Академический Документы
Профессиональный Документы
Культура Документы
ON
SUBMITTED
TO:-
PREFACE
Learning categorizes us and practicing on that learning specialize us.
Theoretical concepts taught and discussed in the classroom prove useful if they have to
remain relevant. Practice orientation of management student is must generating competence
to deal with issues at grass root level it is for this reason that training & project study is
prescribed as a part of syllabus for MBA in UPTU.
This training is the mode of imparting practical training to the student. The objective is to
provide a deep insight into practical aspects of the functioning of the organization. The
training apprises the student to the actual function, responsibility and problem faced by an
organization. It provides him with the knowledge of the various kind of problem that crop
up in the day to day functioning of the organization .The way they are solved by the
departments and appraisal of the crucial decision taken by the manager at the crucial time.
ACKNOWLEDGEMENT
I take this responsibility to express my profound and sincere gratitude to my HOD MISS
Shiva Singh, my project guide Miss Divya Vats for providing me with the opportunity to
explore the corridors of the corporate world and gather invaluable knowledge and practical
experience via the Summer Training Project.
I take the privilege of offering a deep sense of gratitude and indebtedness to MY FATHER
and MY MOTHER for providing me their able guidance and inspiration to complete the
Summer Training Report.
I express my sincere gratitude to MISS DEEPIKA MISHRA (ASSISTANT OFFICER
HR), HERP, BHEL who guided me how to carry on with the project. Her able guidance and
support have been constant source of knowledge and motivation for me.
I wish to give my sincere regards to my respected teachers who guided me to build a concrete
platform before sending me on training so that I can land out firmly in all respects.
My parents blessing and co-operation from entire family had been my strength to complete
this study.
DECLARATION
.
I hereby declare that the project report entitled STUDY OF PERFORMANCE
MANAGEMENT SYSTEM IN B.H.E.L AT VARANASI is a genuine research work
undertaken by me under the guidance of MISS DEEPIKA MISHRA(ASSISTANT
OFFICER ,HR) The information has been collected from the genuine authentic sources.
The report is being submitted in fulfillment of the requirement of SUMMER TRAINING
PROGRAMME.
INDEX
Serial no
Particular
Page no
1
2
3
4
PREFACE
ACKNOWLEDGEMENT
DECLARATION
INDEX
2
3
4
5
COMPONY HISTORY
6
7
8
9
10
11
7
8
09
10
15
25
12
13
COMPONY
LEVELS OF EMPLOYEES
37
ANALYSIS OF PERFORMANCE MANAGEMENT 44
14
15
16
SYSTEM
SWOT ANALYSIS
RESEARCH METHODOLOGY
DATA ANALYSIS
85
86
88
17
RESEARCH FINDINGS
97
18
CONCLUSION
98
19
20
SUGGESTION
LIMITATION
99
100
21
ANNEXTURE
101
22
QUESTIONNAIRE
102
23
BIBLIOGRAPHY
104
Company History
Bharat Heavy Electricals Limited (BHEL) (BSE: 500103, NSE: BHEL) is one of the
oldest and largest state-owned engineering and manufacturing enterprise in India in the
energy-related and infrastructure sector which includes Power, Railways, Transmission and
Distribution, Oil and Gas sectors and many more. It is the 12th largest power equipment
manufacturer in the world. BHEL was established more than 50 years ago, ushering in the
indigenous Heavy Electrical Equipment industry in India. The company has been earning
profits continuously since 1971-72 and paying dividends since 1976-77. 74% of the total
power generated in India is produced by equipment manufactured by BHEL.
It is one of India's nine largest Public Sector Undertakings or PSUs, known as the Navratnas
or 'the nine jewels.
High Pressure Boiler Plant and Seamless Steel Tube Plant, Tiruchirapalli(Tamil Nadu)
[11]
Rudrapur (Uttrakhand)
EXECUTIVE SUMMARY
The Performance Management System is a process of setting objectives, making plans to
achieve those objectives and accomplishing the desired results. Rewards and recognition are
the end stage of this process. Organizations use this system to assess the performance of an
individual, a team, a function and then the organization as a total. In this project, the whole
performance management system is described for the company BHEL.
This cycle starts when BHEL signs a Memorandum of Understanding (MoU) with the
Government of India. In this memorandum the vision, mission and values, targets and action
plans are mentioned. In BHEL, system have been devised to cascade Organizational Goals
into individual goals by framing out objectives of the company from the MoU at corporate
level and there by preparing a Balance Score Card both at corporate and unit level. The
summarized feature of this process is sequentially breaking down the organizational goals
into an individuals e-MAP.
