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The increasing use of Performance management reflects several things. It reflects, first,
the popularity of the Total Quality Management (TQM) concepts advocated several years
ago by management experts like W. Edwards Deming. Basically, Deming argued that an
employee’s performance is more a function of things like training, communication, tools,
and supervision than of his or her own motivation.
Data relating to performance assessment of employees are recorded, stored, and used for
several purposes. The main purposes of employee assessment are:
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1. To effect promotion based on competence and performance.
4. To decide upon a pay rise where (as in the unorganized sector) regular pay scales
have not been fixed.
5. To let the employees know where they stand insofar as their performance is
concerned and to assist them with constructive criticism and guidance for the
purpose of their development.
The Graphic Rating Scale is the simplest and still most popular technique for appraising
performance. A Graphic Rating Scale lists traits (such as quality and reasonability) and a
range of performance values (from unsatisfactory to outstanding) for each trait. The
supervisor rates each subordinate by circling or checking the source that best describes
his or her performance for each trait. The assigned values for the traits are then totaled.
Ranking employees for the best to worst on a trait or traits is another option. Since, it is
usually easier to distinguish between the worst and best employees, and Alternation
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Ranking Method is most popular. First, list all subordinate to be rated, a then close out the
names of any not known well enough to rank. Then, on a form the employees who is
highest on the characteristics being measured and also the one who is the lowest. Then
choose the next highest and the next lowest, alternating between highest and lowest until
all employees have been ranked.
The Paired Comparison Method helps make the Ranking Method precise. For every trait
(quantity of work, quality of work, and so on), you pair and compare every subordinate
with every other subordinate.
Suppose you have five employees to rate. In the Paired Comparison Method, you make a
chart, of all possible pairs of employees for each trait. Then, for each trait, indicate (with
a+ or a-) who is the best employee of the pair. Next, add up the no. of +s for each
employee.
The Forced Distribution Method is similar to grading on a curve. With this method, you
place predetermined percentage of ratees into performance categories.
With the Critical Incident Method, the supervisor keeps a log of positive and negative
examples (Critical Incidents) of a subordinate’s work-related behavior. Every six months
or so, supervisor and subordinate meet to discuss the latter’s performance, using the
incidents as example.
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This method has several advantages. It provide actual example of good and poor
performance the supervisor can use to explain the person’s rating. It ensures that the
manager or the supervisor think about the subordinate’s appraisal all during the year. The
rating does not just reflect the employee’s most recent performance. The list hopefully
provides examples of what specifically the subordinate can do to eliminate any
deficiencies. However, without some numerical rating, this method is not too useful for
comparing employees or making salary decisions.
1. Generate Critical Incident. Ask person who know the job (jobholders, and/or
supervisor) to describe specific illustration (critical incidence) of effective and
ineffective performance
2. Develop Performance Dimensions. Have these people cluster the incidents into a
smaller set of (5 or 10) performance dimensions, and define each dimension, such as
“salesmanship skill”.
3. Reallocate Incidents. Another group of people who also know the job then reallocate
the original critical incidents. They get the cluster definition and the critical incidents,
and must reassign each incident to the cluster they think it fits best. Retain a critical
incident if some percentage (usually 50% to 80%) of this second group assigns it to
the same cluster as did the first group.
4. Scale The Incidents. This second group then rates the behavior described by the
incidents as to how effectively or ineffectively it represents performance on the
dimension (7- to 9- points scales are typical).
5. Develop A Final Instrument. Choose about six or seven of the incidents as the
dimension’s behavioral anchors.
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Management by Objectives (MBO)
Stripped to its basics, Management by Objectives requires the manager to set specific
measurable goals with each employee and then periodically discuss the latter’s progress
towards these goals. You could engage in a modest and informal MBO program with
subordinates by jointly setting goals and periodically providing feedback. However, the
term MBO generally refers to a comprehensive and formal organization wide goal setting
and appraisal program consisting of six steps:
1. Set the organization’s goals: Establish, based upon the firm’s strategic plan, and
organization wide plan for next year and set specific company goals.
2. Set developmental goals: Next department heads take these company goals (like
“boost 2004 profits by 20 %”) and, with there superiors, jointly set goals for their
developments.
3. Discuss departmental goals: Department heads discuss the department’s goals with
all subordinates, often at a department wide meeting. They ask employees to set their
own preliminary individual goals; in other words, how can each employee contribute
to the department’s goals?
4. Define expected result (set individual goals): Department heads and their
subordinates set short-term individual performance targets.
6. Provide feedback: Department heads and employees discuss and evaluate the later
progress.
