A PROJECT

ON
“Performance Appraisal System
For
AIRTEL”

A Report Submitted in Partial Fulfillment of the Requirements for the

Degree of Master of Business Administration

SUBMITTED TO: SUBMITTED BY

PROF.ILYAS KHAN NAME: ARUSHI RASTOGI
Roll No: 1766370004

KCC INSTITUTE OF TECHNOLOGY AND

MANAGEMENT

APPROVED BY AICTE AND AFFILIATED TO APJ ABDUL KALAM TECHNICAL

UNIVEFRSITY,
LUCKNOW

1
2
 CERTIFICATE

This is to certify that ARUSHI RASTOGI (2017-2019 Batch) a student

of KCC INSTITUTE OF TECHNOLOGY AND MANAGEMENT,
Greater Noida has undertaken the REPORT on “Title”. The survey,
data collection, & analysis work for preparing the project has been
carried out by the student in partial fulfillment of the requirements for
the award of M.B.A under my guidance and supervision.

I am satisfied with the work of ARUSHI RASTOGI

Date:

Faculty Mentor’s Name

PROF. ILYAS KHAN
(Signature)

3
 ACKNOWLEDGEMENT

It was a great opportunity for us to work with Bharti Airtel,

pioneers in the field of online trading and the retail broking arm of

Bharti Airtel. I am extremely grateful to those who have shared

their expertise and knowledge with me and without whom the

completion of this project would have been virtually impossible.

I am also extremely grateful to PROF.ILYAS KHAN to have

given me this opportunity to work with him and gain valuable

insights into the enticing world of online share trading.

I am indebted to of Bharti Airtel, for their valuable support and

cooperation during the entire tenure of this REPORT. Not to

forget, all those who have kept my spirits surging and helped me in

delivering my best.

ARUSHI RASTOGI

4
 PREFACE

As Dissertation Topic is an integral part of M.B.A for

the partial fulfillment of the course.

I got the opportunity do to completed research

my Desert topic in BHARTI AIRTEL. I have done “The
study of PERFORMANCE APPRAISAL of AlRTEL” .
As such I hereby present my project for evaluation,
which gives an insight over the current potential,
prevailing in AIRTEL.

ARUSHI RASTOGI

5
 TABLE OF CONTENT

CHAPTER No. DESCRIPTION

Chapter-1 1. Executive Summary 07

1.1 Objectives 19
1.2 Define 20

2. Company’s profile 24

1.3 Business strategy 26

1.4 Competitive strength 28
1.5 Mobile footprints 31
1.6 Mobile strategy 32
1.7 Corporate Structure 33
1.8 Vision 35
1.9 Mission 35
1.10 Management Structure 38
1.11 Management Hierachy 39
1.12 Footprints 40
1.13 Achievements 41
1.14 Accomplishments 47
1.15 The Brand 51
1.16 Indian Telecom Mash 52
1.17 Development 53
1.18 Regulatory Structure 58

Chapter-2
6
Research methodology 60

2.1 Introduction 61
2.2 Research problem 62
2.3 Research objectives 63
2.4 Research Design 64
2.5 Methods of data collection 70

 Primary Data
 Secondary Data

Chapter-3 Data analysis and interpretation 73

Chapter-4 Results and Findings 90
Chapter-5 Limitations of the Study 95
Chapter-6 Conclusions 96
Chapter-7 Bibliography 98
Chapter-8 Annexure 100

 Questionnaire

7
 EXECUTIVE SUMMARY

Telecom history

With the dramatic changes in interpersonal communication over

the past decade, Internet messaging has emerged as the primary

medium for transferring information quickly, inexpensively, and

reliably. However, the growing popularity of wireless telephones

has added another dimension to the communications equation—

mobility. As more Indians rely on cellular communication, this

market is expected to see explosive growth over the forecast

period.

Let’s have a review of telecommunication History:-

Telecom history

1842: Wireless by conduction

1843: Early electromagnetic research, wireless by induction

1865: Induction and Dr. Loomis

8
Early radio discoveries

1879: D.E. Hughes and the first radio-telephone reception

1880: The photo phone and the first voice radio-telephone call

1880 to 1900: Radio development begins in earnest

1910: The first car-telephone

1924: The first car-mounted radio-telephone

1937: Early conventional radio-telephone development

1982 - The beginning

During the early 1980s, analog cellular telephone systems

experienced rapid growth in Europe, particularly in Scandinavia

and the United Kingdom, but also in France and Germany. Each

country developed its own system, which was incompatible with

those of others, in equipment and operation. This was an

undesirable situation, because not only was the mobile equipment

limited to operation within national boundaries, but also limited

to the market for each type of equipment. This scenario in a

unified Europe was undesirable.

The Europeans realized this early on, and in 1982, the

Conference of European Posts and Telegraphs (CEPT) form a

9
study group called the Group Special Mobile (GSM) to study and

develop a pan-European public land mobile system. The proposed

system had to meet certain criteria, which included:

1. Good subjective speech quality.

2. Low terminal and service cost.

3. Support for international roaming.

4. Ability to support handheld terminals.

5. Support for a range of new services and facilities.

6. Spectral efficiency

7. ISDN compatibility.

Nordic Telecom and Netherlands PTT proposed to the

CEPT the development of a new digital cellular standard that

would cope with the ever-burgeoning demands on European

mobile networks. The European Commission (EC) issued a

directive which required member states to reserve frequencies in

the 900 MHz band for GSM to allow for roaming.

1986 Main GSM radio transmission techniques were chosen.

10
1987 September - 13 operators and administrators from 12 areas

in the CEPT GSM advisory group signed the charter GSM

(Groupe Spéciale Mobile) MoU "Club" agreement, with a launch

date of 1 July 1991.

The original French name Groupe Spéciale Mobile was changed

to Global System for Mobile communications; but the original

GSM acronym remains.

GSM specifications were drafted.

1989 – 1998

In 1989, GSM responsibility was transferred to the

European Telecommunication Standards Institute (ETSI), and

phase I of the GSM specifications was published in 1990.

Commercial services started in mid 1991, and by 1993 there were

36 GSM networks in 22 countries, with 25 additional countries

like South Africa, Australia and many Middle and Far East

countries opting for GSM. By the beginning of 1994, there were

1.3 million subscribers worldwide.

