reliance com by RaviShukla6

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                Reliance Communication, Lucknow


                     UNDER THE SUPERVISION OF
                    (Mrs. MANDEEP NEGPAL)
                        (HR MANAGER)

SUBMITTED TO                                           SUBMITTED BY
Miss. Priyanka Singh                                     Neha Singh
Asst. Professor                                      (MBA IIIrd SEMETER)
KIPM-College of Management                        KIPM-College of Management

         Plot No.-BL 1&2, Sector-9, GIDA-GORAKHPUR
                         Affiliated to


Project assignment by ―RELIANCE COMMUNCATION‖. I got opportunity to get a practical exposure
into actual environment and it provided me the golden opportunity to make my theoretical concept of
Recruitment and selection process in a more clear way.

       I am very much thankful to Mrs. MANDEEP NEGPAL for providing me the opportunity to do
the training in RELIANCE COMMUNCATION, LUCKNOW. Also, I am thankful to all the officials at
RELIANCE COMMUNCATION, LUCKNOW for their cooperation during my training for providing
me necessary information without which this project report would not have been completed.

       I have gone through various Sites, Research Books, Magazines and Newspapers to get the
accurate information for analysis and tried to find the best conclusion.

                                                                NEHA SINGH


Through this acknowledgement I want to express my sincere gratitude to Mrs. MANDEEP
SINGH (Asst.profesor) giving me 45 days opportunity to work on this project under her guidance. He
is guiding me a lot from time to time and without their motivation the project is impossible.

I would like to express my gratitude towards colleagues who had cooperated a lot while doing this

                                                                       NEHA SINGH

                                  CERTIFICATE OF ORIGINALITY

This is to certify that the project entitled ―PERFORMANCE APPRAISAL being submitted for the
partial fulfillment of degree of ―MASTER OF BUSINESS ADMINISTRATION‖ 2010-2012, is a
record of work carried out by NEHA SINGH under my guidance and supervision.

This is to further certify that the student has attended the RELIANCE COMMUNICATIONS, Luck now
for the 45 DAYS after the 2nd semester theory exams. Her work has been satisfactory and commendable.

I wish her success in her life.

Date:                                                                   Mrs. MANDEEP NEGPAL
Place:                                                                      HR – MANAGER
                                                               RELIANCE       COMMUNICATIONS

                            CERTIFICATE OF COMPLETION

This is to certify that NEHA SINGH ,a bonfire student of MBA second semester of KAILASH
INSTITUTE OF MANAGEMENT ,GORAKHPUR ,has undergone training from 21st June 2011 to 1
Aug 2011 at Reliance Communications , Luck now under my specialized guidance and was working on
project Entitled-PERFORMANCE APPRAISAL in the company.

During this period she has successfully completed the project according to the requirements specified
and report duly submitted .I am very pleased with the quality of work which she has shown and wish her
the best for her future.

   Date:                                                               Mrs. MANDEEP NEGPAL
   Place:                                                                       HR – MANAGER


I Hereby declare that the project entitled “PERFORMANCE APPRAISAL” submitted in the partial
fulfillment of the requirement of the degree of “MASTER OF BUSINESS ADMINISTERATION” is
a genuine research work under taken by me under the guidance of “Miss Priyanka Singh” (Asst.
Professor) from21 June 2011 to 1 Aug. 2011.

This project has not been submitted earlier for the award of other degree, Diploma, Fellowships or any
other Institute & University.

Date:                                                                    NEHA SINGH
Place: Gorakhpur                                                      MBA IIIrd Semester
                                                                KIPM –College of management

                       TABLE OF CONTENT

 CONTENT                                    PAGE NO.

 LIST OF CHART                             18,24,34,35

 EXECUTIVE SUMMARY                            9


                      Overview                11

                      About the company       12

                      History of company      18

                      Company profile          25

                      Industry profile        41

 OBJECTIVES OF THE STUDY                      64

 SCOPE OF THE STUDY                           66

 RESEARCH METHODOLOGY                 68


 SWOT ANALYIS                         86

 FINDINGS                             88

 CONCLUSIONS                          90

 RECOMNEDATION                        93

 LIMITATIONS                          95

 ANNEXURE                              97

 BIBLIOGRAPHY                         101

                                    EXECUTIVE SUMMARY

The project on performance appraisal system has studied procedures and problems of Reliance
Communication Ltd. The aim of this project is to study present performance appraisal system Reliance
Communition Ltd. sufficient data was collected for completion of this project to enable one of make
some extrapolation and draw further inferences which could serve as guidelines for designing appraisal
system in public undertaking in India.

It is concluded, on the basis of study, that there exists some shortcoming in the structure,
implementation and follow up of the system. Appraisal is a critical activity and sensitive as well.
Therefore sophisticated personal departments and professional behavioral scientists have been engaged
in developing new concepts, modifying old ones, and designing new procedures and systems. The whole
thrust in the area of Managerial Appraisal has now shifted from being ‗judgmental‘ and ‗control-
oriented‘ and being ‗enabling‘ and ‗development-oriented‘. There are two parties involved in
improvement of managerial performance: The individual, who is the actual performer; the organization
that has to provide a friendly and supportive climate, necessary resources and adequate information and
guidance to the performer.

The system, in order to practicable, must be acceptable to the people who are affected by them. The
appraisal system can‘t be viewed in isolation from other organizational system related to human
resources. The unique needs and priorities of organization may change; the appraisal system must by
periodically review to align it with latest realities within the organization. There can be a ―Model
Appraisal System‖ that would be applicable to any organization.

It is in this frame of reference that some guidelines are being provided, in the end, for a review of
existing performance appraisal system in the enterprises considered for project studies.




The project on performance appraisal system has studied procedures and problems of Reliance
Communication Ltd. The aim of this project is to study present performance appraisal system Reliance
Communition Ltd. sufficient data was collected for completion of this project to enable one of make
some extrapolation and draw further inferences which could serve as guidelines for designing appraisal
system in public undertaking in India.

It is concluded, on the basis of study, that there exists some shortcoming in the structure,
implementation and follow up of the system. Appraisal is a critical activity and sensitive as well.
Therefore sophisticated personal departments and professional behavioral scientists have been engaged
in developing new concepts, modifying old ones, and designing new procedures and systems. The whole
thrust in the area of Managerial Appraisal has now shifted from being ‗judgmental‘ and ‗control-
oriented‘ and being ‗enabling‘ and ‗development-oriented‘. There are two parties involved in
improvement of managerial performance: The individual, who is the actual performer; the organization
that has to provide a friendly and supportive climate, necessary resources and adequate information and
guidance to the performer.

The system, in order to practicable, must be acceptable to the people who are affected by them. The
appraisal system can‘t be viewed in isolation from other organizational system related to human
resources. The unique needs and priorities of organization may change; the appraisal system must by
periodically review to align it with latest realities within the organization. There can be a ―Model
Appraisal System‖ that would be applicable to any organization.

It is in this frame of reference that some guidelines are being provided, in the end, for a review of
existing performance appraisal system in the enterprises considered for project studies.

