Mormugao Port Trust: Summer Placeme NT

7/30/2009
SUMMER
PLACEME MORMUGAO PORT TRUST
NT
MEGAN VIEGAS - FY.BBA, DON BOSCO COLLEGE PANJIM-

GOA | ROLL.NO-33
HUMAN RESOURCE MANAGEMENT
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HUMAN RESOURCE
MANAGEMENT
(OVERALL FUNCTIONING)
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AKNOWLEDGEMENT
In successfully completing my project report, I am indeed indebted to a large

number of people who have encouraged and helped me in a variety of ways. It’s
indeed a privilege to express my gratitude to the people involved.
My profound and sincere thanks to Dy. Director Mrs. SS Keshmat of Planning

and Management Department, for granting the permission to do this project. I
also thank to Mr. Faria, Mr. Marcelino, Mr. Madkaikar, Mr. Digambar Gadkar, Mr.
Singbal, Mr. Rejendra Singh and all the staff members too. I have paucity of
words to express my obeisance before them for their keen interest, valuable
guidance, unflinching judgment and constant encouragement during the entire
course of my study.
Words in my lexicon fall short to express my feelings towards Mr. Rane for his
timely and important help in completing this project report.
Last but not the least, I owe my sincere regards to my family members and the
‘Almighty’ for making me able to believe in myself and letting me utilize my
potential to the fullest of my energy during the entire course of the study.
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MEGAN VIEGAS
DUTIES AND RESPONSIBILITIES
The goal of human resource management is to help an organization to meet

strategic goals by attracting, and maintaining employees and also to manage
them effectively.
The process involves carrying out a skills analysis of the existing workforce,
carrying out manpower forecasting, and taking action to ensure that supply
meets demand. This may include the development of training and retraining
strategies. Through HRP an organization strives to have the right number & the
right kind of people at the right place at the right time. So my duty was to study
this functioning and conduct a survey.
SCOPE OF THE REPORT
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The scope of this project is to study the overall functioning of Mormugao port
trust, especially focusing on the human resource management. The following
operations were taken into consideration while studying human resource
management:-
1. Human Resource Planning

2. Job Analysis
3. Job Design
4. Recruitment & Selection
5. Orientation & Placement
6. Training & Development
7. Performance Appraisals
8. Job Evaluation
9. Employee and Executive Remuneration
10. Motivation
11. Communication
12. Welfare
13. Safety & Health
14. Industrial Relations
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TABLE OF CONTENTS.
Acknowledgement.
Duties and Responsibilities.
Scope.
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Tables
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SECTION A: INTRODUCTION
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Introduction of MPT 7
History 8
Landmark Events 10
Vision and Mission 18
Targets and Strategies 19
Performance Highlights 22
Facilities 26
Organisational functioning 34
Organisational Setup 36
Organisational Chart 39
Competitive Position 47
SECTION B: Human Resource Management in MPT
HRM 49
Recruitment and Selection 50
Reasons for not filling the post 53
Probation 56
Promotion 57
Training 63
Performance Appraisal 73
Welfare measures and Allowances 75
Leave 94
Pension 95
Advances 98
Retirement 99
Unions 101
SECTION C: Analysis of the Study
Analysis 102
Analysis of survey 106
Summary 122
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Suggestion 123
Conclusion 124 8
Bibliography 125
Annexure 127
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EXECUTIVE SUMMARY
Mormugao Port, GOA one of the oldest ports on the west coast of India, with a
fine natural harbour, has been relentlessly serving the nation in its economic
development for over a century. Excellent facilities, high productivity,
streamlined administration and a dedicated workforce all go towards making
this Port one of the most efficient Port in the Indian subcontinent. With all these
attributes, Mormugao Port, GOA has tremendous potential to cater to the needs
of trade and industry and to contribute to the economic development of the
Nation.
Human resources play an proactive role in strategic planning and facilitate

people’s commitment to organizational goals. It is the people who make things
happen in the organization. It is Human Capital-the key to business success
describes Intellectual Capital as a combination of Knowledge, Experience, and
Performance Capacity of people used by an organization to create wealth.
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People as well as organization must be on a continuous learning curve to stay
competitive.
I have made an attempt to study human resource management to the best of

my ability. The depth study of the HR activities and implementation of the new
program SAP was quiet an experience worth learning. Surveys were also
conducted on various topics for further understanding.
INTRODUCTION OF MORMUGAO PORT

TRUST
Mormugao Port, GOA one of the oldest ports on the west coast of India, with a
fine natural harbor, has been relentlessly serving the Nation in its economic
development for over a century. As per the Major Port Trust Act, 1963, a Board
of Trustees was constituted with effect from 1st July, 1964 for the administration
and management of the Port.
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Mormugao Port, ever since its inception as a seventh Major Port of India in 1963,
constantly strives to be totally customer-centric organization consistently
delivering Value-Plus services to all its clients by offering faster turnaround
times, lower cost to port users, being adaptable to every requirement and
consistently offering customer quality and reliable services. As a result
Mormugao Port Trust plays a key role in the growth of the trade and also he
region’s economy.
Mormugao Port Trust is an ISO 9001:2000 Certified Port. Customer satisfaction

is our prime motto and keeping costs down is the highest priority. Mormugao
Port has been declared ISPS Code compliant and has been issued the Statement
of Compliance of Port Facility for successfully implementing the mandatory
provisions of International Ship and Port Facility Security which came into force
from 1st July, 2004.
Excellent facilities, high productivity, streamlined administration and a

dedicated workforce all go towards making this Port one of the most efficient
Port in the Indian subcontinent. With all these attributes, Mormugao Port, GOA
has tremendous potential to cater to the needs of trade and industry and to
contribute to the economic development of the Nation.
HISTORICAL BACKGROUND OF MPT
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Mormugao Port, a protected open type natural harbor, is situated at the mouth
of Zuari River in Goa on the West Coast of India. The Port is approximately 370
Kms. South of Mumbai and 575 Kms. North of Cochin. It is one of the oldest
Indian Port on the West Coast proudly serving the nation in its economic
development for over a century.
The Port owed its origin to the Treaty of Lisbon signed in 1878 between the
British and the Portuguese Governments. The construction operation and
maintenance of the Port and its connected metre guage was entrusted with the
West of India Portuguese Guaranteed Railway Company (WIPGR), a British
company, in 1881 under an agreement with the Portuguese Government. In
1887 the first Port structure, the quay wall corresponding to the length up to
berth No.3 protected by a breakwater, was constructed and also during the
same year, the (43 Kms.) was completed. Berth No.4 with an extension of the
breakwater was completed in 1912. Berth No.6 was partially completed in 1934
and it was fully completed much later along with the barge Berth No.7 in 1959,
when a mechanical Ore Handling Plant with a rate capacity of 1000 tonnes per
hour was also installed there by a private company.
WIPGR company terminated their agreement of 1881 with the Portuguese

Government in 1959 and ceased the operation. Subsequently, the
administration of the Port was entrusted to an autonomous body constituted by
the Portuguese Government.
On 19th December, 1961 Goa was liberated from Portuguese regime and
reunited with India. Subsequently, the Administration of the Port and the
connected railway was taken over by the government of India through an
Administrative Officer on 8th January, 1962. Later on the railway section of the
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Port was transferred and merged with Southern Railway w.e.f. 1st May 1963.
The Indian Ports Act was extended to Goa under the Notification dated 2nd
December, 1963 and the Mormugao Port declared a Major Port of India by the
Ministry of Transport. Consequently, the Major Ports Act a Board of Trustees was
constituted w.e.f. 1st July, 1964. The management and administration of the
Port are carried out by the Chairman for and on behalf of the Board of Trustees.
The Chairman is assisted by the Deputy Chairman and Heads of Departments.
Major developments of the Port were taken up only after it became a Major Port.
A number of developmental projects were implemented under the various Five
Year Plans of the Government of India. Consequently in 1976 and in 1979 an ore
loading berth, berth No.9 installed with a modern Mechanical Ore Handling Plant
(MOHP) having rated ore loading capacity of 8000 tonnes per hour was
commissioned. Later on as the general cargo traffic was gradually picking up a
number of schemes were views to augmenting the general cargo handling
facilities at the Port. Two major schemes in this regard were the construction of
two multi-purpose general cargo berths, berth No.10 and No.11 which were
commissioned in 1985 and 1994 respectively along with appurtent shore
facilities. In the meanwhile the Mechanical Ore Handling Plant installed in 1959
at berth No.6 was decommissioned in 1992. So also the obsolescent and the age
old berths 1 to 3 were leased out to a private company, Western India Shipyard
Ltd. for installing a modern ship repairing facility, which was commissioned in
1995. Action has been taken to construct two modern multipurpose General
Cargo Berths 5A and 6A, which will have a combined capacity of 5 million tones
per annum. The project has been awarded to M/s ABG Pvt. Ltd. to construct and
operate the terminals on BOOT basis. In 1997, the metre guage railway of the
Port linking to the south Central Railway was converted to broad guage. By this,
the Mormugao Port is now accessible for any part of the country through the
guage railway system.
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LANDMARK EVENTS OF THE CENTURY & OVER
• 26-12-1878
A treaty was signed at Lisbon between Governments of Portugal and
Great Britain.
• 26-12-1878
An agreement was signed between the West of India Portuguese
Guaranteed Railway Company (WIPR) and Portuguese Govt. for
construction of Harbour and connected Railway.
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• 1882
The work of construction of the Harbour and the Railway line started.
• 15-04-1885
The first ship "S.S. WEST BOURNE" with 25' draft entered in Mormugao
Port and touched the quay.
• 1887
The quay wall corresponding to the length up to Berth No. 3 protected by
the breakwater of 358 m was completed.
• 15-01-1887
The total length of existing meter gauge railway track in the Goan
Territory of 43 km between Mormugao-Sanvordem was inaugurateed.
• 26-12-1888
Mormugao was connected with Southern Maharatta Railway at Caranzol-
Castle Rock meeting point.
• 1912
The Berth No. 4 with an extension of Breakwater by 150 m was
completed.
• 1917
The breakwater was completed to its presents lengths 522.40 m and a
mole of 270 m was added.
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• 1922
The berth No. 5 was completed.
• 1934
Berth No.6 was partly completed.
• 1954
Working arrangement arrived at between the Southern Maratha Railway
and the West of India Portuguese Guaranteed Railway in1902., continued
upto August, 1954, when the Southern Maratha Railway ceased to operate
traffic to and from Hinterland India and worked the railway between the
Port and Sanvordem.
• 1955
After the closure of the Indian border, the Southern railway discontinued
operation in Goa in December 1955.
• 1956
The administration of the port and its connected railway reverted to the
Western Indian Portuguese Railway from January 1956.
• 1958
Berth No.6 was completed and berth No.7 was constructed as an adjunct
berth to Berth No.6
• 1959
A Mechanical Ore Handling Plant, with a rated loading capacity of 600
TPH, owned by M/s. Chowgule & Co. Pvt. Ltd., was commissioned on
1.4.59.
Berth No. 6 completed and Berth No. 7 was also constructed as an adjunct
to the Mechanical Ore Handling Plant at Berth No. 6 and commissioning of
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Mechanical Ore handling Plant at Berth No. 6 owned by M/s Chowgule &
Co. Pvt. Ltd. with an initially rated capacity of 600 TPH.
• 1961
An autonomous body named 'Junta Autonoma dos Portos caminhos de
Ferro Do Estado Da India' constituted by the Portuguese Government took
over the administration of the Port and Railway on 1.4.1961 from Western
India Portuguese Railway on the termination of the contract.
• 1962
After the liberation of Goa on 19.12.1961, administration of the Port and
its connected railway was taken over by the Government of India on
8.1.1962.
• 1963
a) The main Railway section from Vasco da Gama to the border of Goa
was transferred to Southern Railway on 1.5.1963, thus delinking the port
from the Railway management.
b) Under the Indian Ports Act, 1908, the Mormugao Port was declared as a
Major Port (Seventh Major Port), by the Ministry of Transport on 2.12.1963.
• 1964
The Major Port Trusts Act, 1963 was made applicable to the port of
Mormugao and a Board of Trustees was constituted on 1.7.1964.
• 1970
The Mormugao Port Development Project was sanctioned by the
Government of India on 27.1.1970. The major schemes included in the
project were :
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Construction of Oil Berth (Berth No.8)
Construction of Berth No.9 equipped with Mechanical Ore Handling Plant
Dredging and Reclamation
• 1972
MPT Hospital Building inaugurated
• 1976
Oil Berth (Berth No.8) was commissioned on 12.12.1976 by Dr. G. S.
Dhillon, Hon. Union Minister for Shipping and Transport.
• 1978
The Port's own Mechanical Ore Handling Plant with rated loading capacity
of 8000 T.P.H. was commissioned at Berth No.9 for trial loading on
27.10.1978. The first vessel handled was 'ASIA GRACE' of 19,459 DWT.
• 1979
The Port's own Mechanical Ore Handling Plant was declared for
commercial operation from 1.10.1979. The first vessel handled was 'AEGIS
MYSTIC' of 20,950 DWT.
• 1982
1) Laying of foundation stone for the Multi-purpose General Cargo Berth
No.10 by Shri Veerendra Patil, Hon'ble Minister for Shipping and Transport
on 19.4.82.
2) Annexe to the Administrative Office Building at Mormugao Harbour

inaugurated by Shri Veerendra Patil, Hon'ble Minister for Shipping and
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Transport on 19.4.1982
• 1983
Extension of the MPT Hospital inaugurated by Shri R. Satarawala, His
Excellency Lt. Governor of Goa, Daman & Diu on 17.11.1983.
• 1985
The Multi-purpose General Cargo Berth (Berth No.10) was commissioned
on 15.4.1985 by Shri Rajiv Gandhi, the Hon'ble Prime Minister of India.
Foundation Stone of Secondary School Building of the Port Trust was

unveiled by Shri Z.R.Ansari, Hon'ble Minister of State for Shipping and
Transport on 15.4.1985.
The Corner Stone for extension of Port Hospital, Phase-II consisting of new
Operation Theatre and Surgical Ward was unveiled by His Excellency Shri
Gopal Singh, Lt. Governor of Goa, Daman and Diu on 15.4.1985.
A book called the 'SONG OF THE GOLDEN GATEWAY' written by Shri Mario
Cabral e Sa was released by Shri Pratapsingh Rane, Hon'ble Chief Minister
of Goa, Daman & Diu on 15.4.1985.
The Port also celebrated its centenary on 15.4.1985, commemorating the

berthing of its first ship s.s. 'WEST BOURNE' on the same date,a 100 years
back.
• 1986
Deepvihar Secondary School inaugurated.
The new Computer system for Mormugao Port was inaugurated by Shri
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Cecil Noronha, Chairman Mormugao Port Trust on 3.9.1986
• 1989
Foundation stone for a modern barge unloading jetty, where a continuous
barge unloader with iron ore unloading capacity of 1250 TPH was laid by
Shri Rajesh Pilot, Hon'ble Minister for Surface Transport on 6.2.1989.
"INDIRA GANDHI", a lash vessel called this Port on its maiden voyage on
20.3.89 and unloaded 20 empty barges for loading Alumina, destined to
USSR.
• 1991
Bharat Ratna Dr. Babasaheb Ambedkar Vocational Centre, inaugurated by
Dr. Mrs Savita Ambedkar on 19th August, 1991.
• 1992
Continuous Barge Unloader of 1250 TPH as an adjunct to Berth No.9

(MOHP) was commissioned by Shri Jagdish Tytler, Hon'ble Minister of State
for Surface Transport on 9.5.92.
A regular container Feeder Service started from Mormugao Port on

12.9.92 at the hands of Shri Shaikh Hassan Haroon, Hon'ble Speaker of
Goa Legislative Assembly.
• 1993
An agreement signed between M/s. Western India Shipyard Ltd. for leasing
land and water area for construction of modern Dry Dock at Mormugao
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Port in April 1993. Deepvihar Higher Secondary School inaugurated.
• 1994
The work of converting the meter gauge line inside the port into broad
gauge was awarded to South Central Railways on 31.3.1994
Berth No.11 was commissioned on 9.8.94, pending the completion work of

back-up area.
• 1995
Two Warehouses E-1 and E-2 with an area of 5,000 sq. mts. each near
Berth No. 10 and 11 was commissioned on 24.11.95.
A floating Dry Dock constructed by WISL was inaugurated by Shri

Rajasekharamurthy, Hon'ble Minister for surface transport on 23.12.95.
• 1996
The back-up area of Berth No.11. was commissioned on 25.7.96.
The Sports Academy inaugurated and Foundation Stone for Sports

Academy Complex was laid by Shri Venketaraman, Hon'ble Minister for
Surface Transport on 26.12.1996.
New Administrative Office Building at Headland inaugurated by Shri

Venketaraman, Hon'ble Minister for Surface Transport on 27.12.1996.
A book 'DESTINATION GOA - THE INVESTOR-FRIENDLY PARADISE', written

by Mario Cabral e Sa was released at the hands of Shri Venketaraman,
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Hon'ble Minister for Surface Transport on 26.12.96.
• 1997
The Port acquired a Reach Stacker of "FANTUZZI" make on BOOT basis to
make it available to Port users on hire. This was put into operation from
4.4.97.
The Letter of Intent given to M/s A.B.G. Heavy Industries, Mumbai for
reconstructing old berths 5 and 6 into deep drafted berths for handling
coal, steel and other cargoes on 8.7.97.
B.G. Railway operations were inaugurated on 2/12/97, by Shri Yogendra

