sujata final report 3rd sem-1

A
PROJECT REPORT
ON
“Promotion policy for executive and non-executive of BSP
employees”
In Partial Fulfillment for the Award of the Degree Of
MASTER OF BUSINESS ADMINISTRATION
OF
CHHATTISGARH SWAMI VIVEKANAND TECHNICAL
UNIVERSITY, BHILAI (C.G.)
Session 2023-24
SUBMITTED BY
D.SUJATHA
MBA SEMESTER III
Roll No. 502907622036
Enroll. No. BB4580
(Batch 2022- 24)
UNDER THE GUIDANCE OF

Dr. ANJANEYA SHARMA
Professor & Head
Department Of Management
RSR RCET, Bhilai.
RSR RUNGTA COLLEGE OF ENGINEERING & TECHNOLOGY

BHILAI (C.G.)
(MARCH, 2024)
1
DECLARATION
This is to declare that project report entitled “Promotion policy for executive and
non-executiveof Bhilai steel Plant employees” which is submitted by me in partial
fulfillment of the requirement for the award of degree of Master of Business
Administration to Chhattisgarh Swami Vivekanand Technical University, Bhilai
(C.G.) contains only my original work and due acknowledgement has been made in
the text to allother material used. This project work has not been submitted to any
university for the same.
Date: D.SUJATHA
Roll No : 502907622036
Enroll. No : BB4580
Semester: 3rd
2
CERTIFICATE
This is to certify that Ms./ Mr. D.SUJATHA, Roll No. 502907622036 Enrollment No.
BB4580 is a student of MBA Semester III of this college and he/shehas undertaken
a project work entitled “Promotion policy for executive and non-executive of Bhilai
Steel Plant” in partial requirement of MASTER OF BUSINESS ADMINISTRATION
DEGREE OF CHHATTISGARH SWAMI VIVEKANAND TECHNICAL
UNIVERSITY,BHILAI (C.G.) under my guidance. This is to confirm that the project
work has not been submitted to any other university or college for this purpose before.
External Examiner Internal Examiner
Dr. Anjaneya Sharma Nouduri

Professor & Head
Department of Management
RSR RCET,Bhilai
Dr. Anurag Sharma

Principal
RSR RCET, Bhilai
3
CERTIFICATE BY
THE COMPANY
4
ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to all the respondents who in some or other way
helped me to accomplish this challenging project in Bhilai Steel Plant. No amount of written
expression is sufficient to show my deepest sense of gratitude to them.
I am extremely thankful and pay my gratitude to Dr. Anurag Sharma, Principal,

RSR RCET, Bhilai. I am grateful to Mr. Dinesh Dubey, Dean Academics and all employees of
RSR RCET, Bhilai for their support.
My research guide Dr. Anjaneya Sharma, Professor and Head, Department of

Management for their valuable guidance and support on completion of this project in its
present shape.
I am very thankful to Ms. Shalini chaurasiya mam for their everlasting support and guidance
on the ground of which I have acquired a new field of knowledge. A special appreciative
“Thank you” in accorded to all staff of Bhilai Steel Plant for their positive support.
I also acknowledge with a deep sense of reverence, my gratitude towards my parents and
members of my family, who has always supported me morally as well as economically.At last
but not least gratitude goes to all of my friends who directly or indirectly helped me to complete
this project report.
D.SUJATHA
Roll No. 502907622036
MBA 3rd semester
5
TABLE OF CONTENTS
Chapter Topic Page No

I Introduction
• Concept
• Theoretical Framework
• Industry Profile
• Company Profile
• Chapterization
II Review of Literature
• Research Gap
• Need of the Study
• Objectives and Scope
• Limitations
III Research Methodology
• Data Collection
• Sampling
• Sampling Method
• Sample size determination
IV Data Analysis and Interpretation
V Findings, Conclusions and Suggestions
Bibliography
Annexure
6
CHAPTER - 1
INTRODUCTION
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CONCEPT
Promotion is the first stage in the formation of a company. It involves conceiving a

business opportunity and taking and initiative to form a company so the particular
shape can be exploiting the available business opportunity.
promotion refers to the upward movement of an employee from one job to another
higher one, with increase in salary, status and responsibilities.
Promotion may be temporary or permanent, depending upon the needs of the
organization.
When there are vacancies in an organization, they can be filled up by the internal or
external candidates. Though the organization prefers to fill up the vacancies by the
external candidates through the selection procedure, the internal candidates may
also apply for post and may be tested and selected for higher level job in the
organizational hierarchy at par with external candidates.
If the organization prefers to fill a vacancy only by the internal candidates, it assigns
that higher level job to the selected employee from within through promotion tests.
Such upward movement can be said as promotion.
Some people think that promotion means the increment in pay. The reality is not so.
If the salary of an employee increases or the pay scale changes to a higher one, it is
only known as up grading or salary increment.
However, it can now be regarded as promotion. Generally, promotion is associated

with the increase in salary, status, facilities, responsibilities and job. Performance
appraisal forms a basis for HR decisions on training, salary increase, promotion,
transfer and separation.
Of these, promotion, transfer and separation functions are effective methods to

adjust the size of the workforce of an organisation. Promotion, transfer and
separation provide workforce flexibility and mobility required to meet the needs of
the organisation.
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TYPES OF PROMOTION :-
Promotion may be classified into the following types:
1. Horizontal Promotion: When an employee is shifted in the same category with

increase inpay, responsibilities and change in designation, it is called horizontal
promotion.
2. Vertical Promotion: When an employee is shifted from a lower category to

higher category withincrease in pay, status and responsibility it is called vertical
promotion.
3. Dry Promotion: When promotion is made without increase in salary or

remuneration, it is called “dry promotion”.
PRINCILPES OF PROMOTION:-
Every organizations has to specify clearly its policy regarding promotion

based on its corporate policy.
The basic characteristics of a systematic Promotion policy are:
Policy 1: It Should be consistent in the sense that policy should be applied uniformly
to all employees irrespective of the background of the persons.
Policy 2: It should be fair and impartial. In other words, it should not give room for
nepotism, favoritism etc.,
Policy 3: Systematic line of promotion channel should be incorporated.
Policy 4: It should provide equal opportunities for promotion in all categories of jobs,
departments and regions of an organization.
Policy 5: It should ensure open policy in the same that every eligible employee should
be considered for promotion rather than a closed system which considers only a class
of employee.11
Policy 6: It should contain clear cut norms and criteria for judging merit, length of
service, potentiality etc.
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Policy 7: Appropriate authority should be entrusted with the task of making a final
decision.
Policy 8: Favoritism should not be taken as a basis for promotion.
PROMOTION POLICY
A sound promotion policy means a policy, which is fair, impartial and enjoys
consistency. It should state management’s intention regarding filling of vacancies
from within the organization (i.e. by promotions) or recruiting from outside or from
both. In most cases, the superior/higher vacancies in an organization are filled
through external recruitment, while the lower level vacancies are filled by
promotions.
A promotion policy should provide a well-defined and clear-cut promotion chart.

Management should state clearly the base of promotion, i.e. whether seniority is
considered or merit, or both Seniority means the length of service and is counted
from the date of employee’s appointment in the organization.
Merit refers to a person’s qualifications and his competence. There has always been a
great controversy with regard to the question whether promotions should be based
on seniority or merit, or both. Each base has its own advantages/ merits and
disadvantages/demerits.
The various requirements are:
(a) Showing ratios of internal promotion to direct recruitment
(b) Identifying the network of the related jobs and the promotional channels for each
job.
(c) Developing the procedural norms for determining employees’ seniority and
deciding upon whether it should be considered plant wise or occupation wise.
(d) Developing relationship between disciplinary action and promotions.

The usual policy is to take merit into consideration. Sometimes length of service,
education, training courses completed, previous work history, etc., are factors
which are given weight while deciding on a promotion. Although promotions are
made on the basis of ability, hard work, co-operation, merit, honesty, many informal
influences are powerful determinants of a promotional policy.
10
For higher posts, persons are picked by the top executives:
(i) Who think and feel just as he does;
(ii) Who value loyalty to him and to the organization; and
(iii) Who have social, political, economic and religious interests similar to his own.
Top executives tend to choose those who are carbon copies of themselves.
Seniority versus Merit- “Seniority” refers to length of service in the company or in its
various plants, or in its departments, or in a particular position. Under straight
plant-wise seniority in all jobs, promotions go to the oldest employees, provided that
he is fit for the job. Occupational seniority may be within a department, within a
division or in the entire plant. Seniority offers certain rights and benefits.
These are:
(a) Some rights are based on competitive seniority among employees. Rights to
promotion, transfer, lay-off and recall .
(b) Other benefits have nothing to do with one man relative to another, e.g., a man
may be entitled to have 15 days’ casual leave in a year, a pension after 30 years and a
certain amount of sick leave after 6 months’ service.
Areas of Promotion Policy:
1. Promotion Policy Statement should cover the following ;

i. Internal sources of personnel promotion or external source through recruitment
ii. Promotion policy with regard to direct recruits.
iii. Increase in pay and benefits on promotion.
iv. Promotion of consistently good performers in the absence of vacancies.
2. Basis for giving promotions :

i. Performance appraisal system/Confidential reports.
ii. Promotion based on length of service, performance or both.
3. Prepare formal and systematic promotion channels for the

benefit of employees.
Example- Promotion charts/Opportunity charts/Dead end jobs
4. Provide training for career advancement.
Example- On-the-job training , job rotation, under study, special assignments etc.
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5. Communicate the Policy to the employees through union
agreement, circulars, manuals, intranet etc.
6. Use of Personnel Records for taking decisions on promotion.
ELEMENTS OF PROMOTION POLICY:
Promotion from within is a very good policy. It is useful for both employees and
organisation. Every organisation, therefore, needs a formal and systematic
programme of promotion. The promotion programme can be said to be a
promotional policy.
A sound promotion policy should be invariably based on merit, but seniority should
also be taken into consideration. In addition to the relative emphasis on merit and
seniority, there are certain other elements which must be duly incorporated in a
sound promotion policy.
Considering the need for promotion, every organization should formulate its
promotion policy. Promotion policy is a statement or an understanding which
provides guidelines for making promotion decisions. The promotion policy should be
a comprehensive one which should provide guidelines on all important issues related
to promotion.
Promotion policy must deal with the following elements :
1. Promotion Policy Statement: Promotion policy statement should specify whether

a particular position will be filled by internal promotion, or it will be filled by open
competition involving both internal and external candidates. If it is to be filled-up by
open competition, whether some kind of preferential treatment will be given to
internal candidates and in what forms.
2. Promotion Routes: The organization must define the channels for promotion of
different categories of employees
— unskilled workers, apprentices, technical personnel, and managerial personnel. For
each category of employees, it must define the ladder up to which they can ride.
3. Promotion Procedure: Promotion policy should spell out the procedure which will
be followed in promotion and the personnel who will be involved in promotion
decision. Generally, the promotion process is initiated by HR department and is
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completed in association with line managers.
4. Basis of Promotion: Promotion policy should spell out the basis on which the
promotion will be made whether it will be based on merit or seniority, or a
combination of both. If there is combination of both, the policy should indicate their
relative weight in the promotion of various grades of employees. Further, guidelines
should be provided how the merit and seniority should be
determined.
Benefits of Promotion Policy:
The formation of a formal and sound promotion policy in any organisation offers the
following advantages:
(a) It increases job satisfaction and improves their morale.
(b) It develops employee’s loyalty by assuring his promotion within the organisation.
(c) It attracts good and efficient employees from outside also.
(d) A sound and well organized promotion policy, if followed in a no partial manner
removes the chances of subjectivity in promotional decision.
(e) It Increases the effectiveness of the organisation too.
(f) The policy of promotion from within is economical for organisation also.
(g) The efficiency of the employee and production of the organisation also increases.
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PROMOTION POLICY IN BHILAI STEEL PLANT FOR EXECUTIVE AND NON
EXECUTIVE :-
As per the Record Note of Discussion (RND) signed between

