A REPORT ON PERFORMANCE

APPRAISAL IN ITC MUGHAL

Submitted By :
RITIKA DIXIT

ITC MUGHAL,FATEHABAD ROAD,TAJ GANJ,

AGRA
Summer training REPORT ON
PERFORMANCE APPRAISAL IN ITC MUGHAL

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GLA UNIVERSITY
Prepared By:
RITIKA DIXIT
Prepared for:
ITC MUGHAL, AGRA

A Report Submitted in Partial Fulfillment of the

requirement of MASTER OF BUSINESS
ADMINISTRATION FROM GLA UNIVERSITY
Company Guide:
AMIT PACHAURI-HUMAN RESOURCE MANAGER
ITC MUGHAL, AGRA

Date of submission:

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DECLARATION CERTIFICATE

I, RITIKA DIXIT, Student Of MBA IN GLA UNIVERSITY. Here By Declare That This
Dissertation Entitled A Study On PERFORMANCE APPRAISAL At ITC MUGHAL,
Agra Is Based On My Original Research Work And Has Not Been Submitted For The Award Of
Any Other Degree, Diploma Or Fellowship And Has Not Been Published In Any Journal/
Magazine.
All the Persons Who Helped Me during And In The Preparation Of This Report Are Duly
Acknowledged. The Results That Are Published Here Are Purely For Academic Purpose Only.

RITIKA
(M.B.A)

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DIXIT

ACKNOWLEDGEMENT
The work with this dissertation has been extensive and trying, but in the first place exciting,
instructive, and fun. Without help, support, and encouragement from several persons, I would
never have been able to finish this work.
I take this opportunity to thank the Management Department of GLA UNIVERSITY for
giving me the opportunity to do this project.
I would like to convey my sincere thanks to MR. AMIT PACHAURI (HR MANAGER)
his invaluable guidance and efforts to help me in completing my training.
I owe much of my sincere gratitude to MS. ANUPREET MALIK (TRAINING
MANAGER), MS.ANUPRIYA NAG, SWATI SHARMA (HR EXECUTIVE ) and MR.
PARUL (HR COORDINATOR) and to all HR team who taught me all the functions of
HR department in detail and for their cooperative attitude, which helped me lot.
I owe a debt of gratitude to all of my professors for their guidance and help.

With Thanks
RITIKA DIXIT

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TABLE OF CONTENTS
AUTHORIZATION

DECLARATION CERTIFICATE

ii

ACKNOWLEDGEMENT

ii

OBJECTIVE OF THE PROJECT

iv

EXECTIVE SUMMARY

CHAPTER 1:
ITC PROFILE

Introduction

ITC brands

Mission and vision of ITC

Core values

Global honour

Businesses of ITC

Group companies
Chapter 2:
Industry analysis

Hospitality Industry

Upcoming Hotel of ITC

Chapter 3:
ITC MUGHAL

Introduction

Organizational structure

ITC Mughal awards

SWOT analysis of ITC Mughal

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CHAPTER 4:
PERFORMANCE APPRAISAL

Introduction to performance appraisal

Techniques of performance appraisal

Performance appraisal on ITC Mughal of non-management

Performance appraisal form of ITC Mughal

Process of performance appraisal in ITC Mughal

Reward system

Suggestion
CHAPTER 4:
RESEARCH METHODOLOGY

Data analysis and interpretation on the basis of Primary data

Learning and internship

Appendix and questionnaire

Reference

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OBJECTIVE OF THE PROJECT

1)

To study the relevance and requirement of Performance Appraisal in the hospitality

industry with focusing on ITC MUGHAL.

2)

To know the effective methods of performance appraisal.

3)

To know the process of performance appraisal in ITC MUGHAL.

4)

To highlight various strengths and weaknesses of the appraisal system prevalent in the
hotel.

5)

Develop a process of two way communication, enabling employees to have real

meaningful input around their job roles and responsibilities.

6)

To determine the satisfaction level of the employees regarding the existing performance
appraisal in ITC MUGHAL.

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EXECUTIVE SUMMARY
The project titled PERFORMANCE APPRAISAL in ITC MUGHAL SHERATON is being
undertaken in the HUMAN RESOURCE DEPARTMENT of the ITC MUGHAL HOTEL,
AGRA.
The main aim of the project is to have a thorough understanding of the Performance Appraisal in
ITC MUGHAL HOTEL AGRA, and its implementation in various department of ITC
MUGHAL, also to find how satisfied they are about the existing system and suggesting measures
and recommendations to improve the present system, For e.g. setting a pre-defined Skill sets in
appraisal form for employees which may vary according to their designation and upon their
services rendered to the Hotel
The Project deals with obtaining the level of effectiveness of various variables to the success of
PA. This half provided me with all relevant points to gather information about which variables
are or can contribute to the success of PA in the organization.
The second part deals with the various Hospitality Industry.
In order to obtain a relevant information and data a certain percentage of HODs of Various
Departments were covered through interaction and interview, followed by a questionnaire, which
was filled up by them so as to know the feedback of the employees and suggest some concrete
findings for the efficient working of performance appraisal system.
The participants also recommend that with more periodic follow up every 1 year and review
sessions anchored by internal HR and more focus and seriousness among the participants to work
on the action plans will result better Performance Appraisal.
The study helped me to provide a base for designing a new Performance Appraisal Form of the
organization and recommend bell shape curve.
Further an analysis has been done to know the gap in the present appraisal system and based on
that suggestions have been made with the objective of potential.

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ITC

HISTORY AND EVOLUTION

ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India
Limited. As the Company's ownership progressively Indianised, the name of the Company was
changed from Imperial Tobacco Company of India Limited to India Tobacco Company Limited
in 1970 and then toI.T.C. Limited in 1974. In recognition of the Company's multi-business
portfolio encompassing a wide range of businesses - Fast Moving Consumer Goods comprising
Foods, Personal Care, Cigarettes and Cigars, Branded Apparel, Education and Stationery
Products, Incense Sticks and Safety Matches, Hotels, Paperboards & Specialty Papers,
Packaging, Agri-Business and Information Technology - the full stops in the Company's name
were removed effective September 18, 2001. The Company now stands rechristened 'ITC
Limited'.
The Company's beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the
centre of the Company's existence. The Company celebrated its 16th birthday on August 24,
1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru
Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more
ways than one. It was to mark the beginning of a long and eventful journey into India's future.
The Company's headquarter building, 'Virginia House', which came up on that plot of land two
years later, would go on to become one of Kolkata's most venerated landmarks.
Though the first six decades of the Company's existence were primarily devoted to the growth
and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the
beginnings of a corporate transformation that would usher in momentous changes in the life of
the company.
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ITCs corporate strategies are :

Create multiple drivers of growth by developing a portfolio of world class businesses that
best matches organisational capability with opportunities in domestic and export markets.

Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards &
Packaging. Agri Business and Information Technology.

Benchmark the health of each business comprehensively across the criteria of Market
Standing, Profitability and Internal Vitality.

Ensure that each of its businesses is world class and internationally competitive.

Enhance the competitive power of the portfolio through synergies derived by blending
the diverse skills and capabilities residing in ITCs various businesses.

Create distributed leadership within the organisation by nurturing talented and focused
top management teams for each of the businesses.

Continuously strengthen and refine Corporate Governance processes and systems to

catalyse the entrepreneurial energies of management by striking the golden balance between
executive freedom and the need for effective control and accountability.

ITC BRANDS

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ITC is one of India's foremost private sector companies with a market capitalization of over US $
22 billion and a turnover of over US $ 5 billion.* ITC is rated among the World's Best Big
Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine,
among India's Most Respected Companies by Business World and among India's Most Valuable
Companies by Business Today. ITC ranks among India's `10 Most Valuable (Company) Brands',
in a study conducted by Brand Finance and published by the Economic Times. ITC also ranks
among Asia's 50 best performing companies compiled by Business Week.
ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging,
Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel,
Personal Care, Stationery, Safety Matches and other FMCG products. While ITC is an
outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards,
Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of
Packaged Foods & Confectionery, Branded Apparel, Personal Care and Stationery.

As one of India's most valuable and respected corporations, ITC

is widely perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this
source of inspiration "a commitment beyond the market". In his own words: "ITC believes that
its aspiration to create enduring value for the nation provides the motive force to sustain growing
shareholder value. ITC practices this philosophy by not only driving each of its businesses
towards international competitiveness but by also consciously contributing to enhancing the
competitiveness of the larger value chain of which it is a part."
ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of the
country's biggest foreign exchange earners (US $ 3.2 billion in the last decade). The Company's

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'e-Choupal' initiative is enabling Indian agriculture significantly enhance its competitiveness by

empowering Indian farmers through the power of the Internet. This transformational strategy,
which has already become the subject matter of a case study at Harvard Business School, is
expected to progressively create for ITC a huge rural distribution infrastructure, significantly
enhancing the Company's marketing reach.
ITC's wholly owned Information Technology subsidiary, ITC InfoTech India Ltd, provides IT
services and solutions to leading global customers. ITC InfoTech has carved a niche for itself by
addressing customer challenges through innovative IT solutions.
ITC's production facilities and hotels have won numerous national and international awards for
quality, productivity, safety and environment management systems. ITC was the first company
in India to voluntarily seek a corporate governance rating.
ITC employs over 26,000 people at more than 60 locations across India. The Company
continuously endeavors to enhance its wealth generating capabilities in a globalizing
environment to consistently reward more than 3,39,000 shareholders, fulfill the aspirations of its
stakeholders and meet societal expectations. This over-arching vision of the company is
expressively captured in its corporate positioning statement: "Enduring Value. For the nation For
the Shareholder"

THE ITC VISION AND MISSION

THE ITCS VISION
Sustain ITC's position as one of India's most valuable corporations through world class
performance, creating growing value for the Indian economy and the Companys stakeholders
THE ITCS MISSION
To enhance the wealth generating capability of the enterprise in a globalizing environment,
delivering superior and sustainable stakeholder value.

Business of ITC
ITC is the market leader in cigarettes in India. With its wide range of invaluable brands, it has a
leadership position in every segment of the market. It's highly popular portfolio of brands
includes Insignia, India Kings, Classic, Gold Flake, Silk Cut, Navy Cut, Scissors, Capstan,
Berkeley, Bristol and Flake.

