A PROJECT REPORT ON PERFORMANCE APPRAISAL OF EMPLOYEES OF O.M.C.

Submitted by RUTUPARNA SAMANTARAY Regd. No- 520754705

FOR THE PARTIAL FULFILMENT OF AWARD OF DE REE OF M!A TO SI""IM MANIPAL UNI#ERSITY

Under the guidance of A$$o%. P&o'. S()&(* ")+(& D(,(-e.e&(/ H.O.D De0(&1+e21 o' !)$32e$$ Ad+323$1&(13o2 4(2(!.(&(13

SI""IM MANIPAL UNI#ERSITY OF HEALTH MEDICAL AND TECHNOLO ICAL SCIENCES

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CERTIFICATE This is to certify that the report entitled Performance Appraisal of Employees of OMC. In partial fulfillment of the requirements for the degree of Master of Business Administration (MBA of !i""im Manipal

#ni$ersity of %ealth Medical and Technological !ciences. Miss &utuparna has 'or"ed under my super$ision and guidance and that no part of this report has (een su(mitted for the a'ard of any other similar titles of prices and then may has not (een pu(lished in any )ournal or maga*ine.

Certified

A$$o%. P&o'. S()&(* ")+(& D(,(-e.e&( MBA+%&

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E5AMINER6S CERTIFICATE

The Pro)ect &eport Of Miss &utuparna !amantaray Entitled 7PERFORMANCE APPRAISAL OF EMPLOYEES OF OMC8 Is approved and is acceptable in quality and form.

I21e&2(, E9(+32e& ,ame+ !aura$ -umar .ala(ehera /ualification+ MBA (%& .esignation+ Internal 1uide

E91e&2(, e9(+32e& ,ame+ !'ati !i(ani /ualification+ MBA (%& 0 M-T. .esignation+ E2ternal 1uide

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AC"NOWLED EMENT

I 'ould li"e to e2press my sincere than"s and gratitude to ASSOC. P&o'. S()&(* "). D(,(-e.e&( H.O.D/ De0(&1+e21 o' !)$32e$$ Ad+323$1&(13o2/ 4(2(-.(&(13 for sparing his $alua(le time

from his hectic schedule 'hene$er required and pro$iding me important inputs. I o'e him a great deal for the successful completion of this pro)ect.

3ith due respect4 I 'ould li"e to e2press my sincere gratitude and Inde(tedness to Mr. P. !. -anungo4 !r. Manager (53 4 !ri 1. C. Bisoi4 Asst. Manager (53 4 and Mr. !.,. ,andi4 AM (%&M OMC 5td.4 for rendering in$alua(le ad$ice and a(solute guidance in the completion of this Pro)ect. I 'ish to ac"no'ledge my inde(tedness to Mr. P.!. -anungo4 !r. Manager (53 OMC4 Bhu(anes'ar for their 'holehearted cooperation and "ind appro$al of this topic for underta"ing the pro)ect in his organi*ation.

I ta"e this opportunity to than"s him for his in$alua(le guidance and assistance 'ithout 'hose4 this pro)ect 'ould ha$e (een a total failure. %e has helped me though his timely and $alua(le suggestion to ma"e this pro)ect report a grand success

R)1)0(&2( S(+(21(&(4 M!A :41. SEM; 6|Page

DECLARATION

I do here(y solemnly declare that this Pro)ect &eport entitled <PERFORMANCE APPRAISAL OF EMPLOYEES OF O.M.C. 6 is one of my o'n an original creation. I also declare that this Pro)ect report has not (een pre$iously su(mitted (y any one for the a'ard of any degree or diploma to any other Institute or organi*ation. I ha$e su(mitted this Pro)ect in partial fulfillment of the requirement of Master in Business Administration.

Bhu(anes'ar .ate7 R)1)0(&2( S(+(21(&(4 M!A :4TH SEM;

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CONTENTS =. 2. >. 4. 5. @. 7. A. B. =0. ==. =2. =>. INTRODUCTION INTRODUCTION TO HUMAN RESOURCE MANA EMENT AIM AND O!JECTI#ES OF THE PROJECT RESEARCH METHODOLO Y

OR ANI?ATION PROFILE MAIN!ODY OF THE PROJECT LIMITATION DATA SU OF THE PROJECT

INTERPRETATION AND FINDIN S ESTION AND RECOMMENDATION

CONCLUSION !I!LIO RAPHY ANNE5URE CUESTIONNAIRE

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INTRODUCTION
Performance refers to the degree of accomplishment of the tas"s that ho' employees do the )o(s. It indicates ho' 'ell an indi$idual is fulfilling the )o( requirements. It is al'ays measured in terms of results. Performance means outcomes achie$ed at 'or"4 the actual contri(ution of an indi$idual or team to the organi*ation8s strategic goals4 li"e sta"eholder satisfaction4 clean image and economic sustaina(ility.

Camp(ell4 (elie$e that performance a (eha$iour should (e distinguished from its outcomes 'hich can (e facilitated or hindered (y systematic factors. Brun(ach $ie's performance more e comprehensi$ely (y encompassing (oth (eha$iours and results. %e considers (eha$iours as outcomes in their o'n right4 'hich can (e )udged apart from results. The role of any person can (e seen in three parts7 Being4 .oing4 &elating.

9Being8 concerns the competencies of a person that are rele$ant to his:her performance. 5ouis Pasteur4 said chance fa$ours the prepared mind. ;or most of all4 (eing means that the persons has prepared his:her mind.

9.oing8 focuses on the person8s acti$ities that are $aria(le effecti$e at different le$els in the organi*ation that affect performance of other roles dependent on the person4 output and the organi*ational performance as a 'hole. As someone said4 Ideals are funny little things. They 'on8t 'or" unless you do.

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9&elating8 emphasi*es the nature of relationship 'ith mem(ers of the role net'or" $ertical4 hori*ontal o other'ise.

Performance is a(out optimally analy*ing ones potential 'here as a persons potential for a role is an input to the producti$e process and his :her performance is the output of the $ery same process. Impro$ing performance is thus a(out identifying alternate 'ays of reali*ing potentials (etter.

Organi*ations goals can (e achie$ed only 'hen people put in their (est efforts. %o' to ascertain 'hether an employee has sho'n his to her (est performance on a gi$en )o(< The ans'er is performance appraisal. Employee8 assessment is one of the fundamental )o(s of %uman

&esource Management (ut not an easy )o(.

In simple terms4 performance appraisal may(e understood as the assessment of an indi$iduals performance in a systematic 'ay4 the performance (eing measured against such factors as )o( "no'ledge quality and quantity of output4 initiati$e4 leadership a(ilities4 super$ision4 dependa(ility4 cooperation4 )udgment4 $ersatility4 health and the li"e potentials of the employee for future performance must also (e assessed.

Performance appraisal is a process that in$ol$es determining and communication to an employee ho' he or she is performing the )o( and ideally4 esta(lishing a plan of impro$ement. It is other'ise "no'n as performance rating4 employee assessment4 employee performance 10 | P a g e

re$ie' personal appraisal4 merit rating etc. It is lin"ed to )o( analysis. =o( analysis states out requirements4 'hich are translated into

performance standards4 'hich in turn form the (asis for performance appraisal.

O!JECTI#ES OF THE STUDYD

The first and foremost o()ecti$e of this study is the partial fulfillment of the master8s degree in Business Administration. The prima+facie o()ecti$e of this study is to ha$e "no'ledge relating to the functions of organi*ation in general and practical e2perience relating to performance appraisal practical in particular. %o'e$er4 there are certain other o()ecti$es 'hich are e2hi(ited (elo'.

To critically access the appropriateness of the e2isting appraisal system and to e2amine its strength and 'ea"ness. To assess the relati$e contri(ution of the appraisal system in the accomplishment of the organi*ational goal. To "no' the present appraisal practice adopted in the organi*ation. To e2amine the necessities for changes in the e2isting pattern of performance appraisal. To recommended necessary changes or modification for ma"ing the appraisal system more o()ecti$e.

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SCOPE OF THE STUDY The present study of performance Appraisal !ystem 'as conducted in Orissa Mining Corporation4 Corporate Office4 Bhu(anes'ar. I is a pu(lic sector underta"ing. The study includes the e2ecuti$es and the non+ e2ecuti$es of department of the organi*ation.

STUDY METHDOLO Y A methodology is (asically system or rules4 principles4 and procedures 'hich direct a researcher to go for scientific in$estigation. 3hile understanding the pro)ect 'or" I ha$e (een a(le to collect the required data and information from (oth the primary source and the secondary source. The primary source of collection of data 'as through structured questionnaire (y simple random sampling from the employees of OMC. The secondary sources of collecting the data 'ere the $arious (oo"lets4 (rochure4 annual reports4 ne'sletter etc. of OMC. PLAN OF STUDY A systematic approach to the 'hole study is $ery much essential to ma"e the study a perfect one. Plan of the study pro$ides me the directions so that I can reach my destination.

The >st chapter 'hich is an introductory one includes o()ecti$es of study4 scope of study4 study methodology4 plan of study and limitations of the study.

The ?nd chapter deals 'ith the history and (ac"ground of the organi*ation understudy. It gi$es a (rief idea a(out the 'hole organi*ation4 its manpo'er4 production4 organi*ational structure etc. 12 | P a g e

The @rd chapter discusses the (oard theoretical frame'or" of the study. It deals 'ith the performance and appraisal system4 its o()ecti$es4 strength and 'ea"ness of the system and potential appraisal.

The Ath chapter deals 'ith the performance appraisal system in practice at OMC Corporate Office4 Bhu(anes'ar.

The Bth Chapter is the most $ital one in 'hich researcher analysis and interpret the data collect a(out the e2isting appraisal system of OMC.

The last chapter (i.e. the C th chapter is the researcher8s o'n perception a(out the system and deals 'ith conclusion and some suggestions to ma"e the system more o()ecti$e.

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LIMITATIONS I ha$e faced:e2perienced certain difficulties 'hile conducting the study. These limitations of the study are as follo's.

>. The

performance

appraisal

data

are

confidential

for

the

organi*ation. !o4 the officials of OMC are hesitant to gi$e information a(out the performance Appraisal !ystem of their organi*ation. ?. The (usy schedule of the e2ecuti$es 'as also an o(stacle in the collection of the required information in time. @. The respondents are not fully disclosing their feelings (ecause of the fear of (eing e2posed to the authority or thought the researcher to (e an outsider. A. The entire study 'as conducted single handed (y the researcher in a stipulated time period It 'as not possi(le to co$er a large sample from each department 'ithin such a limited time period.

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The Orissa Mining Corporation 5imited (OMC 'as )ointly esta(lished (y the #nion and !tate 1o$ernments in >DBC. It 'as the first Pu(lic sector underta"ing in the mining sector in India. By >DC?4 OMC (ecame 'holly state o'ned. Today4 OMC is profita(ly operating numerous mines all o$er the state4 meeting the requirements of metallurgical and Chemical Industries in India and a(road. The trust is on $alue addition as 'ell as increasing mining capacities to meet gro'ing demands. Orissa. Truly4 is a $ast treasure tro$e of mineral resources. The star has a(out DEF of the chromate4 G>F of the (au2ite4 @@F of the iron and @?F of the manganese resources on India. OMC8s geology di$ision4 though sustained4 e2ploration has (een steady adding to the corporations minerals assets4 OMC possesses a reser$e AHH million tones of Iron ore4 >D MT. of manganese ore4 ?Emt of Chromite4 G?H m. of (au2ite4 >D MT. of manganese ore ?E MT. of Chromite4 G?Hm.of (au2ite4 >D MT. of limestone and other minerals. OMC8s impressi$e gro'th o$er decades is hinged on its philosophy and commitment to'ards quality and $alue addition. The corporation8s turno$er has increased manifold o$er the decades through optimum utili*ation of its resources. Progressi$e mechani*ation and moderni*ation of mining operation 'ith due en$ironment care ha$e paid rich di$idends. OMC has other rich deposits and mines of iron ore suita(le for sponge iron production. !uch iron ore is supplied to the sponge iron plants in the country. The .aitari iron ore mine is the flagship of OMC8s operations. The mine is fully mechani*ed 'ith an ore handling plant compromising a crushing plants and a 'ashing plant connected (y a @.E mm. long con$ey (elt. Of late it has gone ahead 'ith t'o shift operation 15 | P a g e

and one shift maintenance operation 'hich is e2pected to produce ? million tones of 'ashed as 'ell as dry screened cali(rated iron ore and fines OMC has also entered into a tie+up 'ith ,eelachal Ispat ,igam of supply of iron ore.

OMC has de$eloped manganese ore mines to cater to the needs of steel plants4 ferromanganese plants4 engineering and chemicals industries in the country.

Most of this is (eing e2ported though Paradeep Port to different countries including China and =apan.

The chromites Mine at -allapani4 !u"arngi and Bngur ma"e OMC the leading chromites producer of the country. Chrome ore $arying up to $ery high grade is produced here. A ma)or part of produce is e2ported to different countries including China and =apan.

OMC is operating on lease in -alahandi district for semi precious stone under )oint $enture 'ith 1EMCO.

There are some impure limestone (ands #mpa$ally lease in -oraput district ha$ing no industrial use. OMC has ta"e steps to utili*e such materials to produce sla( ad tiles as a replacement to mar(le. OMC also o'ns fe' quarries for coloured and (lac" $arieties of dimension stone in the state. Bloc"s are (eing produced form three+quarry lease.

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OMC has di$ersified its (usiness to local mining. 1o$t. of India has allotted #t"al 9.8 in Talcher coal field to supply coal for po'er generation. .edicated to the cause of e2ploration4 e2ploration and (usiness

transaction of minerals and mining products4 OMC8s efforts ha$e earned rich di$idends. The corporation has special E2port A'ard for >DDD+?HHH (y CAPEII5. Besides its acti$ities4 OMC has also ensured that its family of CHHH 'or"ers4 engineers4 geologist and professional managers are happy and committed to'ards multiplying the gro'th of the corporation. On account of the numerous 'elfare acti$ities4 community de$elopment and other (enefits4 OMC8s employee pac"age in the state.

The ne' li(erali*ation policy of 1o$ernment pf India in the mining sector has opened the doors for foreign in$estors in Orissa 4 reputed foreign firms and glo(al mining gains li"e &io Tinto of #.-. and continental &esources limited of Canada4 ha$e entered into )oint $enture agreement 'ith OMC and the pro)ects are under progress. This 'ill also lead to the de$elopment of infrastructure in the state and open ne' ristas or for the corporation in the International arena.

The s"illed manpo'er on scientific (usiness ha$e (een adding to the cooperation8s producti$ity. &eputed to reign firms and glo(al mining giants ha$e entered into )oint $entures 'ith OMC. 3ith enterprise

resource planning and I!O DHH>7?HHH certification OMC is on the higher glo(al challenges and competition.

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CORPORATE PLAN OMC has crafted its o'n corporate plan for (ecoming internationally competiti$e in the mining sector. This 'ill help the organi*ation in managing changes 'ithout (ring s'ept a'ay has gained importance n the li(erali*ed scenario. OMC has prepared a $ision documents for ne2t >H to ?H years. This $ision documents is a long term action plan (ased on geological e2ploration and mining plans. I, the highly $olatile minerals mar"et OMC has to consolidate its positions to sustain itself to face the challenge and competition. The $ision for the coming year to ena(le OMC to prepare its manpo'er to cope up 'ith the increasing challenges. OMC is reorgani*ing is management its management and operations to com(at professionally managed glo(al ri$als. ;e' departments such as corporate communication ha$e (een open to plan and manage corporate affairs. It has delegate lots of financial and administrati$e po'er to its. &egional heads to speed up decision ma"ing.

.uring current year a num(er of 'elfare measures are ta"en up for peripheral de$elopment:scholarship scheme4 incenti$e to 'or"ers and employee and de$elopment in the mines ad camp as apart of la(our 'elfare has also (eing augmented. Ca(le Tele$ision connected to the 'or"ers and employees4 children8s part to e$ery reign4 computer training to all e2ecuti$es and non+e2ecuti$es are some of the important 'elfare measures (eing underta"en. A 'elfare committee has (een formed 'hich $isits different mines :reign to fit 'or"ers and suggest for their 'eal and 'oe.

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MINES OMC possesses a reser$e of AHH million tones iron ore4 >D million tons of manganese or4 ?E million tons of chromites4 ??H million tones (au2ite4 >D million tons of limestone and other minerals. !outh "allapani4 -aliapani4 !u"rangi and underground mines Bangur ma"e OMC the leading Chromite producer of the country producing high grade lumpy and fria(le $ariety.

ORE HANDLIN

PLANT

The .aitari iron Ore Pro)ect of OMC8s operations it is fully mechani*ed 'ith t'o shift operation and one shift maintenance. .aitari is e2pected to produce @ million tones of 'ashed as 'ell as dry screened cali(rated iron ore and fines. The .aitari plant principally feeds ,eelachal Ispat ,igam i.e. second steel plant of Orissa for supply of iron ore.

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!ENEFACTION PLANT The >HHF e2port oriented chrome ore (enefaction plant (COBP at

-aliapani has (een su(stantial contri(uting to OMC e2chequer 'ith >HHF capacity utili*ation. The plant has recorded a production of > million tones chrome concentrate since commissioning in >DDB. This has (een possi(le due to addition of a ne' hydro cyclone and modification of plant.

PRODUCTS >. Chromite ?. Bau2ite @. Iron A. Manganese B. 5imestone C. 1emstone G. Coal

E5PORTS OMC continues to maintain Orissa8s 1lo(al connection through e2port of minerals from Paradeep Port. In recognition of this super( e2port performance4 OMC has (agged the CAPEII5 E2port A'ard e$ery year in a ro' since >DDE+DD up to ?HH@+?HHA 'ith its full proof e2port net'or"4 OMC is in a position to handle direct e2port of iron ore4 chrome ore and chrome concentrate produced from its mines and COB plant.

CUALITY POLICY 20 | P a g e

OMC is engaged in e2ploration4 mining and supply of minerals for $alue addition. /uality is our core (usiness philosophy for meeting the needs of our $alued costumes (y enhancing their satisfaction and for fulfilling our social o(ligations. In order to achie$e the a(o$e OMC is de$eloping its human resource4 (esides ma2imi*ing operational efficiency4 capacity utili*ation and producti$ity.

They periodically re$ie' their quality policy and o()ecti$e for its continuing suita(le and continuity impro$e the effecti$eness of the quality management system.

PERIPHERAL DE#ELOPMENT -eeping in tune 'ith its pu(lic sector image OMC spend a su(stantial amount in shape of grant to $arious Institutions located the surrounding $illages of its mines for construction of school:college (uildings4 la(oratory4 li(rary etc. (esides $arious de$elopment 'or"s li"e digging of tu(es 'ell reno$ation of funds4 construction and repair of $illages roads and plantation etc. ha$e also (een ta"en in the peripheral de$elopment 'or". .uring financial year4 >DDD+?HHH. OMC has donated &s. >?.HH la"h to different educational institutions for construction of school:college (uildings. OMC is spending a su(stantial amount to encourage the family planning oration in the tri(al areas as it is national program. OMC has ta"en up massi$e plantation program and de$elopment of roads pro$iding street light in the near(y $illages.

LIST OF MINES AND MINERALS 21 | P a g e

CHROME ?ONE >.!outh -aliapani ?. -aliapani @. !u"arangi A. -alarangi B. Base of Mahangiri C. !aru(il !u"arangi

G. -athpal E. Birasi D. Bangur >H.Baniapan"

MAN NESE >. .u(na ?. &oida+GE @. ,ishi"hal A. Parlipada IRON >. .aitari ?. 1andhamardan JA6 @. Banaspani A. -hand(andh B. -hand(andh C. !a"radihi G. Tringpahar E. Baldapalsa 22 | P a g e

D. &antha >H.s -oira+-asira IRON AND MAN ANESE >. -ohla + &oida ?. -urmitar @. .al"i A. !.1.B.-. B. !erenda+ Bhadrasahi

LIME STONE #mpa$alley .umuria 1raphite ,ishi"halo 1emstone =ilingadhar

MILESTONES OF OMC OMC gets @+!TA& EIPO&T %O#!E! !TAT#! on G th March4 HC OMC recei$e CAPEII5 E2port A'ard in a ro' from >DDE+DD to ?HHA+HB %ighest turn o$er posted in the history of OMC %ighest profit (efore ta2 in the OMC Annuals Corporation (ecomes de(t free in ?HH@+?HHA ,e' sections opened

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Corporate de$elopment

planning

and

,e'

(usiness

Corporate Communication %uman &esource .e$elopment

Computeri*ed In$entory Management system ta"en up for all stores

!e$eral non+'or"ing mines made operational OMC 'e(site hosted and regularly updated. 1ood Industrial relations and (etter co+ordination 'ith $arious authority is li"e rail'ays4

port4 forest4 .istrict Administration etc. =une+=uly HB OMC cele(rates BHth ;oundation day.

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I,T&O.#CTIO, TO %#MA, &E!O#&CE MA,A1EME,T

The role of human resource management in organi*ations has (een e$ol$ing dramatically in recent times. The days of personnel .epartment performing clerical duties such as record "eeping4 paper pushing and file maintenance are o$er. %& is increasingly recei$ing attention as a critical strategic partner4 assuming stunningly different for reaching

transformational roles and responsi(ilities. Ta"ing the strategic approach to human resource management in$ol$es ma"ing the function of managing human assets the most important priority in the organi*ations and Integrating all human resource policies and programmes the frame 'or" of a company strategy This chapter 'ill discuss ho' the effecti$e utili*ation human resource can assist organi*ation in achie$ing

competiti$e ad$antage.