11
 The developers of GSM chose an unproven (at that

time) digital system, as opposed to the then standard analog

cellular systems like AMPS in the United States and TACS in the

United Kingdom. They had faith in the advancements in

compression algorithms and digital signal processors to allow the

fulfillment of the original criteria and the continual improvement

of the system in terms of quality and cost.

The European Telecommunications Standards Institute

(ETSI) defined GSM as the internationally accepted digital

cellular telephony standard.

1990

Phase 1 GSM 900 specifications were frozen

DCS adaptation started.

Validation systems implemented.

First GSM World congress at Rome had 650 participants.

1991

First GSM specification was demonstrated.

DCS specifications were frozen.

GSM World Congress at Nice had 690 participants.

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1992

January - The first GSM network operator was Oy Radiolinja Ab

in Finland.

December 1992 - 13 networks were on air in 7 areas.

GSM World Congress at Berlin had 630 participants.

1993

GSM was demonstrated for the first time in Africa at Telkom '93

in Cape Town.

Roaming agreements between several operators were established.

By December 1993, 32 networks were on air in 18 areas.

GSM World Congress at Lisbon progressed with 760 participants.

Telkom '93 was held in Cape Town. First GSM systems were

shown.

1994

First GSM networks in Africa were launched in South Africa.

Phase 2 data /fax bearer services were launched.

Vodacom became the first GSM network in the world to

implement data/fax.

GSM World Congress at Athens drew 780 participants.

13
December 1994 -- 69 networks were on air in 43 areas.

1995

GSM MOU was formally registered as an association registered

in Switzerland with 156 members from 86 areas.

GSM World Congress at Madrid attracted 1400 participants.

December 1995 - 117 networks were on air in 69 areas.

Fax, Data and SMS roaming started.

GSM phase 2 standardization was completed, including

adaptation for PCS 1900.

First PCS 1900 network was shown live 'on air' in the USA.

Telecom '95, Geneva -- Nokia shows 33.6 kbps multimedia data

via GSM.

Namibia goes on-line.

Ericsson 337 wins GSM ‘phone of the year’.

US FCC auctioned off PCS licenses.

2001

December 1996 - 120 networks were on air in 84 areas.

GSM World Congress was held in Cannes.

GSM MOU Plenary was held in Atlanta GA, USA.

14
8K SIM was launched.

Pre-paid GSM SIM cards were launched.

Bundled billing was introduced in South Africa.

Libya goes on-line.

Option International launches the world's first GSM/Fixed-line

modem.

2009

Feb -- GSM Conference held in Cannes.

By May 2006 there were 500m GSM 900/1800/1900 users

worldwide.

16 billion SMS messages were sent in April 2006.

By April, 500 million people are GSM users.

Telecom Sector … Striving Through

Telecom has undoubtedly emerged as the most important

industry in India during the past five years. Liberalization

ushered in multiple players and deregulation saw new power

brokers emerging in the telecom industry. The growth of cellular

telephony, Internet access, WLL (M), and the recent divestment

15
of government stake in VSNL- have all resulted in a telecom

market characterized by dynamism and cut-throat competition.

Quality of service apart, the two key strategies that any telecom

player—dominant or nascent needs to follow are:

Acquire customers rapidly and

Retain them with aggressive efforts.

Government was seen hyperactive in the year 2000. We saw series

of policy announcements in the telecom sector. In the following

paragraphs we have attempted to encapsulate the major events of

the year.

Cellular

Cellular telephony saw lot of action in the year that passed by.

Equity in some of the operators changed hands with the

consequent change in management, several new technologies

became the subject of discussions and some very significant

policy decisions were made.

Mergers and Acquisition

16
In the year that went past, there was lot action in the cellular

field with respect to mergers and acquisition. The sector had the

operators consolidate their positions with acquisition and

increased competition. The year had several acquisitions,

Hutchison Max Telecom's equity acquisition in Fascel and Usha

Martin Telekom Limited, the operators in Gujarat and Calcutta

(Kolkotta). RPG's cellular operations have been acquired by

Birla-AT&T-Tata combine. AIRTEL, Hutchison, Birla-AT&T

and Escotel are in the race to acquire the operations of RPG

group's Chennai license. AIRTEL is the highest bidder has bid in

excess of $200mn for the Chennai operations of RPG group.

Thus demonstrating the action in the merger and acquisition

field. The moves are being fueled by the need for consolidation in

the industry.

The third and fourth operator

DOT has allowed the entry of the third operator in the form of

BSNL (all over India, excluding Delhi and Mumbai) and MTNL

(in Delhi and Mumbai). DoT also plans to auction the license for

the fourth operator. The entry of the BSNL/MTNL and the

17
fourth operator would help increase the competition further and

thus improve tele-density in the country.

BSNL and MTNL's cellular has been getting delayed month after

month and is now slated to be launched in January for MTNL

and in August/ September for BSNL.

CHALLENGES IN THE INDIAN TELECOM INDUSTRY

The India is the fastest growing market in the world. No other

world market has seen this pace of development. The six big

players in the Indian telecom industry – BSNL, Reliance

Infocomm, and Bharti Tele-Ventures, Hutchison, Tata

Teleservices and Idea cellular – are clearly hunkering down for

the big challenge ahead. All of them are aware that their long

term sustainability depends squarely on how large a share of the

growing market they can garner. In the near future the

challenges will be:

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 Funding the growth

 Increasing market share

 Developing new applications

 Keeping network cost down

 keeping balance between high growth & high margin of the

product in their portfolio

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 PERFORMANCE APPRAISAL
OBJECTIVES OF PERFORMANCE APPRAISAL

A good Performance Appraisal has following objectives: -

 Help employee overcome his weakness & improve one’s

his strengths & thus enable him to improve his

performance & that of the Deptt.

 Generate adequate feedback & guidelines form the

reporting officers to the employee.

 Contribution to the growth & development of the

employee through helping him in realistic goal setting.

 Help in creating a desirable culture & traditions in the

organization.

 Help identifying employees for the purpose of motivating,

training & developing them.

 Generate significant, relevant, free & valid information

about employees.

 Thus, a good Performance Appraisal & review system

should primarily focus an employee development.

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 DEFINED

Performance appraisal...

 Measuring,

 Evaluating, and

 Influencing an employee’s job-related attributes, behaviors

and outcomes.