                             ABOUT THE COMPANY

   Type                                     Private

  Industry                               Conglomerate

Predecessor                     Reliance Commercial Corporation

  Founded                                    1966

 Founder(s)                            Dhirubhai Ambani

Headquarters   Dhirubhai Ambani Knowledge Center, Navi Mumbai, Maharastra, India

                                         Anil Ambani
 Key people

                                       Financial services
  Products                                   Power
                                        Natural resource
                                          Health care

                  US$15.4 billion (2009)

Total assets      US$29 billion (2009)

Employees            120,000 (2009)

                Reliance Communications
                     Reliance Capital
                      Reliance Power
                  Reliance Infrastructure
Subsidiaries    Reliance Big Entertainment
                     Reliance Health
                Reliance Natural Resources
                     Reliance Venture
                Reliance MediaWorks Ltd


The Late Dhirubhai Ambani dreamt of a digital India — an India where the common man would have

access to affordable means of information and communication. Dhirubhai, who single-handedly built

India‘s largest private sector company virtually from scratch, had stated as early as 1999: ―Make the

tools of information and communication available to people at an affordable cost. They will overcome

the handicaps of illiteracy and lack of mobility.‖

It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started

laying 60,000 route kilometers of a pan-India fibre optic backbone. This backbone was commissioned

on 28 December 2002, the auspicious occasion of Dhirubhai‘s 70th birthday, though sadly after his

unexpected demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and

convergent (voice, data and video) digital network. It is capable of delivering a range of services

spanning the entire info com (information and communication) value chain, including infrastructure and

services — for enterprises as well as individuals, applications, and consulting. Today, Reliance

Communications is revolutionizing the way India communicates and networks, truly bringing about a

new way of life.

                 Vision & Quotes of Shri. Dhirubhai Ambani


  ―We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge

  information and communication services affordable to all individual consumers and businesses in

  India. We will offer unparalleled value to create customer delight and enhance business productivity.

  We will also generate value for our capabilities beyond Indian borders and enable millions of India's

  knowledge workers to deliver their services globally.‖

 "Our dreams have to be bigger. Our ambitions higher. Our commitment deeper. And our efforts
greater. This is my dream for Reliance and for India."

 "You do not require an invitation to make profits."

                              Major Subsidiaries of Reliance:

   Reliance Petroleum Limited

   Reliance Netherlands BV (including Trevira)

   Reliance Retail Limited

   Ranger Farms Private Limited

   Retail Concepts and Services Private Limited

   Reliance Retail Insurance Broking Limited

   Reliance Dairy Foods Limited

   Reliance Retail Finance Limited

   RESQ Limited

   Reliance digital Retail Limited

   Reliance Service Solutions Limited

   Reliance Jamnagar Infrastructure Limited

   Reliance Haryana SEZ Limited

                             Major Achievements of Reliance

   The world's largest producer of Polyester Fibre and Yarn

   Reliance's refinery at Jamnagar is the third largest refinery at a single location in the world.

   Reliance pioneered the first ever Euro Convertible Bond issue by an Indian company.

   Reliance is the first private sector company in India to be rated by international credit rating


   First corporate in Asia to issue 50 and 100 years bond in US debt market.

   First private sector Company in India to record a net profit of US dollar of over 1 billion.

  It is the New Reliance for the New World!

Group Welcome to the Reliance Anil Dhirubhai Ambani .

  AniL Dhirubhai Ambani Group Chairman & CEO

                            HISTORY OF COMPANY

The Late Dhirubhai Ambani dreamt of a digital India — an India where the common
man would have access to affordable means of information and communication.
Dhirubhai, who single-handedl y built India‘s largest private sector company virtuall y
fromS scratch, had stated as earl y as 1999: “Make the tools of information and
communication available to people at an affordable cost. They will overcome the
handicaps of illiteracy and lack of mobility.”

It was with this belief in mind that Reliance Communications (formerl y Reliance
Infocomm) started laying 60,000 route kilometres of a pan -India fibre optic backbone.
This backbone was commissioned on 28 December 2002, the auspicious occasion of
Dhirubhai‘s 70th birthday, though sadl y after his unexpected demise on 6 Jul y 2002.

Reliance Communications has a reliable, high -capacit y, integrated (both wireless and
wireline) and convergent (voice, data and video) digital network. It is capable of
delivering a range o f services spanning the entire infocomm (information and
communication) value chain, including infrastructure and services — for enterprises
as well as individuals, applications, and consulting.

Today, Reliance Communications is revolutionizing the way In dia communicates and
networks, trul y bringing about a new way of life.

                                     Its Businesses

Reliance Communications is the flagship company of the Anil Dhirubhai Ambani
Group (ADAG) of companies. Lis ted on the National Stock Exchange and the Bomba y
Stock Exchange, it is India‘s leading integrated telecommunication company with over
40 million customers.

Our business encompasses a complete range of telecom services covering mobile and
fixed line telep hony. It includes broadband, national and international long distance
services and data services along with an exhaustive range of value -added services and
applications. Our constant endeavor is to achieve customer delight by enhancing the
productivit y of the enterprises and individuals we serve.

Reliance Mobile (formerl y Reliance India Mobile), launched on 28 December 2002,
coinciding with the joyous occasion of the late Dhirubhai Ambani‘s 70th birthday,
was among the initial initiatives of Reliance Commu nications. It marked the
auspicious beginning of Dhirubhai‘s dream of ushering in a digital revolution in India.

Today, we can proudl y claim that we were instrumental in harnessing the true power
of information and communication, by bestowing it in the ha nds of the common man
at affordable rates.

We endeavor to further extend our efforts beyond the traditional value chain by
developing and deploying complete telecom solutions for the entire spectrum of
societ y.

                     HR Department in Reliance Communications

―In m y book, we have no greater asset than the qualit y of our intellectual capital, and
no greater priorit y than the growth and retention of our vast pool of talent‖ – Anil
Dhirubhai AmbaAt Reliance - Anil Dhirubhai Ambani Group, they recognize the
critical role that their people play in the success and growth of each of their
businesses. It is the skill and initiative of their workforce that sets them apart from
their peers in today‘s knowledge -driven econom y. It is their commitment and
dedication that lends them the competitive edge, and helps them stay ahead of the

Their strong team of professionals is among the youngest in the country, and consists
of some of the most dynamic, motivated and qualified individuals to be found
anywhere in the world . First-rate management graduates, highl y trained engineers,
top-notch financial anal ysts and razor sharp accountants — they have on their rolls
some of the brightest minds in the business.

The Department’s Mission

Their transparent HR policies and robust processes are driven by a single overarching
objective: To attract, nurture, grow and retain the best leadership talent in every
sector and industry is which they operate.

Their aim is to create a team of world beaters that is:

   Committed to excellence in qualit y,
   Focused on creation and enhancement of stakeholder value
   Responsive to evolving business needs and challenges
   Dedicated to uphold the core values of the Group

The Department’s Promise

In order to achieve their objective, they offer their peo ple:

   Growth opportunities to expand leadership capabilities
   True meritocracy and freedom to choose career paths
   Opportunities to develop and hone leadership and functional capabilities

In addition, they follow a well -defined Rewards & Recognitions progr amme that
periodicall y identifies exceptional individual and team achievers among the various
business functions and verticals in the Group.

The Department’s Expectations

Reliance – ADAG encourages it s employees to take leadership, at all levels of the
organization, and participate in accelerating growth of their businesses to build a
formidable enterprise.