Management of Bhilai Steel Plant and Recognized Union (Steel Employees
Union),NonExecutive Promotion Policy (NEPP) applicable for Works and Non-Works
area is as under :-
Coverage : All the departments of Works Area (except Fire Services Department) and
Non-Works Area (except Education Department and M&HS Department) of Bhilai
Steel Plant.
● This policy is not applicable for Fire Services Department, Medical & Health
Services Department and Education Department, As the working system and
designations of these departments are different from other departments of Works &
Non-Works area.
● The management and the union agreed to cooperate with each other to maintain
higher standard of production, productivity and optimum capacity utilization.
● All employees must follow the eight hours a day working norms.
● All employees must be available at their respective duty points for minimum
prescribed hours a day as per their shift timings.
● The employees shall undergo all types of training programs provided for
upgradation of skill and competency. The employees will also learn operation and
maintenance of different equipments installed in the department.
● The employees will individually and collectively maintain high standard of

cleanliness of working area, equipments, overall housekeeping and also make
endeavour to eliminate safety hazards.
● The employees will operate and maintain all equipments installed in the
department as per direction of Management.
● Assignment of jobs in the beginning of the shift as well as during the shift shall be
rescheduled by the shift in-charge as per the requirement.
● The employees in the shift shall work as per requirement within the shift, to fulfil
14
the shift production and dispatch commitment.
● ln case of non-availability of employees of any category in the shift, the available

employees will perform as a cohesive group/team to keep up the production tempo
of the department.
● The senior most employee in the shift will maintain records, log books, distribute
the employees in the shift and communicate with the higher management as and
when required in addition to his own work.
● The employees will carry out inspection during the running of equipments, list out
the defects and eliminate them at the earliest.
● The employees will clean the respective place of work and maintain high standard
of cleanliness for better safety of the equipments and strive hard for better
housekeeping.
● The employees will be responsible to draw, carry, preserve, deposit back tools and
tackles and other instruments connected with their day to day work as per
requirement without insisting for unskilled employee support.
● ln case of break down or shut down of machines or equipments the available

employees of the shift shall be deployed in different machines/equipments as per the
requirement.
● Employees can be transferred from one section/department to the other

section/department on permanent/temporary basis as per the organizational
requirement.
● ln case of temporary transfer, their seniority will be protected in the previous

department and their growth will not be affected. However, they will earn incentive
of the new department for the period of temporary deployment.
There will be 03 (three) Line of Promotions (LoPs) i.e. Electrical, Mechanical and
Operation in major departments, however, one additional section for Crane
Operation for SMS-II,SMSIll and CCD Operation for COCCD are also agreed. Other
smaller departments will have maximum one or two LOPs.
For Town Services Department there would be two to three LOPs and for other non-
works departments (except Medical and Education Department), there will be only
one LOP for each department.
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For Executive:
SCOPE:The policy shall cover all promotions made in executive posts up to E-8 GRADE
(other than promotions from non-executive posts to executive) and shall apply to all
plants & units of SAIL.
OBJECTIVES:
o To integrate growth opportunities of the executives with fulfillment of
Company’s objectives.
o To main executive posts in the company with competent personnel having
growth potential and proven track record to create a pool of talent for meeting
succession planning needs of the company.
o To provide for a system conducive to equity, fairness and objectivity in matters
concerning promotion of the executive.
o To recognize consistent performance by the executives of different Plants/Units
of the company.
o To ensure continuity of the management and systematic succession planning for
senior/ key posts in the executive cadre.
o To provide inputs and opportunities for the development of executives linked to
their performance and their specific strengths and requirements.
CLUSTERS OF SCALES:
For the purpose of promotion and career planning of executives, scales of pay/grades
will be grouped in the following clusters:
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CLUSTER GRADE
E1
E2
A
E3
E4
B E5
C E6
D E7
E E8
PROMOTION SYSTEMS:
There will be two system of promotion within the executive positions in SAIL:
1) Promotion within a cluster of scale of pay/ grade -All promotions made in
accordance with this policy will be from one scale of pay/grade to the next, without
skipping any scale of pay/grade.Within a cluster of scales of pay/grades, promotion
shall be linked to performance as reflected in the Performance Appraisal Reports.
2) Promotion between clusters of scales of pay/ grade- Promotion between the
clusters will depend on availability of vacancies and/or organizational requirements in
the next higher cluster/grade.Promotions will be based on total points earned by an
executive on the basis of the following factors:
a) Average Credit Points (ACP) in the current grade.
b) Points for qualification.
c) Points for length of service in the current grade.
d) Points for performance in the interview.
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Assessment Based on Performance
At the end of the financial year performance is assessed by Reporting officer i.e. the
executive under whom to appraise has been directly working and the Reviewing
Officer, the executive to whom Reporting Officer report. The performance is assessed
mostly by two parameters
A) Performance B) Attendance
The assessment year is financial year.
The assessment is done on nine parameters as shown below:
S.NO. Parameters Maximum Marks given by

marks
Reporting Reviewing
Officer Officer
1. Performance on the job 20
2. Job knowledge & Skills 10
3. Multi- Skill utilization 10
4. Conduct & behavior 10
5. Punctuality & availability on job 10
6. Innovativeness 10
7. Cost & quality consciousness 10
8. Initiative & capacity for assuming 10

responsibility
9. Housekeeping & safety 10
consciousness
Factor score 10
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Total Factor Score(average of the 100
FS of the Reporting Officer &
Reviewing Officer)
The total Factor Score & Corresponding grades are as given below:
Total Factor Score Grade
90 & above Outstanding [O]
75 to 89 Good[A]
50 to 74 Satisfactory[B]
37 to 49 Poor[C]
36 & Below Very poor[C-]
ASSESSMENT ON ATTENDANCE
No. of days of attendance Grade
300 & above Outstanding
270-299 Good[A]
240-269 Satisfactory[B]
210-239 Poor[C]
209 & below Very poor[C-]
Attendance for this purpose will include actual attendance, national holidays, closed
holidays, vacations etc.
For non-executive:
SCOPE: The system is used to access the performance of non-executive in BSP(except
mines).
OBJECTIVES:
o To create and maintain a satisfactory level of performance
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o To help the superiors to have a proper understanding about the subordinates
o To guide the job changes with the help of continuous ranking
o To facilitates performance enhancement of non- ex through counseling, job
rotation etc
o To bring accountability in day-to-day jobs assigned to them
o To increase the awareness regarding their responsibilities among them
CONDITIONS FOR PROMOTION/ UPGRADATION

In Screening, the last one year’s appraisal report for works & 3 years’ Appraisal Reports
for Non-works will be considered as per existing practice. The Non- ex eligible for
promotion / higher grade but graded as ‘C’ or ‘C-’either on performance or attendance
or both, shall not be considered for promotion.If a person gets C continuously for
3consecutive years then he/she is sent for counseling. Under this system specific task
& target is given to them. Their response to the completion of the task is accounted
for the assessment. Some additional skills- computer skills, typing etc. are also seen.
Most of the time people get on the job training.
SCOPE: The policy covers all promotions made in non-executive posts and applies to
all plants & units of SAIL.
CLUSTER OF SCALES:
CLUSTER GRADE
S1-S2 A
S3-S5 B
S6-S8 C
S9-S11 D
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PROMOTION SYSTEM:
There are 2 systems of promotion:
A) Promotion within clusters of scales of pay.
B) Promotion between clusters of scales of pay.
Promotion within cluster (S1- S2) takes place in 4 year on the basis of performance,
attendance & discipline.On the other hand promotion between cluster (S2- S3) take
place on the basis of vacancy too,apart from given about points. Tests are conducted:
1. Trade test (100 marks–25 written & 75 oral/practical skills) were minimum marks
needed is 50.
2. Eligibility test (max 50 marks) were minimum 25 marks are required.
When vacancy is not there, then there is increment in the salary of non-executive (if
he has completed more than 4 years & has impressive performance) & as soon as there
is vacancy he is promoted to the required higher post.
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1.2 THEORETICAL FRAMEWORK
➢ Objective Definition: Clearly define the objectives of the promotion policy. These
objectives should align with the organization's strategic goals, such as talent
retention, succession planning, and performance enhancement.
➢ Criteria for Promotion: Establish transparent and measurable criteria for

promotion. These criteria may include performance evaluations, leadership
qualities, skill development, tenure, and adherence to company values.
➢ Performance Evaluation: Implement a robust performance evaluation system that

provides objective data for assessing employee performance. This can include
regular reviews, feedback from supervisors and peers, and objective metrics tied
to job responsibilities.Ensure that evaluations are fair and unbiased, with
mechanisms in place to address concerns or disputes.
➢ Competency Assessment: Conduct competency assessments to identify strengths

and areas for development in both executive and non-executive employees.
Use competency frameworks tailored to the organization's specific needs
To evaluate skills, knowledge, and behaviors relevant to each role.
➢ Career Development Opportunities: Provide opportunities for professional

development and skill enhancement to prepare employees for promotion.
Offer training programs, mentorship, job rotations, and stretch assignments
to develop leadership and technical competencies.
➢ Succession Planning: Develop a succession planning strategy to identify and

groom internal talent for future leadership positions. Create talent pools and
career paths for both executive and non-executive employees, ensuring a pipeline
of qualified candidates for promotion.
➢ Transparency and Communication: Communicate the promotion policy clearly to

all employees, outlining the process, criteria, and timelines. Foster transparency in
decision-making by providing regular updates on promotion opportunities and
criteria. Address employee concerns and provide feedback on promotion
decisions to maintain trust and morale.
➢ Meritocracy and Equity: Ensure that promotions are based on merit, performance,
and potential rather than favoritism or bias. Monitor promotion decisions to
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identify and mitigate any disparities based on factors such as gender, ethnicity, or
age.
➢ Feedback and Evaluation: Regularly evaluate the effectiveness of the promotion

policy through feedback from employees, managers, and HR. Use data analytics to
assess promotion trends, retention rates, and the impact of promotions on
organizational performance.
➢ Continuous Improvement: Continuously review and refine the promotion policy to

adapt to changing business needs, market dynamics, and employee expectations.
Solicit input from stakeholders and benchmark against industry best practices to
enhance the effectiveness and fairness of the promotion process.
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1.3 INDUSTRY PROFILE
STEEL AUTHORITY OF INDIA LIMITED
Steel Authority of India Limited (SAIL) is a government owned steel producer based in
New Delhi, India. It is under the ownership of Ministry of Steel, Government of India
with an annual turnover of INR 68,452 Crore (US$9.32 billion) for fiscal year 2020–21.
Incorporated on 24 January 1973, SAIL has 63,433 employees (as of 1 November
2021). With an annual production of 16.30 million metric tons, SAIL is the 20th
largest steel producer in the worldand the largest in India. The Hot Metal production
capacity of the company will furtherincrease and is expected to reach a level of 50
million tonnes per annum by 2025. Smt. SomaMondal is the current Chairman of
SAIL. SAIL operates and owns five integrated steel plants at Bhilai, Rourkela,
Durgapur, Bokaro and Burnpur (Asansol) and three special steel plants at Salem,
Durgapur and Bhadravathi. It also owns a Ferro Alloy plant at Chandrapur. As a part
of its global ambition, the company is undergoing a massive expansion and
modernization programs involving upgrading and building new facilities with
emphasis on state of the art green technology. According to a recent survey, SAIL is
one of India's fastest growing Public Sector Units. Besides, it has R&D Centre for Iron
& Steel (RDCIS), Centre for Engineering in Ranchi, Jharkhand.
SAIL's marketing set-up, the ISO 9001:2015 certified Central Marketing Organisation,
is India's largest industrial marketing set-up. CMO is primarily responsible for
marketing of steel items, including carbon, alloy and special steel products, as well as
stainless steel produced by the steel plants of SAIL.Backed by a strong ERP system,
CMO's network of Branch Sales Offices, Warehouses (Departmental & CA yards)
equipped with mechanised handling systems, and Customer Contact Offices function
in a synchronised manner to deliver quality SAIL steel to every corner of the country.
Even as SAIL strengthens India by participating in vital projects of national
importance, it is working towards empowering the small steel consumer in remote
areas of the country by making SAIL steel available through the company’s
everwidening distributor and dealer network. Apna SAIL shops across the country
have emerged as the preferred destination for small consumers of quality steel.
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TYPE OF THE COMPANY: (CENTRAL GOVERNMENT ORGANISATION) PUBLIC
SECTOR UNDERTAKING IN INDIA.
INDUSTRY : STEEL.
Founded: 19 JANUARY 1954.
KEY PEOPLE: Smt. Soma Mondal (Chairman)
Revenue: Rs 68,452 crore (F.Y 2020-21)
Net Profit: Rs 3,470 crore (F.Y 2020-21)
Total Assets: Rs 126,927 crore (F.Y 2020-21)
No. of Employees: 63,433 (as of 1st November 2021)
PRODUCTS: STEEL, FLAT STEEL PRODUCTS, LONG STEEL PRODUCTS, WIRE
PRODUCTS, WHEEL & AXLE FOR INDIAN RAILWAYS,PLATES.
WEBSITE: WWW.SAIL.CO.IN
History
SAIL traces its origin to the Hindustan Steel Limited (HSL) which was set up on
19 January 1954. was initially designed to manage only one plant that was coming
up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done
by the Iron and Steel Ministry. From April 1957, the supervision and control of these
two steel plants were also transferred to Hindustan Steel. The registered office was
originally in New Delhi. It moved to Calcutta in July 1956, and ultimately
to Ranchi in December 1959.
A new steel company, Bokaro Steel Limited (Bokaro Steel Plant), was
incorporated on 29 January 1964 to construct and operate the steel plant at
Bokaro. The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by
the end of December 1961. The 1 MT phase of Durgapur Steel Plant was
completed in January 1962 after commissioning of the Wheel and Axle plant. The
crude steel production of HSL went up from 1.58 MT (1959–60) to 1.6 MT. The
second phase of the Bhilai Steel Plant was completed in September 1967 after
commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase
of Rourkela – the Tandem Mill – was commissioned in February 1968, and the
1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after
commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT
stage at Bhilai, 1.8 MT at Rourkela, and 1.6 MT at Durgapur, the total crude steel
production capacity of HSL were raised to 3.7 MT in 1968–69 and subsequently
to 4 MT in 1972–73. IISCO was taken over as a subsidiary in 1978 and later
merged in 2006.
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Holding Company:
The Ministry of Steel and Mines drafted a policy statement to evolve a new
model for managing the industry. The policy statement was presented to the
Parliament on 2 December 1972. On this basis, the concept of creating a holding
company to manage inputs and outputs under one roof was mooted. This led to
the formation of The Steel Authority of India Ltd. The company, incorporated on
24 January 1973 with an authorized capital of ₹2,000 crore (US$270 million),
was made responsible for managing five integrated steel plants at Bhilai, Bokaro,
Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant.
In 1978 SAIL was restructured as an operating company.
Major Units: SAIL Integrated Steel Plants
BHILAI STEEL PLANT
1. Rourkela Steel Plant (RSP) in Odisha set up with Germancollaboration (The first
integrated steel plant in the Public Sector in India, 1959).
2. Bhilai Steel Plant (BSP) in Chhattisgarh set up with Soviet collaboration (1959).
3. Durgapur Steel Plant (DSP) at Durgapur, West Bengal set up with British
collaboration (1965).
4. Bokaro Steel Plant (BSL) in Jharkhand (1965) set up with Soviet collaboration (The
Plant is hailed as the country's first Swadeshi steel plant, built with maximum
indigenous content in terms of equipment, material and know-how).
5. IISCO Steel Plant (ISP) at Burnpur in Asansol, West Bengal (Plant equipped with
Largest Blast Furnace of country, Modernized in 2015 with investment of 16000 crore
which will yield total production of 2.9 Million Ton annually ).
26
1.4 COMPANY PROFILE
BHILAI STEEL PLANT

