Tapal Fynl PRJT RPRT

A Study on Performance Appraisal of Employees at
HOTHUR HYUNDAI MOTORS Pvt. Ltd., Bellary

A
PROJECT REPORT
ON
A STUDY ON PERFORMANCE APPRAISAL OF EMPLOYEES
AT HOTHUR HYUNDAI MOTORS PVT .LTD., BELLARY
Submitted
In Partial fulfillment of the Requirement for the Award of Degree of
MASTER OF BUSINESS ADMINISTRATION
VIJAYANAGARA SRI KRISHNADEVARAYA UNIVERSITY, BELLARY
Report Submitted By
Mr: SUNDEEP TAPAL

Reg No.MB120231
Under the Guidance of

Ms. DEVIKA RANI. P MBA
Faculty of AKIM
ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT

Bellary 583104.
2012-2014
ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |





ACKNOWLEDGEMENT
Experience is the best teacher. The knowledge is one of the most important tools.
But practical knowledge is must in each and every field of life from this point of dissertation
report is important and necessary for a management student. Theoretically knowledge is
proved right only when it is applicable on practical base.
The successful completion of any task would be incomplete without the mention of the people
who have made it possible, and whose constant guidance and encouragement served as a
beacon and crowned our effort with success.Firstly, I avail this opportunity with deep sense of
gratitude to my Director Dr. K. Tejas Murthy, Director, AKIM, Bellary for giving me an
opportunity and support to conduct the study.
Secondly, I wish to express my profound gratitude to my Guide Ms
DEVIKA RANI. P
(Internal Guide) for her valuable guidance was the essential ingredient for the successful
completion of the project. I extend my gratitude to all our Lecturers in Department of
Management studies, AKIM, Bellary whose invaluable due guidance for the successful
completion of the project.
As far as my report is concerned, I am very much grateful to Mr. ISHAQ (External
Guide), for his guidance and moral support and also a Special word of gratitude for his
continuous help, encouragement and who spent their precious time and help rendered during
my study. I am grateful to him for his advice and support throughout my study which has
enabled me to complete my project successfully. I am highly grateful to my parents for their
great help in the completion of this study.
And also I extend my deep sense of gratitude to Librarians, Friends, Relatives and
those who helped me directly and indirectly for completion of my study. Finally, I thank all
the Employees who co-operated and helped me for successful completion of my survey. And
my sincere gratitude for their pursuit to make me perfect for my role ahead, an invaluable
imprint in my mind, without whose kind help this project would not have been possible.
Mr. Sundeep Tapal

Reg.No.MB120231

TABLE OF CONTENTS
CHAPTER 1
Introduction
Statement of the problem
Need for the study
Objective of the study
Scope of the study
Methodology adopted
Limitations of the study
Problem statement
Chapter scheme
CHAPTER 2
Industry Profile
Company Profile
History of the company
Milestones, Awards
Details of promoters
Vision, mission & quality policy
Products and services profile
Areas of operation -Global/ National/ Regional
Competitors information
SWOT analysis
Future growth and prospects
CHAPTER 3:
Theoretical Background and Empirical framework
CHAPTER 4:
Data analysis and Interpretation
CHAPTER 5:
Findings, Suggestions, Conclusion and Companys feedback.
ANNEXURE
Questionnaire
Bibliography

INTRODUCTION
Today competition world performance makes a good attitude good change and quick
response to click in the market. Since the last decade the Indian market for products
and services as a fundamental change, performance of market is changing from the
seller market to the buyer market. Due to the start of liberalization this process has
been accelerated. More and more suppliers are trying to persuade the customers for
similar products and services. Hence, the consumers have variety of choices.
Compressive the knowledge about the company and employees Environment,
structure, models of cars, performance and attitude. In this project we have mainly
concentrated on performance of vehicles, employees, marketing customers, HOTHUR
HYUNDAI Bellary.
Topic chosen for Study:

A Study on Performance Appraisal of Employees at HOTHUR
HYUNDAI MOTORS Pvt. Ltd., Bellary
Statement of the problem:

Whatever may be the behavior of man, there is some stimulus behind it
.Stimulus is dependent upon the motive of the person concerned. Motive can be
known by studying his needs and desires. There is no universal theory that can
explain the factors influencing motives which control mans behavior at any
particular point of time. In general, the different motives operate at different
times among different people and influence their behaviors.
The process of motivation studies the motives of individuals which cause

different type of behavior. The problem of the study is associated with the
motivation of employees of HOTHUR HYUNDAI, Bellary. There are a variety
of factors that can influence a persons level of motivation; some of these factors
include pay and benefits, carrier development, job security etc. Hence this study
is focusing on the employee motivation in the organization.

Objectives of the Study:
To study the important factors among the various motivational
factors in the company which motivate employees
To study the effect of monetary and non-monetary benefits provided
by the organization on the employees performance.
To study the effect of job promotions on employees.
To learn the employees satisfaction on the interpersonal relationship
exists in the organization.
Scope of the study:

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai
Motor Company (HMC). HMIL is the largest passenger car exporter and the second
largest car manufacturer in India.
It currently markets ten car models across segments - in the A2 segment it has the
Eon, Santro, i10, Grand, Xcent and the i20, in the A3 segment the Verna, in the A4
segment the Elantra, in the A5 segment Sonata and in the SUV segment the Santa Fe.
HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts
advanced production, quality and testing capabilities. HMIL forms a critical part of
HMCs global export hub. It currently exports to around 120 countries across EU,
Africa, Middle East, Latin America, Australia and the Asia Pacific. HMIL has been
Indias number one exporter for the past eight years consecutively. To support its
growth and expansion plans, HMIL currently has 388 dealers and more than 1000
service points across India.
In its commitment to provide customers with cutting-edge global technology, HMIL
set up a modern multi-million dollar R&D facility in Hyderabad. The R&D center
endeavors to be a center of excellence in automobile engineering

Research Methodology:
Since the topic of the research project is study the motivational factors that
would be followed is Exploratory Research. This helps to obtain an in-depth
understanding of the problem stated above.
This process of Exploratory Research would be carried out in the following
steps:
Selection of a sample
Formulation of questionnaire
Collection of data using questionnaire and interview method
Analysis of the data obtained.
Methods of Data Collection:

The datas are collected through Primary and secondary sources
Primary Sources:
Primary data are in the form of raw material to which statistical methods are
applied for the purpose of analysis and interpretations. The primary sources are
discussion with employees, datas collected through questionnaire.
Secondary Sources
Secondary datas are in the form of finished products as they have already been
treated statistically in some form or other.
The secondary data mainly consists of data and information collected from
records, company websites and also discussion with the management of the
organization. Secondary data is also collected from journals, magazines and
books.
Secondary data
It has been collected from the text books, company website and some past project
reports and from search engines, www.huthur hyundai.com.
10

Limitations of the Study:
This study was limited to the city of Bellary
The study mainly depended on the primary data collected from the
customers
The time period was limited & the study was carried out within the given
time period.
Assumptions were made that all potential employees have given correct
information.
Chapter Scheme:
Chapter-1: The first chapter Introduction provides a general view of the contents of
the study under the major headings-Topic chosen for the study, Need for the study,
Objectives of the study, Scope of the study, Methodology adopted, Limitations of the
study and Chapter scheme.
Chapter-2: The second chapter deals with Industry Profile and Company Profile
reviews the History of the company, milestones, details of promoters, vision, mission
& quality policy, products/services profile, areas of operation, infrastructure facilities,
competitors information, SWOT analysis, future growth & prospects.
Chapter-3: The third chapter covers Theoretical background of the study, literature
review, elaborative information on the subject chosen for better understanding and
usage in the analysis.
Chapter-4: The fourth chapter entitled with Data analysis and interpretation
describes Hothur Hyundai Motor companys analysis and interpretation of the data
collected with relevant tables and graphs and the results obtained by using statistical
tools.
Chapter-5: The sixth chapter entitled with Conclusion consists of the Summary of
fact findings and concludes with a set of appropriate and possible suggestions and
recommendations.
11

INDUSTRY PROFILE
Introduction to Automobiles-History:
The automobile as we know it was not invented in a single day by a single

inventor. The history of the automobile reflects an evolution that took place
worldwide. It is estimated that over 100,000 patents created the modern
automobile. However, we can point to the many firsts that occurred along the
way. Starting with the first theoretical plans for a motor vehicle that had been
drawn up by both Leonardo da Vinci and Isaac Newton.
The first successful self-propelled road vehicle was a steam automobile

invented in 1770 by the French engineer Nicolas Joseph Cugnot. Later Nicolas
August Otto invented a 4 stroke gas motor engine in 1876.This engine operation
formed the basis of the future of the internal combustion engine. In 1855,
Gottlieb Daimler invented a gas engine that allowed for a revolution in car
design as it achieved speeds many more times than previous engine
12

In the same year Karl Benz the German mechanical engineer designed and built
the worlds first practical automobile to be powered by an internal Combustion
Engine based on Ottos design. It was a three wheeled machine. In 1886,
Daimler took a stage coach and adapted it to hold his engine, there by designed
the worlds first four-wheeled automobile.
Sometime later Daimler & Benz merged together to form a company Daimler Benz.
Cugnots Steam Wagon

The Second (1771) Version
1870 Vienna Austria

Worlds Gasoline-run Vehicle
The Firs Marcus Car:
Second Marcus Car of 1888 Geelong Lib
At its launch in Australia in 1915
With the increasing competitiveness of the auto market and rising costs many
companies have joined the forces, been brought out or many new been
created. The Estimated global passenger car production in 2005 was 66
million units.
13

Major Manufacturers:
General Motors
Fiat
TATA
Daimler Chrysler
Volkswagen
CHEVROLET
HYUNDAI
Skoda
MITUBISHI
Honda
Toyota
FORD
14

Car Segmentation
With the expansion of Indian Automotive Market the car models have been
grouped into following segment based on price & size of cars and are
accordingly referred to industry communication
Here is a brief profile of major Automobile Associations active in India. In simple

terms, Automobile Association is an organization of people, in possession of
automobiles of any kind. In fact, automobile manufacturing companies also have
automobile associations. These associations act as solution providers to many
companies under one roof. Seeing as the entire automobile industry is extensive, it has
numerous issues to be dealt with.
Some associations deal with the manufacturers of auto parts, while others work to
resolve areas like car or truck dealing. These Automobile Associations have various
functions, which are stated below.
The Automobile Associations provide breakdown services and towing services.
These associations also assist their members on tax-related issues.
They also assist members and their family members for the application and
renewal of driving license.
They help their members in matters of insurance as well as its renewal. They
also assist in providing insurance discounts.
15

Most of the automobile associations have reciprocal memberships with other
associations; it is beneficial to the members.
These associations also provide distance certificates for very nominal charges.
Automobile Associations also circulate magazines among members so as to
provide them useful and latest information about vehicles and other related
matters.
They also provide legal help to their members and assist to deal with several
crucial auto related issues.
Automobile Associations also voluntarily provide various useful services to the
various government departments, such as, police, customs, transport
departments, etc.
ACMA: The Automotive Component Manufacturers Association of India (ACMA) is
the nodal agency for the Indian Auto Component Industry. The Association is
enthusiastically involved in trade promotion, technology up-gradation, quality
enhancement and collection and dissemination of information.
FADA: The Federation of Automobile Dealers Associations (FADA) is the major

national body representing Automobile Dealers of India. In 1964, FADA was founded
by four regional Auto Trade Associations, namely, The Automobile Dealers
Association of Maharashtra (Mumbai), The Motor Industries Association (Kolkata).
The Automobile Industry Association (Delhi).
SIAM: Society of Indian Automobile Manufacturers (SIAM) is the major Industry

body which represents 44 leading vehicle and vehicular engine manufacturers in
India. SIAM acts as an important channel of communication for the Automobile
Industry with the Government, National and International organizations.
WIAA: Founded in 15 Oct' 1919, The Western India Automobile Association

(WIAA) is the premier and the largest motoring organizations in South Asia with over
48,000 members on its roll.
16

The head office of Western India Automobile Association is located in Bombay with
branches in Ahmadabad, Pune, Nagpur, Jaipur and Goa CO. HOTHUR HYUNDAI
India Limited for Bellary, Koppal and Raichur Districts. It also provides after salesservice for its esteemed customers. is having its Pre Owned Cars Division, which
has activated from Aug 07. The dealership has an outlet in Raichur which was
activated in the month of July 08 formed being got the dealership of cars of M/s.
HOTHUR HYUNDAI India Limited for Bellary, Koppal and Raichur Districts.
We have bagged the best infrastructure award for whole of south of India by
HOTHUR HYUNDAI India Limited declared in Athens, Greece during the Annual
meeting. Within a span of six months, we could manage to sell about 335 vehicles
though it is in infancy period which is an achievement we have got the state of the Art
service division to cater to the needs of our valued customers.
17

