Vedanta

ON

“PERFORMANCE APPRAISAL SYSTEM”

At

BALCO

SUBMITTED FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT

FOR THE AWARD OF THE DEGREE OF MASTER’S IN BUSINESS
ADMINISTRATION

SUPERVISOR: SUBMITTED BY:

Mr. AJAI GERA SHRADDHA ROY
ASSOCIATE MANAGER ROLL NO-5053606036

2007

DEPARTMENT OF MANAGEMENT STUDIES

 DISHA INSTITUTE OF MANAGEMENT AND TECHNOLOGY

DECLARATION

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

studies, Disha Institute of Management And Technology hereby declare that the
project report entitled “Performance Appraisal System with reference to BALCO”
is my own work and the matter enclosed has not been submitted for the award of
any other degree or diploma in the university or anywhere and is conducted under
the supervision of Mr. Ajai Gera (Associate Manager, HR) Balco, Korba.

I hereby declare that all the data and information which this project contains is true
as per my knowledge.

During preparation of the project I was honest about the rules and regulation of
Balco and Business ethics. And I think no data of my project harms any reader of
my project directly or indirectly.

DATE: SHRADDHA ROY

PLACE: Raipur MBA 2nd SEMESTER
 PREFACE
The personnel or human resource of an organization are its most important and valuable
assets. Therefore, the management of this resource becomes fundamental to all
administrative activities and within the management of resources, performance appraisal
occupies a significant niche and the subject matter of this study is Performance Appraisal.
Despites this phenomenal progress made in the area of Human Resource Management,
the functional and process of performance appraisal continues to remain as major
challenges, facing managers everywhere today and in the foreseeable future too.

The personnel function in developing countries such as India has several distinct traits. It
cannot be compared with the personnel function of advance countries or with that of
under-developed countries though it has certain similarities with both. The element that
causes these differences is size, ownership pattern, and style of management, government
legislation and the socio-culture milieu prevailing in India. It is also necessary to point
out that there is no uniformity in the formulation and practice of personnel policies in the
country. These variations are caused by some of the factors indicated above as well as by
the difference in each organization’s philosophy and approach to its human resources.

An attempt has been made to systematically analyze and present relevant research data.
The changes that are taking place in existing or traditional personnel functions or
practices are due to the increased importance being given to functions, such as selection
or training, by organizations wanting to identify and utilize human resources as
efficiently as possible. There is now an increasing concern for productivity and better
utilization of human resources at the plant level in an increasingly competitive
environment. These changes that are more towards expanding the role of the personnel
function could also be, to some extent, attributed to behavioral science research into the
understanding of human behavior at the work place.
 ACKNOWLEDGEMENT

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

expressing the deep regards my heart feels for all those in the world who ought to
share the fruits if these accomplishment for their precious contribution.

I would like to express my gratitude towards all those who have contributed to this
project by providing guidance and information to me. Without their help I would
not been able to complete this project. I could not have worked out the idea into
reality and lots of hands have helped me to accomplish this work and hence I would
like to acknowledge them.

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

Gera (Associate Manager- HR) for his guidance, providing constructive suggestions
and devoting his precious time from his busy schedule to my project.

My acknowledgement shall remain unfulfilled without paying my regards to my

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

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

DIMAT SHRADDHA
ROY
RAIPUR

CONTENTS
Page No.

Chapter -1 Introduction
1.1 Conceptual Framework 1-27

1.2 Introduction to BALCO 28-42

Chapter -2 Performance Appraisal System In BALCO 43-44

Chapter -3 Research methodology 45-48

3.1 Statement of the problem

3.2 Purpose of study
3.3 Objectives
3.4 Universe
3.5 Sample size
3.6 Sample unit
3.7 Source of data
3.8 Sampling Method
3.9 Data collection tools
3.10 Questionnaire
3.11 Statistical technique

Chapter -4 Data analysis and interpretation 49-52

Chapter -5 Findings 53-55

Suggestions
Limitations

-Bibliography
-Appendix
 Executive Summary

People generally come to work to do a good job. What stands in their way? There are a
variety of issues. An organization owes itself the ability to get as much from the minds of
its people as it possibly can. Developing an employee and providing a path that leads to
higher performance and individual development is often the difference between
organizational success or failure. Doing that in a way that is in alignment with the
organization’s goals is “How” this can be accomplished.

In today’s fast changing world employee appraisal and how to enhancing the
Performance of employee is one of the most important issue faced by the Human
Resource Development in analyzing and evaluating its employees as well as to retain
them. It also gives the employees a chance to look back on what they have been doing.

This project is based on enhancing employee performance through constructive appraisal

system and thus providing developmental programs. It goes in depth into what
Performance appraisal system is, what it stands for and what its impact on employee
performance. It tries to explain the advantages and effectiveness of using two way
appraisal system in the BALCO. It contains different types of approaches that can be used
in different set of conditions. The project also tries to throw light on how theory can be
put to practice.

The employees who seek development may also seek opportunity. It is easier for them to
help grow within their own organization that it is for them to switch organizations and
start new. Given development and room to grow, most employees will repay the
investment through their loyalty.

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

of employees. It provides some of the essential components of effective motivational
strategies; in particular, feedback that permits an employee to learn how well he or she is
performing; goal or objective-setting that specifies what the person should be doing; team
building that allows the employee to participate along with peers and his superiors in
solving problems that impede his productivity; and monetary incentives that reward good
performance. And special concerned to its impact on career planning programmes of
BALCO

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

my project. BALCO is one of the organizations that are using Self Performance Appraisal
system in their organizations. Here I met Mr. Ajai gera, the associate Manager of
establishment HR BALCO, who is one of the committee members of this multi-source
feedback guideline system. He told me about the feedback system they are using in
BALCO, why are they using Performance feedback, what were the programs for career
planning of employees, and their development etc.

Here the objective of this project is to analyze the effectiveness of current employee
appraisal programme which includes employee career planning and employee
development strategies adopted by the BALCO and finding out the loopholes in actual
practice.

The methodology adopted was first of all finding what planning made by organization in
terms of employee appraisal and enhancing their performance. A structured questionnaire
was prepared and certain GET’s and Executives were interviewed along with SBU Heads
and HR professionals. Open questions were also asked to them in order to get their
feedback and suggestion. Sampling was done on the basis of availability and
convenience. For the purpose a sample of 300 respondents were selected. In addition to
this I also interviewed those employees leaving the organization in this period. Their
response and suggestions were analyzed and consolidated to reach to the
recommendations.

The employee appraisal system in BALCO is up to the mark where as it compare to the
other manufacturing sector. The compensation given to the employees is best in the
industry and almost all employees are satisfied with that but the following area need more
concern subjectivity in performance appraisal not satisfactory, training and development
not adequate, no systematic job rotation, no mentoring system.

In the interview conducted it was revealed Performance appraisal system should need
improvement. Personal interview and 360° appraisal system should be introduced. Better
career path for the talented employees is inadequate. There is no description and also
there is existence of favoritism in the work place.

If these concerns are properly taken care of, then the performance of employee is
enhanced. BALCO should develop its employee career and develop them. Enhanced
Compulsory job rotation should be introduced up to 25% of employee. Training
evaluation should also be there. Role clarity must be brought in the organization by
having Job description for each employee, having properly defined reporting relationship
and clearly communicating the performance expectations.
CHAPTER ONE
INTRODUCTION
1.1 CONCEPTUAL FRAMEWORK

Human Resource are today universally acknowledged as the most valuable assets in any
organization, and it is largely due to this that enlightened management are increasingly
searching and researching for newer and better techniques of personnel management and
administration.

Performance Appraisal has acquired a new dimension as a result of the HRD movement.
Despites the increasing research done by behavioral scientists, man still remains a very
complex person, capable at the same time, however, of extremely high performance
levels given the proper environment and motivation. Rao defines HRD as a process that
continuously helps the employees in a planned way to acquire and sharpen capabilities
needed for present and future work, to help them discover their potential and to develop
an organization culture where collaboration and teamwork are valued. Performance
Appraisal plays a key role in achieving the objectives of HRD. It can be used for
performance planning and culture building. Appraisal can help in identifying
development areas and growth potential. It can also be used for performance reviews and
counseling. Effective appraisals should help in identifying strength and weakness of
employees so that subsequent training and development activities can be used to reinforce
strengths and overcome the weaknesses of the employees. Hence the appraisal is not
merely a tool to judge the performance of the employees in the previous year, but also an
opportunity to tap their potential and discover mechanisms to bring that potential the
surface.
In simple terms, Performance Appraisal may be understood as the assessment of an
individual’s performance in a systematic way, the performance being measured against
such factors as job knowledge, quality and quantity of output, initiative, leadership
abilities, supervision, dependability, co-operation, judgment, versatility, health, and the
like. Assessment should not be confined to past performance alone. Potentials of the
employee for future performance must also be assessed.
A formal definition of performance appraisal is: It is a systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential
for development. A more comprehensive definition is: Performance Appraisal is a
formal, structured system of measuring and evaluating an employee’s job related
behaviors and outcomes to discover how and why the employee is presently
performing on the job and how the employee can perform more effectively in the
future so that the employee, organization, and society all benefit.