Narain
A commemorative volume was released by MPT marking 50 years of

Indian Independence.
The Port procured a high powered WDSL loco (1350 HP,4500 T) hauling
capacity from Diesel Locomotive Works, Varanasi.
The Mormugao Dock Labour Board was merged with Mormugao Port Trust
with effect from 1/4/98.
• 1999:2000
Award for construction of two multipurpose bulk cargo berths 5A & 6A to
M/s ABG Goa Pvt. Ltd.
• 2000
The prestigious ISO 9002 Certificate for Providing Seaport facilities and
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related support services for sea-borne trade was received at the hands of
Hon'ble Minister of Surface Transport, Shri Rajnath Singh on 29.04.2000
and that Mormugao is the first major Port in the country and the12th Port
in the world to receive this coveted certificate.
• 2001
Foundation stone for construction of 100 bedded hospital with modern
facilities.
• 2002
Vessel Traffic Management System was installed on 27th March 2002 for
vessel traffic control and to improve safety in navigation.
Commissioning of 3 nos. Mooring dolphins with a combined capacity of

two million tonnes per annum for vessels upto 70,000 DWT.
• 2003
The Port has successfully transited from ISO 9002:1994 to ISO 9001:2000.
The prestigious certificate was received at the hands of Hon'ble Minister
for Shipping, Shri Shatrughan Sinha.
Two highly manoeuvrable tugs with Voith Schneider propulsion systems of

45 tonne Bollard pull each have been procured for augumenting pilotage
services.
• 2004
Mormugao Port has achieved the International Ship and Port Security
(ISPS) code compliance. The Mormugao Port Chairman, Shri P.K.Mohanty,
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received the Certificate of compliance No. DGS/SOC/007 dated
13/05/2004 from Shri D.T.Joseph Secretary, Ministry of Shipping on 18th
June,2004 in New Delhi.
Berths 5A & 6A have been constructed by M/s. ABG Goa Port Ltd on BOOT
basis and commissioned for operation in June,2004.The first vessel
berthed on 19.06.2004 to discharge coal for M/s .J.V.S.L
VISION
“MPT wishes to be the preferred port for the region, recognized for its
environmental policies, efficiency in cargo handling and service to customers,
providing quality of life for the workforce and support to the community.”
AIM
It is the aim of MORMUGAO PORT TRUST To achieve customer satisfaction by
meeting their expectations in relation to the services offered by the port.
Towards the aim, the quality policy of MORMUGAO PORT TRUST is to:
• Make continual improvement in the services offered by the Port for

greater satisfaction by adapting and improving processes and
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technologies to attain higher productivity, better cost effectiveness and
quality performance.
• Enhance employee participation to contribute to achievement of quality

objectives by improving the knowledge and skills of employees as
appropriate to their functions.
• Comply with all applicable statutory, safety and environmental regulations

to ensure safety of our employees and to discharge our responsibility to
society.
GOALS
• Preferred port for Goa and the regions, or just Goa, or just the regions, or
the West Coast.
• Ultimate in port facilities, total port solutions.
• Efficient, modern port, service at the best.
• Environmentally conscious-clean.
• Quality in Services and Life.
TARGETS AND STRATEGIES

• To provide quality, efficient and cost effective services to port customers.
• To attract more traffic for the port.
• To develop into a multi-commodity port.
• To be the preferred port for Goa and the region’s importers/exporters.
• To be financially self-sustaining.
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• To promote a trained motivated competent satisfied workforce.
• Continual improvement in productivity.
• To improve the port’s infrastructure to international standards.
• To make the port more environmental friendly.
Export and Import for the year 2003-2009
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(Qty. in
million tonnes)
Commodity 2003- 2004- 2005- 2006- 2007- 2008-
04 05 06 07 08 09
A) Export
Iron ore including 22.94 24.72 25.31 26.66 27.3 33.81

pellets.
Other ores 0.05 0.01 0 0 0 0
Alumina 0.16 0.11 0.18 0.08 0.03 0.03
Hot rolled Steel 0.07 0.03 0 0.08 0.20 0.14
coils 0.07 0.05 0.07 0.05 0.02 0.04
Coke 0.06 0.06 0.05 0.07 0.07 0.07
Containerized 0.05 0.05 0 0.25 0.32 0.58
cargo
Other cargo
Total export 23.40 25.03 25.61 27.19 27.94 34.67
B) Imports
P.O.L. product 1.32 1.01 0.83 0.78 0.87 0.90

Phosphoric acid 0.31 0.33 0.38 0.39 0.37 0.36
Caustic acid 0.04 0.01 0.02 0.04 0.03 0.02
Ammonia 0.08 0.08 0.09 0.10 0.10 0.09
Other oil 0.03 0.03 0.04 0.04 0.04 0.03
Fertilizers 0.13 0.17 0.23 0.23 0.19 0.18
Coke and coal 2.33 3.66 4.06 5.04 5.27 5.16
Iron ore and Iron 0 0 0 0.08 0.03 0
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ore pellets
Containerized 0.04 0.06 0.06 0.06 0.07 0.08
cargo 0.19 0.28 0.37 0.29 0.22 0.19
Other cargo
Total imports 4.47 5.63 6.08 7.05 7.19 7.01
Grand Total 27.87 30.66 31.69 34.24 35.13 41.68
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PERFORMANE HIGHLIGHTS
CARGO TRAFFIC
Mormugao Port, despite meltdown in economy worldwide, marches ahead in its
125th year of service to the Nation with an impressive double-digit growth of 19
per cent in cargo traffic.
The port ended 2008-09 with an all time record cargo traffic of 41.68 million
tonnes, surpassing the previous best of 35.13 million tonnes handled during
2007-08 and fiscal target of 40.60 million tonnes fixed by the Ministry of
Shipping, RT & H by 3 per cent.
Of the total throughput of 41.68 million tonnes, exports accounted for 34.67
million tonnes, registering an increase of 24 per cent, while imports accounted
for 7.01 million tonnes.
Throughput of prime commodities, iron ore (33.81 million tonnes), cooking coal
(4.11 million tonnes) showed an increase during the fiscal just ended.
A quantity of 11.51 million tonnes was loaded by the Mechanised Ore Handling
Plant (MOHP) at berth 9 as against 10.31 million tonnes loaded in 2007-08
In all the Port handled 890 cargo vessels as compared to 825 vessels in 2007-
08.
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The most significant achievements of Mormugao Port Trust were:
A record quantity of 33.81 million tonnes of iron ore was exported during the
year surpassing the previous record of 27.30 million tonnes and the fiscal target
of 30.40 million tonnes fixed by the Ministry.
An ever highest quantity of 74,905 tonnes of iron ore was unloaded on

29/01/2009 surpassing the previous best of 71,261 tonnes unloaded on
02/05/2007.
An ever highest quantity of 16, 15, 693 tonnes of iron ore was unloaded in the
month of January, 2009 surpassing the previous best of 15, 85,067 tonnes
unloaded during the month of April, 2006.
A record output of 2300 tonnes per hook was achieved while loading bauxite ore
on to the vessel m.v. WOOD STAR on 18/03/2009 surpassing the previous record
of 1470 tonnes.
FINANCIAL PERFORMANCE
The Port’s provisional income for 2008-09 stood at Rs.290 crores as against
Rs.268 crores in 2007-08. During the year, the Port has contributed Rs.28 crores
towards Pension Trust Fund and Rs.2.50 crores towards Gratuity Trust Fund as
against Rs.13.12 crores contributed during the year 2007-08. The net surplus
would be Rs.18 crores for the year 2008-09 as against Rs.39.85 crores of the
previous year.
DEVELOPMENTAL PROJECTS
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The growth momentum which the port has witnessed in the recent years is
expected to continue in the coming years with the measures taken by the port
in upgrading its infrastructural facilities and various developmental projects
which include:
A) Construction of additional 3.no Mooring Dolphins
The demand for the mooring dolphins particularly during the monsoon period is
heavy and also during the recent years, there has been a quantum jump in the
export of iron ore. Therefore, to accommodate the demand, the port has
commenced construction of 3no. Mooring Dolphins. The cost of the scheme
including capital dredging is 25 crores. The facility is expected to be completed
by Oct.2009.
B) Construction or 4 lane roads from the Port to Verna junction on

NH 17 including flyover from gate No. 9 to NH 17B near Biana
Bay.
The port connectivity project of 4 lane road is implemented by the National

Highway Authority of India (NHAI) through special purpose vehicle known as
Mormugao Port Limited. NHAI has now decided to take up the work for the
balance 5.20 km stretch. NHAI have published notice inviting tender for
remaining 5.20 km stretch from Varunapuri junction to Sada including flyover
connectivity to gate No.9 of the port from NH 17B. price bid opened on
24/04/2009. The work will be awarded in the month of April, 2009.
C) Construction of jetty for relocation of port crafts and small boats.
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The port is constructing a berth of length 200 meters. And 10 meters. Wide
between SWPL and WISL which will be used for berthing of launches and other
shallow draft vessels. The berth can also be used for berthing offshore vessels,
Navy, Coast Guard, Fisheries Survey of India, NIO, Antarctica and ONGC. The
work is awarded to M/s Ranjit Builtcon Ltd., Ahmadabad and is in progress. This
facility is expected to be completed by March, 2010.
D) Strengthening of the Breakwater mole.
A berth is under construction over the mole by driving piles on either side of the
mole and casting deck lab over it. The length of the berth is 270 meters and 22
meters wide and deck level of +5.50m. This will strengthen the mole and also
will be utilized for berthing of non-cargo vessels including cruise vessels. The
work is awarded to M/s. Geotech Construction, Cochin and is in progress. This
facility is expected to be completed by March, 2010.
E) Replacement of 3 No. rail mounted Stackers.
The work of replacement of 3 no. rail mounted stackers of 4000 TPH capacity
each has been awarded to M/s Sandvik Asia Ltd. Kolkata at a cost of Rs. 27.80
crores. The scheduled date of completion of the project is March, 2010.
F) Upgrading of Mechanical Ore Handling Plant.
The work of upgradation of the Mechanical Ore Handling Plant is being carried
out through the Project Management Consultant, M/s Howe (India) Pvt.Ltd. The
work order was placed on 18/06/2008. The total project cost is Rs. 223 crores.
The entire project is scheduled for completion by Feb. 2010. The work involves
replacement of 2no. Ship loaders, 2no. Reclaimers, 23no. Conveyors, 1no.
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Continuous Barge Unolader by 2no. Grab type Unloader and upgradation of
substation and Control tower.
G) Development of Coal Import Terminals at Berth no.7 of Mormugao

Port on DBFOT basis.
The project is for development Modern Terminal for Coal Import at Berth No.7 at
Port of Mormugao, Goa with a capacity of 4.61 million tonnes on DBFOT basis.
Estimated cost of the project is Rs.252 crores. 5no. parties have shortlisted. The
parties have been received from the Government of India. The Port has issued
request for proposal (RFP). Last date for receipt of bids is 20th May, 2009.
Singing of concessioning agreement by July, 2009 with project completion
period of 3 years.
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FACCILITIES AT THE PORT
HARBOUR DATA, BERTHS, MOORINGS & ANCHORAGE

FACILITIES
• Vessel Traffic Management System (VTMS)
In tune with the latest practices in ports world-wide, Mormugao Port has
commissioned state of the art, all weather, Vessel Traffic Management System
(VTMS) on to provide a highly sophisticated radar system for vessel traffic
control and safety in the navigational channel and other areas of port waters
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• Approach Channel
• Length of Outer Channel : 5.2.kms
• Length of Inner Channel : 2.3 kms
• Width of Channel : 250 m
• Depth : 14.4 m to 13.1 m below chart datum
• Turning Basins : 2 nos. of 480 m diameter
• Tidal Range : Springs- 2.3 m/ Neaps-1.0m
• Navigational Aids
The approach channel of Mormugao Port is marked by lighted buoys in

addition to other navigational aids prescribed in the Indian Naval
Hydrographic Chart nos. 2020, 2022 & 2078 and B.A. Chart Nos. 492, 1509.
One Radio Beacon 'RACON' works round-the-clock in all weathers at Aguada

Light House displaying two dashes and one dot (--.) on the ships radar in X-
band
• Communications
Signal station situated on the north-west of the Mormugao Headland functions

round-the-clock with telephone service and VHF channel 16, 14, 12, 11 & 10
having the call sign "GOA PORT".
• Pilotage
Pilotage is compulsory for inward and outward movement of ships and

movement between berths and mooring within the harbor. Pilotage
service is provided round-the-clock with prior advice to the Harbour
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Acceptable size of vessel at Berth 9
LOA 335 m
BEAM 50 m
Air Draft 19.5 m
Draft in conjunction with
14.0 m
tide
DWT (approx.) 2,75,000
Parcel size (approx.) 1,50,000 tonnes
Stackyard at Mechanical Ore Handling Complex
80,000m2
Area
approx.
Storage
10 lakh tonnes
capacity
Annual
115 lakh tonnes
Capacity
Average Ship loading rate : 50-60,000 tonnes per day.
STREAMLOADING, TRANSHIPPERS, PORT RAILWAY FACILITIES
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Transhippers, each with an average loading capacity of about 15,000 tpd are
operated by private exporters in mid-stream for uptopping large size vessels
that are initially loaded by MOHP at berth No.9 to the permissible draft. At
times, ships are permitted to be loaded wholly by transhippers in mid stream.
BULK LIQUID DISCHARGING FACILITIES
The century old meter gauge railway system of the port has been converted
into Broad gauge and commissioned in November 1997 with full fledged
reception and dispatch yard.
PORT RAILWAY FACILITIES
The century old meter gauge railway system of the port has been converted
into Broad gauge and commissioned in November 1997 with full fledged
reception and dispatch yard.
WATER SUPPLY
Water is supplied alongside berths directly from shore facilities and in stream
from a 200 tonne self propelled water barge. Water supply is regulated in
accordance with availability of main supply.
BUNKERING
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Facilities are available to a limited extent for supply of furnace oil, light diesel
oil and high speed diesel oil to vessels visiting the port and the berth with
prior arrangements with oil companies. Furnace oil can be supplied through
shore pipelines on Berth Nos. 8 and 9. HSD can be supplied by trucks only.
SHIP REPAIR FACILITIES -SHIPYARDS & SHIP REPAIRERS
A major ship repairing complex with dry docking facilities has been set up at
the port by M/s. Western India Shipyard Ltd. The Floating Dry Dock is of 15,000
TLC for accommodating ships upto a maximum size of 60,000 DWT/215 metre
LOA. Besides this, facilities for afloat repairs as well as chipping, painting and
tank cleaning are provided by a number of licensed specialized private firms as
well as by Goa Shipyard, a Govt. of India undertaking situated in the vicinity of
the Port area ie. Goa Shipyard Ltd. and Western India Shipyard Ltd.
ORGANISATIONAL FUNCTIONING
Statutes/rules framed regarding its constitution and working
Mormugao Port Trust (MPT) is a body corporate, framed under section 5 of Major
Port Trust Act, having perpetual succession and a common seal with powers,
subject to the provisions of this Act to acquire, hold or dispose of property and
made by the name of which it is constituted, sue or to be sued. The MPT also
functions under the provisions of Indian Ports Act 1908. The provisions of Major
Port Trust Act, 1963 has been extended to MPT with effect from 1.7.64. The MPT
have framed regulations under Section 28 and 123 for the purpose cited
therein, as per the requirements of the organisation. Under Section 28 of the
Major Port Trust Act, 1963, the Board has framed regulations on the service
conditions of the employees. MPT has framed 33 regulations under MPT Act,
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1963. Almost all the areas have been covered by various regulations. These
regulations are amended from time to time on the basis of Central Government
provisions on the subject matter. If any area is not covered, then, the Central
Government Rules are referred for guidance and follow up action. The
provisions of Merchant Shipping Act, 1958 are also applied wherever needed.
Merchant Shipping Act, 1958
The Merchant Shipping Act, 1958 was enacted to foster the development and
ensure the efficient maintenance of an Indian Mercantile Marine in a manner
best suited to serve the national interests, to provide for the registration of
Indian ships and generally to amend and consolidate the law relating to
merchant shipping. Salient features of the Act are at Annexure.
Major Port Trust Act, 1963
1.2 The Major Port Trusts Act, 1963 has been enacted to make provision for the
constitution of Port Trust Boards, for Major Ports in India and to vest the
administration, control and management of such ports in Port Trusts Boards and
for matters connected therewith. The Major Port Trusts Act, 1963 has been
amended in 1997 when chapter 5A on TAMP (Tariff Authority for Major Ports)
has been introduced. Subsequently, the Major Port Trust Act was also amended
in June, 2000 when sub section 3A has been added to section 42, authorising
the Board to enter into agreement or other arrangements whether by way of
partnership or joint venture with anybody or any person to perform any other
service or function assigned to the Board with the previous sanction of the
Central Government
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ORGANISATIONAL SETUP
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Secretary (Shipping) is assisted by Joint Secretary (Shipping), Joint Secretary

(Ports), Development Adviser (Ports), Chief Controller of Chartering and other
officers at the level of Directors, Deputy Secretaries, Under Secretaries and other
Secretariat/Technical Officers.
The Finance Wing is headed by Additional Secretary & Financial Adviser who
assists in formulating and processing all policies and other proposals having
financial implications. The Additional Secretary & Financial Adviser is assisted by
one Deputy Financial Adviser, two Assistant Financial Advisers, one Under
Secretary (Budget) and other Secretariat officers and Staff.
The Accounts side of the Ministry is headed by a Chief Controller of Accounts

who is inter alia responsible for accounting, payment, budget, internal audit and
cash management.
Adviser (Transport Research) renders necessary data support to various Wings of

the Ministry for policy planning, transport coordination, economic & statistical
analysis on various modes of transport with which the Ministry of Shipping is
concerned.
IPA is an organisation that was conceived and constituted by the Major Ports of
India under the Societies Registration act in 1966 with the prime objective of
developing and increasing efficiency and productivity in ports and its working
environment. The functioning body of IPA comprises of the Chairman of all Major
Ports, which are the local authorities formed by a statute and function under the
regulatory control of Ministry of Shipping,Road Transport & Highways, Govt of
India. The Chairman of Association is elected in the Annual General Meeting
while the Secretariat of IPA is headed by the Managing Director who operates
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from New Delhi.
The following autonomous organization, societies/associations and public sector

undertakings are functioning under the administrative control of the Ministry of
Shipping.
Subordinate/Attached Offices
o Directorate General of Shipping, Mumbai

o Andaman & Lakshadweep Harbour Works, Port Blair.
o Directorate General of Lighthouses & Lightships, New Delhi.
o Minor Ports Survey Organisation, Mumbai
Autonomous Bodies
o Kolkata Port Trust

o Paradip Port Trust
o Visakhapatnam Port Trust
o Chennai Port Trust)
o Tuticorin Port trust
o Cochin Port Trust
o New Mangalore Port Trust
o Mormugao Port Trust
o Mumbai Port Trust
o Kandla Port Trust
o Inland Waterways Authority of India, Noida.
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o Tariff Authority for Major Ports,Mumbai
o Seamen’s Provident Fund Organisation, Mumbai
Societies/Associations
o National Institute of Port Management, Chennai

o Indian Institute of Port Management, Calcutta.
o National Ship Design and Research Centre, Visakhapatnam.
o Indian Ports Association.
o Seafarers Welfare Fund Society .
Public Sector Undertakings
» Shipping Corporation of India, Mumbai.

