CHAPTER -1

INRODUCTION OF THE STUDY

1
 INRODUCTION OF THE STUDY

HUMAN RESOURCE MANAGEMENT

Human resource management is a function in organizations designed to maximize

employee performance in service of their employee’s strategic objectives.HR is primarily
concerned with how people are managed within organizations, focusing on policies and
systems.HR departments and units in organizations are typically responsible for a number of
activities, including employee recruitment training and development, performance appraisal, and
rewarding (ex: managing pay and benefit systems).HR is also concerned with industrial relations,
that is, the balancing of organizational practices with regulations arising from collective
bargaining and governmental laws.

HR is a product of the human relations movement of the early 20 th century,

when researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transaction work, such as
payroll and benefits administrations, but due to globalization, company consolidation,
technological advancement, and further research, HR now forces on strategic initiatives like
acquisitions, talent, successions planning, industrial and labour relations, and diversity and
inclusion.

In start-up companies, HR’s duties may be performed by trained professionals.

In large companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision making
across the business. To train practitioners for the profession, institutions of higher education,
professional associations, and companies themselves have created programs of study dedicated
explicitly to the duties of the function.

2
Academic and practitioner organizations likewise seek to engage and further the field of HR, as
evidenced by several field-specific publications. HR is also a field of research study that is popular
within the fields of management and industrial, with research articles appearing in a number of
academic journals, including those mentioned later in this article.

“People are our most valuable asset” is a cliché, which no member of any senior management’’

Definition by different people

Human Resource can be thought of as the total knowledge, talents, aptitudes, creative abilities of
an organization work force as the value, attitude and beliefs of the individuals involve.
-LEONC.MEGGINSON

Personnel management effectively describes the process of planning and directing the application
development and utilization of human resource in employment.
-DALE YODER

Personnel management is the process of attracting, holding, motivation, and people involving all

mangers, line and staff.

-DUNN & STEPHEN

PERFORMANCE APPRAISAL
3
 Performance appraisal is an attempt to assess an employee’s performance. The assessment
may be taken into account in determining wage or salary increases. Claims are made that some a
scheme are objective but most at these are based on subjective opinion. Some schemes involve the
employee in making an assessment employee knows they are being evaluated and they are told
criteria that will be used in the course at the appraisal. Nothing is kept secret. The appraiser and
the appraise should carry out this task jointly in a cordial atmosphere stressing on the plus points
and finding out ways and means of overcoming drawbacks if any of the appraise.

PURPOSES OF APPRAISAL:
Appraisal has three purposes:
 To help improve performance by identifying strengths and weakness and by getting things done
which will develop the former and overcome the later.

 To identify those with potential for greater responsibility, now or in the future and to provide
guidance on what should be done to ensure that this potential is realized.

 To assist in deciding on pay increases which fairly equate the level of reward with the level of
performance.

Performance appraisal is, or should be, a continuous process, but it is necessary from time to time
to carry out a stock- taking exercise which reviews performance and progress over a period of
time, so that a more comprehensive story can be built up to form the basis for considered action.

The starting point is the performance review. Which poses two questions:

4
1. What has actually been achieved during the period against what was expected to be achieved

2. What are the factors that influenced the level of achievement These could relate to the personal
efforts or abilities of the individual concerned or to external factors beyond his direct control.

COMPONENTS OF PERFORMANCE APPRAISAL:

There are a No. of reasons for performance appraisal of employees such as

counselling, promotion, training, or a combination of them. Therefore, it is necessary to
understand clearly the objectives of performance appraisal. While doing performance appraisal,
the appraiser should address the question in respect of the five who, what, when, where, as also
the how of performance appraisal.

Scope of study:
The study was conducted in Varun Motors Visakhapatnam and covered all the
departments like sales department, service department, spares department, accounts department,
insurance department, HR department, True value department, customer care department, EDP
department, accessories department, finance department.

5
 Objectives of The Study
The following objectives of the study are:

 To study the current performance appraisal system of the organization and identify the gaps
between the current state and desired state.

 To identify the potential areas for the scope of the improvement in the current system of
performance appraisal.

 To study the implications of an effective performance appraisal system on the productivity of

employee and the organizational performance as a who

 To give necessary suggestions where ever necessary.

 To measure and improve the performance of employees and increase their future potential and
value to the company.

6
RESEARCH METHODOLOGY OF THE STUDY
Data Sources:
Primary Data:
The primary data was collected from the respondents by administering a structured
questionnaire and also through observation, interview & discussion with management.

Secondary Data:
A part from primary data collected, the data collected through text books, the records of
VARUN MOTORS, journals from library, Academic Reports, and Internet are used for the study.
Sampling

Total Population:
They are totally 300 employees working in the organization.

Sample size:
Out of the total strength the sample taken amongst workers., 100 respondents.

Sampling Area:
The research was conducted at VARUN MOTORS, Vishakhapatnam.

Sample Method:
The research was made by the survey in accordance to the convenience of the
employees

7
 Tools Used for analysis:

Contact Instrument:
A structured closed - end questionnaire is used and the type of questions are dichotomous and
Likert scale.

Contact Method:
The research was conducted by using contact instruments like questionnaire, interview and
observation. The information was collected from both Hospital employee’s as well as from
management staff.

Data Analysis Techniques:

 The data is analysed through simple analysis technique. The data tool is percentage method.
 Percentage method is used in making comparison between two or sense of Data. This method is
used to describe relationship.

Percentage of Respondents = No. of respondents/ Total No. of Respondents X 100

8
 LIMITATIONS OF THE STUDY:
 The study is conducted only in VARUN MOTORS.

 Due to the limitation of the time the study could not be made more detailed.

 Due to confidentiality of some information accurate response was not revealed by some of the
respondents.

 Some of the replies of the respondents may be biased.

 Respondents had marked the answers in questionnaires which may be socially incorrect
irrespective of their actual feelings.

9
 CHAPTER-2
 INDUSTRIAL PROFILE
 COMPANY PROFILE

10
 INDUSTRIAL PROFILE

Indian Automobile Industry

Indian automobile industry has grown leaps and bounds since 1898, a time when a car had
touched the Indian streets for the first time. At present it holds a promising tenth position in the
entire world with being # 2 in two wheelers and # 4 in commercial vehicles. Withstanding a
growth rate of 18% per annum and an annual production of more than 2 million units, it may not
be an exaggeration to say that this industry in the coming years will soon touch a figure of
10million units per year.

Reasons of Growth
Economic liberalization, increase in per capita income, various tax relief policies, easy
accessibility of finance, launch of new models and exciting discount offers made by dealers all
together have resulted in to a stupendous growth of India automobile industry.

Market Share:
Automobile industry of India can be broadly classified under passenger vehicles, commercial
vehicles, three wheelers and two wheelers, with two wheelers having a maximum market share of
more than 75%. Automobile companies of India, Korea, Europe and Japan have a significant hold
on the Indian market share. Tata Motors produces maximum numbers of mid and large size
commercial vehicles, holding more that 60% of the market share. A motorcycle tops the charts of
four wheelers with Hyundai being the key player. Maruti Suzuki by far is the number one
manufacturer of four wheelers in India.
Passenger vehicle section is majorly ruled by the car manufacturers capturing over 82% of the
total market share. Maruti since long has been the biggest car manufacturer and holds more that
50% of the entire market.

11
Automobile Industry

Automotive industry is the key driver of any growing economy. It plays a pivotal role in
country's rapid economic and industrial development. It caters to the requirement of
equipment for basic industries like steel, non-ferrous metals, fertilisers, refineries,
petrochemicals, shipping, textiles, plastics, glass, rubber, capital equipment’s, logistics, paper,
cement, sugar, etc. It facilitates the improvement in various infrastructure facilities like power,
rail and road transport. Due to its deep forward and backward linkages with almost every
segment of the economy, the industry has a strong and positive multiplier effect and thus
propels progress of a nation. The automotive industry comprises of the automobile and the
auto component sectors. It includes passenger cars; light, medium and heavy commercial
vehicles; multi-utility vehicles such as jeeps, scooters, motor-cycles, three wheelers, tractors,
etc; and auto components like engine parts, drive and transmission parts, suspension and
braking parts, electricals, body and chassis parts; etc.

In India, automotive is one of the largest industries showing impressive growth over the years
and has been significantly making increasing contribution to overall industrial development in
the country. Presently, India is the world's second largest manufacturer of two wheelers, fifth
largest manufacturer of commercial vehicles as well as largest manufacturer of tractors. It is
the fourth largest passenger car market in Asia as well as a home to the largest motor cycle
manufacturer. The installed capacity of the automobile sector has been 9,540,000 vehicles,
comprising 1,590,000 four wheelers (including passenger cars) and 7,950,000 two and three
wheelers. The sector has shown great advances in terms of development, spread, absorption of
newer technologies and flexibility in the wake of changing business scenario.
The Indian automotive industry has made rapid strides since delicensing and opening up of the
sector in 1991. It has witnessed the entry of several new manufacturers with the state-of-art
technology, thus replacing the monopoly of few manufacturers.