This project describes about the E- Map system i.e. the Performance Management System
which is followed in BHEL. This project also describes the problems faced by the appraisees
and the appraisers in this system. It also elaborates about the steps taken by the appraisers to
improve the performances of the appraisees so that their efficiency can be increased and later
the rewards and recognitions are given in the form of promotions, incentives and
empowerment.
To analyze the Performance Management System (e-Map) of BHEL in detail and its
effectiveness.
To analyze the problems faced by the appraisee and the appraiser in this system.
To analyze the steps taken by the appraisers for the improvement of the performances
of the appraisees.
10
COMPANY
PROFILE
11
Foundation:
BHEL is the largest engineering and manufacturing enterprise in India in the energy related
/infrastructure sector .BHEL is one of the nine large public sector undertakings known as
Navratnas or Nine jewels. BHEL offers over 180 products and provides systems and services
to meet the needs of the core sector like: power, transmission, industry, transportation, oil &
gas, non-conventional energy source and telecommunications.
BHEL was found in 1950s. The operation are organized in three business sectors; Power,
Industry- including Transmission, Transportation, Telecommunication & Renewable Energy
and overseas business. Today BHEL has a wide-spread network comprising 14 manufacturing
units, 8 service centers, 4 power sector regional centers, 18 regional offices, and a large no. of
project sites spreads all over India and abroad. BHEL is one of the largest exporters of
engineering products and services from India. BHEL has established its references in around
60 countries of the world, ranging from United States in the west to New Zealand in the Far
East. Its export range include: individual products to complete power station, turnkey
contracts for power plants, EPC contracts, HV/EHV Sub-Stations, O&M services for familiar
technologies, specialized after-market services like Residual Life Assessment(RLA) studies
and retrofitting, refurbishing & overhauling and supplies to manufacturers & EPC
contractors.
13
BHEL developed its Vision, Mission and Values in 1996, which were reviewed and revised in
2002 and further revisited in 2006.
A). THE
B). The
Core Values:
14
BHEL Organization
BHEL Operations are organized around three business sectors: Power, Industry & overseas
business. These are catered to by a country wide network of. 14 Manufacturing units
. 8 Service centre
. 4 Power sector regional centre
. 18 Regional Offices
Present Status:
# The turnover of BHEL was Rs.421.4 Billion in the year 2009-10.
# The Turnovers and order inflow have almost doubled in just three years, and the profit
before.
15
4.
Stainless steels
16
Manpower
1. Well trained professionally qualified
2. 147 Engineers
3. 221 Supervisors
4. 870 workmen
Steel Melting
1. 3Arc Furnaces- 10T,30T∓ 70T
2. 70 T VAD/VOD Furnaces
3. ESR Furnace
Press
1. 2650T & 9000 T Pneumatic Forging press
2. 18M HT Furnace,CircularFurnace,Mist Quenching Facilities etc.
Machining Facilities
1. 7.3 M V. borers, WD160/220 H.Borers, 18M Deep Hole Boring machines
2. 18 M/10M centre lathes etc.
17
Testing Facilities
1. Latest Spectrometer, Hydrogen , Carbon/Sulphurdeterminators
2. No of sophisticated US Flaw detectors, Boroscopes, Radiographic Chambers and creep
testing facilities.
Quality Certification
1. Well known Boiler board certification
2. Approved by LLoyd Register of Shipping
3. IS0-9000 Certification by BVQI
4. TUV certification
18
Event
Technical collaboration with Prommasho export, USSR, for setting up HEEP
1967
1969
1971
1974
1976
1983
1989
1991
1993
1995
2000
19
2001
2002
Accreditation of OHSAS-18001
2004
2006
2008
2009
S.No.
1.
Products
. Steam Turbine & Generators : 210-800 MW
Percentage of
Turnovers
91.5%
4.5%
2.5%
20
Mounting (SRGM)
4.
1.5%
Range of Products:
Main products of the unit are higher rating Thermal sets (210MW and above). Apart from
these HEEP also manufactures Hydro sets, large size AC motors, naval Guns (SRGM). The
percentage distribution of product profile is as follows-
MANUFACTURING:
. Marketing and Servicing:
. Manufacturing and other facilities
Manufacturing Plants:
21
. Block - 2
. Block - 3
: Turbine Manufacturing
22
CUSTOMER SEGMENT
NTPC
6% 3%
SEBs
14%
Export
45%
Defense
Others
33%
Competition -:
Acquisition & mergers by Power Equipment Manufacturers have left BHEL, Siemens, GE
and Alstom as major players in India. SEPCO (China), LMZ (Russia), Dang Fang (China)
and Skoda (Czech Rep.) are emerging competitors. To meet the emerging challenges, focus is
given on increasing manufacturing capacity and introduction of new technologies. It helps
HEEP to maintain it leading position in domestic market. Challenges posed by china and
other competitors has prompted HEEP to become aggressive in introducing 300/350 MW sets
to be ready for 800MW sets. HEEPs position has further strengthened as global competitors
could not fulfill expectations of Indian customers. BHEL was offered work of
RAYALSEEMA PROJECT after failure of CMEC, China. Similarly, BHEL is part of
consortium in restarting Dabhol project after failure of Enron.
