A PROJECT REPORT

ON

PERFORMANCE APPRAISAL

Submitted in partial fulfillment for award of the degree of

Bachelor of Business Administration

Submitted by
HT.NO Student Name
11012684027 PARAM NIKITHA
UNDER THE GUIDANCE OF
MRS.YASEEN KOUSAR

2021-2024
Department of Business
Management
Indira Priyadarshini Govt Degree College for Women, Nampally,
Hyderabad Re-Accredited with ‘A’ Grade by NAAC (3rd cycle)

(Affiliated to Osmania University)

 DEPARTMENT OF BUSINESS MANAGEMENT
INDIRA PRIYADARSHINI GOVERNEMT DEGREEE
COLLEGE FOR WOMEN
NAMPALLY, HYDERABAD-(T.S)500001
(Re-Accredited with A Grade by NAAC)

DATE:____________

CERTIFICATE

This is to certify that the Project titled PERFORMANCE APPRAISAL WITH

REFERENCE TO BSNL, submitted to Department of Business Management, Indira
Priyadarshini Govt Degree College for Women, Nampally, Hyderabad, for the award
of the degree of Bachelor of Business Administration, is a record of bonafide research
work done by PARAM NIKITHA, HALL TICKET NO.1101-21-684-027, under the
guidance of MRS.YASEEN KOUSAR for the academic year 2023-2024.

(Supervisor name & signature) (Signature of External

Examiner)

(PRINCIPAL)

Place: Hyderabad
Date:
 DECLARTION

I hereby declare that the Project Report titled, PERFORMANCE APPRAISAL WITH
REFERENCE TO BSNL, is a bonafide record of research work carried out by me
under the guidance of Mrs. YASMEEN KOUSAR, Department of Business
Management , Indira Priyadarshini Govt Degree College For Women, Nampally,
Hyderabad and submitted for the award of the degree of Bachelor of Business
Management for the academic year 2023-2024. The Project Report in full or part has
not been submitted for any other degree or diploma.

HT.NO Name of the student Signature

110121684027 PARAM NIKITHA

Place: Hyderabad

Date:
 ACKNOWLEDGEMENT

I would like to express my gratitude for those who have been constant source
of encouragement and motivation throughout this project, without whose support this
could not have been possible.

I am very thankful to the PRINICIPAL,DR.D VARA LAKSHMI and my

supervisor

Mrs. YASMEEN KOUSAR of Indira Priyadarshini Govt Degree College for Women,
Nampally, Hyderabad, for their valuable guidance and support.

I also acknowledge with the deep sense of reverence, gratitude towards my

parents and members of my family, who have always supported me morally as well as
economically.

At last but not least gratitude goes to all my friends who directly or indirectly
helped me to complete this project report.

Any omission in this brief acknowledgement does not mean lack of gratitude.
 TABLE OF CONTENT
S.NO. DESCRIPTION PG.NO
INTRODUCTION

● NEED OF STUDY

● OBJECTIVES OF
THE STUDY
● SCOPE OF THE
CHAPTER 1 STUDY
● RESEARCH
METHODOLOGY
● LIMITATION OF
THE STUDY
CHAPTER 2 REVIEW OF
LITARATURE
CHAPTER 3 COMPANY PROFILE
CHAPTER 4 DATA ANALYSIS AND
INTERPRETATION
CHAPTER 5 FINDING SUGGESTIONS
AND CONCLUSION
BIBLIOGRAPHY
QUESTIONNARIES
 ABSTRACT

A major concern of every organization should be to contribute positively towards the

achievement of its objective. Organizational effectiveness is often equated with
managerial efficiency. A manager can ensure organizational effectiveness only by
guaranteeing the full utilization of human resource available through individual
employees under his guidance. Hence, it is always required for a manager to monitor
and measure the performance of employees.

Moreover, since the organization exists to achieve the goals, the degree of success that
individual employees have in reaching this individual goal is important in determining
organizational effectiveness. The assessment of how successful employees have been
at meeting their individual goal to comes a critical part of human resource
management. This leads to concept of performance appraisal.

The objective is to know how effective is the execution of appraisal system in IIFL,
Hyderabad. The aim of most performance appraisal programming is to encourage the
employees to set his own objective for the next time period following the review of
his past performance. It enables the management to make effective decisions/ to
modify earlier decisions based on the evaluation of the existing plans, information.
system, job analysis, and internal and external environment factors influencing
employee performance. In the present study a attempt has been made to know the
actual implementation of performance appraisal techniques in general and some other
aspects such as awareness of the workers, effectiveness of the performance appraisal
system in particular. The research methodology is a systematic way to solve the
problem and it is an important component of the study without which researcher may
not be able to obtain the facts and figures from the employees.
In the light of the above discussion the following findings and conclusions are made.
It is revealed that the executive are getting feedback on their performance though
which they can review their performance. Sort on the problems and can overcome the
difficulties. The management has a clear understanding about the problem that the
workers are the best with moreover, they are eager to solve the problems of the
workers as and when they arise.

It is recommended that employees should be immediately communicated. The result

of the appraisal particularly when they are negative. It is recommended that the
supervisor
CHAPTER -1

INTRODUCTION
PERFORMANCE APPRAISAL

Performance appraisal is a process for evaluating and documenting how well an

employee is carrying out his or her job. It is part of a company's performance
management system. Performance appraisals are based on the employee's progress
against goals set once a year with his or her manager.

For most organizations, July is most often the month of performance appraisal, be it
quarterly or biannual. For the whole of this month, we shall be discussing topical
issues on Performance Appraisal.