Leaders in Reliance - ADAG are expected to:

   Always keep the customers‘ needs in mind and constantl y innovate
   Execute flawlessl y and with speed
   Sustain and strengthen the group‘s spirit of entrepreneurship —taking ownership
    and accountabilit y for their actions
   Leverage synergies to learn and build on the diverse experiences and skill sets of
    their various businesses and teams
   Create a true meritocrac y with a pervasive commitment to transparent systems and
   Do all this with unquestionable Integrit y to ensure total compliance with the laws
    of the land.


Anil Ambani wants to go one -up on the likes of HR consu lting giants like Manpower.
The ADAG chairman wants to expand the scope of recentl y -formed group company
Reliance   HR   Services -whose   present   mandate   is   to   handle   in -house   staffing
requirements -to one which is capable of meeting similar needs of other compan ies so
that it can emerge as a highl y lucrative cash cow.

The company which came into being on April 1, 2008 intends to close 2008 -09 with a
turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Reliance HR Services Private
Limited wants to move out from me rely meeting internal needs of group to cover
third-parties also from 2009 -10. Thus, the company intends to handle both domestic
and global corporations.

The company recently employs 20,000, who are seconded to various ADAG firms. In
the next five years th e company intends to employ 5 lakh professionals for the group
itself. Reliance HR Services Private Limited currentl y operates out of office premises
of various ADAG companies. The offices of the company would be spread all over the
country in the manner s hown below;


                                    COMPANY PROFILE

Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded
by Shri Dhirubhai H Ambani (1932 -2002), ranks among India‘s top three private
sector business houses in terms of net worth. The group has business interests that
range from telecommunications (Reliance Communications Limited) to financial
services (Reliance Capital Ltd) and the generation and distribution of power (Reliance
Energy Ltd).

Reliance – ADA Group‘s flagship company, Reliance Communications, is India's
largest private sector information and Communications Company, with over 40 million
subscribers. It has established a pan -India, high-capacit y, integrated (wireless and
wire line), conv ergent (voice, data and video) digital network, to offer services
spanning the entire infocomm value chain. Other major group companies — Reliance
Capital and Reliance Energy — are Widel y acknowledged as the market leaders in
their respective areas of ope ration.

                                     Reliance Capital

Reliance Capital is one of India‘s leading and fastest growing private sector financial
services companies, and ranks among the top 3 private sector financial services and
banking companies, in terms of net worth.

The company has interests in asset management and mutual funds, life and general
insurance, private equit y and proprietary investments, stock broking and other
activities in financial services.

                                    Strategic Business Units

The business of Reliance Communications is organized into three strategic customer facing business
units: Wireless, Global, and Broadband. In addition, one of the wholly owned subsidiaries of Reliance
Communications is engaged in the marketing and distribution of wireless handsets. Our strategic
business units are supported by our fully integrated, state-of-the-art network and operations platform
and by the largest retail distribution and customer service facilities of any communications service
provider in India.


We offer CDMA and GSM based wireless services, including mobile and fixed wireless voice, data, and
value added services for individual consumers and enterprises. Our primary brands are Reliance Mobile
for the mobile portfolio of services and Reliance Hello for the fixed wireless portfolio of services. Our
voice services comprise both local, and national and international long distance calling.

Our data services comprise wireless multimedia over the ―click, browse, and select‖ Reliance Mobile
World platform, wireless internet access (Reliance Net connect), and connectivity for devices such as
point-of-sale, lottery and ATM terminals. We also offer public calling office (―PCO‖) and coin
collection box services over our wireless network through independent retail operators of such facilities.

Our presence in the wireless market increased significantly with the commercial launch nationwide of
our CDMA based services in mid-2003. Within three years, we have become the largest provider of
wireless communication services in the country, as measured by voice and data minutes of use. As at
December 31, 2006, we had 30 million wireless customers in aggregate, representing a 20.5% market
share of the All- India wireless market. We had the largest in-service base of multimedia-enabled
handsets and the largest number of unique users of such services (over 8 million customers). In addition,
we are the largest PCO operator in the private sector with over 50% market share.


We offer national and international long distance calling services. We operate this business unit
primarily on a wholesale basis, offering carriage and termination to other carriers as well as on an inter
segment basis to other business units of Reliance Communications. In overseas markets, we offer a
retail virtual calling card service for calls to India (Reliance India Call) and to 200 other international
destinations (Reliance Global Call). This service is currently active in the United States, Canada, the
United Kingdom, and Australia.

     We entered the long distance market in India in mid-2003, and have become the largest carrier of
international voice minutes, with a market share of over 40%. In addition, we have over 1 million active
customers for our Reliance India Call service, a unique overseas consumer franchise. Usage of Reliance
India Call accounts for around 40% of total retail market calls from the United States to India.

       We offer national and international (submarine cable) network infrastructure on both an
Indefeasible Right of Use (―IRU‖) and leased circuit basis, internet bandwidth, and managed data
services to other carriers and enterprises globally. We have global partnerships with carriers such as
C&W, Verizon/MCI, Sprint, Deutsche Telekom, and BT for Global VPN and Bi-lateral IPLCs.

We own and operate through FLAG the largest private submarine cable system in the World, directly
connecting 28 countries from the East coast of the United States, to Europe, the Middle East, India,
South and East Asia, through to Japan. FLAG Global Network provides unique connectivity between
the world‘s largest telecommunications market in developed countries and the world‘s fastest growing
telecommunications markets in developing countries.


We offer the most complete portfolio of enterprise voice, data, video, internet and IT infrastructure
services of any operator in India. These services include: national and international private leased
circuits, broadband internet access, audio and video conferencing, MPLS-VPN, Centrex, and managed
internet data centre (―IDC‖) services.

       We offer unique, value added products and services to large and medium enterprises for their
communications, networking, and IT infrastructure needs across the country.

                                Network and Operating Facilities

Our CDMA wireless service operates nationwide, while our GSM wireless service operates in 8
licensed service areas (―Circles‖) in Eastern and Central India. Our wireless network covers over 6,000
towns across India, providing coverage of over 54% of the population. This is the largest wireless
network in India in terms of coverage and capacity. CDMA-2000 1xRTT technology is deployed
throughout our CDMA network nationwide, offering bandwidth of 144 Kbps.

        Our national inter-city long distance network is the largest next generation network in India,
with over 68,000 route kilometers of ducted fiber optic cables. In addition, we have a totally unique
asset in over 20,000 route kilometers of ducted fiber optic cables installed in the leading cities in India.
The entire inter-city and metro fiber optic backbone networks are deployed in a ring and mesh
architecture and is MPLS enabled.

The Reliance Data Network has over 180 MPLS integrated network nodes. In addition, we have over
200,000 sq. ft. of IDC capacity in multiple locations. Our network operating centre in Navi Mumbai,
India is one of the most advanced in the world.

                               Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a full y integrated u tilit y engaged in
the generation, transmission and distribution of electricit y. It ranks among India‘s top
listed private companies on all major financial parameters, including assets, sales,
profits and market capitalization.

It is India‘s foremost privat e sector utilit y with aggregate estimated revenues of Rs
9,500 core (US$ 2.1 billion) and total assets of Rs 10,700 core (US$ 2.4 billion).

Reliance Energy Limited distributes more than 21 billion units of electricit y to over
25 million consumers in Mumbai , Delhi, Orissa and Goa, across an area that spans
1,24,300 sq. kames. It generates 941 MW of electricit y, through its power stations
located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.