COMPANY PROFILE
HOTHUR HYUNDAI Pvt. Ltd:
HOTHUR HYUNDAI Private Limited started its operation in the year 2005 April
as an Authorized Services satisfier to the needs of the citizen of Bellary, Hospet,
Raichur, Koppal and other nearby areas. The founder of HOTHUR HYUNDAI was
Mr. Noor Ahmed basically a reputed Businessman in Bellary carrying on many
business activities like mining, sponge and iron factory and steel plants from the past
many years. It was his objective to have a four-wheelers automobile dealership in
Bellary so he worked out and established showroom and the workshop with all the
facilities under one roof.
The showroom, which is situated at Allipur (about 8kms from the city), has got all the
facilities, which HYUNDAI once dreamt of having a showroom with facilities like
this. The facilities that are available at the showroom are centralized air cooled
showroom, Emergency road service customers lounge, Children Park with a
fountain, and cafeteria.
18

Hyundai Motor India is the wholly-owned subsidiary of Hyundai Motor Company,

Korea. The Korean company set up its subsidiary in India in 1996 with a state-of-theart plant in Irrungattukottai, near Chennai, constructed at a total cost of $614 million.
The company's debut car in India, the Hyundai Santro, was designed and developed
keeping Indian road conditions in mind, and the company's factory at Irrungattukottai
is planned to be the only global manufacturing base.
The factory has an installed capacity to manufacture 1, 20,000 cars per annum. In
order to make India the global manufacturing hub of the Santro, Hyundai Motor plans
to shift the production base of the car from South Korea to India in the last quarter of
2003 and base the Hyundai Motor group's exports from India. Between 2003 and
2006 the company will invest $300 million in its Indian operations.
It will increase the assembly line as well as the capacity from the present level of 1.2
lakh to 1.5 lakh units in the next fiscal and to 2 lakh units between mid-2003 and
2006. Hyundai is looking at exports of 40,000 units, mostly to Europe, from India.
19

Hyundai Motors is also planning to shift certain research and development (R&D)
facilities from Korea and while basic R& D functions will remain in Korea, India will
become the R&D hub in specific areas such as engine, body design or transmission,
taking advantage of the available technology skill in India. The planned capital
infusion will also be used to expand capacities and fund product launches, including
the premium hatchback Getz and the multi-purpose vehicle Carens.
While the Getz is likely to price between Rs 4.5-5.5 lakh, the Carens is expected to be
introduced with a price tag of about Rs 10 lakh. The firm is also exploring the
feasibility of rolling out another sports utility vehicle Santa-Fe. The company
recorded combined sales of 93,244 units during the financial year 2001-02. For 20022003 the company has set itself a target of selling 1.03 lakh cars. The company's
newest launch in India is the Accent Viva and the company proposes to increase the
manufacturing capacity of the Accent from the present.
Hyundai Motor India has targeted to achieve revenues of $1.2 billion by 2004-05, and
also become the production hub for small cars. It has attained the distinction of being
the second largest and fastest growing car manufacturer in India, having more than
260 service outlets across the country.
Hyundai Motor Company has a presence in 168 nations with a combined sale of close
to 3 million units. The company is likely to emerge as one of the top five auto giants
in the world in the future. Hyundai motor company has broken all records by
achieving the highest ever monthly sales. Hyundai motor company has broken all
records by achieving the highest ever monthly sales.
Hyundai motor company has broken all records by achieving the highest ever monthly
sales. Since our debut in the Indian market with the launch of santro in September
1998, Hyundai has seen cumulative sales peak at a record 53804 units in September
2009. Buoyed by the strong demand in the festive season, Hyundai recorded a high
growth rate of 25% in the domestic market.
20

Awards:
Hyundai i20 wins the Viewers Choice Award at the Overdrive CNBC TV
18 Awards 2010.
Hyundai Motor India Ltd wins the award for Customer Service at the Apollo
Auto
India Best Brand Awards 2010.
Hyundai i20 wins the Design of the Year award at the NDTV Profit Car &
Bike Awards 2010.
Hyundai Motor India Ltd. receives the EEPC National Award for Export
Excellence for 2007-08. Hyundai won the Gold Trophy in the Large
Enterprise category.
Hyundai i20 awarded 'Five Star Rating' for Safety by European New Car
Assessment Programme (NCAP)
Hyundai Motor wins the Manufacturer of the Year award at the NDTV
Profit Car & Bike Awards 2009.
Hyundai Motor India wins the Highest Resale Value award at the Apollo
Tyres Auto India Best Brand Survey Awards for the year 2008.
Hyundai Motor India was named the Manufacturer of the Year award and
the 'Best Variant' award for its i-10 Kappa engine at the UTVi Autocar
Awards 2009.
Hyundai Santro Adjudged Indias Most Dependable Compact Car by JD
Power Asia Pacific 2008
Hyundai
Getz
is
the
CNBC
Auto
Car
of
the
Year
2005
Hyundai Elantra Best Value for Money Car of the Year 2005
Verna - Best Mid-size Car of the Year award by the NDTV Profit C & B
Awards 2007
Tucson - 'SUV of the year' by NDTV Profit/Car & Bike Awards 2006
21

Company Vision:
We must be an internationally competitive company in terms of our products and
services. We must retain our leadership in India and should also aspire to be among
the global players.
Company Mission:
To provide a wide range of modern, high quality fuel efficient vehicles in order to
meet the need of different customers, both in domestic and export markets.
Location:
HOTHUR MOTORS Pvt, ltd.,
#811/12 NH 63, Hospet Road Allipur, Bellary 583105
Tel: 08392-244435 241336.
Email: Info@Hothurhyundai.com
Place and Customers:

Place represents the location where a product can be purchased. It is often referred to
as the distribution channel. It can include any physical store as well as virtual stores
on the Internet. Marketing includes all resources and set of activities necessary to
direct and facilitate the flow of goods and services from producer to consumer in the
process of distribution. Therefore, it is necessary to make arrangements. For smooth
flow of goods and services from the producer to the consumers.
It includes the channels of distribution including transportation, warehousing and
storage, financing and handling of products. The products of Hothur Hyundai are
manufactured at Chennai, Tamilnadu. And are transported only through road.
22

1. We Delay-We Pay:- Workshop has adopted a system of paying customers back,
if the vehicle is not delivered on time, they have put up a board at the front office
saying; We Delay-We Pay. Rs. 100/- shall be credited in customers final bill
for any of the following instance:
If the vehicle was not delivered at promised deliver time.
More than 10% variance from the estimated bill amount.
Improper explanation of work done & charges.
2. Customer awareness card:

Customer awareness card is printed by workshop indicating the shuttle service
schedule and customer lounge facilities. This card is given to customers at the time of
job card opening. Increase in customer awareness on workshop facilities & enhanced
customer confidence towards the workshop.
3. Free vehicle pick-up & drop service for lady customers:Lady customers are being provided free vehicle pick-up & drop facility by the
workshop. Prior appointed with the customer is taken by the workshop and the vehicle
is picked-up for service from the customers place and dropped back after repairs.
A customer awareness board announcing this facility is displayed at the front office
area of the workshop & the customer lounge. Daily appointment, vehicle pick-up &
drop status are being monitored at the workshop
4. Doorstep service through Mobile Service Van:
Customers vehicle is washed at his/her premises. A mobile Service van is equipped
with car washer, vacuum cleaner and washing material like shampoo, polishes etc.,
and is being used. One supervisor and one washing staff cum driver go along with the
vehicle. Customers dissatisfied with washing quality are attended to with prior
appointment. Faster closure of washing complaints. Workshop washing facility is
generally used for regular customers, as dissatisfied customers get attended at their
premises.
23

SWOT ANALYSIS:
Strengths:
Security through advance technology.
Spacious showroom.
Single integrated unit.
Proximity to surrounding market.
Advanced washing bay.
Separate accident repair section.
Weaknesses:
Few skilled techniques.
Less experience sales executive.
Non availability of all spare parts.
Far off from city.
No refreshment facility.
No proper convenience.
Opportunities:
Upcoming Hospet city.
35-40 sponge iron plants.
Managerial level employees of JSW.
Threats:
Good maintained used cars/second hand cars.
Local service stations.
24

HYUNDAIs Advantage:
Division of pre-owned Cars- Three years back Hyundai stepped into the used car
business. Hyundai started its certified used car program under the brand name
ADVANTAGE to give good quality used cars to Indian car consumers.
It was initially launched by two dealers- Advaith Hyundai and Trident Hyundai- in
Bangalore. The idea behind launching Hyundai Advantage was to increase the
volume of new car sale through exchange offers, increase the margin of dealers
profit, thus making purchase of a car a reality for those who cannot afford a brand
new car.
Price:
The price is the amount a customer pays for the product. It is determined by a number
of factors including market share, competition, material costs, product identity and the
customer's perceived value of the product. The business may increase or decrease the
price of product if other stores have the same product
Here, pricing is done on basis of raw materials used for manufacturing of a product.
Pricing is done by the main Industry; it is followed by HOTHUR HYUNDAI.
According to the changeover of per capita income and also according to consumers
interest pricing is done. Products are sold more only when the price is reasonable to
the customers.
Employees Activity:
25

The company plans to showcase the entire product range under one roof. These
showrooms will not be actually retail outlets but brand promotion counters that will
familiarize customers with the models and features of various cars. This idea of
opening brand showrooms is in line with companys plans to invest in marketing
infrastructure and brand building initiatives that aim at improvising customer
experience.
Customers can test drive the cars, familiarize themselves with various features and
then purchase them from dealer outlets, says company official. Products of Hyundai
are brought out to the customer knowledge through the following ways:
1. Advertising: Banners.
Posters.
Leaflets.
Pamphlets.
Posters.
Press clippings.
News releases.
Newsletters.
Pictures.
2. Sales Promotion: Sales incentives are given to the sales executive. E.g.: If there are no
customers to the new product, the executive are offered some percentage or
amount of incentives to get the customers for the new product and sell it.
Test drives, handouts and after sale services are other two ways through which
customers are brought to the products.
A poster on introduction of express service facility is put up at the workshop.
Customized Omni van deployed for service marketing in rural areas with
loudspeakers & LCD.
26

Customers owning multiple Hyundai vehicles are provided special services to
ensure future business.
3. Manufacturing facilities:
Their manufacturing facility comprises three integrated plants with flexible assembly
lines located at Chennai in the southern country.
Their facility has advanced engineering capability and each plant is upgraded on an
ongoing basis to improve productivity and quality. They have an installed capacity of
250,000 vehicles per year, which is the highest among passenger car manufacturers in
India. They have consistently produced in excess of their installed capacity in the five
fiscal years.
4. Customer friendly service facilities:
As the name suggests, these are the steps taken towards providing a better
&comfortable service experience for the customers. These activities provide service
comfort and educate the customer on various service related activities, creating
confidence and loyalty among the customers.
5. Online appointment system:
A website has been launched for online booking of the vehicles for servicing. It
becomes very convenient for the customers to book the vehicle for the service.
6. Display of customer lounge facilities:
A customer awareness board is displayed at the job card opening area, showing
various facilities and amenities available at the customer lounge. Showing such a
picture board coveys to the customer. WITH U ALL THE WAY attitude of the
workshop and the facilities which result in more Wait & Take deliveries
7. Entertainment facilities:
Customer lounge is equipped with activities like; chess and go-cart to help customers
spend quality times as their vehicles are being serviced.
27

Customers prefer to wait and take their vehicle after service/repair. This improves
customer satisfaction and workshop productivity.
8. Free customer portrait:
Workshop lady attendant has been appointed to make portrait of the customer, who
are waiting in the customer lounge.
The portrait is handed over to the customer at the time of delivery of the vehicle.
Customers revisit the workshop with their families for the next service, especially for
getting portrait for their families.
Future growth and prospects:

Hyundai will continue to enter new product segments, including upscale niches, while
keeping lower-priced models fresh over the next three years. The Veloster sporty
coupe will join the lineup this fall, and a turbocharged version comes next summer. A
redesigned Azera sedan debuts in the final weeks of this year, and a two-door Elantra
will go on sale next spring.
Short- and long-wheelbase versions of the Santa Fe crossover will be offered when
the vehicle is redesigned next year. Further down the road, Hyundai will launch a
more luxurious SUV, a dedicated plug-in hybrid sedan and a sport sedan to compete
with the BMW 3-series.
Accent: The Accent which has been on sale since July, was redesigned for the
2012 model year. A new 1.6-liter gasoline direct injection four-cylinder from
Hyundai's Gamma engine family replaces the old four-banger.
Genesis: The high-performance Genesis R-Spec sedan was added for the 2012
model year as the top trim level of Hyundai's mid-sized luxury car. The RSpec gets 429 hp and 376 pounds-feet of torque from a new 5.0-liter gasoline
direct injection V8 engine teamed with a new eight-speed automatic
transmission. An updated 3.8-liter V6 engine powering the base Genesis adds
gasoline direct injection technology for 2012, helping to boost output by 15
percent to 333 hp and torque by 10 percent to 291 pounds-feet.
28

In 2013 the Genesis will get new sheet metal and a new interior, as well as a reengineered platform with major improvements, including all-wheel-drive.
Veloster: Hyundai's sporty coupe will arrive in showrooms in September. The
Veloster features a hatchback roofline and third door on the passenger-side
rear. Powering the Veloster at launch will be a 1.6-liter gasoline direct
injection four-cylinder engine and Hyundai's first dual clutch transmission.
ORGANISATIONAL STRUCTURE:
CEO
Chief Operating Officer (COO)
Deputy General Manager (DGM)

Human
Custome
Access
New Car
True
Back
Acc
Resource
r Care
ories
Sales
Value
Office
ount
ant
Human
Custome
Access
New Car
True
Back
Acc
Resource
r Care
ories
Sales
Value
End
ount
Manager
Manager
Mana
Manager
Mana
Support
Man
ger
Team
ager
ger
HRE`S
CCE`S
Adviso
Team
Team
EDP,
Acco
r`s
Leader
Leader
File
unt
Maintai
nance
29

DESIGNATION
NAME
General manager
Mr.Wilson.Y.G
HR Manager
Mrs.Suguna
Deputy General Manager
Mr.Afzal Shariff.R.S.
Works Manager
Mr. Mallikarjan
Supervisor (service)
Mr. Srishail &Mr.Basavaraj
Sales manager
Mr. Sunil Patil
30

THEORETICAL BACKGROUND
Performance appraisal
The performance appraisal is the process of assessing employee performance by way
of comparing present performance with already established standards which have
been already communicated to employees, subsequently providing feedback to
employees about their performance level for the purpose of improving their
performance as needed by the organisation.
As said above the very purpose of performance uprising is to know performance of

employee, subsequently to decide whether training is needed to particular employee
or to give promotion with additional pay hike. performance appraisal is the tool for
determining whether employee is to be promoted, demoted or sacked ( remove ) in
case of very poor performance and no scope for improvement.
Every corporate sector uses performance appraisal as a tool for knowing about the
employee and take decisions about particular employee. for the purpose of
performance appraisal of employees there are different methods under the category of
traditional methods and modern methods which are discussed in following chapters.
What is Performance?
What does the term performance actually mean? Employees are performing well
when they are productive. Productivity implies both concern for effectiveness and
efficiency, effectiveness refers to goal accomplishment. However it does not speak of
the costs incurred in reaching the goal. That is where efficiency comes in. Efficiency
evaluates the ratio of inputs consumed to outputs achieved.
The greater the output for a given input, the greater the efficiency. It is not desirable
to have objective measures of productivity such as hard data on effectiveness, number
of units produced, or percent of crimes solved etc and hard data on efficiency
(average cost per unit or ratio of sales volume to number of calls made etc.).
31

In addition to productivity as measured in terms of effectiveness and efficiency,
performance also includes personnel data such as measures of accidents, turnover,
absences, and tardiness. That is a good employee is one who not only performs well
in terms of productivity but also minimizes problems for the organisation by being to
work on time, by not missing days, and by minimizing the number of work-related
accidents.
What is Appraisal?
Appraisals are judgments of the characteristics, traits and performance of others. On
the basis of these judgments we assess the worth or value of others and identify what
is good or bad. In industry performance appraisal is a systematic evaluation of
employees by supervisors. Employees also wish to know their position in the
organization. Appraisals are essential for making many administrative decisions:
selection, training, promotion, transfer, wage and salary administration etc. Besides
they aid in personnel research.
Performance Appraisal thus is a systematic and objective way of judging the relative
worth of ability of an employee in performing his task. Performance appraisal helps to
identify those who are performing their assigned tasks well and those who are not and
the reasons for such performance.
Definitions:
Performance appraisal has been defined by different scholars in various ways. Some
of the important definitions are as follows:
Dale S. Beach, "Performance appraisal is systematic evaluation of the individual with
respect to his or her performance on the job and his or her potential for development".
Randall S. Schuler, "Performance appraisal is a formal, structured system of
measuring and evaluating an employees job, related behaviour and outcomes to
discover how and why the employee is presently perfuming on the job and how the
employee can perform more effectively in the future so that the employee,
organisation, and society all benefit."
32

Heyel, "It is the process of evaluating the performance and qualifications of the
employees in terms of the requirements of the job for which he is employed, for
purposes of administration including placement, selection for promotions, providing
financial rewards and other actions which require differential treatment among the
members of a group as distinguished from actions affecting all members equally."
Dale Yoder, ''Performance appraisal includes all formal procedures used to evaluated
personalities and contributions and potentials of group members in a working
organisation. It is a continuous process to secure information necessary for making
correct and objective decisions on employees."
Performance appraisal from employee point of view - "A performance appraisal is
meant to help employees realise their strengths and shortcomings and receive a
compensation accordingly."
How often should appraisals take place?