Historically, performance appraisal was linked to material

outcomes with the assumption that a cut in pay, or a rise, should

provide the required impetus for an employee to either improve or

continue to perform well. ...a structured appraisal system is more

likely to be lawful, fair, defensible, valid and

reliable performance appraisal a structured and formal

interaction between a subordinate and his/her supervisor

Let's begin our discussion of performance appraisal by

defining the concept. Performance appraisal is a formal system

of measuring, evaluating, and influencing an employee’s job-

related attributes, behaviors and outcomes. The objective is to to

21
determine how productive an employee is and/or to determine if

an employee’s productivity can be improved. As such,

performance appraisals serve an important purpose in managing

people and meeting company goals.

The tendency to make judgments about oneself or about people

one is working with, appears to be both inevitable and universal.

However, without a carefully structured system of appraisal and

evaluation, people will judge the performance of coworkers --

subordinates, superiors, and peers -- arbitrarily and informally.

This tendency to judge, without a systematic procedure, has the

potential to create serious motivational, ethical and legal

problems within the firm. On the other hand, a structured

appraisal system is more likely to be lawful, fair, defensible,

valid and reliable.

What is the role of performance appraisal?

Performance appraisals telling subordinates how they are doing,

and suggesting needed changes in behaviors, attitudes, skills, or

job knowledge. Effective appraisal systems provide both

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evaluation and feedback the main aim of the evaluation is to

identify performance gaps feedback is necessary to inform

employee about those performance gaps One of the functions of

performance appraisals is to ensure that people are accountable

for their organization.

We have seen from previous discussions, that people are one of a

company's most valuable assets. While most assets depreciate

over time, people, viewed as assets, may actually appreciate. One

of the manager's major responsibilities is to improve and update

the knowledge and skills of employees -- appreciation of assets.

Performance appraisal plays a significant role as a tool and

technique of organizational development and growth. In essence,

effective appraisal systems provide both evaluation and feedback.

The main aim of the evaluation is to identify performance

gaps -- when performance does not meet the organizational

standards -- whereas feedback is necessary to inform employee

about those performance gaps. From the employee's perspective,

performance appraisal informs them about what is required of

them in order to do their jobs, it tells them how well they have
23
achieved those objectives and helps them take corrective action to

improve their performance, and, finally, it may reward them for

meeting the required standards.

The firm, on the other hand, needs a performance appraisal

system in order to establish principles of managerial

accountability. Clearly, where employees are given

responsibilities and duties, they need to be held accountable. One

of the functions of performance appraisals is to ensure that

people are accountable for their organizational responsibilities.

Perhaps the most significant benefit of performance appraisals is

the opportunities they provide supervisors and subordinates to

have one-on-one discussions of important work issues. During

appraisals, subordinates and supervisors can focus on work

activities and goals, identify and correct existing problems, and

encourage better future performance.

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25
 Introduction

As we spread wings to expand our capabilities and explore new

horizons, the fundamental focus remains unchanged: seek out

the best technology in the world and put it at the service of our

ultimate user: our customer."

Sunil Bharti Mittal (Chairman and Group Managing Director)

Bharti Tele-Ventures Limited was incorporated on July 7, 1995

for promoting investments in telecommunications services. Its

subsidiaries operate telecom services across India. Bharti Tele-

Ventures is India's leading private sector provider of

telecommunications services based on a strong customer base

consisting of approximately 8.37 million total customers which

constitute, approximately 7.67 million mobile and approximately

704,000 fixed line customers, as of June 30, 2004.

Focus on telecommunications to enable the Company to better

anticipate industry trends and capitalise on new

telecommunications-related business opportunities;

The strong brand name recognition and a reputation for offering

high quality service to its customers;

26
Quality management team with vision and proven execution

skills; and

The Company's strong relationships with international strategic

and financial investors such as SingTel, Warburg Pincus,

International Finance Corporation, Asian Infrastructure Fund

Group and New York Life Insurance.

BUSINESS STRATEGY

Bharti Tele-Ventures' strategic objective is

“to capitalize on the growth opportunities that the Company

believes are available in the Indian telecommunications market

and consolidate its position to be the leading integrated

telecommunications services provider in key markets in India,

with a focus on providing mobile services”.

The Company has developed the following strategies to achieve

its strategic objective:

 Focus on maximizing revenues and margins;

 Capture maximum telecommunications revenue potential with

minimum geographical coverage;

27
 Offer multiple telecommunications services to provide

customers with a "one-stop shop" solution;

 Position itself to tap data transmission opportunities and offer

advanced mobile data services;

 Focus on satisfying and retaining customers by ensuring high

level of customer satisfaction;

 Leverage strengths of its strategic and financial partners; and

 Emphasize on human resource development to achieve

operational efficiencies.

Businesses

Bharti Tele-Ventures current businesses include -

 Mobile services

 Fixed-line

 National and international long distance services

 VSAT, Internet services and network solutions

28
Competitive Strengths

Bharti Tele-Ventures believes that the following elements will

contribute to the Company's success as an integrated

telecommunication services provider in India and will provide the

Company with a solid foundation to execute its business strategy:

Nationwide Footprint - As of June 30, 2004, approximately 92%

of India's total mobile subscribers resided in the Company's

sixteen mobile circles. These 16 circles collectively accounted for

approximately 56% of India's land mass;

Mobile Division

Bharti Tele-Ventures vision for its mobile business is “To make

mobile communications a way of life and be the customers first

choice”.

The mission is to meet the mobile communication needs of the

customer through error free service Innovative products and

services and cost efficiency.

The Company’s strategic objective is to consolidate its leadership

position amongst the mobile service providers in India.

29
The Indian mobile market, according to the COAI, has increased

from approximately 1.2 million subscribers as of March 31, 1999

to approximately 29.21 million subscribers as of June 30, 2004.

Despite this rapid growth, the mobile penetration rate in India, at

approximately 2.8% as of June 30, 2004, is significantly lower

than the

average mobile penetration rate in other Asian and international

markets. The number of mobile subscribers in India is expected

to show rapid growth over the next four years. By 2006 it is

projected at 50 million by COAI and 44 million by Gartner.

Bharti Tele-Ventures believes that the demand for mobile

services in India will continue to grow rapidly as a result of the

following factors:

· lower tariffs and handset prices over time;

· growth in pre-paid customer category;

· greater economic growth and continued development of India's

economy;

· higher quality mobile networks and services; and

· greater variety and usage of value added services.

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Bharti Tele-Ventures, through its subsidiary has the licenses to

provide GSM services in all the twenty-two telecom circles in

India. It proposes to consolidate all its subsidiaries providing

mobile services under Bharti Cellular Limited.

