A

STUDY

ON

PERFORMANCE APPRAISAL

At

CARLSBERG INDIA PRIVATE LIMITED

(MALLEYPALLY, SANGAREDDY)

A Project Report submitted in partial fulfillment for the award of degree of

MASTER OF BUSINESS ADMINISTRATION

By

KALALI MOUNIKA GOUD

Roll no: 216317672105

Under the guidance of

Assistant Professor

D.Vani Jyotsna

(Head of The Department)

ST. XAVIER’S P.G. COLLEGE

(Approved by AICTE & Affiliated to Osmania University)

Gopanpally, Serilingampally, Ranga Reddy Dist.

(2017-2019)

MBA DEPARTMENT
St. Xavier’s pg college

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 DECLARATION

I K. Mounika goud hereby declare that this project report titled

“Performance appraisal” in “Carlsberg India pvt ltd”
submitted to the department of Business Management, Osmania
University, is a bonafide work undertaken by me and it is not
submitted to any other University or Institution for the award of
any degree/diploma/certificate or published any time before.

NAME: K. Mounika goud DATE:

SIGNATURE: PLACE:

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 ACKNOWLEDGEMENT
This project report would not have been possible without the
kind support and help of many individuals. I would like to
express my thanks to all of them.
I would like to express my sincere thanks to
“Dr.S.Chandramouli”, Principal, St. Xaviers’s P.G. College
for providing necessary support and facilities.
I would like to gratitude to “Mrs.D.VaniJyotsna”, Head of the
department of Management Studies for the encouragement
and providing necessary support and facilities.
I would like to express my thanks of gratitude to my internal
guide “Mrs.D.Vani Jyotsna ”for continuous encouragement
and patience corrections in completing my project.
I also express my sincere thanks to our MBA faculty, for their
timely help and assistance in preparing the project report.
I am also thankful to all those who incidentally helped me
through their valued guidance, co-operation and unstinted
support during the course of my project.

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 ABSTRACT
The Performance Appraisal System (PAS) is a very significant HRD sub system within all
types of organizations. Performance appraisal includes performance review vis-à-vis short
term and long-term goals/ targets and sincere implementation of this process itself plays a
very crucial role in effective management of organizations, particularly in today’s
competitive world of work and business. Despite the very importance of PAS, several
organizations are however having a fresh look at the whole process of employee appraisals,
by focusing on the historical performance appraisal methods and while taking the current
environmental context into account, attempt to periodically review and recast the appraisal
systems in the context of changing business needs and work models. And this becomes an
overall learning and development process for organizations and its people and also for the
HRD practitioners, thinkers, academicians and researchers.

It is also well understood that the Performance Appraisal System (PAS) is a very important
HRD sub system within any organization. It is not only an important tool for review and
appraisal of individual performances, but it helps a great deal in identification and appraisal
of future potential as well. If designed well and implemented efficiently, the whole process of
PAS, in fact, contributes greatly towards overall development of employees within an
organization, which in turn contributes to the combined and continued growth and
development of the organization itself.

In real practice, however, at the individual employees’ level, terms like performance
appraisals, performance review and performance evaluation are not usually liked very much,
as employees would not prefer to hear and accept that they did not discharge their duties and
functions efficiently during the reporting period. Even immediate supervisors, managers and
executives responsible for appraisals, do not always like these terms because they would also
prefer to avoid engaging in any avoidable unpleasant comments and arguments and thus
lower the morale of employees resulting from such review discussions.

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SL.NO TITLE P.NO

CHAPTER-I INTRODUCTION

CHAPTER-II REVIEW OF LITERATURE

CHAPTER-III PROFILE OF THE COMPANY & INDUSTRY

• Industry profile

• Company profile

CHAPTER-IV DATA ANALYSIS & INTERPRETATION

CHAPTER-V FINDINGS

SUGGESTIONS

CONCLUSION

• Bibliography

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 CHAPTER-I
INTRODUTION

INTRODUCTION

Human Resources Management:

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Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.

Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business.
The terms "human resource management" and "human resources" (HR) have largely replaced
the term "personnel management" as a description of the processes involved in managing
people in organizations. In simple words, HRM means employing people, developing their
capacities, utilizing, maintaining and compensating their services in tune with the job and
Organizational requirement.

Human Resources Development:

Human Resource Development (HRD) is the framework for helping employees develops
their personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance and organization development.

The focus of all aspects of Human Resource Development is on developing the most superior
workforce so that the organization and individual employees can accomplish their work goals
in service to customers. Human Resource Development can be formal such as in classroom
training, a college course, or an organizational planned change effort. Or, Human Resource
Development can be informal as in employee coaching by a manager. Healthy organizations
believe in Human Resource Development and cover all of these bases.

Performance Appraisal System:

Performance appraisal refers to all the formal procedures used to evaluate an individual, his
contributions and potential. In other words, it is to plan and measure the performance of an

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individual in terms of the requirement of the job or it is a process of finding out how effective
the organization has been at hiring and placing an employee.

Performance appraisal is a formal system of review and evaluation of individual or team task
performance. While evaluation of team performance is critical when teams exist in an
organization, the focus of performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments and
initiates plans for development, goals and objectives.

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 NEED FOR THE STUDY

Appraising the performance of individuals, groups and organizations is a common practice of

all societies. While in some instances these appraisal processes are structured and formally
sanctioned, in other instances they are an informal and integral part of daily activities.
Consciously of unconsciously evaluate our own actions from time to time. In social
interactions, performance is conducted a systematic and planned manner to achieve
widespread popularity in recent years.

Performance appraisal is essential to understand and improve the employee's performance

through HRD. In fact, performance appraisal is the basis for HRD. It was viewed
performance appraisal was useful to decide upon employee promotion / transfer salary
determination and the like. But the recent developments in human resources management
indicate that performance appraisal is the basis for employee development. Performance
appraisal indicates the level of desired performance level, level of actual performance and the
gap between these two. This gap should be bridged through human resources development
techniques like training executive development etc.