At present, there are 15 manufacturers of passenger cars and multi-utility vehicles, 9

manufacturers of commercial vehicles, 16 of two/ three wheelers and 14 of tractor, besides 5
12
manufacturers of engines. The norms for foreign investment and import of technology have
also been liberalised over the years for manufacture of vehicles. At present, 100% foreign
direct investment (FDI) is permissible under the automatic route in this sector, including
passenger car segment. The import of technology for technology upgradation on royalty
payment of 5% without any duration limit and lump sum payment of USD 2 million is also
allowed under automatic route in this sector. The Indian automotive industry has already
attained a turnover of Rs. 1,65,000 crore (34 billion USD) and has provided direct and indirect
employment to 1.31 crore people in the country.

The growth of Indian middle class, with increasing purchasing power, along with strong
macro-economic fundamentals have attracted the major auto manufacturers to Indian market.
The market linked exchange rate, well established financial market, stable policy governance
work and availability of trained manpower have also shifted new capacities and flow of capital
to the auto industry of India. All these have not only enhanced competition in auto companies
and resulted in multiple choices for Indian consumers at competitive costs, but have also
ensured a remarkable improvement in the industry's productivity, which is one of the highest
in Indian manufacturing sector.

The Department of Heavy Industry, under the Ministry of Heavy Industries and Public
Enterprises, is the main agency in India for promoting the growth and development of the
automotive industry. The department assists the industry in achievement of its expansion plans
through policy initiatives, suitable interventions for restructuring of tariffs and trade,
promotion of technological collaboration and up-gradation as well as research and
development. The department is also concerned with the development of the heavy
engineering industry, machine tools industry, heavy electrical industry, industrial machinery,
etc.

The automobile sector recorded growth of 13.56% in 2006-07. During the year 2007-08
(April-December), the industry decelerated at 3.49%. The automobile exports crossed the US$
1 billion mark in 2003-04 and increased to US$ 2.76 billion in 2006-07. The industry exported
15% of its passenger car production in 2006-07, 10% of commercial vehicles production, 26%
three wheelers and 7% two wheelers. Similarly, during the year 2006-07, the auto component
industry continued its high growth path and emerged as one of the fastest growing sectors in
13
Indian engineering industry by clocking 21% growth in output during the year. This industry
crossed a total turnover of over US $ 15 billion (Rs. 64,500 crore), with exports of US $ 2.9
billion (Rs. 12,643 crore) during the year. Investment in the industry also grew by over Rs.
4500 crores during the year as the industry continued to invest in capacity enhancements and
new Greenfield sites to cope with the increasing demand. The auto component industry’s
export growth was 15% in 2006-07. While, the total imports were US $ 3.3 Billion (Rs.
14,644 crore). On the quality and productivity front, auto component industry maintained its
leadership with more than 95% companies being certified as per the ISO 9000 system
standards and more than 70% of the companies are certified as per the ISO/TS 16949
standards. It has also the distinction of having the maximum number of 11 Deming award
winning companies.
In order to further accelerate and sustain advancements in the auto sector, the department has
undertaken several policy measures and incentives. The most important being the
announcement of the ‘Auto Policy’ of 2002, which aims to establish a globally competitive
automotive industry in India and double its contribution to the economy by 2010. The policy
seeks to set out the direction of growth for the sector and promote R&D therein so as to ensure
continuous technology upgradation as well as building up of better designing capacities. It
emphasizes on low emission fuel auto technologies and availability of appropriate auto fuels
in order to take auto manufacturing to a self-sustaining level.

The objectives of the auto policy are to:

 Exalt the sector as a lever of industrial growth and employment and to achieve a high
degree of value addition in the country
 Emerge as a global source for auto components
 Establish an international hub for manufacturing small, affordable passenger cars and a
key centre for manufacturing tractors and two-wheelers in the world
 Ensure a balanced transition to open trade at a minimal risk to the Indian economy and
local industry
 Conduce incessant modernization of the industry and facilitate indigenous design,
research and development
 Steer India’s software industry into automotive technology
 Assist development of vehicles propelled by alternate energy sources

14
  Development of domestic safety and environmental standards at par with international
standards.

Another milestone in this field has been the launching of the National Automotive Testing and
R &D Infrastructure Project (NATRIP) which aims to create core global competencies in
automotive sector and facilitate its integration with the world economy. It seeks to develop
‘state-of -the- art’ testing, validation and R& D infrastructure in the country with a view to
support the growth and development effort of the automotive industry to reach international
levels. NATRIP envisages setting up of world-class and homologation facilities in India with a
total investment of Rs. 1,718 crores within the three automotive hubs of the country. These
are: - Manesar in Northern India; Chennai in Southern India; and Pune and Ahmednagar in
Western India. The project largely aims at: -
Creating critically needed automotive testing and validation infrastructure to enable the
Government to usher in global vehicular safety, emission and performance standards
Deepening of manufacturing in India by achieving high degree of value addition and
enhancing employment potential in the country

Facilitating convergence of India’s strengths in IT and electronics with automotive

engineering
Enhancing India’s global outreach in this sector by facilitating development and mass
production of high technology driven, affordable and globally acceptable automotive products
and by de-bottlenecking their exports and
Removing the crippling absence of basic product testing, validation and development
infrastructure for automotive industry.

Besides, the announcement of 'Automotive Mission Plan' for the period of 2006-2016 is a
major step taken to make India a global automotive hub. The Mission Plan aims to make India
emerge as the destination of choice in the world for design and manufacture of automobiles
and auto components, with output reaching a level of US$ 145 billion (accounting for more
than 10% of the GDP) and providing additional employment to 25 million people by 2016.

15
It envisages increase in production of automotive industry from the current level of Rs.
169000 crores to reach Rs. 600000 crores by 2016. The Mission seeks to oversee the
development of the automotive industry, that is, the present scenario of the sector, its broad
role in the growth of national economy, its linkages with other key facets of the economy as
well as its future growth prospects. This is involved in improving the automobiles in the
Indian domestic market, providing world class facilities of automotive testing and certification
as well as ensuring a healthy competition among the manufacturers at a level playing field.

The future challenges for the Indian auto industry in achieving the targets defined in the
Automotive Mission Plan would primarily consist of developing a supply base in terms of
technical and human capabilities, achieving economies of scale and lowering manufacturing
costs, as well as overcoming infrastructural bottlenecks. It also involves stimulating domestic
demand and exploiting export and international business opportunities. In all these, the role of
the Government is of facilitating infrastructure creation, promoting the country’s capabilities,
creating a favourable and predictable business environment, attracting investments and
promoting R&D. While, the role of industry is primarily of designing and manufacturing
products of world-class quality standards, establishing cost competitiveness, improving
productivity of both labour and capital, achieving scale and R & D enhancing capabilities as
well as showcasing India’s products in potential markets.

All such initiatives indicate that the Indian automotive industry has been emerging as a sunrise
sector of the economy. It is not only meeting the growing domestic demands, but also
gradually increasing its penetration in the international markets. It has been continuously
restructuring itself and absorbing newer technologies in order to align itself to the global
developments and realize its potentialities.

Endowed with several advantages like low cost and high skill manpower; globally competitive
auto-ancillary industry; established testing and R & D centres; production of steel at lowest
cost; etc., the industry provides immense investment opportunities. This has instilled
confidence in auto manufacturers to face international competition as well as improve quality
standards of vehicles with safety norms in the wake of rapidly increasing traffic. Various
policy incentives including time bound implementation of Automotive Mission Plan together
16
 with establishment of world class testing, homologation and certification facilities would
ensure Indian automotive industry a distinct edge amongst the newly emerging automotive
destinations of the world.

Car Industry in India

The love and passion for driving and riding has been in our genetic code for millennia – from
chariots and horses, through the first imported petrol driven automobiles, the Indian flagship cars
Ambassador and Contessa of Hindustan Motors, the favourite Indian family car Maruti, to
Jaguars, Bentleys, Harleys and KTMs, we have come a long way in “mutilation” (mobility
evolution).

Ground-breaking developments in design and engineering in the past few decades, global brand
tie-ups, establishment of multiple manufacturing facilities for Indian and International automobile
manufacturers, have brought to our market a huge variety, going in-sync with India’s cultural
diversity and our “mitogenic” appetites for more. Many major manufacturers have introduced
flagship models exclusively for sale in India, because of the never-ending, ever-increasing demand
for choice and exclusivity in the options that the population demands.
The entry of high-end sports and luxury car and motorcycle segments brought with them a wave
of “cultures and led to the birth of a number of enthusiast clubs in the country.

Every year, and increasingly so, plenty of speed and thrill driven events are hosted all across the
country encouraging enthusiasts and others alike to join in and go through adrenaline driven
experiences, visually feasting on the beauty, magnificence and sheer brutality of some of the most
exquisite machines to be seen. Some of the clubs and events being organized by celebrity
enthusiasts whose flair and passion for the thrill of driving led them to share it with others like
them and the masses who have had a strong potential of converting to the enthusiast class.

Motorsports in India saw a new chapter being writ, with the opening of the Buddha International
Circuit in 2011 at greater Noida, NCR. With Formula One being hosted in our country for the first
time ever, the excitement of motorsport lovers and the general audience went off the charts, along
with India’s position on the world map of automotive events speeding towards the top few.

17
Watching supercars and bikes racing neck to neck, lap after lap on circuits is one thing and what it
has led to is completely another. 2014 saw the first ever track event in Indian motorsports history,
where thundering down the race track were not Formula One cars or superbikes, but Tata Prima
sport trucks, driven by some of the most experienced motorsport drivers from the European truck
racing championships. Organized by Tata Motors, this event opened a whole new arena in
motorsport and track events in India.

