Swati Patle Performance Apprisal
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Transcript of Swati Patle Performance Apprisal
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
MEANING OF
PERFORMANCE APPRAISALS
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 1
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Meaning of Performance Appraisals
Performance Appraisals is the assessment of individual’s
performance in a systematic way. It is a developmental tool used for all
round development of the employee and the organization. The
performance is measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision,
dependability, co-operation, judgment, versatility and health. Assessment
should be confined to past as well as potential performance also. The
second definition is more focused on behaviors as a part of assessment
because behaviors do affect job results.
“It is a systematic evaluation of an individual with respect to
performance on the job and individual’s potential for development.”
“It is formal, structured system of measuring, evaluating job related
behaviors and outcomes to discover reasons of performance and how to
perform effectively in future so that employee, organization and society all
benefits.”
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 2
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
OBJECTIVES OF PERFORMANCE
APPRAISALS
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 3
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Objectives of Performance Appraisals
Helps to strengthen the relationship and communication between
superior subordinates and management employees.
To diagnose the strengths and weaknesses of the individuals so as to
identify the training and development needs of the future.
To provide feedback to the employees regarding their past
performance.
Provide information to assist in the other personal decisions in the
organization.
Provide clarity of the expectations and responsibilities of the
functions to be performed by the employees.
To judge the effectiveness of the other human resource functions of
the organization such as recruitment, selection, training and
development.
To reduce the grievances of the employees
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 4
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
PROCESS OF PERFORMANCE APPRISAL
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the
setting up of the standards which will be used to as the base to compare
the actual performance of the employees. This step requires setting the
criteria to judge the performance of the employees as successful or
unsuccessful and the degrees of their contribution to the organizational
goals and objectives
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate
the standards to all the employees of the organization. The employees
should be informed and the standards should be clearly explained to them.
This will help them to understand their roles and to know what exactly is
expected from them .
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the Performance appraisal process is
measuring the actual performance of the employees that is the work done
by the employees during the specified period of time. It is a continuous
process which involves monitoring the performance throughout the year.
COMPARING THE ACTUAL WITH THE DESIRED
PERFORMANCE
The actual performance is compared with the desired or the standard
performance. The comparison tells the deviations in the performance of
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 5
COMMUNICATING THE STANDARDS
ESTABLISHING PERFORMANCE STANDARDS
MEASURING THE ACTUAL PERFORMANCE
MEASURING THE ACTUAL PERFORMANCE
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
DISCUSSING RESULTS
DECISION MAKING
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
the employees from the standards set. It includes recalling, evaluating and
analysis of data related to the employees’ performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with
the employees on one-to-one basis. The focus of this discussion is on
communication and listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving and reaching
consensus. The feedback should be given with a positive attitude as this
can have an effect on the employees’ future performance.
DECISION MAKING
The last step of the process is to take decisions which can be taken
either to improve the performance of the employees, take the required
corrective actions, or the related HR decisions like rewards, promotions,
demotions, transfers etc.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 6
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
METHODS OF PERFORMANCE APPRAISAL
METHODS OF PERFORMANCE APPRAISAL
TRADITIONAL MATHOD MODERN METHOD
1. Graphic Rating Scales 1. Assessment Center
2. Forced choice Description 2. Appraisal by Results or
Management by objectives
3. Forced Destribution Method 3. Human Asset
Accounting
4. Checks Lists 4. Behaviorally Anchored
Rating scales 5. Free essay Method
6. Critical Incidents
7. Group Appraisal
8. Field Review
9. Confidential Report
10.Ranking
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 7
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
4 Goals of Performance Appraisals
General Goals Specific GoalsDevelopmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needsAdministrative Decisions / Uses Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identificationOrganizational Maintenance HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs
Documentation Validation Research
For HR Decisions
Legal Requirements
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 8
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Improving Performance Appraisals
Although performance appraisals can be so easily biased, there are certain
steps that can be taken to improve the evaluations and reduce the margin
of errors through the following:
Training - Creating an awareness and acceptance in the
people conducting the appraisals that within a group of
workers, they will find a wide range in difference of skills
and abilities.
