SUMMER PROJECT REPORT ON

PROMOTION POLICY
IN NHPC LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF DEGREE OF MASTERS OF BUSINESS ADMINISTRATION SESSION (2009-2011)

SUBMITTED BY: PANKAJ MISHRA MBA 3rd SEM

SUBMITTED TO
ICL INSTITUTE OF ENGINEERING AND TECHNOLOGY SOUNTLI (KURUKSHETRA UNIVERSITY, KURUKSHETRA)

DECLARATION

I hereby declare that, the project entitled PROMOTION POLICY assigned to me for the partial fulfillment of MBA degree from Kurukshetra University, Kurukshetra. The work is originally completed by me and the information provided in the study is authentic to the best of my knowledge. This study has not been submitted to any other institution or university for the award of any other degree.

PANKAJ MISHRA MBA 3rd SEM University Roll No.

ACKNOWLEDGEMENT Gratitude is the hardest of emotions to express and one often does not find adequate words to
convey what one feels and trying to express it The present project file is an amalgamated of various thoughts and experiences .The successful completion of this project report would have not been possible without the help and guidance of number of people and especially to my project guide in the company . M.M Khan, NHPC limited. I take this opportunity to thank all those who have directly and indirectly inspired, directed and helped me towards successful completion of this project report.

I am also immensely indebted to my project guide, Ms.Vishu Mehndiratta Assistant Professor, ICL, for his illumining observation, encouraging suggestions and constructive criticisms, which have helped me in completing this research project successfully.

There are several other people who also deserve much more than a mere acknowledgement at their exemplary help. I also acknowledge with deep sense of gratitude and wholehearted help and cooperation intended to me by them.

PANKAJ MISHRA

PREFACE

Summer Training is the bridge for a student that takes him from his theoretical knowledge world to practical industry world. The main purpose of industrial visit is to expose for industrial and business environment, which cannot be possible in the classroom. The advantages of this sort of integration, which promotes guided to corporate culture, functional, social and norms along with formal teaching are numerous. 1) To bridge the gap between theory and practical. 2) To install the feeling of belongingness and acceptance. 3) To help the student to develop the better understanding of the concept and questions already raised or to be raised subsequently during their research period.

The present report gives a detailed view of the Promotion Policy. The research is definitely going to play an important role in developing an aptitude for hard self-confidence.

CONTENTS

1) CHAPTER-1 INTRODUCTION TO INDUSTRY COMPANY PROJECT 2) CHAPTER -2 OBJECTIVES 3) CHAPTER-3 RESEARCH METHODOLOGY 4) CHAPTER-4 ANALYSIS AND INTERPRETATION 5) CHAPTER-5 FINDINGS 6) CHAPTER-6 LIMITATIONS 7) CHAPTER-7 RECOMMENDATIONS 8) CHAPTER-8 CONCLUSION BIBLIOGRAPHY ANNEXURE

CHAPTER-1
INTRODUCTION

HYDROPOWER-INDUSTRY PROFILE

The electric power industry in India is both a supplier and a consumer of Primary energy, depending on the kind of energy used to turn the generator Hydroelectric and nuclear power plants add to the countrys supply of Primary energy. The total installed electricity capacity in public utilities in 1992 was 69,100 megawatts, of which 70percent was thermal, 27 percent Hydropower and 3percent nuclear. The total installed capacity was programmed to reach around 100,000 megawatts by FY1996 through a package of government-supported incentives to the private sector. Because they cannot always depend on public utilities, many larger industrial Enterprises have developed their own power generation systems. In 1992 there was a capacity of 9,000 megawatts outside the public utility system. Overall, the generation and transmission of power in India with an Average 57 percent plant load factor in FY 1992 in thermal plants and transmission losses of 22 percent-were inefficient. About 322 billion Kilowatt-hours of power were generated by utilities inFY1992, approximately 8.5 percent shy of demand. This trend continued the next Year when 315 billion kilowatt-hours were produced. Many factors Contributed to the shortfall of electric power in India, including slow completion of new installations, low use of installed capacity because of insufficient maintenance and coal, and poor management. In FY1990, industry Accounted for 45 percent, and domestic use 16.5 percent. Other sectors, Including commerce and railroads, accounted for the remaining 12.5 percent.

HYROPOWER POWER SCENARIO IN INDIA

Energy is one of the basis inputs to accelerated economic development. Hydropower is perhaps the oldest and yet most readily exploitable source of energy, with bulk of its potential yet to be harnessed in many countries, including India. Hydroelectric power has become an increasingly important energy source for Indias economic development owing to the availability of water resources in large quantities that can be trapped for power generation. The Central Electricity (CEA) has accessed the hydro potential in the country to the tune of 84,000 MW, at a plant load factor of 60%. Mobilization of resources for achieving self-sufficiency in the power sector assumes high priority in almost all states in the country. In India the power generating capacity of entire country in the year 1971 was as low as 16,000 MV, which has since increased to 95,183 MV in 1996(Sirvastava 1997; MOP 1998).Despite the tremendous progress that has been made in the hydro power sector ,most regions in our country still face acute power shortage. The per capita electricity consumption in India ,which is close to 270 units, is still among of the lowest rates estimated for the developing countries, the level of per capita power consumption ranges between 8000 units to 25,000 units per year. In its pursuit to increase the power generating capacity, India, has adopted the blend of thermal, Hyde and nuclear sources. For the 8th plan(1992-97),the CEA had estimated a need based capacity addition of 48,000 MV which was reviewed and brought down to 30,538 MV to confine the increase in capacity that could remain dependent on available resources.

Rural electrification in India made great progress in the 1980s more than 200,000 villages received electricity for the first time. In 1990 around 84 percent of Indias villages had access to electricity.Villages complain that government figures on electrification of villages are artificially inflated. Actually, although lines have been run to most villages, electricity is provided only sporadically (for example, only nine to twelve hours per day), and villagers feel they cannot depend on electricity to operate pumps and other equipment. Electricity to cities also is sporadic; blackouts occur every day in most cities. Indias first hydroelectric station was considered in 1897 in Darjeeling (then megawatts. The country has a large economically exploitable hydroelectric potential, especially in the

foothills of the Himalayas, but no large increase in capacity is predicated for the mid1990s.Hydroelectric facilities have to be coordinated with other sources of electricity because seasonal and annual variations in rainfall affect the amount of water needed to turn the generators and consequently the amount of electricity that can be produced.

Hydroelectric power projects in India have not been without controversy. Indian Dams for irrigation and power generation have displaced people and raised the sector of ecological problems. At present, the country suffers an average shortage of 80% and peaking shortage of 19%.Even with the planned capacity addition of over30,000 MV in the eighth plan, the shortage in power capacity would not be overcome. In view of this backdrop, the hydrobased power projects become a necessity for harnessing the energy from a renewal resource like water. In India, there are over 1,554 large, medium ,and small dams(Anon.,1982).Another 200 hydroelectric projects are under construction or are being planned(Sharma,1985).

INTRODUCTION TO NHPC

N.H.P.C AT A GLANCE:
National Hydroelectric Power Corporation was incorporated under the Companys Act 1956 in November 1975 as a central Government Enterprise with the initial authorized share capital of Rs. 2000 million for hydropower development in Central Sector. Since then, NHPC has become the largest organization for hydropower development in India. The corporation included Wind and idal power in its objects in1998 and Geothermal and Gas power in1999and is preparing to take up Mini / Macro hydro projects. NHPC is a schedule A Enterprise of the Government of India with an authorized share capital of Rs. 150,000 million. With an investment base of over Rs.200, 000 million, NHPC is among the TOP 10 companies in the country in terms of investment. NHPC is a major organization in Central Sector for hydropower development with capacity to undertake Activities from conceptualization to commissioning.

Areas of Expertise of NHPC in Hydro projects:

Projects investigations & Feasibility report preparation. Detailed project report preparation. Geological & Geo technical studies. Design & Engineering (ISO-9001 certification). Underground construction Tunnels, Shafts, Caverns, (Power house/ Transformer Gallery). Construction equipment. Construction Planning. Operation & Maintenance. Renovation, Modernization & Up rating.

Concept to commissioning for setting up of hydro project.

NHPC, a leading Public Sector Enterprise of the Government of India and is the largest organization for hydro-power development in India with total installed generating capacity of 4665 MW from 12 Power Stations including 1000 MW Indira sagar and 520 MW Omkareshwar projects under joint venture with Government of Madhya Pradesh. There are 12 projects under construction with a total installed capacity of 5132 MW. With this, NHPC is poised to consolidate its position as the largest single Hydro Power Utility in the country and also plans to take up hydro power projects in neighboring countries. The corporation is having credit rating AAA for domestic borrowings and rating equivalent to sovereign rating for foreign borrowings assigned to it by reputed international rating agency and recently it is also included in MINI NAVRATNA.

CORPORATE VISION
A world class, diversified & translational organization for sustainable development of hydro power and water resources with strong environment conscience.

CORPORATE MISSION:
TO achieve international standards of excellence in all aspects of hydro power and diversified business. To execute and operate projects in a cost effective, environment friendly and socio economically responsive manner. To foster competent, trained and multi- disciplinary human capital. To continually develop state-of -the art technology. To adopt the best practices of corporate governance and institutionalized value based management for a strong corporate identify.

To maximize creation of wealth through generation of internal fund and effective management of resources.

CORPORATE OBJECTIVE
Development of vast hydro potential at faster pace and optimum cost eliminating time and cost over-run. Completion of all ongoing projects within stipulated time frame. Ensure maximum utilization of installed capacity and help in better system stability. Generation of sufficient internal resources for expansion and setting up new projects. Corporate development with respect to the simultaneous Human Resources Development.

FINACIAL HIGHLIGHTS:
NHPC started generating power in the year 1982 with a turnover of Rs. 24 crore and made a net profit of Rs.8.0 crore in the first year. Since than the financial performance of NHPC has shown a north trend year after year. In the financial year 2006-07 the gross sales of the corporate on has increased to Rs.1963 crore and the net profit of the corporation has increased to Rs.925 crore and increase in the net profit of 24.5% from the previous financial year. The corporation has declared a dividend of Rs. 278 crore for the year 2006-07.

TANAKPURPOWERSTATION:

Installed Capacity Up rated Capacity Annual Generation Project Cost Beneficiary States : : : :

120 MW (3 X 40 MW). 94.2 MW (3 X 31.4 MW). 452 MU. Rs. 379.16 crore. U.P, Uttrakhand, J&K, Punjab, Haryana, Delhi, Chandigarh, Himachal Pradesh and Rajasthan.