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ITC made its entry into the branded & packaged Foods business in August 2001 with the launch
of the Kitchens of India brand. A more broad-based entry has been made since June 2002 with
brand launches in the Confectionery, Staples and Snack Foods segments.
The packaged foods business is an ideal avenue to leverage ITC's proven strengths in the areas of
hospitality and branded cuisine, contemporary packaging and sourcing of agricultural
commodities. ITC's world famous restaurants like the Bukhara and the Dum Pukht, nurtured by
the Company's Hotels business, demonstrate that ITC has a deep understanding of the Indian
palate and the expertise required to translate this knowledge into delightful dining experiences
for the consumer.
The Foods business is today represented in 4 categories in the market. These are:

Ready To Eat Foods

Staples

Confectionery

Snack Foods

In order to assure consumers of the highest standards of food safety and hygiene, ITC is engaged
in assisting outsourced manufacturers in implementing world-class hygiene standards through
HACCP certification. The unwavering commitment to internationally benchmarked quality
standards enabled ITC to rapidly gain market standing in all its 6 brands:

Kitchens of India

Aashirvaad

Sunfeast

mint-o

Candyman

Bingo!

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LIFESTYLE RETAILING

ITCs Lifestyle Retailing Business Division has established a nationwide retailing presence
through its Wills Lifestyle chain of exclusive specialty stores. Wills Lifestyle, the fashion
destination, offers a tempting choice of Wills Classic work wear, Wills Sport relaxed wear,Wills
Clublife evening wear, fashion accessories and Essenza Di Wills an exclusive range of fine
fragrances and bath & body care products and Fiama Di Wills - a range of premium shampoos
and shower gels. Wills Lifestyle has also introduced Wills Signature designer wear, designed by
the leading designers of the country.
With a distinctive presence across segments at the premium end, ITC has also established John
Players as a brand that offers a complete fashion wardrobe to the male youth of today. With its
brands, ITC is committed to build a dominant presence in the apparel market through a robust
portfolio of offerings.
PERSONAL CARE
In line with ITC's aspiration to be India's premier FMCG company, recognized for its worldclass quality and enduring consumer trust, ITC forayed into the Personal Care business in July
2005. In the short period since its entry, ITC has already launched an array of brands. ITC's
personal care portfolio brings world-class products .

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ITC's Personal Care portfolio under the 'Essenza Di Wills', 'Fiama Di Wills', 'Vivel Di Wills'
'Vivel UltraPro', 'Vivel' and 'Superia' brands has received encouraging consumer response and is
being progressively extended nationally.
The product formulations use internationally recognised safe ingredients, subjected to the highest
standards of safety and performance.

EDUCATION AND STATIONERY(PRODUCTS)

ITC made its entry into the stationery business in the year 2002 with its premium range of
notebooks, followed in the year 2003 with the more popular range to augment its offering.
Today, ITC continues to blend its core capabilities to market a growing range of education and
stationery products. These capabilities include,
a.
Manufacturer of India's first Ozone treated environment friendly Elemental Chlorine Free
(ECF) pulp, paper and paperboard.
b.
Knowledge of image processing, printing & conversion garnered from its Packaging &
Printing Business.
c.
Brand Building & Trade Marketing & Distribution strengths resident in its FMCG
Business.

ITC's Education and Stationery Products are marketed under the brands "Classmate" and
"Paperkraft".
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The Classmate range of products is targeted at satisfying education & stationery needs of
students & young adults. The product range includes Notebooks, Math Instruments, Scholastic
Products as well as Writing Instruments.
SAFETY MATCHES
As part of its strategic initiative to create multiple drivers of growth in the FMCG sector, ITC
commenced marketing safety matches sourced from the small-scale sector. The Matches
business leverages the core strengths of ITC in marketing and distribution, brand building,
supply chain management and paperboard & packaging to offer Indian consumers high quality
safety matches.
ITCs range of Safety matches include popular brands like i Kno, Mangaldeep, Aim, Aim Mega
and Aim Metro.
AGARBATTIS

As part of ITC's business strategy of creating multiple drivers of growth in the FMCG sector, the
Company commenced marketing Agarbattis (Incense Sticks) sourced from small-scale and
cottage units in 2003. ITC aims to enhance the competitiveness of the small and medium scale
sectors through its complementary R&D based product development and strengths in trade
marketing and distribution.
Mangaldeep Agarbattis are available in a wide range of fragrances like Rose, Jasmine,
Bouquet,Sandalwood, Madhur, Durbar, Tarangini, Anushri, Ananth and Mogra.

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PAPERBOARD AND SPECIALTY PAPERS

ITC's Paperboards and Specialty Papers Division is India's largest, technologically advanced and
most eco-friendly, paper and paperboards business. The business caters to a wide spectrum of
packaging, graphic, communication, writing, printing and specialty paper requirements through
its four world-class manufacturing units, 6 sales offices and a network of more than 50 dealers in
India, along with an international trade network of 15 distributors / agents.

AGRI COMMODITIES AND RURAL SERVICES

ITC's Agri Business Division is the country's second largest exporter of agri-products with
exports of over Rs. 1000 Crores (Rs. 10 billion). Its domestic sales of agri-products are in excess
of Rs. 1500 Crores (Rs. 15 billion).

Feed Ingredients - Soya meal

Food Grains - Rice (Basmati & Non Basmati), Wheat, Pulses

Edible Nuts - Sesame Seeds, HPS Groundnuts, Castor oil

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Marine Products - Shrimps and Prawns

Processed Fruits - Fruit Purees/Concentrates, IQF/Frozen Fruits, Organic Fruit Products,

Fresh Fruits

Coffee & Spices - Coffee, Black Pepper, Chilly, Turmeric, Ginger, Celery and other Seed
Spices
LEAF TABACCO,SPICES AND AGRI INPUTS
ITC is the largest buyer, processor and exporter of leaf tobaccos in India - creating a global
benchmark as the single largest integrated source of quality tobaccos. Serving customers in 50
countries across more than 70 destinations, ITC co-creates and delivers value at every stage of
the leaf tobacco value chain.
Spices

In pursuit of new drivers of growth, ITC is aggressively exploring strategic growth opportunities
by innovatively blending and extending the Company's proven competencies in the procurement
and processing of agricultural products, storage, supply chain and sales management. Closely
dovetailing with this strategic endeavour, ITC's Leaf Tobacco business has successfully ventured
into spices and has made inroads into various other streams of business.
Agri Inputs Business
ITC's Agri Inputs business actively encourages the farming community to use judicious
combination of organic and chemical inputs towards integrated crop management (ICM) for
sustainable agriculture with focus on productivity and quality.

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The business concentrates in:

Restoring soil fertility and improving input use efficiency through prudent use of eco-friendly
agri inputs.

Educating the farmers on use of eco-friendly inputs through demonstrations, direct

contact and mass campaigns.

Extending the benefits of Integrated Nutrient and Pest Management practices to multitude
of farmers.

Offering a platter of nutritive and quality agricultural produce free from harmful
chemicals.

INFORMATION TECHNOLOGY

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ITC Infotech, a global IT services company, is today one of

services and solutions providers.

Indias fastest growing IT

Based out of a picturesque 35 acre campus in the heart of Bangalore city, ITC Infotech, through
wholly-owned subsidiaries in the UK and US, provides outsourced IT services and solutions to
leading global customers.

ITC Infotech offers IT services and solutions across five key industry verticals: Banking,
Financial Services & Insurance (BFSI), Consumer Packaged Goods (CPG) & Retail,
Manufacturing & Engineering Services, Travel, Hospitality & Transportation and Media &
Entertainment.

CORE VALUES

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ITC's Core Values are aimed at developing a customer-focused, high-performance organisation

which creates value for all its stakeholders:
Trusteeship
As professional managers, we are conscious that ITC has been given to us in "trust" by all our
stakeholders. We will actualise stakeholder value and interest on a long term sustainable basis.
Customer Focus
We are always customer focused and will deliver what the customer needs in terms of value,
quality and satisfaction.
Respect For People
We are result oriented, setting high performance standards for ourselves as individuals and
teams.
We will simultaneously respect and value people and uphold humanness and human dignity.
We acknowledge that every individual brings different perspectives and capabilities to the team
and that a strong team is founded on a variety of perspectives.
We want individuals to dream, value differences, create and experiment in pursuit of
opportunities and achieve leadership through teamwork.
Excellence
We do what is right, do it well and win. We will strive for excellence in whatever we do.
Innovation

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We will constantly pursue newer and better processes, products, services and management
practices.
Nation Orientation
We are aware of our responsibility to generate economic value for the Nation. In pursuit of our
goals, we will make no compromise in complying with applicable laws and regulations at all
levels.

ITC TODAY
When you join ITC, you become a member of one of India's most valuable and admired multiBusiness, professionally managed business enterprises.
ITC is today, a diversified multi-business conglomerate with a market capitalisation of over US
$ 33 billion and a turnover of over US $ 7 billion, with a diversified portfolio of businesses
spanning Fast Moving Consumer Goods, Paper & Packaging, Hotels, Agri Business and
Information Technology. Currently the ITC group employs more than 26,000 people in its
manufacturing facilities, offices and hotels at more than 60 locations across India.
But even more importantly, ITC today is recognised as a global exemplar for its sustainability
practices. ITC has not only created sustainable livelihoods for over 5 million people but is also
the only company of its size and diversity in the world to be Water, Carbon as well and Solid
Waste Recycling positive. At ITC we firmly believe in putting the country before corporation,
and corporation before self, thereby living our credo "Let's Put India First."

POLICY ON HUMAN RIGHTS

ITC believes that all its employees must live with social and economic dignity and freedom,
regardless of nationality, gender, race, economic status or religion. In the management of its
businesses and operations therefore, ITC ensures that it upholds the spirit of human rights as
enshrined in existing international standards such as the Universal Declaration and the
Fundamental Human Rights Conventions of the ILO.
Policy
ITC upholds international human rights standards, does not condone human rights abuses, and
creates and nurtures a working environment where human rights are respected without prejudice.
Implementation
The Corporate Human Resources function of ITC is responsible for the Human Rights Policy
design, implementation and updation.
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The policy is implemented at all locations of ITC through a set of separate policies and
procedures covering each of the main constituents of human rights applicable at the workplaces.
Monitoring & Audit
The assessment procedures for different constituents of this policy are defined against each
specific policy.