Traditionally, performance appraisal was just limited to two main persons involved in the
feedback process - namely the supervisor and the employee. The top-down approach,
the usual performance appraisal jamboree in corporate, is conducted where the supervisor
and the employee discuss one-to-one on broad swathe of issues pertaining to the latter's
performance out comes. This traditional approach, involving supervisor and employee, is
riddled with the problems of subjectivity, bIAS,es and halo effect. The traditional top-
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down approach predicated on single source of feedback (i.e. supervisor) suffers on
account of limited knowledge and inaccurate view of the not-so-competent supervisor.
Many a time, supervisors also try to avert being on collision course with the sub-ordinates
and may obscure the picture by giving inputs that may be entirely untrue. Since
supervisors are far removed from the flow of work, they may find it tough to give feed
back hinged on actual observation. Even if the supervisor intends to give a positive
criticism he may still hold himself in the tracks for want of actual incident to buttress his
opinion.
Half the time an individual does no get a real picture and gain an actual glimpse into the
kind of person one is. An employee's ability to identify core strengths and quelling
weaknesses gets irredeemably impaired. The information asymmetry about our
competencies, skills and performance related outcomes strait jackets the development,
stultifies the growth and limits the perspectives. The question that begs an answer is: is
there a way forward? Is there a feed back approach where the inputs about an individual’s
performance can be sourced from multiple – levels? Will it be possible for the individual
to get feed back about his/her managerial and behavioral dimension from multiple
sources? The answer to all these questions are deafeningly loud and crystal clear - 360-
degree feedback holds the key. In today's competitive environment, gathering information
from all directions to assess one's standing has become an urgent imperative and
compelling necessity. In addition to this, the corporate culture is on the cusp of profound
evolution. There is an increased thrust on teamwork and delivering a world-class
customer service. Employees development needs has become the byword among
businesses. In a highly commoditized job market, companies are using every thing at the
command to attract and retain the best talent. Businesses are helping employees to
replenish their skills to stay relevant in the evolving times. Companies are looking to
ways and means to optimize and measure employees and company’s performance. The
trajectory of these developments has shifted the focus from single – source feed back
system to multiple – source feed back system.
360 degree feed back, if implemented properly, will bestow many benefits up on the
organization.
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• Feed back that emanates from various source, leaves little room for any
discrimination or bIAS,. In appraisal exercises, any discriminative slant of the
supervisor can be nullified if the multi – source feed back shows that the supervisor
input is not in conjunction with that of co-workers and customers and other
constituents
• Feed back originating from multi sources can give a glimpse in to individuals
performance improvement needs.
• Front line employees can hone their customer skills to near perfection owing to the
feed back of the customers. This may enhance the customer service levels.
• Fosters a very open culture where giving and receiving feed back is common place
• 360 degree helps the organization to zero in on and leverage the overall strengths.
• Brings in more objectivity to the appraisal process and complements the traditional
appraisal system
360 degree can work wonders if it is properly implemented in organizations. For 360
degrees to work the organization climate should be supportive. In a wrong environment if
360 degree is implemented without providing training to the raters to enable them handle
the process effectively, it can have a deleterious effect on the well-being of the
organization. If 360 degree is tied to the strategic initiatives of the organization, it may
have a winning process on their hands.
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RAJASTHAN STATE MINES & MINERALS LTD.
Rajasthan State Mines & Minerals Limited (RSMML) is one of the premier public sector
enterprises of the Government of Rajasthan, primarily engaged in mining and marketing
of industrial minerals in the State. The very objective of the company is to achieve cost
effective technological innovations in the mining of minerals and to diversify into mineral
based downstream projects. Apart from the above, the Company is also aiming at long
term fuel supply to lignite based power projects, apart from setting up wind energy farms
at Jaisalmer. This company is professionally managed and remains focused towards
increasing productivity and growth.
Amalgamation
After amalgamation, the following four mineral based Strategic Business Units & Profit
Centers (SBU & PC) namely Rock Phosphate, Lignite, Gypsum and Limestone have
been set up as a part of corporate restructuring: -
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• Strategic Business Unit and Profit Centre – Lignite at Jaipur
Rock Phosphate continued its prime position in the business profile of the Company and
catered to almost 94% of the indigenous demand. The capacity of industrial beneficiation
plant was increased from 1500 TPD to 3000 TPD and the production got streamlined.
