Final Project Mba

CONTENT
1. 2. 3. 4. 5.
Institutional Certificate Organizational Certificate Declaration Acknowledgement Annexure A Annexure B Annexure C Executive Summary Objective of Study Telecom Sector - An Overview. Reliance Communications Profile Chairmans profiles.
6. 7.
8. 9.
10. Introduction & profiles

a.) b.)
c).
11. 12.
Scope of study Mission Wireless Wonderland Review Communication Assets Management philosophy H.R practices in Reliance communication. Workers Participation
13. 14. 15.

16. 17.
a)
b)
Categories of HR Department
18.
Performance Management and Appraisal System

a)
Introduction Importance and Purposes Performance Planning Process Appraisal Format Role and Responsibilities in Performance Appraisal
b) c) d) e) 19. a) Introduction b) c) d) e) f) g) h) i)
20.
Performance Management Reliance Communications Performance Management System PMS Framework Cascade Goals Interim Review Year End Performance Performance Rating System Normalization Study of Appraisal System Measuring Job Satisfaction Job satisfaction on Dependent Variables Job satisfaction on Independent Variables How Employee can express Dissatisfaction Importance of high Job Satisfaction
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Job Satisfactions Influence on performance. a)

b) c) d) e)
21.
Research Objective a)
b)
Research Methodology Research Design Data Collection Sampling Technique
c) d)
22.
Data Analysis Finding & Suggestions Limitations Conclusions Bibliography
23. 24. 25. 26.
Executive Summary
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group revenues add up to USD 42 billion. The flagship company, Reliance Industries Limited, is a fortune global 500 company. The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fiber intermediates, plastics and chemicals) and textiles. The project assigned was Performance management System & Performance Evaluation Strategies in Reliance Communications and how it helps in Organizational Success and Growth and task assigned was media planning, buying, preparing the directory of the media persons and held the interviews with the all the news channels and the financial media and prepared the questionnaire that defined the relationships between media and launching of employee job satisfaction. News channels and various newspaper offices were personally visited for media planning and preparing the directory and fixing the appointments with Industry Guide. For defining the relationships between service/job and workers/employee, has been used as a Statistical tool from the data collected through Questionnaires.
Quality without creativity is meaningless. As changes grow ever more unpredictable creativity is rapidly becoming recognized a core management skill. Todays business environment demands that managers posses a wide range of knowledge skills and competencies, as well as sound understanding of management process and function. Managers need to be able to make best use of their time, talent and of other people to work with and through others to achieve corporate objectives. They also need to demonstrate their ability not merely to solve problems, but to transform them and design ways through them. This report concerns job satisfaction level and organizational climate, which are the important function in every organization.
Objective Of Study
The quest for Perfection

Cellular service has been the most popular & developing medium of communication among all the new modes. Through mobile or cellular services we can talk anytime to any person around the world. Cellular is the most advanced form of wireless communication & has been highly developed with the present & the forthcoming Value added services. The list of wireless communication in future is as endless as we dare to dream. The fantastic range of possibilities that will come with the next 3rd Generation of wireless communication will require far reaching technological innovation to make them a reality. Reliance Communications envisions a digital revolution that will bring about a Digital Way of Life for a New India. This project has two parts; first & one aims at Performance Evaluation
management
System
Performance
Strategies in Reliance Communications, and secondly How it helps in Organizational Success and Growth. Through this project, it has been tried to find out
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The parameters on which the company is working and the current problems they are facing in providing service to the customers. Staying ahead of competitors solely through customer service is becoming more and more difficult. It is arrogant for a company to believe; that it can deliver the same sort of product that its rivals do and actually do better for very long. Thats especially true today, when the flow of information and capital is incredibly fast. Its also painfully obvious that every business in an industry cant compete using the same cost/price model. Now in this situation, the only way by which a company can prove its superiority over other is through distinctiveness. One can differentiate based on the core product/service offering, price or total cost of ownership or the total relationship and customer experience. Here is where CRM plays an important part and can work as a differentiating business strategy. Entering the organization is like stepping into altogether a new world. At first, everything seems to be strange and unheard, but as time passes, one understands the concept and working of the organization and thereby develops Professional relationship. The research that has been undertaken consists in the field of Self Development highlighting the vital aspect of the same. A fair idea is brought up about the essence in writing report, which constitutes the loopholes in the self-development schemes in the corporate inter/intra departments.
The METHODOLOGY will make the report more precise as it would give a fair idea as to by what means the information has been gathered. A detailed study of the report can be seen in the FINDINGS which would constitute of a definite aspect in building up of Project Work. The CONCLUSION AND RECOMMENDATIONS are very clearly defined.
INTRODUCTION & PROFILES
Telecom Sector An Overview

The $8 billion telecommunications sectors in India have undergone a major transformation in the past couple of decades. From a complete monopoly of the public sector, the telecom industry has witnessed the breaking down of monopolies and significant policy reforms, favoring the entry of private players. The private sector has been allowed to make a foray not only into value added services, such as cellular and paging services, but also the basic telephony services. Reforms have taken place in the telecom sector in three phases. The first phase began in the 1980s when in 1984; private manufacturing of customer premise equipment was given the go- ahead. Proliferation of individual STD/ISD/PCO network took place throughout the country by way of private individuals franchisees. Also, two large corporate entities, the Mahanagar Telephone Nigam (MTNL) and Bharat Sanchar Nigam Ltd.(BSNL) were created out of the department of telecommunications (DOT) to handle the sectors of Mumbai and Delhi respectively. A high- powered telecom commission was set up in 1989 and Videsh Sanchar Nigam Ltd. (VSNL) was made the international service provider catering to all telecom services originating from India. The second phase of reforms in the telecom sector was commenced in 1991 with the announcement of the new economic policy. To begin with the manufacturing of telecom equipment was delicensed in 1991, while radio
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paging services opened up in the 1992. In 1994, the basic telephony sector was opened up by providing licenses to six companies to operate in the basic areas. These Companies were: Bharti Telnet, Essar Commission, Shyam Telecom, Hughes Telecom, Tata Teleservices and Reliance Telecom. The National Telecom Policy in 1994 emphasized on Universal Services and Qualitative Improvement in telecom services. While an independent statutory regulatory was established in 1997, the Internet services were opened up in 1998. Since then, more companies have been given the go-ahead to basic telephony, such as Reliance, Tatas, HFCL, Bharati, Aircel, Digilink and Birla AT&T. The third phase of reforms in the telecom sector began in the late 1990s, with the announcement of the New Telecom Policy in 1999. The underlying theme of the reform process of NTP was to usher in full competition through unrestricted entry of private players in all service sectors. The policy favored the migration of existing operators from the era of fixed license fee regime to that of revenue sharing. The duopoly rights of the MTNL and VSNL (VSNLs monopoly ended in April 2002 when the sector was thrown open to the private sector) were discontinued to herald the era of unlimited competition in the industry.
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Reliance Communications Profile

India S Leading Integrated Telecom Company
Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is Indias leading integrated telecommunication company with over 150 million customers. Their business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of value-added services and applications. Their constant endeavor is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhais dream of ushering in a digital revolution in India. Today, they can proudly claim that they were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates.
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CHAIRMAN'S PROFILE
Anil Dhirubhai Ambani

Regarded as one of the foremost corporate leaders of contemporary India, Shri Anil Dhirubhai Ambani is the Chairman of all listed Group companies, namely: Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited. He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of Information and Communication Technology, Gandhi Nagar, Gujarat. Till recently, he also held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL), India's largest private sector enterprise.
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Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in every aspect of the company's management. He is credited with having pioneered a number of path-breaking financial innovations in the Indian capital markets. He spearheaded the country's first forays into the overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the company in January 1997. Membership:

Wharton Board of Overseers, The Wharton School, USA Central Advisory Committee, Central Electricity Regulatory Commission Board of Governors, Indian Institute of Management,
Ahmedabad
Board of Governors Indian Institute of Technology, Kanpur
Awards And Achievements: Conferred the CEO of the Year 2004 in the Platts Global Energy Awards Rated as one of Indias Most Admired CEOs for the sixth Consecutive year in the Business Barons TNS Mode opinion poll, 2004
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Conferred The Entrepreneur of the Decade Award by the Bombay Management Association, October 2002 Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum (WIEF) in recognition of his contribution To the establishment of Reliance as a global leader in many of its Business areas, December 2001 Selected by Asia Week magazine for its list of Leaders of the Millennium in Business and Finance and was introduced as the only new hero in Business and Finance from India, June 1999.
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Scope Of Study
VISION
With mobile devices, net ways and broadband systems linked to powerful digital networks, Reliance Communications will usher fundamental changes in the social and economic landscape of India. Reliance Communications will help men and women connect and communicate with each other. It will enable citizens to reach out to their work place, home and interests, while on the move. It will enable people to work, shop, educate and entertain themselves round the clock, both in the virtual world and in the physical world. It will make available television programmers, movies and news capsules on demand. It will unfurl new simulated virtual worlds with exhilarating experiences behind the screens of computers and televisions. Users of Reliance Communications full range of services would no longer need audiotapes and CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD ROMs would not be needed to get educated. Newspapers and magazines would not be required to keep abreast of events. Vehicles and wallets will become unnecessary for shopping.
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Reliance Communications will disseminate information at a low cost. "Make a telephone call cheaper than a post card". These prophetic words of Dhirubhai Ambani will be a metaphor of profound significance for Reliance Communications. Reliance Communications will regularly unfold new applications. Continually adapt new digital technologies. Create new customer experiences. Constantly strive to be ahead of the world. Reliance Communications will transform thousands of villages and hundreds of towns and cities across the country. Above all, Reliance Communications will pave the way to make India a global leader in the knowledge age. By 2015, be amongst the top 3 most valued Indian companies, providing Information, Communication & Entertainment services, and being the industry benchmark in Customer Experience, Employee Centricity and Innovation.
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MISSION
"We will meet global standards for telecom services that delight customers through:
Meeting
and exceeding Customer expectations with a segmented re-engineering and automating Processes to make
approach.
Establishing,
them customer centric, efficient and effective.

Incessant offering of Products and Services that are value for money and
excite customers.
Providing a Network experience that is best in the industry. Building Reliance into an iconic Brand which is benchmarked by others
and leads industry in Intention to Purchase and Loyalty.

Developing a professional Leadership team that inspires, nurtures talent
and propagates RCOM Values by personal example.
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A Dream Come True

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 Indias 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 fiber optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a reliable, high-capacity, integrated (both wireless and wire line) and convergent (voice, data and video) digital network. It is capable of delivering a range of 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 India
communicates and networks, truly bringing about a new way of life.
Wireless Wonderland
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Reliance Mobile
With over 150 million subscribers, Reliance Mobile is Indias largest mobile service brand. Reliance Mobile services now cover over 24,000 towns, 6 lakh villages, and still counting. It has achieved many milestones in this short journey. In 2003, AC Nielsen voted Reliance Mobile (formerly Reliance India Mobile) as Indias Most Trusted Telecom Brand. In July 2003, it created a world record by adding one million subscribers in a matter of just 10 days through its Monsoon Hungama offer. What sets Reliance Mobile apart is the fact that nearly 90 per cent of our handsets are data-enabled, and can access hundreds of Java applications on Reliance Mobile World. Reliance Mobile has ushered in a mobile revolution by offering advanced multimedia handsets to the common man at very affordable rates. This innovative low pricing has increased the number of mobile phone users and its result is clearly reflected in the meteoric rise in Indias tele-density over the past four years. Their pan-India wireless network runs on CDMA2000 1x technology, which has superior voice and data capabilities compared to other cellular mobile technologies. CDMA200 1x is more cost-effective as it utilizes the scarce
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Radio spectrum more efficiently than other technologies do. Enhanced voice clarity, superior data speed of up to 144 kbps and seamless migration to newer generations of mobile technologies is some of the differentiators that set CDMA200 1x technology apart from its competitors.
Reliance World
The Reliance World suite of Reliance Mobile is a unique Java-based application. Its uniqueness lies in the fact that it enables complex Internet application to be introduced in mobile phones effectively and quickly. Reliance Mobile World receives over 1.5 billion page views per month from Reliance Mobile users. Reliance Mobile World offers a wide array of applications that include hourly news updates, high quality headline video clips, downloadable multi-lingual ring tones, seasonal updates including festival specials, city and TV specials, exam results, astrology, mobile banking, bill payment, stock information, commodity prices, railway and air ticket booking. With over 150 data applications offering varied services unique to any wireless service in India Reliance Mobile World is truly a treasure house of knowledge, information, entertainment and commerce.
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REVIEW
Network
Telecommunication networks are the infrastructure for provisioning Communications services. All businesses today are dependent on telecom to continue their day-to-day operations. The range and quality of services that can be provisioned is determined by the quality of the network deployed. The Reliance
Communications network consists of 60,000 kilometers of Optical Fiber Cables spanning the length and breadth of India. These cables can carry thousands of billions of bits per second and can instantly connect one part of the country with another. This physical network and its associated infrastructure will cover over 600 cities and towns in 18 of the country's 21 circles, 229 of the nations 323 Long Distance Charging Areas
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(LDCAs) and broadband connectivity to over 190 cities. This infrastructure will be backed by state-of-the-art information management systems and a customerfocused organization. An interesting aspect of the network is the manner in which these fibers are interconnected and deployed. Reliance's architecture is so fault-tolerant that the chances of failure are virtually nil. Reliance's ring and mesh architecture topology is the most expensive component to implement, but assures the highest quality of uninterrupted service, even in the event of failure or breakage in any segment of the network. Reliance has 77 such rings across the country with at least three alternative paths available in metros. Connected on this topology, the service has virtually no chance of disruption in quality performance. Access networks determine the services that can finally be delivered to customer. Our network has wire line access technologies based on fibre as well as copper. Fibre in the access network makes broadband services easy to deploy. The wireless access network deployed for CDMA 1X is spectrum efficient and provides better quality of voice than other networks and higher data rates. CDMA 1X also provides an up gradation path to future enhancements.
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Business
Reliance Communications will offer a complete range of telecom services, covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications that will enhance productivity of enterprises and individuals. Reliance India Mobile, the first of Reliance Communications' initiatives was launched on December 28, 2002, the 70th birthday of the Reliance group founder, Shri. Dhirubhai H. Ambani. This marks the beginning of Reliance's dream of ushering in a digital revolution in India by becoming a major catalyst in improving quality of life and changing the face of India. It aims to achieve this by putting the power of information and communication in the hands of the people of India at affordable costs. Reliance Communications will extend its efforts beyond the traditional value chain to develop and deploy telecom solutions for India's farmers, businesses, hospitals, government and public sector organizations.
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COMMUNICATION ASSETS
Empowering Indian villages
Reliance Communications is committed to bringing about a complete revolution in rural telephony. With this goal set high on our agenda, we have initiated a mammoth expansion plan to reach out to four lakh villages across the length and breadth of the country. Our 80,000 kilometers of terabit Optic Fiber Cable network forms the backbone of our nationwide expansion, facilitating unlimited and uninterrupted voice, data and video applications. They stand strongly by their commitment to empower the people of India with the freedom to communicate by realising their founder Chairman Dhirubhai Ambanis dream of heralding a digital revolution. Reliance World, our unique infotainment data application, already enjoys 1.5 billion page views a month. With this roll out, countless more Indians will be able to avail of our services and stay connected. Rural India will have unlimited access to the Internet through the increasingly popular Reliance Net connect. It will surely put India on the fast track to knowledge-led leadership. It is a recognized fact that each point of increase in tele-density results in a 3 per cent growth in the countrys GDP.
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Village Public Telephone

Reliance Communications Village Public Telephone (VPT) is a pioneering effort to introduce telephones in villages that do not have any telephone connections till date. These VPTs with STD facility are being installed in villages for the convenience of the villagers. As per our license obligation we have installed VPTs covering 59 talukas. They are receiving subsidy support for 3,599 VPTs every quarter from the USOF.
Rural Community Phone (RCP)