According to the past survey it was noticed that the performance appraisal system in this
company was not up to the mark. Hence there would be scope for giving few suggestions as
per my knowledge to improve the performance appraisal system which was quite essential for
the better performance of the employees.

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 SCOPE OF THE STUDY

Performance appraisals provide employees and managers with opportunities to discuss areas
in which employees excel and those in which employees need improvement. Performance
appraisals should be conducted on a regular basis, and they need not be directly attached to
promotion opportunities.

Personal Attention

During a performance appraisal review, a supervisor and an employee discuss the employee's
strengths and weaknesses. This gives the employee individual face time with the supervisor
and a chance to address personal concerns.

Feedback

Employees need to know when their job duties are being fulfilled and when there are issues
with their work performance. Managers should schedule this communication on a regular
basis.

Career Path

Performance appraisals allow employees and supervisors to discuss goals that must be met to
advance within the company. This can include identifying skills that must be acquired, areas
in which one must improve, and educational courses that must be completed.

Employee Accountability

When employees know there will be regularly scheduled evaluations, they realize that they
are accountable for their job performance.

Communicate Divisional and Company Goals

Besides communicating employees' individual goals, employee appraisals provide the

opportunity for managers to explain organizational goals and the ways in which employees
can participate in the achievement of those goals.

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 OBJECTIVES OF THE STUDY

o To study the need for performance appraisal in Carlsberg.

o To study the parameters taken in to consideration for performance measurement in

Carlsberg.

o To study the procedure used by Carlsberg to measure the performance.

o To study performance appraisal at Carlsberg.

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 METHODLOGY OF THE STUDY

After the objective of the study has clearly stated, the next step in formal research project is to
determine the source from which the data is required to be collected. The data collection is an
interesting aspect of the study achieving data effectively the information consists of two types
of data. The diagram is as follows:

Data collections:

a) Primary data:

The primary data are those, which are collected freshly and for the first time, from the
employees directly. It is collected through the` following methods.

1. Questionnaire: A structure of questionnaire was prepared and distributed among the

employees & workers.

2. Interview: Personal interviews and interaction with the employees and contractor labour. 3.
Observation: By observing the working environment.

b) Secondary data:

The secondary data is collected from company files, records, books and official websites.

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 LIMITATIONS OF THE STUDY

As the study revolves around the performance appraisal of human resources aspects the
overall organization performance cannot be ascertained. In spite of giving honest and sincere
efforts there are several limitations, which are as follows:

o The period of study is only for about 45 days, which is a major constraint.

o The perception bias or attitude of the respondents may also act as hurdles to the study.

o The study is only confined to performance appraisal.

o The study cannot be oriented with all HRM practices followed by CARLSBERG
INDIA Pvt Ltd. because of the paucity of time requirements.

o The sample size taken for the research is small due to the constraint of time.

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 CHAPTER-II
REVIEW OF LITERATURE

REVIEW OF LITERATURE

Cummings (1973) In an article titled, “A Field ExperimentalStudy of the Effects of Two

Performance Appraisal Systems”, reported the results of a field experiment designed to test
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the effects of manipulating several elements of an operative level performance appraisal
system. First, the multi purposive nature of appraisal in formal organizations is discussed.
This is followed by a brief overview of the literature on performance appraisal. The design
and results of the study at hand are then discussed.lgen and Favero (1985) in their article
titled, “Limits in Generalization from Psychological Research to Performance Appraisal
Processes” states that most attempts to understand the performance appraisal process have
been borrowed from social psychology. It is argued here that the experimental methods of
social psychological research may not be well suited to the study of particular issues in
performance appraisal. Several of the methods used in the basic literature are outlined, and
the relevance of these methods in the study of performance appraisal is discussed.

Dorfman and Loveland (1986) in their study examined supervisor perceptions and
subordinate reactions to formal performance-appraisal reviews. The performanceappraisal
behaviors of supervisors and the reactions of their subordinates were studied in a sample
of university employees. A factor analysis revealed that there were three dimensions of
formal performance appraisals: two developmental dimensions (being supportive;
emphasizing performance improvement) and one administrative dimension (discussing
pay and advancement). Regression analyses suggested that supervisors supported highly
rated individuals and stressed improvement efforts on poor performers. After controlling
for the level of previous performance ratings, results indicated that support in the
appraisal review was associated with higher levels of employee motivation, while pay
and advancement was associated with higher levels of employee satisfaction.
Unfortunately, improvement efforts by the supervisors did not influence job performance
one year later.

Waldman, Bass and Einstein (1987) in their article titled “Leadership and the outcomes
of performance appraisal processes” discuss the extent to which transactional and
transformational leadership practices are related to the attitudinal and rated performance
outcomes of a performance appraisal process. This study involves 256 managers in a
large business organization. Results indicated that only aspects of transformational
leadership were related to performance appraisal scores. However, the contingent reward
factors of transactional leadership, as well as all factors of transformational leadership,
were related to satisfaction with performance appraisal processes. Management-
byexception was associated with lower satisfaction. Conclusions were drawn regarding
the need for active transactional and transformational leadership in the performance
appraisal process.
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 Miller, Kaspin and Schuster (1990) in their article titled “The impact of performance
appraisal methods on age discrimination in employment act cases” investigated the
impact of personal and organizational factors and performance appraisal methods on Age
Discrimination in Employment Act (ADEA) federal court cases. Discriminant analysis
suggested that the employer was most likely to be the successful party when the
employee was younger, particularly between 40-49 years old. Appraisal system
characteristics which in previous studies were found to be significantly related to case
outcome, were not reported in these case decisions. Traditional legal case analysis was
used to explore the relationship of performance appraisal methods and the personnel
action giving rise to the complaint.

