piyush ntpc training report

8/11/2019 Piyush Ntpc Training Report

1/83

A

TRANING REPORT

ON

A STUDY OF PERFORMANCE

APPRAISAL

SYSTEM AT NTPC, ANTA

Submitted For The Partial Fulfillment Towards The Award

OfMaster of Business Administration

Degree

(2009-2011)

SUBMITTED BY : SUBMITTED TO:

PIYUSH ADLAKHA MR MOHIT PA!T

MA !!! S"M "HOD# OKIM$R KOTA

OM KOTHARI I!STITUTE O% MA!A&EME!T $ RESEAR'H( KOTA

(AFFILATED TO RAJASTHAN TECHNICAL UNIVERSITY, KOTA)

OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH,KOTA

1


2/83

OM KOTHARI I!STITUTE O% MA!A&EME!T $ RESEAR'H

(Affiliated to Rajasthan Tehnial Uni!e"sit#, Kota, A$$"o!ed %# AllIndia

Co'nil fo" Tehnial Ed'ationGo!e"nent of India and S$onso"ed %#

O Kotha"i Fo'ndation, Kota)

INTERNAL GUIDE CERTIFICATE

This is to #ertif$ that Mr Pi)us* Ad+a,*a student of MA ! %ear at Om Kot*ari

Institute of Management and Resear-* has #om&leted Summer Trainin' e&ort

entitled *A STUDY O% PER%ORMA!'E APPRAISAL SYSTEM AT !TP'( A!TA

+

The &ro,e#t has been #om&leted after stud$in' for one $ear in MA #ourse and for

&artiall$ fulfillin' the reuirements for award of de'ree of Master of usiness

Administration of Ra.ast*an Te-*ni-a+ Uni/ersit)(Kota

The Trainin' Pro,e#t stud$ e&ort has been #om&leted under the 'uidan#e of Mr Mo*it

Pant "HOD of O.!M) and is as &er norms and 'uidelines &ro/ided

Prof Mu,es* 0ain Mr Mo*it Pant

Prin#i&al A#ademi# uide

.ota

ate

A12( S3e-ia+ IPIA 0*a+a4ar Road( Kota1567889

: 877167;8


3/83

OM KOTHARI INSTITUTE OF MANAGEMENT &RESEARCH

(Affiliated to Rajasthan Tehnial Kota, A$$"o!ed %#

AllIndia Co'nil fo" Tehnial Ed'ationGo!e"nent ofIndia and S$onso"ed %# O Kotha"i Fo'ndation, Kota)

CERTIFICATE

This is to #ertif$ that Mr Pi$ush Adla3ha student of MA ! %ear at Om .othari !nstitute

of Mana'ement and esear#h has #om&leted Summer Trainin' e&ort entitled *A

STUDY O% PER%ORMA!'E APPRAISAL SYSTEM AT !TP'( A!TA+The trainin' has been #om&leted after stud$in' for one $ear in MA #ourse and for

&artiall$ fulfillin' the reuirements for award of de'ree of Master of usiness

Administration of a,asthan Te#hni#al 4ni/ersit$5 .ota

The Trainin' e&ort has been e/aluated and /i/a-/o#e #ondu#ted b$ the undersi'ned

&anel of e6aminers The &ro,e#t has been found satisfa#tor$ and is re#ommended for

a##e&tan#e

Prof Prof

!nternal "6aminer "6ternal "6aminer

.ota

ate

A12( S3e-ia+ IPIA 0*a+a4ar Road( Kota1567889

: 877167;8


4/83

%a>: 8771675


5/83

A'K!OLED&EME!T

! would li3e to e6&ress m$ dee& and sin#ere 'ratitude to !TP', POER

MA!A&EME!T I!STITUTE( A!TA"BARA!# for ha/in' &ro/ided me with theo&&ortunit$ to do m$ &ro,e#t on an interestin' area

The &ro,e#t was a 'reat sour#e of learnin' and a 'ood e6&erien#e as it made me aware ofthe &rofessional #ulture and #ondu#t that e6ists in an or'ani


6/83

PRE%A'E

The Summer Trainin' e&ort !s an !nte'ral Part of the Master of usiness

Administration ;urri#ulum of e&artment of Mana'ement5 OKMI$R

affi+iatedto RA0ASYHA! TE'H!I'AL U!IERSITY( KOTA

urin' the #ourse of trainin'5 the resear#her is e6&e#ted to use and a&&l$ his

a#ademi# 3nowled'e and 'ain a /aluable insi'ht to 3now the em&lo$ees and

or'ani


7/83

EE'UTIE SUMMARY

This is an attem&t to &resent a &ro'ressi/e detailed dis#ussion on the

PER%ORMA!'E MA!A&EME!T SYSTEM O% !TP'( PMI

Performan#e mana'ement s$stem is a method throu'h whi#h total

e/aluation of an em&lo$eeCs &erforman#e throu'hout the $ear underta3en b$

hisher su&erior wherefrom the ,unior 'et to 3now hisher own standin' in

the or'ani


8/83

'O!TE!TS

'ertifi-ates De-+aration

Prefa-e

A-,no4+edgement

E>e-uti/e summer)

'*a3ter no '*a3ter name Page !o

2 'om3an) Profi+e 2162

6 'on-e3tua+ %rame4or, : Performan-e

A33raisa+ S)stem

66175

5 Pro.e-t Profi+e : Performan-e

A33raisa+ S)stem in !TP'

7717?

7 Resear-* Design 717;

9 Data Ana+)sis And Data

Inter3retations

981?2

? 'on-+usions ?6

Suggestions ?5

Bi+iogra3*) ?7

Anne>ure

Fuestionnaire ?91??

E


9/83

CHAPTER-

1

9


10/83

THE 'OMPA!Y

!TP' Limitedis the lar'est thermal &ower 'eneratin' #om&an$ of !ndia A &ubli# se#tor#om&an$5 it was in#or&orated in the $ear 19D? to a##elerate &ower de/elo&ment in the

#ountr$ as a wholl$ owned #om&an$ of the o/ernment of !ndia At &resent5 o/ernment

of !ndia holds E9? of the total euit$ shares of the #om&an$ and the balan#e 10? isheld b$ F!!s5 omesti# an3s5 Publi# and Others

@ithin a s&an of 70 $ears5 :TP; has emer'ed as a trul$ national &ower #om&an$5 with

&ower 'eneratin' fa#ilities in all the ma,or re'ions of the #ountr$ ased on 199E data5#arried out b$ ata monitor 4.5 :TP; is the Bth lar'est in terms of thermal &ower

'eneration and the se#ond most effi#ient in terms of #a&a#it$ utili


11/83

!TP': A! OERIE

"stablished in 19D?5 :TP;5 the lar'est &ower #om&an$ of the #ountr$ has been

#onsistentl$ &owerin' the 'rowth of !ndia @ith an installed #a&a#it$ of 705B== Me'a@att (M@)5 :TP; toda$ #ontributes 2D0E of the nationCs &ower 'eneration with onl$

200B of !ndiaCs total installed #a&a#it$

:TP; has embar3ed on &lans to be#ome a D?5000 M@ #om&an$ b$ 201D

An !SO 9001 2000 #ertified #om&an$G it is worldCs B thlar'est Thermal Power eneratorand 2ndmost effi#ient in #a&a#it$ utili


12/83

KA world class i!"#ra!"d $ow"r %a&or, $ow"ri# Idia's #row!, wi!

icr"asi# #loal $r"s"c"*+

!TP' MISSIO!