POWER ON DEMAND by 2012. Govt. of India has reposed its faith on BHELs
capabilities and has asked it to get prepared for bulk ordering of 8 nos. 800MW sets in
collaboration with Siemens. CEAs stress on R&M of ageing Power Plant is also providing
business opportunity to HEEP.
Strategic Challenges -:
The fast changing power scenario emerging with rapid growth in national power capacity has
given unit a major challenge of establishing power infrastructure in close in co-ordination
with its key customers. To cater the needs of higher rating sets of 800 MW, HEEP has
collaboration with Siemens. To capture future customer needs and expectations and emerging
market scenario Strategic Map (S-Map) is prepared.
Excellence initiative is their Balance Score Card (BSC), Overall Equipment Effectiveness
(OEE), Award Scheme (IMPRESS Copyright of HEEP) and performance appraisal through
e map. To measure and increase the effectiveness of these initiatives HEEP uses internal
audits (Financial, ISO 9000, HSE audits, OEE audits). Engineers are frequently deputed to
collaborators works to enhance technical knowledge. Knowledge Management & intellectual
Property Right Management has been identified as CSF since 2004.
WORK CULTURE:
Vision, Mission and Values drive the organization behavior and work culture towards
excellence. One of the major strength of HEEP, Haridwar is its free, open participation of the
employees in improvement projects, Suggestion, quality circle and other new initiatives.
HEEP has been Pioneer among the other BHEL units to adopt many excellence initiatives.
Special thrust on IT has led to development of many engineering and business application by
in-house development team. To promote excellence, in-house competitions are organized
through out the year. Unit has given award to the winners in Special Award Distribution
Function. HEEP has been awarded National Award for 14 consecutive years by INSSAN and
National Award for Excellence in Energy Conservation as Energy Efficient Unit by CII.
The capable and skilled HR asset of HEEP has placed it among top engineering organizations
in India. This is aptly demonstrated in the records number of prestigious National Award like
Vishwakarma and Prime Ministers awards won by employees.
Employee Strength:
Employee Profile ( As on 30 May 2010)
Category
Executive
Supervisors
Number
952+124 (ET)
938+111 (ST)
Workmen
Total
5883
8008
For getting Maharatna status, a company needs to have a three-year track record of annual net
profit of over Rs 5,000 crore, net worth of more than Rs 15,000 crore and turnover of more
than Rs 25,000 crore. It should also be a listed firm.
BHEL's turnover was Rs 33,173.34 crore in the fiscal 2009-10. However, the company's
annual average net profit was Rs 3,433 crore during the last three years.
Its shares were trading at Rs 2192.5, down 0.05 per cent from the last close at the Bombay
Stock Exchange.
26
Maharatna scheme was announced by the government in December 2009 to give more
operational freedom to the top-performing PSUs.
When that several PSUs lack the required number of independent directors on their board,
Patel said the positions would be filled up soon.
"Many PSUs have independent director vacancies. The independent director position has to
be fulfilled at the earliest and Department of Public Enterprises will make sure that all the
position have eminent people," he added.
As per the Clause 49 of the listing agreement between companies and stock exchanges
requires companies to have independent directors in half of the board positions.
Some large listed state-run companies do not have the required number of independent
directors.
This has impeded the government's effort to divest part of its stake in public sector firms,
forcing it to name retired bureaucrats as independent directors.
Out of 47 listed government companies, the boards of 17 companies like Indian Oil, BHEL
and SAIL do not have the required number of independent directors," a recent government
report had said.
There are 246 Central Public Sector Enterprises in the country, as on March 2009.
27
Description of HR Departments
The Human Resource Department of BHEL , Bhopal is broadly divide into two
Category :I.HRDC
II.HRM
I.HRDC (Human Resource Development Centre) :The principal objective of training and development division in BHEL is to
make sure the availability of a skilled and willing workforce to
an organization.The training system in BHEL is to create a smarter workforce
and yield the best results.
