Performance management describes the processes by which managers improve the performance of their employees by utilizing their power to reward, develop or discipline as appropriate. A performance management system documents these processes as company policy and may form a legally binding contract between the company and employees. It can be negotiated through individual contracts or by collective bargaining either directly with employees or with the involvement of a union. 

This project attempts to understand the objectives of training programs of ICICI Prudential for its financial advisors. The main objective is to understand the impact of the training programs on the performance levels of the financial advisors
ICICI Prudential is currently No.1 private life insurer in the country. It has one of the largest distribution networks amongst private life insurers in the country. This has generated curiosity in me to know how far training programs have improved the employee’s job performance. An attempt has been made to understand the effectiveness of training programs at entry level, i.e., for advisors has been made here. For, the advisor/ agent are the public face of the insurance company and make the most enduring impact on the customer. The study involved both primary and secondary sources for collecting information. The secondary sources include company’s website, books, journals, insurance magazines, HR reviews, articles on internet etc. The primary data was collected with the help of a structured questionnaire administered to 15 advisors who were selected through simple random sampling technique. The data has been analyzed by assigning scores to the responses given by the advisors and with the help of a correlation matrix between different variables; the conclusions have been arrived at. The observations made during the data analysis have been represented with the help of pie charts and bar diagrams. 

Chambal Fertilizer and chemical Limited is the India’s largest producer of Urea in the private sector. It is the flagship company of the 5000 crore professionally managed Zuari –chambal combine. It has diversified interest in the area of fertilizer, phosphoric acid, Agri Input & seeds, Agri Biotechnology and shipping.
Being a student MBA (HR) it was great pleasure for me there I was assigned the most relevant title, as regarded summer training i.e. “Training and Development process at CFCL”
Before Understanding the work of Training and Development and, firstly I have to understand that what is the HR department, the Role of the HR department and why it is so important for any organization.
So At first the work is given to me is a little introduction of each part of the HR department like Recruitment, Performance appraisal Training & Development and various Acts in factory.
Before understanding training and development process at CFCL, I should know about PMS (Performance management system), it is a system to evaluate the performance of the employee. So to analysis the PMS I have to understand each and every part of PMS like KRA’s different managerial and technical attributes, performance scale and how to maintain each performance of different employees for different year.
At last I complete my project under supervision of my guide. I am very thankful to my guide for giving me this opportunity.
Finding:
1) Training plays an important role to acquire the KAS (Knowledge, Attitude and skill) so that an organization can meet their future goals.
2) Training programs are organized when there is difference between performance of the employee and the requirements of the organization.
3)  These differences are notified by the training need analysis.
4) This training need analysis is indentified by the PMS, observation and change in work pattern.
5). Basis on the training need analysis Annual training colander is designed and Training programs are organized.
Limitations:
1) Objective of the training should be clear.
2) The pattern and the format of the training is should be proper so the employee can easily understand it.
3) Training and development program should be entertaining and interesting.
4) Motivate and encourage the employees for the training programs.
5) Make healthy and friendly environment for the Trainees.
Suggestion
1.    Obtain commitment from trainees for development process. Commitment is essential for the development. If possible link this with appraisals and career development systems.
2.    Involve trainees in identifying leadership qualities and create 'skill/behavior-set' that you seek to develop. Training and development workshops are ideal for this activity.
3.    Assess, priorities and agree trainee capabilities, gaps, needs against the skill/behavior-set; individually and as a group, so as to be able to plan group training and individual training according to needs and efficiency of provision. Use the skill/behavior-set tool for this activity. Use the training needs analysis tool for assessing training needs priorities for a group or whole organization.
4.    Design and/or source and agree with trainees the activities, exercises, learning, and experiences to achieve required training and development in digestible achievable elements - i.e. break it down. Use the training planner to plan the development and training activities and programs. Record training objectives and link to appraisals.  
5.    Establish and agree measures, outputs, tasks, standards, milestones, etc.
6. The top management hardly rewards supervisors for carrying out effective training.