The production of lignite was streamlined at Giral and the company is gearing up fast for
providing one million tonnes of lignite for the lignite based thermal power plant at Giral
under state owned Company, Rajasthan Vidyut Utpadan Nigam Ltd. Being pioneer in the
lignite field, RSMML has ensured its strong presence in the lignite based power sector in
Rajasthan. Dispatches of gypsum touched 2.88 million ton in 2007-08. Renewed
emphasis on environmental management was stressed upon for the management of
gypsum mines. Supply of SMS grade limestone to the steel plants of India touched the
record level of 2.09 million tones in 2007-08.
In the year 2007-08, company has achieved the profit before tax Rs. 186.75 crores in
comparison to profit before tax of Rs. 156.11 crores in 2006-07. The Company started a
number of R&D activities to further strengthen its R&D activities. Generous
contributions were made for creation of life saving medical infrastructure in 8 project
districts. The dividend of Rs. 15, 51, 03,000/- was declared for the year 2007-08.
RSMML today has broken away from its monopolistic moorings and welcomes
competition. From a small backwaters company, it is now rated as a technologically
advanced company and an innovator. It boasts of a highly trained and competent
workforce and strong financial base. It has established itself as the most successful public
sector company in Rajasthan.
Board of Director
1. Smt. Kushal Singh, IAS,, Chairman Chief Secretary to the Government of Rajasthan,
Jaipur
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3. Shri S Ahmed, IAS, Principal Secretary to the Government of Rajasthan,
Department of Agriculture, Jaipur
OPERATIONS
2. Beneficiation
3. Wind Power
4. Biodiesel
MINING – PHOSPHATE
The major activity of RSMML is the mining of Rockphosphate ore. It operates one of the
largest and fully mechanised mines in the country at Jhamarkotra, 26 Kms. from Udaipur
and Kanpur Group of Mines located 15 Kms. from Udaipur is upcoming as a second
Rockphosphate complex in Rajasthan.
In India the economy being predominantly based on agriculture, the fertiliser production
plays a pivotal role. Only about 35% to 40% of the requirement of raw material for
phosphatic fertilser production is being met through indigenous sources and the rest is
met through import in the form of rock phosphate, phosphoric acid & direct fertilisers. In
such a situation Jhamarkotra plays an important role by contributing 98% of rock
phosphate production of India.
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Rock Phosphate mines at Jhamarkotra & Kanpur Group of Mines are complex deposits.
Mining these rock phosphate deposits is far more difficult than that in most parts of the
world. Despite the complexities of the deposit, excellent results have been achieved by
continuous innovations. With an annual rock handling of about 20 million tonnes,
Jhamarkotra is probably the largest open cast mine in India outside the steel and coal
sectors. On technical fronts the problem of ground water had affected the mining
operations, until an effective dewatering scheme was evolved and implemented. The
geometry of the ore body i.e thin and sharply dipping had resulted in long and narrow pits
with great depth extension, which involves very high stripping ratio with high lead and
lift for waste and mineral. Despite these entire problems Jhamarkotra project could
sustain the very difficult periods because of its commitment towards scientific approach
for exploitation of the deposit with planned development of the pits.
The open pit mining method is being followed at Jhamarkotra Mine & Kanpur Group of
Mines for exploitation of the mineral. The working levels are kept dry by continuous
pumping of ground water through tube-wells constructed on periphery of the pit limit.
MINING – LIGNITE
The state of Rajasthan is endowed with large lignite deposits in the country after
Tamilnadu & Gujarat. In the three districts of the state viz. Bikaner, Nagaur and Barmer,
geological reserves of more than one billion tonnes have been confirmed so far by
exploratory drilling. Beside, a deep seated reserve of lignite suitable for underground
lignite gasification also exists in the state. The state is also having lignite blocks suitable
for development of Coal Bed Methane projects.
RSMML at present is operating two lignite mines one at Giral in district Barmer and
another at Kasnau-Matasukh in district Nagaur.
Giral (Barmer)
Giral mine is situated near village Giral, 43 Km from Barmer district in western
Rajasthan. Giral mines, the first modern OPENCAST Lignite mine in Rajasthan
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(after closure of Palana underground mine in 1967) was started by the erstwhile
RSMDC in the year 1994. The commercial production of Lignite from this mine,
with envisaged capacity of 300,000 MT per year, was started in May 1995. At
Giral mines, the production and the allied mining activities are being executed in
highly scientific and technically sound manner so as to achieve excellence in all
spheres with particular emphasis on bringing a great degree of consumer
satisfaction.
Matasukh-Kasnau mines are situated near villages Kasnau & Matasukh of Nagaur
district in the central Rajasthan, which is 42 Km from district head quarter. The
commercial production of Lignite from these mines, was commenced from
November 2003 with envisaged capacity of 12, 00,000 MT per year. These mines
are located in central part of Rajasthan, thus having better accessibility to markets
in Uttar Pradesh, Haryana and Punjab. Lignite of these mines has added advantage
of low sulphur and ash contents.