28
Human Resource Development Centre in BHEL performs the following activities:1. Apprenticeship Training
2. Faculty Work
3. Vocational Training
4. Induction Training
5. Developmental Training for employees.
II.HRM (Human Resource Management):HRM covers the various departments, performing the different functions, which are as
follows:1.Establishment
2.Industrial Relations & Welfare
3.Human Resource Systems Development
4.Law
5.Administration
6.Others
6.a Policy
6.b Single Window Cell
6.cRajbhasha
6.d Contract Labour Cell
29
1. Establishment
All the Establishment Matters comes under this department . It deals with a
wide range of activities starting from induction of an employee till retirement.
It includes record keeping of all the employees & its verification (as per
required). For Example; Sanction of leave , bus pass , higher qualification
matters , passport , promotions , transfers , social security forms and their
nominations , loans etc.
BHEL has various labour unions which are actively giving shape to IR.The
main Trade Unions are:1.HMS(Hind MajdoorSangh)
2.INTUC(Indian National Trade Union Congress)
3.KTU(Karamchari Trade Union)
4.CITU
5.AITUC
During all these years, Indian National Trade Union Congress (INTUC) had
the monopoly over four other trade unions in the plant.
30
Recruitmentsis an essential & indispensable part of HR which deals with hiring process,
which may be from outside or inside the company. Internally through transfers, promotions
etc. , and externally through campus selection , written examinations and interviews etc.
31
b. Performance Management
BHEL being a very big & widely spread organization which has large number
of manpower. Thus to appraise its performance need a comprehensive &
exhaustive method.
Performance appraisal in BHEL is done in 2 ways:Supervisors and Workmen: - ACR (Annual Confidential Report)
Executives: - e Map
4. Law
32
This Department performs all the legal activities of the BHEL. It covers:Litigation Regarding Service Matters
Arbitration
Court Cases
Legal Advices
Contract Labour Matters
5. Administration
For the welfare of the employees the many other facilities were provided by the BHEL
which is administered very efficiently. They are as follows: Township Administration
Office Administration
Hospital Administration
Sports Administration
Transport
33
6. Others
There were so many other departments of HR which are working for the benefits of the
employees. It facilitates the information to the employees, which indirectly encourage the
employees to perform their best. They are as follows:-
6. a. Policy
Policy matters include check on various implementation processes. It deals with endorsing &
distribution of Corporate HR circulars etc. Many concepts like e-Map, competency mapping ,
HR Software packages (SAP , ERP etc) are its concern areas.
6. c. Rajbhasha
Hindi speaking enables proper communication & flow of work within an organization, where majority
of people are Hindi speaking. BHEL being a governmental organization needs to do its entire works
(as far as possible) in Hindi.
34
BHEL employee structure comprises many workers who are not the employees of it. They are
working on contract basis. A large chunk of work is done by them thus they are very crucial
to the organization. It can be of two types:a) Job Contract- Registered Societies of contract labour supply this kind of labours.
b) Work Contract These are brought on temporary basis on fixed priced order value by the
contractor.
35
36
3. Promotion Department
4. Transfer Department
5.
6.
7.
A transfer is a lateral move to a position in the same classified pay range (classified position)
or to a position with comparable duties and responsibilities (non-classified positions).
8. Policy Department
A policy is typically described as a principle or rule to guide decisions and achieve
rational outcome(s). The term is not normally used to denote what is actually done,
this is normally referred to as either procedure or protocol.
Whereas a policy will contain the 'what' and the 'why', procedures or protocols contain
the 'what', the 'how', the 'where', and the 'when'. Policies are generally adopted by the
Board of or senior governance body within an organization where as procedures or
protocols would be developed and adopted by senior executive officers.
A Policy can be considered as a "Statement of Intent" or a "Commitment". For that
reason at least, we can be held accountable for our "Policy"
37
uSpervisWoExkct
Levels of Employees
Executive Category:
E1
Engineer/Executive Trainee
E1A
Engineer/Executive /Officer
E2
Sr.Engineer/Executive /Officer
E3
Deputy Manager
E4
Manager
E5
Sr.Manager
E6
DGM
38
E6A
Sr.DGM
E7
AGM
E8
GM
E9
Executive Director
Supervisors Category:
S1
S2
S3
Deputy Engineer
S4
S5
S6
S7
Workers Category:
A1/B1
Unskilled Labours/Attendant
A2/B2
Semi-Skilled Labours
A3/B3
Artisan Grade 4
A4/B4
Artisan Grade 3
A5/B5
Artisan Grade 2
A6/B6
Artisan Grade 1
A7/B7
Technician
A8/B8
Sr. Technician
39
A9/B9
Master Technician
A10/B10
General Technician
A11/B11
Chief Technician
40
Organizational Hierarchy
41
43
44
45
Introduction
A performance appraisal, employee appraisal, performance review, or (career) development
discussion is a method by which the job performance of an employee is evaluated (generally
in terms of quality, quantity, cost, and time) typically by the corresponding manager or
supervisor.