» Hindustan Shipyard Limited, Visakhapatnam.
» Cochin Shipyard Limited, Cochin.
» Central Inland Water Transport Corporation Limited, Kolkata
» Dredging Corporation of India Limited, Visakhapatnam.
» Hooghly Dock & Ports Engineers Limited, Kolkata.
» Ennore Port Limited.
» Sethusamudram Corporation Limited
The management and administration of the Mormugao Port Trust is carried out
by the Chairman for and on the behalf of the Board of Trustees constituted
under the provisions of the Major Ports Trusts Act, 1963. The Chairman is
assited by the Dy.Chairman and heads of Departments.
For administrative convenience, working of the Port is divided broadly among

the following departments. Each “Head of Department” who is appointed by the
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Ministry of surface Transport, functions within the powers delegated to him
under the Major Port Trusts Act, 1963.
1. General Administrative Department

2. Finance department
3. Planning and management Services Department
4. Medical department
5. Mechanical Engineering Department
6. Civil Engineering Department
7. Marine Department
8. Traffic Department
9. Material Management Department
10. Cargo handling Labour Department
11. Vigiliance Department.
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O rgan
M or
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DIVISION OF CLASS
1) Class I
2) Class II
3) Class III
(a) Technical
(i) Supervisory
(ii) Non- Supervisory
(b)Clerical
(i) Supervisory
(ii) Non- Supervisory
4) Class IV
(a) Technical
(b)Other than technical
(A) Classification of posts.
Class 1- This class includes the chairman, deputy chairman,

heads of departments (HOD’s) and the other entire
official who undertakes the responsibility of HOD’s
in their absences.
Posts shall mean the posts, the maximum of the

scale pay of which is above Rs.14,600/-
Class 2- The Class II employees are those who look after
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the management of the staffing the absence of
their superiors. The officer who are below the class
I employees, are included in class II rank.
Post shall means the post, the maximum of the

scale pay of which exceeds Rs.11,975/- but does
not exceed Rs.14,600/-
Class 3- The Class III worker includes the technical and
clerical grade employees both above categories
are divided into supervisory and non supervisory
staff. The workers working in class III includes
employees below the rank of class II officers.

scale pay of which exceeds Rs.6860/- but does not
exceed Rs.11,975/-
Class 4- The class IV includes the technical and other than
technical workers. They fall in the lowest pay scale
courses. They are normally not specialized in any
field. They are the employees working as peons,
helper, khalases, sweepers, attainders, watchman
etc.

scale pay of which exceeds Rs.6860/-
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STAFF STRENGTH
Manpower of the Mormugao Port as on 2008
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General Administration Department
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The General Administration Department is headed by the Secretary. This
Department functions as a Secretariat of the Port Trust and its other functions
and responsibilities, inter-alia include personnel matters, labour issues,
management of legal matters, security affairs, public relations, watch and ward,
estate, inter departmental co-ordination and assistance to the Chairman/Dy.
Chairman in day-to-day matters regarding information, direction and policy.
Traffic Department
Traffic department is headed by the Traffic Manager. This Department is

responsible for all operations connected with landing, receipt, storage, delivery
and shipment of gods and documentation relating thereto, embarkation and
disembarkation of passengers, control of traffic in Port area, and terminal
railway operations.
Civil Engineering Department
Civil Engineering Department is headed by the Chief Engineer. This Department

is responsible for all the Civil Engineering works being executed by the Port
Trust. The duties of the department inter-alia comprise construction,
maintenance and repairs of the quays/jetties, sheds, buildings, roads, railways,
water supply drainage repairs, capital dredging and development of land
acquired by the Port.
Finance Department
The Finance Department is headed by the Financial Advisor and Chief Accounts
Officer. The Department is responsible for the financial management,
management accounting, book keeping, preparation of financial and
performance budgeting and budget control, fixing of rates and charges for
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services rendered by the Port, appraisal and clearance of capital expenditure
projects, inventory proposals and dealing with Statutory Audit Reports.
Besides, the department arranges auditing of various departments and carried

out periodical verification of Stores and inventory.
Medical Department
The Medical Department is headed by the Chief Medical Officer. This

department looks after the Medical Services to the employees of the Port. The
department runs a hundred bedded hospital.
Mechnical Engineering Department
The Mechanical Engineering Department is headed by Chief Mechanical

Engineer. This Department looks after the operation & maintenance of
Mechanical Ore Handling Plant, other cargo handling equipment and all other
mechanical/electrical works of the Port. This department is also responsible for
acuisition, installation and maintenance of the Port crafts, locomotive, wagons,
other items of machinery and automobilies. A fully equipped
Mechanical/Electrical Workshop is maintained by this department to cater to all
the maintenance work.
Marine Department
The Marine Department is headed by the Deputy Conservator. This department

is in-charge of all the navigation and marine conservancy services which include
pilotage, berthing/unberthing of vessels, marine surveys, salvaging operations,
receiver of wreck etc. The various crafts like mooring barge, tugs, survey/pilot
launches etc. are also manned and operated under this department. This
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department also carries out the maintenance dredging and is in-charge of fire
fighting & Pollution control services and also communication services between
ships and the Port.
Planning & Management Services Department
The Department is headed by the Director. It is in-charge of the corporate

planning, economic evaluation of future projects and plans, preparation of
feasibility reports, and collection, compilation, analysis and maintenance of
comprehensive data on traffic, shipping and utilization of port equipment and
crafts submission of Management information, dissemination of information to
Ministry and other agencies, traffic forecast, market surveys and trade
promotion. Port’s hinterland studies, in-house training and human resources
development, centralized record keeping system, library, information and
publicity services.
Materials Management Department
Headed by the Materials Manager, this department is in-charge of procurement,

stocking and inventory control of all the stores, materials, consumables required
for Port operations and maintenance including acquisition of spares for the
Port’s Mechanical Ore Handling Plant and floating crafts like tugs, dredgers,
launches etc.
Cargo Handling Labour Department
This department is headed by the Chief Manager. The function of the

Department is to ensure greater regularity of employment to dock workers and
to ensure that an adequate number of dock workers is available for the efficient
performance of dock work.
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Vigilance Department
The Vigiliance department set up in the port continues to be pro-active during

the year under the port. In the light of various irregularities brought to notice of
the administration in some confidential reports, the vigilance cell has taken up
in depth study of procedures wherever possible to have adequate transparency
and to eliminate room for corruption. In the process of pursuing this objective,
collection of information and surveillance was done in addition to scrutiny of
records.
A three pronged vigilance strategy is utilized in the port, ie
 Awareness programmes
One lecture on “Conduct of Disciplinary proceedings” was organized for the staff
dealing with such matters in various departments. Another lecture on conduct of
CTE type inspections, their importance and the procedure for Quarterly Progress
Report thereon was organized for the heads of departments and senior officers.
CVC guidelines and government instructions issued from time to time have been
circulated.
An article on “Integrity Pact” published in in-house journal.
 Preventive Vigilance
Simplification of rules and procedures thereby reducing the areas of misuse of

discretion.
Identifying and plugging the loopholes in the systems/procedures thereby

reducing points of corruption.
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Increasing transparency and Accountability in working by use of website.
Effective machinery to deal promptly with complaints.
Steps to provide highest standards of integrity among the employees.
 Punitive Vigilance
Speedy disposal of vigilance cases and disciplinary inquires.
Steps to maintain positive discipline.
Close laison with other agencies to ensure quick action in vigilance matters.
COMPETITIVE POSITION
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The SWOT analysis for the Port of Mormugao is presented below:
STRENGTHS
 Implementation of SAP
 EDI establishment.
 Partially natural harbour
 Bestowed inland waterways
 Substantial captive traffic
 Private participation and investments
 Profitable
 Moderate financial capability
 Preferred employeer of Goa for direct and indirect employment.
 Management committed and sincere.
 Good industrial relations.
WEAKNESS
 Lack of expansion space

 Medium and long term development is difficult in the limited existing
port area
 Lack of dedicated berth for non-cargo vessels
 Workforce not well motivated and inadequate qualified technical
manpower
 Not able to fully attract the potential hinterland traffic
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 Not well maintained infrastructure
 Inadequate road and rail facilities
 Union influence
OPPORTUNITIY
 Improve existing facilities

 Vasco Bay and Baina Bay development
 Attract more coal and liquid bulk
 Cruise traffic
 Base for offshore supply vesssels, Navy and Coastguard vessels
 Industrial development in
 North Karnataka
THREATS
 Iron ore vulnerable to Chinese demand and may reduce

 Competition from Panjim, New Mangalore, Ennore, Chennai and possibly
Krishnapatnam co-operation not in full vigour from local authorities.
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‘People are our greatest asset’ is a mantra that companies have been chanting
for years. But only a few companies have started putting Human Resources
Management (HRM) systems in place that support this philosophy. There are a
number of challenges in the Indian industry which require the serious attention
of HR managers to ‘find the right candidate’ and build a ‘conducive work
environment’ which will be beneficial for the employees, as well as the
organization. The industry is already under stress on account of persistent
problems such as attrition, confidentiality, and loyalty. Other problems are
managing people, motivation to adopt new technology changes, recruitment
and training, performance management, development, and compensation
management. With these challenges, it is timely for organizations to rethink the
ways they manage their people. Managing HR in the knowledge based industry
is a significant challenge for HR managers as it involves a multi task
responsibility. In the present scenario, HR managers perform a variety of
responsibilities. Earlier their role was confined to administrative functions like
managing manpower requirements and maintaining rolls for the organization.
Now it is more strategic as per the demands of the industry.
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HUMAN RESOURCE PRACTCE IN MPT
RECRUITMENT AND SELECTION
The process of selection involves three stages Recruitment, Selection and

Placement. Recruitment refers to making the vacancies known to potential
applicants and thereby generating application for the position. In MPT this is
generally done through advertisements in newspapers, promotion, deputation,
word of mouth and campus recruitment. Once this application are generated,
the actual selection begins. A number of methods can be used to select. Theses
may include application form, selection test, interviews, physical examination
etc. finally the employees are placed in the appropriate positions.
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There are different types of post exists in MPT. Each post has its owns
recruitment rules, which are commonly known as Recruitment Rules (RR’s). The
post is filled up as per the criteria laid down in the RR’s. The RR’s gives details
of the post viz, Name of the post, Category, Educational, Qualification,
Experience, Age limit required for the said post, Scale of pay, Method of
selection appointing authority.
Recruitment in MPT is done by four different methods i.e.
1) Direct Recruitment: Under this method, the vacant post is filled in by
inviting application from the suitable candidate from the open market.
2) By Promotion: The vacant post is filled in by promoting the eligible

employees from the lower level. Normally, the higher posts are filled in by
this method.
3) By Transfer: Under this method of recruitment, the vacant post is filled

in by transfer of employees from the different cadre having the similar
status, scale of pay etc. of the post. However, it is observed that this
method is rarely used in the port.
4) By Deputation: Under this method, the vacant post is filled in by

appointing the employees from other organisation mainly from
Central/State Govt. other port etc. for a specific period ranging from 1-5
yrs. Generally, the posts of executive level are filed in by this method.
The first step in the recruitment process is assessment of vacancies or the post
which are likely to fall vacant during the next year due to the retirements of the
incumbent of the post. This process is made in the month of January, of every
year by the General Administration Department and as per the recruitment
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rules, necessary action is taken to fill up the vacant posts, this is better explain
in the ANNEXURE.
DIRECT RECRUITMENT:
Direct Recruitment is one of the method of recruitment followed in MPT. It is the

mode of selecting the candidate for the vacant post from the open market.
Generally, all class III posts except few category of post, which are filed in by
promotion and all class IV posts are filled by direct recruitment method.
The method was commonly used during the past years. However, w.e.f.
1/6/2001 as per the directive of Central Govt., direct recruitment was
completely banned till 31/3/2004. Subsequently, the Central Govt. has granted
permission to MPT to fill up 1% of vacant posts and accordingly direct
recruitment was done in the year 2004. Also, as per the vacant directives of the
Central Govt., 1% of live vacant posts are filled in by direct recruitment method
with the approval of the Central Govt.
In MPT for selection of a candidate for each vacant post Staff Selection
Committee (SSC) is constituted depending on the class or the grade of
employees i.e. for class I&II and class III&IV has a different committee is
constituted.
These committees are as follows:
1) CLASS I&II
a) Chairman--------- Chairman of the committee

b) Members
i) Deputy Chairman
ii) Head of the Department, where the vacancy exists.
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iii) Any other Head(s) of Department, nominated by the Chairman of the
Board.
iv) Representative of SC/ST nominated by the Chairman of the Board.
2) CLASS III &IV
a) Chairman----------Dy. Chairman/ HOD’s nominated by the chairman of the

Board.
b) Members:
i) Secretary of the Board.
ii) Any other Officer nominated by the Chairman of the Board.
iii) Representative of SC/ST nominated by the Chairman of the Board.
VARIOUS STEPS INVOLVED IN DIRECT RECURITMENT

To recruit a candidate for the post by direct recruitment the following steps are
involved such as
1) Vacancies register is maintained for determining the number of vacancies
to be filled in during the year under each method of recruitment. The
numbers of vacancies are taken in to account as well as anticipated
vacancies on account of retirement.
2) To fulfill any post in the Mormugao Port prior approval of the Central
Government is obtained.
3) After obtaining the approval of Central Government for filling up vacant

posts, the Personnel Section of GAD submits a note for approval of the
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chairman to advertise the vacancy in the local newspaper and also to
obtain the names of the eligible candidates from the Regional
Employment Exchange.
4) Once the Chairman approves the proposal, the vacancy is advertised by

giving the detailed information of the post in three local dailies viz.
Gomantak (Marathi), Sunaparant (Konkani) and The Navhind Times
(English). GAD also writes a letter to employment exchange in Margao and
Panaji to submit the name of the suitable candidate who are fulfilling the
criteria laid down in the recruitment rules.
5) The applications received from the interested candidate are recorded in

the inward register and the officer in-charge of personal cell marks the
application to the concerned dealing hand. The application received after
the due date is not taken into consideration.
6) The dealing hand scrutinizes the application with reference to the criteria
laid down for the post, in the recruitment rules and a list of eligible
candidate who fulfills recruitment rules is prepared. Also, the names
recommended by both employment exchanges are included in the said
list. In case no candidates are available with employment exchange then
a necessary certificate in this regard is obtained from the employment
exchange.
7) Thereafter a note along with the list of the eligible candidate is prepared
and submitted to the competent authority to fix the date for
interview/test.
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8) A call letter is sent to the eligible candidate by register and these letters
are sending to the candidates with minimum 12 to 15 days before the
test.
9) The candidate has to appear for either written or oral/interview depending

upon the criteria prescribed in the recruitment rules of the said post.
10) The candidates are interviewed by the Staff Selection Committee

(SSC) comprising of Chairman of the committee and other different
members. Different SSC are constituted for Class I & II officers and Class
III & IV employees depending upon the post to be filled up.
11) The SSC selects the candidate through the written test/oral
interviews and the successful candidates are empanelled on the select list
on the merit basis.
12) Once the candidates are selected, the GAD sends a nomination
letter of selected candidate to the department in which the vacancy
arises.
13) On receipt of nomination, the concern HOD sends an offer of

appointment letter giving the terms and the conditions of appointment to
the selected candidate. He is also directed to furnish his willingness within
the prescribed time limit. In case a particular candidate is not willing to
accept the offer then the second person on the select list is given offer of
appointment.
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14) If the candidate accepts the offer of appointment, then he has to
send the acceptance letter to the concerned department where the
vacancy arises.
15) The candidate who has given the acceptance letter is sent to the
chief medical officer of the Port Hospital for medical examination. If the
candidate is fit, the appointment letter is issued but if he is not fit, then he
is not eligible for the post.
16) After the candidate is declared medically fit by the Chief Medical
Officer then appointment order is issued to him by the HOD concerned
and the candidate has to take charge of the post.
The Reservation for the post of direct recruitment as per the section, 2% for the
scheduled caste, 1% for the scheduled tribes and 27% for other backward
classes. This category of reservation for any vacant post is applicable. The
concern selection committee takes into the consideration this reservation for
any vacant post within the port.
CHANGES IN RECRUITMENT
The method of Direct Recruitment was commonly used during the past years.
However, w.e.f. 1/6/2001 as per the directive of Central Govt., direct
recruitment was completely banned till 31/3/2004. Subsequently, the Central
Govt. has granted permission to MPT to fill up 1% of vacant posts and
accordingly direct recruitment was done in the year 2004. Also, as per the
vacant directives of the Central Govt., 1% of live vacant posts are filled in by
direct recruitment method with the approval of the Central Govt. But now new
recruitment policy has come into existence called Recruitment Drive, wherein all
the post pending with respect to the SC/ST should be filled.
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In MPT for selection of a candidate for each vacant post Staff Selection
Committee (SSC) is constituted depending on the class or the grade of
employees i.e. for class I&II and class III&IV has a different committee is
constituted.
These committees are as follows:
CONSTITUTION OF STAFF SELECTION COMMITTEE :

