Vedanta

ON

“PERFORMANCE APPRAISAL SYSTEM”

At

BALCO

SUBMITTED FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER’S IN BUSINESS

ADMINISTRATION

SUPERVISOR: SUBMITTED BY:

Mr. AJAI GERA SHRADDHA ROY

ASSOCIATE MANAGER ROLL NO-5053606036

2007

DEPARTMENT OF MANAGEMENT STUDIES

DISHA INSTITUTE OF MANAGEMENT AND TECHNOLOGY

DECLARATION

I, Shraddha Roy student of MBA 2nd semester in department of management

studies, Disha Institute of Management And Technology hereby declare that the

project report entitled “Performance Appraisal System with reference to BALCO”

is my own work and the matter enclosed has not been submitted for the award of

any other degree or diploma in the university or anywhere and is conducted under

the supervision of Mr. Ajai Gera (Associate Manager, HR) Balco, Korba.

I hereby declare that all the data and information which this project contains is true

as per my knowledge.

During preparation of the project I was honest about the rules and regulation of

Balco and Business ethics. And I think no data of my project harms any reader of

my project directly or indirectly.

DATE: SHRADDHA ROY PLACE: Raipur MBA 2nd SEMESTER

PREFACE

The personnel or human resource of an organization are its most important and valuable

assets. Therefore, the management of this resource becomes fundamental to all

administrative activities and within the management of resources, performance appraisal

occupies a significant niche and the subject matter of this study is Performance Appraisal.

Despites this phenomenal progress made in the area of Human Resource Management,

the functional and process of performance appraisal continues to remain as major

challenges, facing managers everywhere today and in the foreseeable future too.

The personnel function in developing countries such as India has several distinct traits. It

cannot be compared with the personnel function of advance countries or with that of

under-developed countries though it has certain similarities with both. The element that

causes these differences is size, ownership pattern, and style of management, government

legislation and the socio-culture milieu prevailing in India. It is also necessary to point

out that there is no uniformity in the formulation and practice of personnel policies in the

country. These variations are caused by some of the factors indicated above as well as by

the difference in each organization’s philosophy and approach to its human resources.

An attempt has been made to systematically analyze and present relevant research data.

The changes that are taking place in existing or traditional personnel functions or

practices are due to the increased importance being given to functions, such as selection

or training, by organizations wanting to identify and utilize human resources as

efficiently as possible. There is now an increasing concern for productivity and better

utilization of human resources at the plant level in an increasingly competitive

environment. These changes that are more towards expanding the role of the personnel

function could also be, to some extent, attributed to behavioral science research into the

understanding of human behavior at the work place.

ACKNOWLEDGEMENT

At the brink of achievement of fruits and the endeavors, I am of at a loss of words in

expressing the deep regards my heart feels for all those in the world who ought to

share the fruits if these accomplishment for their precious contribution.

I would like to express my gratitude towards all those who have contributed to this

project by providing guidance and information to me. Without their help I would

not been able to complete this project. I could not have worked out the idea into

reality and lots of hands have helped me to accomplish this work and hence I would

like to acknowledge them.

I take this opportunity as my privilege to express my deep gratitude to Mr. Ajai

Gera (Associate Manager- HR) for his guidance, providing constructive suggestions

and devoting his precious time from his busy schedule to my project.

My acknowledgement shall remain unfulfilled without paying my regards to my

teachers whose teachings helped me at each stage of the project.

I am also thankful to my parents for their favorable support and encouragement.

DIMAT SHRADDHA ROY

RAIPUR

CONTENTS

Page No.

Chapter -1 Introduction 1.1 Conceptual Framework 1-27

1.2 Introduction to BALCO 28-42

Chapter -2 Performance Appraisal System In BALCO 43-44 Chapter -3 Research methodology 45-48

3.1 Statement of the problem 3.2 Purpose of study 3.3 Objectives 3.4 Universe 3.5 Sample size 3.6 Sample unit 3.7 Source of data 3.8 Sampling Method 3.9 Data collection tools 3.10 Questionnaire3.11 Statistical technique

Chapter -4 Data analysis and interpretation 49-52

Chapter -5 Findings 53-55

Suggestions Limitations -Bibliography

-Appendix

Executive Summary

People generally come to work to do a good job. What stands in their way? There are a

variety of issues. An organization owes itself the ability to get as much from the minds of

its people as it possibly can. Developing an employee and providing a path that leads to

higher performance and individual development is often the difference between

organizational success or failure. Doing that in a way that is in alignment with the

organization’s goals is “How” this can be accomplished.

In today’s fast changing world employee appraisal and how to enhancing the

Performance of employee is one of the most important issue faced by the Human

Resource Development in analyzing and evaluating its employees as well as to retain

them. It also gives the employees a chance to look back on what they have been doing.

This project is based on enhancing employee performance through constructive appraisal

system and thus providing developmental programs. It goes in depth into what

Performance appraisal system is, what it stands for and what its impact on employee

performance. It tries to explain the advantages and effectiveness of using two way

appraisal system in the BALCO. It contains different types of approaches that can be

used in different set of conditions. The project also tries to throw light on how theory can

be put to practice.

The employees who seek development may also seek opportunity. It is easier for them to

help grow within their own organization that it is for them to switch organizations and

start new. Given development and room to grow, most employees will repay the

investment through their loyalty.

Employee assessment serves multiple objectives. It is centrally linked to the motivation

of employees. It provides some of the essential components of effective motivational

strategies; in particular, feedback that permits an employee to learn how well he or she is

performing; goal or objective-setting that specifies what the person should be doing; team

building that allows the employee to participate along with peers and his superiors in

solving problems that impede his productivity; and monetary incentives that reward good

performance. And special concerned to its impact on career planning programmes of

BALCO

A visit to BHARAT ALUMINIUM COMPANY LIMITED, korba was of great help in

my project. BALCO is one of the organizations that are using Self Performance Appraisal

system in their organizations. Here I met Mr. Ajai gera, the associate Manager of

establishment HR BALCO, who is one of the committee members of this multi-source

feedback guideline system. He told me about the feedback system they are using in

BALCO, why are they using Performance feedback, what were the programs for career

planning of employees, and their development etc.

Here the objective of this project is to analyze the effectiveness of current employee

appraisal programme which includes employee career planning and employee

development strategies adopted by the BALCO and finding out the loopholes in actual

practice.

The methodology adopted was first of all finding what planning made by organization in

terms of employee appraisal and enhancing their performance. A structured questionnaire

was prepared and certain GET’s and Executives were interviewed along with SBU Heads

and HR professionals. Open questions were also asked to them in order to get their

feedback and suggestion. Sampling was done on the basis of availability and

convenience. For the purpose a sample of 300 respondents were selected. In addition to

this I also interviewed those employees leaving the organization in this period. Their

response and suggestions were analyzed and consolidated to reach to the

recommendations.

The employee appraisal system in BALCO is up to the mark where as it compare to the

other manufacturing sector. The compensation given to the employees is best in the

industry and almost all employees are satisfied with that but the following area need more

concern subjectivity in performance appraisal not satisfactory, training and development

not adequate, no systematic job rotation, no mentoring system.

In the interview conducted it was revealed Performance appraisal system should need

improvement. Personal interview and 360° appraisal system should be introduced. Better

career path for the talented employees is inadequate. There is no description and also

there is existence of favoritism in the work place.

If these concerns are properly taken care of, then the performance of employee is

enhanced. BALCO should develop its employee career and develop them. Enhanced

Compulsory job rotation should be introduced up to 25% of employee. Training

evaluation should also be there. Role clarity must be brought in the organization by

having Job description for each employee, having properly defined reporting relationship

and clearly communicating the performance expectations.

CHAPTER ONE

INTRODUCTION

1.1 CONCEPTUAL FRAMEWORK

Human Resource are today universally acknowledged as the most valuable assets in any

organization, and it is largely due to this that enlightened management are increasingly

searching and researching for newer and better techniques of personnel management and

administration.

Performance Appraisal has acquired a new dimension as a result of the HRD movement.

Despites the increasing research done by behavioral scientists, man still remains a very

complex person, capable at the same time, however, of extremely high performance

levels given the proper environment and motivation. Rao defines HRD as a process that

continuously helps the employees in a planned way to acquire and sharpen capabilities

needed for present and future work, to help them discover their potential and to develop

an organization culture where collaboration and teamwork are valued. Performance

Appraisal plays a key role in achieving the objectives of HRD. It can be used for

performance planning and culture building. Appraisal can help in identifying

development areas and growth potential. It can also be used for performance reviews and

counseling. Effective appraisals should help in identifying strength and weakness of

employees so that subsequent training and development activities can be used to reinforce

strengths and overcome the weaknesses of the employees. Hence the appraisal is not

merely a tool to judge the performance of the employees in the previous year, but also an

opportunity to tap their potential and discover mechanisms to bring that potential the

surface.

In simple terms, Performance Appraisal may be understood as the assessment of an

individual’s performance in a systematic way, the performance being measured against

such factors as job knowledge, quality and quantity of output, initiative, leadership

abilities, supervision, dependability, co-operation, judgment, versatility, health, and the

like. Assessment should not be confined to past performance alone. Potentials of the

employee for future performance must also be assessed.

A formal definition of performance appraisal is: It is a systematic evaluation of the

individual with respect to his or her performance on the job and his or her potential

for development. A more comprehensive definition is: Performance Appraisal is a

formal, structured system of measuring and evaluating an employee’s job related

behaviors and outcomes to discover how and why the employee is presently

performing on the job and how the employee can perform more effectively in the

future so that the employee, organization, and society all benefit.