GLOBAL HONOUR
ITC constantly endeavours to benchmark its products, services and processes to global
standards. The Company's pursuit of excellence has earned it national and international honours.
ITC is one of the eight Indian companies to figure in Forbes A-List for 2004, featuring 400 of
"the world's best big companies". Forbes has also named ITC among Asia's'Fab 50' and the
World's Most Reputable Companies.
ITC has several firsts to its credit:
ITC is the first from India and among the first 10 companies in the world to publish its
Sustainability Report in compliance (at the highest A+ level) with the latest G3 guidelines of the
Netherlands-based Global Reporting Initiative (GRI), a UN-backed, multistakeholder
international initiative to develop and disseminate globally applicable Sustainability Reporting
Guidelines.
ITC is the first Indian company and the second in the world to win the prestigious Development
Gateway Award. It won the $100,000 Award for the year 2005 for its trailblazing ITC e-Choupal
initiative which has achieved the scale of a movement in rural India. The Development Gateway
Award recognizes ITC's e-Choupal as the most exemplary contribution in the field of
Information and Communication Technologies (ICT) for development during the last 10 years.
ITC e-Choupal won the Award for the importance of its contribution to development priorities
like poverty reduction, its scale and replicability, sustainability and transparency.
ITC has won the inaugural 'World Business Award', the worldwide business award recognizing
companies who have made significant efforts to create sustainable livelihood opportunities and
enduring wealth in developing countries. The award has been instituted jointly by the United
Nations Development Programme (UNDP), International Chamber of Commerce (ICC) and the
HRH Prince of Wales International Business Leaders Forum (IBLF).
ITC Hotel Gardenia, Bengaluru is the first Indian Hotel and world's largest, to get the LEED
Platinum rating - the highest green building certification globally.

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 The Company's Green Leaf Threshing plants at Chirala and Anaparti in Andhra Pradesh are the
first units of their kind in the world to get ISO 14001environment management systems
certification.
ITC's cigarette factory in Kolkatais the first such unit in India to get ISO 9000 quality
certification and the first among cigarette factories in the world to be awarded the ISO 14001
certification.
ITC Maurya in New Delhi is the first hotel in India to get the coveted ISO 14001 Environment
Management Systems certification.
ITC Filtrona is the first cigarette filter company in the world to obtain ISO 14001.
ITC Infotech finds pride of place among a select group of SEI CMM Level 5 companies in the
world.
ITC's Green Leaf Threshing plant in Chirala is the first in India and among the first 10 units in
the world to bag the Social Accountability (SA 8000) certification.

SUSTAINABILITY IN LEADERSHIP
LEADERSHIP IN BUSINESS
An inspiring Vision. A challenging corporate strategy. World-class execution. Unmatched
investments in technology, brands, people. These expressions best define ITC Limited. The
result: market capitalisation of US$ 33 billion and turnover of over US$ 7 billion. ITC today is a
leading FMCG marketeer in India, the second largest Hotel chain, the clear market leader in the
Indian Paperboard and Packaging industry and the country's foremost Agri-business player.
Additionally, its wholly owned subsidiary is one of India's fastest growing Information
Technology companies in the mid-tier segment.
As each of ITC's businesses is vastly different from the other in its type, the state of its evolution
and the basic nature of its activity, the challenge of governance for ITC therefore lies in
fashioning a model that addresses the uniqueness of each of its businesses and yet strengthens
the unity of purpose of the Company as a whole.

UNDER SUSTAINABILITY
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THE BIG PICTURE:

ITC's Agri Business Division, one of India's largest exporters of agricultural commodities, has
conceived e-Choupal as a more efficient supply chain aimed at delivering value to its customers
around the world on a sustainable basis.
The e-Choupal model has been specifically designed to tackle the challenges posed by the unique
features of Indian agriculture, characterised by fragmented farms, weak infrastructure and the
involvement of numerous intermediaries, among others.
THE STATUS OF EXECUTION:
Launched in June 2000, 'e-Choupal', has already become the largest initiative among all Internetbased interventions in rural India. 'e-Choupal' services today reach out to over 4 million farmers
growing a range of crops - soyabean, coffee, wheat, rice, pulses, shrimp - in over 40,000 villages
through 6500 kiosks across ten states (Madhya Pradesh, Haryana, Uttarakhand, Karnataka,
Andhra Pradesh, Uttar Pradesh, Rajasthan, Maharashtra, Kerela and Tamil Nadu).
The problems encountered while setting up and managing these 'e-Choupals' are primarily of
infrastructural inadequacies, including power supply, telecom connectivity and bandwidth, apart
from the challenge of imparting skills to the first time internet users in remote and inaccessible
areas of rural India.

AWARD OF E-CHOUPAL
ITC's e-Choupal has won numerous awards:

United Nations Industrial Development Organisation (UNIDO) Award at the

international conference on Sharing Innovative Agribusiness Solutions 2008at Cairo for
ITC's exemplary initiatives in agri business through the e-Choupal.

The Ashoka - Changemakers 'Health For All' Award 2006 for the Rural Health Services
model for delivery of health services through the e-Choupals.

The Stockholm Challenge 2006. This award is for using information technology for the
economic development of rural communities.

Innovation for India Award 2006 for ITC e-Choupal in the Social Innovations category
for business organizations. The first of its kind in India, based on parameters of number
of lives impacted, degree of impact on organization and environment, uniqueness,
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leverage of resources and whether it was scalable and sustainable, e-Choupal was
declared as one of 'India's Best Innovations'.

ABOUT ITC 2012

Welcome to the official website of the Third International Conference on Recent Trends in
Information, Telecommunication and Computing ITC 2012, will be held during Aug 03-04,
2012, Bangalore, India. ITC 2012, is to bring together innovative academics and industrial
experts in the field of Computer Science, Information Technology, Computational Engineering,
and Communication to a common forum. Proceedings will be published by Springer LNEE and
it will be available in the Springer Digital Library
The primary goal of the conference is to promote research and developmental activities in
Computer Science, Information Technology, Computational Engineering, and Communication.
Another goal is to promote scientific information interchange between researchers, developers,
engineers, students, and practitioners working in India and abroad. The conference will be held
every year to make it an ideal platform for people to share views and experiences in Information,
Telecommunication, Computing Techniques and related areas.

HOSPITALITY INDUSTRY

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A HUB OF WORLD CLASS COMFORT

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In this extremely fast paced CITY OF MUMBAI, everybody needs a home to relax and
rejuvenate. Travelers who have their homes far away need not get disappointed,as you will find
athe splendid ITC Grand Sheraton as a home away from home. This beauty is located in the
nucleus of commercial Mumbai making it a convenient place to stay in and among all the 5 star
deluxe hotels, this one stands out proud. Considered to be the tallest of all hotels in India, ITC
Sheraton has already earned itself fame among all travelers for its ravishing structure and
unparalleled hospitality. The structure of this newly constructed hotel is a mixture of colonial
yesteryears and modern present. The interiors are so marvelously crafted that you will feel
yourself immersed in its beauty every time you step into the hotel.
HOTEL IN KOLKATA

ITC Sonar, a 5 star HOTEL IN KOLKATA having a distinctively modern and sleek
architectural design contrasting with the rich historical essence of Kolkata is nestled amidst acres
of land, resplendent with greenery, sunshine, and water. This five-star deluxe hotel is en route
from the airport and a 30-minute drive from the city centre.

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This luxury hotel is just a short stroll from the citys shopping, entertainment, cultural, and bus in
Kolkata has 238 tastefully appointed guest rooms, the iness districts. An array of award-winning
culinary experiences range from the northwest frontier to traditional Indian delicacies,
continental grills, and an Irish pub.
HOTEL IN HYDERABAD

Built to mark a renaissance in standards of service and style, the 188 exquisitely-furnished guest
rooms and suites at ITC Kakatiya is the finest 5 star HOTEL IN HYDERABAD present the
finest in hospitality and personalised service. It serves as a great business hotel for the discerning
business
traveler. The hotel is also equipped with state-of-the art business and conference facilities as well
as a selection of refined cuisine options.
HOTEL IN DELHI

PAGE 29

ITC Maurya, a premier 5 star HOTEL IN DELHI is named after the famous Mauryan dynasty
which gave Indian history its golden age where art, culture and architecture flourished.This
luxury hotel in Delhi has 440 rooms, including 29 uniquely-designed suites, are available in a
bouquet of room categories, from the Executive Club which pioneers a tradition in corporate
hospitality to the Towers eight luxurious floors of elegance and tranquility.
HOTEL IN JAIPUR

Experience the finest 5 star HOTEL IN JAIPUR - ITC Rajputana. Were proud to offer the best
accommodations in the city with a host of comforts and services in settings that reflect the spirit
of Rajasthan and its royalty.
Just 15 kilometres from the airport and half a kilometre from the city centre our regal-influenced
design and gardens echo the citys history.
Retreat to our 218 guest rooms and take in the view from your balcony while enjoying a fresh
cup of coffee. Youll wake up the next morning feeling absolutely refreshed and rejuvenated at
this luxury hotel in Jaipur.
HOTEL IN CHENNAI

PAGE 30

The WelcomHotel Sheraton Park Hotels and Towers is the finest 5 star HOTEL IN CHENNAI,
with its 283 luxuriously appointed rooms and suites is located in most fashionable
neighbourhood in Chennai, where it has proven to be as distinguished as its surroundings.
WelcomHotel Sheraton Park and Towers is one of the most sought after destination for travellers
amongst the luxury hotels in Chennai.
HOTEL IN BENGALURU

ITC Gardenia embodies the splendors of Nature.This 5 star HOTEL IN BENGALURU was
built as a tribute to the beautiful city of Bengaluru, and inspired from the magnificent gardens of
the City. The Hotel is conveniently located in the commercial heart of bengaluru and is in close
proximity to key business districts and IT hubs of Bengaluru. This luxury hotel in Bengaluru is
equipped with 292 Luxury rooms and suites offering the discerning business and leisure traveler
the best in hospitality and Hotel services

PAGE 31

UPCOMPING HOTEL
ITC GRAND CHOLA, CHENNAI

Experience the grandeur of Southern India's golden age from October 1, 2012 onwards.

PAGE 32

INTRODUCTION
This ornate, palatial tribute to Southern India's greatest empires the Imperial Cholas
overlooks verdant foliage in the heart of Chennai. It embodies the highest standards in Indian
hospitality balanced with elegant restraint in a prime property with a distinct personality. The
ITC Grand Chola has 522 rooms and 78 luxuriously appointed serviced apartments. Its 600
spacious guest rooms, suites and luxury serviced apartments, are the epitome of Indian grace and
style, expertly appointed with thoughtful amenities. It exceeds the needs of both the business
traveller as well as the bespoke requirements of the destination connoisseur.

LUXURY ACCOMMODATION

Raja Chola Grand Presidential Suite

Spread over a sprawling 4,380 sq ft area, this Suite epitomises the ultimate in aesthetics and
luxury accommodation in Chennai. Named after the Chola Dynastys greatest sovereign, Raja
Raja Chola, this six-bay Suite is embellished with handcrafted detailing and recherch luxury
PAGE 33

items and exudes the royal air of the grand palaces of the Chola era. It is equipped with state-ofthe-art security features, a private pool, gymnasium, a dedicated elevator and an attached dining
room and kitchen. This timeless encapsulation of luxury and a glorious bygone age will exceed
the expectations of discerning and distinguished guests.

