A PROJECT REPORT ONPERFORMANCE APPRAISAL OF

EMPLOYEES OF O.M.C.

Submitted byRUTUPARNA SAMANTARAY

Regd. No- 520754705

FOR THE PARTIAL FULFILMENT OF AWARD OFDEGREE OF MBA TO SIKKIM MANIPAL UNIVERSITY

Under the guidance ofAssoc. Prof. Saurav Kumar Dalabehera,

H.O.D Department of Business AdministrationGyanaBharati

SIKKIM MANIPAL UNIVERSITY OF HEALTH MEDICAL AND TECHNOLOGICAL SCIENCES

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CERTIFICATE

This is to certify that the report entitled Performance Appraisal of

Employees of OMC. In partial fulfillment of the requirements for the

degree of Master of Business Administration (MBA) of Sikkim Manipal

University of Health Medical and Technological Sciences. Miss Rutuparna

has worked under my supervision and guidance and that no part of this

report has been submitted for the award of any other similar titles of

prices and then may has not been published in any journal or magazine.

Certified

Assoc. Prof. Saurav Kumar Dalabehera

MBA-HR

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EXAMINER’S CERTIFICATE

The Project ReportOf

Miss Rutuparna Samantaray

Entitled

‘PERFORMANCE APPRAISAL OF EMPLOYEES OF OMC”Is approved and is acceptable in quality and form.

Internal Examiner External examiner Name- Saurav Kumar Dalabehera Name- Swati Sibani Qualification- MBA (HR) Qualification- MBA (HR & MKT.) Designation- Internal Guide Designation- External Guide

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ACKNOWLEDGEMENT

I would like to express my sincere thanks and gratitude to ASSOC. Prof. Saurav Ku. Dalabehera H.O.D, Department of

Business Administration, Gyanabharati for sparing his valuable time from his hectic schedule whenever required and providing me important inputs. I owe him a great deal for the successful completion of this project.

With due respect, I would like to express my sincere gratitude and Indebtedness to Mr. P. S. Kanungo, Sr. Manager (LW), Sri G. C. Bisoi, Asst. Manager (LW), and Mr. S.N. Nandi, AM (HRM)OMC Ltd., for rendering invaluable advice and absolute guidance in the completion of this Project.

I wish to acknowledge my indebtedness to Mr. P.S. Kanungo, Sr. Manager (LW) OMC, Bhubaneswar for their wholehearted cooperation and kind approval of this topic for undertaking the project in his organization.

I take this opportunity to thanks him for his invaluable guidance and assistance without whose, this project would have been a total failure. He has helped me though his timely and valuable suggestion to make this project report a grand success

Rutuparna Samantaray MBA (4th SEM)

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DECLARATION

I do hereby solemnly declare that this Project Report entitled

“PERFORMANCE APPRAISAL OF EMPLOYEES OF O.M.C.” is one of

my own an original creation. I also declare that this Project report has not

been previously submitted by any one for the award of any degree or

diploma to any other Institute or organization. I have submitted this

Project in partial fulfillment of the requirement of Master in Business

Administration.

BhubaneswarDate: Rutuparna Samantaray

MBA (4TH SEM)

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CONTENTS

1. INTRODUCTION

2. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

3. AIM AND OBJECTIVES OF THE PROJECT

4. RESEARCH METHODOLOGY

5. ORGANIZATION PROFILE

6. MAINBODY OF THE PROJECT

7. LIMITATION OF THE PROJECT

8. DATA INTERPRETATION AND FINDINGS

9. SUGGESTION AND RECOMMENDATION

10. CONCLUSION

11. BIBLIOGRAPHY

12. ANNEXURE

13. QUESTIONNAIRE

INTRODUCTION

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Performance refers to the degree of accomplishment of the tasks that how employees do the jobs. It indicates how well an individual is fulfilling the job requirements. It is always measured in terms of results. Performance means outcomes achieved at work, the actual contribution of an individual or team to the organization’s strategic goals, like stakeholder satisfaction, clean image and economic sustainability. Campbell, believe that performance a behaviour should be distinguished from its outcomes which can be facilitated or hindered by systematic factors. Brunbach views performance more e comprehensively by encompassing both behaviours and results. He considers behaviours as outcomes in their own right, which can be judged apart from results. The role of any person can be seen in three parts: Being, Doing, Relating.

‘Being’ concerns the competencies of a person that are relevant to his/her performance. Louis Pasteur, said chance favours the prepared mind. For most of all, being means that the persons has prepared his/her mind.

‘Doing’ focuses on the person’s activities that are variable effective at different levels in the organization that affect performance of other roles dependent on the person, output and the organizational performance as a whole. As someone said, Ideals are funny little things. They won’t work unless you do.

‘Relating’ emphasizes the nature of relationship with members of the role network vertical, horizontal o otherwise.

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Performance is about optimally analyzing ones potential where as a persons potential for a role is an input to the productive process and his /her performance is the output of the very same process. Improving performance is thus about identifying alternate ways of realizing potentials better.

Organizations goals can be achieved only when people put in their best efforts. How to ascertain whether an employee has shown his to her best performance on a given job? The answer is performance appraisal. Employee’ assessment is one of the fundamental jobs of Human Resource Management but not an easy job.

In simple terms, performance appraisal maybe understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge quality and quantity of output, initiative, leadership abilities, supervision, dependability, cooperation, judgment, versatility, health and the like potentials of the employee for future performance must also be assessed.

Performance appraisal is a process that involves determining and communication to an employee how he or she is performing the job and ideally, establishing a plan of improvement. It is otherwise known as performance rating, employee assessment, employee performance review personal appraisal, merit rating etc. It is linked to job analysis. Job

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analysis states out requirements, which are translated into performance standards, which in turn form the basis for performance appraisal.

OBJECTIVES OF THE STUDY:

The first and foremost objective of this study is the partial fulfillment of the master’s degree in Business Administration.The prima-facie objective of this study is to have knowledge relating to the functions of organization in general and practical experience relating to performance appraisal practical in particular. However, there are certain other objectives which are exhibited below.

To critically access the appropriateness of the existing appraisal system and to examine its strength and weakness.

To assess the relative contribution of the appraisal system in the accomplishment of the organizational goal.

To know the present appraisal practice adopted in the organization. To examine the necessities for changes in the existing pattern of

performance appraisal. To recommended necessary changes or modification for making

the appraisal system more objective.

SCOPE OF THE STUDY

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The present study of performance Appraisal System was conducted in Orissa Mining Corporation, Corporate Office, Bhubaneswar. I is a public sector undertaking. The study includes the executives and the non-executives of department of the organization.

STUDY METHDOLOGY

A methodology is basically system or rules, principles, and procedures which direct a researcher to go for scientific investigation. While understanding the project work I have been able to collect the required data and information from both the primary source and the secondary source. The primary source of collection of data was through structured questionnaire by simple random sampling from the employees of OMC. The secondary sources of collecting the data were the various booklets, brochure, annual reports, newsletter etc. of OMC.PLAN OF STUDY

A systematic approach to the whole study is very much essential to make the study a perfect one. Plan of the study provides me the directions so that I can reach my destination.

The 1st chapter which is an introductory one includes objectives of study, scope of study, study methodology, plan of study and limitations of the study.

The 2nd chapter deals with the history and background of the organization understudy. It gives a brief idea about the whole organization, its manpower, production, organizational structure etc.

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The 3rd chapter discusses the board theoretical framework of the study. It deals with the performance and appraisal system, its objectives, strength and weakness of the system and potential appraisal.

The 4th chapter deals with the performance appraisal system in practice at OMC Corporate Office, Bhubaneswar.

The 5th Chapter is the most vital one in which researcher analysis and interpret the data collect about the existing appraisal system of OMC.

The last chapter (i.e. the 6th chapter) is the researcher’s own perception about the system and deals with conclusion and some suggestions to make the system more objective.

LIMITATIONS

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I have faced/experienced certain difficulties while conducting the study. These limitations of the study are as follows.

1. The performance appraisal data are confidential for the organization. So, the officials of OMC are hesitant to give information about the performance Appraisal System of their organization.

2. The busy schedule of the executives was also an obstacle in the collection of the required information in time.

3. The respondents are not fully disclosing their feelings because of the fear of being exposed to the authority or thought the researcher to be an outsider.

4. The entire study was conducted single handed by the researcher in a stipulated time period It was not possible to cover a large sample from each department within such a limited time period.

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The Orissa Mining Corporation Limited (OMC) was jointly established by the Union and State Governments in 1956. It was the first Public sector undertaking in the mining sector in India. By 1962, OMC became wholly state owned.

Today, OMC is profitably operating numerous mines all over the state, meeting the requirements of metallurgical and Chemical Industries in India and abroad. The trust is on value addition as well as increasing mining capacities to meet growing demands. Orissa. Truly, is a vast treasure trove of mineral resources. The star has about 98% of the chromate, 71% of the bauxite, 33% of the iron and 32% of the manganese resources on India.

OMC’s geology division, though sustained, exploration has been steady adding to the corporations minerals assets, OMC possesses a reserve 400 million tones of Iron ore, 19 MT. of manganese ore, 28mt of Chromite, 720 m. of bauxite, 19 MT. of manganese ore 28 MT. of Chromite, 720m.of bauxite, 19 MT. of limestone and other minerals. OMC’s impressive growth over decades is hinged on its philosophy and commitment towards quality and value addition. The corporation’s turnover has increased manifold over the decades through optimum utilization of its resources. Progressive mechanization and modernization of mining operation with due environment care have paid rich dividends.

OMC has other rich deposits and mines of iron ore suitable for sponge iron production. Such iron ore is supplied to the sponge iron plants in the country. The Daitari iron ore mine is the flagship of OMC’s operations. The mine is fully mechanized with an ore handling plant compromising a crushing plants and a washing plant connected by a 3.8 mm. long convey belt. Of late it has gone ahead with two shift operation

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and one shift maintenance operation which is expected to produce 2 million tones of washed as well as dry screened calibrated iron ore and fines OMC has also entered into a tie-up with Neelachal Ispat Nigam of supply of iron ore.

OMC has developed manganese ore mines to cater to the needs of steel plants, ferromanganese plants, engineering and chemicals industries in the country.

Most of this is being exported though Paradeep Port to different countries including China and Japan.

The chromites Mine at Kallapani, Sukarngi and Bngur make OMC the leading chromites producer of the country. Chrome ore varying up to very high grade is produced here. A major part of produce is exported to different countries including China and Japan.

OMC is operating on lease in Kalahandi district for semi precious stone under joint venture with GEMCO.

There are some impure limestone bands Umpavally lease in Koraput district having no industrial use. OMC has take steps to utilize such materials to produce slab ad tiles as a replacement to marble. OMC also owns few quarries for coloured and black varieties of dimension stone in the state. Blocks are being produced form three-quarry lease.

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OMC has diversified its business to local mining. Govt. of India has allotted Utkal ‘D’ in Talcher coal field to supply coal for power generation. Dedicated to the cause of exploration, exploration and business transaction of minerals and mining products, OMC’s efforts have earned rich dividends. The corporation has special Export Award for 1999-2000 by CAPEXIL.Besides its activities, OMC has also ensured that its family of 6000 workers, engineers, geologist and professional managers are happy and committed towards multiplying the growth of the corporation. On account of the numerous welfare activities, community development and other benefits, OMC’s employee package in the state.

The new liberalization policy of Government pf India in the mining sector has opened the doors for foreign investors in Orissa , reputed foreign firms and global mining gains like Rio Tinto of U.K. and continental Resources limited of Canada, have entered into joint venture agreement with OMC and the projects are under progress. This will also lead to the development of infrastructure in the state and open new ristas or for the corporation in the International arena.

The skilled manpower on scientific business have been adding to the cooperation’s productivity. Reputed to reign firms and global mining giants have entered into joint ventures with OMC. With enterprise resource planning and ISO 9001:2000 certification OMC is on the higher global challenges and competition.

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CORPORATE PLAN

OMC has crafted its own corporate plan for becoming internationally competitive in the mining sector. This will help the organization in managing changes without bring swept away has gained importance n the liberalized scenario. OMC has prepared a vision documents for next 10 to 20 years. This vision documents is a long term action plan based on geological exploration and mining plans. IN the highly volatile minerals market OMC has to consolidate its positions to sustain itself to face the challenge and competition. The vision for the coming year to enable OMC to prepare its manpower to cope up with the increasing challenges.OMC is reorganizing is management its management and operations to combat professionally managed global rivals. Few departments such as corporate communication have been open to plan and manage corporate affairs. It has delegate lots of financial and administrative power to its. Regional heads to speed up decision making.

During current year a number of welfare measures are taken up for peripheral development/scholarship scheme, incentive to workers and employee and development in the mines ad camp as apart of labour welfare has also being augmented. Cable Television connected to the workers and employees, children’s part to every reign, computer training to all executives and non-executives are some of the important welfare measures being undertaken. A welfare committee has been formed which visits different mines /reign to fit workers and suggest for their weal and woe.

MINES

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OMC possesses a reserve of 400 million tones iron ore, 19 million tons of manganese or, 28 million tons of chromites, 220 million tones bauxite, 19 million tons of limestone and other minerals. South kallapani, Kaliapani, Sukrangi and underground mines Bangur make OMC the leading Chromite producer of the country producing high grade lumpy and friable variety.

ORE HANDLING PLANT

The Daitari iron Ore Project of OMC’s operations it is fully mechanized with two shift operation and one shift maintenance. Daitari is expected to produce 3 million tones of washed as well as dry screened calibrated iron ore and fines. The Daitari plant principally feeds Neelachal Ispat Nigam i.e. second steel plant of Orissa for supply of iron ore.

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BENEFACTION PLANT

The 100% export oriented chrome ore benefaction plant (COBP) at Kaliapani has been substantial contributing to OMC exchequer with 100% capacity utilization. The plant has recorded a production of 1 million tones chrome concentrate since commissioning in 1995. This has been possible due to addition of a new hydro cyclone and modification of plant.

PRODUCTS

1. Chromite2. Bauxite3. Iron4. Manganese5. Limestone6. Gemstone7. Coal

EXPORTS

OMC continues to maintain Orissa’s Global connection through export of minerals from Paradeep Port. In recognition of this superb export performance, OMC has bagged the CAPEXIL Export Award every year in a row since 1998-99 up to 2003-2004 with its full proof export network, OMC is in a position to handle direct export of iron ore, chrome ore and chrome concentrate produced from its mines and COB plant.

QUALITY POLICY

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OMC is engaged in exploration, mining and supply of minerals for value addition. Quality is our core business philosophy for meeting the needs of our valued costumes by enhancing their satisfaction and for fulfilling our social obligations. In order to achieve the above OMC is developing its human resource, besides maximizing operational efficiency, capacity utilization and productivity.

They periodically review their quality policy and objective for its continuing suitable and continuity improve the effectiveness of the quality management system.

PERIPHERAL DEVELOPMENT

Keeping in tune with its public sector image OMC spend a substantial amount in shape of grant to various Institutions located the surrounding villages of its mines for construction of school/college buildings, laboratory, library etc. besides various development works like digging of tubes well renovation of funds, construction and repair of villages roads and plantation etc. have also been taken in the peripheral development work. During financial year, 1999-2000. OMC has donated Rs. 12.00 lakh to different educational institutions for construction of school/college buildings. OMC is spending a substantial amount to encourage the family planning oration in the tribal areas as it is national program. OMC has taken up massive plantation program and development of roads providing street light in the nearby villages.