Formal appraisal of an individual’s performance began in the Wei dynasty (A.D. 221-

265) in China, where an Imperial Rater appraised the performance of members of the

official family. A formal appraisal program has been perceived to be equally important in

Indian business and industry, and a number of firms conduct it in one form or the other.

In industry, performance appraisal is a systematic evaluation of personnel by superiors or

others familiar with their performance because employers are interested in knowing about

employee performance. Employees also wish to know their position in the organization.

Appraisals are essential for making many administrative decissions: selection, training,

promotion, transfer, wage and salary administration etc. Performance Appraisal thus is a

systematic and objective way of judging the relative worth or ability of an employee in

performing his tasks well and those who are not and the reason for such performance.

In public enterprises, however, personnel management in the early years tends to follow

the government procedures, but for the last two decades or so we see managements

becoming increasingly aware of the necessity to professionalize personnel administration.

The diversity of procedures and techniques for performance appraisal, ranging from much

too prosaic too much too elaborate prevailing in the business and industrial

establishments is positive staggering.

Evaluation of employees is one of the most universal practices of management. It is

applied formally or informally to all employee-operatives, technical, professional and

executive. Many companies use formal plans primarily in connection with operative

employees. The success of formal plans of evaluation depends upon the case with which

they are planned, operated and controlled.

Objectives of Performance AppraisalData relating to performance assessment of employees are recorded, stored, and used for

several purposes. The main purposes of employee assessment are:

1. To effect promotions based on competence and performance.

2. To confirm the services of probationary employees upon completing the

probationary period satisfactorily.

3. To assess the training and development needs of employees.

4. To decide upon a pay raise where (as in the unorganized sector) regular pay

scales have not been fixed.

5. To let the employees know where they stand insofar as their performance is

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

purpose of their development.

6. To improve communication. Performance Appraisal provides a format for

dialogue 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.

7. Finally, performance appraisal can be used to determine whether HR programmes

such as selection, training, and transfers have been effective or not.

Broadly, performance appraisal serves four objectives –

(i). Developmental uses- Identification of individual needs.

Performance feedback.

Determining transfers and job assignments.

Identification of individual’s strengths and developmental needs

(ii). Administrative uses/Decisions- Salary

Promotion

Retention or Termination

Recognition of individual’s performance

Lay-offs

Identification of poor performers

(iii) Organizational Maintenance/objectives- HR planning

Determining organization training needs

Evaluation of organizational goal achievement

Information for goal identification

Evaluation for HR system

Reinforcement of organizational development

needs.

(iv) Documentation- Criteria for validation research

Documentation for HR decisions

Helping to meet legal requirements

Performance Appraisal and Competitive AdvantageThe objective of performance appraisal, listed above, points out the purposes that such an

exercise seeks to meet. What needs emphasis is that performance evaluation contributes

to firm’s competitive strength. Besides encouraging high level of performance, the

evaluation system helps identify employees with potential, reward performance equitably

and determine employee’s need for training.

Specifically, performance appraisal helps an organization gain competitive edge in the

following way.

Improving Performance –

Improving Performance

Competitive Advantage

Minimizing Dissatisfaction and Turnover

Strategy and Behaviour

Values and Behaviour

Making Correct Decisions

Ensuring Legal Compliance

An effective appraisal system can contribute to competitive advantage by improving

employee job performance in two ways- by directing employee behavior towards

organizational goal and by monitoring that behavior to ensure that the goals are met.

Making Correct Decisions –

Appraisal is a critical input in making correct decisions on such issues as pay raise,

promotion, transfer, training, discharges and completion of probationary periods. Right

decisions on each of these can contribute to competitive strength of an organization. If

promotion is made on performance, the promote feels motivated to enhance his or her

performance.

Ensuring Legal Compliance-

Promotion made on factors other than performance might land up a firm in a legal battle,

thus diverting its focus on non-productive areas. Organizations can minimize costly

performance –related litigation by using appraisal systems that give fair and accurate

ratings.

Minimizing Job Dissatisfaction and Turnover –

Employees tend to become emotional and frustrated if they perceived that the ratings

they get are unfair and inaccurate. Such employees find that the efforts they had put in

became futile and obviously get demotivated.

Dissatisfaction in the job sets in and one of the outcomes of job dissatisfaction is

increased turnover. Fair and accurate appraisal results in high motivation and increased

job satisfaction. An organization having satisfied and motivated employees will have an

edge over its competitors.

Consistency Between Organizational Strategy and Behavior –

An organization needs a strategy consistent with the behavior of its employees if it were

to realize its goals. A truism of organizational life is that people engage themselves in

behaviors that they perceive will be rewarded. As employees want to be rewarded, they

tend to occupy themselves more with those activities on which the organization

emphasizes. The performance appraisal becomes not only a means of knowing if the

employees behavior is consistent with the overall strategic focus, but also a way of

bringing to the fore any negative consequence of the strategy-behavior fit. Thus, the

performance appraisal is an important organizational mechanism to elicit feedback on the

strategy- behavior link.

Organizational Strategy and Performance Appraisal-

The performance appraisal system serves many organizational objectives and goals.

Besides encouraging high level of performance, the evaluation system is useful in

identifying employees with potential, rewarding performance equitably, and determining

the employees need for development. These are all the activities that should support the

organizations strategic orientation.

APPRAISAL PROCESSEach step in the process is crucial and is arranged logically. The process as shown in

figure is some what idealized. Many organizations make every effort to approximate the

ideal process, resulting in first-rate appraisal systems. Unfortunately, many other fails to

consider one or more of the steps and, therefore, have less effective appraisal system.

Objectives of Performance Appraisal

The Performance Appraisal Process

1. Objectives of Appraisal – Objectives of appraisal includes effective

promotions and transfers, assessing training needs, awarding pay increases, and the like.

The emphasis in all these is to correct the problems. These objectives are appropriate as

long as the approach in appraisal is individual. Appraisal, in future, would assume system

orientation. In the system approach, the objective of appraisal stretch beyond the

traditional ones.

In the system approach, appraisal aims at improving the performance, instead of merely

assessing it. Towards this end, appraisal system seeks to evaluate opportunity factors.

Opportunity factors include the physical environment such as noise, ventilation and

lightings, available resources such as human and computer assistance; and social

Establish JobExpectations

Design an Appraisal Program

AppraisePerformance

Performance Interview

Use Appraisal Data For Appropriate Purpose

processes such as leadership effectiveness. These opportunity variables are more

important than individual abilities in determining work performance.

In the system approach, the emphasis is not on individual assessment and rewards

or punishments. But it is on how the work system affects an individual’s performance. In

order to use a systems approach, managers must learn to appreciate the impact that the

system level factors have on individual performance, and subordinates must adjust to the

lack of competition among individuals. Thus, if a systems approach is going to be

successful, the employee must believe that by working towards shared goals, everyone

will benefit.

2. Establish Job Expectations – The second step in the appraisal process is

to establish job expectations. This includes forming the employees what is expected of

him or her on the job. Normally, a discussion is held with his or her superior to review

the major duties contained in the job description. Individuals should not be expected to

begin the job until they understand what is expected from them.

3. Design Appraisal Programme – Designing an appraisal programme

poses several questiones, which need answers. They are, (i) Formal versus informal

appraisal; (ii) Whose performance is to be assessed? (iii) Who are the raters? (iv) What

problem are encountered? (v) How to solve the problems? (vi)What should be evaluated?

(vii) When to evaluate? (viii) What methods of appraisal are to be used?

4. Appraisal the performance – The next step in the appraisal is to measure

the performance. We revert to the moral of the story narrated in the beginning of this

chapter. The moral taught us that we need to measure the performance and not mere

activities.

What then is performance? Performance is essentially what an employee does or does not

do. Employee performance common to most jobs include the following elements:

Quantity of output

Quality of output

Timeliness of output

Presence at work

Cooperativeness.

In addition to these, other elements that deserve assessment, as told in the beginning of

this chapter, are job knowledge, leadership abilities, judgment; supervision, versatility

and health assessment should also include one’s potential to performance and not just

actual performance.

Performance measurement needs to be based on the benchmarks listed above. These

benchmarks vary from job to job. The job of a professor needs to be assessed against

parameters that are different to those used to evaluate the performance of a sales

representative.

5. Performance Interview -Performance interview is another step in the appraisal

process. Once appraisal has been made of employees, the raters should discuss and

review the performance with the ratees, so that they will receive feedback about where

they stand in the eyes of superiors. Feedback is necessary to effect improvement in

performance, especially when it is inadequate. Specifically, performance interview has

three goals: (i) to change behavior of employees whose performance does not meet

organizational requirements or their own personal goals, (ii) To maintain the behavior of

employees who perform in an acceptable manner, and (iii) To recognize performance

behaviors so that they will be continued.

Raters offer feedback to the ratees through several methods – tell and sell, tell and listen,

problem solving and mixed. In tell and sell, also called directive interview, the

interviewer lets assesses know how well they are doing and sell them on the merits of

setting specific goals for improvement, if needed. They tell and listen interview provides

the subordinates with chances to participate and establish a dialogue with their superiors.

Its purpose is to communicates the rater’s perceptions about the ratee’s strength and

weaknesses and let the subordinates respond to those perceptions. In the problem-solving

or participative interview, an active and open dialogue is established between the superior

and the subordinate. Not only are perceptions shared, but also solutions to problems are

presented, discussed, and sought. Mixed interview is a combination of tell and sell and

problem-solving interviews.