I+0o&1(2%e o' HRM People ha$e al'ays (een central to organi*ations (ut their strategic importance is gro'ing tin today8s "no'ledge (ased Industries. An organi*ation8s success increasingly depends on the "no'ledge4 s"ills and a(ilities of employees4 particularly as they help esta(lish a set of core competencies that distinguish an organi*ation from its competitors that distinguish an organi*ation from its competitors 'ith appropriate %& policies and practices an organi*ation can hire4 de$elop and utili*e (est (rains in the mar"et place4 reali*e its processed goals and deli$er results (etter than others. %uman &esource Management helps an organi*ation and its people to reali*e their respecti$e goals thus 25 | P a g e

=.

A1

1.e e21e&0&3$e ,e*e,D

1ood human resource practices can help in attracting and retaining the (est people in the organi*ation. Planning alerts the company and the types of people it need in the short medium and long run.

It helps in training people for challenging roles 4 de$eloping right attitude to'ards the )o( and the company4 promoting team sprit among employees and de$eloping loyalty and commitment through appropriate re'ard schemes. 2. A1 1.e 32d3*3d)(, ,e*e, D

It offers e2cellent gro'th opportunities to people 'ho ha$e the potential to rise. It allo's people to 'or" 'ith diligence commitment. >. A1 1.e $o%3e14 ,e*e,D

!ociety as a 'hole is the ma)or (eneficiary of good human resource practices Employment opportunities multiply !cares talents are put to (est use. Companies that pay and teat people al'ays race a head of others and deli$er e2cellent results

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4.

A1 1.e 2(13o2(, ,e*e,D Effecti$e use of human resources helps in e2ploitation of natural4 physical and financial resources in a (etter 'ay. People 'ith right s"ills proper attitude and appropriate $alues help the nation to get a head and compete 'ith the (est in the 'orld leading to (etter standard of li$ing and (etter employment.

Me(232g o' H)+(2 Re$o)&%e M(2(ge+e217 Organi*ation in the com(ination of (oth %uman and ,on+ human resources 'here duties and responsi(ilities are (eing allotted (y higher authorities. %uman resource management means employing people4 de$eloping their resources4 utili*ing4 maintaining and compensation their ser$ices in tune 'ith the )o( and organi*ational is the recruitment. of %uman resource s"ills4

management

management

employees8

"no'ledge4 a(ilities4 talents4 aptitudes4 creati$e a(ilities etc. Employee in human resource management is treated not only as economic man (ut also as social and psychological man. Thus4 the complete man is $ie'ed under this approach. Employees are treated as profit centre and therefore4 in$est capitals for human resource de$elopment.

%uman &esource Management relate to the function of managing people from lo'er le$el to upper le$el of the organi*ation. !ince e$ery 27 | P a g e

organi*ation is made up of people4 acquiring their ser$ices4 de$eloping their s"ills4 moti$ating them to higher le$els of performance and ensuring that they continue to maintain their commitment to the organi*ation are essential to achie$ing organi*ational o()ecti$es. Those organi*ations that are a(le to acquire4 de$elop4 stimulate and "eep outstanding 'or"ers 'ill (e (oth effecti$e and efficient. Those organi*ations that are effecti$e or inefficient ris" the ha*ards of stagnating or going out of (usiness. %uman &esource thus4 creates organi*ation and ma"es them sur$i$e and prosper. !ome managers say that people are the most important assets of the organi*ation. %uman assets are $irtual ne$er sha$er in the (alance sheet as distinct category 'here a great of money is in$ol$ed in the recruiting4 selecting and training of people.

F)2%13o2$ o' H)+(2 Re$o)&%e M(2(ge+e217 The functions of %&M are classified into to' categories7 >. Managerial ;unction ?. Operating ;unction >. Managerial ;unction Managerial function in$ol$es planning organi*ing4 directing and

controlling. &ecruitment4 selection4 promotion comes under the most $ital managerial function 9staffing8. 3e can say staffing means filling and "eeping filled position of the organi*ation structure. &ecruitment4 selection4 promotion has (een regarded as the most important function of personnel administration as 'ell as for the organi*ation (ecause unless right people are lined the prospect de$elopment of an organi*ation may hamper. 28 | P a g e

(. P,(2232g It is a pre+determined course of action planning in$ol$es planning of human resources4 requirement4 recruitment4 selection4 training4 etc.

-. O&g(23E32g Organisation is a means to an end. It is essential to carry out the determined course of action. An organisation is a J!tructure and a process (y 'hich co+operati$e group of human (eings allocated its tas" among its mem(ers4 identifies relationships and integrates its acti$ities to'ards common goal.6 %. D3&e%132g .irecting is the e2ecution of the plan. .irecting is moti$ating4 commanding4 leading and acti$ating people. d. Co21&o,,32g It in$ol$es chec"ing4 $erifying and comparing of the actual 'ith the plans4 identification of de$iations if any and correcting of identified de$iation. 2. O0e&(13o2(, F)2%13o2 (. E+0,o4+e21 Employment is concerned 'ith securing and employing the people possessing required "ind and le$el of human resources necessary to achie$e the organi*ational o()ecti$es. The operational function co$ers the 29 | P a g e

functions such as )o( analysis4 human resource planning4 recruitment4 selection4 placement4 induction and internal mo(ility. -. H)+(2 Re$o)&%e De*e,o0+e21 It is process of impro$ing and changing the s"ills4 "no'ledge4 attitude4 commitment etc (ased on present and future )o( and organi*ational requirements. It includes performance appraisal4 training4 career planning and de$elopment4 etc.

%. Co+0e2$(13o2 It is the process of pro$iding adequate4 equita(le and fair remuneration to the employees. It includes )o( e$aluation4 'age and salary administration4 incenti$e4 (onus4 fringe (enefits4 etc. d. H)+(2 Re,(13o2$ %uman relation is an area of management in integrating people into 'or" situation in a 'ay that moti$ates them to 'or" together producti$ely4 co+ operati$ely and 'ith economic4 psychological and social satisfaction. Once the required num(er and of human resources are determined4 the management has to find the places 'here required human resource 'ill (e a$aila(le to and also find the means of attracting them to'ards the organisation process. (efore selecting suita(le candidate from outside organisation. &ecruitment is only one step in the entire employment

30 | P a g e

AIMS AND O!JECTI#ES OF THE PROJECT E+0,o4ee$ (&e 1.e -(%F-o2e o' (24 o&g(23$(13o2. T.e $)%%e$$ o' (2 o&g(23E(13o2 de0e2d$ )0o2 1.e %o++31+e21 o' 1.e e+0,o4ee$. T.e&e'o&e/ ( 0&oGe%1 3$ )2de&1(Fe2 H31. 1.e o-Ge%13*e o' '32d32g o)1 o' 1.e '(%1o&$ 1.(1 .($ 32',)e2%ed 1.e e+0,o4ee$6 0e&'o&+(2%e (00&(3$(, 0,(4$ ( *31(, &o,e 32 (24 o&g(23E(13o2. So 1.e (3+ (2d o-Ge%13*e 1o $1)d4 (&eD

To (2(,4Ee 1.e 0e&'o&+(2%e (00&(3$(, $4$1e+ (2d g3*e $)31(-,e $)gge$13o2$/ 3' &eI)3&ed.

To '32d 1.e $(13$'(%13o2 ,e*e, o' 1.e e+0,o4ee$ ($ He,, ($ E9e%)13*e$.

31 | P a g e

To 1(Fe 'eed-(%F o2 1.e (00&(3$(, +e1.od ($ <U$.( M(&132 L1d8.

32 | P a g e

RESEARCH METHODOLO Y7
Me(232g (2d De'32313o2 o' Re$e(&%. &esearch simply means a search for facts + ans'ers to questions and solutions to pro(lems. It is a purposi$e in$estigation. It is an organi*ed inquiry. It see"s to find e2planations to une2plained phenomenon to clarify the dou(tful facts and to correct the misconcei$ed facts. T.e $e(&%. 'o& '(%1$ +(4 -e +(de 1.&o)g. e31.e&D A&-31&(&4 :o& )2$%3e213'3%; Me1.odD ItKs a method of see"ing ans'ers to question consists of imagination4 opinion4 (lind (elief or impression. E.g. it 'as (elie$ed that the shape of the earth 'as flatL a (ig sna"e s'allo's sun or moon causing solar or lunar eclipse. It is su()ecti$eL the finding 'ill $ary from person to person depending on his impression or imagination. It is $ague and inaccurate. Or S%3e213'3% Me1.odD this is a systematic rational approach to see"ing facts. It eliminates the dra'(ac"s of the ar(itrary method. It is o()ecti$e4 precise and arri$es at conclusions on the (asis of $erifia(le e$idences. Therefore4 search of facts should (e made (y scientific method rather than (y ar(itrary method. Then only 'e may get $erifia(le and accurate facts. %ence research is a systematic and logical study of an issue or pro(lem or phenomenon through scientific method. Moung defines &esearch as a scientific underta"ing 'hich4 (y means of logical and systematic techniques4 aims to7 (a) .isco$er of ne' facts or $erify and test old facts4

33 | P a g e

(b)

Analy*e

their

sequences4

interrelationships

and

causal

e2planations4 (c) .e$elop ne' scientific tools4 concepts and theories 'hich 'ould facilitate relia(le and $alid study of human (eha$iour. (d) -erlinger defines research as a Jsystematic4 controlled4 empirical and critical in$estigation of hypothetical propositions a(out the presumed relations among natural phenomena. O-Ge%13*e$D After studying this lesson the students should (e a(le to understand7 &esearch and scientific method Characteristics of &esearch Purpose of research .ifferent types of &esearch &esearch Approaches !ignificance of research in !ocial and Business !ciences

Re$e(&%. (2d S%3e213'3% Me1.od &esearch is a scientific endea$our. It in$ol$es scientific method. JThe scientific method is a systematic step+(y+step procedure follo'ing the logical processes of reasoning6. !cientific method is a means for gaining "no'ledge of the uni$erse. It does not (elong to any particular (ody of "no'ledgeL it is uni$ersal. It does not refer to a field of specific su()ect of matter4 (ut rather to a procedure or mode of in$estigation. The scientific method is (ased on certain Jarticles of faith.6 These are7 Re,3(2%e o2 E+03&3%(, E*3de2%eD Truth is esta(lished on the (asis of e$idence. Conclusion is admitted4 only 'hen it is (ased on e$idence. The ans'er to a question is not decided (y intuition or 34 | P a g e

imagination. &ele$ant data are collected through o(ser$ation or e2perimentation. The $alidity and the relia(ility of data are chec"ed carefully and the data are analy*ed thoroughly4 using appropriate methods of analysis. U$e o' Re,e*(21 Co2%e01$D 3e e2perience a $ast num(er of facts through our sense. ;acts are things 'hich actually e2ist. In order to deal 'ith them4 'e use concepts 'ith specific meanings. They are sym(ols representing the meaning that 'e hold. 3e use them in our thin"ing and communication. Other'ise4 clarity and correct understanding cannot (e achie$ed. Co++31+e21 o' O-Ge%13*314D O()ecti$ity is the hallmar" of the scientific method. It means forming )udgement upon facts un(iased (y personal impressions. The conclusion should not $ary from person to person. It should (e the same for all persons. E1.3%(, Ne)1&(,314D !cience does not pass normal )udgment on facts. It does not say that they are good or (ad. According to !chrodinger J!cience ne$er imposes anything4 science states. !cience aims at nothing (ut ma"ing true and adequate statements a(out its o()ect.6 e2e&(,3E(13o2D In formulating a generali*ation4 'e should a$oid the danger of committing the particularistic fallacy4 'hich arises through an inclination to generali*e on insufficient or incomplete and unrelated data. This can (e a$oided (y the accumulation of a large (ody of data and (y the employment of comparisons and control groups. #e&3'3(-3,314D The conclusions arri$ed at (y a scientist should (e $erifia(le. %e must ma"e "no'n to others ho' he arri$es at his %e should thus e2pose his o'n methods and

conclusions.

35 | P a g e

conclusions to critical scrutiny. 3hen his conclusion is tested (y others under the same conditions4 then it is accepted as correct. Log3%(, &e($o232g 0&o%e$$D The scientific method in$ol$es the logical process of reasoning. This reasoning process is used for dra'ing inference from the finding of a study or for arri$ing at conclusion. C.(&(%1e&3$13%$ o' Re$e(&%. It is a systematic and critical in$estigation into a phenomenon. It is a purposi$e in$estigation aiming at descri(ing4 interpreting and e2plaining a phenomenon. It adopts scientific method. It is o()ecti$e and logical4 applying possi(le test to $alidate the measuring tools and the conclusions reached. It is (ased upon o(ser$a(le e2perience or empirical e$idence. &esearch is directed to'ards finding ans'ers to pertinent questions and solutions to pro(lems. It emphasi*es the de$elopment of generali*ation4 principles or theories. The purpose of research is not only to arri$e at an ans'er (ut also to stand up the test of criticism. P)&0o$e o' Re$e(&%. The o()ecti$es or purposes of research are $aried. They are7 &esearch e2tends "no'ledge of human (eings4 social life and en$ironment. The search is for ans'ers for $arious types of questions7 3hat4 3here4 3hen4 %o' and 3hy of $arious phenomena4 and enlighten us.

36 | P a g e

&esearch (rings to light information that might ne$er (e disco$ered fully during the ordinary course of life. &esearch esta(lishes generali*ations and general la's and

contri(utes to theory (uilding in $arious fields of "no'ledge. &esearch $erifies and tests e2isting facts and theory and these help impro$ing our "no'ledge and a(ility to handle situations and e$ents. 1eneral la's de$eloped through research may ena(le us to ma"e relia(le predictions of e$ents yet to happen. &esearch aims to analy*e inter+relationships (et'een $aria(les and to deri$e causal e2planations7 and thus ena(les us to ha$e a (etter. Applied research aims at finding solutions to pro(lems... socio+ economic pro(lems4 health pro(lems4 human relations pro(lems in organi*ations and so on. &esearch also aims at de$eloping ne' tools4 concepts and theories for a (etter study of un"no'n phenomena. &esearch aids planning and thus contri(utes to national

de$elopment. T40e$ o' Re$e(&%. Although any typology of research is ine$ita(ly ar(itrary4 &esearch may (e classified crudely according to its ma)or intent or the methods. According to the intent4 research may (e classified as7 P)&e Re$e(&%. It is underta"en for the sa"e of "no'ledge 'ithout any intention to apply it in practice4 e.g.4 EinsteinKs theory of relati$ity4 ,e'tonKs contri(utions4 1alileoKs contri(ution4 etc. It is also "no'n as (asic or fundamental research. It is underta"en out of intellectual curiosity or inquisiti$eness. It is not necessarily pro(lem+oriented. It aims at e2tension of "no'ledge. 37 | P a g e

It may lead to either disco$ery of a ne' theory or refinement of an e2isting theory. It lays foundation for applied research. It offers solutions to many practical pro(lems. It helps to find the critical factors in a practical pro(lem. It de$elops many alternati$e solutions and thus ena(les us to choose the (est solution. A00,3ed Re$e(&%. It is carried on to find solution to a real+life pro(lem requiring an action or policy decision. It is thus pro(lem+oriented and action+directed. It see"s an immediate and practical result4 e.g.4 mar"eting research carried on for de$eloping a ne's mar"et or for studying the post+purchase e2perience of customers. Though the immediate purpose of an applied research is to find solutions to a practical pro(lem4 it may incidentally contri(ute to the de$elopment of theoretical "no'ledge (y leading to the disco$ery of ne' facts or testing of theory or o conceptual clarity. It can put theory to the test. It may aid in conceptual clarification. It may integrate pre$iously e2isting theories. E90,o&(1o&4 Re$e(&%. It is also "no'n as formulati$e research. It is preliminary study of an unfamiliar pro(lem a(out 'hich the researcher has little or no "no'ledge. It is ill+structured and much less focused on pre+determined o()ecti$es. It usually ta"es the form of a pilot study. The purpose of this research may (e to generate ne' ideas4 or to increase the researcherKs familiarity 'ith the pro(lem or to ma"e a precise formulation of the pro(lem or to gather information for clarifying concepts or to determine 'hether it is feasi(le to attempt the study. -at* conceptuali*es t'o le$els of e2ploratory studies. JAt the first le$el is the disco$ery of the significant $aria(le in the situationsL at the second4 the disco$ery of relationships (et'een $aria(les.6 38 | P a g e

De$%&3013*e S1)d4 It is a fact+finding in$estigation 'ith adequate interpretation. It is the simplest type of research. It is more specific than an e2ploratory research. It aims at identifying the $arious characteristics of a community or institution or pro(lem under study and also aims at a classification of the range of elements comprising the su()ect matter of study. It contri(utes to the de$elopment of a young science and useful in $erifying focal concepts through empirical o(ser$ation. It can highlight important methodological aspects of data collection and interpretation. The information o(tained may (e useful for prediction a(out areas of social life outside the (oundaries of the research. They are $alua(le in pro$iding facts needed for planning social action program. D3(g2o$13% S1)d4 It is similar to descripti$e study (ut 'ith a different focus. It is directed to'ards disco$ering 'hat is happening4 'hy it is happening and 'hat can (e done a(out. It aims at identifying the causes of a pro(lem and the possi(le solutions for it. It may also (e concerned 'ith disco$ering and testing 'hether certain $aria(les are associated. This type of research requires prior "no'ledge of the pro(lem4 its thorough formulation4 clear+ cut definition of the gi$en population4 adequate methods for collecting accurate information4 precise measurement of $aria(les4 statistical analysis and test of significance. E*(,)(13o2 S1)d3e$ It is a type of applied research. It is made for assessing the effecti$eness of social or economic programmes implemented or for assessing the impact of de$elopmental pro)ects on the de$elopment of the pro)ect area. It is thus directed to assess or appraise the quality and quantity of an acti$ity and its performance4 and to specify its attri(utes and 39 | P a g e

conditions

required

for

its

success.

It

is

concerned

'ith

causal

relationships and is more acti$ely guided (y hypothesis. It is concerned also 'ith change o$er time.

A%13o2 Re$e(&%. It is a type of e$aluation study. It is a concurrent e$aluation study of an action programme launched for sol$ing a pro(lem for impro$ing an e2iting situation. It includes si2 ma)or steps7 diagnosis4 sharing of diagnostic information4 planning4 de$eloping change programme4 initiation of organi*ational change4 implementation of participation and communication process4 and post e2perimental e$aluation. According to the methods of study4 research may (e classified as7 =. E90e&3+e21(, Re$e(&%.D It is designed to asses the effects of particular $aria(les on a phenomenon (y "eeping the other $aria(les constant or controlled. It aims at determining 'hether and in 'hat manner $aria(les are related to each other. 2. A2(,413%(, S1)d4D It is a system of procedures and techniques of analysis applied to quantitati$e data. It may consist of a system of mathematical models or statistical techniques applica(le to numerical data. %ence it is also "no'n as the !tatistical Method4 it aims at testing hypothesis and specifying and interpreting relationships. >. H3$1o&3%(, Re$e(&%.D It is a study of past records and other information sources 'ith a $ie' to reconstructing the origin and de$elopment of an institution or a mo$ement or a system and disco$ering the trends in the past. It is descripti$e in nature. It is a difficult tas"L it must often depend upon inference and logical analysis or 40 | P a g e

recorded

data

and

indirect

e$idences

rather

than

upon

direct

o(ser$ation. 4. S)&*e4D It is a fact+finding study. It is a method of research in$ol$ing collection of data directly from a population or a sample thereof at particular time. Its purpose is to pro$ide information4 e2plain phenomena4 to ma"e comparisons and concerned 'ith cause and effect relationships can (e useful for ma"ing predications Re$e(&%. A00&o(%.e$ There are t'o main approaches to research4 namely quantitati$e approach and qualitati$e approach. The quantitati$e approach in$ol$es the collection of quantitati$e data4 'hich are put to rigorous quantitati$e analysis in a formal and rigid manner. This approach further includes e2perimental4 inferential and simulation approaches to research. Mean'hile4 the qualitati$e approach uses the method of su()ecti$e assessment of opinions4 (eha$iour and attitudes. &esearch in a situation is a function of the researcherKs impressions and insights. The results generated (y this type of research are either in non+quantitati$e form or in the form 'hich cannot (e put to rigorous quantitati$e analysis. #sually4 this approach uses techniques li"e depth inter$ie's4 focus group inter$ie's and pro)ecti$e techniques.

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HUMAN RESOURCE PLANNIN

MEANING OF HUMAN RESOURCE P ANNING ! Human Re"ource P#anning determine the human re"ource need" of the $ho#e enter%ri"e and it" e&ery de%artment for a gi&en future %eriod for the &ariou" o%eration" en&i"aged in connection $ith the accom%#i"hment of the organi'ationa# ob(ecti&e" and de%artmenta# goa#") Human re"ource %#anning i" the %redetermination of the future cour"e of action cho"en from a number of a#ternati&e cour"e" of action for %rocuring* de&e#o%ing* managing* moti&ating* com%en"ating* career %#anning* "ucce""ion %#anning and "e%arating the human e#ement of enter%ri"e) It determine" a con"ciou" choice of %attern" of the humani'ation of $or+ en&ironment in an organi"ation .