Performance appraisal is key to the growth of every organization. It helps the

organization to re-strategize its key performance indicators (KPIs) for the rest of the
year.

An employee's job performance and contributions within a company is assessed and

evaluated systematically through the performance assessment process which is also
known as performance evaluation or performance review. Businesses and their
managers use this as a useful tool to assess employee’s performance, give feedback,
establish goals and make defensible choices about personnel-related issues like
promotions, pay adjustments, training requirements, and other issues.

The main goal of a performance assessment is to evaluate an employee's job

performance in accordance with predefined standards and criteria. Organizations may
pinpoint their strengths and weaknesses, celebrate accomplishments and address areas
for development which may be enhanced through performance improvement plan

Performance appraisals typically involve the following key elements:

1. Goal Settings: Setting attainable goals that employees must meet in a

predetermined amount of time. These objectives should complement the
organizational corporate goals and serve as a framework for evaluation.

2. Performance Measurement: Comparing the employee's performance to the

objectives and performance standards set. This may entail evaluating one's abilities,
knowledge, productivity, level of job quality, and other pertinent elements.
3. Feedback and Communication: Giving staff members constructive criticism of
their performance, emphasizing their strong points and potential development areas.
Performance reviews let managers and employees communicate honestly and openly,
improving knowledge of expectations and performance criteria.

4. Performance Improvement Plans: Performance reviews can help discover areas for
improvement and build action plans when an employee's performance falls short of
expectations. To improve performance, these strategies might call for additional
instruction, coaching, or mentorship.

5. Rewards and Recognition: An important part of performance evaluation is praising

and rewarding exceptional achievement. It may include monetary incentives,
promotion, bonuses, or non-cash benefits like recognition in front of others,
certificates, or added responsibility.

6. Development and Career Planning: Employees' career goals and areas for
improvement might be discussed during performance reviews. To help employees
develop their abilities and get ready for future roles and responsibilities, managers can
pinpoint potential growth areas and design individualized development programs.

7. Documentation: Documentation of the review, including as written reports,

performance ratings, and records of discussions, is frequently a part of the
performance appraisal process. These documents are used as a resource for upcoming
evaluations, personnel growth, and decision-making procedures

Fair, impartial and built upon reliable, pertinent information are all requirements for
effective performance evaluations. Establishing precise evaluation standards, giving
evaluators thorough training, and ensuring consistency and openness are all crucial for
business

NEEDS OF THE STUDY OF

 PERFORMANCE APPRAISAL

A performance appraisal represents the completion of one cycle of work at an

organization. It must be incorporated into the workflow to improve the performance
levels of employees and coordination between management and employees.

To throw light on the importance of a performance appraisal, let’s look at why

organizations feel the need of a performance appraisal in the first place:

Reception Of Employee Feedback

A performance appraisal is not meant solely to assess employees. It’s also

designed to receive employee comments, suggestions and grievances and to
factor them into the organization’s policies in the future. The importance of
appraisals can’t be understated since they form the most critical channel of
communication. Employees can voice their thoughts and push for tangible
change in whatever they identify as problems in the workflow or work
environment.

Constructive Criticisms of Performance

The importance of a performance appraisal is best illustrated through how it

allows for constructive criticisms of performance. With the help of data or
evidence gathered during a performance appraisal, it’s possible to critique
employees in a methodical manner that doesn’t allow personal prejudices to
intervene in the process of assessment. Constructive criticism isn’t about finding
flaws with employees. They can also be suggestive and involve
recommendations that employees can internalize to improve their productivity
and performance.
Expression Of Work Trends and Patterns

A thorough performance appraisal provides both micro- and macro-level

analysis of an organization. While micro analysis is useful for individual
feedback and assessment, macro analysis comes in handy while making sense of
how an organization has progressed over time. If analyzed deeply, it’s possible
to detect trends and/or patterns in an organization’s work culture that indicate its
trajectory. Such a trajectory may be positive or negative or even remain static,
but the essential aspect of performance appraisal in this context is that it allows a
comprehensive assessment of the entire organization.

Interactions With Experts

In order to carry out the various types of performance appraisals, in particular

those concerned with modern methods of appraisal, organizations are bound to
consult with experts from outside. This consultation provides impartiality of
opinion, originality of ideas, as well as depth of insight, all of which are crucial
for assessing employees. Interactions with experts also help build a network of
professional relationships that can be useful for organizations for activities other
than performance appraisal.

Collaboration Between Management and Employees

The significance of a performance appraisal revolves around the fact that it isn’t
a one-way street. Employees also get to contribute meaningfully to the process
instead of simply being the ones whose performances are being evaluated.
Whenever an organization uses a performance appraisal to frame its upcoming
objectives or to modify past agendas, it’s expected to do so through active
collaboration between employers and employees. Not only does this create a
better sense of team spirit, but it also allows for greater accountability and
transparency within an organization.
 Rewards Or Warnings for Employees

Employees can’t and shouldn’t be rewarded or penalized based on random

decisions or, worse still, through favoritism. A performance appraisal, by
providing a report on an employee’s performance, prepares the grounds on
which incentives or penalties can be issued to guide employee performance in
the future. Positive incentives include praise, salary hikes or bonuses or a
promotion, whereas penalties can range from issuing warnings to potentially
dismissing employees for sustained poor performance.

Identifying Structural Flaws

Sometimes even with adequate resources and talented personnel, organizations

struggle to maximize their output or meet their objectives. This is where the
need for a performance appraisal comes in, as it helps organizations locate
structural issues that may be holding them back. Be it shuffling certain
hierarchies or shifting employees between departments, a performance appraisal
makes it possible to fine-tune organizational structure to get the best out of each
member.