Year of Commissioning:

1992.

TECHNICAL FEATURES:
Barrage for diverting Sharda river waters into the power channel. Surface power house with a total installed capacity of 120 MW. About 1.15 Km long tail race channel for discharging back the water from the Generating machines in to the Sharda River. 220 KV /132 KV switching station adjacent to the power house. 220 KV double circuit transmission line to Bareilly C.B. Ganj. 132 KV single circuit transmission line to Mahender Nagar, Nepal for evacuation of power.

The Power Station has 3 Kaplan turbines of 40 MW each. The (Kaplan type) Hydro turbines for the Tanakpur Power station are supplied by M/s BHEL. The turbine and generating equipment were manufactured against our purchase order in October 1985.The Generators are of the umbrella types which are also supplied by M/s BHEL. The elements of water path

of turbine viz. spiral casing, stay ring, guide apparatus, runner and draft tube have been worked out to get minimum overall dimensions of the unit, with high efficiency and good unit cavitations properties. Main attention in designing the machines was focused to obtain high hydraulic and operational qualities of the equipment and its complete reliability. The project area falls under gradation 4 on Richters scale and is not seismically active. Monsoons are heavy and covers the month of July to October, winter extends up to February and summer from March to June. Average rainfall is 1500 mm. During monsoon, in order to have silt free water for the power house, a silt excluder/ejector provided in between the barrage and power house in the power channel. About the manpower of the power station there total 370 employees working, which consist of 62 executive, 56 supervisors & 252 workmen.

NHPC Limited (Formerly known as National Hydroelectric Power Corporation Ltd.) Govt. of India Enterprise was incorporated in the year 1975 with an authorized capital of Rs. 2000 million and with an objective to plan, promote and organize an integrated and efficient development of

hydroelectric power in all aspects. Later on NHPC expanded its objects to include other sources of energy like Geothermal, Tidal, and Wind etc. At present, NHPC is a schedule 'A' Enterprise of the Govt. of India with an authorized share capital of Rs. 1,50,000 Million . With an investment base of over Rs. 2, 85,350Million Approx., NHPC is among the TOP TEN companies in the country in terms of investment.

INTRODUCTION TO PROMOTIONAL POLICY

The process of conceiving an idea of starting a company and developing it into a concrete reality through incorporation is called promotion. It is the primary stage of formation and refers to the sum total of activities of all those who participate in the building of the enterprise up to the organization of the company and completion of the plan to exploit the ideas. According to Heney "the process of organizing and planning the finances of a business enterprise under the corporate form is called promotion. The person who undertakes the responsibility of bringing a company into existence is called a promoter. The promoter may be a single individual or group of individuals. The promoter conceives the idea of for incorporation of a company. The promotion work may be undertaken for starting a new business or expansion of an existing business unit. Promotion involves the following steps:

Discovery of idea: The idea of starting the business enterprise is conceived by the promoter. The idea conceived should be applicable and feasible. At this stage, the promoter makes a rough estimate of probable incomes and expenditures of the business unit to be started. At the time of discovering the idea of starting the business, he makes an assessment about business risks, financial risks, investment risks, technical risks and commercial risks of the venture. This stage of promotion is primarily meant for thinking of an idea to start a company.

Preliminary Investigation: Preliminary investigation constitutes the second important stage of company promotion. At this stage the soundness of the business is studied by the promoter. The soundness of the venture is studied by ascertaining the hidden weakness of the plan and also finding whether the venture is suitable for the consumer or not. The promoter makes a rough estimate about the cost of the project, estimated sales and estimated income resulting from the venture. The viability and profitability of the project is accounted for while making preliminary investigation at promotion stage.

Detailed Investigation: The first and second stage of promotion has given a wide range of encouragement to the promoter and he got inspired at this stage. After preliminary investigation, the promoter goes for detailed investigation of his ideas with the help of different experts like engineer, chemist, financial experts and market analysis experts. Detailed investigation gives a good picture regarding the soundness of the project because at this stage the

promoter is in a better position to know the capital requirement, place of location, size of the unit, demand for the product in the market and the probable prices of the product. The knowledge about the various branches is obtained from the experts.

Assembling: When all the parameters of starting a company are found favorable at detailed investigation stage, the promoter goes for giving a concrete shape to the business. At detailed investigation stage, the promoter is satisfied regarding the practicability and profitability of the proposed venture. After being satisfied he proceeds for the next stage called assembling which means getting the support and consent of some other persons to act as directors or founders arranging suitable site for the company and arrangement for patents. At this stage all the steps for setting up a company is accounted for. The promoter also enters into contract with the government and other agencies for necessary clearance and license of the business.

Financing the proposition: Finance is the life blood of each and every business unit. In financing stage the promoter approaches bankers, financing institutions, underwriters, prospective investors and creditors to help in financing the proposition. The promoter also prepares prospectus which is written invitation to the public to subscribe for the paid-up capital. Promoter also takes necessary steps for incorporating a company and getting certificate of commencement.

PROMOTION POLICY AND RULES FOR NHPC EXECUTIVES

1. 1.1 SCOPE AND COVERAGE These Rules shall be called "Promotion Policy and Rules for NHPC Executives" and shall be applicable to NHPC Executives on the regular rolls of the Corporation including those who are out on deputation to some other Organization and are in the following executive grades: Grade Code 1 E-1 Scales of Pay (IDA) * 4 8000-290-300-330(2)-350-360-370-390-410-420440-460-470-480-13400 E-2 8600-330(2)-350-370-380-400-420-430-450-470490-510-530-540-14600 E-2A 10750-420-430-450-470-490(2)-530-540(3)-550(2)16750 E-3 E-4 E-5 E-6 E-7 E-8 E-9 13750-550-575-600-610-620-625-685(2)-18700 16000-660-685(4)-700(2)-20800 17500-630-685(2)-700(4)-22300 18500-700(2)-730-750-780-850-890-23900 19500-750-810-845-880-910-945-960-25600 20500-670(2)-850-900-950-980(2)-26500 23750-900-950-980(2)-990-28550

These rules shall not be applicable to executives who are appointed in a grade for a limited tenure, such as appointments on contract basis for a particular period / specific assignments etc., superannuated persons re-appointed in the Corporations service or are serving Corporation on extension of service after attaining the age of superannuation and to other executives appointed on a purely casual or temporary basis viz. Appointments on ad hoc, limited period etc.

1.3

Executives who are on deputation to NHPC or who retain lien on the service of the parent Organization shall not be covered by these rules. Similarly those executives who have been allowed to retain lien vide Office Order No. 17/94 dated 05.07.1994, will not be covered during the period of lien. In the event of an employee rejoining the Corporation after completion of lien period, he would be adjusted against the available vacancy in the same category and scale of pay which he was drawing before proceeding on lien. In case vacancy in the required category in the scale of pay is not available, supernumerary post may be created with the approval of CMD.

2.

DEFINITIONS

2.1

"Board" shall mean the Board of Directors of the Corporation.

2.2

"CMD" shall mean the Chairman & Managing Director of the Corporation.

2.3

"Competent Authority" shall mean the Chairman and Managing Director for promotions for the posts of Sr. Manager (E-6) and above and Director (HR) for the posts upto the level of Manager (E-5).

2.4

"Corporation" shall mean National Hydroelectric Power Corporation Limited and includes Projects / Units / Offices under its administrative control.

2.5

"Disciplinary Authority" shall mean an authority specified under NHPC Conduct Discipline and Appeal Rules.

"Executive" shall mean all regular employees of the Corporation at the level of Assistant Engineer /Assistant Officer and equivalent (E-1) in the scale of Rs. 6500-10500 (CDA) / 8000-13400 (IDA) and above upto and including the post of Executive Director (E-9) in the scale of Rs. 23750-28550 (IDA).

PROMOTION RULES 4.1 Promotion shall mean movement of an executive from a post in a lower grade to a post in the next higher grade along the line of promotion as defined herein. Jumping of scale(s) shall not be allowed. 4.2 All promotions shall be subject to completion of qualifying period and other requirements laid down in these rules. 4.3 Save otherwise provided hereunder, the promotion of Executives shall be on the basis of seniority, merit, efficiency, grade service and suitability for the higher posts and shall be based on availability of vacancies except as mentioned in para 4.7 and 4.8. 4.4 Promotions of Executives within the cluster of grades shall be on the basis of combined sanction for all the posts in the cluster. In other words, vacancy will not be a constraint for promotion within the cluster grades. 4.4.1 Notwithstanding the provisions of Rule 4.4 above, promotion of Secretarial personnel shall be vacancy oriented/availability of posts. (Rule 4.4.1 effective from 1.7.1997 included vide Part I Office Order No.61/98 dated 9.9.98)

4.5

Promotion to the post of Senior Manager and above will be subject to availability of vacancy.

4.6

The number of eligible executives to be considered for promotion in case of promotion by selection shall not exceed three times the number of vacancies available in various posts.

4.7 4.8

Promotions up-to Manager shall be based on seniority subject to suitability. Promotion to the post of Sr. Manager and above shall be by selection based on merit with seniority taking secondary role. Seniority will, however, be the deciding factor between officers securing equal marks. The DPC shall interview the eligible managers and above as the case may be to assess their suitability for promotion to the post of Sr. Manager and above.

4.9.

Qualifying period, as fixed, shall be to determine the eligibility of executives for consideration for promotion to the next higher grade / post and hence mere fulfillment of eligibility criteria will not confer any right on promotion to the executive or even right for consideration for promotion if not covered under sub-para 4.6 above.

4.10

In case where an executive is senior in the seniority list but has not completed the qualifying service on the relevant cutoff date, he shall also be considered for promotion along-with his juniors (who have completed the qualifying service on the relevant cutoff date). This dispensation shall, however, be given to an executive only once in his entire service career. The short fall in the qualifying period of the senior employee Vis-a Vis his junior in the same panel will be notional and with effect from the date the employee completes eligibility period for promotion. His inter-se-seniority shall also remain unaltered unless determined otherwise by the DPC (in case of promotion by selection only).