As of June 30, 2004, approximately 92% of India's total mobile

subscriber market resided in the Company's sixteen mobile

circles, which collectively covered only 56% of India's land mass.

MOBILE FOOTPRINT

The map below depicts the location of, and provides certain

information for, Bharti Tele-Ventures' existing mobile circles in

India:

31
32
Mobile Strategy

Capture maximum telecommunications revenue potential with

minimum geographical coverage to maximize its revenues and

margins.

Build high quality mobile networks by deploying state-of-the-art

technology to offer superior services.

Use the experience it has gained from operating its existing

mobile networks to develop and operate other mobile networks in

India and to share the expertise across all of its existing and new

circles.

Attract and retain high revenue generating customers by

providing competitive tariffs, offering high quality customer

support, proactive retention programs and roaming packages

across all of its mobile circles.

Provide affordable tariff plans to suit each segment of the market

with a view to expand the reach, thereby increasing the mobile

customer base rapidly.

33
Corporate Structure

Bharti Telecom Ltd

Bharti Telecom Ltd, promoted in 1985 by S B Mittal, was set up

to manufacture Electronic Push Button Telephones (EPBT). It is

in the business of manufacturing push button telephones and

cordless phones. It is a part of the Bharti Group. The group has

interests in telecom services, both basic and cellular, Internet

services, VSAT services and telecom equipment manufacturing.

Bharti BT is in the business of Internet services under the brand

name of "Mantra online". Bharti Talent Ltd. in technical

34
collaboration with Telecom Italia started fixed line telephone

operations in the state of Madhya Pradesh. 20% equity of Bharti

Tele-Ventures was placed with EM Warburg Pincus & Co. Bharti

Tele-Ventures Ltd. is the investing company in the Bharti Group.

Bharti Tele-Ventures would be coming out with an offshore float

within a year.

The various subsidiaries of the company are:

 Bharti Tele Ventures

 Bharti Telnet Limited

 Bharti Cellular Limited

 Well-done Impex (India) Limited

 Goa Telecommunications and Systems Limited

 Bharti Telespatial Limited.

BTL, also exports its products to US and other countries. It

recently set up an export division which will help the company

participate in global tenders. Some of the company’s

international clients include Sprint, USA and Nepal Telecom,

Nepal.

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VISION

"To make mobile communications a way of life and be the

customers' first choice."

MISSION

We will meet the mobile communication needs of our customers

through:

 Error- free service delivery

 Innovative products and services

 Cost efficiency

 Unified Messaging Solutions

The Company’s strategic objective is to consolidate its leadership

position amongst the mobile service providers in India.

Awards:

Consecutively for four years 1997,1998, 1999 and 2000, AirTel

has been voted as the Best Cellular Service in the country and

won the coveted Techies award.

The Asia Pacific Award for the Most Innovative HR practices-

2000

36
The Golden Peacock National Training Award for excellence in

Training practices-2000

The Golden Peacock National Quality Award-2006

Bharti Values

Innoventuring

• We will generate and implement entrepreneurial and innovative

ideas, which will continuously create new growth engines.

Customer First

• We are committed to delivering service beyond the expectations

of the customer. Our quality of customer responsiveness clearly

differentiates us from others.

Performance Culture

• We benchmark our processes and performance against world-

class standards. We distinguish between performers and non-

performers by valuing achievement at the individual as well as

the team level. Ours is a culture of inclusively where feedback,

learning and ideas are actively encouraged, sought and acted

upon.

37
Valuing Partnership

• We are committed to building exemplary relationship with our

partners, which stand on the principles of mutual trust and

mutual growth.

Valuing People

• We nurture an environment where people are respected and

their uniqueness is valued. We believe that people are our key

differentiators.

Responsible Corporate Citizenship

• We are committed to making a positive and proactive

contribution to the community. As a responsible corporate citizen

we will contribute to and abide by environmental and legal

norms.

Ethical Practices

• We will uphold the highest ethical standards in all internal and

external relationship. We will not allow misuse or

misrepresentation of any kind.

38
Management Structure

39
“MANAGEMENT HIERARCHY AT AIRTEL”

40
Footprint In India

41
 ACHIEVEMENTS

1995

 Bharti Tele-Ventures Limited incorporated on July 7, 1995

 Bharti Cellular launched mobile services ‘AirTel’ in Delhi

1996

 Bharti Telenet launched mobile services in Himachal Pradesh.

1997

 Bharti Telenet obtained a license for providing fixed-line

services in Madhya Pradesh circle

 Bharti Telecom formed a joint venture, Bharti BT , for

providing VSAT services.

1998

 Bharti Telecom formed a joint venture, Bharti BT Internet for

providing Internet services .

42
 First Indian private fixed-line services launched in Indore in

the Madhya Pradesh circle on June 4, 1998 by Bharti

Telenet thereby ending fixed-line services monopoly of Dot

(now BSNL).

1999

 Warburg Pincus (through its investment company Brentwood

Investment Holdings Limited) acquired equity interest in

Bharti Tele-Ventures

 Bharti Tele-Ventures acquired an effective equity interest in

Bharti Mobile (formerly JT Mobiles), the mobile services

provider in Karnataka and Andhra Pradesh circles.

2000

 New York Life Insurance Fund, or NYLIF, acquired a equity

interest in Bharti Cellular

 Bharti Tele-Ventures acquired an effective equity interest in

Bharti Mobinet (formerly Sky cell Communications), the

mobile services provider in Chennai

43
 Bharti Tele-Ventures acquired equity interest of Telecom

Italia and Bharti Telecom in Bharti Telenet thereby making

Bharti Telenet a 100% subsidiary of Bharti Tele-Ventures

 SingTel (through its investment company Pastel Limited)

acquired STET's equity interest in Bharti Tele-Ventures

 Bharti Tele-Ventures acquired an additional effective equity

interest in Bharti Mobile resulting in Bharti Tele-Ventures

holding an effective 74% equity interest in Bharti Mobile.