Sales training is an underrated feature in any organisation. Notwithstanding the fact that sales   are the single most important factor in generating revenue, most organisations equip their personnel with the bare minimum and skills. With the findings of the project and the necessary recommendations the sales force can be empowered with the necessary skill set.
In regard of the same our research methodology includes in depth interviews with the help of structured questionnaire   to come to appropriate analysis.
The major findings included that their was lack of skill based exercises during the training program, no training was provided apart from the induction training and there are  no special provisions for employees who were low performers.
Objective:
•    To study the Current Training and Development Program undergone by a Field   Sales Officer (FSO) at Bharti Airtel Services Ltd.    
•    To study the Effectiveness of the same and suggest possible measures of        improvement
•    To study how are the various type program conduct by Bhari Airtel for sales people.
•    To analysis & how training program is designed by Bharti Airtel for its sales person.
•    To study what are factor which are the case Bharti Airtel in designing the training program.
•    To study the feedback of trainees about the training program of Bharti Airtel.
•    To study the effectiveness of the same & possible measure improvement.
Scope of the Project:
•    To find out to what extent the sales workforce perceives the training   program to be effective and helpful.
•    To find out to what degree is the training and development program catering to    the sales employee’s generic as well as specific needs.
Findings:
•    Majority of respondents are new to the organisation or have been there as part of the sales workforce for not more than 6 months.
•    65% of the sales workforce at Airtel is employees with no work experience i.e. this is their first job.
•    It was found that training program did not emphasize much on job related skills rather it emphasized more on the knowledge of the product that has to be sold.
•    The balance between group discussions and exercises was also not appropriate.
•    Application of learning points taught were rated between average and below average indicating less emphasis on skill based exercises.
•    Apart from the induction program the sales workforce does not undergo any other training or development program in the course of their employment.
•    In case of promotions also, no training is provided to the employee to be promoted to be a team leader. They are promoted on the basis of their performance.
•    No training is provided in case of employees who are low performers.
Recommendations:
•    Buddy Process Accountability:
Ideally the Buddy Process should occur after the NHIP. This is because the employees whom the new joiner accompanies are employees with considerable work experience. Over the years they have developed their own style of working. Learning from them is difficult. Because first we show them the refined product then take them through the NHIP. It’s like showing the finished product first and the process later. Also the New Joiners may not understand most of the terminologies used by the person he has accompanied, thus adding to pressure. But this has a constraint too. The sales hiring is so frequent that immediately going for NHIP is not possible, thus the process is made such that first a new joiner has to undergo the Buddy Process then the scheduled NHIP.
However, to achieve the objective of the Buddy Process, the accountability of the same   should be there. During the 3 day Buddy Process, at the end of each day the New Joiner should submit a report to the Reporting Manager titled
'My Learnings from the Buddy Process'
This way when each day the New Joiner comes and briefs about his days learning quoting specific incidents the reporting managers can easily find out whether their has been some learning or not or simply he is lying. Also, if the Reporting Manager finds that things have gone in a favourable manner the same should be added to the KRA's of the senior employee who accompanied him so that he gets an incentive for his effort at the time of Performance Appraisal.
•    Monthly Plan Briefing;
New plans are launched in the market keeping a particular kind of customer need in mind. What happens is whenever any new plan is lunched or an older one is stopped all FSO's get mobile updates of the same. If they have queries regarding the same they are not attended to fully. Thus selling the new plan becomes difficult initially.
Regarding this, once a month all team leaders should be called for a Plan Briefing of the new plans launched. With this the customer need with which the plan has been launched can be conveyed down to the sales workforce thus making selling effective because customer need identification could be done faster and a more logical way.
Adding activities that are skill based in the NHIP
•    Situation based role plays to make learning more effective.
•    Poor Performers: - After 6 weeks of working still an employee is not able to perform then the Tem Leader should accompany him to his field visits to actually see how he functions and suggest accordingly.
•    Promotions: - Employees who are promoted to the role of a tem leader. They should at least undergo a one -day workshop in which they are briefed about their
o    Roles and Responsibilities
o    Expectations the company has from them
o    Their KRAs
o    Salary Structure
•    Reinforcement of the learning’s of the training program: - It's absolutely vital to develop a comprehensive, realistic and step-by-step sales process - a clear outline of what the sales people are expected to do. It's only when such an outline is in place that sales management is in a position to monitor the sales force's activity, its progress and results. Only then is the stage set for transformational performance improvements.
•    Periodic review of the training program: - this is important to check as to whether the objectives defined for the training of sales employees are successfully met or not.
Also, periodic review would help the management update the existing training program
as per the organisation’s business need

