GENERAL INTRODUCTION

Appraisal is the evaluation of worth and quality of merit. It is the evaluation of present performance and feature capabilities. Employee appraisal techniques are said to have been used for the first time during the first world war, when at the instance of Walter dill Scott, thus army adopted the “man to man” rating system for evaluation military personal. During the 1922 to 1930 period, rational wage structures for hourly paid workers were adopted industrial units.

Meaning:

Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance refers to the degree of accomplishment of the tasks that makeup an individual’s job. It indicates how well an individual is fulfilling the job demands.

Performance is always measured in terms of results and not efforts.

Performance appraisal is the systematic description of an employee’s job relevant strengths and weaknesses.

The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement.

Appraisals are arranged periodically according to a definite plan.

Performance appraisal involves the employees, the manager or supervisor, and the larger organization unit. Each has objectives or hopes are that performance appraisal will accomplish. In many organizations performance is the basis for personnel programs, like, counseling, salary administration, or personal planning.

Sometimes it is the only formal programs of communication between boss and subordinate required by the company, very often – corporate personnel people will try to design a system to do too much. In selling the idea to

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management, they promise that it will solve many problems and it will provide data for several kinds of decisions. There are many possible uses for performance appraisal but a wise user of the technique will choose among the possibilities and confine performance appraisal to those activities that will meet limited specific goals.

IMPORTANCE AND PURPOSE

Performance appraisal has been consider as a most significant and indispensable tool for an organization, for the information it provides highly useful in making decision regarding various personnel aspects such as promotions and merit increases.

Performance measures also link information gathering and decision making processes. Which provide a basis for judging the effectiveness of personnel sub divisions such as recruiting, selection, training and compensation. Accurate information plays a vital role in the system (ex: marketing, finance, production). It is easier for managers to see which employees need training or counseling because jobs are grouped by categories.

Performance appraisal is method, which is very useful to the employees to achieve the targets. It is useful in

1. Self improvement

2. Help in deciding promotion

3. Help in self-evaluation

4. Help in personnel actions.

5. Help in creating healthy competition.

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Mc Gregor’s: Formal performance appraisals plans are designed to meet three needs.

1. They provide systematic judgments to back up salary increases, transfers, promotions demotions or termination.

2. They are means of telling a subordinate how he is doing, and suggesting needed changes in his behavior attitude, skills or job knowledge. They let him know “Where he is stands” with the boss.

3. They are use as a base for coaching and counseling the individual by the Superior.

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INDUSTRY PROFILE

POWER SECTOR REFORMS IN INDIA:

Introduction :

The power sector has transited to an era or controlled competition giving a

meaningful role for the private sector and the market to play in the nation's

infrastructure building. Reform in the power sector was officially kicked off in

September 1991 with the passing of the electricity laws (amendment) act, allowing

the private sector in power generation. This was followed by the center's resolution

in October 1991 that opened up electricity generation, supply and distribution to the

private sector. These came soon after the assumption of office by the Narasimha Rao

Government.

REFORMS IN THE STATE ELECTRICITY BOARD:

The reforms process turned active only in late 1996 with the adoption of the

"common minimum nation action plan for power" at the Chief Minister's

conference. This action plan, which laid the foundation for reforms, is the state

electricity boards [SEB's] have the following salient features.

Formulation of national energy policy.

Setting up of the central and state electricity regulatorycommissions.

Rationalization of retail tariffs.

Private sector participation in private distribution.

Streaming the role of central agencies concerned with project approvals.

Autonomy and improvement in the management and physical parameters of

SEB's.

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Srisailam left bank Power House. International agencies have are now

interested in taking part in VTPS stage -IV.

It took another 18 months before the reforms process got in to implementation

mode with the promulgation of the electricity regulatory commissions ordinance by

the president of India on April 25, 1998. This ordinance primarily gave legal shape

to the two cardinal features of the common minimum action plan establishment of

regulatory commission and rationalization of retail tariff. This provision invited

considerable flak from the prefer power lobby and was unceremoniously shelved

when the ordinance was passed in t, an I act of parliament on July 2, 1998, reducing

SERCs to toothless tigers as far as rationalization of retail tariff was concerned.

However, the clause requiring the State Government to compensate the person

affected by the grant of subsidy in the manner state commission may direct was

retained, there by giving some vestige of authority to the regulators.

Andhra Pradesh Power Generation Corporation Limited is one of the pivotal

organizations of Andhra Pradesh, engaged in the business of Power generation.

Apart from operation & Maintenance of the power plants it has undertaken the

execution of the ongoing & new power projects scheduled under capacity addition

programme and is taking up renovation & modernization works of the old power

stations.

When APSEB came into existence in 1959, APSEB started functioning with

the objectives of maintaining the power sector efficiently and economically

simultaneously ensuring demand meets the supply.

During the last decade inadequate capacity addition and low system frequency

operation of less than 48.5 Hz for more than half a decade considerably reduced the

power supply reliability.

The consumer have grown up from two and half lakhs to over one crore, the energy

handled per annum from 686 MV to over 40,000 MV. The annual revenue has

increased from mere Rs 65 crores to Rs 48000 crores. In the after reforms process is

taken up in a big way and RTPP could complete 2X250MU KTPS V- stage .

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HISTORY OF RTPP:-

RTPP came into existence on 28.12.1998 and commenced operations from

01.02.1999. This was a sequel to Government's reforms in Power Sector to

unbundle the activities relating to Generation, Transmission and Distribution of

Power. All the Generating Stations owned by erstwhile APSEB were transferred to

the control of RTPP.

The installed capacity of RTPP as on 31.03.2007 is 6760.9 MW comprising

3172.50 MW Thermal, 3586.4 MW Hydro and 2 MW Wind power stations, and

contributes about half the total Energy Requirement of Andhra Pradesh. RTPP is

third largest power generating utility in the Country next to NTPC and Maharashtra.

Its installed Hydro capacity of 3586.4 MW is the highest among the Country.

RTPP has an equity base of Rs.2107 crores with 10804 dedicated employees

as on 31.12.2006. The company has an asset base of approximately Rs.12000 crores.

Power Sector Status in India:

Generation during 2007-08 (April).

Daily reservoir levels.

Daily generation report.

Generation during 2006-07(April-March).

OUR POWER PLANTS:

Our power plants meet more than half the total energy requirement of Andhra

Pradesh as on 06-03-2007 RTPP owns, operates and maintains five Thermal Plants

with an installed capacity of 3172.5 MW, 17 Hydel Plants (including 3 mini Hydel

Plants) with an install capacity of 3586.4 MW, among them Tungabadhra HES is

joint project (80 : 20) with Government of Karnataka and Machkund power utility

(70 : 30) with Orissa Government, and 2 MW Ramagiri Wind Power Plant.

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RTPP has also undertaken operation and maintenance of Gas Power Plant at

Vijeswaram owned by APGPCL.

Thermal Plants

Hydel Plants

Wind Plants

Wind Plants

Name Address Capacity (MW) Date of Installation

Ramgiri wind Farm

HLC Colony,

Anantapur – 515001 2 10 / 10 / 1994

Anantapur – (Dt)

Phone 08554 – 276541

ORGANISATION STRUCTURE:

7Chairman

LAND MARKS & ACHIEVEMENTS:

Unit 3 (210 MW) of Vijayawada Thermal Power Station has established a

National Record of continuous service for 441 days from 14.12.2004 to

28.02.2006

• RTPP is the third Largest Power utility in the country in terms of Installed

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Managing Director

Director(Projects)

Director(Finance)

Director(Comml)

Director(Technical)

Director(Hydel)

Director(Thermal)

CGM (IR) NCCGM (HR)

Chief of Vigilance& SecurityCGM (Adm)

E.D (InformationSystem)

J.S (Personnel)

Capacity - 6760.9 MW

• Our Hydro Installed Capacity 3586.4 MW is highest in the country.

• Thermal plants are consistently winning the Gold and silver medals for

Meritorious Productivity Award

• AMRP LIFT IRRIGATION Scheme is taken up and completed well below the

stipulated time & budget .In that, the pumping station commissioned (18 MW) is

first such one in India where water is lifted to an height of lOOMts.

• Srisailam complex is the largest hydro power station with installed capacity 1670

MW in the country.

• Nagarjuna Sagar Left canal Power* House is the first hydro station in the country

to use SCQCA for operation of the units from control room besides enhancing

the Excitation and Governor systems with microprocessor controls.

• Pochampad Hydro electric Scheme is the first hydro power station to use

microprocessor controls in the powerhouse

• Thermal generation during 2004-05 - 23360 MU - is highest ever achieved by

RTPP

• The average PLF of 89.7 % during 2004-05 is the highest ever achieved and

highest in the country when compared with the utilities having comparable

installed capacity and vintage.

• Since 1994-95 VTPS and RTPP are occupying top two positions in terms of PLF

rankings, except in the year 1999-00 in which RTPP stood second. VTPS stood

FIRST in the country during 1994-95, 1995-96, 1996-97, 1997-98, and 2001-02

and RTPP stood first in the country during 1998-99, 2000-01, 2002-03 and

2003-04.

• VTPS has beenxeceiving Meritorious Productivity Award for last twenty

consecutive years and bagged Gold Medal 9 times in a row since 1994-95.

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• RTPP has been receiving Meritorious Productivity Award for last six consecutive

years and bagged Gold Medal five years in a row since 1998-99.

• KTPS V Stage has been receiving Meritorious Productivity Award for last four

consecutive years and bagged Gold Medal four times in a row since 1999-2000.