Whatever be the approach followed, the emphasis in the interview should be on

counseling and development and not on critism, witch-hunting and buck passing.

Because of the significance of appraisal interview, every effort must be made to make it

effective. Guidelines given in the table will help make the interview successful.

Guidelines for Effective Appraisal Interview

Select a good time

Minimize interruptions

Welcome, set at ease

Start with something positive

Ask open-ended questions to encourage discussion

Listen

Manage eye contact and body language

Be specific

Rate behavior, not personality

Layout development plan

Encourage subordinate participations

Complete form

Set mutually agreeable goals for improvement

End in a positive, encouraging note

Set time for any follow-up meetings

6. Use of Appraisal Data

The final step in the evaluation process is the use of evaluation data. The data and

information generated through performance evaluation must be used by the HR

department.

It may be recollected that the most significant rewards employers offer to employees are:

1. Money to purchase goods and services required not only for current and future

survival, but also for the luxuries modern life has to offer.

2. Te opportunity to use innate and learned skills and talents in a productive manner

that the individual and his or her managers and co-workers recognize as valuable.

3. Opportunities to interact with other people in a favorable working environment.

4. Opportunities to learn, grow, and make full use of their potential.

5. A sense of performance and stability through the continuing existence of the

organization and the job.

6. The opportunity to perform work assignments within an environment that not

only protects, but promotes physiological, emotional and psychological health.

In one way or another, data and information outputs of a performance-appraisal

programme can critically influence these coveted employer-employee reward

opportunities. Specifically, the data and information will be useful in the following

areas of HRM:

1. Remuneration administration

2. Validation of selection programmes

3. Employee training and development programmes

4. Promotion, transfer and lay-off decisions

5. Grievance and discipline programmes

6. HR planning.

Problem of criterionDifferentiating between individuals is easy provided one knows what aspects to take into

account. A very broad definition of criterion is “that refers to the evaluative standards

which measures a person’s performance, attitudes, etc.” At the lower levels of an

organization, there are specific jobs, and certain tangible and objective standards of

performance can be identified. Further up in the hierarchy, jobs become more complex

and clear-cut, tangible standards of performance are difficult to specify. Irrespective of

the level, by and large, most companies use eleven performance measures : quantity of

work, quality of work, waste and breakage, money earned, job knowledge, job tenure,

absenteeism, rate of advancement, self-judgment by supervisors. These measures can be

classified into three broad categories:

1. Personal Data

2. Production Data

3. Judgmental Data

Personal Data: This includes personal history, number of times one has been absent,

number of grievances, accidents, breakage, etc., all of which are often used to

differentiate between good and bad performers, they studied what personal variables

made them “good” or “bad” performers. However, there is little evidence to suggest that

personal data can predict job performance. It is extremely risky to use personal data as an

indicator of performance. In fact, several studies suggest that the relationship between

personal data measures and production measures is often very often very low. Thus, if

these factors are used to define job success they should be considered relevant criteria in

their own right, rather than simple substitutes for more direct measures of job

productivity.

Production Data: Rate and quality of work, and money earned, are direct measures of

performance. These can range from units produced per hour to money earned or lost.

Production data are useful for evaluating the performance of people only in some jobs

and at some levels. Staff jobs vis-à-vis line jobs, higher level jobs vis-à-vis lower level

ones, and performance in service organizations vis-à-vis production or engineering

organizations are difficult to evaluate, if production is the only thing to be considered. Despites the fact that clear-cut output measures are available for some jobs; production

data are not the most frequently used measure of performance. They have been used less

extensively that can be expected. Initial studies on production as a measure of

performance suggest that the time period between measures can make a substantial

difference to the accuracy of the data. To get correct pictures of production and output,

several samples over a number of time periods should be taken.

Judgmental Data: These include self-judgment, judgment by peers and superiors, and

sometimes knowledge of the job. It is one of the most commonly used indicators of

performance, and probably the one most loaded with errors and problems. Most of the

problems arise because it is based on subjective assessment either by the individual, or by

another individual for him. It is almost impossible to objectify subjective judgments.

Merely giving two persons an answer to an essay test, and examining the reason for their

evaluation can gauge the difficulty of using this indicator.

Performance Appraisal Methods:1. Confidential Report: This is the traditional way of appraising employee

performance. A confidential report by the immediate supervisor is still a major

determinant of the subordinate’s promotion or transfer. The supervisor writes

about a paragraph on his subordinate’s strengths, weaknesses, intelligence,

attitude to work, attendance, conduct and character, work efficiency, etc. The

format and pattern of the report varies with each supervisor. Form-1 and Form-2

gives examples of both unstructured and structured confidential report simply

asks supervisors to estimate personal qualities and capabilities-particularly

reliability, judgment, adaptability, etc. The superior is free to combine them in

assessing the performance of the employee. The sample in form-2 gives 15 traits

and characteristics and is so structured that the supervisor can give his comments

on each one of them specifically and separately. The latter type of confidential

report generates more data and information, in well-defined categories, then does

the former variety.

2. Rating Scales: Merit rating or appraisal of the performance is an important tool

in the hands of superiors to assess their subordinates. It is a systematic evaluation

of an employee by some other qualified person who is familiar with the

employee’s performance. These methods assess the degree of certain qualities

required for the job such as industriousness, reliability and dependability. The

degree is usually measured on a scale, which can vary from 3 points (good,

average, and poor) to several points. This appraisal form defines not only traits

and characteristics, but also scales positions. To some extent, it overcomes the

abstractness of numerical scales.

Common limitations of improperly designed merit rating system are:

- it is just a record of opinion

- there are zones of uncertainty

- rating seldom tells the whole story

- rating depends on raters ability and personal bias.

3. Ranking System: One of the disadvantages of the rating system is that it permits

similar total scores for two or more individuals. The ranking system obviates this

problem. The rater simply ranks employees in order of merit, which determines

the employee’s ratings. Ranking can be determined either by looking at the total

individual and then ranking him in relation to others; or by first identifying

several relevant traits, ranking employees separately on each of these traits, and

then cumulating these trait rankings to arrive at the final employee ranking. The

ranking system is simple, natural and useful when the number of employee

evaluated by the same superior is small.

Two disadvantages of the ranking system are:

1. It is difficult to rank employees apart from and between the top and

bottom extremes; finer judgment has to be exercised here, which increases

chance of errors.

2. The task of ranking individuals is difficult when there are over 20 or 25

cases.

2. Paired comparison method: It is much simpler; requiring the rater to judge

which of the two workers is superior, instead of having to arrange members of a

large group of workers in order of excellence. It makes the rater compare one

employee systematically with the others individually. The supervisor is provided

with a bunch of slips each containing a pair of names. The rater puts a tick mark

against the individual whom he considers the better of the two. The maximum

number of pairs is indicated by the formula N(N-1)/2 , where N=total number of

this method is that in a permutations and combinations increases, requiring more

time from the evaluator. One disadvantage of this method is the number of

permutations and combinations increases, requiring more time from the evaluator.

3. Forced Choice Method: The forced choice rating forms contains a series of

groups of statements and the rater checks how effectively the statements describes

each individual being evaluated. The rater is required to choose from several sets

of adjectives or phrases, which best characterize the officer and which are most

descriptive. This is also sometimes called a check list statement. The forced

choice method attempts to make performance evaluation more objective.

4. Critical Incident Method: This involves three steps: A list of noteworthy (good

or bad) on-the-job behavior, usually of specific instances, is first prepared. A

group of experts then assign scale values to them. A group of experts then assign

scale values to them, depending upon the degree of desirability for the job. The

third step is constructing a checklist that includes incidents that define “good” and

“bad” workers. Subsequently, superiors use these list for evaluating the worker.

This method has to identify key areas in which employees are weak or strong. It

emphases rating on objective evidence rather on the subjective evolution of

trades. Finally, the supervisor finds counseling easier since he knows his

subordinates weakness.

5. Forced distribution method: In this the rater is forced to distribute his

subordinates into performance categories such as outstanding, good, poor, etc. the

rater distribute his subordinate his subordinates on scale locations which can be

top 10 percent to bottom 10 percent, or any variation of percentages with values

in between. The most often used distribution is 10, 20, 40, 20, 10 percent, which

equates with a normal distribution. This method is useful for rating a large no.of

employee.

Problems in Performance Appraisal:None of the methods for appraising performance is absolutely valid or reliable. Those

appraisal methods involve judgments of one kind or the other. The error of “central

tendency” and the error of leniency are inherent in the process. The central tendency error

refers to the tendency of not using extreme scale scores on the judgment scales; most of

the rates are clustered in the middle. Errors of leniency are caused by the tendency of the

lenient rates to put most of the ratees on the higher sides of the scale, while the tough

rater places them on the lower side of the scale.

Another problem is the “halo effect” or the tendency to allow the assessment on one trait

to influence assessment on others. This arises when traits are unfamiliar, ill defined, and

involves personal reaction. Another source of errors in performance evaluation is

criterion contamination and bias because of variety of circumstances and functions

beyond the control of the rater and the ratee. These are critical biases, and must be taken

into account to make appraisals as objective as possible. Blum and nylon discuss the

source of bias:

Opportunity bias: This results when the amount of output is influenced by factors

beyond the control of employees. Some employees have better working conditions,

supportive supervisors, more experienced co-workers, and hence their output may be

greater than those others working on identical tasks.

Group characteristics bias: The characteristics of an individual’s group make a dent in

his performance. Cohesive group with high morale can produce more than less cohesive

groups. Since the individual’s performance is greatly determined by the group’s

definition of a fair day’s work, this factor must be kept in mind while evaluating the

individual employee’s performance.