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,efinition of HR P#anning! According to Gey"er . /HR P#anning i" the %roce"" . inc#uding foreca"ting* de&e#o%ing and contro##ing . by $hich a firm en"ure" that it ha" the right number of %eo%#e and the right +ind of %eo%#e at the right %#ace" at the right time doing $or+ for $hich they are economica##y mo"t u"efu#0) According to 1ende## French . Human Re"ource P#anning may be defined . /a" the %roce"" of a""e""ing the organi'ation2" human re"ource" need" in the #ight of organi'ationa# goa#" and ma+ing %#an" to en"ure that a com%etent* "tab#e $or+ force i" em%#oyed0)

eon C Meggin"on i" of the o%inion that* human re"ource %#anning i" /an integrated a%%roach to %erforming the %#anning a"%ect" of the %er"onne# function in order to ha&e a "ufficient "u%%#y of ade3uate#y de&e#o%ed and moti&ated %eo%#e to %erform the dutie" and ta"+" re3uired to meet organizational objectives and satisfy the individual needs and goals of organizational members. There are many 'ays to define %& planning4 or e2plain 'hat it is4 (ut the follo'ing definitions4 ta"en from the 1o$ernment of Canada human resources site4 is a good4 useful 'or"ing definition7 J&igorous %& planning lin"s people management to the organi*ationKs mission4 $ision4 goals and o()ecti$es4 as 'ell as its strategic plan and (udgetary resources. A "ey goal of %& planning is to get the right

43 | P a g e

num(er of people 'ith the right s"ills4 e2perience and competencies in the right )o(s at the right time at the right cost6. ,ote the emphasis on lin"age to strategic planning and (usiness planning in the first sentence4 and the emphasis on the arrangement and alignment of staff and employees in the last sentence. %ereKs another definition4 perhaps a (it simpler7 JThe process (y 'hich management ensures that it has the right personnel4 'ho are capa(le of completing those tas"s that help the organi*ation reach its o()ecti$es6.

I21eg&(1ed $1&(1eg3% 0,(2232g (2d .)+(2 &e$o)&%e 0,(2232g Particularly for those 'or"ing in %& departments4 itKs easy to forget that %& planning (and %& functions do not e2ist as ends in themsel$es4 (ut e2ist to ser$e the rest of the organi*ation in achie$ing the (usiness goals of the organi*ation. Often %& functions and human resource planning get accidentally de+lin"ed from (usiness goals. !ince human resources functions and strategies are a means to achie$e corporate ends4 they need to (e tied to4 and dri$en (y the corporate role4 mission4 $ision and strategic goals4 or else they simply end up as processes that add o$erhead4 (ut do'n increase return. The solution is o($ious. %uman resource planning needs to reference the details of the o$erall strategic plan of the organi*ation. In effect4 it ser$es the strategic plan.

44 | P a g e

Need for HR P#anning!.Human resource planning is deemed necessary for all organizations

for one or the other of the following reasons:

>.TO Carry on its 'or" 4 each organi*ation needs personnel 'ith the necessary qualifications 4s"ills4"no'ledge4'or" e2perience and aptitude for 'or". These are pro$ided through effecti$e manpo'er planning.

2. here is an increasing awareness among the managers that no business can survive and grow without adequate and appropriate human resources and their proper manacognizaofemerging to the need for strucchanges on the onhand and to the emerging set of human e!pectations on "dequate investment on human capital is indispensable in a business environment. #." substantial improvement in quality of life and quality of wor$ life bac$ed by total quality management% require systematic human resource planning&lanning will help in positioning needed employees at the desired time ta$ing into account the lead time for the process of identifying tshortages% getting the vacancy cleared and going through the selection process. '.(anpower planning is also needed in order to identify areas of surplus personnel or areas in which there is a shortage of personnel .If there is a surplus % it if there is shortage % can be redeployed ) and it may be made good.

45 | P a g e

*. he nature of the present wor$force in relation to its changing needs also necessitates the recruitment of new labour . meet the challenge of a new and changing technology.s o

Human Re"ource P#anning! an I21&od)%13o2 $a" $ritten to dra$ the"e i""ue" to the attention of HR or #ine manager") 1e addre"" "uch 3ue"tion" a"! 3hat is human resource planning< %o' do organi*ations underta"e this sort of e2ercise< 3hat specific uses does it ha$e<

In dealing 'ith the last point 'e need to (e a(le to say to hard pressed managers7 'hy spend time on this acti$ity rather than the other issues (ulging your in tray< The report tries to meet this need (y illustrating ho' human resource planning techniques can (e applied to four "ey pro(lems. It then concludes (y considering the circumstances in 'hich human resource can (e used.

=. De1e&+3232g 1.e 2)+-e&$ 1o -e e+0,o4ed (1 ( 2eH ,o%(13o2 If organi*ations o$erdo the si*e of their 'or"force it 'ill carry surplus or under+utilised staff. Alternati$ely4 if the opposite mis)udgement is made4 staff may (e o$erstretched4 ma"ing it hard or impossi(le to meet production or ser$ice deadlines at the quality le$el e2pected. !o the questions 'e as" are7 46 | P a g e

%o' can output (e impro$ed your through understanding the interrelation technological num(ers< (et'een producti$ity4 3hat 'or" this organisation mean for and staff

de$elopment<

does

3hat techniques can (e used to esta(lish 'or"force requirements< %a$e more fle2i(le 'or" arrangements (een considered< %o' are the staff you need to (e acquired<

The principles can (e applied to any e2ercise to define 'or"force requirements4 'hether it (e a (usiness start+up4 a relocation4 or the opening of ne' factory or office.

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2. Re1(3232g 4o)& .3g.,4 $F3,,ed $1('' Issues a(out retention may not ha$e (een to the fore in recent years4 (ut all it needs is for organi*ations to lose "ey staff to reali*e that an understanding of the pattern of resignation is needed. Thus organi*ations should7 Monitor the e2tent of resignation .isco$er the reasons for it Esta(lish 'hat it is costing the organisation Compare loss rates 'ith other similar organi*ations.

3ithout this understanding4 management may (e una'are of ho' many good quality staff are (eing lost. This 'ill cost the organisation directly through the (ill for separation4 recruitment and induction4 (ut also through a loss of long+term capa(ility. %a$ing understood the nature and e2tent of resignation steps can (e ta"en to rectify the situation. These may (e relati$ely cheap and simple solutions once the reasons for the departure of employees ha$e (een identified. But it 'ill depend on 'hether the pro(lem is peculiar to your o'n organisation4 and 'hether it is concentrated in particular groups (e.g. (y age4 gender4 grade or s"ill . >. M(2(g32g (2 e''e%13*e doH2$3E32g 0&og&(++e This is an all too common issue for managers. %o' is the 'or"force to (e cut painlessly4 'hile at the same time protecting the long+term interests of the organisation< A question made all the harder (y the time 48 | P a g e

pressures management is under4 (oth (ecause of (usiness necessities and employee an2ieties. %&P helps (y considering7 The sort of 'or"force en$isaged at the end of the e2ercise The pros and cons of the different routes to get there %o' the nature and e2tent of 'astage 'ill change during the run+ do'n The utility of retraining4 redeployment and transfers 3hat the appropriate recruitment le$els might (e.

!uch an analysis can (e presented to senior managers so that the cost (enefit of $arious methods of reduction can (e assessed4 and the time ta"en to meet targets esta(lished. If instead the CEO announces on day one that there 'ill (e no compulsory redundancies and $oluntary se$erance is open to all staff4 the danger is that an un(alanced 'or"force 'ill result4 reflecting the ta"e+up of the se$erance offer. It is often difficult and e2pensi$e to replace lost quality and e2perience. 4. W.e&e H3,, 1.e 2e91 ge2e&(13o2 o' +(2(ge&$ %o+e '&o+J Many senior managers are trou(led (y this issue. They ha$e seen traditional career paths disappear. They ha$e had to (ring in senior staff from else'here. But they recognise that 'hile this may ha$e dealt 'ith a short+term s"ills shortage4 it has not sol$ed the longer term question of managerial supply7 'hat sort4 ho' many4 and 'here 'ill they come from< To address these questions you need to understand7

49 | P a g e

The present career system (including patterns of promotion and mo$ement4 of recruitment and 'astage The characteristics of those 'ho currently occupy senior positions The organisation8s future supply of talent.

This then can (e compared 'ith future requirements4 in num(er and type. These 'ill of course (e affected (y internal structural changes and e2ternal (usiness or political changes. Comparing your current supply to this re$ised demand 'ill sho' surpluses and shortages 'hich 'ill allo' you to ta"e correcti$e action such as7 &ecruiting to meet a shortage of those 'ith senior management potential Allo'ing faster promotion to fill immediate gaps .e$eloping cross functional transfers for high fliers %iring on fi2ed+term contracts to meet short+term s"ills:e2perience deficits &educing staff num(ers to remo$e (loc"ages or forthcoming surpluses. Thus appropriate recruitment4 deployment and se$erance policies can (e pursued to meet (usiness needs. Other'ise processes are li"ely to (e hapha*ard and inconsistent. The 'rong sorts of staff are engaged at the 'rong time on the 'rong contract. It is e2pensi$e and em(arrassing to put such matters right. S3g23'3%(2%e o' H)+(2 Re$o)&%e P,(2232gD-

50 | P a g e

The failure in %& Planning 'ill (e a limiting factor in achie$ing the o()ecti$es of the organisation. If the num(er of persons in an organisation is less that the num(er of persons required4 then4 there 'ill (e disruptions in the 'or"4 production 'ill (e hampered and the pace of production 'ill (e slo' and employees (urdened 'ith more 'or". If there is surplus manpo'er in the organisation4 there 'ill (e unnecessary financial (urden on the organisation in the form of a large pay (ill if employees are retained in the organisation or if they are terminated the compensation 'ill ha$e to (e paid to the retrenched employees. Therefore4 it is necessary to ha$e adequate num(er of persons in an organisation to attain the o()ecti$es of the organisation. In order to achie$e the o()ecti$e of the organisation4 the %& planner should (e concerned 'ith the timing and scheduling of planning of human resources. ;urther more4 the management has to (e persuaded to use the results of manpo'er planning studies4 'hich are conducted. Manpo'er planning can also (e used as an important aid in framing the training and de$elopment programmes for the employees (ecause it ta"es into account the anticipated changes in the %uman &esource requirement of the organi*ations. N(1)&e o' H)+(2 Re$o)&%e P,(2232gD>. Manpo'er planning in$ol$es all the acti$ities 'ith regard to human resources4 'hich (elongs to heterogeneous species. ?. Manpo'er planning includes determination of manpo'er needs (oth in quantitati$e and qualitati$e terms. The determination of needs must (e made in ad$ance to permit adequate time for education4 training and de$elopment. 51 | P a g e

@. It includes an in$entory of present manpo'er in order to determine the status of the present supply of manpo'er so that the la(our force can (e used to its full capacity. A. To (e effecti$e4 manpo'er planning must focus not only on the people in$ol$ed (ut also on the 'or"ing conditions and the relationships in 'hich they 'or".

B. Manpo'er is an important asset of an organisation4 'hich is affected (y its social4 cultural4 economic and psychological (ac"grounds. Therefore4 the manpo'er must (e planned and utili*ed carefully.

P&o%e$$ o' H)+(2 Re$o)&%e P,(2232gD3ith the e2pansion of (usiness adoption of comple2 technology and professional management techniques4 the process of human resource planning has assumed great significance. %&P consists of the follo'ing stages7+ >. Analy*ing organi*ational plans and deciding o()ecti$es. ?. Analy*ing factors for manpo'er requirements. a .emand ;orecasting N ;orecasting the o$erall human resource requirements in accordance 'ith the organi*ational plans. ( !upply ;orecasting N O(taining the data and information a(out the present in$entory of human resources and forecast the future changes in present human resource in$entory. 52 | P a g e

@. .e$eloping Employment Plans. A. .e$eloping %uman &esource Plans.

HoH %(2 HRP -e (00,3edJ The report details the sort of approach companies might 'ish to ta"e. Most organi*ations are li"ely to 'ant %&P systems7 3hich are responsi$e to change 3here assumptions can easily (e modified That recognise organi*ational fluidity around s"ills That allo' fle2i(ility in supply to (e included That are simple to understand and use 3hich are not too time demanding. To operate such systems organi*ations need7 Appropriate demand models 1ood monitoring and correcti$e action processes Comprehensi$e data a(out current employees and the e2ternal la(our mar"et An understanding ho' resourcing 'or"s in the

organisation.

53 | P a g e

If %&P techniques are ignored4 decisions 'ill still (e ta"en4 (ut 'ithout the (enefit of understanding their implications. 1raduate recruitment num(ers 'ill (e set in ignorance of demand4 or management succession pro(lems 'ill de$elop unnoticed. As 1eorge Bernard !ha' said7 9to (e in hell is to driftL to (e in hea$en is to steer8. It is surely (etter if decision ma"ers follo' this ma2im in the 'ay they ma"e and e2ecute resourcing plans.

Ad*(21(ge$ o' H)+(2 Re$o)&%e P,(2232g P&og&(++e$DAs manpo'er planning is concerned 'ith the optimum use of human resources4 it can (e of great (enefit to the organisation in particular and to the nation in general. At the national le$el4 it 'ould (e concerned 'ith factors li"e population4 economic de$elopment4 educational facilities and la(our mo(ility. At the le$el of the organisation it is concerned 'ith requirements4 sources of a$aila(ility4 the 'elfare of human resources etc. The $arious ad$antages of human resource planning are discussed (elo'7 >. Impro$ement of 5a(our Producti$ity7 Manpo'er or %uman

&esources as a factor of production differs from other factors of production. As it is su()ect to its free 'ill4 the producti$ity of la(our can (e impro$ed if the 'or"ers are "ept satisfied. In other 'ords4 )ust as the satisfied 'or"ers can (e producti$e4 dissatisfied 'or"ers can (e e$en destructi$e. Therefore4 impro$e la(our producti$ity. 54 | P a g e through proper human resource planning 'e can impro$e the morale of the la(our and

?. &ecruitment of /ualified %uman &esources7 Talented and s"illed la(our has (ecome a scarce resource especially in de$eloping countries. Therefore4 for the long run sur$i$al of the firm4 it is essential to recruit the (est la(our force through proper manpo'er planning. @. Ad)usting 'ith the &apid Technological Change7 3ith the change in technology4 the )o( and )o( requirements are also changing. Therefore4 it is necessary to forecast and meet the changing manpo'er4 'hich can 'ithstand the challenges of the technological re$olution. This can (e done only through effecti$e manpo'er planning. A. &educing 5a(our Turno$er7 The la(our turno$er refers to the mo(ility of la(our out of the organisation due to $arious factors such has dissatisfaction4 retirement4 death etc. .ue to la(our turno$er a firm 'ill (e loosing e2perienced and s"illed la(our force. This loss can (e minimi*ed only through efficient manpo'er planning. B. Control o$er &ecruitment and Training cost7 %ighly s"illed personnel are in short supply and it is $ery costly to hire4 train4 and maintain that. A company has to incur hea$y costs in processing applications4 conducting 'ritten tests4 inter$ie' etc.4 and in the process of pro$iding adequate training facilities. In consideration of these costs it is essential to plan carefully in relation to the manpo'er so as to reduce the recruitment and training cost. C. Mo(ility of 5a(our7 Today4 it is $ery difficult to maintain the qualified personnel in an organisation as they 'ill (e mo$ing from one )o( to another in search of (etter prospects. In a free society4 human (eings en)oy unrestricted mo(ility from one part of the country to the other. Therefore4 in order to reduce the loss of 55 | P a g e

e2perienced and s"illed la(our4 e$ery organisation must ha$e a sound system of manpo'er planning. G. It can ;acilitate E2pansion Programmes7 In these days of rapid industrial de$elopment e$ery company goes for e2pansion of its acti$ities. As a result of the increasing company si*e4 the demand for human resources also increases. This necessitates proper manpo'er planning so as to ensure the continued supply of the required manpo'er for the firms8 acti$ities. E. To treat the Manpo'er li"e real Corporate Assets7 Today it is (eing increasingly felt (y the practicing managers and psychologists that men in an organisation must (e treated li"e the most significant assets. The producti$ity of a company can (e impro$ed only through manpo'er planning recogni*ing the significance of the human factor in (usiness. A proper manpo'er planning considers the fact that satisfied 'or"ers can contri(ute a lot to the o$erall profita(ility of the firm through impro$ed producti$ity. Practica# benefit" 3hen it concerns human resources4 there are the more specific criticisms that it is o$er+quantitati$e and neglects the qualitati$e aspects of contri(ution. The issue has (ecome not ho' many people should (e employed4 (ut ensuring that all mem(ers of staff are ma"ing an effecti$e contri(ution. And for the future4 the questions are 'hat are the s"ills that 'ill (e required4 and ho' 'ill they (e acquired. There are others4 though4 that still regard the quantitati$e planning of resources as important. They do not see its $alue in trying to predict e$ents4 (e they 'ars or ta"eo$ers. &ather4 they (elie$e there is a (enefit from using planning to challenge assumptions a(out the future4 to stimulate thin"ing. ;or some there is4 moreo$er4 an implicit or e2plicit 56 | P a g e

'ish to get (etter integration of decision ma"ing and resourcing across the 'hole organisation4 or greater influence (y the centre o$er de$ol$ed operating units. Cynics 'ould say this is all $ery 'ell4 (ut the assertion of corporate control has (een tried and re)ected. And is it not the tal" of the process (enefits to (e deri$ed self+indulgent nonsense< Can 'e really afford this "ind of intellectual dilettantism< 3hether these criticisms are fair or not4 supporters of human resource planning point to its practical (enefits in optimising the use of resources and identifying 'ays of ma"ing them more fle2i(le. ;or some organisations4 the need to acquire and gro' s"ills 'hich ta"e time to de$elop is paramount. If they fail to identify the (usiness demand4 (oth numerically and in the s"ills required4 and secure the appropriate supply4 then the capacity of the organisation to fulfill its function 'ill (e endangered. L3+31(13o2$ o' H)+(2 Re$o)&%e P,(2232gDThe main pro(lems in the process of human resource planning are as follo's7 >. I2(%%)&(%4D %uman resource planning in$ol$es forecasting the demand for and supply of human resources. Pro)ecting manpo'er needs o$er a period of time is a ris"y one. It is not possi(le to trac" the current and future trends correctly and con$ert the same into meaningful action guidelines. 5onger the time hori*on4 greater is the possi(ility of inaccuracy. Inaccuracy increases 'hen departmental forecasts are merely aggregated 'ithout critical re$ie'. ;actors such as a(senteeism4 la(our turno$er4 seasonal trends in demand4 competiti$e pressures4

57 | P a g e

technological changes and a host of other factors may turn the rest of manpo'er plans as fashiona(le4 decorati$e pieces. ?. U2%e&1(3213e$D Technological changes and mar"et fluctuations are uncertainties4 'hich ser$e as constraints to human resource planning. It is ris"y to depend upon general estimates of manpo'er in the face of rapid changes in en$ironment. @. L(%F o' $)00o&1D Planning is generally underta"en to impro$e o$erall efficiency. In the name of cost cutting4 this may ultimately help management 'eed out un'anted la(our at $arious le$els. The fe' efficient ones that sur$i$e such frequent onslaughts complain a(out increased 'or"load. !upport from management is equally missing. They are un'illing to commit funds for (uilding an appropriate human resource information system. The time and effort in$ol$ed N 'ith no tangi(le4 immediate gains N often force them to loo" the 9other 'ay8. !uccessful human resource planning flourishes slo'ly and gradually. In some cases4 sophisticated technologies are forcefully introduced )ust (ecause competitors ha$e adopted them. These may not yield fruits unless matched 'ith the needs and en$ironment of the particular enterprise. A. N)+-e&$6 g(+eD In some companies4 human resource planning is used as a num(er8s game. There is too much focus on the quantitati$e aspect to ensure the flo' of people in and out of the organisation. !uch an e2clusi$e focus o$erta"es the more important dimension4 ie. The quality of human resources. %& planning4 in the final analysis4 may suffer due to an e2cessi$e focus on the quantitati$e aspects. The quality side of the coin (consisting of employee moti$ation4 morale4 career prospects4 training a$enues etc may (e discounted thoroughly. 58 | P a g e

B.

E+0,o4ee$ Re$3$1(2%eD Employees and trade unions feel that due to 'idespread unemployment people 'ill (e a$aila(le for )o(s as and 'hen required. Moreo$er they feel that human resource planning increases their 'or"load and regulates them through producti$ity (argaining.

C.

E+0,o4e&$ Re$3$1(2%eD Employers may also resist human resource planning feeling that it increases the cost of manpo'er.

G.

L(%F o' P)&0o$eD Managers and human resource specialists do not fully understand human planning process and lac" a strong sense of purpose.

A. T3+e (2d E90e2$eD Manpo'er planning is a time+consuming and e2pensi$e e2ercise. A good deal of time and cost are in$ol$ed in date collection and forecasting. D. I2e''3%3e21 I2'o&+(13o2 S4$1e+D In most of the organi*ations4 human resource information system has not (een fully de$eloped. In the a(sence of relia(le data4 it is not possi(le to de$elop effecti$e human resource plans.