The company is currentl y pursuing several gas, coal, wi nd and hydro -based power
generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal
with aggregate capacit y of over 12,500 MW. These projects are at various stages of

Reliance Energy Limited is vigorousl y participatin g in emerging opportunities in the
areas of trading and transmission of power. It is also engaged in a portfolio of
services in the power sector in Engineering, Procurement and Construction (EPC)
through a network of regional offices in India.

                                    Reliance Health

In a country where healthcare is fast becoming a booming industry, Reliance Health is
a focused healthcare services company enabling the provision of solution to Indians,
at affordable prices. The company aims at providing integrated health services that
will compete with the best in the world. It also plans to venture into diversified fields
like Insurance Administration, Health care Delivery and Integrated Health, Health
Informatics and Information Management and Consumer Health.Reliance Health aim s
at revolutionizing healthcare in India by enabling a healthcare environment that is
both affordable and accessible through partnerships with gove rnment and private

                          Reliance Media & Entertainment

As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the
Group‘s foray into the media and entertainment space. Reliance Entertainment‘s core
focus is to build significant presence for Reliance in the Entertainment eco -s ystem:
across content and distribution platforms.

The key content initiative are across Movies, Music, Sports, Gaming, Internet &
mobile portals, leading to direct opportunities in delivery across the emerging digital
distribution platforms: digital cinema, IPTV, DTH and Mobile TV.

Reliance ADA Group acquired Ad labs Films Limited in 2005, one of the largest
entertainment companies in India, which has interests in film processing, production,
exhibition & digital cinema.

Reliance Entertainment has made an entry into the F M Radio business through Adlabs
Radio Having won 45 stations in the recent bidding, BIG 92.7 FM
is already India‘s largest private FM radio network with 12 rad io stations across the

                         Reliance Communications Limited

The flagship company of the Reliance – ADA Group, Reliance Communications
Limited, is the realization of our founder‘s dream of bringing about a digital
revolution that will provide every Indian with affordable means o f communication and
a ready access to information.

The company began operations in 1999 and has over 20 million subscribers today. It
offers a complete range of integrated telecom services. These include mobile and
fixed line telephony; broadband, nationa l and international long distance services,
data services and a wide range of value added services and applications aimed at
enhancing the productivit y of enterprises and individual

Apart from these some other businesses are:

Reliance Mutual Fund            Reliance Life Insurance


Reliance General Insurance               Reliance Portfolio Management

It’s Structure

                      CORPORATE INFORMATION

   Type                                     Private

  Industry                               Conglomerate

Predecessor                     Reliance Commercial Corporation

  Founded                                    1966

 Founder(s)                            Dhirubhai Ambani

Headquarters   Dhirubhai Ambani Knowledge Center, Navi Mumbai, Maharastra, India

                                         Anil Ambani
Key people

                                       Financial services
  Products                               Entertainment
                                        Natural resource

 Revenue          US$15.4 billion (2009)

Total assets      US$29 billion (2009)

Employees            120,000 (2009)

                Reliance Communications
                     Reliance Capital
                     Reliance Power
                  Reliance Infrastructure
Subsidiaries    Reliance Big Entertainment
                     Reliance Health
                Reliance Natural Resources
                     Reliance Venture
                Reliance MediaWorks Ltd


                                    Company’s Values

   Shareholder Interest

    They value the trust of shareholders, and keep their interests paramount in every
    business decision we make, every choice they exercise.

   People Care

    They possess no greater asset than the qualit y of their human capital and no greater
    priorit y than the retention, growth and well -being of their vast pool of human

   Consumer Focus

    They rethink every business process, product and service from t he standpoint of
    the consumer – so as to exceed expectations at every touch point.

   Excellence in Execution

    They believe in excellence of execution – in large, complex projects as much as
    small everyday tasks. If something is worth doing, it is worth doing work.

   Team Work

The whole is greater than the sum of its parts; in their rapidl y -changing knowledge
econom y, organizations can prosper only by mobilizing diverse competencies, skill
sets and expertise; by imbibing the spirit of ―thinking together‖ -- integration is the
rule, escalation is an exception.

   Proactive Innovation

    They nurture innovation by breaking silos, encouraging cross -fertilization of ideas
    & flexibilit y of roles and functions. They create an environment of accountability,
    ownership and problem-solving –based on participative work ethic and leading -
    edge research

   Leadership by Empowerment

    They believe leadership in the new econom y is about consensus building, about
    giving up control; about enabling and empowering people down the line to take
    decisions in their areas of operation and competence .

   Social Responsibility

    They believe that organizations, like individuals, depend on the support of the
    communit y for their survival and sustenance, and must repay this generosit y in the
    best way they can.

                               CHAIRMAN’S MESSAGE

A New Reliance for a New World -

If the last century was about meeting human needs, the new millennium is about
matching human aspirations.

We live in a world where the young are reaching higher, dreaming bigger and
demanding more; a world that is challenging the limits of hope and possibilit y.

Nowhere is this more strikingl y visible than in India – a country that wakes up ever y
morning a little younger in age, but infinitel y more ambitious in spirit.

India‘s demographic transition is an extraordinary moment in world history. Today,
over 600 million young people, or more than 1 in 2 Indians, are below the age of 25.
In 15 years, this number is set to touch 700 million, making India the largest
communit y of youth anywhere i n the world.New India shows the impatience of youth;
the desire for real and rapid change -- for a qualit y of life that is second to none.

Transportation, communications, energy, information, entertainment, technology,
education, healthcare and personal fi nance, New India wants world -class products and

Reliance Anil Dhirubhai Ambani Group embodies the spirit of this new resurgent

Our goal is not just to build a great enterprise for our stakeholders, but, more
importantl y, to build a great future for our country and the world at large; to give
hundreds of millions of people the power to fulfill their dreams, shape their own
destiny, and the means to realize their true and diverse potential.

Energy and communications, financial services and infrastructure, new econom y and
old --- our businesses will span the entire varied landscape of emerging human

We will work with commitment and resolve to create pathways that connect ambition
to achievement, promise to performance, potentia l to realit y....We will bridge the gap
between quantit y and qualit y; leveraging our strength in managing large -scale
operations even as we deliver best -of-class products and services to our consumers.
Focussing on the burgeoning aspirations of our young co nsumers will remain one of
our key driving values.

We will rethink every business process, product and service from the standpoint of the
consumer – with a commitment to enhance experience at every touch point.

Our founder, the legendary Dhirubhai Ambani , gave us a simple mantra for
entrepreneurship: ―Think big. Think fast. Think Ahead.‖

We will think bigger. We will think faster. But, most important of all, we will Think
Better – to stay ahead of competition and of our times.


                                      INDUSTRY PROFILE

Most of the developing countries, mobile penetration is strongly correlated with economic growth and
social benefits. India, a developing country in South Asia with a population of over one billion people,
has low telephony penetration of just 18 percent of the population, but has now become one of the high
volume, high growth telecommunication services market in the world. The annual growth of mobile
cellular services recorded in India during the last few years has been nearly 100 percent, but all this
expansion of services and networks has so far been mainly in urban areas whereas the vast rural areas,
where 70 percent of the population lives, have very low coverage. The growth of cellular mobile
services is leading the telecom revolution in India and the other services are following. But still after
over a decade of start of mobile services in the country, only 30 percent of the 500 million addressable
markets of mobile users in the country of over one billion people has been reached. Coverage-wise, only
60 percent of the population mainly in urban areas has access to mobile communication. But the
coverage is likely to be increased to about 75 percent in the next two years. India is the second largest
and one of the fastest growing markets with strong demand of ICT services. Like all over the world, the
unprecedented surge is towards mobile communications in India. With a strong population of
over 1.1 Billion, India has become one of the most dynamic and promising telecom
markets of the world.