Knowledge of predictor bias: A rater’s knowledge of the performance of an employee

on predictors can influence his appraisal rating. An employee who topped in the selection

list might leave the impression that he is the best among the employees, and hence may

railroad the rater to better evaluation despite a moderate performance. The rater should

never be permitted to have access to the employee’s solutions data.

Bias in rating: The rater’s own biases and competence in rating can influence the

objective of performance appraisals. The halo effect, rater’s training, central tendency

errors, etc are examples of this “contamination”.

Although all appraisal methods are subject to validity and reliability tests there is very

little evidence on these two counts. Since most appraisal methods involve personal

judgment, it is difficult to ascertain their reliability and validity. Group appraisal methods

and rating by multiple judges are some techniques, which can make evaluations reliable

and valid. However there success is highly debatable.

Are Performance Appraisals Still Beneficial And Appropriate?It is sometimes fashionable in the ‘modern age’ to dismiss traditional processes such as

performance appraisals being irrelevant or unhelpful. Be very wary however if

considering removing appraisals from your own organizational practices. It is likely that

the critics of the appraisal process are the people who can’t conduct them very well. It’s a

common human response to want to jettison something that one finds difficult.

Appraisals – in whatever form, and there are various – have been a mainstay of

management for decades, for good reasons. Think about everything that performance

appraisals can achieve and contribute to when they are properly managed.

Performance measurement- transparent, short, medium and long term

Clarifying, defining, redefining priorities and objectives

Motivation through agreeing helpful aims and targets

Motivation through achievement and feedback

Training needs and learning desires – assessment and agreement

Identification of personal strengths and direction – including unused hidden

strengths

Career and succession planning – personal and organizational

Team roles clarification and team building

Organisational training needs assessment and analysis

Appraisee and manager mutual awareness, understanding and relationship

Resolving confusions and misunderstandings

Reinforcing and cascading organizational philosophies, values, aims, strategies,

priorities, etc

Delegation, additional responsibilities, employee growth and development

Counseling and feedback

Manager development – all good manager should be able to conduct appraisals

well – it’s a fundamental process

The list goes on…

People have less and less face-to-face time together these days. Performance appraisals

offer a way to protect and manage these valuable face-to-face opportunities. My advice is

to hold on to and nurture these situations, and if you are under pressure to replace

performance appraisals with some sort of (apparently) more efficient and cost effective

method, be very sure that you can safely cover all the aspects of performance and

attitudinal development that a well-run performance appraisals system is naturally

designed to achieve.

There are various ways of conducting performance appraisals, and ideas change overtime

as to what are the most effective appraisals methods and systems. Some people advocate

traditional appraisals and forms; other prefer 360 degree type appraisals.

In fact performance appraisals of all types are effective if they are conducted properly,

and better still if the appraisal process is clearly explained to, agreed by, the people

involved.

Purpose of Performance Appraisal and How to make it easierPerformance appraisals are essential for the effective management and evaluation of staff.

Appraisals help develop individuals, improve organizational performance, and feed into

business planning. Formal performance appraisals are generally conducted annually for

all staff in the organization. Staff members are appraised by their line manager. Directors

are appraised by the CEO, who is appraised by the chairman or company owners,

depending on the size and structure of the organization.

Annual performance appraisals enable management and monitoring of standards,

agreeing expectations and objectives and delegation of responsibilities and tasks. Staff

performance appraisals also establish individual training needs and unable organizational

training needs analysis and planning. Performance appraisals also typically feed into

organizational annual pay and grading reviews, which commonly also coincides with the

business planning for the next trading year.

Performance appraisals generally review each individual’s performance against

objectives and standards for the trading year, agreed at the previous appraisal meeting.

Performance appraisals are also essential for career and succession planning for

individuals, crucial jobs, and for the organization as a whole.

Performance appraisals are also important for staff motivation, attitude and behavior

development, communicating and aligning individual and organizational aims, and

fostering positive relationships between management and staff.

Performance appraisals provide a formal, recorded, regular review of an individual’s

performance, and a plan for the future development.

Job performance appraisals- in whatever form they take- are therefore vital for managing

the performance of people and organizations.

Managers and appraisees commonly dislike appraisals and try to avoid them. To these

people the appraisal is daunting and time consuming. The process is seen as a difficult

administrative chore and emotionally challenging. The annual appraisal is maybe the only

time since last year that the two people have sat down together for a meaningful one to

one discussion. No wonders then that appraisal are stressful- which then defeats the

whole purpose. There lies the main problem and the remedy.

Appraisals are much easier, and especially more relaxed, if the boss meets each of

the team members individually and regularly for one-to-one discussion throughout

the year.

Meaningful regular discussion about work, career, aims, progress, development, hopes

and dreams, life, common interests, etc., whatever, makes appraisals so much easier

because people then know and trust each other which reduces all the stress and the

uncertainty.

Put off discussions and of course they loom very large.

So don’t wait for the annual appraisal to sit down and talk.

The boss or the appraisee can investigate this.

If you are an employee with a shy boss, then take the lead.

If you are a boss who rarely sits down and talks with the people – or whose people are

not used to talking with their boss- then set about relaxing the atmosphere and improving

relationships. Appraisals (and work) all tend to be easier when people communucate well

and know each other.

So sit down together and talk as often as you can, and then when the actual formal

appraisals are due everyone will find the whole process to be far more natural, quick, and

easy – and a lot more productive too.

Challenges of Performance AppraisalWith the increase significance of performance appraisal, confronting the system is

mounting. One serious challenge facing the performance appraisal system relates to

assessment of self managed teams. Popularly called empowered teams, these self-

managed teams create special challenges for performance appraisal- empowered teams

performs without supervisors. Historically, if one recalls, it is the supervisor who assesses

the performance of his or her subordinates. Another challenges is that both, individual

and team performance, need to be measured. A suitable device needs to be enhancing

productivity. Other challenges are:

Creates a culture of excellence that inspires every employee to improve and lend

himself or herself to be assessed

Align organizational objectives to individual aspirations

Clear growth paths for talented individuals

Provide new challenges to rejuvenate careers that have reached the plateau stage

Forge a partnership with people for managing their careers

Empower employees to make decisions without the fear of failing

Embed teamwork in all operational processes

Debureaucratise the organization structure for ease for flow of information.

Appraisals, Social Responsibility and the Whole Person Development There is increasingly a need for performance appraisals of staff and especially managers,

directors and the CEO’s, to include accountabilities relating to corporate responsibility,

represented by various converging corporate responsibility concept including: the ‘Triple

Bottom Line’ (‘profit people planet’); corporate social responsibility (CSR);

Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must

decide the extent to which this accountability is reflected in job responsibilities; which

would then naturally feature accordingly in performance appraisals. More about this

aspect of responsibility is in the director’s job descriptions section. Significantly also,

while this appraisal outline is necessarily a formal structure this does not mean that the

development discussed with the appraisee must be formal and constrained. In fact the

opposite applies. Appraisals must address ‘whole person’ development – not just job

skills or the skills required for the next promotion. Appraisals must not discriminate

against anyone on the grounds of age, gender, sexual orientation, race, religion, disability,

etc.

It is particularly important to avoid any comments, judgments, suggestions, questions or

decisions that might be perceived by the appraisee to be based on age. Age along with the

other characteristics stated above, is not a lawful basis for assessing and managing

people, unless proper ‘objective justification’ can be proven.

When designing or planning and conducting appraisals, seek to help the ‘whole-person’

to grow in whatever direction they want, not just to identify obviously relevant work

skills training. Increasingly, the best employers recognize that growing the ‘whole

person’ promotes positive attitudes, advancement, motivation, and also develops lots of

new skills that can be surprisingly relevant to working productively and effectively in any

sort of organization.

Developing the whole person is also an important aspect of modern corporate

responsibility, and separately, whole person development is a crucial advantage in the

employment market, in which all employers compete to attract the best recruits, and to

retain the best staff.

Therefore in appraisals, be creative and imaginative in discussing, discovering and

agreeing ‘whole person’ development that people will respond to, beyond the usual job

skill-set, and incorporate this sort of development into the appraisal process.

What factors make Performance Appraisal legally defensible?

One reason companies use performance appraisals is to have some legally defensible

means of making employment and job decisions that will

(A) Discourage frivolous law suits in the first place, or

(B) Ensure the company is likely to win a court decision if the law suits goes to court.

Performance appraisals can provide some protection provided they are done

properly. If they are not done properly, then they become weapons for the other

side in court cases, particularly in the areas of discrimination accusations and

EEOC complaints.

Keeping in mind that it is always the courts that decide, and they decide on the merits of

a particular case, and that this should not be construed as legal advice, what are the

characteristics of performance appraisal systems that are legally defensible?

Employees are involved in establishing performance standards for their

position

Standards used are relevant to the essential elements of the job, and are clearly

documented in writing

Employees are informed of, understand, and sign off on critical job

requirements and expectations before the appraisal

The system should not be based on comparisons between employees

The performance appraisal is done annually and documentation of

performance discussions is done properly

Employees are allowed and encouraged to add their comments and responses

any performance appraisal documentation. Managers who do performance

appraisals must be provided with training

Employees are informed of any performance reviews, and given an

opportunity to advance of the formal performance reviews, and given an

opportunity to rectify the problems.

Why Performance Appraisal fails is summarized as follows:

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

2. Too many objectives often cause confusion.

3. The supervisor feels that subordinate appraisal is not personally rewarding.

4. A considerable time gap exists between two appraisal programs.

5. The skills required for daily administration and employee development are in

conflict.