5. 5.1

CLUSTERS OF SCALES / GRADES For the purpose of promotion and career planning of executives, scales of pay shall be grouped in the following cluster :

Cluster A

Grade Code E-2, E-2A, E-3, E-4 & E-5

Scale of pay (IDA) (in Rs) 8600-330(2)-350-370-380-400-420-430450-470-490-510-530-540-14600

6. 6.1

SENIORITY All the Executives of the corporation will be grouped in four broad cadres, namely Technical, Finance, Human Resources and others. The broad cadres shall be sub-divided into smaller cadres for the purpose of seniority and line of promotion as under:-

a)

Technical Cadre - Civil Engineering Power Engineering (Electrical Engineering, Electronics and Mechanical

Engineering) - Geology including Geo-physics and Research (vide O/o No.30/2000 dated 20.4.2000). - Environment - Contracts & Procurement

b)

Executives who are initially appointed for Contracts & Procurement division shall be allowed to exercise their option to switch over to other disciplines.

c) d)

Human Resources Other Cadres - Medical

6.2

Officers posted to Vigilance Department & HRD Division on tenure appointment shall continue to carry their seniority in their parent sub-cadre.

6.3

The sub cadres of Technical Cadre shall merge in the Broad Technical Cadre for promotion to the post of General Manager.

6. A.

Line of Promotion (i) The line of promotion of Assistant Executive Draftsman (E-I) shall be upto the level of Executive Draftsman i.e. E-2A scale. (ii) The line of promotion of Assistant Photo Officer (E-I) shall be upto the level of Photo Officer i.e. E-2A scale. The Executives holding higher posts / scale of pay other than those indicated in (i) and (ii) above shall be personal to the individuals. (Rule 6.A included vide Office Order No. 23/98 dated 27.3.1998.

7.

For the purpose of promotion to E-2 grade, following quota shall be provided for internal officers :

Categories

Promotion

Direct Recruitment

Not (i) Technical Cadre (ii) HR and F&A 25% 25% 75% 75%*

8.

MINIMUM QUALIFYING PERIOD The qualifying period for promotion shall be as under:

Salary Grade From To

Qualifying Period Diploma Holders/ Graduate Engineering Graduates/ Professionally Qualified (Years) (Years)

E-1 E-2 E-2A E-3

E-2 E-2A E-3 E-4

4 1 5 5

3 1 4 4

E-4 E-5 E-6 E-7 E-8 8.1

E-5 E-6 E-7 E-8 E-9

5 -

4 3 3 4 2

In order to encourage employees to acquire higher educational qualifications leading to improved performance, due weight age has been provided in the qualifying period for promotion.

8.2

An officer who is a Diploma Holder in Engineering in Technical Cadre shall be considered for promotion beyond the post of Manager only after he acquires qualification equivalent to Degree in Engineering. Similarly, an officer who is Graduate in F&A and HR Cadre shall be considered for promotion beyond the post of Manager only after he acquires professional qualifications as enumerated in Annexure to this policy.

8.3

For promotion to Executive post (E-1) level from the Supervisory Cadre in F&A and HR cadres, the minimum qualification shall be Graduate.

8.4

Since linkage of promotion to educational qualification has been introduced in this policy, it has become necessary to provide time to the existing employees to acquire the required educational qualification. Those employees who do not possess the requisite qualification, will be considered for the promotion to the next higher grade on their becoming eligible for promotion, but they will become eligible for further promotion only after acquiring of the requisite qualifications.

8.5

EOL on medical grounds up to the permissible limits defined in the Leave Rules of the Corporation shall count as qualifying period for promotion.

8.6

Period spent on Extra Ordinary Leave (EOL) for prosecuting higher scientific, technical /professional studies, provided such a study is in the interest of the Corporations work and is helpful in the efficient discharge of duties of the Executives shall also count as qualifying period for promotion, provided further; the employee completes his study successfully.

8.7

The period on probation shall be counted towards qualifying period for considering an executive for promotion under this rule. The extended period of probation shall not be counted towards eligibility period for promotion

8.8

The executives of NHPC going on deputation to some other PSUs/Autonomous Body/ Central Government shall be entitled for Performa promotion in NHPC. The promotion will be effective only after the executive reverts back to the Corporation.

8.9

Period spent on extra ordinary leave (EOL) on any ground other than the grounds as given above in paras 8.5 and 8.6 shall not be counted as qualifying period for considering an executive for promotion under these rules.

8.10 (a)

The following shall exclude from eligibility period for further promotion:The period of stay by an employee at a particular Project / Station / Office where he has been posted on request directly by self verbally or in writing or at the behest of the Project Head or through request made by fellow employee, representation or through external pressure for transfer to a particular Region / Station

(b)

The period of an employee under transfer who does not join his new place of posting after relieving within the stipulated period for any reason, whatsoever.

9.

APPRAISAL SYSTEM / PERFORMANCE APPRAISAL REPORT (PAR)

9.1

Performance appraisal system in operation for the executives of the Corporation as modified from time to time, will generally provide the basis for determination of merit, efficiency, potential and suitability of an executive for position of higher responsibility in the appropriate higher grade / post.

9.2

The appraisal year will be the Calendar year beginning from the first of January, up-to the 31st of December for all Executives.

9.3

Performance Appraisal Report for any period less than four months in an appraisal year shall not be taken into consideration for the purpose of promotion. However, where two or more reports are written in any appraisal year by reason of any executive having been posted under different officers, the Appraisal Report for the longer duration shall be taken into account.

9.4

In case where an executive has been granted extra ordinary leave (EOL) on grounds as given in para 8.5 and 8.6 above, the Performance Appraisal Report (PAR) for the period he remains on EOL (on grounds as given in paras 8.5 and 8.6) shall be the same as the PAR written just before the employee proceeds on EOL.

9.5

Except in case of fresh appointments, the DPC shall consider Appraisal Reports for a period of five years immediately preceding the year of assessment including the last appraisal report. In case of fresh appointment where five appraisal Reports may not be available, the DPC shall take into consideration all appraisal Reports for the period of eligibility and average of 4 reports shall be taken as the rating for the 5th year.

9.6

The appraisal system will be on a 5 point scale i.e. "Outstanding", "Very Good", "Good", "Average" and "Poor", as defined in the Appraisal Formats.

9.7

The DPC in case of wide variance in the appraisal ratings of Initiating Officer / Reviewing Officer / Accepting Officer, which is not supported by reasons, may moderate the appraisal rating keeping in view the performance reflected in the earlier Appraisal Reports.

9.8

The Departmental Promotion Committee shall be constituted only once in a year effective from 1st April.

10.

CONSTITUTION AND ROLE OF DEPARTMENTAL PROMOTION COMMITTEE (DPC)

10.1

CMD shall have the powers to constitute the Departmental Promotion Committee (DPC) as considered appropriate by him, from time to time.

10.2

DPC shall consider the suitability or otherwise of the eligible employees/executives for promotion to the appropriate next higher grade/post, on the basis of their qualification, service in the grade, performance and potential as reflected in the Appraisal Reports, Interview (wherever applicable) and other documents, relevant records in the personal files and any other information/reports having a bearing on the suitability for assuming positions in the next higher grade / post.

10.3

The DPC shall take into consideration the Performance Appraisal Reports for the last five years immediately preceding the cut out date of consideration for promotion. In case of fresh appointee, the average of four appraisal reports shall be taken as rating for the fifth year.

10.4

While considering promotions to the grade / post of Engineer (E-2) and above upto and including the grade/post of Manager (E-5) after taking into account all relevant factors, the DPC will award upto a maximum of 10 marks to each eligible executive keeping in view:

10.4.1 The desirability of according special recognition to experience and performance in the discipline consistent with the companys priorities. 10.4.2 The need to ensure uniformity, consistency and equitability. 10.4.3 Potential and suitability for the specific job position to which he is to be promoted.

10.4.4 General conduct, personality, aptitude, sense of involvement, commitment to the organization etc. and 10.4.5 The upward or downward trend in the appraisal ratings. In case of upward trend, the DPC might consider awarding higher marks as compared to the cases where there has been a downward trend, other things remaining equal. 10.5 The DPC shall interview executives in the grades of E-5 and above with a view to ascertain their suitability for the next higher position. Marks for interview shall be awarded by the DPC taking into consideration factors like educational qualifications, professional knowledge, ability to reason out logically, presentation of ideas coherently, environmental awareness, leadership, potential for decision making, communication skills, commitment to the organization etc. 10.6 Subject to fulfillment of the principles, minimum criteria and other conditions as laid

down herein and subject to other relevant rules and orders in force in the Corporation, the DPC shall recommend for the approval of the Chairman and Managing Director or any competent authority, a panel of names of eligible employees / executives, who are considered suitable for promotion to positions in the next higher grades/ posts. Where the CMD himself is the Chairman of the DPC, the said panel shall be deemed to have been approved. The panel so approved shall constitute the basis and authority for promotion of employees / executives to the appropriate higher grade / post. 10.7 HR Department shall provide all necessary support to the DPC including constitution and convening of meetings of DPC, recording of minutes, furnishing of information and records, analysis and report on the Appraisal Ratings, available vacancies, etc.

11.1

Promotion of these categories shall be on the basis of seniority subject to suitability and factors as mentioned herein shall be taken into consideration.

11.2

HR Department shall prepare a statement of all eligible candidates and submit to the DPC along with the Performance appraisal Report (PARs) of the candidates.