Performance appraisal in any organisation will be done at a specific period, like
annually or half yearly or quarterly or maybe regularly. It all depends upon the nature
or size of the organisation, and sometimes necessity of the managers decide the period
of performance appraisal of their employees. Most of organisations are insisting
employee appraisal should be a continuous process and should not be limited to a
formal review once a year.
The frequency of formal appraisals will depend on the nature of the organization and
on the objectives of the system. For example, in a high technology organisation
objectives may be changing quickly so that formal appraisals may need to be carried
out more than once a year. In an environment which is less subject to change, annual
appraisals may be sufficient. Most employees receive a formal appraisal annually,
although more frequent appraisals are often needed for new employees, for longer
serving staff who have moved to new posts or for those who are below acceptable
performance standards.
33

Adobe Systems, U.S based software company has abolished annual performance
appraisal system of its employees. Instead company management has introduced
regular feedback method for reviewing regular performance of its employees rather
than waiting till year ending for performance review. Company managers feel regular
feedback will improve the performance of employees as they come to know their
regular performance, further managers are considering these regular feedback in the
matter of salary hikes and promotions.
Mid-year appraisals good for staff motivation
Appraisals may no longer exist as once-a-year phenomena. A growing number of

companies are opting for mid-year - and even quarterly - reviews. The main argument
in favour of this trend is that it may not be wise for a company to wait as long as one
year to assess employee performances.Whether it is to reward employees for
something they did two quarters back or bringing them back on the path of growth, in
case they have strayed, companies have realized the earlier they do so, the better.
Organizations like Deutsche Bank and Akzo Nobel India have been following midterm performance reviews for a few years now, while the list of other companies
following this model appears to be growing. Nivea India is among those which have
recently adopted the practice.
According to Makarand Khatavkar, MD and head, HR (Dt. 2012) at Deutsche Bank,
the bank is trying to make its mid-term reviews more robust. The move is aimed at
making managers and employees more accountable. Bank is currently conducting a
communication and education exercise to train and convey to all our employees about
the new performance system.At Deutsche Bank, performance standards are being
made more objective so that they are easy to understand and implement.
During annual appraisals, mostly recent accomplishments and disappointments may
get noticed as these are fresh in the memory while the events which date back a few
quarters could go unnoticed. At global paints and coatings major, Akzo Nobel India,
appraisals are a continuous process.
34

"The HR team conducts workshops with managers before the mid-year and year-end
cycle based on the performance and development dialogue process. The mid-year
review is not about ratings but is geared at reviewing and providing guidance to the
employees. The year-end process, on the other hand, focuses more on self assessment
and involves feedback by both primary and secondary reviewer," said Sangeeta
Pandey, director, HR (Dt. 2012), Akzo Nobel India.
HCL Technologies is looking at a unique experiment this year - whether appraisals
could be based on feedback from peers and subordinates and if the same practice
could be extended to rewards and recognitions as well. The company is looking at
piloting this experiment with a small group. The company, however, didn't elaborate
on details as the process is in early stages.
Performance Management:
Definition: Employee performance management is the process of involving
employees in accomplishing your agencys mission and goals. Employee performance
management includes: planning work and setting goals, monitoring performance,
developing capacity, reviewing performance, and rewarding good work. In the first
four steps we discuss about understanding customers, create customer value, built
strong customer relationship. The fifth step captures value from customers in the form
of sales, profits & long term customer equity.
Performance Management Cycle:
35

Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance management
can focus on the performance of an organization, a department, employee, or even the
processes to build a product of service, as well as many other areas.PM is also known
as a process by which organizations align their resources, systems and employees to
strategic objectives and priorities. Performance management originated as a broad
term coined by Dr. Aubrey Daniels in the late 1970s to describe a technology (i.e.
science imbedded in applications methods) for managing both behavior and results,
two critical elements of what is known as performance. A formal definition of
performance management, according to Daniels' is "a scientifically based, dataoriented management system. It consists of three primary elements-measurement,
feedback and positive reinforcement.
Behavior - Oriented Systems:

Ranking Methods
Strait Ranking
High-Low (Alternate Ranking)
Paired Comparison
Forced Distribution (similar to ranking)

Graphic Rating Scales
36

Appraisal Interviews
Give Feedback daily
Encourage participation
Judge performance not personality
Be specific - provide critical incidents
Set mutual goals
Problems with Appraisals:
Survey by Ernst & Young showed that 38% of employees say they are rated
unfairly or not at all
Deming argues that Performance Appraisal is A Deadly Disease in

Organizations
Disregards existence of system
Erroneously attributes variation in performance to individuals (85-15 rule)
Undermine teamwork, improvement
Focuses on short-term, end product
Progressive Disciplinary Systems

Reasons to Avoid Discharge
Unfair Labor Practice (Legal & Contractual Restrictions)
Company Payments Toward Unemployment & Severance Pay
Strikes
Investment in Human Resources
37

Performance Measures
Subjective Measures - Performance Measures
Who Rates? Supervisors, Peers, Subordinates, Self
Errors & Biases
Halo Error
Central Tendency
Leniency (Positive & Negative)
Goal is to Accurately Appraise Performance
Methods:
Ranking - Rank order rates from highest to lowest
Behavioral Checklist - Series of Descriptive Statements of Job-Related

Behavior
Sample schedule for the performance management cycle
Complete operating plan
Update quarterly performance plan form with major agency objectives
Conduct training for supervisors (and employees)
Communication before, during, after
Timeframe for completion of appraisal
Timeframes for quarterly performance plans
Interface with compensation schedule
38

Rewards, recognition, and compensation
Recognizing employees for performance

Non-monetary rewards
Informal and ongoing acknowledgements of good work
Compensation
Merit increases?
Pay to market?
Increases added to base pay or lump sum?
Approaches to designing an appraisal form:
Trait based
Behavior based
Competencies (or performance factors)
Behaviors
Results based
Performance outcomes
Objectives
Identifying information
Instructions
Performance outcomes and/or results achieved (or not achieved) on objectives
Performance factors / competencies / work behaviors
Employee signature and approvals
39