*D""lo$ ad $roid" r"lial" $ow"r, r"la!"d $rod-c!s ad s"ric"s a!

co%$"!i!i" $ric"s, i!"#ra!i# %-l!i$l" ""r#. so-rc"s wi! ioa!i" ad

"co/0ri"dl. !"colo#i"s ad co!ri-!" !o soci"!.*1

Ma3e a/ailable reliable and ualit$ &ower in in#reasin'l$ lar'e uantities at

a&&ro&riate tariffs and ensure timel$ realiM5 8$dro5 : and non-

#on/entional and e#o-friendl$ fuels and e6&lore new areas li3e transmission on !T

et#

Promote #onsultan#$ and ma3e &rudent a#uisitions

;ontinuousl$ de/elo& #om&etent 8 to mat#h world standards

e a res&onsible #or&orate #iti


13/83

OrganiGationa+ Pride:

1 8olds the #om&an$ in hi'h esteem2 e,oi#es in belon'in' to it

7 emonstrate lo$alt$ and #ommitment to the or'ani


14/83

To maintain and im&ro/e the finan#ial soundness of :TP; td b$

mana'in' the finan#ial resour#es in a##ordan#e with the best #ommer#ial

utilit$ &ra#ti#es

To de/elo& a&&ro&riate #ommer#ial &oli#ies whi#h ensure remunerati/e

tariffs and minimum re#ei/ables

6 Te-*no+og) Leaders*i3:

To a#uire5 assimilate and ado&t reliable5 effi#ient and #ost effe#ti/e

te#hnolo'ies and to disseminate 3nowled'e to other #onstituents of the

&ower se#tor in the #ountr$

5 Sustaina+e Po4er De/e+o3ment:

To #ontribute to sustainable de/elo&ment b$ fun#tionin' as a res&onsible

#or&orate #iti


15/83

SUBSIDIARIES O% !TP'

!TP' E+e-tri- Su33+) 'om3an) Ltd "!ES'L#: :"S; is a wholl$ owned

subsidiar$ of :TP; !t was in#or&orated in Au'ust 2002 with the ob,e#ti/e to a#uire5establish > o&erate "le#tri#it$ istribution :etwor3 in /arious #ir#les#ities a#ross

!ndia The #om&an$ &ro/ides #onsultan#$ in the area of Turn3e$ e6e#ution5 Pro,e#t

monitorin'5 Lualit$ Assuran#e and !ns&e#tion5 and Third Part$ Lualit$ ins&e#tion onthe behalf of utilit$

!TP' id)ut )a3ar !igam Ltd "!!#:!t was formed to #ater to and deal withthe /ast &otential of &ower tradin' in the #ountr$ and o&timum #a&a#it$ utili


16/83

entities owned b$ States o/ernment Further5 it is also en'a'ed in &ro/idin' #onsultan#$

ser/i#es for &ower &lant #onstru#tion and &ower 'eneration to #om&anies in domesti#s as

well as international :TP; is the lar'est thermal &ower 'eneratin' #om&an$ in !ndia aswell as stand si6th in world !n 200E5 the #om&an$Js 'ross 'eneration was 25005EB7

million units of ele#tri#it$

!ndiaCs lar'est &ower #om&an$5 :TP; was set u& to a##elerate &ower de/elo&ment in

!ndia :TP; is emer'in' as a di/ersified &ower ma,or with &resen#e in the entire /alue

#hain of the &ower 'eneration business A&art from &ower 'eneration5 whi#h is themainsta$ of the #om&an$5 :TP; has alread$ /entured into #onsultan#$5 &ower tradin'5

ash utili another station uses na&htha: as fuel $ 201D5 the &ower'eneration &ortfolio is e6&e#ted to ha/e a di/ersified fuel mi6 with #oal based #a&a#it$ of

around ?7000 M@5 10000 M@ throu'h 'as5 9000 M@ throu'h 8$dro 'eneration5 about

2000 M@ from nu#lear sour#es and around 1000 M@ from enewable "ner'$ Sour#es("S) :TP; has ado&ted a multi-&ron'ed 'rowth strate'$ whi#h in#ludes #a&a#it$

addition throu'h 'reen field &ro,e#ts5 e6&ansion of e6istin' stations5 ,oint /entures5

subsidiaries and ta3eo/er of stations

!TP's -oa+ ased 3o4er stations are at:

Sin'rauli (4ttar Pradesh)5 .orba (;hattis'arh)5 ama'undam (Andhra Pradesh)5 Fara33a

(@est en'al)5 Iindh$a#hal (Madh$a Pradesh)5 ihand (4ttar Pradesh)5 .ahal'aon(ihar)5 :T;PP (4ttar Pradesh)5 Tal#her (Orissa)5 4n#hahar (4ttar Pradesh)5 Simhadri

(Andhra Pradesh)5 Tanda (4ttar Pradesh)5 adar&ur (elhi)5 and Si&at (;hattis'arh)

!TP's &asJLiuid ased 3o4er stations are +o-ated at

Anta (a,asthan)5 Aurai$a (4ttar Pradesh)5 .awas (u,arat)5 adri (4ttar Pradesh)5

Hhanor-andhar (u,arat)5 a,i/ andhi ;;PP .a$am3ulam (.erala)5 and Faridabad

(8ar$ana)

!TP's Po4er P+ants 4it* 0oint entures are +o-ated at:

ur'a&ur (@est en'al)5 our3ela (Orissa)5 hilai (;hhattis'arh)5 and PP

(Maharastra)

:TP; has been o&eratin' its &lants at hi'h effi#ien#$ le/els Althou'h the #om&an$ has

1B


17/83

1ED9 of the total national #a&a#it$ it #ontributes 2EB0 of total &ower 'eneration due

to its fo#us on hi'h effi#ien#$

!n O#tober 200=5 :TP; laun#hed its !nitial Publi# Offerin' (!PO) #onsistin' of ?2? as

fresh issue and ?2? as offer for sale b$ o/ernment of !ndia :TP; thus be#ame alisted #om&an$ in :o/ember 200= with the 'o/ernment holdin' E9? of the euit$

share #a&ital The rest is held b$ !nstitutional !n/estors and the Publi# The issue was a

resoundin' su##ess :TP; is amon' the lar'est fi/e #om&anies in !ndia in terms of

mar3et #a&italisation

At :TP; &eo&le before Plant oad Fa#tor is the mantra that 'uides all 8 related&oli#ies :TP; has been awarded :o15 est @or3&la#e in !ndia amon' lar'e

1D


18/83

or'ani Sta3eholder Per#e&tion on a wei'hted s#ale to arri/e at a total s#ore for ea#h #om&an$

sur/e$ed

:TP; has also been ran3ed as K7rd reat Pla#e to @or3K for in !ndia a'ain a##ordin' to

the sur/e$ #ondu#ted b$ row Talent and usiness @orld 200? @hat ma3es :TP;

stand a&art is its abilit$ to balan#e #on#ern for its em&lo$ees with a hi'h &erforman#e

wor3 #ulture All :TP; em&lo$ees ha/e a Pro,e#ts Mana'erCs obsession withdeli/erables and deadline

MA0OR POER STATIO!S O% !TP'

1E


19/83

19


20/83

!TP' POER LO'ATIO! STATIO!S

20


21/83

!TP' 1 &ROTH PLA!S

The liberali


22/83


23/83

!TP' !E PRO0E'TS

The #om&an$ has formulated a lon' term ;or&orate Plan for 1? $ears u&to 2012 The

;or&orate Plan see3s to inte'rate the ;om&an$Js /ision5 mission and strate'ies for 'rowth

with the national &lans and to &ro/ide the #om&an$ the #uttin' ed'e in the emer'in'

#om&etiti/e en/ironment :TP; is tar'etin' to be#ome a J=0000 M@ PlusJ #om&an$ b$2012

PRO0E'TS U!DER 'O!STRU'TIO! TOTAL 'APA'ITY 1 28;;8 M

Pro.e-t

"State#'a3a-it)

"M#%ue+ 'ommission S-*edu+e

Ramagundam 1 III

"And*ra Prades*# ?00 ;oal 4nit - I!! Au' 200?