Perfecting Performance Appraisals

Appraisals combine technicality and creativity and can’t be mastered overnight. But
with Harappa’s First Time Manager Program, your employees get an opportunity to
understand the qualities that characterize an excellent appraisal, thereby boosting their
productivity and performance. Through this, employees can build and inspire cohesive
teams, increase self-awareness to leverage strength and create an environment of
learning and trust.

A diverse program curriculum, which includes frameworks like Influencing

Approaches, Eisenhower Matrix, and Trust Equation, will empower your employees
with must-have Thrive Skills such as taking responsibility, influencing stakeholders
and dealing with conflict.
 ● OBJECTIVE OF THE STUDY OF PEFOMANCE APPRAISAL

The performance appraisal process gives students and managers an opportunity to

communicate areas that need to be improved while identifying areas of positive
performance. Students and managers should discuss the appraisal results and create
goals that will foster improved job and skill development, and support students as they
pursue their educational goals.

Here are the objectives of the performance appraisal:

● Promoting an open dialogue between student employees and managers

● Clarifying performance expectations, setting goals and monitoring progress

● Providing formal, written performance feedback

● Preparing student employees for increased responsibility

● Cultivating a transfer of knowledge between academics and work

● Developing workplace professionalism and skills

● Motivating student employees through recognition and support

The main objective of performance appraisals is to measure and improve the

performance of employees and increase their future potential and value to the
company.

When it comes to business performance objectives, you're likely aware that efficiency
and productivity are crucial. But how do you successfully achieve these? The key to
having good all-round performance is five performance objectives: quality, speed,
dependability, flexibility and cost.

SCOPE OF THE STUDY OF PERFORMANCE APPRAISAL

The scope of the study includes Lower-level employees in the organization. The study
aims at finding out the effectiveness of Performance appraisal methods and suggests
some measures to improve the Performance appraisal system.

The study has been conducted with respect to effectiveness towards performance
appraisal system existing in the organization.  This study is useful to know the
strengths and weakness of appraisal. Therefore, the management can update the
system with the necessary changes.  These finding of the study can be used for
conducting further study.  This study helps by giving suggestions to improve the
efficiency of the organization.

RESEARCH METHODOLOGY

Employees' strengths and weaknesses, relative worth to the organization, and

future development potential are included in performance appraisal. What are 3
types of performance appraisal? Peer performance reviews, self
assessments ,and 360-degree assessmentsin are the three main types of
performance appraisals.

Research design

Descriptive research design uses a range of both qualitative research and

quantitative data (although quantitative research is the primary research method)
to gather information to make accurate predictions about a particular problem or
hypothesis.

Data collection

Data collection is the process of gathering and measuring information on

variables of interest, in an established systematic fashion that enables one to
answer stated research questions, test hypotheses, and evaluate.
 Primary Data

Primary data is information collected fristhand for a specific research purpose It

is original and unprocessed, providing new insights directly relevant to the
researcher's questions or objectives.

Secondary Data

Secondary data refers to data that is collected by someone other than the primary
user.[1] Common sources of secondary data for social science include sences
information collected by government departments, organizational records and
data that was originally collected for other research purposes.[2] primary Data by
contrast, are collected by the investigator conducting the research.

Tools of data collection

Tools of data collectionA questionnaire was prepared to collect data from the
employees on the various aspects of rewards and recognition desired by the
researcher. Date for this research was mainly taken from primary sources,
however secondary were also well thoroughly considered. Primary data sources
included employees from different Irish financial sectors who were used in the
interviews and focus group.

LIMITATION OF THE STUDY

Some of the major limitations of performance appraisal Bias of Appraiser 2.

Ambiguity in Standards 3. Insufficient Evidence 4. Several Qualities Remain Without
Appraisal 5. Leniency or Strictness Tenancy
 ● Bias of Appraiser:

The presence of ‘Halo Effect’ in evaluation of employees is the biggest weakness of

this method.

● Ambiguity in Standards:

If the standards are not clear, the supervisors may follow different standards for
different employees.

● Insufficient Evidence:

An employee who can impress the boss may get a positive evaluation though his
impression in his own department may be very poor. In such cases, the performance
appraisal will be superfluous.

● Several Qualities Remain Without Appraisal:

Through performance appraisal, only few qualities of employees can be measured. All
individuals differ from each other in terms of background, values and behaviour.

● Leniency or Strictness Tenancy:

ADVERTISEMENTS:
Every evaluator has his own valuation procedure which is regarded as his own
standard for evaluation. For example, some teachers are strict in evaluation of answer
books whereas others are lenient.
 CHAPTER -2
REVIEW OF LITERATURE
1) Venclova Katerina (2013)The article focuses on employee performance
appraisal methods used in Czech agricultural enterprises. The first section of
the article looks into the theoretical underpinnings of the term "formal
appraisal" as well as employee performance appraisal methodologies as
described by Czech and international experts. Furthermore, the paper provides
staff performance appraisal methodologies that are regarded relevant for
agricultural enterprises in the Czech Republic, based on a questionnaire study.
The purpose of this paper is to determine the current condition of formal
employee appraisal in a sample group of agricultural enterprises, as well as to
investigate the relationships between various qualitative qualities.
Predetermined goal-based performance appraisal, predefined standard
outcome-based performance appraisal, and assessment interviews are the most
often utilised techniques of employee performance review in agricultural
enterprises, according to the findings. Agricultural firms use these methods in
particular because the results are applied to other aspects of human resource
management, such as the
2) Ashima Aggarwal, Gour Sundar Mitra Thakur (2013)performed a review of
performance appraisal methods Ranking, Graphic Rating Scale, Critical
Incident, Narrative Essays, Management By Objectives, Assessment Centers,
BARS, 360 Degree, and 720 Degree are some of the performance appraisal
approaches discussed, as well as their benefits and drawbacks. The traditional
method of performance appraisal or the modern method of performance
appraisal are used by the organisations. Organizations utilise a performance
appraisal system to assess the efficacy and efficiency of their personnel.
Because each individual approaches their task differently, a performance
appraisal system is required. Workplace performance, communication
objectives, estimating employee potential, and employee counselling are all
benefits of performance appraisal. After the research, the authors came to the
conclusion that determining whether methodology is better than another is
challenging because it relies on the nature and size of the organisation. Each
methodology has its advantages and disadvantages.
3) Peter R. Scholes (1993)the research is based on a comparison of total quality
or performance appraisals. TQM and performance appraisal, according to the
author, are incompatible. Customer awareness, systems thinking, a grasp of
variance, teamwork 4280A LITERATURE REVIEW ON PERFORMANCE
APPRAISAL METHODS / TECHNIQUES PJAEE, 18(8) (2021) appreciation,
mastery of improvement methodologies, and a comprehension of the process of
personal motivation and learning are all required for TQM. TQM's very
requirements are thwarted by performance appraisal. TQM necessitates that we
comprehend, control, and improve processes in order to benefit the consumer.
 The goal of performance appraisal is to ensure that an individual's behaviour is
controlled to the satisfaction of his or her boss. Managers must choose between
the two approaches: one or the other, but not both
4) Rocio de Andres (2010)looked into Distance function approaches are used to
evaluate performance. Some companies use performance appraisal to analyse
their employees' efficiency and production in order to plan their promotion,
wage, and layoff policies, among other things. Initially, only the executive staff
carried out this procedure, but it has since grown into an evaluation process
based on the opinions of many reviewers, supervisors, collaborators,
consumers, and the employees themselves (360-degree method). Reviewers
analyse several signs connected to an employee's performance appraisal in such
a process. The authors of this research proposed an

5) . C.yes.Cand.Y.Chen(2009)The Multifactorial Evaluation Model was studied in

relation to the Performance Appraisal System. Employee performance
evaluation is critical in managing an organization's human resource.
Maintaining talented knowledge workers is crucial as the economy shifts to
information-based capitalism. However, deciding whether a performance is
"excellent," "bad," or "average" is a difficult issue for management.
Furthermore, in the absence of a formal appraisal system, superiors may prefer
to rate their subordinates' work performance informally and arbitrarily. The
authors of this work suggested a performance appraisal system that uses a
multifactorial evaluation model to deal with appraisal grades that are frequently
expressed in ambiguous linguistic ways. The proposed methodology is for
assessing employee performance based on predetermined performance
appraisal criteria. The project was a partnership with one of Malaysia's leading
information and communication technology companies on its performance
rating procedure.

