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EXECUTIVE SUMMARYOn partial fulfillment of the Post Graduation course in Management in
which an internship program has been incorporated in the curriculum, during which
a study has to be done in an organization mainly to extract a practical knowledge
and to learn the application of theoretical knowledge in the real corporate world. The
professional training is an integral part of an PGDM program. It helps the students
to understand the practical aspects of managing business in much better ways.
As a part of my PGDM program at Interscience Institute of Science &
Technology, Bhubaneswar I was supposed to work for a period of 45 days or
six weeks. I was required to undertake a detailed study of performance
management system (PMS) for executives as whole in human resource department.
This part of the PGDM has helped me in applying my theoretical knowledge into
practical experience. The 45 days training process has helped me in getting a
sufficient knowledge of how the theories and theorems in various books are applied
in the real world.
The Company OPGC was incorporated on November 14, 1984 under the
Companies Act as a private limited company under the name Orissa Power
Generation Corporation Limited..
I conducted a research work at the OPGC Bhubaneswar corporate
headquarter to get a thorough understanding of the system of performance
management for the employees that the organisation is following. as for the method
of data collection. I collected some data directly from the primary sources like the
responses from the executives regarding the system was collected through the
questionnaires, the online appraisal form and the statistical data were collected
directly from the sources. And some other secondary sources collection were also
used. For example the companys official website was used for some deriving some
information. The summer training programe was really a learning experience and I
hope this will be useful and helpful to OPGCand to me in coming days of my life.
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Project report on PMS at OPGC
Table of Contents
Chapter No. Contents Page No.
1 Company Profile
History of company
Vision
Mission
Corporate objective
Organizational structure
Data of the company
1-9
2 Theoretical Framework
PMS Introduction
Objective of the study
Scope of the study
Significance of the study
Research design
Research methodology
Limitation of the study
10-22
4 Performance Management
System at OPGC,Bhubaneswar
Introduction
Objectives
PMS calculations of
different levels Survey of PMS
Recommendations
23-66
5 Conclusion 67
1. Objective of the project
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Project report on PMS at OPGCOver the present research an attempt has been made to the study existing
Executive Performance Appraisal System at OPGC.
The major objectives of the present study are as follows:
To study the effectiveness of the existing performance appraisal systems.
To study the purpose of performance appraisal in OPGC.
To evaluate the existing system.
To find the relative gaps in the performance of the appraisal.
To identify the problem in the system and provide measure for
improvement.
To study the contribution of executive towards the growth and success of
the organization.
2. About OPGC
Orissa Power Generation Corporation Limited(OPGC) was incorporated on
November 14, 1984. OPGC started as a wholly owned Government Company of the State of
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Project report on PMS at OPGCOrissa with the main objective of establishing, operating & maintaining large Thermal power
generating stations.
In the pursuit of its objective, OPGC established IB Thermal Power Station having two
units of 210 MW each in the Ib valley area of Jharsuguda District in the State of Orissa.
These Units have become operational since 1994 (1st Unit) and 1996 (2nd Unit)
respectively.
The entire generation from these units is committed to Gridco the state owned Power
Transmission & Trading Company on the basis of a long-term power purchase agreement.
As a part of the reform in the energy sector of the state, 49% of the equity was divested in
favor of a Private investor (American Company) i.e. AES Corporation, USA in early 1999.
OPGC with its present ownership structure is unique of its kind in the country and has
excellent track record of plant performance and earnings.
The Company has owned many state as well as national level awards and recognition
Today OPGC has firmly established its credentials as a successful power generating
company both technically & commercially by providing safe, clean & reliable power.
2. Vision & Goal
To be one of the best and reliable power utilities of India
To make every work place a safe work place
To keep the environment clean
To be socially responsible for employees and society
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Project report on PMS at OPGC
3.1. Present business
As its maiden venture, the company has set up two thermal power plants with a capacity of
210 MW each in the IB valley area of Jharsuguda District in the State of Orissa (Ib Thermal powerStation) at a cost of Rs.11350 million. The locational advantage of the power plant lies in its close
proximity to the coal mines as well as to the Hirakud reservoir. This gives the company the distinct
advantage of low cost of Raw Material leading to low cost generation.
It has also undertaken the construction of seven Mini Hydel stations having a total capacityof 5075 kW as a technological demonstration.
The entire generation from Ib Thermal Power Station is committed to the state transmission
utility GRIDCO on the basis of a long term Power Purchase Agreement. Payment is securedthrough an Escrow Account and revolving Letter of Credit.
Shareholder Percentage No. of Shares Amount (In Rs.)
Govt. of Orissa 51 25,00,109 25,00,109,000
AES India Pvt. Ltd. 16.25 7,96,178 7,96,178,000
AES OPGC Holding (incorporated in
Mauritius)32.75 16,05,887 16,05,887,000
Total 100 49,02,174 49,02,174,000
3.2. Board Of Directors & Key personnel
The management of the affairs of OPGC vests in the Board of Directors. The
SHAREHOLDERS AGREEMENT, envisages equal number of nominees from both the investors.
While the Chairman and Director (Finance) are nominated by Govt. of Orissa, the Managing
Director and the Director (Operation) are the nominees of the strategic partner, AES. The present
Board of Directors consists of 6 members i.e. 3 members nominated by each partner.
Commissioner-cum-Secretary - Energy, Govt. of Orissa is the ex-officio Chairman of the
Company. The Managing Director is in-charge of the day-to-day management under the
supervision of the Board. They in turn are assisted by a team of dedicated and experienced
professionals in various fields. It is one of the three companies in the State Sector which has
signed a corporatization agreement which has bestowed considerable freedom to the Board of
Directors in managing the affairs of the company.
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Project report on PMS at OPGC
G. Mathivathanan, IASChairman
Mr. Venkatachalam KManaging Director
Mr. Indranil DuttaDirector Operation
Mr. Santosh Kumar Pattanayak,IRASDirector Finance
Mr. Hemant Sharma, IASDirector
Mr.Venu Gopal NambiarDirector
3.3.Strength of OPGC This is a Pithead Power plant with coal field located nearby & a Merry go round system for
Coal transportation. There is adequate water availability from the nearby Hirakud Reservoir with an Intake
Channel connected to Reservoir.
Long term PPA with the State Power Transmission utility i.e. GRIDCO for 100% off-take.
Payment security mechanism comprising Escrow Account and revolving Letter of Credit
with Gridco.
Infrastructure like land and common facilities are already available for expansion of two
more units.
A Dedicated workforce of Young Engineers & support staff.
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Project report on PMS at OPGC
4. Community
ITPS has a Good Town Ship with all modern amenities. The township. along with the plant is
surrounded and well protected with a boundary wall of 12 KM length. The township comprises
quarters for 672 Employees. It contains Training Hostel, Erector's Hostel( Guest House), English
Medium DAV school, Oriya Medium High School, Officers
Club, Community Center,
Shopping Complex,
Hospital, Banks, Post Office, Bust
stand, temple & Helipad. Just
at the out skirt of the
boundary there is
Banharpalli police station
with barrack.