In recent times, the country has emerged as one of the fastest growing telecom markets
in the world. During 2003 -2007, the country witnessed the number of phones
increasing more than triple and total tile-densit y rose from 5.1% to 1 8.2%. At the present
growth rate of nearly 6 million Mobiles per month, India is set to have 250 million mobile phones by
end 2007. The next target is 400 million mobile phones by 2010.

According to ― Indian Telecom Anal ysis (2008 -2012)‖, a new research report by

       The total telecom subscription in India surged at a CAGR of over 38% from
        fiscal 2003 to fiscal 2007, making the country the third largest telecom market
        in the world.

   Mobile phones accounted for 80.2% of the total telephone subscriber ba se at the
    end of March 2007.
   The Internet subscriber base in the country, as on March 31, 2007, stood at 9.3
    Million as compared to 6.9 Million on March 31, 2006 registering a growth of
   By fiscal 2010, Indian will require around 330,000 telecom netw ork towers. To
    meet this enormous need, the telecom operators are resorting to network
    infrastructure sharing.

This sector thus, has a huge manpower requirement and the attrition rate is also on the
higher side. Hence, the role of HR department is crucial and critical for an
organization‘s success in this sector.



Human Resource (or personnel) management, in the sense of getting things done
through people, is an ess ential part of every manager‘s responsibilit y, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficientl y.

“People are our mos t valuable asset” is a cliché, which no member of any senior
management team would disagree with. Yet, the reality for many organizations is
that their people remain undervalued, under trained and underutilized.

The market place for talented, skilled peop le is competitive and expensive. Taking on
new staff can be disruptive to existing employees. Also, it takes time to develop
‗cultural awareness‘, product / process / organization knowledge and experience for
new staff members.


Following are the various functions of Human Resource Management that are essential
for the effective functioning of the organization:
1.    Recruitment
2.    Selection
3.    Induction
4.    Performance Appraisal
5.    Training & Development


The process of recruitment begins after manpower requirements are determined in
terms of qualit y through job anal ysis and quantit y through forecasting and planning.


The selection is the process of ascertaining whether or not candidates possess the
requisite qualifications, training and experience required.


     Induction is the technique by which a new employee is rehabilitated into the
changed surroundings and introduced to the practices, policies and pur poses of the


Performance Appraisal is defined as the process of assessing the performance and
progress of an employee or a group of employees on a given job and his / their
potential for future development . It consists of all formal procedures used in working
organizations and potential of employees.

According to Flippo -

“Performance Appraisal is the systematic, periodic and an important rating of an
employee’s excellence in matters pertaining to his pre sent job and his potential for a
better job.”

The Six primary criteria on which the value of performance may base are Qualit y,
Quantit y, timeliness, cost -effectiveness need for supervision and interpersonal impact.
If appraisal indicate the employee are not performing at acceptable levels steps can be
taken to simplify jobs, trains and motivate workers or dismiss then depending upon the
reasons for poor performance.


Performance appraisal is a formal s ystem that evolutes the qualit y of employees
performance. An appraisal should not be viewed as an end in itself, but rather as an
important process within a border performance management system that links.


“It is a systematic of the individual with respect to his or her performance on the job & his or her
potential for development.”


    Performance appraisal plans are designed to meet the needs of the organization and the individual;
it is increasingly viewed as central to good human resource management.

The developmental performance appraisal is concerned for example with the identification of employees
training and development needs and the setting of new targets.

In short, the performance appraisal of an organization provide Systematic judgments to back up wage &
salary administration, suggests needed changes is one‘s behavior, attitudes skills or knowledge and uses
it as a base for coaching and counseling the individual by his superior.

                         USES OF PERFORMANCE APPRAISAL:
                     Organization use performance appraisals for three purposes:

Performance appraisal communally serves an administrative purpose by providing employers with a
rational for making many personal decisions.

       Such as decisions relating to pay increases, promotions, demotions, terminations and transfers.
Performance appraisal for employee development purposes provides feedback on an employee‘s
performance. The intent of such appraisal is to guide and motivate to employees to improve their

performance. Appraisal data can also be used for employee development purpose in helping to identify
specific training needs of individuals.

                            In brief, the various uses of performance appraisal can be classified into two
broad categories. One category concerns the obtaining of evaluation data on employees for decisions
making for various personnel actions such as pay increases, promotions, transfers and discharges and for
selection test validatiy.


    1. Performance Appraisal is a process.

    2.It is the systematic examination of the strengths and weakness of an employee in terms of his job.

   3. It is scientific and objective study. Formal procedures are used in the study.

    4.It is an ongoing and continuous process wherein the evaluations are arranged periodically
    according to a definite plan.

    5.The main purpose of Performance Appraisal is to secure information necessary for making
    objective and correct decision an employee.


The process of performance appraisal:

   1. Establishing performance standards

   2. Communicating the Standards

   3. Measuring Performance

  4. Comparing the actual with the standards

  5. Discussing the appraisal

  6. Taking Corrective Action


   1. Errors in Rating

   2. Lack of reliability

   3. Negative approach

                                PLANNING THE APPRAISAL

A meaningful performance appraisal is a tow- way process that benefits both the employee and the
manager. For employees appraisal is the time to find out how the manager thinks they are performing in
the job.


                   Establish key task areas and performance goals.
                   Get the facts.
                   Schedule each appraisal interview well in advance.


                         Encourage two- way communication.
                         Discuss and agree on performance goals for the future.
                         Record notes of the interviews.
                         End the interview on an upbeat note.


                         Prepare a formal record of the interview.
                         Monitor performance.







The foregoing list of major program pitfalls represents a formidable challenge, even considering the
available battery of appraisal techniques. But attempting to avoid these pitfalls by doing away with
appraisals themselves is like trying to solve the problems of life by committing suicide. The more
logical task is to identify those appraisal practices that are (a) most likely to achieve a particular
objective and (b) least vulnerable to the obstacles already discussed.
Before relating the specific techniques to the goals of performance appraisal stated at the outset of the
article, I shall briefly review each, taking them more or less in an order of increasing complexity.
The best-known techniques will be treated most briefly.

                                         ESSAY APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's
strengths, weaknesses, potential, and so on. In most selection situations, particularly those involving
professional, sales, or managerial positions, essay appraisals from former employers, teachers, or
associates carry significant weight.

                                    GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable.
Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding,
above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but
usually Include personal traits like reliability and cooperation. It may also include specific performance
items like oral and written communication.

                                           FIELD REVIEW

The field review is one of several techniques for doing this. A member of the personnel or central
administrative staff meets with small groups of raters from each supervisory unit and goes over each
employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group arrive at
a consensus, and (c) determine that each rater conceives the standards similarly.

                                   FORCED-CHOICE RATING

Like the field review, this technique was developed to reduce bias and establish objective standards of
comparison between individuals, but it does not involve the intervention of a third party.

                               MANAGEMENT BY OBJECTIVES

To avoid, or to deal with, the feeling that they are being judged by unfairly high standards, employees in
some organizations are being asked to set - or help set - their own performance goal Within the past five
or six years, MBO has become something of a fad and is so familiar to most managers that I will not
dwell on it here.