Ri*and 1 II

"Uttar Prades*#

1000

(26?00);oal

4nit - !!! Au' 200?

4nit - !I Ma$ 200B

ind*a)a-*a+ 1 III

"Mad*)a Prades*#

1000(26?00)

;oal4nit - ! Feb 200D4nit - Au' 200D

Ka*a+gaon P*ase II

Stage I "Bi*ar#

1000

(26?00);oal

4nit - I :o/ 200B

4nit - I! Ma$ 200D

Ka*a+gaon P*ase II

Stage II "Bi*ar#

?00

(16?00);oal 4nit - I!! :o/ 200E

Si3at 1 I 199?(76BB?)

;oal4nit - ! A&r 200E4nit - !! Feb 2009

4nit - !!! e# 2009

Si3at 1 II1000

(26?00);oal

4nit - ! Hun 200D

4nit - !! e# 200D

Un-*a*ar III

"Uttar Prades*#

210(16210)

;oal 4nit - ! Se& 200B

Ko+dam

"Hima-*a+ Prades*#

E00

(26=00)8$dro

4nit - ! :o/ 200E

4nit - !! Han 2009

4nit - !!! Mar 2009

4nit - !I A&r 2009

Ta+-*er 1II

"Orissa#2000

(=6?00);oal

4nit - !!! ?00 M@ Han 2007Q

4nit - !I ?00 M@ O#t 2007Q

4nit - I ?00 M@ Ma$ 200=

4nit - I! ?00 M@ Feb 200B

Tota+ 28(889 QAlread$ #ommissioned

27
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24/83

M

!E PRO0E'TS BEI!& PURSUED %OR 'APA'ITY ADDITIO!

%OR TE!TH PLA! A!D BEYO!D

!n addition to the abo/e5 a host of new &ower &ro,e#ts as 'i/en below are bein' &ursued

for further #a&a#it$ addition in the 10 th&lan and be$ond

S !o Pro.e-tJ State 'a3a-it) "M#

1 hilai ;PP-!! "6&ansion-HI with SA! ?00

2 :abina'ar-HI with ailwa$s 15000

7 arh ihar 159E0

= :orth .aran&ura Hhar3hand 159E0

? .awas-!! u,arat 15700

B andhar-!! u,arat 15700

D oharina' Pala 4ttaran#hal B00

E Ta&oban Iishnu'ad -do- ?20

9 ata Ta&o/an 4ttaran#hal to be im&lemented b$:TP; 8$dro td5 a wholl$ owned subsidiar$ of :TP;

10E

10 .a$am3ulam !! .erala 159?0

11 "nnore HI with T:" 15000

2=


25/83

!TP' 0OI!T E!TURES

:TP;5 with a ri#h e6&erien#e of en'ineerin'5 #onstru#tin' ando&eratin' nearl$ 205000 M@ of thermal 'eneratin' #a&a#it$5 is the

lar'est and one of the most effi#ient &ower #om&anies in !ndia5

ha/in' o&erations that mat#h the 'lobal standards

:TP; has identified Hoint Ientures5 strate'i# allian#es as well asa#uisitions and di/ersifi#ations as /iable and desired o&tions for its business

de/elo&ment

:TP; loo3s for o&&ortunit$ to #reate su#h ,oint /entures and strate'i# allian#es5 in the

entire /alue #hain of the &ower business :TP; as a &artner endows the Hoint IentureAllian#es with a winnin' ed'e A#uisitions and i/ersifi#ations in the areas related to

the #ore business not onl$ ensure 'rowth but also add to the robustness of the #om&an$

The followin' ,oint /enture #om&anies ha/e been formed so far

!TP' 1 ALSTOM POER SERI'ES PT LTD "!ASL#

(!n#or&orated in 1999 and formerl$ 3nown as :TP;-A ASTOM PO@"

S"I!;"S PIT T) PROMOTERSEFUITY::TP; ?0

ASTOM Power eneration A ?0

UTILITY POER TE'H LTD

(!n#or&orated in 199B)

This HI has been &romoted with S"S imited5 a &ri/ate se#tor !ndian Power

;om&an$

PROMOTERS EFUITY :TP; ?0 S"S ?0

POER TRADI!& 'ORPORATIO!

(!n#or&orated in 199E)

This HI has been &romoted with Power rid ;or&oration of !ndia td (P;!)5 a

o/ernment owned transmission ma,or in !ndia Power Finan#e ;or&oration(PF;)5 a &ower se#tor finan#e #om&an$ owned b$ the o/ernment of !ndia and

:ational 8$dro "le#tri# Power ;or&oration td (:8P;)5 a o/ernment owned

h$dro&ower utilit$

2?


26/83

!TP'1SAIL POER 'OMPA!Y "PT# LTD "!SP'L#

This HI has been formed on 27rd Mar#h5 2001 with Steel Authorit$ of !ndia td

(SA!)5 a o/ernment of !ndia underta3in' en'a'ed in the steel manufa#turin'business and owns four lar'e inte'rated steel &lants in the #ountr$

PROMOTERS EFUITY::TP; ?05 SA! ?0

BHILAI ELE'TRI' SUPPLY 'OMPA!Y LTD "BES'L#

This HI has been formed on 22nd Mar#h 2002 with Steel Authorit$ of !ndiaimited (SA!)5 a o/ernment of !ndia underta3in' en'a'ed in the steel

manufa#turin' business

PROMOTERS EFUITY::TP; ?05 SA! ?0

SO'IAL RESPO!SIBILITY

:TP; fulfilled the so#ial res&onsibilit$ b$ ta3in' initiati/e for&rote#tin' the en/ironment in the followin' wa$s

8armon$ between man and en/ironment is the essen#e of health$

life and 'rowth Therefore5 maintenan#e of e#olo'i#al balan#e anda &ristine en/ironment has been of utmost im&ortan#e to :TP;

"n/ironment &rote#tion #ontinues to be a 3e$ area of a#ti/it$ in :TP; alon' with 'rowthin 'eneration of &ower

ri/en b$ its #ommitment for sustainable 'rowth of &ower5 :TP; has e/ol/ed a well

defined en/ironment mana'ement &oli#$ for minimi


27/83

minimi


28/83

"n/ironment Mana'ement rou&5 Ash 4tili


29/83

#ost effe#ti/e solutions to #onser/e natural resour#es and redu#e wastes Some of the

measures in#lude

edu#tion in land reuirements for main &lant and ash dis&osal areas in newer

units

;a&a#it$ addition in old &lants5 within e6istin' land

edu#tion in water reuirement for main &lant and ash dis&osal areas throu'hre#$#le and reuse of water

edu#tion in fuel reuirement throu'h more effi#ient #ombustion and ado&tion of

state-of-the-art te#hnolo'ies su#h as su&er #riti#al boilers

Po++ution 'ontro+ S)stems

@hile de#idin' the a&&ro&riate te#hnolo'$ for its &ro,e#ts5 :TP; inte'rates man$

en/ironmental &ro/isions into the &lant desi'n !n order to 3ee& emission5 effluents and

ambient air ualit$ well within a##e&table limits5 :TP; has &ro/ided the best a/ailableeui&ments5 de/i#es and s$stems su#h as hi'h effi#ien#$ "le#trostati# Pre#i&itators

("SPs)5 Tall Sta#3s and ow :O6 urners for #ontrol of sta#3 emissions5 ust "6tra#tion

and ust Su&&ression S$stems for #ontrol of fu'iti/e dust5 "ffluent Treatment Plants5:eutralisation Pits and Ash Ponds for #ontrol of the effluent ualit$5 Ash @ater e-

#ir#ulation S$stem and ;oolin' Towers for #ontrol of the effluent ualit$ as well as