4.1. Peripheral Development
OPGC has been regularly contributing substantial fund for developmental activities of various
infrastructures of peripheral villages some of which are :
Construction & development of village Road.
Village School/ College Bdg. Renovation, construction& repair.
Construction of Community Centers, Club Bdg.
Renovation of Village Pond.
Providing Free medical counseling & treatment topeople of all peripheral villages.
Extending educational facilities (at IBTPS ) to people of all peripheral villages.
Providing various aids to village Schools / Colleges such as Furniture, Library & science
equipments, computers.
Providing Drinking water facilities & execution of lift irrigation Projects.
Assistance for Rural Electrification to nearby villages.
4.2.OPGC PERIPHERY DEVELOPMENT POLICY
As part of corporate social responsibility, OPGC will undertake periphery development work whichwill help the community at large. OPGC at present has its operations at one location i.e. IB
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Project report on PMS at OPGCThermal Power Station, Banharpalli. So, its main focus will be on adjacent areas of ITPS. Themain areas on which OPGC will support the Local community will be;
1. Health
2. Education3. Drinking Water
4. Road
5. Street Lighting
6. Lift Irrigation
7. Cultural & Sport Functions
5. Generation Data
1
Year Generation (MU) PLF % % Aux. Cons. Sp.Oil.Cons.ML/ Kwh
Sp.CoalCons. Kg/Kwh
2009-10 2955.39 80.32 10.46 0.84 0.86
2008-09 3187.33 86.63 10.35 0.67 0.88
2007-08 3043.54 82.99 10.11 0.62 0.88
2006-07 3317.81 90.18 10.15 0.383 0.827
2005-06 3094.78 84.12 10.23 0.399 0.842
2004-05 3166.42 86.04 10.34 0.652 0.834
2003-04 3010.48 81.60 10.94 1.199 0.872
2002-03 2621.13 71.24 11.06 1.673 0.850
2001-02 2598.81 70.64 10.69 1.518 0.844
2000-01 3001.58 81.58 10.58 1.697 0.847
1999-00 3166.37 85.82 10.26 1.214 0.856
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Project report on PMS at OPGC
OPGC has been regularly contributing to the shareholders as well as for social cause as may beseen from statistics below.
Year Turnover Profit % Dividends Total Govt. of Orissa AES
2009-10 455.94 81.19 0 0 0 0
2008-09 464.87 111.37 21 102.94 52.50 50.44
2007-08 484.69 168.7 0
2006-07 477.07 170.22 0
2005-06 439.82 161.91 24 117.66 60.00 57.66
2004-05 426.69 153.37 24 117.66 60.00 57.662003-04 423.11 147.50 23 112.75 57.00 55.25
2002-03 473.28 197.23 30 147.07 75.00 72.07
2001-02 411.59 132.22 35 171.58 87.50 84.08
2000-01 418.03 109.89 30 147.07 75.00 72.07
1999-00 456.52 124.39 15 73.53 37.50 36.03
1998-99 430.39 112.80 30 147.07 75.00 72.07
1997-98 381.01 66.15 - - - -
1996-97 330.53 104.596 7.5 33.75 33.75 -
Total 6,073.54 1,841.54 239.5 1,171.08 613.25 557.33
Manpower
1
Executives- 112
Non-executives- 383
NMR- 13
MEs- 15
AES- 11
Contract- 06 Cost & Mgt Trainee- 04
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Project report on PMS at OPGC
6. Plant Photographs
Service Building Front Plant view from Swyd.
Plant view from Chimney topMD Sri Srinivas Rao taking Guard of Honor
on Republic Day
TG, Boiler & Bunker building at night Plant view from an angle
Main Control Room
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Project report on PMS at OPGC
7. Introduction to PMSOrganization is a consciously coordinated social entity with a relatively identifiable
boundary that functions on a relatively continuously basis to achieve a common goal or set of
goals. 4ms of organization are money, material, machine and manpower. Organization functions
with these 4ms and its effectiveness depends upon effective management of these 4ms. So
manpower that is human resource is an important source of an organization. HRD concept
emerged to effectively manage human resource of an organization.
HRD is a process by which the employees of an organization are helped in a continuous
and planned way to acquire or sharpen capabilities required to perform various functions
associated with their present or future roles, develop their general capabilities as individuals and
discover and exploit their own inner potential for their general capabilities as individuals and
discover and exploit their own inner potentials for their own and organizational development
purposes. HRD process is facilitated by mechanisms like performance appraisal, training,
organizational development, feedback and counseling, career development, potential
development, job rotation and rewards.
Among 4ms of organization man manages other 3ms of organization. So performance
of organization depends on performance of its man power or employees. Performance refers to
how an employee is fulfilling the requirement of the job management in the organization.
The modern and systematic performance appraisal system enables the management to
know to what extent it has been in releasing the organizational goals and at the time of the
individual comes to know his relative worth in terms of his performance. In this regard the topic ofexecutive performance appraisal system in OPTCL has been chosen to find out the degree of
effectiveness of the system.
8. Steps for developing a systematic performance appraisal
8.1. Identify key performance criteria
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Project report on PMS at OPGC Development of key performance criteria should be based on a comprehensive job
description and undertaken in consultation with employees.
8.2. Develop appraisal measures
In order to obtain accurate and valid performance appraisals, appraisal measures should
be tailored to the specific job or job family (i.e., groups of similar jobs). An evaluation of factors in
the work environment which help or hinder performance is also recommended. This ensures that
realistic expectations are set for employees performance, and is also likely to increase the
perceived fairness and acceptability of performance appraisals.
8.3. Collect performance information from different sourcesTraditionally, it has been the sole responsibility of managers / supervisors to assess
performance. However, other organizational members (e.g., clients, coworkers, subordinates) can
be a valuable source of information as they are likely to have exposure to different aspects of an
employees performance. Collecting information from multiple sources can increase the accuracy
of performance evaluation (i.e., reduce bias), and increase employees perceptions of fairness.
8.4. Conduct an appraisal interview
The two central purposes of the appraisal interview are to:
1. Reflect on past performances to identify major achievements, areas for further improvement,
and barriers / facilitators to effective performance
2. Identify goals and strategies for future work practice.
The appraisal interview should be a constructive, two-way exchange between the supervisor and
employee, with preparation for the interview done by both parties beforehand.
8.5. Evaluate the appraisal process
The performance appraisal process should undergo regular review and improvement.
For example, focus groups or surveys could be conducted to gauge employees perceptions of the
appraisal process. A successful performance appraisal process should demonstrate a change in
both the ratings of employees performance and aspects of the work environment that impact
upon work performance.
8.6.Best practice in performance appraisal
In essence, best practice in performance appraisals involves:
Integrating performance appraisal into a formal goal setting system
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Project report on PMS at OPGC Basing appraisals on accurate and current job descriptions
Offering adequate support and assistance to employees to improve their performance
(e.g., professional development opportunities)
Ensuring that appraisers have adequate knowledge and direct experience of the
employees performance
Conducting appraisals on a regular basis.