11.3

PERFORMANCE APPRAISAL REPORTS - 25 MARKS Performance Appraisal Reports shall constitute 25 marks in all. The appraisal system will be on a five points scale i.e. Outstanding, Very good, Good, Average and Poor. Each of these ratings has been defined in the formats of Appraisal reports. For the purpose of aggregation marks shall be allotted to various ratings as under Outstanding Very Good Good Average Poor 05 04 03 02 00

11.4

An executive whose Performance Appraisal report in any of the last three years is poor immediately preceding the year of consideration shall not be considered for promotion by the DPC, Adverse entries in the PAR shall also be taken into consideration by the DPC. While considering suitability of an executive for the next higher grade / post, DPC shall take the following factors into consideration:

11.4.1 Adverse remarks communicated to the individual, if any. 11.4.2 Integrity and / or case of moral turpitude; and 11.4.3 Potential evaluation as reflected in PARs. 11.5 WEIGHTAGE FOR SENIORITY - 30 MARKS The DPC shall award a total of 30 marks for seniority in the grade. 5 marks shall be awarded per year of service in the grade subject to the maximum of 30 marks. Note: In case of Promotions from E-1 to E-2, 20 marks will be awarded towards the eligibility period irrespective of qualifying period 3/4 years. For subsequent each completed year in the grade, additional 5 marks per year of service will be awarded to a maximum of 30 marks in total. 11.6 QUALIFYING MARKS

Marks secured by each eligible candidate in terms of sub-paras 10.4, 11.3 and 11.5 shall be aggregated and those securing a minimum of 36.4 marks in case of General Candidates and 31.2 marks in case of SC / ST Candidates shall qualify for promotion subject to the condition that the candidate must secure a minimum of 17 marks in case of General Candidates and 15 marks in case of SC / ST Candidates in Performance Appraisal Report 11.7 SENIORITY ON PROMOTION On promotion, the inter-se seniority of an executive in the lower grade / post shall remain unchanged. 12. PROMOTION FROM MANAGER (E-5) TO SENIOR MANAGER (E-6) AND ABOVE. 12.1 Promotion from Manager to senior manager and above shall be based on selection with

seniority taking a secondary role and factors as mentioned here in below shall be taken into consideration. 12.2 PERFORMANCE APPRAISAL REPORTS - 60 MARKS Performance Appraisal Reports shall constitute 60 marks in all. The appraisal system will be on a five points scale i.e. Outstanding, Very good, Good, Average and poor. Each of these ratings has been defined in the formats of appraisal reports. For the purpose of aggregation marks shall be allotted to various ratings as under:

Outstanding Very Good Good Average Poor 00

12 10 08 06

12.3

An executive whose Performance Appraisal report for any of the three years is poor immediately preceding the year of consideration shall not be considered for promotion by the DPC. Adverse entries in the PARs shall also be taken into consideration by the DPC. The minimum qualifying marks for promotion in PAR shall be 46.

12.4 INTERVIEW 30 MARKS The DPC will award up-to a maximum of 30 marks to each eligible executive for interview in terms of sub-para 10.5 above, keeping in view the relevant factors defined therein. 12.5 QUALIFYING MARKS Marks secured by each eligible candidate in terms of sub-paras 12.2 and 12.4 shall be aggregated. To qualify for promotion each eligible candidate must secure a minimum aggregate of 58.5 marks in case of General Candidates and 54 marks in case of SC/ST Candidates subject to the condition that the candidate must secure a minimum of 15 marks in case of General Candidates and 13 marks in case of SC/ST Candidates in the interview. 12.6 CRITERIA FOR PROMOTION While preparing panel for promotion from Manager to Senior Manager, unless there is difference of three marks, the seniority should not be disturbed. But in case of promotion to chief Engineer / Chief and above the panel of officers for promotion shall be strictly on merit.

13. 13.1

TRANSFER ON PROMOTION If any executive is promoted and transferred to another project / unit/ office, his promotion shall become effective from the notified date only after assumption of charge at the new station of posting in terms of para 13.3 below.

13.2

In case any executive who is promoted and transferred to another project / unit/ office refuses to accept the orders or fails to join within the stipulated period, he shall forfeit his promotion.

13.3

A period of one month, including normal joining time shall be given to an executive to join his new place of posting on transfer. In case an executive cannot assume charge because of personal reasons or due to exigency of corporations work, this period can be relaxed by one more month with the approval of Director (HR)/ CMD as the case may be.

14. 14.1 14.2

TIME FOR CONSIDERING PROMOTIONS Promotions shall be considered once a year. The promotion shall be effective from 1st April, or the date of issue of order as may be specified. This is, however, subject to para 13 above.

15. 15.1

PROBATION ON PROMOTION All Executives promoted to the grades of Senior manager ( E-6) and above shall be placed on probation for a period of one year. Depending on performance, the probationary period may be extended. The period of probation will not be deemed to have been completed unless informed in writing. Order regarding clearance of probation period will be issued within one month from completion of probationary period.

PRESCRIBED MINIMUM QUALIFICATIONS FOR DIFFERENT DISCIPLINES FOR CONSIDERIG PROMOTION BEYOND THE POST OF MANAGER

S.No.

Discipline

Qualification prescribed

Post Graduate Diploma in Personnel Management (Two years duration) from recognized university / institution or Masters 1 Human Resources*1 Degree in Business Administration with specialization in Personnel Management and Industrial Relations or Master of Social Work. Corporate Communication*2 Post Graduate Diploma in Public Relations, Journalism or equivalent Institution. CA/ICWA or Post Graduate Degree in Business management 3. Finance (Two years duration) with Specialization in Finance and Accounts from recognized University or Institution. 4. Library Post Graduate Diploma ( one year duration) in Library Science or Bachelors Degree (Two years duration ) in Library Science. Degree in Physics or Chemistry with (a) Advance Diploma from National Fire Service College 5. Fire & Safety (NFSC), Nagpur or pass in Graduateship examination of Institute of Engineers, England or equivalent. (b) Degree or Diploma in Industrial Safety and recognized Diploma in any branch or Engineering or Technology. 6. 7. Research Environment M.Sc. from recognized University. Masters Degree in Subjects viz. Environment / Botany / Zoology / Geology / Forestry / Horticulture / Sociology / Social Work. qualification from recognized University or

2.

8.

IT *3

B.E./ MCA/ Level "B" Examination from Institution approved by Department of Electronics.

Consultancy

Masters in Business Administration with specialisation in

Marketing Management / Business Development.

PROMOTION POLICY AND RULES FOR SUPERVISORS 1 TITLE These rules shall be known as Promotion Policy and Rules for Supervisors. 2 PRINCIPLE AND OBJECTIVE The guiding principles underlying the Promotion Policy of the Corporation aim at providing and maintaining the appropriate resources and environment for the effectiveness, efficiency and satisfaction of its employees and motivating them to apply and develop their abilities and capacities to achieve the objectives of Organization. It will be the Policy of the Corporation to provide its employees with appropriate opportunity,

encouragement, and career growth consistent with their contribution to the growth of the Organization, on the basis of the following basic principles:

A. ensures fairness, consistency and uniformity in the matter of Promotion of employees in the establishment of the Corporation;

B. provides broad equality of opportunity in growth and career prospects;

C. creates and sustains the morale of the employees by informing them of the kind of career promotion opportunities that exist in the organization and the basis of the manner in which promotions will be effected.

3.

DEFINITIONS

3.1

Board shall mean the Board of Directors of the Corporation

3.2

CMD shall mean the Chairman & Managing Director of the Corporation.

3.3

Competent Authority shall mean the General Manager (HR) for promotion of Supervisors to Executive Grade E-1 and Chief (HR) for promotion within Supervisory post(s)

3.4

Corporation shall mean National Hydroelectric Power Corporation Limited and includes Projects / Power Stations / Units / Offices under its administrative control.

3.5

Disciplinary Authority shall mean an authority specified under NHPC Conduct Discipline and Appeal Rules.

3.6

"Supervisor" shall mean all regular employees of the Corporation in the supervisory post(s) classified in Rule 4 below.

4.

CLASSIFICATION For purposes of promotion, employees of supervisory category are classified as under: Supervisory Post(s) (Grade Code) S-1 Rs. 7900-3 5%-13700 Pay Scales

S-2 S-3 S-4

Rs. 8600-3.5%-14920 Rs. 9300-3.5% 15590 Rs. 10000-4%-16000

5.

PROMOTION RULES i. Promotions in the Supervisory level i.e., S-1 to S-2, S-2 to S-3, S-3 to S-4 and S2/S-3/S-4 to E-1 being central post(s), shall be made centrally by the Corporate Office ii. Promotions within the Supervisory Group will be based on seniority subject to suitability i.e., the senior most person shall be promoted first than his junior unless the senior is found unfit for promotion. iii. Promotions within the Supervisory Post(s) will be time bound as per qualifying period prescribed in Rule 6 without any vacancy constraints, subject to fulfillment of other conditions for promotion. iv. Promotions from Supervisory Post(s) to Executive Grade E-1 will be subject to availability of vacancy, interview, written & trade test to ascertain their suitability. Marks for interview shall be awarded by the DPC taking into consideration factors like educational qualifications, professional knowledge, and presentation of ideas coherently, communication skills, commitment to the organization etc. v. Selection for promotion from Supervisory post(s) to Executive Grade E-1 shall be made on the basis of merit with seniority taking secondary role. vi. The qualifying period as fixed will only enable the employee for consideration" for promotion to the higher grade; completion of such period will not confer any right on any employee for automatic promotion to higher grade.

vii.

The promotions from Supervisory post(s) to Executive post (E-1) will be in the existing designations or as notified from time to time

viii.

Health status of the Supervisors ascertained under Compulsory Health Check-up Scheme shall be taken into consideration by the DPC before considering the case for promotion.

6.

QUALIFYING PERIOD

a.

The qualifying period for promotion from one grade to the next higher

grade

in

Supervisory post/s shall be as under:-

From S-1

To S-2

Qualifying Period 5 Years

Remarks -

S-2 S-3

S-3 S-4

5 Years 10/15 years

Engineering Disciplines: 10 years for Supervisors having ITI / professional certificate in the relevant trade & 15 years for other cases Non-Engineering Disciplines: 10 years for Supervisors having Intermediate / 10+2 & 15 years for other cases Executive grade E-1

b. The qualifying period for promotion from Supervisory grade(s) to the shall be as under:-

Requisite qualification for promotion to Executive Grade E-1

Discipline Engineering/Survey

Requisite qualification(s) 3 years Diploma in Engg. in relevant discipline / 3 years Diploma in survey

Human Resource

Graduation, shall be designated as AAO Graduation with PG Dip. in Personnel Management / IR / HR shall be designated as APO

Secretarial Security Finance

Staff, Graduate

Photography, Vigilance,

Graduation with SAS / SAE / CA(Inter) / ICWA (Inter) / MBA(Finance) or equivalent

IT&C Draughtsman Library

Graduation with A level Examination / BCA / B.Sc.(IT) ITI in Draughtsman ship (2 years duration) Graduation with 1 year P.G. Diploma in Lib. Science / B. Lib. Science

Public Relation Law Hindi

Graduation with 1 year Diploma in PR / Journalism LL.B.(3 years duration) P.G. in English with Hindi as a subject in Graduation or P.G. in Hindi with English as a subject in Graduation

Analyst/Statistics

Post Graduation in Economics/Maths/Statistics

6.1

Having regard to the consideration that 'qualifying period' for promotion mentioned in Rule-6 above of these Rules is reckoned as on 1st April of a year in term of what is stipulated in Rule -5 of Seniority Rules which, in effect, may debar an employee otherwise 'senior' under Rule-2 of "NHPC Rules for regulating seniority of employees" vis-a-vis his junior in certain circumstances, in such cases, the 'senior' employee will be considered for promotion along with his 'juniors' (who have completed the qualifying period of service under Rule-6 of these Rules).

