A STUDY ON COMPETENCY MAPPING AND ITS IMPACT ON HR

PROCESS EFFICIENCY AT ITC LTD., CHENNAI

Submitted in the partial fulfillment of the requirementsfor

the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

By

SAKTHESWARAN J

215012101219

under the guidance of

Ms.P.BHAVANI

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute(Deemed to
be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)

University with Special Autonomy Status

May 2023
i
 DECLARATION

I SAKTHESWARAN J hereby declare that the Project Report entitled THE STUDY ON

COMPETENCY MAPPING AND ITS IMPACT ON HR PROCESS EFFECTIVELY

AT ITC LTD.(CHENNAI) is done by me under the guidance of Ms. P.BHAVANI is

submitted in partial fulfillment of the requirements for the award of the degree in MASTER

OF BUSINESS ADMINISTRATION.

DATE:

PLACE: SIGNATURE OF THE CANDIDATE

ii
 FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Mr.SAKTHESWARAN J who
carried out the project entitled THE STUDY ON COMPETENCY MAPPING AND ITS
IMPACT ON HR PROCESS EFFECTIVELY AT ITC LTD.(CHENNAI) under our
supervision from Ms. P.BHAVANI

InternalGuide Head of the Department

Submitted for Viva Voce Examination heldon

iii
 ACKNOWLEDGEMENT

To acknowledge here, all those who have been a helping hand in completing this project, shall
be an endeavor in itself

I extremely thankful to our Chancellor Thiru A.C.SHANMUGAM,B.A., B.L., our President

Er. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary Thiru A.
RAVIKUMAR and our Vice Chancellor DR.S.GEETHALAKSHMI,I would like to take the
opportunity to express my profound gratitude to Dr. G BRINDHA, Professor & head, and my project
guide, Faculty of Management Studies, for her kind permission to undergo project work successfully.

I thank Ms. P. BHAVANI guiding me to execute my final year project. I also thank all faculties and
batch mates in Faculty of Management Studies, for their support and guidance throughout the course
of final year project.

I thank Mr. A. KALAIMANI of ITC LTD. (CHENNAI) for guiding and supporting throughout my
project

I owe my wholehearted thanks and appreciation to entire staff of the company for their cooperation
and assistance during the project.

SAKTHESWARAN J

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 ABSTRACT

This study focuses on employee performance appraisal system and its impact on individual
employee performance done using content analysis. This study was conducted at ITC ltd.,
Chennai, and it focuses on permanent workers of the organizations. For the purpose of the
study twenty review of literatures was collected. Data collection was done through primary
and secondary source. Primary data was collected by using employee self appraisal forms.
362 samples were taken from the population of 396. We adopt simple random sampling to
select sample size from the overall population. The collected data was analyzed and
interpreted using percentage analysis and other statistical tools like chi square and correlation
analysis. From the findings of the study suggestions were made to improve HR process at
ITC ltd, Chennai.

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CHAPTER
TITLE PAGE NO.
NO.

I INTRODUCTION

1.1 Performance Appraisal 1

1.2 Competency Mapping 2
1.3 Company Profile 4
1.4 Need for the study 22
1.5 Scope of the study 22
1.6 Objectives of the study 23
II REVIEW OF LITERATURE

2.1 Review of literature 23

III RESEARCH METHODOLOGY

3.1 Research methodology 30

3.2 Research design 30
3.3 Sampling Design 30
3.4 Source of data collection 31
3.5 Analysis of data 31
3.6 Limitations of the Study 33
3.7 Research framework 34
IV DATA ANALYSIS AND INTERPRETATION

4.1 Percentage analysis 35

V FINDINGS,RECOMMENDATIONS AND CONCLUSION

5.1 Findings of the study 52

5.2 Suggestions 58
5.3 Conclusion 59
Appendices

References 60
Questionnaire 63
 LIST OF TABLES

TABLE NO. NAME OF THE TABLE PAGE NO.

4.1.1 Department wise employee count 35

4.1.2 Training attended by employees 37
4.1.3 Training needed by employees 40
4.1.4 Achievement made by employees 43
4.1.5 Job satisfaction 45
4.1.6 Department wise training attended employees 46
4.1.7 Department wise training needed employees 48
4.1.8 Department wise achieved employees 50
 LIST OF FIGURES

FIGURE
NO. NAME OF FIGURE PAGE NO.
4.1.1 Department wise employee count 36

4.1.2 Training program attended by employees 39

4.1.3 Training needed by employees 42

4.1.4 Achievement made by employees 44

4.1.5 Job satisfaction 45

4.1.6 Department wise training attended employees 47

4.1.7 Department wise training needed employees 49

4.1.8 Department wise achieved employees 51

 CHAPTER – I

INTRODUCTION

PERFORMANCE APPRAISAL

A performance appraisal is a regular review of an employee's job performance and

contribution to a company. Companies use performance appraisals to determine which
employees have contributed the most to the company's growth, review progress, and reward
high-achieving workers. There are many methods to do performance appraisal. In this study
we use self appraisal form to collect data about employee performance. Here are some other
important methods of performance appraisal.

Confidential report

In this method, the data about employees collected by the supervisor or manager of the
organization and made confidentially didn’t reveal any information to the employee.

Essay appraisal method

In this method, the employee’s data will be arranged in the form of paragraph. This
paragraph indicates the all information about employee performance.

Group appraisal method

In this method employee performance detail appraised by 2 or more of people who is

appointed by the organization.

Checklist

In this method, the roles and responsibilities are listed in a form which is needed to perform
that particular job. The supervisor went to the workplace and check whether the listed points
are followed by the employee or not.

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 Graphic ranking scale

In this method, employee performance is measured by a scale between very poor to very
good. Each component is checked in this way, and mention the employee is which position
for every component. For example, there is discipline, how the employee maintains
discipline in the workplace whether he comes to the office at the correct time, etc., if he
maintains proper discipline he may be placed in a good or very good position at this scale.

Ranking method

In this method, the employee performance is measures includes the overall performance of
the employee and put rank based on who scores most in all aspects. He will get priority
while assigning promotions or any other benefits to an employee.

360 degree feedback appraisals

In this method performance of the employee will be collected from his peers, superiors,
subordinates and himself.

Self performance appraisal

A self-performance appraisal is a process of collecting employee details from employees via

self-appraisal form. It should indicate the employee's strengths and weaknesses, Roles and
responsibilities of the employee, satisfaction with current work performed by an employee,
any achievement made by an employee, the role of the supervisor to achieve company goals,
and any professional development activity or training and development needed by the
employee for improving his/her work efficiency. These forms are filled by the employee and
appraised by an appraiser of the company.

COMPETENCY MAPPING

It is a process an individual uses to identify and describe competencies that are most critical
to success in a work situation. Competency refers your ability to do something efficiently or
successfully. Competency mapping may be defined as it is the process of identifying the
specific skills, abilities, knowledge, and behaviors required to operate effectively in a specific
job or organization. It is also referred as competency profiles or skills profiles. Here are
some methods for to do competency mapping.

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Assessment centre

Collect information via open ended questionnaire. It is a procedure that includes a variety of
techniques to assess employees for manpower purpose and decisions

Critical incident techniques

It is a set of action for systematically identifying behaviors that can contribute to success or
failure of individual or organization in specific situation. Instantly recording the incidents. At
the end of year prepare balance sheet of employee using collected data and measure how well
employee is performed.

Interview

Interaction between interviewer and employee

360 degree feedback

Collect information feedback from his peers, subordinates, supervisor, manager as well as
self-assessment of individual.

Questionnaire

Questionnaires are written lists of questions that users fill out questionnaire and return. You
begin by formulating questions about your product based on the type of information you want
to know. The questionnaire sources below provide more information on designing effective
questions. This technique can be used at any stage of development, depending on the
questions that are asked in the questionnaire.