Formal appraisal of an individual’s performance began in the Wei dynasty (A.D. 221-
265) in China, where an Imperial Rater appraised the performance of members of the
official family. A formal appraisal program has been perceived to be equally important in
Indian business and industry, and a number of firms conduct it in one form or the other.
In industry, performance appraisal is a systematic evaluation of personnel by superiors or
others familiar with their performance because employers are interested in knowing about
employee performance. Employees also wish to know their position in the organization.
Appraisals are essential for making many administrative decissions: selection, training,
promotion, transfer, wage and salary administration etc. Performance Appraisal thus is a
systematic and objective way of judging the relative worth or ability of an employee in
performing his tasks well and those who are not and the reason for such performance.
In public enterprises, however, personnel management in the early years tends to follow
the government procedures, but for the last two decades or so we see managements
becoming increasingly aware of the necessity to professionalize personnel administration.
The diversity of procedures and techniques for performance appraisal, ranging from much
too prosaic too much too elaborate prevailing in the business and industrial
establishments is positive staggering.
Evaluation of employees is one of the most universal practices of management. It is
applied formally or informally to all employee-operatives, technical, professional and
executive. Many companies use formal plans primarily in connection with operative
employees. The success of formal plans of evaluation depends upon the case with which
they are planned, operated and controlled.

Objectives of Performance Appraisal

Data relating to performance assessment of employees are recorded, stored, and used for
several purposes. The main purposes of employee assessment are:
1. To effect promotions based on competence and performance.
2. To confirm the services of probationary employees upon completing the
probationary period satisfactorily.
3. To assess the training and development needs of employees.
4. To decide upon a pay raise where (as in the unorganized sector) regular pay
scales have not been fixed.
5. To let the employees know where they stand insofar as their performance is
concerned and to assist them with constructive criticism and guidance for the
purpose of their development.
6. To improve communication. Performance Appraisal provides a format for
dialogue between the superior and the subordinate, and improves understanding
of personal goals and concerns. This can also have the effect of increasing the
trust between the rater and the ratee.
7. Finally, performance appraisal can be used to determine whether HR programmes
such as selection, training, and transfers have been effective or not.
Broadly, performance appraisal serves four objectives –
(i). Developmental uses- Identification of individual needs.
Performance feedback.
Determining transfers and job assignments.
Identification of individual’s strengths and developmental needs
(ii). Administrative uses/Decisions- Salary
Promotion
Retention or Termination
Recognition of individual’s performance
Lay-offs
Identification of poor performers
(iii) Organizational Maintenance/objectives- HR planning
Determining organization training needs
Evaluation of organizational goal achievement
Information for goal identification
Evaluation for HR system
Reinforcement of organizational development
needs.
(iv) Documentation- Criteria for validation research
Documentation for HR decisions
Helping to meet legal requirements

Performance Appraisal and Competitive Advantage

The objective of performance appraisal, listed above, points out the purposes that such an
exercise seeks to meet. What needs emphasis is that performance evaluation contributes
to firm’s competitive strength. Besides encouraging high level of performance, the
evaluation system helps identify employees with potential, reward performance equitably
and determine employee’s need for training.
Specifically, performance appraisal helps an organization gain competitive edge in the
following way.
 Improving
Performance
Strategy and
Behaviour Making Correct
Decisions

Competitive
Advantage
Ensuring Legal
Values and Compliance
Behaviour

Minimizing
Dissatisfaction
and Turnover

Improving Performance –
An effective appraisal system can contribute to competitive advantage by improving
employee job performance in two ways- by directing employee behavior towards
organizational goal and by monitoring that behavior to ensure that the goals are met.

Making Correct Decisions –

Appraisal is a critical input in making correct decisions on such issues as pay raise,
promotion, transfer, training, discharges and completion of probationary periods. Right
decisions on each of these can contribute to competitive strength of an organization. If
promotion is made on performance, the promote feels motivated to enhance his or her
performance.

Ensuring Legal Compliance-

Promotion made on factors other than performance might land up a firm in a legal battle,
thus diverting its focus on non-productive areas. Organizations can minimize costly
performance –related litigation by using appraisal systems that give fair and accurate
ratings.

Minimizing Job Dissatisfaction and Turnover –

Employees tend to become emotional and frustrated if they perceived that the ratings
they get are unfair and inaccurate. Such employees find that the efforts they had put in
became futile and obviously get demotivated.
Dissatisfaction in the job sets in and one of the outcomes of job dissatisfaction is
increased turnover. Fair and accurate appraisal results in high motivation and increased
job satisfaction. An organization having satisfied and motivated employees will have an
edge over its competitors.

Consistency Between Organizational Strategy and Behavior –

An organization needs a strategy consistent with the behavior of its employees if it were
to realize its goals. A truism of organizational life is that people engage themselves in
behaviors that they perceive will be rewarded. As employees want to be rewarded, they
tend to occupy themselves more with those activities on which the organization
emphasizes. The performance appraisal becomes not only a means of knowing if the
employees behavior is consistent with the overall strategic focus, but also a way of
bringing to the fore any negative consequence of the strategy-behavior fit. Thus, the
performance appraisal is an important organizational mechanism to elicit feedback on the
strategy- behavior link.

Organizational Strategy and Performance Appraisal-

The performance appraisal system serves many organizational objectives and goals.
Besides encouraging high level of performance, the evaluation system is useful in
identifying employees with potential, rewarding performance equitably, and determining
the employees need for development. These are all the activities that should support the
organizations strategic orientation.

APPRAISAL PROCESS
Each step in the process is crucial and is arranged logically. The process as shown in
figure is some what idealized. Many organizations make every effort to approximate the
ideal process, resulting in first-rate appraisal systems. Unfortunately, many other fails to
consider one or more of the steps and, therefore, have less effective appraisal system.

Objectives of
Performance Appraisal
 Establish Job
Expectations

Design an
Appraisal Program

Appraise
Performance

Performance
Interview

Use Appraisal Data For

Appropriate Purpose

The Performance Appraisal Process

1. Objectives of Appraisal – Objectives of appraisal includes effective

promotions and transfers, assessing training needs, awarding pay increases, and the like.
The emphasis in all these is to correct the problems. These objectives are appropriate as
long as the approach in appraisal is individual. Appraisal, in future, would assume system
orientation. In the system approach, the objective of appraisal stretch beyond the
traditional ones.
In the system approach, appraisal aims at improving the performance, instead of merely
assessing it. Towards this end, appraisal system seeks to evaluate opportunity factors.
Opportunity factors include the physical environment such as noise, ventilation and
lightings, available resources such as human and computer assistance; and social
processes such as leadership effectiveness. These opportunity variables are more
important than individual abilities in determining work performance.
In the system approach, the emphasis is not on individual assessment and rewards
or punishments. But it is on how the work system affects an individual’s performance. In
order to use a systems approach, managers must learn to appreciate the impact that the
system level factors have on individual performance, and subordinates must adjust to the
lack of competition among individuals. Thus, if a systems approach is going to be
successful, the employee must believe that by working towards shared goals, everyone
will benefit.

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

to establish job expectations. This includes forming the employees what is expected of
him or her on the job. Normally, a discussion is held with his or her superior to review the
major duties contained in the job description. Individuals should not be expected to begin
the job until they understand what is expected from them.

3. Design Appraisal Programme – Designing an appraisal programme

poses several questiones, which need answers. They are, (i) Formal versus informal
appraisal; (ii) Whose performance is to be assessed? (iii) Who are the raters? (iv) What
problem are encountered? (v) How to solve the problems? (vi)What should be evaluated?
(vii) When to evaluate? (viii) What methods of appraisal are to be used?

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

the performance. We revert to the moral of the story narrated in the beginning of this
chapter. The moral taught us that we need to measure the performance and not mere
activities.
What then is performance? Performance is essentially what an employee does or does not
do. Employee performance common to most jobs include the following elements:
 Quantity of output
  Quality of output
 Timeliness of output
 Presence at work
 Cooperativeness.
In addition to these, other elements that deserve assessment, as told in the beginning of
this chapter, are job knowledge, leadership abilities, judgment; supervision, versatility
and health assessment should also include one’s potential to performance and not just
actual performance.
Performance measurement needs to be based on the benchmarks listed above. These
benchmarks vary from job to job. The job of a professor needs to be assessed against
parameters that are different to those used to evaluate the performance of a sales
representative.
5. Performance Interview -Performance interview is another step in the appraisal
process. Once appraisal has been made of employees, the raters should discuss and
review the performance with the ratees, so that they will receive feedback about where
they stand in the eyes of superiors. Feedback is necessary to effect improvement in
performance, especially when it is inadequate. Specifically, performance interview has
three goals: (i) to change behavior of employees whose performance does not meet
organizational requirements or their own personal goals, (ii) To maintain the behavior of
employees who perform in an acceptable manner, and (iii) To recognize performance
behaviors so that they will be continued.
Raters offer feedback to the ratees through several methods – tell and sell, tell and listen,
problem solving and mixed. In tell and sell, also called directive interview, the
interviewer lets assesses know how well they are doing and sell them on the merits of
setting specific goals for improvement, if needed. They tell and listen interview provides
the subordinates with chances to participate and establish a dialogue with their superiors.
Its purpose is to communicates the rater’s perceptions about the ratee’s strength and
weaknesses and let the subordinates respond to those perceptions. In the problem-solving
or participative interview, an active and open dialogue is established between the superior
and the subordinate. Not only are perceptions shared, but also solutions to problems are
presented, discussed, and sought. Mixed interview is a combination of tell and sell and
problem-solving interviews.
Whatever be the approach followed, the emphasis in the interview should be on
counseling and development and not on critism, witch-hunting and buck passing.
Because of the significance of appraisal interview, every effort must be made to make it
effective. Guidelines given in the table will help make the interview successful.

