A PROJECT REPORT ON “PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A UNIT OF NPCIL” In partial fulfillment in award of PGDM Two year Full Time Programme Under the guidance of Faculty Guide Company Guide DR Vipin Jain Mr. P.S Tomar ASSOCIATE PROFESSOR OF MANAGEMENT STUDIES MAISM Submitted by: SAURABH MITTAL PGDM. (2008-2010) Maharishi Arvind Institute Of Science And Management Ambabari Circle, Ambabari, Jaipur-302023 Phone: 2335487, 2234216, Fax- 0141-2335120. E-mail: [email protected]Website: www.maism.com Page | 1
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PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A UNIT OF NPCIL
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APROJECT REPORT ON
“PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A UNIT OF NPCIL”
In partial fulfillment in award of PGDM Two year Full Time Programme
Under the guidance of
Faculty Guide Company GuideDR Vipin Jain Mr. P.S TomarASSOCIATE PROFESSOR OF MANAGEMENT STUDIES MAISM
Submitted by:SAURABH MITTAL
PGDM.(2008-2010)
Maharishi Arvind Institute Of Science And Management
This is to certify that Mr. SAURABH MITTAL of PGDM of session 2008 – 09 has completed his project study work as per the requirement of PGDM program of MAISM, Ambabari, jaipur.
He has done his project on …PERFORMANCE APPRAISAL IN NAPS(Narora Atomic Power Station) under my guidance. The work is done only for academic purpose.
I am satisfied with his work and recommend its acceptance in the partial fulfilment of the requirements for the award of PGDM course.
Date: Dr. Vipin JainPlace: (Associate Professor Of
Mgmt. Studies) MAISM,
Jaipur.
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AKNOWLEDGEMENT
For the compulsory vocational training for my course i.e. MBA I have selected NAPS
[NARORA ATOMIC POWER STATION]. It is a reputated public sector unit under
the DEPARTMENT OF ATOMIC ENERGY engaged in generation of electricity
through Atomic energy. During my training I have been associated with the different
sections of human resource department of NAPS and learned how these departments’
works. Firstly, I would like to thanks station director & training superintendent NAPS,
who permitted me to complete my training project at prestigious organization of India
i.e. NAPS.I would like to extend my thanks to MR P.S.TOMAR Manager HR for his
valuable time & guidance.I am very thankful to NAPS station management for
extending me a chance to do the project work on human resource management areas of
NAPS at their plant site.
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PREFACE
For the training I have selected Narora Atomic Power Station (NAPS) a unit of Nuclear
Power Corporation of India Limited (NPCIL). It is a reputed electricity generating
company. Though in power sector India has achieved a remarkable improvement, even
then we are producing only 25% - 30% of electricity of our requirement. In this
situation the role of nuclear power station becomes important as far as availability of
raw material is concerned in comparison to other sources of generation of electricity.
The reputed status, latest technology, bright future, good working environment etc. are
some important factors which has forced me to select a nuclear power station for
getting on the job training.
During my training I have been associated with different areas of human resource department
of Narora atomic power station (NAPS) and learned about how to bridge gap between
theoretical knowledge and practical working. Mainly I have experienced the working
of different HR sections and performance appraisal.
I would like to extend my thanks to the station authority and human resource officers.
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Executive summary
In the words of ROLAND BENJAMIN “ a performance appraisal determines who shall
receive merit increases , counsels employees on their improvement , determines training
needs ,determines promo ability , identifies those who should be transferred .”
Performance Appraisal is a Technique where the performance of an employee is evaluated on
a periodic basis. It refers to the process where the employee is evaluated on the basis of the
benchmarks defined by the company.
In this project I have tried to evaluate the employee performance in NARORA ATOMIC
POWER STATION on the basis of their tools and techniques provided. I have tried to
understand how the employees are evaluated and how deviations are corrected if found any.
I was mainly briefed about all various departments working under the HUMAN RESOURCE
DEPARTEMENT of NAPS.
I did an extensive study of the various aspects of how the employees were evaluated and
found major shortcomings which I have mentioned in the report that I have made.
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CONTENTS Pg.no.