Providing Feedback to Raters - Trained raters provide
managers who evaluated their subordinates with feedback,
including information on ratings from other managers. This
reduces leniency errors.
Subordinate Participation - By allowing employee
participation in the evaluation process, there is employee-
supervisor reciprocity in the discussion for any discrepancies
between self ratings and supervisor ratings, thus, increasing
job satisfaction and motivation.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 9
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
ADVANTAGES
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 10
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
ADVANTAGES
Privide a record of performance over a period of time
Can be motivational with the support of a compensation
Privide an opportunity a manager to meet & discuss performance
Provide an opportunity for an issues and to clarify expectation
Provide the employee with feedback about their perfomance
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 11
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
DISADVANTAGES
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 12
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
DISADVANTAGES
If not done appropriately, can be a negative experience.
Very time consuming especially for a manager
Subject to rater errors & biases.
If not done right can be a complete waste of time
Can be stressful for all involved
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 13
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Essentials of a Good Performance Appraisal System:
Standardized Performance Appraisal System
Uniformity of appraisals
Defined performance standards
Trained Raters
Use of relevant rating tools or methods
Should be based on job analysis
Use of objectively verifiable data
Avoid rating problems like halo effect, central tendency, leniency,
severity etc.
Consistent Documentations maintained
No room for discrimination based on cast, creed, race, religion,
region etc.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 14
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
OBJECTIVES OF
STUDY
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 15
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
OBJECTIVES OF STUDY
To understand the Performance Appraisal activities of CIL.
To find out if the Performance Appraisal activities help the
employee inhis performance.
Take the response of employees towards the Performance
Appraisalactivities carried on upon them.
To analyze and examine the effectiveness of Motivation
programmers in CIL.
To assess how often training programmers are conducted and
howmuch are the employees satisfied.
To study the employee’s opinions.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 16
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
NEED FOR THE STUDY
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 17
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
NEED FOR THE STUDY
Human resource is playing major role in the CIL. It is very
important to select right person for the right job at the right time,
who can perform the job successfully with high standards
The employees are mainly in contact with the customer depending
upon the jobs they are performing.
To assess the performance, personal attributes and potential of the
employee .
To identify training needs.
To assess strengths, areas of improvements and give feedback to the
employee.
Human resources are the assets to the organization. Any
organization willget its recognition through its employee’s
performance, Skills, innovativeness and their professional
knowledge
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 18
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
India’s Energy Scenario & Coal
India is currently among the top three fastest growing economies of the
world. As a natural corollary India's energy needs too are fast expanding
with its increased industrialization and capacity addition in Power
generation. This is where 'Coal' steps in. In India coal is the critical input
for major infrastructure industries like Power, Steel and Cement.
Coal is the most dominant energy source in India's energy scenario.
Coal meets around 52% of primary commercial energy needs in
India against 29% the world over.
Around 66% of India's power generation is coal based.
India is the 3rd largest coal producing country in the world after
China and USA.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 19
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
COORPATE AREA
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 20
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
BOARD OF DIRECTOR
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 21
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
BOARD OF DIRECTOR
EXECUTIVE DIRECTORS
Shri S. Narsing RaoChairman-cum-Managing-Director
Shri A ChatterjeeFinance
Shri N KumarTechnical
Shri R Mohan DasPersonnel &
Industrial Relation
Shri B.K. Saxena Marketing
GOVERNMENT NOMINEE DIRECTORS
Dr. A K DubeyAdditional Secretary
Ministry of Coal
Smt. Sujata PrasadJS & FA
MoC
INDEPENDENT DIRECTORS
Shri Alok Perti Dr. R. N. Trivedi Shri Kamal R. Gupta
Coal India Limited at a glance
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 22
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Coal India Limited (CIL) as an organized state owned coal mining
corporate came into being in November 1975 with the government taking
over private coal mines. With a modest production of 79 Million Tonnes
(MTs) at the year of its inception CIL today is the single largest coal
producer in the world. Operating through 81 mining areas CIL is an apex
body with 7 wholly owned coal producing subsidiaries and 1 mine
planning and consultancy company spread over 8 provincial states of
India. CIL also fully owns a mining company in Mozambique christened
as 'Coal India Africana Limited'. CIL also manages 200 other
establishments like workshops, hospitals etc. Further, it also owns 26
technical & management training institutes and 102 Vocational Training
Institutes Centers. Indian Institute of Coal Management (IICM) as a state-
of-the-art Management Training 'Centre of Excellence' - the largest
Corporate Training Institute in India - operates under CIL and conducts
multi disciplinary management development programmers.