MINING – LIMESTONE
High quality Limestone is a technological necessity for Steel Plants with the basic oxygen
furnance technology where it is used as a flux. After the closure of limestone quarries at
Dehradun by the historic judgment of the Hon’ble Supreme Court the limestone from
Jaisalmer found enormous importance in the Steel Industry. It was the recommendation of
the technical team constituted by Govt. of India in the year 1986 after assessing the
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various limestone deposits available in the country that the low silica limestone available
from Jaisalmer is the best suited for use in the Steel Industry. Based on the
recommendation mining of Limestone was commenced by the company since 1988 for
supply to different Steel Plants from their mines at Sanu. Jaisalmer limestone is best
suitable for use in Steel Industry because of low silica and high decrepitation index.
Hence the total production is dispatched to various Steel Plants of SAIL and TISCO. The
company is the largest producer & supplier of steel grade limestone in the country.
This high grade, low silica, hard compact limestone is available in Khuiyala formation of
Eocene age of Tertiary period. The company has around 20.00 square KM area near
village Sanu at a distance of 56 Km from Jaisalmer on Jaisalmer – Ramgarh road & is
well connected with all weather tar road maintained by Border Road Organization.
The total mineral reserves under the areas held with the company are167 Million Tonnes
of S.M.S grade limestone & 2153 Million Tonnes of Cement grade limestone. Company
has enhanced its mineral reserve status by applying few more areas in the same belt.
Open cast mining method with single bench, deploying HEMM and conducting deep hole
blasting is in practice. The sizing of ROM limestone is carried out by four nos. fully
mechanized Sizing & screening plants of the total capacity 20.00 lac MT per annum. The
different size products are dispatched from mines as well as by rail from Jaisalmer
Railway sidings of the company. Jaisalmer is the terminus Railway station of the North-
Western Railway connected with Broad gauge link.
Customers
• Steel Authority of India Ltd- Bokaro, Bhilai, Rourkela & Durgapur Steel plants
• Tata Iron & steel Company Ltd-Jamshedpur Steel plant
• Rastriya Ispat Nigam Ltd- Vizag Steel plant
• Indian Iron & steel company Ltd- Burnpur
• Jindal Iron & Steel Ltd-Toranagallu
Limestone Unit, Gotan is located near Village Gotan District Nagaur of the State
Rajasthan. It is 90 kms. from Jodhpur. It is well connected with rail link on Jodhpur-
Jaipur Broad Gauge Line.
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The limestone deposits of Gotan are a part of the famous Sojat-Bilara-Nagaur limestone
belt of Vindhyan Supergroups. Mining of limestone at Gotan was started by company in
the year 1974.The company has three leases in the name of Gotan-I, Gotan-II & Basani
with total area 4915.18 hects covering mines of Heera, Sawai,Sona, Dhanappa, Kerli,
Keria, Ganthiyala & Pawani. These mines are around 10 KM from Gotan. The limestone
deposit of Sawai-Heera & Sona mines of Basni lease are considered to be the best
available deposit in the entire Sojat-Bilara-Nagaur belt. The deposit contains very low
silica, high calcium and moderate decrepitation index. All the grades of limestone is
produced from these mines & supplied to steel plant, chemical plant, white & gray
cement plant & local kilns of limestone.
Mining is carried out by mechanized two bench opencast mining method, deploying
HEMM and deep hole blasting. Sizing & loading is carried out by manual means. The
company is planning to commission its own sizing & screening plant at mines of the
capacity 40 TPH during current financial year 2005-06. The different size products are
dispatched FOR mines as well as by rail from Gotan Railway sidings (BG).
Customers
The Fluorspar Unit, Bhinmal is located near town Bhinmal in District Jalore of the State.
It is nearly 200 kms. from Jodhpur on Jodhpur–Sanchore State Highway. The mining of
fluorspar at Bhinmal was undertaken by the Company from its four areas in the year
1976.Here mineral fluorspar is deposited in the volcanic rocks found as vein-forms in the
agglomerates as host rocks. Fluorite mineralization occur as a cavity filling associate with
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fissures, joints, fracture places and shear jaws, displaying a variety of space filling
structures. Most of the fluorite veins are steeply dipping. This is only deposit working for
fluorspar in the state Rajasthan.
Mining operation is semi mechanized open cast multiple benches with jack hammer
drilling & blasting method. The sizing & sorting & loading are done by manual means.