Reward and Recognition Policy of Bharti Airtel is exclusive and it’s the most vital motivation factor for the employees of this company. This study helped me understand the strategies and steps followed for Reward and Recognition. And also through this study my indepth knowledge of R& R has enhanced. Following few lines will give a brief of this study and objective og this study.
Reward and Recognition plays a part in at least these areas
-       Employee Satisfaction – influencing retention and motivation
-       Performance Management – creating a workplace environment that provides positive reinforcement of behaviors necessary to achieve results and business goals
The success criteria of reward systems:
As part of Employee Satisfaction, here are criteria for successful reward systems:
1.      match the reward to the person
2.      match the reward to the achievement
3.      be timely and specific
As Performance Management, here are some suggested criteria for successful reward systems:
Reward systems need to focus efforts on serving the customer (internal or external). Reward systems need to enhance collaboration within the workplace. A popular slogan for managing and evaluating success criteria is
SMART – Specific, Meaningful, Achievable, Reliable, Timely.
Conclusion:
After the whole study it can be concluded that Reward and Recognition policy at Bharti Airtel is tremendous. The successful Reward and recognition of this company is due to
As part of Employee Satisfaction, here are criteria for successful reward systems:
1.      Match the reward to the person
2.      Match the reward to the achievement
3.      be timely and specific
Most of the rewards & recognize such achievements as cost-saving suggestions, exceptional customer service and the attainment of sales goals. These practices have become commonplace throughout all industries in organizations that are serious about obtaining the highest productivity and performance possible.
• holding individuals accountable for quality and output; • tying wages and bonuses directly to quality and output; • staffing departments exactly to cut absenteeism and emphasize the importance of each employees job; and • maintaining the fewest possible layers of management.
Formal Rewards: Recognizing Achievements outside the Company While this study showed that formal rewards programs are not as motivating to individual employees as more specific, personal forms of recognition, formal programs still can be very valuable to companies. Such programs are useful for formally acknowledging significant accomplishments, especially as they span a long period. Formal rewards also can lend credibility to more spontaneous, informal rewards used daily by managers in an organization.  
Recommendations:
•    Employees should know all the reward programs in the company for that proper communication should be done by HRD.
•    There should be clear visibility of job and value of that job by each employee so that he can feel motivated and perform well.
•    HR policies should be told clearly on the day of induction.
•    Some more rewards can be given, since most of the rewards given in this company are based on performance. Like rewards on the basis of behavior, etiquette.
•    Frequent town hall meeting should be held.

Effectiveness of Welfare Activities in BTPS for Employees
Summary
The research conducted was descriptive in nature. Badarpur division of National Thermal Power Corporation Limited was surveyed to attain the objectives of the research. The topic of the project done was “To understand various welfare programmes presently being followed in Badarpur thermal power station (BTPS).” The research was conducted keeping in mind the following objectives:
•    To develop an understanding of various welfare programmes in a public sector concern.
•    To determine the degree of awareness among employees for the existing welfare programmes.
•    To give recommendations for the betterment of the implemented welfare programmes.

Objective:
Primary:      To check the effectiveness appraisal System
Secondary: To assess the satisfaction level of employees regarding Performance Appraisal System.
Research Methodology:
Data Collection
Primary Data: Questionnaire
Secondary Data: Employee handbook and company website
Sampling Method:         
Simple Random Sampling
Sample Size: 50

Performance Appraisal with Special Reference to Ethics and Training (Case Study – Canon India Pvt. Ltd)
Summary
Performance appraisal has finally caught up with 21st -century management practices. In the old model, performance appraisal tended to be one-way, adversarial, oriented toward the past and universally despised by all.
In the new model, performance appraisal involves an ongoing process of planning, goal-setting and feedback.
Performance review is an ongoing series of discussions between supervisor and employee.
In this context, ethics plays an important role.
Focuses on the future more than the past focuses on improving employee performance and career development rather than employees' mistakes. It is used as a tool to build trust, open communication and better supervisor employee relationship.
This project is aimed at identifying the effectiveness of the current performance appraisal system at Canon India Private Limited and taking views of the employees on the same.