LIST OF MINES AND MINERALS

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CHROME ZONE

1.South Kaliapani2. Kaliapani3. Sukarangi4. Kalarangi5. Base of Mahangiri6. Sarubil Sukarangi

7. Kathpal8. Birasi9. Bangur10.Baniapank

MANGNESE

1. Dubna2. Roida-783. Nishikhal4. Parlipada

IRON

1. Daitari2. Gandhamardan “A”3. Banaspani4. Khandbandh5. Khandbandh6. Sakradihi7. Tringpahar8. Baldapalsa

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9. Rantha 10.s Koira-Kasira

IRON AND MANGANESE

1. Kohla - Roida2. Kurmitar3. Dalki4. S.G.B.K.5. Serenda- Bhadrasahi

LIME STONE

Umpavalley Dumuria Graphite Nishikhalo Gemstone Jilingadhar

MILESTONES OF OMC

OMC gets 3-STAR EXPORT HOUSES STATUS on 7th

March, 06 OMC receive CAPEXIL Export Award in a row from

1998-99 to 2004-05 Highest turn over posted in the history of OMC Highest profit before tax in the OMC Annuals Corporation becomes debt free in 2003-2004 New sections opened

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- Corporate planning and New business development

- Corporate Communication- Human Resource Development

Computerized Inventory Management system taken up for all stores

Several non-working mines made operationalOMC website hosted and regularly updated.Good Industrial relations and better co-ordination with various authority is like railways, port, forest, District Administration etc.

June-July 05 OMC celebrates 50th Foundation day.

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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

The role of human resource management in organizations has been evolving dramatically in recent times. The days of personnel Department performing clerical duties such as record keeping, paper pushing and file maintenance are over. HR is increasingly receiving attention as a critical strategic partner, assuming stunningly different for reaching transformational roles and responsibilities. Taking the strategic approach to human resource management involves making the function of managing human assets the most important priority in the organizations and Integrating all human resource policies and programmes the frame work of a company strategy This chapter will discuss how the effective utilization human resource can assist organization in achieving competitive advantage.

Importance of HRM

People have always been central to organizations but their strategic importance is growing tin today’s knowledge based Industries. An organization’s success increasingly depends on the knowledge, skills and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors that distinguish an organization from its competitors with appropriate HR policies and practices an organization can hire, develop and utilize best brains in the market place, realize its processed goals and deliver results better than others.Human Resource Management helps an organization and its people to realize their respective goals thus

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1. At the enterprise level:

Good human resource practices can help in attracting and retaining the best people in the organization. Planning alerts the company and the types of people it need in the short medium and long run.

It helps in training people for challenging roles , developing right attitude towards the job and the company, promoting team sprit among employees and developing loyalty and commitment through appropriate reward schemes.

2. At the individual level :

It offers excellent growth opportunities to people who have the potential to rise.

It allows people to work with diligence commitment.3. At the society level:

Society as a whole is the major beneficiary of good human resource practices

Employment opportunities multiply Scares talents are put to best use. Companies that pay and teat people always race a head of

others and deliver excellent results4. At the national level:

Effective use of human resources helps in exploitation of natural, physical and financial resources in a better way.

People with right skills proper attitude and appropriate values help the nation to get a head and compete with the

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best in the world leading to better standard of living and better employment.

Meaning of Human Resource Management: Organization in the combination of both Human and Non-human resources where duties and responsibilities are being allotted by higher authorities. Human resource management means employing people, developing their resources, utilizing, maintaining and compensation their services in tune with the job and organizational recruitment. Human resource management is the management of employees’ skills, knowledge, abilities, talents, aptitudes, creative abilities etc. Employee in human resource management is treated not only as economic man but also as social and psychological man. Thus, the complete man is viewed under this approach. Employees are treated as profit centre and therefore, invest capitals for human resource development.

Human Resource Management relate to the function of managing people from lower level to upper level of the organization. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. Those organizations that are able to acquire, develop, stimulate and keep outstanding workers will be both effective and efficient. Those organizations that are effective or inefficient risk the hazards of stagnating or going out of business. Human Resource thus, creates organization and makes them survive and

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prosper. Some managers say that people are the most important assets of the organization. Human assets are virtual never shaver in the balance sheet as distinct category where a great of money is involved in the recruiting, selecting and training of people.

Functions of Human Resource Management:

The functions of HRM are classified into tow categories:1. Managerial Function2. Operating Function

1. Managerial Function

Managerial function involves planning organizing, directing and controlling. Recruitment, selection, promotion comes under the most vital managerial function ‘staffing’. We can say staffing means filling and keeping filled position of the organization structure. Recruitment, selection, promotion has been regarded as the most important function of personnel administration as well as for the organization because unless right people are lined the prospect development of an organization may hamper.

a. PlanningIt is a pre-determined course of action planning involves planning of human resources, requirement, recruitment, selection, training, etc.

b. Organizing

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Organisation is a means to an end. It is essential to carry out the determined course of action. An organisation is a “Structure and a process by which co-operative group of human beings allocated its task among its members, identifies relationships and integrates its activities towards common goal.”c. DirectingDirecting is the execution of the plan. Directing is motivating, commanding, leading and activating people.

d. ControllingIt involves checking, verifying and comparing of the actual with the plans, identification of deviations if any and correcting of identified deviation.

2. Operational Function

a. EmploymentEmployment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. The operational function covers the functions such as job analysis, human resource planning, recruitment, selection, placement, induction and internal mobility.

b. Human Resource DevelopmentIt is process of improving and changing the skills, knowledge, attitude, commitment etc based on present and future job and organizational requirements. It includes performance appraisal, training, career planning and development, etc.

c. Compensation

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It is the process of providing adequate, equitable and fair remuneration to the employees. It includes job evaluation, wage and salary administration, incentive, bonus, fringe benefits, etc.

d. Human RelationsHuman relation is an area of management in integrating people into work situation in a way that motivates them to work together productively, co-operatively and with economic, psychological and social satisfaction.

Once the required number and of human resources are determined, the management has to find the places where required human resource will be available to and also find the means of attracting them towards the organisation before selecting suitable candidate from outside organisation. Recruitment is only one step in the entire employment process.

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AIMS AND OBJECTIVES OF THE PROJECT

Employees are the backbone of any organisation. The success of an organization depends upon the commitment of the employees. Therefore, a project is undertaken with the objective of finding out of the factors that has influenced the employees’ performance appraisal plays a vital role in any organization. So the aim and objective to study are:

To analyze the performance appraisal system and give suitable suggestions, if required.

To find the satisfaction level of the employees as well as Executives.

To take feedback on the appraisal method as “Usha Martin Ltd”.

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RESEARCH METHODOLOGY:

Meaning and Definition of ResearchResearch simply means a search for facts - answers to questions and solutions to problems. It is a purposive investigation. It is an organized inquiry. It seeks to find explanations to unexplained phenomenon to clarify the doubtful facts and to correct the misconceived facts. The search for facts may be made through either: Arbitrary (or unscientific) Method: It's a method of seeking

answers to question consists of imagination, opinion, blind belief or impression. E.g. it was believed that the shape of the earth was flat; a big snake swallows sun or moon causing solar or lunar eclipse. It is subjective; the finding will vary from person to person depending on his impression or imagination. It is vague and inaccurate. Or

Scientific Method: this is a systematic rational approach to seeking facts. It eliminates the drawbacks of the arbitrary method. It is objective, precise and arrives at conclusions on the basis of verifiable evidences.

Therefore, search of facts should be made by scientific method rather than by arbitrary method. Then only we may get verifiable and accurate facts. Hence research is a systematic and logical study of an issue or problem or phenomenon through scientific method.

Young defines Research as a scientific undertaking which, by means of logical and systematic techniques, aims to:(a) Discover of new facts or verify and test old facts,(b) Analyze their sequences, interrelationships and causal

explanations,

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(c) Develop new scientific tools, concepts and theories which would facilitate reliable and valid study of human behaviour.

(d) Kerlinger defines research as a “systematic, controlled, empirical and critical investigation of hypothetical propositions about the presumed relations among natural phenomena.

Objectives:After studying this lesson the students should be able to understand: Research and scientific method Characteristics of Research Purpose of research Different types of Research Research Approaches Significance of research in Social and Business Sciences

Research and Scientific MethodResearch is a scientific endeavour. It involves scientific method. “The scientific method is a systematic step-by-step procedure following the logical processes of reasoning”. Scientific method is a means for gaining knowledge of the universe. It does not belong to any particular body of knowledge; it is universal. It does not refer to a field of specific subject of matter, but rather to a procedure or mode of investigation.

The scientific method is based on certain “articles of faith.” These are: Reliance on Empirical Evidence: Truth is established on the basis

of evidence. Conclusion is admitted, only when it is based on evidence. The answer to a question is not decided by intuition or imagination. Relevant data are collected through observation or experimentation. The validity and the reliability of data are checked carefully and the data are analyzed thoroughly, using appropriate methods of analysis.

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Use of Relevant Concepts: We experience a vast number of facts through our sense. Facts are things which actually exist. In order to deal with them, we use concepts with specific meanings. They are symbols representing the meaning that we hold. We use them in our thinking and communication. Otherwise, clarity and correct understanding cannot be achieved.

Commitment of Objectivity: Objectivity is the hallmark of the scientific method. It means forming judgement upon facts unbiased by personal impressions. The conclusion should not vary from person to person. It should be the same for all persons.

Ethical Neutrality: Science does not pass normal judgment on facts. It does not say that they are good or bad. According to Schrodinger “Science never imposes anything, science states. Science aims at nothing but making true and adequate statements about its object.”

Generalization: In formulating a generalization, we should avoid the danger of committing the particularistic fallacy, which arises through an inclination to generalize on insufficient or incomplete and unrelated data. This can be avoided by the accumulation of a large body of data and by the employment of comparisons and control groups.

Verifiability: The conclusions arrived at by a scientist should be verifiable. He must make known to others how he arrives at his conclusions. He should thus expose his own methods and conclusions to critical scrutiny. When his conclusion is tested by others under the same conditions, then it is accepted as correct.

Logical reasoning process: The scientific method involves the logical process of reasoning. This reasoning process is used for drawing inference from the finding of a study or for arriving at conclusion.

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Characteristics of Research It is a systematic and critical investigation into a phenomenon. It is a purposive investigation aiming at describing, interpreting and

explaining a phenomenon. It adopts scientific method. It is objective and logical, applying possible test to validate the

measuring tools and the conclusions reached. It is based upon observable experience or empirical evidence. Research is directed towards finding answers to pertinent questions

and solutions to problems. It emphasizes the development of generalization, principles or

theories. The purpose of research is not only to arrive at an answer but also to

stand up the test of criticism.

Purpose of ResearchThe objectives or purposes of research are varied. They are: Research extends knowledge of human beings, social life and

environment. The search is for answers for various types of questions: What, Where, When, How and Why of various phenomena, and enlighten us.

Research brings to light information that might never be discovered fully during the ordinary course of life.

Research establishes generalizations and general laws and contributes to theory building in various fields of knowledge.

Research verifies and tests existing facts and theory and these help improving our knowledge and ability to handle situations and events.

General laws developed through research may enable us to make reliable predictions of events yet to happen.

Research aims to analyze inter-relationships between variables and to derive causal explanations: and thus enables us to have a better.

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Applied research aims at finding solutions to problems... socio-economic problems, health problems, human relations problems in organizations and so on.

Research also aims at developing new tools, concepts and theories for a better study of unknown phenomena.

Research aids planning and thus contributes to national development.

Types of ResearchAlthough any typology of research is inevitably arbitrary, Research may be classified crudely according to its major intent or the methods. According to the intent, research may be classified as:

Pure Research

It is undertaken for the sake of knowledge without any intention to apply it in practice, e.g., Einstein's theory of relativity, Newton's contributions, Galileo's contribution, etc. It is also known as basic or fundamental research. It is undertaken out of intellectual curiosity or inquisitiveness. It is not necessarily problem-oriented. It aims at extension of knowledge. It may lead to either discovery of a new theory or refinement of an existing theory. It lays foundation for applied research. It offers solutions to many practical problems. It helps to find the critical factors in a practical problem. It develops many alternative solutions and thus enables us to choose the best solution.

Applied ResearchIt is carried on to find solution to a real-life problem requiring an action or policy decision. It is thus problem-oriented and action-directed. It seeks an immediate and practical result, e.g., marketing research carried on for developing a news market or for studying the post-purchase experience of customers. Though the immediate purpose of an applied research is to

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find solutions to a practical problem, it may incidentally contribute to the development of theoretical knowledge by leading to the discovery of new facts or testing of theory or o conceptual clarity. It can put theory to the test. It may aid in conceptual clarification. It may integrate previously existing theories.

Exploratory ResearchIt is also known as formulative research. It is preliminary study of an unfamiliar problem about which the researcher has little or no knowledge. It is ill-structured and much less focused on pre-determined objectives. It usually takes the form of a pilot study. The purpose of this research may be to generate new ideas, or to increase the researcher's familiarity with the problem or to make a precise formulation of the problem or to gather information for clarifying concepts or to determine whether it is feasible to attempt the study. Katz conceptualizes two levels of exploratory studies. “At the first level is the discovery of the significant variable in the situations; at the second, the discovery of relationships between variables.”Descriptive StudyIt is a fact-finding investigation with adequate interpretation. It is the simplest type of research. It is more specific than an exploratory research. It aims at identifying the various characteristics of a community or institution or problem under study and also aims at a classification of the range of elements comprising the subject matter of study. It contributes to the development of a young science and useful in verifying focal concepts through empirical observation. It can highlight important methodological aspects of data collection and interpretation. The information obtained may be useful for prediction about areas of social life outside the boundaries of the research. They are valuable in providing facts needed for planning social action program.

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Diagnostic StudyIt is similar to descriptive study but with a different focus. It is directed towards discovering what is happening, why it is happening and what can be done about. It aims at identifying the causes of a problem and the possible solutions for it. It may also be concerned with discovering and testing whether certain variables are associated. This type of research requires prior knowledge of the problem, its thorough formulation, clear-cut definition of the given population, adequate methods for collecting accurate information, precise measurement of variables, statistical analysis and test of significance.

Evaluation Studies

It is a type of applied research. It is made for assessing the effectiveness of social or economic programmes implemented or for assessing the impact of developmental projects on the development of the project area. It is thus directed to assess or appraise the quality and quantity of an activity and its performance, and to specify its attributes and conditions required for its success. It is concerned with causal relationships and is more actively guided by hypothesis. It is concerned also with change over time.

Action ResearchIt is a type of evaluation study. It is a concurrent evaluation study of an action programme launched for solving a problem for improving an exiting situation. It includes six major steps: diagnosis, sharing of diagnostic information, planning, developing change programme, initiation of organizational change, implementation of participation and communication process, and post experimental evaluation.

According to the methods of study, research may be classified as: 37 | P a g e

1. Experimental Research: It is designed to asses the effects of particular variables on a phenomenon by keeping the other variables constant or controlled. It aims at determining whether and in what manner variables are related to each other.

2. Analytical Study: It is a system of procedures and techniques of analysis applied to quantitative data. It may consist of a system of mathematical models or statistical techniques applicable to numerical data. Hence it is also known as the Statistical Method, it aims at testing hypothesis and specifying and interpreting relationships.

3. Historical Research: It is a study of past records and other information sources with a view to reconstructing the origin and development of an institution or a movement or a system and discovering the trends in the past. It is descriptive in nature. It is a difficult task; it must often depend upon inference and logical analysis or recorded data and indirect evidences rather than upon direct observation.

4. Survey: It is a fact-finding study. It is a method of research involving collection of data directly from a population or a sample thereof at particular time. Its purpose is to provide information, explain phenomena, to make comparisons and concerned with cause and effect relationships can be useful for making predications

Research ApproachesThere are two main approaches to research, namely quantitative approach and qualitative approach. The quantitative approach involves the collection of quantitative data, which are put to rigorous quantitative analysis in a formal and rigid manner. This approach further includes experimental, inferential and simulation approaches to research.

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Meanwhile, the qualitative approach uses the method of subjective assessment of opinions, behaviour and attitudes. Research in a situation is a function of the researcher's impressions and insights. The results generated by this type of research are either in non-quantitative form or in the form which cannot be put to rigorous quantitative analysis. Usually, this approach uses techniques like depth interviews, focus group interviews and projective techniques.