CIL having fulfilled the financial and other prerequisites was granted the
Maharatna recognition in April 2011. It is a privileged status conferred
by Government of India to select state owned enterprises in order to
empower them to expand their operations and emerge as global giants. So
far, the select club has only five members out of 217 Central Public Sector
Enterprises in the country.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 23
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Unmatched Strategic Relevance
Produces around 81.1% of India's overall coal production
In India where approximately 52% of primary commercial energy is
coal dependent, CIL alone meets to the tune of 40% of primary
commercial energy requirement
Commands nearly 74% of the Indian coal market
Feeds 82 out of 86 coal based thermal power plants in India
Accounts for 76% of total thermal power generating capacity of the
Utility sector
Supplies coal at prices discounted to international prices
Insulates Indian coal consumers against price volatility
Makes the end user industry globally competitive
Thus, plays a key role in "India Growth Story" and making India
incorporate globally competitive.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 24
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Corporate Structure and Subsidiary Companies
Coal India is a holding company with seven wholly owned coal producing
subsidiary companies and one mine planning & consultancy company. It
encompasses the whole gamut of identification of coal reserves, detailed
exploration followed by design and implementation and optimizing
operations for coal extraction in its mines. The producing companies are:
1. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal
2. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand
3. Central Coalfields Limited (CCL), Ranchi, Jharkhand
4. South Eastern Coalfields Limited (SECL), Bilaspur, Chattisgarh
5. Western Coalfields Limited (WCL), Nagpur, Maharashtra
6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh
7. Mahanadi Coalfields Limtied (MCL), Sambalpur, Orissa
8. Coal India Africana Limitada, Mozambique
9. The consultancy company is Central Mine Planning and Design
Institute Limited (CMPDIL), Ranchi, Jharkhand.
North Eastern Coalfields (NEC) a small coal producing unit operating in
Margherita, Assam is under direct operational control of CIL.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 25
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Care for Environment
One of the inherent tendencies of coal mining is degradation of the land
and environment. CIL constantly addresses the impact of mining activities
across environmental and social issues. Eco-friendly mining systems have
been put in place in all of its mining areas. To make environmental
mitigation measures more transparent, CIL introduced state-of-the-art
Satellite Surveillance to monitor land reclamation and restoration for all
opencast projects.
Coal India has made afforestation over an area of around 32,000 Hectares
while the total forest area degraded due to mining operation is around
12,800 Hectares, which means, for every hectare of forest land degraded,
CIL has made plantation in 2.5 Hectares of land.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 26
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Committed to minimize the adverse impact of coal mining on environment
through well structured Environment Management Plans and sustainable
development activities.
As a part of 'Clean & Green' programme, massive plantation has been
taken up by CIL wherever land is available. CIL has till date planted over
73 million trees.
A positive result of this effort towards improvement of environment
through massive plantation undertaken in Singrauli Coalfields since 1985,
is such that the analysis for the period 1985-1995 and 1996-2002 carried
out by Conservator of Forest indicates that the annual average maximum
temperature in Singrauli has decreased by 0.4oC while the annual average
rainy days increased by 11.2 days and average annual rainfall has
increased by 105.6 mm.
CIL has started integration of Environment Management System
(ISO:14001) with Quality Management System (ISO:9001) and till date
have successfully achieved certification of 53 of its projects. This
integration is being extended to all mines in phases.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 27
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Material Agreements/Joint Ventures/MOUs
Agreement between our Company and Indian Oil Corporation
Limited, IBP Division ("IOCL-IBP") for the supply of bulk loading
explosives to our Subsidiaries.