Evolution of Performance Management:
First Phase: The origin of performance management can be traced in the early 1960s
when the performance appraisal systems were in practice. . During this
period, Annual Confidential Reports (ACRs) was also known as Employee service
Records were maintained for controlling the behaviors of the employees and these
reports provided substantial information on the performance of the employees.
Second Phase: This phase continued from late 1960s till early 1970s, and the key
hallmark of this phase was that whatever adverse remarks were incorporated in the
performance reports were communicated to the employees so that they could take
corrective actions for overcoming such deficiencies
Third Phase: In this phase the term ACR was replaced by performance appraisal.
One of the key changes that were introduced in this stage was that the employees
were permitted to describe their accomplishments in the confidential performance
reports, several new components were considered by many organizations which could
measure the productivity and performance of an employee in quantifiable terms such
as targets achieved, etc.
Fourth Phase: This phase started in mid 1970s and its origin was in India as great
business tycoons like Larsen & Toubro, followed by State Bank of India The system
focused on performance planning, review and development of an employee by
following a methodical approach. In the entire process, the appraise (employee) and
the reporting officer mutually decided upon the key result areas in the beginning of a
year and reviewed it after every six months. In the review period various issues such
as factors affecting the performance, training needs of an employee, newer targets and
also the ratings were discussed with the appraise in a collaborative environment. This
phase was a welcoming change in the area of performance management and many
organizations introduced a new HR department for taking care of the developmental
issues of the organization.
Fifth Phase: This phase was characterized by maturity in approach of handling
peoples issues. It was more performance driven and emphasis on development,
planning and improvement.
40

Utmost importance was given to culture building, team appraisals and quality circles
were established for assessing the improvement in the overall employee productivity.
Nature of Personnel Management:
Personnel management includes the function of employment, development

and compensation- These functions are performed primarily by the personnel
management in consultation with other departments.
Personnel management is an extension to general management. It is concerned

with promoting and stimulating competent work force to make their fullest
contribution to the concern.
Personnel management exists to advice and assists the line managers in personnel
matters. Therefore, personnel department is a staff department of an organizationThe
performance management system is still evolving and in the near future one may
expect a far more objective and a transparent system.
Personnel management lays emphasize on action rather than making lengthy

schedules, plans, and work methods.
The problems and grievances of people at work can be solved more effectively
through rationale personnel policies.
It is based on human orientation. It tries to help the workers to develop their

potential fully to the concern.
It also motivates the employees through its effective incentive plans so that the
employees provide fullest co-operation.
To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards performing the
right task in the right way
Boosting the performance of the employees by encouraging employee

empowerment, motivation and implementation of an effective reward mechan
41

Product:
Hothur Hyundai dealers deals with the as follows Santro xing, i10, Getz prime, i20,
Accent, Verna, Sonata, Tucson. The products are manufactured at Chennai. If the
products have to reach the showroom the indent has to be placed to the
manufacturer and then the vehicles are sent. There are no middlemen for the
movement of products. Products are directly sent by the manufacturers to the
showroom and sold to the final consumers. More demanded products are bought by
one month and if they are normal demanded are bought by 7 or 10 days. They have
cars differentiated into Small cars, Middle cars, Long size cars MUV-Multi utility
vehicle and SUV-Sports utility vehicle.
42

DATA ANALYSIS AND INTERPRETATION

1. Are you aware of performance appraisal system functioning in
your company?
Table-1
Category
No. of respondents
Percentage
Yes
43
86%
No
07
14%
Total
50
100
Aware of performance appraisal

system functioning
14%
Yes
No
86%
Interpretation: The above chart shows that 86% of respondents having awareness of
performance appraisal system functioning in Hothur steels. It concludes that all
employees are having awareness of the performance appraisal system.
43

2. Do you know the criteria used for evaluating the performance?
Table-2
Opinion
No. of respondents
Percentage
Yes
34
68%
No
16
22%
Total
50
100
Criteria used for evaluating the

performance
32%
Yes
No
68%
Interpretation: The above chart clearly describes that, out of 50 respondents 68% of
employees are having awareness about performance evaluation process in their
company.
44

3. Who does the appraisal?
Table-3
Opinion
No. of respondents
Percentage
Immediate superior
Superiors superior
Committee of superiors
Peers
16%
Self appraisal by
42
84%
50
100%
individual manager
Total
Percentage
0
0
16%
Immediate superior
Superiors superior
Committee of superiors
84%
Peers
Self appraisal by
individual manager
Interpretation: The above chart shows that 84% of respondents viewed that appraisal
is made by the self-appraisal by individual manager and 16% of the respondents are
peers.
45

4. Do you practice M.B.O (Management by Objectives) in your
organization?
Table-4
Opinion
No. of respondents
Percentage
Yes
04
08%
No
46
92%
Total
50
100
Practice M.B.O (Management by Objectives) in your organization
practice M.B.O (Management by Objectives) in your organization
8%
Yes
No.
92%
Interpretation: The above chart shows that 92% of the respondents are viewed that
the organization is not practiced M.B.O method where as 8% of the respondents
answered yes.
46

5. Do you receive any feedback after the performance appraisal?
Table-5
Opinion
No. of respondents
Percentage
Periodical discussion
03
06%
Written communication
43
86%
Counseling
04
08%
Any other
Total
50
100
Receiving any feedback after the

performance appraisal
8% 0%6%
Counseling
Any other
86%
Interpretation: The above chart clears that 86% of the respondents are viewed that
they receive the feedback through written communication, followed by 8% by
counseling and remaining 6% by periodical discussion.
47

6. How are you made aware about your performance and areas to be
improved if any?
Table-6
Opinion
No. of respondents
Percentage
36
72%
Counseling
14
28%
Any other
Total
50
100
Aware about your performance and

areas
00
28%
72%
Counseling
Any other
Interpretation: The above chart shows that, 72% of the respondents are made aware
with the written communication and 28% with counseling regarding awareness about
your performance and areas to be improved through these means.
48

7. Do you ever receive any rewards for good/excellent performance?
Table-7
Opinion
No. of respondents
Percentage
Yes
30
60%
No
20
40%
Total
50
100
Receiving any rewards for

good/excellent performance
40%
60%
Yes
No
Interpretation: The above chart shows that 60% of the respondents are viewed that
they received towards for good/excellent performance and 40% of the respondents are
viewed that they are not receiving.
49

8. Does it affect relationships between you and your appraiser?
Table-8
Opinion
No. of respondents
Percentage
Yes, positively
12%
Yes, negatively
No it does not effect
44
88%
Total
50
100
Percentage
0
12%
Yes, positively
Yes, negatively
88%
No it does not effect
Interpretation: The above chart shows that, 88% of the respondents are viewed that
relationship will not be affect with the appraiser and 12% of the respondents are
viewed that there will be positive relationship.
50