The Bhilai Steel Plant (BSP), located in Bhilai, in the Indian state
of Chhattisgarh, is India's first and main producer of steel rails, as well as a major
producer of wide steel plates and other steel products. The plant also produces
steel and markets various chemical by-products from its coke ovens and coal
chemical plant. It was set up with the help of the USSR in 1959.
Bhilai Steel Plant (BSP) is eleven-time winner of the Prime Minister's Trophy for
best integrated steel plant in the country. The plant is the sole supplier of the
country's longest rail tracks, which measure 260 meters (850 ft). The 130 - meter
rail, which would be the world's longest rail line in a single piece, was rolled at
URM, Bhilai Steel Plant(SAIL) on 29 November 2016. The plant also produces
products such as wire rods and merchant products. Bhilai Steel Plant has been the
flagship integrated steel plant unit of the Public Sector steel company, the Steel
Authority of India Limited and is its largest and most profitable production
facility. It is the flagship plant of SAIL, contributing the largest percentage of
profit.
Heritage pictures of Bhilai Steel Plant
27
AWARDS AND ACCOLADES:
Several awards were won by Bhilai Steel Plant and its employees during the year.
Some of the prestigious awards received are:
❖ Bhilai Steel Plant was adjudged winner of The Prime Minister’s Trophy for the best
integrated Steel Plant in the country for two years in succession for the financial
years2006-07 and 2007-08. The plant has achieved the unique distinction of having
won the trophy 9 times out of a total of 16 times that it has been awarded.
❖ BSP has won the Green tech Environment Excellence Platinum Award for the year
2010 in Metal & Mining sector. The award was instituted by Green tech Foundation,
New Delhi. The platinum award is the highest in its category. This award has been
given to Bhilai for its outstanding contribution in implementing pollution control
technologies & environment conservation measures in various spheres of its
activities in the assessment year 2009-10 in December 2010.
❖ Coke Oven department and Environment Management Department of BSP has

been awarded Ispat Suraksha Puraskar for 2007 and 2008 and Ispat Paryavaran
Puraskar for 2008-09 respectively by Joint Committee on Safety, Health &
Environment in Steel Industry (JCSSI) in July 2010.
28
❖ Bhilai Steel Plant bagged the prestigious “Golden Peacock National Quality Award
2011” conferred by Institute of Directors on 28th January, 2011.
❖ BSP has been awarded the Green tech Safety Gold Award 2010 for its
performance on the safety front and reduction in accidents in recent years. The
award was given away by Green tech Foundation, New Delhi at a function organized
in Goa on 24th May 2010.
❖ Ministry of Labor & Employment, Govt. of India announced ‘National Safety

Award’
for 2008 for all types of industries of India, based on achievements in safety by the
industries. 7 departments of Bhilai Steel Plant have won the prize on the parameters
like ‘Longest Accident Free Period’ and ‘Less Severity Rate’. These shops are RMP1,
RMP-2, RTRS, Forge & Steel Structural Shop, Machine Shop-2, Machine Shop-3
and Reclamation Shop.
❖ BSP has been awarded the Golden Peacock Eco-Innovation Award 2010 instituted
by World Environment Foundation. BSP won this award for its project of replacing
horizontal fired burner in its sinter plant 2 with curtain flame ignition system in all
four burners. The project has resulted in energy savings to tune of 20%. Importantly,
the project has enabled reduction in carbon dioxide emissions to the tune of 16,000
T/year on account of less gas being burnt.
❖ BSP has been awarded the prestigious HR Excellence Award by the Green tech
Foundation. The award was presented at a function during the HR Conference at Goa
on 17th Sept 2010. The conference was attended by senior officers of public and
private sector organizations and senior functionaries of government departments.
❖ BSP has won the Golden Peacock Award for Corporate Social Responsibility for
Year 2010. The award instituted by World Council for Corporate Governance and
Institute of Directors, New Delhi was given away at the 5th Global Conference on CSR
held in Lisbon, Portugal from 23 to 25th Sept 2010.
❖ The annual CII-ITC Sustainability Awards are given out to recognize and reward
excellence in economic, environmental and social performance. Seventeen winners
were recognized in different categories of the Awards. The Certificate of
Commendation for Significant Achievement for Independent Unit was given to -
L&TECC Division, SRF Ltd-Chemical Division, SAIL-Bhilai and NTPC-Dadri
❖ .Shri V K Arora, ED I/c, BSP has been honored as one of the Eminent Engineering
29
Personality of the Country by the Indian Institute of Engineers at the Industrial
Engineering Congress held at Kochi, Kerala on 17th Dec 2010.
❖ PM’s Shram Awards for 2009 – 15 employees in three groups have been awarded
the prestigious Shram Vir and Shram Shree Award for Year 2009.
❖ Vishwakarma Puraskar for 2009 - A total of 36 employees in seven groups have

been awarded the Vishwakarma Rashtriya Puraskar for 2009
30
1.5.CHAPTERIZATION
1. Policy Statement: Clear statement of the organization

commitment to promoting internal talent. Alignment with
organizational values and objectives.
2. Eligibility Criteria: Criteria for eligibility for promotion

consideration. Distinguish between executive and non-executive
eligibility criteria. Factors such as performance, skills, experience,
tenure, and alignment with organizational values.
3.Promotion Process: Step-by-step description of the promotion

process. Roles and responsibilities of stakeholders (e.g., HR,
managers, employees). Timeline and milestones for promotion
considerations.
4. Criteria for Evaluation: Detailed explanation of the criteria used

to evaluate candidates for promotion.
Performance metrics, competency assessments, leadership
qualities, etc. Differentiation between criteria for executive and
non-executive roles.
5. Promotion Decision Making: Description of the decision-making

process for promotions. Involvement of stakeholders, decision
criteria, and review mechanisms.Ensuring fairness, transparency,
and accountability.
6. Communication and Feedback: Communication protocols for

informing employees about promotion opportunities.
Feedback mechanisms for candidates who were not promoted
31
Channels for addressing grievances and disputes related to
promotions.
7. Training and Development : Support provided to employees to

enhance their readiness for promotion.
Training programs, mentorship opportunities, job rotations, etc.
Integration with performance management and career
development processes.
8. Succession Planning: Integration of the promotion policy with

succession planning efforts. Identification and grooming of
internal talent for future leadership positions.
Strategies for building a pipeline of qualified candidates.
9. Monitoring and Evaluation: Methods for monitoring the

effectiveness of the promotion policy.Evaluation of promotion
trends, employee satisfaction, and organizational performance
impacts .Continuous improvement mechanisms.
10. Compliance and Legal Considerations: Ensuring compliance

with relevant laws, regulations, and company policies
Addressing issues related to fairness, discrimination, and equal
opportunity.
Legal safe guards and documentation requirements.
32
CHAPTER -2
REVIEW OF LITERATURE
33
REVIEW OF LITERATURE
1. Milkovich (1993), To ensure fairness, consistency and uniformity in the matter of promotion of
regular non-executives in the Company.
2. Koubek(2007), To provide broad equality of opportunity in growth and career prospects.

3. Monday (2003), To create and sustain the morale of the regular non-executives by informing
them of the kind of career promotion opportunities that exist in the Company and the basis of and
the manner in which such promotion will be effected.
4. reilly (2003), Promotion shall mean movement of regular non-executives from the post in the
lower grade to the post in the next higher grade in the line of promotion as defined herein. Jumping
of scale(s) /grades shall not be allowed.
5. Bulla and scott (1994), All promotions shall be subject to completion of minimum qualifying
period and other requirements laid down in this policy. Mere fulfilment of the qualifying period of
service will not confer any right for promotion.
6. Mullins(2006), Promotions shall be on the basis of combined sanction of all the posts. In other
words, vacancies will not be a constraint for promotion.
7. Walker(2016),All regular non-executives shall be considered for promotion strictly in accordance

with the approved line of promotion for each category of posts as prescribed in the policy.
8. Cascio (1993),The DPC shall consider the Performance Appraisal Reports for the preceding five
years. The grading of the PARs will be on 05 point scale i.e. Outstanding/Very
Good/Good/Average/Poor.
9.Mursi’s(2003),Eligibility as regards qualifying service in the lower grade will be determined on the
basis of the date of regular appointment in the said lower grade in the Company and on completion
of requisite number of year of service. EOL on medical grounds up to the permissible limit and
other authorized leave will count as qualifying service for promotion.
10.Jahanian (2009),The induction of Non-Executive employees henceforth will be at the levels

indicated
i) Un-skilled - W-1 ii) Semi-skilled - W-2 iii) Skilled - W-4 iv) Highly Skilled - W-7
11. Randal (2000),Departmental Promotion Committee All promotions shall be approved by the
Appointing authority only on the recommendations of a duly constituted Departmental Promotion
Committee.
12.Leavitt(1965), For all Non Executive posts :- a) Concerned HOD as Chairman b) Representative of
Finance Division as Member c) Representative of P&A Division as Member Secretary d) SC/ST
34
Representative of appropriate status as Member.
13. Hostage(1980), Examine how organizations promote employees in operational, administrative,

or specialized roles.
14. Beery (1980),Discuss the importance of technical skills, job competence, and team collaboration
in non-executive promotions.
15.McCleary (1982),Succession Planning and Executive Promotions:

• Investigate the role of succession planning in executive promotions.
• Discuss how organizations groom and identify potential leaders for top-level positions.
• Explore challenges and best practices in ensuring a smooth transition during executive
promotions.
16. Lewis and booms(1983),Gender and Diversity in Promotions:
• Examine literature that discusses gender and diversity considerations in executive and non-
executive promotions.
• Discuss studies on the representation of women and minority groups in leadership roles and
strategies for promoting diversity.
17. Career Development and Promotion:

• Explore how promotions contribute to career development for both executives and
Non- executives.
• Discuss the role of mentoring, training programs, and skill development in preparing
18. Employee Perception and Satisfaction:

• Review studies that investigate how promotions impact employee satisfaction and morale.
• Examine the psychological aspects of promotions and their influence on job performance
and commitment.
19. Challenges and Barriers to Promotion:

• Discuss literature on common challenges and barriers employees face in the promotion
process.
• Explore factors such as bias, discrimination, or organizational politics that may hinder fair
promotion practices.
20.Strategic Alignment of Promotions:

• Explore how promotions align with organizational strategies and goals.
• Discuss the importance of ensuring that promotions support the long-term vision and
mission of the organization.
21. Global Perspectives on Promotions:

• Investigate how promotion practices vary across different countries and cultures.
• Discuss the impact of cultural differences on executive and non-executive promotions in
multinational corporations.
22. Greiner (1972) described the relationship between company growth and profitability can be
35
Positive or negative. On the one hand, increased growth can contribute a breakdown of informal
relationship established over time in companies, greater growth requiring greater formality in
relationships at work, which in the short-term can be difficult to achieve efficiency, non executive
thus leading to diminish company profitability. On the other hand, Promotion policy greater growth
can result In greater profitability.
23. Singh and Whittington (1975)studied about. the growth and profitability that are important
dimensions of firm performance, when the study of growth is promotion policy undertaken in
terms of systematic influence which may affect growth, rather than regarding growth as wholly
chance phenomenon, then most important systematic influence on growth is that of profitability.
24. Kester (1986) found that there is a negative relationship between capital structure and
profitability under market value and book value basis for both US and Japanese manufacturing
firms. There is no significant difference in US and Japanese company’s growth, profitability, risk,
size, and industry classification.
25.Lieberman and Montgomery (1988) argued that growth displays a favourable impact on its
profitability except for samples of bigger firms. It might be argued that smaller firms are being more
flexible. Which tend to take chance more readily than their bigger rivals, it may also be that smaller
firms can profitably exploit chances by expanding sales at unreduced price. It suggests that new
entrants can create a lasting advantage by building a dominant position for themselves in the
market.
26.Debashish Rai and Debashish Sur (2001)Studied about how the firm’s growth rate affects the
profitability and analysed the various categories in relationship with Non executive growth and
profitability. They concluded that the studies support the general notion. Which shows a positive
relationship between growth and profitability.
27.Eldos Mathew punnoose (2008) postulated negative relationship between growth and
profitability: in short the empirical evidence on the relationship. Between growth and profitability
performance is inconclusive. There is no evidence for substantial,. Universal and positive
relationship between growth and profitability.
28.Fulbag Singh and Monica Mogla (2008) discussed about profitability on merger in an expanding
economy, one should expect a positive association between growth and profitability of firrns
because profits provide the ability to grow. However, executive promotion the factors affecting the
willingness to grow and that are likely to Vary between different industries.
29.Ahmed Arif Karim Almazari (2009) found evidence that growth had a positive impact on
profitability providing support indicates a positive relationship, and also suggested that growth and
profitability are positively related, one would be expect the empirical evidence to clearly
demonstrate a positive association between the two, whether or not the research can determine
the direction of casualty.
30.Balram Dograand Gupta (2009)examined that The optimum capital structure enhances the
profitability and the value of the firm. The result of a study on SMEs in India showed that they relied
more on their own funds. And comparatively less on borrowed funds.
36
31. ZellaSerrasqueiro(2009)measured firm’sProfitability in the analysis of the relationship between
growth and profitability, return on assets and return on sales, the profit rates measured by sales
will give a short term perspective of profitability because sales are annual flows. On the other hand,
the return on assets and return on capital employed will give us a long term perspective.
32. Rajagopalan (2009) concluded that profitability analysis by taking into account, the combined
effect of sales related and assets related ratios is in the inception stage. In the context of widening
opportunities, challenging competition, merger and acquisition wave, strategic investment in
subsidiaries and associates and increased depends upon debt financing.
33. Ramachandran Azhagalah and RajuDeepa (2011) studied about the profit earned by firms was a
major contribution to the profitability and its impact of various predictors variable such as liquidity.
Capital intensity, growth, volatility on profitability, when income earned was controlled. It was
found that the firms, with varying income level, were influenced by different determinants in
deciding their profitability.
34. Karthik and Titto (2011) have found that profitability more or less depends upon the better
utilisation of resource, cut-off expenses and quality of management, it is worthwhile to increase
production. Capacity and use advance technology to cut down the cost of production in order to
increase profitability, not unly against the investment, hut also from investor’s return point of view.
These programs are helpful to increase profitability of the company.
35. Sathya (2012) studied to measure the composite profitability of a firm by a single index. The
analysis shows that in order to rank the selected companies in terms of composite profitability,
ratio-wise scores have been aggregated and the firm who is getting the highest total score has been
ranked as I and the firm who is securing the lowest total score has been ranked as 30. The return of
a business may be measured by studying the profitability of investment in it. Profitability may he
defined as the ability of given investment to earn a return from its use.
36. Sasikala (2012) investigated that there is no relationship between liquidity and profitability, risk
and Profitability and concluded that the excessive liquidity may lead to lower profitability. So, the
negative association between liquidity and profitability must Control with effective liquidity
management.
37. KrishnaMoothi and Ramesh (2012) have found that the companies belong to steel industry are
maintaining different level of profitability, the Profitability strength level determine on the basis of
difference in gross profit, net profit, operating profit, return on investment and dividend payout
ratio. They conclude that there is no correlation of net profit and operating profit among the
selected companies, and there Is no significant difference in return on Investment of selected
companies in India.
38. Amir Hossein Jamali and Asghar Asad (2012)Investigated the relationship between the
management efficiency and the firm’s profitability for a sample of 13 auto manufacturing
companies fisted on the Bombay Stock Exchange and the study conclude that Profitability and
management efficiency are highly correlated to each other and based on the results of the study on
the executive policy.
37
39. Sandeep Patra (2016)analyzed the impact of liquidity on profitability in his study considering the
case Tata Iron & Steel Company Limited. The study of the impact of liquidity ratios on profitability
showed both negative and positive association. Out of seven liquidity ratios selected for this study,
four ratios namely current ratio, acid test ratio, current assets to total assets ratio and inventory
turnover ratio showed negative correlation with profitability ratio. However, these correlation
coefficient were not statistically significant. The remaining three. ratios namely working capital
turnover ratio, receivable. turnover ratio and cash turnover ratio have shown positive association
with the profitability ratio, all of which are statistically significant at 5 per cent level of significance.
40. Kolluns [2014] investigated a study on performance of Indian steel companies during 1999-
2003. The objective of this study was to measure an overall index of performance across the Indian
steel companies based on eleven financial ratios including the profit ratio for each company by
using the globally popular method the Taxonomic Method. The empirical results showed that,
overall composite index would serve a better performance indicator than the conventional stand-
alone operating profit margin.
41. Burange and Yamini [2016] studied on the performance of Indian iron and steel industry and
competitiveness of the firms. The paper examined the performance of Indian iron and steel
industry in the pre and post-liberalization periods in terms of primary indicators such as production,
consumption and foreign trade. It also studies growth in capacity utilisabon, prices and
employment. It is deducal that the industry has grown manifold in all the aspects, especially after
the liberalisation of the economy except employment, which showed a substantial fall during post-
liberalisation when competition among the Indian manufacturing firms has increased.
38
2.1 RESEARCH GAP
1. Effectiveness of Current Promotion Policies: Research could explore the

effectiveness of existing promotion policies in both executive and non-
executive roles. This includes analyzing factors such as transparency, fairness,
and perceived bias in promotion processes.
2. Impact of Promotion Criteria: Investigating the criteria used for promotions

and their impact on organizational performance and employee satisfaction
could be valuable. This could involve examining the balance between merit-
based promotions, tenure-based promotions, and other factors such as
diversity and inclusion initiatives.
3. Cross-Functional Promotions: Research could focus on the potential benefits

and challenges of promoting employees from non-executive roles to executive
positions, and vice versa. Understanding how skills and experiences gained in
one role translate to success in another can inform promotion policies.
4. Retention and Turnover: Exploring the relationship between promotion

policies and employee retention rates, especially among high-potential
individuals, could provide insights into the effectiveness of these policies in
talent retention.
5. Perceptions of Promotion Fairness: Studying employees' perceptions of

fairness in promotion processes can reveal areas where policies may need
improvement. This includes examining perceptions of favoritism,
discrimination, and the clarity of promotion criteria.
6. Training and Development: Research could investigate the role of training and
development programs in preparing employees for promotions, particularly in
non-executive roles where opportunities for skill development may be limited.
7. Alignment with Organizational Goals: Assessing the extent to which promotion

policies align with organizational goals and values can help organizations
39
ensure that promotions contribute to long-term success and cultural
coherence.
8. Generational Differences: Investigating how different generations perceive and
respond to promotion policies can help organizations tailor their approaches to
meet the needs and expectations of diverse workforce demographics.
9. Global and Cultural Variations: Considering how promotion policies vary across
different cultures and regions can provide insights into best practices for
promoting employees in multinational organizations.
10. Impact of Technology: With the increasing use of technology in talent