Karikalan Presidential Suite

The Presidential Suite takes you back to a time of courtly grandeur reminiscent of a golden age
summoned from the legends of Sangam literature. The Karikalan Suite is spacious, spreading
over 2870 sq ft and features handpicked objects dart, modern dcor, soothing warm hues and
beautiful dark woods, complemented by luxurious amenities to ensure a world-class experience
in luxury accommodation in Chennai.

PAGE 34

ITC MUGHAL

INTRODUCTION
Sprawled over 35 acres of luxurious gardens, and in close proximity to the Taj Mahal, ITC
Mughal, a 5 star hotel in Agra is a fitting tribute to the great Mughal builders of the past. The
only Indian hotel to have won the prestigious Aga Khan Award for its excellent representation of
Mughal architecture, it now boasts of a brand new accommodation wing - the 'Khwab Mahal' Palace of Dreams. This luxury hotel in Agra comprises of 233 opulent rooms and suites,
recreating a paradise for the contemporary Mogul- full of splendor and perfection which was the
hallmark of the Mughal Dynasty.
A GLORIOUS INSPIRATION
PAGE 35

One of the richest and most powerful empires in the world at its zenith, the Mughal Empire has
commanded the admiration and fascination of historians, poets and artists across the world since
it rose to fame for the enviable extent of its wealth, the refinement of its courtly culture and the
exquisite legacy of architecture and artistry that it established.
This legacy comes to you, magnified in grandeur, imbued with the unmitigated essence of its
grand Mughal inspiration and gift wrapped in the soft indulgence of world class luxury, only at
ITC Mughal, Agra.
HISTORIC SETTING

ITC Hotels landmark 5 star leisure and luxury hotel in Agra, ITC Mughal is located not more
than four kilometres away from the iconic Taj Mahal.
The erstwhile capital of the Mughal Empire during the reign of Akbar, and an unmissable
destination on the itinerary of every traveller to India, Agra offers a revealing glimpse into the
refinement of Mughal courtly life and Mughal sensibilities, captured in its many historical sites,
which in addition to Taj Mahal, include Fatehpur Sikri, the Agra Fort and the tombs of
prominent members of the royal family.
Honoured with the Aga Khan award for its architectural excellence, ITC Mughal has been built
to pay a fitting tribute to this gloriously historic city.

PAGE 36

ARCHITECTS OF A GRAND EXPERIENCE

True to its stately inspiration, ITC Mughal expresses the untrammelled luxury of a royal refuge,
with its 5 star luxury accommodation, acres of gardens that bear the mark of the paradisiacal

PAGE 37

landscaping typical to Mughal gardens with the use of water channels, fruit and flower bearing
trees and shaded walkways.
It has the distinction of being the winner of the First Aga Khan Award for Architectural
Excellence, in Asia, and till date, the only Indian Hotel to have won this prestigious International
recognition. The hotel has got the award, because the architecture of the property is inspired with
the heritage Mughal monuments , namely Fatehapur Sikri and Agra Fort.
In addition, cycling and jogging tracks, a mini-golfing green, a stunning swimming pool and the
countrys largest, most luxurious award winning spa spread across 99000 sq ft, Kaya Kalp The
Royal Spa, along with a range of gourmet fine dining options which rate among the best in the
city, ITC Mughal offers the finest leisure destination in the historic city of Agra, for an
unsurpassable experience of royal Indian hospitality.
ITC Mughal, Agra- A perfect destination wedding location ideally situated in the Heritage City
of Love, Agra .

LUXURY ACCOMMODATION
ITC Mughals stellar accommodation rates among the finest in Agra.
Striking the perfect balance between world class luxury and warm Indian hospitality in the
leisurely environs of a 5 star luxury resort, this landmark hotel presents 233 luxury rooms
offering a rare choice of elegant accommodation so that you can decide what best suits your
needs, when you are in Agra.

Presidential Spa and Family Suites at Khwab Mahal

Mumtaz Suite, Nur Jahan Suite, Zeenat Suite, Nusrat Begum Suite, Farzana Suite:
Bearing the indelible imprint of one of the wealthiest empires in the world, the presidential suites
at the Khwab Mahal or literally, the Palace of Dreams, express a rare, refined opulence
designed for lavish indulgence befitting royalty.

PAGE 38

Tansen Suite

One of the nine jewels or navratnas of Akbars court, the legendary singer Mian Tansen is the
inspiration for this exquisite presidential suite.

Raja Mansingh Suite

Home to the exhilaratingly beautiful Taj Mahal, Agra now boasts accommodation that perfectly
expresses this exuberant aura of romance.
The Raja Mansingh Presidential Suite, named after one of Emperor Akbars most trusted
advisors, who was also one of the nine jewels or navratnas of his court, offers a regal
combination of royal ambience and contemporary world class luxury, with a touch of softness
and indulgence.
An Indian jhoola, an ornate swing crafted by master craftsmen from Gujarat, celebrates the
courtly grandeur of the sitting room, while also serving as the perfect loveseat for honeymooners.

Mughal Chambers

PAGE 39

Drawing a fine balance between luxurious accommodation and executive efficiency, the Mughal
Chambers offer elegantly appointed spacious rooms for discerning business travellers.

Chamber of Emperors

Spread over 363 sq ft. the Chamber of Emperors rooms offer the indulgent intimacy of your very
own private haven of Mughal magnificence with the warm efficiency of ITC Mughals
hospitality.

LUXURY CUISINE
Over the years, ITC Hotels has earned a reputation for excellence, for its iconic cuisine brands
which showcase the best of Indian and international culinary traditions, distinguishable by their
authentic flavours and quality ingredients.
Rated among Agras best restaurants, ITC Mughals offerings present an eclectic selection of
fine dining options that include a range of Indian and international cuisines.
Robust flavours from the North West Frontier, the refined pleasures of East and Southeast Asian
cuisine, inventive international cuisine featuring favourites from across the world and delicious
Indian delicacies, all paired with an extensive collection of the finest beverages the restaurants
at ITC Mughal promise an inspiring culinary experience, unrivalled by any other in Agra.

Peshawri

In an ambience reminiscent of the rustic charm of dining in the warmth of tents under a starry
sky in the cold desert terrain of the North West Frontier, Peshawri brings to Agra an award
winning menu of delicacies cooked in the clay tandoor.

PAGE 40

Experience the wonder of this cuisine in Agra only at Peshawri, with a lavish spread of delicious
kebabs vegetarian and non-vegetarian that are cooked in myriad ways, a range of Indian breads
from the
decadently indulgent to light and fluffy breads and of course, the inimitable Dal Bukhara all of
which is paired with an exclusive collection of wines and other beverages.

Taj Bano

The Mughals laid great emphasis on the art of cooking and fine dining. A tribute to their focus
on culinary excellence, the elegant all day fine dining restaurant at ITC Mughal, Taj Bano brings
to Agra a superlative experience of cuisines from across the world.
In the tasteful interiors of this all day fine dining multi cuisine restaurant, savour a delightful
selection of Indian and international delicacies brought to you with the same indulgence
accorded to Mughal royalty.

Mahjong Room

In keeping with the ancient Chinese tradition of honouring a well loved game with the sanctity of
a special room in which to play it, ITC Mughal brings to Agra a special restaurant dedicated to
the enjoyment of the subtle intricacies of fine Chinese cuisine.

Maikhana

PAGE 41

The exquisitely stylish lounge bar at ITC Mughal expresses a relaxed, luxurious ambience
conducive to a leisurely moment of reprieve in the company of friends and the finest selection of
beverages and gourmet snacks in the city of Agra.

KAYA KALP-THE SPA

The opulence and grandeur of the Mughal Dynasty that ruled over a major part of India, as well
as many traditional influences of Mughal landscaping and architecture can be seen here. There
are channels of running water, fountains and outdoor rain water showers, courts full of greenery
open to the skies and interiors embellished with stone latticework, mother of pearl, inlay and
mirror work.

This magnificent oasis of tranquility, follows Mughal tradition in its extensive use of
greenery and water, both important elements in gardens laid out by the Mughal Dynasty.

ITC Mughal brings to the city of Agra, Kaya Kalp - the Royal Spa, recreating in today's
context, the opulence and luxurious lifestyle of the Mughal Dynasty. Spread over a vast expanse
of more than ninety-nine thousand square feet, this is the largest spa in India and offers therapy
based on ancient customs, to create meaningful experiences for the soul.

PAGE 42

LOCAL AREA
A city that echoes with the romance of the grand Mughal Empire, Agra, despite its
modernisation, still bears the old world charm of one of the most culturally influential dynasties
of Northern India.

Taj Mahal

It has been described as A tender elegy in marble. One of the Seven Wonders of the World, the Taj
Mahal is the finest example of symmetry and balance in architecture and is now on the World Heritage
list.

Fatehpur Sikri

About 37 km south-west of Agra, was built by the side of an artificial lake about 3 km long and 1.6 km
wide. Still perfectly preserved, this complex of palaces, mosques, gardens and pavilions is a rich legacy
of the Mughal era. You can stroll through the Emperors bedroom, climb to the top of the Panch Mahal,
the five tiered palace and look down on the Pachisi courtyard. Then move to the Anup Talau, the
sandstone platform on a pond, where Mian Tansen once sang. And no trip is complete without a visit to
Salim Chistis Dargah, where you can tie a thread on the latticework of its walls and make a quiet wish.

PAGE 43

The Various Departments in Mughal are :

1.

F&B production

2.

F&B service

3.

F&Bsupport

4.

Front office

5.

Housekeeping

6.

Training and development

7.

HR

8.

Finance

9.

Engineering

10.

Security

11.

Information and technology

12.

Materials n purchase

13.

Sales & Marketing

14.

Health and spa

15.

Laundry

16.