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COMPANY PROFILE

VISION

Sustain ITC's position as one of India's most valuable corporations through world class
performance, creating growing value for the Indian economy and the Company's
stakeholders

MISSION

To enhance the wealth generating capability of the enterprise in a globalising environment,

delivering superior and sustainable stakeholder value

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OUR PROFILE

ITC is one of India's foremost private sector companies and a diversified conglomerate with
businesses spanning Fast Moving Consumer Goods, Hotels, Paperboards and Packaging,
Agri Business and Information Technology. The Company is acknowledged as one of India's
most valuable business corporations with a Gross sales value of ₹ 90,104 crores and Net
Profit of ₹ 15,058 crores (as on 31.03.2022). ITC was ranked as India's most admired
company, according to a survey conducted by Fortune India, in association with Hay Group.

Multiple Drivers of Growth

ITC is the country's leading FMCG marketer, the clear market leader in the Indian
Paperboard and Packaging industry, a globally acknowledged pioneer in farmer
empowerment through its wide-reaching Agri Business, a pre-eminent hotel chain in India
that is a trailblazer in 'Responsible Luxury'. ITC's wholly-owned subsidiary, ITC Infotech, is
a specialized global digital solutions provider.
Over the last decade, ITC's new Consumer Goods Businesses have established a vibrant
portfolio of 25 world- class Indian brands that create and retain value in India. ITC's world
class FMCG brands including Aashirvaad, Sunfeast, Yippee!, Bingo!, B Natural, ITC Master
Chef, Fabelle, Sunbean, Fiama, Engage, Vivel, Savlon, Classmate, Paperkraft, Mangaldeep,
Aim and others have garnered encouraging consumer franchise within a short span of time.
While several of these brands are market leaders in their segments, others are making
appreciable progress.

Leveraging Institutional Strengths

The competitiveness of ITC's diverse businesses rest on the strong foundations of

institutional strengths derived from its deep consumer insights, cutting-edge Research &
Development, differentiated product development capacity, brand-building capability, world-
class manufacturing infrastructure, extensive rural linkages, efficient trade marketing and
distribution network and dedicated human resources. ITC's ability to leverage internal

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synergies residing across its diverse businesses lends a unique source of competitive
advantage to its products and services.

'Nation First: Sab Saath Badhein'

ITC's 'Nation First: Sab Saath Badhein' philosophy underlines its core belief in building a
globally competitive and profitable Indian enterprise that makes an exemplary contribution to
creating larger societal value. As a company deeply rooted in Indian soil, ITC is inspired by
the opportunity to serve larger national priorities. A global exemplar in Sustainability, ITC is
the only enterprise in the world of comparable dimensions to be carbon-positive, water-
positive and solid waste recycling positive for over a decade now. ITC has created over 6
million sustainable livelihoods. Nearly 41% of the total energy consumed in ITC is from
renewable sources. ITC's premium luxury hotels have the unique distinction of being LEED
Platinum certified.
ITC's Well-being Out of Waste programme (WOW) that comprehensively addresses the
problem of solid waste management, of which plastic waste is a significant component,
provides an end-to-end sustainable and scalable solution that has reached out to over 1.5
crores citizens in the country.
Together with farmers and local communities, ITC has implemented largescale interventions
in climate-smart and sustainable agriculture that make a meaningful contribution to the
Hon'ble Prime Minister's vision of doubling farmer incomes. Towards this, ITC has launched
an integrated programme titled 'Baareh Mahine Hariyali' (maximising farm utilisation over 12
months of the year) to give a new dimension to the complex task of multiplying farmer
incomes. ITC is collaborating with NITI Aayog to progressively build capacity of 2 million
farmers in 27 Aspirational Districts to help enhance rural incomes.
ITC is investing in India's future by building world-class consumer goods factories and iconic
hospitality assets that will contribute to the country's competitive capacity. These investment
projects underpin the Company's support to the Government's "Make in India" vision.

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 90,104 crores Gross Sales Value (figures as on 31.03.2022)

15,058 crores Net Profit (figures as on 31.03 .2022)

13 Businesses of Tomorrow

4 Million Farmers Benefitted by e-

Choupal 6 Million Sustainable

Livelihoods

200+ Manufacturing

100+ Hotels across 70 locations

25 FMCG Mother Brands

36,500 ITC Group Direct Employees

16 years Carbon Positive

19 years Water Positive

14 years Solid Waste Recycling Positive

41% of Total Energy is Renewable

33 Platinum Rated Green Buildings

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 HISTORY AND EVOLUTION

Established in 1910, ITC Limited is a diversified conglomerate with businesses spanning Fast
Moving Consumer Goods comprising Foods, Personal Care, Cigarettes and Cigars, Branded
Apparel, Education & Stationery Products, Incense Sticks and Safety Matches; Hotels,
Paperboards and Packaging, Agri Business and Information Technology. The Company was
incorporated on August 24, 1910 under the name Imperial Tobacco Company of India
Limited. As the Company's ownership progressively Indianised, the name of the Company
was changed to India Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974.
In recognition of the ITC's multi-business portfolio encompassing a wide range of businesses,
the full stops in the Company's name were removed effective September 18, 2001. The
Company now stands rechristened 'ITC Limited,' where 'ITC' is today no longer an acronym
or an initialised form.

A Modest Beginning

The Company's beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was
the centre of the Company's existence. The Company celebrated its 16th birthday on August
24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L.
Nehru Road) Kolkata, for the sum of Rs 3,10,000. This decision of the Company was historic
in more ways than one. It was to mark the beginning of a long and eventful journey into
India's future. The Company's headquarter building, 'Virginia House', which came up on that
plot of land two years later, would go on to become one of Kolkata's most venerated
landmarks.

1925: Packaging and Printing: Backward Integration

Though the first six decades of the Company's existence were primarily devoted to the
growth and consolidation of the Cigarettes and Leaf Tobacco businesses, ITC's Packaging &
Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes
business. It is today India's most sophisticated packaging house.

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1975: Entry into the Hospitality Sector - A 'Welcom' Move
The Seventies witnessed the beginnings of a corporate transformation that would usher in
momentous changes in the life of the Company. In 1975, the Company launched its Hotels
business with the acquisition of a hotel in Chennai which was rechristened 'ITC-
Welcomgroup Hotel Chola' (now renamed Welcomhotel by ITC Hotels, Cathedral Road,
Chennai). The objective of ITC's entry into the hotels business was rooted in the concept of
creating value for the nation. ITC chose the Hotels business for its potential to earn high
levels of foreign exchange, create tourism infrastructure and generate large scale direct and
indirect employment. Since then ITC's Hotels business has grown to occupy a position of
leadership, with over 100 owned and managed properties spread across India under four
brands namely, ITC Hotels, Welcomhotel, Fortune Hotels and WelcomHeritage. ITC Hotels
recently took its first step toward international expansion with an upcoming super premium
luxury hotel in Colombo, Sri Lanka.

1979: Paperboards & Specialty Papers - Development of a Backward Area

In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards
Limited. Bhadrachalam Paperboards amalgamated with the Company effective March 13,
2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In
November 2002, this division merged with the Company's Tribeni Tissues Division to form
the Paperboards & Specialty Papers Division. ITC's paperboards' technology, productivity,
quality and manufacturing processes are comparable to the best in the world. It has also made
an immense contribution to the development of Sarapaka, an economically backward area in
the state of Andhra Pradesh. It is directly involved in education, environmental protection and
community development. In 2004, ITC acquired the paperboard manufacturing facility of
BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit
allows ITC to improve customer service with reduced lead time and a wider product range.

1985: Nepal Subsidiary - First Steps beyond National Borders

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture.
In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name was
changed to Surya Nepal Private Limited (Surya Nepal). In 2004, the company diversified into
manufacturing and exports of garments.

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1990: Paperboards & Specialty Papers - Consolidation and Expansion
In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company
and a major supplier of tissue paper to the cigarette industry. The merged entity was named
the Tribeni Tissues Division (TTD). To harness strategic and operational synergies, TTD was
merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty
Papers Division in November 2002.

1990: Agri Business - Strengthening Farmer Linkages

Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business
Division for export of agri-commodities. The Division is today one of India's largest
exporters. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000
with soya farmers in Madhya Pradesh. Now it extends to 10 states covering over 4 million
farmers. Also, through the 'Choupal Pradarshan Khet' initiative, the agri services vertical has
been focusing on improving productivity of crops while deepening the relationship with the
farming community.