6) Angelo DeNisi & Caitlin E. Smith(2014)Researched the design and

implementation of performance assessment and management systems to
improve efficiency. The study focuses on a model that demonstrates how
enhanced performance requires solid HR practises, fair assessment systems,
effective performance management, and a clear understanding of an
organization's overall strategic goals. The model is supported by three pillars:
motivation, evaluation, and results management. The model depicts a
perception of a relationship between effort put in and expected outcomes, as
well as a perception of a relationship between the achieved result and the
expected level of assessment, and a perception of a link between the level of
evaluation and the evaluation's outcome. These connections lay the
 groundwork for figuring out how assessment and input might lead to better
results. After analysing the academic and practise classes, the researcher
determined that utilising a motivating method was the best way to incorporate
the numerous minutes and parts that had been obtained, and offered a research
framework based on the findings. Using an expectancy-
7) Rafiqul (2006) According to this notion, an effective performance evaluation
system is a tool for evaluating employee performance and recommending ways
to increase individual and organisational efficiency. Employee performance
evaluations using the AHP (analytic hierarchy process) on ISMS personnel are
the topic of this case study. AHP can be used to assess employee output in
terms of quantity and quality of work, planning and organisation, initiative and
commitment, collaboration and cooperation, communication, and external
influences. The usage of AHP in the ISMS Company has a number of benefits,
including the fact that it is quick and easy to adopt due to its standardisation,
and it may meet subjective needs. It instantly assembles a team of decision-
makers to address a specific issu
8) Abteen Ijadi Maghsoodi (2018)The selection of appropriate Performance
Appraisal (PA) techniques and financing scales for organisations in today's
dynamic and agile environments is a challenging subject. Performance
appraisal has evolved into a strategic strategy to merging company policies
with human resource activities in modern enterprises. Finding the best PA
approach is more difficult due to the presence of various elements in the
decisionmaking process. The current study uses a multiple criteria decision
analysis method, MULTIMOORA integrated Shannon's entropy significant
9) Manish Khanna(2014) Performance appraisal is significant since it is an
important part of any company's human resource strategy. Managing individual
and team performance to accomplish corporate goals has a clear value.
Performance appraisal is a significant instrument in the hands of personal
management because it achieves the department's majorgoal of appraising the
individual's worth, which is the major goal of the department of people
development. Employees and their supervisors can collaborate to improve job
results and satisfaction through the performance management process.
10)Yoganandan, Saravanan and Priya (2013) A pilot study of 56 employees
focused on the performance evaluation system and the organization's growth. It
looked at how the present PAS aids employee career development as well as
employee participation in the performance evaluation process. The current
evaluation method, which uses the IBHAR software, is well received by
employees. Participation of employees in the development of performance
assessment goals and priorities. The value of an employee's strengths and faults
is underlined during the appraisal process. The result is good, indicating that
employees are always improving in order to reach the company's growth goals.
 CHAPTER -3
COMPANY PROFILE
BSNL's future plan include a fast expansion programme of increasing the present 93
million lines to twice that number by 2009 and some 120 million lines by 2010. The
shift in demand from voice to data domination, and from wire line to wireless, has
revolutionized the very nature of the network. BSNL has already set in place several
measures that should enable it to evolve into a fully integrated multi- operator by 2009
and its incumbent status, size, infrastructure and human resource should certainly,
give it a distinct advantage.
INTRODUCTION
BSNL Connecting India
COMMUNICATION SERVICE PROVIDER
AVAILABILITY
OWNER
COUNTRYWIDE
GOVERNMENT OF INDIA
KEY PEOPLE
CHAIRMAN & DIRECTOR-RAJESH KUMAR UPADHYAY
FOUNDED
19TH CENTURY, INCORPRATED IN 2000
WEBSITE
WWW.BSNL.IN
TYPE
1.1 OVERVIEW OF THE BSNL:
BSNL is India's oldest and largest Communication Service Provider (CSP). Currently
BSNL has a customer base of 64.8 million (Basic & telephony). It has footprints
throughout India except for the metropolitan cities of Mumbai and New Delhi which
are managed by MTNL. As on March 31, 2007 BSNL commanded a customer base of
33.7 million Wire line, 3.6 million CDMA-WLL and 27.5 million GSM Mobile
subscribers. BSNL's earnings for the Financial Year ending March 31, 2006 stood at
INR 401.8b (US$ 9.09 b) with net profit of INR 89.4b (US$ 2.02 billion). Today,
BSNL is India's largest Telco and one of the largest Public Sector Undertaking of the
country with authorized share capital of US$ 3.95 billion (INR 17,500 Crore) and net
worth of US$ 14.32 billion.
1.2 PROFILE OF ORGANISATION:
OVER VIEWS OF ORGANISATION
HISTORY:-
The foundation of Telecom Network in India was laid by the British sometime in 19th
century. The history of BSNL is linked with the beginning of Telecom in India. In
19th century and for almost entire 20th century, the Telecom in India was operated as
a Government of India wing. Earlier it was part of erstwhile Post & Telegraph
Department (P&T). In 1975 the Department of Telecom (DoT) was separated from
P&T. DoT was responsible for running of Telecom services in entire country until
1985 when Mahanagar Telephone Nigam Limited (MTNL) was carved out of DoT to
run the telecom services of Delhi and Mumbai. It is a well known fact that BSNL was
carved out of Department of Telecom to provide level playing field to private
telecoms. Subsequently in 1990s the telecom sector was opened up by the
Government for Private investment, therefore it became necessary to separate the
Government's policy wing from Operations wing. The Government of India
corporatized the operations wing of DoT on October 01, 2000 and named it as Bharat
Sanchar Nigam Limited (BSNL). BSNL operates as a public sector.
"MAIN SERVICES BEING PROVIDED BY BSNL"
BSNL provides almost every telecom service, however following are the main.
Telecom Services being provided by BSNL in India:-
1. UNIVERSAL TELECOM SERVICES: Fixed wire line services & Wireless in
Local loop (WLL) using CDMA Technology called bfone and Tarang respectively.
BSNL is dominant operator in fixed line. As on March 31, 2007 (end of financial
year) BSNL had 76% share of fixed and WLL phones. PRE-PAID MOBILE
2. CELLULAR MOBILE TELEPHONE SERVICES: BSNL is major provider of
Cellular Mobile Telephone services using GSM platform under brandname Cellone.
Pre-paid Cellular services of BSNL are know as Excel. As on March 31, 2007 BSNL
had 17% share of mobile telephony in the country.
3. INTERNET: BSNL is providing internet as dial-up connection (Sancharnet) and
ADSL-Broadband Data one. BSNL has around 50% market share in broadband in
India. BSNL has planned aggressive rollout in broadband for current financial year.
4. Intelligent Network (IN): BSNL is providing IN services like televoting, toll free
calling, premium calling etc.
BSNL PRESENT & FUTURE
Since its corporatisation in October 2000, BSNL has been actively providing
Connections in both Urban and Rural areas and the efficiency of the company has
drastically improved from the days when one had to wait for years to get a phone
connection to now when one can get a connection in even hours. Pre-activated Mobile
connections are available at many places across India. BSNL has alsounveiled very
cost-effective Broadband internet access plans (DataOne). targetedat homes and small
businesses. At present BSNL enjoy's 47% of market share of ISP services.
BSNL
Former Indian Communications Minister Thiru Dayanidhi Maran had declared year
2007 as "Year of Broadband" in India and BSNL is gearing up to provide 5 million
Broadband connectivity by the end of 2007. BSNL has upgraded existing Dataone
(Broadband) connections for a speed of up to 2 Mbit/s without any extra cost. This 2
Mbit/s broadband service is being provided by BSNL at a cost of just USS 5.5 per
month. Further, BSNL is planning to upgrade its broadband services to Triple play
(telecommunications) in 2007.Former Indian Communications Minister Thiru
Dayanidhi Maran had declared year 2007 as "Year of Broadband" in India and BSNL
is gearing up to provide 5 million Broadband connectivity by the end of 2007. BSNL
has upgraded existing Dataone (Broadband) connections for a speed of up to 2 Mbit/s
without any extra cost. This 2 Mbit/s broadband service is being provided by BSNL at
a cost of just USS 5.5 per month. Further, BSNL is planning to upgrade its broadband
services to Triple play (telecommunications) in 2007.
BSNL has been asked to add 108 million customers by 2010 by Former Indian
Communications Minister Thiru Dayanidhi Maran. With the frantic activity in the
communication sector in India, the target appears achievable, however due to intense
competition in Indian Telecom sector in recent past BSNL's growth has slowed down.
BSNL is pioneer of Rural Telephony in India. BSNL has recently bagged 80% of USS
580 m (INR 2,500 crores) Rural Telephony project of Government of India.
CHALLENGES:-
During Financial Year 2007-2008 (From April 01, 2006 to March 31, 2007). BSNL
has added 9.6 million new customers in various telephone services taking its customer
base to 64.8 million. BSNL's nearest competitor Bharti Airtel is standing at a customer
base of 39 million. However, despite impressive growth shown by BSNL in recent
times, the fixed line customer base of BSNL is declining. In order to woo back its
fixed-line customers BSNL has brought down long distance calling rate under One
India plan, however, the success of the scheme is not known.
However, BSNL faces bleak fiscal 2006-2007 as users flee, which has been accepted
by the CMD BSNL.
Presently there is an intense competition in Indian Telecom sector and various Telco's
are rolling out attractive schemes and are providing good customer services. However,
BSNL being legacy operator and its conversion from a Government Department earns
lot of criticism for its poor customer service. Although in recent past there have been
tremendous improvement in working of BSNL but still it is much below the Industry's
Expectations. A large aging (average age 49 years (appx)) workforce (300,000
strong), which is mostly semiliterate or illiterate is the main reason for the poor
customer service. Further, the Top management of BSNL is still working in BSNL on
deputation basis holding Government employee status thus having little commitment
to the organisation. Although in coming years the retirement profile of the workforce
is very fast and around 25% of existing workforce will retire by 2010, however, still
the workforce will be quite large by the industry standards. Quality of the workforce
will also remain an issue.
Access Deficit Charges (ADC, a levy being paid by the private operators to BSNL for
provide service in non-lucrative areas especially rural areas) has been slashed by 37%
by TRAI, w.e.f. April 01, 2007. The reduction in ADC may hit the bottom-line of
BSNL
. VISION
To become the largest telecom Service Provider.
MISSION
To provide world class State-of-art technology telecom services to its Customers on
demand at competitive prices.
To Provide world class telecom infrastructure in its area of operation and to
Contribute to the growth.
OBJECTIVE:-
MP Telecom looks over the management, control and operation of the telecom
network with the following aims and objective
To build a high degree of customer confidence by sustaining quality and reliability in
service.
To upgrade the quality of telecom service to international level.