Horticulture

PAGE 44

ORGANIZATIONAL STRUCTURE OF MANAGERIAL

LEVEL

GENERAL MANAGER (MR. ASHUTOSH

CHHIBBA)

MR. AKSHAY K
MALHOTRA

MR. KUNAL PAWA

MR. SUNIL UPADHYAY

(EXECUTIVE CHEF)

(F & B SERVICE)

(CHIEF ENGINEER)

Mr. Abdul Qureshi

(Master chef)

Mr. Shivantika Mehta

(Asst. Manager F & B)

Mr. JERIL VARGHESE

(Asst. chief Engineer)

Mr. Surat Singh

(Master chief)

Mr. Raaghav Sethi

(Asst. Manager F& B)

Mr. Ashish Kumar

(Jr. Sous Chef)

PAGE 45

Mr. Pradeep Gosain

(F & B Support Manager)

Mr. Amrut Chakravarthy

(Jr. Sous Chef)

PAGE 46

MR. RAVINDRA
SHARMA

MR. HIMANSHU BATRA

MR. KAPIL GOELA

(UFC)

(FOM)

(MANAGER SIX SIGMA)

Mr. Devkinandan
(Asst. UFC)

Mr.DK Sharma
(Asst. Manager FO)

Mr. Mayur Agerwal

(Credit Manager)

Mr. ARCHIT SAXENA

(Asst. Manager FO)

Mr. Rakesh Sharma

(IT Manager)

MR. AMIT
PACHAURI
(HR
MANAGER)

COL. GP YADAV
(LPO)

REVINDERPAL
SRIVASTAVA

MR.HARSH
VERMA

(EXECUTIVE
HOUSEKEEPER)

(SALE MANAGER)

MANSI KANDPAL
(Asst .Manager HK)

Mr.Y.K.Berry
(Asst. Sale Manager)

Amrita Kaul
Asst. Manager HK)

Jyoti Chitkara
(Asst.Sale Manager)
Mr.Shreyas Ladde
(Revenue Executive)

THE VARIOUS FUNCTIONS OF HR ARE :

1.

Recruitment
PAGE 47

2.

Interviews/Selection

3.

Reference Check and offer appointment

4.

Hotel Orientation

5.

Career Tracking

6.

Confirmation

7.

Performance Development Reviews

8.

Annual performance related increments

9.

Employee Recognition Schemes

10.

HR Files

11.

Identity Cards

12.

Entry/Exit Search

13.

Leave

14.

Public Holiday

15.

Hostel Facility for Female team members

16.

Employee benefits

17.

Parting of employee
HR Initiatives

1.

Team Member Day

2.

Monthly Meeting Town Hall Meeting

3.

Birthday Bash

4.

Sports Activity /Welfare Activates/

5.

Team Members Yearly Picnic

PAGE 48

ITC MUGHAL AWARD

The Aga Khan Award for Excellence In Architecture-1980.

Sword Of Honour by the Britsh Council Of Safety-1996.

Golden Peacock Environment Management Award 2009.

Greentech Environment Excellence Award 2001.

Greentech Environment Excellence Gold Award For The Year 2002-03,2003-04,

2004-05,2005-06,2007-08 By Greentech Foundation.

ISO 14001 and ISO 22000 certified.

Best Responsible Tourism Hotel Award By Wild Asias Responsible Tourism Award
2009 In Asia (Malaysia).

ITC MUGHAL is LEED PLATINUM rated hotel.

ITC MUGHAL is the proud recipient of the Bird Express Travel World Award 2010
For Excellence In Personnel Welfare.

Kaya Kalp, the Royal Spa at ITC MUGHAL, is the proud recipient of the following
Awards:

Best City Spa Of The World By Tatler,UK.

Best Resort Spa In Asia At The Asia Spa & Wellness Festival (Malaysia) in
in April 2009.

Best City Spa in India at the Readers Travel Awards Conde Nast (India)

Bangkok

Awards 2010.

Best Interiors at Asia Spa (India) Awards 2009 & 2010.

Best Luxury Hotel Spa by World Luxury Hotel Awards 2011.
Most Luxurious Spa Treatment by the Asia Spa (India) Awards 2011.
Most Favorite Hotel Spa by the Conde Nast Readerstravel (India)Awards

Most Admired Hotel/ Destination Spa of the Year by the Images Beauty &
Wellness Awards 2012.

PAGE 49

2011.

SWOT ANALYSIS OF ITC MUGHAL

!
S

STRENGTH
Quality of product.
70 percent of employees are permanent in nature which results in less attrition.
Hotel represent culture and history of agra, it is based on mughal theme.

Brand recognition and loyalty.

Chain synergy.

Award winning kaya kalp the royal spa. Asias no. 1 spa.

Blend of experienced and young dynamic associates.

Part of golden triangle.

Starwood marketing platform.

ITC has one of the biggest food chain in india.

The restaurants of the hotel runs successfully.

A multinational brand.

Hotel runs a restaurant called peshawari which is based on mughlai theme with no use of
fork.
WEAKNESS

City infrastructure.
PAGE 50

Non availability of trained resources.

High tariffs rate making the hotel expensive .

No direct international flight to agra.

Price consciousness among people.

OPPORTUNITY

Optimum utilization of available land area.

Cross property selling.

Due to noida expressway footwall will increase.

Hotel has arrangement with export house to organize the conference and meeting.
THREAT

Upcoming projects of hotel chains.

Political enviroment.

INTRODUCTION TO PERFORMANCE APPRAISAL

Measuring,
PAGE 51

Evaluating, and

Influencing an employees job-related attributes, behaviors and outcomes.

Once the employee has been selected, trained and motivated, he is then appraised for his
performance. Performance Appraisal is the step where the Management finds out how effective it
has been at hiring and placing employees. If any problems are identified, steps are taken to
communicate with the employee and remedy them.
Performance Appraisal is a process of evaluating an employees performance in terms of its
requirements.
Performance Appraisal can also be defined as the process of evaluating the performance
and qualifications of the employees in terms of the requirements of the job for which he is
employed, for purposes of administration including placement, selection for promotions,
providing financial rewards and other actions which require differential treatment among
the members of a group as distinguished from actions affecting all members equally.
Performance Management is the process of creating a work environment or setting in which
people are enabled to perform the best of their abilities. Performance management is a whole
work system that begins when a job is defined as needed and ends when an employee leaves the
organization.

A Performance Management System includes the following actions:

Develop clear job descriptions.

PAGE 52

Select appropriate people with an appropriate selection process.

Provide effective orientation, education and training.

Provide an ongoing coaching and feedback.

Conduct quarterly performance development discussions.

Design effective compensation and recognition system that reward people for their
contributions.

Provide promotional / career development opportunities for staff.

Assist with Exit interviews to understand why valued employees leave the organization.

Why Appraisals?
The important reasons or benefits which justify the existence of a system of performance
appraisal in an enterprise are as under :
A Good System of PA helps the supervisor to evaluate the performance of his employees
systematically and periodically. It also helps him to assign that work to the individual.
Performance rating helps in guiding and correction of employees. The supervisor may use the
results of rating for the purpose of constructively guiding employees in the efficient performance
of work.
Rating can be used to evaluate of the effectiveness of training programmers, merit rating reveals
weakness of employees and training employees and training programmers can be modified
accordingly.
The Performance appraisal consists of:

Appraisal

Appraise

HODs( Head of department)

HR Head

General Manager

PAGE 53

OBJECTIVES OF PERFORMANCE APPRAISAL

1.

To review the performance of the employees over a given period of time.

2.

To judge the gap between the actual and the desired performance.

3.

To help the management in exercising organizational control.

4.

Helps to strengthen the relationship and communication between superior subordinates

and management employees.

5.

To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.

6.

To provide feedback to the employees regarding their past performance.

7.

Provide information to assist in the other personal decisions in the organization.

8.

Provide clarity of the expectations and responsibilities of the functions to be performed

by the employees.

PROCESS OF PERFORMANCE APPRAISAL

Establishing Performance Standards

PAGE 54

The first step in the process of performance appraisal is the setting up of the standards which will
be used to as the base to compare the actual performance of the employees. This step requires
setting the criteria to judge the performance of the employees as successful or unsuccessful and
the degrees of their contribution to the organizational goals and objectives. The standards set
should be clear, easily understandable and in measurable terms.
In case the performance of the employee cannot be measured, great care should be taken to
describe the standards.
Communicating the Standards
Once set, it is the responsibility of the management to communicate the standards to all the
employees of the organization.
The employees should be informed and the standards should be clearly explained to the. This
will help them to understand their roles and to know what exactly is expected from them. The
standards should also be communicated to the appraisers or the evaluators and if required, the
standards can also be modified at this stage itself according to the relevant feedback from the
employees or the evaluators.
Measuring the Actual Performance
The most difficult part of the Performance appraisal process is measuring the actual performance
of the employees that is the work done by the employees during the specified period of time. It is
a continuous process which involves monitoring the performance throughout the year. This stage
requires the careful selection of the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and providing assistance rather than
interfering in an employees work.
Comparing the Actual With the Desired Performance
The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards set. The
result can show the actual performance being 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
PAGE 55

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.

PURPOSE OF PERFORMANCE APPRAISAL

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal
and potential appraisal also form a part of the performance appraisal processes.
Typically, Performance Appraisal is aimed at:
1. To review the performance of the employees over a given period of time.
2. To judge the gap between the actual and the desired performance.
3. To help the management in exercising organizational control.
4. To diagnose the training and development needs of the future.
5. Provide information to assist in the HR decisions like promotions, transfers etc.
6. Provide clarity of the expectations and responsibilities of the functions to be performed by the
employees.
7. To judge the effectiveness of the other human resource functions of the organization such as
recruitment, selection, training and development.
8. To reduce the grievances of the employees.
9. Helps to strengthen the relationship and communication between superior subordinates and
management employees.

Using performance appraisal for the various purposes are as shown in the diagram below:
PAGE 56

The most significant reasons of using Performance appraisal are:

Making payroll and compensation decisions 80%
Training and development needs 71%
Identifying the gaps in desired and actual performance and its cause 76%
Deciding future goals and course of action 42%
Promotions, demotions and transfers 49%
Other purposes 6% (including job analysis and providing superior support, assistance and
counseling)

WHAT IS THE ROLE OF PERFORMANCE

APPRAISAL?
Performance appraisals telling subordinates how they are doing, and suggesting needed changes
in behaviors, attitudes, skills, or job knowledge. Effective appraisal systems provide both
evaluation and feedback the main aim of the evaluation is to identify performance gaps feedback
is necessary to inform employee about those performance gaps One of the functions of
performance appraisals is to ensure that people are accountable for their organizational.
We have seen from previous discussions that people are one of a company's most valuable
assets. While most assets depreciate over time, people, viewed as assets, may actually appreciate.
One of the manager's major responsibilities is to improve and update the knowledge and skills of
PAGE 57

employees -- appreciation of assets. Performance appraisal plays a significant role as a tool and
technique of organizational development and growth. In essence, effective appraisal systems
provide both evaluation and feedback.
The main aim of the evaluation is to identify performance gaps -- when performance does not
meet the organizational standards -- whereas feedback is necessary to inform employee about
those performance gaps. From the employee's perspective, performance appraisal informs them
about what is required of them in order to do their jobs, it tells them how well they have achieved
those objectives and helps them take corrective action to improve their performance, and, finally,
it may reward them for meeting the required standards.
The firm, on the other hand, needs a performance appraisal system in order to establish
principles of managerial accountability. Clearly, where employees are given responsibilities and
duties, they need to be held accountable. One of the functions of performance appraisals is to
ensure that people are accountable for their organizational responsibilities.
Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one-on-one discussions of important work issues. During
appraisals, subordinates and supervisors can focus on work activities and goals, identify and
correct existing problems, and encourage better future performance.
Performance Appraisal and Motivation
Motivational research has recognized the power of recognition as an incentive. Performance
appraisals provide employees with recognition for their work efforts. The appraisal system
provides the supervisor with an opportunity to indicate to employees that the organization is
interested in their performance and development. This recognition can have a positive
motivational influence.
Performance Appraisal and Training and Development
Performance appraisals identify performance gaps. As such, they provide an excellent
opportunity for a supervisor and subordinate to recognize and agree upon individual training and
development needs. Performance appraisal discussion may identify the presence or absence of
work skills. Further, the need for training can be made more relevant if attaining the requisite job
skills is clearly linked to performance outcomes. Consolidated appraisal data can also help form
a picture of the overall organizational training requirements.
Performance Appraisal and Recruitment
PAGE 58

Recruitment and selection procedures need to be evaluated. Appraisal data can be used to
monitor the success of a firm's recruitment and selection practices. From this data, the firm can
determine how well employees who were hired in the past are performing.
Performance Appraisal and Employee Evaluation
Employee evaluation is a major objective of performance appraisal. Given the major functions of
management -- planning, organizing, leading and controlling it is clear that evaluations
(controlling) need to be done. At its most basic level, performance appraisal is the process of
examining and evaluating the performance of employees. However, the need to evaluate is also a
source of tension, as evaluative and developmental priorities appear to clash. Some management
experts have argued that appraisal cannot serve the needs of evaluation and development at the
same time.