COMPANY PROFILE

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HISTORICAL BACKGROUND OF RTPP, KADAPA (Dist),A.P. :-

A Beginning almost a century after the invention of electricity it was introduced in India for commercial use in a humble way. For the first time in the year 1889 a mini hydroelectric powerhouse with a capacity of 15KW was constructed on a small rivulet in Darjeeling district and electric power was supplied in its vicinity. Within, two decades, in 1909 a 10KW diesel set was installed in Hyderabad for supply of electricity to the king's palaces. This was the first step in the development of electric power in Andhra Pradesh (HYDERABAD).

GENERAL:-

Rayalaseema Thermal Power Project is one of the major Powers generating

facilities in Andhra Pradesh to meet the growing demand for power in the Southern

part of the state. The Project envisaged the installation of 2X210 MW of Thermal

Generation units under Stage -1.

LOCATION:

The Project is located at a distance of 8 KM from Muddanur Railway station

of South Central Railway on the Chennai - Mumbai Railway line. The site selected

is at an adequate distance from the populous Town and the land belonged to the

Government and was not in use. It is quiet near to the existing Railway line and

Transmission lines of AP TRANSCO.

The water requirement for the Project is met from Mylavaram Reservoir,

which is at 20 KM from the Project through two dedicated pipelines.

COAL LINKAGE:

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The main Coal Linkage to RTPP is M/s SCCL and is transported through rail.

Occasionally RTPP gets the coal requirements from M/s MCL, Orissa and this is

transported through 'Rail-Sea-Rail' Method.

OBTECTIVE OF THE PROJECT:

The Rayalaseema region is in the Southern part of the state and most of the

generation facilities are in the Northern part of the state, except for two major Hydel

stations in the Central part of the state. The Rayalaseema region thus used to get

power through long EHT line and frequently it is used to face the low voltage

problem particularly during the summer when the Hydel stations generations goes

down. The region is a drought prone area and has to depend on Industrial growth for

its economic development power bring basic need, RTPP has ensured the proper and

quality supply the objective also improved the base load Thermal generating

capacity of the AP Grid.

PROTECT COST:

The original cost of the Project as approved by the Planning Commissioner is

Rs 503.71 crores and the revised cost of the Project based on actual expenditure is Rs

860.30 crores and the increase over general cost is 70

RTPP ITS VISION, MISSION AND CORE VALUES:

Our Vision:

• To be the best power utility in the country and one of the best in the

world.

Our Mission:

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• To generate adequate and reliable power most economically, efficiently and

eco-friendly.

• To spearhead accelerated power development by planning and

implementing new power projects.

• To implement Renovation and Modernization of all existing units and

enhance their performance.

Core Values:

To proactively manage change to the liberalized environment and global

trends.

To build leadership through professional excellence and quality.

To build a team based organization by sharing knowledge and empowering

employees.

To treat everyone with personal attention, openness, honesty and respect they

deserve.

To break down all departmental barriers for working together.

To have concern for ecology and environment.

CORPORATE OBTECTIVES:

• To operate and maintain Power Stations availability ensuring minimum cost

of generation.

• To add generating capacity with in prescribed time and cost.

• To maintain the financial soundness of the Company by managing financial

operations.

• In accordance with good commercial utility practices.

• To adopt appropriate Human Resources development policy leading to

creation of team of motivated and competent power professional.

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SPECIAL FEATURES AT RAYALASEEMA THERMAL POWER PROTECT;

• At RTPP, the Coal Bunkers and Mills are located. Boiler House and ESPS

unlike usual arrangements else where in the Country placing the Bunkers and

Mills in between the Turbine House and the Boiler thus, Turbine House is

totally isolated from the Mills and it will ensure the dust free atmosphere in

the Turbine House and also ensure the easy accessibility of Mills for

maintenance.

• Multiple fuels Chimney are also a new feature of this Power Station.

• Tower type Boiler of single pass design manufactured by M/s BHEL limited

under collaboration M/s Stein Industries [France].

• This type of Boiler will have less erosion and will be better then the two pass

Boiler for high ash content coal also maintenance of Super Heaters and

Economizers.

♦ Turbo-Generator was supplied by M/s BHEL and is manufact ured by M/s

KWU, West Germany.

♦ Tubular Mills in place of Bowl Mills are employed which can run for a very

long durations with out stopping as the Grinding Media can be fed in to the

Running Mill. Another advantage is more fineness of coal can be achieved

and smoother control over the varying loads.

♦ Distributed digital and M/s BHEL (DDC System) by M/s Yakogowa Blue

Star Limited and M/s BHEL (PROCONTROL) is employed for effective and

efficient control of Boiler, Turbine and Generator and their auxiliaries.

♦ A new system called Dry ash system, which stores the Dry ash in SILOS and

is being issued to cement and brick Industries around the Rayalaseema region.

♦ Approximately Rs 5.00 lakhs per annum is being invested to improve the

Green Belt in the Power House and Colony premises.

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ELECTRICITY PROGRESS IN A.P.(19911-1922):

The electricity department was established in 1911 under the Government

Mint. Later Hussain Sugar Bund was electrified on Saturday 25 th October; 1913 A.D

and street electrification work was started within and outside the Municipal limits of

Hyderabad and electricity was provided on the residency roads. In Hyderabad 10

substations were erected for the distribution of power in the city. The tariff was 6

annas (Osmania sikka) per unit with a minimum of Rs.5/-O.S.per month.

Programmes of expansion to cover other town if the Nizams State was take up.

Under this programme steps were taken to generate electric power at Aurangabad,

Raichur, Warangal, and Gulbarga etc.

The Government of India framed Electricity rules in 1910 so as to ensure fair

distribution and supply of power as well as take all necessary precaution for the

use of power by the consumers and concerned departments.

POWER DEVELOPMENT IN A.P AN OPPORTUNITY KNOCKING:

We are standing at the entrance of 21st century and opportunity is knocking at

its door. The end of the century offers us the opportunity to assure India's and in

particular our state's electricity needs for decades to come.

Electricity demand in A.P is estimated to grow at an annual compound growth

rate of around 10% as against the National growth rate of 6.8%. The installed

capacity of A.P state Electricity Board has grown from 213 MW in 1960-61 to 6124

MW at present (Excluding central share).

The available capacity in A.P is 6135.5 MW, which includes 897 MW from

central generating stations. As the capacity addition could not keep pace with the

growth in demand, a shortage of 2000MW in the installed capacity exists now. The

growth in demand has been mainly due to extensive Rural Electrification

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Programme and energisation of agricultural pump sets at one-lakh pump sets per

year since 1985-86 besides increase in domestic loads.

A.P.S.E.B has long been a trendsetter in breaking new paths and adopting the

STATE-OF-THEATRE technology in its power plants. The technology adopted in

the power station has been continuously upgraded both in the Hydro and Thermal

station and also in transmission distribution and general management to enhance the

productivity and improve the operations.

RAYALASEEMA THERMAL POWER PROJECT STAGE - 1:

Rayalaseema comprises of four districts Kadapa, Kurnool, Anantapur and

Chittoor which are considered to be in backward region and the area lags behind in

all respects such as Agriculture, Industry and education prior to the Industrial

development, Agriculture is purely dependent on rainfall. People used to live on

Agriculture sector owing to the advancement of Science and Technology some of

barites and Mine Industries were started subsequently and more Industries were

established in this region. Added to this, the region is considered to be hottest region

and temperature often goes up to 50 degrees centigrade in summer. Therefore the

need for Electricity to meet the necessity of the inhabitants and the Industrial belt of

this region was felt, as the supply that was generated by the Agencies was found

insufficient. Hence the Government established Rayalaseema Thermal Power

Project in 1994. Rayalaseema Thermal Power Project is one of the major power

generation facilities began developed in Andhra Pradesh to meet the growing

demand for power. The project envisages the installation of 210 MW power

generation units under Stage -1.

The first 210 MW under commissioned on 31-3-1994 and second unit on 25-

2-1995. Rayalaseema region is in the Southern part of the state and most of the

generating facilities are in the Northern part of the-state for except two major Hydel

stations in the Central part. The Rayalaseema region therefore gets in power

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therefore gets power needs through long EHT lines and frequently face low voltage

problem particularly during summer when the Hydro stations generations goes

down. Priority is therefore given for Industrial development and power being the

basic infrastructure; it is necessary to ensure proper power supplies. In this context

the RTPP is taken up not only to improve the base load capacity of the Grid but also

to ensure proper voltage profile in the area under all conditions.

RAYALASEEMA THERMAL POWER PROTECT STAGE – II:

Salient Features:

Installed Capacity 420 MW (2 x 210 MW)Estimated Cost Rs.1640 CrLocation V V Reddy Nagar-516 312, Kadapa (Dt)Coal Source Singareni Coal Collieries LimitedWater Source Mailavaram DamUnits Commissioning Unit-Ill : January,2007Schedule Unit-IV : July, 2007Financial Assistance Power Finance Corporation, Rural Electricification

Corporation, Central Bank & Indian Overseas Bank.

STATUS AS ON 04.06.2007:

■ All Statutory Clearances/Approvals obtained

■ Total Project cost including IDC is about Rs. 1640 Crores (Rs. 3.90 Cr per MW).

■ Contract for Main Plant and balance of plant except coal & ash plants and civil works was awarded to BHEL on 27.12.2003 at Rs.1125 Cr.

■ Contracts for major civil works like Foundations, Structures, Cooling Towers, Chimney, C.W.Pump House and Railway siding were also awarded and civil works are under brisk progress.