9. Do you feel the supervisor is fair in evaluating your performance?
Table-9
Opinion
No. of respondents
Percentage
Yes
47
94%
No
03
06%
Total
50
100
Supervisor is fair in evaluating your

performance
6%
No. of respondents
Percentage
94%
Interpretation: The above chart clearly shows that 94% of the respondents are
viewed that supervisor is fair in evaluating your performance and 6% of the
respondents are not viewed.
51

10. Do you suggest any improvement in the performance appraisal system?
Table-10
Yes
Opinion
No. of respondents
Percentage
Yes
05
10%
No
45
90%
Total
50
100
Suggesting any improvement in

the performance appraisal system
10%
No
90%
Interpretation: The above chart shows that 90% of respondents have not
suggested to any improvements in performance appraisal system and only 10%
of employees have suggested their ideas.
52

FINDINGS
Out of 50 respondents 86% of respondents having awareness of performance
appraisal system functioning in Hothur steels. It concludes that all employees
are having awareness of the performance appraisal system.
68% of employees are having awareness about performance evaluation
process in their company.
84% of respondents viewed that appraisal is made by the self-appraisal by
individual manager and 16% of the respondents are peers.
92% of the respondents are viewed that the organization is not practiced
M.B.O method where as 8% of the respondents answered yes.
86% of the respondents are viewed that they receive the feedback through
written communication, followed by 8% by counseling and remaining 6% by
periodical discussion.
72% of the respondents are made aware with the written communication and
28% with counseling regarding awareness about your performance and areas
to be improved through these means.
70% of the respondents are viewed that they received towards for
good/excellent performance and 30% of the respondents are viewed that they
are not receiving.
88% of the respondents are viewed that relationship will not be affect with the
appraiser and 12% of the respondents are viewed that there will be positive
relationship.
94% of the respondents are viewed that supervisor is fair in evaluating
your performance and 6% of the respondents are not viewed.
90% of respondents have not suggested to any improvements in
performance appraisal system and only 10% of employees have
suggested their ideas.
53

SUGGESTION
The company should cover the remaining respondents regarding
awareness of performance appraisal system and performance
evaluation process.
Reduce the self-appraisal system in the organization.
Organization must practice M.B.O method for employee welfare.
Company should cover the awareness to the employees who are
un-aware about the performance appraisal.
Performance should be reviewed quarterly and statistically.
Personnel counseling should be organized in special cases.
Post appraisal feedback should be introduced
Rewards should be introduced for good performance.
54

CONCLUSION
It has been observed that most customers are satisfied with pre sales services
Similarly most of these customers are dissatisfied with the post sales service
which is the matter of concern for the company. HOTHUR HYUNDAI needs
to improve some parts of products specifically the interiors. High customer
satisfaction level helps the company to retain its existing customer as well as
generate new customer through word to mouth publicity. Customer satisfaction
index is a good tool to make improvements in the products and services of the
company.
And therefore should utilize carefully & kept as confidential as possible As

there is a bottle neck competition between TATA,TOYOTA and
HOTHUR,
Hyundai it is Necessary to take measure steps to overcome the area of downfall in

HOTHUR with respect to Hyundai. The company should look into the matter of
person hiring for in Showroom demonstration. A big showroom should have at least
5 such kind talent of persons. So company should always improve services and
update their technology.
55

BIBILOGRAPHY
BOOKS:
Performance Management- Dr. Aubrey Daniels
Human resource and Personnel Management-K.Ashwatappa
WEBSITE
WWW.Hothur Hyundai.Com
www.cardeko.com
56

ANNEXURE
QUESTIONNARIE
Respected Sir/Madam,
Iam Sundeep Tapal studying in second year MBA at Allum Karibasappa Institute of
Management, Bellary. In the partial fulfillment of MBA degree conducting study on
"A study on Performance Appraisal of Employees at Hothur Hyundai Motors. Pvt.
Ltd., Bellary", I request you to please fill up this questionnaire and it will be kept
confidential.
1)Personal Data:
1 .Name
2. Age
3. Sex
4. Marital status
5. Educational qualification:
2) Data-Employment:
1. Department
2. Designation
3) The Criteria of Performance Appraisal:

1. Are you aware of performance appraisal system functioning in your company?
a) Yes [
b) No [
57

2. Do you know the criteria used for evaluating the performance?
a) Yes [
b) No
3. Who does the appraisal?

a) Immediate superior [
b) Superior's superior [
c) Committee of superiors [
d) Peers [
e) Self-appraisal by individual manager [
4. Do you practice M.B.O (Management by Objectives) in your organization?

a) Yes [
b) No [
5. Do you receive any feedback after the performance appraisal?

a) Periodical discussion [
b) Written communication [
c) Counseling [
d) Any other [
]
]
]
]
58

6. How are you made aware about your performance and areas to be improved if any?
a) Periodical discussion [
b) Written communication [
c) Counseling [
d) Any other [
]
]
7. Do you ever receive any rewards for good/excellent performance?

a) Yes [
b) No
8. Does it affect relationships between you and your appraiser?

a) Yes, positively [
b) Yes, negatively [
c) No, it does not affect [
9. Do you feel the supervisor is fair in evaluating your performance?

a) Yes [
b) No
10. Do you suggest any improvement in the performance appraisal system?

a) Yes [
b) No
If yes, please specify.....
59

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A Study on Performance Appraisal of Employees at

HOTHUR HYUNDAI MOTORS Pvt. Ltd., Bellary

Mr: SUNDEEP TAPAL

Under the Guidance of

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Mr. Sundeep Tapal

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Topic chosen for Study:

Statement of the problem:

The process of motivation studies the motives of individuals which cause

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Scope of the study:

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Methods of Data Collection:

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

The automobile as we know it was not invented in a single day by a single

The first successful self-propelled road vehicle was a steam automobile

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Cugnots Steam Wagon

1870 Vienna Austria

The Firs Marcus Car:

Second Marcus Car of 1888 Geelong Lib

At its launch in Australia in 1915

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Here is a brief profile of major Automobile Associations active in India. In simple

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

FADA: The Federation of Automobile Dealers Associations (FADA) is the major

SIAM: Society of Indian Automobile Manufacturers (SIAM) is the major Industry

WIAA: Founded in 15 Oct' 1919, The Western India Automobile Association

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

Hyundai Motor India is the wholly-owned subsidiary of Hyundai Motor Company,

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT, BELLARY |

A Study on Performance Appraisal of Employees at

India Best Brand Awards 2010.