9.Objectives of performance appraisal system
a) Salary Increase
Performance appraisal plays a role in making decision about salary increase. Normally salary
increase of an employee depends upon on how he is performing his job. There is continuousevaluation of his performance either formally or informally. This may disclose how well an
employee is performing and how much he should be compensated by way of salary increase.
b) Promotion
Performance appraisal plays significant role where promotion is based on merit and seniority.
Performance appraisal discloses how an employee is working in his present job and what are
his strong and weak points. In the light of these, it can be decided whether he can be promoted
to the next higher position.
c) Training and Development
Performance appraisal tries to identify the strengths and weakness of an employee on his
present job. This information can be used for devising training and development programmers
appropriate for overcoming weaknesses of employees.
d) Feedback
Performance appraisal provides feedback to employees about their performance. A person
works better when he knows how he is working. This works in two ways, firstly, the person gets
feedback about his performance. Secondly, when the person gets feedback about his
performance, he can relate his work to the organizational objectives.
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Project report on PMS at OPGCe) Pressure on Employees
Performance appraisal puts a sort of pressure on employees for better performance. If the
employees are conscious that they are being appraised in respect of certain factors and their
future largely depends on such appraisal.
f) Retention of good employees
Performance appraisal provides a
f) Others
a) Identifying systemic factors that are barriers to, or facilitators of, effective performance.
b) To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
c) To improve communication. Performance appraisal provides a format fordialogue between the superior and the subordinate, and improves
understanding of personal goals and concerns. This can also have the effect of
increasing the trust between the rater and the ratee.
d) To determine whether HR programmes such as selection, training, and transfer
have been effective or not.
10.HOWTO CONDUCTA PERFORMANCE APPRAISAL PROCESS
The following five-step approach to conducting a systematic performance appraisal is
recommended:
1. Identify key performance criteria
2. Develop appraisal measures
3. Collect performance information from different sources
4. Conduct an appraisal interview
5. Evaluate the appraisal process.
STEP 1: IDENTIFY KEY PERFORMANCE CRITERIA
Perhaps one of the most challenging aspects of setting up a performance appraisal is
deciding whatto assess. In essence, four key dimensions of performance should be considered in
a performance appraisal.
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Project report on PMS at OPGCKEY DIMENSIONSOF PERFORMANCE
To ensure that the performance criteria are relevant to work
practice and acceptable to appraisers and employees:
i) Base the performance criteria on an up-to-date job description
ii) Develop criteria in consultation with appraisers and employees.
i) Base the performance criteria on an up-to-date job description:
Clear and explicit links between performance appraisal and a job description will ensure the
relevance of the appraisal. If a detailed job description is not available or is out-of-date, it is
strongly recommended that an accurate job description be developed prior to conducting a
performance appraisal.
ii) Develop criteria in consultation with appraisers and employee:
Linking performance appraisals with job descriptions can help to focus the appraisal
process on the key competencies, behaviours and outcomes associated with a particular
role or position. It can also be useful to consult with employees to:
Ensure that key aspects of a role / position are represented in the job description, for example:
Conduct assessments
Plan interventions
Manage cases
Liaise with and refer to other providers
Keep up-to-date service records and case notes
Write reports
Develop a clear understanding of the relative importance of various competencies,
Competencies Knowledge, skills, and abilities relevant to performance
Behaviors Specific actions conducted and / or tasks performed
Results / outcomes Outputs, quantifiable results, measurable outcomesand achievements, objectives attained
Organizational
citizenship behaviors
Actions that are over and above usual job
responsibilities
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Project report on PMS at OPGCBehaviours and outcomes. Identify how these key competencies, behaviors and outcomes can
be fairly and accurately assessed.
Employees are more likely to accept and be satisfied with the appraisal system if they
participate in the development of appraisal criteria and measures, and in the process of
conducting appraisals. Strategies for facilitating employees participation include:
Engagement in formal meetings or informal discussions with supervisors to seek input and / or
feedback on appraisal measures and criteria. Representation on groups / committees involved in
the design and implementation of
performance appraisals Inclusion of self-appraisals in the appraisal process.
Providing opportunities for employees to contribute to the performance appraisal of
coworkers and managers / supervisors.It is also important that employees perceive the appraisalsystem to be equitable and fair.
STEP 2: DEVELOP APPRAISAL MEASURES
Once clear and specific performance criteria have been developed, the next step is to decide how
to assess employees performance. It is recommended that a structured and systematic approach
is taken to assessing performance. Problems that arise when an unstructured blank sheet
approach is used include:
Increased chance of appraiser errors (i.e., reduced accuracy)
Knowledge, skills and abilities most critical to job performance may be overlooked
(i.e.,
feedback may have limited impact on performance effectiveness)
Reduced consistency between appraisers (i.e., evaluations may reflect differences between
appraisers rather than actual differences in a employees performance)
Perceptions of subjectivity in evaluations, which may in turn, reduce employeessatisfaction with, and acceptance of appraisals.
There are three important considerations in the design of appraisal measures:
i) Generic versus individually tailored measures
ii) Objective versus subjective assessments
iii) Assessing the impact of the work environment on performance.
i) Generic versus individually tailored measures
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Project report on PMS at OPGCMany workplaces use a generic rating form for all employees irrespective of their role or
position within the organisation. Although this approach can save time and minimise cost,
the accuracy and relevance of appraisals may be significantly diminished. The one size fits
all approach of generic measures may overlook important performance criteria that are
relevant to particular jobs, and may also include criteria that are irrelevant to others.
Where time and other resources permit, it is more appropriate to construct appraisal
formats tailored to specific jobs or families of jobs. If the development of job-specific (i.e.,
individually tailored) appraisal formats is beyond the resource capacity of the organisation,
an alternative would be to develop two groups of criteria:
1) Core competencies that have applicability to the performance appraisal of all employees
within the organisation
2) Additional competencies applicable only to some jobs and included in the performance
appraisal if relevant.
ii) Objective versus subjective assessments
A basic distinction between different types of appraisal measures concerns the use of
objective or subjective criteria.
Objective assessments of work performance
Objective measures of job performance involve counts of various work-related
behaviors. Some common objective job performance measures include
Absenteeism (number of days absent)
Accidents (number of accidents)
Incidents at work (number of incidents / assaults / altercations)
Lateness (days late)
Meeting deadlines.
Objective measures can be relatively quick and easy to obtain (given good organizational
record-keeping). However, it can be unwise to place too much emphasis on these types of
objective measures. An exclusive focus on results / outcomes may mask factors that
impact on employees performance that are beyond their control (e.g., client workload).
Subjective assessments of work performance
Subjective measures rely on the judgment of an appraiser (self, coworkers, or supervisor).