HUMAN RESOURCE PLANNING

MEANING OF HUMAN RESOURCE PLANNING :

Human Resource Planning determine the human resource needs of the whole enterprise and its every department for a given future period for the various operations envisaged in connection with the accomplishment of the organizational objectives and departmental goals. Human resource planning is the predetermination of the future course of action chosen from a number of alternative courses of action for procuring, developing, managing, motivating, compensating, career planning, succession planning and separating the human element of enterprise. It determines a conscious choice of

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patterns of the humanization of work environment in an organisation.

Definition of HR Planning: -

According to Geyser – “HR Planning is the process – including forecasting, developing and controlling – by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing work for which they are economically most useful”.

According to Wendell French – Human Resource Planning may be defined – “as the process of assessing the organization’s human resources needs in the light of organizational goals and making plans to ensure that a competent, stable work force is employed”.

Leon C Megginson is of the opinion that, human resource planning is “an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members”.

There are many ways to define HR planning, or explain what it is, but the following definitions, taken from the Government of Canada human resources site, is a good, useful working definition:

“Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right

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number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost”.

Note the emphasis on linkage to strategic planning and business planning in the first sentence, and the emphasis on the arrangement and alignment of staff and employees in the last sentence.

Here's another definition, perhaps a bit simpler:

“The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives”.

Integrated strategic planning and human resource planning

Particularly for those working in HR departments, it's easy to forget that HR planning (and HR functions) do not exist as ends in themselves, but exist to serve the rest of the organization in achieving the business goals of the organization. Often HR functions and human resource planning get accidentally de-linked from business goals.

Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.

The solution is obvious. Human resource planning needs to reference the details of the overall strategic plan of the organization. In effect, it serves the strategic plan.

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Need for HR Planning:-

.Human resource planning is deemed necessary for all organizations for one or the other of the following reasons:

1.TO Carry on its work , each organization needs personnel with the necessary qualifications ,skills,knowledge,work experience and aptitude for work. These are provided through effective manpower planning.

2.There is an increasing awareness among the managers that no business can survive and grow without adequate and appropriate human resources and their proper manacognizaofemerging to the need for strucchanges on the onhand and to the emerging set of human expectations on Adequate investment on human capital is indispensable in a business environment.

3.A substantial improvement in quality of life and quality of work life backed by total quality management, require systematic human resource planningPlanning will help in positioning needed employees at the desired time taking into account the lead time for the process of identifying tshortages, getting the vacancy cleared and going through the selection process.

4.Manpower planning is also needed in order to identify areas of surplus personnel or areas in which there is a shortage of personnel .If there is a surplus , it can be redeployed ; and if there is shortage , it may be made good.

5.The nature of the present workforce in relation to its changing needs also necessitates the recruitment of new labour . To meet the challenge of a new and changing technology.s

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Human Resource Planning: an Introduction was written to draw these issues to the attention of HR or line managers. We address such questions as:

What is human resource planning?

How do organizations undertake this sort of exercise? What specific uses does it have?

In dealing with the last point we need to be able to say to hard pressed managers: why spend time on this activity rather than the other issues bulging your in tray? The report tries to meet this need by illustrating how human resource planning techniques can be applied to four key problems. It then concludes by considering the circumstances in which human resource can be used.

1. Determining the numbers to be employed at a new location

If organizations overdo the size of their workforce it will carry surplus or under-utilised staff. Alternatively, if the opposite misjudgement is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. So the questions we ask are:

How can output be improved your through understanding the interrelation between productivity, work organisation and technological development? What does this mean for staff numbers?

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What techniques can be used to establish workforce requirements?

Have more flexible work arrangements been considered?

How are the staff you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether it be a business start-up, a relocation, or the opening of new factory or office.

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2. Retaining your highly skilled staff

Issues about retention may not have been to the fore in recent years, but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. Thus organizations should:

Monitor the extent of resignation Discover the reasons for it

Establish what it is costing the organisation

Compare loss rates with other similar organizations.

Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organisation directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the situation. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. But it will depend on whether the problem is peculiar to your own organisation, and whether it is concentrated in particular groups (e.g. by age, gender, grade or skill).

3. Managing an effective downsizing programme

This is an all too common issue for managers. How is the workforce to be cut painlessly, while at the same time protecting the long-term interests of the organisation? A question made all the harder by the time pressures management is under, both because of business necessities and employee anxieties. HRP helps by considering:

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The sort of workforce envisaged at the end of the exercise The pros and cons of the different routes to get there

How the nature and extent of wastage will change during the run-down

The utility of retraining, redeployment and transfers

What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established.

If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff, the danger is that an unbalanced workforce will result, reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience.

4. Where will the next generation of managers come from?

Many senior managers are troubled by this issue. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. But they recognise that while this may have dealt with a short-term skills shortage, it has not solved the longer term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand:

The present career system (including patterns of promotion and movement, of recruitment and wastage)

The characteristics of those who currently occupy senior positions

The organisation’s future supply of talent.

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This then can be compared with future requirements, in number and type. These will of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as:

Recruiting to meet a shortage of those with senior management potential

Allowing faster promotion to fill immediate gaps

Developing cross functional transfers for high fliers

Hiring on fixed-term contracts to meet short-term skills/experience deficits

Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sorts of staff are engaged at the wrong time on the wrong contract. It is expensive and embarrassing to put such matters right.

Significance of Human Resource Planning:-

The failure in HR Planning will be a limiting factor in achieving the objectives of the organisation. If the number of persons in an organisation is less that the number of persons required, then, there will be disruptions in the work, production will be hampered and the pace of production will be slow and employees burdened with more work. If there is surplus manpower in the organisation, there will be unnecessary financial burden on the organisation in the form of a large pay bill if

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employees are retained in the organisation or if they are terminated the compensation will have to be paid to the retrenched employees. Therefore, it is necessary to have adequate number of persons in

an organisation to attain the objectives of the organisation.

In order to achieve the objective of the organisation, the HR planner should be concerned with the timing and scheduling of planning of human resources. Further more, the management has to be persuaded to use the results of manpower planning studies, which are conducted.

Manpower planning can also be used as an important aid in framing the training and development programmes for the employees because it takes into account the anticipated changes in the Human Resource requirement of the organizations.

Nature of Human Resource Planning:-

1. Manpower planning involves all the activities with regard to human resources, which belongs to heterogeneous species.

2. Manpower planning includes determination of manpower needs both in quantitative and qualitative terms. The determination of needs must be made in advance to permit adequate time for education, training and development.

3. It includes an inventory of present manpower in order to determine the status of the present supply of manpower so that the labour force can be used to its full capacity.

4. To be effective, manpower planning must focus not only on the people involved but also on the working conditions and the relationships in which they work.

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5. Manpower is an important asset of an organisation, which is affected by its social, cultural, economic and psychological backgrounds. Therefore, the manpower must be planned and utilized carefully.

Process of Human Resource Planning:-

With the expansion of business adoption of complex technology and professional management techniques, the process of human resource planning has assumed great significance. HRP consists of the following stages:-

1. Analyzing organizational plans and deciding objectives.2. Analyzing factors for manpower requirements.

a) Demand Forecasting – Forecasting the overall human resource requirements in accordance with the organizational plans.

b) Supply Forecasting – Obtaining the data and information about the present inventory of human resources and forecast the future changes in present human resource inventory.

3. Developing Employment Plans.4. Developing Human Resource Plans.

How can HRP be applied?

The report details the sort of approach companies might wish to take. Most organizations are likely to want HRP systems:

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Which are responsive to change Where assumptions can easily be modified

That recognise organizational fluidity around skills

That allow flexibility in supply to be included

That are simple to understand and use

Which are not too time demanding.

To operate such systems organizations need:

Appropriate demand models

Good monitoring and corrective action processes

Comprehensive data about current employees and the external labour market

An understanding how resourcing works in the organisation.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnoticed. As George Bernard Shaw said: ‘to be in hell is to drift; to be in heaven is to steer’. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plans.

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Advantages of Human Resource Planning Programmes:-

As manpower planning is concerned with the optimum use of human resources, it can be of great benefit to the organisation in particular and to the nation in general. At the national level, it would be concerned with factors like population, economic development, educational facilities and labour mobility. At the level of the organisation it is concerned with requirements, sources of availability, the welfare of human resources etc. The various advantages of human resource planning are discussed below:

1. Improvement of Labour Productivity: Manpower or Human Resources as a factor of production differs from other factors of production. As it is subject to its free will, the productivity of labour can be improved if the workers are kept satisfied. In other words, just as the satisfied workers can be productive, dissatisfied workers can be even destructive. Therefore, through proper human resource planning we can improve the morale of the labour and improve labour productivity.

2. Recruitment of Qualified Human Resources: Talented and skilled labour has become a scarce resource especially in developing countries. Therefore, for the long run survival of the firm, it is essential to recruit the best labour force through proper manpower planning.

3. Adjusting with the Rapid Technological Change: With the change in technology, the job and job requirements are also changing. Therefore, it is necessary to forecast and meet the changing manpower, which can withstand the challenges of the technological revolution. This can be done only through effective manpower planning.

4. Reducing Labour Turnover: The labour turnover refers to the mobility of labour out of the organisation due to various factors

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such has dissatisfaction, retirement, death etc. Due to labour turnover a firm will be loosing experienced and skilled labour force. This loss can be minimized only through efficient manpower planning.

5. Control over Recruitment and Training cost: Highly skilled personnel are in short supply and it is very costly to hire, train, and maintain that. A company has to incur heavy costs in processing applications, conducting written tests, interview etc., and in the process of providing adequate training facilities. In consideration of these costs it is essential to plan carefully in relation to the manpower so as to reduce the recruitment and training cost.

6. Mobility of Labour: Today, it is very difficult to maintain the qualified personnel in an organisation as they will be moving from one job to another in search of better prospects. In a free society, human beings enjoy unrestricted mobility from one part of the country to the other. Therefore, in order to reduce the loss of experienced and skilled labour, every organisation must have a sound system of manpower planning.

7. It can Facilitate Expansion Programmes: In these days of rapid industrial development every company goes for expansion of its activities. As a result of the increasing company size, the demand for human resources also increases. This necessitates proper manpower planning so as to ensure the continued supply of the required manpower for the firms’ activities.

8. To treat the Manpower like real Corporate Assets: Today it is being increasingly felt by the practicing managers and psychologists that men in an organisation must be treated like the most significant assets. The productivity of a company can be improved only through manpower planning recognizing the significance of the human factor in business. A proper manpower planning considers

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the fact that satisfied workers can contribute a lot to the overall profitability of the firm through improved productivity.

Practical benefits

When it concerns human resources, there are the more specific criticisms that it is over-quantitative and neglects the qualitative aspects of contribution. The issue has become not how many people should be employed, but ensuring that all members of staff are making an effective contribution. And for the future, the questions are what are the skills that will be required, and how will they be acquired.

There are others, though, that still regard the quantitative planning of resources as important. They do not see its value in trying to predict events, be they wars or takeovers. Rather, they believe there is a benefit from using planning to challenge assumptions about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit wish to get better integration of decision making and resourcing across the whole organisation, or greater influence by the centre over devolved operating units.

Cynics would say this is all very well, but the assertion of corporate control has been tried and rejected. And is it not the talk of the process benefits to be derived self-indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether these criticisms are fair or not, supporters of human resource planning point to its practical benefits in optimising the use of resources and identifying ways of making them more flexible. For some organisations, the need to acquire and grow skills which take time to develop is paramount. If they fail to identify the business demand, both numerically and in the skills required, and secure the appropriate supply, then the capacity of the organisation to fulfill its function will be endangered.

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Limitations of Human Resource Planning:-

The main problems in the process of human resource planning are as follows:

1. Inaccuracy: Human resource planning involves forecasting the demand for and supply of human resources. Projecting manpower needs over a period of time is a risky one. It is not possible to track the current and future trends correctly and convert the same into meaningful action guidelines. Longer the time horizon, greater is the possibility of inaccuracy. Inaccuracy increases when departmental forecasts are merely aggregated without critical review. Factors such as absenteeism, labour turnover, seasonal trends in demand, competitive pressures, technological changes and a host of other factors may turn the rest of manpower plans as fashionable, decorative pieces.

2. Uncertainties: Technological changes and market fluctuations are uncertainties, which serve as constraints to human resource planning. It is risky to depend upon general estimates of manpower in the face of rapid changes in environment.

3. Lack of support: Planning is generally undertaken to improve overall efficiency. In the name of cost cutting, this may ultimately help management weed out unwanted labour at various levels. The few efficient ones that survive such frequent onslaughts complain about increased workload. Support from management is equally missing. They are unwilling to commit funds for building an appropriate human resource information system. The time and effort involved – with no tangible, immediate gains – often force them to look the ‘other way’. Successful human resource planning flourishes slowly and gradually. In some cases, sophisticated technologies are forcefully introduced just because competitors have adopted

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them. These may not yield fruits unless matched with the needs and environment of the particular enterprise.

4. Numbers’ game: In some companies, human resource planning is used as a number’s game. There is too much focus on the quantitative aspect to ensure the flow of people in and out of the organisation. Such an exclusive focus overtakes the more important dimension, ie. The quality of human resources. HR planning, in the final analysis, may suffer due to an excessive focus on the quantitative aspects. The quality side of the coin (consisting of employee motivation, morale, career prospects, training avenues etc) may be discounted thoroughly.

5. Employees Resistance: Employees and trade unions feel that due to widespread unemployment people will be available for jobs as and when required. Moreover they feel that human resource planning increases their workload and regulates them through productivity bargaining.

6. Employers Resistance: Employers may also resist human resource planning feeling that it increases the cost of manpower.

7. Lack of Purpose: Managers and human resource specialists do not fully understand human planning process and lack a strong sense of purpose.

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8. Time and Expense: Manpower planning is a time-consuming and expensive exercise. A good deal of time and cost are involved in date collection and forecasting.

9. Inefficient Information System: In most of the organizations, human resource information system has not been fully developed. In the absence of reliable data, it is not possible to develop effective human resource plans.

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TRAINING AND DEVELOPMENT

Every organization needs to have well-trained and experienced personnel to perform the activities that have to be done. If the current of potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or technological changes require some type of training and development effects. As the jobs become more complex, the importance of employee development also increases This unit throws light on various facets of training.

Meaning of Training

The term ‘training’ indicates any process by which the aptitudes, skill and abilities of employees to perform specific jobs are increased. Employee training tries to improve skills, or add to the existing level of knowledge so that the employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However, individual growth is not san end in itself. Organizational growth needs to be meshed with the individual growth. The concern is for the organizations variability, that it is should adapt itself to a changing environment.

Training refers to the teaching /learning activities carried on for the primary purpose of helping members of an organization to acquire and

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apply the knowledge, skills abilities and attitudes needed by that organization. Broadly speaking, training is the act of increasing the knowledge and skill of an employee for doing a particular job.

Objective of Training

The chief aim of formal education for the manager is to increase is ability to learn from experience The second aim is to increase his ability to help his subordinates learn from experience. According to Douglas Mc Gregor, there are three different purposes of learning.

1. Acquiring Intellectual knowledge- An electrical engineer may need more knowledge than he now possesses about circuit design. A new employee may require knowledge about company policies. A foreman may require information about the new provisions in the labour agreement. The acquisition of knowledge is a fairly straight forward process provided the individual wants the new knowledge. It can be made available to him in several ways. However, if he does not want the knowledge, there is considerable difficulty getting him to learn it. In industry, attempts should be made to create a felt need for new knowledge.

2. Acquiring Manual Skills- The acquisition of a manual skill requires practice or experience accompanied by feed back pure trial and error learning can be seeded up by guidance but the individual cannot learn unless he performs and receives clues which tell him about the success of his efforts. The necessary effort

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will be expanded only if there is a felt need on the part of the learner

3. Acquiring Problem-Solving Skills- Much of a manager’s work is solving problems. These include organizing his own and his subordinate’s activities, planning and a wide range of other decision-making activities. These are skills involved in diagnosing problems, interpreting relevant data, assessing alternative solutions and getting feedback concerning the effectiveness of the solution. These skills can be improved and classroom education is one method utilized for this purpose.

