Course Code: HRM101 Course Title: Human Resource Management

Course Instructor: Sumeet

Academic Task No.: CA-2 Academic Task Title:

Date of Allotment: 06-10-2022 Date of submission: 29-10-2022

Student’s Roll no: RQ3E62A19 Student’s Reg. no: 12010611

Evaluation Parameters:

Learning Outcomes: (Student to write briefly about learnings obtained from the
academic tasks)

Declaration:

I declare that this Assignment is my individual work. I have not copied it from any
other student’s work or from any other source except where due acknowledgement is
made explicitly in the text, nor has any part been written for me by any other person.

Student’s Signature: Lakshay

Evaluator’s comments (For Instructor’s use only)

General Observations Suggestions for Improvement Best part of assignment

Evaluator’s Signature and Date:

Marks Obtained: _______________ Max. Marks: ______________

 BHARTI AIRTEL LIMITED

Bharti Airtel Limited formerly known as Bharti Tele-Ventures LTD (BTVL) is

an Indian company offering telecommunication services in 18 countries. It the
largest cellular service provider in India, with more than 137 million subscriptions
as of June 2010. Bharti Airtel is the world's third largest, single-country mobile
operator and fifth largest telecom operator in the world in terms of subscriber base.
It also offers fixed line services and broadband services. It offers its telecom
services under theAirtel brand and is headed by Sunil Bharti Mittal. The company
also provides land-line telephone services and broadband Internet access (DSL) in
over 96 cities in India. It also acts as a carrier for national and international long
distance communication services. The company has a submarine cable landing
station at Chennai, which connects the submarine cable
connecting Chennai and Singapore.
It is known for being the first mobile phone company in the world to outsource
everything except marketing and sales and finance. Its network (base stations,
microwave links, etc.) is maintained by Ericsson and Nokia Siemens
Network, business support by IBM and transmission towers by another
company. Ericsson agreed for the first time, to be paid by the minute for
installation and maintenance of their equipment rather than being paid up front.
This enables the company to provide pan-India phone call rates of Rs. 1/minute
(U$0.02/minute). During the last financial year [2009-10], Bharti has roped in a
strategic partner Alcatel-Lucent to manage the network infrastructure for the
Telemedia Business.
The company is structured into four strategic business units - Mobile, Telemedia,
Enterprise and Digital TV. The mobile business offers services in 18 countries
across the Indian Subcontinent and Africa. The Telemedia business provides
broadband, IPTV and telephone services in 89 Indian cities. The Digital TV
business provides Direct-to-Home TV services across India. The Enterprise
business provides end-to-end telecom solutions to corporate customers and
national and international long distance services to telcos.
ORGANIZATION STRUCTURE OF AIRTEL
 OBJECTIVE
• To know the various types of performance appraisal methods being used at
AIRTEL Ltd.
• To know which appraisal system is being mostly used in AIRTEL Ltd.
• To know whether the performance appraisal system of AIRTEL Ltd.
Increase the productivity of employees or not .

PERFORMANCE APPRAISAL
Performance appraisal can be defined as the process of evaluating the performance of an
employee & communicating the result of the evaluation to him for the purpose of rewarding &
developing the employee. According to Michael Armstrong “Performance appraisal is a formal
assessment & rating of individual by their managers at usually at annual review meeting.”
Performance can be defined as the degree of accomplishment of tasks by an employee in his job.
In some organizations it is measure of the result achieved & target accomplished whereas in
others, it is a measure of employee efforts & behavior. However most organizations use a
combination of both efforts & results. Performance appraisal is also termed as performance
review, annual review & annual appraisal.

THE APPRAISAL PROCESS

1. The first step in the appraisal performance process is the determination of standard of
performance based on the organizational objectives & job descriptions.
2. The next step of performance appraisal is the measurement of employees performance
against the pre-determined goal & standards.
3. The next step is the actual process of measurement. Performance appraisal has to be a
continuous process & feedback should be given to the employee at regular intervals.
4. The next step is the very critical step & involves communicating the result of the
appraisal to the employee concerned.
5. Once appraisal is finalized after discussing it with the employees, it have to be put
effective use.
THE APPRAISER
The appraiser is that person who access the performance of a person or an employee. In more
recent concept like 360 degree feedback, the peer/colleagues of the employee, his supplier, his
customer, & even his subordinate play a role in assessing his performance.

SELF-APPRAISAL
As has been discussed earlier self appraisal is the common practice today, with the employee
being given a role in evaluating their own performance. The employee himself is best equipped
/to evaluate his performance because he understands his strengths & weaknesses the best.