2006

 Bharti Telesonic entered into a joint venture, Bharti Aquanet,

with SingTel for establishing a submarine cable landing

station at Chennai

 Bharti Tele-Ventures acquired NYLIF's equity interest in

Bharti Cellular

 Bharti Cellular acquired a 100% equity interest in Bharti

Mobitel (formerly Spice Cell ), the mobile services provider in

Kolkata

44
 Bharti Tele-Ventures acquired equity interest in Bharti

Cellular from British Telecom, thereby making Bharti Cellular

its 100% subsidiary

 Bharti Tele-Ventures acquired an additional equity interest in

Bharti Mobinet from Millicom International and BellSouth

International

 Punjab license restored to Bharti Mobile by the Dot and

migration to NTP- 1999 accepted

 Bharti Cellular entered into license agreements to provide

mobile services in eight new circles following the fourth

operator mobile license bidding process

 Bharti Telenet entered into license agreements to provide

fixed-line services in the Haryana, Delhi, Tamil Nadu and

Karnataka circles

 Bharti Telesonic has entered into a license agreement with

DoT to provide National Long Distance Services in India and

has been the first service provider to start service in the

country.

45
 Bharti Aquanet, Bharti Telesonic and Bharti Cellular have

entered into license agreements with the DoT to provide ISP

services in India.

2007

 Bharti launched mobile services in Gujarat, Haryana, Kerala,

Madhya Pradesh circle, Maharashtra, Mumbai, Punjab, Tamil

Nadu, Uttar Pradesh (West) circle.

 Bharti listed on the National stock Exchange, Bombay Stock

Exchange and the Delhi Stock Exchange on February 18,

2007.

 Bharti entered into a license agreement with the DoT to

provide international long distance services in India.

 Bharti launched fixed-line services in the Delhi, Haryana,

Karnataka and Tamil Nadu license areas.

 Bharti became the first private telecommunications services

provider to launch international long distance services.

Strong strategic and financial partners

46
Bharti Tele-Ventures' existing foreign shareholders have

acquired direct and indirect equity interests in the Company for a

total consideration exceeding US$1 billion.

SingTel is one of Bharti Tele-Ventures' key strategic partners

and its position as one of Asia's leading telecommunications

service provider gives the Company access to valuable knowledge

in implementing telecommunications projects and to its

international expertise and managerial resources. Bharti Tele-

Ventures' other partners include leading international financial

investors such as Warburg Pincus, International Finance

Corporation, the Asian Infrastructure Fund Group and New

York Life Insurance.

47
Accomplishments

1999 Pre-4th Post-4th

license license

Number of Mobile Circles 2 5 16

Number of Fixed-Line Circles 1 1 6

Population covered in our 2% 16% 58%

licensed area (%)

Area covered in our licensed 2% 16% 56%

areas (%)

Wireless Coverage Area(% of 16% 38% 92%

Mobile Customers covered)

48
The largest private sector integrated telecommunications services

group in India in terms of the number of customers.

Largest Mobile footprint in India, covering 16 of the 22 licensed

areas.

Proven track record of managing growth - both organic as well

as by way of acquisitions.

First and largest private telecommunications services company

offering fixed-line services in India.

Existing foreign shareholders have acquired direct and indirect

equity interests in the Company for a total consideration

exceeding US$1 billion.

First private telecommunications company to launch long

distance services.

First off the block to launch fixed-line services in all the four

circles of Delhi, Haryana, Karnataka and Tamil Nadu.

Bharti Tele-Ventures, its subsidiaries and management have

received several awards and recognitions, including:

49
 Bharti was recognized as one of the "Leading Lights of

Telecom" in Asia in November 2006 in the Asian edition of

the "tele.com" magazine with analytical inputs from research

consultants Frost & Sullivan.

 The leading telecommunications service provider in India in a

survey of Indian companies conducted by Business World in

association with Indian Marketing Research Bureau in

September 2006;

 The “Techies” award from Information Communications

World, an international business magazine, for four

consecutive years (1997 to 2000) for brand excellence, network

quality, customer service and value added service in our Delhi

mobile circle;

 Golden Peacock National Training Award – 1999 to Bharti

Cellular for our Delhi mobile operations from the Institute of

Directors, a non-profit association in India committed to

improving the competitiveness of Indian business by focusing

on development of business leaders, for the best human

resources and training practices; and

50
 Ascent – Times of India and Sodexho Pass award in 1999

from the Asia Pacific HRD conclave to Bharti Cellular for

corporate excellence in the category of most innovative human

resource practices.

 Mr. Sunil Bharti Mittal (Chairman and Group Managing

Director) was honored as " One of the Top Entrepreneurs

Worldwide" for the year 2000 and "Stars of Asia" for the year

2006 by international business magazine, Business Week.

 Mr Sunil Bharti Mittal was selected as the "Businessman of

the year 2007" by Business India.

 Mr Sunil Bharti Mittal was awarded the “Dataquest IT man of

the year 2007”.

 Mr Sunil Bharti Mittal was selected the "CEO of the year

2007" by World HRD congress.

 Mr. Akhil Gupta (Joint Managing Director) was adjudged as

the Chief Financial Officer for year 2006 The largest private

sector integrated telecommunications services group in India

in terms of the number of customers.

51
The Brand

For a brand to be successful, it must build enduring relationships

with its different audiences. Integral to this relationship is the

visual image of the brand the consumer carries in his/her mind.

The Airtel brand image is created through the consistent

application of a carefully developed visual identity, which helps

Airtel distinguish itself in a cluttered market. Airtel's visual

identity helps create instant brand recall and strengthens the

relationships that its audiences have with it.

52
 INDIAN TELECOM MASH

The Indian Telecom Sector was monopolistic. The liberalization

process was set in since 1991, initially in equipment sector and

subsequently in cellular and PSTN sectors. Now the policy of the

Government is for total privatization and private participation to

make Indian telecom sector world class one. Also in software

sector also, we see tremendous potential in the years to come.

Indian Telecom Network is the ninth largest in the world with 3.6

crore telephones.

For the last 10 years the number of basic telephone subscribers

has grown more than 6 fold. There were only 5 million in March

1991 but in March 2006 there are 33 million. The number of

telephone lines is growing at the rate of 6 million a year and the

growth rate is consistent In spite of the growth in the number of

telephone lines, the waiting list is steadily growing and the supply

was lagging. The telephone penetration rate is about 3.2 per cent,

which is much lower than in other countries like China, Egypt,

Mexico, Brazil Philippines and Srilanka.

53
Development:

India has been busy planning for reliable, state of the art

communications infrastructure to meet the challenges of global

economy. The telecom players are getting very aggressive in

expanding their networks. This will result in high capacity

backbone becoming available far and wide. There will be a host

of newer services. For many years, India was just a telecom

monopoly. With the exception of North America one or more

government owned telecom operators who concentrated on

providing switched telephony services dominated most nations.