#onser/ation of water and Sewa'e Treatment Plant (STP) for treatment of the domesti#sewa'e from its &lant and townshi& areas

Monitoring of En/ironmenta+ Parameters

A broad based "n/ironment Monitorin' Pro'ramme has been formulated andim&lemented in :TP; All &ollutants dis#har'ed from the &ower &lant throu'h sta#3

emission5 ash &ond effluent5 main &lant effluent5 domesti# effluent and ;ondenser

;oolin' @ater (;;@) effluent are monitored at the sti&ulated freuen#$ at the sour#e

itself and at the &oints of dis#har'e !n addition to the abo/e5 ambient air5 surfa#e waterand 'round water ualit$ in and around :TP; &lants are re'ularl$ monitored to assess

an$ ad/erse im&a#ts as a result of o&eration of the &ower &lant

En/ironmenta+ Re/ie4s

To maintain #onstant /i'il on en/ironmental #om&lian#e5 "n/ironmental e/iews are#arried out at all o&eratin' stations and remedial measures ha/e been ta3en where/er

ne#essar$ As a feedba#3 and follow-u& of these "n/ironmental e/iews5 a number of

retrofit and u& 'radation measures ha/e been underta3en at different stations

Su#h &eriodi# "n/ironmental e/iews and e6tensi/e monitorin' of the fa#ilities #arriedout at all stations ha/e hel&ed in #om&lian#e with the en/ironmental norms and timel$

renewal of the Air and @ater ;onsents

On1Line Data Base Management

!n order to ha/e better #ontrol on &ollution and to a#hie/e effe#ti/e en/ironment

mana'ement in and around :TP; stations5 it is im&erati/e to ha/e an on-line5 reliableand effi#ient en/ironment information s$stem on the &lant o&erational and en/ironmental

&erforman#e &arameters at all three le/els ie 'eneratin' Stations5 e'ional 8eaduarters

29


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and ;or&orate ;entre !n #onsideration of the abo/e5 a #om&uteri


31/83

e#onomi# &ros&erit$ and thereb$ #ontributin' towards !ndiaJs emer'en#e as a ma,or

'lobal e#onom$

CHAPTER-

2

71


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PER%ORMA!'E APPRAISAL

Introdu-tion

Performan#e a&&raisal is the &ro#ess of obtainin'5 anal$


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Em3+o)ee 3erforman-e Management in-+udes:

P+anningwor3 and settin' e6&e#tations5

;ontinuall$ monitoring&erforman#e5

De/e+o3ingthe #a&a#it$ to &erform5

Periodi#all$ rating&erforman#e in a summar$ fashion5 and

Re4arding'ood &erforman#e

Performan#e mana'ement is the s$stemati# &ro#ess b$ whi#h an or'ani


34/83

$ fo#usin' the attention on &erforman#e5 &erforman#e a&&raisal 'oes to the heart of

&ersonnel mana'ement and refle#ts the mana'ementCs interest in the &ro'ress of the

em&lo$ee

OB0E'TIES O% PER%ORMA!'E APPRAISAL

R To re/iew the &erforman#e of the em&lo$ees o/er a 'i/en &eriod of timeR To ,ud'e the 'a& between the a#tual and the desired &erforman#e

R Self assessment b$ em&lo$ee

R 4nderstandin' stren'th and wea3ness

R !dentif$in' trainin' and de/elo&ment needs

R !dentif$in' &otential

R etter understandin' between a&&raised and a&&raiser

R e#o'ni


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R 8el&s to stren'then the relationshi& and #ommuni#ation between su&erior

subordinates and mana'ement em&lo$ees

R To dia'nose the stren'ths and wea3nesses of the indi/iduals so as to identif$ the

trainin' and de/elo&ment needs of the future

R To &ro/ide feedba#3 to the em&lo$ees re'ardin' their &ast &erforman#e

R Pro/ide information to assist in the other &ersonal de#isions in the or'ani


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37/83

them The standards should also be #ommuni#ated to the a&&raisers or the e/aluators and

if reuired5 the standards #an also be modified at this sta'e itself a##ordin' to the rele/ant

feedba#3 from the em&lo$ees or the e/aluators

MEASURI!& THE A'TUAL PER%ORMA!'E

The most diffi#ult &art of the &erforman#e a&&raisal &ro#ess is measurin' the a#tual

&erforman#e of the em&lo$ees that is the wor3 done b$ the em&lo$ees durin' the

s&e#ified &eriod of time !t is a #ontinuous &ro#ess whi#h in/ol/es monitorin' the

&erforman#e throu'hout the $ear This sta'e reuires the #areful sele#tion of the

a&&ro&riate te#hniues of measurement5 ta3in' #are that &ersonal bias does not affe#t the

out#ome of the &ro#ess and &ro/idin' assistan#e rather than interferin' in an em&lo$ees

wor3

'OMPARI!& THE A'TUAL ITH THE DESIRED PER%ORMA!'E

The a#tual &erforman#e is #om&ared with the desired or the standard &erforman#e The

#om&arison tells the de/iations in the &erforman#e of the em&lo$ees from the standards

set The result #an show the a#tual &erforman#e bein' more than the desired &erforman#e

or5 the a#tual &erforman#e bein' less than the desired &erforman#e de&i#tin' a ne'ati/e

de/iation in the or'ani


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The last ste& of the &ro#ess is to ta3e de#isions whi#h #an be ta3en either to im&ro/e the

&erforman#e of the em&lo$ees5 ta3e the reuired #orre#ti/e a#tions5 or the related 8

de#isions li3e rewards5 &romotions5 demotions5 transfers et#

PURPOSE O% PER%ORMA!'E APPRAISAL

Performan#e A&&raisal is bein' &ra#ti#ed in 90 of the or'ani


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%etermining the evaluation criteria

!dentifi#ation of the a&&raisal #riteria is one of the bi''est &roblems fa#ed b$ the

to& mana'ement The &erforman#e data to be #onsidered for e/aluation should be

#arefull$ sele#ted For the &ur&ose of e/aluation5 the #riteria sele#ted should be in

uantifiable or measurable terms

Create a rating instrument

The &ur&ose of the &erforman#e a&&raisal&ro#ess is to ,ud'e the &erforman#e of

the em&lo$ees rather than the em&lo$ee The fo#us of the s$stem should be on

the de/elo&ment of the em&lo$ees of the or'ani


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PRE1REFUISITES %OR E%%E'TIE $ SU''ESS%UL PER%ORMA!'E

APPRAISAL

The essentials of an effe#ti/e &erforman#e s$stem are as follows

1 Do-umentation means #ontinuous notin' and do#umentin' the &erforman#e !t

also hel&s the e/aluators to 'i/e a &roof and the basis of their ratin's

2 Standards J &oa+s the standards set should be #lear5 eas$ to understand5

a#hie/able5 moti/atin'5 time bound and measurable

7 Pra-ti-a+ and sim3+e format- The a&&raisal format should be sim&le5 #lear5 fair

and ob,e#ti/e on' and #om&li#ated formats are time #onsumin'5 diffi#ult to

understand5 and do not eli#it mu#h useful information

= E/a+uation te-*niue An a&&ro&riate e/aluation te#hniue should be sele#tedG

the a&&raisal s$stem should be &erforman#e based and uniform The #riteria for

e/aluation should be based on obser/able and measurable #hara#teristi#s of the

beha/ior of the em&lo$ees

? 'ommuni-ation ;ommuni#ation is an indis&ensable &art of the &erforman#e

a&&raisal &ro#ess The desired beha/ior or the e6&e#ted results should be

#ommuni#ated to the em&lo$ees as well as the e/aluators ;ommuni#ation also

&la$s an im&ortant role in the re/iew or feedba#3 meetin' O&en #ommuni#ation

s$stem moti/ates the em&lo$ees to a#ti/el$ &arti#i&ate in the a&&raisal &ro#ess

B %eeda-, The &ur&ose of the feedba#3 should be de/elo&mental rather than

,ud'mental To maintain its utilit$5 timel$ feedba#3 should be &ro/ided to the

em&lo$ees and the manner of 'i/in' feedba#3 should be su#h that it should ha/e a

moti/atin' effe#t on the em&lo$eesC future &erforman#e

D Persona+ Bias !nter&ersonal relationshi&s #an influen#e the e/aluation and the

de#isions in the &erforman#e a&&raisal &ro#ess Therefore5 the e/aluators should

be trained to #arr$ out the &ro#esses of a&&raisals without &ersonal bias and

effe#ti/el$

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MA!A&ERIAL ETHI'S I! PER%ORMA!'E APPRAISAL