4. As with any skill, practice and feedback are essential for learning. The most widely used classroom method for improving the problem solving skills is the case method. In the hands of a skilful teacher, it can be highly effective.

Importance of Training

Training is the corner stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with al the personnel or managerial activities. It is an integral part of the whole management programme, with all its many activities. It is an integral part of the whole management programme, with all its many activities functionally interrelated. Training is a practical and vital necessity because; it enables employees to develop an dries within the organization, and increase their “market value” earning power and job security It also enables management to resolve sources of friction arising

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from parochialism, to bring home to the employees the fact that the management is not divisible . It moulds the employees’ attitudes and helps them to achieve a better cooperation with the company and a greater loyalty to it. Training heightens the morale of the employees for it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of materials and equipment.

The importance of training has been expressed as follows training is widely accepted problem solving device. Indeed our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programme

The success has been achieved by a tendency in many quarters to regard training as a panacea. It is almost traditional in America to believe that if something is good, more of the thing is even better. Hence we take more vitamin pills to solve personal health problems and more training to solve our manpower problems. Over and under emphasis on training stems largely from inadequate recognition and determination of trading needs and objectives. It stems also from lack of recognition of the professional techniques of modern industrial training.

Training Needs Identification

Training could be a useful aid in improving the transformation process that takes place in an organization in terms of the processing of inputs to outputs. Training needs have to be related both in terms of the organizations demands and that of the individuals. Diversification of

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product lines, new technology, and hence a new kind of job demands the individual growth and development thorough induction, training or training necessitated by job rotation due to an organizations internal mobility policies.

A survey conducted by A.D Sinha, listed in rank order the following methods of identifying training needs

1. Views of the line manager2. Performance appraisal3. Company and departmental plans4. Views of training manager5. Analysis of job difficulties.

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MORALE AND MOTIVATION

Morale is a widely use term in organizations But in general, it refers to esprit de corps, a feelings of enthusiasm, zeal confidence in individuals or groups that they will be able to cope with the tasks assigned to them. Morale is said to be the ability of a group to work together for a common objective. The result of high morale generally results in the high efficiency of the organization this unit deals with the meaning, importance, measurement and improvement of morale in an organizational setting. A few theories of motivation are also dealt with.

Meaning of Morale:

Morale has been variously defined by different authors. Professor Raiph C. Davis says. “Good organizational morale is a condition in which individuals and groups voluntarily make a reasonable subordination of their personal objectives of their organization”. According to Dale Yoder and Paul D. Standohar, “Morale means evident commitment, that is demonstrated spirit, enthusiasm, and confidence in the organizations policies, programmes, and accomplishments. Moral is revealed by what individuals and groups say and do to show an interest in, understanding of and personal identification with work team survival and success. Edwin B. Filippo has described morale as a mental condition or attitude of individuals and groups which determines their willingness to co-operate Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and orders, and a willingness to cooperate with others in the accomplishment of an organizations objectives. Poor

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morale is evinced by surliness, insubordination, a feeling o discouragement and dislike of the job, company and associates.

According to Haimann, It is a state o mind and emotions affecting the attitude and willingness to work, which in turn, affect individual and organizational objectives”. Joseph D. Mooney describes morale as “the sum total of several psychological qualities which include courage, fortitude, resolution and above all confidence”.

Importance of Morale:

From the above definitions we can say that morale refers directly to the working of an individual in a team towards the realization of common objectives. The building of morale is not a mechanical problem that could be solved by either rewards of punishments or by issuing orders regarding morale. The content of morale i.e. a specific issue that operates as pressures of separates could be broadly dividend into three groups: the first concerns, off the job satisfaction that is expected form work such as income, security, and stature in the community, the second concerns on the job satisfaction for example job interest, opportunity for advancement and prestige within the organization, and the third group concern highly personal satisfaction as derived from the job such as growth, achievement powers, job expertise etc. Each group is important in its own way and any dissatisfaction in one will have adverse effect on other groups.

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Morale depends upon the relations between expectations and reality. The closer the individuals environment comes to providing the kinds of rewards he experts the better will be his morale.

Morale might also be described as the spirit and confidence with which the employee performs his job. It is a complex psychological quality that is impossible to force on someone, different to measures, and easily destroyed. The level of morale is a result of the degree to which the overall needs of the individual are fulfilled.The important factors which have a bearing on employees’ morale can be classified as relating to

1. The employees’ background which includes his levels of indigence and education and his type of personality largely determines the way in which he seeks to fulfill his needs for belonging esteem, and self realization. High morale hinges on the satisfaction of these needs.

2. An employees’ personal environment encompasses his relations with his family, friends, and neighbours. The employee brings his thoughts o his home and social life with him when he goes to work and they influence his thinking and attitudes while on the job.

3. Management practices influencing morale include policies on procedures with respect towages, promotion methods employee services and benefits, working conditions, handling grievances, disciplinary actions

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Measurement of Employee Morale:

Morale can be measured by assessing attitudes an dob satisfaction. As it is an intangible subjective concept, it cannot be directly measured or evaluated. Employees may be unwilling to express their feelings of satisfaction or dissatisfaction with their job to the management. Methods of measuring morale range all the way form the “hunch” of general “feeling” appraisal to reasonably scientific efforts.The most commonly used methods for measuring morale are:

1. The supervisor/executives impressions2. The guided interview.3. The unguided interview4. A combination of the guided and unguided interview.5. An analysis of company records6. The “listening-in” process.7. The questionnaire

8.A combination of any of the foregoing methods.

Motivation

The study of human motivation is of great importance in any theory of management. Man is by nature constantly motivated. He is an organic system, not a mechanical one. The inputs of energy such as food, water etc., are converted by him into outputs of behavior. His behavior is determined by relationships between his characteristics as organic system and the environment in which he moves. Management involves creation and maintenance of environment for performance of individuals

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working together in groups towards accomplishment of common objectives and therefore the manager cannot perform his functions without knowing what motivates people.

Motivation Defined:

The personnel function is really all about motivation. It is agreed that unless individuals are motivated to make sufficient potential to perform effectively, they may not achieve the level of performance that is desired from them. Managerial people are always facing the problems of motivating their subordinates to release their potential most effectively an thereby permit the desired goals of the organization and the needs of employees to be achieved. Knowledge of the motivational process provides the basis for understanding why people do what they do.

Motivation is positively correlated with concepts of 1) level of aspiration 2) degree of commitment and 3) inclination towards action.

It is rightly said, “ You can buy a mans time, you can buy a mans physical presence at a given place but you cannot buy his enthusiasm, initiative and loyalty. “Motivation aims at transforming the ‘ability to do’ into ‘the will to do’. Motivated employees are in a state of tension. To relive this tension, they engage in activity. The greater the tension, the greater shall be the activity to bring about relief.

Therefore, when we see someone working hard at some activity, we can conclude that the individual is driven by a desire to achieve some goal which perceives as having value to him.

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Motivation has been defined as the act of stimulating someone to take a desired course of action to push the right button to get a desired reaction. It includes a stimulus and desired results. Motivation concerns itself with the will to work. It seeks to know the motives for work and to find out ways and means, by which their realization can be helped and encouraged.

Mr. Urwick has called it the dynamic aspect of management. According to Michael Jucius, motivation is an ‘act of stimulating someone to get a desired course of action’. James Driver says that , motivation means the phenomena involved in the operation of incentives and drives In the words of PT Young, motivation is a the process (a) of arousing or initiating behavior, (b) of sustaining an activity in progress and (c) of channeling of activity in the given course.

A man’s performance on a specific task is a function of his skill and motivation. Thus it can be said that p = f (S,M), where P is for performance, S for skill of M for motivation Skill does not guarantee that the individual will put forth his best effort. There is another variable, namely motivation which finally determines the effort which can be expected from such employee. That difference is motivating affects performance has been demonstrated very conclusively in laboratory experiments. It was found that other things being equal performance level is higher if the motivation level is higher

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The key to understand motivation lies in the meaning and relationships between needs, drives and goals This demonstrated through the motivation cycle given below.

1. Needs: The best one word definition of a need is efficiency. In the domestic sense, needs are created whenever there is a physiological or psychological imbalance. For example a need exist when a cell in the body is deprived of food and water or when the human personality is deprived of other persons who serve as friends or comparisons.

2. Drives: Drives are set up to alleviate needs. A drive can be defined as deficiency with direction. Drives are action-oriented and provide an energizing thrust toward goal accomplishment. The examples of the needs for food and water are translated into hunger and thirst drives and need for friends becomes a drive for affiliation.

3. Goals: The end of the motivation cycle is the goal. A goal in the motivation cycle can be defined as anything which will alleviate a need and reduce a drive.

Motivation may range from a threatening gesture to a tradition inspired activity. Thus the atmosphere of working situation, the past history of human relations in a company, expectation about the future as well as a wage incentive plan be stimulus to action, it is believed that the full force of motivation lies in the person doing the motivation. In the case the management, it is the magnetic personality of the executive which induces high loyalty and production. If the executive does not have this

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quality, he is obviously at a disadvantage. However, he can develop effective plans of motivation.

Classes of Motivators:

The range of stimuli which motivates people is very wide. Motivators may be either financial or non-financial. Again non-financial motivates may be individual group or company. As regards individual motivators, it is obvious that as human beings people have some basic needs. Unless these are satisfied, life is not worth living. So in various ways people try to satisfy these needs. Food, shelter clothing and sex are such basic need. These needs are served through work. We earn money to purchase particular commodities and services which will satisfy our basic needs.

In the second place, equally powerful as motivators are the stimuli which arise out of social interactions. We are powerfully affected by what others think of us and our actions. Even the basic wants are affected by group approval or disapproval. That we live in particular communities put on particular kinds of clothing and prefer certain types of occupations are due to adherence to group opinion of our families, neighbors or working associates. As man is becoming more and more civilized, the power of group motivators grows. Simply by inveighing against them, one cannot undermine there importance. Management should utilize group pressures and if possible, should improve their quality and standards.In the third place attention should be given to the specific relation of non-financial motivators to the business situation. Sometimes the goals of life may come into conflict with the goals of business. Her some adjustment id necessary. A man has to give up a large part of life to earn his living.

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Steps of Motivation:

Following Michael Jucius, let us see how management may proceed to motivate employees. This activity may be divided into two parts: a) what is to be done and b) how and why what is done The former are steps in motivation and the latter are rules governing the steps. Both are performed simultaneously. The steps of motivation are listed below.

1. Size up situation requiring motivation – The first stage of motivation is to make sure of motivational needs. Every employee needs motivation. However, all people do not react in exactly the same way to the same stimuli. Keeping this in mind the executive shall size up how much and what kind of motivation is needed and when and by which individuals

2. Prepare a set of motivating tools- Having determined the motivational needs of a particular person or group an executive must have a list from which he should select and apply specific tools of motivation. An executive from his personal experience should prepare a list of shat devices are likely to work with what type of people and under what circumstances.

3. Selecting and applying the appropriate motivator- Proper application of motivational plan is very important. This involves selection of the appropriate technique, the method of application and the timing and location of applications. Having selected appropriate techniques thought must be given to its application.

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4. Follow-up results of the application- The last stage of motivation is to follow-up the results o the application of the plan. The primary objective is to ascertain if an employee has been motivated or not. If not some other technique should be tried. A secondary purpose of follow up is to evaluate motivation plans for future guidance.

Rules of Motivating:

In following the steps of motivation a manager should be guided by some fundamental rules which should be based upon the following principles

1. Self-interest and Motivation- Undoubtedly, motivation is mainly built on selfishness. Psychologically speaking, selfishness is a part and parcel of life. To deny this is to build the theory on unrealistic foundation. To seek some other basis of motivation would be to ignore the real nature of man. The aim should be to learn more about selfishness.

2. Attainability- Motivation must establish attainable goals. What is prescribed for a particular person must be attainable by him. This does not mean that the goal is realized at once. Such goals as promotion or desirable transfer may take years to attain. But it must be within reach.

Theories of Motivation:

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The importance of motivation to human life and work can be judged by he number of theories that have been propounded to explain peoples behavior. They explain human motivation through human needs and human nature. Prominent song, these theories are Maslows Need Hierarchy Theory’Y’ and Herzberg and et al s Motivation Hygiene Theory.

Maslow’s Need Hierachy Theory

Maslow’s theory of basic needs provides valuable insights about human motivation. Maslow views an individual’s motivation as a predetermined order of needs which he strives to satisfy. His model of ‘Hierarchy of

Needs’ indicates the following propositions about human behavior.

Physiological Needs- These are basic to life, viz, hunger for food thirst, helter and companionship among others. They are relatively independent of each other and in some cases can be identified with a specific location in he body. These needs are cyclic. In other words, they are satisfied for only a short period; then they reappear.

Safety Needs- If the physiological needs are relatively satisfied a set of needs emerge for protection against danger and threats. In an ordered society a person usually feels safe from extremes of climate, tyranny, violence and so on.

Social Needs – If the physiological and safety needs are fairly satisfied, the needs for love an affection and belongingness will emerge and the cycle will repeat itself with this new centre. If he is deprived of these needs he will want to attain them more than anything else in the world.

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An individual desires affectionate relationships with people in general and desires to have a respected place in his group.

Esteem Needs- Every one has a need for self-respect and for the esteem of others. This results in the desire for strength, confidence, prestige, recognition and appreciation. These egoistic needs are rarely completely satisfied. The typical industrial and commercial organization does not offer much opportunity for their satisfaction to employees at the lower levels.

Self actualization Needs – The term “self-actualization” was coined by Kurt Goldstein and means, to become actualized in what one is potentially good at. A person may achieve self – actualization in being the ideal fitter, supervisor, mother or an eminent artist.

People who are satisfied with these needs are basically satisfied people and it is from these that we can expect the fullest creativeness. A sound motivational system to be successful, must be productive in the sense of inducing subordinates to work efficiently, must be comprehensive, i.e. it must cover basic as well as higher needs and it must be flexible to suit changes in the environment.

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HUMAN RESOURCE DEVELOPMENT

Introduction:

Human Resource is the backbone of any organization. Properly trained and highly skilled human resource is perceived as the greatest assert of an organization. Skilled personnel contribute to efficiency, growth, increased productivity and market reputation of an organization. This has been realized by industrial commercial, research establishments and even governments. Invariably, a separate Human Resource Development Department exists in all these organizations to attend to the matters relating to recruitment, training and deployment.

Technological advancements in various fields the world over are very rapid, and every other day we see new products or machines or equipment with more and more advanced features, with which users have to be acquainted . In order to cope with the industry demand and technological advancements. We need to develop training strategy for our human capital to attain the required skill levels.

Human Resources Management poses special challenges to the Human Resources leader in organizations. Effective Human Resources Management requires special HR tools, special approaches to management, and access to professional Human Resources association, education and publications. Earn more about all aspects of management specific to Human Resources management.

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Increasingly, firms are considering the adoption of new work practices, such as problem-solving teams enhanced communication with workers, employment security, flexibility in job assignments, training workers for multiple jobs, and greater reliance on incentive pay This paper provides empirical evidence to address the question. Do these human resources management practices improve work productivity? For this study, we constructed our own data base through personal site visits to 26 steel plants which contained one specific steelmaking process and collected longitudinal data with prices measures on productivity, work practices, and the technology in these production lines. The empirical results consistently support the following conclusion: the adoption of a coherent system of these new work practices, including work teams, flexible job assignments, employment security, training in multiple jobs, and extensive reliance on incentive pay produces substantially higher levels of productivity than do more traditional approaches involving narrow job definitions, strict work rules, and hourly pay with close supervision. In contrast, adopting individual work practice innovations in isolation has no effect on productivity. We interpret this evidence as support or recent theoretical models which stress the importance of complementarities among a firms work practices.