6.2 The shortfall in the qualifying period of the senior employee vis-a-vis his junior in the same panel will be notional and financial effect to the senior employee will be given w.e.f. the

date the employee completes eligibility period for promotion; this dispensation will, therefore, be given only once in the entire service career of the concerned employee. 6.3 EOL on medical grounds up to the permissible limits defined in the Leave Rules of The Corporation shall count as qualifying period for promotion.

6.4

Period spent on Extra Ordinary Leave (EOL) for prosecuting higher scientific, technical/professional studies, provided such a study is in the interest of the Corporation's work and is helpful in the efficient discharge of duties of the supervisor shall also count as qualifying period for promotion, provided further, the employee completes his study successfully.

6.5

The period on probation shall be counted towards qualifying period for considering a supervisor for promotion under this rule. The extended period of probation shall not be counted towards eligibility period for promotion.

6.6

The supervisors of NHPC going on deputation to some other PSUs / Autonomous Body / Central Government shall be entitled for Performa promotion in NHPC. The promotion will be effective only after the supervisor reverts back to the Corporation.

6.7

Period spent on extra ordinary leave (EOL) on any ground other than the grounds as given above in paras 6.3 and 6.4 shall not be counted as qualifying period for considering a supervisor for promotion under these rules.

6.8 (a)

The following shall exclude from eligibility period for further promotion:The period of stay by an employee at a particular Project / Station / Office where he has been posted on request directly by self verbally or in writing or at the behest of the

project Head or through request made by fellow employee, representation or through external pressure for transfer to a particular Region / Station. (b) The period of an employee under transfer who does not join his new place of posting after relieving within the stipulated period for any reason, whatsoever."

7. 8.

TIME FOR CONSIDERING PROMOTIONS CONSTITUTION AND ROLE OF DEPARTMENTAL PROMOTION

COMMITTEE (DPC)

8.1

Chief (HR) shall have the powers to constitute the Departmental

Promotion Committee

(DPC) once a year. 8.2 DPC shall consider the suitability or otherwise of the eligible supervisors for promotion to the appropriate next higher grade/post, on the basis of their qualification, service in the grade, performance and potential as reflected in the Appraisal Reports and other documents, relevant records in the personal files and any other information/reports having a bearing on the suitability for assuming positions in the next higher grade / post.

8.3

The DPC shall take into consideration the Performance Appraisal Reports for the last five years immediately preceding the cut out date of consideration for promotion. In case of fresh appointee, the average of four appraisal reports shall be taken as rating for the fifth year.

8.4

Subject to fulfillment of the principles, minimum criteria and other conditions as laid down herein and subject to other relevant rules and orders in force in the Corporation, the DPC shall recommend for the approval of the competent authority, a panel of names of eligible supervisors, who are considered suitable for promotion to positions in the next

higher grades / posts. The panel so approved shall constitute the basis and authority for promotion of supervisors to the appropriate higher grade / post.

8.5

Human Resources Department shall provide all necessary support to the DPC including constitution and convening of meetings of DPC, recording of minutes, furnishing of information and records, analysis and report on the Appraisal Ratings, available vacancies, etc. Personnel Department shall prepare a statement of all eligible candidates and submit to the DPC along with the Performance Appraisal Reports (PARs) of the candidates.

9.

PROMOTION FROM Grade S-1 to Grade S-2, Grade S-2 to Grade S-3 and Grade S-3 to Grade S-4

9.1

PERFORMANCE APPRAISAL REPORTS -25 MARKS

9.1.1 Performance Appraisal Reports shall constitute 25 marks in all. The appraisal system will be on a five points scale i.e. Outstanding, Very good, Good, Average and Poor. Each of these ratings has been defined in the formats of Appraisal reports. For the purpose of aggregation marks shall be allotted to various ratings as under: -

Outstanding

05

Very Good Good Average Poor 9.1.2

04 03 02 00

A supervisor, whos Performance Appraisal Report in any of the last three years is poor

immediately proceeding the year of consideration, shall not be considered for promotion by the DPC, Adverse entries in the PAR shall also be taken into consideration by the DPC. While considering suitability of a supervisor for the next higher grade / post, DPC shall take the following factors into consideration: i Adverse remarks communicated to the individual, if any.

ii Integrity and / or case of moral turpitude; and iii Potential evaluation as reflected in PARs.

9.2

QUALIFYING MARKS Those securing a minimum of 15 marks in case of General candidates and 13 marks in case of SC/ST candidates shall qualify for promotion.

9.3

SENIORITY ON PROMOTION On promotion, the inter-se seniority of a supervisor in the lower grade/ post shall remain unchanged.

10. 10.1

PROMOTION FROM Grade S-2, S-3, S-4 to Grade E-1 PERFORMANCE APPRAISAL REPORTS -25 MARKS

10.1.1 Performance Appraisal Reports shall constitute 25 marks in all. The appraisal system will be on a five points scale i.e. Outstanding, Very good, Good, Average and poor. Each of these ratings has been defined in the formats of appraisal reports. For the purpose of aggregation marks shall be allotted to various ratings as under:

Outstanding Very Good Good Average Poor 00

05 04 03 02

10.1.2 A supervisor, whos Performance Appraisal Report in any of the last three years is poor immediately proceeding the year of consideration, shall not be considered for promotion by the DPC, Adverse entries in the PAR shall also be taken into consideration by the DPC. While considering suitability of a supervisor for the next higher grade / post, DPC shall take the following factors into consideration:

i ii iii

Adverse remarks communicated to the individual, if any. Integrity and / or case of moral turpitude; and Potential evaluation as reflected in PARs.

10.2

WRITTEN & TRADE TEST 45 Marks

Eligible candidate will have to qualify written test and trade test carrying 45 marks in which he has to secure 25 marks. 10.3 MARKS FOR INTERVIEW -30 MARKS Eligible candidate will be subject to interview by the committee to test his/her professional knowledge, aptitude and attitude for assuming executive post and will be awarded a maximum of 30 marks. 10.4 QUALIFYING MARKS Those securing a minimum of 58 marks with minimum 25 marks in written & trade test, 18 marks in interview and minimum 15 marks in PARs in case of General category candidates; 53 marks with minimum of 25 marks in written & trade test, 15 marks in interview and minimum 13 marks in PARs in case of SC/ST candidates shall qualify for promotion.

10.5

SENIORITY ON PROMOTION On promotion to Executive Grade E-1, seniority will be strictly on the basis of merit.

11.

PROCEDURE TO BE FOLLOWED IN RESPECT OF CANDIDATES CALLED FOR INTERVIEW FOR PROMOTION BUT DO NOT ATTEND / DECLINE ORDER.

11.1 An employee in supervisory grade who has been called for interview for considering promotion to the next higher grade / post declines to attend the interview, shall be considered again only in the next DPC.

11.2

In case a supervisor due to reasons beyond his control such as late receipt of intimation, blockade of roads due to landslides, self-sickness is unable to attend the interview; he shall be given another opportunity for consideration before the same DPC. However, the DPC proceedings could be finalized subject to equal numbers of vacancies are not filled up till the case of such supervisors is finalized.

12.

PROCEDURE FOR DEALING WITH PROMOTION OF SUPERVISOR AGAINST PENDING. WHOM ENQUIRY / DISCIPLINARY PROCEEDINGS ARE

12.1

Supervisor falling in any of the categories mentioned in sub-paras 12.1.1 to 12.1.4 below shall not be debarred from consideration for promotion. For such supervisor, 'the sealed cover procedure' shall be followed;

12.1.1 12.1.2

Supervisor placed under suspension. Supervisor against whom a charge sheet has been issued on allegation of corruption, bribery or other misconduct and / or enquiry is in progress either by the CBI or any other agency, departmental or otherwise.

12.1.3 Supervisor against whom disciplinary proceedings are pending or a decision has been taken to accord sanction for prosecution.

12.1.4

Supervisor against whom prosecution for a criminal charge is pending or sanction for prosecution is issued or a decision has been taken to accord sanction for prosecution.

12.2

In case of Supervisor covered under sub-para 12.1 above, a certificate shall be furnished by the concerned Disciplinary Authority to Vigilance Section in Corporate Office, who will in turn give vigilance clearance in respect of these supervisors eligible for consideration for promotion

12.3

The DPC shall assess the suitability of the Supervisor coming within the purview of the circumstances mentioned in sub-para 12.1 above along-with other eligible candidates without taking into consideration the disciplinary case / criminal prosecution pending or

contemplated against the Supervisor or where the investigation is in progress and the assessment of the DPC including" Unfit for promotion", shall be kept in a sealed cover. The cover shall be super scribed 'Findings regarding suitability for promotion to the grade / post of _________ in respect of Shri __________ (name of the Supervisor). Not to be opened till the termination of the disciplinary case / criminal prosecution against Sh __________. The proceedings of the DPC need only contain the note "the findings are contained in the attached sealed cover." 12.4 The procedure outlined in para 12.3 above, shall be followed by the subsequent DPCs convened till the disciplinary case/ criminal prosecution/ investigation pending or contemplated against the Supervisor concerned is concluded. 12.5 On the conclusion of the disciplinary case / criminal prosecution or an investigation which results in dropping of allegation or complaints against the Supervisor, the sealed cover or covers shall be opened. 12.6 In case the Supervisor is completely exonerated, the due date of his promotion will be determined with reference to the position assigned to him in the findings kept in the sealed cover / covers and with reference to the date of promotion of his next junior on the basis of such position. The Supervisor may be promoted notionally with reference to the date of promotion of his junior. However, whether the Supervisor concerned will be entitled to any arrears of pay for the period of notional promotion preceding the date of actual promotion, and if so to what extent, will be decided by the Appointing Authority by taking into consideration all the facts and circumstances of the disciplinary proceeding / criminal prosecution. Where the authority denies arrears of salary or part of it, it will record its reasons for doing so. It is not possible to anticipate and enumerate exhaustively all the circumstances under which such denials of arrears of salary or part of it may become necessary. However, there may be cases where the proceedings whether disciplinary or criminal are for example delayed at the instance of the employee or the clearance in the disciplinary proceedings or acquittal in the criminal proceedings is with benefit of doubt or on account of non-availability of evidence due to the acts attributable to the employee, etc. These are only some of the circumstances where such denial can be justified.