A Staff Selection Committee shall be constituted for each grade as indicated
below:
CLASS I POSTS
Chairman :
Chairman of the Board.
Members :
1. Dy. Chairman
2. Head of the department, where vacancy exists.
3. Any other Head (s) of department, nominated by the Chairman of the Board.
CLASS II POSTS
Chairman :
Dy. Chairman of the Board.
Members :
1. Head of the department, where vacancy exists.
2. Any other HOD/Officer in Class I category nominated by the Chairman of the
Board.
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CLASS III POSTS

Chairman :
Dy. Chairman/Head of Department nominated by the Chairman of the Board.
Members :
1. Industrial Relation Officer or Dy.Secretary or Sr.Asst.Secretary.
2. Another Officer nominated by the Chairman of the Board.
CLASS IV POSTS
Chairman :
Head of the department nominated by the Chairman of the Board.
Members :
1. Industrial Relation Officer or Deputy Secretary or Deputy/Asst.Secretary of
the Board.
2. Another Officer nominated by the Chairman of the Board.
Reasons for not filling the vacant post.
Most of the posts were lying vacant since 1/6/2001, consequent upon rolling
back of retirement age from 60 to 58 years and implementation of Special
Voluntary Retirement Scheme (SVRS). The resultant vacancies had not been
filled up for the following reasons:
i. As a matter of policy, all posts, which have fallen vacant due to SVRS, are to
be abolished. The work load is to be rationalised amongst existing staff.
The manning scales of various ports are being examined by National Tribunal
set up in January 2001. Unless the award of Tribunal is received it would not be
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prudent to fill up vacancies because if the Award reduce manning scales in
some port activities, there will be surplus manpower for redeployment".
PROBATION:
Every person appointed to grade or post by direct recruitment, promotion or
transfer shall be on probation for a period of two years from the date of his
appointment.
CONFIRMATION OF EMPLOYEES ON PROBATION
When an employee appointed on probation to any grade or post (has passed the
prescribed test and) has completed his probation to the satisfaction of
appointing Authority, he shall be eligible for confirmation in that grade or post,
Until an employee on probation is confirmed under this regulation or is
discharged or reverted under regulations (9), he shall continue to have the
status of an employee on probation. Confirmation will be made only once in the
service of an employee (which will be at the entry, grade).
FILLING UP OF VACANCIES ON ADHOC
When no suitable employee is available for appointment, by promotion or direct

recruitment, the appointing authority may fill such vacancy for such time as
may be necessary by the deputation of an officer employed under another port
authority, the Central Government, State Government or any local authority,
statutory undertaking or any Government Company as defined in the
Companies Act 1956 (1 of 1956), or any institution receiving grants from
Government.
(2) The appointing authority may also make such other temporary
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arrangements as may deem necessary to fill any post for a period not exceeding
one year which may further be extended under compelling circumstances.
PROMOTION
Promotion is the upward reassignment of an individual in an organizational

hierarchy, accompanied by increasing responsibility, enhanced status, and
usually with increased income. The employees are promoted purely on seniority
basis provided they fulfill other condition prescribed for promotion in the
Recruitment Rules
SENIORITY :
In other words, to the extent direct recruits are not available the promotees will
be bunched together at the bottom of the seniority list below the last position
up to which it is possible to determine seniority, on the basis of rotation of
quotas with reference to the actual number of direct recruits who become
available. The unfilled direct recruitment quota vacancies would, however, be
carried forward and added to the corresponding direct recruitment vacancies of
the next year (and to subsequent years where necessary) for taking action for
direct recruitment for the total number according to the usual practice.
Thereafter in that year while seniority will be determined between direct
recruits and promotees, to the extent of the number of vacancies for direct
recruits and promotees as determined according to the quota for that year, the
additional direct recruits selected against the carried forward vacancies of the
previous year would be placed in block below the last promotee (or direct
recruits as the case may be) in the seniority list based on the rotation of
vacancies for that year. The same principle holds good for determining seniority
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in the event of carry forward, if any, of direct recruitment or promotion quota
vacancies (as the case may be) in the subsequent year.
COMPOSITION OF DEPARTMENTAL PROMOTION

COMMITTEE
Departmental Promotion Committee (DPC) is the committee constituted to

select the candidate to fill up the vacant post by promotion. In MPT, employees
are promoted on the basis of seniority. The DPC meets once or twice in a year to
select the candidate for promotion to fill up vacancies that may arise during the
course of the year. The DPC conducted for different categories are as follows:
1) CLASS I
a) Chairman ---------- Chairman of the board.
b) Members
i) Dy. Chairman
ii) Head of the Department, where vacancy exist.
iii) Any other Head(s) of Department, nominated by the chairman of the
Board.
iv) Representative of SC /ST nominated by chairman of the board.
2) CLASS II
a) Chairman ---------- Dy. Chairman of the board.
b) Members
i) Head of the Department, where vacancy exist.
ii) Any other Head(s) of Department or officer in class I category,
nominated by the chairman of the board.
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iii) Representative of SC /ST nominated by the Chairman of the board.
3) CLASS III &IV

a) Chairman --------- Dy. Chairman /HOD nominated by the Chairman of the
Board.
b) Members
i) Industrial Relation Officer or Dy. Secretary or Sr. Asst. Secretary of the
Board.
ii) Another officer nominated by the Chairman of the Board.
iii) Representative of SC /ST nominated by the Chairman of the Board.
Different types of documents considered while selecting candidate for

promotion
1) Seniority List: The seniority list is a list of employees showing the position
of each employee. The seniority of employees is determined as per the
ranking given by the SSC and not on the basis of the date of their joining the
port services. The updated list is circulated amongst the employees every
year in the month of January for their information.
2) Roster: Roster is a register which shows the number of post in a particular

cadre reserved for the employees belonging to the SC/ST/OBC. A roster shall
be maintained for each grade to determine whether a particular vacancy
should be filled by direct recruitment or promotion.
There are mainly two type of roster:
a. Min Roster: This roster is comprises of 13 points, where one point
is for SC/ST i.e. point 7 & 14. As per the recruitment rule roster
should contained one point for ST so 14 point are maintained.
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b. Main Roster: This roster comprises of more than 13 points to max
extends. Here different points are allocated to each candidate as
well as reserved points are also kept.
3) Vigilances Clearance (VC): Vigilance Officer checks the detail of

employees with regard to any disciplinary proceeding, criminal cases
pending or contemplated against any of the officials who are due for
promotion. If there are no such cases then employees are cleared from
vigilance angle. However if cases are pending then no vigilance clearance is
given.
4) Departmental clearance (DC): Departmental clearance is a certificate

which is given by the concerned HOD’s. Its mainly specifies any
departmental disciplinary action is contemplated or pending against the
employees. Departmental clearance is given in favour of the employees if
there are no departmental cases pending or contemplated against the
employees.
5) Confidential Report (CR): All the CR in respect of official to be considered

for promotion is completed in all respects and submitted before the DPC.
This report is written by the immediate superior of the employees and his
HOD. A CR dossier mainly contains the grading given to the employees and
their overall performance, attitude in the office, willingness to carry out work
etc. This is very important document considered by the DPC while
recommending the name for promotion.
6) Recruitment Rules: It is rules which are need for promoting any employees
for the post i.e. a copy of the RR relevant to the post should be placed
before the DPC.
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METHOD OF PROMOTION
Mormugao Port Trust follows two main method of promotion such as:
 Selection-Cum-Seniority
 Selection –Cum-fitness
1) Selection-Cum-Seniority: (Selection Method)

As per the recruitment rules the promotion are mostly made by selection
methods. Here the employees are promoted by giving the grade. There are
different grade given such as outstanding, very good, good, average or
unfit, which are in order of interse-seniority up to the number of vacancy.
The method mainly based on a specific zone where the candidates are
reserved.
2) Selection-Cum-Fitness: (Non-Section)
Sometime the company also follows the non-selection method based on the
recruitment rules. The DPC does not make a comparative assessment
record of the officers and gives different grade. But according to this
method, DPC will categories the officer as “fit or not yet fit” for promotion,
on the basis of assessment of their record of services. Here no specific zone
of consideration has been prescribed. All the eligible employees may be
considered in one panel in the order of their seniority.
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VARIOUS STEPS INVOLVED IN PROMOTION
Promotion is one of the important aspects for encouraging the employees in the
Mormugao Port Trust. Vacancies which arise due to the retirement, death, and
termination etc of an employee are filled in by this method. The steps involved
in the process of promotion are as follows:
1) In the first step the promotion post which are vacant or likely to fall
vacant in the department on account of retirement or otherwise are
identified.
2) Once the vacancy is identified a DPC is formed. A note is prepared and put
up to Chairman of the DPC for holding the meeting and also fixing the
date of the meeting.
3) For the DPC meeting different documents such as seniority list, roster,
RR’s of the post etc. are kept ready
4) During the DPC meeting, the members of the committee evaluates the
seniority list, Vigilance and Departmental clearance and Confidential
Report of last 5 yrs and a panel is prepared for the calendar year.
5) After the DPC meeting, the proceeding of the meeting are written in a
register and signed by all the members of the DPC. Thereafter, the
chairman approves the proceeding and issues necessary order for
nominating the candidate.
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6) The GAD sends the nomination letter to concern the department where
the vacancy exists.
7) The concerned department issues promotion order to the candidates on

the basis of the nomination letter.
8) The candidate may accept or refuse the promotion. If the candidate

accept the promotion, the parent department relieves him by and then he
joins his new post in the dept in which he is promoted
Refusal of Promotion: As per the government guidelines the employees

refusing promotion will not be offered any promotion for a period of one year
from the date of such refusal or till a next vacancy arise whichever is later. On
the eventual promotion to the higher grade, such government servant will loose,
seniority viz-a-viz his junior’s will be promoted to the higher grade.
TRANSFER:
Transfer is one of the method of recruitment followed by MPT but it is very
rarely used by the Port. Transfer means permanent absorption in the post. Here
the transfer is mainly done by the Central Government from one port to
another. The reasons for transfer are due to clash of personality, personal wish,
to justify employees’ retention, to give varied work experience etc.
ASSURED CAREER PROGRESSION (ACP)
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The two financial up gradation shall be granted under ACP scheme to class-III
and IV employees on completion of 12years and 24 years of regular services,
provided there was no regular promotion during the period of 12 and 24 years.
On promotion under ACP, full benefit of pay fixation, as under normal
promotion, in the higher scale will be given. For such persons there will be no
further financial benefit for getting regular promotion.
When an employee is given higher scale under ACP, an undertaking will be

obtained that he shall continue to discharge the duties of the lower post till
regular promotion to the higher scale post later. ACP scheme does not amount
to financial/regular promotion or require creation of posts. The financial up
gradation under the ACP scheme shall be available only if no regular promotions
have been availed during the prescribed periods. The beneficiaries shall retain
the old designation and financial up gradation shall be personal to the
incumbents.
METHOD’S OF TRAINING FOLLOWED IN THE

PORT
According to training for HRD is linked with performance appraisal and career
development. An employee is trained if he lacks any skill to perform the job
given to him. Thus he may be trained in the job in a different method. Here the
port has a training cell which conducted the training programmes. The training
programmes are classified in to 2 method /categories such as:
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METHODS OF TRAINING
INTERNAL EXTERNAL
INDUCTION IN-HOUSE
TRAINING TRAINING
NIPM CLI CHRD

OTHER
IIPM WES
FOREIGN
In this flow chart it clearly indicates the 2 main method of training followed in
the port such as internal and external. In internal training comprises induction
training mainly for officers (class II) and (class III & IV)and external training is
related to outside the port i.e. in different institutes such as IIPM & NIPM as well
as employees are let outside (foreign) the detail discussion are given below
such as:
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INTERNAL TRAINING
Internal training is the training conducted by the organisation for its employees.
The port has set up a training centre with in the port premises to impact training
for managerial, technical, ministerial and supervisory staff for enabling them to
improve their knowledge and skill by drawing faculty members with in the
organisation and also by inviting eminent personalities from outside.
These internal training is divided in to 2:
 Induction Training
 In-house Training
1) Induction Training:
This is a training conducted by the organisation for its employees with in the
organisation in their respective field taking their training need in to
consideration. These training are mainly classified into 2 types:
a) Induction Training – (officer, Jr.engineer, Technical-class II)
b) Induction Training – (clerk, other discipline in class III & IV)
a) Induction Training – (officer, Jr.engineer, Technical-class II)
These training are mainly related the officer included in class II. The
duration for training is of 3 weeks consisting of project reports, lectures and
group discussion. These training mainly consist of port related subjects such as
shipping, transport in India, MPT aims, objective role plan, future development,
important procedure and work in the organisation. Here faculties are mainly the
HOD’s of different department. These participates have to prepare the report in
the 2nd & 3rd week which are assigned to different department. Thus the trainers
prepare the report and submit to the director of P&MS about course of training.
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b) Induction Training – (clerk, other discipline in class III & IV)

This training is for class III & IV employees. The duration for this training is
for a week. Here the participate does not need to prepare any project based on
the training where they are attended. Here the training is related to all the
detail about the individual course contents.
2) In-house Training
In- house training act as one of the method of Internal Training provided to
the employees. The port embarked on sustained in- hose training programme,
since 1984. These programmes are related to various aspect of the port. In-
house training programme are conducted by the training department in the
training centre of the port. The in-house training programmes are mostly
conducted for the class III, IV and middle level/lower level mgt. This training
department has been imparting training to various departments by identifying
their needs based on their functional areas for the purpose of upgrading their
knowledge. There is no restriction on the number of programmes on employees
can attend.
EXTERNAL TRAINING
External training refers to the training programme held by the outside

training institution. Some of the institutions are IIPM, NIPM, CLI (Mumbai), ISHA
(Bangalore), programme or seminars held by some educational institution like
Goa University, Management Institution etc. This also includes training
programme held by International Institution like the PSA (port Authority of
Singapore) etc.
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The external training programmes are mostly attended by the employees from
the office superintendent level and above. Mostly such training is attended by
the managerial category. The different external training programmes institutes
are as follows:
1) NMA (NATIONAL MARITIME ACADEMY)

NMA is situated in Chennai, which was formerly known as National Institute
of Port Management (NIPM). It is a renowned institution, which provides training
to port employees specially office superintendent level and above. Various
programme conducted are Material management ,Executive development
programme, Counseling for retiring employees, Productivity improvement in
operations, Stress management, Financial management in Port, Logistic and
Supply Chain management etc.
2) IIPM (INDIAN INSTITUTE OF PORT MANAGEMENT):

IIPM, training institutes provide training to port employees situated in
Kolkatta. This institution conducted various programme such as Inventory
management, Customer relationship management, Application of IT in HRM, Job
analysis and Performance appraisal, Valuation of asset, Team management,
Risk management, Time management, Outcome budgeting, Effective internal
audit for ISO, Activity Based Costing etc.
Both the above institutions send course calendars of various programmes to be

conducted on various dates. They prepare a half yearly training programme
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calendar. Both these institutions provide accommodation facilities but it has to
be reimbursed by the port. The participants mostly include the senior-level
executive working in the port sectors, who are involved in making policy
decision for the organisation as well as executive working under them who are
responsible for the implementation of such policies. This includes key HRM and
administration person as well as women executives.
3) CLI (CENTRAL LABOUR INSTITUTE):

The main objective of this training institution is to promote occupational
safety, health and productivity in the industry thereby enhancing the quality of
work life of the people engaged in various industrial activities in the country.
In furtherance of these objective, the institutes undertakes surveys, studies,
training and consultancy activities on various aspects of industrial work related
to the human factor in the industry. Trainees include mostly supervisor,
executive manager, medical officers, personnel officers and training officers.
4) CENTRAL BOARD FOR WORKERS EDUCATION:

This training programme covers workers from organized, unorganized, rural
and informal sectors. The board encourages the trade unions and educational
institutions for conducting their own Worker Education Programme through
financial assistance.
5) CENTRE FOR HUMAN RESOURCE