METHODS OF PERFORMANCE APPRAISAL

PAGE 59

PAGE 60

TRADITIONAL METHODS OF PERFORMANCE

APPRAISAL
1. Essay Evaluation
This method asked managers / supervisors to describe strengths and weaknesses of an
employees behavior. Essay evaluation is a non-quantitative technique.This method usually use
with the graphic rating scale method.
2. Straight Ranking Method
This is one of the oldest and simplest techniques of performance appraisal. In this method, the
appraiser ranks the employees from the best to the poorest on the basis of their overall
performance. It is quite useful for a comparative evaluation.
3. Paired Comparison Analysis
Paired comparison analysis is a good way of weighing up the relative importance of options. A
range of plausible options is listed. Each option is compared against each of the other options.
The results are tallied and the option with the highest score is the preferred option.
4. Critical Incident Method
The critical incidents for performance appraisal is a method in which the manager writes down
positive and negative performance behavior of employees throughout the performance period.
5. Field Review
In this method, a senior member of the HR department or a training officer discusses and
interviews the supervisors to evaluate and rate their respective subordinates. A major drawback
of this method is that it is a very time consuming method. But this method helps to reduce the
superiors personal bias.
6. Weighted Checklist
This method describe a performance appraisal method where rater familiar with the jobs being
evaluated prepared a large list of descriptive statements about effective and in effective behavior
on jobs.
7. Graphic rating scales
The Rating Scale is a form on which the manager simply checks off the employees level of

PAGE 61

performance. This is the oldest and most widely method used for performance appraisal.
8. Forced Ranking (forced distribution)
Forced ranking is a method of performance appraisal to rank employee but in order offered
distribution. For example, the distribution requested with 10 or 20 percent in the top category, 70
or 80percent in the middle, and 10 percent in the bottom.

MODERN METHODS OF PERFORMANCE APPRAISAL

1. Management By Objectives (MBO)
The concept of Management by Objectives (MBO) was first given by Peter Drucker in 1954. It
can be defined as a process whereby the employees and the superiors come together to identify
common goals, the employees set their goals to be achieved, the standards to be taken as the
criteria for measurement of their performance and contribution and deciding the course of action
to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the
employees actual performance with the standards set. Ideally, when employees themselves have
been involved with the goal setting and the choosing the course of action to be followed by them,
they are more likely to fulfill their responsibilities.
2. 360 degree Performance Appraisal
360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal
where the feedback about the employees performance comes from all the sources that come in
contact with the employee on his job.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors -anyone who comes into contact with
the employee and can provide valuable insights and information or feedback regarding the "onthe-job" performance of the employee.
3. Assessment Centres
An assessment centre typically involves the use of methods like social/informal events, tests and
exercises, assignments being given to a group of employees to assess their competencies to take

PAGE 62

higher responsibilities in the future. Generally, employees are given an assignment similar to the
job they would be expected to perform if promoted. The trained evaluators observe and evaluate
employees as they perform the assigned jobs and are evaluated on job related characteristics.
The major competencies that are judged in assessment centres are interpersonal skills,
intellectual capability, planning and organizing capabilities, motivation, career orientation etc.
assessment centres are also an effective way to determine the training and development needs of
the targeted employees.
4. Behaviorally Anchored Rating Scales
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 behaviour is judged against the desired behaviour by
recording and comparing the behaviour with BARS. Developing and practicing BARS requires
expert knowledge.
5. Human Resource Accounting Method
Human resources are valuable assets for every organization. Human resource accounting method
tries to find the relative worth of these assets in the terms of money. In this method the
Performance appraisal of the employees is judged in terms of cost and contribution of the
employees. The cost of employees include all the expenses incurred on them like their
compensation, recruitment and selection costs, induction and training costs etc whereas their
contribution includes the total value added (in monetary terms). The difference between the cost
and the contribution will be the performance of the employees. Ideally, the contribution of the
employees should be greater than the cost incurred on them.

ADVANTAGES OF PERFORMANCE APPRIAISAL

1.

Increased motivation and job satisfaction.

2.

Clear understanding of what is expected and what needs to be done to meet expectations.

3.

Opportunity to discuss aspirations and any guidance, support or training needed to fulfill
these aspirations.

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4.

Means of forming a more productive relationship with staff based on mutual trust and
understanding.

5.

Identification of ideas for improvement.

6.

Creation and maintenance of a culture of continuous improvement.

7.

Communication to people that they are valued.

DISADVANTAGES OF PERFORMANCE APPRAISAL

The limitation of this project is this is :
1.

The information is very confidential to the organization so only brief summary could be
known with the help of HR team.

2.

With only few weeks time span it is difficult to know the functioning of the entire
system.

3.

For Applying 360 degree appraisal method proper training has to be done for that a lot of
cost will be involved.

4.

The research process was time consuming.

5.

Convenient sampling was used as the mode of conducting the research.

6.

The response of the respondents may not be accurate thinking that the
management might misuse the data.

7.

Sensitive company information cannot be displayed in the project report.

PERFORMANCE APPRAISALS AS CAREER

DEVELOPMENT
Performance appraisal as Career Development leads to the recognition of the work done by the
employees, many a times by the means of rewards and appreciation etc. It plays the role of the
link between the organization and the employees personal career goals.
Potential appraisal, a part of Performance appraisal, helps to identify the hidden talents and
potential of the individuals. Identifying these potential talents can help in preparing the
individuals for higher responsibilities and positions in the future. The performance appraisal
process in itself is developmental in nature.
PAGE 64

Performance appraisal is also closely linked to other HR processes like helps to identify the
training and development needs, promotions, demotions, changes in the compensation etc. A
feedback communicated in a positive manner goes a long way to motivate the employees and
helps to identify individual career developmental plans. Based on the evaluation, employees can
develop their career goals, achieve new levels of competencies and chart their career
progression. Performance appraisal encourages employees to reinforce their strengths and
overcome their weaknesses.

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
Create a rating instrument
The purpose of the Performance appraisal process is to judge the performance of the employees
rather than the employee. The focus of the system should be on the development of the
employees of the organization.

Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the
required expertise and the knowledge to decide the criteria accurately. They should have the
experience and the necessary training to carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the
evaluators rating for all other traits) etc. may creep in the appraisal process. Therefore the rater
should exercise objectivity and fairness in evaluating and rating the performance of the
employees.

PAGE 65

Resistance
The appraisal process may face resistance from the employees and the trade unions for the fear
of negative ratings. Therefore, the employees should be communicated and clearly explained the
Purpose as well the process of appraisal. The standards should be clearly communicated and
every employee should be made aware that what exactly is expected from him/her.

APPRAISAL TIPS FOR THE EMPLOYEE

In what areas of your job have you done especially well during the time period to be
reviewed?

How did your contributions further the goals of your work group during this period?

Were the performance expectations clearly indicated to you by your supervisor?

Did you meet your performance expectations? If so, what supported you in this effort? If
not, in what areas would you like to make improvements?

How has your supervisor influenced your effectiveness and job satisfaction?

What changes in this job, work procedures or interpersonal communication would you
suggest to: improve your performance, increase the effectiveness of the position, and
provide greater job satisfaction?

FOR BOTH THE SUPERVISOR AND THE EMPLOYEE

What are the major areas of responsibility for this position?

Which are most important and why?

Take a look at the job description. Is it updated and accurate?

Review the activity of the period in which the performance will be reviewed.

What are the performance expectations of the job?

What were the agreed-upon goals of the job? How were they measured?

Review and agree upon the criteria to be used in the appraisal.

PAGE 66

Arrange a mutually agreeable time and place to have the appraisal discussion. Be sure the
location is conducive to private conversation

Be sure that each of you has copies of all the performance management forms to be used
in the discussion.

CONCLUDING THE PERFORMANCE APPRAISAL

At the conclusion of the formal review, both the supervisor and employee sign the
appraisal form. Then it is submitted for review to the department head and in turn to
appropriate Vice President/Division Head.

The supervisor and employee should continue discussing and planning for the primary
activities and support required for the employee to perform his/her work effectively in the
review period ahead.

The supervisor and employee should see the Yearly Calendar for Implementing
Performance Management in order to schedule future activities.

Appraisal forms are submitted to Human Resources for review and are included in the
employee's personnel record.

PAGE 67

PERFORMANCE APPRAISAL ON ITC MUGHAL OF

NON-MANAGEMENT

ITC MUGHAL

NON MANAGEMENT

MANAGEMENT

FTC(FIXED TERM CONTRACT)

PERMANENT

ASSOCIATES

UNIT EXECUTIVE

ASSOCIATES

UNIONIZED

NON UNIONIZED

PAGE 68

UNIT EXECUTIVE

PERFORMANCE APPRAISAL FORM IN ITC MUGHAL

PAGE 69

PAGE 70

ON THE BASIS OF RATING AND ESSAY METHOD

Performance appraisal is rated according to the different sections. They are-:

PERFORMANCE APPRAISAL

SECTION 1
TARGET ACHIEVED

SECTION 2

SECTION 3

TECHNICAL SKILLS

APPRAISEES
STRENGHTS

RELATIONSHIP AND
COMMUNICATION

APPRAISEES AREAS
FOR IMPROVEMENT

SKILLS

IN APPRAISAL FORM FOUR MEMBERS ARE INVOLVED:

Assesses
Assessor
General Manager
HR Manager

PAGE 71

PROCESS OF PERFORMANCE APPRAISAL IN ITC

MUGHAL

Establishing Performance Standards as to who has to be appraised.