NPCIL, AN INTRODUCTION 7-13
NAPS, AN INTRODDUCTION 14-17
HIERACHICAL LEVELS AT NAPS 18
NAPS,POLICIES 20-22
NAPS,ACHIEVMENTS 23
ORGANOGRAM –HR 28
INTRODUCTION OF HUMAN RESOURCE DEPARTMENT IN NAPS 29-44
ESTABLISHMENT SECTION
SERVICES SECTION
ESTATE MANAGEMENT SECTION
LEGAL SECTION
RECRUITMENT SECTION
INTRODUCTION TO PROJECT TOPIC 45-53
METHOD OF PERFORMANCE APPRAISEL IN NAPS/NPCIL 54-65
PROJECT PROFILE 66
TITLE OF STUDY
OBJECTIVE OF SYUDY
SCOPE AND SIGNIFICANCE
RESEARCH 67-68
DATA ANALYSIS 69-85
SUGGESTION 86
CONCLUSION 87
ANNEXURE 88-91
BIBLIOGRAPHY 92
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INTRODUCTION
TO
NUCLEAR POWER CORPORATION OF INDIA LIMITED
(NPCIL)
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Organisation History:
The Atomic Energy Act was enacted in the year 1948 with the objective of providing
for the development, control and use of atomic energy for the welfare of the people of
India and for other peaceful purpose. In pursuance of the Act, the Atomic Energy
Commission was set-up in August 1948. The Atomic Energy Commission was
entrusted with the responsibility of policy making in the matter of atomic energy. It
was a latter decided that a separate Department, with full powers of a Ministry of the
Government of India, should be set up entrusting it with the responsibility of
development of atomic energy for peaceful purpose. Thus the Department of Atomic
Energy (DAE) came in to existence in August 1954 under the direct charge of the
Prime Minister.
The Atomic Energy Commission was reconstituted in 1958 with full executive and
financial powers. The major functions and activities of the DAE are Nuclear Power
Programme, Research and Development, Industrial and Mineral Sector Development,
Regulation and Safety and the management of the public Sector Undertakings set up
under DAE.
The responsibility for implementation of the Nuclear Power Programme was
entrusted to the erstwhile Power Projects Engineering Division
(PPED) which was later converted into the Nuclear Power Board (NPB) and now the
Nuclear Power Corporation of India Limited (NPCIL).
NPCIL was incorporated as a public limited company wholly owned by the
Government of India under the Companies Act 1956 and commenced its business
with effect from September 17,1987.
The board of director manages the company. In forming the company in1987, all the
asset ( with the exception of RAPS -1) of NPB were transferred to NPCIL with 50
percent of the assets being treated as equity and the remaining as loan in perpetuity
from the Government. RAPS-1, being the first pressurised heavy water, reactor, was
retained by NPCIL on behalf of DAE.
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The composition of the NPCIL Board of Directors is broad based .it includes
representative from BARC, Central Electricity Authority. Planning Commission,
Ministry of Environment and Forests etc.for effective interfacing with the Power
Sector as a whole in the country and also R&D sector of DAE.
The Registered Office of the Company is at 16 Floor, Center 1, World Trade
Centers ,Cuffer Parade Mumbai 400005 and its Corporate Office is at Nabhikiya Urja
Bhavan and Vikaram Sarabhai Bhavan , Anushaktinagar ,Mumbai 400094. The
authorized Share capital of the company is Rs.10145 crores as on 31.3.2007. Total
asset of the Company are in the order of Rs 33000 Crores
After formation of the Company a massive programme of setting up Nuclear Power
Reactor was launched. A focussed approach was adopted to have all-round
improvement in operation and maintenance, safety, finance, etc. which will also
generated internal surplus besides establishing the viability of nuclear power as along
term strategy. NPCIL has gained significant experience in setting up PHWRs and
operation them. This technology has achieved a state of maturity.
Security needs in the organisational context correlate to such factors as job security,
salary increases, safe working conditions, unionisation, and lobbying for protective
legislation. Managerial practices to satisfy the safety needs of employees include pension
scheme, group insurance, provident fund, gratuity, safe working conditions, grievance
procedure, system of seniority to govern lay-off, and others.
LOVE AND BELONGING NEEDS :-
In the organisational context, social needs represent the need for a compatible work
group, peer acceptance, professional. friendship, and friendly supervision. Managers
do well to encourage informal groups. Besides, supervision needs to be effective,
and friendly behaviour with subordinates pays.
ESTEEM NEEDS :- (Titles, Status symbols, promotions)
Esteem needs refer to a employee’s need to develop self respect and to gain the
approval of others. Desires to achieve success, have prestige. Organization do many
things to satisfy their employee esteem needs.
SELF ACTUALISATION : (Lower, intermediate and higher needs of employees)
Self actualization refers to the need for self fulfillment by working at their maximum
creative potential, employee who are self actualized can be extremely valuable assests to
their organizations.
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MOTIVATION AND PERFORMANCE
Motivation is necessary for performance. If the employee do not feel inclined to
engage themselves in work behaviour, they will not put in necessary effort to perform well.