It simply does not stop at that, as enthusiast cultures have paved the way for another realm of the
automotive world – the customization and aftermarket revolution are now a well-established part
of the Indian automobile industry. Performance and visual upgrades are now common amongst all
enthusiast segments and others too, where people can simply not have enough of wanting to do
more with their cars and motorcycles.

The customization realm has seen some serious expansion in the last decade with many a
motorcycle and car custom outfits coming up all over the country, though mostly in the northern
region. With a number of popular and successful builds under their belt, and having catered to
celebrities, enthusiasts and some very exclusive clientele, these outfits have emerged as
trendsetting brand names and major players in the customization league.

DC Design, led by the first Indian Customization guru – Dili Chhabra, with some of their awe-
inspiring builds and fascinating interior options, have created waves in the global market and set
the benchmark for numerous others aspiring to make a mark in this realm.

Events like the India Bike week and others have provided the biggest platforms for these outfits to
build, display and market their hand-built motorcycles and also compete with each other on
grounds of design, build quality, exclusivity and visual appeal. Of the many exciting things to see,
these events are a sea of big-league motorcycles, some of them totally “iconic and a mouth-
watering variety of cruisers, choppers, bobbers, scramblers, cafe’ racers etc. The events also see
huge sales of automotive themed merchandise along with giving a number of visual/performance
accessory manufacturers a chance to reach out to the Indian enthusiasts and cater to their ever-
increasing demand for novelty.

18
 Exposure to the western automotive market and trends through television shows, reviews,
automotive events, magazines, and countless other channels, has also led to a developed aesthetic
and visual design sense in the masses. A number of automotive design institutes have been
conceived and they’ve come up with exclusive training programs for students, offering to provide
them with various skills like sketching, rendering, utilising digital platforms and tools to
communicate their ideas and concepts to well-trained faculties from around the world. Under the
guidance of these design gurus, the institutes have provided the students to enter the industry as a
wave of fresh and budding designers with ideas that break the notion of even the sky being the
limit.
In the backdrop of this current scenario, in the Indian automotive playground, we, over the coming
weeks, would be bringing you news and articles not just on generic threads, but stories, write-ups
and columns on each of the many realms of the Indian and International automotive world. Be it
Design, manufacturing, brands, Customization, or groups, clubs, events and shows, we would
bring you exclusive and exciting reads that would surely strike a chord with the enthusiast in you.

Over view
The automobiles sector is compartmentalized in four different sectors which are as follows:
 Two-wheelers which comprise of mopeds, scooters, motorcycles and electric two-wheelers
 Passenger Vehicles which include passenger cars, utility vehicles and multi-purpose
vehicles
 Commercial Vehicles that are light and medium-heavy vehicles
 Three Wheelers that are passenger carriers and goods carriers.

The automobile industry is one of the key drivers that boosts the economic growth of the country.
Since the de-licensing of the sector in 1991 and the subsequent opening up of 100 percent FDI
through automatic route, Indian automobile sector has come a long way. Today, almost every
global auto major has set up facilities in the country.
Austria based motorcycle manufacturer KTM, the established makers of Harley Davidson from
the US and Mahindra & Mahindra have set up manufacturing bases in India. Furthermore,
according to internal projections by Mercedes Benz Cars, India is set to become Mercedes Benz’s
fastest-growing market worldwide ahead of China, the US and Europe.

19
As per the data published by Department of Industrial Policy and Promotion (DIPP), Ministry of
Commerce, Government of India, the cumulative FDI inflows into the Indian automobile industry
during April 2000 to October 2013 was noted to be US$ 9,079 million, which amounted to 4% of
the total FDI inflows in terms of US $. The production of compact superbikes is also expected to
take place in India. The country has a mass production base of 16 million two-wheelers and the
several global as well as Indian bike makers are looking forward to use it as an advantage in order
to roll out sports bikes in the 250-cc capacity.

The world standing for the Indian automobile sector, as per the Confederation of the Indian
industry is as follows:

● Largest three-wheeler market

● Second largest two-wheeler market
● Tenth largest passenger car market
● Fourth largest tractor market
● Fifth largest commercial vehicle market
● Fifth largest bus and truck segment

However, the year 2013-2014 has seen a decline in the industry’s otherwise smooth-running
growth. High inflation, soaring interest rates, low consumer sentiment and rising fuel prices along
with economic slowdown are the major reason for the downturn of the industry.
Except for the two-wheelers, all other segments in the industry have been weakening. There is a
negative impact on the automakers and dealers who offered high discounts in order to push
sales. To match the decline in demand, automakers have resorted to production cuts and lay-offs,
due to which capacity utilization for most automakers remains at a dismal level.

Despite the comprehensive market being under extreme burden, the luxury car market has
observed a robust double-digit hike during the year 2013-2014, as a result of rewarding new
launches at compelling lower price points. Further, with the measured increases in the price of
diesel, the overall market continues to shift towards petrol-fuelled cars. This has led to the growth
in sales of the 'Mini' segment of the PV market by of 5.5%.

20
 Factors determining the growth of the industry

 Fuel economy and demand for greater fuel efficiency is a major factor that affects consumer
purchase decision that will bring leading companies across two-wheeler and four-wheeler segment
to focus on delivering performance-oriented products.
 Sturdy legal and banking infrastructure
 Increased affordability, heightened demand in the small car segment and the surging income of the
Indian population
 India is the third largest investor base in the world
 The Government technology modernization fund is concentrating on establishing India as an auto-
manufacturing hub.
 Availability of inexpensive skilled workers
 Industry is perusing to elevate sales by knocking on doors of women, youth, rural and luxury
segments
 Market segmentation and product innovation

Employment Opportunities

There are a wide range of jobs available in the automobile industry. With the
number of vehicles available on the road today, the need and requirement for people who can fix
these machines is fast increasing. Careers like automobile technician, car or bike mechanics are a
great option. Becoming a diesel mechanic is also a significant alternative. Diesel mechanics are
responsible for repairing and servicing diesel engines. As they are also required to repair engines
of trucks and buses, other than cars, they are provided with hefty wages.
If communication with people instead of repairing cars is what interests you, then
you have the opportunity of becoming a salesperson or sales manager in an automobile company.
Career opportunities in automobile design, paint specialists, job on the assembly line and
insurance of vehicles is also available.

21
 Employment Trends

The Automotive Mission Plan for the period of 2006-2016 aims to make India emerge as a global
automotive hub. The idea is to make India as the destination choice for design and manufacture of
automobiles and auto components, with outputs soaring to reach US$ 145 billion which is
basically accounting for more than 10% of the GDP. This would also provide further employment
to over 25 million people by 2016 making the automobile the sunrise sector of the economy.

According to the Confederation of Indian Industry, the automobile sector currently

employs over 80 lac people. An extension in production in the automobile industry is forecasted, it
is likely to rise to Rs. 600000 crores by 2016.

Future Trends in the Automobile Industry

As the auto-shows began in January 2014, the industry promised a blend of technology and
automotives. With the recession trend breaking its leashes form the past two years, 2014 is
expected to get back on track with the sales of automobiles in the country.

 Almost Self-governing cars are predicted to be on the streets by 2020

 More than half the cars on the streets are going to be powered by diesel by 2020
 Industry watcher Gartner indicates that 30 percent of motorists want parking info. The facility is
likely to come up after glitches in the infrastructure catch up.
 High Performance Hybrid cars are likely to gain greater popularity among consumers.

The Indian automobile industry has a prominent future in India. Apart from meeting the
advancing domestic demands, it is penetrating the international market too. Favoured with various
benefits such as globally competitive auto-ancillary industry; production of steel at lowest cost;
inexpensive and high skill manpower; entrenched testing and R & D centres etc., the industry
provides immense investment and employment opportunities.

22
FUTURE FOCUS
To explore the luxury segment in automobile division
To undertake more hospitality projects and expand in infrastructure segment
To increase the Auto – Financing operations

GLOBAL AUTOMOBILE SCENARIO

U.S.A, U.K, France, Germany, Belgium, Italy and Canada are the pioneers of automobile
industry in the world till middle of last century and the Asian countries use to import all
type of cars from them "Henry Ford" of United States of America is said to the be the
father of Automobile Industry in the world and even now the Ford company enjoys the
privilege of being leader in the industry with its modern and improved technologies. Ford,
Packard, Cadillac-C etc are the familiar names of Automobiles during the period.
Thereafter there was gradual change and refinement in the automobile designs and some
other Asian countries like Korea and Japan made their entry into the market, and now it is a
competitive market all over the world with new models, changing designs making them
more comfortable to travel. The scenario of Western monopoly is now changed to
competitive market and the major manufacturers are well aware of the galloping growth
rate and most of them have rushed to set up companies in the potential areas in the world.

MARKET SIZE
For the calendar year (CY) 2021, all segments showed growth, and total sales
increased by million units in CY20. The total number of commercial cars sold was
677,119, up 34% from 505,102 in the previous year.

In FY21, the total passenger vehicles production reached 22.65 million vehicles.

23
Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger car
sales are dominated by small and mid-sized cars. Two wheelers and passenger cars accounted for
81.21% and 14.56% market share, respectively, accounting for a combined sale of over 17.8
million vehicles in FY21.