Basic switched telephony formed the bulk of operators’ revenue

with tariffs directly proportional to the distances over which calls

were carried.

During 1990s a revolution took place in these countries with a

move to remove or minimize state monopolies. There was

emergence and development of a vibrant and global information

highway and the new technologies associated with it. New private

operators were allowed to provide increasing new services based

on old and emerging technologies. The Indian Telegraph Act of

54
1885 focused to regulation of telecommunications equipment

rather than services and applications that such equipment used

for. With the changing environment necessity arose for adoption

of a different methodology to control the emerging industry. The

state entered into detailed contracts with new operators by way of

licenses, concessions, grants or authorizations.

Detailed terms and conditions under which operators were

allowed to provide telecom services were specified. But this

methodology lacked regulatory certainty.

With the explosive growth of new economy and applications,

services and market players, there was a need for a different legal

regime. The regulators in a number of countries came to an

understanding that a third generation structure would need to

incorporate in order to facilitate the development of an

information society. These included minimum regulation,

minimum licensing by an independent regulatory body, self-

registration where possible by industry consumer and other

groups, transparent and consultative decision-making, and the

adoption of technology in the administrative process of regulator.

55
Milestones and Future Directions in Telecom Reforms

1984 : Manufacturing of subscriber terminal equipment

opened to private sector.

1985 : Telecom was constituted into a separate department

(DOT), with a separate board.

1986 : MTNL and VSNL created as corporations.

1988 : Government introduces in-dialing scheme. PABX

services only within a building, or in adjoining

buildings.

1989 : Telecom Commission formed.

1991 : Telecom equipment manufacturing opened to private

sector. Major international players like Alcatel,

AT&T, Ericsson, Fujitsu, and Siemens entered

equipment-manufacturing market.

1992 : Value Added Services (VAS) sector opened for

private competition.

1993 : Private networks allowed in industrial areas.

1994 : Licenses for radio paging (27 cities) issued.

May-94 : New Telecom Policy announced.

56
Sep-94 : Broad guidelines for private operator entry into basic

services announced.

Nov-94 : Licenses for cellular mobiles for four metros issued.

Dec-94 : Tenders floated for bids in cellular mobile services in

19 circles, excluding the four metros, on a duopoly

basis.

Jan-95 : Tenders floated for second operator in basic services

on a circle basis.

Jul-95 : Cellular tender bid opened.

Aug-95 : Basic service tender bid opened; the bids caused

lot of controversy. A majority of bids were

considered low.

Dec-95 : Letter of Intent (LOIs) issued to some operators for

cellular mobile operations in circles.

Jan-96 : Rebidding takes place for basic services in 13 circles.

Poor response. The Telecom Regulatory Authority of

India (TRAI) formed by ordinance.

Oct-96 : LOIs being issued for basic services.

Mar-97 : The TRAI Act passed in Parliament.

57
Jun-98 : Several VAS available through private operators.

The first private basic service becomes operational.

Mar-99 : Announcement of National Telecom Policy.

Jan-00 : Amendment to the TRAI Act.

Aug-00 : Announcement of Domestic Long Distance

Competition Policy.

Oct-00 : Corporatization of DOT.

Apr-01 : Permission to basic operators to provide services

within a short distance charging area

Apr – Dec 2006 Issue of LOIs for new basic service licenses,

Issue of LOIs for domestic long distance service licenses; Issue of

LOIs for new cellular service licenses; Determination of the new

interconnection regime for basic and long distance operators;

Parliament's approval to the Communications Convergence Bill

2007-2005 Disinvestments of VSNL; Introduction of competition

in international voice telephony

58
 Regulatory Structure

Prior to liberalization in the 90”s , the DOT acted as a service

provider, regulator , & policy maker & arbitrator in the case of

disputes. However, Telecom Regulatory Authority of India Act ,

1997 established Telecom Regulatory Authority Of India (TRAI)

in January 1997 , it a view to providing an effective regulatory

framework &adequate safeguards to ensure fair completion in

provision of telecom services &protection of consumer interests.

To achieve this objectives of the Act, TRAI was accorded powers

to issue directions to service providers , make regulations, notify

tariffs by order & adjudicate in disputes arising between the

Govt. ( in its role as service provider ) and any other service

provider.

In 1999,the Govt. created the Deppt. of telecom services (DTS)

from DOT.

This was done ostensibly to separate the service provision

component (DTS) from that of policy making (DOT). In October

2000, DTS was corporatized &now operates as BSNL. The DOT

59
is left with the functions of policy formulation , licensing,

wireless spectrum management , administrative monitoring of

telecom PSUs , R&D & standardization &validation of telecom

equipment .Moreover, on Jan 2000,an ordinance amended the

TRAI Act,1997 and altered its basic structure .The ad judicatory

role of the TRAI has been separated & has been assigned to a

Telecom Dispute Settlement and Appellate Tribunal (TDSAT) ,a

new entity .This Tribunal has also been given the responsibility

for settling disputes with respect to those arising between the

licensor & licensee. Futhermore, appeals against TDSAT

judgments will only be entertained in the supreme court .

60
61
 RESEARCH METHODOLOGY

Research methodology is a systematic way, which consists of

series of actions or steps necessary to effectively carry out

research and the desired sequencing of these steps. The research

is a process of involves a number of interrelated activities, which

overlap and do rigidly follow a particular sequence. It consists of

the following steps

 Formulating the objective of the study

 Designing the methods of data collection

 Selecting the sample plan

 Collecting the data

 Processing and analyzing the data

 Reporting the findings

62
 Objective of Study

Research Design

Sample Design

Data Collection

Data Analysis

Reporting of Findings

63
64
 RESEARCH OBJECTIVES

 To study of about Performance Appraisal System of

AIRTEL.

RESEARCH DESIGN

 Research design specifies the methods and procedures for

conducting a particular study. A Research design is the

arrangement of conditions for collection and analysis of the

data in a manner that aims to combine relevance to the

research purpose with economy in procedure. Research

Design is broadly classified into three types as

 Exploratory Research Design

 Descriptive Research Design

 Hypothesis testing Research Design

On the basis of the objective of study, the study which is

concerned with describing the characteristics of a particular

65
individual or of group of individual under study comes under

Descriptive Research design.