Agreement between our Company and Mitsui & Co. Limited
("Mitsui") for the supply of OTR Tires to NCL.
Memorandum of Understanding between CMPDIL and our
Company for 2010-2011.
Memorandum of Understanding between our Company and Rail
India Technical & Economic Services Limited ("RITES") for
provision of management consultancy services.
Joint Venture Agreement dated September 27, 2007 with BEML
Limited and Damodar Valley Corporation.
Joint Venture Agreement dated October 12, 2009 with NTPC.
Joint Venture Agreement dated January 14, 2009 with Steel
Authority of India Limited, RashtriyaIspat Nigam Limited, NMDC
Limited and NTPC Limited.
Memorandum of Understanding dated January 10, 2008 with GAIL
(India) Limited ("GAIL") and
Memorandum of Intent dated December 14, 2009 with GAIL and
Rashtriya Chemicals and Fertilizers Limited ("RCF").
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 28
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Coal Production
(A) We produce non-coking coal and coking coal of various grades for
diverse applications. The following table provides certain information
relating to the non-coking coal and coking coal produced by us in the
periods indicated:
Coal ProductionGrades
Fiscal2010 2011 2012 2013 2014
Ist QTRRaw coalproductio
nMill Te
% ofRaw coalproductio
n
Raw coalproductio
nMill Te
% ofRaw coalproductio
n
Raw coalproductio
nMill Te
% ofRaw coalproductio
n
Raw coalproductio
nMill Te
% ofRaw coalproductio
n
Raw coalproductio
nMill Te
% ofRaw coalproduction
Non
Coking
Coal 1
395.13
91.6 389.97
90.4 392.48
90.1 408.555
90.3 92.191
89.6
Coking
Coal 2
36.13
8.4 41.35
9.6 43.36
9.9 43.656
9.7 10.702
10.4
Total
431.26
100.0
431.32
100.0
435.84
100.0
452.211
100.0
102.893
100.0
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 29
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
1. Includes NEC(Assam grade) coal.
2 Includes semi-coking coal and weakly coking coal
A significant majority of our non-coking coal is produced by us from
mines operated in the Korba, Singrauli, Talcher, IB Valley and Wardha
Valley coalfields, Most of our coking (metallurgical) coal is produced at
the Jharia coalfield.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 30
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
B) COMPANYWISE DETAILS 2013-14-Ist QTR
DETAILS UNIT ECL BCCL CCL NCL WCL SECL MCL NEC CIL
PRODUCTIONUGOC
Mill TeMill Te
1.6836.374
0.7557.208
0.2289.855
0.00014.023
1.9148.264
3.85725.223
0.35323.089
0.0010.066
8.79194.102
TOTAL Mill Te 8.057 7.963 10.083 14.023 10.178 29.080 23.442 0.067 102.893OB MCUM 19.979 21.606 15.065 51.540 34.743 32.530 22.302 1.062 198.827
OFFTAKE Mill Te 7.898 8.427 13.058 17.147 10.797 29.911 28.049 0.077 115.364
Manpower
COMPANY-WISE MANPOWER FOR THE MONTH OF SEPTEMBER-2013 (i.e. 01.10.2013)Category ECL BCCL CCL WCL SECL MCL NCL NEC CMPD
IDCC
CIL(HQ) TOTAL CIL
Executive 2648 2610 2859 2782 3534 1929 1817 121 993 40 386 19719
Supv. 5529 4919 3227 5343 7558 3067 1789 362 656 264 47 32761
Workmen 64506
52800 41314 45173 61264 17308 13309
1765 1533 231 502 299705
TOTAL 7268 60329 47400 53298 72356 22304 1691 2248 3182 535 935 352185
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 31
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
3 5
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 32
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Employee Welfare& CSR
Pursues a structured CSR policy around coal mining areas to
improve quality of life with community consensus and inclusive
participation
Mobile Dispensaries and wellness clinics introduced on a large
scale.
Tele-medicine facilities introduced in central hospitals.