                                       RANKING METHODS

For comparative purposes, particularly when it is necessary to compare people who work for different
supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is
necessary to recognize that comparisons involve an overall subjective judgment to which a host of
additional facts and impressions must somehow be added. There is no single form or way to do this.
The best approach appears to be a ranking technique involving pooled judgment.
The two most effective methods are alternation ranking and paired comparison ranking.

        1.    “Alternation ranking”:

Ranking of employees from best to worst on a trait or traits is another method for evaluating employees.
Since it is usually easier to distinguish between the worst and the best employees than to rank them, an
alternation ranking method is most popular. Here subordinates to be rated are listed and the names of
those not well enough to rank are crossed. Then on a form as shown below, the employee who is highest
on the characteristic being measured and the one who is the lowest are indicated. Then chose the next
highest and the next lowest, alternating between highest and lowest until all the employees to be rated
have been ranked

        2.    “Paired-comparison ranking”:

This technique is probably just as accurate as alternation ranking and might be more so. But with large
numbers of employees it becomes extremely time consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more
people are asked to make independent rankings of the same work group and their lists are averaged), are
among the best available for generating valid order-of-merit rankings for salary administration purposes.

                                      ASSESSMENT CENTERS

So far, we have been talking about assessing past performance. What about the assessment of future
performance or potential? In any placement decision and even more so in promotion decisions, some
prediction of future performance is necessary. How can this kind of prediction be made most validly .

                                   360 DEGREE FEEDBACK

Many firms have expanded the idea of upward feedback into what the call 360-degree feedback. The
feedback is generally used for training and development, rather than for pay increases. Most 360 Degree
Feedback system contains several common features. Appropriate parties – peers, supervisors,
subordinates and customers, for instance – complete survey, questionnaires on an individual. 360 degree

feedback is also known as the multi-rater feedback, whereby ratings are not given just by the next
manager up in the organizational hierarchy, but also by peers and subordinates.

Appropriates customer ratings are also included, along with the element of self appraisal. Once gathered
in, the assessment from the various quarters are compared with one another and the results
communicated to the manager concerned.

Another technique that is useful for coaching purposes is, of course, MBO. Like the critical incident
method, it focuses on actual behavior and actual results, which can be discussed objectively and
constructively, with little or no need for a supervisor to "play God." Instead of assuming traits, the MBO
method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or
she has demonstrated an acceptable level of job performance. Employees are judged according to real
outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities.

The guiding principle of the MBO approach is that direct results can be observed easily. The MBO
method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that
go to make up employee performance.
MBO advocates claim that the performance of employ cannot be broken up into so many constituent
parts, but to put all the parts together and the performance may be directly observed and measured.


This approach can lead to unrealistic expectations about what can and cannot be reasonably
accomplished. Supervisors and subordinates must have very good "reality checking" skills to use MBO
appraisal methods. They will need these skills during the initial stage of objective setting, and for the
purposes of self-auditing and self-monitoring.
Variable objectives may cause employee confusion. It is also possible that fluid objectives may be
distorted to disguise or justify failures in performance.

Benefits of Performance Appraisals:

•              Measures an employee‘s performance.
•              Helps in clarifying, defining, redefining priorities and objectives.
•              Motivates the employee through achievement and feedback.
•              Facilitates assessment and agreement of training needs.
•              Helps in identification of personal strengths and weaknesses.
•              Plays an important role in Personal career and succession planning.
•              Clarifies team roles and facilitates team building.
•              Plays major role in organizational training needs assessment and analysis.
•              Improves understanding and relationship between the employee and the reporting
manager and also helps in resolving confusions and misunderstandings.
•              Plays an important tool for communicating the organization‘s philosophies, values, aims,
strategies, priorities, etc among its employees.
•              Helps in counseling and feedback.

Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating
errors'. These errors can seriously affect assessment results.

                              Some of the most common rating errors are: -

Leniency or severity: - Leniency or severity on the part of the rater makes the assessment subjective.
Subjective assessment defeats the very purpose of performance appraisal. . Ratings are lenient for the
following reasons:

A. The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect
poorly on his or her own worthiness.

B. He she may feel that a derogatory rating will be revealed to the rate to detriment the relations
between the rater and the rate.

C. He she may rate leniently in orders to win promotions for the subordinates and therefore, indirectly
increase his/her hold over him.

Central tendency: - This occurs when employees are incorrectly rated near the average or middle of the
scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and
anxieties, which the raters have been assessing the rates.

Halo error: - A halo error takes place when one aspect of an individual's performance influences the
evaluation of the entire performance of the individual. The halo error occurs when an employee who
works late constantly might be rated high on productivity and quality of output as well as on motivation.
Similarly, an attractive or popular personality might be given a high overall rating. Rating employees
separately on each of the performance measures and encouraging raters to guard against the halo effect
are the two ways to reduce the halo effect.

Rater effect: -This includes favoritism, stereotyping, and hostility. Extensively high or low score are
given only to certain individuals or groups based on the rater's attitude towards them and not on actual
outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error.

Primacy and Regency effects: - The rater's rating is heavily influenced either by behavior exhibited by
the rate during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited
by the rate near the end of the review period (regency). For example, if a salesperson captures an
important contract/sale just before the completion of the appraisal, the timing of the incident may inflate
his or her standing, even though the overall performance of the sales person may not have been
encouraging. One way of guarding against such an error is to ask the rater to consider the composite
performance of the rate and not to be influenced by one incident or an achievement.

Performance dimension order: - Two or more dimensions on a performance instrument follow each
other and both describe or rotate to a similar quality. The rater rates the first dimensions accurately and

then rates the second dimension to the first because of the proximity. If the dimensions had been
arranged in a significantly different order, the ratings might have been different.

Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably influence
current ratings. Past ratings, good or bad, result in similar rating for current period although the
demonstrated behavior does not deserve the rating, good or bad.

Reporting Manager

Ø    Provide feedback to the reviewer / HOD on the employees‘ behavioral traits indicated in the PMS
Policy Manual
Ø    Ensures that employee is aware of the normalization / performance appraisal process
Ø    Address employee concerns / queries on performance rating, in consultation with the reviewer

 Reviewer (Reporting Manager’s Reporting Manager)

Ø    Discuss with the reporting managers on the behavioral traits of all the employees for whom he /
she is the reviewer
Ø    Where required, independently assess employees for the said behavioral traits; such assessments
might require collecting data directly from other relevant employees

HOD (In some cases, a reviewer may not be a HOD)

Ø    Presents the proposed Performance Rating for every employee of his / her function to the
Normalization committee.
Ø    HOD also plays the role of a normalization committee member
Ø    Owns the performance rating of every employee in the department

HR Head

Ø    Secretary to the normalization committee
Ø    Assists HOD‘s / Reporting Managers in communicating the performance rating of all the

Normalization Committee

Ø    Decides on the final bell curve for each function in the respective Business Unit / Circle
Ø    Reviews the performance ratings proposed by the HOD‘s, specifically on the upward / downward
shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus
finalize the performance rating of each employee

                                     KEY CONCEPTS IN PMS
In order to understand the Performance Management System at reliance, some concepts need to be
explained which play a very important role in using the PMS successfully. They are:

The performance of an employee is largely dependent on the KRA score achieved by the employee
during that particular year. Thus, it is necessary to answer a few basic questions i.e.
               What are the guidelines for setting the KRA‘s for an employee?
               How does an employee write down his KRA‘s for a particular financial year?