Subjective assessments are commonly used in performance appraisals and often involve
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Project report on PMS at OPGCthe use of rating scales. Subjective assessments are more likely to provide accurate
performance appraisals when:
The behaviors and outcomes being assessed are stated in clear behavioral terms
The employee understands the measures (e.g., rating scales) being used to evaluate their
performance, and agree that the measures are fair and accurate (i.e., measures what it is
supposed to)
Measurement is as brief as possible whilst addressing essential behaviors and outcomes
(frustration with long and unwieldy questionnaires may introduce error in responses).
iii) Assessing the impact of the work environment on performance
The goal of a performance appraisal is to support and improve employees performance
and effectiveness. Therefore, it makes sense for an appraisal to include an assessment of
factors in the work environment that help or hinder a employees capacity to perform
effectively. Explicit assessment of environmental factors is also likely to increase the
perceived fairness and acceptability of performance appraisals.
For example, an employees capacity to provide effective treatment interventions is
influenced by factors such as:
Access to private, soundproofed, adequately sized rooms for counselling
Availability of validated, user-friendly assessment tools
STEP 3: COLLECT PERFORMANCE INFORMATIONFROM DIFFERENT SOURCES
Once the appraisal measures are developed, the next step involves collection of
accurate performance information. A common trap is to begin noting observations of employees
just before conducting appraisals. This is likely to give an inaccurate picture of a employees
performance. Ideally, employees performance should be observed in a systematic way over time
(e.g., in a diary). This method ensures the accuracy of information about their performances.
Many employees in the organisation operate with a relatively high degree of autonomy.
This combined with the heavy workload of most managers / supervisors, may limit opportunities to
conduct regular observation of employees performance. In addition, perceptions of ongoing
monitoring may foster a sense of surveillance which can damage staff morale.
A more suitable approach may be to keep critical incident reports that note specific
examples of both excellent and unsatisfactory performances. Supervisors can also encourageemployees to keep track of their own performance records such as emails or letters that commend
them on their achievements.
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Project report on PMS at OPGCTraditionally, it has been the sole responsibility of managers / supervisors to assess performance.
However, other organisational members can be a valuable source of information as they are likely
to have exposure to different aspects of a employees performance. This approach is known as
360-degree feedback. For instance, coworkers can provide valuable information on teamwork
skills, and subordinates can provide useful information on leadership style.
There are many advantages to obtaining feedback on performance from sources other
than supervisors or managers. Key benefits include:
Accuracy and reduced bias (incorrect information from one source can be corrected
from another)
Increased likelihood that employees will perceive the performance appraisal system
to be a fair and accurate reflection of their performance (compared to relying on
supervisor ratings alone).
If time and resources are limited, it is recommended that supervisor appraisals be conducted in
conjunction with self-assessment. Including self-assessments as part of the appraisal process is
likely to enhance employees commitment to, and satisfaction with, the appraisal process. It also
provides employees with an opportunity to identify barriers and facilitators to effective
performance in their work environment.
Five different sources of performance appraisal information are considered here:
i) Manager / supervisor appraisals
ii) Self-appraisals
iii) Coworker appraisals
iv) Subordinate appraisals
v) Client appraisals.
i) Manager / supervisor appraisals:
Managers / supervisors play a central role in the appraisal process, and should
always be included as one of the main appraisers. In essence, managers and supervisors
have two roles in performance appraisal:
1. Judge: assessing performance
2. Coach: providing constructive feedback and identifying areas for improvement.Performing both roles simultaneously can be difficult. Employees may be reluctant to admit
areas for improvement if performance assessment is linked with desired outcomes such as
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Project report on PMS at OPGCpay, promotion or opportunities to work in desired areas. One solution is to separate the
judge and coach roles by conducting separate appraisal meetings.
ii) Self-appraisals:
The process of evaluating ones own performance can help to increase employees
commitment to the appraisal process, perceptions of appraisal fairness, and satisfaction with
the appraisal process. Self-appraisal can also be useful for identifying areas for
development. Not surprisingly, self-appraisals are usually biased towards leniency.
Strategies to increase the accuracy of self appraisals include:
a. Using clear definitions of performance criteria linked to specific, observable
behaviours
b. Informing employees that their ratings will be checked and compared to other
sources of
c. appraisal (i.e., for accuracy)
d. Ensuring employees receive regular feedback on their performance.
It is recommended that self appraisals are used for professional development purposes,
rather than for making administrative decisions (i.e., pay increases, promotion).
iv) Subordinate appraisals:
Subordinates are a valuable source of information regarding particular aspects of
a supervisor or leaders performance such as communication, team building or delegation.
Subordinates can provide feedback to help managers / supervisors develop their skills in
these areas. The focus should be on aspects of managerial performance that subordinates
are able to comment upon. This source of appraisal may only be appropriate in larger
organisations where there are sufficient subordinates to allow anonymity.
iii) Client appraisals:
Clients may also offer a different perspective on a employees performance,
particularly for jobs that require a high degree of interaction with people. For example, client
appraisals can be a valuable source of feedback regarding the quality of service provision
(e.g., the quality of interaction, degree of empathy, level of support, degree of
professionalism).
Organizations often have performance contracts that specify goals and deliverables
for client outcomes. Whilst it is important that organizational goals and deliverables are
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Project report on PMS at OPGCreflected in the appraisal criteria for individuals and teams, it is recommended that
particular care be taken if incorporating client outcomes.
Relying on client outcomes as an indicator of performance can have undesirable effects
due to the complex and sensitive nature of work. A range of factors may influence client
outcomes, many of which are outside the control of an individual employee. It is rare for a
successful (or otherwise) outcome to be the sole result of one persons efforts. This makes
client outcomes a poor reflection of the quality of treatment provided by the employee. For
example, good employee performance will not always bring about client improvements,
and client relapses may not be due to poor employee performance.
In addition to considering client outcomes, it may also be beneficial to focus on employees skills
and abilities in providing services per se (i.e., independent of client outcomes).
Strategies to support appraisers and enhance appraisal accuracy
Rating another persons performance is not an easy task, particularly with complex jobs or
performance criteria. Strategies to support appraisers and increase the likelihood of accurate
assessments include:
Providing practical training in rating techniques, which includes opportunities to
practice appraising performance and providing feedback
Limiting the assessment to performance criteria that an appraiser has observed /
experienced in regard to the employee
Providing structured assessment tools with clear explanations regarding the criteria
to be assessed, and performance standards.
STEP 4: CONDUCTAN APPRAISAL INTERVIEW
The next step in a performance appraisal is to conduct the appraisal interview. The two central
purposes of the appraisal interview are to:
Reflect on past performance to identify major achievements, areas that require
further development, and barriers / facilitators to effective performance
Identify goals and strategies for future work practice.
As discussed below, supervisors and managers can use a range of strategies to ensure that the
appraisal interview is positive, constructive and of greatest benefit for employees effectiveness.