6. Poor communication keeps employees unaware about what is expected from

them.

7. There is a difference of opinion between the expectations of a supervisor and a

subordinate, reflecting the latter’s performance.

Some other studies found:

1. Greater variation between raters than between ratees.

2. Feedback on appraisal is generally unpleasant for both supervisor and

subordinates.

3. Very few supervisors possess the tact and insight to tell employees constructively

how to improve their performance.

The observations imply that supervisors in appraising their subordinates, and that pay

little attention is paid by supervisors in appraising their subordinates, and that a gulf

exists between decisions and their actual execution.

Any appraisal program will involve time and money. The wise manager should plan a

program with the minimum cost to give the maximum benefit. The rationale for using

any particular method should be determined by the size, financial resources, and

philosophy of the organization. Confidential report, peer rating or self-appraisals,

requires less time and resources compared to some other methods. Besides self-appraisal

generates self-growth. It is often said that supervisors avoid playing the role of judge.

They feel uneasy criticizing a subordinate’s performance and are anxious least their

adverse appraisal might hold up a promotion, salary increase or an unwanted transfer.

Appraisal Interview:

Evaluation whether positive or negative can be very useful if it is communicated to the

employee. Many organizations require their supervisors, managers, and other raters to

have periodic discussions with employees about their performance and particularly to

communicate any negative evaluation so that the employee gets a chance to “explain”.

Appraisal interview serves these broad purposes:

1. They provide feedback to the employee that helps him ensure appropriate

performance in future.

2. They help the organization to get some idea of its working. Often problems and

issues raised by employees, difficulties faced in the execution of their duties, and

way and means to improve the functioning, are brought to the surface.

3. The organization can ascertain the training needs of its employees, which is very

important.

Given the socio economic conditions in India, employer has a social obligation to ensure

continuity of jobs for their employee. An appraisal interview gives an opportunity to the

rater to access the abilities of the employee and if necessary, suggest suitable remedial

measures.

Management By Objectives:Whatever may be the nature and strength of resistance to the performance appraisal,

managements cannot relinquish this practice. Without employee appraisal, salary

increase, reassignments or promotions cannot be administered rationally. Each of these

areas has its specific problems and one of the solutions of modern times has been offered

by Peter Drunker’s concept of management by objectives (MBO).

MBO calls on the subordinate to set his short-term performance goals in consultation

with his superior, the subordinate appraises his own performance by evaluating it vis-à-

vis the goals. Before establishing a goal, the individual studies his job, assesses his

potentialities, and formulates some specific plans to reach the goals. The supervisor is not

the evaluator, but directs the goal setting process to ensure that it matches the objectives

of the organization.

MBO differs significantly from the traditional approach, for it shifts the emphasis from

“appraisal” to “analysis”. The subordinate is no longer examined by his superior for his

weaknesses, but examines himself to ascertain his strength and potential. It assumed that

the individual knows, or is capable of learning, more than any one else about his own

needs, strength and weaknesses.

Employees cannot bear criticism and discussion of their personality traits, mannerisms,

etc. In MBO, the accent is on performance – the actions related to the goals rather than to

the individual’s personality. The superior helps the subordinate reach his own goals by

specifying the steps.

One major problem that companies face in implementing MBO is in defining objectives.

In the same organization, the purpose of the worker is different from that of management.

Once this hurdle is overcome, implementing MBO becomes easier.

CHAPTER ONE

1.2 COMPANY PROFILE

Production of aluminum is second highest after steel. Has established it’s utility in every

field of our life. The entry requirement of aluminium was imported before 20th century.

The bauxite mining was just started during this century. In 1912, Indian Aluminium

Company was found in Chennai to fabricate sheets from imported metal. Six years later,

another company was formed at Kolkata, which along with the Indian aluminium

company amalgamated with “ALCON GROUP in 1939.

The foundation of primary aluminium industry was laid in 1943 with the establishment of

2500 tones capacity aluminium smelter by Indian aluminium company (INDAL) at

Kerala with it’s operation based on imported aluminium, in 1944, aluminium corporation

of India setup an integrated aluminium plant at west Bengal second Smelter at Hirakund,

Orissa was setup in 1959 with the production capacity of 10000 tones per annum that was

raised to 20000 tones in 1961. Hindustan Aluminium corporation (Hindalco) was setup

it’s integrated aluminium complex with a capacity of 20000 tones of primary metal.

Madras aluminium Company (MALCO) was setup a Smelter unit in Tamilnadu in 1965.

Al these companies were in private sector management and operated with financial

holding & technological tie-ups with foreign companies.

Bharat Aluminium Company Limited (BALCO) is the first producer of aluminium in

public sector at an initial cost of Rs. 350 Crores & Authorized capital of Rs. 500 Crores.

From government of India with its registered office at New Delhi.

BALCO Bharat Aluminium Co. Ltd. (BALCO) was incorporated in the year 1965 as a Public

Sector Undertaking (PSU). BALCO has several “firsts” to its credit. It is the first public

sector enterprise in the country, which started producing aluminium in 1975. In 1987-88,

a captive power plant of 270 MW was added to cater to the power requirement of the

unit. BALCO has been the first in the Indian Aluminium Industry to produce the Alloy

Rods, which is a Feedstock for all Aluminium Alloy Conductors, needed for today’s

power transmission lines. Till 2001, BALCO was a public sector enterprise owned 100%

by Government of India (GoI). In the year 2001, GoI divested 51% equity and

management control in favor of Sterlite Industries (I) Limited.

In the last 41 years, BALCO has built up a production capacity of 200,000 tonnes per

annum of alumina production capacity, 350,000 tonnes per annum of smelting capacity

and expanded its fabrication facility to include three Properzi Rod Mills, three pig casting

machines, integrated hot and cold rolling mills, and captive power plants of 810MW

capacity

Bharat Aluminium Company Ltd. (BALCO) has been closely associated with the Indian

aluminium industry, playing a pivotal role in making aluminium a leading metal with

myriad uses ranging from household and industrial requirements to aerospace

applications. BALCO is part of Vedanta Resources, a London listed metals and mining

major with Aluminium, Copper and Zinc operations in UK, India and Australia.

HISTORICAL BACKGROUND

A number of events & decision as well as lack of decision were responsible for the

situation confronting the new CMD in Oct. 1991.

Balco was conceived as an primary Producer of Aluminium inclusions ding ingots, wire

rods, extrusions & rolled products. The company was formed in 1965, & the project was

subsequently formulated.

The Alumina plant (2 lakhs TPA capacity) was set up with the technical Collaboration

with erstwhile USSR co. consequently until 1982, BALCO operated only one Pot line.

After considerable debate, the captive power plant was located adjacent to the NTPC

super thermal power station at KORBA in order to share some common infrastructure

facilities & not inside the premises of BALCO. The plant was procured form GEC-

ALSTOM and Commissioned in 1987. Mean while, a high-powered committee (copula)

visited BALCO in 1982 and ordered the supply power to BALCO from the super thermal

power station of NTPC to enable commissioning of the second Pot line.

Though all the units of the plant were not completely commissioned, manpower had been

recruited. Since its inception in 1965, BALCO has had all chief executives inducted from

outside the industry.

Until 1989, the demand for Aluminium was in excess of supply and Aluminium was a

controlled commodity. The company was unprepared for this, being the highest cost

Producer, with few value added products, little contact with end users and no experience

in selling.

VISION “To achieve global standards of excellence in productivity and customer

satisfaction”

The Bharat Aluminium Co. Ltd. (BALCO) culture finds expression in its five core

values:

1. Commitment to excellence

2. Commitment and competence of the people

3. Customer satisfaction

4. Globally one of the lowest cost producers

5. Team work

At BALCO, there is a constant effort to improve in all areas of operations.

Plans are afoot to modernize the existing infrastructure to bring it on par with the best in

the world.

BALCO

B – Building on Teamwork

A – Ambitious Targets

L – Leadership Pursuits

C – Customer Delight

O – Operational Excellence

GENERAL INFORMATION

Government of India set up BALCO in 1965.

Integrated Aluminium Complex producing Aluminium metal from Bauxite.

Present capacity to produce 100,000 TPA of Aluminium, 200,000 TPA of

Alumina and has value added facilities for Properzi wire rod, sheets and coils and

extruded products.

BALCO was the first big ticket disinvestments in the country.

Number of steps taken for turn around of BALCO.

Major capacity expansion involving 6000 Crores under execution.

GEOGRAPHIC LOCATION

Nearest town and railway station is Korba.

Korba is well connected with Champa (55 km by road) and Bilaspur (115 km) by state

highway. Both Bilaspur and Champa are important stations on Mumbai- Howrah route.

Nearest airport is Raipur about 220 km by road

HIGHLIGHTS

Capacity of 200,000 tpa of calcined Alumina, 350,000 tpa of aluminium metal and

810MW power plants.

Produced 219,485 tones of calcined Alumina and 173,743 tones of hot metal in FY 2005-

06 and sold 171,206 tones of aluminium.

Fully computerized Cold Rolling mill installed, which has precise temperature controls.

Hot Rolling Mill, widest 4 high hot rolling facility.

Received ISO 9001:2000 for manufacture and supply of calcined alumina, aluminium

ingots/billets, aluminium rods and aluminium rolled products.

MAJOR ACHIEVEMENTS OF BALCO AFTER DESINVESTMENT

Bauxite

Total Bauxite requirement is catered by in – house mining (stopped purchase from outsides) saving Rx. 200 lacs/ years.