12.7

If any penalty, minor (including censure) or major, is imposed on the Supervisor as a result of the disciplinary proceedings or if he is found guilty in the criminal prosecution against him, the findings of the sealed cover/covers shall not be acted upon and his case for promotion shall be considered by the next DPC in the normal course and having regard to the penalty imposed on him.

12.8

Cases of all Supervisors in respect of whom DPC proceedings have been kept in sealed covers shall be reviewed after six months from the date of convening of the DPC, by a Committee duly constituted by CMD, keeping in view the progress made in the disciplinary proceedings / criminal prosecution and further measures to be taken to expedite their completion.

12.9

Whenever some penalty (minor or major) is imposed on the Supervisor as a result of the disciplinary proceeding, he shall not be considered for promotion by the DPC until the period of his penalty comes to an end.

13. 13.1

EXTENDED PROCEEDINGS In cases where the disciplinary / court proceedings are not concluded even after the expiry of two years from the date from which the Supervisor had first been considered for promotion but his promotion had been kept in abeyance because of such proceedings, provided the supervisor is not under suspension, the Competent Authority shall review his case to consider the desirability of giving him ad hoc promotion keeping in view the following aspects:

13.1.1

Whether the promotion will be against the Corporation's interest;

13.1.2 13.1.3 13.1.4

Whether the charges are grave enough to warrant continued denial of promotion; Whether there is no likelihood of the case coming to a conclusion in the near future; Whether the delay in the finalization of proceedings, departmental or in a court of law or the investigation is not directly or indirectly attributable to the employee concerned; and

13.1.5

Whether there is any likelihood of misuse of official position which the employee may occupy after ad hoc promotion, which may adversely affect the conduct of the departmental case / criminal prosecution. The appointing authority should also consult the Central Bureau of Investigation and take their views into account where departmental proceedings or criminal prosecution arose out of the investigations conducted by the Central Bureau of Investigations.

13.2

In case the disciplinary authority comes to the conclusion that it would not be against the Corporation's interest to allow ad hoc promotion to the Supervisor, his case shall be placed before the Competent Authority after the expiry of two years period to decide whether the Supervisor is suitable for promotion on ad-hoc promotion or not when the

13.3

Where a decision is taken to promote a Supervisor on ad-hoc as indicated above, an order of promotion shall be issued making it clear in the order itself that

13.3.1 The promotion is being made on purely adhoc basis and the ad-hoc promotion shall not confer any right for regular promotion, and 13.3.2 The promotion shall be "until further orders". It shall also be indicated in the orders that the Competent Authority reserves the right to cancel the ad-hoc promotion and revert the supervisor to the grade/post from which he was promoted at any time. 13.4 Where the Supervisor concerned is acquitted in the criminal prosecution on the merits of the case or is fully exonerated in departmental disciplinary proceedings, or the investigation did not lead to criminal prosecution / disciplinary proceedings, the ad-hoc promotion, already made shall be confirmed and the promotion treated as a regular one from the date of the adhoc promotion with all attended benefits.

13.5

Where the acquittal in a court case is not on merits in the criminal prosecution but purely on technical grounds and the Corporation either proposes to take up the matter to higher court or to proceed against the Supervisor departmentally or if the Supervisor is not exonerated in the departmental proceedings, the ad-hoc promotion granted to him shall be brought to an end.

13.6

Where the acquittal by the court is on technical grounds and the Corporation does not propose to go in appeal to a higher court or to take further departmental action, promotion shall be regulated in the same manner as if the supervisor had been acquitted by the Court on merits as given in para 13.4 above.

13.7

A Supervisor shall be granted only one ad-hoc promotion and shall not be considered for any subsequent promotion regular or ad-hoc notwithstanding the fact he has completed the qualifying service with reference to the date of his ad hoc promotion.

13.8

A Supervisor who is recommended for promotion by the DPC but in whose case any of the circumstances mentioned in para 12.1 above arise after the recommendations of the DPC are received but before he is actually promoted shall be considered as if his case has been placed in sealed cover by the DPC and he shall not be promoted until he is completely exonerated of the charge against him and all other rules mentioned above shall be applicable in his case also.

14. 14.1

EFFECT OF PENALTY ON PROMOTION In case where any employee is awarded any minor penalty under the Conduct, Discipline

& Appeal Rules, he shall be debarred for promotion for a period of one year. 14.2 In case where any employee is awarded major penalty under the Conduct, Discipline & Appeal Rules, he shall be debarred for promotion for a period of two years. 15. APPEALS

A Supervisor who is aggrieved by an order of promotion on the ground that he has been superseded may appeal or represent his case to the competent authority through proper channel.

Representations / appeal must be submitted within 45 days of the date of notification of promotion. 16. RESERVATION OF POSTS The directives of Central Government regarding reservation of posts for Scheduled Castes, Scheduled Tribes, Ex-Servicemen and other categories, if any, issued from time to time, shall be followed. 17. RELAXATION The Chairman & Managing Director at his discretion can relax any of these Rules to mitigate the cases of hardship or to meet organizational requirements.

PROMOTION POLICY OF WORKMEN, TEACHING AND PARAMEDICAL STAFF APPLICABILITY This scheme will be applicable to regular *2 workmen covered under Industrial Disputes Act, 1947 and come into force. The line of promotion for Teaching and Para-Medical staff is shown at Annexure-X & Annexure-XI. 1. OBJECTIVE

(a) To provide all workmen with equality of opportunity in growth and career prospects. (b) To provide for a system this is conducive to equity, fairness and objectivity in matters concerning promotions of workmen. (c) To ensure uniformity and consistency in the promotion of workmen in the Corporation. (d) To recognize and reward workmen for their contribution to the growth of the organization. (e) To sustain the high morale of the workmen by informing them of the promotion opportunities existing in the organization and the manner in which such promotions will be effected. 2. GENERAL PRINCIPLES AND GUIDELINES The following principles will be taken into account in promotion from one grade to the next higher grade.

2.1

Cluster of scales

The scales of pay will be grouped into the following clusters for the purpose of promotion of workmen.

Cluster A

Category Un-Skilled

Grade W-0*,W-1, W-2,

B C D

Semi-Skilled Skilled Highly skilled

W-2,W-4,W-5,WW-4, W-5, W-6, WW8,W9

2.1.1

On acquiring required educational and technical qualification, wherever applicable,

workmen may be considered for appointment to respective induction levels of higher categories (i.e. from unskilled / semi-skilled to semi-skilled / skilled category, subject to passing a trade test followed by interview and availability of posts in higher categories.

2.2

CATEGORISATION

The designation of posts falling in un-skilled, semi-skilled, skilled and highly skilled categories are given in Annexure-I

2.2.1 The designations marked as * shall be treated as personal to the concerned. However, line of promotion of the respective category shall be available as personal.

2.3

On a review, certain posts / designations specified in Annexure -II have been recategorized from semiskilled to skilled category with effect from 1.7.97. This will not be treated as promotion.

2.3.1 On their re-categorization, they shall be allowed to draw pay at the minimum of skilled category of W-4 scale, and in case they are drawing pay higher than the minimum of W-4 scale, their pay shall be fixed in W-4 scale at the stage equal to the basic pay presently drawn and if no such stage is available then at the immediate lower stage in the scale and

the remaining amount shall be treated as personal pay to be absorbed in the next promotion / wage revision, whichever is earlier.

2.3.2 In case they are in W-4, W-5 and W-6 scales, they will continue in the same scale. However, services rendered by them in semi-skilled category will be taken into consideration for next promotion in the skilled category.

2.4

Workmen who are presently in W-2 or W-3 scales and who are brought to W-4 scale, by virtue of recategorisation, will be promoted to W-5 scale after fulfilling the eligibility from the date of such placement in W-4 scale. The next increment for such workmen will be granted after one year from the date of placement in W-4 scale. Next increment shall be granted every year in January or July as the case may be as per rules.

3.

JOB RESPONSIBILITY

Workmen will perform any of the jobs in that cluster irrespective of their scales of pay in that cluster.

4.

PROMOTION SYSTEM

There will be three systems of promotion within the workmen cadre. (i) Promotion within clusters of scales of pay. (ii) Promotion from skilled to highly skilled cluster of scale of pay. (iii) Promotion from skilled / highly skilled workmen cadre to supervisory cadre (S-2)

All promotions under this policy will be from one scale of pay to the next without jumping of any scale of pay except promotion from W-2 to W-4 in semi skilled cluster of pay scale. 4.1 PROMOTION WITHIN CLUSTERS:

4.1.1 Within each cluster promotion will not be linked with vacancies. However, the total number of posts in each cluster will remain fixed. 4.1.2 Promotion within the cluster would be effected on the basis of the following criteria (a) Minimum eligibility period would be five Years. (b) The workmen promotions shall be considered based on the Performance Appraisal Report during the last three years of eligibility period, Promotable grading shall mean average and above. (c) Disciplinary record & vigilance clearance as per rules. 5. PROMOTIONS FROM SKILLED TO HIGHLY SKILLED CATEGORY

a) The highly skilled category will be available for workmen in O&M Projects, Corporate Office and Construction projects. The trade tests / selection to highly skilled category will be carried out centrally. It shall be project /unit cadre and will be vacancy oriented. b) Workmen who are in W-7 scale will be considered for promotion to specified categories in W-8 scale of pay in highly skilled category subject to passing of trade test, and meeting the other eligibility requirement. c) The workmen should have earned promotable grading in the Performance Appraisal Report during the eligibility period in the scale of pay. Promotable grading shall mean average and above. d) Disciplinary record and vigilance clearance as per rules.

(e) The eligibility period from skilled to highly skilled category in technical trades will be as under: Workmen having ITI / equivalent ITI qualification Workman having qualification of Matric Workman having qualification below Matric : f) : 5 Years : 6 Years 8 Years

The promotions from skilled to highly skilled category in Ministerial / Office based staff will be subject to trade test and meeting other eligibility criteria as under :

Matriculate and above Non-Matriculate

: 5 years : 8 Years

g) Workmen in W-6 scale who have not been promoted for want of LOP and have rendered service more than the eligibility period prescribed under this policy will be given weight age for such excess service. The service beyond the normal eligibility period will be reckoned for promotion to the post in W-8 scale of pay subject to the condition that such workman at least renders two years service in the promoted post in W-7 grade.

5.1

DESIGNATION IN HIGHLY SKILLED CATEGORY

The designations in highly skilled category shall be limited. In order to provide opportunities to all workmen in skilled cadre, the feeder categories for each designation has been identified and shown at Annexure-III.