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Project report on PMS at OPGCBefore the interview
Help employees to become familiar and comfortable with talking about their
performance by engaging in regular, informal communication on work progress,
potential obstacles and issues, possible solutions and assistance
Do your own preparation plan ahead. Draft a list of the issues that you want to
address with the employee (i.e., strengths and weaknesses of performance,
strategies to improve performance). Give specific examples of the employees
performances that you want to highlight. During the interview
Begin with positive feedback to put the employee at ease
Set goals mutually ensure employees participate in determining specific,
challenging but attainable goals for future work performance
Ensure that there is a clear agreement on performance objectives and the evaluation
criteria for the next year
Keep written records of the appraisal interview on which both parties have signed
off.
After the interview
Coach employees regularly provide frequent feedback to help employees improve
their performance
Relate rewards to performance by linking appraisal results to employment
decisions such as promotions and salaries, employees are more likely to prepare
for, participate in, and be satisfied with the appraisal system.
STEP 5: EVALUATETHE APPRAISAL PROCESS
As with any organizational system, the performance appraisal process should undergo regular
review and improvement. For example, the process of performance appraisal could be evaluated
by conducting focus groups or surveys with employees to gauge their satisfaction with the
appraisal process (and suggestions for improvements). It may also be useful to monitor the types
of issues raised by supervisors and employees over time. A successful performance appraisal
process should demonstrate a change in both the ratings of employees performance (i.e., ideally
performance ratings should improve, or at least remain at a satisfactorily stable level over time)
and the work environment (i.e., evidence that significant barriers to work practice are being
addressed by the organisation).
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Project report on PMS at OPGC11.DIFFERENT TYPES OF EMPLOYEE APPRAISAL SYSTEMSDepending upon who is doing appraisal methods of performance appraisal could be classified into
five categories.
Ratings by superiors: in this system, supervisors appraise the performance of subordinates
without involving the latter. The method is most commonly used in government organization.
However it suffers from prejudiced approach and the ability of the superiors. The various
methods which are under this system are:
1. Ranking method
2. Paired comparison method
3. Graphic rating scales method
4. Forced choice list method
5. Critical incidence method
6. Forced distribution method
12.Performance Management System for OPGCThe Salient Features of a Scorecard-based Performance Measurement System areenunciated below:
1.1 Why use a Balanced Scorecard
1. Clarify and translate vision and strategy-A balanced scorecard often leads seniormanagers to
Articulate strategy more clearly
Prioritize actions in times of transition Reach consensus about contentious or vague aspects of strategy
Make the strategy tangible and operational
2. Plan, set targets and align strategic initiatives- A well crafted, accepted, andlinked scorecard becomes a critical touchstone for
Setting targets and milestones that support strategic objectives
Planning initiatives to close critical strategic gaps
Establishing budgets consistent with strategic requirements
1.2 The performance assessment elements will include
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Project report on PMS at OPGC Setting of Key Result Areas (KRAs) and Competency Proficiency levels for
each position
Target setting on KRAs
Assessment by Self & Superior
1.3 Rating Scale for Performance Assessment
There will be a five point rating scale for overall performance assessment.
Performance
Rating
Brief Description
5
Employee has performed as a model
of excellence for his / her position. His
performance is consistently
exemplary under challenging
conditions
4
Employee has exceeded the
expectations from the position.
Employee has demonstrated good
performance and overcome
challenges on the job
3
Employee is a solid and dependable
performer. Employee has been
consistently successful in meeting the
expectations from his / her position
throughout the performance period
2
Employee has performance
deficiencies that need improvement in
order to meet the expectations fromhis / her position
1
1
Does not meet
expectations
2
Meets most
expectations
3
Meets
expectations
4
Exceeds
expectations
5
Demonstrates
Excellence
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Project report on PMS at OPGC
1
Employees performance is not
acceptable. Significant and immediate
corrective action is necessary
1.4 Rating Scale for KRA and Competency Assessment.
KRA
KRAs will be assessed using 5 point scale as per the following:-
COMPETENCY RATING SCALE
Competencies (Behavioural) proficiency level will be assessed using 5 point scale as
per the following:-
Maximum KRAs of 8 Nos can be identified by the Individual in a year.
However, for those employees who have joined from 1st January of the
previous appraisal year, the number of KRAs can go upto a maximum of 10.
KRAs may be assigned different weightages based on the relative importance
of each for the specific position. However sum total of weightages will not
exceed 100.
2.0 KRA & COMPETENCY DISTRIBUTION MATRIX
The KRA and Competency distribution/weightage will be on 70:30 ratio.
3.0 Performance assessment will follow a four-stage process:-
1
1
Does not meet
Proficiency
expectations
2
Meets
Proficiency
expectations
3
Meets most
Proficiency
expectations
4
Significantly
above
Proficiency
expectations
5
Exceeds
Proficiency
expectations
1
Significantly
below Target
2
Below Target
3
Meets Targets
4
Exceeds
Targets
5
Significantly
Exceeds
Targets
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Project report on PMS at OPGC Assessment: Performance will be assessed by the superior of the individual
against the targets set for the Key Result Areas and demonstration of the
expected competency levels, based on which an overall performance rating
will be given.
Review: The assessment will then be reviewed by a higher authority, in order
to provide a balanced view and to avoid assessor bias (positive or negative).
Superior Executives across the hierarchy will review the Report until it
reaches the level of HOD, after which it comes to the Moderation Committee
for finalization.
Moderation: Performance ratings will first be moderated within the various
functions and then across the Division, in order to distribute ratings evenly
across the organisation.
Feedback Feedback on the performance will be provided to employees
after the moderation process is completed.
3.1 Authorities for conducting the actual performance assessment are as specified
below:
3.1.1 Assessment of performance will be done by the direct supervisor
3.1.2 Review of assessment will be done by the assessors supervisor. Incase the assessors supervisor is not the Head of the Department, the Final
Assessment will be done by the Head of the Department. In case of disagreement,
the views/assessment of HOD will be treated as final.
3.2 Moderation: The purpose of moderation is to ensure that there is consistency in
the extent of rigour applied in assessments across Business Units / Functions and across
Levels. The indicative ratings distribution pattern for the appraisal cycle 2010-11 has
been shown below.
Performance Distribution pattern
5 Around 20% of employees within the
4 Around 30% of employees within the
3 Around 30% of employees within the
2 Around 15% of employees within the
1 Around 5% of employees within the
3.3 The Head of the Department is responsible for ensuring the moderation ofperformance of all employees across levels as per the distribution pattern. In
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Project report on PMS at OPGCcase, it is not maintained, the same will be carried out by the Moderation
Committee.
3.4 Feedback : The Reporting Officer will discuss the performance and provide
feedback to the employees on his achievements of the KRAs ( quantitative aswell as qualitative factors), demonstration of competency, the barrier for achieving a
particular task, areas that could have been done better and the tasks/ideas that can be
taken up for implementation in future.
3.5 Matrix Reporting : In cases where there is matrix reporting, the functional head will
be responsible for the overall assessment and final rating and will seek inputs from
the administrative head before finalising his assessment.