However, performance of an individual in the organization depends on other factors
too besides his level of motivation. Motivation work along with other factors to influence
performance is presented below :-
Motivation
Abilities Resources
Extrinsic
Performance Reward
Role of Perceptions Intrinsic
Sense of Competence
“Motivation – Performance Relationship”
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PERFORMANCE APPRAISAL IN NAPS/NPCIL
In NAPS performance of an employee is judged on the basis of CR i.e. confidential reports.
These reports are issued to the employees to fill them up in a prescribed time limit. Then,
these reports form the basis for the promotion, transfer of an employee.
• In performance appraisal, we evaluate the jobholders on the basis of his job
performance.
• Evaluation is done after the employee has performed the job.
• Appraisal is a continuous process and is undertaken every year.
• The concerned superiors and others who know about the employees concerned do
appraisal.
• Appraisal is undertaken by all organisations on regular basis.
• There are many objectives of appraisal: wage/salary increase, promotion/demotion,
transfers, assessing training needs.
AREA OF APPLICABILITY
1. As the performance of an organisation depends on the performance of its
employees, it is therefore incumbent upon the management of NPCIL to
embrace a system, which can effectively appraise the employee’s
performance. In NPCIL, the performance of every employee is assessed
annually through Confidential Report (CR), which provides the documentary
evidence of the basis for appraisal and is an essential inputs for identifying the
quality of employees as well as their suitability for career progression.
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2. The purposes behind performance appraisal system are as follows:-
a) The primary purpose is to assess the employee performance to check whether he has
attuned himself with the organisation and whether the employee has role clarity and renders
as expected out of him.
b) The second goal of the system is performance enhancement more than a mere
assessment. The basic need for improving one’s performance is to give him a feedback on
one’s performance. Communication of adverse entries to the employee is part of this
feedback system and hence it is very much necessary so that employee becomes aware of the
specific points on which he is required to improve upon.
c) The third goal of the system is to generate reliable data for training or such other
developmental efforts and to offer assistance to the employees for their improvement.
3. Confidential Reports which is the sole means of Performance appraisal in NPCIL
requires to be consulted at the time of consideration of the cases of employees for
i. Promotion
ii. Confirmation
iii. Deputation including deputation abroad
iv. Transfer
v. Review for retention in service
vi. Determining training needs for further improvement in performance
vii. Voluntary Retirement
viii. Resignation
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GENERAL INSTRUCTIONS
1. As confidential report is the reflection of the performance of the employee over a
period of time and the essential constituent in determining the suitability of an
employee in various service related matter hence effort needs to extended by the
Reporting, Reviewing / countersigning Officer to ensure that the confidential report is
clear, unbiased, prima facie and filled up with due care and attention. The Reporting,
Reviewing/ Countersigning Officers are required to follow the general instructions in
this regard as specifically mentioned in the confidential report format. The gist of the
instructions are given below:
The following are the general instructions to be observed by reporting, reviewing and
counter signature of officers in writing reports.
a) The confidential report needs to be filled up with due attention giving clear opinion
on the main points like character, integrity etc based on the employee’s performance
during the year.
b) Entries should be prima facie only. Remarks like “Doubtful Character”, “Complaints
received” etc. not permissible.
c) Good points mentioned should be supplied by details/events description. None should
be rewarded by excessively flattering reports, which are not based on facts.
d) Where justified, the Reporting officer shall record adverse remarks in the confidential
report.
e) Reporting, reviewing and countersigning officers should have familiarized with the
work of the official reported upon for at least three months during the period covered
by the confidential report. Where there is no reporting officer having acquaintance
with the work of the official reported upon, the reviewing officer may initiate the
confidential report provided he has been the same during the entire period of report.
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f) Cases when a reporting officer is a close relative of the official reporting upon, the
reviewing officer should take the role of Reporting Officer. If the reviewing officer is
closely related to the reporting officer, the role of the reviewing officer should be
transferred to the authority next higher up.
g) Where a reviewing officer is not sufficiently familiar with the work of the official
reported upon, it is the onus of the reviewing officer to verify the veracity of the
remarks of the reporting officer so as to ensure the objectivity of the confidential
report.
2 Confidential report of an employee undergoing sponsored programme of study has to
be written/assured based on the Performance Report received from the Institute where the
employee has undergone the sponsored programme.
3. In the Confidential Report of an employee pertaining to the period of his undergoing
studies on his own, a mention about the fact that the employee is undergoing studies
on his own need to be made.
4. Reporting/Assessment of the CR in respect of an employee, who was on leave for
long spell(s) during the reporting year, has to be done based on the following
guidelines.
a) Whenever leave is for a longer period, this has to be recorded in the
confidential report along with reasons.
b) In cases of very long periods of leave for medical reasons or otherwise the
nature of such absence/inability to perform may be recorded in the confidential
Report.
c) Unauthorized absences on the part of an employee must find an entry in the
Confidential Report together with details of administrative action taken on the case.