Performan#e a&&raisal s$stem should be effe#ti/e as a number of #ru#ial de#isions are

made on the basis of s#ore or ratin' 'i/en b$ the a&&raiser5 whi#h in turn5 is hea/il$

based on the a&&raisal s$stem A&&raisal s$stem5 to be effe#ti/e5 should &ossess the

followin' essential #hara#teristi#s

Re+iai+it) and /a+idit):

A&&raisal s$stem should &ro/ide #onsistent5 reliable and /alid information and data5

whi#h #an be used to defend the or'ani


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Training and A33raisers:

e#ause a&&raisal is im&ortant and sometimes diffi#ult5 it would be useful to &ro/ide

trainin' to a&&raisers namel$ insi'hts and ideas on ratin'5 do#umentin' a&&raisals5 and

#ondu#tin' a&&raisal inter/iews Familiarit$ with ratin' errors #an im&ro/e rater

&erforman#e and this ma$ in,e#t the needed #onfiden#e in a&&raisers to loo3 into

&erforman#e ratin's more ob,e#ti/el$

O3en 'ommuni-ation:

Most em&lo$ees want to 3now how well the$ are &erformin' on the ,ob A 'ood a&&raisal

s$stem &ro/ides the needed feedba#3 on a #ontinuin' basis The a&&raisal inter/iews

should &ermit both &arties to learn about the 'a&s and &re&are themsel/es for future To

this end5 mana'ers should #learl$ e6&lain their &erforman#e e6&e#tations to their

subordinates in ad/an#e of the a&&raisals &eriod On#e this is 3nown it be#omes eas$ for

em&lo$ees to learn about the $ardsti#3s and5 if &ossible5 tr$ to im&ro/e their &erforman#e

in future

Em3+o)ee A--ess to Resu+ts:

"m&lo$ees should 3now the rules of the 'ame The$ should re#ei/e adeuate feedba#3 on

their &erforman#e !f &erforman#e a&&raisals are meant for im&ro/in' em&lo$ees

&erforman#e5 then withholdin' a&&raisals results would not ser/e an$ &ur&ose

"m&lo$ees sim&l$ #ould not &erform better without ha/in' a##ess to this information

Permittin' em&lo$ees to re/iew the results of their a&&raisal allows them to dete#t an$

errors that ma$ ha/e been made !f the$ disa'ree with the e/aluation5 the$ #an e/en

#hallen'e the same throu'h formal #hannels

!t follows then that formal &ro#edures should be de/elo&ed to enable em&lo$ees who

disa'ree with a&&raisal results whi#h are #onsidered to be ina##urate or unfair The$ must

ha/e the means for &ursuin' their 'rie/an#es and ha/in' them addressed ob,e#ti/el$

@hen mana'ement uses it as a whi& or fails to understand its limitations5 it fails The 3e$

is not whi#h forms or whi#h method is used Performan#e a&&raisal should be used

&rimaril$ to de/elo& em&lo$ees as /aluable resour#es Onl$ then it would show

&romisin' results

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ELE'TRO!I' PER%ORMA!'E MO!ITORI!&

*E+e-troni- 3erforman-e monitoringC refers to t*e use of te-*no+og) to monitor t*e

em3+o)ees 3erforman-e

Or'ani


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es&ite all its ad/anta'es5 the ar'uments 'i/en a'ainst the use of ele#troni# &erforman#e

monitorin' is that su#h s$stems interfere in the &ri/a#$ of the em&lo$ees and some

em&lo$ees ma$ ta3e it a'ainst their di'nit$

4sin' su#h s$stem #an ha/e both &ositi/e and ne'ati/e effe#ts on the or'ani3+ained and -ommuni-ated -+ear+) aout t*e s)stem

The em&lo$eesC su''estions should be ta3en in desi'nin' the s$stem

The em&lo$ees should be in/ol/ed in the im&lementation of the s$stem

The or'ani


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PER%ORMA!'E A!D ITS E%%E'TIE!ESS

=?


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P'()*(+NC' PP(#-L +'T.*%-

Performan#e a&&raisal methods in#lude 11 methods t$&es as follows

2 'RITI'AL I!'IDE!T METHOD

The #riti#al in#idents for &erforman#e a&&raisal is a method in whi#h the mana'er writes

down &ositi/e and ne'ati/e &erforman#e beha/ior of em&lo$ees throu'hout the

&erforman#e &eriod

6 EI&HTED 'HE'KLIST

This method des#ribe a &erforman#e a&&raisal method where rater familiar with the ,obs

bein' e/aluated &re&ared a lar'e list of des#ri&ti/e statements about effe#ti/e and

ineffe#ti/e beha/ior on ,obs

5 PAIRED 'OMPARISO! A!ALYSIS

Paired #om&arison anal$sis is a 'ood wa$ of wei'hin' u& the relati/e im&ortan#e ofo&tions

A ran'e of &lausible o&tions is listed "a#h o&tion is #om&ared a'ainst ea#h of the other

o&tions The results are tallied and the o&tion with the hi'hest s#ore is the &referred

o&tion

7 &RAPHI' RATI!& S'ALES

The atin' S#ale is a form on whi#h the mana'er sim&l$ #he#3s off the em&lo$eeCs le/el

of &erforman#e This is the oldest and most widel$ method used for &erforman#e

a&&raisal

=B
http://www.humanresources.hrvinet.com/performance-appraisal-methods/http://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/performance-appraisal-methods/http://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/graphic-rating-scales/


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9 ESSAY EALUATIO!

This method as3ed mana'ers su&er/isors to des#ribe stren'ths and wea3nesses of an

em&lo$eeCs beha/ior "ssa$ e/aluation is a non-uantitati/e te#hniue

This method usuall$ use with the 'ra&hi# ratin' s#ale method

? BEHAIORALLY A!'HORED RATI!& S'ALES

This method used to des#ribe a &erforman#e ratin' that fo#used on s&e#ifi# beha/iors or

sets as indi#ators of effe#ti/e or ineffe#ti/e &erforman#e

!t is a #ombination of the ratin' s#ale and #riti#al in#ident te#hniues of em&lo$ee

&erforman#e e/aluation

PER%ORMA!'E RA!KI!& METHOD

an3in' is a &erforman#e a&&raisal method that is used to e/aluate em&lo$ee

&erforman#e from best to worst

Mana'er will #om&are an em&lo$ee to another em&lo$ee5 rather than #om&arin' ea#h one

to a standard measurement


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; 5?8 DE&REE PER%ORMA!'E APPRAISAL

7B0 e'ree Feedba#3 is a s$stem or &ro#ess in whi#h em&lo$ees re#ei/e #onfidential5

anon$mous feedba#3 from the &eo&le who wor3 around them

28%OR'ED RA!KI!&"%OR'ED DISTRIBUTIO!#

For#ed ran3in' is a method of &erforman#e a&&raisal to ran3 em&lo$ee but in order of

for#ed distribution

For e6am&le5 the distribution reuested with 10 or 20 &er#ent in the to& #ate'or$5 D0 or E0