Guidelines for Effective Appraisal Interview

 Select a good time
 Minimize interruptions
 Welcome, set at ease
 Start with something positive
 Ask open-ended questions to encourage discussion
 Listen
 Manage eye contact and body language
 Be specific
 Rate behavior, not personality
 Layout development plan
 Encourage subordinate participations
 Complete form
 Set mutually agreeable goals for improvement
 End in a positive, encouraging note
 Set time for any follow-up meetings
 6. Use of Appraisal Data
The final step in the evaluation process is the use of evaluation data. The data and
information generated through performance evaluation must be used by the HR
department.
It may be recollected that the most significant rewards employers offer to employees are:
1. Money to purchase goods and services required not only for current and future
survival, but also for the luxuries modern life has to offer.
2. Te opportunity to use innate and learned skills and talents in a productive manner
that the individual and his or her managers and co-workers recognize as valuable.
3. Opportunities to interact with other people in a favorable working environment.
4. Opportunities to learn, grow, and make full use of their potential.
5. A sense of performance and stability through the continuing existence of the
organization and the job.
6. The opportunity to perform work assignments within an environment that not
only protects, but promotes physiological, emotional and psychological health.
In one way or another, data and information outputs of a performance-appraisal
programme can critically influence these coveted employer-employee reward
opportunities. Specifically, the data and information will be useful in the following
areas of HRM:
1. Remuneration administration
2. Validation of selection programmes
3. Employee training and development programmes
4. Promotion, transfer and lay-off decisions
5. Grievance and discipline programmes
6. HR planning.

Problem of criterion
Differentiating between individuals is easy provided one knows what aspects to take into
account. A very broad definition of criterion is “that refers to the evaluative standards
which measures a person’s performance, attitudes, etc.” At the lower levels of an
organization, there are specific jobs, and certain tangible and objective standards of
performance can be identified. Further up in the hierarchy, jobs become more complex
and clear-cut, tangible standards of performance are difficult to specify. Irrespective of
the level, by and large, most companies use eleven performance measures : quantity of
work, quality of work, waste and breakage, money earned, job knowledge, job tenure,
absenteeism, rate of advancement, self-judgment by supervisors. These measures can be
classified into three broad categories:
1. Personal Data
2. Production Data
3. Judgmental Data

Personal Data: This includes personal history, number of times one has been absent,
number of grievances, accidents, breakage, etc., all of which are often used to
differentiate between good and bad performers, they studied what personal variables
made them “good” or “bad” performers. However, there is little evidence to suggest that
personal data can predict job performance. It is extremely risky to use personal data as an
indicator of performance. In fact, several studies suggest that the relationship between
personal data measures and production measures is often very often very low. Thus, if
these factors are used to define job success they should be considered relevant criteria in
their own right, rather than simple substitutes for more direct measures of job
productivity.

Production Data: Rate and quality of work, and money earned, are direct measures of
performance. These can range from units produced per hour to money earned or lost.
Production data are useful for evaluating the performance of people only in some jobs
and at some levels. Staff jobs vis-à-vis line jobs, higher level jobs vis-à-vis lower level
ones, and performance in service organizations vis-à-vis production or engineering
organizations are difficult to evaluate, if production is the only thing to be considered .
Despites the fact that clear-cut output measures are available for some jobs; production
data are not the most frequently used measure of performance. They have been used less
extensively that can be expected. Initial studies on production as a measure of
performance suggest that the time period between measures can make a substantial
difference to the accuracy of the data. To get correct pictures of production and output,
several samples over a number of time periods should be taken.

Judgmental Data: These include self-judgment, judgment by peers and superiors, and
sometimes knowledge of the job. It is one of the most commonly used indicators of
performance, and probably the one most loaded with errors and problems. Most of the
problems arise because it is based on subjective assessment either by the individual, or by
another individual for him. It is almost impossible to objectify subjective judgments.
Merely giving two persons an answer to an essay test, and examining the reason for their
evaluation can gauge the difficulty of using this indicator.

Performance Appraisal Methods:

1. Confidential Report: This is the traditional way of appraising employee
performance. A confidential report by the immediate supervisor is still a major
determinant of the subordinate’s promotion or transfer. The supervisor writes
about a paragraph on his subordinate’s strengths, weaknesses, intelligence,
attitude to work, attendance, conduct and character, work efficiency, etc. The
format and pattern of the report varies with each supervisor. Form-1 and Form-2
gives examples of both unstructured and structured confidential report simply
asks supervisors to estimate personal qualities and capabilities-particularly
reliability, judgment, adaptability, etc. The superior is free to combine them in
assessing the performance of the employee. The sample in form-2 gives 15 traits
and characteristics and is so structured that the supervisor can give his comments
on each one of them specifically and separately. The latter type of confidential
 report generates more data and information, in well-defined categories, then does
the former variety.

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

in the hands of superiors to assess their subordinates. It is a systematic evaluation
of an employee by some other qualified person who is familiar with the
employee’s performance. These methods assess the degree of certain qualities
required for the job such as industriousness, reliability and dependability. The
degree is usually measured on a scale, which can vary from 3 points (good,
average, and poor) to several points. This appraisal form defines not only traits
and characteristics, but also scales positions. To some extent, it overcomes the
abstractness of numerical scales.
Common limitations of improperly designed merit rating system are:
- it is just a record of opinion
- there are zones of uncertainty
- rating seldom tells the whole story
- rating depends on raters ability and personal bias.

3. Ranking System: One of the disadvantages of the rating system is that it permits
similar total scores for two or more individuals. The ranking system obviates this
problem. The rater simply ranks employees in order of merit, which determines
the employee’s ratings. Ranking can be determined either by looking at the total
individual and then ranking him in relation to others; or by first identifying
several relevant traits, ranking employees separately on each of these traits, and
then cumulating these trait rankings to arrive at the final employee ranking. The
ranking system is simple, natural and useful when the number of employee
evaluated by the same superior is small.
Two disadvantages of the ranking system are:
 1. It is difficult to rank employees apart from and between the top and
bottom extremes; finer judgment has to be exercised here, which increases
chance of errors.
2. The task of ranking individuals is difficult when there are over 20 or 25
cases.

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

which of the two workers is superior, instead of having to arrange members of a
large group of workers in order of excellence. It makes the rater compare one
employee systematically with the others individually. The supervisor is provided
with a bunch of slips each containing a pair of names. The rater puts a tick mark
against the individual whom he considers the better of the two. The maximum
number of pairs is indicated by the formula N(N-1)/2 , where N=total number of
this method is that in a permutations and combinations increases, requiring more
time from the evaluator. One disadvantage of this method is the number of
permutations and combinations increases, requiring more time from the evaluator.

3. Forced Choice Method: The forced choice rating forms contains a series of
groups of statements and the rater checks how effectively the statements describes
each individual being evaluated. The rater is required to choose from several sets
of adjectives or phrases, which best characterize the officer and which are most
descriptive. This is also sometimes called a check list statement. The forced
choice method attempts to make performance evaluation more objective.

4. Critical Incident Method: This involves three steps: A list of noteworthy (good
or bad) on-the-job behavior, usually of specific instances, is first prepared. A
group of experts then assign scale values to them. A group of experts then assign
scale values to them, depending upon the degree of desirability for the job. The
third step is constructing a checklist that includes incidents that define “good” and
 “bad” workers. Subsequently, superiors use these list for evaluating the worker.
This method has to identify key areas in which employees are weak or strong. It
emphases rating on objective evidence rather on the subjective evolution of
trades. Finally, the supervisor finds counseling easier since he knows his
subordinates weakness.

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

subordinates into performance categories such as outstanding, good, poor, etc. the
rater distribute his subordinate his subordinates on scale locations which can be
top 10 percent to bottom 10 percent, or any variation of percentages with values
in between. The most often used distribution is 10, 20, 40, 20, 10 percent, which
equates with a normal distribution. This method is useful for rating a large no.of
employee.

Problems in Performance Appraisal:

None of the methods for appraising performance is absolutely valid or reliable. Those
appraisal methods involve judgments of one kind or the other. The error of “central
tendency” and the error of leniency are inherent in the process. The central tendency error
refers to the tendency of not using extreme scale scores on the judgment scales; most of
the rates are clustered in the middle. Errors of leniency are caused by the tendency of the
lenient rates to put most of the ratees on the higher sides of the scale, while the tough
rater places them on the lower side of the scale.
Another problem is the “halo effect” or the tendency to allow the assessment on one trait
to influence assessment on others. This arises when traits are unfamiliar, ill defined, and
involves personal reaction. Another source of errors in performance evaluation is
criterion contamination and bias because of variety of circumstances and functions
beyond the control of the rater and the ratee. These are critical biases, and must be taken
into account to make appraisals as objective as possible. Blum and nylon discuss the
source of bias:
Opportunity bias: This results when the amount of output is influenced by factors
beyond the control of employees. Some employees have better working conditions,
supportive supervisors, more experienced co-workers, and hence their output may be
greater than those others working on identical tasks.