After achieving the target of one village public telephone per village, Reliance Communications next plan of action is to provide Rural Community Phones (RCPs) in each of those villages where the population exceeds 2000. These RCPs, with STD facility, are to be installed in public places including shops, schools and primary health centers. We are fully committed to installing about 22,000 RCPs covering 61 districts across 11 states in India by 2006.
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Management Philosophy
We will devote our human resources and technology to create superior products and services, there by contributing to a better global society. Our management philosophy represents our strong determination to contribute directly to the prosperity of people all over the world-a single human society key to our efforts is our own people, whose talent and creativity are dedicated to doing their best at all time. Technology also plays an important role in making it possible to achieve higher standards of livings. And superior product and services or what we are all about. We believe that the success of our contribution to the society and to the mutual prosperity of people across national boundaries truly depends on how we manage our company. Thus we challenge the world to create the future with our customer. Our determination is growth-a perpetual challenge-but always working within the context of cooperative and inclusion of our customers.
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HR PRACTICES IN RELIANCE COMMUNICATIONS
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Workers Participation in Decision Making and Planning in Reliance Communications

A comprehensive scheme for employees participation in management has also been promoted in Reliance Communications the basic of this scheme is to devise a system whereby mutual trust and confidence are created between employees and management, which would promote active involvement of the employees with the work process it would also motivate them to give their best and to achieve greater job satisfaction resulting in the fulfillment of the larger objectives of the firm. There are two tiers system of employees participation which will operate through Unit council Joint council
TIER 1 UNIT COUNCIL

There is one unit council on circle level which consists of chairman, secretary and 6 members.
SCOPE AND FUNCTIONS

1) To assist management in achieving monthly / yearly targets.
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2) To assist in improvement in turnover / output, efficiency including elimination of wastage and optimum utilization of machine capacity and manpower. 3) Specifically identify areas of low out put and recommend corrective steps to eliminate relevant contributing factors. 4) To study absenteeism in the units and recommend steps to reduce the same. 5) To enforce safety measures.
TIER 2 - JOINT COUNCIL

There is one joint council in each project which consists of chairman, secretary, 7 members.
SCOPE AND FUNCTIONS

1) To assist the management in achieving optimum turnover, efficiency and higher productivity of man and machinery for the project as a whole. 2) 3) 4) 5) 6) Matters emanating from unit council which remain unresolved. Assist in development of skills of employees and promotion adequate facilities for training. Assist in preparation of work schedule. To assist in optimum use of raw material. To assist in improvement of general health, welfare and safety measures in the project. The scheme generally covers all types of suggestions on any one or more of the following facts of working of the corporations:
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Categories of HR Department in Reliance Communications

The HR Department of Reliance Communications is divided into four categories:
1) Talent
Acquisition - It comprises of RECRUITMENT AND
SELECTION of the candidates. Generally this process of finding the suitable candidates is done through the various consultancies such as MARGDARSHAK, ADECO, etc. The selection procedure in RELIANCE is started through the process of short listing the candidates who are eligible and are fit in the culture. The first interview is with the respective HOD and then with the HR HEAD ( Mr. Sanjeev Sharan)and finally with the CIRCLE HEAD( Mr. Gurpreet singh)
2) Talent Development - It comprises of the TRAINING AND THE
DEVELOPMENT OF THE EMPLOYEES. This work of training and development also includes the PMS which is conducted QUARTELY and the PLI (PERFORMANCE LINKED INCENTIVES) are given to the employees respectively. Various training needs are identified by the HOD and the same is discussed with the HR and the training is scheduled accordingly.
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3) Talent Management- It comprises of managing the employees of the
organization with respect to their RETENTION AND SATISFACTION. The team identifies the needs of the employees and the same is fulfilled accordingly. The full employee database is managed through the well known technique SAP.
4) Admin - This department of the HR department includes the rest
activities of Reliance related to employees. It includes the management of the stationery, the submissions of the checks etc.
Activities in Talent Development: Training and Development Activities. Induction and Orientation to new employees. Performance Management System based on Balanced score card concept. Confirmation Appraisal Cycle. New HR initiatives. Developing and designing new formats and processes.
Rationale Behind The Study

The present age is the age of competition. Every field is becoming highly competitive day by day. For the growth of any activity, skill and knowledge is very important and for that matter Institution always plays an imperative role. On account of financial liberalization policy and economic reforms, the
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Institution has to shoulder higher responsibilities. This can be achieved only through proper and trained staff. Training helps in acquiring knowledge by the staff working in the Institution. The organization has to be more responsive to the changing socio-economic environment. Organizational capabilities need improvements through continuous updating of technology, training and developments of man power, create a climate that can promote a culture of excellence and Job Commitment of individuals to the organizational plays an important role in achieving the organizational goals and objectives. Job satisfaction level in any organization plays an important role in achieving the organizational goals and objectives in the present day of stiff challenge from competitive market; it is ongoing process which requires proper identification of organizational satisfaction level and also the ways of increasing the job commitment among the individual. Besides the technological and financial resources, the Human Resource is the biggest source of success in any organization. Highly satisfied environments in any organization will definitely increaser the Job Commitment among the individuals which in turn increase the efficiency. The structure of an organization has a significant impact upon the way it is managed. The structure of the organization has a long history. While they may vary somewhat from country to country, there are two fundamental characteristics of quality of life of modern man is clearly a massive improvement upon his forefathers due to scientific and industrial progress.
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Today mankind can walk on the moon, can communicate with a person sitting thousands of miles away and can travel hundreds of miles within shortest time. Yet, modern civilization has also made the life of man more complex full of the hazards of his own creation. Ours is considered as era of stress. Frustration, conflicts, tension, and anxiety have become regular features of life. Any vulnerability to dissatisfaction that executives may suffer poses the potential risk of multiplying the level of maladjustive behavior in the companies they work for, as they command and supervise large numbers of people in their organization.
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Performance Management & Appraisals System In Reliance Communications
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Introduction Of Performance Appraisal

Performance Appraisal is the systematic evaluation of individual with respects to his/ her performance on the job and his potential for development. The performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability cooperation, judgment, versatility, health and the like. Assessment should not be confined to past performance alone. Potential of the employee for future performance must also be assessed. A Performance Appraisal is a formal structured system of measuring and evaluating an employees job, related behavior and outcomes to discover how and why the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee, organization and society all benefits.
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Importance And Purposes

Performance appraisal is considered to be most significant and indispensable tool for an organization for the information it provides is highly useful in making decision: 1. 2.
3.
Regarding various personal aspects such as promotions, salary increase, transfers, demotion and termination. They are means of telling a subordinate hoe he is doing, suggesting needed changes in his behavior, attitudes, skills or job knowledge. The superior uses them as a base for coaching and counseling the individual.
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Performance Planning Process
Appraisal Format
In order to achieve these objectives the appraisal format should have the following components: Key Result Area (KRAs): 1. measurement KRAs are measures that are linked to business strategy and dimensions which are Financial, Customer,
are cascaded from the business KRAs. KRAs are divided into six (6) broad Innovation/Internal Process, Projects, Employee Learning and
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Development and Societal. Every employee need not have KRAs in each of these measurement dimensions.
2.
Each KRA would have a specific target. The target
quantifies or verifies the extent of achievement in a given time frame. Individual Contribution Areas (ICAs):
1. The ICAs capture the key impact areas of the employees efforts which are
not captured through KRAs. They have been divided into three broad categories: - Learning & Growth, Special Projects and Other Job Responsibilities. 2. These are quantitative and/or qualitative measures which are defined through conversation between employee and the manager. 3. At the end of the year, evaluation on the ICAs is captured through the multi rater feedback system. Core Responsibilities (CRs): 1. Core responsibilities are significant ongoing task or outcomes based on day to day work and are part of the job responsibilities. 2. No pre determined targets are set for the core
responsibilities in the performance planning phase.