&er#ent in the middle5 and 10 &er#ent in the bottom

22 BEHAIORAL OBSERATIO! S'ALES

eha/ioral Obser/ation S#ales is freuen#$ ratin' of #riti#al in#idents that wor3er has

&erformed

SAMPLE %ORMS O% PER%ORMA!'E APPRAISAL SYSTEM

Sam&les e6am&les of &erforman#e a&&raisal are &o&ular in staff em&lo$ee a&&raisal

with or'ani


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5 Em3+o)ee 3erforman-e a33raisa+ form

This form is a &erforman#e a&&raisal sam&le used for staff &osition

7 Essa) e/a+uation form

This form is based on essa$ e/aluation method of &erforman#e a&&raisal

9 %or-ed '*oi-e form

This form is a &erforman#e a&&raisal sam&le based on for#ed #hoi#e method of

&erforman#e a&&raisal

? eig*ted -*e-,+ist form

This form is based on wei'hted #he#3list method of &erforman#e a&&raisal

Rating s-a+e form

This form is a &erforman#e a&&raisal sam&le based on ratin' s#ales method of

&erforman#e a&&raisal


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B es#ribe an$ &ro,e#ts $ou ha/e been res&onsible for whi#h are not in $our ,ob

des#ri&tion @hat results ha/e $ou a#hie/ed

D es#ribe an$ #han'es $ou su''ested andor im&lemented this $ear that led to

im&ro/ement in $our area (e'5 ualit$ of wor3 life5 #ost sa/in's5 effi#ien#$)

E @hat a#tion(s) ha/e $ou ta3en this $ear to 'ain a better understandin' of the

or'ani


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R The de/elo&mental fo#us of self-assessment is a 3e$ fa#tor

R A&&ro6imatel$ half of the Federal em&lo$ees in a lar'e sur/e$ felt that self-ratin's

would #ontribute *to a 'reat or /er$ 'reat e6tent+ to fair

R Self-a&&raisals are &arti#ularl$ /aluable in situations where the su&er/isor #annot

readil$ obser/e the wor3 beha/iors and tas3 out#omes

5 DISADA!TA&ES O% SEL% APPRAISAL

R esear#h shows low #orrelations between self-ratin's and all other sour#es of ratin's5

&arti#ularl$ su&er/isor ratin's The self-ratin's tend to be #onsistentl$ hi'her This

dis#re&an#$ #an lead to defensi/eness and alienation if su&er/isors do not use 'ood

feedba#3 s3ills

R Sometimes self-ratin's #an be lower than othersC !n su#h situations5 em&lo$ees tend to

be self-demeanin' and ma$ feel intimidated and *&ut on the s&ot+

R Self-ratin's should fo#us on the a&&raisal of &erforman#e elements5 not on the summar$

le/el determination A ran'e of ratin' sour#es5 in#ludin' the self assessments5 hel& to

*round out+ the information for the summar$ ratin'

RATI!& ERRORS I! PER%ORMA!'E APPRAISALS

Performan#e a&&raisals are sub,e#t to a wide /ariet$ of ina##ura#ies and biases referred to

as Jratin' errorsJ These errors #an seriousl$ affe#t assessment results Some of the most

#ommon ratin' errors are -

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Lenien-) or se/erit): 1 enien#$ or se/erit$ on the &art of the rater ma3es the

assessment sub,e#ti/e Sub,e#ti/e assessment defeats the /er$ &ur&ose of &erforman#e

a&&raisal atin's are lenient for the followin' reasons:

a) The rater ma$ feel that an$one under his or her ,urisdi#tion who is rated

unfa/orabl$ will refle#t &oorl$ on his or her own worthiness

b) 8eShe ma$ feel that a dero'ator$ ratin' willbe re/ealed to the rate to

detriment the relations between the rater and the ratee

#) 8eShe ma$ rate lenientl$ in order to win &romotions for the

subordinates and therefore5 indire#tl$ in#rease hisher hold o/er him

'entra+ tenden-): 1 This o##urs when em&lo$ees are in#orre#tl$ rated near the a/era'e

or middle of the s#ale The attitude of the rater is to &la$ safe This safe &la$in' attitude

stems from #ertain doubts and an6ieties5 whi#h the raters ha/e been assessin' the rates

Ha+o error: 1 A halo error ta3es &la#e when one as&e#t of an indi/idualJs &erforman#e

influen#es the e/aluation of the entire &erforman#e of the indi/idual The halo error

o##urs when an em&lo$ee who wor3s late #onstantl$ mi'ht be rated hi'h on &rodu#ti/it$

and ualit$ of out&ut as well a6 on moti/ation Similarl$5 an attra#ti/e or &o&ular

&ersonalit$ mi'ht be 'i/en a hi'h o/erall ratin' atin' em&lo$ees se&aratel$ on ea#h of

the &erforman#e measures and en#oura'in' raters to 'uard a'ainst the halo effe#t are the

two wa$s to redu#e the halo effe#t

Rater effe-t -This in#ludes fa/oritism5 stereot$&in'5 and hostilit$ "6tensi/el$ hi'h or

low s#ore are 'i/en onl$ to #ertain indi/iduals or 'rou&s based on the raterJs attitude

towards them and not on a#tual out#omes or beha/iorsG se65 a'e5 ra#e and friendshi&

biases are e6am&les of this t$&e of error

Prima-) and Regen-) effe-ts: 1 The raterJs ratin' is hea/il$ influen#ed either b$

beha/ior e6hibited b$ the ratee durin' his earl$ sta'e of the re/iew &eriod (&rima#$) or

b$ the out#omes5 or beha/ior e6hibited b$ the ratee near the end of the re/iew &eriod

(re'en#$) For e6am&le5 if a sales&erson #a&tures an im&ortant #ontra#tsale ,ust before

the #om&letion of the a&&raisal5 the timin' of the in#ident ma$ inflate his or her standin'5

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53/83

e/en thou'h the o/erall &erforman#e of the sales &erson ma$ not ha/e been en#oura'in'

One wa$ of 'uardin' a'ainst su#h an error is to as3 the rater to #onsider the #om&osite

&erforman#e of the rate and not to be influen#ed b$ one in#ident or an a#hie/ement

Performan-e dimension order: 1 Two or more dimensions on a &erforman#e instrument

follow ea#h other and both des#ribe or rotate to a similar ualit$ The rater rates the first

dimensions a##uratel$ and then rates the se#ond dimension to the first be#ause of the

&ro6imit$ !f the dimensions had been arran'ed in a si'nifi#antl$ different order5 the

ratin's mi'ht ha/e been different

S3i++o/er effe-t: 1 This refers lo allowin' &ast &erforman#e a&&raisal ratin' lo

un,ustifiabl$ influen#e #urrent ratin's Past ratin's5 'ood or bad5 result in similar ratin'

for #urrent &eriod althou'h the demonstrated beha/ior do#s not deser/e the ratin'5 'ood

or bad

Persona+ Pre.udi-e:!f the rater disli3es an$ em&lo$ee or an$ 'rou&5 he ma$ rate them at

the lower end5 whi#h ma$ distort the ratin' &ur&ose and affe#t the #areer of these

em&lo$ees

Ot*er fa-tors t*at are -onsidered as 3ro+ems are

Failure of the su&eriors in #ondu#tin' &erforman#e a&&raisal and &ost

&erforman#e a&&raisal inter/iew

Most &art of the a&&raisal is based on sub,e#ti/it$

ess reliabilit$ and /alidit$ of the &erforman#e a&&raisal te#hniues

:e'ati/e ratin's affe#t inter&ersonal relations and industrial relations s$stem

!nfluen#e of e6ternal en/ironmental fa#tors and un#ontrollable internal fa#tors

Feedba#3 and &ost a&&raisal inter/iew ma$ ha/e a setba#3 on &rodu#tion

Mana'ement em&hasi


54/83

T*e ot*er 3ro+ems of 3erforman-e a33raisa+ re3orted ) /arious studies are:

Q elationshi& between a&&raisal rates and &erforman#es after &romotions was not

si'nifi#ant

Q Some su&eriors #om&leted a&&raisal re&orts within a few minutes

Q Absen#e of inter-rater reliabilit$

Q The situation was un&leasant in feedba#3 inter/iew

Q Su&eriors la#3 that ta#t of offerin' the su''estions #onstru#ti/el$ to subordinates

Q Su&er/isors were often #onfused due to too man$ ob,e#ti/es of &erforman#e a&&raisal

?=


55/83

CHAPTER-

3

??