4.0 Development of Organisational / Functional Scorecard for all departments /
functions
4.1 The Organisational Scorecard would be cascaded by the HODs in
conjunction with the Business Head.
4.2 Targets will be set for the Departments / Functions, based on the overall
business plan and goal setting.
5.0 Goal Setting Individual Level
5.1 The Key Result Areas and Targets for various positions within thedepartment / function would be based on the specific targets for the
Department / Function.
5.2 Each of the Key Result Areas would have a corresponding weightage
depending on the relative importance of the KRA. The sum of the
weightages would be equal to 100 percent.
5.3 A maximum of 8 and a minimum of 4 KRAs will need to be
considered for goal setting process for each individual. In case of
employees who have joined on or after 01.01.2011, the maximum KRAs for
the performance year 2011-12 will be 12 including the KRAs
completed/planned from their date of joining till 31.03.2011.
6.0 Initial Discussion of the Individual Goals
6.1 The KRAs must be decided through a one-to-one discussion with the
Reporting-Officer.
6.2 The employee will first identify/develop draft KRAs, KPIs, Targets etc on a
blank PMS Form/Page/separate piece of paper looking at the Departmental
Annual Plan, key tasks not achieved last year, Tasks identified last yearand need to continue/include due to continuity of activity/balance of work.
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Project report on PMS at OPGC6.3 The employee will then discuss with his reporting officer on the KRAs and
take his input/views before finalization.
6.4 After the discussion, the employee will enter the final KRAs in the PMS form and
submit to the Reporting Officer for his approval.7.0 Mid-Year Review
7.1 For mid-term review, the Appraisee and Appraiser would sit together and
review and discuss the progress on KRA achievements, and competencies
and document the discussions in the space provided in the Form.
7.2 Upon commencement of the Final Appraisal Process, the Appraisee would have to
enter his/her KRA wise Achievements as well as competency ratings for self. The
employee would also provide relevant comments on overall achievement.
7.3 On completion of the Final Self Assessment by the Appraisee, the same wouldhave to be submitted to the Appraiser for the following tasks to be completed:
Entry of Final Marks against each KRA
Entry of the Competency Rating for each Competency and the Final
Competency Rating
7.4 Finalization of Performance Rating
The reviewer/HOD will need to review and approve the Overall Non ModeratedRating provided to the Appraisee by the Appraiser. Each Reviewer / HOD will need
to confirm to the normalisation pattern as given under 3.2 above.
7.5 Performance rating moderation
The suggested Moderation meeting participants are as follows:-
The Managing Director would be the Chairman of the Moderation Committee.
The HR Head will be the Convenor.
The Heads of Departments will be the Members in respect of population of the
respective Department. Moderation Committee The appraisal report having been completed at the
level of heads of departments / units will be sent to HR for the requisite analysis
regarding the desired and actual normal distribution pattern of the appraisal
ratings. The ratings, as finalized in the deliberations of the Moderation
committee, will be final out put of the PMS, which will be taken to be the final
PMS ratings.
8.0Timelines
PMS 2010-11Sl. No. Activity Completion By
a) Replication of the individual /
functional scorecard to the PMS
31st March, 2011
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Project report on PMS at OPGCForm and sign off with
Reporting Officer.
b) Self Appraisal by the Appraisee. 4th April, 2011
c) Appraisal by the Reporting
Officer.
7th April, 2011
d) Completion up to the level of
HOD.
11th April, 2011
e) Completion up to the level of
Plant Manager / Chief of
Infrastructure / Team Leaders at
Corporate Office as per
normalisation percentages.
15th April, 2011
f) Finalisation by the Moderation
Committee.
19th 20th April,
2011
PMS 2011-12
Sl. No. Activity Completion By
a) Joint goal setting and
finalisation of scorecard.
20th April, 2011
b) Mutual sign off between
Appraisee & Appraiser in the
PMS Form and forwarding of
self copy to HR.
30th April, 2011
c) Mid year Review. 15th 30th
September, 2011
d) Finalisation and Moderation 1st 15th April, 2012
COMPONENTS OF PERFORMANCE APPRAISAL
1. Identification of key performance areas (KPAs): Performance appraisal should not take
place in isolation. It has to be appraised against certain function and objectives that have been
agreed to be appraised against certain function and objectives that have to be agreed by the
employees and his reporting officer. A good way of starting this may be for every employee to sit
with his reporting officer a year in advance and identify the areas of his performance which are
considered to be very important for his role. After identifying such key function areas, it is
necessary for both, the employee and his reporting officer, to have an understanding of the level
of peroformance expected, nature of performance expected, quality of performance expected,
time in which the tasks are expected to be complete, etc. this is possible only through an intensedialogue between the officer concerned and his reporting officer. Unless such expectations are
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job.
2. Setting of goals or objectives (under each KPA) every year for the next year: In order to
have clear understanding of the expectations, it is useful to set goals or objectives under each
KPA. These cover a variety of roles. Quote often there may be jobs which offer very little scope for
quantification. However, in each case qualitative or time bound objectives could be set. A good
performance should take into consideration how well an individual has performed his role rather
than what results he has achieved. This is so because in an organization achievement of results is
generally the task of not a single individual but of a group of individuals. The individual should not
be appraised for not achieving the results, which depend upon several other factors outside hiscontrol. The individual should be assessed for his effectiveness if performing whatever functions
given to him.
3. Identification of behavioral dimensions that are critical for managerial effectiveness: A
good performance appraisal system should also have a set of behavioral dimensions that are
critical for managerial effectiveness. These dimensions should be desirable for performing more
and more high managerial jobs and universally applicable in the organization. These qualities can
be identified through a good research programmed. At present, at least four qualities are likely to
meet these criteria. They include creativity, initiative, and contribution to team spirit and to the
development of subordinates. Periodic review on these qualities through an appraisal system
helps managers to increasingly develop themselves in relation to these qualities. Thus this is
conducive for managerial development.
4. Periodic (preferably annual) review of performance on objectives and behavioral
dimension a rating scale: ratings on performance and behavior are necessary in any
appraisal system to generate data. Such ratings also form a basis for discussions and exchange
of expectations. Some experts propagate the idea if using the category system of assessment.
While some use categories like outstanding performance, good performance, average
performance, below average etc.
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ORISSA POWER GENERATION CORPORATION LIMITED
EMPLOYEE PERSONAL PROFILE
Employee No.
Name: Mr. ABCD
Designation: Manager
Grade: E - 4
Department /Function:
Operations
Location: ITPS
Qualifications: B.Sc. Engg.
Date of Joining: 19-May-93
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CAREER RECORD AT OPGC:
Promoted to on date
E3 1.12.99
E4 29.5.2005
1 ROLE SUMMARY
Responsible for overall supervision of plant for safe, efficient and upto date conditions
2 KEY RESPONSIBILITIES
1Responsible for smooth running of 2X210MW with best possible PLF in a shift and dayto day activities.