Mining cost reduced @ Rs. 75/ton: saving Rs. 450 lacs/ year. Entry tax Bauxite levied by state commission reduced from 10% to 1.5%.

Alumina

An independent agency has made a study for improvement of production and reduction of cost.

Lime has been substituted by caustic soda in the process thus saving of Rs. 200 lacs/year.

Achieved ever-highest Alumina hydrate production record of 195189 MT during august, 2003.

Power consumption has been reduced by more than 25%.

Smelters

Hot metal production has crossed 8000 MT during august, 2002 for the first time after disinvestments.

Various efforts have been made to improve the productivity viz.1. Total control on quality of raw material.2. Strict shop floor discipline.3. Improved house keeping.4. Involvement of workmen in production processes.

Fabrication

Achieved the designed capacity in the wire rod mill for the first time.

Installation of new machine for better capacity. Substantial reduction in “WIP”. Significant efforts have been made to achieve better quality and

packaging.

Quality

Stringent control on the inspection of products in the factory. Attend customer complaint on highest priority. The company has obtained certification on “ ISO 9002” for environment

and “OHSAS 18001” for safety. TQM Teams have been formed for continuous improvement across all

functional areas. Periodic quality check is done in the company.

Information Technology

Computerized accounts, purchase, stores and security system.

Computerized attendance recording system and outsourcing of pay roll.

Implemented internal online communication through lotus notes and local

intranet.

SAP R (3) and ERP techniques are being implemented.

THE DRIVING PHILOSOPHY Market- driven innovation.

Winning in quality growth markets worldwide.

Inspiration and reward of talented people.

Excellent performance in safety and health.

Responsible care for the environment.

Relentless pursuit of operational excellence.

BusinessesMINES:- Total bauxite requirement is catered through captive mining.

ALUMINA:- Capacity –2 lakh TPA.

SMELTER :-Capacity-1 lakh TPA Hot Metal, 408 pots.

FABRICATION:-Existing Capacity

Properzi – 72600 TPA

Caster – 18800 TPA

HRM – 60000 TPA

CRM – 30000 TPA

NCRM – 7200 TPA

Raw Material Comes From – Menpat.

- Kawardha.

Balco Product Mix:

The following are our main products :-

a. Ingot (EC/ CG/ ALLOY)

b. Wire Rod (EC/ CG/ ALLOY)

c. Rolled Product

- Hot Rolled Coil

- Hot Rolled Plate

- Cold Rolled Sheet, Coil, Chequered (Flooring & Panneling) Sheet &

Corrugated (Roofing) Sheet.

Structure of BALCO

BHARAT ALUMINIUM COMPANY

CPP-II540 MW

CPP-I270 MW

Carbon

Cast House

Pot Room

Alumina

Smelter

Fabrication

Mines

Commercial

QA

IT

HR

Finance

Project

Plant- I 1.15 LTPA

Plant-II2.50 LTPA

Power810 MW Enabling

Mainpat Kawardha

Marketing

Regions

Marketing

Logistics

TOP 10 ALUMINA PRODUCING COUNTRIES

COUNTRY PERCENTAGEAustralia 31%USA 10%China 9%Jamaica 7%Brazil 7%Russia 6%India 6%Venezula 3%Ukraine 3%Canada 3%Others 15%

ALUMINA – PRESENT & FUTURE CAPACITIES

Manufacturers Capacities, Lac MT

YEAR 2003-2004 2004-2005 2005-2007NALCO 15.75 15.75 21.00HINDALCO 6.60 6.60 6.60UTKAL 10.00INDAL 4.50 4.50 4.50BALCO 2.00 2.30 8.30MALCO 0.70 0.78 0.84TOTAL 29.55 31.23 51.24

HR STRUCTURE OF BALCO

PRESIDENT HRMr. Pramod Suri

AVP HRMr. S.K Goyal

HR HEAD P-IMr. B. Prasad

AGM - HRMr. Ajay Gera

AGM – HR BLCMr. S. K.

Upaddhaya

AGM – HRMr. K. K. Nair

CSRMr. R.K Kher

AM – HRMs. Suverna

Mishra

AM – HRMr. Prakhar Khandelwal

AM – HRMr. Ranjeet

Nath

AM – HRMr. P. C.

Panda

MFabricationMr. H. K. Bhatia

AM AluminaMr. Vishwas

Saxena

M – AluminaMr. Kushas

AM –AluminaMs. Nitasha Jha

HR INITIATIVES

Induction of Young Professionals

Activation of – People Involvement process.

( Employee of the Month/ Suggestion Schemes/ Task force/ TQM)

Organizational Building – Competency, Career Planning.

Performance System in Place – Rewards linked to level of performance. Robust

Performance system.

Identification of Star performers.

Reprofiling the quality of workforce – Induction of BSc. graduates.

Improvements & Quality of life – Sports / Club & Cultural activities.

CULTURE AND HRDAchievement of global excellence demands formulation of effective strategies and

cultivations of a supportive culture. The culture of an organization also influences

implementation of new technology, strategies, and systems. Future change of culture

requires internalization of core values of the company. Moreover, global standards of

excellence also depend on the competence of the people.

Decision taken at the workshop can be divided into three categories-

1. Manpower planning,

2. Training and Development

3. Performance.

1. Manpower Planning

Provide trained manpower to match with technological improvements.

Selectively induct new manpower with a view to correct the age mix and fill skill gaps

keeping in view the anticipated retirements.

Identify and develop people for succession planning, especially at HOD level, and

provide them suitable training in advance.

Reduce contract labour by mechanization of labour intensive operations and

redeployment of surplus manpower.

2. Training

Use planned job rotation for development of executives.

Continuously communicate the core values and other decisions of the management

through the in-house journals.

Develop modules on training to improve- interface management, leadership skills and

teamwork.

3. Performance

Review and modify performance appraisals and promotion policy.

Introduce a system of job definition of executives in terms of expected results

Review and revise the reward systems to provide more transparent link with

performance.

CHAPTER TWO

PERFORMANCE APPRAISAL SYSTEM IN BALCO

Performance Planning and Appraisal System of BALCOBALCO has its won performance Appraisal system “Participative Performance Appraisal

System” this the system where one’s performance is appraised through discussion with

his or her superior where both take active participation on deciding the actual

performance by the degree of achieving prescribe objectives and his/her key performance

Area (KPAs).

The following objectives have been envisaged:

To set clear Performance Goals for each employee.

To ensure commitment to perform and

To enable objective performance appraisal.

Activities

Performance plans, which will form the basis for appraisal, will be prepared for each

appraisee in two parts

a) Main activities / objectives to be accomplished /accomplished during the year (KPAs-

Key Performance Areas, Key Result Areas, or Objectives).

b) Competencies required/possessed for accomplishing the objectives.

The activities are briefly described below:

Main activities, objectives to be accomplished during the year.

KPAs are the main functions or activities an employee is expected to perform during the

plan period in order to fulfill the company’s goals and objectives.

Individual (appraisee) will identify his/ her KPAs using the following steps:

Listing the entire main activates in the job / role.

Prioritizing the activities based on importance, time taken, dependence on the

other activities, value addition etc.

Finalizing the main activities, KPAs in consultation with the

superior (Appraiser).

Dividing these KPAs further into KPAs for routine activities.

The appraisee in format given in appendix will make entries. There may be some

activities, which are not planned in the beginning of the year but are to be accomplished.

These also should be included. Instead of calling KPAs, these activities may be called

“main activities”.

PERFORMANCE APPRAISAL:Evaluation of performance, merit rating, or annual review... The idea of a merit rating is

alluring. The sound of the words captivates the imagination: pay for what you get; get

what you pay for; motivate people to do their best, for their own good. The effect is

exactly the opposite of what the words promise. The performance appraisal will be used

as a tool to recognize and record the achievements, for rewards and promotions and for

the identification of training and development needs in BALCO. The performance

appraisal period will be April to March of the succeeding calendar year and the increment

will be released before April of the year concerned.

The appraisal forms should be sent to the respective heads of the department in February

by the HR Department for evaluation and recommendations. The completed forms will

be received by the HR department by First Week of March. The final consolidation of

assessments will be put up to the Unit Head for approval by the third week of March and

the individual letters of Increments Promotions will be issued on 1st April.

The form consists of the following parts

PART A: SELF-APPRAISAL – To be filled in by the appraisee

PART-B: PERFORMANCE APPRAISAL – To be filled in by the Reporting

Authority/Superior

PART C: PERFORMANCE COUNSELING – To be filled in by Reporting Authority

and to be discussed with the appraisee along with person in charge.

PART D: SUMMARY OF ASSESSMENT – To be filled in by Review

Committee/Authority.

PART E: POTENTIAL APPRAISAL – To be filled in by the HOD / Unit head in

consultation with the reporting Authority.

PART F: DEVELOPMENT NEEDS - TO BE FIELD BY THE REVIEW AND

EMPLOYEE I.E STRENGTHS, AREA OF IMPROVEMENT, TRAINING AND

DEVELOPMENT ,CAREER GROWTH

PERFORMANCE APPRAISAL FOR TRAINEES:The trainees will be appraised at least on a six-monthly basis during their training period.

On successful completion of the training period the trainees will be placed on probation

of 6 months.

Before the completion of the probation the candidates will be appraised for their job

performance as well as their grasp of Safety and Quality standards and procedures. For

both the above processes the appraisal form used is given as. The respective heads of the

department and the HR department will do these appraisals. Areas of strength of the

trainees and the ability to understand the company’s objectives and becoming a team

player is given emphasis in deciding about the absorption of a trainee.

On successful completion of the probationary period the candidates will be confirmed in

the respective grades.