Shibata (2002) in her article titled “Wage and Performance Appraisal Systems in Flux: A
Japan-United States Comparison”, states that unionized Japanese and American firms
made changes in their wage and performance appraisal systems during the 1990s that
were inspired by features of each others' traditional employment systems. Although
Japanese firms made greater changes in the wage-setting process compared to American
firms, outcomes in Japan changed little. Even with these changes, the wage and
performance appraisal systems in the two countries retain distinctive characteristics. In
the American firms' "segregation" between white-and blue-collar employees and high-and
low-performers remains a feature of wage and performance appraisal systems; the
Japanese system maintained its characteristic "integrated" form, but underwent moderate
modifications.

Kuvaas (2006) in his article titled “Performance appraisal satisfaction and employee
outcomes: mediating and moderating roles of work motivation” explored alternative
relationships between performance appraisal satisfaction and employee outcomes in the
form of self-reported work performance, affective organizational commitment and
turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian
savings banks showed that performance appraisal satisfaction was directly related to
affective commitment and turnover intention. The relationship between performance
appraisal satisfaction and work performance, however, was both mediated and moderated
by employees’ intrinsic work motivation. The form of the moderation revealed a negative
relationship for employees with low intrinsic motivation and a positive relationship for
those with high intrinsic motivation. Implications for practice and directions for future
research are discussed.

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 Addison and Belfield (2008) offered a replication for Britain of Brown and Heywood’s
analysis of the determinants of performance appraisal in Australia. Although there are
some important limiting differences between the two datasets —the Australia Workplace
Industrial Relations Survey (AWIRS) and the Workplace Employment Relations Survey
(WERS) —they reached one central point of agreement and one intriguing shared insight.
First, performance appraisal is negatively associated with tenure: where employers cannot
rely on the carrot of deferred pay or the stick of dismissal to motivate workers, they will
tend to rely more on monitoring, ceteris paribus. Second, employer monitoring and
performance pay may be complementary. However, consonant with the disparate results
from the wider literature, there is more modest agreement on the contribution of specific
human resource management practices, and still less on the role of job control.

Narcisse and Harcourt (2008) in their article titled, “Employee fairness perceptions of
performance appraisal: a Saint Lucian case study” identified the essential factors which
influence employees’ fairness perceptions of their performance appraisals, and determine
the applicability of these factors to the experiences of employees in a Saint Lucian public
service organization. Fairness perceptions are of three main types. First, distributive
justice refers to the perceived fairness of an actual appraisal rating. Second, procedural
justice refers to the perceived fairness of procedures used to determine the appraisal
rating. Third, interactional justice refers to the perceived fairness of the rater’s
interpersonal treatment of the rate during the appraisal process. A qualitative case study
method was used to gain a rich understanding of employee perceptions of the fairness of
their performance appraisals. Data were obtained from both completed appraisal forms
and interviews with 20 knowledgeable employees. All interviews were transcribed and
assessed using a thematic analysis. Overall, results show that distributive, procedural, and
interactional justice factors identified in the existing literature influence employee
perceptions of fairness in their appraisals. Results suggest that employees also consider
four additional justice factors, as yet not formally recognized in the justice literature, one
distributive –the consistency in reward distribution –and three procedural –appraisal
frequency, job relevant criteria, and rater and rate training.

HISTORY & ORIGIN OF PERFORMANCE APPRAISAL

th
The history of Performance Appraisal is quite brief. It’s in the early 20 century can be
traced to Taylor’s pioneering Time and Motion studies. As a distinct and formal management
procedure used in the evaluation of work performance, appraisal really dates from the time of

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Second World War – not more than 60 years ago. Yet in a broader sense, the practice of
appraisal is a very ancient art.

Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee was
justified. The process was firmly linked to material outcomes. If an employee's performance
was found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better than the supervisor

In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation
and development was gradually recognized. The general model of performance appraisal, as
it is known today, began from that time.

METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS MODERN METHODS

* Rating scale method * 360◦ Appraisal

* Checklist Method * MBO

* Essay Method *Assessment centers

* Critical Method * BAR’S

* Forced choice Method *Psychological Appraisals

* Forced Distribution Method

* Field review Method

* Graphic Rating Scale Method

MODERN APPRAISAL:
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and discussed,
with a view to identifying weaknesses and strengths as well as opportunities for improvement
and skills development.
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In many organizations - but not all - appraisal results are used, either directly or indirectly, to
help determine reward outcomes. That is, the appraisal results are used to identify the better
performing employees who should get the majority of available merit pay increases, bonuses,
and promotions. By the same token, appraisal results are used to identify the poorer
performers who may require some form of counseling, or in extreme cases, demotion,
dismissal or decreases in pay.

DEFINITIONS:
“Performance Appraisal is the process of determining from how well someone is performing
in his or her job it involves measuring performance and comparing it with an established
standard”. -JOHN PEARCE AND RICHARD ROBINSON

“Performance appraisal is a method of evaluating the behavior of the employees in the work
spot, normally including both the quantitative and qualitative aspects of the job performance”.
-V.S.P.RAO

A FORMAL DEFINITION OF PERFORMANCE APPRAISAL:

“The performance appraisal is the process of evaluating the performance and qualification of
the employees in terms of the requirements of the job for which he is employed, for the
purpose of administration including placement, selection for promotion, providing financial
rewards and other action which require differential treatment among the members of group as
distinguished from actions affecting all members equally”.

PURPOSES OF PERFORMANCE APPRAISAL:

Performance appraisal aims at attaining the different purposes. They are:

• To create and maintain a satisfactory level of performance.

• To contribute to the employee growth and development through training, self and
management development programmes.

• To help the superiors to have a proper understanding about their subordinates.

• To guide the job changes with the help to continuous ranking.

• To facilitate fair and equitable compensation based on performance.

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 • To provide information for making decisions regarding lay off, retrenchment etc.