Provides medical services to employees, their families and local
populace through 86 fully equipped hospitals having 5835 beds.
Employs 1524 specialist Doctors.
Runs 423 dispensaries and has 640 Ambulances.
Provides potable water to about 2.3 million populace in remote
corners of CIL's areas of operation
Supports 536 schools under different categories - Project Schools
(55); Privately managed Schools with grant packages (284); Private
Committee Managed Educational Institutes (72) and other schools
where occasional grants are given (125).
Introduced 'Coal India Scholarships' for 100 Below Poverty Line
students plus 25 wards of land losers in government engineering
and medical colleges. Scholarship covers education, hostel and
mess charges
Meets the entire cost of wards of workmen securing admission in
government engineering and medical colleges
Committed to generate employment opportunities for people in
mining areas by providing vocational training.
The company Pursues 'Mining with a human face' through socially
sustainable inclusive model of growth by making Project Affected
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 33
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
People stakeholders in the decision making process for their
livelihood.
Medical facilities extended to nearby communities in fully equipped
company hospitals.
Mobile dispensaries and Tele-medicine facilities meant for
employees also extended to nearby village populace.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 34
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
ABOUT BCCL
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 35
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
About Bccl
Bharat Coking Coal Limited (BCCL) is a Public Sector
Undertaking engaged in mining of coal and allied activities.
It occupies an important place in as much as it produces bulk of the
coking coal mined in the country. BCCL meets almost 50% of the
total prime coking coal requirement of the integrated steel sector.
BCCL was incorporated in January, 1972 to operate coking coal
mines (214 Nos) operating in the Jharia&Raniganj Coalfields, taken
over by the Govt. of India on 16th Oct,1971 to ensure planned
development of the scarce coking coal resources in the country.
Currently, the Company operates 81 coal mines which include 40
underground, 18 opencast & 23 mixed mines as on 01.04.2010.
The Company also runs 6 coking coal washeries, 2 non-coking coal
washeries.
The mines are grouped into 13 areas for administrative
convenience.
The total manpower as on 1.4.05 was 92,268 and as on 01.03.2010
is 72,222.
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 36
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Physical Performance
YEARS UG (M.Te) OC (M.Te) TOTAL (M.Te)12-13 3.15 28.06 31.2111-12 3.48 26.72 30.2010-11 3.70 25.31 29.0009-10 3.90 23.61 27.5108-09 4.13 21.38 25.5107-08 4.46 20.75 25.2106-07 4.90 19.30 24.2105-06 5.47 17.84 23.3104-05 6.38 15.94 22.3203-04 6.74 15.94 22.6802-03 7.29 16.86 24.1501-02 7.59 17.66 25.2594-95 11.49 17.26 28.7584-85 13.34 8.50 21.8474-75 15.64 2.10 17.74
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 37
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
HUMAN RESOURCES DEVELOPMENT IN BCCL
Human Resource Development Department in BCCL has been set up for
the development of existing Human Resources as well as future
requirements with reference to technological advances and gainful
deployment of existing manpower to fulfill demand of production vis-à-
vis technology.
The existing human resources includes Managers, Supervisors and
Workers at all levels of the company. The company is strongly committed
to the development and growth of all its employees. This is being achieved
through refresher, basic training and retraining and intensive institutional
and on-the-job training.
The HRD Department of BCCL is under the control of Director (Personnel).
To cope up with the task emerging from strategic plan, Annual HRD Plan
is worked out every year to integrate HRD efforts. The action plan is
implemented primarily through the following Five Training Institutes
under the direct administrative control of HRD Department:
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 38
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
METHODOLOGY
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 39
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
METHODOLOGY
RESEARCH METHODOLOGY
Research is a process of systematic and in-depih study or research of any
particular topic / subject or area of investigation, supported by /collection,
, presentation and interpretation of relevant detail or data.
There are several points which come under research methodology and
some of the points are discussed as below:
TITLE OF THE STUDY
“A STUDY Of PERFORMANCE APPERAISEL IN AN
ORGINASIT1ON"
METHOD OF DATA COLLECTION
The data for the present study is collected from primary and secondary sources.