Financial Closure achieved through PFC, REC, Central Bank and Indian Overseas Bank.

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RAYALASEEMA THERMAL POWER PROJECT STAGE - III;

Salient Features:

Installed Capacity 710 MW (1x210 MW + 1x500 MW)Installed Cost Rs. 2800 CrLocation V. V Reddy Nagar-516 312, Kadapa (Dt)Coal source It is being FinalizedWater source Mailavaram DamUnits Commissioning Unit-V: February, 2009Schedule Unit-VI: March, 2010Financial assistance Power Finance Corporation,

Rural Electricification Corporation

STATUS AS ON 31.05.2007:

• Honorable Chief Minister during dedication of 3rd Unit of RTPP Stage-II on

24.01.2007 directed RTPP to immediately take up another 210 MW and

ensure that the unit is commissioned by February 2009.

• A DO Letter was addressed to Director (Power), M/s. BHEL, New Delhi by

MD/RTPP to go ahead with the project with the Zero Date as 24.01.2007

subject to finalization of technical scope and prices.

• RTPP Board has accorded approval for establishment of RTPP Stage-III Unit-

5 (1x210 MW) in the 64th Board Meeting held on 30.03.2007.

• The Irrigation Dept. was addressed vide MD/RTPP Letter Dt.24.02.2007 for

allocation of 16 Cusecs of water for Unit-5 of RTPP-Stage III and allocation

is not yet received.

• CEA was addressed vide CE/Comml. Letter Dt.26.02.2007 for allocation of

1.03 million Tons of coal from Singareni or from Mahanadi coalfields and the

coal allocation is not yet received.

PLANT DESIGN

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LOCATION OF THE PROTECT:

The project is located at a distance of 8KM from Muddanur Railway station

of south Central Railway on the BROADGUGE RAILWAY LINE connecting

CHENNAI-MUMBAI. The site near Mekalabayalapalli is selected for the Thermal

Power Project as it is at an adequate distance from populous towns and the land is

government land not put to any use. The site is comparatively nearer to

MALAVARAM RESERVOIR, which supplies water. It is quite near to the existing

railway lines. Transmission lines of A.P grid are also nearby to supply construction

power, later for evacuation of power generated and supplying reliable power.

COST ESTIMATES:

The total cost of the project was estimated at Rs503.71 crores based onl987

prices and now revised to 840 crores and it is financed partly by Asian development

bank, Manila and partly by Power Finance Corporation, Delhi and self finance.

ESSENTIAL INPUTSJO PROTECTS:

□ Land: An extent of 2621.587 acres of Government land has been acquired for

the main plant, colony ash pond and marshalling yard areas. In addition to

that 52.59 acres of patta land was also acquired.

□ Water Supply: The water required for running of the Power Station is being

drawn from the Mylavaram Reservoir through a 21 KM long steel pipeline.

Government of Andhra Pradesh Irrigation Department has allocated 40 cusecs

of water from the reservoir through out the year for the Project.□ Coal supply: The Power Station requires about 1.5 million tones of coal

every year, which is being supplied from the Singareni Collieries under long-

term coal linkage arrangements. The coal is being transported to Power House

side by rail transport over a distance of about 800 KM by one of the routs,

Vijayawada-Gudur-Renigunta. An approach railway line is formed from

Muddanur Railway Station to the Project site as a part of the Project. Of late,

coal supply is arranged from TELCHER also (State of Orissa in Eastern India).

□ Evacuation of Power: The Power generated at the project is evacuated

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through 220 KV transmission lines to Yerraguntala, Kadapa, Anantapur,

Srisailam and the Grid at Chinakampalli.

□ State of Clearances: All the clearances required for the construction of the

Project like "No Objection" from Airports Authority," No Objection, from the

State Pollution Control Board and clearance from environmental angle were

obtained. The Planning Commission, Government of India wide letter dated

9-3-1998 accorded investment approval for the Project at an estimated cost of

Rs 503.71 crores for the Power station based on 1987 prices (Revised to Rs

840 crores).

SALIENT FEATURES OF THE PROTECT:

Single Tower types Boilers on concrete pylons with a capacity of 690 T/HR.

at a pressure of 155 Kg/cm sq and at 540 degree centigrade for each unit reinstalled.

□ Milling Plant: Three horizontal tube mills each having capacity of 105

T/HR. are provided for each of the boilers.

□ Electrostatic Precipitators: In order to achieve total pollution control 6 field

Electrostatic precipitators having capacity of 13, 82,000 M/s and 99.89%

efficiency are installed.

□ Chimney: A 220 m tall chimney with two flues conforming to the latest

requirement of "Emission Regulators" is installed.

□ Turbo Generators: Germany designed steam Turbines with lower heat rate

with 3 cylinders reaction type. Microprocessors based Automatic Turbine

runs up systems are installed.

□ Generator Transformers: % No. s 240 MVA, 15.75, 236 K.V, 3 phase step

up transformers, one for each unit are installed for evacuation of Power at

220KV.

□ Instrumentation & Controls: Total automation and highly sophisticated

DDC control system with advance control features.

□ Coal Handling Plant: The coal handling plant has two wagon tipplers

complete with weighing arrangement and double stream conveying system

and one stacker re-claimed of 1275 T/HR.

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□ Ash Handling System:

■ Bottom Ash System: Bottom Ash System provided for the collection of

furnace bottom ash through water impounded storage type bottom ash hopper.

The ash blurry is being pumped to ash pond.

■ Fly Ash Removal System: A wet removal system in which fly ash is collected

in the hoppers of electrostatic precipitators, air heaters etc., is mixed with

water and sluiced to ash slurry sump by means of high pressure sluicing jets.

Dry fly ash system is intended for recovery of dry fly ash from the selected

rows of ESP hoppers.

This system will empty the dry fly ash-to-ash silos from where the ash is

unloaded into vehicles for using in the manufacture of cement.

□ Water Treatment Plant: Water Treatment Plant produces 225 Cu/hr of DM

plant water through three steams of capacity 75Cu/hr each to meet the

requirements of stage-1.

□ Circulating Water System: The circulating water system uses water from

Mylavaram Reservoir through natural draught cooling towers with provision

for make up water needs. One cooling tower for each unit is constructed.

Three circulating water pumps each having 50% capacities is installed for

each unit.

□ Switch Yard: The generated voltage of the units is being stepped up to 220

KV by means of 240 MVA, 15.75 KV/236 KV unit step up transformers and

deed to the 220 KV transmission lines through

□ Load Growth: This project is located in the load center of the Grid and there

is consistent Load Growth around this Project every year.

ACHIEVEMENTS:

> Station achieved all India First position for the 1998-99, 2000-01, 2002-03 and

2003-04.

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> Station achieved all India Second position for the year 1999-2000, 2001-2002.

> Station achieved CEA Silver Medal for the year 1997-1998.

> Station achieved CEA Incentive Awards for auxiliary Power

consumption for the years 1996, 1998 and 1999.

> Station achieved CEA Incentive Awards for specific Oil consumption for the

years 1996, 97, 98, 99, 2000, 2001 and 2002.

> Stations achieved highest ever PLF of 94.9% for the year 1999-2000 in RTPP.

Stations PLFs achieved:

Year Plant Load 1

1994-95 00.62

1995-96 35.98

1996-97 66.22

1997-98 81.07

1998-99 91.46

1999-00 94.88

2000-01 94.46

2001-02 94.43

2002-03 94.83

2003-04 92.202004-05 91.162005-06 64.442006-07 89.52

ENVIRONMENTAL DEVELOPMENT IN RTPP:

22

Measures have been taken to check environmental pollution by plantation viz, avenue Plantation Development of Green Belt area, Lawns, Gardens were extended in and around RTPP to establish environmental and ecological balances as follows.

REVIEW OF LITERATURE

23

SI. No. Area No. of Plants

1 Main Plant Area 1045

2 Coal Plant Area 550

3 D.M. Plant Area (lawns) 8550 Sq.mts

4 Colony Area (lawns) 770 Sq.mts

5 Around Plant Area 775 Sq.mts

6 Development of Green Belt inside 4850 Sq.mts

INTRODUCTION:

It is common knowledge that without a continuous development of employee

competencies to organization can survive, today let alone grow or compete to be

defective every manufacturing organization needs competent people in all areas

whether they be cost

DEFINITIONS OF HUMAN RESOURCE MANAGEMENT (HRM)

EDWARD FLIPPO

According to him “HRM is the planning, organizing, directing & controlling

of procurement, development, compensation, integration, maintenance & separation

of human resources to the end of that individual organization & social objects are

accomplished”.

Human resource management is the management of employee's skills.

Knowledge, abilities, talents, aptitudes etc., in human resource management

employee is treated not only as economic man but also social and psychological

man. It is apart of management. It is concerned with the people and their relationship

with an organization. Human resource management is concerned with employees

both as individuals and as group in attaining goals. It is concerned with behavior,

emotional and social aspects. It covers all levels and all categories of employees.

Human resource management is a strategic management of not only technical skills

but also other factors of the human resource employees are used for the multiple

mutual benefits of the organization employees and their family members.

Human resource management means employing people, developing their

human resource management compensating their services in tune with the job and

organization requirement.

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HUMAN RESOURCE DEVELOPMENT:

Human resource development is a process in which the employees of an

organization are helped and motivated to acquire and develop technical, managerial

and behavioral knowledge, skills and abilities and mould the values, beliefs,

attitudes necessary to perform present and future roles by realizing highest human

potential with a view to contribute positively to the organizational, group, individual

and social goals.