2002: Education & Stationery Products - Offering the Greenest products

ITC launched line of premium range of notebooks under brand Paperkraft in 2002. To
augment its offering and to reach a wider student population, the Classmate range of
notebooks was launched in 2003. Classmate over the years has grown to become India's
largest notebook brand and has also increased its portfolio to occupy a greater share of the
school bag. Years 2007- 2009 saw the launch of Practical Books, Drawing Books, Geometry
Boxes, Pens and Pencils under the 'Classmate' brand. 'Paperkraft' offers a diverse portfolio in
the premium executive stationery and office consumables segment.

2000: Lifestyle Retailing - Premium Offerings

ITC also entered the Lifestyle Retailing business with the Wills Sport range of international
quality relaxed wear for men and women in 2000. In 2006, Wills Lifestyle became title
partner of the country's most premier fashion event - Wills Lifestyle India Fashion Week -
that has gained recognition from buyers and retailers as the single largest B-2-B platform for
the Fashion Design industry. To mark the occasion, ITC launched a special 'Wills Signature',
taking the event forward to consumers.

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2000: Information Technology - Business Friendly Solutions
In 2000, ITC spun off its information technology business into a wholly owned
subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging opportunities
in this area. Today ITC Infotech is one of India's fastest growing global IT and IT-enabled
services companies and has established itself as a key player in offshore outsourcing,
providing outsourced IT solutions and services to leading global customers across key focus
verticals - Banking Financial Services & Insurance (BFSI), Consumer Packaged Goods
(CPG), Retail, Manufacturing, Engineering Services, Media & Entertainment, Travel,
Hospitality, Life Sciences and Transportation & Logistics.

2001: Branded Packaged Foods - Delighting Millions of Households

ITC's foray into the Foods business is an outstanding example of successfully blending
multiple internal competencies to create a new driver of business growth. It began in August
2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In 2002,
ITC entered the confectionery and staples segments with the launch of the brands mint-
o and Candyman confectionery and Aashirvaad Atta (wheat flour). 2003 witnessed the
introduction of Sunfeast as the Company entered the biscuits segment. ITC entered the fast
growing branded snacks category with Bingo! in 2007. In 2010, ITC launched Sunfeast
Yippee! to enter the Indian instant noodles market. In September 2014, ITC
launched GumOn Chewing Gum marking the entry into the category of gums. The Company
entered the Fruit-based juices and beverages market with the launch of B Natural Fruit
beverages in January 2015. ITC's forayed into the dairy segment with the launch of
Aashirvaad Svasti Ghee in November 2015. Launched in April 2016, Fabelle chocolates are
ITC's premier offering in the luxury chocolate space. ITC forayed into the branded coffee
category in July 2016 with the launch of Sunbean Gourmet Coffee. In February 2017, ITC
launched ITC MasterChef super safe spices - the first-of-its-kind spices launched in India,
offering export quality super safe spices to the Indian homemaker. ITC MasterChef
Prawns were launched in June 2017 as the Company entered the Frozen foods segment. ITC's
first foray into fresh fruits and vegetables segment was marked with the launch
of Farmland Potatoes in November 2017. In 2018, ITC forayed into the packaged milk
segment with the launch of Aashirvaad Svasti pouch milk and into dairy-based beverages
with the Sunfeast Wonderz range of milkshakes. The ITC Master Chef Frozen Snacks range
was also introduced the same year, marking the Company's first venture into the frozen

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snacks segment. In July 2020, ITC acquired spices maker Sunrise Foods, looking to augment
its product portfolio.
In just over a decade and a half, the Foods business has grown to a significant size under
numerous distinctive brands, with an enviable distribution reach, a rapidly growing market
share and a solid market standing.

2002: Agarbattis & Safety Matches - Supporting the Small and Cottage Sector
In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire
value chain found yet another expression in the Safety Matches initiative. ITC now markets
popular safety matches brands like iKno, Mangaldeep and Aim. ITC's foray into the
marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership
with the cottage sector. Mangaldeep is a highly established national brand and is available
across a range of fragrances like Rose, Jasmine, Bouquet, Sandalwood and 'Fragrance of
Temple'.

2005: Personal Care Products - Expert Solutions for Discerning Consumers

ITC entered the Personal Care Business in 2005 and the portfolio has grown under 'Essenza
Di Wills', 'Fiama', 'Vivel' 'Superia' brands which have received encouraging consumer
response and have been progressively extended nationally. In May 2013, the business
expanded its product portfolio with the launch of Engage deodorants. ITC marked its foray
into the health space with the acquisition of the brand Savlon and Shower to Shower in 2015.
In 2017, the business acquired the brand Charmis to enhance its skincare portfolio. In 2018,
ITC acquired the brand Nimyle to enter the floor cleaner space. In 2018, the business also
launched the Dermafique brand, foraying into the premium skincare product territory. In
2020, the Personal Care Product Business launched multiple personal and home hygiene
products and entered the fruit and vegetable wash category with the launch of
brand Nimwash. In 2021, dishwash gel Nimeasy was launched.

2010: Expanding the Tobacco Portfolio

In 2010, ITC launched its handrolled cigar, Armenteros, in the Indian market. Armenteros
cigars are available exclusively at tobacco selling outlets in select hotels, fine dining
restaurants and exclusive clubs.

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CORE VALUES

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

organisation which creates value for all its stakeholders

Trusteeship

As professional managers, we are conscious that ITC has been given to us in "trust" by all our
stakeholders. We will actualize stakeholder value and interest on a long term sustainable
basis.

Customer focus

We are always customer focused and will deliver what the customer needs in terms of value,
quality and satisfaction.

Respect for people

We are result oriented, setting high performance standards for ourselves as individuals and
teams. We will simultaneously respect and value people and uphold humanness and human
dignity. We acknowledge that every individual brings different perspectives and capabilities
to the team and that a strong team is founded on a variety of perspectives. We want
individuals to dream, value differences, create and experiment in pursuit of opportunities and
achieve leadership through teamwork.

Excellence

We do what is right, do it well and win. We will strive for excellence in whatever we do.

Innovation

We will constantly pursue newer and better processes, products, services and management
practices.

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Nation orientation

We are aware of our responsibility to generate economic value for the Nation. In pursuit of
our goals, we will make no compromise in complying with applicable laws and regulations at
all levels.

THE ITC LEADERSHIP

The Company's Corporate Governance processes are designed to support effective

management of multiple businesses while retaining focus on each one of them. The practice
of Corporate Governance at ITC takes place at three interlinked levels.

Strategic Supervision by Board of Directors

Strategic Management by the Corporate Management Committee (CMC)

Executive Management by the Divisional / Strategic Business Unit (SBU) Chief

Executive assisted by the respective Divisional/ SBU Management Committee

BOARD COMMITTEE

AUDIT COMMITTEE

CSR AND SUSTAINABILITY COMMITTEE

14
 NOMINATION COMPENSATION COMMITTEE

SECURITYHOLDERS RELTIONSHIP
COMMITTEE INDEPENDENT DIRECTORS
COMMITTEE

CORPORATE MANAGEMENT COMMITTEE

DIVISIONAL/SBU MANAGEMENT COMMITTEES

Divisional/ Strategic Business Unit (SBU) Management Committees, each headed by a

divisional/ SBU Chief Executive
Business includes: FMCG, Hotels, Paperboards, Specialty Papers & Packaging, Agri

Business and Information Technology

CORPORATE FUNCTIONS

Corporate Functions, each headed by a HOD Corporate Functions include: Planning And
Treasury, Accounting, Taxation, Risk Management, Legal, Secretarial, EHS, Human
Resources, Corporate Communications, Corporate Affairs, Internal Audit and Research &
Development

Flowing from the concept and principles of Corporate Governance adopted by the Company,
leadership within ITC is exercised at three levels. The Board of Directors at the apex, as
trustee of shareholders, carries the responsibility for strategic supervision of the Company.
The strategic management of the Company rests with the Corporate Management Committee
comprising the wholetime Directors and members drawn from senior management. The
executive management of each business division is vested with the Divisional Management
Committee (DMC), headed by the Chief Executive. Each DMC is responsible for and totally
focused on the management of its assigned business. This three-tiered interlinked leadership
process creates a wholesome balance between the need for focus and executive freedom, and
the need for supervision and control.