The different grade products in gitty form are dispatched from mines
Customers
The Company is not only concerned with the increase in production only but also equally
concerned about the safety in mines and environment protection measurers. The efforts
made by the company in this regard were appreciated during the Safety week &
Environment Week organized by the different Departments of Govt. of India.
The mines of SBU were accredited with the number of awards under various categories
like Reclamation & Rehabilitation of land, Nose & Vibration Control, Air Pollution
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Control, Management of sub grade Mineral, Heavy Earth Moving Machinery &
Maintenance, Opencast Working Place & Plans, Dust Suppression, Welfare amenities,
Explosive, Transport Road, Vocational training & supervision, HEMM and Maintenance,
Welfare Amenities, Afforestation/Plantation etc. All mines of the SBU’s are ZERO
accidents zone. Time to time training to the mine workers are imparted to cope up with
latest technologies & also regular medical checkup are provided to each & every mine
employees.
The statutory obligations formulated by the Ministry of Environment & Forest, GOI &
the State Pollution Control Board are complied with by the company. Regular monitoring
six monthly bases is being carried out at each mine to monitor the ambient air quality.
Despite of the adverse geographical location of the mines of the SBU’s , every year
plantation programme are being carried out at mines as well as around office/residential
complex.
For the purpose of socio economic development of the areas falling under the working
zone of SBU the company is taking all possible efforts to improve the social life of the
surrounding villagers of the mine areas by generating direct & indirect employment.
Further, additional add is being provided to schools, panchayat under social development
activity. The main activities carried out by the company are as under:-
• Provided two computers in secondary school falling near the working area of the
Sanu mines.
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MINING - GYPSUM
We are the country’s leading producer of natural Gypsum and Selenite producing about
1.0 million tonnes per year. These are mined in the heart of the Thar desert areas where
the working conditions are very harsh. The deposits are shallow and scattered over large
areas. Most of the land is owned by private cultivators.
The mining of Gypsum of purity of +70% CaSO4, 2H2O is a co-operative effort between
the land owners and RSMML. The farmers gives up his gypsum bearing land to RSMML
in return for an assured share of profits. After mining, the Company improves the land
condition and returns back to the farmer for cultivation.
Gypsum fulfils the demands of the cement industries and powder Gypsum is used by
farmers as a direct fertilizer for reconditioning of alkaline soils for reducing alkalinity and
improving crop production. Selenite is a naturally occurring crystalline form of high
purity Gypsum and is used extensively in the ceramics industries and to manufacture
surgical grade Plaster of Paris.
BENEFICIATION
Looking to the scarce rock phosphate resources in India, RSMML has put continuous
effort for utilization of its low grade ore resources, which are abundant at Jhamarkotra but
require beneficiation before its utilization by fertiliser industries as raw material.
Intensive research was carried out for ten years and a breakthrough in processing
technology was achieved when this LGO was enriched to produce a very high-grade
concentrate (+34%P2O5), rated as equal to or better than any naturally occurring ore.
From reserves conservation point of view RSMML has put up a beneficiation plant for
processing of 9 Lacs MT of low-grade ore per annum.
The plant produces Beneficiated Rock Phosphate Concentrate (Avg. 31.5% and 34%
P2O5 on demand for SSP & DAP Manufacturing Units)
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• Capital Investment : Rs. 357.70 millions
WIND POWER
The company is having a 20 years power purchase agreement with the state for sale of
wind power. RSMML is also using the wind power for its captive use at Jhamarkotra
mines in Udaipur district.
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BIO DIESEL
Developing the vast degraded waste-land of Rajasthan as a viable resource for generating
renewable energy by cultivating Jetropha curcas (Ratanjot), inspired RSMML
management to explore the possibility of putting up a Jetropha based bio-diesel pilot
plant in Jhamarkotra Rock Phosphate project, Udaipur, as a part of company’s continuing
quest for better environment management.
Udaipur division is naturally endowed with wild Jetropha groves with pockets, yielding
good quality seeds. However, to encourage farmers to plant Jetropha on large scale,
confidence about getting reasonable price and assured market, need to be built up.
RSMML management adopted a strategy of end product driven growth, in which farmers
will directly feel the marketability and quality of the end product, i.e. superior bio-diesel
used in mining machinery (thereby creating a strong and permanent demand) which
would encourage them to plant more trees. Being critically dependent on seed price,
better production economies of bio-diesel can only be achieved if seeds are available
aplenty at a support price remunerative to the supplier villager.
RSMML and other mining companies consume huge quantity of fossil fuel for mining
operations. Partial replacement of such petro-oil by bio-diesel will open up effective rural
employment on a major scale and will also help in reducing pollution.