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Meaning of Human Resource Development:

Human Resource Development is the framework for helping employees develops their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager.

Human resources deal with planning, organizing, directing & controlling of the procurement, development, compensation, integration & maintenance of people for purpose of contributing to organizational, individual & social goals. HRD managers at all level of organization are involved in the management of human resources. The key to success in these endeavors lays in the strength of the development process to health our people to reach optimum levels of performance. Dynamic organization is building boundary less organization believing in team building and partnerships with a view to achieve excellent results. New mission and vision can be achieve by stimulated the positive forces for humanizing the IT system and organization. Enabling the human resources working in there-to-there best contribution. In much the same

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way when it takes so much capitals and efforts to bring a customer to the shop window or the virtual market place, it is absolutely necessary to retain them. This can't be done without the highly committed human resource pool within organization.

Human Resource Development (HRD) is a positive concept in human resource management. It is based on the belief that an investment in human beings is necessary and will invariably bring in substantial benefits to the organisation in the long run. It aims at overall development of human resources in order to contribute to the well being of the employees, organisation and the society at large.

HRD is rooted in the belief that human beings have the potential to do better. It, therefore, places a premium o the dignity and tremendous latent energy of people. Where balance sheets show people on the debt side, HRD seeks to show them as assets on the credit side.

HRD aims at helping people to acquire competencies required to perform all their functions effectively and make their organisation do well.

An Overall New Approach to Human Resource Development:

The insight most commonly expressed during the interviews with 80,000 great managers challenges traditional human resource management and development beliefs. Thousands of great managers stated variations on this belief: “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.”

The implications of this insight for training and performance development are profound. This insight encourages building on what people can already do well Instead of trying to “fix” weaker talents and abilities. The

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traditional performance improvement process identifies specific, average or below performance areas. Suggestions for improvement, either verbal or in a formal appraisal process focus on developing these weaknesses.

What great managers do instead is assess each individual’s talents and skills. They then provide training, coaching, and development opportunities that will help the person increase these skills. They compensate for or manage around weaknesses.

As an example, if I employ a person who lacks people skills, a diverse group of staff members can form a customer service team that includes him. Other employees with excellent people skills make his weakness less evident. And, the organization is able to capitalize on his product knowledge when dealing with product quality issues.

Does this mean that great managers never help people improve their inadequate skills, knowledge, or methods? No, but they shift their emphasis to human resource development in areas in which the employee already has talent, knowledge, and skills.

Features of HRD:

HRD is process by which the employees of an organisation are helped to help themselves and develop the organisation. It has the following features:

a. HRD is a System: It is a system having several interdependent parts or subsystems such as procurement, appraisal, development, etc. Change in any one subsystem leads to changes in other parts.

b. HRD is a planned process: It is a planned and systematic way of developing people. Further, it is undertaken on a

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continuous basis. Learning, as we all know, is a life long process and goes on and on.

c. HRD involves development of competencies: Basically it tries to develop competencies at four levels. At the individual level, employees are made to realize the importance of playing their roles in tune with overall goals and expectations of other people. By enriching and redesigning jobs, the roles of employees are made more meaningful and interesting.

d. HRD is an inter-disciplinary concept: HRD is an amalgamation of various ideas, concepts, principles and practices drawn from a number of soft sciences such as sociology, psychology, anthropology, economics, etc.

e. HRD improves quality of life: HRD enables the employee discovers and utilizes his capabilities in service of organizational goals. The whole effort of HRD, thus, is focused on improving the quality of life of employees working at various levels in an organisation.

Objectives of HRD:

HRD, basically, aims at developing: The capabilities of each employee as an individual The capabilities of each individual in relation to his or her present

role

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MAINBODY OF THE PROJECT Performance appraisal or merit rating is one of the oldest and most universal practices of Management. It refers to all the formal procedure used in working organization to evaluate the personalities and contributions and potentials of group members. The modern management makes somewhat less use of the term “merit rating” because it evaluates an individuals his worth as person. However, the connection between performance and possession of traits was doubtful. So, recently emphasis has been given to measuring the results of the employees’ performance. The trend now – a days is in the direction of attempting to measure what the man does rather than what he is i.e. to measure what is the output rather than what is the input.

Appraisal is there process of estimating the value, excellence qualities or status of some object, person or situation in an employment setting, appraisal is the systematic evaluation of a workers job performance and potential for development. Employees are always evaluated either formally or informally. So we can say that employee appraisal is a dynamic concept, not a static on an evolutionary process and not a revolutionary event.

Performance appraisal is an important component of the information and control system. Proper are selected and recruited for effective job performance in the organization. Therefore, it becomes evident for organization to develop performance analysis and review system which.

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Performance appraisal is an important component of the information and control system. Proper are selected and recruited for effective job performance in the organization. Therefore, it becomes evident for organization to develop performance analysis and review system which:

Define specific job criteria against which performance will be measured

Objectively and accurately measure past job performance Determine rewards based on performance Development programmers like feed back to enhance performance

of the person on the current job and prepare and realize for potential for future responsibilities.

FEATURES:

The main characteristics of performance appraisal may be listed thus It is a systemic process. It follows a number of steps to evaluate an

employees’ strength and weakness. It provides an objective description of an employees’ jobs relevant

strength and weaknesses. It tries to find out how will the employee is performing the job and

tries to establish a plan for further improvement. It is carried out periodically, according to a define plan. It is not one

shot deal. It may be formal and informal. The informal evaluation is more

likely to be subjective and influenced by personal factors where as the formal system is likely to be more fair and objective, since it is carried out in a systematic manner, using printed appraisal forms.

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OBJECTIVES:

The objectives of performance appraisal could be either for evaluation (judgmental) or development (helping)The evaluation objectives include:

Provision of feed back to sub ordinates to know where they stand Developing valid data for personnel decisions concerning

placement pay promotion, punishment etc.

The development objective include:

Diagnosing individuals and organizational strengths and weakness; Developing positive superior- subordinate relations; and Counseling, coaching, career planning, and motivation of

subordinates

For an easy and logical understanding of the performance appraisal system, it can be constructed in a “who”, “what”, “why”, “when” and “how” format. The ‘who” question actually involves two inquiries, “who should be appraised”. The answer to the first question is that all the organizational employees should be evaluated. The second inquiry is more difficult to answer. Most employees are evaluated by their immediate supervisor. However, peer evaluation, self evaluation and sub-ordinate evaluation methods are sometimes used. Often, someone from the personnel department is used as an employee evaluator In addition, appraisal for managerial employees is often performed by outside consultants who are experts in this field. Usually, an employees’ superior

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is the main appraiser, but other appraisal sources are frequently also used both on a formal and informal basis.

What should be appraised is best answered in terms of two employee dimension: Current performance and potential. It will be difficult to give more importance to either of the dimensions. Often non supervisory employees are judged by their current performance, where as managers are often evaluated in terms of their future potential.

WHAT IS TO BE APPRAISED:

The “what” question also involves the issue of which criteria factors to evaluate? Should personal trait such as intelligence, aggressiveness, decisiveness and maturity be appraised or should only accomplished goals or performance be appraised? The traditional methods of performance be appraisal concentrated on personal trait where as the new methods emphasize on achieve objectives concept is largely responsible for bringing the new trend. In some cases the employee appraisal system has become a combination of both the traditional trait and the modern MBO appraisal.

There are a number of reasons why employee appraisal are necessary The appraisal to create and maintain a satisfactory level of performance, highlight employee needs and opportunities for personal growth and development and take decision for promotion, transfer, layoffs and discharges. It is seen that a properly carried out appraisal process

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facilities mutual understanding between the superior and his subordinates.

WHO WILL APPRAISE ?

The appraiser may be any person who has through knowledge about the job content, contents to be appraised, standards of contents and who observes the employee while performing a job. The appraiser should be capable of determining what is more important and what is relatively less important. He should prepare reports and make judgments without bias. Typical appraisers are : supervisors, peers, subordinate, employees themselves and users of services and consultants.

WHEN TO APPRAISE ?

The answer to when employee appraisal take place depends on whether the reference is to the informal appraisal process. Formal appraisals usually occur annually or semiannually, but, informal appraisal take place continually. Sometimes it becomes difficulties to separate an informal evaluation from a formal appraisal as it is seen that at times the formal appraisal is determined by informal evaluation.

The location “ where” employee appraisal takes place also varies. Formal appraisal often place in the office of an employees immediate superior, however, they may also occur at the subordinate’s work site or job location. When consultants are used, the appraisal process may take place away from the company premise. Informal appraisal take place anywhere and everywhere, both on the job in work situations and off the job social and recreational settings.

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The question that how to performance appraisal is the most difficult to answer. The methods used for employee appraisal are many and varied.

METHODS OF PERFORMANCE APPRAISAL

The performance appraisal methods may be classified into three categories such as

Performance Appraisal Techniques

Individual Evaluation Multiple person Other methodsMethods evaluation methods

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Confidential Reports Essay Evaluation Critical Incidents Check Lists Graphic Rating Scale Behaviorally Anchored Rating Scales Forced choice MBO

INDIVIDUAL EVALUATION METHODS

Under the individual evaluation methods of merit rating, employees ar evaluated one at a time without comparing them with other employees in the organization.

CONFIDENTIAL REPORT

It is mostly used in government organization. It is a descriptive report prepared, generally at the end of every year, by the employees’ immediate superior. The report highlights the strengths and weaknesses of the subordinates. The report is not data based. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraiser.

EASSY EVALUATION

Under this method, the rater is asked to express the strong as well as weak points of the employees behaviour. This technique is normally used with a combination of the graphic rating scale because thereafter can

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Ranking

Paired comparison

Forced Distribution

Assessment center

Field review

techniques

elaborately present the scale by substantiating an explanation or his rating. Essay Evaluation is a non-quantitative technique. This method is advantageous in least one sense that is the essay provides a good deal of information about the employees and also reveals more about the evaluator.

CRITICAL INCIDENT TECHNIQUE

Under this method, the manager prepares lists of statements of every effective and ineffective behaviour of an employee. These critical incidents or events represent the outstanding or poor behavior of employees on the job. The manager maintains logs on each employee, where by he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers performance.

CHECKLISTS

A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behavior. If the rater believes strongly that the employee possess a particular listed trait, he checks the item; otherwise, he leaves the item blank. The following are some of the sample questions in the checklist.

Is the employee really interested in the task assigned ?Yes/No

Is h Yes/No e respected by his colleagues (co-workers)Yes/No

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Does he follow instructions properly ? Yes/No Does he make mistakes frequently ?

Yes/No

GRAPHIC RATING SCALE

Under this method, a printed form is used to evaluate the performance of an employee. A variety of traits may be used in these types of rating devices, the most common being the quantity and quality of work. Form the graphic rating scales, excerpts can be obtained about the performance standards of employees. For instance, if the employee has serious gaps in technical professional knowledge, lacks the knowledge to bring about an increase in productivity, declines to accept responsibility, fails to plan ahead effectively, wastes and misuses resources, etc. then it can safely be inferred that the standards of performance of the employees are dismissal and disappointing.

BEHAVIOURAL ANCHORED RATING SCALES

BARS are also known as behavioral expectations scale. It is the combination of rating scale and critical incident techniques of employee performance evaluation. Bars are rating scale points are determined by statements of effective and ineffective behaviours. Scales represent a range of descriptive statements of behavior varying from the least to the most effective. Scales are anchored by descriptions of actual job behavior and relevant to the job being evaluated since BARS are tailor made for the job.

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FORCED CHOICE

This method was developed to eliminate bias the preponderance of high ratings that might occur in the organizations. The primary purpose of the forced choice method is to correct the tendency of a rater to give consistently high or low ratings to all the employees. This method makes use of several sets of pair phrases, two of which may be positive and two negative and the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker.

MBO

Management by objectives is a comprehensive management approach used for both performance appraisal and organizational development. In performance appraisal, MBO’s primary objective is on developing objective criteria for evaluating the performance of individuals. MBO also calls for superior subordinate interaction and supportive role of supervisor.

MULTI-PERSON EVALUATION METHODS

There are three such frequently used methods of performance appraisal in organizations are ranking, paired comparison and forced distribution method.

RANKING METHOD

This is a relatively easy method of performance evaluation. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is expressed in terms of his numerical rank. It may also be done by ranking a person

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on his job performance against another member of the competitive group. The ‘whole man’ is compared with another ‘whole man’ in this method.

PAIRED COMPARISON

Ranking becomes more reliable and easier under the paired comparison method. Each worker is compared with all other employees in the group; for every trait, the worker is compared with all other employees. For instance, when there are five employees to be compared, then A’s performance is compared with that of B’s and decision is arrived at as to whose is better or worse. Nest B is also compared with all others. Since A is already compared with B, this B is to be compared with only C, D and E when there are five employees, fifteen decisions are made.

. FORCED DISTRIBUTION

Under this system, the rater is asked to appraise the employee according to a predetermined distribution scale. The rater’s bolas is sought to be eliminated here because workers are not placed at a higher or lower end of the scale. Normally, the two criteria used here for rating are the job performance and promotability. Further, a five point performance scale is without any mention of descriptive statements. Workers are placed between the two extremes of ‘good’ and ‘bad’ performance

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OTHER METHODS:

ASSESSMENT CENTRE

This method of appraising was first applied in German Army in 1930. It is a system or organization, where assessment of several individual is done by various experts using various techniques. These techniques include the methods discussed before in addition to in-basket, role playing, case studies, simulation exercises, structured in sight, transactional analysis, etc.

FIELD REVIEW METHOD

In this method, a trained, skilled representative of the HR department goes into the ‘field’ and assists line supervisors with their ratings of their respective subordinates. The HR specialist requests from the immediate supervisor specific information about the employees performance. Based on this information, the expert prepares a report which is sent to the supervisor for review, changes, approval and discussion with the employee who id being rated. The ratings are done on standardized forms.

APPRAISAL ERRORS:

The rater may face various kinds of errors at the time appraisal. Some typical errors are discussed here.

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FIRST IMPRESSIONS

Rather may identify some specific qualities or features of the rate and quickly form and overall impression about him. The identified qualities and features may not provide adequate base for appraisal.

STEREOTYPING

Stereotyping is a standard mental picture that an individual holds about a person because of that person’s sex, caste, age, physical characteristics or other features. Stereotyping results in our simplified view of the individual and may blur the raters perception and assessment of the persons performance on the job.

HALO EFFECT

Basing the entire appraisal on the basis of one perceived positive quality, feature or trait in an individual. Affiliation with view may result in an higher rating than is warranted.

HORN EFFECT

Basing the evaluation on the basis of one negative quality or feature perceived. This result is an overall lower rating than may be warranted.

CENTRAL TENDENCY

Most appraisal forms require than rater to justify if assessment is outstanding or very poor. So a rater may say to himself. “Better role most people as average so that I do not have to justify or clarify”.

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STRICT OR LENIENT RATING

Depending upon the rater’s own standards, value system, and or physical and mental make-up at the time of appraisal, rates may be rated be very strictly. Such ratings usually do not carry any relevance to actual performance of the person or bear any resemblance to how similar performance is rated elsewhere in the organization.

POTENTIAL APPRAISAL

In most Indian organization, people earn promotions on the basis of their past performance. The past performance is considered a good indicator of future job success. However, in actual practice, the rotes that a role holder played in the past may not be the transfer he is expected to play if he assumes a different job after his transfer or promotion to a new position. Past performance, therefore, may not be a good indicator of the suitability of an indicator for a higher role.

To overcome this inadequacy, organization must think of a new system called potential appraisal. The objective of potential appraisal is to identify the potential of a given employee to occupy higher position in the organizational hierarchy and undertake higher responsibilities.