SCOPE OF PERFORMANCE APPRAISAL:

st
The world today is a world of revolutionary changes. We are on the edge of 21 century. It
th st
gives us a chance to scan the 20 century and foresee the 21 .In the next few years the world
will be witnessing a mega transformation of global economy. India has also been affected by
this change. New challenges in various fields are being accepted.

th
Innovation in the true sense is to be perceived and understood. In the 19 century it was the
industrial revolution, which promised India a better future, but now it is the role of the
information technology, which decides the future.

th
The stride in industrialization in the 20 century has been a remarkable future with various
changes in the working and managing styles of the industries. The advent of the information
technology along with the rapid industrialization in India demands a highly motivated,
educated, and skilled and goal-oriented work force. Performance has become the watchword
in today’s industrial scene.

COMPONENTS OF APPRAISAL EVALUATION:

A performance appraisal evaluation may be conducted in an organization due for many
reasons such as

• Counseling
• Promotion
• Research
• Salary
• Administration
So, it is very necessary for being by stating very clearly the objectives of the evaluation
program. Having done this, the personnel evaluation system should address the questions
who, what, where, how, of performance appraisal

“WHO SHOULD APPRAISE”?

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The appraisal can be accomplished by one or more individuals involving a combination of
immediate supervisor, other managers acquainted with assesses work, a higher-level
manager, a personnel manager, the assesses peers, the assesses himself and the assesses sub
ordinates.

Many companies use rating committees to evaluate employees. These committees consist of
supervisors, peers and subordinates. Everyone on the committee is a person who is able to
intelligently evaluate some aspect of the employee’s performance. Many discrepancies in the
ratings may occur when evaluations are by individuals.

“WHAT SHOULD BE APPRAISED”?

The “what” of the performance appraisal, consist in appraising non-supervisory employees
for their current performance and the managers of future potential and it also includes
evaluation of human traits.

“WHY TO APPRAISE”?
The “why” of an appraisal is concerned with?

• Creating and maintaining a satisfactory level of performance of employees in their

present job.

• Highlighting employee needs and opportunities for personal growth and development.

• Aiding in decision making for promotions, transfers, layoffs and discharges.

• Promoting understanding between the supervisor and the subordinates.

• Providing useful criteria for determining the validity of selection and training methods
and techniques and forming, concrete measures for attracting individuals of higher
caliber to the enterprise.

“WHEN TO APPRAISE”?
In most organization employees are formally evaluated once a year, in others
twice a year. New employees are rated more frequently than the older ones. The ideal
thing is that each employees should be rated three months there after being assigned
to a job, after six months on the job and every six months there after.

The time of rating should not coincide with the time salary reviews, for if the two occur
together constructive evaluation and consideration of self-development will probably take
second place to the pressures of pay.

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 CHAPTER-III

INDUSTRY & COMPANY PROFILE

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 INDUSTRY PROFILE
India’s alcohol industry is the third largest in the world with a value of $35 billion. The
industry is divided into three categories: Indian Manufactured Foreign Liquor (IMFL), beer,
and homemade liquor.

Whiskey dominates the IMFL category, and India has the largest whiskey industry in the
world. India-based United Spirits Limited’s McDowell’s No. 1 is the most prominent
whiskey. Its Royal Challenge and Bagpiper are also popular. Other prevalent whiskeys
include French Pernod Ricard’s Imperial Blue, Seagram’s Blender’s Pride, and Royal Stag
and Japanese Beam Global’s Teacher’s. Rum is the second most common spirit in India.
India-based Mohan Meakin Ltd.’s Old Monk is popular. Gin and vodka also comprise the
IMFL category, growing in demand among urban youth and women. Bermuda-based
Bacardi’s Bombay Sapphire gin and U.K.-based Diageo’s Smirnoff vodka are top products.

The beer category is mainly comprised of strong beer (with an alcohol content of at least 8%).
India-based United Breweries, 42% owned by Dutch beer giant Heineken, dominates the
market with its Kingfisher. U.K.-based SAB Miller’s Miller, Foster’s, and Royal Challenge
and Denmark-based Carlsberg’s Carlsberg and Tuborg are also popular options. While

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weaker beers are less common, brands such as Kingfisher provide options with lower alcohol
content.

The homemade liquor segment is mostly comprised of regional Indian drinks. Feni, a spirit
made from cashews or coconuts, is produced exclusively in the western state of Goa. Palm
wine, made from the sap of palm trees, is common in India. Arrack is another prevalent
alcoholic drink made from coconut, sugarcane, or fruit sap. This category is mostly
unbranded, locally distributed, and consumed by blue-collar and lower-middle class workers.

The wine category is growing due to wine tourism and marketing, which draw middle class
urban consumers. The majority of wine consumption occurs in the cities of Mumbai, Delhi,
and Bangalore. India’s largest vineyards are located in the states of Maharashtra and
Karnataka. Prevalent wines include Grover’s Zampa, Four Seasons’ Four Seasons, and
Samant Soma Wines’ Sula.

Spirit and beer imports are categorized into foreign liquor bottled in India and foreign liquor
bottled in origin. Imports total less than one million cases annually. A fourth of the wine
consumed in India is imported from California, France, Australia, and Chile. According to
India’s Agriculture & Food Export Authority, the country exported $343 million of alcoholic
beverages to nations including the U.A.E., Ghana, Angola, Nigeria, and Singapore in 2014.

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 COMPANY PROFILE

Carlsberg was founded by J. C. Jacobsen, a philanthropist and avid art collector. With his
fortune he amassed an art collection which is housed in the Ny Carlsberg Glyptotek in central
Copenhagen. The first brew was finished on 10 November 1847, and the export of Carlsberg
beer began in 1868 with the export of one barrel to Edinburgh, Scotland. Some of the
company's original logos include an elephant, after which some of its lagers are named, and
the swastika whose use was discontinued in the 1930s because of its association with political
parties in neighboring Germany.

Jacobsen's son Carl opened a brewery in 1882 named Ny (New) Carlsberg forcing him to
rename his brewery Gamle (Old) Carlsberg. The companies were merged and run under
Carl's direction in 1906 and remained so until his death in 1914.