MAJOR PLAYERS IN THE INDUSTRY

With an increase in income levels and an enhancement in lifestyles, four-wheelers are fast
becoming the preferred mode of transportation for Indians. Gone are the days when owning a
four-wheeler seemed like a far-fetched dream in an average Indian household. Nowadays,
almost every Indian family in the middle-income group and the high-income group owns at
least one, if not more, car.

Here are the top car manufacturing companies in India

MARUTI SUZUKI

Maruti Suzuki is the largest automotive manufacturing company in India. As of September

2021, the automobile giant has a 49 per share in the passenger car segment of the Indian

24
 automobile market. With a proud history of thirty years, the company offers a wide array of
vehicles in different segments, including commercial vehicles and passenger vehicles.

Some of the popular Maruti Suzuki products in the passenger car segment are:

Maruti Suzuki Wagon R

Maruti Suzuki Alto

Maruti Suzuki Swift

Maruti Suzuki Bale no

In the financial year 2019-20, the company recorded a revenue of ₹78,994 crores and a net
income of ₹5,559 crores. With a brand name recognised in almost every Indian household
and a focus on product development and customer satisfaction, Maruti Suzuki is one of the
leading automobile manufacturers in India.

TATA MOTORS

The name Tata has always been synonymous with trust and faith and Tata Motors is a
company that is committed to honouring those values. Whether it is the development and
launch of India's first car that cost ₹1 customers at the centre of their product strategy.

Tata Motors has an extensive range of passenger cars, ranging from hatchbacks to SUVs. Some of the
popular passenger cars of the company include the Tata Safari, Tata Tiago, and Tata Altron. In the
commercial vehicles segment, the company offers popular products such as the Tata Ace and the Tata Star
bus. In the financial year 2020-21, the company registered a total revenue to the tune of ₹3,19,247crores.
By virtue of its revenue, Tata Motors is often considered the richest car manufacturing company in India

25
.

MAHINDRA AND MAHINDRA

Think tractors and Mahindra and Mahindra is one of the first names that comes to mind.
Established in the year 1945, the company manufactures lightweight commercial vehicles,
SUVs, bikes, and tractors. With a global presence, particularly in the tractors segment,
Mahindra and Mahindra is a household name in India. The company manufactures, amongst
other products, the Mahindra Bolero, Mahindra Thar, and Mahindra Scorpio. In the financial
year 2020-21, the company had a total revenue amounting to ₹74,277.78 crores and a net
income of ₹3,347.41 crores. Mahindra and Mahindra are one of the leading automotive
manufacturing companies in India in the SUV segment.

HYUNDAI MOTORS INDIA

Hyundai Motors is considered to be the first company that challenged the long-standing
monopoly of Maruti Suzuki in the passenger car segment in India. With access to advanced
technologies and a distinct product focus, Hyundai has become one of the most popular
automobile brands in India in the past two decades. According to the data pertaining to
February 2019, the company is the second-largest manufacturer of automobiles in India. The
launch of the iconic Hyundai Santo in September 1998 drastically shifted the landscape of the
Indian automobile sector. With the massive success of the Santoro, the company quickly
became the biggest car exporter in India. Some of the popular cars manufactured by Hyundai
Motors

Honda Cars
Established in the year 1995 as a joint venture named Honda SITEL Cars India, Honda Cars is a
subsidiary of the Japanese automobile giant, Honda Motors Company Limited. With the
launch of the iconic Honda City in 1998, the company made its presence felt in India and
soon gained popularity.

Some of the other flagship cars of the company are the Honda Jazz and the Honda Amaze.
The company has been developing new products that follow its traditions of advanced design,

26
 technology, durability, and fuel efficiency. In the financial year 2018-19, the company had a
total revenue of ₹16,593.87 crores.

GOVERNMENT INITIATIVES

The Government of India encourages foreign investment in the automobile sector and has
allowed 100% FDI under the automatic route.

Some of the recent initiatives taken by the Government of India are –

● In February 2022, Mr. Nitin Gadkari, Minister of Road Transport and Highways, revealed
plans to roll out Bharat NCAP, India’s own vehicle safety assessment program.
● In February 2022, 20 carmakers, including Tata Motors Ltd, Suzuki Motor Gujarat,
Mahindra and Mahindra, Hyundai and Kia India Pt. Ltd, were chosen to receive
production-linked incentives (PLI) as part of the government's plan to increase local.
● vehicle manufacturing and attract new investment. The 20 automobile companies have
proposed a total investment of around Rs. 45,000 crore (US$ 5.95 billion).

In the Union Budget 2022-23, the government laid out the following initiatives:
 The government introduced a battery-swapping policy, which will allow drained batteries to be
swapped with charged ones at designated charging stations, thus making EV’s more viable for
potential customers.
 India’s National Highways would be expanded by 25,000 km in 2022-23 under the Prime
Minister’s Gate Shakti Plan.
 In November 2021, the Union Government added >100 advanced technologies, including
alternate fuel systems such as compressed natural gas (CNG), Bharat Stage VI compliant
flex fuel engines, electronic control units (ECU) for safety, advanced driver assist systems
and e-quadricycles, under the PLI scheme for automobiles.

27
 .
● In September 2021, the Union Minister for Road, Transport and Highways, Mr. Nitin
Gadkari announced that government is planning to make it mandatory for car
manufacturers to produce flex-fuel engines after getting the required permissions from the
Supreme Court of India.
● In September 2021, the Indian government issued notification regarding a PLI scheme for
automobile and auto components worth Rs. 25,938 crore (US$ 3.49 billion). This scheme
is expected to bring investments of over Rs. 42,500 (US$ 5.74 billion) by 2026, and create
7.5 lakh jobs in India.
● In August 2021, Prime Minister Mr. Narendra Modi launched the Vehicle Scrappage
Policy, which aims to phase out old polluting vehicles in an environmentally-safe manner.
● The Indian government has planned US$ 3.5 billion in incentives over a five-year period
until 2026 under a revamped scheme to encourage production and export of clean
technology vehicles.
● As of June 2021, Rs. 871 crore (US$ 117 million) has been spent under the FAME-II
scheme, 87,659 electric vehicles have been supported through incentives and 6,265 electric
buses have been sanctioned to various state/city transportation undertakings

ROAD AHEAD

The automobile industry is dependent on various factors such as availability of skilled labour
at low cost, robust R&D centres, and low-cost steel production. The industry also provides
great opportunities for investment and direct and indirect employment to skilled and unskilled
labour.

 Indian automotive industry (including component manufacturing) is expected to reach

Rs. 16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026.
 The Indian auto industry is expected to record strong growth in 2022-23, post
recovering from effects of COVID-19 pandemic. Electric vehicles, especially two-
wheelers, are likely to witness positive sales in 2022-23.

28
CONCLUSION

Easier and faster mobility of people and goods across the regions, countries and continents
are a cherished yearning of mankind. The automobile industry's potential for facilitating this
mobility s enormous. Wheels of development across the globe would have to be powered by
this industry. However, a seamless development of this industry across countries and
continents alone will help in realization of this objective. For such seamless and barrier-free
development of the sector, countries will have to come together and develop better
understanding. Industry across countries will have to meet challenges of newer technologies,
alternative fuels and affordability of automobiles by people at large through constructive
cooperation. The earlier we are able to achieve this the better it would be for the world
development.

29
 COMPANY PROFILE
INTRODUCTION

"Varun Group is a renowned business conglomerate with successful entities spread across
Industries - Automobile, Auto Financing, Construction and Hospitality & Entertainment, for
more than 60 years in Andhra Pradesh. The Group has 62 state-of-the-art Showrooms and 72
modern Service Centre spread across Andhra Pradesh. Its Automobile wing, has recorded
20% Y-o-Y growth for the last 7 years. And it is one of the largest auto dealers in India, with
annual turnover of Rs. 1,500crore and sale volume of 90,000 vehicles every year. The Auto
Financing business section, reported 40% growth in the last 5 years. The Construction and
Hospitality & Entertainment entities, have achieved outstanding business growth within a
short span of time. Varun Group has achieved remarkable business success winning many
accolades over the years."

MARUTI SUZIKI INDIA LTD

Maruti Udyog Limited was established in February 1981 as a government
to meet the growing demand of a personal mode of transport caused by the lack of an
efficient public transport system.
Suzuki Motor Company was chosen from seven prospective partners worldwide.
This was not only too due to their undisputed leadership in small cars but also due to their
commitment to actively bring to MUL contemporary technology and Japanese management
practices.
A license and joint venture agreement signed between Government of India and
Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in October 1982.
Car market leader Maruti Udyog Limited now has a new name "Maruti Suzuki India
Limited". The company's new name was approved by the Registrar of Companies yesterday
and comes into effect from 17th September 2007.

30
 The company's Board of Directors had approved "Maruti Suzuki India Limited" as the new
name, in July, 2007. This was subject to approval by the Company's shareholders. The
Company's shareholders approved the new name at the Annual General Meeting held on
6thSeptember2007.

The objectives of MSIL:

 Modernization of the Indian automobile industry.
 Production of fuel-efficient vehicles to conserve scarce resources.
 Production of large number of Motor vehicles which was necessary for economic growth.

Maruti -Vision:
The leader in "The Indian Automobile Industry", "Creating Customer Delight and
Shareholder's Wealth", "A Pride of India".