Role of human resource in Indian society:

Organizations exist in the society. They are a part of the society and thy derive

strength from it. In order to be effective it is necessary that the organization are the

major cultural characteristics of the society in which they exist. In order to

understand cultural context of Indian organization it may be useful to pay attention

to some important cultural characteristics in India. We consider both the positive and

negative aspects where change is required.

In the Indian culture there ha always been concern for other although this

concern has not acquired the same character as concern for community. However

one important characteristic of Indian culture ha been its high extension motivation

which is reflected in several traditions in their country.

The aspects of loyalty of organization are strong factor especially among the

older generation with the organization. So they refuse to accept certain realities of

the organization especially weakness. Their emotional attachment to the

organization prevents an objective view of the existing state affairs.

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In the Indian culture when a person takes a particular role he finds it difficult

to accept him in a new role. In many organizations fatalism which by implication

means of trusts one can do something about certain things and their controls of

somewhere outside leads to cynical tendency.

Indian culture by nature is individualistic even though there has been tendency

to show concern for the world and other. When the basic concern of the individual is

for self, the tendency to trust others is low. This is often repeated in organizations

where collaboration may be low because the tendency to trust other is low.

APPRAISAL PROCESS:

STEP: -1 Establishment of performance standards

STEP: -2 Communications of these expectations

STEP: -3 Measurement of performance

STEP: -4 Comparison of actual performance with standards

STEP: -5 Discussion of the appraisal with the employee.

STEP: -6 Initiation of corrective action when necessary.

Subordinate and then have the subordinate accept the appraisal in constructive

manner. Appraising performances touches on one of the most emotionally changed

activities the assessment of another individual's contribution and ability. The

impression that subordinates receive about their assessment has a strong input on

their self-esteem and very important, on their subsequent performance. Of course,

conveying good news is considerably less difficult for the manager and the

subordinates than conveying the bad news that performance has been below

expectations. In this context, the discussion of the appraisal can have negatives as

well positives motivational consequences.

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It provides a clear understanding to the superior about this subordinates

contribution & the capability or potentiality to contribute

It serves as a basis for improving the quality & quantity of performance of the

executives in their present work.

It helps to identify the strengths & weaknesses and to introduce methods to

make the best use of the strength to overcome weakness.

Enables to locate the problems which may stand on the way of performance so that

corrective action can be taken to improve the performance.

Enables the concerned executive to know, where he stands and to know his worth.

Provides the basis for the superior to direct his subordinates to accomplish the

performance, while it enables the subordinates to understand their superior's

expectations.

■ Appraisal provides basis for promotion

■ It provides basis for fixing compensation and incentives

■ Provides basis for setting realistic standards

Definition:-

"Performance appraisal is a formal structured system of measuring and

evaluating an employer's job behaviors and outcomes to discover how and why the

employee is presently performing on the job and how the employee can perform

more effectively in the future so that the employee, organization and society all

benefit

Objectives of performance appraisal

♦ Developmental uses.

♦ Administrative uses.

♦ Organizational maintenance

♦ Documentation purpose.27

Multiple purpose of performance appraisal:

GENERAL APPLICATION SPECIFIC PURPOSE

Developmental uses Identification of individual needs

Performance feed back

Determining transfers and jobs

Administrative uses Salary promotion

Rentation or termination

Recognition of individual

Lay – offs identification of

performance

Organizational objectives HR Planning

Determining organization

Training needs

Evaluation of organization

Goal achievement

Evaluation of HR systems Documentation

Criteria for validation

Documentation for HR

Decisions

Purpose of employee assessment:

■ To effect the promotions based on competence and performance

■ To assess the training an development needs of employees

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■ To let the employees know where they stand in so far as their performance is

considered and to assist them with constructive criticism and guidance for the

purpose of development

■ To improve communication. Performance appraisal provides a format for

dialogue between the superior and subordinate and improvers understanding

of personal goals and concerns. This can have the effect of increasing trust

between the rate and the rate

■ Finally, performance appraisal can be used to determine whether hr

programmes such as selection, training and transfers have been-effective or

not.

Uses of performance appraisal:

■ Performance improvement: performance feedback allow as the employee,

manager and personal specialists to intervene with appropriate actions

thermal improve performance

■ Compensation adjustments: performance evaluation help decision makers

determine who should receive pay rises. Many firms grant part or all of their

pay increases and bonus based upon merit, which is determined mostly

through performance appraisals

■ Staffing process deficiencies: good or bad performance implies strengths or

weaknesses in the personnel department are staffing procedures.

■ Informational in accuracies: poor performance may indicate errors in job

analysis information. HR plans, or other part of the personnel management

information system. Reliance on inaccurate information may have lead to

inappropriate hiring, training or counseling decisions

■ Job design error: poor performance may be symptom to ill-conceived job

design. Appraisal help diagnose these errors.

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■ Equal employment opportunities: accurate performance appraisals that

actually measure job performance ensure that internal placement decisions are

not discriminatory

■ External challenges: sometimes performance is influenced by factors outside

the work environment, such as family, financial, health, or other personal

matters, if uncovered through appraisals the HR department may be able to

provide assistance

■ Feedback to human resources: good or bad performance through out the

organization indicates how well the resources function is performing

Problems of performance appraisal:-

The major problems in performance appraisal are

Rating biases:-

The problem with subjective measure (is that rating which is not verifiable by

others.) has the opportunity for bias. The rater biases include

> Hallo effect

> The error of central tendency

> The leniency and strictness biases

> Performance prejudice

> The regency effect

> Perceptual set

> Performance dimension behavior

> Spillover effect and

> Status effect.30

Halo effect:

It is the tendency of the tares to defend excessively on the rating of one trait or

behavioral consideration in rating all the traits or behavioral considerations. One

way of minimizing the hallo effect is appraising all the employees by one trait before

going to rate on the basso another trait.

The error of central tendency:

Some raters follow play safe policy in rating-by-rating all the employees around the

middle point of the rating scale and they policy because of answerability to

management or lack of knowledge about the person or job he is rating or least

interest in his job.

The leniency and strictness:

The leniency bios crops when some raters have a tendency to be a liberal in their

rating by assigning higher rates consistently. Such rating doesn't serve any purpose.

Equally damaging one is assigning consistently low rates

Personal prejudice:

If the rater dislikes nay employee or any group, he may rate them a lower end,

which may distort the rating purpose and affect the career of these employees

The regency effect:

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The rater remember recent actions of the employees at the time of rating and at the

time of basis of these recent action-favorable or unfavorable rather than the whole

activities

Perceptual set:

This occurs when the rater's assessment is influenced by previously held beliefs.

Performance dimension behavior:

This occurs when the rater's assessment is influenced by previously held beliefs.

Spillover effect:

This refers to allowing past performance appraisal ratings to unjustifiably influence

current rating. Past ratings, good or bad, result in similar rating for the current period

although the demonstrated behavior doesn't deserve the rating, good or bad.

Status effect

It refers to overrating of employees higher level jobs held in the high esteem, and

underrating employees in lower level job or jobs held in low esteem

■ Failures of superiors in conducting performance appraisals and post

performance appraisals interviews

■ Most part of the performance is based on the subjectivity

■ Less reliability and validity of the performance appraisal techniques

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■ Negative ratings affects inter personal relations and industrial relations

systems.

■ Feedback and post appraisal interview may have a setback on production

■ Management emphasizes on punishment rather than development of

employee in performance appraisal

■ Some ratings particularly about the potential appraisal are purely based on the

guesswork

■ Some superiors completed appraisal reports within a few minutes

Methods of performance appraisal:

With the evolution of evolution of the appraisal system number of methods or

techniques of performance appraisal have been developed. They are as follows

Traditional methods ... Modern methods

Graphic rating scale method Behaviorally anchored rating.

Ranking method Assessment center

Paired comparison method Human resource accounting

Check list method Management by objectives

Forced distribution method psychological appraisal

Essay method

Group appraisal

Confidential reports

Critical incident method

Traditional methods:-

1. Graphical rating scales: 33

Graphic rating scales compare individual performance to an absolute standard.

In this method, judgment about performance is recorded on a scale. The appraisers

are supplied with printed forms, one for each employee. These forms contain a

number of objectives, behavior and traits based character and qualities to be rated

like quality and volume of work, job knowledge, initiative etc.,

2.Ranking method:

Under this method the employees are ranked from best to worst on some

characteristics. The rater first finds the employee with the highest performance and

the employee with the lowest performance in that particular job category and rates

the performer as the best and the later as the poorest. Then the rater selects the next

highest and the next lowest and do on until he rates all the employees in that group.

3.Forced Distribution method:

The rater may their employees at higher or at the lowest end of the scale under

the earlier methods .forced distribution method is developed to assigning the

points to the performance of each employee has to distribute his ratings in a pattern

to confirm thermal normal frequency distribution.

4. Paired comparison method:

This method is relatively simple. Under this method, the appraiser ranks the

employees by comparing one employee with all other employees in the group, one

at a time.

5. Checklist method :

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The checklist method is a simple rating technique, in which the superior is

given a list of statements or words and asked to check statements representing the

characteristics and performance of each employee.

6. Critical incident method:

Critical incident appraisal focuses the rater's attention to those critical or key

behaviors that make the difference between doing a job effectively and doing it

ineffectively. What the appraiser does is write down in a specially designed

notebook, the superior rates the performance on the basis of notes taken by him.