Jacobsen set up the Carlsberg Laboratory in 1875, which worked on scientific problems
related to brewing. It featured a Department of Chemistry and a Department of Physiology.
The species of yeast used to make pale lager, Saccharomyces carlsbergensis, was isolated by
Emil Christian Hansen at the laboratory in 1883 and bears its name; this was shared freely
by Carlsberg. The Carlsberg Laboratory also developed the concept of pH and made
advances in protein chemistry.

In 1876, J.C. Jacobsen established the Carlsberg Foundation, run by trustees from the Royal
Danish Academy of Sciences and Letters, which managed the Carlsberg Laboratory as well
as supporting scientific research within the fields of natural sciences, mathematics,
philosophy, the humanities and social sciences in Denmark. Because of a conflict with his
son Carl, Jacobsen's brewery was left to the Foundation upon his death in 1887.

The first overseas license for brewing was given to the Photos Photiades Breweries, and in
1966 Carlsberg beer was brewed for the first time outside Denmark at the Photiades
breweries in Cyprus.

Carlsberg merged with Tuborg breweries in 1970 forming the United Breweries AS, and
merged with Tetley in 1992. Carlsberg became the sole owner of Carlsberg-Tetley in 1997.

In 2008 Carlsberg Group, together with Heineken, bought Scottish & Newcastle, the largest
brewer in the UK, for £7.8bn ($15.3bn).

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In 2013 the company joined leading alcohol producers as part of a producers' commitments
to reducing harmful drinking.

In November 2014, Carlsberg agreed to take over Greece's third largest brewery, the Olympic
Brewery, adding to its operations in the country already and effectively transforming the firm
into the second biggest market player in Greece.

Carlsberg Operations in Asia :

Carlsberg started to export beer to China in 1876. In the late 1990s, Carlsberg had two
breweries in China – Huizhou and Shanghai. The company acquired Huizhou Brewery in
Guangdong Province in 1995, which started to supply both the Chinese and Hong Kong
market. Carlsberg invested around US$30m in its Shanghai brewery, and started production
in 1998. In 2000, Carlsberg sold a majority stake in its Shanghai brewery to Tsingtao
Brewery Carlsberg formerly had a brewery in Tai Po, Hong Kong, which was established in
1981, but shut it down in 1999 due to high Costs.

In 2003, Carlsberg acquired the Kunming brewery and the Dali brewery in Yunnan province.
At the time, the Dali brewery was the largest beer brewery in Yunnan.

In 2008, Carlsberg sold its remaining interest in the Shanghai brewery to Tsingtao Brewery.In
August 2011, Carlsberg announced a new joint venture with Chongqing Brewery and
Chongqing Light Textile Holding. Chongqing Light Textile Holding is a major shareholder of
Chongqing Brewery. The joint venture, to be called Chongqing Xinghui Investment Co., Ltd,
would operate twelve breweries in China in Chongqing, Sichuan, Guangxi, Guizhou and
Hunan. Chongqing Brewery would contribute five breweries and Chongqing Light Textile
Holding would contribute seven breweries to the joint venture. Carlsberg would inject 160
million Danish crowns (about US$30.90 million) and have a 30% interest in the venture.

Carlsberg India Pvt. Ltd. headquartered in Gurgaon, India is a foreign direct investment
company formed to brew and market Carlsberg beer in India. The company has also brought
the Tuborg and Palone brands to India. Palone is sold as a 'strong' beer with 7.5% alcohol by
volume. Strong beers dominate the Indian market, estimated in 2008 to total approximately
17 million hectolitres with over a 72% share. Carlsberg is available in most states of India,
with five operational breweries in: Alwar (Rajasthan), Aurangabad (Maharashtra) both of
which started in the summer of 2008, the former Hacke-Beck brewery in Paonta Sahib
(Himachal Pradesh) where brewing commenced in July 2007, Kolkata (West Bengal) opened
in September 2009, Patna Brewery (Patna) opened for brewing in 2014, Dharuhera Brewery

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

opened on 7 May 2013, and Hyderabad (Telangana) opened in December 2010. Carlsberg
India Pvt. Ltd. currently employs over 700 people and is headed by Michael Norgaard Jensen,
Managing Director.

Other Asian brands include Wusu (Northwest China) and Halida Beer (Vietnam).

Carlsberg Brewery Malaysia Berhad (Carlsberg Malaysia) was incorporated in December

1969, and began brewing Carlsberg Green Label locally in 1972. It is located in Petaling
Jaya, Selangor. Since then, the brand has become one of the leading beer brands with more
than a 50% share of the Malaysian market. It manufactures and distribute beer, stout and
other beverages mainly in the domestic market and has investments in Sri Lanka, Singapore
and in a Malaysian alcoholic beverage company. Brands under Carlsberg Malaysia include:
Carlsberg Green Label, Carlsberg Gold, Carlsberg Special Brew, Kronenbourg 1664,
Kronenbourg 1664 Blanc, Asahi Super Dry, Somersby Apple Cider, SKOL beer, SKOL
Super beer, Danish Royal Stout, Corona Extra, Jolly Shandy Lemon and as well as
nonalcoholic Nutrimalt drink. In addition, Carlsberg Malaysia through its subsidiaries, has a
wide range of imported international beer brands including Hoegaarden, Stella Artois,
Budweiser, Grimbergen and Beck’s.

thier brands in Carlsberg Group's portfolio

• Tuborg (International)

• Somersby ciders (International)

• Kronenbourg / 1664 (International)

• Grimbergen (International)

• Holsten (International)

• Baltika (Russia)

• Bosman (Poland)

• Dali Beer (China)

• Feldschlösschen (Switzerland)

• Gorkha Beer (Nepal)

• Jacobsen (Nordic countries)

• Lav (Serbia)

• Beerlao (Laos)

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 • Lvivske (Ukraine)

• Mythos (Greece)