Maruti Quality Policy:

Consumer satisfaction is achieved through continuous improvement of Maruti products
and services by following PDCA (Plan - Do - Check - Act) in all the / functions of Maruti
Organisation.
• ISO 9001: 2000
• Employee Quality Measures.

Maruti Products:
MSIL manufactures varied range of cars suiting to the budget requirements of different
income groups. These are categorized into three segments as shown in Table 2.1. Basing on
the cost, these categories are treated as economy, semi-luxury & luxury class of vehicles.
The products of segment - A ranges between Rs. 2.00 – 2.40 lakhs.

31
The products of Segment -B ranges between Rs.2.35 - 3.80 lacs and the products of Segment
– C ranges from Rs.4.00 - 13 lacs. Table 2.1 clearly depicts different segments of cars, their
products and various ranges in them.

Maruti’s share in Indian car Industry

Table 2.1 exhibits MSIL's share in the Indian Car Industry. MSIL has been performing
excellently and is leading the market by taking the major share of 55% of the total Indian car
market
MSIL stands at No. l position despite heavy market competition of other brands cars
which have come on to the Indian roads in recent past due to the generalisation of government
policies. A clear picture of market share of Indian car industry is shown through Table 2.1

Table 2.1

MARKET
YEAR SHARE
2012-13 39.4
2013-14 42.1
2014-15 45
2015-16 47.51
2016-17 49.5
2017-18 51
2018-19 52.54
2019-20 52.5
2020-21 46.6
2021-22 40.1

MARUTI – SERVICE:
Maruti Suzuki India Limited offers widest range of cars catering to all kinds of
needs and budgets. Their authorized dealerships are single stop sources for easy Auto Finance
options, Car Insurance, Used cars, N2N Fleet Management services, Auto Card Loyalty Programme
and genuine spare parts and accessories. Its 1000 - city, 1885 - strong service network is by far

32
the largest. It has also been adjudged as No. l by J.D. POWER Initial Quality Survey in relation
to Customer Satisfaction, Product Quality, Service network & Recruitment, Spares at low cost,
widest range of models (11 models) and one stop shop convince. Perhaps that explains why when
it comes to cars Maruti Suzuki remains India's all-time favourite.

GENERAL PROFILE

Mission
“Grab opportunity to be the market leader in the best of the class car dealership in a healthy
environment by empowering the employees through systems & processes so as to expand
the network”
“To delight the customer in sales & services by creating the benchmark in the industry to
become the first-choice dealer for any auto manufacturing.”

History &Origin

Varun Maruti is an Automobile business started in 1996 by Mr. V. Prabhu Kishore. The
start of Automobile began in 1975 with Padmaja Commercial Corporation, a firm founded
in 1950 by his late father V.K.R. Chowdary. Varun Maruti has branches in Krishna,
Visakhapatnam, Hyderabad, Nizamabad, Srikakulam and Vizianagaram. It has 13
showrooms, 17 Workshops and Service centres.

Varun Maruti’s sales volume 17,639 per annum, Service volume 1, 85,584 and it finance
25,777 vehicles per year as 31/3/2011. The Varun group started with Varun Finance and
Lakshmi finance by Mr. V. Prabhu Kishore in Krishna and Visakhapatnam in 1988. The
Varun Finance helps 12000 people by giving finance up to 70lakhs.Varun Bajaj started in
1992 in Krishna,

Visakhapatnam and Varsha Builders Pvt Ltd Construction Company for automobile
dealership infrastructure. It was started in 1992 in Krishna, Visakhapatnam and Hyderabad.
Varun Maruti started in 1996 in Krishna, Visakhapatnam, Hyderabad, Nizamabad,
Srikakulam and Vizianagaram. Varun JCB started in 2009 in Guntur, Krishna, East
33
 Godavari, West Godavari, Visakhapatnam, Srikakulam, Vizianagaram and it has dealership
from Guntur to Srikakulam. Varun Mahindra Navistar and Sea valley resort Pvt Ltd started
in 2010 in Visakhapatnam. Novotel Varun beach started in 2011 In Visakhapatnam. It helps
in Indian tourism development. Varun Bharat Benz started in 2011 in Visakhapatnam,
Krishna, and Guntur etc. Varun Training Institute was started in 2011 at Hyderabad,
Visakhapatnam and Krishna and it train 50 boys in diesel mechanic and body shop skills
over a period of one year and they are predominantly absorbed by Varun Group for their
various divisions. Varun Maruti has dealership Varun Maruti buys and sells new cars, used
cars and it has Service centres and Insurance facilities. It directly interacts with the
customers.

Objectives
 Rising industrial output
 Rising per capita income
 Availability of a variety of vehicle models meeting diverse needs and preferences
 Greater affordability of vehicles

SWOT Analysis

Strengths
 Domestic Market is large
 Numbers of branches (Show rooms, Service centres) are high.
 Facilitating Finance and insurance and customer care services

Weaknesses
 . Too much attrition in executive level
 Systems and process missing in the backend services

Opportunities
 Raising the Rural demand
 Introducing new schemes
34
 Threats
 It is exposed to fluctuating economic and political conditions the markets
 Too much competition and lack of skilled labour

Unique Achievements

Varun Maruti dealership practices and Recruitment have made Varun group the largest
automobile dealer in Andhra Pradesh and one of the top dealers for Bajaj and Maruti in the
country. Varun by far has the largest net-work and own automobile infrastructure in A.P.
Below is few of our dealership achievements at the national level.

The management practices at Varun complements the pursuit of perfection. The speed of
adaptation to change and commitment to growth largely boosted the operational efficiency
of the organization. Behind the success of Varun Group, lies the saga of team work,
empowerment, aggressive marketing, discipline, higher levels of sensitivity towards
customer.

Varun Motors was awarded Maruti PLATINUM award Eight times consecutively for the
past 10 years in Balanced Scorecard (Platinum award is the highest rated award in Maruti).

● Adjudged India’s No.1 Maruti dealer in Balanced Scorecard in 2003-2004.

● Committed Customer Service got us the ISO 9001 – 2008 Certification.
● Government of AP awarded "Best dealer award for payment of tax (VAT) &
Compliance to APVAT provisions in2001-02 and 2006-07".
● To become the biggest dealer in Maruti Dealer in India with continued customer
service and improved product range
● To lead the Maruti Dealership business of AP with more expansion to all the
districts.

35
FUNCTIONAL PROFILE

Product Mix
Varun Maruti is a dealership company. It takes dealership from Maruti Suzuki and it
sells the cars. There are many brands and models of companies. Some of the models are
Hatchbacks, sedans, SUVs, MPVs.

New A-star, ALTO 800, New Ritz, Alto K 10, New Swift, Old Wagon, Estela, A-star,
and 800 are hatchbacks. A hatchback is a type a car which has both a sloped back and a rear
door that swings upwards when opened. Hatchbacks tend to have some common features,
such as a shared passenger and cargo area.

New Swift Dire, Kizashi, Old SX4 are sedans. A is a passenger car in a three-box
configuration with A, B&C -P and principal volumes articulated in separate compartments for
engine, passenger and cargo. The passenger compartment features two rows of seats and
adequate passenger space in the rear compartment for adult passengers.

Grand Vitara is a SUVs sport utility vehicle (SUV) is a vehicle similar to a station wagon or
estate car, usually equipped with four-wheel drive for on- or off-road ability. Some SUVs
include the towing capacity of a pickup with the passenger-carrying space of a minivan or large
sedan. Eeco, Gypsy, Omni are MPVs. A compact MPV is a multi-personal versions of small
family cars fitting between the mini MPV and large MPV sub-segments.

Employee Personal File Policy

● Personal files should be maintained for all employees within three days of joining.
● Should be collected and organised as per the employee file check list form.
● Files of Exec Members should be kept in directors’ office, HOD and Manager’s to be
kept with HR office.

36
 ● Files should be taken out only if director requests and file movements recording
“FILE MOVEMENT REGISTER” by HR.
 HR should handle and maintain all files as required, in charge are responsible for
movements of files at all times.
 Any changes to personal details of employees should be mentioned to HR
immediately by e-mail and changes will be made; copy of the mail will be filed in
employee’s personal file.
 In case of exit, files will be retained till a maximum of three years.

Marketing

The business is more into selling since it is a dealership-oriented business

The sales are being marketed through advertisements, events etc
The Segmentation, Targeting and Positioning procedure is applied during the sales
The market is segmented “Demographically” and the specific product is projected at such
locations for increased sales

Few Examples

 KTM bike segmented of Bajaj is focussed on Luxury segment and Age specific and so
projected at universities and colleges through events
 Maruti focuses on Malls and Theatres where family dwelling is high
 Auto finance division focuses on Income resources and markets the finance to such
customers

37
 CHAPTER – 3

THEORITICAL FRAMEWORK OF

HR PERFORMANCE APPRAISAL

38
 INTRODUCTION TO PERFORMANCE APPRAISAL
In every organization there is a need to understand the abilities of the employees to perform
and grow. Performance appraisal acts as a tool to check the development opportunities for
the employees. It is a systematic evaluation of the work performed by the employees.

