
provided in the form of awards and rewards.
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Structured questionnaire adopting simple random sampling .Sample has been drawn
from the executive cadre of employees their opinions has been analyzed, interpreted
and presented in this chapter.
No of Respondents
60
Percentage (%)
86
Partially Agree
10
14
Disagree
70
100
Total
GRAPH: 4.1:
ANALYSIS:
From the above table, 86% of the total respondents agree that they are aware of the
Performance Appraisal System in coca-cola company, 14% of them partially agree for
this and none of them disagrees for this.
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INTERPRETATION:
From the above table we can interpret that most of the employees are aware
of the Performance Appraisal System in coca-cola company.
.
Opinion
Strongly Agree
Partially Agree
3.
Disagree
Total
Respondents
25
33
Percentage (%)
36
47
12
17
70
100
GRAPH 4.2:
ANALYSIS:
From the above table 36% of the respondents opined that the Performance Appraisal
system followed in the organization helps in assessing the competencies ,47%
partially agree for this and rest of them disagree this.
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INTERPRETATION:
From the above data we can interpret that the most of the employees felt that
the performance appraisal system followed in the organization helps in assessing the
competencies.
TABLE 4.3: The Performance appraisal system helps in assessing the training
needs of the employees.
S.No
Opinion
Respondents
Percentage (%)
Strongly Agree
43
62
Partially Agree
22
31
3.
Disagree
Total
5
70
7
100
GRAPH 4.3:
ANALYSIS:
From the above data it analysiss that 62% of the employees agree that the
Performance appraisal system helps in assessing the training needs of the employees,
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where as 31% of them partially agree fro this and while only 7% of them disagree for
this.
INTERPRETATION: From the above chart we can interpret that most of the
employees felt that Performance appraisal system helps in assessing the training
needs of the employees.
Opinion
Respondents
Percentage (%)
80
1.
Promotion
56
2.
Increments
13
19
3.
1
70
1
100
GRAPH 4.4:
ANALYSIS:
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From the above table, we can say that 80% of the employees felt that the
objective of performance appraisal is identifying training need is promotion, where as
19% felt that it is increments and rest of them opined that it is based on both
promotion and increments
INTERPRETATION:
From the above data we can interpret that the most of the employees agree that the
objective of performance appraisal is identifying training need is based on promotion.
TABLE 4.5: The Performance Appraisal System forms the basis for making
decisions regarding promotions & rewards.
S.NO
Opinion
1.
2.
Strongly Agree
Partially agree
3.
Disagree
Total
Respondents
Percentage (%)
35
27
50
39
11
70
100
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GRAPH4.5:
ANALYSIS:
From the above table, 50% of the employees thinks that The Performance
Appraisal System forms the basis for making decisions regarding promotions &
rewards, while 39% employees partially agree for this and only 11% of them disagree
for this.
INTERPRETATION:
From the above data we can interpret that most of the employees believes that
the Performance Appraisal System forms the basis for making decisions regarding
promotions & rewards.
6months
Respondents
10
Percentage (%)
14
52
75
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3.
1 year
Total
11
70
100
GRAPH 4.6:
ANALYSIS:
From the above table, 75% of the employees opined that frequency of
performance appraisal system in the organization is every 6 months,14% of them
thinks it should be 3 months and only 11% of them felt that it should be 1 year.
INTERPRETATION:
From the above that chart, we can interpret that most of the employees felt
that the frequency of performance appraisal system in the organization should be
every 6 months
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S.No
Opinion
Respondents
Percentage (%)
1.
Strongly Agree
2.
Partially Agree
36
51
3.
Disagree
14
21
70
100
Total
20
28
GRAPH 4.7:
ANALYSIS:
From the above table, 51% of the employees felt that the performance
appraisal system followed in the organization is fair, while 28% of the employees
partially agree for this and 21% of them disagree for this
INTERPRETATION:
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Opinion
1.
2.
3.
Agree
Partially Agree
Disagree
Total
Respondents
Percentage (%)
47
21
2
67
30
3
70
100
GRAPH 4.8:
ANALYSIS:
From the above table, 67% of the respondents Agree that the
performance appraisal rating by HR executive is objective and 30% partially
agreed for this and rest of them only 3% disagree for this.
INTERPRETATION:
From the above data its evident that most of the employees agree that
the performance appraisal rating by HR executive is objective
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Opinion
Respondents
Percentage (%)
1.
Written
47
67
2.
Orally
21
30
3.
Both
2
70
3
100
Total
GRAPH 4.9:
ANALYSIS:
From the above table, 67% of the respondents Agreed that, the feedback is
communicated in written form and 30% partially agreed that; the feedback is
communicated in the written form and the remaining 3% disagreed.
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INTERPRETATION:
From the above data its evident that feedback is communicated is in the written
form because of this form the feedback is more communicated between the superiors
and subordinates.
Opinion
Strongly Agree
Partially Agree
3.
Disagree
Total
Respondents
45
20
Percentage (%)
64
29
70
100
GRAPH4.10:
ANALYSIS:
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From the above table, 64% of the respondents strongly agree that after
performance appraisal feedback is given, while 29% of them partially agree for this
and only 7% of them disagree for this.
INTERPRETATION:
From the above data we can interpret that most of the employees felt that after
performance appraisal only feedback should be given.
Opinion
Strongly Agree
Partially Agree
3.