Some of the qualitative aspects of an employees‘ performance combined with the general behavioral
traits displayed by the employee during a year constitutes his behavior traits. An employee is assigned
the rating on the basis of the intensity of the behavior displayed by him. They play a very important role
in the deciding the final performance rating for an employee as is even capable of shifting the rating one
level upwards/downwards.


This competency framework is a simple and structured way to describe the elements of behaviors
required to perform a role effectively. This framework also tries to assess the performance of an
employee objectively.


The rating process tries to explain the four different types of rating that an employee can achieve i.e. EC,
SC, C and PC. It also explains the criteria, which is considered for awarding any of these ratings to the


The promotion and normal distribution guidelines provide the framework within which the performance
appraisal process has to work. It is very important that the HR department pays due attention to these
guidelines while preparing the
bell curves for various functions and the consolidated bell curve for all the functions. These guidelines
also help in deciding upon the promotion cases in a year.

                         PERFORMANCE RATING PROCESS


•   Performs consistently and substantially above expectations in all areas

•   Achieves a final score greater than or equal to 115%

•   Consistently delivers on stretch targets

•   Is proactive

•   Spots and anticipates problems, implements solutions

•   Sees and exploits opportunities

•   Delivers ahead of time

•   Sees the wider picture-impacts across business

•   Focuses on what‘s good for the business

•   Seen as role model by others

•   Recognized as exceptional by other functions as well

•   Motivates others to solve problems

•   Develops others

•   Provides open and honest feedback

•   Able to establish and lead cross-functional teams


•   Performs above expectations in all areas

•   Achieves final score between 100-114%

•   Versatile in his/ her area of operation

•   Develops creative solutions and require little / minimal supervision

•   Sets examples for others

•   Demonstrates business initiative

•   Is self motivated?



                              OBJECTIVES OF THE STUDY

    To help the employee to overcome his weakness and improve his strength, so as to enable him to
       achieve the desired performance.

    To generate adequate the feedback and guidance form immediate superior to an employee
       working under him.

    To provide inputs to system of rewards and salary administration.

    To help in in creating a desirable culture and tradition in the organization.

    To generate significant, relevant, free, and valid information about employees.

In short, the performance appraisal of an organization provideSystematic judgments to back up wage &
salary administration, suggests needed changes is one‘s behavior, attitudes skills or knowledge and uses
it as a base for coaching and counseling the individual by his superior.


                           SCOPE OF STUDY

 By this study company can know its growth.

 This study helps the company to know actual position in the market.

 It helps to find out the promotion activities of the company and help to make relevant
      changes according to their rivalry company.

 This study ensures the availability value in the market.

 The study helps to find out the problems.


                                RESEARCH METHODOLOGY

Meaning of research

―Research in common parlance refers to a search for knowledge‖. Research can be explained as a

movement, a movement from known to unknown. It is actually a voyage of discovery.

      Research always starts with a question or problem.

      Its purpose is to find answers to questions through the application to the scientific   method.

      It is a systematic and intensive study directed towards a more complete knowledge of the subject


So Research is scientific and systematic search for gaining information and knowledge on a specific topic or


Research Design

“Research Design is the plan and structure of investigation so conceived as to obtain answers to

research questions.”

Nature of Research

Exploratory Research design is used for study.

Exploratory research as a type of research that is conducted because a problem has not been clearly
defined. It also says exploratory research provides insight and comprehension into an issue or situation.
From a market research standpoint, exploratory research can help determine the research design, best way(s)
to collect data and so forth.
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 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.

                               METHODS OF DATA COLLECTION

                                         TYPES       OF DATA

PRIMARY DATA                                                    SECONDARY DATA

This project is mainly based on the secondary data and information beside this primary data is also used.

   1) Primary data: - primary data are to be collected by the researcher , they are not present   in reports

or journals etc. and can be collected through a number of method which can be classified as follow

              Personal interview of sample.

              Telephonic interview.

              E- Mails.

              Observations.

              Questionnaires.

              Interviews.

    2) Secondary data:- Secondary data are the data collected for some purpose other than the research

situations; such data are available from the sources such as books, company reports, journals, rating

organization, census department etc.. The secondary data are readily available and therefore they are less

costly and less time consuming. Sources of secondary data are

              Internets.

              Book and journals.

              Company reports.

              Research work of others.

                                          SURVEY PERIOD

Survey period is Two months. It is not enough periods for the study to get the accurate and specific result of

the study. In this study, I have filled my questionnaire from employees whose working in Reliance

Communication, Lucknow.

                                       SAMPLING PLANE

   Sample Size: -                                 100 employees

   Sample unit: -                          Lucknow in Reliance Communication

   Method of sampling: -                         Simple random Sampling

   Method of data collection: -                  Primary & Secondary

   Research design: -                             Exploratory Research Design


                          DATA PRESENTATION & INTERPRETATION

1. Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks.

Options       Response
Yes           65
No            35

INTERPRETATION:- From the above it is clear that 65% people are to be set their performance
appraisal in terms of others i.e. 35% are not so happy with their performance appraisal.

       2. Awareness of technique of Performance Appraisal being followed at REALINCE among

Options      Response
Yes          72
No           28

Inference: .From the above table it is clear that the awareness of performance appraisal technique is
agree upon 72% and rest 28% are disagree with the awareness of performance appraisal.

       3. Number of Employees being appraised during their service period

                      Options       Response
                        Yes             68
                        No             32

Inference: From the above table it is clear that the No. of employees are being appraised the service
period are about 68% and about 32% are not being appraised by the service period.

       4. Employees‘ opinion as to the present appraisal system?

                   Options         Responses (in %)
                 Fully Satisfied             2
                 Satisfied                   24
                 Can‘t Say                   44
                Dissatisfied                 30

Inference: From the above table it is clear that the employee opinion at the present appraisal was about
2% are much fully satisfied with the appraisal 24% are only satisfied with the performance of the service
and rest 44% and 30% are not so much satisfied.

       5. Employee perception as to the frequency of appraisal ?

                      Options                             Response (in %)
               Once During the Service Period                  2
                    Continuous                                 92
                     Never                                     0
                   Can‘t Say                                   6

Inference: From the above table it is clear that the employee frequency perception is about the service
period is 2%, continuous process is 92% and rest 6% is no response in the way of activity.

       6. What should be the gap in the performance appraisal activity.

                 Options          Response (in %)
               Quarterly                20
               Half Yearly              44
                  Yearly                36

Inference: From the above table it is cleared that the gap of performance appraisal should be in terms
of above data i.e. about 44% half yearly should be included and 36% yearly and 20% are quarterly are.

       7. How Performance Appraisal affects the productivity of the employees?

                    High                                                         55
                   Medium                                                        35
                     Low                                                         10

Inference: From the above table is cleared that performance appraisal affects the productivity of the
employees that the 55% high level included and 35% medium and also should be 10% low are.

       8. Who should do the appraisal?

                          Options              Response (in %)

                          Superior                  24
                           Peer                        0
                        Subordinate                    0
                       Self-Appraisal                  8
                        Consultant                     4
                     All of the above               48
                     Superior + Peer                16

Inference: From the above table that cleared that do the responses should be given the data.