Performance Appraisal is the key ingredient of performance management. In a workgroup,

members, consciously or unconsciously, make opinions about others. The opinion may be
about their quality, behavior, way of working, etc. Such an opinion becomes the basis for
interpersonal interaction. In the same way, superiors form some opinions about their
subordinates for determining many things like salary increase, promotion, transfer etc.

In large organizational this is formalized and takes the form of performance appraisal.
Performance appraisal in some form has existed in the old days also.

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.

The ways of performance appraisal include:

 The pay of employees is compared with the target given to them and the plans on
which they act during daily work routine.
 The factors which are responsible for the performance of employees are analyzed by
the supervisor.
 Further, better ways to improve the performance are suggested to the employees.

39
 Performance Analysis and Development

Performance appraisal was formerly used for the purpose of evaluating the employee
performance and controlling the performance against the set standards, this technique is used
to control the employee ignoring the human aspect. But with the emergences of human
resource concept, organizations are using this technique to analyses the employee
performance and further to improve or develop it. Thus, this technique is now used as an
enabling and motivating tool to improve the performance.

The performance analysis and development help the organization to meet the following
challenges:

● Create a culture of excellence that inspires every employee.

● Match organizational objectives to individual aspirations.

● Equip people with the skills necessary to perform their d

● Clear growth paths for especially talented individuals.

● Provide new challenges to rejuvenate careers.

● Forge a partnership with the people for managing the careers.

● Empower employees to take decisions without fear of feeling.

● Allow the voice of workers closest to the customers to be heard.

● De-bureaucratize the structure for free

flows of information

DEFINITIONS OF PERFORMANCE APPRAISAL:

40
 According to L. A. LARKIN,

“Performance appraisal is the systematic assessment by merit factors of the behavior and /or
ability of workers in their work and a means whereby each worker may be rewarded a
percentage in addition to his wage according to his assessed merit value”.

According to Gomez-Mejia,

“Performance Appraisal involves the identification, measurement and management of human

performance in organization.”

According to Sabert and Swanepoel,

“Performance appraisal is a formal and systematic process by means of which the relevant
strengths and weaknesses of the employees are identified, measured, recorded and
developed.”

According to Beach,
“Performance appraisal is the systematic evaluation of the individual with regard to his or
her performance on the job and their potential for development”

According to DALE YODGER,

“Performance appraisal to all formal procedures aimed working organization to evaluate

personalities and contribution of one potential group members”

According to JOHN A. SHUBIN,

Performance Appraisal is defined as “Merit rating is a systematic appraisal of the employee’s

personality and performance on the job and is designed to determine his contribution and

41
relative worth to the firm”.

42
 OBJECTIVES OF PERFORMANCE APPRAISAL:

Performance appraisal plans are designed to meet the needs of the organization and the individual.
It is viewed as core to good human resource management.

The following are some of the objectives of employee performance appraisal:

● To identify the strengths and weaknesses of employees to place the right men on
the right job.

● To maintain records in order to determine compensation packages, wage structure,

salaries raise, etc

● To generate significant, relevant and valid information about employees for further
growth and development.

● To identify and meet training needs and aspirations.

● To help in improving employee’s performance if he is not found to be suitable

during the review period;

● To create a desirable culture and tradition in the organisation

● To help in planning career development and human resources planning based on

potentialities.

● It serves as a basis for influencing the working habits of the employees.

43
 ADVANTAGES AND DISADVANTAGES OF PERFORMANCE
APPRAISAL

The employee performance appraisal system is a core part of HR functions and regularly used for
the benefits of the organization. However, each system has its own benefits and drawbacks.

Advantages of Performance Appraisal:

Development of personnel: On the basis of performance evaluation, the employer or the

organization or the two together can plan for the career development or development program
me for the individual concerned.

Helpful in proper placement: Appraisal is helpful in the placement of the personnel. This
means that the personnel should be placed on the right jobs. Besides, the abilities of the workers
kept on probation can be found out, and they may be placed at proper positions after probation or
discharged or the probation period can be extended so that necessary improvements can be made.

High morale: Generally, every worker is eager to know the management’s opinion
about his/ her work and ability. A properly planned appraisal programmer gives a chance to
a person to know about himself/herself and motivates him/her for development. This increases
his/her mental strength and provides self-satisfaction.

Utility for management: The main advantage of the performance management goes to
management. They know the abilities of the people and on that basis, the management sets right
the program me for their promotion, transfer, forced leave or discharge. It serves in determining
a sound and suitable wage structure. Appraisals can be used to evaluate the training programmer
also.

Motivation: It is a tool for motivating employees towards higher performance.

44
 Disadvantages of Performance Appraisal:

The Halo effect: The Halo effect is defined as the ‘influence of a rater’s general impression on
ratings of specific rate qualities. It tends to occur when an evaluation rates an employee high on
all jobs criteria, even if he has performed well only in one area.

Rater bias: The rater’s prejudices and biases can also influence rating. For example, a
supervisor can underrate an employee based on race, sex, religion, appearance and favoritism.

Contrast error: The rating is always based on performance standards. The contrast error
occurs when an employee is rated without taking into account the performance standard. This
can also occur if a rater compares an employee’s present performance with their past
performance.

Central tendency error: When the supervisor rates all the employees within a narrow range,
thinking all employees are of average level, this type of error occurs.

Primary and recency errors: Behaviour of an employee at the initial stage of rating and at
the end of appraisal can affect the rating. For example, a salesman’s performance may be very
low for some part of the year.

45
46
 PROCESS OF PERFORMANCE APPRAISAL:

Step 1: Establish performance standards

The first step in the process of performance appraisal is the setting up of the standards which will
be used as the base to compare the actual performance of the employees.

This step requires setting the criteria to judge the performance of the employees as successful or
unsuccessful and the degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable terms.

In case the performance of the employee cannot be measured, great care should be taken to
describe the standards.
47
 Step 2: Communicate performance standards

It is the responsibility of the management to communicate the standards to all the employees of the
organization. The employees should be informed and the standards should be clearly explained
to the employees. This will help them to understand their roles and to know what exactly is
expected from them. The standards should also be communicated to the appraisers or the
evaluators and if required, the standards can also be modified at this stage itself according to the
relevant feedback from the employees or the evaluators.

Step 3: Measure employee performance

The most difficult part of the Performance appraisal process is measuring the actual performance
of the employees i.e., the work done by the employees during the specified period of time. It is a
continuous process which involves monitoring the performance throughout the year. This stage
requires the careful selection of the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and providing assistance rather than
interfering in an employee's work.

Step 4: Compare actual performance to performance standards

The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards set. The
result can show the actual performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating and analysis of data related to the
employees’ performance.

48
 Step 5: Discuss the appraisal with the employee

This is generally the step in the process that is the most difficult for managers and employees
alike and it can be a challenge to manage emotions and expectations. Even when performance is
strong, there can be differences of opinion on the next action. A significant difference of
opinion regarding performance can create an emotionally-charged situation. If the manager is
providing feedback and coaching on a regular basis, this shouldn’t be the case. If an employee
has consistently poor performance, the issue should be addressed, corrective action taken in a
timely manner and not deferred to an annual review. To identify and prepare for differences of
opinion, management can ask employees to complete and submit a self- evaluation prior to the
appraisal meeting. A key point to keep in mind is that the manager’s ability to remain calm and
civil will have a significant impact on the employee’s confidence, motivation and future
performance.

Step 6: Implement personnel action

The final step in the appraisal process is the discussion and/or implementation of any next steps:
a reward of some sort - a raise, promotion or coveted development opportunity or corrective
action, a performance plan or termination. Note, however, that corrective action that might help
an employee achieve expectations shouldn’t be tabled until the next formal appraisal. As
performance gaps are identified, supervisors and managers should take the time to identify why
performance is not meeting expectations and determine whether the employee can meet
expectations with additional training and/or coaching. As mentioned above, if performance is
such that termination is warranted, that action should be taken in a timely manner as well.

49
 METHODS OF PERFORMANCE APPRAISAL:

Methods of Performance Appraisal

With the evaluation and development of appraisal system, a number of methods or techniques of
performance appraisal have been developed. The most important among them are listed in the
table given below.

TRADITIONAL METHODS MODERN METHODS

1. Ranking method 1) management by objectives

2. Paired comparison 2) 360-degree appraisal
3. Grading
3) Assessment centres
4. Force distribution method
5. Force choice method 4) Behaviourally anchored
scales
6. Graphic scale method
7. Essay method 5) Cost accounting method

8. Field review method

50
 Traditional methods of Performance Appraisal:

Ranking Method:
It is the oldest and simplest formal systematic method of performance appraisal in which an
employee is compared with all others for the purpose of placing order of worth. The employees
are ranked from the highest to the lowest or from the best to the worst.

In doing this the employee who is the highest on the characteristic being measured and also the
one who is L lowest, are indicated. Then, the next highest and the next lowest between next
highest and lowest until all the employees to be rated have been ranked. Thus, if there are ten
employees to be appraised, there will be ten ranks from 1 to 10.

The paired comparison Method:

The paired comparison technique is yet another method using which employees can be ranked by
comparing them to one another. However, this method is significantly more complex and time-
consuming. The primary feature of this type of performance appraisal method is that each
employee is compared with every other employee by making pairs. This method works with the
manager determining whether every employee has performed better or worse than every other
employee.