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PER%ORMA!'E APPRAISAL SYSTEM

O% !TP'

"arlier in the :TP; 3erforman-e a33raisa+ s)stemwas used till 200= !n this the

&erforman#e of the #andidate was a&&raised b$ em&lo$in' the method of grading s)stem

for a&&raisin' the &erforman#e of the #andidate !n this method #ertain #ate'ories of

abilities of &erforman#e are defined well in ad/an#e and #andidates are &ut in a &arti#ular

#ate'or$ de&endin' on their trait and #hara#teristi# The #ate'ories are outstanding(

good( a/erage( 3oor( and /er) 3oor orma$ be in terms of letters li3e A5 5 ;5 5 " et#

and ea#h letter ha/e its own inter&retation de&endin' on a re&ortin' offi#er usin' it Thea#tual &erforman#e of the em&lo$ee is measured a'ainst these 'rades

!n the 'radin' s$stem ? 'rades was awarded that are e>-e++ent( good( a/erage5 e+o4

a/erage and unsatisfa-tor) !n this most 4eig*tage was assi'ned to the s3e-ia+

a-*ie/ement to the #andidate durin' his wor3 b$ the re&ortin' offi#er at the time of

a&&raisin' the &erforman#e S&e#ial a#hie/ement #an be the abilit$ in redu#in' the

e6&enses of a &arti#ular de&artment5 effe#ti/e handlin' of the 'rou&

4nder grading s)stemthe assessed himself assess his &erforman#e The &erforman#e

was e/aluated b$ fillin' u& the reuired information in the &erforman#e a&&raisal re&ort

T*e format of t*e 3erforman-e a33raisa+ re3ort is as fo++o4s

:ame of the #andidate

esi'nation

Area of res&onsibilit$

Hob a##om&lishment

Obstru#tion en#ountered

;omment of the re&ortin' offi#er is written after dis#ussion with the #andidate

;omment of the re&ortin' offi#er without dis#ussion with the #andidate

?B


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O/erall ratin' assi'ned

T*e a33raisa+ 4i++ -o/er 3erforman-e during t*e finan-ia+ )ear The format and the

&ro#ess of a&&raisal will be the same for all fun#tions and similar for all le/els of

e6e#uti/es The a&&raisal form is to be filled b$ all e6e#uti/es who ha/e ser/ed for &eriod

of at least 7 months in the Or'ani


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tas3s&erforman#e norms assi'ned and fulfilled and e6tent to whi#h #onstraints were

o/er#ome

In t*e annua+ re3ort t*ere is a 3ro/ision for se+f1e/a+uation ) t*e a33raisee This is

in /iew of the fa#t

0os at e>e-uti/e +e/e+ *a/e to e seen in tota+it) rat*er t*an a sum tota+ of

tas,s( targets or norms and t*e a33raisee .ust a -*an-e to re/ie4 *is

3erforman-e and e>3ress *is /ie43oints

T*ere are areas of dis-retion o3en to an e>e-uti/e( ut not in-or3orated

forma++) into o.e-ti/es su-* as s3ontaneous+) -reati/e a-ti/ities( 4*i-* an

inno/ati/e e>e-uti/e mig*t -*oose to do

Annual a&&raisal in addition &ro/ides for assessment of #ertain attributes and abilities b$

the a&&raiser on a three-&oint s#ale Assessment of attributes &ro/ides a #ommon standard

for #om&arison between em&lo$ees (en'a'ed in a /ast /ariet$ of ,obs) oth the

sub,e#ti/e and ob,e#ti/e elements of a ,ob are thus #onsidered for assessment

!n the re/iew dis#ussions &re#edin' the annual assessment the followin' ma$ be

dis#ussed between the re&ortin' offi#er and the &erson assessed1 E>tent of a-*ie/ement

1 Reasons for s*ortfa++

1 Measures to a/oid future seta-, in target a-*ie/ement

1 %uture a-tion 3+an

The e6tent5 of a#hie/ement should be #ommuni#ated to the a&&raise with res&e#t to the

e/aluation on &eriodi# tar'ets5 and e/aluation of e6e#uti/e abilities and attributes

Dra4a-

, Of t*e &rading S)stem 1

1 rades were #om&letel$ un3nown to the #andidate bein' a&&raised

2 The result of the em&lo$ee &erforman#e was also not 3nown

7 Promotion was the onl$ reward5 whi#h was 'ranted to the em&lo$ee5 and also it

was 'i/en after 7 $ears

?E


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= An element of dissatisfa#tion was &resent5 as the reward for the &erforman#e was

seems to be not suffi#ient

CHAPTER-4

?9


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@Resear-* is t*e s)stemati- and o.e-ti/e sear-* for t*e ana+)sis of information

re+e/ant to t*e identifi-ation and so+ution of t*e s3e-ifi- 3ro+em Resear-* iss-ien-e and a s)stemati- sear-* for 3ertinent information on a 3arti-u+ar to3i-C

In fa-t resear-* is an a-t of s-ientifi- in/estigation

OB0E'TIE O% STUDY:

1)To 3now the awareness of &erforman#e a&&raisal s$stem amon' em&lo$ees at:TP;5Anta

2) To 'et feedba#3 from em&lo$ees re'ardin' &erforman#e a&&raisal s$stem ado&ted b$

:TP;5 Anta

RESEAR'H DESI&!

A resear#her desi'n is the o/erall &lan or &ro'ramme of resear#h !t is the 'eneral blue

&rint for the #olle#tion5 measurement and anal$sis of data !t in#ludes an outline what an

in/esti'ator #an do from writin' the h$&othesis and their o&erational im&li#ation to the

final anal$sis of data Iarious uses of ha/in' a resear#h desi'n are as follows

1 It 3ro/ides ans4ers to /arious uestionssu#h as @hat is the ob,e#t of resear#h

@hat data are needed and how will these be 'athered

@hat will be the time5 &la#e and sam&le of stud$

8ow will the data be anal$


61/83


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LIMITATIO! O% STUDY

There are &ossibilities of the information bein' biased ias #an be both deliberate andnon-deliberate :on-deliberate bias #re&t in the form of a&&ro6imation when res&ondent

were as3ed to su&&l$ information on some &ast e/ent whi#h the$ do not e6a#tl$

remember 4se of standardi


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CHAPTER-

5

B7


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DATA A!ALYSIS A!D I!TERPRETATIO!

2# A4areness regarding 3erforman-e a33raisa+ s)stem in organiGation

O&tion Freuen#$

%es =0 E0

:o 10 20

A*ARENESS A+OUT ,ERFORMANCE

A,,RAISA-

.ES

/01

NO

201

Inter3retation

A##ordin' to the data E0 em&lo$ees are totall$ aware of the &erforman#e a&&raisal

s$stem

B=


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6# In )our o3inion 4*at is t*e degree of trans3aren-) in t*e a33raisa+

s)stem

O&tion Freuen#$

ow 20 =0

Moderate 20 =0

8i'h 10 10

3EGREE OF TRANS,ARENC. IN

A,,RAISA- S.STEM

-O*

401

MO3ERATE

401

HIGH

201

Inter3retation

=0 em&lo$ee said that there was low trans&aren#$5while =0 said moderate while 10

said hi'h trans&aren#$ in A&&raisal s$stem

B?