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

his performance. Cohesive group with high morale can produce more than less cohesive
groups. Since the individual’s performance is greatly determined by the group’s definition
of a fair day’s work, this factor must be kept in mind while evaluating the individual
employee’s performance.

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

on predictors can influence his appraisal rating. An employee who topped in the selection
list might leave the impression that he is the best among the employees, and hence may
railroad the rater to better evaluation despite a moderate performance. The rater should
never be permitted to have access to the employee’s solutions data.

Bias in rating: The rater’s own biases and competence in rating can influence the
objective of performance appraisals. The halo effect, rater’s training, central tendency
errors, etc are examples of this “contamination”.
Although all appraisal methods are subject to validity and reliability tests there is very
little evidence on these two counts. Since most appraisal methods involve personal
judgment, it is difficult to ascertain their reliability and validity. Group appraisal methods
and rating by multiple judges are some techniques, which can make evaluations reliable
and valid. However there success is highly debatable.

Are Performance Appraisals Still Beneficial And Appropriate?

It is sometimes fashionable in the ‘modern age’ to dismiss traditional processes such as
performance appraisals being irrelevant or unhelpful. Be very wary however if
considering removing appraisals from your own organizational practices. It is likely that
the critics of the appraisal process are the people who can’t conduct them very well. It’s a
common human response to want to jettison something that one finds difficult. Appraisals
– in whatever form, and there are various – have been a mainstay of management for
decades, for good reasons. Think about everything that performance appraisals can
achieve and contribute to when they are properly managed.
 Performance measurement- transparent, short, medium and long term
 Clarifying, defining, redefining priorities and objectives
 Motivation through agreeing helpful aims and targets
 Motivation through achievement and feedback
 Training needs and learning desires – assessment and agreement
 Identification of personal strengths and direction – including unused hidden
strengths
 Career and succession planning – personal and organizational
 Team roles clarification and team building
 Organisational training needs assessment and analysis
 Appraisee and manager mutual awareness, understanding and relationship
 Resolving confusions and misunderstandings
 Reinforcing and cascading organizational philosophies, values, aims, strategies,
priorities, etc
 Delegation, additional responsibilities, employee growth and development
 Counseling and feedback
 Manager development – all good manager should be able to conduct appraisals
well – it’s a fundamental process
 The list goes on…
People have less and less face-to-face time together these days. Performance appraisals
offer a way to protect and manage these valuable face-to-face opportunities. My advice is
to hold on to and nurture these situations, and if you are under pressure to replace
performance appraisals with some sort of (apparently) more efficient and cost effective
method, be very sure that you can safely cover all the aspects of performance and
attitudinal development that a well-run performance appraisals system is naturally
designed to achieve.
There are various ways of conducting performance appraisals, and ideas change overtime
as to what are the most effective appraisals methods and systems. Some people advocate
traditional appraisals and forms; other prefer 360 degree type appraisals.
In fact performance appraisals of all types are effective if they are conducted properly,
and better still if the appraisal process is clearly explained to, agreed by, the people
involved.

Purpose of Performance Appraisal and How to make it easier

Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feed into
business planning. Formal performance appraisals are generally conducted annually for
all staff in the organization. Staff members are appraised by their line manager. Directors
are appraised by the CEO, who is appraised by the chairman or company owners,
depending on the size and structure of the organization.
Annual performance appraisals enable management and monitoring of standards,
agreeing expectations and objectives and delegation of responsibilities and tasks. Staff
performance appraisals also establish individual training needs and unable organizational
training needs analysis and planning. Performance appraisals also typically feed into
organizational annual pay and grading reviews, which commonly also coincides with the
business planning for the next trading year.
Performance appraisals generally review each individual’s performance against
objectives and standards for the trading year, agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and succession planning for
individuals, crucial jobs, and for the organization as a whole.
Performance appraisals are also important for staff motivation, attitude and behavior
development, communicating and aligning individual and organizational aims, and
fostering positive relationships between management and staff.
Performance appraisals provide a formal, recorded, regular review of an individual’s
performance, and a plan for the future development.
Job performance appraisals- in whatever form they take- are therefore vital for managing
the performance of people and organizations.
Managers and appraisees commonly dislike appraisals and try to avoid them. To these
people the appraisal is daunting and time consuming. The process is seen as a difficult
administrative chore and emotionally challenging. The annual appraisal is maybe the only
time since last year that the two people have sat down together for a meaningful one to
one discussion. No wonders then that appraisal are stressful- which then defeats the
whole purpose. There lies the main problem and the remedy.
Appraisals are much easier, and especially more relaxed, if the boss meets each of
the team members individually and regularly for one-to-one discussion throughout
the year.
Meaningful regular discussion about work, career, aims, progress, development, hopes
and dreams, life, common interests, etc., whatever, makes appraisals so much easier
because people then know and trust each other which reduces all the stress and the
uncertainty.
Put off discussions and of course they loom very large.
So don’t wait for the annual appraisal to sit down and talk.
The boss or the appraisee can investigate this.
If you are an employee with a shy boss, then take the lead.
If you are a boss who rarely sits down and talks with the people – or whose people are
not used to talking with their boss- then set about relaxing the atmosphere and improving
relationships. Appraisals (and work) all tend to be easier when people communucate well
and know each other.
So sit down together and talk as often as you can, and then when the actual formal
appraisals are due everyone will find the whole process to be far more natural, quick, and
easy – and a lot more productive too.

Challenges of Performance Appraisal

With the increase significance of performance appraisal, confronting the system is
mounting. One serious challenge facing the performance appraisal system relates to
assessment of self managed teams. Popularly called empowered teams, these self-
managed teams create special challenges for performance appraisal- empowered teams
performs without supervisors. Historically, if one recalls, it is the supervisor who assesses
the performance of his or her subordinates. Another challenges is that both, individual
and team performance, need to be measured. A suitable device needs to be enhancing
productivity. Other challenges are:
 Creates a culture of excellence that inspires every employee to improve and lend
himself or herself to be assessed
 Align organizational objectives to individual aspirations
 Clear growth paths for talented individuals
 Provide new challenges to rejuvenate careers that have reached the plateau stage
 Forge a partnership with people for managing their careers
 Empower employees to make decisions without the fear of failing
 Embed teamwork in all operational processes
 Debureaucratise the organization structure for ease for flow of information.

Appraisals, Social Responsibility and the Whole Person Development

There is increasingly a need for performance appraisals of staff and especially managers,
directors and the CEO’s, to include accountabilities relating to corporate responsibility,
represented by various converging corporate responsibility concept including: the ‘Triple
Bottom Line’ (‘profit people planet’); corporate social responsibility (CSR);
Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must
decide the extent to which this accountability is reflected in job responsibilities; which
would then naturally feature accordingly in performance appraisals. More about this
aspect of responsibility is in the director’s job descriptions section. Significantly also,
while this appraisal outline is necessarily a formal structure this does not mean that the
development discussed with the appraisee must be formal and constrained. In fact the
opposite applies. Appraisals must address ‘whole person’ development – not just job
skills or the skills required for the next promotion. Appraisals must not discriminate
against anyone on the grounds of age, gender, sexual orientation, race, religion, disability,
etc.
It is particularly important to avoid any comments, judgments, suggestions, questions or
decisions that might be perceived by the appraisee to be based on age. Age along with the
other characteristics stated above, is not a lawful basis for assessing and managing
people, unless proper ‘objective justification’ can be proven.
When designing or planning and conducting appraisals, seek to help the ‘whole-person’
to grow in whatever direction they want, not just to identify obviously relevant work
skills training. Increasingly, the best employers recognize that growing the ‘whole person’
promotes positive attitudes, advancement, motivation, and also develops lots of new
skills that can be surprisingly relevant to working productively and effectively in any sort
of organization.
Developing the whole person is also an important aspect of modern corporate
responsibility, and separately, whole person development is a crucial advantage in the
employment market, in which all employers compete to attract the best recruits, and to
retain the best staff.
Therefore in appraisals, be creative and imaginative in discussing, discovering and
agreeing ‘whole person’ development that people will respond to, beyond the usual job
skill-set, and incorporate this sort of development into the appraisal process.
What factors make Performance Appraisal legally defensible?
One reason companies use performance appraisals is to have some legally defensible
means of making employment and job decisions that will
(A) Discourage frivolous law suits in the first place, or
(B) Ensure the company is likely to win a court decision if the law suits goes to court.
Performance appraisals can provide some protection provided they are done
properly. If they are not done properly, then they become weapons for the other
side in court cases, particularly in the areas of discrimination accusations and
EEOC complaints.
Keeping in mind that it is always the courts that decide, and they decide on the merits of
a particular case, and that this should not be construed as legal advice, what are the
characteristics of performance appraisal systems that are legally defensible?
 Employees are involved in establishing performance standards for their
position
 Standards used are relevant to the essential elements of the job, and are clearly
documented in writing
 Employees are informed of, understand, and sign off on critical job
requirements and expectations before the appraisal
 The system should not be based on comparisons between employees
 The performance appraisal is done annually and documentation of
performance discussions is done properly
 Employees are allowed and encouraged to add their comments and responses
any performance appraisal documentation. Managers who do performance
appraisals must be provided with training
 Employees are informed of any performance reviews, and given an
opportunity to advance of the formal performance reviews, and given an
opportunity to rectify the problems.
Why Performance Appraisal fails is summarized as follows:
1. The supervisor plays the dual and conflicting role of both judge and helper.
2. Too many objectives often cause confusion.
3. The supervisor feels that subordinate appraisal is not personally rewarding.
4. A considerable time gap exists between two appraisal programs.
5. The skills required for daily administration and employee development are in
conflict.
6. Poor communication keeps employees unaware about what is expected from
them.
7. There is a difference of opinion between the expectations of a supervisor and a
subordinate, reflecting the latter’s performance.