Grading Method:

In this method, certain categories of worth are established in advance and carefully defined. There
can be three categories established for employees: outstanding, satisfactory and unsatisfactory.
There can be more than three grades. Employee performance is compared with grade definitions.
The employee is, then, allocated to the grade that best describes his or her performance. This
type of grading is done in the Semester pattern of examinations and in the selection of a
candidate in the public service sector. One of the major drawbacks of this method is that the rater
may rate most of the employees on the higher side of their performance.
 Forced Distribution Method:

This method was evolved by Tiffin to eliminate the central tendency of rating most of the
employees at a higher end of the scale. The method assumes that employees' performance level
confirms to a normal statistical distribution i.e., 10,20,40,20 and 10 per cent. This is useful for
rating a large number of employees' job performance and promo ability. It tends to eliminate or
reduce bias.
It is also highly simple to understand and easy to apply in appraising the performance of
employees in organizations. It suffers from the drawback that improved similarly; no single
grade would rise in the ratings.

Forced-Choice Method:
The forced-choice method is developed by J. P. Guilford. It contains a series of groups of
statements, and the rater rates how effectively a statement describes each individual being
evaluated. The Common method of Forced-choice method contains two statements, both positive
and negative.

Graphic Rating Scale Method:

The graphic rating scale is one of the most popular and simplest techniques for appraising
performance. It is also known as linear rating scale. In this method, the printed appraisal form is
used to appraise each employee.
The form lists traits (such as quality and reliability) and a range of job performance characteristics
(from unsatisfactory to outstanding) for each trait. The rating is done on the basis of points on
the continuum. The common practice is to follow a five-point scale.

Essay Method:
This method of performance appraisal is also known as the free form method. This is a
traditional method in which your manager will compose an essay based on your performance in
the previous year or quarter. Since this essay is free form, the manager can include several
different features of your work

Field Review Method:

The employee will be called in for an interview and ask a set of predetermined questions to
assess their talents and abilities. Based on the interview, the employee is given a rating by the
human resources team. The managers’ review isn’t entirely ignored, but its weightage in the
employee’s overall review certainly decreases.

Modern methods of performance appraisal

Management by Objectives:

Management by objectives mainly consists of four steps.

● In the first step, employees are informed of the goals they are expected to fulfil.
These goals might be personal in nature or related to the project that the employees are working
on. For each employee, a personalised set of goals is assigned.

● In the second step, the parameters on which the goals will be evaluated are
determined. These parameters are dependent on the kind of goal assigned and might be
continuous or discrete in nature.

● In the third part of management by objectives, the extent to which the employees
attained the goals is compared to the previously agreed goal standards. This allows employers to
decide why these goals were met, not met, or exceeded.
● Lastly, a periodic review is carried out, as a part of which managers and employees
reporting to them discuss the employees’ development. The employees are informed of their
shortcomings, strengths, and opportunities, enabling them to do better in the next stipulated
period of time.

360° Degree appraisal:

360°-degree feedback is a multi-source assessment, where individual performance is assessed and

feedback is recorded from a number of people that may include managers, Subordinates,
colleagues, and customers. A typical 360-degree feedback may cover aspects such as Shared
vision and mission, Communication, Strategic orientation, Organization skills, Decisiveness,
Team work, Drives, Leadership and Adaptability.

The types of 360°-degree feedback are Self appraisal, Superior appraisal, Subordinate appraisal,
Peers appraisal.

Assessment Centre:

In the assessment center approach, employees gather together at a specified center to be assessed
by their managers. They are given tasks, both group and individual, are evaluated based on their
performance in these tasks.

Distinct advantages include, the assessment centers provide more accurate evaluation, minimum
biasedness, right selection and promotion of executives, and so on Nonetheless, the technique of
assessment centers is also plagued by certain limitations and problems. The technique is
relatively costly and time consuming, causes suffocation to the solid performers, discourages the
poor performers, breeds unhealthy competition among the assesses and bears adverse effects on
those not selected for assessment
 Behaviourally Anchored Rating Scales (BARS):
The problem of judgmental performance evaluation inherent in the traditional methods of
performance evaluation led some organizations to go for objective evaluation by developing a
technique known as “Behaviorally Anchored Rating Scales (BARS)” around the 1960s.
BARS are descriptions of various degrees of behavior with regard to a specific performance
dimension. It combines the benefits of narratives, critical incidents, and quantified ratings by
anchoring a quantified scale with specific behavioral examples of good or poor performance.

Cost Accounting Method:

This method evaluates an employee's performance from the monetary benefits the employee yields
to his/her organization. This is ascertained by establishing a relationship between the costs
involved in retaining the employee, and the benefits an organization derives from Him/her.

Recognition is an act of knowledge, approving and appreciating the activity (or) service of the
employee in an organization. The term re-means again and cognition means to think.

Criteria for assessing performance:

1. Quality

2. Quantity

3. Timeless

4. Cost effectiveness

5. Need for supervision

6. Interpersonal impact
 Components of Appraisal Evaluations:

● “WHO” will appraisal.

● “WHAT” of the appraisal.
● The “WHY” of the appraisal.
● The “WHEN” of the appraisal.
● The ““WERE”” of appraisal

Performance Appraisal Method in Varun Motors:

The standard method used by this company is the newly developed 360-degree performance
appraisal method.

360-degree performance appraisal

In this performance is collected “all-round “an employee from his superiors, subordinates, peers
and internal and external customers. The feedback is general used for training and development
rather than for pay increases. The employee’s superior peers, subordinates, customers complete
the survey questionnaires on individual. The feedbacks are then complied and then presented to
the person being rated. Then they meet their sub ordinates and share the information they feel is
pertinent for their own self-improvement plan. The evolution is very comprehensive in terms of
the employee skills, abilities, styles, and job-related competencies

.
 CHAPTER – 4

DATA ANALYSIS & INTERPRETATION OF

THE STUDY
 Table 4.1: Opinion on present performance appraisal system.
S.NO-1
PARTICULARS NO OF RESPONDANTS PERCENTAGE
EXCELLENT 50 50%
GOOD 30 30%
AVERAGE 20 20%
POOR 0 0%
VERY POOR 0 0%
TOTAL 100 100%

Graph 1:

Interpretation : From the above graph we can observe that most of the employees opted
excellent about the performance appraisal system and no people were opted poor and very poor.
Hence, we observe that half respondents were giving excellent response
Table 4.2: Employee view on frequency of present performance appraisal
system.
S.NO-2
PARTICULARS NO. OF RESPONDANTS PERCENTAGE

IMMEDIATELY 25 25%

QUARTERLY 30 30%

ONCE IN AYEAR 45 45%

TWICE IN A YEAR 0 0%

TOTAL 100 100%

Graph 2

Interpretation: From the above graph we can observe that maximum people opted once in a
year, while 25 respondents were responding immediately and 30 respondents were responding
quarterly and no respondents were reacting twice in a year.
Table 4.3: Employees perception on decision making of promotions and
reward system.
S.NO-3
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 15 15%

AGREEE 35 35%

NEUTRAL 12 12%

DISAGREE 28 28%

STRONGLY DISAGREE 10 10%

TOTAL 100 100%

Graph 3:

DATA ANALYSIS DATA DATA

ANALYSIS, ANALYSIS,

strongly strongly agree, strongly agree

DATA
ANALY1S0I%S, agree
neutral
disagree

DATA ANALYSIS,
DATA ANALYSIS,
agree, 35, 35%
neutral, 12, 12%

Interpretation:
Maximum people agree that performance appraisal is proper basis for decision making. We can
also say that ten percent of the respondents are strongly disagree.
Table 4.4: Employee opinion on performance appraisal helps in assessing the
training needs.
S.NO-4
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 32 32%

AGREE 22 22%

NEUTRAL 25 25%

DISAGREE 16 16%

STRONGLY DISAGREE 5 5%

TOTAL 100 100%

Graph 4

Interpretation:
From the above graph we can say that maximum people strongly agree that performance
appraisal helps in assessing training needs, while very few people were strongly disagreeing in
assessing training methods and 25 people were in neutral position.
 Table 4.5: Employee opinion on the appraisal feedback
S.NO-5

PARTICULARS NO. OF RESPONDANTS PERCENTAGE

FULLY SATISFIED 38 38%

SATISFIED 22 22%

NEUTRAL 28 28%

DISSATISFIED 10 10%

FULLY DISSATISFIED 2 2%

TOTAL 100 100%

Graph 5:

Interpretation:
From the above graph we can say that maximum people are fully satisfied about appraisal
feedback and only two people were fully dissatisfied about appraisal feedback, while 28 people
were in neutral position.
Table 4.6: Employee opinion on feedback provided to employees after
completion of performance appraisal.
S.NO-6

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Yes 73 73%
No 27 27%
TOTAL 100 100%

Graph 6:

Interpretation:
From the above graph we can say that maximum people said feedback is provided after
completion and 27 people were said that no feedback is provided.
Table 4.7: Employee satisfaction on reward with compensation benefits basing
on performance appraisal system.
S.NO-7

PARRTICULARS NO. OF RESPONDENTS PERCENTAGE

Yes 67 67%
No 33 33%
Total 100 100%

GRAPH-7

Interpretation:
From the above graph we can say that maximum people said yes that compensation
benefits are provided fair & equally and 33 people were said no out of 100 respondent
Table 4.8: Employee’s satisfaction regarding to fairness during performance
appraisal process
S.NO-8