59 | P a g e

T&AI,I,1 A,. .EOE5OPME,T

E$ery organi*ation needs to ha$e 'ell+trained and e2perienced

personnel to perform the acti$ities that ha$e to (e done. If the current of potential )o( occupant can meet this requirement4 training is not important. But 'hen this is not the case4 it is necessary to raise the s"ill le$els and increase the $ersatility and adapta(ility of employees. Inadequate )o( performance or a decline in producti$ity or changes resulting out of )o( redesigning or technological changes require some type of training and de$elopment effects. As the )o(s (ecome more comple24 the importance of employee de$elopment also increases This unit thro's light on $arious facets of training.

Me(232g o' T&(3232g The term 9training8 indicates any process (y 'hich the aptitudes4 s"ill and a(ilities of employees to perform specific )o(s are increased. Employee training tries to impro$e s"ills4 or add to the e2isting le$el of "no'ledge so that the employee is (etter equipped to do his present )o(4 or to prepare him for a higher position 'ith increased responsi(ilities. %o'e$er4 indi$idual gro'th is not san end in itself. Organi*ational gro'th needs to (e meshed 'ith the indi$idual gro'th. The concern is for the organi*ations $aria(ility4 that it is should adapt itself to a changing en$ironment.

Training refers to the teaching :learning acti$ities carried on for the primary purpose of helping mem(ers of an organi*ation to acquire and 60 | P a g e

apply the "no'ledge4 s"ills a(ilities and attitudes needed (y that organi*ation. Broadly spea"ing4 training is the act of increasing the "no'ledge and s"ill of an employee for doing a particular )o(.

O-Ge%13*e o' T&(3232g The chief aim of formal education for the manager is to increase is a(ility to learn from e2perience The second aim is to increase his a(ility to help his su(ordinates learn from e2perience. According to .ouglas Mc 1regor4 there are three different purposes of learning.

>. A%I)3&32g I21e,,e%1)(, F2oH,edge+ An electrical engineer may need more "no'ledge than he no' possesses a(out circuit design. A ne' employee may require "no'ledge a(out company policies. A foreman may require information a(out the ne' pro$isions in the la(our agreement. The acquisition of "no'ledge is a fairly straight for'ard process pro$ided the indi$idual 'ants the ne' "no'ledge. It can (e made a$aila(le to him in se$eral 'ays. %o'e$er4 if he does not 'ant the "no'ledge4 there is considera(le difficulty getting him to learn it. In industry4 attempts should (e made to create a felt need for ne' "no'ledge.

?. A%I)3&32g M(2)(, SF3,,$+ The acquisition of a manual s"ill requires practice or e2perience accompanied (y feed (ac" pure trial and error learning can (e seeded up (y guidance (ut the indi$idual cannot learn unless he performs and recei$es clues 61 | P a g e

'hich tell him a(out the success of his efforts. The necessary effort 'ill (e e2panded only if there is a felt need on the part of the learner

@. A%I)3&32g P&o-,e+-So,*32g SF3,,$+ Much of a manager8s 'or" is sol$ing pro(lems. These include organi*ing his o'n and his su(ordinate8s acti$ities4 planning and a 'ide range of other decision+ma"ing acti$ities. These are s"ills in$ol$ed in diagnosing pro(lems4 interpreting rele$ant data4 assessing alternati$e

solutions and getting feed(ac" concerning the effecti$eness of the solution. These s"ills can (e impro$ed and classroom education is one method utili*ed for this purpose.

A. As 'ith any s"ill4 practice and feed(ac" are essential for learning. The most 'idely used classroom method for impro$ing the pro(lem sol$ing s"ills is the case method. In the hands of a s"ilful teacher4 it can (e highly effecti$e.

I+0o&1(2%e o' T&(3232g Training is the corner stone of sound management4 for it ma"es employees more effecti$e and producti$e. It is acti$ely and intimately connected 'ith al the personnel or managerial acti$ities. It is an integral part of the 'hole management programme4 'ith all its many acti$ities. It is an integral part of the 'hole management programme4 'ith all its many acti$ities functionally interrelated. Training is a practical and $ital necessity (ecauseL it ena(les employees to de$elop an dries 'ithin the 62 | P a g e

organi*ation4 and increase their Jmar"et $alue6 earning po'er and )o( security It also ena(les management to resol$e sources of friction arising from parochialism4 to (ring home to the employees the fact that the management is not di$isi(le . It moulds the employees8 attitudes and helps them to achie$e a (etter cooperation 'ith the company and a greater loyalty to it. Training heightens the morale of the employees for it helps in reducing dissatisfaction4 complaints4 grie$ances and

a(senteeism4 reduces the rate of turno$er. ;urther4 trained employees ma"e a (etter and economical use of materials and equipment.

The importance of training has (een e2pressed as follo's training is 'idely accepted pro(lem sol$ing de$ice. Indeed our national superiority in manpo'er producti$ity can (e attri(uted in no small measure to the success of our educational and industrial training programme

The success has (een achie$ed (y a tendency in many quarters to regard training as a panacea. It is almost traditional in America to (elie$e that if something is good4 more of the thing is e$en (etter. %ence 'e ta"e more $itamin pills to sol$e personal health pro(lems and more training to sol$e our manpo'er pro(lems. O$er and under emphasis on training stems largely from inadequate recognition and determination of trading needs and o()ecti$es. It stems also from lac" of recognition of the professional techniques of modern industrial training.

T&(3232g Need$ Ide213'3%(13o2 Training could (e a useful aid in impro$ing the transformation process that ta"es place in an organi*ation in terms of the processing of inputs to 63 | P a g e

outputs. Training needs ha$e to (e related (oth in terms of the organi*ations demands and that of the indi$iduals. .i$ersification of product lines4 ne' technology4 and hence a ne' "ind of )o( demands the indi$idual gro'th and de$elopment thorough induction4 training or training necessitated (y )o( rotation due to an organi*ations internal mo(ility policies.

A sur$ey conducted (y A.. !inha4 listed in ran" order the follo'ing methods of identifying training needs

>. Oie's of the line manager ?. Performance appraisal @. Company and departmental plans A. Oie's of training manager B. Analysis of )o( difficulties.

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MO&A5E A,. MOTIOATIO,

Morale is a 'idely use term in organi*ations But in general4 it refers to esprit de corps4 a feelings of enthusiasm4 *eal confidence in indi$iduals or groups that they 'ill (e a(le to cope 'ith the tas"s assigned to them. Morale is said to (e the a(ility of a group to 'or" together for a common o()ecti$e. The result of high morale generally results in the high efficiency of the organi*ation this unit deals 'ith the meaning4 importance4 measurement and impro$ement of morale in an

organi*ational setting. A fe' theories of moti$ation are also dealt 'ith.

Me(232g o' Mo&(,eD Morale has (een $ariously defined (y different authors. Professor &aiph C. .a$is says. J1ood organi*ational morale is a condition in 'hich indi$iduals and groups $oluntarily ma"e a reasona(le su(ordination of their personal o()ecti$es of their organi*ation6. According to .ale Moder and Paul .. !tandohar4 JMorale means evident commitment4 that is demonstrated spirit4 enthusiasm4 and confidence in the organi*ations policies4 programmes4 and accomplishments. Moral is re$ealed (y 'hat indi$iduals and groups say and do to sho' an interest in4 understanding of and personal identification 'ith 'or" team sur$i$al and success. Ed'in B. ;ilippo has descri(ed morale as a mental condition or attitude of indi$iduals and groups 'hich determines their 'illingness to co+operate 1ood morale is e$idenced (y employee enthusiasm4 $oluntary

conformance 'ith regulations and orders4 and a 'illingness to cooperate 'ith others in the accomplishment of an organi*ations o()ecti$es. Poor

65 | P a g e

morale

is

e$inced

(y

surliness4

insu(ordination4

feeling

discouragement and disli"e of the )o(4 company and associates.

According to %aimann4 It is a state o mind and emotions affecting the attitude and 'illingness to 'or"4 'hich in turn4 affect indi$idual and organi*ational o()ecti$es6. =oseph .. Mooney descri(es morale as Jthe sum total of se$eral psychological qualities 'hich include courage4 fortitude4 resolution and a(o$e all confidence6.

I+0o&1(2%e o' Mo&(,eD ;rom the a(o$e definitions 'e can say that morale refers directly to the 'or"ing of an indi$idual in a team to'ards the reali*ation of common o()ecti$es. The (uilding of morale is not a mechanical pro(lem that could (e sol$ed (y either re'ards of punishments or (y issuing orders regarding morale. The content of morale i.e. a specific issue that operates as pressures of separates could (e (roadly di$idend into three groups7 the first concerns4 off the )o( satisfaction that is e2pected form 'or" such as income4 security4 and stature in the community4 the second concerns on the )o( satisfaction for e2ample )o( interest4 opportunity for ad$ancement and prestige 'ithin the organi*ation4 and the third group concern highly personal satisfaction as deri$ed from the )o( such as gro'th4 achie$ement po'ers4 )o( e2pertise etc. Each group is important in its o'n 'ay and any dissatisfaction in one 'ill ha$e ad$erse effect on other groups.

66 | P a g e

Morale depends upon the relations (et'een e2pectations and reality. The closer the indi$iduals en$ironment comes to pro$iding the "inds of re'ards he e2perts the (etter 'ill (e his morale.

Morale might also (e descri(ed as the spirit and confidence 'ith 'hich the employee performs his )o(. It is a comple2 psychological quality that is impossi(le to force on someone4 different to measures4 and easily destroyed. The le$el of morale is a result of the degree to 'hich the o$erall needs of the indi$idual are fulfilled. The important factors 'hich ha$e a (earing on employees8 morale can (e classified as relating to

>. The employees8 (ac"ground 'hich includes his le$els of indigence and education and his type of personality largely determines the 'ay in 'hich he see"s to fulfill his needs for (elonging esteem4 and self reali*ation. %igh morale hinges on the satisfaction of these needs. ?. An employees8 personal en$ironment encompasses his relations 'ith his family4 friends4 and neigh(ours. The employee (rings his thoughts o his home and social life 'ith him 'hen he goes to 'or" and they influence his thin"ing and attitudes 'hile on the )o(. @. Management practices influencing morale include policies on procedures 'ith respect to'ages4 promotion methods employee ser$ices and (enefits4 'or"ing conditions4 handling grie$ances4 disciplinary actions

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Me($)&e+e21 o' E+0,o4ee Mo&(,eD Morale can (e measured (y assessing attitudes an do( satisfaction. As it is an intangi(le su()ecti$e concept4 it cannot (e directly measured or e$aluated. Employees may (e un'illing to e2press their feelings of satisfaction or dissatisfaction 'ith their )o( to the management. Methods of measuring morale range all the 'ay form the Jhunch6 of general Jfeeling6 appraisal to reasona(ly scientific efforts. The most commonly used methods for measuring morale are7

>. The super$isor:e2ecuti$es impressions ?. The guided inter$ie'. @. The unguided inter$ie' A. A com(ination of the guided and unguided inter$ie'. B. An analysis of company records C. The Jlistening+in6 process. G. The questionnaire E.A com(ination of any of the foregoing methods.

Mo13*(13o2 The study of human moti$ation is of great importance in any theory of management. Man is (y nature constantly moti$ated. %e is an organic system4 not a mechanical one. The inputs of energy such as food4 'ater 68 | P a g e

etc.4 are con$erted (y him into outputs of (eha$ior. %is (eha$ior is determined (y relationships (et'een his characteristics as organic system and the en$ironment in 'hich he mo$es. Management in$ol$es creation and maintenance of en$ironment for performance of indi$iduals 'or"ing together in groups to'ards accomplishment of common

o()ecti$es and therefore the manager cannot perform his functions 'ithout "no'ing 'hat moti$ates people.

Mo13*(13o2 De'32edD The personnel function is really all a(out moti$ation. It is agreed that unless indi$iduals are moti$ated to ma"e sufficient potential to perform effecti$ely4 they may not achie$e the le$el of performance that is desired from them. Managerial people are al'ays facing the pro(lems of moti$ating their su(ordinates to release their potential most effecti$ely an there(y permit the desired goals of the organi*ation and the needs of employees to (e achie$ed. -no'ledge of the moti$ational process pro$ides the (asis for understanding 'hy people do 'hat they do.

Moti$ation is positi$ely correlated 'ith concepts of >

le$el of aspiration

? degree of commitment and @ inclination to'ards action.

It is rightly said4 J Mou can (uy a mans time4 you can (uy a mans physical presence at a gi$en place (ut you cannot (uy his enthusiasm4 initiati$e and loyalty. JMoti$ation aims at transforming the 9a(ility to do8 into 9the 'ill to do8. Moti$ated employees are in a state of tension. To reli$e this tension4 they engage in acti$ity. The greater the tension4 the greater shall (e the acti$ity to (ring a(out relief. 69 | P a g e

Therefore4 'hen 'e see someone 'or"ing hard at some acti$ity4 'e can conclude that the indi$idual is dri$en (y a desire to achie$e some goal 'hich percei$es as ha$ing $alue to him.

Moti$ation has (een defined as the act of stimulating someone to ta"e a desired course of action to push the right (utton to get a desired reaction. It includes a stimulus and desired results. Moti$ation concerns itself 'ith the 'ill to 'or". It see"s to "no' the moti$es for 'or" and to find out 'ays and means4 (y 'hich their reali*ation can (e helped and encouraged.

Mr. #r'ic" has called it the dynamic aspect of management. According to Michael =ucius4 moti$ation is an 9act of stimulating someone to get a desired course of action8. =ames .ri$er says that 4 moti$ation means the phenomena in$ol$ed in the operation of incenti$es and dri$es In the 'ords of PT Moung4 moti$ation is a the process (a initiating (eha$ior4 (( of arousing or of

of sustaining an acti$ity in progress and (c

channeling of acti$ity in the gi$en course.

A man8s performance on a specific tas" is a function of his s"ill and moti$ation. Thus it can (e said that p P f (!4M 4 'here P is for

performance4 ! for s"ill of M for moti$ation !"ill does not guarantee that the indi$idual 'ill put forth his (est effort. There is another $aria(le4 namely moti$ation 'hich finally determines the effort 'hich can (e e2pected from such employee. That difference is moti$ating affects performance has (een demonstrated $ery conclusi$ely in la(oratory 70 | P a g e

e2periments. It 'as found that other things (eing equal performance le$el is higher if the moti$ation le$el is higher

The "ey to understand moti$ation lies in the meaning and relationships (et'een needs4 dri$es and goals This demonstrated through the moti$ation cycle gi$en (elo'.

>. ,eeds7 The (est one 'ord definition of a need is efficiency. In the domestic sense4 needs are created 'hene$er there is a

physiological or psychological im(alance. ;or e2ample a need e2ist 'hen a cell in the (ody is depri$ed of food and 'ater or 'hen the human personality is depri$ed of other persons 'ho ser$e as friends or comparisons.

?. .ri$es7 .ri$es are set up to alle$iate needs. A dri$e can (e defined as deficiency 'ith direction. .ri$es are action+oriented and pro$ide an energi*ing thrust to'ard goal accomplishment. The e2amples of the needs for food and 'ater are translated into hunger and thirst dri$es and need for friends (ecomes a dri$e for affiliation.

@. 1oals7 The end of the moti$ation cycle is the goal. A goal in the moti$ation cycle can (e defined as anything 'hich 'ill alle$iate a need and reduce a dri$e.

Moti$ation may range from a threatening gesture to a tradition inspired acti$ity. Thus the atmosphere of 'or"ing situation4 the past history of 71 | P a g e

human relations in a company4 e2pectation a(out the future as 'ell as a 'age incenti$e plan (e stimulus to action4 it is (elie$ed that the full force of moti$ation lies in the person doing the moti$ation. In the case the management4 it is the magnetic personality of the e2ecuti$e 'hich induces high loyalty and production. If the e2ecuti$e does not ha$e this quality4 he is o($iously at a disad$antage. %o'e$er4 he can de$elop effecti$e plans of moti$ation.

C,($$e$ o' Mo13*(1o&$D The range of stimuli 'hich moti$ates people is $ery 'ide. Moti$ators may (e either financial or non+financial. Again non+financial moti$ates may (e indi$idual group or company. As regards indi$idual moti$ators4 it is o($ious that as human (eings people ha$e some (asic needs. #nless these are satisfied4 life is not 'orth li$ing. !o in $arious 'ays people try to satisfy these needs. ;ood4 shelter clothing and se2 are such (asic need. These needs are ser$ed through 'or". 3e earn money to purchase particular commodities and ser$ices 'hich 'ill satisfy our (asic needs.

In the second place4 equally po'erful as moti$ators are the stimuli 'hich arise out of social interactions. 3e are po'erfully affected (y 'hat others thin" of us and our actions. E$en the (asic 'ants are affected (y group appro$al or disappro$al. That 'e li$e in particular communities put on particular "inds of clothing and prefer certain types of occupations are due to adherence to group opinion of our families4 neigh(ors or 'or"ing associates. As man is (ecoming more and more ci$ili*ed4 the po'er of group moti$ators gro's. !imply (y in$eighing against them4 one cannot

72 | P a g e

undermine there importance. Management should utili*e group pressures and if possi(le4 should impro$e their quality and standards. In the third place attention should (e gi$en to the specific relation of non+financial moti$ators to the (usiness situation. !ometimes the goals of life may come into conflict 'ith the goals of (usiness. %er some ad)ustment id necessary. A man has to gi$e up a large part of life to earn his li$ing.

S1e0$ o' Mo13*(13o2D ;ollo'ing Michael =ucius4 let us see ho' management may proceed to moti$ate employees. This acti$ity may (e di$ided into t'o parts7 a 'hat is to (e done and ( ho' and 'hy 'hat is done The former are steps in moti$ation and the latter are rules go$erning the steps. Both are performed simultaneously. The steps of moti$ation are listed (elo'.

>. !i*e up situation requiring moti$ation N The first stage of moti$ation is to ma"e sure of moti$ational needs. E$ery employee needs moti$ation. %o'e$er4 all people do not react in e2actly the same 'ay to the same stimuli. -eeping this in mind the e2ecuti$e shall si*e up ho' much and 'hat "ind of moti$ation is needed and 'hen and (y 'hich indi$iduals

?. Prepare

set

of

moti$ating

tools+

%a$ing

determined

the

moti$ational needs of a particular person or group an e2ecuti$e must ha$e a list from 'hich he should select and apply specific tools of moti$ation. An e2ecuti$e from his personal e2perience 73 | P a g e

should prepare a list of shat de$ices are li"ely to 'or" 'ith 'hat type of people and under 'hat circumstances.

@. !electing

and

applying

the

appropriate

moti$ator+

Proper

application of moti$ational plan is $ery important. This in$ol$es selection of the appropriate technique4 the method of application and the timing and location of applications. %a$ing selected appropriate techniques thought must (e gi$en to its application.

A. ;ollo'+up results of the application+ The last stage of moti$ation is to follo'+up the results o the application of the plan. The primary o()ecti$e is to ascertain if an employee has (een moti$ated or not. If not some other technique should (e tried. A secondary purpose of follo' up is to e$aluate moti$ation plans for future guidance.

R),e$ o' Mo13*(132gD In follo'ing the steps of moti$ation a manager should (e guided (y some fundamental rules 'hich should (e (ased upon the follo'ing principles

>. Se,'-321e&e$1 (2d Mo13*(13o2+ #ndou(tedly4 moti$ation is mainly (uilt on selfishness. Psychologically spea"ing4 selfishness is a part and parcel of life. To deny this is to (uild the theory on unrealistic foundation. To see" some other (asis of moti$ation 'ould (e to ignore the real nature of man. The aim should (e to learn more a(out selfishness.

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?. A11(32(-3,314- Moti$ation must esta(lish attaina(le goals. 3hat is prescri(ed for a particular person must (e attaina(le (y him. This does not mean that the goal is reali*ed at once. !uch goals as promotion or desira(le transfer may ta"e years to attain. But it must (e 'ithin reach.

T.eo&3e$ o' Mo13*(13o2D The importance of moti$ation to human life and 'or" can (e )udged (y he num(er of theories that ha$e (een propounded to e2plain peoples (eha$ior. They e2plain human moti$ation through human needs and human nature. Prominent song4 these theories are Maslo's ,eed

%ierarchy Theory8M8 and %er*(erg and et al s Moti$ation %ygiene Theory.

M($,oH6$ Need H3e&(%.4 T.eo&4 Maslo'8s theory of (asic needs pro$ides $alua(le insights a(out human moti$ation. Maslo' $ie's an indi$idual8s moti$ation as a predetermined order of needs 'hich he stri$es to satisfy. %is model of 9 Hierarchy of Need"2 indicates the follo'ing propositions a(out human (eha$ior.

P.4$3o,og3%(, Need$+ These are (asic to life4 $i*4 hunger for food thirst4 helter and companionship among others. They are relati$ely independent of each other and in some cases can (e identified 'ith a specific location in he (ody. These needs are cyclic. In other 'ords4 they are satisfied for only a short periodL then they reappear. 75 | P a g e

S('e14 Need$+ If the physiological needs are relati$ely satisfied a set of needs emerge for protection against danger and threats. In an ordered society a person usually feels safe from e2tremes of climate4 tyranny4 $iolence and so on.