POTENTIAL APPRAISAL ARE REQUIRED TO

Inform employees about their future prospects. Help the organization chalk out of a suitable succession plan. Update training efforts form time to time. Advise employees about what they must do to improve their career

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STEPS TO BE FOLLOWED INTRODUCING A GOOD POTENTIAL

APPRAISAL SYSTEM

The following are some of the steps required to be followed while introducing a potential appraisal system:

ROLE DESCRIPTION

Organization roles and function must be defined clearly. To this end, job description must be prepared for each job.

QUALITIES NEEDED TO PERFORM THE ROLES

Based on job description, the roles to the played by people must be prepared (i.e. technical, managerial jobs and behaiour dimensions)

RATING MECHANISM

Besides listing the functions and qualities, the potential appraisal system must list mechanisms of judging the qualities of employee such as:

1. RATING BY OTHERS: The potential of a candidate could be rated the immediate supervisor who is acquainted with the candidates work in the past, especially his technical capabilities.

2. TESTS: Managerial and behavioural dimensions can be measured through a battery of psychological tests.

3. GAMES: Simulation games and exercises (assessment center, business games, in-basket, role play, etc.) could be used to uncover the potential of a candidate.

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4. RECORDS: Performance records and ratings of a candidate on his previous jobs could be examined carefully on various dimensions such as initiative, creativity, risk ability etc. which might play a role in discharging his duties in a new job.

ORGANISING THE SYSTEM

After covering the preliminaries, he must set up a system that will allow the introduction of the scheme smoothly governing answers to some puzzling questions1. How much weightage to merit in place of seniority in

promotions?2. How much weightage to each of the performance dimensions

technical, managerial, behavioral qualities?3. What are the mechanisms of assessing the individual on

different indicators of his potential and with what reliability?

FEEDBACK

The system must provide an opportunity for every employee to know the results of his assessment.” He should be helped to understand the qualities actually required for performing the role for which he thinks he has the potential, the mechanisms used by the organizations to appraise his potential and the results of such an appraisal.”

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LIMITATION OF THE PROJECT Performance appraisal is one of the most important functions of personnel management Since the main purpose of organization success depends on each individuals performance Orgaizational effectiveness can be determined by the degree of success that an individual employees have in reaching his/her individual goals. The assessment will give us the information that how the employees are efficient and effective in achieving their goals.

OMC is a leading PSU of the state. OMC realizes that performance appraisal plays a vital part on employees’ motivation The performance appraisal system adopted in the organization has three basic purposes to serve.

It can b used as a tool for reward allocation. Decisions regarding promotion and other rewards are based on the performance evaluationIt can b used as a mechanism for identifying areas of training and development.

This will help the organization to identify those persons who have certain deficiencies in skills or knowledge. By the way of proceeding adequate training their deficiency can be minimized.

It can also be used as a criticism against which selection device and development programmers are validated.

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The development of a valid, reliable and bias free performance appraisal system can create a good atmosphere, a co-operative environment and a better workable organizational climate.

In OMC the performance appraisal is being done by the personnel department. The structured appraisal method is being followed here. The performance appraisal system takes into consideration the qualities like nature of job performance, skills, specific job behavior, personal characteristics and development needs. The individual performance appraisal has been mode after a regular interval so that the desired behavior could be maintained. This also helps the organization to satisfy the needs and the aspirations of the individual by providing more facilities improved working conditions and career advancement. Performance appraisal is concurred with determining the differences or performance among the employees working in the organization. The evaluation is normally done by the individual immediate superior in the organization which in turn is reviewed by his supervisor (i.e. the reviewing officer).

The making of appraisal ratings has a beneficial effect both on the person doing the appraisal and the person being appraised.

Before introducing the PAS the management has set four criteria’s for effective performance appraisal.

Employees should actively participate in the evaluation and development process.

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Supervisors should possess constructive and helpful attitude towards performance appraisal system.

The mutually set goals must be realistic. The supervisor should possess adequate knowledge about the

employees’ job and performance.Keeping in view these four criteria the management has developed the performance appraisal form which helps the employees to set their goals.The performance appraisal system is different for the executive and the non-executives. For executives they have self appraisal and for the non –executives they have confidential character roll.

In the self –appraisal system the appraise becomes the own appraiser to that employee first can rate himself in which position he is. If the appraiser finds any shortcomings in the knowledge and skill of the employee then he ties to make the employee aware of the department sits with personnel head to finalize the steps to be taken for overcoming the deficiency/deficiencies.

The system is ore objective and gives due weightage to the various attributes which contribute to high performance team efforts and achievement. This also helps role analysis, identification of key performance areas and potentials for career progression. These things are communicated to the technicians to make aware that what is expected of them.

Before the establishment of the performance standards, the supervisors are consulted to find out which factors to be incorporated, weights and

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points to be given to each factor. All these factors were indicated in the appraisal form to be used for appraising the performance of the employees. Thus, the appraisal form is highly sophisticated to measure the actual performance of the employees.

The printed form contains employees characteristics like job knowledge, performance of duties, concern for safety and environment, group effectiveness, lateral co-ordination, development of sub-ordinates self-discipline and reliability, initiative, judgment, innovativeness cost/time control and communication etc. different scales are established for each of these specific factors. The immediate supervisor would fill the form for each of these who directly report to him by measuring the factors on a continuous scale for each person to determine his place somewhere along the continuum.

The sources of information used by the appraiser immediate superior to measure the actual performance are personal observation, statistical reports, and written reports. The appraiser would be answerable to his superior /reviewing officer.

If the enhanced performances are determined and if the score decreased the reasons that led hiss performance below expectations are analyzed.

In case the performance is below the standard then it is being communicated to the concerned employee but not in other cases.

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THE PREVAILING SYSTEM SUFFERS FROM NUEROUS :

SHORT COMINGS SUCH AS

1. The appraisal system is more an administrative discharge than a motivational force. Because it emphasizes on salary increase, adjustments, promotions, placements, manpower planning etc. but neglects goal achievement, role clarity, efficiency and effectiveness.

2. Since the criteria for judgment is not based on logical analyses of facts there is possibility that the decisions are not free of prejudice and ulterior motives.

3. Some appraises even derived benefits out of the “halo effect” of the appraiser.

4. There is a saying “to err is human, to forgive is divine”5. In the event of frequent-management personnel changes it is

possible that some of the vital information will be lost. 6. Lack of a well developed feedback system sometimes frustrates the

appraisee. As the management don’t inform the appraisee about his performance except in case his performance except in case his performance is adverse (i.e. poor).

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PAY SCALE CHART

EXECUTIVE

Grade Scale w.e.f. 01.05.1989 Scale w.e.f 01.01. 1996

E-0 ConsolidatedE-1 Rs.2100-75-2475-85-2900-EB-100-

3600Rs.7300-200-10500

E-2 Rs.2400-90-2940-100-3640-EB-110-4300

Rs.8500-275-14000

E-3 Rs.2900-100-4000-EB-125-4500 Rs.9350-325-14550E-4 Rs.3300-110-3960-125-4210-EB-

135-1750Rs.10000-325-15200

E-5 Rs.3700-125-4700-150-5000 Rs.12000-375-16500E-6 Rs.4500-150-5700 Rs14,300-400-18300E-7 Rs.4800-150-5700-200-6300 Rs.15100-400-15500E-8 Rs.5100-1500-5700-200-6500 Rs.16400-450-20000

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NON-EXECUTIVES

SS-2 Rs.825-14-965-EB-16-981-17-1100 Rs.2750-70-3800-75-4175

SS-1 Rs.875-15-995-EB-17-1063-18-1225 Rs.2900-75-3650-80-4450

S-3 Rs.925-20-1125-EB-25-1400 Rs.3050-75-3950-85-4630

S-2 Rs.975-20-1075-25-1200-EB-30-1500 Rs.3200-85-4900S-1 Rs.1075-25-1250-30-1520-EB-35-

1800Rs.3600-100-5600

HS-5 Rs.1230-30-1560-EB-40-2080 Rs.4100-100-6100HS-4 Rs.1300-40-1820-EB-45-2000-50-

2200Rs4300-115-6600

HS-3 Rs.1350-40-1550-45-1775-EB-45-2000-50-2200

Rs4500-125-7000

HS-2 Rs.1450-45-1570-50-2220-EB-55-2550

Rs.5000-150-8000

HS-1 Rs.1550-50-1850-55-2125-EB-60-2725

Rs.5300-150-8300

Sup-2 Rs.1650-55-1760-2300-EB-70-3000 Rs.5500-175-9000Sup-1 Rs.1800-60-2040-65-2365-70-2575-

EB-75-3250Rs.5900-200-9700

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LIST OF DIRETORS OF ORISSA MNING CORPORATION LTD. AS ON

20.9.2005 (DATE OF 48TH ADJOURNED AGM)

1. Sri Bhaskar Chatterjee IAS Chairman OMC Limited2. Sri B.K.Pattnaik IAS Director3. Sri P.R. Mohanty IFS Director4. Sri K.C Badu IFS Director5. Sri S.N. Sarangi IAS Director6. Sri C.R. Das Director7. Sri P. Parvathisem Director8. Sri D.K. Roy Director9. Dr. S. Acharya Director10.Sri Sanjeev Chopra, IAS Managing Director, OMC Limited.

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HEAD OF DEPARTMENTS

GM (P&A) K.C. Sahu ED(F&E) A.K. Tayswal (IFS)

GM(F&A) M.Ahmed Special officer cum OSD(Corporate

Communication). Dillip Routrai DGM (Mining) N.C.Sahoo AGM (Project)

P. K Bhatacharya DGM (Geology and Sales) J. Mishra Sr. Manager L.D.

Behera (Civil) GMC (ERP) P.K. Bose DGM (Materials) P.K. Dash Project Manager P.K. Bose Company Secretary J.B. Das Chief Security officer (CSO) Major KK. ****

Plant Regional Manager

Daitari N.K. SahooJajpur Nimai Ch. SahuBangur N. PattnaikKandharmardhan P.C. MohapatraKilda B.K. Nayak

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SUMMARY

Orissa , truly, is a vast treasure trove of mineral resources having about 98% of the chromites, 71 % of the bauxite, 33% of the iron-ore and 32% of the manganese ore resources of India.

The Orissa Mining corporation Ltd. was jointly established by the Union and State Governments in 1956. It was the first PSU in the Mining sector in India . By 1962, OM became wholly state owned.

OMC possesses a resource of 400 million tones of iron-ore, 19 million tones of manganese ore, 28 million tones of Chromite, 260 million tones of bauxite, 19 million tones of lime stones and other minerals. OMC operates eleven iron-ore mines, five chrome ore mines, three manganese mines and one limestone mines.

OMC is operating 3 leases in Kalahandi district for semi-precious stone .OMC also few quarry leases for coloured and black varieties of granite dimension stone in the state.

The Daitari Iron Ore Project is the flagship of OMCs operations. The Daitari Plant principally feeds Neelachal Ispat Nigam for supply of iron-ore.

OMC continues to maintain Orissa’s Global connection through export of minerals from Paradeep port.

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OMC spends a substantial amount in surrounding villages by way of construction of school/college buildings, laboratory, library etc. HRD are the richest wealth of OMC.

This dissertation relating to the topic of Performance Appraisal is conducted in the Corporate Office of OMC, Bhubaneswar.

The entire staff position of the head office is about 398. The performance appraisal is carried out by the personnel department of OMC. A structured method is being followed here. The performance evaluation is normally done by the immediate superior of an individual in the organization which is again reviewed by the reviewing officer . The P.A.S. is different for the executives and the non-executives. For executives they have self-appraisal and for non-executives they have CCR . In the self –appraisal system the appraise becomes his own appraiser. For non-executives like class IV employees and Class-III employees, annual CCRs are recorded and maintained. The CCRs are to be written by the immediate superior (Reporting Authority) of the individual and then after it has to be counter signed by the countersigning authority. Then after that it has to be signed by the Accepting Authority.

For the completion of my dissertation the date collected are analyzed. Initially structured questionnaire were prepared and distributed amongst both the executives and non-executives. 75 persons were taken as respondents from each cadre. i.e. executives and non executives. Basing

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on their responses a detailed analysis and data – interpretations is done in this report.

According to the responses provided by the executives, it is clear that the PA system of OMC provides for urging the strengths and weakness of the employees. The majority of them are in favour of training facilities to develop the strength of the employees. The whole system is a closed one. The PAS in OMC is a criterion for promotion. The standard of performance is established by the management only. Finally, the management do not follow the 3600 appraisal system.

Coming to the responses given by the non-executives, they said that the present PAS is an impartial system and they do have belief and faith on their appraise. Some said the system is scientific whereas for some it is not. They also accepted that the appraisal system helps them in promotional grounds. Finally, the respondents feel that this appraisal should be more scientific as compared to the present system.

It is clearly visible that the employees of OMC are satisfied in every aspect, but as human wants are unlimited, they employees are aspiring for more and more in every respect.

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CONCLUSION

From the study conducted at OMC it is evident that ERP has been implemented here in stages and all the modules are yet to be implemented. Even with this earlier stage the organization has started reaping its benefits. The organization is now integrated in various aspects with al its units that spread wide apart in remote regions. By virtue change faces resistance so also OMC faced resistance from the ERP implementation. These issues were later resolved and the employees are now well acquainted with the legacy system that provides ease of use to all its users. Although the ERP is now being implemented for the use of executives only the non-executives are finding the sister useful and efficient and long for such a system be made available for their use too. It is solely the responsibility of top management to look in to the needs of the organization and equip itself in this fast changing competitive environment of business.

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DATA FINDINGS AND INTERPRETATIONS :

Employees are satisfied with the new system The organization can now communicate with its customers and

suppliers more effectively and efficiently. Quantum leaps in performance reflected though the percentage

change in turn over and various awards and recognitions that it has earned over years.

Reduced time for activity. The organization it restucted to cope up with technological

advancements.

SUGGESTIONS AND RECOMMENDATION:

1. The non-executives apart from the executives must also be involved in the system carry out their activities through ERP

2. The employees or the beneficiaries who are using the system must be continuously referred for the improvement of the system. A feed back session should be initiated.

3. The top management should take initiative to regularly upgrade the system and provide training to the key users to that they handle the system properly.

RECOMMENDATIONS:

In spite of having positive remarks about Orissa Mining Corporation Ltd, there are certain suggestions or recommendations which can be made . Despite OMC has taken several tools and techniques for improvements of

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human productivity and work commitment. It has still to do some more things towards the improvements of work conditions and work restructuring.As we have already discressed that performance appraisals its not only the analysis of performance but also it depends upon many other factors related with HR system and after going through all the systems of performance appraisal and analyzing the questionnaires filled as well as incorporating the views of the respondents during the interview sessions, the following steps can be taken to make the existing performance appraisal system at once more effective and efficient.

The management should be ore participative Timely completion of the appraisal should be ensured so as to

serve its purpose well. Appraisee getting excellent ratings should be adequately rewarded. Work scheduled should be strictly adhered and should be

completed in time. Time to time proper training and learning need, relevant to the job

should be addressed to adopt new changes. Programmes and policies should be initiated to get maximum

productivity. There should be transparency relating to every aspect like

performance, appraisals, reward, promotion so as to maintain equity among the employees otherwise there might be dissatisfaction.

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BIBLOGRAPHY

Human Resource Planning –V.S.P RAO Human Resource Management-V.S.P RAO Once procedures for recording and maintenance of CCR of group B

officer of the government……..Hand book Morale & Motivation- V.S.P RAO Human Resource Development…..INTERNET Training and Development- V.S.P RAO Performance Appraisal system-Internet and, HAND BOOK:

PERIODICALS

OMC Annual Report OMC News letter

WEBSITES

www.orissamining.com www.google.com www.success.dircon.co.uk/appraial

BROCHURE AND ANNUAL REPORT

SL NO. YEAR NAME OF THE REPORT PUBLISHER

01 2003-04 48TH Annual Report OMC, Odisha02 2006-07 51th Annual Report OMC, Odisha03 2007 Ground Reality OMC, Odisha

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ANNEXURE

The Orissa Mining Corporation Limited(A Government of Orissa Undertaking)

BHUBANESWAR

INSTRUCTIONS ON RECORDING COUNTERSIGNING

&

MAINTENANCE OF CONFIDENTIAL CHARACTER ROLLS

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THE ORISSA MINING CORORATION LTD.