7. Essay appraisal:

This appraisal method requires manager to write a short essay describing each

employee's performance during the rating period. The format emphasis evaluation

of overall performance based on strength and weakness of the employee

performance rather than specific job dimensions, asking supervisors to enumerate

specific examples of employee's behavior. The essay technique minimizes

supervisory bias and halo effect.

8. Group appraisal:

Under this method an appraiser is by a group of appraisers. This group

consists of the immediate supervisor of the employee to other supervisors who has

close contact with the employee's work, manger or head of the department and

consultants.

9. Confidential reports:

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Under this method, superior appraise the performance of his subordinates

based on his observation's judgment and intuitions,. The supervisor keeps his

judgment and report confidentially. In other word the superior does not allow the

employee to know the report and his performance.

MODERN METHODS:-

1. Behaviorally anchored rating scales (BARS):

This method combines elements of the traditional rating scales and critical

incidents methods. Using BARS, job behaviors from critical incidents effective and

ineffective behaviors are describing more objectively. These method employees

individual who are familiar with a particular job to identify its major components.

They rank and validate specific behavior for each of the component.

2. Assessment center:

This is not a technique of performance appraisal by itself. In fact it is a system

or organization where various experts do the assessment of several individuals by

using various techniques. In this approach individuals from various departments are

brought together to spend two or three days working on an individual or group

assignment similar to the ones they would be handling when promoted. Observers

rank the performance of each and every participant in order of permit.

3. Human resource accounting:

HR accounting deals with the cost of contribution of human resources to the

organization. Cost of employee include cost of man power planning, recruitment,

selection, induction, placement, training, development, wages and benefits etc.,

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employee contribution is the money value of employee service, which can be

measured by lab our productivity or value added by human resources

4. Management by objectives:

Management by objectives (MBO) is a process where by the superior and

subordinate managers of an organization jointly identify its common goals, define

each individual major areas of its responsibilities in terms of results expected of

him, and use these measures of guides for operating the unit and assessing the

contribution of it's members.

Thus, MBO focuses attention on participative set goals that are tangible,

verifiable and measurable. The emphasis is on what must be accomplished rather

than how it is to be accomplished.

5. Psychological appraisal:

Psychological appraisals are conducted to assess the employee potential.

Psychological appraisal consists of In-depth interviews Psychological tests

Consultations and discussions with employees Reviews of other evaluations

Discussions with the superiors, subordinates and peers.

Components of Appraisal Evaluation:

Performance appraisal is the process that measures employee performance. It

involves deciding:

Who is to appraise?

Who is to be appraised?

When to appraise?

Where to appraise?

How to appraise?

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Who is to appraise?

In the view of rusher man, one or more individuals involving a combination

of immediate supervisor can accomplish the appraisal. Other manager acquainted

with the assessment work, a higher- level manager a personal manager, peers the

assesses himself and the subordinates.

1. The immediate supervisor:

Supervisors include superiors of the employee. Other supervisors having

knowledge about the work of the employee and department head or manager.

Further more, the immediate supervisor is probably test able to relate the

individual's performance to what the department and organization are trying to

accomplish.

2. Peers:

Peer appraisal may be reliable if the work group is stable over a reasonably

long period of time and performs tasks that require interaction.

3 . Subordinate:

Appraisal by subordinates can be a useful input to the immediate supervisor's

development. This concept is being used on more organizations today, especially in

developed countries. A recent issue of business world has reported the "Bottom-up

appraisal" in Thomas cook where less than five subordinates appraised the

DGM/HRD. It is reposted that Hindustan, Ciba, Wipro all are using 'Upward

appraisal' as a feedback system to improve performance. This bottom-up appraisal

not only gives feedback about the bosses, but also gives to subordinates a feeling of

participation.

4. Self Appraisal: 38

If individual understand the objectives, they are accepted to achieve and the

standard by which they are to be evaluated, they are to a great extent in a best

position to appraise their own performance. Also, since employee development

means self-development. Employees who appraise their own performance may

become highly motivated.

5. Consultants:

Sometimes, consultants may be employed for appraisal when employees or

employers do not trust supervisor appraisal and management does not trust the self-

appraisal or peer appraisal or subordinate appraisal.

A) What to be appraised?

What is to be appraised varies from company to company, management to

management. Importance is given not only to the performance, but also for the

future potential.

The common traits used in appraising personnel are:

Regularity of attendance

Self-expression; written or oral

Ability to work with others

Leadership styles and ability

Initiatives

Technical skills

Judgment skills

Creative skills

Level of acceptance by subordinates

Knowledge of systems and procedures.

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B) When to appraise?

Informal appraisals are conducted whenever the superior or personnel

manager feels it necessary. However, systematic appraisals are conducted on a

regular basis. Say for example, every six months or annually. One study of 244

firms found that appraisals are most of them conducted once a year.

C) Where to appraise?

The evaluation normally is done at the work place or office of the supervisors.

Informal may take place at anywhere both on the job, in work situation and off the

job.

D) How to appraise?

The company must decide what different methods are available and which of

them may be used for performance appraisal. On the basis of the comparative

advantages, it is which methods would suit the purpose best.

System of Performance appraisal

1.Establish performance standards

2.Communicate standards / expectations to employee

3.Measure actual performance by following the instructions

4.Adjust the actual performance due to environment influence

1.Compare the adjusted performance with that of others and Previous

2.Compare the actual performance with standards and find out

deviations if any

3.Communicate the actual performance to the employee Concerned

8. Suggest changes in job analysis and standard, if necessary

9. Follow-Up performance appraisal report

Counseling:

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After the performance of the employee is appraisal, the superior should

inform the employee about the level of his performance, the reason for the same,

need for and the methods of improving the performance. The superior should

council the employee about his performance and the methods to improve it.

BENEFITS FOR THE APPRAISER:

The opportunity to develop an overview of the individual jobs and complete departments.

Identification of ideas for improvement. Increased job satisfaction. Increased sense of personnel value. The opportunity to clarify expectations of the contributions the manager

expects from team and individuals. The opportunity to re-priorities targets.

BENEFITS FOR THE APPRAISE:

By a performance appraisal appraise get motivated. Increased job satisfaction. Increased sense of personal value. A clear understanding of what is expected and what needs to be done to

achieve organization goals. The opportunity to discuss work problems and how they can be over come. The opportunity to discuss aspirations and any guidance support of training

needed to full fill these aspirations. Improve working relationship with the managers.

NEED FOR PERFROMANCE APPRAISAL:

Performance appraisal is needed in order to

Provide information about the performance rank based on which decisions regarding salary fixation, conformation, promotion, transfer and demotions are taken.

Provide feedback information about the level of achievement and behavior of subordinate.

Provide information which helps to council the subordinates.

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Provide information to diagnose deficiency in employee regarding skill, knowledge determine training and developmental needs and prescribe the means for employee growth.

Provides information for correcting placement. To prevent grievances and in disciplinary activities.

PURPOSE OF PERFORMANCE APPRAISAL:

Performance appraisal aims at attaining the different purposes. They are

To create and maintain a satisfactory level of performance. To contribute to the employee and development through training, self and

management development programs. To help the superiors to have a proper understanding about their subordinate. To guide to job changes with the help of continuous ranking. To facilitate fair and equitable compensation based on performance. To facilitate for testing and validating selection tests, interview techniques

through comparing their scores to performance appraisal ranks. To provide information for making decisions regarding lay of, retrenchment

etc.

FEATURES OF HUMAN RESOURCE MANAGEMENT:

The nature and scope of Human Resource Management can be better understood with the help of study of features of Human Resource Management.

1. A PART OF MANAGEMENT DISCIPLINE:

Management concepts, principles and techniques in the management of Human Resources. Human Resource is a part of management discipline. It is not a discipline in itself but also a field of study. As part of management process, human resource management applies.

2. AS A PROCESS:

Human Resource Management is like a management process. A process consists of several activities and sub-activities. Human resource management uses four basic processes of management. They are planning, organizing, directing and controlling in the area of recruitment, selection, development, integration and maintenance of

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the area of recruitment, selection, development, integration and maintenance of the people in the organization.

3. AS A CONTINUOUS PROCESSS:

Human Resources Management is a continuous process. It is a non-stop action. They it has to be perform on continuous basis for instance, terry has observed that “it (HRM) cannot be an off like water from a faucet. It cannot be practice only one hour each day or one day or one day in a week. It requires constant alertness and awareness of human relations and their importance in everyday operations.”

4. CONCERNED WITH PEOPLE:

Human Resource Management is concerned with people in the organization both present and potential. It is not only concerned with the people currently available in the organization but also with the people who are to be bought into organization. Thus human resource management is concerned with all types of personnel in the organization like to management, middle management, supervision management and operatives.

5. DIRECTED TOWARDS ACHIEVEMENT OF OBJECTIVES:

Human Resource Management is directed towards achievement of organizational objectives by providing tools and techniques as managing people in the organization effectively. The quality of its people and the using this quality is utilized in getting the things done.

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THE APPRAISAL PROCESS

PURPOSE OF APPRAISAL:

The main purposes of employee appraisals are:

To measure of employee performance. To measure employee potentials. To access employee attitudes. To effect promotions based on competence and performance. To assess training and development needs of employees. To let the employees know where they stand insofar as their performance is

concerned and assist them with constructive criticism and guidance for the purpose of their development.

To fortify supervisor- subordinate relationship. To analysis employee strength and weakness providing recognition for the

former and eliminates the latter. To decide upon a pay raise where regular pay scales have not been fixed.