A performance appraisal is a part of guiding and managing career development. It is the
process of obtaining, analyzing, and recording information about the relative worth of an
employee to the organization.
Performance appraisal is an analysis of an employee's recent successes and failures, personal
strengths and weaknesses, and suitability for promotion or further training. It is also the
judgement of an employee's performance in a job based on considerations other than
productivity alone.
People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Performance appraisals of Employees are necessary to understand each employees
abilities, competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society. The history of performance appraisal
can be dated back to the 20th century and then to the second world war when the merit rating
was used for the first time. An employer evaluating their employees is a very old concept.
Performance appraisals are an indispensable part of performance measurement.
46
The Employees ability, potential and performance are judged in the appraisal process. It is
being tested that whether employee meets the declared objectives and how far the decided
parameters are justified.
The factors like Quality of work, Cost Effectiveness, Process Orientation, Contribution to the
Group and Objective being met are analyzed in the process.
The Objective of Appraisal system is to analysis the effectiveness of the employee in
performing his/her job successfully or in an effective way.
The Performance Appraisal Process gives a clear picture of the efforts placed by an employee
in performing his/her job and the way he/she meets the deadlines of the project. This acts as
an input to the promotion system of the organization.
47
Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
Leadership: Motivates & develops individuals. Sensitive to the needs and problems
of others. Encourages participants in decision making by members of the Team
Interpersonal Relations & Team Playing :Sensitive to the needs and problems of
others. Collaborates with colleagues to seek solutions that are beneficial to the team.
Supports others contribution and helps in achievement of teams goals.
Analytical Ability: Displaying the ability to analyse the information and draw logical
conclusions.
7
Initiative &Resourcefulness :Able to act effectively / imaginatively to accomplish
mission ; initiative taken to solve problems, improve processes
48
49
Making Business Decisions : Use business related data to sport effective and timely
business decisions by *Systematically gathering relevant business information
*Identifying the strengths and weaknesses of a particular business line Recognising
opportunities or threats and acting on them rapidly *Using business facts collected in
daily decision making.
Vision: Develop a vision for the future of the organization by : Grasping the meaning
oftrends & interrelationships between the organization and its environment at the
local, national and international level Identifying fundamental values and beliefs to
guide the organization into the future.
Networking : To cultivate an informal network which may help to get things done
through *Developing contacts with people outside of the immediate work Unit
*Using networks as a source of information & sport.
OrganisingResources :Ensure that all financial, personnel and/or other resources are in
place to meet needs by *Identifying and acquiring the resources. *Allocating and
utilizing the resources in a timely and cost effective way *Monitoring and controlling
all resources required to maintain the efficiency of operations.
Inspire People : To generate a sense of purpose for the work done by the organization
instilling enthusiasm, loyalty and commitment among team members at all levels of
the organization *Inspiring, motivating and guiding others towards organizational
goals and objectives *Setting an example for others by behaving in ways that are
consistent with espoused beliefs and values and the organisations vision and
direction.
50
Values
1
Fairness :Decisions are made objectively, free from patronage and reflect the just
treatment of employees and applicants.
Trust :Trustworthiness leading to confidence *Allow staff the freedom to grow and
develop *Relate to others on the basis of mutual respect * Courage to stand by your
convictions.
10 Ethical Behaviour :Demonstrate honesty and sincerity in every action *Apply sound
business and professional ethics *Show consistency with principles, values and
behaviours.
Generic Values
1
Leadership Abilities:
51
Demonstrates ability
For guiding collective decision making
For succession planning
Crisis management and
Ability to take risks.
2 TeamBuilding:
Demonstrates effectiveness in re-organizing his/her own department
Manage diverse and divergent views and group processes without losing sight
of objectives.
Intermediary is that executive who comes in the line of Reporting between the
Reviewer and the Accepting Authority of the individual.
Intermediary will be able to view the scores given by Appraiser & Reviewer but will
not be able to make any changes.
Accepting Authority (AA) is the one marked specifically for a set of individuals in the
MAP system for finalising the scores of Part-B.
AAs score of Part-B will be taken as Final Score of Part-B for the individual & used
for calculating the Composite Score of Part A+B.
AA will be able to view the Part-A score of the individual but will not be able to
change it.
AA will also be able to get a comparative view of scores of Part-A & B of all
individuals under his purview through a report on his dashboard.