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Roles and Responsibilities in the Performance Appraisal

Employee/Appraise: Identification of KRAs, CRs and ICAs with their Managers at the beginning of the Performance Cycle. Contribute to the setting of targets against each of the KRAs with their Manager.
Contribute to setting the weight ages for the KRAs, CRs and ICAs
have to be finalized in co-ordination with the Manager. Complete the Performance plan and submit to the manager for verification. Complete the Quarterly and Half-Yearly Self review and collect feedback and guidance from the manager on the performance.
Complete the year end Self Appraisal and submit to the manager for
year end appraisal. Manager/Appraiser: Identification of KRAs and ICAs with the employees at the beginning of the performance cycle Contribute to the setting of targets and expected levels of performance with the employees. Contribute to setting the weightages for the KRAs and ICAs have to be finalized in co-ordination with the employee
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Verify and finalize the performance plan for the employee for the year Provide half yearly performance guidance and feedback, based on the self appraisal and actual versus target performance of the employee Review the year end self review of the employee and provide the final ratings for the KRAs and ICAs Submit the final ratings to the reviewer for finalization of the rating Identify potential extraordinary performers
Reviewer: Validate the performance plan for the employee and sign off on the document. Review and finalize any deviation from the suggested weightages for KRAs, CRs and ICAs in the employee manual Validate the final score submitted by the manager Ratify the managers identification of extra-ordinary performers
HR:It functions as a facilitator in the process would ensure adherence to guidelines, support, and dispute resolution and modify design aspects to align with organization requirements.
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Performance Management System At Reliance Communications
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Introduction
A system for managing organizational Performance. A system for Managing Employee Performance. A system for Integrating the Management of Organizational and Employee Performance. A system for Integrating Rewards to performance and plan development
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Reliance Performance Management System

Purpose
To institutionalize an integrated system to support the organization growth and create a performance driven culture, encompassing performance planning, monitoring, support and evaluation with a focus on employee learning and development. The Performance Management System acts as major integrating factor with the other HR systems of the organization as follows:
Performance Management System
Development Strategies -Training -Coaching -Mentoring -Job Rotation/ Enrichment/ Enlargement
Recognition & Reward Resources - Individual Recognition - Inputs to earnings
Management Planning - Inputs to Succession Plans - Company Resourcing Plan
Career & Selection planning - Mapping towards competencies required
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PMS Framework
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Process at a Glance
Phase 1:- Performance Planning & Target Setting

March- Performance measures and targets set jointly by employee
and manager These are cascaded from the organizational goals to ensure alignment
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Phase 2:- Interim Review of performance

July and January- Quarterly reviews. Interactive feedback session
only
October- Mid year review. Provision for revision of the performance
plan if required, due to business exigencies( Course correction mechanism) Phase 3:- Year End Performance Evaluation
April- Assessment of achievement levels against targets by manager
followed by the process of normalization Final rating communicated to the employee. In case of any disagreements, case submitted to the Reviewer
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PHASE-1 Performance Planning

What is the Balanced Scorecard? A new approach to strategic management was developed in the early 1990's by Drs. Robert Kaplan (Harvard Business School) and David Norton. They named this system the 'balanced scorecard'. Recognizing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to 'balance' the financial perspective. The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an enterprise. Kaplan and Norton describe the innovation of the balanced scorecard as follows: "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information
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age companies must make to create future value through investment in customers, suppliers, employees, technology and innovations. The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives:

The Learning and Growth Perspective. The Business Process Perspective. The Customer Perspective. The Financial Perspective.
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Balanced Scorecard Flowchart
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OVERALL PROCESS OF BALANCED SCORECARD The process consists of seven steps over three phases: Phase 1:- The Strategic Foundation Step 1: Communicate and align the organization around a clear and concise strategy. This is the fundamental starting point behind everything else. Your strategy is what feeds the Balanced Scorecard. Step 2: Determine the major strategic areas or scope for getting the organization focused on those things the organization can actually do. Step 3: Build a strategic grid for each major strategic areas of the business. Phase 2:- Three Critical Components Step 4: For each strategic objective on each strategic grid, there needs to be at least one measurement. Measurement provides the feedback on whether or not we are meeting our strategic objectives. Step 5: Set targets for each measurement: For each measurement in your Scorecard, establish a corresponding target. Step 6: Launch programs: Things will not happen unless the organization undertakes formal programs, initiates or projects.
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Phase 3:- Deployment Step 7: Once the balanced Scorecard has been built, you need to push the entire process into other parts of the organization until you construct a single coherent management system.
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CASCADE GOALS
Cascade refers to the process of aligning organizational goals to individual goals in a series of steps. Cascading of goals ensures that all efforts within the organization are focused towards a common organization wide goal. Cascade of goals from organization to business & functional level
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Cascade of goals to Individuals Scorecards The process of drawing out individuals KRAs happens in the following manner:-
Alignment of Goals and Targets Vertically Do the goals of the individual align with the goals of the department division and organization?
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Horizontally Do the targets for the sum of the individuals add together to achieve the target of the department?
Developing Action Plan Once the goals have been determined and agreed upon by the manager, initiatives to support the goal can be identified.
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PHASE-2 Interim Review

Benefits of Interim Review: - Allows provision of performance plan, if required - Highlights areas of inputs, guidance, support required by appraisee - Allows appraiser to give feedback & create coaching plan, if required - Allows documenting feedback for final year and discussion & evaluation INTERIM REVIEW PROCESS: Quarterly Reviews- July & January Interactive feedback session between manager and employees Does not result in a performance score
Feedback is documented during each review session and discussed at the yearend evaluation Mid Year Review- October
Provision for mid courses revision to Performance plan in case of extraneous circumstances. Any modification to be ratified by manager and signed off by reviewer.
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INTERIM REVIEW PROCESS -
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PHASE-3 Year End Performance

EVALUATION Benefits of Year end Performance Evaluation 1. Reinforce Performance Excellence within the organization 2. Reward and recognize high performance 3. Reinforce organizations priorities and goals Year end Performance Evaluation Process 1. Take place in April of each Year 2. Assessment of achievements of KRAs, CRs and ICAs By self & manager 3. Interim review feedback is also discussed 4. Roles with multiple reporting - Multi-rater feedback obtained - Final ratings by administrative manager
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Year End Performance Appraisal Process
Year end Performance Evaluation Process Continued 1. Final score is calculated from individual ratings on KRAs, CRs And ICAs
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2. Final score is normalized 3. Final rating is arrived at. ( Final rating is different from Final score)
PERFORMANCE RATINGS SYSTEM
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Normalization
Benefits of Normalization 1. Ensures equity in ratings between departments and SBUs 2. Ensures same standards of performance evaluation across organization 3. Ensures fairness and recognizes individual, team, business performance to organizational goals What is Normalization??? 1. Alignment of individual performance to relevant business unit performance 2. Alignment of business unit performance to circle or business performance 3. Results in a final performance rating Normalization Process: 1. Normalization results are computed on the SAP system 2. Review is held by Normalization committee 3. Review takes place at both DAKC & Circle levels
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Normalization Process
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Study of appraisal system

For the study of performance management system in Reliance a questionnaire was prepared. The questionnaire consisted of 12 questions with the combination of both close ended and open ended questions. The questionnaire was designed to know the effectiveness of PMS. It helped us to know the views of the employees regarding PMS in Reliance.
Findings are as follows

1) Rating of understanding of PMS:
what is the general understanding of PMS
17% 4%
25%
For promotion and incentive For careeer growth For formality Check deviation
54%
Only 17% were aware that it is to basically check the deviation of actuals from the standard. Mostly the employees were of the opinion that it is for the career growth as well promotions and incentives. As every appraisal is followed by some kind incentive thus maximum employees relate it to only incentives and thus growth.
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2) Rating of formal discussion of performance with line manager