       9. Does appraisal help in polishing skills and performance area?

                 Options             Response ( in % )
                     Yes                   74
                     No                   10
                    Other                 16

Inference: If the process of appraisal does not lead to the improvement of the skills and proficiency of
the employees, the very purpose of appraisal becomes illogical. In the survey conducted it was observed
that nearly 74 % of the respondents agree that Performance Appraisal does leads to polishing the skills
of the employees. Nearly 10 % of the respondents view that it does not serve this purpose and around 16
% were not able to respond as to whether it serve any such purposes or not

       10. Does personal bias creeps-in while appraising an employee?

                  Options      Response (in %)
                     Yes             82
                      No             18

Inference: IN the process of appraising, both the parties are human being, that is, the one who is being
apprised and the other who is appraising. Thus, there bound to be subjectivity involved, be it an
objective way of appraising.

Thus, when asked from among the sample size of 50 respondents, as huge as 82 % respond ended that
personal bias do creep in while appraising an individual. Hence, it is inevitable to say that personal
likings do not come in the process of appraisal. It is the extent to which the appraiser manages it so that
it does not become very partial and bias.

       11. If given a chance, would employees like to review the current appraisal technique?

                 Options                    Response ( in % )
                   Yes                             72
                   No                              4
               Can‘t Say                           24

Inference: from the above chart cleared that employees like the review the current appraisal technique
should be given 72% yes and no 4% and also included can‘t say 24%.

       12. Appropriate method of conducting the performance appraisal in RELIANCE?

                     Options                Response ( in % )
                Ranking Method                       12
                Paired Comparison                    0
                Critical Incidents                   20
                     MBO                             58
                Assessment Centre                    4
                     360 degree                      6

Inference: From the given chart it can be said that majority of employees wants the MBO method.

       13. Does performance appraisal leads to identification of hidden potential

              Options        Response ( in % )
               Yes                   96
               No                    4

Inference: From the above Chart it has been inferred that 96% persons given the positive response and
4% person given the negative response.


                                       SWOT ANALYSIS

  SWOT analysis is a basic, straightforward model that provides direction and serves as a basis for the

  development of marketing plans. It accomplishes this by assessing an organizations strengths (what an

  organization can do) and weaknesses (what an organization cannot do) in addition to opportunities

  (potential favorable conditions for an organization) and threats (potential unfavorable conditions for an


                      INDIAN TELECOM INDUSTRY

Strength                                                Weakness


    twork                                               Only Mobile

Opportunity                                             Threat

   ew Market, Vertical,




                              RESEARCH FINDINGS

As it was 1st research Project of my life, so it gave me lot of experience which will be very helpful in my

life as well as in my summer training.

1. On the basis of research I come to know about various processor of performance appraisal.

2. I find that most of the employees do not know about the different type of appraisals.

3. Various benefits are provided to the Employees like Medical and Disablement Benefits.

4. I found that there is followed the method 360 degree in Reliance.

5. Generally, appraisal based on the employees performance.

6. Appraisals should be monetary & non-monetary.



After having analyzed the data, it was observed that practically there was no appraisal in the
organization. To be an effective tool, it has to be on the continuous basis. This is the thing that has been
mentioned time and again in the report, as, in the absence of continuity, it becomes a redundant exercise.
Before actually deciding drafting what should be the kind of appraisal the following things should be
taken care of:

1.The very concept of performance appraisal should be marketed throughout the organization. Unless
this is done, people would not accept it, be it how important to the organization.

2. To market such a concept, it should not start at bottom; instead it should be started by the initiative of
the top management. This would help in percolating down the concept to the advantage of all, which
includes the top management as well as those below them. This means that the top management has to
take a welcoming and positive approach towards the change that is intended to be brought.

3. Further, at the time of confirmation also, the appraisal form should not lead to duplication of any
information. Instead, detailed appraisal of the employee‘s work must be done – which must incorporates
both the work related as well as the other personal attributes that are important for work performance

4. It should be noted that the appraisal form for each job position should be different as each job has
different knowledge and skill requirements. There should not be a common appraisal form for every job
position in the organization.

5.   The job and role expected from the employees should be decided well in advance and that too with
the consensus with them.

6. A neutral panel of people should do the appraisal and to avoid subjectivity to a marked extent,
objective methods should be employed having quantifiable data.

7. The time period for conducting the appraisal should be revised, so that the exercise becomes a
continuous phenomenon.

8.    Transparency into the system should be ensured through the discussion about the employee‘s
performance with the employee concerned and trying to find out the grey areas so that training can be
implemented to improve on that.



If the employees are in good condition then it drives their capability to give maximum output to the

company, Reliance Communication Pvt Ltd. had successfully accomplished their target to uplift the

standards of the people but somewhere they lag behind to give proper insight into the true benefits

availed to the people. In this context, I want to suggest some points that are more or less based on my


1) Implementation of the Code of Discipline.

2) There should be need of improvement in recreation facilities provided by the company.

3) There should be appraised the employee in the company.

4) The management should regularly get the feedback forms filled so that they can know their wants and

so that necessary actions could be taken.



A few limitations and constraints came in way of conducting the present study, under which the
researcher had to work are as follows:

Ø      Although all attempts were made to make this an objective study, biases on the part of respondents
might have resulted in some subjectivity.

Ø      Though, no effort was spared to make the study most accurate and useful, the ―sample Size‖
selected for the same may not be the true representative of the Company, resulting in biased results.

Ø      This being the maiden experience of the researcher of conducting study such as this, the possibility
of better results, using deeper statistical techniques in analyzing and interpreting data may not be ruled



1) Awareness of technique of Performance Appraisal being followed at REALINCE among Employees.

a) Yes                  b) No

2) Should the appraisal process b?

a) Once during the service period              b) Continuous
c) Never                                      d) Can‘t Say

3) What in your opinion should be the time period of conducting continuous Appraisal?

a)   Quarterly       b) Half Yearly        c) Yearly

4) Does Performance Appraisal helps in improving the productivity of the employees?

Motivated        Indifferent       Demotivated
+ Feedback
- Feedback

5) Who in your opinion should appraise the employee?

a)   Superior                  b) Peer
c)Subordinates             d) Self Appraisal
e) Consultant                  f) All of the above

6) Does the appraisal system helps in polishing the skills or performance area?

a) Yes               b) No         c) Somewhat

7) Do you think personal bias creeps in while appraising an individual?

a) Yes           b) No

8)   If given a chance or an opportunity would you like that the current appraisal
Procedure should be reviewed?

a) Yes                   b) No         c) Can‘t Say

9) What according to you should be the appropriate method for conducting performance appraisal?

a)    Rating the employee on number of traits along with the range of performance for each by the

b) For every trait, each subordinate is paired with and compared to every other Subordinate.

c)   Reviewing employees on the basis of identified specific examples of good or poor performance.

d)      Setting specific measurable goals with each employee and periodically reviewing the progress

e)      Reviewing performance through case studies, presentations, role playing, etc. For      future

10) Does Performance Appraisal leads to identification of hidden potential of the employees?

    a) Yes                                 b) No

Suggestions and views………………………………….............................

Thank you,                                   Date --/--/--



Manual and books:

Personnel Manual by Reliance Communication Pvt. Limited...
Human Resource Management (second edition) by V.S.P. Rao
Research Methodology by C.R Kothari

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