In ITC MUGHAL Appraisal takes place every year. Appraisal cycle change from
FTC to permanent and for permanent the appraisal cycle is based on financial year
and for FTC the Appraisal cycle is based on the completion of a year.

Appraisal form is used to HOD for the employees of their respective Department.
Their PA form is a mix of GRAPHIC RATING and ESSAY METHOD.

HR manager brief all the HODS about the parameter on which Performance has to
be measured.

HOD conducts 1 on 1meeting with all the appraises in order to fill the form. This
practice provides the opportunity to explain about their expectation and reasons
behind their high and low Performance:-

-This is the platform where 2 way communications takes place.

-Within the session HOD figures out the performance gap and suggest the respective
training, in case of overcoming the performance gap.

- Training plan is prepared for the required training- training conducted with the
coordination of both Learning manager and HR manager.
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After the completion of the year, HOD

sign and put his final remarks and the
same is signed by the appraises that he
is aware about the mark he has been
given and view of HOD with regard to
his performance for the performance
year.
HOD submits the filled form of the associate with his final recommendation to HR
manager.

HR manager provide increment to the eligible associates, with the reference of long
term wages agreement and increment matrix.

HR manager further evaluate the recommendation of HOD with regard to promotion

and after having discussion with GM.

All the form with the remark of HR manager then goes to GM for its final approval.

PAGE 73

All the increment are incorporated in the standard salary structure of all associate.

Preparation and Display of promotion list on notice board.

END

PAGE 74

REWARD SYSTEM
(WELCOME ACHIEVERS CLUB)
For the purpose to reward performance of associates a program called welcome achiever has
been started
This system reward extra efforts done by associates
Nomination categories of welcome achievers club-:
-Namaste rewards
-Welcome spirit rewards
-Well done rewards
-Performance awards
-TOP awards
PROGRAM OUTLINE:This initiative will include five sub programs to recognize associates across segments.
Welcome achievers club is an umbrella program, wherein the winners of all existing recognition
programs win points and get felicitated in the quarterly forum associates earn welcome points.
NAMESTE REWARDS:
What gets rewarded?
Customer focus and WOW contributions
Criteria:
Guest Comments
Welcompoints earned(Possible value of points):
50 or 100 or 150
(As decided by GM)
Specific departments covered:
FOTH and key Customer interface areas
PAGE 75

WELCOMSPIRIT REWARDS:
What gets rewarded?
Customer Focus/ Internal Customer Focus/ Discretionary Effort/ Going the Extra Mile
Criteria:
Guest Feedback Oral/ written. GM is the custodian, rewards people for doing the right things.
Welcompoints earned(possible value of points):
25 or 50 or 75 or 100
(as decided by GM)
Specific departments covered:
All Departments(FOTH AND BOTH
WELLDONE REWARDS:
What gets rewarded?
Internal Customer Focus/ Discretionary Effort/ Exemplary support to business Operations.
Criteria:
HOD nominates by giving a citation, Unit steering Committee reviews and approves the final
winners.
Welcompoints earned(possible value of points):
50 or 100 or 150
(as decided by Excom)
Specific departments covered:
All Departments (FOTH / BOTH)
With high emphasis on BOTH

PERFORMANCE AWARDS:
What gets rewarded?
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Guest Delight Bank, Star Track, Star Wiz, Winnovations, Snonwhite, AET of the month,
etc.
Criteria:
Evaluated by unit GM (However, some nominations maybe from HDHQ, as per existing
program)
Welcompoints earned (possible value of points):
50 or 100 or 150 or 200 or 250or 300
(decided by GM or per criteria)
Specific departments covered:
All departments(FOTH and BOTH)
TOP AWARDS(TEAM OF PERFORMERS):
What gets rewarded?
Exemplary Cross Functional Teamwork by associates.
(Team size min 5 to max 20)
Criteria:
Cross functional team to be nominated by GM. The team gets a small memento and has lunch
with GM.
Welcompoints earned (possible value of points):
Symbolic Recognition, no points are awarded.
Specific departments covered:
Cross Functional team, consisting of associates of 2 or more departments (FOTH/BOTH)

PAGE 77

SUGGESTION
BELL SHAPE CURVE PERFORMANCE APPARISAL
There is a famous appraisal system put together to appraise the employees of any organization. It
is called Bell Curve system. Bell Curve system usually tells that any organization can have 1020% top performing employees, rest of the employees are further divided into performing 7080% group and then bottom 10% who are not able to perform. It goes something like this:

Bell curve system of appraisal is a forced ranking system imposed on the employees by the
management. Forced ranking has been defined as a workforce management tool based on the
premise that in order to develop and thrive, a company must identify its best and worst
performers, then nurture the former and rehabilitate and / or discard the latter S W learning.
Bell curve system rates the entire workforce by comparing the performance of those engaged in
similar activity and ranking them on the basis of their performance. The entire workforce is
segregated as the top performers, medium performers and the poor performers. The percentile
varies with the company policy; it could be :
the top 10%,
middle 80% and
the bottom 10%.
The employees belonging to the higher grade contribute significantly to the enterprise. They are
showered with rewards like restricted stock options, bonuses, etc so as to motivate them to
continue their excellent services to the business entity. The middle percentile employees are
PAGE 78

significant in number and their presence ensures uninterrupted work flow within the
organization. They generally have some weakness which is negated by the training facilities
offered by the company. Similarly training is also provided to enrich their key skills to utilize in
a way profitable to the entity. The bottom ranking consists of those whose performance needs
significant improvement and whose is unsatisfactory. The ranking acts as a warning system that
tells the employee where he stands in relation to his peers. The employees belonging to the lower
strata are at times given the opportunity to improve their efforts or are renounced from the
system.

BELL SHAPED METHODS IN PERFORMANCE

APPRAISAL
In the struggle for survival, the fittest win out at the expense of their rivals because they succeed
in adapting themselves best to their environment - Charles Darwin. This rule is applicable for
any person, be it a business entity or an individual. The companies to prove their competency
in the highly competitive market, has to come up with innovative ways of resource management.
With employees being a strong determinant of the companys performance, various performance
appraisal techniques are introduced into the system to analyse the individuals share to the
companys objectives.

HOW TO USE THE CONCEPT OF THE BELL-SHAPED

CURVE
A bell curve can help determine what is or is expected to be the average performance.
The basic concept of a bell curve is that the reference point at the apex of the bell shape
represents the mean or median performance of a group. The reference points located elsewhere
on the curve denote under performance or performance exceeding the average. Various situations
exist in which a visual inspection of the bell curve is helpful in making decisions.

IMPORTANCE OF BELL SHAPE CURVE IN HUMAN

RESOURCES
The bell curve can be used in the human resources department to plot data points associated with
employees. It can be useful for hiring, training, retention and general human resources

PAGE 79

management. For example, when the time comes to determine bonuses or salary increases, you
can use the results of a bell curve to visually pinpoint which employees are ranked as top
performers and which have fallen below the average by demonstrating less than typical results.

ADVANTAGES OF BELL SHAPE CURVE IN

PERFORMANCE APPRAISAL
The bell curve system of appraisal provides the momentum to the employees to push them
forward, aiming higher.This system also states the criteria that are essential to drive the
organisation forward. For instance, it is stated that GE has identified 4Es as the measuring

standards, namely, high energy level, the ability to energise others towards the companys goals,
the edge to take crucial yes/no decisions, and the skill to execute and deliver the promises on
time. These standards help the company to recognise the key talents who contribute to the overall
objective of the organisation.

DISADVANTAGES OF BELL SHAPE CUVRE

PERFORMANCE APPRAISAL
The greatest disadvantage of the system is that it is dependent on the supervisors who judge the
capability and contribution of the employee. The supervisor is to keep a day-to-day physical
record of the favourable and unfavourable tasks performed by the employee. But as it is a time
consuming task, many supervisors record them just before the submission of the appraisal sheet
to the HR leaving ample room for errors and omissions. This system is also open to the bias and
prejudice of the supervisors. Ranking based on favoritism is a failure.

PAGE 80

RESEARCH METHODOLOGY
INTRODUCTION
Research methodology is a systematic way, which consists of series of actions or steps necessary
to effectively carry out research and the desired sequencing of these steps. The research is a
process of involves a number of interrelated activities, which overlap and do rigidly follow a
particular sequence. It consists of the following steps :

Formulating the objective of the study

Designing the methods of data collection

Selecting the sample plan

Collecting the data

Processing and analyzing the data

Reporting the findings

RESEARCH OBJECTIVES

To study about Performance Appraisal in ITC MUGHAL, Agra.

The present study is carried in ITC MUGHAL AGRA. The environment of this area is
peaceful green atmosphere. The workings of ITC MUGHAL are the universe of study,
comprising the non-managerial and executives.
RESEARCH DESIGN

Research design specifies the methods and procedures for conducting a particular study. A
Research design is the arrangement of conditions for collection and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research Design is broadly classified into three types as :

Exploratory Research Design

On the basis of the objective of study, the study which is concerned with describing the
characteristics of a particular individual or of group of individual under study comes under
Descriptive Research design.
Exploratory research:- is a type of research conducted for a problem that has not been clearly
defined. Exploratory research helps determine the best research design, data collection method
PAGE 81

and selection of subjects. It should draw definitive conclusions only with extreme caution. Given
its fundamental nature, exploratory research often concludes that a perceived problem does not
actually exist.
esearch hypothesis (H1) and the null hypothesis (H0), so making a mistake here could ruin the
whole design. Needless to say, it can all be a little intimidating, and many students find this to be
the most difficult stage of the scientific method. In fact, it is not as difficult as it looks, and if you
have followed the steps of the scientific process and found an area of research and
potential research problem, then you may already have a few ideas .It is just about making sure
that you are asking the right questions and wording your hypothesis statements correctly.

DATA COLLECTION SOURCES

There are mainly two sources of data collection
PRIMARY DATA
Questionnaire
Primary data which have been used here is collected with the help of self-administered
questionnaire which were delivered and later collected.Qualitative information was collected
with the help of unstructured interactions with the competitive hotels.
SECONDARY METHOD
to persue these,i would be going through the performance appraisal policies of the company ,by
active participation in process the performance appraisal and procedures for.
Training / Development

- Behavioral Training.
- Operational Training.