How often does your team leader or line manager formally discuss your performance with you?
5%
15% Quarterly Half yearly Only at time of appraisal Never 48%
32%
The graph clearly indicates that 48% employees were of the opinion that their team leaders discuss their performance at least half yearly. This shows a positive sign on the relationship of the two. Discussing the performance would help the employee or trainee improve on his /her weak areas and thus increase their working efficiencies. 3) Rating of understanding of KRAs
Do you posses clear understanding of KRAs?
9%
5% 22%
Strongly agree Agree Disagree Strongly disagree
64%
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When asked from the employees about the understanding of the KRAs on which the entire performance appraisal of the organization is judged, 64% of the employees were aware of it. This clearly indicates that the organization puts an extra effort on the performance appraisal of each and every employee. The KRAs are well defined to the employees and also the guidelines are already explained to the appraise as well as appraiser by the HR. 4) Rating of KRAs being realistic
The KRAs set for you are realistic?
RECOMMENDATIONS
14% 27% 23% 36%
Strongly agree Agree Diagree Strongly disagree
One basic reason to ask this question was put up under study was to analyse and see whether the employees are satisfied with the work assigned to them. It is very important to enjoy your work, and to also know from the employees that the KRAs set for them, are infect realistic according to them or not. This pie chart depicts the degree of the truth of this statement.27% employees felt that they do the work and are able to achieve the targets on time, i.e., they believed that the KRAs set for them are realistic and achievable.36% also agreed to the
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same statement but with a less magnitude, while 23% felt that there is still a room for improvement and that the KRAs can be more realistic and rest were not at all satisfied with the kind of work given to them as they said that they belong to some other field and are given the work of some other field. 5) Rating of KRAs being quantified
Are the KRAS Quantified for each level of employees?
14% 27% 23% 36%

Strongly agree Agree Diagree Strongly disagree
This shows that 27% of the respondents strongly agreed to the statement. They thought that their key responsibility areas are properly and timely quantified. Another 36% people thought the same.23% workforce under study thought that there might be some amendment in the quantification of the KRAs. The 14% were the same who did not find their KRAs realistic. More or less I received a positive response, even though the organization must find ways to convert the opinion of rest employees.
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6 (a) Rating of Training opportunity as benefit of PMS

Training opportunity as benefit of PMS
14% 36% 23%
Strongly agree agree disagree Strongly disagree
27%
On asking from the employees which of the following you think is the best benefit of the PMS, only 14% found training as the benefit of PMS and 23% also somewhat greed to it, but the major number of employees did not find training as the benefit of PMS. This clearly reflects that there are comparatively less training opportunities for the employees. 6(b) Rating of promotion as benefit of PMS
Promotion as benefit of PMS
13%
38% 22%
27%
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On asking for promotion as the benefit of PMS 38% strongly agreed to it and 27% also agreed to it but with a different opinion. Thus, major number of employees believes that if they perform well then there are better chances of promotion as well as growth for them. 6(c) Rating of incentives as benefit of PMS
Incentive as benefit of PMS
15% Strongly agree Agree Disagree Strongly disagree 26%
42% 17%
Similarly on asking for incentives as the benefit of PMS major number of employees agreed to it and believed that PMS is directly linked to their performance and the better they perform better is the incentive made for them. Thus they knew it that it is very important to perform their job well and complete their KRAs in time as well efficiently and effectively. Thus for the above question we can very well conclude that employees are more concerned about their incentives and are very well aware of the fact that it is only their best performance that will fetch them growth in terms of both monetary as well career.
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7(a) Rating of influence of PMS on Productivity

Do PMS influence productivity at individual or department level
18%
12%
Strongly agree
16%
Agree Disagree Strongly disagree
54%
7(b) Rating of influence of PMS on improved efficiency and effectiveness

Do PMS influence increased efficiency and effectiveness at individual or department level?
17% 22%
23%
Strongly agree agree Disagree
38%
Strongly disagree
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7(c) Rating of influence of PMS on career development

Do PMS influence career development at individual or deapartment level?
12% 19% 32% 37%

Strongly agree agree Disagree Strongly disagree
7(d) Rating of influence of PMS on succession planning

Do PMS influence succession planning at individual or department level?
12%
9%
Strongly agree
27% 52%
Agree Disagree Strongly disagree
On asking from the employees about the influence of PMS on certain factors, mostly the employees were of the opinion that PMS influences their efficiency as well as effectiveness the most. They believed that through appraisal they come to know their strong area as well as their weak area after appraisal they
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have the clear picture of where they are performing well and also where they need to improve and devote more efforts to make their performance up to the mark. This section got the highest percentage with 23%strongly agree and 38% agree. Similarly second highest score was of career development with 12% strongly agree and 32% agree. Thus we can conclude that employees are well aware that it is the PMS only that provides ample opportunity to them to give their best performance and prepare a room for rewards. 8) Rating of satisfaction on performance linked incentives
Are you satisfied with the performance linked incentive in your organization?
8% 12%
18% Strongly Agree Agree Disagree Strongly disagree 62%
The pie chart clearly depicts that maximum no. of employees are satisfied with the performance linked incentive that they receive after their appraisal.62% employees were of the opinion that the PLI they receive is justified by their superiors.
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9) Rating of fairness of performance appraisal
Do you think performance appraisal is a fair reflection of your performance?
6% 13% 23%
58%
This is the trickiest of all the questions in the questionnaire, was quoted as saying by one of the officials. Most of the respondents agreed to the fact that the current PMS is free from any kind of bias. This statement finds support from the fact that 58% of the employees agreed to the fact that the PMS is a very stringent process and takes into account the actual performance of the employee and identifies KRA and manages the performance planning in an unbiased manner. But there are 13% of the people who believe that the current system of managing performance has loopholes and is biased towards certain employees.
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Suggestions
1. A system of psychological appraisal can be introduced where psychologists are used to specifically assess an individual's future potential. The appraisal normally consists of in depth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist then writes and evaluation of the employee's intellectual, emotional, motivational and other work related characteristics that suggest individual potential, This will make the potential appraisal more specific and a reliable date source for making employee's promotion decisions and future development. 2. The counseling sessions are conducted and the reporting officer obtains
the signature of the rate after the session but a post appraisal interview report, handwritten may be introduced. The report may consist of(a) (b) (c) (d) Main points conveyed by the superior. Reactions of the employees appraised. Summary of the agreed programmed. Finally the date of post appraisal interview and signatures of both the
employee and the reporting officer. 3. Team appraisal - Along with the individual appraisal there can be team appraisal also. In this focus should be on the achievement of the team as a whole. The team should be appraised on the basis of the contribution to the organization goal. The ratings should be given team wise and then it should be
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compared with other teams. The team which gets the highest rating can be declared as The Best Team of the Year. This will not only improve the team efficiency but also will motivate other teams to improve and achieve. The team which turns out to be the best should not only be given monetary benefits but also an award for the entire team. With the consent of the team members an exclusive award can also be given to the team member whom they think is the key contributor to their achievement. 4. It has been seen that individuals who are rated as outstanding receive a substantially high amount of increment and a promotion is awarded in recognition to their excellent performance. In addition to this, a system of awarding certificates and memento/ shields to outstanding employees on a particular day fixed for this purpose may also be introduced. Such a system would increase a sense of recognition and achievement in the outstanding raters and would also help in motivating other employees. The day may be designated as Outstanding Achievers day the awards may be given away to all the outstanding raters by the president in the presence of the other employees gathered for this purpose. In this not only the performer of the winning team should be included but also those employees who have been very good performers throughout year irrespective of their teams performance. 5. Effective Counseling - Counseling is a means and not an end in itself, this should be well included in ones mind. Development does not occur just because there is counseling could be used as an effective instrument in helping people integrates with their organization and have a sense of involvement and satisfaction.
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There should exist a dialogic relationship in goal setting and performance review. With such a collaborative effort, counseling effort, counseling can result in more objective results. More emphasis should be pondered on; 6. General climate of openness and mutuality. Empathic attitude of management. Sense of uninhibited participation by the subordinates in the performance review process. Focus on work oriented behavior and work related problems. Periodic Therapy Session - Periodic psychotherapy sessions can be
conducted for assessing the employees' emotional, intellectual motivational and other work related problems if any. This will help removing their problems and work more efficiently psychotherapy can be given through interviews, questionnaires, case study method, etc. The work in itself never ceases at mere assessing task but a proper planned action and feedback programme are rather most important of all. This psychotherapy session will also help in including a feeling of consideration of the company towards its employees.
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JOB SATISFACTIONS INFLUENCE ON PERFORMANCE
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Performance factor relate With Employees job satisfaction
Measuring Job Satisfaction