2Responsible fior co-ordinating with CHP, WTP, MGR, AHP during day to day plant
operation.
3
Responsible for maintaining total plant and aux. during non working hours of the wholeplant i.e 05.00 P.M to next day 08.00 AM & Holidays, during the available workingshift.
4Scheduling the declared generation and coordinating with the SLDC for maintaining tothe schedule.
5 Taking leading role in case of plant emergencies.
6Responsible for informing to head operation , Sr Executives & other maintainanceEngineer for attending defects during plant rmergencies.
7Responsible for preparing and issuing safety documents for maintenance job on theplant.
8 Attending morning meeting and appraising the operational activities and problems.
9Working as a alternate member of T & Q at ITPS as an AMEON(Asia Middle EastOperating network) working group members.
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Project report on PMS at OPGC10 Manpower planning in main plant area during a shift.
11Taking part in next day job planning with the helf of maintenance teams and Tripanalysis etc.
12 Guide control room engineers and field operators in performing their duties.
13Review the plant critical operating parameters and bring the changes in trends asrequired.
14 Looking after the safety aspects of main plant area.
15 Play the roll of incident controller in odd hours in case of emergencies.
16 Responsibility of preparing initial trip reports and daily morning generation reports.
17 Responsibility of general management of the shift.
Individual Scorecard Individual Score: 2.51
PerformanceMeasure
UnitWeightag
e
Calibration of the Rating ScaleActual
Achievement
Rating on
Scaleof 5
WeightedScore
(WeightageX Rating)
Factor (x)
1 23
(Target)
4 5
% deviationsfrom thescheduled
generationplan
% 15% 0.5 10 7.5 5 2.5 0 3 3.80 0.570
Plantavailabilityfactor
% 15% 0.01 90.16 91.08 92 92.9293.8
493 4.09 0.613
Net CapacityFactor
% 15% 0.01 86.24 87.12 88 88.8889.7
689 4.14 0.620
Plant HeatRate
Kcal /Kwh
10% 0.05 2695 2572.5 24502327.
52205 2320 4.06 0.406
Specific OilConsumption
ml /kwh
10% 0.2 0.462 0.396 0.33 0.2640.19
80.33 3.00 0.300
Specific DMWater Make up
% 5% 0.1 1.08 0.99 0.9 0.81 0.72 0.85 3.56 0.178
% of AuxillaryPowerConsumption
% 5% 0.0511.25
310.741
510.23
9.7185
9.207
10 3.45 0.172
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Project report on PMS at OPGCNumber oftrippings due tooperationalfaults
Number
10% 0.1 5 4 3 2 1 2 4.00 0.400
Number ofLDO,
Hydrogen orboilerexplosionemergencies
Number
5% 0.1 4 3 2 1 0 1 4.00 0.200
Number of LTADays
Days 5% 0.1 4 3 2 1 0 0.5 4.50 0.225
Number ofnear missesreported
Number
5% 0.2 24 32 40 48 56 41 3.13 0.156
COMPETENCY MAPPINGDesired Level: Executing & Applying
Competency Theme Description Score
Teamwork andPartnershipManagement
Working withothers
- Listens attentively to others, seeking to understand theirperspective- Displays commitment to team goals & prioritizes group interest- Shares all relevant or useful information and co-operates withother team members
PartnershipManagement
- Appreciates the relevance and criticality of stakeholders/partnersand proactively builds individual relationships with them- Understands partners needs and collaborates effectively withpartners
AchievementOrientation
Initiative
- Displays high levels of initiative and energy while performingown role- Helps sustain high levels of initiative in team even when askedto contribute beyond his own area of work
Accountabilityand drive forresults
- Identifies and tries to overcome obstacles in meeting the desiredobjective , encourages others to do the same-Displays accountability & ownership for own work and helpscreate high levels of ownership in team
OperationalExcellence
SystematicPlanning andProcess Focus
- Establishes a course of action for self to accomplish a specificgoal and Is able to establish correct priority- Plans activities for self and the team with an aim of leveragingsynergies & avoiding overlaps.- Estimates and allocates time and given resources based onplan.
Process Focus
- Adheres to systems and ensures process adherence in team
output- Makes suggestions for improvement of systems and processes
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PeopleManagement
Measuring &MonitoringPerformance
- Defines team goals and periodically reviews performanceagainst laid out measures- Makes mid course corrections in action/approach
Inspiring &
MotivatingOthers
- Understands strengths and development areas of others- Provides balanced feedback for development purposes
- Creates learning opportunities to help them improveperformance- recognizes achievements of other team members rather thanseeking individual credit
Analysis &DecisionMaking
Analysis
- Breaks the problem into parts while attempting to identify issues- Analyzes and identifies key issues and establishes cause andeffect relationships- Uses the data available (both quantitative as well as qualitative)while doing the analysis
DecisionMaking
- Uses a logical and rational thinking process and makes factbased decisions-Takes ownership for decisions in his own area
BusinessAwareness
BusinessOrientation
- Understands market events and other environmental triggersthat impact own function/ team, and drives external orientation
ORISSA POWER GENERATION CORPORATION LIMITED
EMPLOYEE PERSONAL PROFILE
Employee No.
Name: MR EFGH
Designation: DGM
Grade: E - 6
Department /Function:
O&M
Location: ITPS
Qualifications: B.Sc. Engg.
Date of Joining: 10-Mar-93
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CAREER RECORD AT OPGC:
Promoted to on date
E4 1.12.97
E5 20.5.2005
E6 24.6.2008
1 ROLE SUMMARY
Overall responsibility of plant operation & Maintenance. Manager of factory underFactories Act and responsible for the safety of factory.
2 KEY RESPONSIBILITIES
1 Responsible for deciding policy matters.
2
Responsible for plant safety and people welfare as per Factories Act and answerableto statutory authority, Factory Directorate, Orissa.
3 Responsible for efficient operation of plant for achieving maximum PLF and target.
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4Responsible for overall maint. of plant like periodic, preventive, predictive and annualoverhauling
5Responsible for performance monitoring of all equipments of the plant and improvingthe efficiency.
6 Responsible for optimisation of operation and maintenance cost.
7Responsible for overall safety of the plant ,implementing OPGC safety rules andachieving zero accident.
8 Responsible for implementing fire safety in plant.
9Responsible for overall compliance with statutory authority like Directorate of factory &Boiler , Electrical inspector , explosive Directorate.
10Responsible forobtaining and renewing Factory licence, Boiler Licence, ExplossiveLicence etc.
11Responsible for approving all modification and new construction inside plant fromstatutory authority as per factories act
12Responsible for Daily monitoring & yearly reporting of plant performance etc to internalauthorities.
13 Responsible for coordination with GRIDCO & CEA as and required.
14Responsible for liasining with state and central statutory authorities as and whenrequired
15 Responsible for manpower planning and their overall development.
16Responsible for identifying & arranging need based training programme for allemployees.