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

FULLY SATISFIED 56 56%

SATISFIED 16 16%

NEUTRAL 7 7%

DISSATISFIED 12 12%

FULLY DISSATISFIED 9 9%

TOTAL 100 100%

Graph 8:

Interpretation:
From the above graph we can say that maximum people are fully satisfied with process
of performance appraisal and 7 respondents are in neutral position, while 9 respondents are fully
dissatisfied during appraisal process.
Table 4.9: Employee opinion on monetary & non-monetary benefits for
outstanding performance appraisal.
S.NO-9
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Always 65 65%
Sometimes 16 16%
Rarely 7 7%
Never 12 12%
TOTAL 100 100%

Graph 9:

Interpretation:
From the above graph we can say that maximum people said that monetary and non-monetary
benefits are given for outstanding performance and 12 respondents were said benefits were never
given.
Table 4.10: Employees view on career aspirations for appropriate
development programme during appraisal feedback.
S.NO-10
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 45 45%

Agree 22 22%

NEUTRAL 15 15%

DISAGREE 11 11%

STRONGLY DISAGREE 7 7%

TOTAL 100 100%

Graph 10:

Interpretation: From the above graph we can say that most people strongly agree that career
aspirations are considered and 15 respondents were in neutral position, while 7 respondents were
strongly disagreeing
Table 4.11: Employee’s view on personality consideration while appraising
him /her.
S.NO-11
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 52 52%

Agree 22 22%

NEUTRAL 12 12%

DISAGREE 7 7%

STRONGLY DISAGREE 7 7%

TOTAL 100 100%

Graph 11

Interpretation:
From the above graph it is said that maximum people strongly agree that performance would be
rewarded and 7 respondents were agreed were disagreed and strongly disagreed, while 12
respondents were in neutral position
Table 4.12: Employee opinion on performance appraisal planning for effective
utilization of talents.
S.NO-12
PARTICULARS NO. OF RESPONDANTS PERCENTAGE

STRONGLY AGREE 63 63%

Agreed 22 22%

NEUTRAL 9 9%

DISAGREE 4 4%

STRONGLY DISAGREE 2 2%

TOTAL 100 100%

GRAPH-12 12:

Interpretation: From the above graph we can say that maximum people strongly agreed that
performance appraisal helps in effective utilization of talents and only 2 respondents were
strongly disagreed
Table 4.13: Employee view on consideration of performance appraisal to
planning the training programs.
S.NO-13

PARTICULARS NO. OF RESPONDANTS PERCENTAGE

STRONGLY AGREE 38 38%

AGREE 33 33%

NEUTRAL 16 16%

DISAGREE 9 9%

STRONGLY DISAGREE 4 4%

TOTAL 100 100%

GRAPH 13:

Interpretation: From the above graph we can say that maximum people strongly agree that
performance appraisal helps to plan training programs and 4 respondents were strongly
disagreed, while 16 respondents were in neutral position.

Table 4.14: Employee opinion on performance appraisal process to raise

organization performance.
S.NO-14

PARTICULARS RESPONDANTS PERCENTAGE

STRONGLY AGREE 47 47%

AGREE 25 25%

NEUTRAL 17 17%

DISAGREE 8 8%

STRONGLY DISAGREE 3 3%

TOTAL 100 100%

GRAPH 14:

Interpretation:
From the above graph it can be said that maximum people strongly agree that performance
appraisal helps to raise organization performance and only 3 people were strongly disagreed.

Table 4.15: Employee opinion on promotion should be purely based on

performance appraisal.
S.NO-15
 PARTICULARS NO. OF RESPONDANTS PERCENTAGE

STRONGLY AGREE 52 52%

AGREE 23 23%

NEUTRAL 15 15%

DISAGREE 9 9%

STRONGLY DISAGREE 1 1%

TOTAL 100 100%

Graph -15

Interpretation: From the above graph we can say that maximum people strongly agree that
promotion should be based on performance appraisal and only 1 respondent were strongly
disagreed, while 15 respondents were in neutral position and 23 respondents agreed.
 CHAPTER – 5
FINDINGS, SUGGESTIONS, SUMMARY
 Findings
 A majority of 33% of people are strongly agreeing that performance appraisal helps to plan

training programs

 A majority of 63% people are strongly agreed that performance appraisal helps in effective

utilization of talents.

 A majority of 32% people strongly agree that performance appraisal helps in assessing training

needs.

 Maximum people opted once in a year about the performance appraisal system

 A majority of 67% of people said yes that compensation benefits are provided fair & equally

during performance appraisal system

 A majority of 45% of people strongly agree that career aspirations are considered in performance

appraisal system

 A majority of 52% of people strongly agree that employee’s personality is considered while

performance appraisal system.

 Performance appraisal does not lend itself to the full complement of validation strategies that

have been found useful for standardized test.

 Job description and the appraisal systems based on them reflect organizational values and

judgments as well as some independent constellation of job tasks and performance requirement
 Suggestions
 The process of performance appraisal can be fair

 The performance appraisal system can be done on a more frequent basis.

 The company can consider appraisal feedback while deciding on training programs.

 Developing a positive culture: Changing culture requires leaders to understand the learning

process dynamics and how the learning and unlearning of assumptions and beliefs can be

manipulated to modify behaviour.

 Providing performance feedback: Employees naturally like to know how they are performing

relative to what is expected from them.

 Effective performance appraisal requires equal standards against which employees are assessed.

 One performance appraisal program should not be designed to serve a myriad of purposes,

administrative and developmental, as it can be vague and is difficult & results into failure.

 Improve understanding of the system, the forms and terminology to be applied.

 Increase accuracy and reduce common judgment errors.

SUMMARY

The performance appraisal system forms an integral part of the employee development process
in any organization. It reflects the ability of an organization to define goals and expectations
from the employees. A fair and ethical performance appraisal process is essential for the
company’s wellbeing and it plays a significant role in bringing out the best in workers. Salary
revision following a performance appraisal is great motivating factor and a fair performance
appraisal process goes a long way towards reducing attrition rates. Reviewing performance and
seeking ways to improve performance is often a good starting point. However, appraisals can
also be used whether though internal restricting or external influences. One major publisher
changed its ‘appraisal’ to development talks. The purpose here was to move away from concept
of measurement and judgement, towards one of the growths.

The performance appraisal process for organization is typically led by the personal function.
Much of the responsibility in the performance appraisal lies directly on the shoulder of the
manager, how the employee actually performs is observed over a fixed time period, the final
evaluation is documented on a form, these are shared with the subordinates of the manager.
This process ends with the employee such as his promotion, training etc. In Varun motors,
Visakhapatnam the aim of the human resource management is to identify the human potential
of its employee and is done through performance appraisal where there will be comparison
between the goal set and targets reached of each employee
 ANNEXUROUS
A QUESTIONAIRE ON PERFORMANCE APPRAISAL
I am ANDHAVARAPU Anoop of BBA from ‘ Gayatri Vidya parishad college, for degree
and P.G courses Visakhapatnam. I am currently doing a project in your organization on
Performance Appraisal. As a part of it I request you to fill the questionnaire below and help me
in finishing my report. I assure you that the information furnished here will not be disclosed
anywhere else. This is dedicated only for my project report.

Name: ……….………………………

1) What is your opinion on present performance appraisal system?

a. excellent b. good c. average d. poor

2) What is the Frequency of performance appraisal system?

a. Immediately b. quarterly c. once in a year d. twice in a year

3) Does Performance appraisal forms proper basis for making decisions regarding promotions and
reward system?
a. strongly agree b agree c. neutral d. disagree e. strongly disagree

4) Does your Performance appraisal help you in assessing your training needs?
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

5) What is your opinion about the appraisal feedback?

a. fully satisfied b. satisfied c. neutral d. dissatisfied e. fully dissatisfied

6) Does the Feedback is provided to employees after completion of performance appraisal?

a. yes b. no
 7) Are the employees rewarded with compensation benefits basing on performance appraisal
system?
a. yes b. no

8) How satisfied are you with the fairness during appraisal process?
a. fully satisfied b. satisfied c. neutral d. dissatisfied e. fully dissatisfied

9) Are any monetary and non-monetary benefits given for outstanding performance?
a. Always b. sometimes c. rarely d. never

10) Career aspirations are considered for appropriate development programs during appraisal
feedback
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

11) Does your personality is considered while appraising him/her?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

12) Doses The performance appraisal helps in planning for effective utilization of talents?
a. strongly agreed b. agreed c. neutral d. disagreed e. strongly disagreed

13) Does the Performance appraisal is taken into consideration to plan training programs?
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

14) Does performance appraisal process help to raise organization’s performance?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

15) Do you feel Promotion should be purely based on performance appraisal?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree
 BIBLIOGRAPHY
BOOKS:
 Essential of Human Resources Management & Industrial Relations, P.Suba Rao
Himalaya publishing House, Mumbai, 1996
 Management, Premier Book Company, Vesperal and P. S. Narayana, New Delhi,
2007.
Web sites
 www.google.com
 www.ask.com
 Wikianswers.com
 www.varungroup.com
 www.varunmaruti.com
News papers
● Times of India

● THE HINDU

Journals
 Leaning and Skills Council. Essential Work Placement boosting Starting salary,
2006.
 Panel on Fair Access to the Professions. Unleashing Aspirations, 2009