Two most widely approaches to measure job satisfaction are a single global rating and a summation score made up of a number of facets. The single global rating method is nothing more than asking individuals to respond to one question, such as All things considered, how satisfied are you with your job ? respondents then reply by circling a number between 1 and 5 that corresponds with answers from Highly Satisfied to highly Dissatisfied The other approach a summation of job facets identifies key elements in a job and asks for the employees feeling about each other. Typical factors that would be included are the nature of work, supervision, promotion opportunities and relations with co-workers. These factors are rated on a standardized scale and than added up to create an overall job satisfaction score.
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Job Satisfaction On Dependent Variable

Job satisfaction as a dependent variable means what work related variables determine job satisfaction? Job satisfaction is derived from and is caused by many interrelated factors, which from basic 3 categories: 1. Personal Factors 2. Factors inherent the job 3. Factors controllable by management
Personal Factors
Gender: Most investigations on the subject have found that women are better satisfied with their jobs than are men. This is so despite the act that women are generally discriminate against in job competition and pay. Quite possibly the reason is that womens ambition and financial needs are less.
Number of dependents: Results of many studies indicate that the more dependents one has, the less satisfaction he has with the job. Perhaps the stress of greater financial need brings about greater dissatisfaction with ones job.
Age: from the consensus of studies, age has little relationship to job satisfaction for all employees but it is important in some job situations. In
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Some groups job satisfaction is lower, and in some others there is no difference.
Time on job: Several investigations have indicated that job satisfaction is relatively high at the start, drops slowly to the fifth or eight year, and then rises again with more time on the job. The highest morale is reached after the twentieth years.
Intelligence: Relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job.
Education: there is great deal of conflict evidence on the relationship between education and job satisfaction so no generalizations can be made. Organizational polices in advancement in relation to education are important.
Personality exclusive of intelligence: Personality has been suggested as a major cause of job dissatisfaction. In a study it was found that persons who were rated high in interpersonal desirability by their fellow employees were the most satisfied with their job.
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Factors Inherent In The Job

These factors are important for management to plan and administer job more advantageously for its workers:
Type of work:
Employees tend to prefer job that give them
opportunities to use their skills and abilities and of a variety of tasks, feedback on how well they are doing. These characteristics make work mentally challenging. Jobs that have too little challenge create boredom, but too much challenge creates frustration and feeling of failure. Under conditions of moderate challenge, most employees will experience pleasure and satisfaction.
Skills required: Skills in relation to jobs has a bearing on several other factors such as kind of work, occupational status, responsibility etc. When skills exist to a considerable degree, it tends to become the first source of satisfaction.
Occupational status: Occupational status is related to, but not identical with job satisfaction. It has been observed that employees are more dissatisfied in jobs that have less social status and prestige.
Geography: it is general observation that workers in larger cities are less satisfied with their jobs than are those in similar cities and towns.
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Size of plant: In small plants individual known each other better and are therefore more cooperative. The favorable attitude in small plants are based specifically in optimism about advancement, opportunity for making suggestion, treatment of employees and respect for the ability of management.
Factors Controllable By Management

Job Security: Industrial workers say that what they want most is steady work. Employment relation in the last decade has undergone a fundamental change. Fell time permanent employment has been declining and other forms of insecure work agreements like contracts, temporary and labor has been increasing. It is suspected that the loss of jobs is more pronounced among blue-collar workers that in white-collar workers. Pay: the importance of pay as a factor in job satisfaction has been greatly overemphasized by management. Many companies feel that a pay raise is a cure-all which will make everyone in the plant happy. Pay ranks well below security, type of work and opportunity for advancement. The importance of pay will probably change with labour market, with economic conditions and with employees beliefs about the job situation.
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Fringe Benefits: Management as something employees want has emphasized benefits, but the results of most of the studies show benefits in a rather low position of importance. Opportunity for advancement: studies show that opportunity for advancement consistently ranks above average in importance. This factor is more important to sales, and skilled personnel, and least important to unskilled. Older workers were less interested in advancement that younger ones, perhaps because a man does most of his advancing in his earlier years and settles in one or two jobs in his last twenty years of working. Individuals, who perceive that promotion decisions are made in a fair and just manner, therefore are likely to experience satisfaction from their jobs.
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Job Satisfaction On Independent Variable

Managers interest in job satisfaction tends to center on its effect on employee performance. A number of studies have been designed to access the impact of job satisfaction on employee productivity, absenteeism and turnover:
Satisfaction and Productivity: There is a positive relationship between satisfaction and productivity. The relationship is stronger when the employees behavior is not constrained or controlled by outside factors. An employees productivity on machine-paced jobs, for machine than his or her level of satisfaction. Similarly, a stockbrokers productivity is largely constrained by the general movement of the stock market. When the market is moving up and volume is high, both satisfied and dissatisfied brokers are going to ring up lots of commissions.
One of the greatest myths held by managers is that the happier a worker is the more he or she will produce. Research tells us that positive emotions do not cause productivity. It is more likely that high productivity leads to satisfaction. Management may have to do specific things to increase productivity and separate things to improve satisfaction.
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Assuming that the organization rewards productivity, your higher productivity should increase verbal recognition, your pay level and probabilities for promotion. These rewards increase your level of satisfaction with the job. Satisfaction and Absenteeism: There is a negative relationship between satisfaction and absenteeism. Dissatisfied employees are more likely to miss work. Organizations that provide liberal stick level benefits are encouraging all their employees including those who are highly satisfied to take days off. A study was made about how satisfaction directly leads to attendance, where there is minimum impact from other factors. If satisfaction leads to attendance, where there is absence of outside factors, the more satisfied employees should have come to work while dissatisfied employees should stayed at home.
Satisfaction and Turnover: Satisfaction is negatively related to turnover, but the correlation is stronger than for absenteeism. Yet again other factor such as labour market conditions, expectations about alternative job opportunities and length of tenure with the organization are important constraints on the actual decision to leave ones current job.
Satisfaction and job Performance: Bray field and Crockett examined all research relating to job satisfaction and job performance upto 1955 and concluded that was virtually no evidence of any relationship between these two variables.
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In summarizing the research relating to job satisfaction to job behavior variables, Vroom draws number of conclusions: 1) There is a consistent negative relationship between satisfaction and The probability of resignation (turnover).
2) There is a less consistent relationship between satisfaction and
Absences.
3) There is no simple relationship between satisfaction and job
Performance.
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How Employees Can Express Dissatisfaction

Dissatisfaction can be expressed in a number of ways. For example than quit employees can complain, be insubordinate, steal organizational property, or shirk a part of their work responsibilities. There are four responses that differs one another along with two dimensions: 1) Constructiveness/Destructiveness 2) Activity/Passivity
Exit: Dissatisfaction expressed through behavior directed towards leaving the organization which includes looking for a new position as well as resigning.
Voice: Dissatisfaction expressed through active and constructive attempts to improve conditions that includes suggesting improvements, discussing problems with superiors and some from of union activity.
Loyalty: Dissatisfaction expressed by passively but optimistically waiting for conditions to improve, includes speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing.
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Neglect: Dissatisfaction expressed through allowing conditions to worsen, includes chronic absenteeism or lateness, reduce effort and increase error rate.
Exit
and
neglect
behavior
encompass
the
performance
variables
productivity, absenteeism and turnover. Constructive behaviors that allow individuals to tolerate unpleasant situations or to revive a satisfactory condition, which helps to understand situations such as those sometimes found among, unionized workers, where low job satisfaction is coupled with low turnover. Union members often express dissatisfaction through the grievance procedure or through formal contract negotiations. These voice mechanisms allow the union members to continue in their jobs while convincing themselves that are acting to improve situation.
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Importance Of High Job Satisfaction