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Establish Performance Standards

If Necessary, initiate Corrective Action

Communicate Performance Expectation to Employees

Measure Actual Performance

Compare Actual Performance with Standards

Discuss the Appraisal with the Employee

Finally performance appraisal can be used to determine whether HR programs such as selection, training and transfers have effective or not.

THE NEW TREND

Solving Rater’s problem:

The best way to over come the problems is to be provided training to the raters. In a typical training programme, rater’s shown a video tape of jobs being performed and asked to rate worker. Ratings made to be each participant placed on a flip chart and the carious errors are explained. Rate training in no way reduces rating errors are improves appraisal accuracy. In practice, several factors including the extent to which pay is tied to performance ratings union pressure, employee turnover time constraints, and needs to justify ratings may be more important than training. This means that improvising appraisal accrue cannot just train but also reducing outside factors such as union pressure and time constraints.

Using peer appraisal:

Peers are in a better position to evaluate certain facts of job performance which the subordinate or supervisors can not do. The appraisals of an employee by his or her peers can be effective in predicating future management success. One potential problem is log rolling. Here all the peers simply get together to rate each other high.

Rating committees:

Many employees use rating comities to evaluate employees. This committee is often composed of the employee’s immediate superiors. Using multiple raters can be advantageous. While there may be discrepancy in the rating made by individuals supervisors, the composite ratings at the end to be more reliable, fair and valid. several raters can help cancel out problems like central tendency and hallo effect on the part of individual raters. further more, where there are differences in the raters rating they usually steam from the fact that raters at different levels often observe different facts of employee’s performance the appraisal out to reflect these differences.

Even when a committee is not used it is common to have the one who makes the appraisal. This was found to be standard practice in it of 18 companies surveyed in one study. The disadvantage of committee rating is diminishes the role of the immediate supervisors in the area of training and development.

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Self – appraisal:

In self appraisal the employees himself/herself evaluate his /her own performance. this is an opportunity to participate in evaluation, particularly if it is combined with goal setting (as in MBO) an this should improve the managers motivation.

Self appraisal is best suited where executive development is the main purpose of evaluation, as the approach enables mangers clearly assesses their areas of differences. It is also the best thing to use these appraisals for counseling and development subordinates.

The disadvantage is that the individual may be rate himself excessively high than it would be if he was rated by superior or peer rate them. They are not as useful for making salary and promotions decisions.

Appraisal by subordinates:

More firms today subordinates anonymously evaluate their superiors performance a process may sell upward feedback. When conducted throughout the firm, the process helps top managers diagnose management styles, identify potential ‘people’ problems and take corrective action with individual managers as required. Such subordinates rating are especially valuable when used for developmental rather feedback from subordinates who identify themselves view the upward appraisal process more positively than managers who receive anonymous feedback.

How ever, subordinates are more comfortable giving anonymous responses and than those who have to identify themselves at the back end to provide inflated.

PERFORMANCE APPRAISAL FORM:

The appraisal system is based on s-point rating scale having 10, 8, 6, 4, and 2 points respectively. A total number of 12 factors are included in the form. They are narrated as bellows.

Quality Job knowledge

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Quantity Dependability Initiative Adoptability Attitude Attendance House keeping Potential Personality Supervisory ability

If the person contains extra ordinary ability in the all attitude mentioned above than he is rated as 10 points and he gets the promotions or increments.

EARLIER STUDIES ON PERFORMANCE APPRAISAL

Bolars survey of performance appraisal practices draws a dismal picture of the

situation in Indian organization. The author suggests that the appraisal systems

should be linked with performance analysis. Bolar in his survey of the public sector

showed that either there was no appraisal of executive performance or it was based

on personal impressions in appropriate indicators.

Pillai has drawn attention to the problems of assessing sales men's

performance. Much of the success of the appraisal process depends up on his

supervisor's personality as well as on the expectation. Experience congruence

between the supervisor and the salesman. Day as has narrated his experience in two

organizations. The major issues were in CPT techniques, communication between

rates& rates and the personality conflict experienced by the rates.

Dayal has also suggested that the system of performance appraisal should

consider some cultural fakers such as concept of self, royalty, regard of authority

and inter personal behaviour apart from technical difficulties the organizations also

face these cultural problems in implementing the appraisal programmes. Pareek has

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however argues the instead of reactive mechanisms, the Indian organizations should

adopt the stance of proactive behaviors. The culture factor; need not inhibit the

application of appraisal system. Pareek & Rao have suggested an action program for

designing implementing appraisal system.

Singh have recently received the literature on performance appraisal and have

found that the Indian contribution to its minimal. According to Narian, the adoption

of new management techniques in government would enable the annual reviewing.

System to become an objective assessment of performance rather than

subjective options is personal characteristics.

CAUSES FOR THE FAILURE OF PERFORMANCE APPRAISAL

1. The supervisor plays a dual and conflicting role of both the judge and the

helper.

2. Too many objectives often cause confusion.

3. The supervisor feels that the sub-ordinate appraisal is not rewarding.

4. The employee does not properly understand long technique used.

5. Time is required for preparation and filling.

6. Supervisors may not be comfortable with the process of evaluations.

HOW APPRAISAL MAY BE MADE SUCCESSFUL

The success of an appraisal program depends up on:

The existence of atmosphere of confidence and trust so the supervisor and the

employee may discuss matters frankly and offer suggestions which may be

beneficial for the organization and for an improvement of employee.

The supervisor must very thoroughly evaluate the employee performance so

he is capable of meeting challenges about his ratings of his sub-ordinates.

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The results of performance rather than personality traits should be given due

weight. Suggestions for improvement should be directed towards the objective

factor of the job (such as work schedules, output, reports completed, sales

made, losses incurred, profits earned, accomplishments e.t.c.,) individual, as a

person should never be criticized.

The supervisor should try to analyse the strengths and weaknesses ofan

employee and advice him on correcting the weakness.

The appraisal programmes should try to analyse the strengths and weaknesses

of an employee and advice him on correcting the weaknesses.

The appraisal programs should be less time consuming and less costly. At the

same time it should bring the maximum benefits. Which particular technique

is to be adopted for appraisal should be governed by such factor as the size,

financial resources, and philosophy?

The results of appraisal, particularly when they are negative should be

immediately communicated to the employee, so that they may try to improve

their performance.

A post appraisal interview should be arranged so, that the employee may be

supplied with feedback and the organization may know the difficulties under

which employee work.

The standards of performance appraisal can be improved by training of

evaluator. It has been indicated that the appraisers who are trained in how to

evaluate sub-ordinates tends to be more effective appraisers, then those who

had not under gone such training. Lastly many of the problem or hindrances

can be minimized if the right appraisal tools are choosen.

SELF REVIEW

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Self-review is the process of taking stock of ones performance during the year

and formulating plans for further development.

The self-review exercise starts with the employee reviewing his achievements

against the predefined objectives; targets and critical attributes as recorded in form

one at the beginning of the year. The reflects and up on and writes down in the

relevant portions of part-b of the appraisal form the results he has achieved against

the objectives and the activities he had undertaken in the process areas. He also

notes down separately the capabilities he felt lacking with respect to the critical

attributes for the purpose of discussion with immediate superior during the appraisal

discussion.

Significant services to internal customers while recording this the employee

should focus up on actions taken by him to improve service to internal customers.

This will be in addition to the performance against customer service objective filled

in part-b.

PARTICIPATION IN IMPROVEMENT TEAMS

This refers to the various teams in which the employee has

participated, other than those relates to his day-to-day work. The

team generally would be cross functional and would have been

constituted with a specific purpose of addressing a specific

problem or a pain area the employee should record his

contributions to the working of teams.

IMPORTANT FACTORS FACILITATING OR HINDERING WORK

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Facilitating and hindering factors would be attributed to any of the following

personal (job knowledge, skill and competence).

Organizational- (structure, policies and system working conditions and

support).

External environment- (government policies, market conditions, performance

of competertors, other socio-economic, political and business conditions outside the

organization).

The self-review provides an opportunity to employee to express himself freely

and to feel good. It also provides an input for feedback and counseling to the

immediate superior.

PERFORMANCE REVIEW, FEEDBACK&COUNSELLING

The purpose of performance review is to jointly analyse what when well and

what did not go well during the performance year, to identify strengths and

weaknesses to provide feedback and counseling.

During the performance review the immediate superior also rating which form

an imp input for annual rewards.

PERFORMANCE RATING

One of the outcomes of the appraisal exercise is the rating assigned to the

employee performance. After having discussed the performance the immediate

superior enter the ratings against the person objectives in the result and the process

areas on a 0-100 rating scale. The rating in respect of critical attributes that is in

team spirit interpersonal relationship, initiative leadership, resourcefulness, and sub-

ordinates development will be done by peer group of the appraisee on a 0-100 rating

scale.

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Peer assessment is introduced in the year 2000 and 180 degree appraisal from

2001 it is supposed to move towards 360 degree appraisal.

CRITICAL ATTRIBUTES

The first two of the attributes are common to all caders and the other two are

differentiated between covenanted and non-covenanted employee here as

resourcefulness and communication skills are evaluated for supervisors and

executives, leadership skills and concern for sub-ordinate development is evaluated

for the covenanted cader.

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NEED FOR THE STUDY

The present study titled “performance appraisal” has been carried out to know the employee perception and satisfaction with regard to performance appraisal system in RTPP.

The role of performance appraisal is greatly felt in any organization. The study is undertaken to know the satisfaction level and also to suggest ways and means to improve the morale of employees, which ultimately strengthen the organization.