• FIX Hellas (Greece)

• Pan (Croatia)

• Pirinsko (Bulgaria)

• Saku (Estonia)

• Sarbast (Uzbekistan)

• Semper Ardens (Denmark)

• Shumensko (Bulgaria)•Slavutych (Ukraine)

• Super Bock (Portugal)

• Švyturys (Lithuania)

• Wusu (China)

CHAPTER- IV
DATA ANALYSIS
&
ST.XAVIER’S PG COLLEGE MBA DEPARTMENT
 INTERPRETATION

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 1) Do you understand the term performance appraisal?

a) Yes b) No

Tabular representation of collected data

Source No. of Employee Percentage

Yes 83 83%

No 11 11%

Ignored 06 6%

Graphical Representation of collected data:

Analysis: The above table reveals that 83% of the employees say that they understand the
term of performance appraisals, 11% of the employees say that they do not understand the
term of Performance appraisals and remaining 6% of employees are not responded.

Interpretation: It is clear that most of the employees understand the term performance
appraisals.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 2) Are you aware of the procedure of performance appraisal?
a) Yes b) No

Tabular Representation of collected data

Source No. of Employees Percentage

Yes 80 80%

No 20 20%

Graphical Representation of collected data:

Analysis: The above table reveals that 80% of the employees say that they aware the
procedure of performance appraisal and remaining 20% of employees says that they are not
aware the procedure of performance appraisals.

Interpretation: Most of the employees say that they know the procedure of performance
appraisals.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

3) Which method is implemented by Carlsberg?
a) Traditional b) Modern
Tabular representation of collected data
Source No. of Employees Percentage

Traditional 77 77%

Modern 14 14%

Ignored 9 9%

Graphical Representation of collected data:

Analysis: The above table reveals that 77% of the employees say that Carlsberg
implementing the Traditional method, 14% of employees says that Carlsberg implementing
the Modern method and remaining 9% of employees not responding.

Interpretation: Most of the employees agree that Carlsberg implementing the Tradition
method.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 4) Are you satisfied with present appraisal system being followed in Carlsberg?
a) Highly satisfied b) Satisfied
c) Average satisfied d) Neutral

Tabular representation of collected data

Source No. Of Employees Percentage

Highly Satisfied 3 3%

Satisfied 37 37%

Average Satisfy 34 34%

Neutral 23 23%

Not Satisfy 3 3%

Graphical representation of collected data:

Analysis: The above table reveals that 3% of the employees say that they are highly satisfy
with the present procedure of Appraisal system,37% of employees are satisfied ,34% of
employees are average satisfy, 23% of employees are in neutral position and remaining 03%
of employees are not responding.

Interpretation: Most of the employees saying that they are satisfy with the present
Appraisal system followed by the Organization
.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

5) At what frequency performance appraisal system is evaluated?
a) Monthly b) Quarterly c) Half yearly d) Annually

Tabular representation of collected data

Source Employees Percentage

Monthly 0 0%

Quarterly 0 0%

Half yearly 0 0%

Annually 97 97%

Ignored 3 3%

Graphical representation of collected data:

Analysis: The above table reveals that 97% of the employees say that Carlsberg
performance appraisal system will be evaluated at annually and 3% of employees are not
responding.

Interpretation: Most of the employees agree that the performance appraisal system will
be evaluated once in yearly.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 6) Which you feel is more comfortable and advisable?
a) Self appraisal system b) Confidential report system Tabular
representation of collected data
Source Employees Percentage

Self-Appraisal System 60 60%

Confidential Report System 31 31%

Ignored 9 9%

Graphical representation of collected data:

An
Analysis:The above table reveals that 60% of the employees say that they feel that
selfappraisal system will be more comfortable and advisable, 31% of employees says that
confidential report system will be more comfortable and advisable and remaining 9% of
employees are not responding.

Interpretation:Most of the employees agree that Self appraisal system will be

morecomfortable and advisable.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

7)Do you receive your Performance appraisal report after it is evaluated? a)
Yes b) No
Tabular representation of collected data
Source No. Of Employees Percentage

Yes 34 34%

No 60 60%

Ignored 3 3%

Yet to be done 3 3%

Graphical representation of collected data:

Analysis:The above table reveals that 34% of the employees say that they receive the
appraisal report after it is evaluated, 60% of employees says that they don’t receive their
appraisal report after evaluation, 3% of employees are not responding and remaining 03% of
employees are yet to be done till now.
Interpretation:Most of the employees saying that they don’t receive their appraisal reportafter it is evaluated.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

8) Who appraises your performance?
a) Chief b) Br. Manager
c) Manager d) Cluster Manager

Tabular representation of collected data

Source No. Of Employees Percentage

Chief 17 17%

Boss 6 6%

Manager 3 3%

Super boss 71 71%

Graphical representation of collected data:

Analysis: The above table reveals that 17% of the employees say that they Appraised by
Chief,06% of employees say that they appraised by Boss 03% of employees says that they
appraised by Manager and remaining 71% of employees saying that they appraised by the
Super Boss.

Interpretation: Most of the employees saying that they are appraised by their SuperBoss

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

.
9) Do you think present performance appraisal system needs Change?
a) Yes b) No
Tabular representation of collected data
Source No. Of Employees Percentage

Yes 68 68%

No 23 23%

Ignored 6 6%

Yet to be done 3 3%

Graphical representation of collected data:

Analysis: The above table reveals that 68% of the employees say that they think thatpresent
appraisal system need a change, 23% of employees say that no need of change, 06% of
employees are not responding and remaining 3% of employees are yet to be done till now.

Interpretation: Most of the employees thinking that present appraisal system need tobe
change.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

10) Do you think self-Appraisal is required?
a) Yes b) No
Tabular representation of collected data
Source No. Of Employees Percentage

Yes 80 80%

No 20 20%

Graphical representation of collected data

Analysis:The above table reveals that 80% of the employees say that Self appraisal
isrequired and remaining 20% of employees think that self-appraisal is not required.