5.2

Those designations which are not appearing in the feeder category of highly skilled will be provided training accordingly to their skill and aptitude and thereafter will be adjusted in the appropriate feeder category of highly skilled.

5A

Promotion of workmen from Skilled to Supervisory Cadre.

i)Workmen in W-6 grade having qualification of Matric plus ITI from a recognized Institute and after completion of 5 years service in W-6 grade shall be considered for promotion to the Supervisory grade (S-2) in the concerned discipline subject to passing trade test including Supervisory test and availability of vacancy. However, as a special dispensation, the workmen in W-6 and W-7 grade as on 9.4.97 who are Matriculate would also be considered for promotion to Supervisory grade ( S-2) as per conditions stated above. ii) Ministerial / Office based staff in W-6 grade having qualification of Intermediate / 10+2 or equivalent from a recognized Institute with 5 years service in W-6 grade will be considered for Supervisory post (S-2) subject to passing trade test or Supervisory test, interview and availability of vacancy. However, as a special dispensation, workmen as on 9.4.97 in W-6 and W-7 grade, who are Matriculate, would also be considered for promotion in Supervisory Grade (S-2) after completion of 4 years service in W-6 grade. iii) The post of Assistant foreman shall not be operated henceforth and the existing Assistant Foremen shall be promoted in the existing line of promotion. iv) All the supervisory categories (S-1, S-2 & S-3) will be in Central Cadre. Accordingly promotions i.e. from workmen to supervisor and within supervisory category will be done centrally by Corporate Office. 5B. General the following shall exclude from eligibility period of Workmen, Teaching & Para-Medical Staff for further promotion:a) The period of stay by an employee at a particular Project/Station/Office where he has been posted on request directly by self verbally or in writing or at the behest of the Project Head or

through request made by fellow employee, representation or through external pressure for transfer to a particular Region/Station. b) The period of an employee under transfer who does not join his new place of posting after relieving within the stipulated period for any reason, whatsoever. 6. TRAINING PROGRAMMES

The HRD Wing of the Project / C.O. will organize training programmed for the workmen to improve their educational / technical qualifications. 7. SENIORITY

The seniority lists of the workmen discipline wise & grade wise shall be prepared / updated as on 31st December of every year and maintained by the concerned Projects/ C.O. HR Department from time to time in accordance with the rules and shall be circulated. 8. ANNUAL PERFORMANCE REPORT: Annual Performance Report in respect of each

workman shall be maintained on the prescribed forms and is to be written as per rules. Such reports shall be kept in the custody of the concerned HR Department. 9. RESERVATION FOR SC/ST

Reservation for SC/ST will be as per the directives of the Central Government issued from time to time. 10. DEBARRING OF PROMOTION

In case where any workman is awarded minor penalty he shall be debarred for a period of one year and in case of major penalty, he shall be debarred for a period of two years. Clarification: (a) Wherever the promotion has been delayed from the eligibility date for a period more than one year, in case of minor penalty and more than two years in case of major penalty, due to disciplinary proceedings (for no fault of the employee), Clause 10 as may be applicable, would run concurrently with the currency of punishment.

(b) If the employee completes his penalty before he becomes eligible for promotion, the debarring period as per Clause 10, as the case may be, would commence from the date, he becomes eligible for promotion. 11. PROCEDURE

Management shall frame procedure for holding DPC. Promotions shall be effective twice in a year i.e. from 1st January and 1st July every year. 12. REDRESSAL OF GRIEVANCE

A workman aggrieved due to his non-promotion may take recourse of the prescribed grievance machinery for redressal of the same. 13. AMENDMENTS

The management reserves the right to modify, cancel, add or amend any of these rules at any time in consultation with Apex Unions. 14. DIVERSIFICATION

14.1 Workmen having qualification of AMIE/PGD/PGDM & IR/ Public relation / Labour Laws etc. Shall be considered for appointment as "Trainee Officer / Engineer" in the concerned discipline subject to availability of vacancy and following normal procedure of recruitment. The condition of possessing supervisory experience shall not be applicable to the departmental candidates.

15.

REVIEW

15.1 The revised policy shall remain in operation for a period of 5 years and will be reviewed thereafter.

In order to remove the anomaly between work charged and regular workmen, a "Special Grade" has been granted to workmen in the same trade in the regular categories of employees who have not been promoted for want of Line of Promotion in regular cadre. This dispensation will be available from the date the Special Grade has been given to work charged workmen, the pay of such workmen will be notionally fixed and the financial benefits will be given from 1.7.97. Clarification: 1. The date of effect of special grade is 1.1.1988. 2. The special grade has been provided to certain work charged cadre designations as given in Annexure-XII. Accordingly the employees in regular cadre with these designations are to be given the special grade. 3. No other designation in regular cadre be provided the special grade, other than as indicated in 2 above. A. UNSKILLED 1. 2. 3. 4. 5. 6. 7. 8.* 9.* 10. Dhobi Recanner Valve House Attendant Attendant. Beldar Bearer/Dishcleaner Helper Mali Security Guard Safaiwala

1. Since the job specification of Messenger and Attendant are of similar nature, the existing Messengers shall be considered as Attendant only. The service rendered as Messenger shall be counted for further promotion.

2. Dhobi and Recanner are Personal designations marked * and no recruitment / conversion shall take place in future.

3. On acquiring required educational and technical qualification, workmen may be considered for appointment to respective induction levels of higher categories (i.e. from unskilled to semiskilled/skilled category), subject to passing a Trade Test followed by interview and availability of posts in higher categories. 3.1The existing workmen in the unskilled category who have acquired some skill and have aptitude will be provided one year training and on successful completion of training will be awarded a certificate which will be treated at par with the requisite technical qualification. B) SEMI-SKILLED 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.* 13.* 14.* 15.* 16.* 17. (Greaser/Oiler to be merged Daftry Fireman Gauge as Reader Moulder Mate Operator ( Mixer ) Operator (Nozzle) Operator (Loco) Operator (Vibrator) Operator Winch Operator Machine (Duplicating ) Lubricator) Cleaner Cook Boatman Blacksmith Bandsaw Operator

18. 19. 20. 21. 22. 23. 24. 25. 26.* 27.* 1. 2.

Operator Pump Operator (Winder) Operator (Compressor) Operator (Gate) Plumber Store Munshi (below Matric) Tyre Repairer Upholsterer Work Assistant (below Matric) Trainee There will be no induction / conversion in future in the designations marked as (*). Store Munshi who is Matriculate shall be converted to the post of Store Keeper.

Clarification Store Munshi who is Matriculate is to be converted to the post of Store Keeper after following the normal procedure of appointment/recruitment. After interview etc. they are to be issued fresh offers for appointment to the post of Store Keeper against the available vacancies. 3. Workmen who had been appointed/designated as Greaser after 1.8.1983 up to 30.7.1993 shall be brought to semi-skilled category from the date of their appointment/designation. 4. Workmen on acquiring required technical and educational qualifications and after passing through the trade test for skilled cluster be inducted / promoted to the induction level of the skilled house. Workmen may be considered for appointment to respective induction levels of higher categories subject to passing a Trade Test followed by interview and availability of posts in higher categories. FEEDER CADRE FOR THE DESIGNATIONS IN HIGHLY SKILLED CATEGORY S.No. Designations in Highly skilled Feeder category

category 1. 2. Master Crane Operator Master Electrician Crane Operator, EOT Crane Operator Electrician Fitter, Mechanic, Welder, Machinist, Auto-Electrician, 3. Master Technician Lineman, Switch Board Technician Wiremen, Driller, blaster, Blacksmith, Telephone / Wireless Mechanic, Rigger, Fireman, Fitter-cum Grinder 4. 5. 6. 7. 8. Senior HEM Operator Master Operator Master Artisan Sr. Assistant Head Draftsman Operator ( Road Roller, Trailor, Dozer, Shovel, Motor Grader, Loader Dumper, Motor Boat), Driver Operator ( Generator / Turbine, Pump, Compressor) Carpenter, Mason, Painter, Plumber(Matric) Assistant Draftsman

9.

Sr. Lab. Assistant (IQC)/Lab. Lab. Assistant (IQC)/Lab. Assistant Assistant Sr. Operator ( EDP) Sr. Operator ( Print Room) Sr. Operator (Communication) Sr. Stenographer Sr. Photographer Sr. Scientific Assistant Sr. Hindi Translator Sr. Library Assistant Operator (EDP) Operator ( Photo/ Ferro) Operator Telephone / Telex/Wireless / Telephone-cumReceptionist Stenographer Photographer Scientific Assistant, Silt Analyst Hindi Translator Library Assistant

10. 11. 12. 13 14. 15. 16. 17.

18. 19. 20.

Sr. Surveyor Sr. Caretaker Head Storekeeper

Surveyor Caretaker Storekeeper

ANNEXURE - X LINE OF PROMOTION FOR TEACHING STAFF The Line of promotion of teaching staff is as under:CATEGORY 1. PRIMARY TEACHER Sr. Primary Teacher Gr. II SCALE OF PAY (IDA) 6700-12500 ( Induction) 7200-13100

Sr. Primary Teacher Gr. I ( After 7 years in Gr. II & attainment of qualification laid down for TGTs)

8600-14920

2.

TRAINED GRADUATE TEACHER Sr. TGT Gr. II ( After 7 years)

7200-13100 ( Induction) 8600-14920

3.

POST GRADUATE TEACHER Sr. PGT Gr. II (After 7 years) Sr. PGT Gr.I ( After 7 years) NON-TEACHING STAFF

8600-14920 ( Induction) 8000-13400 10750-16750

4.

LABORATORY ASSISTANT Sr. Lab. Assistant. Gr. II Sr. Lab Assistant Gr. I years) in Gr.II

5800-10790 (Induction) ( After 7 years) 6700-12500 ( After 7 7200-13100

5.