15
ITC Printing & Packaging Business

ITC’s Packaging & Printing Business is the largest value added converter of paperboard
packaging in South Asia. It converts over 70,000 tonnes of paper, paperboard and laminates
per annum into a variety of value-added packaging solutions for the food & beverage,
personal & home care products, cigarette, liquor, quick service restaurants and consumer
goods industries. The Business offers a bouquet of differentiated and innovative products to
meet various functional and aesthetic requirements in packaging enabling enhanced consumer
experience and accelerating the shift towards sustainable packaging.

The Business, which was set up in 1925 as a strategic backward integration for ITC’s
Cigarettes business, is today India’s most sophisticated packaging house. State-of-the-art
technology, in-house R&D and Innovation centers, world-class quality management systems
and a highly skilled and trained workforce have combined to position ITC as the first-choice
supplier for high value added and sustainable packaging.

The Business supplies innovative packaging to ITC’s various FMCG business. Its clientele
includes several well-known domestic and international companies such as Tata Consumer,
Hindustan Unilever, Nestle, GSK, Colgate, P&G, British American Tobacco, Japan Tobacco
International, Agio cigars, Surya Nepal, Pernod Ricard, Diageo, Foxconn, Flextronics,
Burger King, Royal Enfield, etc. With three existing packaging manufacturing units
at Tiruvottiyur near Chennai (in the South), Haridwar (in the North), and Munger in Bihar (in
the East), certified to ISO 9001, ISO 14001 & ISO 45001, the Business offers a
comprehensive range of products transforming Paperboard, Paper and Films into consumer
branded products making it truly a "One stop shop for Packaging". The Business is coming
up with a Greenfield factory in Nadiad, Gujarat to cater to the regional requirements of West
India.

Cartons packaging

ITC occupies a leadership position in catering to the packaging needs of FMCG, Tobacco,
Liquor, Consumer Electronics, QSR, Footwear, etc. ITC offers a range of value additions
such as UV offset printing, Foil Stamping, Embossing, Window patching, Micro Fluting,
Lined cartons, Rigid boxes, Shoulder Box, Trays, Clamshells, Tub and Lids, large format
Flexo printed corrugated packaging. The Business collaborates with multiple customers in

16
various segments to create innovative and sustainable solutions to enhance consumer
experience.

Flexible packaging

Flexible Packaging is an area of high growth, supported with investments in technology and
equipment from world class suppliers. ITC offers a completely integrated solution for
laminates from In-house Blown Film, Cast film, Extrusion Lamination, Hot Melt Coating,
Specialty pouching and bag making. This is backed by in house cylinder making and pre
press support.

Tobacco packaging

ITC offers a range of products including flip top boxes (Square, Round, Bevelled, Pillow
Pack, Hinge Lids etc), Outers, Soft Cup labels, Pack inserts, Printed cork tipping, printed
overwraps and inner frames. ITC Packaging makes value added shoulder boxes for cigars as
well.

Innovation & new product development

ITC offers a bouquet of differentiated and innovative products to meet various functional and
aesthetic requirements in packaging enabling enhanced consumer experience and accelerating
the shift towards sustainable packaging. The value propositions include several innovations
for a Plastic Free, Recyclable and Compostable solutions using our unique products such as
Oxyblock and Bioseal.
Our world-class Design Centre and in-house prepress is fully equipped with the latest
technology, contemporary plate making and cylinder making facilites for Offset & Gravure
and cutting-edge printing and packaging equipments. At our Design Centre, experienced
designers, reproduction experts and an accomplished product development team assist brand
teams with prototyping and packaging development for new brand launches. Through
rigorous colour management, we ensure colours are reproduced precisely in Offset, Gravure
and Flexo Processes. We also offer design consultancy and a wide range of anti-counterfeit
solutions, integrating overt & covert security elements into printed packaging for brand
protection.

17
 CORPORATE STRATEGIES

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

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

Benchmark the health of each business comprehensively across the criteria of market
standing, profitability and internal vitality.

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

Enhance the competitive power of the portfolio through synergies derived by blending the
diverse skills and a capability residing in ITC’s various businesses.

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

Continuously strengthen and refine Corporate Governance processes and systems to catalyse
the entrepreneurial energies of management by striking the golden balance between executive
freedom and the need for effective control and accountability.

CORPORATE GOVERNANCE

ITC defines Corporate Governance as a systemic process by which companies are directed
and controlled to enhance their wealth generating capacity. Since large corporations employ
vast quantum of societal resources, ITC believes that the governance process should ensure
that these companies are managed in a manner that meets stakeholders aspirations and
societal expectations.

Governance structure

Flowing from the philosophy and core principles of governance, Corporate Governance in
ITC shall take place at three interlinked levels, namely -

● Strategic supervision by the Board of Directors.

● Strategic management by the Corporate Management Committee.

18
● Executive management by the Chief Executives / Chief Operating Officers of Divisions,
SBUs, Business Verticals and Shared Services, assisted by their respective Management /
Executive Committees.

It is ITC's belief that the right balance between freedom of management and accountability to
shareholders can be achieved by segregating strategic supervision from strategic and
executive management. The Board of Directors (Board) as trustees of the shareholders will
exercise strategic supervision through strategic direction and control, and seek accountability
for effective strategic management from the Corporate Management Committee (CMC). The
CMC will have the freedom, within Board approved direction and framework, to focus its
attention and energies on the strategic management of the Company. The Chief Executives /
Chief Operating Officers of Divisions, SBUs, Business Verticals and Shared Services,
assisted by their respective Management / Executive Committees will have the freedom to
focus on the executive management of their respective business/ shared services.

ITC BUSINESSES

⮚ Fast Moving Consumer Goods (FMCG)

● Cigarettes & Cigars
● Foods
● Personal care
● Education and stationary
● Safety matches
● Agarbattis & Dhoop

⮚ Hotels
● Paperboards & Specialty papers

⮚ Packaging

⮚ Agri Business
● Agri commodities & Rural services
● Agri business-ILTD

19
 ● e-choupal
● ITC analytical services

⮚ Information Technology

⮚ ITC Brandworld

Group Companies

⮚ Major subsidiaries
● ITC Infotech
● Surya Nepal private limited
● Landbase India limited
● Russell credit limited
● Srinivasa resorts limited
● Fortune park hotels limited
● Welcom hotels lanka (private) limited, Srilanka
● Technico pty limited

⮚ Operational joint ventures

● Maharaja heritage resorts ltd.
● ITC Essentra limited
● Listed associate companies
● Gujarat hotels limited
● International travel house limited

20
ITC BRANDSFoods

● Aashirvaad
● Sunfeast
● Bingo!
● Kitchens of India
● YiPPee!
● B Natural
● Mint-o
● Candyman
● Jelimals
● Gumon
● Fabelle
● Sunbean
● ITC Master Chef
● Farmland
● Sunrise

Education

● Classmate
● Paperkraft

Matches & Agarbatti

● AIM
● Mangaldeep
● homelites

Personal care

● Essenza Di Wills
● Dermafique
● Flama
● Vivel
● Engage

21
 ● Superia
● Nimyle
● Nimeasy
● Nimwash
● Savlon
● Shower to Shower
● Charmis

NEED FOR THE STUDY

This study helps you to identify the strength and weaknesses of employees. The employee
should know the roles and responsibilities of his job while appraising himself and also know
the major weakness of him/her, and know what training needs to improve his/her weakness.
The self-appraisal evaluation helps the employer whether the employee performs well or not.
It also helps to give training or counseling to an employee who needs it. Whenever giving
promotion, wages, increment, salary, or other additional benefits to the employee the
performance appraisal plays a vital role. The employee must know his/her actual
performance and whether it is enough to be stable in the job.