Interpretation:Most of the employees thinking that Self Appraisal system is required.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

11) Performance appraisal is used for?
a) Identity training needs b) promotions/demotions
c) Recognize employee efforts d) All the above
Tabular representation of collected data
Source No.of Employees Percentage

Identity training Needs 0 0

Promotions/demotions 9 9%

Recognize employee 31 31%

All the above 60 60%

Graphical representation of collected data:

Analysis: The above table reveals that 9% of the employees say that performance appraisal
used for giving the promotions/demotions, 31% of employees saying that appraisal is used for
the recognize employee efforts and remaining 605 of employees are saying that it is used for
all the above.

Interpretation:Most of the employees are saying that performance appraisal is usedfor

identity training needs, promotions/demotions, recognize employees' efforts.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT
12)Is there is a need of interactive sessions during Performance appraisal between Boss and
employees?
a) Yes b) No
Tabular representation of collected data
Source No. Of employees Percentage

Yes 88 88%

No 9 9%

Ignored 3 3%

Graphical representation of collected data:

Analysis:The above table reveals that 88% of the employees are agree that their is a needof
interactive session during performance appraisal between the Boss and employee, 9% of
employees are saying that there is no need of interactive and remaining 3% of employees are
not responding.

Interpretation:Most of the employees are saying that it is compulsory need theinteractive

session during performance appraisal between the HOD and employees.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

13) Do you feel 360° Appraisal would be more effective than the present system?
a) Yes b) No

Tabular representation of collected data

Source No. of Employees Percentage

Yes 71 71%

No 17 17%

Ignored 12 12%

Graphical representation of collected data:

Analysis: The above table reveals that 71% of the employees are feel that 360 degrees
appraisal would be more effect than the present system, 17% of employees are saying that it
is not more effect than the present system, and remaining 12% of employees are not
responding.

Interpretation:Most of the employees are feel that 360 degrees appraisal systemwould be
more effective than the present system.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

14) Are you sure that you get some sort of benefits by offering Appraisals? a) Yes
b) No
Tabular representation of collected data
Source No. Of employees Percentage

Yes 66 66%

No 31 31%

Ignored 3 3%

Graphical representation of collected data:

Analysis: The above table reveals that 66% of the employees are saying that they get some
benefits after appraisal, 31% of employees are saying that they don’t get benefits after
appraisals, and remaining 03% of employees are not responding.

Interpretation:Most of the employees are agree that they are getting some sort of benefits
after appraised.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

15) What methods are taken to improve the employee's performance?
a) Training b) Counseling c) Motivation d) All the above
Tabular representation of collected data
Source No. Of employees Percentage

Training 12 12%

Counseling 6 6%

Motivation 14 14%

All of the above 65 65%

Nothing 3 3%

Graphical representation of collected data:

Analysis:The above table reveals that 12% of the employees are saying that training
isimproves the employee performance, 06% of employees are saying that counseling is used
for improves the employees performance, 14% of employees are saying that motivation is
used for the improves employees performance and remaining 65% of employees are saying
that all the above methods are used for the improves the performance of the employees.

Interpretation:Most of the employees are agree that for improving the performance ofthe
employees all the methods should be used i.e, training, counseling and motivation.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

16) During Performance appraisal, how do you feel Psychologically ? a) Tense
b) Confused c) Normal

Tabular representation of collected data

Source No. Of Employees Percentage

Tense 0 0%

Confused 11 11%

Normal 89 89%

Graphical representation of collected data:

Analysis:The above table reveals that 11% of the employees are saying that they mayfeel
confused in the appraisal time and remaining 89% of employees are saying that they feel
normally during the appraisal time.

Interpretation:Most of the employees are saying that they may feel normally duringthe
appraisal time.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 17) Is there a need of an expert person in H.R dept for Performance
appraisal?
a) Yes b) No
Tabular representation of collected data
Source No. Of Employees Percentage

Yes 68 68%

No 25 25%

Ignored 7 7%

Graphical representation of collected data:

Analysis:The above table reveals that 68% of the employees are saying that there is aneed
of an expert person the H.R department, 25% of employees are saying that there is no need of
expert person in H.R. department and remaining 7% of employees are not responding.

Interpretation:Most of the employees are saying that there is a need of an expertperson in

the H.R. department.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

18) How do you take present Performance appraisal procedure
a) Very Seriously b) Seriously c) Normally d) No idea

Tabular representation of collected data

Source No. Of Employees Percentage

Very Seriously 3 3%

Seriously 14 14%

Normally 77 77%

No idea 6 6%

Graphical representation of collected data:

Analysis: The above table reveals that 3% of the employees says that they feel very serious,
14% of employees are feel that seriously, 77% of the employees feel that normally and
remaining 06% of employees are feel that no idea about the procedure.

Interpretation: Most of the employees are feel that normally about present performance
appraisal procedure.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 19) Does any change arise after appraising the performances of employees?

A) Yes b) No

Tabular representation of collected data

Source No. of employees percentage

Yes 95 95%

No 5 5%

Graphical representation of collected data:

Analysis: The above table reveals that 95% of the employees says that they are satisfied
with the change in performance appraisal, and 5% of employees says that still they are not
satisfied with the change in present performance appraisal.

Interpretation: Most of the employees are feel that satisfied with the change in the present
performance appraisal.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

20) How do you feel overall performance appraisal system followed by your Organization?
a) Excellent b) very good c) Good d) Average

Tabular representation of collected data

Source No. Of employees Percentage

Excellent 3 3%

Very good 6 6%

Good 60 60%

Average 25 25%

Ignored 3 3%

Graphical representation of collected data:

Analysis: The above table reveals that 3% of the employees says that over all appraisal
system is excellent, 6% of employees saying that it is very good, 60% of employees feel that
it is good, 25% of employees feel that is was average and remaining 3% of are not
responding.