management, research could explore how technologies such as AI-driven
analytics and performance management systems influence promotion
decisions and outcomes.
40
2.2 NEED OF THE STUDY
The formation of a formal and sound promotion policy in any organisation offers the
following advantages:
(a) It increases job satisfaction and improves their morale
. (b) It develops employee’s loyalty by assuring his promotion within the
organisation. (c) It attracts good and efficient employees from outside
also. (d) A sound and well organized promotion policy, if followed in a no
partial manner removes the chances of subjectivity in promotional
decision. (e) It Increases the effectiveness of the organisation too. (f) The
policy of promotion from within is economical for organisation also. (g)
The efficiency of the employee and production of the organisation also
increases. (c) Research Objectives To determine the impact of talent
management practices on employee engagement. To determine the
impact of talent management practices on employee retention. 1. Scope
of the Study The study is undertaken at a public sector steel
manufacturing unit named Bhilai Steel plant (one of the unit of SAIL).
Employees from middle and top 36 managements are covered under this
survey. The underlying focus is to determine the impact of talent
management practices on employee engagement and employee
retention. 2. Statement of the problem Talent management as a practice
becomes a challenging but creative task of managing n asset, which is
always referred as such but treated as a liability. People as important
stakeholder can from short- changed to being long term economic value
to the investors. Having understood the problems faced by HR
practitioners on how can companies recruit, manage and retain “Talent”.
Also how talent management helps to engage and retain talent in
Bokaro Steel Plant. 3.Hypothesis Based on the review of available
literature in relation to the proposed topic “Non- executive promotion
policy of bhilai steel plant.”, two hypotheses have been generated. The
hypotheses are: H1:- Non-Executive promotion policy practices have
positive impact on employee retention. H2:- Non-Executive promotion
policy practices have positive impact on employee engagement .
41
2.3 OBJECTIVES AND SCOPE
In this topic an attempt has been made to analyze completely the programs conducted by Bhilai Steel Plant
for developing human resources. 2. Review of the program is been made by analyzing the program based on
the data collected from the feedback forms from the participants. 3. All the programs' I have analyzed has
been conducted by the Bhilai Management Training Centre. 37 4. To analyze completely the program
conducted by BSP for developing Human Resources. 5. To develop each individual capabilities to perform the
present job to handle future goals. 6. To analyze the organization climate is favorable to the employees for
developing new skill & knowledge
2.4 Limitations
(i) Better qualified outsiders may not be reached by the management. Moreover, the person
promoted to a senior job may not possess the required qualities.
(ii) The mobility of manpower is restricted. Once a man joins an organisation, he will stick to that
organisation. Employee turnover to a certain extent is good for the health of the organisation.
(iii) In promotion, there may be clash between factors like seniority and ability. The decisions may
lead to favouritism.
(iv) Further growth of the business is hindered by the limited talent of the insiders. The entry of
fresh talent into the organisation will be restricted
42
CHAPTER – 3
RESEARCH METHODOLOGY
43
3.1 DATA COLLECTION
Data collection is the process of gathering and measuring information on variables of interest, in an
established systematic fashion that enables one to answer stated research questions, test hypotheses,
and evaluate outcomes. The data collection component of research is common to all fields of study
including physical and social sciences, humanities, business, etc. While methods vary by discipline, the
emphasis on ensuring accurate and honest collection remains the same. The importance of ensuring
accurate and appropriate data collection Regardless of the field of study or preference for defining data
(quantitative, qualitative), accurate data collection is essential to maintaining the integrity of research.
Both the selection of appropriate data collection instruments (existing, modified, or newly developed)
and clearly delineated instructions for their correct use reduce the likelihood of errors occurring.
Consequences from improperly collected data include
1. inability to answer research questions accurately
2. inability to repeat and validate the study
3. distorted findings resulting in wasted resources
4. misleading other researchers to pursue fruitless avenues of investigation
5. compromising decisions for public policy
6. causing harm to human participants and animal subjects While the degree of impact from faulty data
collection may vary by discipline and the nature of investigation, there is the potential to cause
disproportionate harm when these research results are used to support public policy recommendations.
Data Collection Methods : Primary and secondary methods of data collection are two approaches used
to gather information for research or analysis purposes. Let's explore each data collection method in
detail:
1. Primary Data Collection: Primary data collection involves the collection of original data directly from
the source or through direct interaction with the respondents. This method allows researchers to obtain
firsthand information specifically tailored to their research objectives. There are various techniques for
primary data collection, including:
a. Surveys and Questionnaires: Researchers design structured questionnaires or surveys to collect data
from individuals or groups. These can be conducted through face-to-face interviews, telephone calls,
mail, or online platforms.
b. Interviews: Interviews involve direct interaction between the researcher and the respondent. They
can be conducted in person, over the phone, or through video conferencing. Interviews can be
structured (with predefined questions), semistructured (allowing flexibility), or unstructured (more
conversational).
c. Observations: Researchers observe and record behaviors, actions, or events in their natural setting.
This method is useful for gathering data on human behavior, interactions, or phenomena without direct
intervention.
d. Experiments: Experimental studies involve the manipulation of variables to observe their impact on
the outcome. Researchers control the conditions and collect data to draw conclusions about cause-and-
effect relationships.
e. Focus Groups: Focus groups bring together a small group of individuals who discuss specific topics in
a moderated setting. This method helps in understanding opinions, perceptions, and experiences shared
by the participants.
2. Secondary Data Collection: Secondary data collection involves using existing data collected by
someone else for a purpose different from the original intent. Researchers analyze and interpret this
44
data to extract relevant information. Secondary data can be obtained from various sources, including:
a. Published Sources: Researchers refer to books, academic journals, magazines, newspapers,
government reports, and other published materials that contain relevant data.
b. Online Databases: Numerous online databases provide access to a wide range of secondary data,
such as research articles, statistical information, economic data, and social surveys.
c. Government and Institutional Records: Government agencies, research institutions, and
organizations often maintain databases or records that can be used for research purposes.
d. Publicly Available Data: Data shared by individuals, organizations, or communities on public
platforms, websites, or social media can be accessed and utilized for research.
e. Past Research Studies: Previous research studies and their findings can serve as valuable secondary
data sources. Researchers can review and analyze the data to gain insights or build upon existing
knowledge.
Data Collection Tools : Now that we’ve explained the various techniques, let’s narrow our focus even
further by looking at some specific tools. For example, we mentioned interviews as a technique, but we
can further break that down into different interview types (or “tools”).
• Word Association The researcher gives the respondent a set of words and asks them what comes to
mind when they hear each word.
• Sentence Completion Researchers use sentence completion to understand what kind of ideas the
respondent has. This tool involves giving an incomplete sentence and seeing how the interviewee
finishes it.
• Role-Playing Respondents are presented with an imaginary situation and asked how they would act or
react if it was real.
• In-Person Surveys The researcher asks questions in person.
• Online/Web Surveys These surveys are easy to accomplish, but some users may be unwilling to
answer truthfully, if at all.
• Mobile Surveys These surveys take advantage of the increasing proliferation of mobile technology.
Mobile collection surveys rely on mobile devices like tablets or smartphones to conduct surveys via SMS
or mobile apps.
• Phone Surveys No researcher can call thousands of people at once, so they need a third party to
handle the chore. However, many people have call screening and won’t answer.
• Observation Sometimes, the simplest method is the best. Researchers who make direct observations
collect data quickly and easily, with little intrusion or third-party bias. Naturally, it’s only effective in
small-scale situations.
(i)Better qualified outsiders may not be reached by the management.

Moreover, the person promoted to a senior job may not possess the required qualities.
(ii) The mobility of manpower is restricted. Once a man joins an organisation, he will stick to theorganisation.
Employee turnover to a certain extent is good for the health of the organisation.
(iii) In promotion, there may be clash between factors like seniority and ability.
The decisions may lead to favouritism.
(iv) Further growth of the business is hindered by the limited talent of the insiders.
The entry of fresh talent into the organisation will be restricted.
45
3.2 SAMPLING
It is the selection of a subset or a statistical sample (termed sample for short) of individuals from within a
statistical population to estimate characteristics of the whole population. Statisticians attempt to collect
samples that are representative of the population. Sampling has lower costs and faster data collection
compared to recording data from the entire population, and thus, it can provide insights in cases where it is
infeasible to measure an entire population. Each observation measures one or more properties (such as
weight, location, colour or mass) of independent objects or individuals. In survey sampling, weights can be
applied to the data to adjust for the sample design, particularly in stratified sampling.
[1] Results from probability theory and statistical 43 theory are employed to guide the practice. In business
and medical research, sampling is widely used for gathering information about a population.
[2] Acceptance sampling is used to determine if a production lot of material meets the governing
specifications.
3.3 SAMPLING METHOD
A. Probability sampling methods There’s a wide range of probability sampling methods to explore and
consider. Here are some of the best-known options.
1. Simple random sampling With simple random sampling, every element in the population has an equal
chance of being selected as part of the sample. It’s something like picking a name out of a hat. Simple
random sampling can be done by anony mising the population – e.g by assigning each item or person in the
population a number and then picking numbers at random. Simple random sampling is easy to do and
cheap, and it removes all risk of bias from the sampling process. However, it also offers no control for the
researcher and may lead to unrepresentative groupings being picked by chance.
2. Systematic sampling With systematic sampling, also known as systematic clustering, the random selection
only applies to the first item chosen. A rule then applies so that every nth item or person after that is picked.
Although there’s randomness involved, the researcher can choose the interval at which items are picked,
which allows them to make sure the selections won’t be accidentally clustered together.
3. Stratified sampling Stratified sampling involves random selection within predefined groups. It’s useful
when researchers know something about the target population and can decide how to subdivide it (stratify
it) in a way that makes sense for the research. For example, if you were researching travel behaviours in a
group of people, it might be helpful to separate those who own or have use of a car from those who are
dependent on public transport. Stratified sampling has benefits but it also introduces the question of how to
stratify a population, which adds in more risk of bias.
4. Cluster sampling With cluster sampling, groups rather than individual units of the target population are
selected at random. These might be pre-existing groups, such as people in certain zip codes or students
belonging to an academic year. Cluster sampling can be done by selecting the entire cluster, or in the case of
two-stage cluster sampling, by randomly selecting the cluster itself, then selecting at random again within
the cluster.
B. Non-probability sampling methods Non-probability sampling methods don’t offer the same bias-removal
benefits as probability sampling, but there are times when these types of sampling are chosen for
expediency or simplicity. Here are some forms of non-probability sampling and how they work.
46
1. Convenience sampling People or elements in a sample are selected on the basis of their availability. If you
are doing a research survey and you work at a university, for example, a convenience sample might consist
of students or co-workers who happen to be on campus with free time who are willing to take your
questionnaire. This kind of sample can have value, especially if it’s done as an early or preliminary step, but
significant bias will be introduced.
2. Quota sampling Like the probability-based stratified sampling method, this approach aims to achieve a
spread across the target population by specifying who should be recruited for a survey according to certain
groups or criteria. For example, your quota might include a certain number of males and a certain number of
females, or people in certain age brackets or ethnic groups. Bias may be introduced during the selection
itself – for example, volunteer bias might skew the sample towards people with free time who are interested
in taking part. Or bias may be part and parcel of the way categories for the quotas are selected by
researchers.
3. Purposive sampling Participants for the sample are chosen consciously by researchers based on their
knowledge and understanding of the research question at hand or their goals. Also known as judgment
sampling, this technique is unlikely to result in a representative sample, but it is a quick and fairly easy way
to get a range of results or responses.
4. Snowball or referral sampling With this approach, people recruited to be part of a sample are asked to
invite those they know to take part, who are then asked to invite their friends and family and so on. The
participation radiates through a community of connected individuals like a snowball rolling downhill. This
method can be helpful when the researcher doesn’t know very much about the target population and has no
easy way to contact or access them. However it will introduce bias, for example by missing out isolated
members of a community or skewing towards certain age or interest groups who recruit amongst
themselves.
47
3.4 SAMPLE SIZE DETERMINATION
Sample size determination is the process of choosing the right number of observations or people from a
larger group to use in a sample. The goal of figuring out the sample size is to ensure that the sample is big
enough to give statistically valid results and accurate estimates of population parameters but small enough
to be manageable and cost-effective. In many research studies, getting information from every member of
the population of interest is not possible or useful. Instead, researchers choose a sample of people or events
that is representative of the whole to study. How accurate and precise the results are can depend a lot on
the size of the sample. Choosing the statistically significant sample size depends on a number of things, such
as the size of the population, how precise you want your estimates to be, how confident you want to be in
the results, how different the population is likely to be, and how much money and time you have for the
study. Statistics are often used to figure out how big a sample should be for a certain type of study and
research question. Figuring out the sample size is important in ensuring that research findings and
conclusions are valid and reliable.
1. Population size: Population size is how many people fit your demographic. For example, you want to get
information on doctors residing in North America. Your population size is the total number of doctors in
North America. Don’t worry! Your population size doesn’t always have to be that big. Smaller population
sizes can still give you accurate results as long as you know who you’re trying to represent.
2. Confidence level: The confidence level tells you how sure you can be that your data is accurate. It is
expressed as a percentage and aligned to the confidence interval. For example, if your confidence level is
90%, your results will most likely be 90% accurate.
3. The margin of error (confidence interval): There’s no way to be 100% accurate when it comes to surveys.
Confidence intervals tell you how far off from the population means you’re willing to allow your data to fall.
A margin of error describes how close you can reasonably expect a survey result to fall relative to the real
population value. Remember, if you need help with this information, use our margin of error calculator.
4. Standard deviation: Standard deviation is the measure of the dispersion of a data set from its mean. It
measures the absolute variability of a distribution. The higher the dispersion or variability, the greater the
standard deviation and the greater the magnitude of the deviation. For example, you have already sent out
your survey. How much variance do you expect in your responses?
That variation in response is the standard deviation. Sample size calculation formula – sample size
determination With all the necessary terms defined, it’s time to learn how to determine sample size using a
sample calculation formula. Your confidence level .corresponds to a Z-score.
This is a constant value needed for this equation. Here are the z-scores for the most common confidence
levels:
90% – Z Score = 1.645 95% – Z Score = 1.96 99% – Z
Score = 2.576 If you choose a different confidence level, various online tools can help you find your score.
Necessary Sample Size = (Z-score)2 * StdDev*(1-StdDev) / (margin of error)2
Here is an example of how the math works, assuming you chose a 90% confidence level, .6 standard
deviation, and a margin of error (confidence interval) of +/- 4%. ((1.64)2 x .6(.6)) / (.04)2 ( 2.68x .0.36) /
.0016 .9648 / .0016 =603 603 respondents are needed, and that becomes your sample size.
48
SAMPLE SIZE FORMULA:
Ss = z² *p * (1-p)/c²
Z = Z VALUE(e.g 1.96 for 95% confidence level)
P= percentage picking a choice, expressed as decimal (0.5 ussed for sample size needed)
C = confidence interval expressed as decimal (e.g 0.04 = ± 4)
Correction for finite population:
New ss = 𝑠𝑠/1+ss-1/ pop
Pop= population
49
CHAPTER – 4
DATA ANALYSIS & INTERPRETATION
50
Frequencies
Notes
Output Created 28-MAR-2024 22:10:49
Comments
Input Active Dataset DataSet1
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working 300
Data File
Missing Value Definition of Missing User-defined missing
Handling values are treated as
missing.
Cases Used Statistics are based on
all cases with valid data.
Syntax FREQUENCIES
VARIABLES=Timestamp
Age Gender
Qualification Income
@1.Recognizingexceptio
nalleadershipskillsandpr
omotingexecutivesw
@2.Promotingexecutive
swhoconsistentlydriveinn
ovationandcontribut
@3.Rewardingexecutive
swhodemonstratestrong
strategicthinkingandde
swhoeffectivelymanagea
ndachievekeyperforman
@5.Recognizingexecutiv
eswhoconsistentlydemo
nstratestrongcommunic
swhoactivelymentorandd
eveloptheirteammember
@7.Rewardingexecutive
swhodisplayacommitme
nttocontinuouslearninga
swhoconsistentlydeliverr
esultsandmeetorexce
@9.Recognizingexecutiv
eswhosuccessfullynavig
atecomplexchallenges
@10.Promotingexecutiv
51
eswhodemonstrateastro
ngunderstandingofmarke
@11.Rewardingexecutiv
eswhoconsistentlydispla
yastrongworkethicand
@12.Promotingexecutiv
eswhoeffectivelycollabor
atewithcrossfunctio
@13.Recognizingexecuti
veswhoconsistentlydispl
ayapositiveattitude
@14.Promotingnonexec
utiveemployeeswhoactiv
elysupporttheorganizat
@15.Recognizingnonex
ecutiveemployeeswhoco
nsistentlydisplayastron
elycontributetoapositi
@17.Rewardingnonexec
utiveemployeeswhodem
onstrateinnovationandco
n
utiveemployeeswhocons
istentlyprovideexcellen
@19.Recognizingnonex
ecutiveemployeeswhoco
nsistentlydisplaystrong
elyseekoutopportunitie
/NTILES=4
/STATISTICS=STDDEV
VARIANCE RANGE
MINIMUM MAXIMUM
SEMEAN MEAN
MEDIAN MODE SUM
SKEWNESS SESKEW
KURTOSIS SEKURT
/PIECHART PERCENT
/ORDER=VARIABLE.
Resources Processor Time 00:00:02.75