SCOPE OF THE STUDY

This study helps to understand the term self-performance appraisal and its importance. These
data help make all HR processes efficient. This study helps to improve employee work
performance. When comparing the employee's previous year's performance with the current
year's performance plays a major role. Appraisal or increment or promotion or any other
benefits given to the employee based on his performance. Organizations can know any other
future improvement is needed for any other department, what is the training or counseling is
given to the employee and employee satisfaction with the job. It establishes the high
performance of an employee.

22
OBJECTIVES OF THE STUDY

• To study employees profile in ITC ltd., Chennai using performance appraisal forms

• To identify individual employee performance using competency mapping tools and

techniques.

• To evaluate the performance of the employees’ using content analysis.

• To suggest how to improve HR process in ITC ltd., Chennai.

CHAPTER II
REVIEW OF LITERATURE

Dr.Annasaheb Maruti Gurav (2009) has developed models for employees’ performance
appraisal systems in manufacturing, trading, and service rendering business houses in his
district. He designed the different weight performance measurement models for accurate
performance management. He studied the PA system and developed a PA model in the 5
steps respectively conducted a pilot study, data collection, first suggestive model, second
suggestive model, prepared 3rd and final suggestive model for PA. At end of the research he
suggests people capability improvement model for performance appraisal.

Sreeram Naresh (2016) finds which strategic factors influence on appraisal system in the
banking industry. He collect data through questionnaires from each public sector bank
Andhra bank, Canara bank, private sector banks of city union bank, and Karnataka bank
analyze those data, and conclude the performance appraisal of selected banks is good.

Sumitra (2003) suggests the PA has been carried out with the help of strategic and
operational parameters. This study relates to the performance appraisal of public sector

23
commercial banks in pudukottai district. In this research, she studied their source
mobilization efforts, loans, and advance and their components pattern of non-performing
assets. This study aims to develop a banking system that is operationally efficient, financially
viable, and meets the requirements of a competitive economy. Finally, she concludes with
public sector banks need to be improved.

Manisha Tyagi (2009) said performance management matters to everyone who wants to
obtain quality. Managers can use it to ensure that services are improving and are more
efficient. It focuses on the performance of the organization, a department, and the process to
build a product or service and employees. She studied the problem of quality of teacher
education and the existing assessment system of performance of teacher educators and
analyzes it in terms of 5 factors of PAS.

Sumer Soni (2019) studied how to evaluate the overall performance of selected telecom
companies in India based on applications of a balanced scorecard and the efficiency of the
employees regarding their work. He makes a comparative study of the balanced scorecard
for the judgment of all perspectives. He analyzes financial, customer, internal business
process, learning, and growth perspective using a balanced scorecard.

Rajbeer wahla (2015) said performance appraisal is a specialized communication method

for workers. He studied PA in 3 dimensions like HR planning, training and development &
promotion and transfer. He concludes his study with there was a significant difference in the
PA of selected companies in the Indian pharmaceutical industry.

D.B.Bagul (2014) studied about employee performance appraisal system in the SEMCO
electric Pvt ltd., he conclude the majority of the employee is well aware of the performance
appraisal system followed by an organization and fairly happy with the current appraisal
system followed by an organization.

24
Mukesh Kumar, Dr.N.Shirley. Dr.GD Singh (2017) said performance appraisal is a vital
tool to measure the frameworks set by any organization to its employees. He examined under
this study the status of the performance appraisal system and its implication for individual
and organizational growth. He concludes his study with the statement of most of the
organizations are not follow the 360-degree feedback, and also most of the employees are
satisfied with the current performance appraisal system followed by the organization.

Hamidreza hemati (2011) studied about the performance of the supervisors in the aspects
leadership, communication, and task managing by the “360 degree feedback” method. A
qualitative research was used to carry out the research study. The researcher formulated three
questions that guided the study. An opinionnaire which included 23 items in communication,
leadership, and task managing aspects, was developed by the researcher. Twenty eight
persons completed the opinionnaire and 3 interviews were conducted. Total amount of time
for observation was about 12 hours and the details have been mentioned in Appendix the
required data was collected from the selected sample of 27 teachers, supervisors, and the
principal. The results were tabulated. Finally the conclusions of the study were drawn.

Idowu ayomikun O (2017) study shows the presence of significant positive outcomes when
the organization uses performance appraisal as a motivation tool. Employee performance has
traditionally been accorded prime focus by human resource managers. As a result, a number
of performance appraisal techniques have over time been devised to help establish
employee‘s performance. In the contemporary times, the use of performance appraisals has
been extended beyond rating of the employee‘s performance to aspects such as motivation.
Accordingly, this study sought to investigate effectiveness of performance appraisal systems
and its effect on employee motivation. The study‘s main objectives pertained to establishing
the moderating role of performance appraisal as a motivation tool as well as potential
challenges. The study findings show the presence of significant positive outcomes when the
organisation uses performance appraisal as a motivation tool. Further, the study finds that the
use of more than one appraisal techniques helps yield greater satisfaction and consequently
higher motivational levels. The specific aspects of performance appraisal systems (PAS) that
help improve motivation include the linking of performance to rewards; using the PAS to
help set objectives and benchmarks; as well as the use of PA to help identify employee‘s
strength and weaknesses.

25
Dr.Cross ogohi daniel (2019) establishes the analysis of the concept of a performance
appraisal system on employee development focusing on a case study on oasis management
company. He mainly focuses on the impact and relation between performance appraisal
system and employee development and he concludes performance measures would lead to an
increase in employee development using regression analysis. Globally, governments and
companies spend billions of naira yearly on employee performance evaluation. This study
sought to establish the analysis of the concept of performance appraisal system on
employee’s development tfocusing on a case study of Oasis Management Company, Abuja.
The main objective of this study was to find out the significant relationship between
performance appraisal system and employees’ development and to identify the impacts of
performance appraisal on employee’s development. Regression analysis was done to
establish the concept of performance appraisal system on employee development. From the
findings, the study concluded that organizations should appraise their employees often
through utilized targets, accomplishments, organization goals, time management and
efficiency for performance measure purposes as it would lead to increase in employee’s
development.

Dr.Saikumari V, Ms.Sunitha V, Krithika S V, Jayakrishna A R, Lokeshwaran K (2021)

said many corporate companies use human capital as a competitive advantage. He suggests
the organization implement more modern training methodologies, then to provide practical
training to the employees and provide specific learning assignments or projects for
participants to improve on their competency gap. He studied about the various competency
skill possessed by the employees based on their work level in the organization. He mainly
focuses on training and development process in performance appraisal. He finds out there is
a significant relationship between faculty effectiveness, content, and coverage of the training
& also relevancy of the training provided to employees and its application.

Shraddha Awasthi, Dr.R.C.Sharma (2017 said Every organization should have well defined
roles and responsibilities as well as list of competencies that are required to perform each role
efficiently and effectively. Such list of competencies should be used for performance
management, recruitment, promotions, training needs identification, placements etc. In

26
performing a task, it is necessary that the required job skills first be articulated. This
information helps to identify individuals who have the matching skills for doing the work and
also the skills that will enhance the successful performance of the task. In order to perform
well, it is not enough just to have these skills, it is also essential to balance the skills with the
necessary knowledge and attitudes. The intent of this research paper is to explain the concept
of competency mapping and its impact on Human Resource practices.

Anusha Prabha P (2018) stated Competency mapping and assessment provide a clear
indication of employee developmental needs. Candidate weakness with respect to the
required competencies discovered in the assessments shows opportunity for development for
the candidate. Sri Saravana Industries, Coimbatore also benefited out of the Competency
mapping. For that, the HR manager has also taken many initiatives for the welfare of both the
employees and the organization. The objective of the study is to know about the concept of
competency mapping as well as to know the level of awareness about the competency
mapping among the employees in Sri Saravana Industries, Coimbatore. The descriptive
research method is used for the study of competency mapping as an effective tool for HR
with a sample size of 150 collected from the employees working inside the organization. This
organization has used the competency mapping for various purposes like selection process,
performance appraisal, succession planning & promotion etc. There is no doubt that if the
organization has used the competency mapping, they will definitely get the success At
present scenario, Competency mapping is essential for every organization. The only thing
that if the organization used it effectively means, they will definitely get the benefit. The
employee’s competencies can be enhanced through conducting various training and
development program, assigning projects, to involve all the employees in decision-making
process etc.