Interpretation: Most of the employees are feel that over all performance appraisal system
is good.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT
 CHAPTER- V
FINDINGS
&
SUGGESTIONS
CONCLUSIONS

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 FINDINGS
 83% of the employee replied that they understand the term performance appraisal.
 80% of the employees replied that they are aware of the procedure of performance
appraisal.
 77% of employee replied that Carlsberg has been implementing the traditional
method of performance appraisal
 60% of the employees are satisfied with the present performance appraisal system.
 97% of employees said that Carlsberg performance evaluation is done once in
year.
 71% of the employees replied that they are appraised by their super-boss
 88% of employees feel that there is a need of interaction between th71e employee
and boss at the stage of performance appraisal.
 71% of employees feel that 360 degree appraisal would be more effective than the
present system
 68% of employees feel that there is an expert needed in H.R Department for
performance appraisal
 60% of the employees feel that the overall performance appraisal system at
carlsberg is good.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 SUGGESTIONS:

• The awareness can be created among all the employees by conducting classes and
interactive sessions about the Performance Appraisal.

• The organization should cover all categories of employees for appraisal system.

• The Carlsberg should implement the perfect methods of performance appraisal so that
all the employees will get satisfaction 100 percent.

• The organization has to concentrate either than only one method it need to go for 360 o
appraisal method so as to make performance appraisal effective in the Carlsberg.

• By this the employees will know about their lacking and try to improve and their
superior should counsel the employee about the Performance.

• Organization should give feedback to all levels of employees.

• Organization should focus on performance feedback and it should be communicated

for all the employees of Carlsberg.

• Organization should give scope for interaction between superior and subordinate.

• Organization should appoint an expert in appraisal to make appraisal authentic and

foolproof.

• Performance appraisal should be done for the lower level employees also, so that they
can work sincerely.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 CONCLUSIONS:

The conclusions which have been depicted through the analysis are as follows:

Performance appraisal is used to improve the performance management in the organization.

The appraisal outcome has to be used frequently for the purpose of reward on performing
well together with the feedback on the performance. Also when performance goes down
employee has to be given feedback and motivated to do better.

goals and objectives established and every employee has to be involved in the process. Also
conducting a performance appraisal will improve productivity and also the morale of the
employees. Appraisals are a positive way for a manager to let the employees know how well
they are performing the duties that are assigned to them. Sometimes we get caught up in our
job and do not realize what all the company strives to do for employees. Whether the reward
is a lousy employee dinner and or a simple thank you card, your work is being recognized.
Also, employees should be thankful for any job they may have, because the company did not
have to hire on any means.

• Draw together biographical data on the individual's work performance to evaluate

performance and explore aspirations and training needs;

• Explore the individual's career history to establish how they came to this point and
where they aim to reach; it should also investigate change points in the individual's
history as these are often key to understanding motivations and aptitudes;

• Gather good quality performance appraisal data.

As occupational psychologists we can use our expertise to help make staff appraisals a win-
win situation for both individual and organization, with each party benefitting. One can draw
an analogy with career guidance in both the methods used and the objective of optimising
people's careers. To get the most from it appraisal should be viewed as a personnel
development activity.

In recent years, the nature of appraisal schemes has changed with a greater reliance being
placed on objective methods such as psychometric tests and development centers. There is
ST.XAVIER’S PG COLLEGE MBA DEPARTMENT
also the continuing emphasis on 360-degree techniques, despite the fact that Furnham as far
back as 1993 argued that the enthusiasm for bottom-up appraisal had gone off the boil.

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 BIBLIOGRAPHY

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 BIBLIOGRAPHY

BOOKS:

Personnel Management And Human Resource - C.S.Venkat Ratnam (1991)

Performance Management - Miachel Armstrong (2006)

Strategic Human Resource Management – Charlser Geer (2006)

Human Resource Management – Gary Desseler (2003)

WEBSITES:

• www.carlsberg.com

• www.wikipedia.com

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 ANNEXURE

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 QUESTIONNAIRE
1) Do you understand the term performance appraisal?

a)Yes b) No

2)Are you aware of the procedure of performance appraisal? a)

Yes b) No

3) What are the methods implemented by Carlsberg to know employees performance?

4) Are you satisfied with present appraisal system being followed in Carlsberg?
a) Highly satisfied b) Satisfied c) Average satisfy d) Neutral 5)

At what frequency performance appraisal system is evaluated?

a) Monthly b) Quarterly c) Half yearly d) Annually

6) Which you feel is more comfortable and advisable?

a) Self appraisal system b) Confidential report system

7) Do you receive your Performance appraisal report after it is

evaluated? a) Yes b) No
8) Who appraises your performance?

a) Immediate Manager b) Super Manager c) Head Vertical d) All of the above

9) Do you think present performance appraisal system needs

a Change ?

a)Yes b)No

10)Do you think self Appraisal is required?

a)yes b)No

11)Performance appraisal is used for?

a)Identity training needs b)promotions/demotions

c)Recognize employee efforts d)All the above

12) Is there is a need of interactive sessions during Performance Appraisal Between Manager
and employees?

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

 a) Yes b)No

13) Do you think present performance appraisal system need a Change ?

a) Yes b) no

14) Do you think self Appraisal is required?

a)Yes b)No
15) Is there is a need of interactive sessions during Performance Appraisal Between Manager
and employees?

a) Yes b)No

16) Is there is a need of an expert person in H.R dept for Performance Appraisal?

a) Yes b)No

17) How do you take present Performance Appraisal procedure?

a)Very Seriously b)Seriously

c)Normally d)No idea

18) How do you feel overall performance Appraisal system followed by Your Organization?

a)Excellent b)Very good

c)Good d)Average

19) Does any change arise after appraising the performances of employees?

A) Yes b) No
20) How do you feel overall performance appraisal system followed by your Organization?
a) Excellent b) very good c) Good d) Average

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT

ST.XAVIER’S PG COLLEGE MBA DEPARTMENT