So%3(, Need$ N If the physiological and safety needs are fairly satisfied4 the needs for lo$e an affection and (elongingness 'ill emerge and the cycle 'ill repeat itself 'ith this ne' centre. If he is depri$ed of these

needs he 'ill 'ant to attain them more than anything else in the 'orld. An indi$idual desires affectionate relationships 'ith people in general and desires to ha$e a respected place in his group.

E$1ee+ Need$+ E$ery one has a need for self+respect and for the esteem of others. This results in the desire for strength4 confidence4 prestige4 recognition and appreciation. These egoistic needs are rarely completely satisfied. The typical industrial and commercial organi*ation does not offer much opportunity for their satisfaction to employees at the lo'er le$els.

Se,' (%1)(,3E(13o2 Need$ N The term Jself+actuali*ation6 'as coined (y -urt 1oldstein and means4 to (ecome actuali*ed in 'hat one is potentially good at. A person may achie$e self N actuali*ation in (eing the ideal fitter4 super$isor4 mother or an eminent artist.

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People 'ho are satisfied 'ith these needs are (asically satisfied people and it is from these that 'e can e2pect the fullest creati$eness. A sound moti$ational system to (e successful4 must (e producti$e in the sense of inducing su(ordinates to 'or" efficiently4 must (e comprehensi$e4 i.e. it must co$er (asic as 'ell as higher needs and it must (e fle2i(le to suit changes in the en$ironment.

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HUMAN RESOURCE DE#ELOPMENT

I21&od)%13o2D %uman &esource is the (ac"(one of any organi*ation. Properly trained and highly s"illed human resource is percei$ed as the greatest assert of an organi*ation. !"illed personnel contri(ute to efficiency4 gro'th4 increased producti$ity and mar"et reputation of an organi*ation. This has (een reali*ed (y industrial commercial4 research esta(lishments and e$en go$ernments. In$aria(ly4 a separate %uman &esource .e$elopment .epartment e2ists in all these organi*ations to attend to the matters relating to recruitment4 training and deployment.

Technological ad$ancements in $arious fields the 'orld o$er are $ery rapid4 and e$ery other day 'e see ne' products or machines or equipment 'ith more and more ad$anced features4 'ith 'hich users ha$e to (e acquainted . In order to cope 'ith the industry demand and technological ad$ancements. 3e need to de$elop training strategy for our human capital to attain the required s"ill le$els.

%uman &esources Management poses special challenges to the %uman &esources leader in organi*ations. special %& Effecti$e tools4 %uman &esources to

Management

requires

special

approaches

management4 and access to professional %uman &esources association4 education and pu(lications. Earn more a(out all aspects of management specific to %uman &esources management.

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Increasingly4 firms are considering the adoption of ne' 'or" practices4 such as pro(lem+sol$ing teams enhanced communication 'ith 'or"ers4 employment security4 fle2i(ility in )o( assignments4 training 'or"ers for multiple )o(s4 and greater reliance on incenti$e pay This paper pro$ides empirical e$idence to address the question. .o these human resources management practices impro$e 'or" producti$ity< ;or this study4 'e

constructed our o'n data (ase through personal site $isits to ?C steel plants 'hich contained one specific steelma"ing process and collected longitudinal data 'ith prices measures on producti$ity4 'or" practices4 and the technology in these production lines. The empirical results consistently support the follo'ing conclusion7 the adoption of a coherent system of these ne' 'or" practices4 including 'or" teams4 fle2i(le )o( assignments4 employment security4 training in multiple )o(s4 and e2tensi$e reliance on incenti$e pay produces su(stantially higher le$els of producti$ity than do more traditional approaches in$ol$ing narro' )o( definitions4 strict 'or" rules4 and hourly pay 'ith close super$ision. In contrast4 adopting indi$idual 'or" practice inno$ations in isolation has no effect on producti$ity. 3e interpret this e$idence as support or recent theoretical models 'hich stress the importance of complementarities among a firms 'or" practices.

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Me(232g o' H)+(2 Re$o)&%e De*e,o0+e21D %uman &esource .e$elopment is the frame'or" for helping employees de$elops their personal and organi*ational s"ills4 "no'ledge4 and a(ilities. %uman &esource .e$elopment includes such opportunities as employee employee training4 employee career de$elopment4 and performance organi*ation management and de$elopment4 coaching4 succession planning4 "ey identification4 tuition assistance4 de$elopment. The focus of all aspects of %uman &esource .e$elopment is on de$eloping the most superior 'or"force so that the organi*ation and indi$idual employees can accomplish their 'or" goals in ser$ice to customers. %uman &esource .e$elopment can (e formal such as in classroom training4 a college course4 or an organi*ational planned change effort. Or4 %uman &esource .e$elopment can (e informal as in employee coaching (y a manager. %uman resources deal 'ith planning4 organi*ing4 directing 0 controlling of the procurement4 de$elopment4 compensation4 integration 0 maintenance of people for purpose of contri(uting to organi*ational4 indi$idual 0 social goals. %&. managers at all le$el of organi*ation are in$ol$ed in the management of human resources. The "ey to success in these endea$ors lays in the strength of the de$elopment process to health our people to reach optimum le$els of performance. .ynamic organi*ation is (uilding (oundary less organi*ation (elie$ing in team (uilding and partnerships 'ith a $ie' to achie$e e2cellent results. ,e' mission and $ision can (e achie$e (y stimulated the positi$e forces for humani*ing the IT system and organi*ation. Ena(ling the human 80 | P a g e

resources 'or"ing in there+to+there (est contri(ution. In much the same 'ay 'hen it ta"es so much capitals and efforts to (ring a customer to the shop 'indo' or the $irtual mar"et place4 it is a(solutely necessary to retain them. This canKt (e done 'ithout the highly committed human resource pool 'ithin organi*ation. %uman &esource .e$elopment (%&. is a positi$e concept in human

resource management. It is (ased on the (elief that an in$estment in human (eings is necessary and 'ill in$aria(ly (ring in su(stantial (enefits to the organisation in the long run. It aims at o$erall de$elopment of human resources in order to contri(ute to the 'ell (eing of the employees4 organisation and the society at large.

%&. is rooted in the (elief that human (eings ha$e the potential to do (etter. It4 therefore4 places a premium o the dignity and tremendous latent energy of people. 3here (alance sheets sho' people on the de(t side4 %&. see"s to sho' them as assets on the credit side. %&. aims at helping people to acquire competencies required to perform all their functions effecti$ely and ma"e their organisation do 'ell. A2 O*e&(,, NeH A00&o(%. 1o H)+(2 Re$o)&%e De*e,o0+e21D The insight most commonly e2pressed during the inter$ie's 'ith EH4HHH great managers challenges traditional human resource management and de$elopment (eliefs. Thousands of great managers stated $ariations on this (elief7 JPeople don8t change that much. .on8t 'aste time trying to put in 'hat 'as left out. Try to dra' out 'hat 'as left in. That is hard enough.6

81 | P a g e

The implications of this insight for training and performance de$elopment are profound. This insight encourages (uilding on 'hat people can already do 'ell Instead of trying to Jfi26 'ea"er talents and a(ilities. The traditional performance impro$ement process identifies specific4 a$erage or (elo' performance areas. !uggestions for impro$ement4 either $er(al or in a formal appraisal process focus on de$eloping these 'ea"nesses. 3hat great managers do instead is assess each indi$idual8s talents and s"ills. They then pro$ide training4 coaching4 and de$elopment opportunities that 'ill help the person increase these s"ills. They compensate for or manage around 'ea"nesses. As an e2ample4 if I employ a person 'ho lac"s people s"ills4 a di$erse group of staff mem(ers can form a customer ser$ice team that includes him. Other employees 'ith e2cellent people s"ills ma"e his 'ea"ness less e$ident. And4 the organi*ation is a(le to capitali*e on his product "no'ledge 'hen dealing 'ith product quality issues. .oes this mean that great managers ne$er help people impro$e their inadequate s"ills4 "no'ledge4 or methods< ,o4 (ut they shift their emphasis to human resource de$elopment in areas in 'hich the employee already has talent4 "no'ledge4 and s"ills. Fe(1)&e$ o' HRDD

%&. is process (y 'hich the employees of an organisation are helped to help themsel$es and de$elop the organisation. It has the follo'ing features7 a. %&. is a !ystem7 It is a system ha$ing se$eral interdependent parts or su(systems such as procurement4

82 | P a g e

appraisal4 de$elopment4 etc. Change in any one su(system leads to changes in other parts. (. %&. is a planned process7 It is a planned and systematic 'ay of de$eloping people. ;urther4 it is underta"en on a continuous (asis. 5earning4 as 'e all "no'4 is a life long process and goes on and on. c. %&. in$ol$es de$elopment of competencies7 Basically it tries to de$elop competencies at four le$els. At the indi$idual le$el4 employees are made to reali*e the importance of playing their roles in tune 'ith o$erall goals and e2pectations of other people. By enriching and redesigning )o(s4 the roles of employees are made more meaningful and interesting. d. %&. is an inter+disciplinary concept7 %&. is an amalgamation of $arious ideas4 concepts4 principles and practices dra'n from a num(er of soft sciences such as sociology4 psychology4 anthropology4 economics4 etc. e. %&. impro$es quality of life7 %&. ena(les the employee disco$ers and utili*es his capa(ilities in ser$ice of organi*ational goals. The 'hole effort of %&.4 thus4 is focused on impro$ing the quality of life of employees 'or"ing at $arious le$els in an organisation. O-Ge%13*e$ o' HRDD %&.4 (asically4 aims at de$eloping7 The capa(ilities of each employee as an indi$idual The capa(ilities of each indi$idual in relation to his or her present role

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MAIN!ODY OF THE PROJECT

Performance appraisal or merit rating is one of the oldest and most uni$ersal practices of Management. It refers to all the formal procedure used in 'or"ing and organi*ation potentials to of e$aluate group the personalities The and

contri(utions

mem(ers.

modern

management ma"es some'hat less use of the term Jmerit rating6 (ecause it e$aluates an indi$iduals his 'orth as person. %o'e$er4 the connection (et'een performance and possession of traits 'as dou(tful. !o4 recently emphasis has (een gi$en to measuring the results of the employees8 performance. The trend no' N a days is in the direction of attempting to measure 'hat the man does rather than 'hat he is i.e. to measure 'hat is the output rather than 'hat is the input.

Appraisal is there process of estimating the $alue4 e2cellence qualities or status of some o()ect4 person or situation in an employment setting4 appraisal is the systematic e$aluation of a 'or"ers )o( performance and potential for de$elopment. Employees are al'ays e$aluated either formally or informally. !o 'e can say that employee appraisal is a dynamic concept4 not a static on an e$olutionary process and not a re$olutionary e$ent.

Performance appraisal is an important component of the information and control system. Proper are selected and recruited for effecti$e )o(

performance in the organi*ation. Therefore4 it (ecomes e$ident for organi*ation to de$elop performance analysis and re$ie' system 'hich.

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Performance appraisal is an important component of the information and control system. Proper are selected and recruited for effecti$e )o( performance in the organi*ation. Therefore4 it (ecomes e$ident for organi*ation to de$elop performance analysis and re$ie' system 'hich7

.efine specific )o( criteria against 'hich performance 'ill (e measured O()ecti$ely and accurately measure past )o( performance .etermine re'ards (ased on performance .e$elopment programmers li"e feed (ac" to enhance performance of the person on the current )o( and prepare and reali*e for potential for future responsi(ilities.

FEATURESD The main characteristics of performance appraisal may (e listed thus It is a systemic process. It follo's a num(er of steps to e$aluate an employees8 strength and 'ea"ness. It pro$ides an o()ecti$e description of an employees8 )o(s rele$ant strength and 'ea"nesses. It tries to find out ho' 'ill the employee is performing the )o( and tries to esta(lish a plan for further impro$ement. It is carried out periodically4 according to a define plan. It is not one shot deal. It may (e formal and informal. The informal e$aluation is more li"ely to (e su()ecti$e and influenced (y personal factors 'here as the formal system is li"ely to (e more fair and o()ecti$e4 since it is carried out in a systematic manner4 using printed appraisal forms. 85 | P a g e

O!JECTI#ESD The o()ecti$es of performance appraisal could (e either for e$aluation ()udgmental or de$elopment (helping The e$aluation o()ecti$es include7 Pro$ision of feed (ac" to su( ordinates to "no' 'here they stand .e$eloping $alid data for personnel decisions concerning placement pay promotion4 punishment etc.

The de$elopment o()ecti$e include7

.iagnosing indi$iduals and organi*ational strengths and 'ea"nessL .e$eloping positi$e superior+ su(ordinate relationsL and Counseling4 su(ordinates coaching4 career planning4 and moti$ation of

;or an easy and logical understanding of the performance appraisal system4 it can (e constructed in a J'ho64 J'hat64 J'hy64 J'hen6 and Jho'6 format. The 9'ho6 question actually in$ol$es t'o inquiries4 J'ho should (e appraised6. The ans'er to the first question is that all the

organi*ational employees should (e e$aluated. The second inquiry is more difficult to ans'er. Most employees are e$aluated (y their immediate super$isor. %o'e$er4 peer e$aluation4 self e$aluation and su(+ordinate e$aluation methods are sometimes used. Often4 someone from the personnel department is used as an employee e$aluator In addition4 appraisal for managerial employees is often performed (y outside consultants 'ho are e2perts in this field. #sually4 an employees8 86 | P a g e

superior is the main appraiser4 (ut other appraisal sources are frequently also used (oth on a formal and informal (asis.

3hat should (e appraised is (est ans'ered in terms of t'o employee dimension7 Current performance and potential. It 'ill (e difficult to gi$e more importance to either of the dimensions. Often non super$isory employees are )udged (y their current performance4 'here as managers are often e$aluated in terms of their future potential.

WHAT IS TO !E APPRAISEDD The J'hat6 question also in$ol$es the issue of 'hich criteria factors to e$aluate< !hould personal trait such as intelligence4 aggressi$eness4 decisi$eness and maturity (e appraised or should only accomplished goals or performance (e appraised< The traditional methods of

performance (e appraisal concentrated on personal trait 'here as the ne' methods emphasi*e on achie$e o()ecti$es concept is largely responsi(le for (ringing the ne' trend. In some cases the employee appraisal system has (ecome a com(ination of (oth the traditional trait and the modern MBO appraisal.

There are a num(er of reasons 'hy employee appraisal are necessary The appraisal to create and maintain a satisfactory le$el of performance4 highlight employee needs and opportunities for personal gro'th and de$elopment and ta"e decision for promotion4 transfer4 layoffs and discharges. It is seen that a properly carried out appraisal process

87 | P a g e

facilities

mutual

understanding

(et'een

the

superior

and

his

su(ordinates.

WHO WILL APPRAISE J The appraiser may (e any person 'ho has through "no'ledge a(out the )o( content4 contents to (e appraised4 standards of contents and 'ho o(ser$es the employee 'hile performing a )o(. The appraiser should (e capa(le of determining 'hat is more important and 'hat is relati$ely less important. %e should prepare reports and ma"e )udgments 'ithout (ias. Typical appraisers are 7 super$isors4 peers4 su(ordinate4 employees themsel$es and users of ser$ices and consultants.

WHEN TO APPRAISE J The ans'er to 'hen employee appraisal ta"e place depends on 'hether the reference is to the informal appraisal process. ;ormal appraisals usually occur annually or semiannually4 (ut4 informal appraisal ta"e

place continually. !ometimes it (ecomes difficulties to separate an informal e$aluation from a formal appraisal as it is seen that at times the formal appraisal is determined (y informal e$aluation.

The location J 'here6 employee appraisal ta"es place also $aries. ;ormal appraisal often place in the office of an employees immediate superior4 ho'e$er4 they may also occur at the su(ordinate8s 'or" site or )o( location. 3hen consultants are used4 the appraisal process may ta"e place a'ay from the company premise. Informal appraisal ta"e place any'here and e$ery'here4 (oth on the )o( in 'or" situations and off the )o( social and recreational settings. 88 | P a g e

The question that ho' to performance appraisal is the most difficult to ans'er. The methods used for employee appraisal are many and $aried.

METHODS OF PERFORMANCE APPRAISAL The performance appraisal methods may (e classified into three categories such as

Performance Appraisal Techniques

Indi$idual E$aluation Methods

Multiple person e$aluation methods

Other methods

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Confidential &eports Essay E$aluation Critical Incidents Chec" 5ists 1raphic &ating !cale Beha$iorally Anchored &ating !cales ;orced choice MBO

Ranking Paired comparison Forced Distrib tion

!ssessment center Fie"d re#ie$ tec%ni& es

INDI#IDUAL E#ALUATION METHODS #nder the indi$idual e$aluation methods of merit rating4 employees ar e$aluated one at a time 'ithout comparing them 'ith other employees in the organi*ation.

CONFIDENTIAL REPORT

It is mostly used in go$ernment organi*ation. It is a descripti$e report prepared4 generally at the end of e$ery year4 (y the employees8 immediate superior. The report highlights the strengths and 'ea"nesses of the su(ordinates. The report is not data (ased. The impressions of the superior a(out the su(ordinate are merely recorded there. It does not offer any feed(ac" to the appraiser.

EASSY E#ALUATION

#nder this method4 the rater is as"ed to e2press the strong as 'ell as 'ea" points of the employees (eha$iour. This technique is normally used 'ith a com(ination of the graphic rating scale (ecause thereafter can 90 | P a g e

ela(orately present the scale (y su(stantiating an e2planation or his rating. Essay E$aluation is a non+quantitati$e technique. This method is ad$antageous in least one sense that is the essay pro$ides a good deal of information a(out the employees and also re$eals more a(out the e$aluator.

CRITICAL INCIDENT TECHNICUE

#nder this method4 the manager prepares lists of statements of e$ery effecti$e and ineffecti$e (eha$iour of an employee. These critical incidents or e$ents represent the outstanding or poor (eha$ior of employees on the )o(. The manager maintains logs on each employee4 'here (y he periodically records critical incidents of the 'or"ers (eha$ior. At the end of the rating period4 these recorded critical incidents are used in the e$aluation of the 'or"ers performance.

CHEC"LISTS

A chec"list represents4 in its simplest form4 a set of o()ecti$es or descripti$e statements a(out the employee and his (eha$ior. If the rater (elie$es strongly that the employee possess a particular listed trait4 he chec"s the itemL other'ise4 he lea$es the item (lan". The follo'ing are some of the sample questions in the chec"list.

Is the employee really interested in the tas" assigned < Mes:,o

Is h Mes:,o e respected (y his colleagues (co+'or"ers Mes:,o

.oes he respect his superiors <

Mes:,o 91 | P a g e

.oes he follo' instructions properly < .oes he ma"e mista"es frequently < Mes:,o

Mes:,o

RAPHIC RATIN

SCALE

#nder this method4 a printed form is used to e$aluate the performance of an employee. A $ariety of traits may (e used in these types of rating de$ices4 the most common (eing the quantity and quality of 'or". ;orm the graphic rating scales4 e2cerpts can (e o(tained a(out the

performance standards of employees. ;or instance4 if the employee has serious gaps in technical professional "no'ledge4 lac"s the "no'ledge to (ring a(out an increase in producti$ity4 declines to accept responsi(ility4 fails to plan ahead effecti$ely4 'astes and misuses resources4 etc. then it can safely (e inferred that the standards of performance of the employees are dismissal and disappointing.

!EHA#IOURAL ANCHORED RATIN

SCALES

BA&! are also "no'n as (eha$ioral e2pectations scale. It is the com(ination of rating scale and critical incident techniques of employee performance e$aluation. Bars are rating scale points are determined (y statements of effecti$e and ineffecti$e (eha$iours. !cales represent a range of descripti$e statements of (eha$ior $arying from the least to the most effecti$e. !cales are anchored (y descriptions of actual )o( (eha$ior and rele$ant to the )o( (eing e$aluated since BA&! are tailor made for the )o(.

92 | P a g e

FORCED CHOICE

This method 'as de$eloped to eliminate (ias the preponderance of high ratings that might occur in the organi*ations. The primary purpose of the forced choice method is to correct the tendency of a rater to gi$e consistently high or lo' ratings to all the employees. This method ma"es use of se$eral sets of pair phrases4 t'o of 'hich may (e positi$e and t'o negati$e and the rater is as"ed to indicate 'hich of the four phrases is the most and least descripti$e of a particular 'or"er.

M!O

Management (y o()ecti$es is a comprehensi$e management approach used for (oth performance appraisal and organi*ational de$elopment. In performance appraisal4 MBO8s primary o()ecti$e is on de$eloping o()ecti$e criteria for e$aluating the performance of indi$iduals. MBO also calls for superior su(ordinate interaction and supporti$e role of

super$isor.

MULTI-PERSON E#ALUATION METHODS

There are three such frequently used methods of performance appraisal in organi*ations are ran"ing4 paired comparison and forced distri(ution method.

RAN"IN

METHOD

This is a relati$ely easy method of performance e$aluation. #nder this method4 the ran"ing of an employee in a 'or" group is done against that of another employee. The relati$e position of each employee is e2pressed in terms of his numerical ran". It may also (e done (y ran"ing a person 93 | P a g e

on his )o( performance against another mem(er of the competiti$e group. The 9'hole man8 is compared 'ith another 9'hole man8 in this method.