Descriptive Research Design:-

In this research design the objective of study is clearly defined

and has accurate method of measurement with a clear-cut

definition of population that is to be studied.

To steps are involved in formulating the research problem:

 Understanding the problem.

 Rephrasing the problem into meaningful terms

form an analytical point of view.

The training sessions are conducted in the beginning of training

in order

To make us clear about the tasks provided and how handle the

different situation

The research design used in this study is descriptive which

includes interviewers. Questionnaire and unit fact-findings

enquiries with the employees

66
SAMPLING:

Sample is Researcher collect needed information from various

persons who are associated with this subject. When such

associated persons are in new number research can get

information from all of them in such some people among

associated persons are selected and collect information from

them. These selected persons represent the whole universe and

are called sample.

Sampling unit

The sampling for this research was AIRTEL Employees were

available for interview.

Sampling frame

Sampling frame for this survey was least 50 officers & 50

workmen’s

Sampling size

Sample size for the objective (Performance Appraisal system)

sample size cover for the various departments such as

67
 Questionnaire Design

The questionnaire for this survey includes both open ended and

close ended questions.

Why questionnaire

Now a days questionnaire are commonly used to collect data that

is specific are crucial to the success of business venture. With out

doubt questionnaire allow to gather information that can be

found else where from say secondary information such as

Manuals, Books and internet resources this is because

information collected is fresh and unique. Questionnaire helps in

identifying the following key points.

 Study about Organization’s Performance Appraisal

system

 Employee’s awareness about Performance Appraisal

system

 Employee’s attitude towards existing Performance

Appraisal system

68
 Way of issuing questionnaire

It was personal interview (face to face). It helped in directly

asking the question to data available through this is a time

consuming processed interviewers have little time to think.

Research study

A research study for the project on performance appraisal system

this is done through questionnaire to employees. Research is a

systematic and in depth study to find out the awareness and

attitude towards PAR among employees.

69
70
 COLLECTION OF DATA

The procedure for collection of data depends upon various

considerations Availability of resources like money time

manpower etc also affects the choice of procedure.

Primary data

 Direct personal observation

 Indirect oral interviews

 Information through manuals& websites

 Information through questionnaire filled by

respondents

Questionnaire

The questionnaire a list of question to be asked from the

respondent s the it also contains a suitable space where the

answer can be offered a better questionnaire form, which has

completed, by an interviewer.

71
Types of questionnaire

Structured – non disguised

Structured – disguised

Non structured – non disguised

Non structured – disguised

Secondary data

Secondary data mean that are already available that is they

refer the data which have already been collected and analyzed by

some one else when the researcher utilizes secondary data that

has to look into various sources where he can obtain. In this case

he certainly not confronted with the problems that are usually

data nor unpublished data associated data associated with the

collection of original data secondary data may either be

published.

Sample size -- 100

72
73
DATA ANALYSIS
DATA WORK SHEET OF OFFICERS

Options
Total
Question No. (a) % (b) % (c) % (d) % NIL persons
1 90 10 0 0 0 100
2 75 15 5 5 0 100
3 34 60 4 2 0 100
4 15 85 0 0 0 100
5 50 30 10 8 2 100
6 95 5 0 0 0 100
7 65 28 2 3 2 100
8 78 10 10 0 2 100
9 42 30 16 10 2 100
10 80 18 0 0 2 100
11 70 20 10 0 0 100
12 65 24 10 0 1 100
13 80 20 0 0 0 100
14 40 10 40 10 0 100
15 52 25 12 10 1 100
16 55 25 10 10 0 100
17 90 10 0 0 0 100
18 20 40 10 30 0 100

74
 QUESTIONNAIRE PRESENTATION WITH PIE CHART

( FOR OFFICERS)
Question No. 01

0%
0%
0%
10% 1
2
90% 3
4
5

1:- This pie chart is shows about 90% of officers are aware of

current performance appraisal System & 10% are not aware of

current PAR System.

75
 Question No. 02

5% 0% 1
5%
15% 2
75% 3
4
5

2:- According to 75% the current P.A. System is two tire

System ,according 15% ,Three tire system ,5% four tire system

and 5% are not aware current performance appraisal System.

76
Question No. 03

2%

4% 0% 1

34% 2
60% 3
4
5

77
3:- According to 34% two tire systems consist of appraisee &

Appraiser, 60% IA & RA, 4% HOD & GM & 2% immediate

superior & HOD.

78
4:- About 85% of officers are performance appraisals assessed

by point system, 10% through Mark System 0% are not aware

any group.

5:- About 50% of Officers agree that task Setting provides

objectively in appraising their performance less than 30% of the

officers are not fully agree with the statement 10% are neutral &

disagree 2% are not fill the

79
 Question No. 05

8% 2% 1
10%
2
50%
30% 3
4
5

provides objectively in appraising their performance less than

30% of the officers are not fully agree with the statement 10% are

neutral & disagree 2% are not fill the questionnaire.

80
6:- About 95% officers are says yes for completing Quarterly

Task setting in time ,rest due to some reason its not completed in

time, such cases; lack of seriousness & ambiguity.

81
7. Above 60% of the officers agree that self appraisal system

Proves to be effective & rest of officers do not completely agree

with it.

Question No. 07

1
3%
2
2% 2%
3
28% 4
65%
5

82
8:- About 78% of officers are says that appraiser and appraise

should be responsible for ensuring objectivity and reducing

biasness the “Performance Appraisal system ,10% are says

appraiser & appraise and peer & 10% says appraiser & appraise

and peer & subordinate ,2% are not fill the questionnaire.

83
 Question No. 09

10% 2% 1
16% 2
42%
30% 3
4
5

84
 Question No. 10

0%
0%
2% 1
18%
2
80% 3
4
5

10:- About 80% officers are getting regular feedback on their

performance but less than 20% are not getting regular feedback.

85
 QUESTIONNAIRE PRESENTATION WITH

CHART

(FOR WORKMEN)

Question No. 01
3
20% 0%
Not aware 5
0%
1
4
0% 2

80% 5
aware

1. About 80 % of workers are aware of current

Performance Appraisal system & 20 % are not aware of

current PAR System.

86
 Question No. 02

0%
20%
1
0%
2
10%
3
70%
4

2. According to 70%, the current P.A. System is two-tire

system, according 20%, three tire system, and 10% four-tire

system and 5% are not aware current Performance Appraisal Sy

Question No. 03
5
0%
1
10%

2 1
10%
2
4 3
10% 3
70%
4

87
3. About 10% of workers are performance appraisal assessed

by point system, 10% through Mark system 10% grade system

and 70% are not aware.