(A GOVT. OF ORISSA UNDERTAKING)

BHUBANESWAR

NO 1/CCR/OMC/78 Dated the 30th August 1978

Recently certain structural changes have been made in the organizational set up of the Corporation instructions issued in the past regarding maintenance of CCRs therefore need revision. The following instructions are issued in regard to reporting , countersigning and maintenance of confidential Character Rolls.

1. Confidential report assessing the performance, character, conduct and qualities of an employee of the corporation shall be written for each financial year within 3 months of the close of the said year.

2. A confidential report shall also be written when either the reporting authority or the employee of the corporation reported upon hands over or relinquishes charges of the post and in such a case it shall be written immediately after the handing over /relinquishment of charge of the post and not later than a fortnight after such handing over or relinquishment.

3. While recording the remarks, a clear mention should be made of the period/periods with dates to which the report of the reporting

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officer and the countersigning officer relates. The period should not be mentioned as six months, eight months etc.

4. The name of the officer /employee reported upon should be written in full. The name should not be written in an abbreviated manner leaving scope for confusion . The correct and full name should be mentioned with his designation grade pay etc as per the prescribed form.

5. The names and designations of the ****** and countersigning officers should be indicated legibly in block letters or by a rubber stamp below their signature on the reports

6. In cases where the report is not to be recorded as the officer/staff reported upon was on leave. Under suspension or worked for less than four months under the officer concerned a suitable certificate to that effect may be recorded in the CCR folder with No remarks since the reporting officer was

i) On leave

ii) Under suspension

iii) Otherwise absent

iv) Has not served for the minimum 4 months and sent to the appropriate authority for completion of his CCR dossier.

7. Where for any reason it is not possible to obtain remarks of the countersigning officer on account of his retirement , death etc. the

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reasons may be recorded briefly on the report itself to avoid further correspondence . It is not necessary to mention third in the forwarding letter

8. Where for any reason it is not possible to have the remarks of the reporting officer because of his retirement, death or transfer without seeing the work of the officer/staff reported upon for more than 4 months, the remarks may e recorded by the countersigning officer direct (making a brief mention of the above circumstance) in such cases the period served under the countersigning officer should be clearly mentioned.

9. At times the remarks are written either in pencil or illegibly. This should not be done. The remarks should be recorded in ink legibly. Any correction or overwriting should be avoided.

10. The entries of an officer/employee reported upon should be recorded in the CCR immediately after the close of the financial year and sent to the countersigning authority immediately but not later than the 15th of May every year. The countersigning authority after necessary countersignature shall take appropriate steps for communication of adverse remarks if any and /or safe custody communication of adverse remarks is an absolute necessity. Delay in receipt of the confidential reports leads to corresponding delay in communication of adverse remarks is an absolute necessity Delay

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in receipt of the confidential reports leads to corresponding delay in communication of adverse remarks to the concerned officer/staff.

11. The remarks should not be vague so as to have any doubt regarding the work/conduct of the officer/employee. While communicating such adverse remarks the salient good points should also be mentioned to enable the officer to get a full picture of his merits and demerits.

12. There are certain officer who function under dual control. For instance, the Accounts officer or the Asst Accounts Officer in the field are to advise their respective General Manager/Regional Manager in accounts matters and have also to ensure that all rules and procedures prescribed by the management in the Head Office are strictly adhered to . The work of such officers should be assessed both by the respective General Manager/Regional Managers and by the Chief Accounts’ Officer.

13. In respect of all such officers/employees for whom the countersigning authority is at the Head office the CCRs will be maintain and reviewed in the Head officer CCRs will be maintained and reviewed by the General Manager /Regional Managers/Mines Manager . Gandhamardan with whom they are concerned.

They will send a statement by 30th June of each year certifyinga) That the CCRs have al been written and countersigned b) adverse remarks have been communicated and giving

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c) Instances where these two actions have not been taken , giving reasons for the same.

14. It shall be the duty of he reporting officers either at the headquarters in the field to arrange/procure necessary/required no. of blank CCR forms by way of cyclostyling/printing (unless old forms undergo changes) and for filling up the entries without waiting for any Head office instructions in the regard.

15. It is seen that some officers/employees while making representations against the communication of adverse remarks are requesting for specific instances on the basis of which such remarks had been the recorded in their confidential character rolls for a particular year. Confidential remarks are recorded on the general impression of the reporting officer on the work and conduct of an officer reported upon. It is generally not possible to cite instance as a proof of the observations of the reporting or the countersigning officer if such observations are of a general nature . It is desirable that officer reported upon should profit by such observations rather than enter into arguments and represent to expunge the remarks.

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Reporting officers should exercise good dispassion and complete fair mindedness in making CCR entries, as the career of their subordinates is made or unmade on the basis of such remarks.

Any deviation from the instructions mentioned above which would cause dislocation in the official transaction would be viewed seriously.

Sd/ A.M.R. Dalwai, CHAIRMAN

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FOR HEADQUARTERS

Sl. No.

Designation of he officers

Reporting authority

Date of reporting remarks

Countersigning authority

1 Director & MC/Officer-in-charge(P&E) Financial Adviser-cum-Chief Geologist/Production Superintendent/States superintendent /General Manager/Regional Manager(except RM Daitari)/Materials Managers/Administrative Officer (II)/Assistant Secretary/Public Relation Officer/Vigilance officer/Medical Officer/PA to Chairman

Chairman 15th April each year

Chairman

2. Senior Geologist (HO) Chief Geologist Do Do3. Account officer FA cum-CAO Do Do4. Technical

officer/Geologist Production Wing

Production Superintendent

Do Do

5. Asst. Store and Purchase Material Do Do

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Officer Manager6. Asst. Engineer Civil OIC (P&E) Do Do7. Supd issue and Records Admn officer II Do Do

8. Dy. Sales Superintendent

Sales supat Do Do

9. Labour Welfare officer/Jr. Administrative officer

Admn. officer (I)

Do Do

10 Asst. Accounts Officers Accounts officers

15th April each year

FA-cum-CAO

11. Diarist/Typist/Asst of General Section/PBX operator-cum-Receptionist/Staff of Guest House

Admn officer (I)

Do Chairman (in cases hose pay exceeds Rs. 500/-

12. All class III and IV employees at HO including Sub Asst Engineers Surveyors Head Draughtsman Sr. Research Assistant etc.

Immediate controlling officer respective section

Do Sectional head of respective section

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FOR CAMPS/PROJECTS

ANNEXURE-B

Sl No.

Designation of the officers

Reporting authority Date of reporting remarks

Countersigning authority

1. Mines Managers Gr I and II

General Manager/Regional Manager

15th April each year

Chairman

2. Vocational Training officer /Mines Manager Gr. II working as Asst Manager

Mines Manage Gr. I /General Manager/Regional Manager

Do Chairman

3. Executive Engineer (Mech)/Plant/ (Elect)/(Design)/Store and Pruchase officer/Accounts Officer/Admn officer/medical officer/Labour welfare officer/Security officer

General Manager Daitari

Do Chairman

4. Executive engineers posted under the regions other than Daitari

Concerned Regional Managers

Do Chairman

5. Senior Geologist/Geologist

Regional Manager Chief Geologist

Do Chairman

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6. Asst. Geologist working under Sr. Geologist

Senior Geologist Regional Manager or Gen Manager

Do Chief Geologist

7. Geologist /Asst Geologist in independent camps

Chief Geologist Do Chairman

8. Account officer General Manager/Regional Manager and FA cum-CAO

Do Chairman

9. Asst. Accounts Officer Accounts officer and GM and RM

15 April each year

Chairman

10. Chemist/Asst. Chemist GM/RM and CG Do Chairman11. Asst. Engineers Executive Engineer

concerned GM/RM (as the case may be)

Do Chairman

12. Shipment officer paradeep

Production Superintendent

Do Chairman

13. Jr. Adm. Officer/Mining Engineer/Stores supervisor

GM/RM & Admn officer (in case of JAO) and GM/RM (in case of others)

Do Chairman

14. All class III and IV E E Technical and Non Technical staff working under EE

Concerned SPO as the case may be (in consultation with Asst Engineers if

GM/RM

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(Civil)/Mech.)/(Plant) (Elect) (Designs) Stores etc Daitar

any)

15 For all technical and ministerial employees working under Mines Manager Daitari

Mines Manager (in consultation with Asst. Mines Manager if any)

Do GM/RM

16. Staff working under General section Daitari

Admn. officer/JAO as the case may be

Do GM/RM

17. Staff working in Accounts section Daitari

Concerned AD Do GM/RM

18. Employees (technical and non-technical) working in workshop Daitari

Concerned EE (in consultation with AE. Concerned)

Do GM/RM

19 Employees (technical and non technical) working under shipment officer, Paradeep

Shipment officer Do Production superintendent

20 STA (Geology) Geologist/Sr. Geologist or Mines Manager(in case attached to producing mines)

Do Chief Geologist

21. All class III technical and Non-technical staff

Mines Manager Do Regional Manager

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working under various mines

22 All class III and IV/Technical and nontechnical staff working under various regional offices

Immediate controlling officer

Do Regional Manager

23. All class III and IV technical and non technical staff in various prospecting camps and establishments

Camp officer/Geologist Asst Geologist

Do Chief Geologist

24. Employees at rail heads (supervisory and non supervisory)

Concerned Plot Manager/Admn

Do Regional Manager

25 Medical Officer/Labour Welfare officer

Concerned Mines Manager/RM

Do Chairman

26. Plot Managers Regional Manager Do Chairman

The above has been amended as per the office order mentioned at pre-page

THE ORISSA MINING CORPORATION LTD.

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(A GOVT. OF ORISSA UNDERTAKING)

BHUBANESWAR

No. 15361/OMC/P&A/99 Dtd. 09.07.99

OFFICE ORDER (*)

In super session of all previous order the Annual CCRs of all the Executives and Non-Executives in Orissa Mining Corporation shall be reported reviewed an accepted at various level of authorities as detailed below.

Sl.No

Designation Reporting Authority

Reviewing countersigning Authority

Accepting Authority

Non-Executive1 Class IV Employees Immediate

officer under whom working

Next superior officer of the concerned reporting officer

Concerned sectional head in case of Head officeGeneral Manager/Regional Head in case of Field units

2 Class-III employees (including Deputations

Immediate officer under whom working

Next superior officer of the concerned reporting officer

Concerned sectional head in case of Head Office

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General Manager/Regional Head in case of Field units

EXECUTIVES1 E-1 TO E-3 Grade

(Executives)Concerned sectional Head under whom working/or Next superior officer

Concerned General Manager in case of Had office/Regional Head in case of Field Units

Managing Director

2 E-4 to E-6 Grade (Executive)

The concerned General Manager in case of Head office/Regional Head in case of field units

Managing Director

Chairman

3 E-7 to E-8 Grade (Executives)

Managing Director

Chairman Chairman

4 Executives on Deputation at Head office Executive on deputation in the Field units

Managing Director

Managing Director

Chairman

Chairman Chairman

5 Other sectional Heads working independently at Head office and Field

Managing Directors

Chairman Chairman

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units

6 Executives working directly under GM/Regional Head/Senior Manager and Other Unit Heads

Concerned GM/Regional Head/Sr. Manager as the case may be

Managing Director

Managing Director

Further it is also decided that all the Executives of the corporation should submit their self Appraisal Form on or before 30th April every year in case they fail to do so the initiating authority may give him time till 15th May and if by that time also the officer concerned fails to submit the Appraisal form the initiating officer may record his remarks and send it to the counter signing authority in that case the officer reported upon will have no change to object since he did not avail the opportunity to indicate the self Assessment.

This will also come into force with immediate effect and supersedes all previous orders/circulars in this regard.

By order of Chairman.

Sd/ K.C. Mohanty

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General Manager (P & A)

Memo No. 15362/OMC/P7A/99 Dated 9.7.99Copy to General Manager Barbil/Dy General Manager(M), Daitari and JK Road /Sr. Manager(M) Gandhamardan/Sr Manager (G) Rayagada/Manager(G). Bhawanipatna Barbil JK Roas /Shipment officer Paradeep/All sectional Heads at Head Office/Private secretary to Managing Director for information and necessary action.

Land Officer

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CHARACTER ROLL FOR OFFICERS

Name of the Officer _____________________________________ year ______________Designation/Rank ___________________________________________________ StationTo which posted during the year _____________________________________________

Period under reporting officer Period under countersigning officer___________________________ ______________________________

1 (a) REPORTING ON QUALITIES, ABILITIES AND PERFORMANCEReport under this section should be in narrative form and should cover administrative ability power of taking responsibility zeal. Official conduct and control of staffIt should also mention the officers knowledge of and performance in the work cone in the department/or branch (including note of any special talent)

1 (b) Report on Technical competence/work (for technical officers only-should be a comprehensive note not a more good. bad etc.

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II. STEPS TAKEN TO POINT OUT DEFECTS AND RESULTS

Date _________________________ Signed ________________________

Designation _____________________

III. COUNTERSIGNING OFFICERS REMARKSGeneral Remarks

I have seen little/some /a good deal of the work of this officer and subject to the notes against each item and to any general remarks above, agree with the remarks of the reporting officer

Signed ______________________Date _____________________ (Next superior Authority)

Designation ______________________

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CHARACTER ROLL FORM FOR TECHNICAL

AND NON-TECHNICAL EMPLOYEES

ANNUAL REPORT

Name ______________________________Year _________ Rank _________

Station to which posted an branches in which employed and period served in each during the year.Period served under the Reporting Officer during the yearPeriod served under the countersigning officer

II. Report on qualities and performance of duties.1. Administrative ability2. Power of staff3. Control of staff4. Official conduct5. Zeal

III.

No. Knowledge Outstandin

g

Good Average Below

Average

a.b.c.d.e.

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IV. Integrity (Before making any entry under this head very careful thought should be given only which adequate ground exists for making an adverse entry should such entry be made where it is merely hearsay no adverse entry should be made where it is merely hearsay. No adverse entry should be made where specific instances of doubtful integrity are there they should be mentioned.

V. Whether steps wee taken by the reporting officer to point out defects to the officer concerned noticed in his work during the year.

VI. Reporting Officers remarksSignedDateDesignation with rubber

stamp

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VII. Superior Officer’s remarks

VIII. Next superior Officer’s remarks (if any)

SignedDateDesignation with rubber

stamp

IX. Next superior officers remarks (if any)SignedDateDesignation with office

seal

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REPORT ON THE WORK AND CONDUCT OF CLASS IV STAFF

PART-I

1. Name : _______________________________2. Period to which the entries relate :

________________________________3. Post hld : ________________________________4. Age : ________________________________5. Present pay : ________________________________6. Educational Qualification :

________________________________7. Branch to which/officer to whom attached

________________________________8. Date of present posting : ________________________________9. Can he read and write Hindi :

________________________________

PART-II1. Observation oni) Intelligenceii) Amenability to disciplineiii) Punctuality

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v) Devotion to duty1. Integrity (Before making any entry under this head very careful

thought should be given. Only when adequate ground exists for making an adverse entry should such entry be made. Where it is merely hearsay, no adverse entry should be made Where it is merely hearsay, no adverse entry should be made. Where specific instances of doubtful integrity are there they should be mentioned).

2. Is he fit for promotion to the next higher grade3. Any other remarks

Date Signature and designation of Reporting Officer

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CONFIDENTIAL APPRAISAL

FORM: EXECUTIVES

ORISSA MINING CORPORATION LIMITED

Annual Performance Appraisal200……200…….