SUPERVISOR
It is the responsibility of the supervisor to ensure that his subordinate perform their jobs well.
Hence the authority to evaluate the employees’ performance has traditionally been with the
supervisor.

PEERS
Peer evaluation is very sensitive area as it may lead to false & unhealthy appraisal because of
competition among peers. The organization has to reach an advanced stage of development
before it can handle peer appraisal.
CUSTOMERS
The performance of an employee has a direct & immediate impact on his customer either internal
or external. In service organization like banks & hotels customer feedback has become the most

important tool in evaluating the employee’s performance .

SUBORDINATES
The concept of subordinate evaluating the performance of his supervisor yet to gain acceptance
in most Indian companies. The Indian culture does not encourage the idea of subordinate
appraisal.

PERFORMANCE APPRAISAL METHODS

1. Management by objective or goal setting.
2. Graphic rating scale.
3. Work standard approach.
4. Essay appraisal.
 5. Critical incidence method.
6. F*orced choice rating method.
7. Point allocation method.
8. Ranking method.
9. Check list.

10. Behavioral anchored rating scale.(BARS)

11. 360 degree performance appraisal.
12. Team appraisal.
13. Balanced scorecard method.
MANAGEMENT BY OBJECTIVE (MBO)
The main aspect of MBO is clear & well defined goals, a definite time span to achieve the goals,
action plan & finally, timely & constructive feedback. It is also called a goal setting approach;
MBO is more commonly used for managers & professionals.

GRAPHIC RATING SCALE

This method of appraisal requires the rater to rate the employee on factors like quantity & quality
of work, job knowledge, dependability, punctuality, attendance etc. This method is also used for
performance appraisal of employees. They check their employees daily by using this method.
WORK STANDARD APPROACH
This method of appraisal is more suitable in a manufacturing scenario, where the goals are pre
determined work standard. These work standards can be set based on the average output of a
typical employee in the organization or by bench marking against the work standard of a
competitor in a similar business.
ESSAY APPRAISAL
In the essay appraisal method, the appraiser prepares a document describing the performance of
the employees. Questions or guidelines are provider to the appraiser based on which analyses &
describes the employees’ performance.
CRITICAL INCIDENT METHOD
In this method of performance appraisal, the appraiser makes a note of all the critical incident
that reflect the performance & behavior of the employee during the appraisal period. These are
recoded as & when they occur & can demonstrate either positive or negative traits or
performance.
FORCED CHOICE RATING METHOD
In this method the appraiser is required to assign ranks to different attributes are all seemingly
positive, but have different weights which are unknown to the appraiser. Once the employees’
attributes are ranked the human resource department applies the weights & arrives at a score
which is the final appraisal score.
*POINT ALLOCATION MATHOD
In this method of appraisal, the appraiser has to allocate points to different members in his team.
He has at disposal , a specific number of points which he has to distribute among his team
members, based on their performance during the appraisal period.
RANKINNG METHOD
There are three commonly used methods of ranking namely alternation, paired comparison &
forced distribution. The first two methods are used when there are only a few employees to be
ranked, whereas forced distribution method is used in large companies which have thousands of
employees.
CHECKLIST
In this method the rater has to respond ‘yes’ or ‘no’ to a set of questions which assess the
employee’s performance & behavior. Normally weights are attached to each of these questions
based on which the final appraisal score of the employee is calculated.
BEHAVIOR ANCHORED RATING SYSTEM (BARS)
BARS concentrates on the behavioral traits demonstrated by the employees instead of his actual
performance. Some of the other methods like graphic rating scale & checklist also measure the
behavior based on the assumption that desirable behavior result in effective performance.
360 DEGREE PERFORMANCE APPRAISALS
A 360 degree appraisal system aims at a comprehensive & objective appraisal of employee
performance. In a 360 degree appraisal system the employees’ performance is evaluated by his
supervisor, his peers, his internal external customers, his internal external suppliers & his
subordinates. This system reduces the subjectivity of a traditional supervisor appraisal.
TEAM APPRAISAL
In the new economy era, where team work is essential for any venture to succeed, team appraisal
has emerged as one of the best tool for the performance management. In the team appraisal
method the individual team member evaluate their colleagues in the team & provide feedback.
BALANCED SCORECARD
The balanced scorecard as a method of measuring performance channelizes the efforts of people
to achieve organizational goals. The implementation of balanced scorecard involve formulating a
strategy & deciding what each employee needs to do to achieve the objectives based on strategy.
 PERFORMANCE APPRAISAL SYSTEM AT AIRTEL

Performance appraisal report is an index of an employee’s work performance over a given period
of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training
needs, nature of job being performed and problems faced in work situation.
The objectives of the performance appraisal system at AIRTEL are:

• To set norms and targets of work performance, as well as, to monitor the work progress
of employees.
• To facilitate placement of employees in accordance with their suitability for different
types of assignments.
• To provide an objective basis for determination of merit, efficiency and suitability for the
purpose of promotion.
• To identify areas requiring exposure for training and development.