17 Helping others to achieve the goal.
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COMPETENCY MAPPINGDesired Level: Shaping
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Competency Theme Description Score
Teamwork and
PartnershipManagement
Working with others
- Builds a climate of trust and mutual respect.-Motivates andeffectively resolves issues that inhibit team behavior- Creates and institutionalizes processes that foster team work in the
organization.
PartnershipManagement
- Identifies critical success factors & potential conflicts in thepartnership for the organization- Is able to manage conflicts and critical relationships in thepartnership for the organization
AchievementOrientation
Initiative
- Creates a culture of high initiative across the organization, by hiringrewarding and promoting people with this attribute- Actively looks for opportunities where his contribution could help andencourages others to do the same
Accountability anddrive for results
- Drives high performance standards by setting stretch goals for teamensuring people not only meet but exceed them- Drives accountability and ownership across the organization, byinstitutionalizing systems and processes for performancemanagement,reward and recognition, business planning and review.
OperationalExcellence
SystematicPlanning andProcess Focus
- Defines and communicates specific goals, deliverables and timelinesfor sub groups.- Establishes planning and review processes in the organization,reviews execution and makes mid course correction in plans ifnecessary.- Leverages organization resources and tracks resource utilization toensure efficiency.
Process Focus
- Drives process orientation and flawless execution with focus onquality and cost aspects.-Builds bestpractice orientation by establishing systems andmechanisms to benchmark work against best in class players.
PeopleManagement
Measuring &MonitoringPerformance
- Establishes appropriate stretch goals, and performance measures
- Reviews performance against success measures and drivesperformance by maintaining balance between applying pressure andmotivation
Inspiring &Motivating Others
- Has an insightful view of individual strengths and developmentneeds and uses these to achieve business results- Proactively coaches and develops others by addressingdevelopment needs with specific development recommendations- Proactively makes investment in processes and decisions thatenhance capability- Constantly recognizes good performance and encourages others
Analysis &Decision Making
Analysis
- Sees the bigger pictureand integrates business understanding by
drawing logical inferences which enable accurate short term and longterm forecasting- Is able to forecast multiple scenarios, anticipate opportunities &problems based on a scenario- Analyses and select appropriate plans when more than one optionexist
Decision Making
- Lays the overall framework for decision making; takes strategic,long-term decisions having far reaching impact-- Uses sound judgment and understanding of financial/economicconsiderations
BusinessAwareness
BusinessOrientation
- Displays in-depth knowledge of the external environment, in ownability to predict challenges & opportunities that the business mayface in the long run
Performance Msanagement system survey with Employees
OPGC, Bhubaneswar
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1) Status of your current performance management system.
2) Is Performance appraisal system is a motivating factor for you?
3)Whether the performance appraisal system ensuring better
communication between boss &subordinate?
1
A major group of employees are satisfied with the
current performance management system
A group of employees feel that the currentperformance management system is a motivating
factor at the same time that number of employees does
not do that.
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4) Whether performance appraisal system helps in contribution offuture goals of employees?
5) Whether performance appraisal system is more effective systemto evaluate the employees than the old CCR system?
1
A major group of employees are satisfied with the
current performance management system ensuringbetter communication between boss & subordinate.
A major group of employees are satisfied because the
PMS contributing of future goals of employees.
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6) Are you getting benefited with the half yearly review processadopted by OPGC?
1
A major group of employees are satisfied with that
the current performance management system is
more effective system to evaluate the employees
than the old CCR system.
A major group of employees are satisfied with the half yearly
review process adopted by OPGC for PMS.
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7) Are you satisfied with the 5-Point rating scale is used in performance
appraisal system in OPGC?
Yes 70%
No 30%
8) Whether performance appraisal system helps the you to know about
your strength & weaknesses?
1
A major group of employees are satisfied with the 5-Point ratingscale is used in performance management system in OPGC
A major group of employees agree with the performance appraisal
system helps them to know about their strength & weaknesses.
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9)Whether performance appraisal system is making employees more conscious
regarding their duties & responsibilities in the job?
10) Do you think, there is some bias exists in the appraisal system?
1
A major group of employees agree with the
performance management system is making
employees more conscious regarding their duties
& responsibilities in the job
A major group of employees think, there is some
bias exists in the PMS system of OPGC,Bhubaneswar.
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CONCLUSIONSAND SUGGESTIONS
Performance appraisal should not be perceived just as a regular activity but its importance
should be recognized and communicated down the line to all the employees.
There should be a review of job analysis, job design and work environment based on the
performance appraisal.
It should bring more clarity to the goal and vision of the organisation.
It should provide more empowerment to the employees.
New methods of appraisal should be adopted so that both appraiser and the appraisee takeinterest in the appraisal process.
The employees who have excellent performance should be used as a mentor for other
employees which would motivate others to perform better.
Employees should be given feedback regarding their appraisal. This will help them to
improve on their weak areas.
Financial and non-financial incentives should be linked to the annual appraisal system so
that employees would be motivated to perform better.
New mechanisms should be evolved to reduce the time factor involved in the procedure of
appraisal. Introducing online-appraisal can do this.
The frequency of training program for the appraiser should be increased and these
sessions should be made interactive.
The awareness sessions for the employees/appraisees should be made more interactive
and the views and opinion of the appraisees regarding appraisal should be given due
consideration.
Assistance should be sought from specialists for framing a proper appraisal system that
suits the organisation climate. Constant monitoring of the appraisal system should be done
through discussions, suggestions, interactions.
Combining the different methods of appraisal can minimize the element of biasness in an
appraisal. Like the Rating method combined with assessment center method would give an
evidence of poor/unfavorable or outstanding behaviour of the appraisee, if any.
Use of modern appraisal techniques like 360o
appraisal, assessment centers which aremore effective.
More transparency should be brought about in the appraisal system.
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Project report on PMS at OPGC The appraisal system should cover all employees in the organisation both white collar and
blue-collar jobs.
Recognizing the good performers i.e., appraisees who have accomplished the targets for
the year can help in getting more commitment from the employees.
Information regarding the performance of the employees should be kept in proper manner.
Some of the performance appraisals should be conducted by the top management so that
they can understand the employees and their needs, behaviour better and to find out the
loopholes.
Performance appraisal should be effectively link to the performance management system
of the organisation.
Our companies still follow the traditional methods of appraisal that should be transformed
into the modern one.
CONCLUSIONEmployees are satisfied with the performance appraisal system of OPGC as it has
replaced the old CCR system which was not giving any feedback to its employees. But still
employees have described the current performance appraisal system as semi-transparent. So it
should work on to make fully transparent. It should appraise its employees quarterly or half-yearly
basis without giving any prior notice to them so that the actual performance of employees can be
identified. Employees have a strong perception that performance appraisal system in OPGC is a
tool for promotion only.
Some respondents criticized that there is no promotional facility for non-cadre employee in OPGC.
The organization should motivate those employees by giving them special rewards (e.g. bysending the employee on holiday tour or special salary package) even when it cannot promote
them to higher posts.
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