Sinchu P, S.Bhuvaneswary (2015) stated the current globalization of economy necessitates

innovative approaches in managing the work force. The fast changes happening in the
demography and social systems thereof have given breathing space for various HR practices
enhancing the employee productivity and growth. And one of the most commonly used HR
practice is competency mapping for development of the employees. Identifying and
development of the competencies in organization enable better performance management as

27
well as reward and recognition systems leading to career and succession planning programs.
Also competency mapping is a strategic HR frame work for monitoring the performance. The
aim of this study is to find out the competency mapping of the organization and level of
competencies of employees in this organization. For the data collection, study used the
questionnaire and survey. In this study sample size was 30 employees in the organization. For
the analysis of data used percentage analysis, bar diagrams, pie diagrams in this study. This
study found out that majority of the employees has competency skills.

S.Anitha (2013) stated competency mapping helps an individual to identify his/her strengths,
and weaknesses and understand themselves. It is a strategic tool that enables monitoring the
performance and development of HR in an organization. In this study, he tries to find the
relationship between competency mapping and the factors like knowledge, skill, leadership,
customer orientation, achievement orientation, and core competence. He studied the
influence of personal and organizational details of employees on competency mapping and
measures the impact of competency factors on organizational effectiveness.

M.Nithyagnana Soundaram (2018) focused to identify the competency of employees on the

various competency factors like drive for results, process management, functional expertise,
personal effectiveness, innovation, team effectiveness, customer service, self-development
orientation, analytical thinking, physical ability, knowledge, attitude, motivation,
communication, leadership, managerial ability, negotiations, personal values, social skills,
and technical competence.

Srividhya Mouli (2015) tries to reveal the relationship and gap between the competency
possessed by the employee, the competency required to perform the job/role, and the
competency considered for assessment in the PAS. This process is made by self-assessment.
He finds out the top 5 competencies required to perform the job/role by the employees are
respectively communication, adaptability, and flexibility, accountability and dependability,
compiling written communication, leadership.

28
Vinayak (2021) stated competency mapping is a successful contribution to performance
management. He focused on finding out whether similar efforts can be made in management
education. He develops a competency mapping tool and try to study about the relationship
between competencies and performance of B school faculty members in the city of
Bangalore.

Aditya Sharma tries to study about the current performance appraisal system of the IFFCO
and identify the gaps between the current state and the desired state performance. He tries to
identify the key performance indicator and critical success factor for achieving organizational
excellence.

29
 CHAPTER – III

RESEARCH METHODOLOGY

Research Methodology

Research methodology is the tool to understand the study the problem in the
scientific or technical way. “Research methodology is the specific procedures or techniques
used to identify, select, process, and analyze information about a topic. Research
Methodology is way to systematically solve the research problem. It is a plan of action for a
research project and explains in detail how data are collected and analyzed.

Research Design

The research design adopted for the study is Descriptive method. A research design referred
as the having some plan about obtaining of a sample from a given population. It is the
technique of the researcher would adopt in selecting items for the sample.

SAMPLE DESIGN

Sample size

362 samples are taken from the various departments from the total population of 396.

Sampling method

Probability sampling method is used for this study.

Sampling technique

Sampling technique adopted for this study is simple random sampling. Simple random
sampling is defined as a sampling technique where every item in the population has an even
chance and likelihood of being selected.

30
Source of data collection

Data collection

This study was done using both primary data and secondary data. Primary data collected
from employees using self appraisal forms which include structured, open end questions.

Secondary data was collected about company details using the source of Google.

Questionnaire design

Performance appraisal forms with structured, open end questionnaire. Total population of
396 employee data were collected, from that 35 samples are rejected for some reasons, 362
samples were taken for this study.

Analysis of data

The collected data was analyzed and interpreted by using SPSS tool.

I. Percentage analysis

Statistical tools

II. Chi-square

III.Correlation

Percentage analysis method:

The collected data is analyzed by using the simple percentage analysis method.

No. of respondents

Percentage = ----------------------------- * 100

Total respondents

31
Correlation analysis

Pearson Correlation analysis is used to identify co-relation between the two variables. We
cant identify the cause and effect relationship. Pearson’s co-efficient of correlation is also
called as product moment correlation co-efficient.

The correlation coefficient (a value between -1 an +1) tells you how strongly two variables
are related to each other. It is mainly used to analyze the strength of the relationship between
the variables that are under consideration and further it also measures if there is any
relationship.

Positive correlation

The correlation between tow variables is said to be positive or direct .if an increase (or a
decrease) in one variable corresponds to an increase (or decrease) in the other.

Negative correlation

The correlation between tow variables is said to be negative or inverse. if an increase (or a
decrease) corresponds to an decrease (or increase) in the other.

-1 0.5 0 0.5 +1

Strong negative Stronger No correlation Stronger Strong positive

correlation correlation

Formula

32
Chi-square analysis

A chi-square is a statistical test commonly used for testing the independence and goodness of
fit. Testing independence determines whether two or more observations across two
populations are dependent on each other (that is whether one variable helps to estimate the
other). Testing for goodness of it fit determines if an observed frequency distribution matches
a theoretical frequency distribution.

Formula χ2 = ∑ (Oi – Ei)2/Ei,

where Oi = observed value (actual value) and Ei = expected value.

LIMITATIONS OF THE STUDY

1. The project was only for 2 months, so there was time constraint.

2. The study restricts itself within the permanent workers of the organization only.

3. Performance appraisal is a highly confidential report of the organization. So for some

reason, limited data was only taken for analysis.

33
 RESEARCH FRAMEWORK

PAS Individual Employee Performance

Job satisfaction

Achievement Organization
growth
Training needed by employee
Training attended by employee

Competency
Mapping

PROCESS OUTPUT
INPUT

34
 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION

PERCENTAGE ANALYSIS

TABLE 4.1.1: Department wise employee

count
Total
Departments in ITC employees No. of respondents %

RFM 78 78 100

CMD 20 20 100
PIP 5 5 100
HR 4 4 100
SFM 176 165 94
Engineering 14 13 93

Flexibles 81 68 84
Quality 10 7 70
Materials 4 2 50
Finance 4 0 0
Total 396 362 91

Interpretation

The above table shows that how many samples are taken from various departments. 100% of
samples taken from the department of RFM, CMD, PIP, and HR, 94% of samples taken from
SFM department, 93% of samples taken from engineering department, 84% of samples taken
from flexible, 70% of samples taken from quality department, 50% of sample taken from
materials department, and no samples were taken from finance department

35
 FIGURE 4.1.1: Department wise employee count

FINANCE0
MATERIALS
50

QUALITY 70

FLEXIBLES 84

ENGINEERING 93

SFM 94

HR 100

PIP 100

CMD 100

RFM 100

36
 TABLE 4.1.2: Training attended by
employees
Training name Attended people %

Not conducted 157 43

Fire/safety class 71 20
Personnel effectiveness 41 11
M/C/ Tools training 31 9
On the job experience 30 8
5'S 25 7
Exposure 24 7
Monthly communication meeting 17 5
COVID 19 awareness meeting 12 3
Shop floor meeting 12 3
First aid class 8 2
EHS 7 2
BRC 7 2
Bar & qr code trials 4 1
Quality meeting 4 1
Seminar class 3 1
Customer complaint 3 1
CEHS meeting 2 1
Communication 2 1
ITD Job balanced test 1 0.2
ISO 1 0.2
FSC 1 0.2
Trouble shooting 1 0.2
Computer class 1 0.2
Engineer class 1 0.2
HHS 1 0.2

SWP
1 0.2

37
Interpretation

The above table shows that 43% of the employees didn’t attend any of the training program
for some reasons, 20% of the employee attend the fire/safety class, 11% employee attend
personnel effectiveness program, 9% employee attended machine and tool related trainings,
8% employee gain on the job experience, 7% employee attend 5’s training, 7% of employee
had exposure on their job, 5% employee attend monthly communication meeting, 3%
employee attend shop floor meeting, and covid 19 awareness meeting, 2% of employee
attend first aid class, 2% of employee attend EHS meeting, and BRC, 1% employee attended,
quality meeting, bar & QR code trials, 1% of employee attend seminar class, and customer
complaint, 1% employee attend CEHS meeting, and communication meeting, 0.2% of
employee attend FSC meeting, troubleshoot training, computer class, engineer class, ITD job
balanced test, ISO meeting, HHS and SWP.