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COMMUNICATION OF DEFICIENCIES:
1. ‘Adverse Remarks’ means the defects, which, despite the counselling by the
Reporting officer, had persisted in the officer reported upon. Adverse remarks may be
made both on performance as well as basic qualities and potential, whether they relate
to remedial or irremediable defects.
2. All adverse remarks in the confidential reports of employees accepted by the
reviewing officer/countersigning officer should be communicated to the employee
concerned within one month of their being recorded by the Reviewing Officer.
3. The improvements made in the defects mentioned in the earlier report shall also be
communicated to the employee in a suitable form.
4. Great attention shall be paid to the manner and method of communication of adverse
remarks so as to ensure that the advice given and training or censure administered
whether orally or in writing shall, having regard to the temperament of the employee
concerned, be most beneficial to him. The communication should intend to make it
clear to the employee that he should take effort in trying to improve himself in respect
to those defects.
5. Remarks about the physical defects of the employee noted in the confidential report
need not be communicated while communicating the adverse remarks. The substance
of the favourable entries may also be communicated.
6. Disclosure of identity of superior officers who made adverse remarks is not
necessary.
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APPEAL:
1. Only one representation against adverse remarks (including reference to ‘warning’ or
communication of displeasure or reprimand, which are recorded in the confidential
report) is allowed. The time limit for such representation is one month from the date
of communication.
2. While communicating the ‘adverse remarks’ to the employee concerned, the time
limit should be brought to his notice. However, the competent authority may, in its
discretion, entertain representations made beyond this time if there is satisfactory
explanation for the delay.
4. Representation against adverse remarks will be made to the Competent Authority.
5. All representations against adverse remarks should be decided expeditiously by the
countersigning authority and in any case within three months from the date of
submission of the representation.
CONFIDENTIAL REPORTS
Purpose
To assess every year the performance of every employee of NPCIL/NAPS every year.
Scope
All employees of NPCIL/NAPS.
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Overall Responsibility
Sr. Manager/DGM (HR) at Unit
DGM (HR) at Corporate Office.
Details Of Procedure
Dealing Assistant : Based on the schedule prescribed in the policy guidelines
prepares the blank CRs of concerned employee by filling up the following columns:
• Name of the official
• Designation and Post held
• Date of birth
• Whether official belongs to SC/ST (wherever required)
• Date of initial appointment
• Date of continuous appointment to the present grade
• Whether under probation
• If probation is over, date of closure of probation.
• Section in which served during the year/period of report.
• If in different section, period of service in each section.
• Period of absence from duty due to leave/training/ unauthorised absence during the
year/period.
• Fills up the above details from the data bank/register maintained in the section.
Dealing Assistant : Prepares covering letter addressed to the Section Head under
whom the employee is working with a copy to the custodian of CRs and put up the
same for signature of AM/DM.
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Asstt. Manager / Dy. Manager : Signs on the covering letter with due
verification, sends the same to DA.
Dealing Assistant : Assigns despatch number to the correspondence and issues the
letter along with the blank CRs forms in a sealed cover.
Enters the event of forwarding of blank CR in the register and also post entry in the
reminder diary in order to inform the same to the Section Head when called for.
Reporting Officer : Ensure that Self Appraisal portion (wherever applicable) has
been completed by the Officer reported upon properly. Reporting Officer shall
complete the reporting properly and forward to the Reviewing officer within the
schedule prescribed.
Reviewing officer : Ensure that the Reporting Officer has completed all the
columns meant to be completed by him. If not, return the report to Reporting Officer
and get the same properly completed. Thereafter, complete the review. Reviewing
Officer shall also identify adverse remarks in the C.R, if any, required to be
communicated and then forward the C.R. to the countersigning Officer within the
schedule prescribed.
Countersigning Officer : Ensure that the Reviewing Officer has completed all
the columns meant to be completed by him. If not return the report to the Reviewing
Officer and get them properly completed. Thereafter countersignature portion shall
be completed and the C. R. forwarded to the Final authority, if any or to the
custodian as the case may be within the schedule prescribed.
Final Authority : Complete acceptance of the report and send to the custodian.
Custodian : On receipt of the CRs, check whether the Reviewing Officer has
identified any adverse remarks to be communicated. If yes, take the necessary action
for communication of the adverse remarks, watch for representation against the
adverse remarks and process representation fothe decision by the authority next
higher to the countersigning officer.
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After decision on the representation is communicated, watch for any Memorial/
Appeal against rejection of the representation and process the same for decision of
the authority next higher to the authority which rejected the representation.
At the end of the report following names and numbers are required: -
• Prepared by
• Reviewed by
• Approved by
• Issued by
• Issue No.