53
PERFORMANCE
APPRAISAL SYSTEM AT
BHEL
NON EXECUTIVE
(WORKER/
EXECUTIVES
THROUGH
SUPERVISOR)
e - MAP
THROUGH ACR
ARTISIAN/
SUPERVISOR
WORKERS
(S4 AND
ABOVE)
54
1 The WorkFlow
Explanation:
The Appraise does his self assessment by selecting certain KRA and allocating certain
percent of work rate to it and forward it to the supervisor i.e. The Appraiser. The Appraiser
gives his assessment on Part A and Part B and forwards it to the Appraise. The Appraise can
have discussion only on the score of the Part A while Part B score is kept hidden. When Both
Appraise and Appraiser are satisfied with their Part A score the report is forwarded to the
reviewer who gives his final assessment score on Part A and Part B. This Ends the Phase 1
Process of Performance Appraisal.
Note: No Self Assessment for Part-A2.
55
Part-A2 (new):
Explanation:
The data from Phase 1 acts as an input to this phase 2. The intermediaries levels can only add
comments to the performance score but cannot change anything. Its like a read only phase.
And, then finally the report reaches the final authority , who gives the final score for Part B
only on individual competencies. And then a final Performance Score Card is generated for
the Employee for that year.
56
2.2
In the performance appraisal process an employee has to select some KRA per
department to a net sum of 100. Some KRAs are optional functional while some are core
functions.
The KRAs that ends with 00 are termed as Mother Care KRAs . It includes all sub child
KRAs under it. While if an employee wishes to choose just some child care KRAs he/she
can do that also!
Example:
Mother Care KRA:
someone in that function. Functional HODs should ensure that all Critical KRAs have been
taken by some individual or the other of that function. They have been identified with an
Asterisk (*) mark towards the Left Hand Side Panel in the KRA Master (Near the Check
Boxes).
Part A1
The Part A1 deals with the KRA Target Achievement. It focuses on:
It consists of KRA assessment.
It will have the WEIGHTAGE of 80 %.
The score of part A1 will be finalized by reviewer itself.
58
Part A2 will apply to all executives except the PG/ Function Heads and the Unit
Heads where the assessment of performance is being done by Committees.
Note: Part A2: Qualitative Assessment
1. Quality of work :
Has demonstrated awareness of the quality requirements of the job and has at his level
delivered results/ output of the expected standard free from deficiencies.
2. Cost effectiveness:
Understands cost implications of own work and has at his level ensured efficiencies to
optimize the same.
3. Process orientation:
Employee has performed the job in a systematic manner following defined/ desired
processes. And, the employee did not resort to shortcuts that may impact the quality, cost etc.
of the output.
2.3 Part B
To assess the Skills/ Competencies possessed by individuals and factor in this
assessment for the purpose of Promotion decisions.
Assessment of Part-B will be done on-line as part of Final Review Module of e-MAP.
It will be available to the assessment authorities after the assessment of Part-A is
completed.
The final authority to approve Part-B score will be called the Accepting Authority.
59
WEIGHTAGE OF
WEIGHTAGE OF
BAND
PART-A
PART-B
(KRAs of e-MAP)
(Skills/ Competencies)
E1A to E3
80%
20%
E4 & E5
70%
30%
E6,E6A& E7
50%
50%
2.4
Scores
1-Score of Part-A will constitute the Performance Score of the individual for the year.
Going forward this score will be used for determining the payout of Performance Related
Pay (PRP) at individual level after Normalisation.
Consolidated Score of Part-A and Part-B will constitute Composite Score of the
individual for the year and will be reckoned for the purpose of promotion decisions.
Composite Score
61
62
63
64
65
66
67
68
69
2.8.1
PERFORMANCE
APPRAISAL
SYSTEM
FOR
ARTISIAN/WORKERS:-
PROCEDURESTEP 1Firstly the basic information of the employees is written in the ACR form such
as-
A)PERSONAL DATA
Name
Staff number
Designation
Date of birth
Pay scale
Present grade
Date of entry in present grade
Qualification
Number of time EL/SL taken
Number of LWP taken during a year (The LWP is considering of past 3 year, if
the
leave without pay i.e. LWP is more than 90 days, then employee is not eligible for the
promotion and removed the name of such employee from promotion list.)
Nature of work done during a period.
70
B) PERFORMANCE EVALUTIONThe performance evaluation mainly includes the various parameters through which the
performance of employee is to be evaluated. Here quality is assessed with brief explanation
.the maximum number is allotted for every parameter through which employees are assessed.
Some of parameter is as follow-
71
ParametersMaximum mark
Jobperformance
15
Knowledgeof work
5
Planning housekeeping and safety
10
Attendance and punctuality.