Inference

Majority 43% of employee didn’t attend any training program, the reason behind is due to
covid company didn’t conduct any of the training program for the appraising period.

38
 FIGURE 4.1.2: Training program attended by employee
SWP HHS 0.2
INEER CLASS COMPUTER CLASS TROUBLE SHOOTING 0.2
FSC ISO 0.2
ITD Job balanced test COMMUNICATION 0.2
CEHS meeting CUSTOMER COMPLAINT 0.2
AR CLASS QUALITY MEETING BAR & QR CODE TRIALS 0.2
BRC EHS 0.2
FIRST AID CLASS 0.2
19 awarness meeting Monthly communication meeting 1
EXPOSURE 1
5'S 1
S training Personnel effectiveness FIRE/SAFETY CLASS 1
NOT CONDUCTED 1
1
2
2
2

3
3

5
7
7

8
9

11
20
43

39
 TABLE 4.1.3: Training needed by employees

S.NO TRAINING NAME NO. of employees %

1 M/c training 119 33
2 Job related 56 15
3 No training needed 51 14
4 Communication 34 9
5 Fire safety 33 9
6 5's 30 8
7 Technical 24 7
8 Personal development 22 6
9 Sap 14 4
10 Multi skill 14 4
11 Teamwork 11 3
13 Computer 9 2
12 Plant visit 8 2
14 6 sigma 7 2
15 Entertainment 6 2
16 Kaizen 3 1
17 PEP 2 1
18 BRC 2 1
19 ISO 2 1
20 Classroom training 2 1
21 Brainstorm 1 0.2
22 Soft skills 1 0.2
23 EHS 1 0.2

40
Interpretation

The above table shows that 33% of employee need machine related training, 15% of
employee need their job related training, 14% of employee didn’t want any training, 9% of
employee need communication training, 9% of employee need fire safety class, 8% of
employee need 5’s class, 7% of employee need technical related training, 6% of employee
need personal development training, 4% of employee need SAP, and multi skill training, 3%
of employee need teamwork class, 2% of employee need computer training, 2% of employee
need plant visit, 2% of employee need 6 sigma training, 2% of employee need entertainment
class, 1% of employee need kaizen training, 1% of employee need PEP, BRC,ISO, and
classroom training, and 0.2 % of employee need brainstorm, soft skill, and EHS training.

Inference

Majority 33% of employee need machine and machine related trainings to improve their
knowledge in machine and perform well

41
 FIGURE 4.1.3: Training needed by
employees
%

EHS 0.2

SOFTSKILLS 0.2

BRAINSTORM 0.2

CLASSTOOM TRAINING 1

ISO 1

BRC 1

PEP 1

KAIZEN 1

ENTERTAINEMENT 2

6 SIGMA 2

PLANT VISIT 2

COMPUTER 2

TEAMWORK 3

MULTI SKILL 4

SAP 4

PERSONAL DEVELOPMENT 6

TECHNICAL 7

5'S 8

FIRE SAFETY 9

COMMUNICATION 9

NO TRAINING NEEDED 1
4
JOB RELATED 15

M/C TRAINING 33

42
 TABLE 4.1.4: Achievement made by employees

Achievement type TOTAL %

High output 198 55
None 47 13
Job related 42 12
M/c alteration 38 11
Reduce waste 24 7
Trouble shooting 17 5
Job make ready & trials 19 5
1
100% attendance 1

Interpretation

The above table shows that 55% of employee achieve high output, 13% of employee didn’t
do any new achievement by his side, 12% of employee done their job related achievement,
11% of employee achieve machine alteration, 7% of employee achieve waste minimizing, 5%
of employee done troubleshooting effectively, 5% of employee achieve more job make ready,
and job trials, and 1% of employee achieve 100 percent attendance.

Inference

Majority 55% of employee achieve high production in their respective jobs, and make many
record output

43
 FIGURE 4.1.4 Achievement made by
employees
100% ATTENDANCE 1

JOB MAKEREADY & TRIALS 5

TROUBLE SHOOTING 5

REDUCE WASTE 7

M/C ALTERATION 11

JOB RELATED 12

NONE 13

HIGH OUTPUT 55

44
 TABLE 4.1.5: Job satisfaction

Job satisfaction Total %

H.D.S 0 0
D.S 16 4
N 7 2
S 327 91
H.S 10 3

Interpretation

The above table shows that 91% of employee satisfied with their work/role, 4% of employee
gets little disappointment with their role/work, 3% of employees are highly satisfied with
their job, and 7 no of employee will fall under neutral position.

Inference

Majority 91% of employee satisfied with their given job/role

FIGURE
H.D.S 0% 4.1.5: Job satisfaction
H.S D.S N 4%2%
3%

S 91%

45
 TABLE 4.1.6: Department wise Training attended employees

Departments in ITC Employees No. of Respondents %

CMD 18 19 95
Engineering 8 13 62
Flexibles 28 68 41
HR 4 4 100
Materials 2 2 100
PIP 4 5 80
Quality 5 7 71
RFM 38 78 49
SFM 98 165 59

Interpretation

The above table shows that 95% of employees attend training program from cylinder making
department, which was conducted by company, 62% of employees from engineering
department, 41% of employees from flexible department, 100% of employees from hr
department, 100% of employee from materials department, 80% of employees from pip
department, 71% of employees from quality department, 49% of employees from reel fed
module department, and 59% of employees from sheet fed module department attended
training program which was conducted by company

Inference

Majority 98 no of employee from sheet fed module department attended training program
which was conducted by company

46
 FIGURE 4.1.6: Department wise training attended employees
%

SFM 59

RFM 49

Quality 71

PIP 80

Materials 100

HR 100

Flexibles 41

Engineering 62

CMD 95

47
 TABLE 4.1.7: Department wise Training needed employees

Departments in ITC Employees No. of Respondents %

CMD 17 19 89
Engineering 13 13 100
Flexibles 41 68 60
HR 3 4 75
Materials 2 2 100
PIP 4 5 80
Quality 4 7 57
RFM 53 78 68
SFM 117 165 71

Interpretation

The above table shows that 89% of employees need training program from cylinder making
department for improve their skills, 100% of employees from engineering department, 60%
of employees from flexible department, 75% of employee from hr department, 100% of
employee from materials department, 80% of employee from pip department, 57% of
employee from quality department, 68% of employees from reel fed module department, and
71% of employees from sheet fed module department need training program for improve
their working skills

Inference

Majority 117 no of employee from sheet fed module department need training program for
improve their skills

48
 FIGURE 4.1.7: Department wise training needed employees

SFM 71

RFM 68

Quality 57

PIP 80

Materials 100

HR 75

Flexibles 60

Engineering 100

CMD 89

49
 TABLE 4.1.8: Department wise Achieved employees

Departments in ITC Employees No. of Respondents %

CMD 16 19 84
Engineering 13 13 100
Flexibles 66 68 97
HR 4 4 100
Materials 2 2 100
PIP 5 5 100
Quality 6 7 86
RFM 65 78 83
SFM 138 165 84

Interpretation

The above table shows that 84% of employee from cylinder making department made
achievement in their job roles, 100% of employee from engineering department, 97% of
employees from flexible department, 100% of employee from hr department, 100% of
employee from materials department, 100% of employee from pip department, 86% of
employee from quality department, 83% of employee from reel fed module department, 84%
of employee from sheet fed module department made achievement in their job role.