• Revision No
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ASSESSMENT LEVELS OF SCIENTIFIC, TECHNICAL AND NON TECHNICAL
PERSONNEL
Level of
employee
Reporting
Officer
Reviewing
Officer
Next Higher
Officer
Countersigning/
Final accepting
AuthorityStation Director Executive
Director(O)/
Director(O)
Director(O) - CMD
Chief
Superintendent
Station
Director
ED(O)/Director
(O)
Director(O) CMD
Superintendents Chief
Superintndent
Station Director ED(O)/Dir(O) CMD
SO/F & Above Immediate
Superior
Superintndent
Concerned
Chief
Supdt./Station
Director/
ED(O)/Dir(O)
CMD
SO/C to SO/E Immediate
Superior
Sr.Maintenance
Engineer or
equivalent
Chief
Superintendent
Station Director
SO/SB,
Scientific
Assistants/Fore
mans
Immediate
superior not
below SO/C
Next higher
officer above
the immediate
superior
S<E/Superinten
dent concerned
Chief
Superintendent
Technicians or
equivalent
Immediate
superior
Supervisor
Next higher
officer not
below SO/C or
equivalent
SME or
equivalent
Superintendent
or equivalent
Helper Immediate
Supervisor
Next higher
officer not
below SO/C or
equivalent
- Next higher
officer not below
SO/E or
equivalent
Page | 64
Addl.General
Manager
Site
Director/Statio
n Director
Edxecutive
Director/Direct
or
Director CMD
Dy.General
Manager
AGM/Site
Director/Statio
n Director
Site
Director/Statio
n Director
Executive
Director/
Director of
respective cadre
CMD
Sr.Managers DGM/AGM/G
M
Site
Director/Statio
n Director
Executive
Director of the
respective cadre
Director of the
respective cadre
Performance indictors and personal traits for(technical and non-
technical executive)
Performance indicators Personal traitsIntellect PunctualityKnowledge Relation ship with fellow employeeProficiency and maintenances CooperativenessProficiency of typing and computer
application
Confidentiality
Quality of work Attitude to workProductivity IntrigityWork quality Self reliance
GRADING ON THE BASIS OF THESE PARAMETERS
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Performance indicator and personal traits for (technical and non-
technical non-executive)
Performance indicator Personal traitsThoroughness DisciplineAttendance PersonalityGrasping power Co-ooperativenessOutput Organizing abilityWorkmanship Fulfillment of commitmentProductivity Self-reliancePower of expression Administrative judgmentProfessional knowledge OriginalityTechnical judgment,experimental Ability to assess
ASSESMENT ON THE BSAIS OF THESE PARAMETERS
Page | 66
A+ EXCEPTIONALLY BRILLIANTA1 OUTSTANDINGA2 VERY GOODA3 GOODB+ AVERAGEB BELOW AVERAGEC INDIFFERENT BUT JUST WORTH
RETAINING IN SERVICED NOT WORTH RETAINING IN
SERVICE
Outstanding Very good Good Average Below average
PROJECT PROFILE
Title of the study: Performance appraisal in NAPS
Objective of study
To know the working of the human resource department of NAP.
To study the method adopted by NAPS for performance appraisal.
To suggest areas in which improvement in methods of appraisal is required.
SCOPE
To Help employee to know more about their role .
To Help employees to know their strength and weakness
To increase mutuality between employee & their supervisor
For higher responsibilities in future by continuous reinforcing the
development of the behavior &qualities for higher level position
To help in identifying needs of employee
Significance for the company It will help them to know strength and weakness of performance appraisal
It will help them to remove problem areas in their performance appraisal
method which will lead to motivated work force.
Significance for researcher
It gave me the practical knowledge regarding the working of HR department.
It made my doubts clear regarding to performance appraisal.
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RESEARCH DESIGN
Research design in the conceptual structure with in which research is conducted, its
constitute the blue print for the collection measurement and analysis of data for the
preparation of effective research.
Sample size :- The sample size of 50 employee working in the service sector
Sampling procedure: - Simple random sampling is used as a means to collect
data from the target population.
Data collection instrument :- The study is based upon the analysis and interpretation
of questionnaire and schedule prepared togather information relevant to the awareness.
The survey instrument included 16 open ended question in the beginning of the
questionnaire the demographic data and information about the number of years employee
are working in NPCIL is collected.
RESEARCH METHOD :-
• Feed back from various department .
• Interaction with personal associate.
• Interpretation
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RESEARCH METHOLOGY
In order to carry out the proposed study data are to calculated and analysis is
accordingly . there are two main sources of data collection i.e. primary data and secondary
data.
Primary data :- It mean collection of the information for the first time. In order to
collect such type of information QUESTIONNAIRES were constructed and information was
collected from the respondents.