Name __________________________________________________________________

Designation

______________________________________________________________

Unit/Office ______________________________________________________________

Date of Joining in OMC LTD

_______________________________________________

Date of Joining in OMC LTD. ______________________________________________

Date of Entry to Present Grade

_____________________________________________

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(Details to be filled in by the personnel Department)

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PART-ISELF-APPRAISAL

1.1 Indicate briefly an clearly the quantitative/qualitative/financial targets and objectives set by yourself/set for you and your achievements

Items/targets/objectives

Achievement

i)

ii)

iii)

iv)

v)

vi)

1.2 Mention constraints in any faced in achieving your targets Also describe the steps you have taken to overcome them.

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1.3 Details of any special task carried out/introduction of any innovation in the job or suggestions put up to that effect.

1.4 Training/guidance that you think will help you in improving your performance (priority wise)

1.5 Suggestion ass to the skill/jobs where you can be better utilized

1.6 Give details of work you have done/initiative you have taken in the matter of safety, environment, pollution control and other social issues.

1.7 Give details of your performance of special duties assigned to you during the current year.

Signature of the Appraisee

Date

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PART II

APPRAISAL BY REPORTING OFFICER

2.1 Length of service of the appraise under the reporting officer during the current year.From……………………………………. To ………………………………………….2.2 Comment on part-I (Self appraisal filled in by the appraise) which must specifically mention your degree of agreement with answer and given your further observations on part-I, if any.

2.3 Indicate your appraisal of the executives performance and capabilities by placing a tick mark (√ ) in the appropriate column. (Note that the scores will approximately indicate as follows.1) Poor 2) Average 3) Good 4) Excellent 5) Outstanding

2.3.1 TECHNICAL SKILLS

SCALE POINT

i) Job knowledge (technical and professional knowledge for present job)

1 2 3 4 5

ii) Performance of duties (work output and quality of work; target/performance norms)iii) Concern for safety and environment (adherence to safety rules and regulations, house keeping, environment upgrading and pollution control

Total points ‘A’140 | P a g e

Score ‘A’ = Weight A x total points ‘A’ = ----------------------- x ------------------- =

E1/E2 E3/E4 E5/E6 E7/E8

Weighting A 14 13 10 8

2.3.2 HUMAN RELATIONS SKILLS

SCALE POINT

i) Group effectiveness (ability to work effectively with superior, subordinates and colleagues. Effective control and utilization of subordinates maintenance of discipline, teamwork etc.)

1 2 3 4 5

ii) Lateral coordination (relationship with other interacting department and degree of coordination/co-operation achievediii) Development of subordinates (efforts to develop subordinates by guidance, training and delegation.iv)Self-discipline and reliability (adherence to company policy, rules and systems and ability to remain unflustered by work pressure, crises/external pressure.Total Points ‘B’

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Score ‘B’ = Weightage B x total points ‘B’ = ---------------- x --------------- =

E1/E2 E3/E4 E5/E6 E7/E8

Weighting ‘B’ 8 9 9 9

2.3.3 CONCEPTUAL SKILLS

SCALE POINT

i) Initiative (Ability to be self reliant and move forward on a task without waiting for outside direction/directives)ii) Judgment ( Identification of problems formulating feasible alternatives and making decisionsiii) Innovativeness (Ability to come up with new ideas giving the concrete shape and its adoption to improved operational efficiency and effectiveness).iv) Cost/time control (Awareness of cost/time aspects of the job, optimum utilization of available resources /time.v)Communication (ability to express clearly and precisely verbally and also in writing in official matters.Total Points ‘C’

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Score ‘C’ = Weightage C x total points ‘C’ = ---------------- x --------------- =

E1/E2 E3/E4 E5/E6 E7/E8

Weighting ‘C’ 5 6 7 8

2.4 OVERALL APPRAISAL: Considering he terms of appraisal under para 2.3 what is the appraisee’s overall score ?

Overall score = Score ‘A’ + Score ‘B’ + Score’C’

= -----------------+-------------------+----------------- = -----------------------------------

Overall rating to be assigned to all executives on the basis of overall score. The score renge is given below.

Rating Score rangePoor Below 149Average 149-247Good 248-346Excellent 347-445Outstanding 446 and above

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OVERALL RATING :

Poor Average Good Excellent Outstanding2.5.1 INTEGRITY :Above board/questionableIf questionable, supporting evidence to be furnished

2.5.2 DEPENDABILITY

2.5.3 State of health and aptitude for hard work:

6. Any adverse remarks including penalties imposed or warning/displeasure communicated.

7. Review discussion with appraise to discuss performance against target/objectives jointly set, shortfalls and shortcomings reported for improvement to the appraise.

Signature of Reporting OfficerName:Designation:

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PART-III

POTENTIAL FOR CAREER PROGRESSION

(TO BE FILLED IN BY REPORTING OFFICER)

3.1 Advance knowledge and skills, organizing ability, effectiveness in follow up actions, initiative, effectiveness as a leader of men, ability to train and develop subordinates, please indicate on the basis of demonstrated strength and weakness.

3.2 Indicate if he has potential for under taking jobs in other functions, please state areas where he can move in the same grade.

3.3 Recommendation about planning the executives future career progression including special assignment, job rotation etc.

3.4 Assess hid potential for holding next higher position in the same functional area or any other area, should opportunities arise

SIGNATURE OF THE REPORTINGOFFICER145 | P a g e

PART-IV

REMARKS OF THE REVIEWING OFFICER

4.1 Length of service of the appraisee under the reviewing officer during the current yearFrom ----------------------------------------------- to -----------------------------------------------

4.2 General remarks about the work of the appraisee with specific comments, if modification/deletion to the appraisal made by the reporting officer

4.3 View regarding potential and career progression as in Part-III (if different from reporting officer’s assessment . Specific comments be made

NAME DESIGNATION SIGNATURE

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PART-V

REMARKS OF THE ACCEPTING AUTHORITY

5.1 Do you agree with the overall assessment of the reviewing/reporting officer as the case may be yes

No

5.2 If No, state your grading supported by specific reason

5.3 General comments if, any

Name Designation Signature with Date

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PART-VI

ASSESSMENT OF TRAINING AND DEVELOPMENT NEEDS

Year : ------------------------------------------------------------------------Name of the Appraisee : -----------------------------------------------------------------------Designation :-----------------------------------------------------------------------

Executives up to the level of E3 are generally imparted functional training and executives of the level of E4 and above are trained in general management abilities for shouldering higher responsibilities.

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6.1 Specific areas of knowledge/skill and or subjects in which the appraisee should have formal training/further guidance for improving his performance.

6.2 Development training afro general development so that he can shoulder higher responsibilities.

Signature of ReportingOfficer

Name & Designation

Reviewing officer’s comment on training and development needs of the appraisee.

Signature of Reviewing officer

Name and Designation

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QUESTIONNAIRE

Q1. What kind of performance appraisal method do you have?Ans. Two kinds of performance appraisal method is being fooled in OMC. One is for executives i.e. self appraisal and another is for non-executive i.e. confidential roll.

Q2. What are the dimension of P.A n your organization? A) Administrative B) Self improvementC) Career planning D) Organisation Development

Ans. As per the responses obtained 47% of respondents feel that the administrative dimension of P.A is mostly used in OMC.

Q3. The appraisal system adopted in the organization is open or closed ?Ans. According to my survey I found that 80% of my respondents agree that the system is closed one.

Q4. What is the frequency or period of appraisal in your organization?A) Quarterly B) Half-yearly C) Yearly Ans. 100% of the appraisers say that the period of appraisal in OMC is one year.

Q5. Does the appraisal help in pay hike? Yes/No ?Ans. 73% respondents are of the view that the appraisal system do not help in pay hike.

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Q6. Does the appraisal system help in identifying the training need of employees ? Yes NoAns. According to the responses 67% of the respondents the appraisal system help indentifying the training need of the employees.

Q7. Is the P.A.S regarded as a criterion for promotion? Yes/NoAns. Majority of the appraisers i.e. 93% agree of the view that the performance appraisal system is regarded as a criterion for promotion.

Q8. Does the performance help the employees to prepare themselves for future actions? Yes/NoAns. 94% of the respondents are of the view that the past performance help the employees or appraise to prepare themselves for future actions.

Q9. Whether the system identifies the potentials of the employees? Yes/NoAns. 53% of the appraisers are of the view that this system identifies the potential of the employees.

Q10. What are the qualities of the employees taken into account of the time of appraisal?A) Knowledge of work B) Ability to do the workC) Quality and quantity of outputD) Personal qualities like dependability, adaptability, initiative etc.E) Special Qualities like self-confidence, leadership etc.

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Ans. As per the responses obtained 53% of the respondents are of the opinion that the first three qualities such as knowledge of work, ability to do the work and quality and quantity of output are taken into account at the time of appraisal.Q11. Do the employees accept the critical evaluation and modification in a positive manner? Yes/No.Ans. 54% of the respondents are of the opinion that the employees accept the critical evaluation and modification in a positive manner.

Q12. Whether the standard of performance is established by management only or by the joint consultation between the employee and the management? Yes/No.Ans. In my opinion I found that 92% respondents favour that the standard of performance is established by management only. They have not introduced any joint consultation system between the management of the standards.

Q13. Does the appraiser get training for conducting the evaluation? Yes/NoAns. Majority of he respondents i.e. 88% are of the opinion that they do not get any training for conducting though evaluation.

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Q14. Do you appraise the employees onA) Performance B) QualityC) With vision of the candidateAns. 60% of the appraisers are of the view that they appraise the employees only on their performance.

Q15. Do you follow 3600 appraisal system? Yes/NoAns. 100 % of the respondents agree that they do not follow the 3600

appraisal system.

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TABLE FOR APRAISEE

Table-1

Q1. Does the appraisal system impartial to your knowledge ?

OPINION N=75 Percentage

Strongly Agree 10 12%Agree 55 74%Undecided - -Disagree 10 13%Strongly Disagree - -

Ans. Majority of the respondents i.e. 74% agreed that the present appraisal system is impartial.

Table-2

Q2. Have you faith and belief in your appraiser ?

OPINION N=75 Percentage

Strongly Agree 15 120%Agree 55 73%Undecided - -Disagree 5 7%Strongly Disagree - -Ans. Majority of the respondents i.e. 73% have faith and belief in their appraiser. But a minority of respondents i.e. 7% disagreed this view.

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Table-3

Q3. Is the appraisal system scientific?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 15 20%Undecided 20 27%Disagree 35 46%Strongly Disagree - -

Ans. According to 46% of the respondents the appraisal system is not scientific while 20% agree as the appraisal system is scientific and 7% strongly agree and 27% were left undecided

Table-4

Q4. Do you think appraisal system vitalize the promotion process?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 55 73%Undecided - -Disagree 15 20%Strongly Disagree - -

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Ans. Majority of the respondents i.e. 73% agree the appraisal system vitalize the promotion process while 20% disagree to this opinion 7% strongly agree

Table-5

Q5. Does the appraisal system help in identifying the obstacles to performance ?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 20 27%Undecided 10 13%Disagree 40 53%Strongly Disagree - -Ans. According to 53% of the respondents the appraisal system did not help to identify the obstacles to performance, While 27% agree, 7% strongly agree and 13% were left undecided.

Table-6

Q6. Do you think the qualities on the basis of which performance is rated are given equal

weightage and importance?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 55 73%Undecided - -Disagree 15 20%Strongly Disagree - -

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Ans. According to 46% of the respondents agree that the qualities on the basis of which performance is rated are given equal weightage and importance, While 27% disagree, 7% strongly agree and 20% were left undecided.

Table-7

Q7. Is your appraiser sometimes blased?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree -Agree 35 46%Undecided 5 8%Disagree 35 46%Strongly Disagree - -

Ans. While 46% agree that the appraiser is sometimes biased, the other 46% is disagreed, the remaining 8% were left undecided.

Table-8

Q8. Is there any provision of appeal if the appraisal is at fault?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 10 13%Agree 35 46%Undecided 15 20%Disagree 15 20%

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Strongly Disagree - -

Ans. According to 46% of the respondents there is provision of appeal if the appraisal is at fault. While 20% disagree, 14% strongly agree and the remaining 20% were left undecided.

Table-9

Q9. Do you think the present system needs any modification of change?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 50 66%Undecided 5 7%Disagree 10 13%Strongly Disagree 5 7%Ans. Majority of the respondents i.e. 66% think that the present system needs modification.

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Table-10

Q10. Does the system recognizes the potentialities?

OPINION N=75

No. of Respondents

Percentage

Strongly Agree 5 7%Agree 55 73%Undecided - -Disagree 15 20%Strongly Disagree - -

Ans. According to 46% of the respondents agree that the system recognizes the potentialities, while 40% disagree, 7% strongly agree while the rest 7% were left undecided.

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QUESTIONNAIRE

A study on ”Performance Appraisal” in OMC, Bhubaneswar

Questionnaire for appraiser

Dear Sir/Madam,I am conducting a study on “Performance Appraisal” in your organization as a part of course curriculum of MBA department of GYANA BHARATI

Please take a few minutes to complete this questionnaire. Your response with respect to the questions will be exclusively used for academic purpose. I would request you questions will be exclusively used for academic purpose. I would request you to provide your frank opinion, information provided shall be kept confidential.

Thank you for your cooperation.

Yours sincerely

RUTUPARNA SAMANTARAY

MBA(4th SEM)

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Name :

Age :

Qualification :

Designation :

Grade :

Department :

Pay scale :

Experience :

QUESTIONS

Q1. What kind of performance appraisal method do you have?

Q2. What are the dimension of PA in your organization?A) Administrative B) Self improvementC) Career planning D) Organization Development

Q3. The appraisal system adopted in the organization is open or closed?

Q4. What is the frequency or period of appraisal in your organization?A) Quarterly B) Half year C) Yearly

Q5. Does the appraisal help in pay hike? Yes/No.

Q6. Does the appraisal system help in identifying the training need of employees? Yes/No

Q7. Is the PAS regarded as a criterion for promotion ? Yes/No

Q8. Does the performance help the employees to prepare themselves for future action? Yes/No.

Q9. Whether the system identifies the potentials of the employees? Yes/No

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Q10. What are the qualities of the employees taken into account of the time of appraisal?A) Knowledge of workB) Ability to do the workC) Quality and quantity of outputD) Personal qualities like dependability, adaptability, initiative etc.E) Special Qualities like self-confidence, leadership etc.

Q11. Do the employees accept the critical evaluation and modification in a positive manner? Yes/No

Q12. Whether the standard of performance is established by management only or by the joint consultation between the employee and the management? Yes/No

Q13. Does the appraiser get training for conducting the evaluation? Yes/No

Q14. Do you appraise the employees on(A)Performance B) Quality C) With vision of the candidate

Q15. Do you follow 3600 appraisal system? Yes/No

Thanking You

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ss QUESTIONAIRE FOR APPRAISE

PERSONAL DATA

PUT A TICK MARK IN THE APROPRIATE BOX

AGE:i. Below 25 yearsii. 26 to 35 yearsiii. 36 to 45 yearsiv. 46 and above

SEX: Male/Female

EDUCATIONAL QUALIFICATION

i. Matriculationii. Intermediateiii. Graduationiv. Post Graduationv. Any other Professional Qualification

DEPARTMENT:DESIGNATION:EXPERIENCE:i Below 5 yearsii. 6-10 yearsiii. 11-15 yearsiv. 16-20 yearsv. Above 20 years

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QUESTIONS

1. Does the appraisal system impartial to your knowledge ?

2. Have you faith and belief in your appraiser?

3. Is he appraisal system scientific?

4. Do you think the appraisal system vitalize the promotion process?

5. Does the appraisal system help in identifying the obstacles to performance ?

6. Do you think the qualities on the basis of which performance is rated are given equal weightage and importance ?

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Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

DisagreeUndecided Strongly Disagree

AgreeStrongly Agree

7. Is your appraiser sometimes biased ?

8. Is there any provision of appeal if the appraisal is at fault ?

9. Do you think the present system needs any modification or change

10. Does the system recognizes the potentialities ?

Thanking you

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Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree

Strongly Agree

Agree Undecided Disagree Strongly Disagree