PAIRED COMPARISON

&an"ing (ecomes more relia(le and easier under the paired comparison method. Each 'or"er is compared 'ith all other employees in the groupL for e$ery trait4 the 'or"er is compared 'ith all other employees. ;or instance4 'hen there are fi$e employees to (e compared4 then A8s performance is compared 'ith that of B8s and decision is arri$ed at as to 'hose is (etter or 'orse. ,est B is also compared 'ith all others. !ince A is already compared 'ith B4 this B is to (e compared 'ith only C4 . and E 'hen there are fi$e employees4 fifteen decisions are made.

. FORCED DISTRI!UTION
#nder this system4 the rater is as"ed to appraise the employee according to a predetermined distri(ution scale. The rater8s (olas is sought to (e eliminated here (ecause 'or"ers are not placed at a higher or lo'er end of the scale. ,ormally4 the t'o criteria used here for rating are the )o( performance and promota(ility. ;urther4 a fi$e point performance scale is 'ithout any mention of descripti$e statements. 3or"ers are placed (et'een the t'o e2tremes of 9good8 and 9(ad8 performance

94 | P a g e

OTHER METHODSD

ASSESSMENT CENTRE

This method of appraising 'as first applied in 1erman Army in >D@H. It is a system or organi*ation4 'here assessment of se$eral indi$idual is done (y $arious e2perts using $arious techniques. These techniques include the methods discussed (efore in addition to in+(as"et4 role playing4 case studies4 simulation e2ercises4 structured in sight4 transactional analysis4 etc.

FIELD RE#IEW METHOD

In this method4 a trained4 s"illed representati$e of the %& department goes into the 9field8 and assists line super$isors 'ith their ratings of their respecti$e su(ordinates. The %& specialist requests from the immediate super$isor specific information a(out the employees performance. Based on this information4 the e2pert prepares a report 'hich is sent to the super$isor for re$ie'4 changes4 appro$al and discussion 'ith the employee 'ho id (eing rated. The ratings are done on standardi*ed forms.

APPRAISAL ERRORSD The rater may face $arious "inds of errors at the time appraisal. !ome typical errors are discussed here.

95 | P a g e

FIRST IMPRESSIONS

&ather may identify some specific qualities or features of the rate and quic"ly form and o$erall impression a(out him. The identified qualities and features may not pro$ide adequate (ase for appraisal.

STEREOTYPIN

!tereotyping is a standard mental picture that an indi$idual holds a(out a person (ecause of that person8s se24 caste4 age4 physical

characteristics or other features. !tereotyping results in our simplified $ie' of the indi$idual and may (lur the raters perception and assessment of the persons performance on the )o(.

HALO EFFECT

Basing the entire appraisal on the (asis of one percei$ed positi$e quality4 feature or trait in an indi$idual. Affiliation 'ith $ie' may result in an higher rating than is 'arranted. HORN EFFECT

Basing the e$aluation on the (asis of one negati$e quality or feature percei$ed. This result is an o$erall lo'er rating than may (e 'arranted.

CENTRAL TENDENCY

Most appraisal forms require than rater to )ustify if assessment is outstanding or $ery poor. !o a rater may say to himself. JBetter role most people as a$erage so that I do not ha$e to )ustify or clarify6.

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STRICT OR LENIENT RATIN

.epending upon the rater8s o'n standards4 $alue system4 and or physical and mental ma"e+up at the time of appraisal4 rates may (e rated (e $ery strictly. !uch ratings usually do not carry any rele$ance to actual performance of the person or (ear any resem(lance to ho' similar performance is rated else'here in the organi*ation.

POTENTIAL APPRAISAL In most Indian organi*ation4 people earn promotions on the (asis of their past performance. The past performance is considered a good indicator of future )o( success. %o'e$er4 in actual practice4 the rotes that a role holder played in the past may not (e the transfer he is e2pected to play if he assumes a different )o( after his transfer or promotion to a ne' position. Past performance4 therefore4 may not (e a good indicator of the suita(ility of an indicator for a higher role.

To o$ercome this inadequacy4 organi*ation must thin" of a ne' system called potential appraisal. The o()ecti$e of potential appraisal is to identify the potential of a gi$en employee to occupy higher position in the organi*ational hierarchy and underta"e higher responsi(ilities.

POTENTIAL APPRAISAL ARE RECUIRED TO Inform employees a(out their future prospects. %elp the organi*ation chal" out of a suita(le succession plan. #pdate training efforts form time to time. Ad$ise employees a(out 'hat they must do to impro$e their career prospects. 97 | P a g e

STEPS TO !E FOLLOWED INTRODUCIN APPRAISAL SYSTEM

OOD POTENTIAL

The follo'ing are some of the steps required to (e follo'ed 'hile introducing a potential appraisal system7

ROLE DESCRIPTION

Organi*ation roles and function must (e defined clearly. To this end4 )o( description must (e prepared for each )o(.

CUALITIES NEEDED TO PERFORM THE ROLES

Based on )o( description4 the roles to the played (y people must (e prepared (i.e. technical4 managerial )o(s and (ehaiour dimensions

RATIN

MECHANISM

Besides listing the functions and qualities4 the potential appraisal system must list mechanisms of )udging the qualities of employee such as7 >. RATIN !Y OTHERS7 The potential of a candidate could (e rated

the immediate super$isor 'ho is acquainted 'ith the candidates 'or" in the past4 especially his technical capa(ilities. ?. TESTS7 Managerial and (eha$ioural dimensions can (e measured through a (attery of psychological tests. @. AMES7 !imulation games and e2ercises (assessment center4 (usiness games4 in+(as"et4 role play4 etc. unco$er the potential of a candidate. could (e used to

98 | P a g e

A. RECORDS7 Performance records and ratings of a candidate on his pre$ious )o(s could (e e2amined carefully on $arious dimensions such as initiati$e4 creati$ity4 ris" a(ility etc. 'hich might play a role in discharging his duties in a ne' )o(.

OR ANISIN

THE SYSTEM

After co$ering the preliminaries4 he must set up a system that 'ill allo' the introduction of the scheme smoothly go$erning ans'ers to some pu**ling questions >. %o' much 'eightage to merit in place of seniority in

promotions< ?. %o' much 'eightage to each of the performance dimensions technical4 managerial4 (eha$ioral qualities< @. 3hat are the mechanisms of assessing the indi$idual on different indicators of his potential and 'ith 'hat relia(ility<

FEED!AC"

The system must pro$ide an opportunity for e$ery employee to "no' the results of his assessment.6 %e should (e helped to understand the qualities actually required for performing the role for 'hich he thin"s he has the potential4 the mechanisms used (y the organi*ations to appraise his potential and the results of such an appraisal.6

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LIMITATION OF THE PROJECT Performance appraisal is one of the most important functions of personnel management !ince the main purpose of organi*ation success depends on each indi$iduals performance Orgai*ational effecti$eness can (e determined (y the degree of success that an indi$idual employees ha$e in reaching his:her indi$idual goals. The assessment 'ill gi$e us the information that ho' the employees are efficient and effecti$e in achie$ing their goals.

OMC is a leading P!# of the state. OMC reali*es that performance appraisal plays a $ital part on employees8 moti$ation The performance appraisal system adopted in the organi*ation has three (asic purposes to ser$e.

It can ( used as a tool for re'ard allocation. .ecisions regarding promotion and other re'ards are (ased on the performance e$aluation It can ( used as a mechanism for identifying areas of training and de$elopment.

This 'ill help the organi*ation to identify those persons 'ho ha$e certain deficiencies in s"ills or "no'ledge. By the 'ay of proceeding adequate training their deficiency can (e minimi*ed.

It can also (e used as a criticism against 'hich selection de$ice and de$elopment programmers are $alidated.

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The de$elopment of a $alid4 relia(le and (ias free performance appraisal system can create a good atmosphere4 a co+operati$e en$ironment and a (etter 'or"a(le organi*ational climate.

In OMC the performance appraisal is (eing done (y the personnel department. The structured appraisal method is (eing follo'ed here. The performance appraisal system ta"es into consideration the qualities li"e nature of )o( performance4 s"ills4 specific )o( (eha$ior4 personal characteristics and de$elopment needs. The indi$idual performance appraisal has (een mode after a regular inter$al so that the desired (eha$ior could (e maintained. This also helps the organi*ation to satisfy the needs and the aspirations of the indi$idual (y pro$iding more facilities impro$ed 'or"ing conditions and career ad$ancement. Performance appraisal is concurred 'ith determining the differences or performance among the employees 'or"ing in the organi*ation. The e$aluation is normally done (y the indi$idual immediate superior in the organi*ation 'hich in turn is re$ie'ed (y his super$isor (i.e. the re$ie'ing officer .

The ma"ing of appraisal ratings has a (eneficial effect (oth on the person doing the appraisal and the person (eing appraised.

Before introducing the PA! the management has set four criteria8s for effecti$e performance appraisal.

Employees should acti$ely participate in the e$aluation and de$elopment process. 101 | P a g e

!uper$isors should possess constructi$e and helpful attitude to'ards performance appraisal system.

The mutually set goals must (e realistic. The super$isor should possess adequate "no'ledge a(out the employees8 )o( and performance.

-eeping in $ie' these four criteria the management has de$eloped the performance appraisal form 'hich helps the employees to set their goals. The performance appraisal system is different for the e2ecuti$e and the non+e2ecuti$es. ;or e2ecuti$es they ha$e self appraisal and for the non N e2ecuti$es they ha$e confidential character roll.

In the self Nappraisal system the appraise (ecomes the o'n appraiser to that employee first can rate himself in 'hich position he is. If the appraiser finds any shortcomings in the "no'ledge and s"ill of the employee then he ties to ma"e the employee a'are of the department sits 'ith personnel head to finali*e the steps to (e ta"en for o$ercoming the deficiency:deficiencies.

The system is ore o()ecti$e and gi$es due 'eightage to the $arious attri(utes 'hich contri(ute to high performance team efforts and achie$ement. This also helps role analysis4 identification of "ey

performance areas and potentials for career progression. These things are communicated to the technicians to ma"e a'are that 'hat is e2pected of them.

Before the esta(lishment of the performance standards4 the super$isors are consulted to find out 'hich factors to (e incorporated4 'eights and 102 | P a g e

points to (e gi$en to each factor. All these factors 'ere indicated in the appraisal form to (e used for appraising the performance of the employees. Thus4 the appraisal form is highly sophisticated to measure the actual performance of the employees.

The printed form contains employees characteristics li"e )o( "no'ledge4 performance of duties4 concern for safety and en$ironment4 group effecti$eness4 lateral co+ordination4 de$elopment of su(+ordinates self+ discipline and relia(ility4 initiati$e4 )udgment4 inno$ati$eness cost:time control and communication etc. different scales are esta(lished for each of these specific factors. The immediate super$isor 'ould fill the form for each of these 'ho directly report to him (y measuring the factors on a continuous scale for each person to determine his place some'here along the continuum.

The sources of information used (y the appraiser immediate superior to measure the actual performance are personal o(ser$ation4 statistical reports4 and 'ritten reports. The appraiser 'ould (e ans'era(le to his superior :re$ie'ing officer.

If the enhanced performances are determined and if the score decreased the reasons that led hiss performance (elo' e2pectations are analy*ed.

In case the performance is (elo' the standard then it is (eing communicated to the concerned employee (ut not in other cases.

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THE PRE#AILIN

SYSTEM SUFFERS FROM NUEROUS D

SHORT COMIN S SUCH AS

>. The appraisal system is more an administrati$e discharge than a moti$ational force. Because it emphasi*es on salary increase4 ad)ustments4 promotions4 placements4 manpo'er planning etc. (ut neglects goal achie$ement4 role clarity4 efficiency and

effecti$eness. ?. !ince the criteria for )udgment is not (ased on logical analyses of facts there is possi(ility that the decisions are not free of pre)udice and ulterior moti$es. @. !ome appraises e$en deri$ed (enefits out of the Jhalo effect6 of the appraiser. A. There is a saying Jto err is human4 to forgi$e is di$ine6 B. In the e$ent of frequent+management personnel changes it is possi(le that some of the $ital information 'ill (e lost. C. 5ac" of a 'ell de$eloped feed(ac" system sometimes frustrates the appraisee. As the management don8t inform the appraisee a(out his performance e2cept in case his performance e2cept in case his performance is ad$erse (i.e. poor .

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PAY SCALE CHART

E5ECUTI#E &(de E+H E+> S%(,e H.e.'. 0=.05.=BAB Consolidated &s.?>HH+GB+?AGB+EB+?DHH+EB+ >HH+@CHH E+? &s.?AHH+DH+?DAH+>HH+@CAH+EB+ >>H+A@HH E+@ E+A &s.?DHH+>HH+AHHH+EB+>?B+ABHH &s.@@HH+>>H+@DCH+>?B+A?>H+EB+ >@B+>GBH E+B E+C E+G E+E &s.@GHH+>?B+AGHH+>BH+BHHH &s.ABHH+>BH+BGHH &s.AEHH+>BH+BGHH+?HH+C@HH &s.B>HH+>BHH+BGHH+?HH+CBHH &s.>?HHH+@GB+>CBHH &s>A4@HH+AHH+>E@HH &s.>B>HH+AHH+>BBHH &s.>CAHH+ABH+?HHHH &s.D@BH+@?B+>ABBH &s.>HHHH+@?B+>B?HH &s.EBHH+?GB+>AHHH &s.G@HH+?HH+>HBHH S%(,e H.e.' 0=.0=. =BB@

105 | P a g e

NON-E5ECUTI#ES !!+? !!+> !+@ !+? !+> %!+B %!+A %!+@ %!+? %!+> !up+? !up+> &s.E?B+>A+DCB+EB+>C+DE>+>G+>>HH &s.EGB+>B+DDB+EB+>G+>HC@+>E+>??B &s.D?B+?H+>>?B+EB+?B+>AHH &s.DGB+?H+>HGB+?B+>?HH+EB+@H+ >BHH &s.>HGB+?B+>?BH+@H+>B?H+EB+@B+ >EHH &s.>?@H+@H+>BCH+EB+AH+?HEH &s.>@HH+AH+>E?H+EB+AB+?HHH+BH+ ??HH &s.>@BH+AH+>BBH+AB+>GGB+EB+AB+ ?HHH+BH+??HH &s.>ABH+AB+>BGH+BH+???H+EB+BB+ ?BBH &s.>BBH+BH+>EBH+BB+?>?B+EB+CH+ ?G?B &s.>CBH+BB+>GCH+?@HH+EB+GH+@HHH &s.>EHH+CH+?HAH+CB+?@CB+GH+?BGB+ EB+GB+@?BH &s.?GBH+GH+@EHH+GB+ A>GB &s.?DHH+GB+@CBH+EH+ AABH &s.@HBH+GB+@DBH+EB+ AC@H &s.@?HH+EB+ADHH &s.@CHH+>HH+BCHH &s.A>HH+>HH+C>HH &sA@HH+>>B+CCHH &sABHH+>?B+GHHH &s.BHHH+>BH+EHHH &s.B@HH+>BH+E@HH &s.BBHH+>GB+DHHH &s.BDHH+?HH+DGHH

106 | P a g e

LIST OF DIRETORS OF ORISSA MNIN

CORPORATION LTD. AS ON

20.B.2005 :DATE OF 4ATH ADJOURNED A M;

>. !ri Bhas"ar Chatter)ee ?. !ri B.-.Pattnai" @. !ri P.&. Mohanty A. !ri -.C Badu B. !ri !.,. !arangi C. !ri C.&. .as G. !ri P. Par$athisem E. !ri ..-. &oy D. .r. !. Acharya >H.!ri !an)ee$ Chopra4 IA! 5imited.

IA! IA! I;! I;! IA!

Chairman OMC 5imited .irector .irector .irector .irector .irector .irector .irector .irector Managing .irector4 OMC

107 | P a g e

HEAD OF DEPARTMENTS

1M (P0A Tays'al (I;!

-.C. !ahu

E.(;0E A.-.

1M(;0A

M.Ahmed

!pecial officer cum O!.(Corporate Communication

. .illip &outrai
.1M (Mining ,.C.!ahoo A1M (Pro)ect P. - Bhatacharya .1M (1eology and !ales Behera (Ci$il 1MC (E&P .1M (Materials Pro)ect Manager Company !ecretary Chief !ecurity officer (C!O P.-. Bose P.-. .ash P.-. Bose =.B. .as Ma)or --. QQQQ =. Mishra !r. Manager 5...

P,(21 .aitari =a)pur Bangur -andharmardhan -ilda

Reg3o2(, M(2(ge& ,.-. !ahoo ,imai Ch. !ahu ,. Pattnai" P.C. Mohapatra B.-. ,aya"

108 | P a g e

SUMMARY

Orissa 4 truly4 is a $ast treasure

tro$e

of mineral resources ha$ing

a(out DEF of the chromites4 G> F of the (au2ite4 @@F of the iron+ore and @?F of the manganese ore resources of India.

The Orissa Mining corporation 5td. 'as )ointly esta(lished (y the #nion and !tate 1o$ernments in >DBC. It 'as the first P!# in the Mining sector in India . By >DC?4 OM (ecame 'holly state o'ned.

OMC possesses a resource of AHH million tones of iron+ore4 >D million tones of manganese ore4 ?E million tones of Chromite4 ?CH million tones of (au2ite4 >D million tones of lime stones and other minerals. OMC operates ele$en iron+ore mines4 fi$e chrome ore mines4 three manganese mines and one limestone mines.

OMC is operating @ leases in -alahandi district for semi+precious stone .OMC also fe' quarry leases for coloured and (lac" $arieties of granite dimension stone in the state.

The .aitari

Iron Ore Pro)ect is the flagship of OMCs operations. The

.aitari Plant principally feeds ,eelachal Ispat ,igam for supply of iron+ ore.

OMC continues to maintain Orissa8s 1lo(al connection through e2port of minerals from Paradeep port. 109 | P a g e

OMC spends a su(stantial amount in surrounding $illages (y 'ay of construction of school:college (uildings4 la(oratory4 li(rary etc. %&. are the richest 'ealth of OMC.

This dissertation relating to the topic of Performance Appraisal is conducted in the Corporate Office of OMC4 Bhu(anes'ar.

The entire staff position of the head office is a(out @DE. The performance appraisal is carried out (y the personnel department of OMC. A structured method is (eing follo'ed here. The performance e$aluation is normally done (y the immediate superior of an indi$idual in the organi*ation 'hich is again re$ie'ed (y the re$ie'ing officer . The P.A.!. is different for the e2ecuti$es and the non+e2ecuti$es. ;or e2ecuti$es

they ha$e self+appraisal and for non+e2ecuti$es they ha$e CC& . In the self Nappraisal system the appraise (ecomes his o'n appraiser. ;or non+ e2ecuti$es li"e class IO employees and Class+III employees4 annual CC&s are recorded and maintained. The CC&s are to (e 'ritten (y the immediate superior (&eporting Authority of the indi$idual and then after it has to (e counter signed (y the countersigning authority. Then after that it has to (e signed (y the Accepting Authority.

;or the completion of my dissertation the date collected are analy*ed. Initially structured questionnaire 'ere prepared and distri(uted amongst (oth the e2ecuti$es and non+e2ecuti$es. GB persons 'ere ta"en as respondents from each cadre. i.e. e2ecuti$es and non e2ecuti$es. Basing

110 | P a g e

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

According to the responses pro$ided (y the e2ecuti$es4 it is clear that the PA system of OMC pro$ides for urging the strengths and 'ea"ness of the employees. The ma)ority of them are in fa$our of training facilities to de$elop the strength of the employees. The 'hole system is a closed one. The PA! in OMC is a criterion for promotion. The standard of performance is esta(lished (y the management only. ;inally4 the management do not follo' the @CHH appraisal system.

Coming to the responses gi$en (y the non+e2ecuti$es4 they said that the present PA! is an impartial system and they do ha$e (elief and faith on their appraise. !ome said the system is scientific 'hereas for some it is not. They also accepted that the appraisal system helps them in promotional grounds. ;inally4 the respondents feel that this appraisal should (e more scientific as compared to the present system.

It is clearly $isi(le that the employees of OMC are satisfied in e$ery aspect4 (ut as human 'ants are unlimited4 they employees are aspiring for more and more in e$ery respect.

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CONCLUSION

;rom the study conducted at OMC it is e$ident that E&P has (een implemented here in stages and all the modules are yet to (e implemented. E$en 'ith this earlier stage the organi*ation has started reaping its (enefits. The organi*ation is no' integrated in $arious aspects 'ith al its units that spread 'ide apart in remote regions. By $irtue change faces resistance so also OMC faced resistance from the

E&P implementation. These issues 'ere later resol$ed and the employees are no' 'ell acquainted 'ith the legacy system that pro$ides ease of use to all its users. Although the E&P is no' (eing implemented for the use of e2ecuti$es only the non+e2ecuti$es are finding the sister useful and efficient and long for such a system (e made a$aila(le for their use too. It is solely the responsi(ility of top management to loo" in to the needs of the organi*ation and equip itself in this competiti$e en$ironment of (usiness. fast changing

112 | P a g e

DATA FINDIN S AND INTERPRETATIONS D

Employees are satisfied 'ith the ne' system The organi*ation can no' communicate 'ith its customers and suppliers more effecti$ely and efficiently. /uantum leaps in performance reflected though the percentage change in turn o$er and $arious a'ards and recognitions that it has earned o$er years. &educed time for acti$ity. The organi*ation it restucted ad$ancements. to cope up 'ith technological

SU

ESTIONS AND RECOMMENDATIOND

>. The non+e2ecuti$es apart from the e2ecuti$es must also (e in$ol$ed in the system carry out their acti$ities through E&P ?. The employees or the (eneficiaries 'ho are using the system must (e continuously referred for the impro$ement of the system. A feed (ac" session should (e initiated. @. The top management should ta"e initiati$e to regularly upgrade the system and pro$ide training to the "ey users to that they handle the system properly.