Some other studies found:

1. Greater variation between raters than between ratees.
2. Feedback on appraisal is generally unpleasant for both supervisor and
subordinates.
3. Very few supervisors possess the tact and insight to tell employees constructively
how to improve their performance.
The observations imply that supervisors in appraising their subordinates, and that pay
little attention is paid by supervisors in appraising their subordinates, and that a gulf
exists between decisions and their actual execution.
Any appraisal program will involve time and money. The wise manager should plan a
program with the minimum cost to give the maximum benefit. The rationale for using any
particular method should be determined by the size, financial resources, and philosophy
of the organization. Confidential report, peer rating or self-appraisals, requires less time
and resources compared to some other methods. Besides self-appraisal generates self-
growth. It is often said that supervisors avoid playing the role of judge. They feel uneasy
criticizing a subordinate’s performance and are anxious least their adverse appraisal
might hold up a promotion, salary increase or an unwanted transfer.
Appraisal Interview:
Evaluation whether positive or negative can be very useful if it is communicated to the
employee. Many organizations require their supervisors, managers, and other raters to
have periodic discussions with employees about their performance and particularly to
communicate any negative evaluation so that the employee gets a chance to “explain”.
Appraisal interview serves these broad purposes:
1. They provide feedback to the employee that helps him ensure appropriate
performance in future.
2. They help the organization to get some idea of its working. Often problems and
issues raised by employees, difficulties faced in the execution of their duties, and
way and means to improve the functioning, are brought to the surface.
3. The organization can ascertain the training needs of its employees, which is very
important.
Given the socio economic conditions in India, employer has a social obligation to ensure
continuity of jobs for their employee. An appraisal interview gives an opportunity to the
rater to access the abilities of the employee and if necessary, suggest suitable remedial
measures.

Management By Objectives:
Whatever may be the nature and strength of resistance to the performance appraisal,
managements cannot relinquish this practice. Without employee appraisal, salary
increase, reassignments or promotions cannot be administered rationally. Each of these
areas has its specific problems and one of the solutions of modern times has been offered
by Peter Drunker’s concept of management by objectives (MBO).
MBO calls on the subordinate to set his short-term performance goals in consultation
with his superior, the subordinate appraises his own performance by evaluating it vis-à-
vis the goals. Before establishing a goal, the individual studies his job, assesses his
potentialities, and formulates some specific plans to reach the goals. The supervisor is not
the evaluator, but directs the goal setting process to ensure that it matches the objectives
of the organization.
MBO differs significantly from the traditional approach, for it shifts the emphasis from
“appraisal” to “analysis”. The subordinate is no longer examined by his superior for his
weaknesses, but examines himself to ascertain his strength and potential. It assumed that
the individual knows, or is capable of learning, more than any one else about his own
needs, strength and weaknesses.
Employees cannot bear criticism and discussion of their personality traits, mannerisms,
etc. In MBO, the accent is on performance – the actions related to the goals rather than to
the individual’s personality. The superior helps the subordinate reach his own goals by
specifying the steps.
One major problem that companies face in implementing MBO is in defining objectives.
In the same organization, the purpose of the worker is different from that of management.
Once this hurdle is overcome, implementing MBO becomes easier.
CHAPTER ONE
1.2 COMPANY PROFILE

Production of aluminum is second highest after steel. Has established it’s utility in every
field of our life. The entry requirement of aluminium was imported before 20 th century.
The bauxite mining was just started during this century. In 1912, Indian Aluminium
Company was found in Chennai to fabricate sheets from imported metal. Six years later,
another company was formed at Kolkata, which along with the Indian aluminium
company amalgamated with “ALCON GROUP in 1939.
The foundation of primary aluminium industry was laid in 1943 with the establishment of
2500 tones capacity aluminium smelter by Indian aluminium company (INDAL) at
Kerala with it’s operation based on imported aluminium, in 1944, aluminium corporation
of India setup an integrated aluminium plant at west Bengal second Smelter at Hirakund,
Orissa was setup in 1959 with the production capacity of 10000 tones per annum that was
raised to 20000 tones in 1961. Hindustan Aluminium corporation (Hindalco) was setup
it’s integrated aluminium complex with a capacity of 20000 tones of primary metal.
Madras aluminium Company (MALCO) was setup a Smelter unit in Tamilnadu in 1965.
Al these companies were in private sector management and operated with financial
holding & technological tie-ups with foreign companies.
Bharat Aluminium Company Limited (BALCO) is the first producer of aluminium in
public sector at an initial cost of Rs. 350 Crores & Authorized capital of Rs. 500 Crores.
From government of India with its registered office at New Delhi.
BALCO

Bharat Aluminium Co. Ltd. (BALCO) was incorporated in the year 1965 as a Public
Sector Undertaking (PSU). BALCO has several “firsts” to its credit. It is the first public
sector enterprise in the country, which started producing aluminium in 1975. In 1987-88,
a captive power plant of 270 MW was added to cater to the power requirement of the
unit. BALCO has been the first in the Indian Aluminium Industry to produce the Alloy
Rods, which is a Feedstock for all Aluminium Alloy Conductors, needed for today’s
power transmission lines. Till 2001, BALCO was a public sector enterprise owned 100%
by Government of India (GoI). In the year 2001, GoI divested 51% equity and
management control in favor of Sterlite Industries (I) Limited.

In the last 41 years, BALCO has built up a production capacity of 200,000 tonnes per
annum of alumina production capacity, 350,000 tonnes per annum of smelting capacity
and expanded its fabrication facility to include three Properzi Rod Mills, three pig casting
machines, integrated hot and cold rolling mills, and captive power plants of 810MW
capacity

Bharat Aluminium Company Ltd. (BALCO) has been closely associated with the Indian
aluminium industry, playing a pivotal role in making aluminium a leading metal with
myriad uses ranging from household and industrial requirements to aerospace
applications. BALCO is part of Vedanta Resources, a London listed metals and mining
major with Aluminium, Copper and Zinc operations in UK, India and Australia.
HISTORICAL BACKGROUND

A number of events & decision as well as lack of decision were responsible for the
situation confronting the new CMD in Oct. 1991.
Balco was conceived as an primary Producer of Aluminium inclusions ding ingots, wire
rods, extrusions & rolled products. The company was formed in 1965, & the project was
subsequently formulated.

The Alumina plant (2 lakhs TPA capacity) was set up with the technical Collaboration
with erstwhile USSR co. consequently until 1982, BALCO operated only one Pot line.
After considerable debate, the captive power plant was located adjacent to the NTPC
super thermal power station at KORBA in order to share some common infrastructure
facilities & not inside the premises of BALCO. The plant was procured form GEC-
ALSTOM and Commissioned in 1987. Mean while, a high-powered committee (copula)
visited BALCO in 1982 and ordered the supply power to BALCO from the super thermal
power station of NTPC to enable commissioning of the second Pot line.

Though all the units of the plant were not completely commissioned, manpower had been
recruited. Since its inception in 1965, BALCO has had all chief executives inducted from
outside the industry.
Until 1989, the demand for Aluminium was in excess of supply and Aluminium was a
controlled commodity. The company was unprepared for this, being the highest cost
Producer, with few value added products, little contact with end users and no experience
in selling.

VISION
“To achieve global standards of excellence in productivity and customer
satisfaction”
The Bharat Aluminium Co. Ltd. (BALCO) culture finds expression in its five core
values:
1. Commitment to excellence
2. Commitment and competence of the people
3. Customer satisfaction
4. Globally one of the lowest cost producers
5. Team work
At BALCO, there is a constant effort to improve in all areas of operations.
Plans are afoot to modernize the existing infrastructure to bring it on par with the best in
the world.

BALCO

B – Building on Teamwork
A – Ambitious Targets
L – Leadership Pursuits
 C – Customer Delight
O – Operational Excellence
GENERAL INFORMATION

 Government of India set up BALCO in 1965.

 Integrated Aluminium Complex producing Aluminium metal from Bauxite.
 Present capacity to produce 100,000 TPA of Aluminium, 200,000 TPA of Alumina
and has value added facilities for Properzi wire rod, sheets and coils and extruded
products.
 BALCO was the first big ticket disinvestments in the country.
 Number of steps taken for turn around of BALCO.
 Major capacity expansion involving 6000 Crores under execution.

GEOGRAPHIC LOCATION

Nearest town and railway station is Korba.