PAGE 82

SAMPLING
Sampling is the selecting few members from the whole population who represent whole
population.
Out of various types of sampling method,Sampling method which has been used here is
STRATIFIED,which was based on following STRATA,consisting of certain similarities,which
has been preferred due to their competencies level with ITC MUGHAL,STRATIFIED
METHOD has been used for study because it was more reliable.
SAMPLING SIZE
Sampling frame for this survey was 50 Employees.
18 questionnaire filled by management.
32 questionnaire filled by associate.
Whereas stratified sampling is categories under department-wise.i.e,
Management level
HR department-6
Six sigma 3
Finance-9
Associate level
Front office-13
F & B Service-8
F & B support-7
F & B production-4

PAGE 83

QUESTIONNAIRE DESIGN
The questionnaire for this survey structured questions includes both open ended and close ended
questions.
WHY QUESTIONNAIRE
Questionnaire helps in identifying the following key points.

Study about Organizations Performance Appraisal system

Employees awareness about Performance Appraisal system

Employees attitude towards existing Performance Appraisal system

The questionnaire is a structure technique for collected primary data in a survey. It is a series of
written response from employee and verbal response from employee, the survey questionnaire
should not be the questionnaire there is a observation of HR Department.
Target people: - Employees of the ITC MUGHAL
Questionnaire was given to Employees of ITC MUGHAL is having 16 departments and 410
Employees so, it was not easy task. So researcher has given Questionnaire after making major
division (that is management and associates ) 18 questionnaire were distributed to management
and 32 to associates.

PAGE 84

RESEARCH PLAN
Researcher plan for this study was to follow the collected information from the given response
and questionnaire to meet the result of response which will tale the position of ITC-Mughal,
when compared with competitors.
Thus, the whole research would be done under the guidance of internal guide. It will also involve
reward, recognition and appreciation processes, reading the material provided internally by the
organisation,information from HR department.

DATA ANALYSIS AND INTERPRETATION ON THE

BASIS OF PRIMARY DATA
MANAGEMENT LEVEL
1.

Do you think that there has been an improvement in organizational performance since the
introduction of performance appraisal?

(1)

Yes

(2)

No

PAGE 85

Interpretation: The purpose of this question is to know whether the performance has been
improved or not after the introduction of PA, 74% of employees agree that yes there has been
improvement in the performance whereas 26% of the employees disagree.
2.

From your own perception, which is more: the positive impacts of performance appraisal
on employees or the negative impacts?

(1)

Positive

( 2)

Negative

Interpretation: 66% of respondent believe that there is a positive impact of PA, as it helps them
know their capabilities, strengths and they get motivated to do better work.
3.

Do you receive adequate training and information about the performance appraisal
exercise before it starts?

(1)

Yes

(2)

No

PAGE 86

Interpretation: 100% of respondent believe that they get adequate training i.e. behavioral and
operational training every 6 months for the betterment of their job.
ASSOSIATES LEVEL
1.

Years of experience with the Organization?

(1)

Above 2years

(2)

1-2years

(3)

10-8months

(4)

8-6months

PAGE 87

Interpretation: 60% of the respondent has been working for more than 2 years because they
have been getting good appreciation for their work and they wish to further continue working in
the organization as they get shifted from FTC to Permanent employee.
2.

In your opinion, does the Performance Appraisal System give a proper assessment of
your contribution to the Organization?

(1)

Strongly disagree

(2)

Disagree

(3)

Neutral

(4)

Agree

(5)

Strongly agree

PAGE 88

Interpretation:40% of respondent believe that they get proper feedback ,time to time training
and correct picture of the contribution they have given to the organization.
3.

Which method According to you is most suitable for Performance Appraisal in ITC
Mughal?

(1)

Rating Method

(2)

Management by objective

(3)

360 degree appraisal

(4)

Ranking Method

(5)

Rating and Essay Method

PAGE 89

Interpretation: 36% of respondent believe that rating and essay method is the most appropriate
one because this is the one being followed here in ITC MUGHAL whereas 360 degree
appraisal is impossible as there are more senior citizen working in the organization as well as it
is very time consuming and using of MBO might create biasness among employees.
4.

According to you, how often should the Performance Review take place?

(1)

Every 3 months

(2)

Every 6 Months

(3)

Once a Year

PAGE 90

Interpretation: 56% of respondent says that PA should take place once a year because they get
enough time to work on their weakness through proper training which they are being provided
every 6 months.
5.

How often did your manager communicate with you on your job performance during the
year?

(1)

Frequently

(2)

Occasionally

(3)

Never

PAGE 91

Interpretation: 72% managers frequently communicate there expectations to ensure what the
supervisor expect and what the employees thinks is expected of him are alignment.
6.

Do you think that Performance Appraisal gets to know peoples individual

characteristics, talents, and potential?

(1)

Yes

(2)

No

PAGE 92

Interpretation: 90% of the respondent agrees that Performance Appraisal gets to know peoples
individual characteristics, talents, and potential as managers use performance evaluations too
help employees set goals to improve their productivity, accuracy and any other components of
performance.
7.

According to you is their Transparency in the Performance Appraisal system?

(1)

Yes

(2)

No

(3)

May Be

Interpretation: According to the survey there is transparency in PAS as ITC MUGHAL follows
rating and essay method in which their no biasness.
8.

Is linking Performance Appraisal with remuneration is fair?

(1)

Yes

(2)

No

PAGE 93

Interpretation: 58% respondent disagree because appraisal should not always be in terms of
monetary form but sometimes in terms of non-monetary form also.
9.

Do you think that performance appraisal should be linked with employee promotion?

(1)

Yes

(2)

No

Interpretation: 66% respondent believes that PA should be linked with promotion as it is

motivating for them to perform better in future and maintain their position in the organization.
PAGE 94

10.

Has your attitude towards work and the organization changed as desired as a result of the
performance appraisal?

(1)

Yes

(2)

No

Interpretation: Yes 78% respondent agree that their has been a positive change in their attitude
as they are made aware of their weakness through the appraisal being conducted and they further
work on their weakness from the feedback they get(if any).
11.

Do Appraisals motivate you?

(1)

Yes

(2)

No

(3)

May Be

PAGE 95

Interpretation: 56% of respondent thinks that appraisal is motivating as increment is given in

the form of reward points.
12.

Do you agree that performance appraisal brings about unhealthy competition among
employees?

(1)

Yes

(2)

No

PAGE 96

Interpretation: 66% of respondent agree that PA does not bring unhealthy competition because
of friendly environment and helping nature of the subordinates in the organization.
13.

Do you believe that the result of performance appraisal is a true reflection of your
ability?

(1)

Yes

(2)

No

Interpretation: 72% of respondent agree that performance appraisal reflect their capabilities as
well as where they stand in the organization.
14.

How do you rate the Performance Appraisal System in your Organization? (On a scale of
1 to 10 with 1 being the lowest and 10 being the highest)

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____

PAGE 97

LEARNING AND INTERNSHIP

Filing
Background verification
Attendance calculation for bonus purpose
Selection procedure of the applicants
Contractual
Attendance marking
Attendance recording(masters)

PAGE 98

APPENDIX
The project titled PERFORMANCE APPRAISAL in ITC MUGHAL is being undertaken in the
HUMAN RESOURCE DEPARTMENT of the ITC MUGHAL, AGRA.
The main aim of the project is to have a thorough understanding of the Performance appraisal in
ITC MUGHAL Agra, and its implementation in various department of ITC MUGHAL, also to
find how satisfied they are about the existing system and suggesting measures and
recommendations to improve the present system.
It is for the Project Reference only.]
Prepared by:
POPULATION EMPLOYEES OF ITC MUGHAL, WHO ARE APPRAISED.
SAMPLING TECHNIQUE STRATIFIED SAMPLING
SAMPLE SIZE -50
TIME PLAN
PRE-CODING a)

NAME

b)

ADDRESS

c)

GENDER

d)

OCCUPATION

e)

AGE

PAGE 99

QUESTIONNAIRE

NAME:
ADDRESS:
GENDER:
(1)

MALE

(2)

FEMALE

DESIGNATION:
(1)

HODS

(2)

MANAGER

(3)

ASSISTANT MANAGER

(4)

EXECUTIVE

(5)

SUPERVISOR

AGE:
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(1)

20-30

(2)

31-40

(3)

41-50

(4)

50-60
MANAGEMENT LEVEL

1.

Do you think that there has been an improvement in organizational performance since the
introduction of performance appraisal?

(1)

Yes

(2)

No

2.

From your own perception, which is more: the positive impacts of performance appraisal
on employees or the negative impacts?

(1)

Positive

(2)

Negative

3.

Do you receive adequate training and information about the performance appraisal
exercise before it starts?

(1)

Yes

(2)

No
ASSOSIATES LEVEL

1.

Years of experience with the Organization?

(1)

1-2years

(2)

10 -8 months

(3)

8 -6months

(4)

6-4months

2.

In your opinion, does the Performance Appraisal System give a proper assessment of
your contribution to the Organization?

(1)

Strongly disagree
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(2)

Disagree

(3)

Neutral

(4)

Agree

(5)

Strongly agree

3.

Which method According to you is most suitable for Performance Appraisal in ITC
Mughal?

(1)

Rating Method

(2)

Management by objective

(3)

360 degree appraisal

(4)

Ranking Method

(5)

Rating and Essay Method

4.

According to you, how often should the Performance Review take place?

(1)

Every 3 months

(2)

Every 6 Months

(3)

Once a Year

5.

How often did your manager communicate with you on your job performance during the
year?

(1)

Frequently

(2)

Occasionally

(3)

Never

6.

Do you think that Performance Appraisal gets to know peoples individual

characteristics, talents, and potential?

(1)

Yes

(2)

No

7.

According to you is their Transparency in the Performance Appraisal system?

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(1)

Yes

(2)

No

(3)

May Be

8.

Is linking Performance Appraisal with remuneration is fair?

(1)

Yes

(2)

No

9.

Do you think that performance appraisal should be linked with employee promotion?

(1)

Yes

(2)

No

10.

Has your attitude towards work and the organization changed as desired as a result of the
performance appraisal?

(1)

Yes

(2)

No

11.

Do Appraisals motivate you?

(1)

Yes

(2)

No

(3)

May Be

12.

Do you agree that performance appraisal brings about unhealthy competition among
employees?

(1)

Yes

(2)

No

13.

Do you believe that the results of performance appraisal is a true reflection of your
ability?

(1)

Yes
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(2)

No

14.

How do you rate the Performance Appraisal System in your Organization? (On a scale of
1 to 10 with 1 being the lowest and 10 being the highest)

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____

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REFERENCES :
Reading Material form ITC MUGHAL
- HR Manual
Websites
www.itcportal.com
www.google.com
www.itchotels.co.in
www.itcwelcomgroup.in
www.workforce.com
www.employment-studies.co.uk

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