RECOMMENDATIONSD In spite of ha$ing positi$e remar"s a(out Orissa Mining Corporation 5td4 there are certain suggestions or recommendations 'hich can (e made . .espite OMC has ta"en se$eral tools and techniques for impro$ements of 113 | P a g e

human producti$ity and 'or" commitment. It has still to do some more things to'ards the impro$ements of 'or" conditions and 'or"

restructuring. As 'e ha$e already discressed that performance appraisals its not only the analysis of performance (ut also it depends upon many other factors related 'ith %& system and after going through all the systems of performance appraisal and analy*ing the questionnaires filled as 'ell as incorporating the $ie's of the respondents during the inter$ie' sessions4 the follo'ing steps can (e ta"en to ma"e the e2isting performance appraisal system at once more effecti$e and efficient.

The management should (e ore participati$e Timely completion of the appraisal should (e ensured so as to ser$e its purpose 'ell. Appraisee getting e2cellent ratings should (e adequately re'arded. 3or" scheduled should (e strictly adhered and should (e

completed in time. Time to time proper training and learning need4 rele$ant to the )o( should (e addressed to adopt ne' changes. Programmes and policies should (e initiated to get ma2imum producti$ity. There should (e transparency relating to e$ery aspect li"e performance4 appraisals4 re'ard4 promotion so as to equity among the employees other'ise there maintain might (e

dissatisfaction.

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!I!LO RAPHY

%uman &esource Planning NO.!.P &AO %uman &esource Management+O.!.P &AO Once procedures for recording and maintenance of CC& of group B officer of the go$ernmentRR..%and (oo" Morale 0 Moti$ation+ O.!.P &AO %uman &esource .e$elopmentR..I,TE&,ET Training and .e$elopment+ O.!.P &AO Performance Appraisal system+Internet and/ HAND !OO"7

PERIODICALS OMC Annual &eport OMC ,e's letter

WE!SITES '''.orissamining.com '''.google.com '''.success.dircon.co.u":appraial

!ROCHURE AND ANNUAL REPORT SL NO. H> H? H@ YEAR ?HH@+HA ?HHC+HG ?HHG NAME OF THE REPORT AET% Annual &eport B>th Annual &eport 1round &eality PU!LISHER OMC4 Odisha OMC4 Odisha OMC4 Odisha

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ANNE5URE
The Orissa Mining Corporation 5imited (A 1o$ernment of Orissa #nderta"ing B%#BA,E!3A&

INSTRUCTIONS ON RECORDIN

COUNTERSI NIN

MAINTENANCE OF CONFIDENTIAL CHARACTER ROLLS

116 | P a g e

THE ORISSA MININ :A

CORORATION LTD.

O#T. OF ORISSA UNDERTA"IN ; !HU!ANESWAR

,O >:CC&:OMC:GE August >DGE

.ated the @Hth

&ecently certain structural changes ha$e (een made in the organi*ational set up of the Corporation instructions issued in the past regarding maintenance of CC&s therefore need re$ision. The follo'ing instructions are issued in regard to reporting 4 countersigning and maintenance of confidential Character &olls.

>. Confidential report assessing the performance4 character4 conduct and qualities of an employee of the corporation shall (e 'ritten for each financial year 'ithin @ months of the close of the said year.

?. A confidential report shall also (e 'ritten 'hen either the reporting authority or the employee of the corporation reported upon hands o$er or relinquishes charges of the post and in such a case it shall (e 'ritten immediately after the handing o$er :relinquishment of charge of the post and not later than a fortnight after such handing o$er or relinquishment.

@. 3hile recording the remar"s4 a clear mention should (e made of the period:periods 'ith dates to 'hich the report of the reporting

117 | P a g e

officer and the countersigning officer relates. The period should not (e mentioned as si2 months4 eight months etc.

A. The name of the officer :employee reported upon should (e 'ritten in full. The name should not (e 'ritten in an a((re$iated manner lea$ing scope for confusion . The correct and full name should (e mentioned 'ith his designation grade pay etc as per the prescri(ed form. B. The names and designations of the QQQQQQ and countersigning officers should (e indicated legi(ly in (loc" letters or (y a ru((er stamp (elo' their signature on the reports C. In cases 'here the report is not to (e recorded as the officer:staff reported upon 'as on lea$e. #nder suspension or 'or"ed for less than four months under the officer concerned a suita(le certificate to that effect may (e recorded in the CC& folder 'ith ,o remar"s since the reporting officer 'as i ii iii i$ On lea$e #nder suspension Other'ise a(sent %as not ser$ed for the minimum A months and sent to the appropriate authority for completion of his CC& dossier. G. 3here for any reason it is not possi(le to o(tain remar"s of the countersigning officer on account of his retirement 4 death etc. the 118 | P a g e

reasons may (e recorded (riefly on the report itself to a$oid further correspondence . It is not necessary to mention third in the for'arding letter

E. 3here for any reason it is not possi(le to ha$e the remar"s of the reporting officer (ecause of his retirement4 death or transfer 'ithout seeing the 'or" of the officer:staff reported upon for more than A months4 the remar"s may e recorded (y the countersigning officer direct (ma"ing a (rief mention of the a(o$e circumstance in such cases the period ser$ed under the countersigning officer should (e clearly mentioned.

D. At times the remar"s are 'ritten either in pencil or illegi(ly. This should not (e done. The remar"s should (e recorded in in" legi(ly. Any correction or o$er'riting should (e a$oided. >H. The entries of an officer:employee reported upon should (e

recorded in the CC& immediately after the close of the financial year and sent to the countersigning authority immediately (ut not later than the >Bth of May e$ery year. The countersigning authority after necessary countersignature shall ta"e appropriate steps for communication of ad$erse remar"s if any and :or safe custody communication of ad$erse remar"s is an a(solute necessity. .elay in receipt of the confidential reports leads to corresponding delay in communication of ad$erse remar"s is an a(solute necessity .elay

119 | P a g e

in receipt of the confidential reports leads to corresponding delay in communication of ad$erse remar"s to the concerned officer:staff. >>. The remar"s should not (e $ague so as to ha$e any dou(t the 'or":conduct of the officer:employee. 3hile

regarding

communicating such ad$erse remar"s the salient good points should also (e mentioned to ena(le the officer to get a full picture of his merits and demerits. >?. There are certain officer 'ho function under dual control. ;or

instance4 the Accounts officer or the Asst Accounts Officer in the field are to ad$ise their respecti$e 1eneral Manager:&egional Manager in accounts matters and ha$e also to ensure that all rules and procedures prescri(ed (y the management in the %ead Office are strictly adhered to . The 'or" of such officers should (e assessed (oth (y the respecti$e 1eneral Manager:&egional

Managers and (y the Chief Accounts8 Officer. >@. In respect of all such officers:employees for 'hom the

countersigning authority is at the %ead office the CC&s 'ill (e maintain and re$ie'ed in the %ead officer CC&s 'ill (e maintained and re$ie'ed (y the 1eneral Manager :&egional Managers:Mines Manager . 1andhamardan 'ith 'hom they are concerned. They 'ill send a statement (y @Hth =une of each year certifying a That the CC&s ha$e al (een 'ritten and countersigned ( ad$erse remar"s ha$e (een communicated and gi$ing

120 | P a g e

c Instances 'here these t'o actions ha$e not (een ta"en 4 gi$ing reasons for the same.

>A.

It shall

(e the duty of he reporting officers either at the

headquarters in the field to arrange:procure necessary:required no. of (lan" CC& forms (y 'ay of cyclostyling:printing (unless old forms undergo changes and for filling up the entries 'ithout

'aiting for any %ead office instructions in the regard.

>B.

It is seen that some officers:employees 'hile ma"ing

representations against the communication of ad$erse remar"s are requesting for specific instances on the (asis of 'hich such remar"s had (een the recorded in their confidential character rolls for a particular year. Confidential remar"s are recorded on the general impression of the reporting officer on the 'or" and conduct of an officer reported upon. It is generally not possi(le to cite instance as a proof of the o(ser$ations of the reporting or the countersigning officer if such o(ser$ations are of a general nature . It is desira(le that officer reported upon should profit (y such o(ser$ations rather than enter into arguments and represent to e2punge the remar"s.

121 | P a g e

&eporting officers should e2ercise good dispassion and complete fair mindedness in ma"ing CC& entries4 as the career of their su(ordinates is made or unmade on the (asis of such remar"s.

Any de$iation from the instructions mentioned a(o$e 'hich 'ould cause dislocation in the official transaction 'ould (e $ie'ed seriously.

!d: A.M.&. .al'ai4 C%AI&MA,

122 | P a g e

FOR HEADCUARTERS

S,.

De$3g2(13o2 o' .e

Re0o&132g ()1.o&314

D(1e o' &e+(&F$

Co)21e&$3g232g

No. o''3%e&$ >

&e0o&132g ()1.o&314 >Bth April each year Chairman

.irector 0 MC:Officer+in+ Chairman charge(P0E ;inancial Ad$iser+cum+Chief 1eologist:Production !uperintendent:!tates superintendent :1eneral Manager:&egional Manager(e2cept &M .aitari :Materials Managers:Administrati$e Officer (II :Assistant !ecretary:Pu(lic &elation Officer:Oigilance officer:Medical Officer:PA to Chairman

?. @. A.

!enior 1eologist (%O Account officer Technical officer:1eologist Production 3ing

Chief 1eologist ;A cum+CAO Production !uperintendent

.o .o .o

.o .o .o

B.

Asst. !tore and

Material

.o

.o 123 | P a g e

Purchase Officer C. G. Asst. Engineer Ci$il !upd issue and &ecords

Manager OIC (P0E Admn officer II .o .o .o .o

E.

.y. !uperintendent

!ales !ales supat

.o

.o

D.

5a(our 3elfare officer:=r. Administrati$e officer

Admn. (I

officer .o

.o

>H

Asst. Accounts Officers

Accounts officers

>Bth

April ;A+cum+CAO

each year officer .o Chairman (in cases hose pay e2ceeds &s. BHH:+

>>.

.iarist:Typist:Asst of 1eneral !ection:PBI operator+cum+ &eceptionist:!taff of 1uest %ouse

Admn (I

>?.

All class III and IO employees at %O including !u( Asst Engineers !ur$eyors %ead .raughtsman !r. &esearch Assistant etc.

Immediate controlling officer respecti$e section

.o

!ectional head of respecti$e section

124 | P a g e

FOR CAMPSLPROJECTS ANNE5URE! !l .esignation of the &eporting authority .ate of reporting remar"s >. Mines Managers 1r I and II 1eneral Manager:&egional Manager ?. Oocational Training officer :Mines Manager 1r. II 'or"ing as Asst Manager @. E2ecuti$e Engineer (Mech :Plant: (Elect : (.esign :!tore and Pruchase officer:Accounts Officer:Admn officer:medical officer:5a(our 'elfare officer:!ecurity officer A. E2ecuti$e engineers posted under the regions other than .aitari B. !enior &egional Manager .o Chairman 125 | P a g e Concerned &egional Managers .o Chairman Mines Manage 1r. I :1eneral Manager:&egional Manager 1eneral Manager .aitari .o Chairman .o Chairman >Bth April each year Chairman Countersigning authority

,o. officers

1eologist:1eologist C. Asst. 1eologist 'or"ing under !r. 1eologist G. 1eologist :Asst 1eologist in independent camps E. Account officer

Chief 1eologist !enior 1eologist &egional Manager or 1en Manager Chief 1eologist .o Chairman .o Chief 1eologist

1eneral Manager:&egional Manager and ;A cum+CAO

.o

Chairman

D.

Asst. Accounts Officer

Accounts officer and 1M and &M

>B April each year .o .o

Chairman

>H. >>.

Chemist:Asst. Chemist Asst. Engineers

1M:&M and C1 E2ecuti$e Engineer concerned 1M:&M (as the case may (e

Chairman Chairman

>?.

!hipment officer paradeep

Production !uperintendent 1M:&M 0 Admn officer (in case of =AO and 1M:&M (in case of others

.o

Chairman

>@.

=r. Adm. Officer:Mining Engineer:!tores super$isor

.o

Chairman

>A.

All class III and IO E E Technical and ,on Technical staff 'or"ing

Concerned !PO as the case may (e (in consultation 'ith

1M:&M

126 | P a g e

under EE (Ci$il :Mech. :(Plant (Elect (.esigns !tores etc .aitar >B ;or all technical and ministerial employees 'or"ing under Mines Manager .aitari >C. !taff 'or"ing under 1eneral section .aitari >G. !taff 'or"ing in Accounts section .aitari >E. Employees (technical and non+technical 'or"ing in 'or"shop .aitari >D Employees and non 'or"ing shipment Paradeep ?H !TA (1eology

Asst Engineers if any

Mines Manager (in consultation 'ith Asst. Mines Manager if any Admn. officer:=AO as the case may (e Concerned A.

.o

1M:&M

.o

1M:&M

.o

1M:&M

Concerned EE (in consultation 'ith AE. Concerned

.o

1M:&M

(technical !hipment officer technical under officer4 1eologist:!r. 1eologist or Mines Manager(in case attached to producing mines

.o

Production superintendent

.o

Chief 1eologist

?>.

All class III technical

Mines Manager

.o

&egional 127 | P a g e

and ,on+technical staff 'or"ing under $arious mines ?? All class III and IO:Technical and nontechnical staff 'or"ing under $arious regional offices ?@. All class III and IO technical and non technical staff in $arious prospecting camps and esta(lishments ?A. Employees at rail Concerned Plot .o Camp officer:1eologist Asst 1eologist .o Immediate controlling officer .o

Manager

&egional Manager

Chief 1eologist

&egional Manager

heads (super$isory and Manager:Admn non super$isory ?B ?C. Medical Officer:5a(our Concerned Mines 3elfare officer Plot Managers Manager:&M &egional Manager .o .o

Chairman Chairman

The a(o$e has (een amended as per the office order mentioned at pre+ page

128 | P a g e

THE ORISSA MININ :A

CORPORATION LTD.

O#T. OF ORISSA UNDERTA"IN ; !HU!ANESWAR

,o. >B@C>:OMC:P0A:DD HD.HG.DD

.td.

OFFICE ORDER :M;

In super session of all pre$ious order the Annual CC&s of all the E2ecuti$es and ,on+E2ecuti$es in Orissa Mining Corporation shall (e reported re$ie'ed an accepted at $arious le$el of authorities as detailed (elo'.

S,. No

De$3g2(13o2

Re0o&132g A)1.o&314

Re*3eH32g A)1.o&314

A%%e0132g

%o)21e&$3g232g A)1.o&314

No2-E9e%)13*e > Class IO Employees Immediate officer under 'hom 'or"ing ,e2t superior officer of the concerned reporting officer Concerned sectional head in case of %ead office 1eneral Manager:&egiona l %ead in case of ;ield units ? Class+III employees (including .eputations Immediate officer under 'hom 'or"ing ,e2t superior officer of the concerned reporting officer Concerned sectional head in case of %ead Office 129 | P a g e

1eneral Manager:&egiona l %ead in case of ;ield units E5ECUTI#ES > E+> TO E+@ 1rade (E2ecuti$es Concerned sectional %ead under 'hom 'or"ing:or ,e2t superior officer Concerned 1eneral Manager in case of %ad office:&egional %ead in case of ;ield #nits ? E+A to E+C 1rade (E2ecuti$e The concerned 1eneral Manager in case of %ead office:&egional %ead in case of field units @ A E+G to E+E 1rade (E2ecuti$es E2ecuti$es on .eputation at %ead office E2ecuti$e on deputation in the ;ield units B Other sectional %eads Managing Chairman Chairman 130 | P a g e Managing .irector Managing .irector Managing .irector Chairman Chairman Chairman Chairman Chairman Managing .irector Chairman Managing .irector

'or"ing independently at %ead office and ;ield units C E2ecuti$es 'or"ing directly under 1M:&egional %ead:!enior Manager and Other #nit %eads

.irectors

Concerned 1M:&egional %ead:!r. Manager as the case may (e

Managing .irector

Managing .irector

;urther it is also decided that all the E2ecuti$es of the corporation should su(mit their self Appraisal ;orm on or (efore @H th April e$ery year in case they fail to do so the initiating authority may gi$e him time till >B th May and if (y that time also the officer concerned fails to su(mit the Appraisal form the initiating officer may record his remar"s and send it to the counter signing authority in that case the officer reported upon 'ill ha$e no change to o()ect since he did not a$ail the opportunity to indicate the self Assessment.

This 'ill also come into force 'ith immediate effect and supersedes all pre$ious orders:circulars in this regard.

131 | P a g e

By order of Chairman.

!d: -.C. Mohanty 1eneral Manager (P 0 A

Memo ,o. >B@C?:OMC:PGA:DD .ated D.G.DD Copy to 1eneral Manager Bar(il:.y 1eneral Manager(M 4 .aitari and =&oad :!r. Manager(M 1andhamardan:!r Manager (1

&ayagada:Manager(1 . Bha'anipatna Bar(il =- &oas :!hipment officer Paradeep:All sectional %eads at %ead Office:Pri$ate secretary to

Managing .irector for information and necessary action.

L(2d O''3%e&

132 | P a g e

CHARACTER ROLL FOR OFFICERS

,ame of the Officer SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS year SSSSSSSSSSSSSS .esignation:&an" SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS !tation To 'hich posted during the year SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

Period under reporting officer countersigning officer SSSSSSSSSSSSSSSSSSSSSSSSSSS SSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

Period under

> (a

&EPO&TI,1 O, /#A5ITIE!4 ABI5ITIE! A,. PE&;O&MA,CE

&eport under this section should (e in narrati$e form and should co$er administrati$e a(ility po'er of ta"ing responsi(ility *eal. Official conduct and control of staff It should also mention the officers "no'ledge of and performance in the 'or" cone in the department:or (ranch (including note of any special talent

> (( &eport on Technical competence:'or" (for technical officers only+ should (e a comprehensi$e note not a more good. (ad etc. 133 | P a g e

II. !TEP! TA-E, TO POI,T O#T .E;ECT! A,. &E!#5T!

.ate SSSSSSSSSSSSSSSSSSSSSSSSS SSSSSSSSSSSSSSSSSSSSSSSS .esignation SSSSSSSSSSSSSSSSSSSSS

!igned

III. CO#,TE&!I1,I,1 O;;ICE&! &EMA&-! 1eneral &emar"s

I ha$e seen little:some :a good deal of the 'or" of this officer and su()ect to the notes against each item and to any general remar"s a(o$e4 agree 'ith the remar"s of the reporting officer

!igned SSSSSSSSSSSSSSSSSSSSSS .ate SSSSSSSSSSSSSSSSSSSSS Authority .esignation SSSSSSSSSSSSSSSSSSSSSS (,e2t superior

134 | P a g e

CHARACTER ROLL FORM FOR TECHNICAL AND NON-TECHNICAL EMPLOYEES

A,,#A5 &EPO&T

,ame SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSMear SSSSSSSSS &an" SSSSSSSSS

!tation to 'hich posted an (ranches in 'hich employed and period ser$ed in each during the year. Period ser$ed under the &eporting Officer during the year Period ser$ed under the countersigning officer

II. &eport on qualities and performance of duties. >. Administrati$e a(ility ?. Po'er of staff @. Control of staff A. Official conduct B. Teal III. No. "2oH,edge O)1$1(2d32g ood A*e&(ge !e,oH A*e&(ge a. (. c. d. e. 135 | P a g e

IO. Integrity (Before ma"ing any entry under this head $ery careful thought should (e gi$en only 'hich adequate ground e2ists for ma"ing an ad$erse entry should such entry (e made 'here it is merely hearsay no ad$erse entry should (e made 'here it is merely hearsay. ,o ad$erse entry should (e made 'here specific instances of dou(tful integrity are there they should (e mentioned.

O. 3hether steps 'ee ta"en (y the reporting officer to point out defects to the officer concerned noticed in his 'or" during the year.

OI. &eporting Officers remar"s !igned .ate .esignation 'ith ru((er stamp

136 | P a g e

OII. !uperior Officer8s remar"s

OIII. ,e2t superior Officer8s remar"s (if any

!igned .ate .esignation 'ith ru((er stamp

II. ,e2t superior officers remar"s (if any !igned .ate .esignation 'ith office seal

137 | P a g e

REPORT ON THE WOR" AND CONDUCT OF CLASS I# STAFF PART-I >. ,ame 7 SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS ?. Period to 'hich the entries relate 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS @. Post hld 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS A. Age 7 SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS B. Present pay 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS C. Educational /ualification 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS G. Branch to 'hich:officer to 'hom attached SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS E. .ate of present posting 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS D. Can he read and 'rite %indi 7

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

138 | P a g e

PART-II >. O(ser$ation on i ii iii Intelligence Amena(ility to discipline Punctuality >. Integrity (Before ma"ing any entry under this head $ery careful thought should (e gi$en. Only 'hen adequate ground e2ists for ma"ing an ad$erse entry should such entry (e made. 3here it is merely hearsay4 no ad$erse entry should (e made 3here it is merely hearsay4 no ad$erse entry should (e made. 3here specific instances of dou(tful integrity are there they should (e mentioned . ?. Is he fit for promotion to the ne2t higher grade @. Any other remar"s .ate designation of &eporting Officer !ignature and

$ .e$otion to duty

139 | P a g e

CONFIDENTIAL FORMD E5ECUTI#ES

APPRAISAL

ORISSA MININ

CORPORATION LIMITED

Annual Performance Appraisal ?HHRR?HHRR.