DEVELOPMENT (CHRD):
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Every year MPT sends batches of gang workers to CHRD, Chennai port trust
for the training of winch-cum-crane operators for a period of 2 weeks along with
an accompanying officer. Port takes necessary action in advance so as to
acquaint the workers with the new modern vessels arriving at the port with
more and more sophisticated and modernized cranes. It is also necessary in the
port’s future interest of safe working and free of accidents. The main objectives
of training is to enable the participants to explain the principles and the
functioning of winch operation, operate and handle cargo adhering to clock
safety regulations. Here the method of training is theory classes with audio
visual aids, practical on board, field visit to different wharfs.
6) FOREIGN TRAINING:
Foreign training means the training provides by the foreign institutes for
this the nominations are being made by the chairman and send to the Ministry
of Shipping for approval. Only if the Ministry of Shipping approves, the nominees
can attend the programme. Thus mostly the class I officers are send for such
training.
7) OTHER:
The other institution like IIT, Chennai, ISHA, Bangalore, Seminars conducted
by University etc., may invite nomination for training the port employees. For
these again the permission of the chairman is required. The managerial staff is
send for attending the seminars, lectures conducted by various external
institutions.
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TRAINING PROCESSES
According to the MPT mainly follows two methods of training such as internal
and external i.e. the process of both these method is same but with a little
difference is according to the ISO 9001-2000.(ANNEXUES). The below chart
specifies the training process in a most simple ways such as:
TRAINING PROCESS
IDENTIFY THE TRAINING NEEDS
PLAN THE PROGRAMMES
OBTAIN THE CHAIRMAN’S APPROVAL
OBTAIN NOMINATIONS
ORGANISE TRAINING PROGRAMMES
EVALUATION
The training procedure is undertaken as follows:
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1. The training process begins with the identification of training needs. The
training needs of each department are identified by their respective
Heads of Departments. The HOD’s of each department meet the
management respective of the training cell and discusses the need for
training for various class of employees in his department. This gives an
opportunity to determine development activities in a more objectives and
meaningful manner.
2. The training cell holds meeting with the heads of department /

management representative of each department where in they discuss
about the area in which they would like their department employees to be
trained. The training needs f various employees are identified in the basis
of grade. Then this cell goes in detail of the various needs identified to
implement them for the year. Thus the training need for the whole years
is being identified. A detailed discussion is being held as regard the topic
with the consultation with the HOD’s.
3. By holding meeting with each of the HOD’s the various needs are
identified and then a list of training programme is prepared for the whole
year. On deciding about the annual programme i.e. the topics on which
training would be held, it is being send to the chairman for the approval.
4. As soon as the chairman approves the annual programme plans are

further made for individual programme to be held for each month. A
proposal is drafted a month in advance which includes the details of the
programme to be held for that month the faculties to be appointed (either
from with in or outside) and the finance required for stationery,
honorarium for faculties and refreshments.
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5. The nominations are obtained from all departments for attending the
training programme. A circular is then send, giving details regarding the
date, time and venue of the programme to be held along with the topics
to be held the category of employees who has the attend the programme.
6. The training cell then conducts and co-ordinates the training programme.
The programme may be one-day or 2 day or depending upon the
circumstance. The programme begins with an inaugural function where in
the training coordinator welcome all he trainees and gives a brief
introduction of the topics to be held.
7. At the end of the training programme the evaluation of the training

programme is done. The training cell the interact with the trainees to find
how effectives the programme was to them. The trainees are given we
evaluation sheets. Through the evaluation sheets the training cell gets the
feedback from the trainees as regards the effectiveness of the training
programme attended by them.
The training programme may end with by obtaining the feedback through
means of evaluation sheets from the trainees who attended the function but
thereafter also the training cell has to manage so many activities. The training
cell then prepare a feedback report of each of the training programme held and
sends this report to the Chairman, deputy Chairman and all the HOD’s. The
attendance sheets are being sent to all the HOD’s of each department.
Thereafter the training department has to pay the bills of various items they
required for their training and they also have to pay honorarium to the faculty
members. The activities undertaken during as well as after the training
programme have been given later.
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The training cell not only conducts training programme relevant to areas of
work of respective departments, but it also conducts various other programmes,
which can be attended by any employees such as programme on Aids
awareness, yoga, team work in port, higher motivation and morale etc. some in-
house training programme have to be conducted, as they are a part of the ISO
9001-2000. Besides these special Hindi work shop is being conducted every
quarter, as the Ministry of Shipping Makes this compulsory
TYPES OF TRAINING:
The port carries out the following types of training:
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1. Induction Training:
When a new employee joins the organisation he is first introduced to his new
social setting of his work. He needs to be introduced to his job situation and
informed about the skills, hours of works, pay scale, holidays, sickness report,
grievance and disciplinary policies and procedure and so on. So that he feel
comfortable his new job.
2. On the job Training:

This is provided to skilled worker and workers involved in electrical equipment’s
and one who operates cranes, forklifts and such equipment’s i.e. mechanical as
well as technical workers. This is done to learn the correct method’s of handling
electrical appliances devices, machines and equipment, avoiding accidents,
removing bottlenecks etc.
3. Safety Training:
Training on safety is also provided to technical as well as non technical
employees. Training on First-aid is being provided to employees. Safety
programmes are held that is necessary for the employees to protect themselves
against any events that lead to accident i.e. fire, drowning person. It includes
safety at workplace as well as at home while handling electrical appliances.
4. Training for promotion/ transfer:

Whenever the employees are recruited in organisation he must not only be well
versed with his job. There is transfer of employees after every 5 years from one
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department to another but this is only in case of ministerial cadre because their
work is of a common category. Thus they need to be imparted training in their
functional areas.
Promotion is a vertical movement in the organisation structure i.e. from lower

level to higher level. Thus they are given training for performing duties at a
higher level efficiently so that it facilitates easy and quick adjustment with the
job to which they have been promoted.
5. Refresher Training:
Refresher Training is provided to the existing employees of organization to
refresh their professional skills, knowledge, information and experience of
person occupying important executive position. This type of training prevents its
employees from being absolute and to help them keep pace with the changing
environment. It gives information about new techniques and development and
enables them to use new methods.
6. Apprentice training
Under this training young people who are studying or high school education are
given an opportunity to learn a trade in an industry. The employer in regard to
the work done or the studies undertaken by the Grad/ Tech/ Tech (vocational)
apprentices as required under Rule 10 of the Apprenticeship Rule has to be
maintained. Apprentice trainees is required to spend some 3 to 4 years or even
one year and is paid a nominal stipend during the period of training taking in to
consideration the attendance record. It is a combination of theoretical and
particle session.
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7. Internship training
A job Programme of training is drawn up whereby practical and theoretical
training is coordinated. This is done to bring about the balance between
theoretical and practical training. This internship training is also given to the
student who are doing professional course/ master degrees etc. here the
participants are not given stipend but are given an experience certificate along
with, the participant has to derived the project report in any field where that
participant is interested, along with the evaluation procedure is also followed.
PERFORMANCE APPRAISAL
In MPT, the performance is appraised using the confidential reports. There are
different forms maintained for different class employees. Different authorities
are appraising the performance of different categories of employees. The
Confidential report is an important document and it provides the basic and vital
inputs for assessing the performance of an officer and for his/her further
advancement in his/her career. Performance appraisal through confidential
reports is used as a tool for human resource practice followed in MPT.
The employees who are concerned with day-to-day work should do

performance. The superior should evaluate his performance and give
suggestion. Here organisation should see which system is suitable depending
upon the culture and social condition of the organisation.
The performance of Chairman and Deputy Chairman is appraised by the Ministry

of Shipping, HOD’s and Class I Officers by the Chairman, Class II Officers by the
Deputy Chairman and that of Class III & IV employees by their respective HOD’s.
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PERFORMANCE APPRAISAL FOR DIFFERENT CLASS OF

EMPLOYEES.
The port maintains different forms of Confidential Reports of each category of

employees as given below:
1) CONFIDENTIAL REPORTS (CRS) FOR

HOD’S:
Confidential reports are very essential of the advancement of an officer’s
career. Thus the officer reported upon, the Reporting Officer and the Receiving
officer should, undertake the duty of filling out the form with a high sense of
responsibility. The reporting officer should realise his/her potential. It is not
meant to be faultfinding process but a developmental one.
The reporting officer and reviewing officer should not shy away from reporting
shortcoming in performance attitude or overall personality of the officer
reported upon. If the reviewing officer is satisfied that the reporting officer had
made the report without due care and attention, he/she record a remark to that
effect. The government shall enter the remark in the confidential roll of the
reporting officer.
Although performance appraisal is a year-end exercise in order that it may be

tool for human resource practice, the reporting officer should at regular
intervals review the performance and take corrective steps by way of advice
etc. Assessment should be confined to the appraisee’s performance during the
period of report only.
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2) CONFIDENTIAL REPORTS FOR CLASS I & II

OFFICERS:
The confidential repot used for class I and II officers, other than HOD’s. The port
is submitted annually for the financial year ending 31st March. If the officer has
served under the reporting officer for less three month, the officers under whom
he has previously served should be consulted and their opinions incorporated in
the report, indicating how far the replies to the question are based on personal
knowledge
.
Even it also state as objective assessment of the work quality of the officer
reported upon and the form has to be filled in with a high sense of
responsibility, due, care, attention and after devoting adequate time. Adverse
remark if any in justified cases should be based on established fact and not on
mere suspicion.
3) CONFIDENTIAL REPORTS FOR CLASS III & IV EMPLOYEES

The employees of class III&IV are graded in different form. The report should be
submitted annually for the calendar year ending 31st December. Anything
specially creditable or discreditable attributable to the employees should be
mentioned if not specially provided for. Adverse remarks, if any in justified
cases should be based on established facts and not mere on suspicion.
In each of the categories given above, the reviewing officer should carefully
consider and state whether he accepts the assessment recorded by the
reporting officer in all respects. If he differs from the reporting officer in any
respects the reasons therefore should be indicated.
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Performance appraisal is based on specified grade. The assessment given, as
alternative are merely illustrative and suggestive. It is open to the reporting
officer to use any other words or phases, which in his opinion more correctly
describe the employees reported upon.
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WELFARE MEASURES AND ALLOWANCE
The Mormugao Port trust is a body constituted under the Major Port Trust act
1963,board is empowered under section 28 of the said act to make the
regulations on different subjects including welfare and security of employees.
Accordingly the port has found Mormugao port trust employees (welfare fund)
Regulation 1956. Even different regulations on different subject including
welfare and security are made by the Mormugao port trust. The list of
regulations on welfare and social security is enlisted in ANNEXURE
The Port Administrative continued their efforts to improve various welfare

activities and extended the assistance in promoting employees and their
families. During the years they spent Crores of rupees for providing welfare
amenities other than housing to its employees. The welfare schemes are meant
for providing financial assistance in acute distress medical facilities, transport
facilities to the employees and to their school going children sport facilities
auditoring welfare library grants, school scholarship to the employees children
etc.
To implement the welfare schemes effectively the various committee are

formed such as Canteen committee, Port institute committee, Sports council
committee, Vocational centre committee etc. consisting of knowledgeable
persons in field has been constituted for the effective implementation of the
welfare schemes.
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The funds are constituted to the Mormugao port trust employees’ welfare fund.
The funds are mainly credited from the contribution of the general account of
the board, fine recovered form the employees’, contribution to any employees
provident fund. Interest and profit on investment belonging to the fund and any
other sum or property made over the fund by way of gift or donations.
Fund is mainly utilized for the following purpose
1) Donation subscription and gifts to institution, clubs, and corporative

society connected with the welfare of employees and to families.
2) Grants of scholarship to children of employees and literacy classes,
handicrafts, education and reading room that is library for the employees.
3) Grants for conducting sports, competitions, dramas, music, film shows etc,
for the employees and celebration of independence and republic days for
employees..
4) To provide aids to employees who are partially or permanently disabled
due to evident on duty.
5) Any other expenditure for the benefit of employees as well as their
families.
These welfare measures or scheme of Mormugao port trust is divided into two
types such as:
1) Statutory welfare scheme.
2) Non Statutory welfare scheme.
STATUTORY WELFARE SCHEMES

It is laid down by the different act as per the local legislative labour act and
indented to be permanent. The different schemes are as follows:
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Hospital/Medical facilities:-
Mormugao port trust has its own 100-bedded hospital having fully equipped
indoor and outdoor department and first aid centers at Mormugao Harbour, MPT
Workshop and at MOHP areas. The port provides different Medical facilities
which are available to the employees and their dependence. It also provides
ayurvedic and homeopathic treatment as well as if necessary the arrangement
of external specialist consultant are made in the interest of the patient. A part
from medical officers, the hospital is enriched with qualified and experienced
nursing personal and other paramedical staff.
Hospital have actively collaborated with the states health services to carry out
pulse polio programme. In addition active immunization vector malaria, HIV
awareness etc counseling services are conducted. Even periodic health checks
up for all the employees as well as the CISF personals are provided. As per
contributory medical benefit, after retirement the medical facilities are also
extended to all the retired employees of the port and their spouse. The port
provides a regular campus for detection of diabetic and education programs like
in the form of lectures and exhibition are held. Yoga is also being taught to
patients and employees.
Canteens:-
The task of providing catering services to a large a work force has been
achieved through 8 canteens provided by the administration at different
locations, which runs through contractors. These canteens are provided in the
dock area for giving nutritious valuable food to the dock workers out of three
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canteens two canteens are running round the dock to provide canteens facilities
to the workers during the night shift and one canteen is running in general shift.
Two canteens are provided in the maintenance officer of the civil engineering
department. One canteen is provided in the workshop. One canteen is provided
in the medical department in hospital complex. One canteen is provided in the
main Administrative officer Building. In all 8 canteens are maintains in neat and
clean condition. The port administration subscribes the above canteens run by
the contractors by way providing rent fee premises, free supply of water
electricity and other items like furniture and fixtures, utensils and appliances.
Lightening and ventilation:-
All the working place in the dock area sufficient lights are provided for working
safely during the night shift even the officer premises is also covered with these
facilities as per the recommendation and advice of the Director General of the
factory Advisory services. For the circulation of fresh air and maintaining the
normal temperature sufficient ventilator are provided in dock area, where
workers are required to work in 3 shift such as warehouse and office premises in
dock area.
Drinking water:-
Major quantity of the treated drinking water is being received for PWD/GOA
GOVT. The water purifies have also been installed in various sections of MPT.
Latrines And Urinals And Washing Places:-
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A sufficient number of latrines and urinals are provided in the dock area and
office premises of Mormugao port trust and same are maintained in neat and
clean condition. Adequate washing place such as bathroom, wash basins with
tap and tap on the stand pipe are provided in the port area in the vicinity of the
work place.
Changing Room and Rest Rooms:-
Adequate number of rest room are provided in the dock area to the workers
with provisions of drinking water, wash basins, toilets, bathrooms etc. those who
are working in the night shift.
First Aid Appliances and Ambulance Rooms:-
Adequate first aid boxes are provided in the working place in the dock area and
port premises and some are accessible. First aid treatments are readily
available during the working hours to the workers in the working places and the
ambulance is also provided with the full equipment and qualified nursing staff.
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NON-STATUTAORY WELFARE SCHEMES:-
The scheme which are not compulsory by an Act/Rules but are implemented by
the administration for the benefit of the employees and their families. The
different schemes are as follows:
Housing facilities:-
Mormugao port trust has in all 1806 residential quarters including sub-standard
quarters at Baina, Bogda, Jetty, Destero and Headland. In addition, 52
employees have been provided with bachelor accommodation while 151 CISF
personnel have been provided with Barrach accommodation. At present 56.49%
of the total employees have been provided with quarters which are classified as
under:
Table: 4.1
Sr .No Particular housing No. of Quarters &
Bungalows
1 Bungalows 13
2 ‘D’ type quarter 50
3 ‘C’ type quarter 108
4 ‘B’ type quarter 488
5 ‘A’ type quarter 1083
6 Non-Standard 64
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Quarters
Source: Annual welfare statement from the department
The level of satisfaction in providing accommodation to port employees

excluding the accommodation provided to CISF Residents Audits Party, BRO
Dock safety officers, Deepvihar school teachers etc work out to 55.69%. Besides
the above facilities the administration is providing housing loans to the
employees for purchase of a ready built flat/house or construction of their own
house. So far 304 employees have availed of the house building advance since
year 1998 to June 2006.
Workers Education:-
Mormugao port workers are nominated and released for training under the
workers education scheme of the central Govt on the various labour related
topics where in each employees has given an opportunity to interact with the
experienced faculty members and other participating employees.
Transport facilities:-
The transport facilities have been provided to employees of the port their
school/college going children and CISF personnel at nominal rates. For these
purpose 12 big buss and 4 mini buses are engaged. This facility is further
extended to the children of retired port employees and port users’ subjects to
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availability of seats. Transport facility is also provided to the teachers of
Deepvihar School at nominal rates and even to the existing to and for transport
facilities to the employees from Vasco to office/work spot, employees traveling
from Panaji/Margao cities at commercial rates. The buses are also provided free
of cost to attend the funeral of port employees who expire while in service with
in the territory of Goa. The subsidized transport rates changed to different
categories specified in (ANNEXURE)
Scholarship:-
The scholarships are being awarded through attractive scholarship schemes

with a view to motivate the children of port employees for excellences in
education. The scholarship scheduled is applicable from std I to std XII and
recognized degree/diploma course if not less than 1yr duration including Port
Graduate degree/Diploma course. The schemes have been classified in three
categories:
1) Open Merit Scholarship scheme
2) Rankers Scholarship scheme
3) Special Scholarship scheme
During the year, the port disbursed an amount of about Rs. 4.91 lakhs towards
the award of scholarship. In respect of open merit scholarship scheme the
children of SC/ST employees have been given 5% concession of marks at all
slabs for granting scholarship awards as compared to the General Categories
(even the special scholarship for SC/ST employees children are included.)
In the year 1991, Dr. Baba Saheb Ambedkar scholarship scheme has been
implemented to mark the birth centenary. Under this scheme children belonging
to schedule caste and schedule tribes are given cash award for obtaining more
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than 45% marks in their respective examination in the classes from kg to XII
standard and those undergoing technical courses after std X.
Vocational Centre:-
Bharat Ratna- Dr. Babasaheb Ambedkar Vocational center Conducts courses in