Managers should be concerned with the level of job satisfaction in their organizations for at least three reasons: a. Dissatisfied employees skip work more often and more likely to resign. b. Satisfied employees have better health and live longer. c. Satisfaction on the job carries over the employees life outside the job. Satisfied employees have lower rates of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an employees decision to leave the organization. Several studies have shown that employees who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease. Some research even indicates that job satisfaction is better predictor of length of life than in physical condition. Job satisfaction has its importance for society as a whole. When employees happy with their jobs, it improves their live off the job. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. In contrast, the dissatisfied employee carries that negative attitude at home. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good employees quitting, as well as into lower medical and life insurance costs. Satisfaction on job carries over to the employees off the job hours.
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RESEARCH OBJECTIVE
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Objective Of Research
The study was carried out at Reliance Communications, the main objects of the study are: To study of job satisfaction and organizational climate, and factors affecting it.
To analyze level job satisfaction and organizational climate in Reliance
Communications. To find out whether women are better satisfied with their job than men or men are more satisfied with their job than women. Self-development and understanding of working of HRD department.
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Research Methodology
Research is in common parlance refers to a search for knowledge. One can also define research as scientific and systematic search for pertinent information on a specific topic. Well, all possess the vital instinct of inquisitiveness for, when the unknown confronts, we wonder and our inquisitiveness makes us probe and attain full data and fuller understanding of the unknown, can be termed as research. Research comprises defining and redefining problem, suggesting solutions, collecting, organizing and evaluating data, making deductions and reaching conclusion and at lest carefully testing the conclusion. Research methodology is a way to systematically solve the problem.
Research Design
A research design is the arrangement of conditions for the collection and analysis of data in a manner that aims to combine the relevance to research purpose with economy in procedure. In fact the research design is the conceptual structure within research is conducted, if it constitutes the blueprints for the collection measurement and the analysis of the data. The research work which is undertaken is to get a detailed knowledge about the project.
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Data Collection
Both primary as well as the secondary data have their own importance, and I have collected data from primary as well as secondary sources, but how ever in my project work I have focused more on primary data. As stated, the primary data as collected with the help of questionnaire comprising of 30 questions. All the employees that constituted sample were approached individually. Secondary data was collected from Reliance Communications India by: Web site Library books. Annual reports
Sampling
Sample sizes of 50 employees working in Reliance Communications India were taken into consideration.
Sampling Technique
The target group comprised the employees of Reliance Communications, the sample was distributed in equal ratio both male and female officer. The respondents were selected randomly from each all the department in Reliance Communications.
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DATA ANYLYSIS
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Q1) Reliance Communications is a good company to work in?
16 14 12 10 8 6 4 2 0
Strongly Agree Agree Disagree
14 14
10 9
Male Female
1 1
0 0
strongly Disagree
Others
Response:Agreed Working Women-95% Agreed working men-90% Aggregate Agreed Percentage-92.5%
Analysis:Almost all employees agree that Reliance Communications India is a good company to work with. The employees disagreeing with the statement are negligible.
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Q2) The salary provided to me is competitive with those of other companies
16 14 12 10 8 6 4 2 0
14 12 10 11
Male Female
2 0 0
stron gly Disag ree
0 0
Others
Response:Agreed Working Women-95% Agreed Working Men-95% Aggregate Agreed Percentage-95%
Analysis:95% employees have agreed that the salary provided to them is comparable with those of similarly placed industries.
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Q3) Monetary benefits such as bonus, allowances etc are provided to me according to the industries practice.
14 12 10 8 6 4 2 0
12 12
13 11
Male Female 2 0 0
strongly Disagree
1
Strongly Agree Agree
Disagree
Others
Response:Agreed working Women-100% Agreed Working Men-81% Aggregate Agreed Percentage-90.5%
Analysis:100% females employees feel that the monetary benefits like bonus, allowances provided by the company are in accordance into industries practice whereas only 81% male employees have agreed with female employees.
Q4) Proper opportunities for my personal growth are present in

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the company.
14 12 10 8 6 4 2 0
12
13 11 11
Male Female
1
Strongly Agree Agree
0 0
strongly Disagree
1 1
Others
Disagree
Response:Agreed Working Women-90% Agreed Working Men-83% Aggregate Agreed Percentage-86.5%
Analysis:Majority of employees believe that there are growth Opportunities available in the company.
Q5 ) The job assigned to me is according to my qualification and

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Caliber.
12 10 8 6 4 2 0 10
11 10 9
Male Female
2 1 0
2 2
Strongly Agree
Agree
Disagree
strongly Disagree
Oth ers
Analysis:It appears that of women employees feel that they are assigned the jobs in accordance to their qualification and caliber whereas 80% men agree that their jobs have been assigned in accordance to their qualification and caliber.
Q6)
My job makes the best use of my abilities.

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14 12 10 8 6 4 2 0 0
12 10 11 8
Male Female
4 4 1
0 0
Others
strongly Disagree
Response:Agreed Working Women-80% Agreed Working Men-84% Aggregate Agreed Percentage-82% Analysis:Comparatively, less percentage of respondents feel that their abilities are not properly utilized/ cashed by the company for performing jobs.
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Q7) My carrier growth in the company is commensurate with my skill.
14 12 10 8 6 4 2 0
Strongly Agree
10
11
11
12
Male Female
3 1 1
Agree Disagree
0 0
strongly Disagree
1
Others
Analysis:92% women feel that their growth in the organization is in accordance with the skills they possess whereas 86% men are agreed with the statement. This would perhaps revel that man are more ambitious and women are less ambitious.
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Q8) Adequate job security is provided to me by the company.
16 14 12 10 8 6 4 2 0 13
14 12 11
Male Female
0 0
0 0
strongly Disagree
0 0
Others
Analysis:Each agreed employee feels secure on the job in Reliance Communications.
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Q9) I involve myself in my work.
18 16 14 12 10 8 6 4 2 0
16 13 12 9
Male Female
0 0
0 0
strongly Disagree
0 0
Others
Analysis:All male and female employees respond that they involve themselves in their work i.e. they are sincere towards their work.
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Q10) Adequate responsibilities are provided for my personal and Organizational growth.
16 14 12 10 8 6 4 2 0
Strongly Agree
14 12 10 6 Male Female 2 0 0
Agree Disagree strongly Disagree
5 1
Others
Analysis:88% of the working women employees and 80% of men have agreed with the statement that the responsibilities provided to them for their personal and organizational growth are adequate.
Q11) My work load is challenging but not burdensome.