CHAPTER THREE

RESEARCH METHODOLGY

3.1 RESEARCH

Research is a common parlance refers to a search for knowledge. It is a scientific and

systematic search for pertinent information on a specific topic.

According to Clifford Woody – “research comprises defining and redefining problems,

formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;

making deductions and reaching conclusions.”

Research methodology is the way to systematically solve the research problem. Research

methodology just does not deal with research methods but also consider the logic behind

the methods. It may be understood as a science of studding how research is done

scientifically and systematically. In it, we study the various steps that are generally

adopted by the researcher in study of his research problem along with logic behind them.

It is necessary for researcher to know the research method, technique He must also

clearly understand the producer would apply to problem given to him. All this means that

it is necessary for the researcher to design methodology from problem to problem.

Research methodology is a way to solve systematically the research problem. In it the

researcher studies the various steps that are generally adopted by researcher in studying

his research problem along with the logic behind them.

3.2 REVIEW OF RELATED LITRATUREReview of related literature means researcher should undertake extensive literature

survey connected with the problem for this purpose, the abstracting and indexing journals

and published or unpublished bibliographies are the first place to go to. Academic

journals, conference proceeding, government reports books etc. must be tapped

depending on the nature of the problem. In this process, it should be remembered that one

source would lead to another. The earlier studies, if any, which are similar to the study in

hand, should be carefully studied. A good library will be a great help to the researcher at

this stage.

3.3 PURPOSE OF STUDYTo study the performance appraisal system of BALCO.

3.4 OBJECTIVES OF STUDY To study the appraisal system in BALCO.

To analyze performance appraisal system.

To identify the effectiveness of the appraisal process.

To identify activeness of participation.

To analyze the system in developing competency.

During the research, researcher has considered following things according to her

convenience.

3.5 UNIVERSESum total of all the units that confirms to some designated part of specification is called

universe.

Researcher while conducting research work has selected Bharat Aluminium Company as

universe.

3.6 SAMPLEThe sample is the representative unit of population. The researcher has taken the

employees as sample for this research. Since in this research the researcher has collected

the sample according to her own convenience. So the sample is convenient sample and

the sample size of the research is 300.

3.6.1 Size of the Sample

This refers to number of items to be selected from the universe to constitute a sample.

The size of the sample should neither be excessively large,

nor too small. It should be optimum. An optimum sample size is one, which fulfills the

requirement of efficiency, representativeness, reliability, and flexibility.

3.7 SAMPLE UNITSample unit is the part of the universe taken from the universe for testing hypothesis.

Researcher has taken the 100 SBU Heads, 100 Executives and 100 workers as sample

unit.

3.8 SAMPLING METHODThe researcher adopted convenient Sampling Method. In this method the sample units are

chosen primarily on the basis of convenience to the investigator. In this type of sampling,

the researcher selects items for the sample deliberately; his choice concerning the items

remains supreme. In other words, under this sampling the organizers of the inquiry

purposively choose the particulars unit of the universe for constituting a sample on the

basis that the small mass that they so select out of a huge one will be typical or

representative of the whole.

3.9 SOURCE OF DATA The task of data collection begins after a research problem has defined. Researcher

should keep in mind two types of data, primary data and secondary data. The primary

data are those, which are collected afresh and for the first time, and thus happen to be

original in character. The secondary data, on the other hand, are those which have already

been collected by someone else and which have already been passed through the

statistical process.

Researcher while conducting the research work has used primary source of data.

3.10 DATA COLLECTION TOOLS

These are the tools used for collecting data.

Researcher has gathered the data by administering questionnaire.

3.10.1 QUESTIONNAIREThe term questionnaire refers to a self-administered process whereby the respondent

himself/herself reads the questions and records his/her answers without assistance of an

interviewer. Although the instrument is essentially question asking and data gathering

tool. A questionnaire is more structured and standardized. The questionnaire consists of a

number of questions printed or typed in a definite order on a form or a set of forms. This

method of data collection is quite popular in case of big enquiries.

3.11 STATISTICAL TECHNIQUEPercentage Method & Technique of Central Tendency was used by the researcher in the

analysis of the data in his research.

Percentage refers to a special kind of ratio. Percentages are used in making comparisons

between two or more series of data. Percentages are used to describe relationships.

Percentages can also be used to compare the relative terms, the distribution of two or

more series of data.

Measures of Central Tendency tell us the point about which items have a tendency to

cluster. Such a measure is considered as the most representative figure for the entire mass

of data. Measure of Central Tendency is also known as ‘Statistical Average’.

CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATIONS

Que.1 Are you aware of the performance appraisal system prevailing in BALCO?

Interpretation:- It has been concluded that at around 89% approx employees are aware

of the appraisal system in their organization and 3% among them are little confused about

the process and 8% of employees does not know about the process

Que.2 Does the appraisal system forms a two way participative process?

Interpretation:-91% of the employees believe that the appraisal system is a two way

participative process and a ranking method but rest 7% partially agrees to it and 2%

totally disagrees.

Que.3 Are you satisfied with the current appraisal system?

Two Way Participative ProcessAgree 91%Partially Agree 7%Disagree 2%

Interpretation: During the research it was concluded that satisfaction level of appraisal

system was considerable and 73% of the employees were satisfied but yet few employees

were not satisfied.

Que.4 Is the appraisal system fair enough to judge a persons skills ?

Satisfaction level on appraisal systemYes No To some extend

73% 9% 18%

Performance Appraisal System

17%

58%

21%

4%

To some extent To large extent

To very large extent Not at all

Interpretation: In BALCO, ranking system is fair enough to judge a persons capability,

but some of the employees still thinks that some more transparency should be made in

process.

Que.5 What is the purpose or benefit of Appraisal Process?

Performance Appraisal System

To some extent 17%

To large extent 58%

To very large extent 21%

Not at all 4%

Purpose of appraisal system

13%

52%

29%

4% 2% Identification of trainingneedsIncrease in pay scale

Promotion

Transfer

Termination

Purpose of appraisal system

Identification of training needs 13%

Increase in pay scale 52%

Promotion 29%

Transfer 4%

Termination 2%

Interpretation: Appraisal system assists an individual to have an increase in pay scale

and also to identify the training needs if any.

Que6. How many times performance appraisal does take place?

Appraisal Process

18%

77%

3% 2%

Once a year Twice a year Thrice a year Not known

Appraisal takes place in

Once a year 18%

Twice a year 77%

Thrice a year 3%

Not known 2%

Interpretation: In BALCO appraisal process takes place after every 6 months for

executives and it happens early for officers.

Que.7 Does performance appraisal assisted you in your personal growth?

Personal Growth through appraisal

29%

52%

13% 6%

To some extent

To large extent

To very largeextent

Not at all

Interpretation: Employees believe that appraisal helps them to have their personal

growth but still some more should be changed.

Que.8 Does performance appraisal helps to develop competency in your organization?

Personal Growth through PA

To some extent 29%

To large extent 52%

To very large extent 13%

Not at all 6%

Competency through Appraisal

62%8%

30%

Yes

No To some extent

Developing competency

Yes 62%

No 8%

To some extent 30%

Interpretation: In BALCO appraisal helps to increase level of competency and hence

they get a chance to improve their working.

Que.9 Does PA system helps you to clear your objectives and assist you with proper aid?

Performance Appraisal system

77%

5%

18%

Yes

No

To some extent

Interpretation: Through ranking system employees got cleared of their roles and

objectives.

Que.10 Does the PA system motivates you in your work?

Clearance of objectives

Yes 77%

No 5%

To some extent 18%

Motivation through Appraisal

53%

1%

46% Yes

NoTo some extent

Interpretation: The ranking system fair enough to motivate the employees.

Que.11 Does Performance Appraisal system guides to realize potential of an individual?

Motivation through PAYes 53%No 1%

To some extent 46%

Appraisal assisting in realizing potential

93%

7%

YesNo

Interpretation: Appraisal process assists to realize the potential of the employees.

Que.12 Does your superior guide you about your performance?

Realization of potential

Yes 93%

No 7%

Communication of appraisal results

94%

0%

6%

Yes

NoTo some extent

Interpretation: In BALCO the

appraisal process is a two way process and the results are communicated through one to

one interviews.

Communication of resultsYes 94%No 0%

To some extent 6%

Que.13 Does the self-assessment form assist you to realize your strength and weakness?

Self Appraisal Forms

69%

21%

10%

Yes

NoTo some exrent

Interpretation: Self appraisal forms has been proved to be beneficial to evaluate ones

own developmental areas.

Effectiveness of self appraisal form

Yes 69%

No 21%

To some extent 10%

Que.14 Does the reward system after appraisal satisfies you?

Appraising through rewards

86%

3%

11%

Yes

NoTo some extent

Reward System In Appraisal

Yes 86%

No 3%

To some extent 11%

Interpretation: The employees of BALCO are satisfied enough through the reward

system in their organization.

CHAPTER FIVE

FINDINGS, CONCLUSION AND SUGGESTIONS

The process of performance appraisal helps the employees and the management to know

the level of employee’s performance compared to the standard/predetermined level.

It was viewed that performance appraisal was useful to decide upon employees

promotion/transfer, salary determination and the like. It has become the basis of

employee development.

Performance appraisal indicates the level of desired performance level, level of actual

performance and the gap between the two.

Organizations are likely to develop performance-oriented cultures, in which high

performers are seen to receive extra rewards and lower performers receive lower rewards.

If an employee’s performance were found to be less than ideal, a cut in pay would follow.

On the other hand, if their performance was better than the supervisor expected, a pay

rise was in order.