Secondary Data :- In order to carry out my project successfully I have relied on the
Secondary data already available. Secondary data includes :-
• Annual reports of NPCIL
• Monthly publications of NPCIL.
• Libraries of NPCIL
Limitation
45days were not enough to get deep knowledge of every section
As it is a sensitive plant so it’s not possible to approach every
person for the data.
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ANALYSIS AND INTERPRETATION
Analysis and Interpretation, as explained earlier, is done for each question
Separately. This is followed by Analysis and Interpretation, parameter wise i.e. according to
parameters that are specified in the structure of questionnaire.
Note : The recommendations/ Suggestions for improvement have been made against
those questions /measuring attributes that are less than 60%
Q1. THE OBJECTIVES OF PRESENT APPRAISAL SYSTEM ARE CLEAR TO
ME.
No. of Responses :
Strongly agree = 5
Agree = 30
Slightly agree = 10
Disagree = 3
Strongly disagree = 2
70%
30%
Agree
Not Agree
Findings:
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Almost 70% of the respondents agree that the objectives of the present Appraisal
System are clear to them.
.
Q2 THE PRESENT PERFORMANCE APPRAISAL SYSTEM IS HELPFUL FOR
INDIVIDUAL DEVELOPMENT.
No. of Responses:
Strongly agree = 08
Agree = 20
Slightly agree = 12
Disagree = 10
Strongly disagree = -
Findings:
Only 56% of the respondents agree that the present Performance System helps to
identify the area of individual development. Where as almost 44% do not agree with
this statement.
56%
44% Agree
Not Agree
Recommendations:
Since almost 41% of the employees are dissatisfied with the present Appraisal System
in terms of helping the individual to identify the area of individual development, this
implies that the scheme is unable to serve the purpose of identification of the areas of
individual development.
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So, there is a need to address this problem more objectively by adding the requisite
parameters in the systems, like developing the individual either by way of
exposure/job rotation/job enrichment/ on the job training/ off the job training, etc.
Q3. THE PRESENT APPRAISAL SYSTEM IS ABLE TO MOTIVATE THE
EMPLOYEES.
No. of Responses:
Strongly agree = 06
Agree = 15
Slightly agree = 19
Disagree = 08
Strongly disagree = 02
Findings:
Only 42% of the respondents agree that the present Appraisal System is able to
motivate the employees and 58% disagree with this statement.
42%
58%
Agree
Not Agree
Recommendations:
For promoting an individual some extra motivational policies should be introduced.
Weightage should be given to PAR rating.
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Q4. THE PARAMETERS OF PRESENT APPRAISAL SYSTEMS ARE
SUFFICIENT FOR APPRAISING THE EMPLOYEE.
No. of responses:
Strongly agree = -
Agree = 22
Slightly agree = 20
Disagree = 6
Strongly disagree = 2
Findings:
Only 44% of respondents agree that the parameters of present Appraisal System are
sufficient for appraising the employee.
44%
56%
Agree
Not Agree
Recommendations:
As high percentage (almost 56%) of employees are dissatisfied with the given job
parameters for appraising an employee, so some more tangible parameters may be
required to be incorporated in the performance appraisal system to make it more
objective.
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Q5. COUNSELING IS HELPFUL IN IMPROVING THE PERFORMANCE.
No. of responses:
Strongly agree = 10
Agree = 35
Slightly agree = 04
Disagree = 01
Strongly disagree = -
90%
10%
Agree
Not Agree
Findings:
Almost 90% of the respondents agree that counseling is helpful in improving the
performance.
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Q6. THE PRESENT APPRAISAL SYSTEM IS ABLE TO IDENTIFY THE
STRENGTH AND WEAKNESS OF AN INDIVIDUAL.
No. of responses;
Strongly agree = -
Agree = 27
Slightly agree = 20
Disagree = 03
Strongly disagree = -
Findings:
Only 54% of the respondents agree that the present Appraisal System helps in
knowing the strength and weakness of an individual, and 46% of the respondents
disagree with this statement.
54%46% Agree
Not Agree
Recommendations:
Some space should be provided in the appraisal form where the employee can express
his strength and weakness in separate columns, or some discussion can be held
between the superior and subordinates. This will help the superior to recommend
suitable training/ exposure to over come the weakness of his subordinate.
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Q7. YOUR ORGANISATION GIVES YOU NON-MONETORY INCENTIVES
ALSO TO MOTIVATE YOU.
No. of responses :
Strongly agree = 13
Agree = 35
Slightly agree = -
Disagree = 02
Strongly disagree = -
96%
4%
Agree
Not Agree
Findings:
Only 96% of respondents agree that the company gives them non-monetary
incentives to motivate them, and 4% disagree on this aspect.