various disciplines like computer, shorthand, typewriting, tailoring, embroidery (
Hand & Machine), Bharathanatyam, harmonium, music(vocal), tabla, flower
making and fabric painting for the benefit of employees of the Port/CISF and
their dependents. During the year, this facility has been extended to non-port
children/pupil. The centre also rents an auditorium to the employees and their
dependents for various socio cultural activities. The Vocation centre which
conducts the following course by charging concession fee shown below against
the respective courses in these table.
Table 4.2
Sr Particular Mont Port Non port
.no hs employees employees
1 Computer training 4 Rs.500/- p.m Rs.750/- p.m
2 Typewriting 6 Rs.30/- p.m Rs.50/- p.m
(English)
3 Shorthand 6 Rs.30/- p.m Rs.50/- p.m
(English)
4 Music (Tabla etc) 1 Rs.50/- p.m Rs.75/- p.m
5 Bharatnatyam 4 Rs.50/- p.m Rs.75/- p.m
6 Hand Embroidery 4 Rs.25/- p.m Rs.50/- p.m
7 Machine 4 Rs.25/- p.m Rs.50/- p.m
Embroidery
8 Tailoring 4 Rs.25/- p.m Rs.50/- p.m
9 Flower Making 4 Rs.100/- p.m Rs.100/- p.m
10 Fabric Painting 4 Rs.100/- p.m Rs.100/- p.m
Source: Statement of welfare scheme from department
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The hall attached to the centre is lent on hire for wedding parties and port
related functions for which subsidized rate of rent @ Rs 1200/- being charged
for the port employees. Rs2500/- for others from May 2005, the centre is
opened for non-port children for admission to all course.
Note: - concession is given to class III $ IV employees studying the computer
classes that is 500/-per month and for 4 month 2000/-.
Education facilities:-
The Mormugao port trust educational society is running the primary, secondary
and higher secondary schools in order to provide educational facilities to the
children of port employees and locals. The contribution of schools, play grounds
and all other maintenance is being carried out by the port administration. The
Mormugao port also gives donation to the college run by Mormugao education
society (MES) which is in close proximity of the port. The section arise strength
of the school during the year 2005-2006 is given below.
Table: 4.3
Description No . of Students
MPT Locals Total
a) Primary 684 485 1169
b) Secondary 728 381 1109
c) Higher 178 246 424
Secondary
Total 1590 1112 2702
Sources: Annual Administration Report
Sports:-
The Mormugao port trust is having its own sport councils and MPT Sport Council
teams participate in various tournaments held in Goa and outside state
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Mormugao port teams participated in the football, cricket, chess, badmintons,
volleyball, kabbadi, basketball, lawn tennis and table tennis tournaments
organized by the Major Port Sports Control Board at various ports. Mormugao
port hosted the major part football tournament and shuttle badminton
organized by Major port Sports Control board. For such conduction/participation
the financial input is supported by MPT. The MPSC cricket team also participates
in the tournament organized by Goa Cricket Association.
Welfare centralized library:-
The central and welfare library has been providing information services to the
port management, employees and their dependents to fulfill their needs. The
library act as major information resource center with collection of about 14866
books, which include reference books and books for light reading. Besides this
old bounded volumes of periodical are also available. It also received about 13
daily newspapers. The library has collection of books in the field of port
management; cargo handling, dredging, economics, foreign trade and other
literature like novels, fiction, poetry, drama etc. The amount spend for purchase
of books etc during the 2005-06 Rs 106,205/-.
House Journal:-
A monthly journal “Goenchim Lharam” is regularly published for the benefit of

p0ort employees and their dependents. The Journal covers a wide range of
topics, which are of interest to the port community. It also provide an
opportunity to the members of port community to express their talents in
literacy activities as well as to share the expertise, experience and view which
are useful to other member.
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Sayantara Auditorium:-
In port colony, the Sayantara auditorium having the seating capacity of 750 has
been constructed. Dramas, offices programs, schools/college programme and
various cultural activities are being conducted for the benefit of the port
employees and their families at the auditorium. The same is also given on hire
for port employees and outsiders for performing various programmes.
Port Institute:-
The port institute is functioning in Vasco. Any port employee can become a
member of the institute by paying monthly fee of Rs. 10/- for the benefit of port
employees and their dependents. Institute indoor games such as caroms,
billiards, chess, table tennis etc are being played. Similarly, various
competitions are organized for the members and their children. The hall
attached to institute is also given as on hire to the port employees and outsiders
for holding various programs. The port institute conducts various programs on
the occasion of New years, Republic day, Diwali, Independence Day, Christmas
etc and distribute sweets and toys to the children of the institutes’ members.
Clubs:-
The port has setup two clubs for ladies and for the officers. The ladies clubs has
been set up by wives of the port employees. The club is conduction various
programs for the benefit of the port employees wives and their children. It is
also running the health clubs.
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The officer clubs is constituted in this port by the officers for the benefits of the
officers and their families. The club is conducting various programs competition,
tournaments etc. The office club is celebrating various festivals such as Diwali,
Christmas, New Year and other get together programs for the benefit of the
officers and their families.
Port Employees Co-operative society:-
The port employees’ consumer co-operative society continues to run two self-
services centers and two fair price shops one each at port colony headland and
port town Vasco. The credit facility is also available to the society members for
buying grocery items. Occasionally exhibition cum sales are also arranged by
the society for the benefits of its clients. The employees have on options to buy
the goods and pay installments bases through salary deduction. Port also
encourages the port trust employees these societies are given premises
furniture and equipment at a nominal rent.
Public Grievances & Suggestion:-

A grievance box has been fixed near the entrance of Administrative office
Building for the convenience of the public. This is opened every week and if any
complaint is found in the box. The same is registered on a register maintained.
Such grievances are examined at level of department concerned and then the
same is forward to the Chairman for his order. The Chairman also attends the
grievance on every Wednesday and their request are examined and considered.
Welfare Fund:-
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The fund of welfare scheme is welfare grants are used for the port employees
only. The financial assistance granted from welfare fund for the following
purpose:-
a) For meets, the funeral expenses who expire, while in schemes on amount of
Rs 5000/- is being disbursed from welfare fund.
b) An amount of Rs 250/- per month is being reimbursed towards tuitions fees in
respect of port employees.
c) An amount of Rs 500/- per employees being reimbursed towards spectacles
frame twice in entire services.
d) Any port employee/officer who dies as a result of any total accidents while on
duty an amount of Rs 5000/- is being paid in addition to the above funeral
expense.
These below table will give a detail expense on welfare measure of the port
employees during the year 2005-06.
Sr.No Particular Rs in crores

1 Hospital 6.71
2 Bus Transport 0.99
3 Welfare expenses 0.04
4 Scholarship, Education, Tuition 3.51
fees, Sports Maintenance of staff
quarters etc
5 Subsidy to canteen 0.09
Total 11.34
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ALLOWANCES
A brief description of the various allowances admissible to employees of the
port. These allowances are mainly the benefit derived to the employees by the
MPT. The allowance are classified in 3 categories such as
a) Allowance for class I&II officers.
b) Allowance for class III & IV employees.
c) Other allowance for all the employees.
The allowance for class I & II officers:-

1) Variable Dearness Allowances:-
Variable dearness allowances (VDA) is paid for rise or fall in AICPI
number.Variable dearness allowance is paid on sanctioned twice a year payable
from 1st January & 1st July.
2) Special Allowance to medical officer/civil engineering and

marine.
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a) Non-Practicing Allowance (MPA): Non-Practicing Allowance is paid to
the Medical officers @ 25% of the basic pay subject to the condition that
the basic pay + MPA shall not exceed Rs 29500/- p.m. Non- Practicing
Allowance is treated as pay for all purpose except for pay fixation on
promotion. The Board of trustees has approved the payment of 240/- per
day to the assistant Medical officers who all put on 24 hours duty in
rotation.
b) Uniform Allowance:- This allowance is given to cover the cost of

purchase and stitching. Officer controlling a uniform cadre or coming in
contact with uniformed officer such as deputy conservation and other
administrative head of marine services are paid Rs 270/- pm and officer
attached to ore handling plant are paid Rs 162/- pm. It was clearly
indicated marine officer who will get uniform allowance supplied to the
officer by the port has to be drawn at an existing rates. .
3) Administrative officers of pilotage and berthing servers:

These officers are paid for acts of pilotage and berthing done by them at the
rate admissible to pilots and berthing masters for additional acts performed.
Over and above the monthly norm. They are given tonnage allowance length
allowance, cold allowance and night allowance in respect of the acts of pilotage
and berthing performed by them at the same rate and subject to same
conditions as are applicable to pilots and berthing masters.
5) Fixed Traveling allowance:-

This allowance is paid on monthly basis without possession of a vehicle for
certain specified categories of marine officers only at the specific rate from the
period 1/1/97 to 31/03/06 is Rs 600/- as a rate per traveling allowance for motor
car but for non marine officer Rs 300/-
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6) Conveyance allowance:-
The port official who are required to travel extensively by their own vehicle
while on duty within the distance of 16 km from headquarter are paid
conveyance allowance subject to the condition that the distance travel for a
month exceeds 200kms.The official has to maintain a log book indicating the
distance travel, purpose of traveling for the initial period of 3 calendar months
except for marine officers and is subject to review after every 2 years.
7) Reimbursement of Conveyance expenses:-

The officers who process their own vehicle are eligible for reimbursement of
conveyance expense at the following rate:
Scooter/ motorcycle------------------------- Rs.500/-
Motor car------------------------------------- Rs. 1500/-
8) Reimbursement of newspaper expenditure to port

officers:
As per the directives of the Ministry of Shipping, the port official are entitle to
purchase 2 newspaper, the cost of which is reimbursed by the port.
ALLOWANCES FOR CLASS III AND IV EMPLOYEES
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1) Special allowances
a) Washing allowances: The washing allowances to non-MOHP employees
and special washing allowances to MOHP employees is payable at the
specific rates subject to the conduction that the employees is provided
with uniform and wears the uniform regularly. The rate of washing
allowance payable at non-MOHP employees is Rs 50/- pm and rate of
special washing allowance to MOHP employees is Rs. 65/- pm.
2) Conveyance Allowance for Blind and Orthopaedically Handicapped

Employees:-
The ministry of surface transport has communicated the central government
approval for extending the pay of conveyance to the blind and orthopaedically
handicapped employees who are certified by the board chief medical officer to
have a minimum of 40% permanent practical disability of the upper or lower
limbs. The rate application is 5% of bonus pay with a duty of Rs. 100/-.
3) Night weightage allowance:

All employees in class III and IV who are brought on for work between 10 pm to
6 am are eligible for the night weightage at the rate of 10 mts per hour
irrespective of whether the hours of work with in the period fall in second or
third shift. If in case of an employees any other special allowance is given for
night work he shall be given an option to retain that allowance or to receive the
benefit of weightage.
Marine officer who are working in regular and continuous shift and not eligible
for night weightage allowance even these marine crew on stand by duty will be
eligible for weightage but marine crew who live on board a vessel will not be
eligible for this benefit when they are employed on watch-keeping duty and are
merely on call duty.
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Marine officers of port trusts shall be allowed us adhoc invest of 70% in the
existing rate of these allowance. Incase where the allowance are being paid
either as a percentage of pay or otherwise being related to pay and amount of
allowance which can individual shall be increased by 70%.
Other allowances for all employees:-
1) Bonus: -
All Port official/ employees are entitle for bonus. The percentage of bonus is
being decided by the central government, which is uniform to all Major Port in
India.
2) Transport Reimbursement:-
Transport Reimbursement is given to all class I, II, III & IV employees at the
following rate to commute from his place residence to place of duty and vice
versa.
Category Rate
Class I & II --------------------------------Rs. 300/-
Class III & IV----------------------------- Rs. 180/-
(Handicapped Class III & IV employees are paid Transport reimbursement at
double the normal rate Rs360/- pm).
3) Washing Reimbursement:-
Washing allowance is given to those employees who have been provided with
uniform. The rate of washing allowances is in following category such as:
Category Rate
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Class I & II (officer) -------------------------------- Rs. 100/-p.m
Class III & IV
MOHP employees ----------------------------------- Rs. 65/-p.m
Non- MOHP employees ---------------------------- Rs. 50/-p.m
4) Children’s Education Allowance and Reimbursement of

Tuition Fees:-
Children education allowance and reimbursement of tuition fees are regulated
as per MPE (Educational Assistance). The education allowance is admissible of
the rate of Rs 100/- per month per child for primary school and higher
secondary classes. (Class I & XII) subject to fulfillment of various condition laid
down there in.
The rate of tuition fees is as follows:-
a) Class I to X --------- Rs 40/- per month per child.
b) Class XI to XII ----- Rs 50/- per month per child.
c) Classes I to XII-------In respect of physically handicapped and medically
related children Rs 100/- per month per child.
1. Three children- born before 31/12/87 and one after 31/12/87 all the
three born before 31/12/87 will be admissible.
2. Two children- born before 31/12/87 and two born after 13/12/87. All
3 will be eligible i.e. 2 born before 31/12/87 and one born after
31/12/87.
3. Three children – one born before 31/12/87 and 2 born after
31/12/87. All the three will be eligible.
4. Three children- born after 31/12/ 87 only two will be eligible.
The reimbursement of tuition fee is admissible to the children of the port
employees who have secured admission and are studying regularly in an
engineering/medical or 3 yrs Diploma Courses of polytechnic or for a
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correspondence course shall however be reimbursed in full subject to their
being restricted to the rates prescribed by the Govt college for correspondence
classes including correspondence classes.
5) City Compensation Allowances / Port Allowance( CCA):
The port official are entitle for City Compensation allowance @ Rs 180/- p.m.
similarly Class III & IV employees are getting port allowance @ Rs 100/-.
6) Rates of Overtime, Rest day and Holiday wages.

a) Overtime wages: - Thus overtime wages is applicable to both the
employees such as class I&II and class III&IV
Class I&II
• In case of pilots: - At the rate of Rs. 85% per every act of pilotage above
the monthly norm of 50 acts and up to 20 acts in a month is Rs. 205/-.
• Marine officers and assistance executive engineers on dredgers: Single
rate overtime at 1/240 of pay and DA for each hour worked beyond the
scheduled hours.
Class III & IV

• For work in excess of the scheduled working hours up to 9 hours a day or
48 hours a week OT is payable at single rate of pay and DA.
• For work beyond 9 hours a day or 48 hours a week overtime is payable at
double the rate of pay and DA.
• Staff working on launches, tugs, shore gang where extended shift duty of
12hr is entitled to 3hours fixed overtime with one hours rest. Operating
and maintenance staffs of MOHP are allowed one hours relieving overtime
at single rate.
b) Rest day wages
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Class I&II officers (other than pilots and administrative officers of pilotage
services posted for pilotage work).
• When an officer is required to work on his weekly day of rest as a part of a
pre determined a management for a full day or more than a full day of 8
hours.
• If it is not administratively feasible to grants compensation should be at a
1 ½ day’s basis pay and dearness allowance.
Class III&IV employees (notified under minimum age act).
• Wage at double rate plus 1 day compensation off with in 48 hours is
determined.
c) Holiday wages
Class I&II officer:-
• If an officer is required to work as a part of a predetermined arrangement
on holiday. Then for a work of 8 hrs or more on a national holiday i.e.
Republic day, Independence Day, Mahatma Gandhi birthday
compensation as for work on rest day is given. Even if the work on other
holiday no monetary compensation is admissible only off shall be allowed
but he is also treated and compensated as through he had worked on his
weekly day of rest.
Class III&IV employees:-
• If the port holiday other than 3 National then the wage at single rate up to
9 hours and at double rate for work exceeding 9 hrs or a day alternative
off
• On the 3 National holidays then the wage at double rate No compensation
off permissible.
6) Supply of soaps and towels to the ministerial/administrative staff
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The supply of soaps and towels to the ministerial/administrative staff are
approved and provided two soap (1 bath soap and 1washing soap) with in the
budget of Rs. 20/- per employees per month and one by towel with in the
budget of Rs 75/- per employees per annum.
7) Incentive reward (Price rate incentive scheme)
It is prevailing in traffic and engineering (mech) department price rate scheme

is given for loading/ unloading of cargo from alongside berths. This schemes is
applicable to the following categories of waters such as khalases and gang
leader of the A categories, crane driver, fork lift drivers, assistant wharf
superintendent etc.
8) Performance group reward scheme for MOHP Berth no 9

The mechanical ore handling plant at berth no 9 was commercial in October
1979. If performance is the function of the efficiency of users as well as
operating and maintenance of MPT. The scheme covers all the class 3 & 4
employees including supervisory categories other than officers directly involved
in the day to day operation and maintenance of the plant in order to achieve the
desired objective. The basic objective of evolving of various schemes for
improving efficiency is to achieve the desired throughout with in the given
parameters at the most economical cost.
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LEAVE
Port employees are governed by the MPE (Leave) Regulation of 1964. As per the
said regulation leave cannot be claimed has a matter of right. The leave
sanctioning authority may refuse or revoke leave of any kind but cannot after
the kind of leave due and applied for. MPT follows different kinds of leaves such
as:
a) Casual Leave: Casual leave is a leave taken casually according to a

person’s convenience. In a year there are 15 days of casual leave. The
employees can apply any time when the need arises. This is not a regular
kind of leave.
b) Earned Leave: Earned Leave is credited in advance at a uniform rate of