Little consideration was given to the developmental possibilities of appraisal.

Findings through questionnaire:

In BALCO the appraisal process is a two-way participative process and it happens

at every 6 months.

Superior communicates their performance and the area of lacking.

At about 73% of the employees are satisfied with the current appraisal system in

the organization.

The communication level is very good in the organization and thus helps to

achieve the target easily.

94% employees believe that performance appraisal has contributed to their

personal growth.

62% employees believe that appraisals develop a high level of competency among

them.

77% believes that it help to clear their objectives and what their superior wants to

get from them.

53% of the employee believes that it has always motivated them.

96% believes that it helps to realize potential of an employee.

Self-appraisal form also helps to realize the employees potential.

58% believes that current performance appraisal system is fair enough to evaluate

their potential and workings.

67% of the employees believe that implementing 360 degree performance

appraisal would be beneficial to the employees and the organization.

During survey it was found that Employees were getting confused when asked

about the awareness related questions.

Performance appraisal definitely set goals and objectives for employees work and

get them promoted and rewarded as per but it does not provide much opportunity

to set employees future career planning and recognizing the talents.

No compulsory job rotation practice exists in Balco.

Employees are partially satisfied by their performance appraisal procedure. They

are not very much motivated by their ratings and cannot get their development

through these.

Almost all employees accept that the training and development program is very

good of Balco but the main problem is that training need assessment is not done

properly and many times the same employees are given training again and again

ignoring the training needs of others.

Every department head has to follow the performance bell and during every

appraisal, the employees would be classified in different tiers. The department

head decided to classify the employees not on Performance but just on quota

system. The purpose of the performance appraisal and classification is not at all

achieved.

For each employee Job description should be made in which duties and

responsibilities of the employee should be clearly mentioned. The Knowledge,

skills and abilities required to perform the work should be stated clearly. This will

bring more transparency in the job.

CONCLUSIONS:Performance appraisals are an integral part of managing performance, and unmanaged

performance simply cannot be allowed to happen. The process of managing performance

is essentially one of their performances. It starts with the setting of performance

expectations and ends with sanction-rewards and penalties on appraised performance.

Relationship and mutual understanding develops more quickly with greater frequency of

meetings between manager and staff members.

SUGGESTIONS: 360-degree appraisal system can be introduced as a powerful developmental

method and quite different to traditional manager-superior appraisal and can stand

alone as developmental method.

Ensure that 360-degree appraisal method is introduced and applied from top-down

and not bottom up.

Staff members can be better prepared for the formal appraisal, giving better

results, and saving management time.

Training and development actions can be broken down into smaller programs,

increasing success rates and motivational effect as a result.

Performance appraisal should be used not only for giving performance-based

incentives but also to identify average and below average employees and train and

develop to make them good performers.

Appraisal should be done twice a year for executives.

Training need assessment should be done strictly and training should be given on

that basis because different employees have different training needs.

Employees should be motivated regularly by their superiors and SBU heads to

come up with their training needs.

Motivational training should be given to all employees at least in every quarter

and it should be made compulsory for each employee to attend it.

Appraising talent which involves exploring the actual results achieved by

employees within those areas where they’re held accountable and to examine the

level of skills or competencies deemed critical to current and future jobs and

organizational success. In relation to a talent management programme, certain

specific areas are important. For example, the appraisal will not only include an

examination of performance, but will also inevitably include a forecast of

potential, which is a prediction of how many job levels an employee can reach

within the organization based on their past or current performance approaches,

training or development needs, career preferences and actual and projected

competency levels. Here, scales are often used in reporting potential to attain

managerial or leadership skills, as well as in the delivery of organizational

objectives

360° Appraisal system should be used in place of the current system in which in

addition to the superiors, colleagues and subordinate all around the employee will

also appraise him. This will reduce the personal biases occurring due to superior

subordinate relationship. The details of appraisal report should be kept

confidential including the rating. Proper training should be provided to the

appraisers regarding the process and proper method of conducting performance

appraisal.

The company has recently started Global leadership program in which key

employees are exchanged in different companies of the group for a term of 1 or

more year which provide them international exposure and experience.

Individual development report of these key employees are made by the

management and SBU head based on his past performance and according to

his/her KRA future track record for the employee is planned.

For special achievements and extra effort CEO kitty (cash reward) is given to the

employees in order to motivate them further.

Key employees are sent abroad for training to enhance their skill and knowledge

on written bond of 1-3 years.

Rotate employees to provide them new challenges and new assignments.

Companies practicing off shoring need to provide new challenges and

opportunities for skills development through training or job rotation. It may

become the only reason your best employees stay with you.

For each employee Job description should be made in which duties and

responsibilities of the employee should be clearly mentioned. The Knowledge,

skills and abilities required to perform the work should be stated clearly.

Provide your best employees with challenging work, show consequences to those

employees who are underperforming and respond to employees' work-family

balance and other needs.

Reward Managers who help good employees grow within the company.

Conducting the performance appraisal in a timely fashion, as close as possible, or even before the employee's scheduled review date.

Offering a balanced evaluation of both the employee's strengths and of their weakness

Including a review of key performance areas or projects where an employee has performed well. A bit of praise can go a long way to lifting an employee's morale and feelings of success on the job.

 Natural interaction during the performance appraisal process - give the employee a chance to speak their mind as well as help come up with future goals, as well as steer areas of improvement.

 Set goals for the next appraisal period that is quantifiable and achievable.  If you have specific projects in mind use those as a measure of the performance.  If you made a list of goals from the last review period, go over these with the employee as well and talk about how the employee achieved or failed to achieve the goals and why.

Don't tie the employee’s performance to a salary increase.  It is normal for the

employee to expect that a review will also include an increase as this is

traditional, but you should clearly state that the review is about performance and

not about salary.

To implement Executive Management Development Programme .

In order to improving the employee career planning in BALCO management

should develop a programme named above. The criterion for selection must be

certain standard.

LIMITATIONS: Due to some strict rules of the company, all documents cannot be accessed.

Due to the busy schedules of SBU Heads and employees, they are unable to

impart time to us.

Sometimes respondents were roaming from one plant to another so they are not

available to guide us.

Due to low awareness of worker they are unable to give proper view.

Due to poor communication level between employees and workers accurate

results cannot be founded.

APPENDIX

GOOD MORNING/AFTERNOON/EVENING sir/madams I am Shraddha Roy from

Disha Institute of Management and Technology, Raipur. Currently doing my summer

internship here in BALCO for the period of 2 months in the HR department and working

on project named Performance Appraisal System and its role in enhancing employee

performance at BALCO under the guidance of Mr Ajai Gera (Associate Manager-HR),

for this I would like to know your views on certain things.

Are you aware of the appraisal system in your organization?

When does appraisal process takes place in your organization?

Are you satisfied with the appraisal system in your organization?

Does appraisal system benefit you? If yes then how?

Does it assist you in your personal growth?

Does it help to develop certain level of competency in your organization?

Does it help you to clear your objectives| and job roles?

Does it acts as a motivating agent in your work?

Is the process effective enough to realize your potential?

Is the process fair enough to communicate your performance rating?

Does the self assessment form assist you to realize your potential?

Does the reward system helps you to get satisfaction through your performance?

What is the performance level that you expect from your employees? Does the

employee perform according to your expectation?

Do you feel that if employee career planning and development is done properly then

it will result in improving the performance of employee? If yes give suggestion in

this regard.

Do you think that employee working under you understand their goals and duties

properly? What is being done to ensure this?

How frequently job movements take place in your division? Do frequent internal

job movement’s helps in increasing the productivity of the job or the person

development? What are the programs and processes that facilitate the internal job

movements? Do you have any suggestion in this regard?

Is the HR department supporting the employee career development efforts? Why do

you feel so? Give suggestion how can this be done effectively?

Do you think that tools and training provide employees with opportunities to grow

in their current job? Why do you feel so? What are the tools and training require for

providing employees with opportunities to grow in their current job as well as in

their career?

Do you feel that you are adequately planning for developing high performers? What

kind of recognition you want for this?

Do you think that employee require some more development programs for their

career growth? Any suggestion in this regards?

Do you satisfied with the current employee appraisal strategies and policy made

HR department?

Do you think that employee assessment program is implemented properly? Give

suggestion how can this be done effectively?

Do you feel that job rotation and job enrichment is the best tool for individual

career assessment and development? If yes then it should be encouraged more?

How do you help your staff develop their career competency in your company? By

courseware, by training, or teaching? Or?

Do you feel that training programme helps in increasing the performance? Do you

feel that training programme helps in career growth for an employee?

What can you do to help your employees achieve best performance?

Thank you, sir/ma’am for sparing time out of your busy schedule and improving me with

your valuable inputs.

BIBLIOGRAPHY

Arun Monappa & Mirza S Saiysdain : Personnel Management, Tata Mc

Graw Hill Publishing Company Limited, New Delhi, 11th edition, 1991.

Arun Monappa & Mirza S Saiysdain : Personnel Management, Tata Mc

Graw Hill Publishing Company Limited, New Delhi, 2nd edition.

Rudrabasavaraj. M.N : Dynamic Personnel Administration- management of

human resource, Himalaya Publishing House.

Lakshmipathy. V : Performance Appraisal In Public Enterprises, Himalaya

Publishing House, 1st edition, 1985.

Jucius. J. Michael : Personnel Management, D.B. Taraporevala Sons & Co.

Private Ltd.

Chatterjee .N.N : Performance Appraisal Systems- in public enterprise,

Scope Publications.

Websites:

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