Elapsed Time 00:00:01.95
52
Age Frequenc Valid Cumulative
y Percent Percent Percent
Valid 1 74 24.7 24.7 24.7
2 74 24.7 24.7 49.3
3 89 29.7 29.7 79.0
4 63 21.0 21.0 100.0
Total 300 100.0 100.0
Gender .
Frequenc Valid Cumulative

Valid 1 148 49.3 49.3 49.3
2 81 27.0 27.0 76.3
3 71 23.7 23.7 100.0
Total 300 100.0 100.0
53
Qualification

Valid 1 96 32.0 32.0 32.0
2 79 26.3 26.3 58.3
3 73 24.3 24.3 82.7
4 52 17.3 17.3 100.0
Total 300 100.0 100.0
54
Income.
Valid 1 50 16.7 16.7 16.7
2 72 24.0 24.0 40.7
3 64 21.3 21.3 62.0
4 59 19.7 19.7 81.7
5 55 18.3 18.3 100.0
Total 300 100.0 100.0
1."Recognizing exceptional leadership skills and promoting executives

who inspire and motivate their teams."

Valid 1 93 31.0 31.4 31.4
2 51 17.0 17.2 48.6
3 51 17.0 17.2 65.9
4 47 15.7 15.9 81.8
5 54 18.0 18.2 100.0
Total 296 98.7 100.0
Missing System 4 1.3
Total 300 100.0
55
INTERPRETATION 1 : Frequency Distribution: Majority of the respondents rated the statement
highly, with 93 respondents (31.4%) giving it a rating of 1, and 51 respondents each (17.2%) giving it
ratings of 2 and 3. A significant portion of respondents also rated it at the highest level, with 54
respondents (18.2%) giving it a rating of 5. Relatively fewer respondents gave it lower ratings, with
47 respondents (15.9%) rating it 4. - Descriptive Statistics: The mean rating is 2.72, indicating that,
on average, respondents rated the statement between "Somewhat agree" and "Agree". The
median is 3.00, which suggests that the middle value of the ratings is at "Agree". The mode is 1,
indicating that the most common rating given by respondents is 1, corresponding to "Strongly
agree". The standard deviation is 1.499, indicating some variability in the ratings given. -
Distribution Characteristics: The skewness value of 0.245 suggests a slightly positive skew, meaning
that the distribution of responses is slightly skewed towards higher ratings. The kurtosis value of -
1.381 indicates a platy kurtic distribution, suggesting that the distribution has fewer extreme values
compared to a normal distribution.
2."Promoting executives who consistently drive innovation and

contribute to the company's growth."

Valid 1 63 21.0 21.0 21.0
2 54 18.0 18.0 39.0
3 62 20.7 20.7 59.7
4 64 21.3 21.3 81.0
5 57 19.0 19.0 100.0
Total 300 100.0 100.0
56
INTERPRETATION 2 : This statement received relatively positive ratings, with the majority of
respondents giving it ratings between 3 and 5. The mean rating of 2.99 indicates that, on average,
respondents tended to agree with the statement to a moderate extent. The mode being 4 suggests
that a significant portion of respondents leaned towards agreeing or strongly agreeing with the
statement. The standard deviation of 1.414 indicates some variability in the ratings given, but
overall, the responses tend to cluster around the higher end of the scale.
3."Rewarding executives who demonstrate strong strategic thinking and

decision-making abilities."

Valid 1 55 18.3 18.3 18.3
2 65 21.7 21.7 40.0
3 52 17.3 17.3 57.3
4 57 19.0 19.0 76.3
5 71 23.7 23.7 100.0
Total 300 100.0 100.0
Interpretataion 3 : "Rewarding executives who demonstrate strong strategic thinking

and decision-making abilities."
Descriptive Statistics:
Mean: 3.08
Median: 3.00
57
Mode: 5
Standard Deviation: 1.445
Frequency Distribution:
The most common rating is 5, with 23.7% of respondents choosing this option.
Ratings of 4 and 2 were also significant, with 19% and 21.7% of respondents selecting
them, respectively.
18.3% of respondents rated it at 1, and 17.3% rated it at 3.
Interpretation:
This statement received generally positive ratings, with a notable proportion of

respondents giving it ratings of 4 or 5.
The mean rating of 3.08 suggests that, on average, respondents leaned towards
agreeing with the statement.
The mode being 5 indicates that a considerable number of respondents strongly
agreed with the statement.
Similar to the previous statement, there is some variability in the ratings, as indicated
by the standard deviation, but the responses generally skew towards the higher end
of the scale.
4."Promoting executives who effectively manage and achieve key

performance indicators."

Valid 1 62 20.7 20.7 20.7
2 42 14.0 14.0 34.7
3 65 21.7 21.7 56.3
4 80 26.7 26.7 83.0
5 51 17.0 17.0 100.0
Total 300 100.0 100.0
58
INTERPRETATION 4: "Promoting executives who effectively manage and achieve key performance
indicators." 89
Descriptive Statistics:
Mean: 3.05 Median: 3.00
Mode: 4
Standard Deviation: 1.385
Frequency Distribution: The most common rating is 4, with 26.7% of respondents choosing this
option. Ratings of 3 and 1 were also significant, with 21.7% and 20.7% of respondents selecting
them, respectively. 17% of respondents rated it at 5, and 14% rated it at 2. Interpretation: Similar to
the previous statements, this statement received generally positive ratings, with a significant
proportion of respondents giving it ratings of 3 or higher. The mean rating of 3.05 indicates that, on
average, respondents tended to agree with the statement. The mode being 4 suggests that a
considerable number of respondents either agreed or strongly agreed with the statement. Again,
there is some variability in the ratings, but the responses generally lean towards the higher end of
the scale.
5."Recognizing executives who consistently demonstrate strong

communication and interpersonal skills."

Valid 1 66 22.0 22.0 22.0
2 60 20.0 20.0 42.0
3 57 19.0 19.0 61.0
4 60 20.0 20.0 81.0
5 57 19.0 19.0 100.0
Total 300 100.0 100.0
59
Interpretation 5:
Similar to the previous statements, this statement received generally positive ratings,
with a significant proportion of respondents giving it ratings of 3 or higher.
The mean rating of 3.05 indicates that, on average, respondents tended to agree with
the statement.
The mode being 4 suggests that a considerable number of respondents either agreed
or strongly agreed with the statement.
Again, there is some variability in the ratings, but the responses generally lean
towards the higher end of the scale.
6."Promoting executives who actively mentor and develop their team

members."

Valid 1 60 20.0 20.0 20.0
2 60 20.0 20.0 40.0
4 60 20.0 20.0 60.0
5 61 20.3 20.3 80.3
Nautral 59 19.7 19.7 100.0
Total 300 100.0 100.0
INTERPRETATAION 6 : Descriptive Statistics: The responses are evenly distributed across the options, with
each option (1 to 5) receiving approximately 20% of the responses. There is also a category "Nautral"
60
(Natural?) with 19.7% of responses. Interpretation: This statement received varied responses, with no clear
majority in any particular rating category. The evenly distributed responses suggest mixed opinions among
respondents regarding the importance of promoting executives based on their mentorship and development
of team members. The category "Nautral" needs clarification, as it's not a standard response option.
7."Rewarding executives who display a commitment to continuous

learning and professional growth."

Valid 1 69 23.0 23.0 23.0
2 60 20.0 20.0 43.0
3 51 17.0 17.0 60.0
4 67 22.3 22.3 82.3
5 53 17.7 17.7 100.0
Total 300 100.0 100.0
INTERPRETATION 7 :
Descriptive Statistics: Mean: 2.92 Median: 3.00 Mode: 1 91 Standard Deviation: 1.432 Frequency
Distribution: The most common rating is 1, with 23% of respondents choosing this option. Ratings of 4 and 2
were also significant, with 22.3% and 20% of respondents selecting them, respectively. 17% of respondents
rated it at 3, and 17.7% rated it at 5. Interpretation: This statement received mixed ratings, with a significant
portion of respondents giving it lower ratings (1 or 2). The mean rating of 2.92 suggests that, on average,
respondents tended to slightly disagree with the statement. The mode being 1 indicates that a notable
portion of respondents disagreed with the statement.
8."Promoting executives who consistently deliver results and meet or
61
exceed targets."

Valid 1 66 22.0 22.0 22.0
2 60 20.0 20.0 42.0
3 60 20.0 20.0 62.0
4 65 21.7 21.7 83.7
5 49 16.3 16.3 100.0
Total 300 100.0 100.0
INTERPRETATION 8:
Descriptive Statistics: Mean: 2.90 Median: 3.00 Mode: 1 Standard Deviation: 1.395 Frequency Distribution:
The most common rating is 1, with 22% of respondents choosing this option. Ratings of 3 and 2 were also
significant, with 21.7% and 20% of respondents selecting them, respectively. 16.3% of respondents rated it
at 5, and 21.7% rated it at 4. Interpretation: Similar to the previous statement, this statement received
mixed ratings, with a notable portion of respondents giving it lower ratings (1 or 2). The mean rating of 2.90
suggests that, on average, respondents tended to slightly disagree with the statement. The mode being 1
indicates that a significant portion of respondents disagreed with the statement. There is considerable
variability in the ratings, as indicated by the standard deviation
.9.Recognizingexecutives who successfully navigate complex

challenges and drive positive change.

Valid 1 73 24.3 24.3 24.3
2 65 21.7 21.7 46.0
62
3 61 20.3 20.3 66.3
4 43 14.3 14.3 80.7
5 58 19.3 19.3 100.0
Total 300 100.0 100.0
INTERPRETATION 9 :
The most common rating is 1, with 24.3% of respondents choosing this option. Ratings of 2 and 3 were also
significant, with 21.7% and 20.3% of respondents selecting them, respectively. 19.3% of respondents rated it
at 5, and 14.3% rated it at 4. Interpretation: This statement received mixed ratings, with a significant portion
of respondents giving it lower ratings (1 or 2). The mean rating of 2.83 suggests that, on average,
respondents tended to slightly disagree with the statement. The mode being 1 indicates that a notable
portion of respondents disagreed with the statement.
10."Promoting executives who demonstrate a strong understanding of

market trends and adaptability."