Collection of the Data
For any statistical enquiry the data can be collected from two sources.
Primary data
Secondary data
Primary data:
Primary data are those which are collected afresh and for the first time.Primary
data is collected through questionnaire, which was a closed form
of questionnaire.
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A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Secondary Data:
The secondary data are those which have already been collected by some
one else.
Secondary data is collected from
Company records
Magazines
Files and broachers
Sampling
Sampling is a procedure of making decisions by studying a few item
sregarding the characteristic of items in universe.
Sample method
The method used for data collection is simple random sampling.
Sample size:
The sample size is 100
Nature of the questionnaire
The data were collected through questionnaire. The questionnaire
contains 24questions. It contains all closed type of questions.
Method of presentation
The Presentation is made both in the tabular form and graphs. The analysis
is made in percentile form. Each table is explained with a detailed
interpretation of that table and graphical presentation. The question is in
histogram
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A SYUDY ON PERFORMANCE APPRAISALS IN CIL
DATA ANALYSIS
K.M.I.M. COLLAGE GANKHERA (GOREGAON) Page 42
A SYUDY ON PERFORMANCE APPRAISALS IN CIL
Data analysis
QUESTIONNAIRE ON EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM
Below mentioned sample HR questionnaire tries to find the employee satisfaction on performance management system in company.
1. Are you satisfied with the present performance appraisal system
BSC ?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: More than half of the employees are satisfied with the
present performance
appraisal system. The employees who are not satisfied are mainly from E-
1 to E-3 level.
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A SYUDY ON PERFORMANCE APPRAISALS IN CIL
2. Do you think the present system is effective / better than the
previous appraisal system?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 70% of employees think that the current system (bsc) is
better than the
previous system , because earlier their result was totally confidential and
was not known to them.
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3. Do you think the BSC system reduces biasness?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 30% of the employees think that this system reduces
biasness because the rating
evaluation is transparent to each appraise.
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4. As an appraise do you face any problem while selecting the rating ?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 80% executives have no problem in selecting the rating
because everything
is completely elaborated and they are given choices to choose among
many of their caliber.
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5. Does your appraiser helps you in selecting the rating scale ?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 85% executives are helped by their appraisers in selecting
rating scale. This
shows the good inter personal relationship between the appraisee and the
appraiser.
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6. Do you think the present list of rating scale cover all aspect of your job?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: Only 25% executives feel that the present list of rating
scale doesn‟t cover all aspects of their job. The Executives which are
under grade E1- E3 are unsatisfied.
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7. Do you think the pride form system should be transparent to an
appraisee?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: More than 65% appraisers feel that pride form should not
be transparent to an appraisee as this is the only part through which they
can control the performance of their subordinates.
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A SYUDY ON PERFORMANCE APPRAISALS IN CIL
8. Do you get any formal feedback regarding your performance?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: more than 70% of the executive feel that they get positive
feedback regarding their performance.
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9. Are any steps taken to improve the performance if not up to the
mark?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 80% executives say that the proper training is given to
them for upgrading their job whenever required.
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10. Do you find these steps effective / useful in your job?
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 65% executive feels that these steps are useful as they
develop their skills and competencies.
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11. Do you receive any increment in your salary after performance Appraisal.
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 75% of the executive feel that they received increment in
there salary after gating positive rating in there target completion.
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12. Do you think performance appraisal helps people set and achieve
meaningful goals.
(a) Yes [ ] (b) No [ ]
Sales
YESNO
Interpretation: 80% of the executive are think that performance
appraisal helps people set and achieve meaningful goals.
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Research finding
The new "performance management system" has been developed by
Manpower, one of the leading firms of the world in workforce solutions
and will replace the coal behemoth's existing appraisal system, an official
said.
"The system will be effective from April this year," Coal India director
(personnel and industrial relations) R. Mohan Das said on the sidelines of
the pre-launch event here of the 8th national convention of Global
Compact Network India.
"The new performance management system will help Coal India increase
its productivity. Thus it will enable us to achieve a higher production
target," he said.