Provision of telephone connections on demand in all the villages of M.P.

Expansion of new services like Internet, Intelligent Network, ISDN, Internet
Telephony, Video Conferencing, Broadband etc.
Popularize Broadband Services and to be on-demand in the whole State.Expansion of
Cellular Mobile Telephone to all towns.
To open Internet Kiosks (Cafe's) at all Block Head Quarters.
To improve the quality of present services being given to the subscribers.
To open more Customer Service Centers and upgrade the existing Customer
Service Centers for better and friendly Customer care.
Modernize PSTN network by making RSUs & AN-RAX.
Plantation of Trees to make environment Clean & Green.
To raise necessary financial resources for its developmental needs.
To increase accessibility of services, by providing a large number of Local and
NSD/ISD Public Call Offices (PCOS) so as to reach out to the masses.
Product
BSNL LANDLINE
BSNL MOBILE
POSTPAID
PREPAID
UNIFIED MESSAGING
GPRS/WAP/MMS
DEMOS
TARIFF
BSNL WLL
INTERNET SERVICES
NETWORK
BROADBAND
WI-FI
CO-LOCATION SERVICE
BSNL WEB HOSTING
DIAL UP INTERNET
SMS& BULK SMS
BSNL BROADBAND
BSNL MANAGED NETWORK SERVICES
BSNL MPLS-VPN
ISDN
LEASED LINE
INTELLIGENT NETWORK
FREE PHONE SERVICE
BSNL
PREMIUM RATE SERVICE
INDIA TELEPHONE CARD
VIRTUAL PRIVATE NETWORK (VPN)
VOICE VPN
UNIVERSAL NUMBER
UNIVERSAL PERSONAL NUMBER
TELE VOTING
VIDEO CONFERENCING
AUDIO CONFERENCING
TELEX/TELEGRAPH
EPABX
FREE EPABX
HVNET
CENTREX
INMARSAT
TRANSPONDER
SWOT Analysis (Strength/Weakness/ Opportunities / Threats)
Strength :The telecom sector is poised for continued high growth and our company is
well placed to benefit from this phenomenon. BSNL is the largest telecom operator
providing all kind of telecom services throughout the country. The widest network
reach of the company is its USP.
Weakness: BSNL being Government Company has no any major weakness in the
business.