15 days on the 1st January and 1st July every year. It can be accumulated
up to 300days. The credit afforded for the earned leave is 21/2 day per
completed month of service even earned leave can be availed up to 180
days at a time.
c) Half Pay Leave: Half Pay Leave is credited in advance at the rate of 10
days on the 1st January and 1st July every calendar year. The advance
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credit for the half- year in which a government servant is appointed will be
at the rate of 5/3 days for each completed calendar month of service.
d) Commuted Leave: Commuted leave not exceeding half the amount of

half pay leave can be taken on medical certificate. Female employees can
be granted commuted leave up to maximum of 60 days in continuation of
maternity leave without medical certificate.
e) Leave Not Due: Leave Not Due may be granted to a permanent

Government servant with no half pay. Kindly to cum subsequently leave is
granted on medical certificate basis. Leave Not Due is limited to the
maximum of 360 days during the entire service.
f) Extra Ordinary Leave: Extra Ordinary Leave is granted in special

circumstances when no other leave is admissible. This leave is applied in
writing, even cannot be availed concurrently.
g) Maternity Leave: Maternity Leave of 135 days is admissible to female

employees with less then two surviving children. Maternity Leave not
exceeding 45 days in the entire service is granted to female employees
for miscarriage/ abortion. Maternity Leave is counted as a service for
increments as well as pension.
h) Paternity Leave: Paternity Leave of 15 days is granted to male

employees with less than two surviving children before or up to six month
from date of delivery.
Encashment of unavailed earned leave:- The existing limit for

accumulation of earned leave is 300 days. The employees while in service can
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encash 50% of the earned leave standing to his credit, once calendar year. For
the purpose, he has to avail minimum of 7 days earned leave.
Leave Travel Concession:

Any employees with one year of continuous services on the date of journey are
eligible. The employees are admissible for journey in state owned vehicles, air
travel, railway, etc not private vehicles will be restricted. Even the advance up
to 80% can avoid for both faces but claim to be submitted within one month of
return journey. The LIC should be completed the journey with in 6 month of
outward journey. If the husband and wife are part employees each can claim
separately. Along with the LIC the part also follows LIC is home town concession
which is rescheduled with in the home town.
HTC is admissible once in a block of two calendar year. Current i.e. 2002-03
extended up to 31/12/04 if you have availed after 31/12/04 is 1/1/05 that block
get lapsed. Second block will be counted i.e. 2004-05. HTC once declared is
treated as final. In exceptional circumstances the HOD’s may authorized a
change on once during the entire services. These declarations of home team for
new entrance should be made within the 6 months.
PENSION
All the employees who are appointed on or after 1/12/1967 are applicable for
pension under the regulation of 1967, but it is not applicable to CPF/ casual/
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contract employees appoint on 1/1/04. Employees completing minimum of
33years of service are eligible to get 50% of month average emolument (basic
pay + D.A). Employees completing more then 10 years of service and less than
33 years of service will be getting pension on pro-ratio basic.
The family pension is also concerned to the employees at the 30% of the last
basic pay drawn in all cases and if death occurs before attaining 65 yrs then the
family pension is paid at enhanced rate i.e. at double the rate of family pension
till he would have completed 65 yrs of age, but it is restricted to the basic
pension amount that pensioner was eligible to received.
Provident fund
The employees’ subscription towards general provident fund and contributing
provident fund and Pension Fund Regulatory Development Authority
(PFRDA).The employees’ subscription the CPF is not entitled for pensioner
benefit after their retirement. Due to increase in mortality rate, health care
buying, life expectance of average India has gone up and outflow on account of
pensioner is an increasing rent. W.e.f 1.1.2004 as per the directives of the
Central Government, the new pension scheme has been implemented in Port.
Under this scheme, the employees who joined port service after 1.1.2004 has to
compulsory contribute 10% of his B.P + VDA to tier-I and the employees will
contribute the equal amount in his account. However, the employees cannot
withdraw the amount from this account. Similarly the employees is not entitle
for pension after retirement.
Gratuity
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As per the gratuity act of 1972 every employees who rendered the series more
than or above 5 years they are entitled for gratuity act of 1972 pensioning is
eligible to get gratuity amount as per DCRG ( death cum retirement gratuity) or
as per the payment of gratuity act 1972.Whenever is higher. These DCRG is
calculated @ ¼th month pay for month pay for each completed 6 months period
subject to maintained of 33 six monthly period. The calculating of DCRG net
qualifying service is taken in to consideration where as under the net gross
qualifying service is taken into consideration.
House Rent Allowance

A employee who is not allotted accommodation by the port trust will be paid
house rent allowances at the rate of 15% of actual basic pay with a ceiling of
Rs.1500/- it is applicable to the employees of the port. Here the basic pay for
purpose of HRA shall not include any type of special pay or personal pay but
includes stagnation increments.
House Building Advances

The advance is payable in following manner;
• For the new house 50 months basic pay or the actual cost of construction
whichever is less.
• For improvement renovation addition to the existing house. Actual cost or
maximum of 1.80 lakhs whichever is less. Here the rate of interest is
applicable by the central government.
Incentives for promoting small family norms

A special increment is given in the form of family planning allowance with the
rebate of 11/2 in the interest on hose building advances. Here the employees
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should have atleast one surviving child and not more than two. It is also
admissible even if twins are born after the first child. Once the employee get
the benefit of the allowances at a particular rate, he would continue to draw at
the same rate even if he is reduced to a lower stage in his timescale or lower
service.
Purchase of Computer:
Employees will be given an advance up to 10 months basis pay or Rs 80000 or
the actual cost of the computer whichever is least on 1st occasion and Rs 75000
or the actual cost of the computer in the 2nd occasion for the purchase of
personnel computer. The advance has to paid in a minimum of 100 monthly
installments.
Advances
These advances are classified according to the purchase of vehicle will be
sanctioned as below.
• Scooter / Motor Cycle: All the employees who are drawing basic salary of
Rs 4600/- are entitle for carry the advance to purchase. The quantum of
advance is as follows:
On 1st Occasion
 8 month basic pay subject to a maximum of Rs. 30000 or 80% of the actual
cost of the vehicle, whichever is less.
On 2nd Occasion
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 8 month basic pay subject to a maximum of Rs. 24000 or 80% of the actual
cost of the vehicle, whichever is less.
• Car Advance: This is applicable only to class I and II employees

For purchase of new car
 20 month of basic pay subject to a maximum of Rs. 2.50 lakhs or 80% of the
cost of a new car whichever is lower.
For purchase of second hand car
 20 month of basic pay subject to a maximum of Rs. 1.80 lakhs or 80% of the
cost of second hand car whichever is lower.
RETRIREMENT
MORMUGAO PORT EMPLOYEES' (SUPERANNUATION AND AGE OF RETIREMENT)

REGULATIONS, 1974
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PRINCIPLE GOVERNING THE AGE OF RETIREMENT
Every employee of the Board shall retire on the afternoon of the last day of the
month in which he attains the age of fifty eight years, However, an employee
whose date of birth is the first of the month shall retire from service from
service on the after noon of the last day of preceding month on attaining the
age of fifty eight years.
COMPULSORY RETIREMENT AFTER ATTAINING AGE OF 50/55 YEARS

Notwithstanding anything contained in these regulations, the appropriate
authority shall, in cases of proved in efficiency, incapacity, misconduct and
corruption charges, have the absolute right to retire an employee of the Board
by giving him notice of not less than three months in writing or pay allowance in
lieu of such notice.
(i) If he is in Class I or Class II service or post and had entered Board's service
before attaining the age of thirty-five years, after he has attained the age of fifty
years and
(ii) In another case, after he has attained the age of fifty five years except in
respect of Class IV employee who would be in service of the Board as on the
date of notification of the Government's approval to the regulations.
VOLUNTARY RETIREMENT AFTER ATTAINING AGE OF 55 YEARS

Any employee of the Board may by giving notice of not less than three months
in writing to the appropriate authority retire from service after he has attained
the age of fifty years if he is in class (I) or (II) class (II) service or post and had
entered Board's service before attaining the age of thirty five years and in all
other cases, after he has attained the age of fifty years except in respect of
class (IV) employees who would be in service as on the date of notification of
the Government's approval to the regulations.
Provided that it shall be opened to the appropriate authority to withhold
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permission to an employee under suspension who seeks to retire under this
regulation.
COMPULSORY RETIREMENT AFTER 30 YEARS SERVICE :

Notwithstanding anything contained in Regulation (5), the appropriate authority
shall, in case of proved in efficiency, incapacity, misconduct and corruption
charges, have the absolute right to retire such employee in the Class (III)
service or post who is not governed by the Board's pension regulations, after he
has completed thirty years of service by giving him notice of not less than three
months in writing or pay and allowance in lieu of such notice.
VOLUNTARY RETIREMENT AFTER 30 YEARS SERVICE

An employee in Class (III) service or post who is not governed by the Board's
pension regulations, may by giving notice of not less than three months in
writing to the appropriate authority retire from service after he has completed
thirty years service.
(i) The three months notice referred to in Regulations (5), (6), (7) and (8) may
be given before the employee attains the age specified in Regulation (5) and (6)
or has completed 30 years service specified in regulations (7) and (8) provided
that retirement takes place after he has attained the relevant age or has
completed 30 years of service, as the case may be.
(ii) Incomputing the notice period of three months referred to in Regulations (5)
and (6) the date of service of the notice shall be included.
(iii) An employee who is granted extension of service after he has attained the
prescribed age of superannuation shall not be promoted to another post during
the period of extension.
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UNIONS
A total number of nine unions are presently functioning in the port, the major
ones being Goa Port and Dock Employees’ Union (recognized). Mormugao port
and railway workers union (unrecognized) and the Mormugao port trust MOHP
workers union (unrecognized). The management deals largely with two
recognized Unions which has contributed to the emergence of a mature
relationship between the management and the two recognized unions. Problems
and important issues are tackled in a mature and non-acrimonious fashion. The
management has tried to create a healthy and enduring relationship and the
union has reciprocated and has contributed to building a positive and
progressive Industrial Relations.
HR management is concerned with formal systems in organizations to ensure

the effective and efficient use of human talent to accomplish organizational
goals. HR management activities can be grouped as follows: HR planning and
analysis, equal employment opportunity compliance, staffing, HR development,
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compensation and benefits, health, safety and security, and employee and
labor/management relations.
ANALYSIS OF THE STUDY
Sample Size: 100 workers

Coverage: 6-9 employees from each department and different class.
Time: 6/6/2009-10/6/2009
Sample: Random
OBJECTIVES
The study is conducted with the following objectives:
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1. To find out the employee grievances and discover the various
expectations that determine the satisfaction level of employee.
2. To measure the level of satisfaction of employees with respect to the
company.
3. To understand the internal functioning of the company and provide
analysis.
The overall training objective was to develop my knowledge, skills and

understand employees so that I develop my skills to be a good manager and
perform more productively and achieve the business goals of the company I will
work in. Therefore, in achieving this objective, was a contribution for my future
perspective.
RESEARCH METHODOLOGY
For achieving the objectives of study, survey was conducted. For survey,
personal interviews of the Management & workers were undertaken. Personal
interviews was selected as the mode of survey to make the study more
meaningful & so that maximum information could be collected. For conducting
the personal interviews of the workers, a questionnaire was made. The
questionnaire was structured with open ended & close ended questions.
The Management was interviewed on various aspects likely to have impact on
the quality of work life & on the turn over of the employees viz. no. facilities
provided to the employees, procedure for the promotions, increments in pay,
bonus schemes incentive sector etc. given to the employees.
PARTICULARS OF RESPONDENTS
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LIMITATIONS
Each and every project report or research carried out has some
limitations, be it times constraints or any other such issues that
invariably, plagues the result. It is always important to indicate the
limitations of the project carried out so the evaluator is in the position
to evaluate out the project.
Further it also helps the end users of the report to interpret the results in more
valid and realistic manner. It has an advantage from the researchers stand point
of giving ample confidence in the research conducted and the research
presented.
The project submitted would definitely suffer from some limitations were:
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• Time constraints
• Key personnel
• To reach every employee
It is important to mention that it was difficult to catch hold of every employee.

Often the top rank officials did not have sufficient time to provide information
they always seemed to have to attend some meetings or conferences.
SOME OTHER LIMITATIONS:

At the time of survey, I did not found fair response from various
employee, because they cannot answer some of the question asked. So
many times I got different response for same employees of different
department and class.
Listing of Important Attributes taken into consideration

while conducting survey:
 GENERAL
 JOB SATISFACTION
 MOTIVATION
 CORPORATE CULTURE
 COMMUNICATION
 RECRUITMENT DRIVE
 CAPASSIONATE SPECIAL
 TRAINING
 PROMOTION BASE ON SENIORITY
 EMPLOYEE RECOGNITION AND REWARDS
 TEAM WORK AND CO-OPERATION
 EMPLOYEE GRIEVANCES
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 ABSENTEEISM
 LEAVE
 SALARY AND OTHER BENEFITS
 PERFORMANCE APPRAISAL
 WELFARE SCHEMES
 PFRD
 UNION
 HINDI PROGRAM
ANALYSIS OF THE SURVEY
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Job satisfaction of the employees as a vital impact on the functioning of the

company.They may be due to several reasons but identifying and solving the
cause is a must for further commitment and to avoid further problem.The
reasons for job dissatisfaction in the company was due to lack of motivation,
seniority based system for promotion,union functioning, lack of unity, lack of
reward and recognition and not to forget the delay in salary revision.This
problems need due attention and need to be solved without any further delay.
Tools for tracking and measuring satisfaction of employee:

1. Complaint and Suggestion System: Employee can freely deliver
complaints and suggestions through facilities like suggestion box, personal
meetings with seniors etc.
2. Lost Employee Analysis: The exit interviews are conducted or employee

loss rate is computed.
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3. Employee Satisfaction Survey: Periodic surveys by use of
questionnaire or telephone calls to random sample of recent buyer help to
find out customer satisfaction and relate to repurchase intention and word
of mouth score.
Lack of motivation effects the productivity of employees. Employees are the

company’s greatest asset and no matter how efficient your technology and
equipment may be, it is no match for the effectiveness and efficiency of the
staff. Here the lack of motivation data was based keeping in mind the
communication flow. Indeed the other reasons for the lack of motivation are the
salary ect. But keeping in mind the communication flow, the eradication of this
situation can be holding small event, get together with all the employees no
matter he/she may be a class 4 employee. Unity among the four classes is a
must. Every officer need to see that he gives due attention to all the employees
of his department or under his authority. Feedback should be prompt, both
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positive and negative, focus an action and behavior instead of individual. Every
employee should be given equal opportunity to put forward ones suggestion.
Seniority based promotion as its own advantages and disadvantages. Seniority

assures ones promotion but the rules occupied for the SC/ST arouses the
disagreement for this policy, besides young and efficient workers feel the lack of
opportunity in their career because the shall get promotion in the company only
on the completition of 10 years of service. This avoids the young efficient
workers to step in. The company needs to grow and the intense competition in
the market leave this system of promotion outdated and not competitable.
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This is a new policy started in the company. As per the policy all post pending
with respect to SC/ST should be filled. Since it’s a new policy many employees
are not aware of it. The importance given to SC/ST is acceptable but recruitment
seats only for the SC/ST may create objection or grievance in the minds of the
present employees. For the solution some employees from the general category
should also be considered and put forward to the government, keeping in mind
to eradicate this partiality. Besides that recruitment and selection process
should validly identify and attract people with the requisite characteristics and
talents.
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The recognition and reward system which is discontinued, I would recommend it

to restart because its quiet effective and needed. The absence of it has caused
disappointment and set back to many employees.
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Large section of employees consider training programme as not satisfactory.