10
C) PESONAL TRAITS
Conduct
10
Willing to work
Total:- 50
72
OF RANGE
MARK
FOR
MAXIMUM
OF RANGE
OF
FOR
MAXIMUM
A MAXIMUM
OF 10 MARKS OF 5 MARKS
OF 15 MARKS
EXECELLENT
13-15
9-10
HIGH
10-12
7-8
AVERAGE
7-9
5-6
BELOW
4-6
3-6
0-3
0-3
0-1
AVERAGE
AVERAGE
POOR
STEP 3Now other information about the employees are recorded as1)
73
3)
a) Honesty including loyalty to the company through fullness ,frankness and observance of
secrecy.
b) Assessment of integrity. If anything adverse has come to your notice, please specify it also.
NOTE:
In case there is any doubt the integrity of the employee ,the column in the ACR form should
be left blank and a secret note may be recorded and follow up action the doubt are cleared,
the employees integrity should be certified and if the doubt are confirmed this should be
recorded in the ACR and communicated to the employees.
(41-50)
Very good
(35-42)
Average
(15-24)
Below average
(25-34)
Poor
(0-14)
NOTE:
1) If the employee get outstanding grade then the initiating officer have to give citation for
outstanding justification.
2) If the employee get poor and below average grade, then same is communicated to the
employees.
STEP 6Remark of countersigning officer taken as1) Grading accepted
2) Whether adverse mark/grading communicate. Yes or No or Not applicable
75
Performance
Part B :
Competencies
2. ROLES INVOLVED
i. Appraisee: The Supervisor being assessed.
ii. Appraiser: Necessarily an Executive as per current DOP as under.
76
Appraisee
Appraiser
S4
Not below E2
S5
Not below E3
S6
Not below E4
S7/S8
Not below E5
APPRIASER
REVIEWER
There will be two sections in the Performance Plan KRA Section and Routine
Responsibilities Section.
KRA Section:
77
a.
b.
b.
c.
Appraises can select KRAs from the standard KRA list or type out
their KRAs directly in their plan.
d.
Appraise will assign five target levels to each KRA - Level 5 being the
highest and Level 1 the lowest.
e.
f.
There will be an Action Plan box where the Appraise will have to write
Action Plan, Resources, Assumptions& Milestones for each KRA.
78
a.
b.
c.
Individuals can select from the Suggestive list of RRs or type directly
in the box provided.
d.
e.
Note: 20% weightage will be reserved for year end assessment of Relative
Contribution to Group Objectives.
79
APPRIASER
80
C. FINAL REVIEW:
Assessment of Part-A
i) KRA Section
WORK FLOW : APPRAISEE
APPRIASER
REVIEWER
Appraisee will initiate and give his assessment of Actual Targets achieved
against each KRA and record his comments. He will not give any score for
the KRAs.
Score for each KRA and Final Score for KRA section ( weighted average)
will be calculated by the system on a 5-point scale based on achievement
reflected by Reviewer.
81
APPRAISER
REVIEWER
Appraiser and Reviewer will assign Score on 5-point scale against each
RR based on the performance and the effort involved. Scores can be given
upto one decimal point.
No two individuals under the same Reviewer can have the same score for
RR section.
82
REVIEWER]
No two individuals under the same Reviewer can have the same score.
Final Performance Score will be calculated by the system on a 5point scale as a weighted average of scores of (i) KRA section (40%) (ii)
RR section (40%) and (iii) Contribution to group Objectives (20%).
No two individuals under the same Reviewer can have the same
Performance Score.
83
REVIEWER]
Appraiser and Reviewer will assign score on each competency on a 5point scale upto one decimal point.
No two individuals under the same Reviewer can have the same
Competency Score.
84
5. SHARING OF SCORES
6. IMPLEMENTATION
85
SWOT ANALYSIS
Strength
ROBUST RESEARCH AND DEVLOPMENT ACTIVITY
LEADING MARKET POSTION
WEAKNESS
SAFETY ISSUE
NON AUTONOMY
OPPORTUNITIES
EXPANDING MANUFACTURING CAPACITY
STRONG ORDER INTAKE
THREATS
INTERNATIONAL LAWS AND REGULATIONS
INCREASING PRICE OF RAW MATERIAL
86
RESEARCH
METHODOLOGY
87
The research design in my case was exploratory research design, which is also known
Formulative Research Design.
The main purpose of my study was getting the opinion of people regarding the performance
appraisal system and what are the problems which are faced by the appraisees and the
appraisers.
The research design in my study was flexible to provide opportunities for considering
different aspects of the problem under study.