The performance appraisal system seeks to evaluate:

• The work performance of an employee on the present job in relation to the expected
levels of performance, both qualitative and quantitative.
• The extent of development achieved by the employee during the period under review.
• Evaluation of behavioural attributes, attitudes and abilities.
• Evaluation of potentials for assuming higher responsibility.
The appraisal covers:

• Performance during the period from 1st April to 31st march of every year.
• All regular employees of the company.

a) Non Executives.
b) Executives
The appraisal form PAR/ACR is filled in respect of all such employees who have served for a
period of at least four months in the organization during the relevant year.
Procedure
PAR/ACR in respect of an employee is required to be assessed by levels indicated below:
➢ By the reporting officer under whom employee is working.
➢ By the reviewing officer.

➢ The reporting officer for writing PAR of an employee of class III/IV and E-0 level
category will be the executive under whose control the employee is working. The
reviewing officer will be of one grade above the grade of reviewing officer. The PAR’s in
respect of class III/IV employees duly reviewed is maintained at
Region/Institute/Headquarters group wise in the concerned establishment section/PAR
sections.

➢ The PAR in respect of E-0 to E-6 level executives is being maintained in PAR
departments at headquarters of R&P division.

➢ As regards E-7 and above all such reports which are received from
Regions/Institutes/Headquarters are maintained at Chairman-cum-managing Director’s
office. The reviewing officer will be the officer to whom the executive reports for his day
to day work. Review of the PAR will be done by the executives to whom the reporting
officer is responsible for his functions. Accepting authority will be the executive higher
than the reviewing officer at different levels depending upon the nature of the grades as
per delegation of powers in PAR rules.

• The performance appraisal reports of executives of E-6 level i.e. Deputy general
manager and above will be submitted to concern functional Director for final review
and acceptance.

• The performance appraisal reports of executives of E-5 level i.e. chief manager and
equivalent will be reviewed by the RD/ED/Nominee of the Director concerned.

• The performance appraisal of the executive upto E-4 level i.e. manager and equivalent
would be reviewed by the functional head/GM/CGM not less than E-7.
Performance Appraisal Format for Executives
I. Personal Data

This includes personal details of the individual being appraised.

II. Self Appraisal

In this section the appraisee is required to mention the tasks achieved in the appraisal
period including enabling and constraining factors. These achievements are then rated by
the individual itself and the appraiser.

III. A. Performance Appraisal

Performance appraisal is done on the basis of Key Result Areas and a certain weightage
is assigned to each. Following are the Key Result Areas:

Performance in respect to volume 40

Quality of output 30
Timeliness of jobs completed 30

The total of the score gained by the individual is noted and termed as P.

B. Potential Appraisal

Potential of the candidate is appraised on the scale of 1 to 5 keeping the existing role as
well as future positions in perspective.
Scale 1 to 5 is given for (1-poor, 2-fair, 3-good, 4-very good, 5-excellent)
Potential is appraised on the basis of following traits:

• Result oriented approach

• Willingness to accept challenges
• Diligence and reliability
• Initiative
• Professional competence
• Communication skills
• Commitment and dedication
• Personal conduct and discipline
• Leadership
• Inter personal relationship

Total of score gained by an individual in this section is again noted and termed as Q.

C. Work done for HINDI

. Overall Grade

Total score(S) is calculated as

S=a*P+b*2*Q

Where a & b are weightages for performance and potentials. This weightage is as per the
level.

Level a b
E1 0.9 0.1
E2 0.8 0.2
E3 0.7 0.3
E4 0.6 0.4
E5 0.5 0.5
E6 0.4 0.6

The grading system

A+ 95 and above
A 85 and above but less than 95
A- 75 and above but less than 85
B+ 65 and above but less than 75
B 55 and above but less than 65
C 45 and above but less than 55
D less than 45
 IV. A. Assessment by Reviewing Officer

B. Training Needs

The appraisee himself mentions the training requirements which are then remarked by the
appraiser.

