This document discusses a study of the performance management system at Udaipur Beverage Limited, an authorized bottler of Coca-Cola in Jabalpur, India. It provides background on the beverage industry and company in 1-2 sentences. It then outlines the objectives of studying the company's performance management system, describes the research methodology used including sample size and data collection methods, and discusses some key findings and limitations of the study. Suggestions are provided to improve the performance management system based on the findings.

1. UDAIPURBEVERAGSLIMITED-
Authorized Bottler of
A STUDY OF PERFORMANCE MANAGEMENT
SYSTEM
AT

2. Industry Profile
 The beverage industry in India occupies USD 230 million market.
 The mineral water market in India is a USD 50 million industry and
produces 65 million crates. Around 4.9 million crates is usually
consumed each month but it rises to 5.2 million crates in the peak
season.
 Fruit juices, pulp and concentrates, and sauces or ketchups are doing
very well.
 Tea and coffee have registered an excellent growth in the Indian
beverage market.
 Among all the leading beverage companies in India, Coca cola has
accounted for a thriving growth since its inception. It occupies around
60 percent of the carbonated drink sector in the Indian beverage
industry.

3. Company Profile
The Udaipur Beverage Limited Jabalpur was founded in 2005 as a
franchisee of Coca-Cola Company serving the Richhai Industrial
Area, Jabalpur and its surrounding districts. Customers came to
recognize the quality and value of Udaipur Beverages Limited in
reflecting the values and excellence of the Coca-Cola INDIA.
Coca-Cola products such as Coca-Cola, Sprite, Thumbs-up, Fanta,
Limca, Kinley water are manufactured here.

4. Name Designation
DOJ Location
From To
Reporting Reporting Name
100.6 - Above A++
85.6 - 100.5 A+
70.6 - 85.5 A
55.6 - 70.5 B
40.6 - 55.5 C
Objectives Activities/ Milestone
Weightage
(a)
Targets By When Result
% achivement
(b)
Points
(a)*(b)
1
2
3
(a)
(b)
(c)
(d)
(e)
(f)
4
5
(a)
(b)
6
0 0 0.0%
0.0%
PERFORMANCE REVIEW 2014
(Mandatory to fill)
PP Partial Performer
RATING SCALE ( In %)
EP Exceptional Performer
P Performer
DP Developing Performer
NP Non Performer
KRA # 1- BUSINESS PLAN ACHIVEMENT WEIGHTAGE - 80%
Total
Format of Performance review system

5. Objectives Activities/Milestone
Weightage
(a)
Targets
(On scale of 10
points)
By When Result
% achivement
(b)
Points
(a)*(b)
1 KNOWLEDGE OF JOB
2 IT SKILL
3 ANALYTICAL SKILL
4
ABILITY TO FRAME POLICIES &
PROCESS
5
KNOWLEDGE OF MATRICES /
TARGET ORIENTEDNESS
6
COMMUNICATION
SKILLS/INTERPERSONAL
EFFECTIVENESS
7
LEADERSHIP SKILLS / TAKING
OWNERSHIP
8
PROACTIVELY / DECISION
MAKING ABILITY
9
DEALING WITH AMBIGUITY /
WITHSTANDING PRESSURE
10
INNOVATIVENESS & CREATIVITY
0 0 0 0% 0.0%
0.0%
0.0%RESULT
KRA #2- TECHNICALANDBEHAVIOURALACHIVEMENTS WEIGHTAGE- 20%
Total

6. Problem Identification
 If employee’s development is required for performance
improvement then solving the performance problems should be
straight forward with a clear understanding of root causes.
Possible approaches include changing the work environment,
better prioritization of conflicting priorities, time off, additional
training, mentoring or coaching, changing team environment and
set objectives.

7.  Companies struggle because many employees doubt whether a
performance management system can actually identify superior
performance; they also question whether these systems effectively
reward good performance. These emotional responses affect employees'
perceptions of how robust the system is and whether it can distribute
rewards fairly and effectively.
 A well developed and well defined Performance management System is
the back bone of any organization. So, this project is entitled as “A
STUDY OF PERFORMANCE MANAGEMENT SYSTEM AT
UDAIPUR BEVERAGE LTD, AUTHORISED BOTTLERS OF
COCA-COLA, JABALPUR”.

8.  Problem formulation is very specific. You need to identify the major sets
of variables that compose or constitute the problem.
 Any problem is composed of two major sets of variable (controllable and
uncontrollable.
CONTROLLABLE VARIABLES
 Job Satisfaction
 Organizational Commitment
 Job Stress
 Improper management
 Idle Time
 Absenteeism
Problem formulation

9.  UNCONTROLLABLE VARIABLES:
 Alternative Employment Opportunities
 Job Hopping
 Employee Perception

10.  Job satisfaction is associated with employee’s performance.
 Satisfaction with pay is associated with employee’s
performance.
 Satisfaction with work is positively associated with
employee’s performance.
 Satisfaction with supervision is positively associated with
employee’s performance.
 Organizational commitment is positively associated with
employee’s performance.
 Job stress is positively associated with turnover intentions.
Problem Specification

11.  Job hopping is negatively associated with firm’s
development.
 Alternative employment opportunity is another
uncontrollable and labor market variable.
 Alternative Employment Opportunity means availability of
alternative jobs in the environment. The more the
alternative employment opportunities exist in the
environment, the more they carry on cost and benefit
analysis and have intentions to switch jobs.

12. Objectives
Primary objective:
To study the performance management system at Udaipur
Beverage ltd, authorized bottlers of coca-cola, Jabalpur.
Secondary objective:
 To understand performance appraisal practices followed
by the company.
 To analyze the steps taken by the appraisers for the
improvement of the performances of the appraisees.
Research Methodology

13. Scope of the Study
The scope of the study is limited to Udaipur Beverage
Limited, Jabalpur.
Sampling method
The sampling method used is Simple Random sampling,
Questionnaire. The area of study is in Jabalpur, M.P.
Sample Size: It is not possible to collect the response
from the total population due to time constraints. The
total sample size taken for survey is 30 respondents.

14. Data Collection: Data for project work was collected
from primary and secondary source data.
Primary Data: Primary data are collected through
discussions and interviews with employees of sales
department and HR unit and also includes direct
observation.
Secondary Data: Secondary data are collected from:
1.Company documents
2.Company websites
3.Company Representatives.
4.Books
5.Previous year projects

15. Limitations
 The study was conducted on the assumptions that the information
is given by respondents all are correct.
 Prejudices and bias from respondent`s side cannot be ruled out.

16. Findings
 The maximum number of employees working are between 0 to 5
years.
 PMS system is clearly defined.
 PMS system helps in achieving the goals.
 The goals set are mutually decided goals.
 80% of the total respondents agree that they are satisfied with working
in this organization.
 Maximum number of respondents (40%) ranked their performance as
2 and a few (3%) marked their own performance as rank 4.
 40% respondents agree that UBL is a quite good place for training and
development of employees.
 Majority of respondents (77%) agree that they get a formal feedback
related to their performance.
 Respondents (87%) agree that the performance of employees improves
because of the current performance management.

17. Suggestions
 Performance appraisal reports must be based on SWOT techniques and
provide scope for further career development in the organization.
 For better results 360 degree system of evaluation can also be adopted
by the organization.
 Performance of the employees should be evaluated taking all the
aspects into consideration and should not be restricted to only one
criteria.
 PMS is not a onetime affair, for better results the organization should
do the appraisals in frequent intervals.

18. Thank You