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Q8. THE CONFLICTS RELATED TO PERFORMANCE APPRAISAL SYSTEM
IS RESOLVED PROMPTLY AND FAIRLY.
No. of responses:
Strongly agree = -
Agree = 15
Slightly agree = 30
Disagree = 03
Strongly disagree = 02
Findings:
Only 30% of respondents agree that the conflicts related to Performance Appraisal
System are resolved promptly and fairly and on the contrary 70% of the respondents
feels that the conflicts related to Performance Appraisal System are not resolved
promptly and fairly.
30%
70%
Agree
Not Agree
Recommendations:
Certain procedure must be designed to remove the conflicts related to Performance
Appraisal. Appellate Authority should take the action regarding conflicts carefully,
after in depth study of the related matter.
Page | 77
Q9. THE PRESENT APPRAISAL SYSTEM OF ONGC IS SATISFACTORY AS A
WHOLE.
No. of responses:
Strongly agree = -
Agree = 10
Slightly agree = 35
Disagree = 05
Strongly disagree = -
Findings:
Only 20% of the respondents agree that the overall present Appraisal System of
NPCIL is satisfactory. On the contrary 80% of the respondents feels that the overall
present appraisal system of NPCIL is not satisfactory.
20%
80%
Agree
Not Agree
Recommendations:
A large number of employees are dissatisfied with the present Appraisal System of
NPCIL, which is quite a serious problem, and it has to be meticulously tackled. A
complete review of the system is required. Measures, should be taken to remove the
loopholes of the system.
Page | 78
Q10. APPRAISAL SYSTEM IS THE BEST WAY TO INCREASE JOB
SATISFACTION AND JOB PERFORMANCE.
No . of responses :
Strongly agree = 08
Agree = 16
Slightly agree = 15
Disagree = 8
Strongly disagree = 3
Findings:
Only 48% of respondents agree that Appraisal System is the best way to increase job
satisfaction and job performance and 52% of the respondents are disagree with this
statement.
48%52%
Agree
Not Agree
Recommendations:
Job parameters should be made slightly challenging so that the individual derives
professional satisfaction out of it. Further the individual such as job rotation/job
enrichment/job training identifies the areas of development, etc are fulfilled.
Page | 79
Q11. WORKING ENVIRONMENT OF ONGC IS HELPFUL TO INDIVIDUAL
DEVELOPMENT.
No. of responses :
Strongly agree = 05
Agree = 15
Slightly agree = 20
Disagree = 10
Strongly disagree = -
Findings :
Only 40% of the respondents agree that the working environment of NPCIL is helpful
to individual development and 60% of the respondents are disagree.
40%
60%
Agree
Not Agree
Page | 80
Q12. PERFORMANCE APPRAISAL PROCEDURE ALLOWS APPRAISER TO
EXPRESS HIS DEVELOPMENTAL NEEDS
No. of responses :
Strongly agree = 06
Agree = 24
Slightly agree = 12
Disagree = 08
Strongly disagree = -
60%
40%Agree
Not Agree
Findings:
Only 60% of the respondents agree by present Performance System allows Appraise
to express his developmental needs, so soon space should be provided to the Appraise
in the appraisal form so that they can express his developmental needs.
Page | 81
Q13. PERFORMANCE POLICY SHOULD BE CLEAR AND TRANCEPARENT.
No. of responses:
Strongly agree = 28
Agree = 10
Slightly agree = 12
Disagree = -
Strongly disagree = -
76%
24%
Agree
Not Agree
Findings:
About 76% employees are agreeing to that the Performance Appraisal System should
be clear and transparent.
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Q14. PERFORMANCE APPRAISAL POLICY SHOULD BE EVALUATED AFTER
A.FIXED DURATION.
No. of responses :
Strongly agree = 30
Agree = 10
Slightly agree = 10
Disagree = -
Strongly disagree = -
80%
20%
Agree
Not Agree
Findings:
About 80% of the respondents agree that the Performance Appraisal policy should be
evaluated after a fixed duration.
Page | 83
Q15. EMPLOYEES SHOULD HAVE THE RIGHT TO KNOW ABOUT HIS PERFORMANCE
APPRAISAL REPORT AND DECISION OVER THEIR PERFORMANCE WITH DETAILED
REASONS.
No. of responses:
Strongly agree = 25
Agree = 15
Slightly agree = 08
Disagree = 02
Strongly disagree = -
80%
20%
Agree
Not Agree
Findings:
About 80% respondents agreed with the fact that employees should have the right
about his PAR Report.
Page | 84
Q16. TRANSPARENCY IN PERFORMANCE APPRAISAL CAN DEVELOP THE
LOYALTY IN EMPLOYEES.