Question No. 04

3
5 0%
0%
4
0%

2
2 1
50% 50%
3

4. About 50 % of workers are says task setting is done by time

bound and 50% are not accepts time bound.

TOOLS OF ANALYSIS

Analysis may be categorized as descriptive analysis and

(inferential analysis is often known as statistical analysis)

Descriptive Analysis: -
88
 Descriptive analysis is largely the study of distribution of

one variable this study provide us profile of companies,

workgroups and person & other subject on any of a multitude of

characteristics such as size composition.

Correlation Analysis: -

Correlation analysis studs the joint variation two or more

variables for determining the amount of correlation between two

or more variable.

Inferential Analysis: -

Inferential analysis is concerned with the various tests of

significance for testing hypothesis in order to determine with

what validity data can be said to indicate some conclusion.

89
90
 The PAR system has been reviewing time to time to
improvise the ways to assess the effectiveness, potential,
development need & career sketch of the individual for the
management to formulate HRD programme into meet
organization needs.

 There is problem in collecting the PAR forms back more

often the forms were not received on time. The main

problem is therefore of coordination.

 Manager has to perform a very daunting list of time

consuming tasks standing with recalling which worker need

to be reviewed each month, arranging appraisal meeting

with them, collection the relevant

 Performance data, filling out the appraisal forms &

documenting the employees performance.

 PA is not actually for workmen it’s basically for the officers.

Previously workmen were judged on the ground of ability,

91
 attendance & conduct through gradation system but this

time the new marking system is introduced.

 The culture of confidentiality persists due to which PA will

never be a readily undertaken exercise. Adverse remarks are

communicated to employees in writing confidentially by the

reporting officers.

 IA, RA & PRB consist of senior officers than the appraise.

Subordinate, peer, customer or suppliers are not included in

the PA committee. Thus the Appraisal system is by higher

level.

92
90
80
70
60
50
40
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

East

West

North

93
94
 LIMITATION OF STUDY

As every study has some limitation. This study is not an

exception too regarding limitation. Some of the main
limitation that I had to face while working on this project
are highlighting as under --

1. Limited area of operation that’s why few areas are

covered in this project .

2.Lack of experience of the researcher may cause some

errors.

3.Lack of knowledge of hypothesis testing also act as a

limitation.

4. Time and money for doing research was limited

95
96
CONCLUSION

Based on the vast study & analysis I can say that the Top

management role needs a tremendous change towards the role of

facilitator. Every manager in the organization hierarchy at his

own position has the same role of facilitator. In fact in the

present scene. The managers are facilitators. The role of

facilitator has a high demand on individual to be a continuous

learner.

I conclude that for the LPG (Liberalization, Privatization and

Globalization) of business, Empowerment strengthens the

ongoing capacity for successful action under changing

circumstances.

Thus to develop self-esteem, organization has to satisfy the

employees need for higher levels of job satisfaction & an overall

improved quality of work life consistent will the dignity of the

employees as a human being.

97
98
 BIBLIOGRAPHY

Books

 Manuals And Files Of AIRTEL

 Research methodology ----------- Devandra

Thakur

Deep & Deep Publication Pvt. Ltd. Year -2009.

 Principles and Techniques of Personnel Management –

Udai Pareek

Himalya Publishing House Delhi Year -1997

WEB. Sites

 www.AIRTEL -india.com /

 www.google.com / performance appraisal system.

99
100
 Annexure
PERFORMANCE APPRAISAL IN AIRTEL

1. Are you aware with the current “Performance Appraisal

system” of AIRTEL .

(a) yes (b) No

2. The current Performance Appraisal system is?

(a) Two tire system (b) Three tire system

(c) Four tire system (d) None aware

3. Two tire system Consist Of

(a) Appraise &Appraiser (b) Ir&Ra

(c) Hod & Gm (d) Immediate

Superior & Hod

4. Performance Appraisal Of Employee Is Assessed By -

(a) Point system (b) Mark system

(c) Grade system (d) Not aware

101
Opinion About Features Of Performance Appraisal System

5. Task setting by appraise and appraiser provides objective

while appraising the performance appraisal of the appraise

(a) Agree (b) partially agree

(c) Neutral (d) disagree

6. Whether the quarterly task setting assignment completed by

the 15th of first month of each quarter if no give the reason

(a) Yes (b) No

7. Self Appraisal System proves to be effective while

appraising the appraise

(a)Agree (b) Partially agree

(c)Neutral (d) Disagree

8. Who in your opinion should be the responsible for ensuring

objectivity and reducing biasness the “Performance

Appraisal” system?

(a) Appraiser and Appraise.

(b) Appraiser, Appraise & peer.

(c)..Appraiser, Appraise, peer, & subordinates.

102
9. Skill possessed by an Appraiser vary as the moves from one

grade to another.

Agree (b) Partially agree

(c). Neutral (d) Disagree

10. Are you getting regular feedback on your performance from

your Appraisal?

(a) Yes (b) No

11. Feed back is beneficial for improving your performance .

(a) Agree (b) Partially agree

(c) Neutral (d) Disagree

Effectiveness of “Performance Appraisal” system

12. Current “Performance Appraisal” system is an effective

tool for evaluating the employee‘s performance

(a) Agree (b) Partially

(c) Neutral (d) Disagree

103
13. Does current “Performance Appraisal” system reflect the

training need of an employee?

(a) Yes (b) No

Relevance of “Performance Appraisal” system

14. What is your opinion is the relevance “Performance

Appraisal” system?

(a). Deciding promotion

(b).Deciding incentives

(c) .Training & development

(d).programmer Succession planning

15. The existing “Performance Appraisal” system ensures due

recognition talented employee in terms of promotion,

rewards and others

(a) Agree (b) Partially agree

(c) Neutral (d) Disagree

16. Do you think that existing “Performance Appraisal” system

is help full in wholesome development of employee?

104
 (a) Agree (b) Partially agree

(d) Neutral (d) Disagree

17. Are you satisfied with the current “Performance Appraisal”

system

(a)Yes b)No (

18. Would you say management is responsible to your

(a)Innovativeness (b)Personal problem

© official problem (d)Career aspiration

Give your suggestion for effective implementation of

Performance Appraisal system in AIRTEL .

105