Plantation of Jetropha will also take care of greening of mined out land in the leases of
the companies.
Management of RSMML was aware that Central Salt & Marine Chemicals Research
Institute, Bhavnagar, Gujarat, (A CSIR Laboratory), in association with Daimler Chrysler
had carried out a road test of bio-diesel, derived from Jetropha by using one E-220 CDI
Mercedes car in April, 2004. The test was reported to be a success. Shri R.K.Mishra,
IAS,, MD, RSMML visited CSMCRI in April 2004 and formulated the project after
discussion with Director, CSMCRI. 3000 kg of wild Jetropha seeds from Udaipur were
sent to CSMCRI laboratory for producing bio-diesel.
With the first batch of bio-diesel received from CSMCRI, RSMML started using blended
HSD with 10% addition of bio-diesel. One school bus and a jeep were continuously used
for months, using 10-D blended oil. Performance observed was encouraging.
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RSMML also used 368 litres of neat bio-diesel for running a 850 HP HEMM (85T BEML
make dump truck) for 4.7 hours on a test mode. Again, the performance exceeded
expectation. The company also arranged for the testing of bio-diesel so received from
CSMCRI at Bharat Earth Movers Ltd., Bangalore (a Central PSU) for an independent
evaluation. BEML submitted a detailed report based on short run testing of the sample
sent by RSMML and concluded that the results were satisfactory.
Research by Daimler Chrysler shows that, though heat value of bio-diesel is 15% less
than HSD, yet there is minor reduction in mileage.
The board of RSMML approved to set up a pilot bio-diesel plant with 1 TPD seed
processing capacity (260-270 Lt. Bio diesel per day) to evaluate the economics of
operation and to get familiar with the technology.
After confirming the source of seed to the quantum of 3,50,000 kg (350 tons) for the
initial year, RSMML signed an agreement with CSMCRI for transfer of technology and
establishment of plant in Jhamarkotra complex at the cost of Rs. 15.87 lacs. RSMML
paid Rs 10.00 lacs as the transfer of technology fee to CSMCRI and Rs. 9.00 lacs for
consultancy.
The first bio-diesel pilot plant of Rajasthan was commissioned in the last week of March,
2006. The performance guarantee tests were conducted from 26.04.2006 to 28.04.2006.
Bio diesel yield obtained with respect to refined oil was 94.85%. The seeds produced oil
at an average of 27%.
Thereafter, the plant is in successful production and has already produced more than
11000 litres of high quality bio-diesel. The target is to produce and use 1 lakh litre by the
end of the current financial year. Since RSMML technical team has mastered production
technique, scaling up in immediate future is not really a challenge. The main issue is to
get high quality certified saplings in large number to take up massive plantation (75%
Jetropha and 25% fruit bearing trees).
Description
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Sulphur (ppm wt) 0.1 10 max.
Carbon Residue (Micro) % Wt 0.04 (Trace) Trace
Moisture (ppm) 450 500
From the table depicted, it is clear that the bio-diesel produced by RSMML is superior to
EN 14214 specifications.
RSMML is using this bio-diesel as an additive for HSD @ 10% and the fuel is being
used by the company in:
RSMML requested M/s Cummins Diesel Sales & Service (India) Ltd., Pune, the
manufacturers of high capacity diesel engines for evaluation of engines in field
conditions. M/s Cummins Diesel Sales & Services (India) Ltd., Pune, have commenced
elaborate study on the engine performance and the first report is expected within six
months. RSMML has not encountered any problem so far in using the blended bio-diesel
in various categories of engines.
From 7th to 9th August, a new Chevorlet Travera No. RJ-27-TA-0282 hired by the
company travelled 1111 kms. (Udaipur – Jaipur to and fro including city drive)
consuming 80 litres of neat RSMML bio-diesel registering an average mileage of 13.8
Kms/lt with AC and at an average speed of 90 km. per hour. There was very little
emission and the ride was absolutely smooth. The test attested the efficacy of RSMML
bio-diesel on road condition.
Probably for the first time, a technologically advanced vehicle covered such a long
distance using neat bio-diesel on roads of Rajasthan.
By-products of Bio-diesel
Number of by-products like high quality soap, nitrogen rich oil-cake, high purity glycerin
and K2SO4, a potent fertilizer, are also obtained.
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RSMML has already consumed 2350 Kg. (valued at Rs. 24/Kg.) of soap in the rock
phosphate beneficiation plant. The oil cake will be sold in the market for production of
bio-fertilizers. There are already several commercial enquiries for oil cakes received by
the Company. Glycerin and Potassium Sulphate are high value by-products, which will be
sold after considerable accumulation.