Opportunities: Having biggest infrastructure provider it is easy for company to enter

into any area. BSNL has vast range of product as well as better infrastructure it makes
the to deal with any kind of customer. Dealing in urban area now it has also
opportunities in rural area.
Up
Threats: The company operates in an industry, which is highly competitive and faces
intense Competition from other service provider, who enjoy certain advantages in
their Procurement as well as in selection of technology.
BSNL's future plan include a fast expansion programme of increasing the present 93
million lines to twice that number by 2009 and some 120 million lines by 201
The shift in demand from voice to data domination, and from wire line to wireless. has
revolutionized the very nature of the network. BSNL has already set in place several
measures that should enable it to evolve into a fully integrated multi- operator by 2009
and its incumbent status, size, infrastructure and human resource should certainly,
give it a distinct advantage
Consolidation of the network and maintaining high quality of service comparable to
International standards is the key aim of the Growth Plan. Objective of the plan are
The telephone connection shall be provided on demand and it shall be sustained.The
Network shall be made fully digital. All the technologically obsolete analog
exchanges will be replaced with digital exchanges
To provide digital transmission links up to all SDCAs.
Digital connectivity shall be made available to all the exchanges by 2007-09
Extensive use of Optical fiber System in the local, Junction and long distance network
so as to make available sufficient bandwidth for the spread of Internet and Information
technology.
ISDN services shall be extended to all the district headquarters, subject to demand.
To provide Intelligent Network Services, progressively all over the country (major
cities have already been covered).
To set up Internet Nodes progressively up to District headquarters level. Upgrading
existing STD/ISD PCOs to full fledged Public Tele-Info Centers (PTIC) for
supporting Multi media capability and Internet Access

CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION

GENDER

a)Male
b)Female
 Table
OPTIONS NO.OF RESPONDENTS PERCENTAGES
MALE 24 58.5%
FEMALE 17 41.5%
TOTAL 41 100%

DATA INTERPRETATION:
From the above data the respondents are mostly the females
58.5% where else the male responds are less compared to
female

Educational Qualification.
UG
PG
High School
Other:
OPTIONS NO.OF RESPONDENTS PERCENTAGES

UG 8 19.5%
PG 8 19.5%
HIGH SCHOOL 1 2.4%
OTHERS 24 58.5%
TOTAL 41 100%

DATA INTERPRETATION:

From the above pie diagram the respondents 48.8% of others

and 19.5% of under graduate and Post graduate and
remaining 8.6% of high school, diploma 2nd year.
What is the process of evaluating an employee's performance of a job in terms of its
requirements.

Performance Management
Performance analysis
Performance appraisal
Performance evaluation
Other:
OPTIONS NO.OF RESPONDENTS PERCENTAGES
Performance Management 10 24.4%

Performance analysis 7 17.1%

Performance appraisal 17 41.5%

Performance evaluation 5 12.2%

Other: 2 4.8%
TOTAL 41 100%

DATA INTERPRETATION:
 From the above data the respondents 41.5% performance
appraisal is the process of evaluating an employee's and
24.4% of performance management, 17.1% performance
analysis and remaining responds are less percentage of the
performance of a job
Which of the below is not an objective of Performance appraisal?

assessment of performance
Measuring the efficiency
maintaining organisational control
Designing the organizational goal
OPTIONS NO.OF RESPONDENTS PERCENTAGES

assessment of 15 36.6%
performance

Measuring the efficiency 12 29.3%

maintaining organizational 6 14.6%

control

Designing the 6 14.6%

organizational goal

TOTAL 41 100%
DATA INTERPRETATION:
From the above data the respondents 29.3% of the employees
performance analysis and performance appraisal. The 26.8% of
performance management and remaining 14.6% performance
evaluation of the hiring and placing employee.
Performance appraisal aims at
goals of employees
Goals of organisation
Both a & b
Neither a nor b

OPTIONS NO.OF RESPONDENTS PERCENTAGES

goals of employees 7 17.1%

Goals of organisation 14 34.1%

Both a & b 20 48.8%

Neither a nor b 0 0%
 TOTAL 41 100%

DATA INTERPRETATION:
From the above data the responds are mostly 36.6% of
assessment of performance in objective of performance
appraisal and 29.3% of measuring the efficiency and remaining
responds are 14.6% of maintaining organisational control and
designing the organizational goal.

What is not a step of performance appraisal?

Communicating standards with standards
comparing actual
Discussing the results standards
Adjusting the standards

OPTIONS NO.OF PERCENTAGES

RESPONDENTS
Communicating 10 24.4%
standards with
standards

comparing actual 16 39%

Discussing the results 13 31.7%

standards

Adjusting the standards 2 4.9%

TOTAL 41 100%
DATA INTERPRETATION:
From the above data the responds are mostly 36.6% of assessment of
performance in objective of performance appraisal and 29.3% of
measuring the efficiency and remaining responds are 14.6% of
maintaining organisational control and designing the organizational
goal.
The expected outcome from the employee at the time of performance appraisal is
known as
decided performance
Standard
General outcome
expected performance

OPTIONS NO.OF PERCENTAGES

RESPONDENTS
decided performance 9 22%

Standard 16 39%

General outcome 14 34.1%

expected performance 2 4.9%

TOTAL 41 100%
 DAT
A INTERPRETATION:
From the above data responds 17.1% of goals of employees and
34.1% goals of organisation and remaining responds are 48.8%
of both.