Korba is well connected with Champa (55 km by road) and Bilaspur (115 km) by state
highway. Both Bilaspur and Champa are important stations on Mumbai- Howrah route.
Nearest airport is Raipur about 220 km by road
HIGHLIGHTS

Capacity of 200,000 tpa of calcined Alumina, 350,000 tpa of aluminium metal and
810MW power plants.
Produced 219,485 tones of calcined Alumina and 173,743 tones of hot metal in FY 2005-
06 and sold 171,206 tones of aluminium.
Fully computerized Cold Rolling mill installed, which has precise temperature controls.
Hot Rolling Mill, widest 4 high hot rolling facility.
Received ISO 9001:2000 for manufacture and supply of calcined alumina, aluminium
ingots/billets, aluminium rods and aluminium rolled products.
MAJOR ACHIEVEMENTS OF BALCO AFTER DESINVESTMENT

Bauxite

 Total Bauxite requirement is catered by in – house mining (stopped

purchase from outsides) saving Rx. 200 lacs/ years.
 Mining cost reduced @ Rs. 75/ton: saving Rs. 450 lacs/ year.
 Entry tax Bauxite levied by state commission reduced from 10% to 1.5%.

Alumina

 An independent agency has made a study for improvement of production

and reduction of cost.
 Lime has been substituted by caustic soda in the process thus saving of Rs.
200 lacs/year.
 Achieved ever-highest Alumina hydrate production record of 195189 MT
during august, 2003.
 Power consumption has been reduced by more than 25%.

Smelters

 Hot metal production has crossed 8000 MT during august, 2002 for the
first time after disinvestments.
 Various efforts have been made to improve the productivity viz.
1. Total control on quality of raw material.
2. Strict shop floor discipline.
3. Improved house keeping.
4. Involvement of workmen in production processes.

Fabrication

 Achieved the designed capacity in the wire rod mill for the first time.
  Installation of new machine for better capacity.
 Substantial reduction in “WIP”.
 Significant efforts have been made to achieve better quality and
packaging.

Quality

 Stringent control on the inspection of products in the factory.

 Attend customer complaint on highest priority.
 The company has obtained certification on “ ISO 9002” for environment
and “OHSAS 18001” for safety.
 TQM Teams have been formed for continuous improvement across all
functional areas.
 Periodic quality check is done in the company.

Information Technology

 Computerized accounts, purchase, stores and security system.

 Computerized attendance recording system and outsourcing of pay roll.
 Implemented internal online communication through lotus notes and local
intranet.
 SAP R (3) and ERP techniques are being implemented.

THE DRIVING PHILOSOPHY

 Market- driven innovation.
 Winning in quality growth markets worldwide.
 Inspiration and reward of talented people.
 Excellent performance in safety and health.
 Responsible care for the environment.
 Relentless pursuit of operational excellence.
Businesses
MINES:- Total bauxite requirement is catered through captive mining.
ALUMINA:- Capacity –2 lakh TPA.
SMELTER :-Capacity-1 lakh TPA Hot Metal, 408 pots.
FABRICATION:-Existing Capacity
Properzi – 72600 TPA
Caster – 18800 TPA
HRM – 60000 TPA
CRM – 30000 TPA
NCRM – 7200 TPA
Raw Material Comes From – Menpat.
- Kawardha.

Balco Product Mix:

The following are our main products :-

a. Ingot (EC/ CG/ ALLOY)
b. Wire Rod (EC/ CG/ ALLOY)
c. Rolled Product
- Hot Rolled Coil
- Hot Rolled Plate
- Cold Rolled Sheet, Coil, Chequered (Flooring & Panneling) Sheet &
Corrugated (Roofing) Sheet.
 Structure of BALCO

BHARAT ALUMINIUM COMPANY

Power
Plant- I Plant-II 810 MW Enabling Marketing
1.15 LTPA 2.50 LTPA

Logistics
Pot Room Commercial
Alumina CPP-I
270 MW Marketing
Cast House QA

Smelter
CPP-II Regions
540 MW IT
Carbon

Fabrication
HR

Mines
Finance

Project
Mainpat Kawardha
TOP 10 ALUMINA PRODUCING COUNTRIES

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

35% Australia
USA
30%
China
25%
Jamaica
20% Brazil
15% Russia
India
10%
Venezula
5% Ukraine
0% Canada
PERSENTAGE Others

ALUMINA – PRESENT & FUTURE CAPACITIES

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

60

50
NALCO
40 HINDALCO
UTKAL
30
INDAL
20 BALCO
MALCO
10 TOTAL
0
2003-2004 2004-2005 2005-2007
 HR STRUCTURE OF BALCO

PRESIDENT HR
Mr. Pramod Suri

AVP HR
Mr. S.K Goyal

HR HEAD P-I AGM - HR AGM – HR BLC AGM – HR CSR

Mr. B. Prasad Mr. Ajay Gera Mr. S. K. Mr. K. K. Nair Mr. R.K Kher
Upaddhaya

AM – HR AM – HR AM – HR AM – HR MFabrication
Ms. Suverna Mr. Prakhar Mr. Ranjeet Mr. P. C. Mr. H. K. Bhatia
Mishra Khandelwal Nath Panda

AM Alumina M – Alumina
Mr. Vishwas Mr. Kushas
Saxena

AM –Alumina
Ms. Nitasha Jha
HR INITIATIVES

 Induction of Young Professionals

 Activation of – People Involvement process.
( Employee of the Month/ Suggestion Schemes/ Task force/ TQM)
 Organizational Building – Competency, Career Planning.
 Performance System in Place – Rewards linked to level of performance. Robust
Performance system.
 Identification of Star performers.
 Reprofiling the quality of workforce – Induction of BSc. graduates.
 Improvements & Quality of life – Sports / Club & Cultural activities.

CULTURE AND HRD

Achievement of global excellence demands formulation of effective strategies and
cultivations of a supportive culture. The culture of an organization also influences
implementation of new technology, strategies, and systems. Future change of culture
requires internalization of core values of the company. Moreover, global standards of
excellence also depend on the competence of the people.
Decision taken at the workshop can be divided into three categories-
1. Manpower planning,
2. Training and Development
3. Performance.

1. Manpower Planning
Provide trained manpower to match with technological improvements.
Selectively induct new manpower with a view to correct the age mix and fill skill gaps
keeping in view the anticipated retirements.
Identify and develop people for succession planning, especially at HOD level, and
provide them suitable training in advance.
Reduce contract labour by mechanization of labour intensive operations and
redeployment of surplus manpower.

2. Training
Use planned job rotation for development of executives.
Continuously communicate the core values and other decisions of the management
through the in-house journals.
Develop modules on training to improve- interface management, leadership skills and
teamwork.

3. Performance
Review and modify performance appraisals and promotion policy.
Introduce a system of job definition of executives in terms of expected results
Review and revise the reward systems to provide more transparent link with
performance.

CHAPTER TWO
PERFORMANCE APPRAISAL SYSTEM IN BALCO

Performance Planning and Appraisal System of BALCO

BALCO has its won performance Appraisal system “Participative Performance Appraisal
System” this the system where one’s performance is appraised through discussion with
his or her superior where both take active participation on deciding the actual
performance by the degree of achieving prescribe objectives and his/her key performance
Area (KPAs).
The following objectives have been envisaged:
 To set clear Performance Goals for each employee.
 To ensure commitment to perform and
 To enable objective performance appraisal.
Activities
Performance plans, which will form the basis for appraisal, will be prepared for each
appraisee in two parts
a) Main activities / objectives to be accomplished /accomplished during the year (KPAs-
Key Performance Areas, Key Result Areas, or Objectives).
b) Competencies required/possessed for accomplishing the objectives.
The activities are briefly described below:
Main activities, objectives to be accomplished during the year.
KPAs are the main functions or activities an employee is expected to perform during the
plan period in order to fulfill the company’s goals and objectives.
Individual (appraisee) will identify his/ her KPAs using the following steps:
 Listing the entire main activates in the job / role.
 Prioritizing the activities based on importance, time taken, dependence on the
other activities, value addition etc.
 Finalizing the main activities, KPAs in consultation with the
superior (Appraiser).
  Dividing these KPAs further into KPAs for routine activities.
The appraisee in format given in appendix will make entries. There may be some
activities, which are not planned in the beginning of the year but are to be accomplished.
These also should be included. Instead of calling KPAs, these activities may be called
“main activities”.

PERFORMANCE APPRAISAL:
Evaluation of performance, merit rating, or annual review... The idea of a merit rating is
alluring. The sound of the words captivates the imagination: pay for what you get; get
what you pay for; motivate people to do their best, for their own good. The effect is
exactly the opposite of what the words promise. The performance appraisal will be used
as a tool to recognize and record the achievements, for rewards and promotions and for
the identification of training and development needs in BALCO. The performance
appraisal period will be April to March of the succeeding calendar year and the increment
will be released before April of the year concerned.

The appraisal forms should be sent to the respective heads of the department in February
by the HR Department for evaluation and recommendations. The completed forms will
be received by the HR department by First Week of March. The final consolidation of
assessments will be put up to the Unit Head for approval by the third week of March and
the individual letters of Increments Promotions will be issued on 1st April.
The form consists of the following parts

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

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

Authority/Superior

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

and to be discussed with the appraisee along with person in charge.
PART D: SUMMARY OF ASSESSMENT – To be filled in by Review
Committee/Authority.