88
DATA ANALYSIS
1. Are you satisfied with the present performance appraisal system (Emap)?
(a) Yes [
(b) No [
Interpretation:-More
89
2. Do you think the present system is effective / better than the previous
appraisal system?
(a) Yes [
(b) No [
Interpretation:-
90
70% of employees think that the current system (e-Map) is better than the previous system
(ACR) because earlier their result was totally confidential and was not known to them.3-Do
(b) No [
Interpretation:60% of the employees think that this system reduces biasness because the KRA evaluation is
transparent to each appraisee.
91
4-As an appraisee do you face any problem while selecting the KRAs?
(a) Yes [
(b) No [
Interpretation:80% executives have no problem in selecting the KRAs because everything is completely
elaborated and they are given choices to choose among many of their caliber.
92
(b) No [
Interpretation85% executives are helped by their appraisers in selecting KRAs. This shows the good
inter personal relationship between the appraisee and the appraiser.
93
6-Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [
(b) No [
Interpretation:Only 25% executives feel that the present list of KRAs doesnt cover all aspects of their job.
The Executives which are under grade E1- E3 are unsatisfied.
94
(b) No [
32%
YES
NO
68%
Interpretation:More than 65% appraisers feel that part-b should not be transparent to an appraisee as this is
the only part through which they can control the performance of their subordinates.
95
(b) No [
Interpretation:
70% executive says that they get the formal feedback regarding their performance by their
superiors regularly while carrying out their work.
96
9-Are any steps taken to improve the performance if not up to the mark?
(a) Yes [
(b) No [
30%
NO
YES
70%
Interpretation:
30% executives say that the proper training is given to them for upgrading their job whenever
required.
97
RESEARCH FINDINGS
98
CONCLUSION
From the research it has been concluded that most of the executives who are not satisfied
with the present performance appraisal system are the executives from E1 to E3 level as they
think it is quiet complicated. They find problems in selecting their KRAs from the KRA
master as there are so many KRAs and they have to select the KRAs which are related to
their work. Appraises also want that the score of Part- B of E- Map should be known to them
and the basis on which their score is given. But appraisers feel that the score of Part B should
not be known to appraises as the think it is the only way by which some how they can control
the behavior of the executive. Appraisers dont have any problem with this system as they are
quite experienced.
Appraisers give proper feedback to their appraises on day today basis and proper training or
challenging tasks are given to improve their performance. mainly the formal training is given
at the time of joining the organization but if the employees face any problem later at the time
of their job, their superiors help them in resolving their problems at the same time.
But some appraises feel that they are not given proper feedback and even they dont want any
feedback as they think that they know their work very well.
99
SUGGESTIONS
Proper training program should be conducted about the E-Map system for the new
trainees.
1. Whenever there are any changes in the KRAs the executives should be
informed about it in advance.
2. Executives should be know that on what basis they performance is being
measured in Part-B as this plays an important role at the time of their
promotion.
3. Some personality development trainings should also be provided apart from
mere job oriented training.
100
LIMITATIONS
Sometimes people do not tell truth and fill it just for fun sake.
101
ANNEXURE
Dear Sir / Madam,
I,amVakil Kumar Yadav a student of RAJ, SMS, Varanasi. I am doing summer training on the
topic Performance Management System in B.H.E.L, Varanasi.This survey is for study
purpose only and the information provided by you will be kept strictly confidential.
Date :
Initial :
102
QUESTIONNAIRE
Q1. Are you satisfied with the present performance appraisal system (E-map)?
a. Highly Satisfied
c. Partially Satisfied
b. Fairly Satisfied
d. Not Satisfied
Q2. Do you think that the present system is effective / better than the previous Appraisal
System?
a. Highly Agree
b. Fairly Agree
c.Partially Agree
d. Disagree
Q3. Does this e-map system reduces biasness as per your opinion?
a. Highly Agree
b. Fairly Agree
c.Partially Agree
d. Disagree
Q4. As an appraisee do you face any problem while selecting the KRAs?
a. Highly Agree
b. Fairly Agree
c.Partially Agree
d. Disagree
b. If Needed
c. If Asked
d. Not at all
103
Q6. Do you think the present list of KRAs cover all aspect of your job?
a. Highly Agree
b. Fairly Agree
c. Partially Agree
d. Disagree
Q7. Do you think the part B of e-map system should be transparent to an appraisee?
a. Highly Agree
b. Partially Agree
b. Fairly Agree
d. Disagree
b. If Needed
c. If Asked
d. Not at all
b. Fairly Agree
c. Partially Agree
d. Disagree
BIBLIOGRAPHY
104
Kothari, research methodology, new Delhi ,vikas publishing house pvt.ltd.pg 125128,150-154
WEBSITE
105