C. Co- Review

V. Moderation

VI. Assessment by accepting officer

Final grade with score

VII. Communication to executive

VIII. Counseling

The final grade given by the accepting authority after detailed and due consideration to the rating
by the 1st and 2nd appraisers, will be the decisive grade of the appraisee executive. In case this
final rating is different from those of the 1st and 2nd appraiser, adequate justification must be
mentioned by the accepting authority. There must be adequate explanation by the 1st and 2nd
appraisers and the accepting authority for any grade assigned to the appraisee. In the absence of
adequate explanation the report will be considered incomplete and returned back to the
appraisers for confirming to the directives contained in the instructions.

LIMITATIONS

➢ Due to time constraint and hectic schedule of AIRTEL employees some time I found
difficulty in interaction with employees.

➢ Organization being very large an effort was made to do the tasks effectively and
efficiently but more detailed study could have done by having large sample size.

➢ Employees delayed in submitting the feedback form so it effected the time in compiling
and analyzing data for findings and suggestions.

➢ Many questions were responded as “Cannot Say” due to the subjectivity of the topic and
some information was not revealed due to certain reasons like being confidential in
nature.
MAJOR FINDINGS

• Performance Appraisal System in AIRTEL is not transparent.

• Appraisers are usually unbiased.
• Employees are not able to know their actual position after the appraisal.
• The management is serious about the appraisal process.
• The appraisal process provides them an opportunity for development and growth.
• Relations with the superior affect the evaluation.
• Greater weightage is given to the recent performances.
• There are fixed standards to evaluate the performance but those are not clear due to the
subjectivity of the topic.
• Raters know how to conduct the appraisal.
• Raters are not that much concerned about the varied needs of people at levels of
experience and background.
• Superior-subordinate relations are good. Superior helps them set and achieve meaningful
goals. This makes the environment amiable and congenial.
• Performance appraisal sheet is lucid and easy to understand and fill.
• The parameters used to appraise the potential are ample.
• The system being not so transparent, employees are unable to identify the performance
gaps in order to prepare for the future.
• Individual feedback is not provided.

• The management helps provide an atmosphere where all are encouraged for comradeship
and teamwork.
• Appreciation is provided for the good job done.
• The appraisers are generally aware about their subordinates and their talents and
potential.
• Most of the raters have the ability to give constructive criticism in a friendly, firm and
positive manner.
• Employees don’t have the opportunity to respond to the appraisal result.
• Employees are being rated on their knowledge and skills.
• Majority of people want that there should be some incentives based on performance.
• Employees are not provided with the genuine feedback.
• Appraisal counseling is considered beneficial for future developments.
• Management doesn’t bother much about the training requirements mentioned in the
appraisal sheet.
• Most of the employees want that 360o feedback system should be introduced.
RECOMMENDATIONS

The performance appraisal system of AIRTEL is of good quality. With the introduction of new
e-PAR system, the PMS system is refined further. On the basis of the analysis of responses and
findings I have reached to some conclusions. So taking them into consideration few steps may be
considered to strengthen the performance appraisal system.

➢ The system should be made more transparent. This can be achieved by creating
awareness among the employees regarding each and every aspect of the appraisal
process. They should be made aware about the standards and the criterions for evaluation.
Further they should be shown the appraisal result.

➢ The appraiser and appraisee should sit together and then the appraiser should rate the
appraisee for his performance and should state the reason for the same. This will increase
the level of transparency and the employee will feel satisfied as he will have an
opportunity to respond at that very moment itself.

➢ The genuine feedback should be provided to the employees. So that they may be in a
position to know where they stand exactly. So that they can identify their performance
gaps and prepare accordingly for the future.

➢ The general belief among employees is that the relations with the superior affect the
evaluation process. This is not good as this creates a sense of favoritism in the
organization. No doubt one should be in pleasing terms with the superior but that should
not affect the evaluation at all. For this the raters should always consider the performance
as the only measure for the evaluation.

➢ The raters should take note of the critical performance incidents of an individual so that
at the end of the year it should not be that only the recent performances are given more
weightage.

➢ Raters should consider the specific requirements of the people to do the job. They should
help them out by providing necessary skill set to do the job more efficiently. They
should set the goals as per the potential and caliber of the individual.

➢ Employees should have the opportunity to respond to the appraisal result. For this
individual feedback should be provided.

➢ Management should take serious note of the training requirements shown by the
individual in the appraisal sheet. Training plays a vital role in the development of an
individual and helps improve the performance.