When the actual performance of the employees are measured then it will be
compared with
Standarad

Other members
Previous performance
Group performace

OPTIONS NO.OF PERCENTAGES

RESPONDENTS
Standarad 12 29.3%

Other members 13 31.7%

Previous performance 11 26.8%

Group performace 5 12.2%

TOTAL 41 100%

DATA INTERPRETATION:
From the above data responds 39% of comparing actual performance
appraisal and 31.7% of discussing the results standards. The 24.4%
are communicating standards with standards and remaining responds
are less percentage of the performance appraisal
The actual performance is compared with the standard performance to
Identify the gap
Give them training
improve performace
All of the above

OPTIONS NO.OF PERCENTAGES

RESPONDENTS
Identify the gap 7 71.1%

Give them training 9 22%

improve performace 14 34.1%

All of the above 11 26.8%

TOTAL 41 100%
DATA INTERPRETATION:
From the above data responds 17.1% of identify the gap with the
standard performance
And 22% of give them training. The 34.1% of improve performance
is actual performance is compared with the standard and remaining
26.8% are all of the above.
Communicating to the employees is necessary so that they can perform
accordingly*
Rewards
Standards
awards
targets

OPTIONS NO.OF PERCENTAGES

RESPONDENTS
Rewards 3 7.3%
Standards 12 29.3%

Awards 16 39%

targets 10 24.4%
 TOTAL 41 100%

DATA INTERPRETATION:
From the above data responds are most of the employees they can
perform accordingly 39% of awards and 29.3% of the respond is
standard. The 24.4% of targets and remaining 7.3% of rewards.

What is to identify the strengths and weakness of employees to place right man on
right job*
requirement
performance appraisal
selection
feedback
OPTIONS NO.OF PERCENTAGES
RESPONDENTS
requirement 13 31.7%

performance appraisal 9 22%

selection 5 12.2%

feedback 14 34.1%

TOTAL 41 100%
DATA INTERPRETATION:
From the above data responds 31.7% of requirement of employees to
place right man on right job and 22% of performance appraisal. The
12.2% of selection remaining respond 34.1% of feedback highly
percentage in weakness of employees to place right man on right job.

CHAPTER -5
FINDING , SUGGESTIONS AND CONCLUSIONS
FINDINGS

● It is found that the current appraisal system adopted in the

company is employee self-review.

● Most of the employees reported that the potential areas for the
scope of improvement are the appraisal system being transparent
and free bias, also it gives an idea of what is expected from the
employees.

● It is found that the organisation also helps the employees in

achieving their own goals.

● It is reported by major respondents that the appraisal system

brings out the training needs of the employees and helps in
polishing their skills.

● Most of the respondents are satisfied with the current appraisal

system adopted by the organisation, Majority of respondents
 stated that the communication and motivation of employees by
their superiors in this

● organization is fair. It is reported that the respondents receive

feedback regarding their work.

70% of the respondents stated that the performance appraisal affects

the working efficiency of employees.

● As per the study conducted appraisal system gives an idea of

what the organisation expects from the employees. It is clearly
stated that the appraisal system is properly

● performance after the appraisal. Most of the respondents

reported that the appraisal gives an insight regarding their
strength and weakness.
The workers efficiency is increased after performance appraisal.

● Performance appraisal is done for the motivation of employees.

● The employees in the organisation receive an increment in

salary after

performance appraisal system. The workers have taken an initiative to

improve there performance after
 ● performance appraisal. Performance appraisal help to improve
the behaviour of employees in an organisation.

● The organisation is providing training for the employees whose

performance is below average.

● Performance appraisal has great impact on employee

performance, incentives and morale.

● Performance appraisal system helps the employees an

opportunity for self review and reflection.

● Performance appraisal help to develop leadership and

interpersonal skills among employees.

SUGGESTIONS
● It could be far better if the company adopt 360-degree appraisal
system.

● The method of the company should be changed periodically so

that the employees have no chance to complain about the
method.
 ● The identification of employees training needs should be more
focused in order to improve their working skills.

● The criteria decided upon which the performance has to be rated

should
not be fixed, it should be changed from time to time.

● The company should also keep changing the rate for

performance appraisal system from time to time so that they
don't become bias at any time for any employee.

● order to increase the working efficiency of remaining 30%.

employees.

● Holiday packages can also be related to the rewards which can

motivate the employees.

● As majority of employees are ready to act upon the results

evaluated, the appraiser should brief each and every point of
their performance.
● Implement more methods of performance appraisal and update
the employees about the type of method used for performance
evaluation.
In
● The whole performance appraisal should be kept more
transparent and free from bias in the future.
 ● More opportunities should be provided for expressing their ideas
and plans to implement their level performance.

● More training should be offered to the mentally stressed staff

which improve their potential and result in top appraisal points.

● Overtime should be taken care of at the time of performance

appraisal, which would motivate the employees to perform
better for longer hours.

● Suggestion could be obtained from employees regarding

framing performance appraisal system.

● Appraisal feedback is very important in any performance

appraisal program, should be carefully communicated by
making high performers

● increase their target and low performers to build up their

confidence.

CONCLUSIONS
● organizationThe Management established supports and
encourages the employees in their personal and professional
requirements.
● The project , Limited has enabled in identifying the performance
appraisal adopted in the company. Employees respond to the
questionnaire and it was found that they are satisfied with the
appraisal method followed in the company.

● The management is providing fair promotion policies to the

employees and also continuously striving towards improving the
quality of work life of its employees. The employees working in
this company are satisfied. Employees get a good opportunity in
achieving their own goals along with the company's goals.

● As the appraisal system is properly executed in the company.

the employees and the top management get a chance of good
communication. Due to all these activities maximum number of
employees at expressed their satisfaction levels regarding
performance appraisal as highly satisfied.
● The result observed and achieved in this project clearly indicates
that there exists a proper performance appraisal system in the
organisation.
● performance appraisal is conducted will lead to employee's
satisfaction and will ultimately help the organisation in
achieving its goals.
● People differ in their abilities and attitudes; there is always a
difference between the quality and quantity for same job done
by different people. There for performance.