Training and development processes should generate results for organization
and the people.The employees want the training program to be well schedule at
good timing as well as well conducted using new techniques and not to forget
every employee need to be given equal chance to participate in training
programmes.
The human resource executives should be exposed to lot of management

programs.More experienced and senior executive should be involved in training
sessions and for experience sharing sessions.The duration of the Training
programme should increase.The employees should be aware about the
objectives of training when being selected.Training should be more relevant to
the job and need contribute to trainees knowledge to the fullest extent.Training
also to imparted to the employee based on not just only for the employees who
are found inefficient but also those who are to get promotion. This helps in
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motivating the employees and maintain the effectiveness of training.The return
on investment made towards training and development activity need to be
measured. Employee has to be aware about the cost invested by Company
indirectly and they will be motivated to get the desired result output.
Team work and co-operation is very poor. Unity programmes, group work need
to be given to maintain unity and co-operation rather leave in isolation. Panics
and tour of employees should also be held.
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Facilities provided a quiet well satisfied except the transport facility. Employees
need their transport allowance to be increased as per the market condition.
Besides that the need of new buses for their family transportation.
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Awareness of new policies and plans among the employees is not so good. The
above data suggest the need that employees need to be made well aware with
new approaches. Notice boards are often left unsound. Some employees are not
yet awared of ISO. Their role are not well monitored and suggested.
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Performance appraisal conducted in MPT is silent. An employees is only know

about its functioning provided his bad inorder to give his warning. Every
employee need to know about his/her performance. It act as a motivating factor
and helps to increase his/her performance. It gives him/her a sense of
satisfaction and also gives him recognition.
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Salary is a major cause for the dissatisfaction of many employees. Its been 2
years but the salary revision is not yet enforced. Wage systems should be
capable of motivating and channeling efforts to achieve desired goal, results,
and related isues.
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MPT provides good benefits as per the satisfaction of the employees. But some
benefits need to be improved. New benefits need to come in as per the current
need. The present benefits need to be extended.
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The functioning unions is not upto the mark and need progress. New and
efficient leaders need to be encouraged to come forward and strengthen the
unions so that when any grievance occur they are well managed and ready to
take necessary to take required action without and delay. Other non recognized
unions also need to be given due attention and recognition.
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Many employees do not agree with the privatization of the company but indeed
they need expansion of the company. They are only scared of their future job
security. As I came about many employees, sorry to say but some employees
are not efficient enough to be continued if MPT becomes private. So I
recommend all employees need to be trained well for their retainment and win
the heart of employee’s.
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The decision making is indeed considered good but it is very slow. The decision
making needs to be very quick and efficient without any waste of time
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Implementation of Hindi program is indeed a good approach, but many

employees are not fluent in this language. Considering this people Hindi classes
need to be conducted within.
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SUMMARY
The project conducted in Mormugao Port Trust help me study the various
aspects of the port in details. Learning about MPT is like to study all the ports of
India as they function under the same authority.
This project help us learn about the human resource department to the depth.
All the documents and procedures were exposed. The experience of talking to
the employees and conducting the survey was worth learning. MPT invest large
amount of capital in the development of the port as well as employees. The
implementation of SAP is one example. MPT has everything well scheduled may
it be any book of record. All process and procedures are kept intact and
followed. The policies are formulated to attain certain objectives, which have to
be attained through both systematic organizational efforts and efforts of the
individual employees in the company. The manpower planning is well done. The
unions are also well functioned.
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SUGGESTIONS
 Improvement in the training of employees.
 The promotion policy need to well scheduled keeping the future of the
company into consideration followed by the views of the employees.
 Rewards need to be given so that employees are motivated and get
recognition
 Improvement in the corporate culture
 Equal opportunity to every employee maybe SC/general/ST.
 Opportunity for new union leaders and improvement of union
 Revision of salary and benefits
 Scheduling team work tasks and programs to maintain and improve unity.
 Performance appraisal result should be declared personally to every
employee.
 Investment should be increased towards the training programme of
employees to maintain efficiency.
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CONCLUSION
Research shows that satisfied, motivated employees will create higher

employee satisfaction and in turn positively influence organizational
performance. Opportunities for promotion and career prospects, fair salary,
good policies, job security and dynamic working environment are few attributes
which are critically important from the view point of most of the employees.
Effective unions are also necessary.
HR has to play a proactive role in strategic planning and facilitate people’s

commitment to organizational goals. It is very necessary to promote a
collaborative work environment, because it is ultimately the people who make
things happen in the organization. Organization can no longer depend merely on
physical assets to grow and develop in the fiercely competitive business
environment to create wealth. Knowledge, experience and performance
capacity need to be well defined when promotion is to be taken into
consideration. An effective managed workforce provides a definite competitive
advantage. The organization has to clearly define its big picture to ensure that
the people are passionate to achieve. Yearly evaluation of as employees
performance is necessary to be on track. It is necessary to understand the
organization culture which can mean difference between success and failure.
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Therefore a comprehensive Employee Satisfaction process can be a key to a

more motivated and loyal workforce leading to increased customer satisfaction
and overall profitability for the organization.
BIBLIOGRAPHY
Books
1. Milkovich and Boudreau “Human Resource Management” published in

2002.
2. N.k.Singh “Human Resource Management” published in 2001.
3. Gary Desser “A Framework for Human Resource Management” published
in 2002.
4. Leslie Rae “The Skill of Human Relation Training”
5. S. Ravi Shankar and R.K.Mishra “Management of Human Resources in
Public Enterprises”
6. History of Mormugao Port Trust published in 1983 by Shri Amaro A.
Pereria
7. MPT Volume III- schedule of Employees as on 2006
8. Hand book of MPT published in 2003 as a 1st edition
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9. Interpretation on a Service Rules, volume III published in 2003.
10. Master guide to FR & SR (Service Rules & Financial Rules) by Brinda
and Muthuswamy published in 2001.
11. DDD’S and Head’s of Office (Establishment) by Muthuswamy
published in 1999.
MAGAZINES AND JOURNALS
 The links (Global trade and Freight Review) of MPT published by Arun
Jaitty in 2000.
 The Shipping and Marine Industries Journal (volume 22 January 1999) by
Ministry of Surface Transport.
 Annual Administration Report on MPT (for last 5years)
 HRM review monthly magazines of recruitment Perspective, issued in July
2006, Nov, July, Sept, December 2004, and July 2002 &2005.
Web site:
 www.mormugaoport. gov. in
 www.businesstrainingmedia.com
 www.mormugaoport .com
ARTICLES
 Human Resource Development (Issues and Challenges for 21st Century)

by Badar Alam Iqbal, Sept2006
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 Organizational Knowledge- The HR Framework by PVL Raju, Nov 2004
 How to build a team using Vision, Commitment and Trust by PVL Raju,
2004
 Acquisition and Changes in Employees Attitude by V Ravikanth, Nov2004
 HR Manual- The Resurgence by Guruswamy K, July 2004
 Knowledge Management and Role of HR by GRK Murty, 2004
 Corporate Recruitment (An Art or a Task?) by Meenu Bhatnagar and
Anandan Pillai, July 2006
 Socially Responsible Recruitment (An Additional Challenge for HR) by
Rajashree Vyas and KVSS Narayan Rao, March 2006
 HR Implications of Lean Practice (Introduction) by A Laxshminarasimha
and S.Muarli, March 2006
 Globalization and HR by PVL Raju, March 2005
 Outsourcing Training and Development by B Sumalata, July 2004
 Designing Effective Employee Training Programs by Preeti Pallepati, Nov
2004
 HR Strategy ( To Attract, Train and Retain Employees) by Sandhya Mehta,
Dec 2006
 HR Outsourcing Grows Up by David Creelam, 2001
 Employee Retention and Recruiting Article: Hiring and Retaining Good
Employees by Myron Curry, 2004/
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ANNEXURES
EMPLOYEE SATISFACTION SURVEY
EMPLOYEE DETAILS
NAME:-
SEX:-
AGE:-
DEPARTMENT:-
DESIGNATION:-
CLASS:-
YEARS OF SERVICE:-
(1) Strongly Agree, (2) Agree, (3) Uncertain, (4) Disagree, (5) Strongly Disagree
(6) Not Applicable
QUESTIONAIRE
1. Overall, how satisfied are you with MPT as an employee?

 Very Satisfied
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 Satisfied
 Dissatisfied
 Very Dissatisfied
2. I am familiar with the ISO objectives put forth by my department.

1) (2) (3) (4) (5) (6)
3. I agree with the objectives.

1) (2) (3) (4) (5) (6)
4. I get all the information about the events and affairs of the company
which have an effect on my work.
1) (2) (3) (4) (5) (6)
5. I am clearly informed what is expected of me regarding my work.

1) (2) (3) (4) (5) (6)
6. Employees are encouraged to suggest new ideas about their work.

1) (2) (3) (4) (5) (6)
7. Employees are always motivated.

1) (2) (3) (4) (5) (6)
8. I find no difficulties putting forward my suggestions and ideas to my

immediate supervisor.
1) (2) (3) (4) (5) (6)
9. I feel free to discuss my personal and professional issues to my supervisor.
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1) (2) (3) (4) (5) (6)
10. The management takes good care of the problems of the employees and
tries to solve it as soon as possible.
1) (2) (3) (4) (5) (6)
11. Employees are treated fairly and equally.

1) (2) (3) (4) (5) (6)
12. Employees receive recognition and appreciation for their abilities, effective
and good work.
1) (2) (3) (4) (5) (6)
13. There is adequate communication between departments.

1) (2) (3) (4) (5) (6)
14. Some employees are often absent.

1) (2) (3) (4) (5) (6)
16. I happy with the new Recruitment Drive programme.

1) (2) (3) (4) (5) (6)
17. I feel that the vacancy pending should be filled.

1) (2) (3) (4) (5) (6)
18. My work becomes stressful due to pending of vacancies.

1) (2) (3) (4) (5) (6)
19. MPT consider internal source or recruitment?
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1) (2) (3) (4) (5) (6)
20) I agree with the reservation of seats for the SC/ST.

1) (2) (3) (4) (5) (6)
21) Compassionate Special should always be encouraged.

1) (2) (3) (4) (5) (6)
22) I support the Promotion policy based on Seniority.

1) (2) (3) (4) (5) (6)
24. I feel MPT should have merit as well as seniority based promotion
effectively designed.
1) (2) (3) (4) (5) (6)
25. Only class 1 and 2 should have promotion base on merit.

1) (2) (3) (4) (5) (6)
26. The seniority base promotion helps to build efficient employees.

1) (2) (3) (4) (5) (6)
27. It helps us gain required experience.

1) (2) (3) (4) (5) (6)
28. It helps provide equal opportunities to all the employees.

1) (2) (3) (4) (5) (6)
29. It helps us take more challenges.

1) (2) (3) (4) (5) (6)
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30. The Training program is effectively designed.

1) (2) (3) (4) (5) (6)
31. Training program and workshops are conducted as per my need.

1) (2) (3) (4) (5) (6)
32. Employees are given fair chance to attend workshops and training program.
1) (2) (3) (4) (5) (6)
33. The training program provides us with good facilities.

1) (2) (3) (4) (5) (6)
34. There should be more training programs.

1) (2) (3) (4) (5) (6)
35. At the end of training program they provide us with feed back forms.
1) (2) (3) (4) (5) (6)
36. The performance appraisal conducted is silent.

1) (2) (3) (4) (5) (6)
37. The performance appraisal program is very effective.

1) (2) (3) (4) (5) (6)
38. The performance appraisal carried out is known to the concerned employee
on time.
1) (2) (3) (4) (5) (6)
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39. The management provides feedback on good as well as bad aspects.
1) (2) (3) (4) (5) (6)
40. There is effective Team work within the department.

1) (2) (3) (4) (5) (6)
41. There is Unity within the employees.

1) (2) (3) (4) (5) (6)
42. Every employee is given a choice to join any Union.

1) (2) (3) (4) (5) (6)
43. The demands of the Unions are meet by MPT

1) (2) (3) (4) (5) (6)
44. I am happy about the functioning of the Union.

1) (2) (3) (4) (5) (6)
45. The leave provided is sufficient enough.

1) (2) (3) (4) (5) (6)
46. I agree to the rules and regulation of leave policy.

1) (2) (3) (4) (5) (6)
47. I feel the need for salary revision.

1) (2) (3) (4) (5) (6)
48. The basic provided to each class need to increase.

1) (2) (3) (4) (5) (6)
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49. The annual increment and other benefits provided are appropriate.
1) (2) (3) (4) (5) (6)
50. I feel there is no need for pension plan.

1) (2) (3) (4) (5) (6)
51. The new Pension policy PFRD is good compared to before pension policy.
1) (2) (3) (4) (5) (6)
52. I agree with the implementation of Hindi in MPT

1) (2) (3) (4) (5) (6)
53. I think instead of Hindi, English should be implemented.

1) (2) (3) (4) (5) (6)
54. I have no problem if MPT become private.

1) (2) (3) (4) (5) (6)
Rate the following:-
1) VERY SATISFIED (2) SATISFIED (3) DISSATISFIED (4)

VERY DISSATISFIED
 Drinking water
1) (2) (3) (4)
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 Latrines and Urinals

1) (2) (3) (4)
 Spittoons
1) (2) (3) (4)
 Lightning
1) (2) (3) (4)
 Ventilation
1) (2) (3) (4)
 First aid appliance and ambulance room

1) (2) (3) (4)
 Changing room
1) (2) (3) (4)
 Rest room
1) (2) (3) (4)
 Canteen
1) (2) (3) (4)
 Hospital and medical facilities

1) (2) (3) (4)
 Housing facilities
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1) (2) (3) (4)
 Training
1) (2) (3) (4)
 Transport facilities
1) (2) (3) (4)
 Scholarship
1) (2) (3) (4)
 Welfare fund
1) (2) (3) (4)
 Education facilities
1) (2) (3) (4)
 Welfare centralized library

1) (2) (3) (4)
 Clubs
1) (2) (3) (4)
What are the areas do you think the company need improvements?
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Would I recommend others to work in this company?
Do you support the expansion of MPT?
Any grievance or suggestion with respect to MPT?
Your opinion about this survey?
THANK YOU
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Annexure II
List of various regulations made u/s 28 of MPT ACT, 1963 on welfare of
employees.
1. Mormugao Port Employees (GPF) Regulations, 1964.

2. Mormugao Port Employees (CPF) Regulations, 1964.
3. Mormugao Port Employees (CPF) Special Contribution Regulations,
1966.
4. Mormugao Port Employees (Pension and Gratuity) Regulations, 1966.
5. Mormugao Port Employees (Grant of Ex gratia Pension to Retired
Employees) Regulations, 1977.
6. Mormugao Port Employees (Welfare Fund) Regulations, 1966.
7. Mormugao Port Employees (Medical Attendance) Regulations, 1969.
8. Mormugao Port Employees (Children Education Allowance and Tuition
Fees) Regulations, 1974.
9. Mormugao Port Employees (Grant of Advance for Building of Houses)
Regulations, 1973.
10. Mormugao Port Employees (Grant of Advance for Purchase of
Conveyances) Regulations, 1964.
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11. Mormugao Port Employees (Grant of Conveyances Allowance)
Regulations, 1966.
12. Mormugao Port Employees (Contributory Medical Benefit after
Retirement) Regulations, 1964.
13. Mormugao Port Employees (Allotment of Residences) Regulations,
1986.
Besides, the employees of the Port are covered under the Workmen’s
Compensation Act 1923 and the Factories Act 1948 applicable to Port workshop
Annexure III
ENHANCEMENT OF TRANSPORT REIMBURSEMENT (RATES)
The subsidized bus transport travel rates as indicated below:
Sr. No Category of availing transport Existing Rates

1 Employees monthly Bus pass Rs. 90.00
2 School Children of Class I&II Rs. 32.00
employees
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3 School Children of Class III employees Rs. 24.00
4 School Children of Class IV Rs. 16.00
employees
5 College going Children of employees Rs. 47.00
irrespective of class
6 Children of retired employees of the Rs. 200.00
Port
7 Teachers Rs. 200.00
8 Port users and Others Rs. 400.00
9 Children of Port employees availing Rs. 125.00
Margao / Panjim bus transport facility
10 Casual Bus pass booklets containing Rs. 20.00
10 tickets each.
11 Marketing bus pass booklets Rs. 100.00
containing 50 tickets each
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Mormugao Port Trust: Summer Placeme NT

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7/30/2009

MEGAN VIEGAS - FY.BBA, DON BOSCO COLLEGE PANJIM-

In successfully completing my project report, I am indeed indebted to a large

My profound and sincere thanks to Dy. Director Mrs. SS Keshmat of Planning

DUTIES AND RESPONSIBILITIES

The goal of human resource management is to help an organization to meet

SCOPE OF THE REPORT

1. Human Resource Planning

SECTION B: Human Resource Management in MPT

SECTION C: Analysis of the Study

Human resources play an proactive role in strategic planning and facilitate

I have made an attempt to study human resource management to the best of

INTRODUCTION OF MORMUGAO PORT

Mormugao Port Trust is an ISO 9001:2000 Certified Port. Customer satisfaction

Excellent facilities, high productivity, streamlined administration and a

HISTORICAL BACKGROUND OF MPT

WIPGR company terminated their agreement of 1881 with the Portuguese

LANDMARK EVENTS OF THE CENTURY & OVER

Construction of Berth No.9 equipped with Mechanical Ore Handling Plant

Dredging and Reclamation

2) Annexe to the Administrative Office Building at Mormugao Harbour

Foundation Stone of Secondary School Building of the Port Trust was

The Port also celebrated its centenary on 15.4.1985, commemorating the

Continuous Barge Unloader of 1250 TPH as an adjunct to Berth No.9

A regular container Feeder Service started from Mormugao Port on

Berth No.11 was commissioned on 9.8.94, pending the completion work of

A floating Dry Dock constructed by WISL was inaugurated by Shri

The Sports Academy inaugurated and Foundation Stone for Sports

New Administrative Office Building at Headland inaugurated by Shri

A book 'DESTINATION GOA - THE INVESTOR-FRIENDLY PARADISE', written

B.G. Railway operations were inaugurated on 2/12/97, by Shri Yogendra

A commemorative volume was released by MPT marking 50 years of

Commissioning of 3 nos. Mooring dolphins with a combined capacity of

Two highly manoeuvrable tugs with Voith Schneider propulsion systems of

• Make continual improvement in the services offered by the Port for

• Enhance employee participation to contribute to achievement of quality

• Comply with all applicable statutory, safety and environmental regulations

TARGETS AND STRATEGIES

Export and Import for the year 2003-2009

Iron ore including 22.94 24.72 25.31 26.66 27.3 33.81

P.O.L. product 1.32 1.01 0.83 0.78 0.87 0.90

Grand Total 27.87 30.66 31.69 34.24 35.13 41.68

The most significant achievements of Mormugao Port Trust were:

An ever highest quantity of 74,905 tonnes of iron ore was unloaded on

A) Construction of additional 3.no Mooring Dolphins

B) Construction or 4 lane roads from the Port to Verna junction on

The port connectivity project of 4 lane road is implemented by the National

C) Construction of jetty for relocation of port crafts and small boats.

D) Strengthening of the Breakwater mole.

E) Replacement of 3 No. rail mounted Stackers.

F) Upgrading of Mechanical Ore Handling Plant.

G) Development of Coal Import Terminals at Berth no.7 of Mormugao

FACCILITIES AT THE PORT

HARBOUR DATA, BERTHS, MOORINGS & ANCHORAGE

• Vessel Traffic Management System (VTMS)

The approach channel of Mormugao Port is marked by lighted buoys in

One Radio Beacon 'RACON' works round-the-clock in all weathers at Aguada

Signal station situated on the north-west of the Mormugao Headland functions

Pilotage is compulsory for inward and outward movement of ships and

Acceptable size of vessel at Berth 9

Stackyard at Mechanical Ore Handling Complex

Average Ship loading rate : 50-60,000 tonnes per day.