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

consultation with the reporting Authority.

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

EMPLOYEE I.E STRENGTHS, AREA OF IMPROVEMENT, TRAINING AND
DEVELOPMENT ,CAREER GROWTH

PERFORMANCE APPRAISAL FOR TRAINEES:

The trainees will be appraised at least on a six-monthly basis during their training period.
On successful completion of the training period the trainees will be placed on probation
of 6 months.
Before the completion of the probation the candidates will be appraised for their job
performance as well as their grasp of Safety and Quality standards and procedures. For
both the above processes the appraisal form used is given as. The respective heads of the
department and the HR department will do these appraisals. Areas of strength of the
trainees and the ability to understand the company’s objectives and becoming a team
player is given emphasis in deciding about the absorption of a trainee.
On successful completion of the probationary period the candidates will be confirmed in
the respective grades.

CHAPTER THREE
RESEARCH METHODOLGY
3.1 RESEARCH

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

systematic search for pertinent information on a specific topic.
According to Clifford Woody – “research comprises defining and redefining problems,
formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions.”
Research methodology is the way to systematically solve the research problem. Research
methodology just does not deal with research methods but also consider the logic behind
the methods. It may be understood as a science of studding how research is done
scientifically and systematically. In it, we study the various steps that are generally
adopted by the researcher in study of his research problem along with logic behind them.
It is necessary for researcher to know the research method, technique He must also
clearly understand the producer would apply to problem given to him. All this means that
it is necessary for the researcher to design methodology from problem to problem.
Research methodology is a way to solve systematically the research problem. In it the
researcher studies the various steps that are generally adopted by researcher in studying
his research problem along with the logic behind them.

3.2 REVIEW OF RELATED LITRATURE

Review of related literature means researcher should undertake extensive literature
survey connected with the problem for this purpose, the abstracting and indexing journals
and published or unpublished bibliographies are the first place to go to. Academic
journals, conference proceeding, government reports books etc. must be tapped
depending on the nature of the problem. In this process, it should be remembered that one
source would lead to another. The earlier studies, if any, which are similar to the study in
hand, should be carefully studied. A good library will be a great help to the researcher at
this stage.

3.3 PURPOSE OF STUDY

To study the performance appraisal system of BALCO.

3.4 OBJECTIVES OF STUDY

 To study the appraisal system in BALCO.
 To analyze performance appraisal system.
 To identify the effectiveness of the appraisal process.
 To identify activeness of participation.
 To analyze the system in developing competency.

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

3.5 UNIVERSE
Sum total of all the units that confirms to some designated part of specification is called
universe.
Researcher while conducting research work has selected Bharat Aluminium Company as
universe.

3.6 SAMPLE
The sample is the representative unit of population. The researcher has taken the
employees as sample for this research. Since in this research the researcher has collected
the sample according to her own convenience. So the sample is convenient sample and
the sample size of the research is 300.
3.6.1 Size of the Sample
This refers to number of items to be selected from the universe to constitute a sample.
The size of the sample should neither be excessively large,
nor too small. It should be optimum. An optimum sample size is one, which fulfills the
requirement of efficiency, representativeness, reliability, and flexibility.

3.7 SAMPLE UNIT

Sample unit is the part of the universe taken from the universe for testing hypothesis.
Researcher has taken the 100 SBU Heads, 100 Executives and 100 workers as sample
unit.

3.8 SAMPLING METHOD

The researcher adopted convenient Sampling Method. In this method the sample units are
chosen primarily on the basis of convenience to the investigator. In this type of sampling,
the researcher selects items for the sample deliberately; his choice concerning the items
remains supreme. In other words, under this sampling the organizers of the inquiry
purposively choose the particulars unit of the universe for constituting a sample on the
basis that the small mass that they so select out of a huge one will be typical or
representative of the whole.

3.9 SOURCE OF DATA

The task of data collection begins after a research problem has defined. Researcher
should keep in mind two types of data, primary data and secondary data. The primary
data are those, which are collected afresh and for the first time, and thus happen to be
original in character. The secondary data, on the other hand, are those which have already
been collected by someone else and which have already been passed through the
statistical process.
Researcher while conducting the research work has used primary source of data.
3.10 DATA COLLECTION TOOLS
These are the tools used for collecting data.
Researcher has gathered the data by administering questionnaire.

3.10.1 QUESTIONNAIRE
The term questionnaire refers to a self-administered process whereby the respondent
himself/herself reads the questions and records his/her answers without assistance of an
interviewer. Although the instrument is essentially question asking and data gathering
tool. A questionnaire is more structured and standardized. The questionnaire consists of a
number of questions printed or typed in a definite order on a form or a set of forms. This
method of data collection is quite popular in case of big enquiries.

3.11 STATISTICAL TECHNIQUE

Percentage Method & Technique of Central Tendency was used by the researcher in the
analysis of the data in his research.
Percentage refers to a special kind of ratio. Percentages are used in making comparisons
between two or more series of data. Percentages are used to describe relationships.
Percentages can also be used to compare the relative terms, the distribution of two or
more series of data.
Measures of Central Tendency tell us the point about which items have a tendency to
cluster. Such a measure is considered as the most representative figure for the entire mass
of data. Measure of Central Tendency is also known as ‘Statistical Average’.
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATIONS

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

Awareness of appraisal system

100% 89%
80%

60%

40%

20% 8%
3%
0%
Yes No Confused
Awareness of Appraisal system
Series1 89% 8% 3%

Interpretation:- It has been concluded that at around 89% approx employees are aware
of the appraisal system in their organization and 3% among them are little confused about
the process and 8% of employees does not know about the process

Que.2 Does the appraisal system forms a two way participative process?
 7% 2%

91%

Agree Partially Agree Disagree

Two Way Participative Process

Agree 91%
Partially Agree 7%
Disagree 2%

Interpretation:-91% of the employees believe that the appraisal system is a two way
participative process and a ranking method but rest 7% partially agrees to it and 2%
totally disagrees.

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

 Satisfaction level of employees

18%

Yes
9%
No
To some extend

73%

Satisfaction level on appraisal system

Yes No To some extend
73% 9% 18%

Interpretation: During the research it was concluded that satisfaction level of appraisal
system was considerable and 73% of the employees were satisfied but yet few employees
were not satisfied.

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

Interpretation: In BALCO, ranking system is fair enough to judge a persons capability,
but some of the employees still thinks that some more transparency should be made in
process.

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

Purpose of Performance Appraisal System

appraisal system
Identification ofTo some needs
training extent 13%17%
Increase inTo large
pay extent
scale 52%58%
To very large extent
Promotion 29%21%
TransferNot at all 4% 4%
Termination 2%

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

and also to identify the training needs if any.
Que6. How many times performance appraisal does take place?

Appraisal takes place in

Once a year 18%
Twice a year 77%
Thrice a year 3%
Not known 2%

Interpretation: In BALCO appraisal process takes place after every 6 months for
executives and it happens early for officers.
Que.7 Does performance appraisal assisted you in your personal growth?

Personal Growth through PA

To some extent 29%
To large extent 52%
To very large extent 13%
Not at all 6%

Interpretation: Employees believe that appraisal helps them to have their personal
growth but still some more should be changed.
Que.8 Does performance appraisal helps to develop competency in your organization?

Developing competency
Yes 62%
No 8%
To some extent 30%

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

they get a chance to improve their working.
Que.9 Does PA system helps you to clear your objectives and assist you with proper aid?

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

Clearance of objectives
Yes 77%
No 5%
To some extent 18%

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

 Motivation through PA
Yes 53%
No 1%
To some extent 46%

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

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

 Realization of potential
Yes 93%
No 7%

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

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

 Communication of results
Yes 94%
No 0% Interpretation: In BALCO the
To some extent 6%
appraisal process is a two way
process and the results are communicated through one to one interviews.

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

Yes 69%

No 21%

To some extent 10%

Interpretation: Self appraisal forms has been proved to be beneficial to evaluate ones
own developmental areas.

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

 Reward System In Appraisal
Yes 86%
No 3%
To some extent 11%

Interpretation: The employees of BALCO are satisfied enough through the reward
system in their organization.

CHAPTER FIVE
FINDINGS, CONCLUSION AND SUGGESTIONS

The process of performance appraisal helps the employees and the management to know
the level of employee’s performance compared to the standard/predetermined level.
It was viewed that performance appraisal was useful to decide upon employees
promotion/transfer, salary determination and the like. It has become the basis of
employee development.
Performance appraisal indicates the level of desired performance level, level of actual
performance and the gap between the two.
Organizations are likely to develop performance-oriented cultures, in which high
performers are seen to receive extra rewards and lower performers receive lower rewards.
If an employee’s performance were found to be less than ideal, a cut in pay would follow.
On the other hand, if their performance was better than the supervisor expected, a pay
rise was in order.
Little consideration was given to the developmental possibilities of appraisal.