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14 12 10 8 6 4 2 0
Strongly Agree
12 10 8
11
Male Female
Agree
Disagree
strongly Disagree
Others
Response:Agreed Working Women:-86% Agreed Working Men-80% Aggregate Agreed Percentage-83%
Analysis:86% of female employees and 80% of male employees of Reliance Communications are enjoying their job as a challenge, and does not feel that their work is burden on Them. This reveals that officers by and large are ready to Perform challenging jobs.
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Q12) My working conditions are congenial to perform the task assigned to me.
14 12 10 8 6 4 2 0
Strongly Agree
11
12
13 10
Male Female
3 1
Agree Disagree
0 0
strongly Disagree
0 0
Others
Response:Agreed working women-88% Agreed Working Men-96% Aggregate Agreed Percentage-92%
Analysis:92% of respondents feels that Reliance Communications provides favorable working conditions to perform different task. This is the reason behind high level of performance.
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Q13) The people I am working with are highly motivating and hard working.
14 12 10 8 6 4 2 0
10
11
12 9
Male Female
3 0 0
strongly Disagree
Others
Analysis:Encouragement with motivation and hard working in Reliance Communications is supported by 84% of male and female employees. This reveals that the organizational climate in Reliance Communications is motivating for the employee
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Q14 ) My colleagues are cordial to me.
14 12 10 8 6 4 2 0 12
13 11 10
Male Female
4 1 0 0
Strongly Agree Agree Disagree strongly Disagree
1 0
Others
Analysis:Majority of employees agree that their colleagues are cordial to them. This reveals that by and large there is no Conflict amongst employees and good spirit is existing among employees irrespective of gender.
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Q15) I feel to tell my boss what I think.
16 14 12 10 8 6 4 2 0
Strongly Agree
15 12
11
Male
5 2 3 1 0 0
strongly Disagree
Female
1
Others
Agree
Disagree
Analysis:A very good percentage of respondents say that there is openness in Reliance Communications as they are free to discuss their problems and suggestions with their boss. It reveals ideas. that there is open door policy in Reliance Communications and freedom to express their
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Q16) The response from my boss creates confidence in my work.
14 12 10 8 6 4 2 0
Strongly Agree
13 10 11
12
Male Female
1
Agree
2 0 0
strongly Disagree
Disagree
Others
Analysis:A good percentage of employees feel that their boss is having encouraging motivating personality whose response builds confidence in their work.
109
Q17) I get all information about the organizational developments Regularly through organizational channels.
14 12 10 8 6 4 2 0
Strongly Agree
12 10 8 5 6
Male
5 3 0 0 2
Female
Agree
Disagree
strongly Disagree
Others
Analysis:Only 68% respondents are agreed with the fact that Reliance Communications has a proper organizational Channel for gathering information which is helpful in the Development of the Organization but 32% respondents
110
are against the Statement. This would of concern in Reliance Communications. Q18) I feel my performance assessment is done fairly.
reveal that
dissemination of information from top to bottom is an area
14 12 10 8 6 4 2 0
Strongly Agree Agree Disagree strongly Disagree Others
12
11
7 4 2 4 2 1
Male Female
Analysis:Most of the female employees think that their performance is judged and assessed fairly without any partiality but only 64% of male employees are favoring this and 20% are
111
not supporting it where as 16% of male are nil i.e. not responded.
Q19) My independence in taking decisions is not restricted.
12 10 8 6 4 2 0
Strongly Agree Agree Disagree strongly Disagree Others
10 8 7 5 2 3 6 4 2 3
Male Female
Analysis:About 54% of the employees feel that Reliance Communications is providing them full independence of decision making but about 34% of the employees think that
112
they cannot take their own decision on their own due to certain restrictions and 12% of the employees did not respond.
FINDINGS & SUGGESTIONS
113
Findings & Suggestions

More number of women are satisfied with the benefits and incentives provided to them in comparison with men. Men and women equally agree that the salary provided to them is comparable to their industry. Majority of men and women agree that proper oppurtunities are available in the industry. Majority of women feel that they have contributed in accomplishing in companys goal as compared to men. Most of men feel that their team members contribute equally for each others goal. Women feel that their performance assesments is done fairly wheareas considerable number of men feel the same.
Around 70% officers feel that they are provided full independence in taking decisions.
Almost all empolyees agree that they have maintaineda good teem spirit amongst them.
3/4 of the employees are ready to perform the challenging job.
All the employees working in NHPC feel full job security.

114
More percentage of men employees feel that the job assigned to them is according to their qualification and caliber than women employees.
LIMITATIONS
115
Limitations
The sample was 50 which is small because the aim of the study was to look into difference in the responses of male and female employees. However, the number of working female employees were less as compared to the male employees in the organisation and the data was collected in equal ratio from both males as well as females.
As the questionnaire was distributed amongst various employees of Samung, few of the employees hasitant in answering the questionnaire.
Some of the employees were given enough time to answer to questionnaire but still they were not able to do the required.
Some employees did not respond few questions because they were not sure about the answer as the questionnaire was in the objective form.
A very busy as well as hectic scedule was prevalent which was an obstruction.
116
CONCLUSION
117
Conclusion
In the process of interaction with employees chosen for the study, I have observed few shortcomings/grievances expressed by them. Considering the above and from the analysis of the study I would like to explain the following recommandations:
It is also observed that the employees relate PMS basically with the incentives and then promotions as well as trainings. Thus it is important that after the appraisal low performers should also be asked for the kind of training they require and then provide them with it, as training plays an essential role in improving performance. The job should make the best use of employee abilities. The organisation should introduce the Programes likie carrier counselling & skill assesment to identify developments oppurtunities. An indivisuals performance should be immediately and rewarded accordingly by his superior. The employee should get freedom to take decisions regarding the work for which they are held accountable. The emplopyees should be provided challenging jobs to get motivated. The company should give emphasis on conveying regular information to the employees through organizational channels.
118
Mostly employees also understand that appraisal basically results in improved efficiency as they are then aware of their strong and weak areas which also results in their career development. It is found that the satisfaction level of employees regarding their incentives as well as the fairness in PMS of their organization is really high and thus, very positive for the organization as their employees are well content with it.
119
BIBLIOGRAPHY
120
Bibliography
Personnel Management
Principles and Practices of
Memoria C.B. Prasad L.M.
Management
Management Ideas in
Batra Pramod Mahendru Deepak Weightman Jane
Action Managing Human Resource
Journal

Futures Magazine An Interactive Journal Journal of Marketing Channels Journal of HR Practices Journal of Promotional Management
Books
S.H.R POLIES : Getting It Right
Newspapers
121
The Economic Times The Times of India The Hindustan Times
Magazines
India Today Business Today Time Business World
Websites Referred
www.direm.com www.hrnews.com www.destinationhr.com www.hrtoday.com www.afaqs.com www.hruk.co.uk/services-gateway.htm www.hrreview.com www.exchange4media.com www.indiantelevision.com
www.reliancecommunications.com
www.rcom.co.in
122

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CONTENT

10. Introduction & profiles

13. 14. 15.

Performance Management and Appraisal System

Job Satisfactions Influence on performance. a)

Research Methodology Research Design Data Collection Sampling Technique

Data Analysis Finding & Suggestions Limitations Conclusions Bibliography

23. 24. 25. 26.

The quest for Perfection

INTRODUCTION & PROFILES

Telecom Sector An Overview

Reliance Communications Profile

Anil Dhirubhai Ambani

Board of Governors Indian Institute of Technology, Kanpur

them customer centric, efficient and effective.

and leads industry in Intention to Purchase and Loyalty.

and propagates RCOM Values by personal example.

A Dream Come True

communicates and networks, truly bringing about a new way of life.

Village Public Telephone

Rural Community Phone (RCP)

HR PRACTICES IN RELIANCE COMMUNICATIONS

Workers Participation in Decision Making and Planning in Reliance Communications

TIER 1 UNIT COUNCIL

SCOPE AND FUNCTIONS

TIER 2 - JOINT COUNCIL

SCOPE AND FUNCTIONS

Categories of HR Department in Reliance Communications

Acquisition - It comprises of RECRUITMENT AND

3) Talent Management- It comprises of managing the employees of the

Rationale Behind The Study

Performance Management & Appraisals System In Reliance Communications

Introduction Of Performance Appraisal

Importance And Purposes

Performance Planning Process

Each KRA would have a specific target. The target

responsibilities in the performance planning phase.

Roles and Responsibilities in the Performance Appraisal

Performance Management System At Reliance Communications

Reliance Performance Management System

Performance Management System

Development Strategies -Training -Coaching -Mentoring -Job Rotation/ Enrichment/ Enlargement

Recognition & Reward Resources - Individual Recognition - Inputs to earnings

Management Planning - Inputs to Succession Plans - Company Resourcing Plan

Career & Selection planning - Mapping towards competencies required

Phase 1:- Performance Planning & Target Setting

Phase 2:- Interim Review of performance

PHASE-1 Performance Planning

Balanced Scorecard Flowchart

PHASE-2 Interim Review

INTERIM REVIEW PROCESS -

PHASE-3 Year End Performance

Year End Performance Appraisal Process

PERFORMANCE RATINGS SYSTEM

Study of appraisal system

Findings are as follows

2) Rating of formal discussion of performance with line manager

15% Quarterly Half yearly Only at time of appraisal Never 48%

Strongly agree Agree Disagree Strongly disagree

The KRAs set for you are realistic?

Are the KRAS Quantified for each level of employees?

14% 27% 23% 36%

6 (a) Rating of Training opportunity as benefit of PMS