Disagree
Total
Respondents
40
28
Percentage (%)
57
40
70
100
GRAPH 4.11:
ANALYSIS:
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Opinion
Superior
HOD
Respondents
30
25
Percentage (%)
43
36
3.
Peer Group
11
4.
10
Total
70
100
GRAPH4.12:
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ANALYSIS:
From the above table, 43% of the employees opined that performance need
to be appraised by superior ,36% of them felt that performance need to be appraised
by HOD,11% of them felt that performance need to be appraised by peer group and
rest of them felt that performance need to be appraised by all superior, HOD and
peer group.
INTERPRETATION:
From the above data we can interpret that most of the employees felt that performance
need to be appraised by superior.
TABLE 4.13: Employees were satisfied with the present system of performance
appraisal
S.No
1.
2.
Opinion
Strongly Agree
Partially Agree
3.
Disagree
Total
Respondents
60
6
Percentage (%)
86
8
70
100
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GRAPH 4.13:
ANALYSIS:
From the above data, we can say that 86% of the employees strongly agree that
Employees were satisfied with the present system of performance appraisal ,where as
8% of them partially agree and only 6% of them disagree for this.
INTERPRETATION:
By the above data we can interpret that majority of the employees agree that
employees were satisfied with the present system of performance appraisal .
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SUMMARY
Human resource is considered to be the most valuable asset in any
organization hence the human resource should be utilized to maximum extent in order
to achieve individual and organizational goals, which would be ultimately achieved
by employees performance however, the employees performance is motivated by
performance appraisal system.
Performance appraisal is the systematic description of employees job
relevant, strength, weakness. The objective of the study is to analyze different
performance appraisal schemes provided by Coca-Cola company Visakhapatnam and
also to analyze the performance feedback and counseling system for employees in
HCCB PVT.LTD.
The Coca-Cola Company Visakhapatnam unit is under Asia Zone of India
Division. In India, there are around 55 units (plants) and in Andhra Pradesh, there are
5 units and they are at Visakhapatnam, Vijayawada, Hyderabad, Nellore and Sri
Kalahasti. These plants are concerned with the production, sales, marketing, bottling
and customer care of the Coca-Cola Company. It is the most popular and biggestselling soft drink in history, as well as the best-known product in the world.
An employee may be satisfied or not satisfied with the existed
performance appraisal system in their organization, the opinion of the employee with
regard to different areas is collected by using questionnaire method and collecting the
feedback from them and sample size is only 70 respondents by random sampling
method.
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The employees are satisfied with the existed performance appraisal system as
they feel that the appraisal system motivates them and it help to improve the
relationship between the superiors and subordinates.
Many of the employees positively responded about the performance
Appraisal is necessary for all important decisions relating to people, such as
placement and promotion, remuneration and reward, training and development, as
well as long-term man power planning and organization development.
More than half of the employees feel that this appraisal system is helpful for
motivation, for more effective communication, for strengthening superior-subordinate
relationships, for goal setting and work planning and for improving the total
performance of the organization.
Majority of the employees are opined that the promotions should be based on
both merit & seniority for their carrier development. More than half of the employees
feel that this appraisal system is not based on job analysis which leads to some sort of
dissatisfaction and they also feel that the feedback is communicated in the form of
written is more effective.
.
In this way each and every area under which the employee is satisfied or
dissatisfied regarding the appraisal system, is analyzed and the reasons are nearly
summarized and based on these suggestions and recommendations are given to the
Coco-Cola company management to reach the organization goals and objectives.
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FINDINGS
The following are the major findings of my study:-
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SUGGESTIONS
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CONCLUSION
The performance appraisal which is conducted by the organization is
very effective. The management gives the promotions based on both merit and
seniority.
Most of the employees are satisfied with the performance appraisal which is
conducted by the Coca-Cola organization. The feedback should be such that the
individuals should to know about their faults, where they have lack of knowledge in
doing their jobs in an effective manner.
Hence, the performance appraisal is necessary for every organization to
achieve its objectives.
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BIBLIOGRAPHY
BOOKS
READING MATERIALS
1. Annual records and reports of the company.
2. Previous project records at the company.
WEBSITES
1. www.Google.com
2. www.BBIPLINFRA.com
3. WWW.Coca-cola.com
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QUESTIOINNAIRE
Respected sir/Madam,
I am pursuing MBA, for the academic year 2011-2013, at School of Distance
Education,
Visakhapatnam
conducting
survey
on
PERFORMANCE
APPRAISAL.I requests you to spare your valuable time and fill the following
questionnaire. The data collected will be used for academic purpose only.
NAME:
DESIGNATION:
DEPARTMENT:
1. All the employee are aware about performance appraisal system in the
organization
a) Strongly Agree
b) Partially Agree
c) Disagree
b) Partially Agree
c) Disagree
b) Partially Agree
c) Disagree
b) Increments
5. Performance appraisal system forms the basis for making decision regarding
promotions and rewards?
a) Strongly Agree
b) Partially Agree
c) Disagree
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a) 3months
b) 6months
c) 1 year
b) Partially Agree
c) Disagree
b) written
c) Both
b) Partially Agree
c) Disagree
b) Partially Agree
c) Disagree
13. Employees were satisfied with the present system of performance appraisal
a) Strongly Agree b) Partially Agree
c) Disagree
14. Your suggestions for improving the present method of performance appraisal
THANKYOU.
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