Provide information about the performance rocks based on which decision regarding salary fixation, confirmation, transfer and demotion are takes. And take disciplinary action.

Provide feedback information about the level of achievements and behavior of subordinate.

Provide information to diagnose deficiency in employee regarding skill knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for corresponding placements.

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SCOPE OF THE STUDY

The study focuses on the employee satisfaction with regard to performance appraisal system. The study covers the employees who are working in different departments like HR, Finance and Marketing are covered under this study.

54

OBJECTIVES OF THE STUDY

To know the frequency and effectiveness of performance appraisal system at RTPP.

To know the satisfaction of employees regarding their present appraisal system.

To effect promotions based on competence and performance.

To find whether employees are getting awards from organizations on their performance.

To find which method is followed by the organization to evaluate the performance appraisal.

55

LIMITATIONS OF THE STUDY

The time limit provides to do the project is less.

The employees were reluctant to express their views frankly.

Some of the employees were not completely filled their questions.

In some cases the employees were not inclined.

Employees are not interested to answer the forms, but we convinced them for answering.

Employees took many days to fill the questionnaire. They may fill up wrongly due to they are busy with their work at RTPP.

56

RESEARCH METHODOLOGY

To achieve the objective of research a planned and strategic descriptive

investigation is carried out. Descriptive study is helpful to know the proportion of

people in a given population who have behaved in particular manner making

projection of a certain thing or determining the relationship between two or more

variables. Descriptive tends to be rigid and its approach cannot be changed now and

then care should be taken only in the initial stages of planning and research

otherwise data collected will be inadequate of the procedure used will be-

cumbersome and expensive. Descriptive method is adopted to study the Performance

Appraisal System conducted for the employees in the Organization.

Data Sources;

Primary Data: This consists of original information gathered for specific purposes.

The normal procedure is to interview the people individually and / or in a group, to

get the required data. '

Secondary Data: This consists of the information that already exists somewhere,

either in some Annual Records or Magazines etc, having been collected for another

purpose. Here the researcher has both Primary as well as Secondary data.

Research Approach;

Survey Approach:

The Questionnaire was administered through direct contact with respondents.

SAMPLE DESIGN:57

Sample Size : 120

Sampling Procedure : Non probabilistic convenience sampling

Statistical Tool : Percentage Analysis

Research Instrument:

The Research Instrument that is used in this study is Questionnaire. A

questionnaire consists of a set of questions presented to the respondents for their

answer. The researcher has used questionnaire as the instruments of research, to

collect the information. A questionnaire consists of both open ended and closed

ended questions and personally administered to the respondents.

SAMPLING PLAN:

Sampling Unit: Respondents have been selected from different wings of the

Rayalaseema Thermal Power Project.

Sampling Size: Respondents are mostly selected from the Executive level (i.e.,

Engineering Cadre) so the Sample Size is limited to 120 due to availability and the

busy schedule of the employees.

Sampling Procedure: The Sampling method used was Random Sampling. This

Sampling Method was used because of lack of time and lack of thorough

knowledge about the Universe. The sampling unit mostly selected from Executive

level (i.e., Engineering Cadre). The sample size was fixed to 120 respondents; the

sampling procedure is response from.

58

Non- Probability sampling methods are those, which do not provide every item in

the universe with a known chance of being included in the sample. The selection

process is, at least, particularly subjective.

Percentage Analysis:

In this research various percentage are identified in the Analysis and they are

presented pictorially by way of Bar Diagrams in order to have a better quality.

59

Frequency of Performance Appraisal in RTPP.

Table no: 1

Opinion No. of Respondents Percentage(%)

Quarterly 36 30

Half-yearly 20 17

Annually 59 49

Not respondents 5 4

Total 120 100%

Graph no: 1

30

17

49

4

0

10

20

30

40

50

60

Quarterly Half-yearly Annually Not respondents

opinion

percentage

Interpretation:-From the above analysis 49% are favorable to Annual employee performance

and 30% are favorable to Quarterly and 17% are favorable to Half-yearly employee performance.

60

Evaluation method of Performance Appraisal system in RTPP.

Table no: 2

Opinion No. of Respondents Percentage(%)

Graphic rating scale 8 7Ranking method 65 54Check list method 12 10Forced choice method 20 17Group decision 15 12

Total 120 100%

Graph no: 2

7

54

10

1712

0

10

20

30

40

50

60

Graphicrating scale

Rankingmethod

Check listmethod

Forcedchoicemethod

Groupdecision

opinion

percentage

Interpretation:-From the above analysis we can say that the organization evaluate the

performance appraisal through Ranking method at 54%, Forced choice method at 17%, Group decision at 12%, Check list method at 10% and Graphic rating scale at 7%.

61

Employee are getting their feedback from the appraiser.

Table no: 3

Opinion No. of Respondents Percentage(%)

Yes 78 65

No 42 35

Total 120 100%

Graph no: 3

65

35

0

10

20

30

40

50

60

70

Yes No

opinion

percentage

Interpretation:-From the above analysis we can say that 65% of employees getting their

feedback from appraisal, the remaining 35% of employees are not getting feedback from appraisal.

62

Superior support makes improvement in employees performance.

Table no: 4

Opinion No. of Respondent Percentage(%)

Strongly agree 23 19Agree 75 63Disagree 9 8Strongly disagree 5 4Not respondents 8 6

Total 120 100%

Graph no: 4

19

63

84 6

0

10

20

30

40

50

60

70

Strongly agree Agree Disagree Stronglydisagree

Notrespondents

opinion

percentage

Interpretation:-From the above analysis we can say that the 63% of respondents agree that,

their strengths and skills are identified by the management through performance 19% of respondents strongly agree, 8% of respondents disagree and 4% of respondents are strongly disagree.

63

Performance Appraisal develops the skills of employees.

Table no: 5 Opinion No. of Respondent Percentage

(%)Strongly agree 18 15

Agree 77 64

Disagree 10 8

Strongly disagree 7 6

Not respondent 8 7

Total 120 100%

Graph no: 5

15

64

8 6 7

0

10

20

30

40

50

60

70

Strongly agree Agree Disagree Stronglydisagree

Not respondent

opinion

percentage

Interpretation:-From the above analysis we can say that 64% of the employees agreed that

the performance appraisal is useful to develop their skills and 15% are strongly agree, 8% are disagree and 6% are strongly disagree.

64

Level of Cooperation received from superior.

Table no: 6

Opinion No. of Respondent Percentage(%)

Excellent 25 21Good 69 57Up to some extent 15 13Poor 11 9

Total 120 100%

Graph no: 6

21

57

139

0

10

20

30

40

50

60

Excellent Good Up to someextent

Poor

opinion

percentage

Interpretation:-From the above analysis we can say that 57% of employees say that the level

of Co-operation received from their superior is good and 21% of employees says that the level of Cooperation is excellent, 13% of them says that its an up to some extent and 9% are poor.

65

Employee opinion on compensation provided by the company.

Table no: 7

Opinion No. of Respondent Percentage(%)

Yes 78 65

No 32 27

Not respondent 10 8

Total 120 100%

Graph no: 7

65

27

8

0

10

20

30

40

50

60

70

Yes No Not respondent

opinion

percentage

Interpretation:-From the above analysis we can say that 65% of respondents feel that the

organization facilities fair & equitable compensation based on performance and remaining 27% feels that the organization cannot facilitate fair & equitable compensation.

66

Degree of importance towards performance appraisal system.

Table no: 8

Opinion No. of Respondent Percentage(%)

Strongly agree 20 17

Agree 57 46Disagree 21 18Strongly Disagree 14 12Not respondent 8 7

Total 120 100%

Graph no: 8

17

46

18

127

05

10152025

303540

4550

Strongly agree Agree Disagree StronglyDisagree

Not respondent

opinion

percentage

Interpretation:-From the above analysis we can say that 46% of the respondents expensed

that the asset performance appraisal is the primary fool to asses promotions and 17% are strongly agree, 18% are disagree and 12% are strongly disagree.

67

Satisfaction level of performance appraisal method followed by the management.

Table no: 9

Opinion No. of Respondent Percentage(%)

Highly satisfied 12 10

Satisfied 73 61

Dissatisfied 15 13

Highly dissatisfied 20 16

Total 120 100%

Graph no: 9

10

61

1316

0

10

20

30

40

50

60

70

Highlysatisfied

Satisfied Dissatisfied Highlydissatisfied

opinion

percentage

Interpretation:-From the above analysis we can say that 61% of employees say that they

satisfied with the method of performance appraisal fallowed by the management. 16% of employees say that they are highly dissatisfied, 13% of employees are dissatisfied and 10% of them are highly satisfied.

68

Employee opinion on counseling after performance appraisal.

Table no: 10

Opinion No. of Respondent Percentage(%)

Yes 75 63No 45 37

Total 120 100%

Graph no: 10

63

37

0

10

20

30

40

50

60

70

Yes No

opinion

percentage

Interpretation:-From the above analysis we can say that 63% of employees says that the

organization provides the counseling after their performance appraisal when necessary and 37% says that the organization do not providing counseling after performance appraisal.

69

Importance of TD programs in improving performance.

Table no: 11

Opinion No. of Respondents Percentage(%)

Yes 72 60No 20 17Not known 28 23

Total 120 100%

Graph no: 11

60

1723

0

10

20

30

40

50

60

70

Yes No Not known

opinion

percentage

Interpretation:-From the above analysis we can say that 60% of the employees agree and 17%

says disagree and 23% of them says that either agree or disagree that the organization conducts training and development programs after their performance appraisal.