Taking into account all factors, the cost of production of high quality bio-diesel is around
Rs. 27.50, at a cost of Rs. 7/- per Kg. of seed.
RSMML has also distributed 2.5 lakhs saplings of Jatropha plant procured from Forest
Department in all Panchayat Samities of district Udaipur, free of cost.
RSMML has ambitious plans to enter into large scale plantation of high yielding variety
of Jatropha Curcas in association with Biodiesel Authority of Rajasthan, Forest
Department and local village Panchayats.
The pilot plant has given enough exposure in terms of production methods, quality of
bio-diesel, its test in real time and dynamics of production economics. RSMML’s
experience will be helpful for Government to decentralize production of high quality bio-
diesel synchronized with local collection of wild seeds in a number of tribal panchayats.
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PERFORMANCE APPRAISAL (RSMML)
The below are the Grades and the Pay scale of the employees of the Corporate Office of
RSMML
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PERFORMANCE APPRAISAL TO PROMOTION
The basis for Promotions to categories E3 & E4 shall be seniority cum merit. In making
recommendations for Promotion to the posts up to and including E4, the Departmental
Promotion Committee will assess the comparative merits of eligible candidates on the
basis of the following factors, as per weight age for each factor given below:
Note- This basis would not be applicable for time scale promotion (vide rule 18).
The Distribution of points for the five preceding years would be as tabulated
below:
DISTRIBUTION OF POINTS
Excellent V.Good Good Average
Immediate preceding 10 8 7 6
nd
2 preceding year 9 7 6 5
3rd preceding year 8 6 5 4
th
4 preceding year 7 5 4 3
th
5 preceding year 6 4 3 2
Total 40 30 25 20
(B) Seniority
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For 8 years 32 Points
For 7 years 28 Points
For 6.5 years 26 Points
For 6 years 24 Points
For 5 years 20 Points
For 4 years 16 Points
For 3 years 12 Points
For 2 years 08 Points
Note: A service pf six months would be considered as one unit of measurement for
this purpose and would carry 2 points.
The maximum points under this factor would be 10, allocable as under:
The basis for promotion to categories E5 and E6 shall be seniority cum merit. In making
recommendations for promotion to the posts in these categories, the DPC would be assess
the comparative merits of eligible candidates on the basis of following factors, as per the
weight age for each factor given below:
Note- This basis would not be applicable for time scale promotion (vide rule 18).
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The Distribution of points for the five preceding years would be as tabulated
below:
(B) Seniority
Selection of executive to category E7 would be made by the DPC from amongst the
E6 executives available in the company, subject to such executives having served the
company in category E6 for a minimum period of three years.
The DPC shall prepare a panel of suitable candidates in order of seniority. The panel
shall remain valid for one year.
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their being found suitable for promotion by the subsequent DPC, they would rank
junior to those recommended by the earlier DPC.
Stagnation Promotion
(a) An executive working in the same category for a period of 10 years from the date of
his appointment in that category may be granted stagnation promotion to the next
higher scale, subject to satisfactory record of service. However, there would be no
change in the designation of the concerned executive, consequent upon such
promotion. Such promotion would be granted to an executive only once in his service
period in the company.
(b) At the time of regular promotion, no further monetary benefit is extended except
change of designation.
Urgent Promotion
Officiating Appointment
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Only the senior most eligible person in the immediately lower post, however, would be
eligible to be considered for such officiating appointment.
If an officer in the lower grade is permitted to officiate on a higher post as per rule 27 &
28, the officiating period on the higher post shall be adjusted against probationary period
laid down under rule 12 of RSMML Service Rules, 1975 of the Company, provided that
the officiating period is immediately followed by regular promotion.
Reservation
All direct recruitment shall be subject to the policy of the State Government in regard to
reservation under various heads, as applicable from time to time.
Lateral Transfer
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RESEARCH METHODOLOGY
Problem Statement
Objectives
Research Design
Theory says the research design must specify the data collection method, research
instrument and sampling plan.
Data Collection
• Interview
• Questionnaire and
• Observation
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I interviewed few executives as part of my project to know their view over the
dependency of productivity and performance appraisal.
Secondary Data
Research Instrument
Sampling Plan
Sampling plan means the method, decide before the survey is undertaken of selecting the
object out of universe.
Data Analysis
After collecting the data, it was analyzed through the various statistical tools like Mean,
Standard Deviation, Variances and t-distribution test (Test of significance).