Findings through questionnaire:

 In BALCO the appraisal process is a two-way participative process and it happens
at every 6 months.
 Superior communicates their performance and the area of lacking.
 At about 73% of the employees are satisfied with the current appraisal system in
the organization.
 The communication level is very good in the organization and thus helps to
achieve the target easily.
 94% employees believe that performance appraisal has contributed to their
personal growth.
 62% employees believe that appraisals develop a high level of competency among
them.
 77% believes that it help to clear their objectives and what their superior wants to
get from them.
 53% of the employee believes that it has always motivated them.
 96% believes that it helps to realize potential of an employee.
 Self-appraisal form also helps to realize the employees potential.
 58% believes that current performance appraisal system is fair enough to evaluate
their potential and workings.
 67% of the employees believe that implementing 360 degree performance
appraisal would be beneficial to the employees and the organization.
 During survey it was found that Employees were getting confused when asked
about the awareness related questions.
 Performance appraisal definitely set goals and objectives for employees work and
get them promoted and rewarded as per but it does not provide much opportunity
to set employees future career planning and recognizing the talents.
 No compulsory job rotation practice exists in Balco.
 Employees are partially satisfied by their performance appraisal procedure. They
are not very much motivated by their ratings and cannot get their development
through these.
 Almost all employees accept that the training and development program is very
good of Balco but the main problem is that training need assessment is not done
properly and many times the same employees are given training again and again
ignoring the training needs of others.
 Every department head has to follow the performance bell and during every
appraisal, the employees would be classified in different tiers. The department
head decided to classify the employees not on Performance but just on quota
system. The purpose of the performance appraisal and classification is not at all
achieved.
 For each employee Job description should be made in which duties and
responsibilities of the employee should be clearly mentioned. The Knowledge,
 skills and abilities required to perform the work should be stated clearly. This will
bring more transparency in the job.

CONCLUSIONS:
Performance appraisals are an integral part of managing performance, and unmanaged
performance simply cannot be allowed to happen. The process of managing performance
is essentially one of their performances. It starts with the setting of performance
expectations and ends with sanction-rewards and penalties on appraised performance.
Relationship and mutual understanding develops more quickly with greater frequency of
meetings between manager and staff members.

SUGGESTIONS:
 360-degree appraisal system can be introduced as a powerful developmental
method and quite different to traditional manager-superior appraisal and can stand
alone as developmental method.
 Ensure that 360-degree appraisal method is introduced and applied from top-down
and not bottom up.
 Staff members can be better prepared for the formal appraisal, giving better
results, and saving management time.
 Training and development actions can be broken down into smaller programs,
increasing success rates and motivational effect as a result.
 Performance appraisal should be used not only for giving performance-based
incentives but also to identify average and below average employees and train and
develop to make them good performers.
 Appraisal should be done twice a year for executives.
 Training need assessment should be done strictly and training should be given on
that basis because different employees have different training needs.
 Employees should be motivated regularly by their superiors and SBU heads to
come up with their training needs.
 Motivational training should be given to all employees at least in every quarter
and it should be made compulsory for each employee to attend it.
 Appraising talent which involves exploring the actual results achieved by
employees within those areas where they’re held accountable and to examine the
level of skills or competencies deemed critical to current and future jobs and
organizational success. In relation to a talent management programme, certain
specific areas are important. For example, the appraisal will not only include an
examination of performance, but will also inevitably include a forecast of
potential, which is a prediction of how many job levels an employee can reach
within the organization based on their past or current performance approaches,
training or development needs, career preferences and actual and projected
competency levels. Here, scales are often used in reporting potential to attain
 managerial or leadership skills, as well as in the delivery of organizational
objectives
 360° Appraisal system should be used in place of the current system in which in
addition to the superiors, colleagues and subordinate all around the employee will
also appraise him. This will reduce the personal biases occurring due to superior
subordinate relationship. The details of appraisal report should be kept
confidential including the rating. Proper training should be provided to the
appraisers regarding the process and proper method of conducting performance
appraisal.
 The company has recently started Global leadership program in which key
employees are exchanged in different companies of the group for a term of 1 or
more year which provide them international exposure and experience.
 Individual development report of these key employees are made by the
management and SBU head based on his past performance and according to
his/her KRA future track record for the employee is planned.
 For special achievements and extra effort CEO kitty (cash reward) is given to the
employees in order to motivate them further.
 Key employees are sent abroad for training to enhance their skill and knowledge
on written bond of 1-3 years.
 Rotate employees to provide them new challenges and new assignments.
Companies practicing off shoring need to provide new challenges and
opportunities for skills development through training or job rotation. It may
become the only reason your best employees stay with you.
 For each employee Job description should be made in which duties and
responsibilities of the employee should be clearly mentioned. The Knowledge,
skills and abilities required to perform the work should be stated clearly.
 Provide your best employees with challenging work, show consequences to those
employees who are underperforming and respond to employees' work-family
balance and other needs.
  Reward Managers who help good employees grow within the company.

 Conducting the performance appraisal in a timely fashion, as close as possible, or

even before the employee's scheduled review date.
 Offering a balanced evaluation of both the employee's strengths and of their
weakness
 Including a review of key performance areas or projects where an employee has
performed well. A bit of praise can go a long way to lifting an employee's morale
and feelings of success on the job.
 Natural interaction during the performance appraisal process - give the employee
a chance to speak their mind as well as help come up with future goals, as well as
steer areas of improvement.
 Set goals for the next appraisal period that is quantifiable and achievable. If you
have specific projects in mind use those as a measure of the performance. If you
made a list of goals from the last review period, go over these with the employee
as well and talk about how the employee achieved or failed to achieve the goals
and why.
 Don't tie the employee’s performance to a salary increase. It is normal for the
employee to expect that a review will also include an increase as this is
traditional, but you should clearly state that the review is about performance and
not about salary.

 To implement Executive Management Development Programme .

 In order to improving the employee career planning in BALCO management

should develop a programme named above. The criterion for selection must be
certain standard.

LIMITATIONS:
 Due to some strict rules of the company, all documents cannot be accessed.
 Due to the busy schedules of SBU Heads and employees, they are unable to
impart time to us.
 Sometimes respondents were roaming from one plant to another so they are not
available to guide us.
 Due to low awareness of worker they are unable to give proper view.
 Due to poor communication level between employees and workers accurate
results cannot be founded.

APPENDIX
GOOD MORNING/AFTERNOON/EVENING sir/madams I am Shraddha Roy from
Disha Institute of Management and Technology, Raipur. Currently doing my summer
internship here in BALCO for the period of 2 months in the HR department and working
on project named Performance Appraisal System and its role in enhancing employee
performance at BALCO under the guidance of Mr Ajai Gera (Associate Manager-HR),
for this I would like to know your views on certain things.

 Are you aware of the appraisal system in your organization?

 When does appraisal process takes place in your organization?
 Are you satisfied with the appraisal system in your organization?
 Does appraisal system benefit you? If yes then how?
 Does it assist you in your personal growth?
 Does it help to develop certain level of competency in your organization?
 Does it help you to clear your objectives| and job roles?
 Does it acts as a motivating agent in your work?
 Is the process effective enough to realize your potential?
 Is the process fair enough to communicate your performance rating?
 Does the self assessment form assist you to realize your potential?
 Does the reward system helps you to get satisfaction through your performance?
 What is the performance level that you expect from your employees? Does the
employee perform according to your expectation?
 Do you feel that if employee career planning and development is done properly then
it will result in improving the performance of employee? If yes give suggestion in
this regard.
 Do you think that employee working under you understand their goals and duties
properly? What is being done to ensure this?
  How frequently job movements take place in your division? Do frequent internal
job movement’s helps in increasing the productivity of the job or the person
development? What are the programs and processes that facilitate the internal job
movements? Do you have any suggestion in this regard?
 Is the HR department supporting the employee career development efforts? Why do
you feel so? Give suggestion how can this be done effectively?
 Do you think that tools and training provide employees with opportunities to grow
in their current job? Why do you feel so? What are the tools and training require for
providing employees with opportunities to grow in their current job as well as in
their career?
 Do you feel that you are adequately planning for developing high performers? What
kind of recognition you want for this?
 Do you think that employee require some more development programs for their
career growth? Any suggestion in this regards?
 Do you satisfied with the current employee appraisal strategies and policy made
HR department?
 Do you think that employee assessment program is implemented properly? Give
suggestion how can this be done effectively?
 Do you feel that job rotation and job enrichment is the best tool for individual
career assessment and development? If yes then it should be encouraged more?
 How do you help your staff develop their career competency in your company? By
courseware, by training, or teaching? Or?
 Do you feel that training programme helps in increasing the performance? Do you
feel that training programme helps in career growth for an employee?
 What can you do to help your employees achieve best performance?

Thank you, sir/ma’am for sparing time out of your busy schedule and improving me with
your valuable inputs.
 BIBLIOGRAPHY

 Arun Monappa & Mirza S Saiysdain : Personnel Management, Tata Mc

Graw Hill Publishing Company Limited, New Delhi, 11th edition, 1991.
 Arun Monappa & Mirza S Saiysdain : Personnel Management, Tata Mc
Graw Hill Publishing Company Limited, New Delhi, 2nd edition.
 Rudrabasavaraj. M.N : Dynamic Personnel Administration- management of
human resource, Himalaya Publishing House.
 Lakshmipathy. V : Performance Appraisal In Public Enterprises, Himalaya
Publishing House, 1st edition, 1985.
 Jucius. J. Michael : Personnel Management, D.B. Taraporevala Sons & Co.
Private Ltd.
 Chatterjee .N.N : Performance Appraisal Systems- in public enterprise,
Scope Publications.

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