Inference

Majority 138 no of employee from sheet fed module department made achievement in their
respective job role

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 FIGURE 4.1.8: Department wise Achieved Employees

SFM 84

RFM 83

Quality 86

PIP 100

Materials 100

HR 100

Flexibles 97

Engineering 100

CMD 84

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 CHAPTER V

FINDINGS, SUGGESSTION AND CONCLUSION

FINDINGS OF THE STUDY

PERCENTAGE ANALYSIS FINDINGS

✔ Majority 44% of employee didn’t attend any training program, the reason behind is
due to covid company didn’t conduct any of the training program for the appraising
period.
✔ 20% of employee attends fire safety class which was helps to survive the emergency
situation
✔ 11% of employee attends personnel effectiveness program to improve their skills in
multi area
✔ 7% of employee attends 5’s training program to maintain the area clean
✔ 7% of employee does exposure for their respective jobs and done more
troubleshooting
✔ Majority 32% of employee need machine and machine related trainings to improve
their knowledge in machine and perform well
✔ 15% of employee need their job related training for improves their working skills
✔ 14% of employee didn’t need any of the training programs
✔ 9% of employee needs communication training like spoken English, spoken Hindi,
and conversation
✔ 9% of employee needs fire safety training class to survive the emergency situation
✔ Majority 55% of employee achieve high production in their respective jobs, and make
many record output
✔ 13% of employee didn’t done any new achievement comparing with their previous
year performance
✔ 12% of employee done their job related achievement like no customer complaints, on
time payment, work during covid situation etc.
✔ 11% of employees do machine alteration for the effective usage of machine
✔ 7% of employee achieves waste control record to reduce the manufacturing cost of
the product

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✔ Majority 91% of employee satisfied with their given job/role
✔ 4% of employee gets disappointment from their job/role
✔ 3% of employee highly satisfied
✔ 7 no of employee fall under the neutral position

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FINDINGS FROM CHI SQUARE TEST

HYPOTHESIS TEST 1

H0: There is no significant difference between the Department & Training needed by
employee

H1: There is significant difference between the Department & Training needed by employee

✔ Calculated value is less than table value (12.58 < 18.30). Hence, H0 is accepted. So,
there is no significant difference between department and training needed employee.

HYPOTHESIS TEST 2

H0: There is no significant difference between the Department & Achievement made by
employee

H1: There is significant difference between the Department & Achievement made by
employee

✔ Calculated value is less than table value (14.47 < 18.30). Hence, H0 is accepted. So,
there is no significant difference between department and achievement made by
employee.

HYPOTHESIS TEST 3

H0: There is no significant difference between the Department & Training attended by
employee

H1: There is significant difference between the Department & Training attended by employee

✔ Calculated value is greater than table value (24.32 > 18.30). Hence, H0 is rejected.
So, there is a significant difference between department and training attended by
employee.

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 HYPOTHESIS TEST 4

H0: There is no significant difference between the Department & Employee job satisfaction
level

H1: There is significant difference between the Department & Employee job satisfaction
level

✔ Calculated value is greater than table value (86.89 > 43.77). Hence, H0 is rejected.
So, there is a significant difference between department and training attended by employee.

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FINDINGS FROM CORRELATION ANALYSIS

HYPOTHESIS TEST 1

● Training attended and achievement

✔ The relationship between training attended and achievement is weak and positively
correlated. The above table inferred that significant value 0.00 is less than the critical
value 0.05, hence H0 is rejected and H1 is accepted. Therefore, there is relationship
between the training attended and achievement.

HYPOTHESIS TEST 2

● Training attended and Job satisfaction

✔ The relationship between training attended and job satisfaction is weak and positively
correlated. The above table inferred that significant value 0.00 is less than the critical
value 0.05, hence H0 is rejected and H1 is accepted. Therefore, there is relationship
between the training attended and job satisfaction

HYPOTHESIS TEST 3

● Training needed and Achievement

✔ The relationship between training needed and achievement is weak and positively
correlated. The above table inferred that significant value 0.67 is higher than the
critical value 0.05, hence H0 is accepted. Therefore, there is no relationship between
the training needed and achievement

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 HYPOTHESIS TEST 4

Achievement and Job satisfaction

✔ The relationship between achievement and job satisfaction is weak and positively
correlated. The above table inferred that significant value 0.38 is higher than the
critical value 0.05, hence H0 is accepted. Therefore, there is no relationship between
the achievement and job satisfaction

57
SUGGESTION

● The respective company provides 26 types of training for their employees to improve
their skills. Company will measure the outcome of the employee after the training,
who was attended the respective trainings, and what was the development reflected on
employee performance after the training. It will help to find out the training program
is effective or not.
● The majority of the employee didn’t attend any of the training programs, due to covid
Situation Company cant conduct training program for employee, so give proper
training for those people who really need it to recover their job performance.
● In this study we divide the training that needed by employee into 22 types. So the
company provides the training which was expected by employee to improve his work
skills. It helps to get effective work from employee.
● In this study we divide the achievement made by employee into 7 groups. Company
give due value regarding their achievement. It will help to motivate employee, so he
gave even more performance.
● The majority 12% of the employee didn’t do any new achievements in their field, find
out what are the factors that influence employee performance, and why they didn’t do
any new achievements.
● In this study 4.4% of employees are dissatisfied with their current work responsibility.
They mention reason in employee self appraisal form, why they are dissatisfied. So
provide the special care of those employees and satisfy their needs and wants which
they are mentioned in appraisal form. It will be help to maintain manpower in
industry.
● In this study 7 no of employee will be in neutral position. They are in the confusion
mindset. So provide the seminar classes related their work responsibility and identify
their actual expectation. It will be helps to find that the employees are really
interested in their work or not.

● We found a relationship between training attended and job satisfaction and

achievement. The training provided by the company is very effective. So the company
didn’t change its training program that provided for the employee.

58
CONCLUSION

At ITC ltd, performance appraisal is conducted annually. This study concludes with the
performance appraisal process is very effective for doing effective hr processes. Necessary
step has to be taken to overcome the problems and opportunity has to be utilized effectively
by company. A performance appraisal is a regular review of an employee's job performance
and contribution to a company. Performance appraisal system is considered as standard
activity in several organizations but its importance should be recognized and communicated
to all employees. This will help them to enhance their weak areas. Basically, it is not only
done for confirmed employees of an organization but can also be done for contract workers
or for those seeking employment to emphasize the specific skills which would make them
valuable to a potential employer. This study find outs Majority 43% of employee didn’t
attend any training program, the reason behind is due to covid, Company didn’t conduct any
of the training program for the appraising period. Majority 33% of employee need machine
and machine related trainings to improve their knowledge in machine and perform well.
Majority 55% of employee achieve high production in their respective jobs, and make many record
output. Majority 91% of employee satisfied with their given job/role. This study finds out there is
association between department and training attended employee, there is association between
department and job satisfaction level of employee, the training provided by the company is
very effective. So the company didn’t change its training program that provided for the
employee.

59
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 QUESTIONNAIRE

EMPLOYEES SELF APPRAISAL FORM

This self Appraisal Form is designed to record your concerns / performance of the previous
year and your plans and suggestions for the future your input in this regard is very important
for successful implementation of Employee Appraisal for this year.

Appraisal Period – 2022-2023

Name:
Token No:

Dept: Process: Date:

1. What are your major work responsibilities?

2. Are you satisfied with the work responsibilities given to you at present? If No, give details
below.

3. During the last year what new system / technology has been introduced in your area and
what was your role / involvement

4. Was there any achievement made by you or your team during the previous year? If yes
give details below. Also state what helped you to make this achievement

5. How best can your I/C help you in achieving your goals

6. Describe the professional development activities that have been helpful since last year
(e.g., offsite seminars/classes, onsite training, peer training, on-the-job experience, better
exposure to challenging projects).

63
7.To improve effectiveness do you need any changes / modifications in your work area? If
yes? Please suggest your plans

8. Whatkind of development activities (trainings/multiskilling) would you like to have in the

coming year

9. What other suggestions do you have for the overall improvement of your department?

Appraiser Section

1. What are the professional expectations from the employee

2. What have been the major strengths of the employee during the last calendar year

3. What have been the major weaknesses/discipline issues

4.Areas of improvement for the employee and how can the IC help the employee achieve the
same.

Appraiser Appraisee

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65