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QUESTIONNAIRE
I am Gaurav Bhati, student of M.B.A. from D.E.I., Agra needs to conduct a survey
regarding the Summer Internship Project for the completion of degree. Kindly cooperate
by filling it honestly. (You need to rate the question.)
Department : …………………………………………………….
A Outstanding
B Excellent
C Average
D Below Average
Above grades have been allotted with a range of marks,
Q1. The appraisal system helps manager to plan their performance well.
A B C D ( )
Q2. Appraisal system provides an opportunity for each appraise to communicate the
support he needs from appraiser to perform well.
A B C D ( )
Q3. The appraisal system provides an opportunity for self review and reflection.
A B C D ( )
Q4. The appraisal systems require an opportunity for both appraiser and appraise to
review expectation and improvement respectively.
A B C D ( )
Q5. Appraisal system is able to make its goals clear to all the executives.
A B C D ( )
Q6. Periodic orientation programs are helpful to explain the objectives and other detail
of Appraisal system.
A B C D ( )
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Q7. Performance review discussions are conducted with a view to maintain quality
and care.
A B C D ( )
Q8. Sufficient time is requiring discussing the performer review.
A B C D ( )
Q9. The HRD department follows up seriously training needs identified during
appraisal.
A B C D ( )
Q10. The appraisal devises are used by the HRD for job rotation, job enrichment and
others.
A B C D ( )
Q11. The appraisal data is used as input for recognition and encouragement of appraise
for his office performance and behavior.
A B C D ( )
Q12. Appraisal system facilitates growth and learning in the organization for both
appraise and appraiser.
A B C D ( )
Q13. The appraisal system provides an opportunity for appraise to express his
developmental needs.
A B C D ( )
Q14. The appraisal system has the scope for helping each employee to discover his
potentiality.
A B C D ( )
Q15. The appraisal system in the organization is able to communicate top management
plans and goals effectively.
A B C D ( )
Q16. Superior generally spent time with their subordinate to improve their performance.
A B C D ( )
Q17. The appraisal system helps the employees to gain more insight into their strengths
and weaknesses.
A B C D ( )
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Hypothesis
The following hypothesis are developed and tested in the present study. The present study
was conducted to figure out the relationship between Productivity and Performance
Appraisal. For this purpose a questionnaire was distributed among the executives which
was to be rated by them. To have scientific view of various variables of productivity and
performance appraisal hypothesis has been framed in this way:
Pr = Po OR Pr =/= Po
Statistical Tools
To test the given hypothesis and presentation of survey findings, the appropriate statistical
technique are used i.e. – Mean, Standard Deviation, t-test (Test of significance).
• Observation and study is quite limited and could not be explored to various areas.
• Executives (i.e. E7 level) were out of reach because of their busy schedule and
their frequent visits to the site operations.
• The confidential attitude of the organization led a little scope for the study.
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Finding
Finding of any research work is noting it is simply the inferences drawn from the results
of any analysis work. In the present work whatever, analysis work has been done, on the
basis of that the researcher draws the results and findings safely.
There were total two samples taken for the study one of the sample drawn from the range
of E1 to E4 grade of executives and another sample was drawn from the range of E5 to
E6 grade of executives.
Overall mean of the E1 to E4 executives came to be 52.3 and the mean of the E5 to E6
grade came to be 50.5, and calculated t value = 0.2377 falling within the acceptance
region (0.05 level of significance). The critical value of t =2.101. Here the H0 (i.e. null
hypothesis) is accepted, which shows that there is a dependency or we can say that there
is a relationship between the productivity and performance appraisal.
All the executives have a same thought over the productivity performance appraisal
relationship.
Conclusions
2. More of the people feel it should be productivity based not promotion oriented.
3. The present performance appraisal system looks like a scientific method, but
still it is not scientific because the ratings are not quantifiable in terms of
points/marks.
4. A fair for all approach is being used by the reporting & reviewing officers.
5. The criterion instituted looks fit for workers not the executives.
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Suggestions
Following are certain suggestions are being drawn from the study, observation and
interviews.
2. The role of the reporting officer should be played by the immediate supervisor of
appraise, who is in direct contact.
3. There should be a mid term appraisal system to monitor the performance of the
executive.
6. There should be formal counseling session feedback mechanism not only for
‘Unsatisfactory’ rating but also for other ratings.
7. Performance appraisal system for the workmen should also be introduced. It will
prove to be a motivational tool for delivering the results to the best of their
capability.
8. The present appraisal system should be more productivity based not the promotion
oriented.
9. The trainees should be allotted office work as well so that they can get the
experience of corporate world.
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Bibliography
1. Human Resource Management : Gary Dessler
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