,ame SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS SSSSSSSS .esignation SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS SSSS #nit:Office SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS SSSS

140 | P a g e

.ate of =oining in OMC 5T. SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS .ate of =oining in OMC 5T.. SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS .ate of Entry to Present 1rade SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

(.etails to (e filled in (y the personnel .epartment

141 | P a g e

PA&T+I SELF-APPRAISAL

>.>

Indicate (riefly an clearly the quantitati$e:qualitati$e:financial

targets and o()ecti$es set (y yourself:set for you and your achie$ements

I1e+$L1(&ge1$Lo-Ge%13*e$ A%.3e*e+e21

ii

iii

i$

$i

>.? Mention constraints in any faced in achie$ing your targets Also descri(e the steps you ha$e ta"en to o$ercome them. 142 | P a g e

>.@ .etails of any special tas" carried out:introduction of any inno$ation in the )o( or suggestions put up to that effect.

>.A Training:guidance that you thin" 'ill help you in impro$ing your performance (priority 'ise

>.B !uggestion ass to the s"ill:)o(s 'here you can (e (etter utili*ed

>.C 1i$e details of 'or" you ha$e done:initiati$e you ha$e ta"en in the matter of safety4 en$ironment4 pollution control and other social issues.

>.G 1i$e details of your performance of special duties assigned to you during the current year.

!ignature of the Appraisee

.ate

143 | P a g e

PART II APPRAISAL !Y REPORTIN OFFICER

?.> 5ength of ser$ice of the appraise under the reporting officer during the current year. ;romRRRRRRRRRRRRRR. To RRRRRRRRRRRRRRRR. ?.? Comment on part+I (!elf appraisal filled in (y the appraise 'hich must specifically mention your degree of agreement 'ith ans'er and gi$en your further o(ser$ations on part+I4 if any.

?.@ Indicate your appraisal of the e2ecuti$es performance and capa(ilities (y placing a tic" mar" (U in the appropriate column. (,ote

that the scores 'ill appro2imately indicate as follo's. > Poor ? A$erage @ 1ood A E2cellent B Outstanding

2.>.= TECHNICAL S"ILLS SCALE POINT i =o( "no'ledge (technical and professional "no'ledge for present )o( ii Performance of duties ('or" output and quality of 'or"L target:performance norms iii Concern for safety and en$ironment (adherence to safety rules and regulations4 house "eeping4 en$ironment upgrading and pollution control Total points 9A8 144 | P a g e > ? @ A B

!core 9A8 P 3eight A 2 total points 9A8 P +++++++++++++++++++++++ 2 +++++++++++++++++++ P

E>:E? 3eighting A

E@:EA >A

EB:EC >@

EG:EE >H E

2.>.2 HUMAN RELATIONS S"ILLS SCALE POINT i 1roup effecti$eness (a(ility to 'or" > ? @ A B

effecti$ely 'ith superior4 su(ordinates and colleagues. Effecti$e control and utili*ation of su(ordinates maintenance of discipline4 team'or" etc.

ii 5ateral coordination (relationship 'ith other interacting department and degree of coordination:co+operation achie$ed iii .e$elopment of su(ordinates (efforts to

de$elop su(ordinates (y guidance4 training and delegation. i$ !elf+discipline and relia(ility (adherence to company policy4 rules and systems and a(ility to remain unflustered (y 'or" pressure4 crises:e2ternal pressure. Total Points 9B8 145 | P a g e

!core 9B8 P 3eightage B 2 total points 9B8 P ++++++++++++++++ 2 +++++++++++++++ P

E>:E?

E@:EA

EB:EC

EG:EE

3eighting 9B8

2.>.> CONCEPTUAL S"ILLS SCALE POINT i Initiati$e (A(ility to (e self reliant and mo$e for'ard on a tas" 'ithout 'aiting for outside direction:directi$es ii =udgment ( Identification of pro(lems formulating feasi(le alternati$es and ma"ing decisions iii Inno$ati$eness (A(ility to come up 'ith ne' ideas gi$ing the concrete shape and its adoption to impro$ed operational efficiency and effecti$eness . i$ Cost:time control (A'areness of cost:time aspects of the )o(4 optimum utili*ation of a$aila(le resources :time. $ Communication (a(ility to e2press clearly and precisely $er(ally and also in 'riting in official matters. Total Points 9C8 146 | P a g e

!core 9C8 P 3eightage C 2 total points 9C8 P ++++++++++++++++ 2 +++++++++++++++ P

E>:E?

E@:EA

EB:EC

EG:EE

3eighting 9C8

?.A OOE&A55 APP&AI!A57 Considering he terms of appraisal under para ?.@ 'hat is the appraisee8s o$erall score <

O$erall score P !core 9A8 V !core 9B8 V !core8C8

P +++++++++++++++++V+++++++++++++++++++V+++++++++++++++++ P +++++++++++++++++++++++++++++++++++

O$erall rating to (e assigned to all e2ecuti$es on the (asis of o$erall score. The score renge is gi$en (elo'.

&ating Poor A$erage 1ood E2cellent Outstanding

!core range Belo' >AD >AD+?AG ?AE+@AC @AG+AAB AAC and a(o$e

147 | P a g e

OOE&A55 &ATI,1 7

Poor

A$erage

1ood

E2cellent

Outstanding

?.B.> I,TE1&ITM 7A(o$e (oard:questiona(le If questiona(le4 supporting e$idence to (e furnished

?.B.? .EPE,.ABI5ITM

?.B.@ !tate of health and aptitude for hard 'or"7

C. Any ad$erse remar"s including penalties imposed or 'arning:displeasure communicated.

G. &e$ie' discussion 'ith appraise to discuss performance against target:o()ecti$es )ointly set4 shortfalls and shortcomings reported for

impro$ement to the appraise.

!ignature of &eporting Officer ,ame7 .esignation7 148 | P a g e

PART-III

POTENTIAL FOR CAREER PRO RESSION :TO !E FILLED IN !Y REPORTIN OFFICER;

@.> Ad$ance "no'ledge and s"ills4 organi*ing a(ility4 effecti$eness in follo' up actions4 initiati$e4 effecti$eness as a leader of men4 a(ility to train and de$elop su(ordinates4 please indicate on the (asis of demonstrated strength and 'ea"ness.

@.? Indicate if he has potential for under ta"ing )o(s in other functions4 please state areas 'here he can mo$e in the same grade.

@.@

&ecommendation a(out planning the e2ecuti$es future career

progression including special assignment4 )o( rotation etc.

@.A Assess hid potential for holding ne2t higher position in the same functional area or any other area4 should opportunities arise

!I1,AT#&E O; T%E &EPO&TI,1O;;ICE& 149 | P a g e

PART-I#

REMAR"S OF THE RE#IEWIN

OFFICER

A.> 5ength of ser$ice of the appraisee under the re$ie'ing officer during the current year ;rom +++++++++++++++++++++++++++++++++++++++++++++++ to +++++++++++++++++++++++++++++++++++++++++++++++

A.? 1eneral remar"s a(out the 'or" of the appraisee 'ith specific comments4 if modification:deletion to the appraisal made (y the reporting officer

A.@ Oie' regarding potential and career progression as in Part+III (if different from reporting officer8s assessment . !pecific comments (e made

,AME .E!I1,ATIO, !I1,AT#&E

150 | P a g e

PART-#

REMAR"S OF THE ACCEPTIN

AUTHORITY

B.> .o you agree 'ith the o$erall assessment of the re$ie'ing:reporting officer as the case may (e ,o yes

B.? If ,o4 state your grading supported (y specific reason

B.@ 1eneral comments if4 any

,ame 'ith .ate

.esignation

!ignature

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PART-#I

ASSESSMENT OF TRAININ

AND DE#ELOPMENT NEEDS

Mear

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ ,ame of the Appraisee 7 +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ .esignation +++++++++++++++++ 7++++++++++++++++++++++++++++++++++++++++++++++++++++++

E2ecuti$es up to the le$el of E@ are generally imparted functional training and e2ecuti$es of the le$el of EA and a(o$e are trained in general management a(ilities for shouldering higher responsi(ilities.

152 | P a g e

C.> !pecific areas of "no'ledge:s"ill and or su()ects in 'hich the appraisee should ha$e formal training:further guidance for impro$ing his performance.

C.? .e$elopment training afro general de$elopment so that he can shoulder higher responsi(ilities.

!ignature of &eporting Officer ,ame 0 .esignation

&e$ie'ing officer8s comment on training and de$elopment needs of the appraisee.

!ignature of &e$ie'ing officer ,ame and .esignation

153 | P a g e

CUESTIONNAIRE

/>. 3hat "ind of performance appraisal method do you ha$e< Ans. T'o "inds of performance appraisal method is (eing fooled in OMC. One is for e2ecuti$es i.e. self appraisal and another is for non+e2ecuti$e i.e. confidential roll.

/?. 3hat are the dimension of P.A n your organi*ation< A Administrati$e B !elf impro$ement C Career planning . Organisation .e$elopment Ans. As per the responses o(tained AGF of respondents feel that the administrati$e dimension of P.A is mostly used in OMC.

/@. The appraisal system adopted in the organi*ation is open or closed < Ans. According to my sur$ey I found that EHF of my respondents agree that the system is closed one.

/A. 3hat is the frequency or period of appraisal in your organi*ation< A /uarterly B %alf+yearly C Mearly Ans. >HHF of the appraisers say that the period of appraisal in OMC is one year.

/B. .oes the appraisal help in pay hi"e< Mes:,o < Ans. G@F respondents are of the $ie' that the appraisal system do not help in pay hi"e.

154 | P a g e

/C. .oes the appraisal system help in identifying the training need of employees < Mes ,o Ans. According to the responses CGF of the respondents the appraisal system help indentifying the training need of the employees.

/G. Is the P.A.! regarded as a criterion for promotion< Mes:,o Ans. Ma)ority of the appraisers i.e. D@F agree of the $ie' that the performance appraisal system is regarded as a criterion for promotion.

/E. .oes the performance help the employees to prepare themsel$es for future actions< Mes:,o Ans. DAF of the respondents are of the $ie' that the past performance help the employees or appraise to prepare themsel$es for future actions.

/D. 3hether the system identifies the potentials of the employees< Mes:,o Ans. B@F of the appraisers are of the $ie' that this system identifies the potential of the employees.

/>H. 3hat are the qualities of the employees ta"en into account of the time of appraisal< A -no'ledge of 'or" B A(ility to do the 'or" C /uality and quantity of output . Personal qualities li"e dependa(ility4 adapta(ility4 initiati$e etc. E !pecial /ualities li"e self+confidence4 leadership etc.

155 | P a g e

Ans. As per the responses o(tained B@F of the respondents are of the opinion that the first three qualities such as "no'ledge of 'or"4 a(ility to do the 'or" and quality and quantity of output are ta"en into account at the time of appraisal. />>. .o the employees accept the critical e$aluation and modification in a positi$e manner< Mes:,o. Ans. BAF of the respondents are of the opinion that the employees accept the critical e$aluation and modification in a positi$e manner.

/>?.

3hether

the

standard

of

performance

is

esta(lished

(y

management only or (y the )oint consultation (et'een the employee and the management< Mes:,o. Ans. In my opinion I found that D?F respondents fa$our that the standard of performance is esta(lished (y management only. They ha$e not introduced any )oint consultation system (et'een the management of the standards.

/>@. .oes the appraiser get training for conducting the e$aluation< Mes:,o Ans. Ma)ority of he respondents i.e. EEF are of the opinion that they do not get any training for conducting though e$aluation.

156 | P a g e

/>A. .o you appraise the employees on A Performance B /uality C 3ith $ision of the candidate Ans. CHF of the appraisers are of the $ie' that they appraise the employees only on their performance.

/>B. .o you follo' @CHH appraisal system< Mes:,o Ans. >HH F of the respondents agree that they do not follo' the @CH H appraisal system.

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TA!LE FOR APRAISEE

T(-,e-= />. .oes the appraisal system impartial to your "no'ledge <

OPINION !trongly Agree Agree #ndecided .isagree !trongly .isagree

NN75 >H BB + >H +

Pe&%e21(ge >?F GAF + >@F +

Ans. Ma)ority of the respondents i.e. GAF agreed that the present appraisal system is impartial.

T(-,e-2 /?. %a$e you faith and (elief in your appraiser <

OPINION !trongly Agree Agree #ndecided .isagree !trongly .isagree

NN75 >B BB + B +

Pe&%e21(ge >?HF G@F + GF +

Ans. Ma)ority of the respondents i.e. G@F ha$e faith and (elief in their appraiser. But a minority of respondents i.e. GF disagreed this $ie'. 158 | P a g e

T(-,e-> /@. Is the appraisal system scientific<

OPINION

NN75 No. o' Re$0o2de21$

Pe&%e21(ge

!trongly Agree Agree #ndecided .isagree !trongly .isagree

B >B ?H @B +

GF ?HF ?GF ACF +

Ans. According to ACF of the respondents the appraisal system is not scientific 'hile ?HF agree as the appraisal system is scientific and GF strongly agree and ?GF 'ere left undecided

T(-,e-4 /A. .o you thin" appraisal system $itali*e the promotion process< OPINION NN75 No. o' Re$0o2de21$ !trongly Agree Agree #ndecided .isagree !trongly .isagree B BB + >B + GF G@F + ?HF + Pe&%e21(ge

159 | P a g e

Ans. Ma)ority of the respondents i.e. G@F agree the

appraisal system opinion GF

$itali*e the promotion process 'hile ?HF disagree to this strongly agree T(-,e-5

/B. .oes the appraisal system help in identifying the o(stacles to performance < OPINION NN75 No. o' Re$0o2de21$ !trongly Agree Agree #ndecided .isagree !trongly .isagree B ?H >H AH + GF ?GF >@F B@F + Pe&%e21(ge

Ans. According to B@F of the respondents the appraisal system did not help to identify the o(stacles to performance4 3hile ?GF agree4 GF strongly agree and >@F 'ere left undecided.

T(-,e-@ /C. .o you thin" the qualities on the (asis of 'hich performance is rated are gi$en equal 'eightage and importance< OPINION NN75 No. o' Re$0o2de21$ !trongly Agree Agree #ndecided .isagree !trongly .isagree B BB + >B + GF G@F + ?HF + 160 | P a g e Pe&%e21(ge

Ans. According to ACF of the respondents agree that the qualities on the (asis of 'hich performance is rated are gi$en equal 'eightage and importance4 3hile ?GF disagree4 GF strongly agree and ?HF 'ere left undecided.

T(-,e-7 /G. Is your appraiser sometimes (lased< OPINION NN75 No. o' Re$0o2de21$ !trongly Agree Agree #ndecided .isagree !trongly .isagree + @B B @B + ACF EF ACF + Pe&%e21(ge

Ans. 3hile ACF agree that the appraiser is sometimes (iased4 the other ACF is disagreed4 the remaining EF 'ere left undecided.

T(-,e-A /E. Is there any pro$ision of appeal if the appraisal is at fault< OPINION NN75 No. o' Re$0o2de21$ !trongly Agree Agree #ndecided .isagree >H @B >B >B >@F ACF ?HF ?HF 161 | P a g e Pe&%e21(ge

!trongly .isagree

Ans. According to ACF of the respondents there is pro$ision of appeal if the appraisal is at fault. 3hile ?HF disagree4 >AF strongly agree and the remaining ?HF 'ere left undecided.

T(-,e-B /D. .o you thin" the present system needs any modification of change<

OPINION

NN75 No. o' Re$0o2de21$

Pe&%e21(ge

!trongly Agree Agree #ndecided .isagree !trongly .isagree

B BH B >H B

GF CCF GF >@F GF

Ans. Ma)ority of the respondents i.e. CCF thin" that the present system needs modification.

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T(-,e-=0 />H. .oes the system recogni*es the potentialities<

OPINION

NN75 No. o' Re$0o2de21$

Pe&%e21(ge

!trongly Agree Agree #ndecided .isagree !trongly .isagree

B BB + >B +

GF G@F + ?HF +

Ans. According to ACF of the respondents agree that the system recogni*es the potentialities4 'hile AHF disagree4 GF strongly agree 'hile the rest GF 'ere left undecided.

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CUESTIONNAIRE A $1)d4 o2 8Pe&'o&+(2%e A00&(3$(,8 32 OMC/ !.)-(2e$H(&

C)e$13o22(3&e 'o& (00&(3$e&

.ear !ir:Madam4 I am conducting a study on JPerformance Appraisal6 in your organi*ation as a part of course curriculum of MBA department of YANA !HARATI

Please ta"e a fe' minutes to complete this questionnaire. Mour response 'ith respect to the questions 'ill (e e2clusi$ely used for academic purpose. I 'ould request you questions 'ill (e e2clusi$ely used for academic purpose. I 'ould request you to pro$ide your fran" opinion4 information pro$ided shall (e "ept confidential.

Than" you for your cooperation.

'ame !ge

( (

Mours sincerely

) a"i*ication ( Designation +rade Department ( ( (

RUTUPARNA SAMANTARAY M!A:41. SEM;

Pa, sca"e -.perience

( (

164 | P a g e

CUESTIONS

/>. 3hat "ind of performance appraisal method do you ha$e<

/?. 3hat are the dimension of PA in your organi*ation< A Administrati$e B !elf impro$ement C Career planning . Organi*ation .e$elopment

/@. The appraisal system adopted in the organi*ation is open or closed<

/A. 3hat is the frequency or period of appraisal in your organi*ation< A /uarterly B %alf year C Mearly

/B. .oes the appraisal help in pay hi"e< Mes:,o.

/C. .oes the appraisal system help in identifying the training need of employees< Mes:,o

/G. Is the PA! regarded as a criterion for promotion < Mes:,o

/E. .oes the performance help the employees to prepare themsel$es for future action< Mes:,o.

/D. 3hether the system identifies the potentials of the employees< Mes:,o

165 | P a g e

/>H. 3hat are the qualities of the employees ta"en into account of the time of appraisal< A -no'ledge of 'or" B A(ility to do the 'or" C /uality and quantity of output . Personal qualities li"e dependa(ility4 adapta(ility4 initiati$e etc. E !pecial /ualities li"e self+confidence4 leadership etc.

/>>. .o the employees accept the critical e$aluation and modification in a positi$e manner< Mes:,o

/>?.

3hether

the

standard

of

performance

is

esta(lished

(y

management only or (y the )oint consultation (et'een the employee and the management< Mes:,o

/>@. .oes the appraiser get training for conducting the e$aluation< Mes:,o

/>A. .o you appraise the employees on (A Performance B /uality C 3ith $ision of the candidate

/>B. .o you follo' @CHH appraisal system< Mes:,o

Than"ing Mou

166 | P a g e

ss

CUESTIONAIRE FOR APPRAISE PERSONAL DATA

P#T A TIC- MA&- I, T%E AP&OP&IATE BOI

A1E7 i. ii. iii. i$. Belo' ?B years ?C to @B years @C to AB years AC and a(o$e

!EI7 Male:;emale

EDUCATIONAL CUALIFICATION i. ii. iii. i$. $. Matriculation Intermediate 1raduation Post 1raduation Any other Professional /ualification

.EPA&TME,T7 .E!I1,ATIO,7 EIPE&IE,CE7 i Belo' B years ii. C+>H years iii. >>+>B years i$. >C+?H years $. A(o$e ?H years

167 | P a g e

CUESTIONS

>. .oes the appraisal system impartial to your "no'ledge < /trong", !gree !gree 0ndecided Disagree /trong", Disagree

?. %a$e you faith and (elief in your appraiser< /trong", !gree !gree 0ndecided Disagree /trong", Disagree

@. Is he appraisal system scientific< /trong", !gree !gree 0ndecided Disagree /trong", Disagree

A. .o you thin" the appraisal system $itali*e the promotion process< /trong", !gree !gree 0ndecided Disagree /trong", Disagree

B. .oes the appraisal system help in identifying the o(stacles to performance < /trong", !gree !gree 0ndecided Disagree /trong", Disagree

C. .o you thin" the qualities on the (asis of 'hich performance is rated are gi$en equal 'eightage and importance < /trong", !gree !gree 0ndecided Disagree /trong", Disagree 168 | P a g e

G. Is your appraiser sometimes (iased < /trong", !gree !gree 0ndecided Disagree /trong", Disagree

E. Is there any pro$ision of appeal if the appraisal is at fault < /trong", !gree !gree 0ndecided Disagree /trong", Disagree

D. .o you thin" the present system needs any modification or change /trong", !gree !gree 0ndecided Disagree /trong", Disagree

>H.

.oes the system recogni*es the potentialities < /trong", !gree !gree 0ndecided Disagree /trong", Disagree

Than"ing you

169 | P a g e