Valid 1 65 21.7 21.7 21.7
2 61 20.3 20.3 42.0
3 56 18.7 18.7 60.7
4 57 19.0 19.0 79.7
5 61 20.3 20.3 100.0
Total 300 100.0 100.0
63
INTERPRETATION 10 ;
at 5, and 18.7% rated it at 3. Interpretation: Similar to the previous statements, this statement received
mixed ratings, with a notable portion of respondents giving it lower ratings (1 or 2). 93 The mean rating of
2.96 suggests that, on average, respondents tended to slightly disagree with the statement. The mode being
1 indicates that a significant portion of respondents disagreed with the statement. There is considerable
variability in the ratings, as indicated by the standard deviation. Overall, these statistics show mixed opinions
among respondents regarding the importance of promoting and rewarding executives based on various
criteria such as mentorship, continuous learning, delivering results, navigating challenges, and understanding
market trends. Some statements received more positive ratings than others, indicating areas of potential
consensus or disagreement within the surveyed group.
11."Rewarding executives who consistently display a strong work ethic

and dedication."

Valid 1 57 19.0 19.0 19.0
2 58 19.3 19.3 38.3
3 55 18.3 18.3 56.7
4 68 22.7 22.7 79.3
5 62 20.7 20.7 100.0
Total 300 100.0 100.0
64
INTERPRETATION 11 :
The most common rating is 4, with 22.7% of respondents choosing this option. Ratings of 5, 2, and 1 were
also significant, with 20.7%, 19.3%, and 19.0% of respondents selecting them, respectively. 18.3% of
respondents rated it at 3. Interpretation: Overall, respondents tended to agree with the statement, as
indicated by the mean rating of 3.07. The mode being 4 suggests that a notable portion of respondents
strongly agreed with the statement. There is some variability in the ratings, as indicated by the standard
deviation, but the majority of responses were in agreement.
12.Promoting executives who effectively collaborate with cross-

functional teams to achieve strategic goals."

Valid 1 65 21.7 21.7 21.7
2 47 15.7 15.7 37.3
3 58 19.3 19.3 56.7
4 68 22.7 22.7 79.3
5 62 20.7 20.7 100.0
Total 300 100.0 100.0
65
INTERPRETATION 12 :
Descriptive Statistics: 94 Mean: 3.05 Median: 3.00 Mode: 4 Standard Deviation: 1.443 Frequency
Distribution: The most common rating is 4, with 22.7% of respondents choosing this option. Ratings of 1 and
5 were also significant, with 21.7% and 20.7% of respondents selecting them, respectively. 19.3% of
respondents rated it at 3, while 15.7% rated it at 2. Interpretation: Respondents generally agreed with the
statement, as indicated by the mean rating of 3.05. The mode being 4 suggests that a notable portion of
respondents strongly agreed with the statement. There is some variability in the ratings, as indicated by the
standard deviation, but the majority of responses were in agreement.
13."Recognizing executives who consistently display a positive attitude

and contribute to a positive work culture."

Valid 1 66 22.0 22.0 22.0
2 50 16.7 16.7 38.7
3 63 21.0 21.0 59.7
4 55 18.3 18.3 78.0
5 66 22.0 22.0 100.0
Total 300 100.0 100.0
66
INTERPRETATION 13 :
at 4, while 16.7% rated it at 2. Interpretation: Respondents were somewhat divided in their opinions about
the statement. While the mean rating of 3.02 suggests a slight agreement with the statement, the mode
being 1 indicates that a notable portion of respondents disagreed with it. There is considerable variability in
the ratings, as indicated by the standard deviation.
14. Promoting non-executive employees who actively support the

organization's values

Valid 1 69 23.0 23.0 23.0
2 62 20.7 20.7 43.7
3 66 22.0 22.0 65.7
4 51 17.0 17.0 82.7
5 52 17.3 17.3 100.0
Total 300 100.0 100.0
67
INTERPRETATION 14 :
at 5, while 17.0% rated it at 4. Interpretation: Respondents tended to slightly disagree with the statement, as
indicated by the mean rating of 2.85. The mode being 1 suggests that a notable portion of respondents
disagreed with promoting non-executive employees based on their support for the organization's values.
15.Recognizing non-executive employees who consistently display a

strong work ethic and dedication."

Valid 1 51 17.0 17.0 17.0
2 57 19.0 19.0 36.0
3 61 20.3 20.3 56.3
4 65 21.7 21.7 78.0
5 66 22.0 22.0 100.0
Total 300 100.0 100.0
68
INTERPRETATION 15:
at 2, while 17.0% rated it at 1. Interpretation: Respondents generally agreed with the statement, as indicated
by the mean rating of 3.13. The mode being 5 suggests that a notable portion of respondents strongly
agreed 96 with recognizing non-executive employees for their work ethic and dedication.
16."Promoting non-executive employees who actively contribute to a

positive work environment."

Valid 1 54 18.0 18.0 18.0
2 70 23.3 23.3 41.3
3 58 19.3 19.3 60.7
4 64 21.3 21.3 82.0
5 54 18.0 18.0 100.0
Total 300 100.0 100.0
69
INTERPRETATION 16 :
the statement. While the mean rating of 2.98 suggests a slight agreement with the statement, the mode
being 2 indicates that a notable portion of respondents neither agreed nor disagreed with it. There is some
variability in the ratings, as indicated by the standard deviation. Overall, these statistics provide insights into
respondents' opinions regarding the importance of rewarding and promoting both executives and non-
executive employees based on various criteria such as work ethic, collaboration, attitude, and contribution
to organizational values and culture.
17."Rewarding non-executive employees who demonstrate innovation

and contribute to process improvements."

Valid 1 66 22.0 22.0 22.0
2 55 18.3 18.3 40.3
3 73 24.3 24.3 64.7
4 63 21.0 21.0 85.7
5 43 14.3 14.3 100.0
Total 300 100.0 100.0
70
INTERPRETATION 17 :
The most common rating is 3, with 24.3% of respondents choosing this option. Ratings of 1, 2, 4, and 5 were
also significant, with 22.0%, 18.3%, 21.0%, and 14.3% of 97 respondents selecting them, respectively.
Interpretation: Respondents generally agreed with the importance of rewarding non-executive employees
who demonstrate innovation and contribute to process improvements, as indicated by the mean rating of
2.87. The mode being 3 suggests that a notable portion of respondents moderately agreed with the
statement.
18."Promoting non-executive employees who consistently provide

excellent customer service."

Valid 1 64 21.3 21.3 21.3
2 60 20.0 20.0 41.3
3 61 20.3 20.3 61.7
4 51 17.0 17.0 78.7
5 64 21.3 21.3 100.0
Total 300 100.0 100.0
71
INTERPRETATION 18 :
the importance of promoting non-executive employees based on their consistent provision of excellent
customer service. While the mean rating of 2.97 suggests a slight agreement with the statement, the
19.Recognizing non-executive employees who consistently display

strong teamwork and collaboration."

Valid 1 69 23.0 23.0 23.0
2 57 19.0 19.0 42.0
3 55 18.3 18.3 60.3
4 57 19.0 19.0 79.3
5 62 20.7 20.7 100.0
Total 300 100.0 100.0
72
INTERPRETATION 19 :
98 The most common rating is 1, with 23.0% of respondents choosing this option. Ratings of 4 and 5 were
also significant, with 19.0% and 20.7% of respondents selecting them, respectively. 18.3% of respondents
rated it at 3, while 19.0% rated it at 2. Interpretation: Respondents were somewhat divided in their opinions
about the importance of recognizing non-executive employees who consistently display strong teamwork
and collaboration. While the mean rating of 2.95 suggests a slight agreement with the statement, the mode
being 1 indicates that a notable portion of respondents disagreed with it
20."Promoting non-executive employees who actively seek out

opportunities for growth and development."