70

Satisfaction of employees towards annual Performance Appraisal System.

Table no: 12

Opinion No. of Respondent Percentage(%)

Yes 68 57

No 21 17

I want some change 31 26

Total 120 100%

Graph no: 12

57

17

26

0

10

20

30

40

50

60

Yes No I want somechange

opinion

percentage

Interpretation:-From the above analysis we can say that 57%of the respondents are satisfied

with once in a year appraisal and 26% of the respondents say that they want some change and remaining 17% are not satisfied.

71

Development actions are conduct for the sake of Table no: 13

Opinion No. of Respondent Percentage(%)

Experienced employees

19 16

All employees 85 71Selected employees 10 8Not respondent 6 5

Total 120 100%

Graph no: 13

16

71

8 5

0

10

20

30

40

50

60

70

80

Experiencedemployees

All employees Selectedemployees

Not respondent

opinion

percentage

Interpretation:-From the above analysis we can say that 71% of respondents feel that, the HO

is feeling action on all employees and 16% of respondents feels taking action on experienced employees and 8% are selected employees.

72

Satisfaction level of employees regarding their performance.

Table no: 14

Opinion No. of Respondent Percentage(%)

100% 35 2950% & Above 47 39

I am satisfied 38 32Total 120 100%

Graph no: 14

29

39

32

0

5

10

15

20

25

30

35

40

45

100% 50% & Above I am satisfied

opinion

percentage

Interpretation:-From the above analysis we can say that 29% of the respondents passion on

their performance for the organization is up to 100%, the 39% of respondents are performing 50% and above and the remaining are satisfied.

73

Satisfaction level among the employees.

Table no: 15

Opinion No. of Respondent Percentage(%)

Yes 63 53No 29 24

It is not Good 28 23Total 120 100%

Graph no: 15

53

24 23

0

10

20

30

40

50

60

Yes No It is not Good

opinion

percentage

Interpretation:-From the above analysis we can say that 53% of respondents are satisfied with

performance appraisal system of RTPP and 24% are not satisfied and remaining says it is not good.

74

Awards from organization employees for their performance.

Table no: 16

Opinion No. of Respondent Percentage(%)

Excellent 28 23

Good 71 59

Not good 21 18

Total 120 100%

Graph no: 16

23

59

18

0

10

20

30

40

50

60

70

Excellent Good Not good

opinion

percentage

Interpretation:-From the above analysis we can say that 59% are grading their PADS as good,

23% of respondents as Excellent and remaining are not good.

Awards from organizations towards performance.

75

Table no: 17

Opinion No. of Respondent Percentage(%)

Yes 61 51

No 30 25

I am attempting 29 24

Total 120 100%

Graph no: 17

51

25 24

0

10

20

30

40

50

60

Yes No I am attempting

opinion

percentage

Interpretation:-From the above analysis we can say that 51% of respondents have got the

awards towards their performance, 25% of respondents have not got any awards and remaining are attempting.

Motivation level of HO to improve the employee performance.

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Table no: 18

Opinion No. of Respondent Percentage(%)

Excellent 12 10Good 79 66Very good 19 16Not good 4 3Very bad 6 5

Total 120 100%

Graph no: 18

10

66

16

3 5

0

10

20

30

40

50

60

70

Excellent Good Very good Not good Very bad

opinion

percentage

Interpretation:-From the above analysis we can say that 66% of respondents feeling that

HO’s motivation is good. The 16% of respondents fell very good, 10% of respondents fell excellent, 3% of respondents fell not good and remaining 5% of them fell that very bad.

HO is motivating the employees by taking the classes.

77

Table no: 19

Opinion No. of Respondent Percentage(%)

To individuals 22 18

To Group employees 76 63

To Selected employees

13 11

Not respondent 9 8

Total 120 100%

Graph no: 19

18

63

118

0

10

20

30

40

50

60

70

To individuals To Groupemployees

To Selectedemployees

Not respondent

opinion

percentage

Interpretation:-From the above analysis we can say that 63% of respondents opinion on HO’s

motivation class is to stoup of employees. 11% respondents opinion is motivation classes to the selected people and 18% respondents is to the individuals and 8% of them are not respondent.

Acceptance of employee suggestions by Head Office.

78

Table no: 20

Opinion No. of Respondent Percentage(%)

Yes 51 43No 44 36Not known 25 21

Total 120 100%

Graph no: 20

43

36

21

0

5

10

15

20

25

30

35

40

45

50

Yes No Both

opinion

percentage

Interpretation:-From the above analysis we can say that 43% of respondents says that HO is

accepting the suggestions to improve the performance of employees. The 36% of respondents are not accepting and the remaining 21% of respondents are accepting both.

FINDINGS

79

The following is the summary of findings emerged from the study:

I found that half (49%) of the respondents said their frequency of performance

appraisal method is annually at RTPP.

In my analysis majority of employees (61%) are satisfied with the

Performance Appraisal method followed by the company.

It is found that half of the employees (46%) respondents that the performance

appraisal is the primary tool in the organization.

I found half of the respondents (51%) are satisfied with the awards from the

organizations for their performance.

It is found that majority of the respondents (60%) had been satisfied that the

Training & Development is useful to improve the performance.

From my analysis half of respondents (54%) had been selected that the

ranking method is followed by the organization to evaluate the performance

appraisal.

I found that majority of the respondents (65%) had been accepted that they are

getting their feedback from appraiser.

It is found that majority of the respondents (63%) had been agreed that they

are getting support from their superior.

From my analysis majority of the respondents (64%) had been agreed that the

performance appraisal develops the skills of employees.

80

I found most of respondents (57%) had mentioned that the level of co-

operation received from superior is good.

It is found majority of the respondents (65%) said that the organizations

facilitate fair and equitable compensation based on performance.

From my analysis majority of the respondents (63%) had been selected that

organization provides counseling after performance appraisal.

I found, half of the respondents (57%) satisfied with the once in year

performance appraisal method.

It is found, majority (71%) of the respondents said that the organization is

taking action for their improvement.

I found, half of the respondents (53%) selected that the employees opinion on

grading the organization “PADS” is good.

SUGGESTIONS

It is suggested that each item in the appraisal report should be filled based on

81

significant reference only.

It is suggested that there should be time basis promotion irrespective if

Appraisal.

CONCLUSION

Performance appraisal is a significant element of the information and control

system in organization. It provides valuable information for personnel decisions 82

such as pay increases, promotions, transfers and terminations. Performance appraisal

is mostly based on objective setting, many of the respondents wants to identify the

training needs to improve the performance.

Self appraisal is necessary for the organization. Performance appraisal can be

used to improve performance through appropriate feedback, working and counseling

to develop confidence among employees. Employee grievance can be reduced.

A study on PERFORMANCE APPRAISAL IN Rayala Seema Thermal Power Project

QUESTIONNARIE

Employee Name :Employee Age :Qualification :

83

Designation :

1. How often your management appraises the performance of the employee? ( )

a. Quarterly b. Half-yearly c. Annually

2. Which method is followed by the organization evaluate the performance appraisal? ( )

a. Graphic rating scale b. Ranking Method c. Check list method

d. Forced choice method e. Group decisions

3. Are you getting your feedback from appraiser? ( )a. Yes b. No

4. My strengths and skills are identified by the management through performance appraiser ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

5. Is the performance appraisal useful to develop the skills of employee? ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

6. Indicate the level of co-operation received from your superior? ( )

a. Excellent b. Good c. Up to some extent d. Poor

7. The organizations facilitate fair and equitable compensation based on performance? ( )

a. Yes b. No

8. Performance appraisal is the primary tool in your organization to asses promotions? ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

9. Are you satisfied with the method of performance appraisal followed by the management? ( )

a. Highly satisfied b. Satisfied c. Dissatisfied d. Highly dissatisfied

10. Whether the organization provides counseling after performance appraisal when necessary?( )

a. Yes b. No11. Is the training and development programs will help to improve your performance? ( )

a. Yes b. No c. Both

84

12. Are you satisfied with the once in year performance of you? ( )

a. Yes b. No c. I want some change

13. Organizations is taking actions to improve the performance of RTPP work force on ( )

a. Experienced employees b. All employees c. Selected employees

14. Your performance for the organization is up to: ( )

a. 100% b. 50% and Above c. I am satisfy

15. Are you satisfied from the system of “PADS” (Performance Appraisal and Development System) of your organization? ( )

a. Yes b. No c. It is not good

16. Can your grade your organizations PADS? ( )

a. Excellent b. Good c. Not good

17. Have you got any awards from your organizations / HO towards your performance? ( )

a. Yes b. No c. It is not good

18. What is the performance your HO on your to motivate you to perform well? ( )a. Not good b. Good c. Very bad

19. Is your HO is motivating the employees towards good performance by taking class? ( )

a. To individuals b. To group employees c. To selected employees

20. Does your HO accept the suggestions from you to improve the efficiency and performance of employees? ( )

a. Yes b. No c. Both

BIBLOGRAPHY

85

AUTHOR NAME BOOK TITLE PUBLICATION

P. SUBBA RAO Essentials of Human Resource Management

Himalaya Publication house Pvt. Ltd

K. ASWATHAPPA Human Resources & Personnel Management

Tata MC Graw hillPublications

C.B. MAMORIA Personnel ManagementText Cases

Himalaya Publishing house

STEPHEN P. ROBBINS

Personnel/Human Resource Management

Prentice-Hall India

www.rtpp.com

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