LIBRARIAN Sr. Librarian Gr. II years) Sr.Librarian Gr. I in Gr. II) ( After 7 years ( After 7

7200-13100 ( Induction) 7900-13700

8550-14850

LINE OF PROMOTION FOR PARA- MEDICAL STAFF The designation of Para- Medical staff will be grouped into the following cluster for the purpose of the promotion CLUSTER DESIGNATION A UNSKILLED Ward Nursing Ward Attendant | Lab B OT Attendan SEMI SKILLED Dresser C. *Midwife / Dhai SKILLED Lab. *Nursing *Compounder OT OT ANM dated X-Ray Technician Dental Technician Lab. Technician Pharmacist Staff Nurse Gr. II Staff Nurse Gr. I D. HIGHLY SKILLED Sr. X Sr. ( Induction in W-6) W-8 & W-9 Ray Technician Lab Technician Assistant Technician (Induction in W-4 vide O/O No.35/98 6.5.98) (Induction in W-5) (Induction in W-5) -do-do-doW-4,W-5,W-6 & W-7 (Spl) Assistant Assistant LINE OF PROMOTION W-0,W-1,W-2,W-3 & W-4 (Spl) Boy Orderly Attendant | Attendant t | Female Attendant | W-2,W-4,W-5 & W-6 (Spl)

Sr. Sr. Staff Sr. Staff

Dental Techniciant Nurse Gr. II Nurse Gr. I

1. There will be no induction / conversion in future in the designation marked as *. 2. In certain states, the training courses leading to awarding of requisite qualifications are not available, but courses are available which award lesser qualification. In such cases the induction will be one scale below than the normal induction level and such workmen will not be eligible for highly skilled category. This will not be applicable to existing incumbents.

UN-SKILLED 1. 2. 3. 4. 5. 6. 7. 8. 9. SEMI- SKILLED 1. Cleaner 2. 3. 5. 6. 7. 8. 10. 11. Boatman Cook Upholsterer Store Gauge Driller Carpenter Fitter Munshi Reader 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31 32 33. 34. 35. 36. Electrician Blacksmith Plumber Blaster Rigger Moulder Bandshaw Operator Scientific Assistant Tyre Repairer Work Assistant Pump Operator Operator(Compressor) Operator Mixer) Operator(Nozzle) Operator ( Loco) Operator ( Vibrator) Operator ( Generator) Beldar Helper Attendant Bearer / Dish Cleaner Sweeper Messenger Security Guard Mali Dhobi

4. Switchboard Attendant

9. Diamond Driller

12. Turner 13. Welder 14. Painter 15. Mason 16. Lineman 17. Wireman

18. Mechanic

37.

Operator ( Winch)

CHAPTER-2 OBJECIVES

OBJECTIVES

1) To integrate the growth opportunities of the executives with the fulfillment of the companys objectives. 2) To identify, train and develop competent personnel with growth potential and to provide a policy environment for higher level of performance. 3) To provide a system of equality in opportunity, equity in assessment and uniformity in implementation among all the units, business groups, Directorates and offices of in the matter of promotion. 4) To Study the awareness of promotional policy in the organizations. 5) To know the fairness level of promotion in the organization. 6) To analyze the freedom of decision making in NHPC. 7) To seek and provide a continuous team of executives to work for sustained high levels of competence in the company.

Chapter -3
RESEARCH METHODLOGY

RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem. Here the question arises. WHAT IS RESEARCH? WHAT IS RESEARCH PROBLEM?

Research is generally a movement from known to unknown i.e. searching those which does not exist? Research Problem means that objective for which research is being conducted. In other words Research Problem refers to some difficulty which a researcher experience in the context of either a theoretical or practical situation & wants to obtains a solution for the same. To reach out destination there is need of some ways.

RESEARCH DESIGN

It is conceptual structure within which research is conducted. It constitutes outlines regarding collection of data, analysis of data & interpretation of data concerning to Problem with economy. Determination of research design comes under planning function & we know the importance of planning; that is why it is said without proper planning all the efforts will go in the mouth of dog. A good research Design is that design which is made, keeping in view the objective of research & availability of STAFF, TIME & MONEY. I have also selected survey design which is used in case of Descriptive

Research studies (keeping in view the objective & time limit of project.); which are as follow: Area Of Study

Area refers to that region or geographical boundaries under which study has to be conducted. The area of my research project was TANAKPUR and nearby cities. TIME SCHEDULE It refers to that period which has been specified for study work. I do my summer training at IN NHPC for 8 weeks. DATA COLLECTION To bring the practicality into study work there is need of collection of data, now here question arise. How to collect the data? What will be the nature of data?

The answer is as follow: DATA These are those inputs which are collected for finding out results after certain actions at different levels of study. Data may of two types: Primary data Secondary data

PRIMARY DATA These are that data which are collected first time & which happen to be original in character. SECONDARY DATA These are those which are collected by someone else and which have been passed through statistical process. In this study the secondary data is collected from the different books on the Indian financial system, and from the different sites

And various articles provided lot many inputs for successful completion of the project.

DATA COLLECTION TECHNIQES

1)

Questionnaire Self structured questionnaire was prepared and contains many multiple

choice questions along with close and open ended questions. 2) Interview Respondents were interviewed randomly. No, set format was prepared for interviewing the respondents. In case of some respondents, face to-face could not be held because respondent wanted some time out of their busy schedule. DATA ANALYSIS Data is analyzed by using:-

HISTOGRAMS PIE CHARTS

Average also used to analyze the data. The weighted average score has been used to calculate importance of a factor and also to know the most preferred factor the customers. The data is also analyzed with the help of the graphs. SAMPLING DESIGN A Sampling design is a definite plan for obtaining a sample from a given population. It refers to that technique, which researcher adopt to decide the no. of items which should

be included in the sample (i.e. decision regarding sample size) to get accurate & reliable result.

Sampling design consist the decision regarding the following things:

SAMPLING UNITS

SAMPLING SIZE

SAMPLING TECHNIQUE

SAMPLING UNIT In context to my project work my sampling unit was TANAKPUR. SAMPLING SIZE This refers to the number of items to be selected from the universe to constitute a sample. Due to limitation of time and money it is not possible to contact each and every individual. Keeping in mind these constraints, a total sample size of 60 respondents is considered appropriate to keep the sample accurate as well as manageable. SAMPLING TECHNIQUE Random Sampling. STATISTICAL PLAN Data collection through survey was analyzed with the help of simple percentage tabular & graphic method that includes both graphs & pie charts

CHAPTER 4
ANALYSIS AND INTERPRETATION

1) Are you aware of the system of the promotion in the organization?

INTERPRETATION

About 50%people are aware of the system of promotion policy and 30%people are not aware.

2)

Do you really find a career growth in the organization?

INTERPRETATION

We know about 60%people are satisfied with promotion policy, 30% people cant satisfy with this policy and 10% people cant say anything.

3) How much you are satisfied with your morale as stated in the manual of the organization?

INTERPRETATION

59%people are satisfied with the morale as stated in manual of the organization.

4)

Do you think the self appraised system should be introduced in case of supervisor and workman?

INTERPRETATION In every organization self appraised are important because with the help of performance appraisal we check the merit list of the worker and his performance.

5) What is the level of fairness system of the promotion in the organization?

INTERPRETATION In the organization the level of the fairness system in the organization is about 40%

Q6 Are you satisfied with the promotion system of the organization?

INTERPRETATION

70% people are satisfied with promotion policy in organization.

7) Do you feel motivated after getting promotion?

Yes above 80% worker motivated after promotion

8) Do you want any change in the promotion system of the organization? Yes or no what it should be according to you?

INTERPRETATION In my point of view 60% people want the change in the promotion system of the organization. It can be related to the wages, inner satisfaction.

9) Is a promotion ability criterion is necessary for promotion in workman cadre?

10) What is the freedom level for the decision making in the organization?

CHAPTER 5 FINDINGS

FINDINGS

70% Employees are satisfied with the promotional system in the organization but still they want the change or improvement in the promotional policy of the organization.

There is large extent of fairness system in NHPC. Employees feel that there are different career growth opportunities for them in the organization.

Employees feel motivated with the self appraisal system and with the promotion system of the organization.

CHAPTER 6 LIMITATION

Though I have tried my best in collecting the relevant information yet there are always present some limitations under which a researcher has to work. Here are some of the limitations under which I had to work as shown below:-

--The sample size analyzed was limited. A large sample size could not be taken due to time and cost constraints.

--Due to limitation of time, I was unable to devote much. So, some shortfalls may be present.

--The lack of experience may have caused errors in administration of the research because my knowledge is limited as I am a student.

-- The result may be biased as the employee does not want to disclose the accurate information in which they are working.

--Employees of the organization were not cooperative and were not willing to devote more time to fill the questionnaire because they were busy in their own work.

CHAPTER7 RECOMMENDATIO NS

RECCOMENDATIONS
I can say that most of the staffs in the organization were satisfied and were enjoying in doing their job. However there are some points on which they are facing and company should try to solve those problems. Like: The policy of the company should be rectifying. Staffs should be rewarded for their good performance and loyalty. Their performance should be fairly evaluated. Employees should be allowed independency in giving their views. Their skills should be properly utilized by giving them appropriate posts. That means the promotional policies should be made properly.

A regular survey should be conducted to know the problems that staffs were facing and try to solve those problems and provide them better facilities.

CHAPTER8 CONCLUSION

CONCLUSION

PROMOTION POLICY systems are not, as many critics say, useless and evil. When paying attention to careful PAS planning and proper techniques used, Promotion policy might be perceived not only as an irreplaceable tool for recognizing and rewarding good performance and correcting poor performance, but mainly as a way how to maintain long-term development within an organization.

During a research carried out when preparing this work, an author found a big variety of views on performance appraisal and all of its aspects. Often, opinions were completely opposed. That gives evidence, that, in contrast to other management topics, promotion policy as whole is very hard to do right, since there are not many right solutions that would have no opponents.

BIBLIOGRAPHY

WWW.GOOGLE.COM WWW.NHPC.COM WWW.CURRENTGK.COM

Human resource management by V.S.P Rao

ANNEXURE

Q-1 Are you aware of the system of the promotion in the organization? Yes No Q-2 Do you really find a career growth in the organization? Favor

 Not in favor. Cant say Q-3 How much you are satisfied with your morale as stated in the manual of the organization? Yes No Q-4 Do you think the self appraised system should be introduced in case of supervisor and workman Yes No Average Cant say Q-5 What is the level of fairness system of the promotion in the organization? Large extent Average Some extent Not at all Q-6 Are you satisfied with the promotion system of the organization? Yes No

Q-7 Do you feel motivated after getting promotion?

 Yes No

Q-8 Do you want any change in the promotion system of the organization? Yes or no what it should be according to you? Yes No

Q-9 Is a promotion ability criterion is necessary for promotion in workman cadre? Strongly disagree Somewhat disagree Q-10 What is the freedom level for the decision making in the organization? Average Not average