No. of responses:
Strongly agree = 12
Agree = 20
Slightly agree = 10
Disagree = 8
Strongly disagree = -
64%
36%Agree
Not Agree
Findings:
About 64% of the respondents agree that PAR system can create loyalty in
employees.
Page | 85
LIMITATIONS OF PERFORMANCE APPRAISAL SYSTEM OF
NAPS/NPCIL
o No feedback to the employees.
o Target for next year are not set in the Appraisal System on which performance
can be measured.
o Lack of communication between the Appraise and the Appraiser.
o Well-defined and clear parameters are not clearly set at the beginning of the
year of the Performance Appraisal System.
o The Appraisal System has become a routine form to be filled and it has no
relevance with the improvement of the ability of the work.
o Personal relations are a serious limitation of the present Performance System.
o Appraisal interview and counseling are absent in the present Performance
Appraisal System.
o There is no separate column for expressing the special achievements
performed by the executives.
o There is a lack of interaction between the Appraiser and the Appraise
o The system does not cover the job satisfaction and it does not motivate the
employees.
o It does not give any scope in suggesting ways for the Appraise to improve his
performance.
o System is not at all transparent.
Page | 86
SUGGESTIONS
Major suggestions given by the executives are expressed during the course of
interaction with study team are:
1. The parameters are to be defined by the superiors at the beginning of the year and
should define the future course of action.
2. PAR should be clear to the employees, how to work for an individual and NPCIL
benefits.
3. Target should be set at the start of the year in consultation of controlling offices.
4. Target should be measured at the end of the year.
5. Employees should have the right to know the feedback.
6. The executives of the organization desire that there is a need for more
transparency in the PAR process, in the existing system by intimating about his final
grading for the year, in order to make the opportunity for future improvement.
7. The Present Appraisal System is felt lacking in the potential evaluation of the
employees. Hence, the Reporting Officer/ Senior Officer should give the suggestion
for potential development of the individual.
8 The system of identifying the individual for meritorious awards may be solely based
on his performance in the past.
9. It is felt by the employees of the organization that the rules and the regulations of the
performance Appraisal System are to be followed strictly and honestly.
10. The employees feel that the reporting officer must be fully aware, of the Appraisal
System, its process, rules and regulations. For that awareness the ACR department
from time to time must organize programs.
11. Some employees have suggested that some Weightage should be incorporated in the
ACR rating for participating in other related activities.
Page | 87
CONCLUSION
There is good hormonal relation ship between employees .High professionalism is their in
employees.
But the present method of appraisal is not at all transparent, which is unable to
motivate the employee, as he is unaware of his ACR grading. For this, a mechanism should
be introduced in the system to make the individual aware of his ACR grading of the precious
year, to provide him an opportunity for the future improvement and development.
Also counselling should be made effective by involving the individual to suggest
measures for solving his problems and developmental needs. Counseling should be held
regularly at fix intervals for the employees having been awarded adequate and inadequate
grading.
Page | 88
ANNEXURE
QUESTIONNAIRE
PERFORMANCE APPRAISAL SYSTEM
Your personal details: -
NAME:
DESIGNATION:
NO OF WORKING YEARS IN NPCIL:
SI.
No.
Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
1. The objectives of the
present appraisal
system are clear to me.
2. The present appraisal
system is helpful for
individual development.
3. The present appraisal
system is able to
motivate the
employees.
Page | 89
4. The parameters of
present appraisal
system are sufficient for
appraising the
employee.
5. Counseling is helpful in
improving the
performance.
SI.
No.
"Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
6. Present appraisal
system is able to
identify the strength
and weaknesses of an
individual.
7. Your organization gives
you non-monetary
incentives also to
motivate you.
8. The conflicts related to
performance appraisal
arc resolved promptly
and fairly.
9. The present appraisal
system of NPCILis
satisfactory as a whole.
Page | 90
10. The appraisal system is
always the best way to
increase job satisfaction
and job performance.
11. Working environment
of NPCIL is .helpful to
individual development.
12 Performance Appraisal
procedure allows
Appraiser to express his
developmental needs.
SI.
No.
"Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
13. Performance appraisal
policy should be clear
and transparent.
14. Performance policy
should be evaluated
after a fixed duration.
15. Employees should have
the right to know about
his performance
appraisal report and
decision over them with
detail reasons.
Page | 91
16. Transparence in
performance appraisal
system can develop the
loyalty in employees.
Your overall feedback: -
1. What is the limitation of present performance appraisal system of NPCIL?
2 What improvement according to you should be incorporate in the system?
.
Page | 92
BIBLOGRAPHY
NPCIL training manual
NPCIL magazines
Swami’s book central staff by “muthuswamy and brinda”