Asked what would be a possible increase in productivity of the coal miner
after implementing the new appraisal system, he said it would depend on
the production targets which would be set in the coming days.
Job related training is given to the executives and they think it really helps
them in their further growth.
Most of the executives are satisfied with the current scenario of
performance appraisal as compared to older one.
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SUGGESTIONS
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Suggestions
He is to motivate requirement of training for technology being Used
in each subsidiary.
Target would be fixed only at the beginning of the year.
Make sure that every appraisal is fair and transparent select simple
but a valid performance appraisal instrument
There should be no business in performance appraisal methods.
There must be clear polices. Module, rules and regulation to
genuine the performance o valuating no class
A more promising approach to overcoming biases in performance
overcoming bases in performance appraisal is to import the skills.
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LIMITATION
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Limitation
Balanced score and can add a new tyne of reporting without
necessarily imnroving of vality or financial numbers. So it seems to
be an. Added reoirtubg ir wrose a distraction from achieving actual
goals.
The roling scale may be quite vague and Undear.
The roting form may ignore important aspect of job performance.
The rating form may contain additional irrelevant performance
dimension
The form may be too long and complex.
It BSC foalsing on rcorebords can leads to lock of foces an the
underging. Acton that modues a good score.
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CONCLUSION
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CONCLUSION
Coal India Ltd (CIL) is changing its appraisal system in order to attract the
best of the talent, which so far has mostly eluded one of the country’s
richest public sector companies.
The near monopoly coal miner has roped in Manpower group, the world’s
largest human resource management firm, to implement a performance
related pay system, common among private sector companies, effective
April.
The development comes at a time when CIL is recruiting many
management trainees across disciplines to inject young blood and bring
down the average age of an aging manpower.
While this might make some employees of CIL, particularly the non-
performers, cringe at the thought of being paid on the basis of their
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performance more rigorously and not how long they have been working,
there’s a reason to rejoice.
The process, called Performance Report for Individual Development of
Executives, or PRIDE, has been developed by Manpower’s local arm
Right Management India, and would replace Coal India’s existing
Executives Evaluation Reporting system.
The new performance management system is being based on the
Department of Public Enterprise guideline that had asked the public sector
companies to link salaries directly to profit they earn as well as
performance of individual staff.
Being the third-most profitable PSU after ONGC and NTPC and with a
cash reserve of a whooping `65,000 crore, getting a job in CIL might turn
into an attractive proposition now.
While CIL does have a policy of profit distribution under the current
system, it is based on profits of individual subsidiaries, some of which are
loss-making.
Under the new system, compensation would get linked to overall
profitability of CIL, the holding company. However, CIL sees some
resistance and hiccups in introducing the new-age appraisal system.
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“The new process has been introduced for the benefit of CIL and its
executives. As we transit into the new system, there could be some initial
challenges,” CIL chairman NarsingRao said in a communication to its
employees.
The officers, however, are receptive to the new compensation system.
“The proposed system would definitely help improve productivity and
work culture. As profit soar, so will the employee compensation. The
move will benefit about 18,000 executives in Coal India’s pay-roll,”
Sukhdeo Narayan, president of Coal Mines Officers’ Association told
DNA Money.
The evaluation process would begin with goal setting in April followed by
mid-year review in October and final review in March.
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REFRENCE & BIBLIOGRAPHY
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REFRENCE & BIBLIOGRAPHY
COMPANY‟S MANUALS Company’s Performance Report Performance Appraisal by Joyce Margulies The Complete Guide to Performance Appraisal - Richard C. Grote Performance Management and Appraisal Systems: HR Tools for
Global ... - T V Rao R.Waynel Mondy, Human Resource Management, Tata McGraw
Hill R K Sahu, Performance Management System, Excel Book Shrinivas R Kandula, Performance Management, Prentice-Hall Of
India
Selected Sites
http://www.coalindia.in http://www.bccl.gov.in http://www.performance-appraisal.com http://www.coalindia.in/FAQ.aspx http://in.news.yahoo.com/coal-india-launch-performance-
management-system-154802574--finance.html http://www.bccl.gov.in/?s=PMS
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