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5# Satisfa-tion 4it* 3resent a33raisa+ s)stem

O&tion Freuen#$

%es 7? D0

:o ? 10

:o #omment 10 20

SATISFACTION *ITH ,RESENT

A,,RAISA- S.STEM

.ES

501

NO

601

NO

COMMENT

201

Inter3retation

!n :TP;5 D0 em&lo$ees are satisfied b$ &resent a&&raisal s$stem used5 ie Performan#e

Mana'ement S$stem5while 10 said no and 20 said no #omment on this matter

BB


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7# Do )ou get an) moti/ation ) t*e a33raisa+

O&tion Freuen#$

%es =0 E0

:o ? 10

:o #omment ? 10

GETTING MOTI7ATION +.

A,,RAISA-

.ES

/01

NO

601

NO

COMMENT

601

Inter3retation

BD


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On basis of abo/e data E0 em&lo$ees are hi'hl$ moti/ated b$ &resent a&&raisal

s$stem5 while ? said not and ? said no #omment on this matter

9# A33raisa+ s*ou+d e done:

O&tion Freuen#$

Annuall$ 20 =0

8alf-$earl$ 70 B0

Inter3retation

BE


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70/83

# '+arit) in t*e a33raisa+ s)stem

O&tion Freuen#$

:o 20 =0

%es 70 B0

C-AIRIT. IN THE A,,RAISA- S.STEM

.ES

801

NO

401

Inter3retation

B0 em&lo$ees sa$ that there is #larit$ in the &erforman#e a&&raisal s$stem5 while

=0 said that there is no #larit$ in the &erforman#e a&&raisal s$stem

D0


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72/83

;# Ta+, free+) 4it* oss aout 3erforman-e a33raisa+

O3tion %reuen-) N

Yes 58 ?8N

!o 28 68N

!o -omment 28 68N

TA-K FREE-. *ITH +OSS

A+OUT ,ERFORMANCE

A,,RAISA-

.ES

801

NO

201

NO

COMMENT

201

Inter3retation

B0 em&lo$ee tal3 freel$ about &erforman#e a&&raisal with their boss510 do not tal3

freel$ to them boss re'ardin' &erforman#e a&&raisal s$stem

D2


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28# 'ounsei+ing met*od used after -om3+etion 3erforman-e a33raisa+

O&tion Freuen#$

%es =0 E0

:o 10 20

COUNSEI-ING METHO3 USE3 AFTER

COM,-ETION ,ERFORMANCE A,,RAISA-

.ES

/01

NO

201

Inter3retation

E0 em&lo$ee sa$s #ounselin' method should be used after #om&letion of the

&erforman#e a&&raisal5 while 20 said it should not be used

D7


74/83

22# !eed of training to t*e a33raiser

O&tion Freuen#$

%es 7? D0

:o 1? 70

NEE3 OF TRAINING TO THE A,,RAISER

.ES

501

NO

901

Inter3retation

A##ordin' to the D0 of em&lo$ees there is a need of trainin' to the a&&raiser5 while70 said that5 there is no need of trainin' to the a&&raiser

D=


75/83

26# Satisfa-tion 4it* monetar) +in,age of t*e s)stem

O&tion Freuen#$

%es 70 B0

:o 20 =0

Inter3retation

B0 em&lo$ees are satisfied with monetar$ lin3a'e of the a&&raisal s$stem5 while =0em&lo$ees are not satisfied

D?


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CHAPTER-

6

DB


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'on-+usions

1 Most of the em&lo$ee ha/e awareness re'ardin' &erforman#e a&&raisal s$stemado&ted at :TP; Anta

2Most of the em&lo$ees ha/e a'reed that trans&aren#$ is maintained in &erforman#ea&&raisal at :TP; 5 Anta

7 Most of the em&lo$ees are satisfied with the &erforman#e a&&raisal s$stem

= Most of the em&lo$ees a'reed that &erforman#e a&&raisal s$stem hel&s in moti/atin'them

? Most of the em&lo$ees &refer half annual &erforman#e a&&raisal s$stem

B Ma,orl$ of em&lo$ees want different PMS for different de&artment

D Most of the em&lo$ees a'reed re'ardin' the #larit$ in PMS

E Most of the em&lo$ees ha/e #larit$ re'ardin' their ,ob &rofile

9 "m&lo$ees at :TP; feel free to tal3 with their boos re'ardin' &erforman#e a&&raisals$stem

10 Most of the em&lo$ee demanded #oun#ellin' after &erforman#e a&&raisal

11 Most of the em&lo$ee want trainin' of a&&raiser before a&&raisin' the em&lo$ees

12 Most of the em&lo$ees are satisfied with monetar$ lin3a'e with a&&raisal s$stem

DD


78/83

CHAPTER-7

DE


79/83

SU&&ESTIO!S

"arlier in :TP; the method em&lo$ed to a&&raise the &erforman#e of em&lo$ees was

'radin' s$stem but now mar3in' s$stem has been im&lemented in the PMS (&erforman#emana'ement s$stem) That is wh$ we #ondu#ted a sur/e$ throu'h the means of fillin' the

uestionnaire b$ the em&lo$ee to identif$ to what e6tent it is effe#ti/e and after anal$


80/83

BIBLIO&RAPHY

BOOKS

*Personnel Mana'ement+ b$ ; Mamoria and SI ann3er

*Personnel Mana'ement+ b$ "dwin Fli&&o

*A&&raisin' and e/elo&in' Mana'erial Performan#e+ b$ TI ao

*8uman esour#e Mana'ement+ b$ M Prasad

*Mana'ement of Performan#e A&&raisal+ b$ M Mon'a

*Performan#e A&&raisal+ b$ Martin Fisher

*8uman esour#e Mana'ement+ b$ ISP ao

0OUR!ALS A!D MA&AI!ES 1

:TP; @ee3l$ :ews ulletin

RE%ERE!'ES1

www#itehr#om

www&mint#om

htt&enwi3i&ediaor'wi3iPerforman#ea&&raisal

wwwbusinessballs#om

htt&www&erforman#e-a&&raisal#omintrohtm

htt&www&erforman#emana'ement'uide#omJ

wwwo&enlearnin'world#om

E0
http://www.citehr.com/http://www.pmintpc.com/http://en.wikipedia.org/wiki/Performance_appraisalhttp://www.businessballs.com/http://www.performance-appraisal.com/intro.htmhttp://www.performancemanagementguide.com/http://www.performancemanagementguide.com/http://www.citehr.com/http://www.pmintpc.com/http://en.wikipedia.org/wiki/Performance_appraisalhttp://www.businessballs.com/http://www.performance-appraisal.com/intro.htmhttp://www.performancemanagementguide.com/


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Fuestionnaire!ame

Age

'onta-t !o

O--u3ation

F2 A4areness regarding 3erforman-e a33raisa+ s)stem in organiGation

A) %es ) :o

F6 In )our o3inion 4*at is t*e degree of trans3aren-) in t*e a33raisa+

S)stem

A) ow ) Moderate ;) 8i'h

F5 Satisfa-tion 4it* 3resent a33raisa+ s)stem

A) %es ) :o ;) :o #omment

F7 Do )ou get an) moti/ation ) t*e a33raisa+


F9 A33raisa+ s*ou+d e done

E1


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A) Annuall$ ) 8alf-$earl$

F?Different de3artments s*ou+d *a/e different a33raisa+ s)stem


F'+arit) in t*e a33raisa+ s)stem

A) %es ) :o

F


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A) %es ) :o

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