Valid 1 60 20.0 20.0 20.0
2 54 18.0 18.0 38.0
3 71 23.7 23.7 61.7
4 57 19.0 19.0 80.7
5 58 19.3 19.3 100.0
Total 300 100.0 100.0
73
INTERPRETATION 20 :
The most common rating is 3, with 23.7% of respondents choosing this option. Ratings of 1, 2, 4, and 5 were
also significant, with 20.7%, 18.3%, 21.0%, and 14.3% of respondents selecting them, respectively.
Interpretation: Respondents generally agreed with the importance of promoting non-executive employees
who actively seek out opportunities for growth and development, as indicated by the mean rating of 3.00.
The mode being 3 suggests that a notable portion of respondents moderately agreed with the statement.
There is some variability in the ratings, as indicated by the standard deviation. These statistics provide
insights into respondents' opinions regarding the importance of rewarding and promoting non-executive
employees based on various criteria such as innovation, customer service, teamwork, and seeking
opportunities for growth and development.
74
CHAPTER – 5
FINDINGS , CONCLUSION & SUGGESTIONS
75
FINDING AND CONCLUSION
Q.1 "Recognizing exceptional leadership skills and promoting executives who inspire and motivate their
teams."
FINDINGS :
1. Visionary Leadership: Exceptional leaders demonstrate a clear vision for the
future of their team or organization. They communicate this vision effectively
and inspire others to rally behind it.
2. Effective Communication: Successful executives excel in communication, both
in articulating their vision and in listening to the concerns and ideas of their
team members. They foster an open and transparent environment where ideas
can be shared freely.
3. Empowerment and Trust: Exceptional leaders empower their teams by
delegating authority and trusting their team members to carry out their
responsibilities. They provide guidance and support while allowing autonomy
for individuals to excel.
4. Adaptability: In today's rapidly changing business environment, adaptability is
crucial. Exceptional leaders are flexible and agile, able to pivot strategies and
tactics as needed to respond to market shifts and emerging challenges.
5. Inspiring and Motivating: Great leaders inspire and motivate their teams to
achieve their full potential. They lead by example, exhibiting passion and
dedication, which energizes and motivates others to perform at their best.
Conclusion:
Recognizing and promoting executives who possess exceptional leadership skills is
vital for the success of any organization. By identifying and nurturing these leaders,
companies can foster a culture of innovation, collaboration, and high performance.
Investing in leadership development programs and providing opportunities for
growth and advancement not only benefits the individual leaders but also
contributes to the long-term success and sustainability of the organization as a
whole. Effective leadership is the cornerstone of a thriving and resilient business in
today's dynamic and competitive landscape
Q.2. Promoting executives who consistently drive innovation and contribute to the company's growth."
Findings:
1. Innovative Thinking: Executives who consistently drive innovation possess a mindset that
embraces creativity, curiosity, and a willingness to challenge the status quo. They are not
afraid to explore new ideas and take calculated risks to push boundaries and explore new
76
opportunities.
2. Problem-Solving Skills: Successful innovation often stems from executives' ability to identify
challenges and develop creative solutions. These leaders possess strong analytical skills and
a strategic mindset, allowing them to foresee potential obstacles and devise effective
strategies to overcome them.
3. Collaboration and Teamwork: Driving innovation requires collaboration across teams and
departments. Executives who promote a culture of teamwork and collaboration foster an
environment where diverse perspectives can come together to generate innovative ideas
and solutions.
4. Adaptability: Innovation is often iterative, requiring flexibility and adaptability to refine
ideas based on feedback and changing circumstances. Executives who are adaptable can
pivot strategies quickly and efficiently in response to market dynamics and evolving
customer needs.
5. Vision and Leadership: Effective leaders provide a clear vision and direction for innovation
within the company. They inspire and motivate their teams to embrace innovation as a core
value and empower them to take ownership of driving change and progress.
Conclusion:
Promoting executives who consistently drive innovation is essential for the long-term growth and
success of a company. By recognizing and rewarding these leaders, organizations can foster a
culture of innovation that fuels competitiveness and drives sustainable growth. Investing in the
development of innovative leaders, providing resources and support for experimentation and
exploration, and celebrating successes are all critical components of promoting a culture of
innovation within an organization. Executives who drive innovation not only contribute to the
company's bottom line but also inspire and empower their teams to reach new heights of creativity
and excellence.
Q 3. "Rewarding executives who demonstrate strong strategic thinking and decision-making abilities."
Findings:
1. Long-term Vision: Executives who demonstrate strong strategic thinking possess a clear
understanding of the company's long-term goals and objectives. They can envision the future
direction of the organization and develop strategic plans to achieve those goals effectively.
2. Analytical Skills: Successful strategic thinkers excel in analyzing complex data and market trends to
make informed decisions. They gather relevant information, assess risks and opportunities, and use
data-driven insights to guide their decision-making process.
3. Risk Management: Strong strategic decision-makers understand the importance of risk
management. They can evaluate potential risks associated with different strategies and implement
mitigation measures to minimize adverse impacts on the organization.
4. Alignment with Company Values: Executives who demonstrate strong strategic thinking ensure that
their decisions are aligned with the company's core values and mission. They consider the broader
impact of their actions on stakeholders, employees, and the community while making strategic
decisions.
5. Adaptability: In today's fast-paced business environment, adaptability is crucial for effective
strategic thinking. Executives who can quickly adapt their strategies in response to changing market
conditions or unexpected challenges are better positioned to drive long-term success.
Conclusion:
Rewarding executives who demonstrate strong strategic thinking and decision-making abilities is crucial for
the success and sustainability of any organization. These leaders play a pivotal role in charting the course of
77
the company's future and ensuring its competitiveness in the marketplace. By recognizing and incentivizing
strategic thinking, organizations can encourage executives to prioritize long-term value creation over short-
term gains, foster innovation, and drive sustainable growth. Investing in the development of strategic
leadership skills, providing opportunities for continued learning and growth, and establishing clear
performance metrics aligned with strategic objectives are essential steps in rewarding and promoting
executives who excel in strategic thinking and decision-making. Ultimately, by rewarding and celebrating
these qualities, organizations can cultivate a culture of strategic excellence that drives success in today's
dynamic business landscape
Q4. "Promoting executives who effectively manage and achieve key performance indicators."
Finding: The finding here is that a majority of respondents either “Agree” or “Neutral” towards the
statement about the course. Combining these two categories, approximately 52% of respondents
express some level of positive sentiment.
Conclusion: Based on this data, it can be concluded that the majority of respondents had a positive
or neutral perception of the course, with 34% explicitly agreeing with the statement. However, it’s
also noteworthy that a significant portion disagreed or strongly disagreed (0%), indicating there is
room for improvement or addressing concerns. Further analysis and context may be necessary to
make specific recommendations for improving the course or understanding the reasons behind the
negative responses.
Q.5 Performance Appraisal reports in the organization are based on objectives assessment and
adequate information and not to favoritism.
Finding: The finding from this data suggests that a majority of participants (66% when combining
“Agree” and “Strongly agree”) were generally satisfied with the pace of the course. However, there
is a notable portion of participants (16% when combining “Disagree” and “Strongly disagree”) who
expressed some level of dissatisfaction with the course’s pace. Additionally, a significant number of
participants (18%) remained neutral, indicating that they neither agreed nor disagreed.
Conclusion: Based on the survey responses, it can be concluded that the majority of participants
were content with the pace of the course. However, to enhance the overall learning experience, it
might be beneficial for the course organizers to consider the feedback.
Q.6 Seniors guide their juniors and prepare them for future responsibilities they are likely to take
up.
Finding: The most prevalent response among the respondents is “Agree,” with 30% of the total.
“Neutral” is the second most common response at 10%. It appears that a majority of respondents
either agree or are neutral towards the statement or question presented. “Strongly disagree” has
the lowest percentage of respondents at 0%.
Conclusion: Based on these results, it can be concluded that a significant portion of the
respondents either agree or are neutral towards the statement or question in the survey. This
suggests that the statement or question might not be very polarizing, as there are relatively fewer
extreme responses like “Strongly agree” or “Strongly disagree.” Further analysis or context would
be necessary to understand the implications of these findings in a specific research or survey
context .
78
Q.7 Is Promotion policies is important for employees welfare in Bhilai steel plant.
Findings: 1. The majority of respondents either agreed or had a neutral stance on the topic being
assessed, with “Agree” and “Neutral” combined accounting for nearly 54% of the responses. 2.
While “Strongly agree” and “Strongly disagree” had fewer responses, they still represented a
significant portion of the dataset. 3. Only a small fraction of respondents disagreed with the topic.
Conclusion: Based on the data, it can be concluded that the majority of respondents had a positive
or neutral opinion about the topic being assessed. This suggests that the topic might be generally
well-received or not strongly contested. The low percentage of “Disagree” responses indicates that
there is not strong opposition to the topic. However, it’s important to consider the context of the
assessment and gather additional information to draw more specific and actionable conclusions.
Q.8 Promotion policies Motivate the employees in BSP?
Finding: 1. The majority of respondents fall into the “Agree” and “Neutral” categories, comprising
34% of all responses. This suggests that a significant portion of respondents either agree with the
statement or have a neutral stance. 2. “Strongly disagree” has the lowest percentage of responses
at 6%, indicating that a relatively small number of respondents strongly disagree with the
statement.
Conclusion: Based on this survey data, it can be concluded that the majority of respondents either
agree with the statement or have a neutral opinion about it. This suggests that the statement or
assessment in question may not be highly controversial or polarizing since the combined
percentage of “Agree” and “Neutral” responses is substantial. Additionally, the relatively low
percentage of “Strongly disagree” responses indicates that there is not a strong opposition to the
statement.
Q.9 Promotion is beneficial for both Non-Executive or Executive employees in BSP?
Finding: Based on the data, it is evident that the majority of participants either agreed or chose a
neutral stance regarding the statement or question. A smaller percentage disagreed or strongly
disagreed, and only one participant strongly agreed with the statement.
Conclusion: In conclusion, the survey or study suggests that the majority of respondents had a
neutral or positive disposition towards the statement or topic presented, with a notable portion
expressing agreement. However, a smaller proportion disagreed or strongly disagreed, and very
few strongly agreed. Further analysis and context would be needed to draw more specific
conclusions about the significance of these responses and their implications.
Q.10 Is BSP need to give chances to the freshers.
79
Q.11 Is HR have accountability to promote the employees in Bhilai Steel Plant.
5.2 SUGGESTIONS
Creating a promotion policy for both executive and non-executive employees of BSP (assuming you
mean the Bank of the Philippines) involves several considerations to ensure fairness, transparency,
and alignment with organizational goals. Here are some suggestions:
1. Clear Criteria and Eligibility Requirements: Define the criteria for promotion eligibility,
including performance evaluations, tenure, skills, and qualifications. Ensure that these
criteria are transparent and communicated to all employees.
2. Merit-Based Evaluation: Base promotions primarily on merit, considering factors such as
performance, skills, achievements, and potential for growth. Implement a robust
performance evaluation system to fairly assess employees' contributions.
3. Career Development Opportunities: Provide training, mentorship, and career development
programs to help employees acquire the skills and competencies needed for advancement.
Encourage employees to pursue further education or certifications relevant to their roles.
4. Internal Mobility: Encourage internal mobility by promoting vacancies internally before
considering external candidates. This not only boosts employee morale but also retains
talent and institutional knowledge within the organization.
5. Transparency and Communication: Maintain transparency throughout the promotion
process by clearly communicating promotion criteria, timelines, and expectations to
employees. Provide feedback to employees on their performance and areas for
improvement.
6. Diversity and Inclusion: Ensure that the promotion process is fair and inclusive, without bias
based on factors such as gender, ethnicity, or background. Promote diversity at all levels of
the organization.
7. Employee Engagement: Involve employees in the promotion process by seeking their input
and feedback. Encourage managers to have open discussions with employees about their
career goals and aspirations.
8. Performance-Based Incentives: Consider offering performance-based incentives or bonuses
as part of the promotion process to reward exceptional performance and motivate
80
employees to strive for excellence.
9. Regular Review and Evaluation: Periodically review and evaluate the promotion policy to
ensure its effectiveness and make necessary adjustments based on feedback and changing
organizational needs.
10. Legal Compliance: Ensure that the promotion policy complies with all relevant labor laws
and regulations to avoid any legal issues.
By implementing a promotion policy that is fair, transparent, and aligned with organizational
objectives, BSP can effectively recognize and reward employees for their contributions while
fostering a culture of continuous growth and development.
5.3 BIBLIOGRAPHY
https://sail.co.in
https://www.managementstudyguide.com/manpower-planning.htm
https://en.wikipedia.org/wiki/Training_and_development
https://sail-bhilaisteel.com
5.4 ANNEXURE
1.Age
o 18-25
o 25-35
o 35-50
o 50 above
2.Gender .
o male
o Female
o Transgender
o Other
81
3. Qualification .
o Higher secondary
o Graduation
o Post Graduation
o PhD
4.Income.
o less 5 lakh
o 5-10
o 10-15
o 15-20
o 20 above
5."Recognizing exceptional leadership skills and promoting

executives who inspire and motivate their teams."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
2."Promoting executives who consistently drive innovation and

contribute to the company's growth."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
3."Rewarding executives who demonstrate strong strategic

thinking and decision-making abilities."
o Agree
82
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
4."Promoting executives who effectively manage and achieve key

performance indicators."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
5."Recognizing executives who consistently demonstrate strong

communication and interpersonal skills."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
6."Promoting executives who actively mentor and develop their

team members."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
7."Rewarding executives who display a commitment to

continuous learning and professional growth."
83
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
8."Promoting executives who consistently deliver results and

meet or exceed targets."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
9.Recognizing executives who successfully navigate complex

challenges and drive positive change.
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
10."Promoting executives who demonstrate a strong

understanding of market trends and adaptability."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
11."Rewarding executives who consistently display a strong work
84
ethic and dedication."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
12.Promoting executives who effectively collaborate with cross-

functional teams to achieve strategic goals."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
13."Recognizing executives who consistently display a positive

attitude and contribute to a positive work culture."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
14. Promoting non-executive employees who actively support the

organization's values
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
85
a strong work ethic and dedication."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
16."Promoting non-executive employees who actively contribute

to a positive work environment."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
17"R."Rewarding non-executive employees who demonstrate

innovation and contribute to process improvements."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
18."Promoting non-executive employees who consistently provide

excellent customer service."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
86
strong teamwork and collaboration."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
20."Promoting non-executive employees who actively seek out

opportunities for growth and development."
o Agree
o Disagree
o Strongly agree
o Strongly disagree
o Neutral
87

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A

UNDER THE GUIDANCE OF

RSR RUNGTA COLLEGE OF ENGINEERING & TECHNOLOGY

External Examiner Internal Examiner

Dr. Anjaneya Sharma Nouduri

Dr. Anurag Sharma

I am extremely thankful and pay my gratitude to Dr. Anurag Sharma, Principal,

My research guide Dr. Anjaneya Sharma, Professor and Head, Department of

Chapter Topic Page No

Promotion is the first stage in the formation of a company. It involves conceiving a

However, it can now be regarded as promotion. Generally, promotion is associated

Of these, promotion, transfer and separation functions are effective methods to

Promotion may be classified into the following types:

1. Horizontal Promotion: When an employee is shifted in the same category with

2. Vertical Promotion: When an employee is shifted from a lower category to

3. Dry Promotion: When promotion is made without increase in salary or

Every organizations has to specify clearly its policy regarding promotion

The basic characteristics of a systematic Promotion policy are:

Policy 3: Systematic line of promotion channel should be incorporated.

Policy 8: Favoritism should not be taken as a basis for promotion.

A promotion policy should provide a well-defined and clear-cut promotion chart.

The various requirements are:

(a) Showing ratios of internal promotion to direct recruitment

(d) Developing relationship between disciplinary action and promotions.

(i) Who think and feel just as he does;

(ii) Who value loyalty to him and to the organization; and

1. Promotion Policy Statement should cover the following ;

2. Basis for giving promotions :

3. Prepare formal and systematic promotion channels for the

6. Use of Personnel Records for taking decisions on promotion.

ELEMENTS OF PROMOTION POLICY:

Promotion policy must deal with the following elements :

1. Promotion Policy Statement: Promotion policy statement should specify whether

Benefits of Promotion Policy:

(a) It increases job satisfaction and improves their morale.

(c) It attracts good and efficient employees from outside also.

(e) It Increases the effectiveness of the organisation too.

As per the Record Note of Discussion (RND) signed between

● The employees will individually and collectively maintain high standard of

● ln case of non-availability of employees of any category in the shift, the available

● ln case of break down or shut down of machines or equipments the available

● Employees can be transferred from one section/department to the other

● ln case of temporary transfer, their seniority will be protected in the previous

o To main executive posts in the company with competent personnel having

succession planning needs of the company.

o To provide for a system conducive to equity, fairness and objectivity in matters

concerning promotion of the executive.

o To recognize consistent performance by the executives of different Plants/Units

o To ensure continuity of the management and systematic succession planning for

senior/ key posts in the executive cadre.

o To provide inputs and opportunities for the development of executives linked to

their performance and their specific strengths and requirements.

will be grouped in the following clusters:

S.NO. Parameters Maximum Marks given by

2. Job knowledge & Skills 10

3. Multi- Skill utilization 10

4. Conduct & behavior 10

5. Punctuality & availability on job 10

7. Cost & quality consciousness 10

8. Initiative & capacity for assuming 10

90 & above Outstanding [O]

36 & Below Very poor[C-]

o To guide the job changes with the help of continuous ranking

o To facilitates performance enhancement of non- ex through counseling, job