Banaras Hindu University

काशी हिन्दू विश्‍वविद्यालय

DEPARTMENT OF PSYCHOLOGY
(MPMIR)

Project Report on Performance Appraisal System at BCCL

Name - Sumit Kasyap

Semester - 3rd
Roll-No - 22421PMI054 Submitted to - Prof. Sandeep Kumar
 Context
● About BCCL
● Objectve of Project
● Performance Appraisal
● Performance Appraisal in BCCL
● Research Finding
● Questionniers
● Conclusion
About BCCL
Bharat Coking Coal Limited (BCCL) is a subsidiary of Coal
India Limited with its headquarters in Dhanbad, India. BCCL was
incorporated in January, 1972 to operate coking coal mines
operating in the Jharia & Raniganj Coalfields, taken over by the
Govt. of India on 16th Oct,1971 to ensure planned development
of the scarce coking coal resources in the country.It is a Public
Sector Undertaking engaged in mining of coal and allied
activities. It occupies an important place in as much as it
produces bulk of the coking coal mined in the country.Currently,
the Company operates 36 coal mines which include 11
underground, 16 opencast & 09 mixed mines as on 01.04.2020.
The Company also runs 8 coal washeries & 4 are under
construction.
The mines are grouped into 13 area (including Washery Division)
for administrative convenience.
The Area has planned to produce 51.60 lakh ton of coal in the year 2022-23
compared to 50 lakh tonne production target in previous year which is almost 3%
planned growth in production over last year.
The total manpower as on 31.10.22 was 37,824 and as on 01.03.2010 is 72,222

MISSION :
The Mission of Bharat Cocking Coal Limited is to produce and market the
planned quantity of coal and coal products efficiently and economically in an
eco-friendly manner with due regards to safety , conversation and Quality.

VISSION:
The vision of Bharat Cocking Coal Limited is to emerge as a global player in the
primary energy sector commited to provide energy security to the country by
maintaining environmentally and social sustainable growth through best pratices
from mine to market.
 Objective of Report

● To study the process and to understand the importance of

Performance
Appraisal System In CIL that synchronizes the performance of
the employees so as to make the work.
● To analyze the Performance Appraisal System of CIL in details
and its effectiveness.
● To analyze the problems faced by the appraise and the appraiser
in this system.
● To analyze the steps taken by the appraiser for the improvement
of the performances of the appraises.
 Introduction to Performance Appraisal

Performance Appraisal is a process of evaluating an employee's

performance in terms of its requirements.
Performance Appraisal can also be defined as "the process of
evaluating the performance and qualifications of the employees in
terms of the requirements of the job for which he is employed, for
purposes of administration including placement, selection for
promotions, providing financial rewards and other actions which require
differential treatment among the members of a group as distinguished
from actions affecting all members equally".
Performance Appraisal in BCCL

TWO TYPES OF PERFORMANCE APPRAISAL IN BCCL EMPLOYEES -

1. PRIDE FOR EXECUTIVE

PRIDE (Performance Report for Individual Development in Employees) is the

Performance Management System which is followed in CIL. This system was
introduced in the year 2007-08. PRIDE aims at creating alignment of your goals with
those of the company and enables you to effectively manage performance- for
yourself and your team. This system covers Frontline Executives and Middle level
Executives of CIL.Frontline Executives fall in the category from Engineer to Manager
(El-E4) and Middle level Executive starts from Senior Manager to Additional General
Manager (ES-E7).

2. ACR FOR NON-EXECUTIVE

1.The PRIDE form is divided into seven sections

Section 1: Employee Information

Employee information section has basic questions regarding employee to be

appraised.

Section 2: Performance (Kev Performance Indicators)

The employee has to select different key performance indicator for all four
perspective and rate them self accordingly. The reporting and accepting authority
will then rate the employee according to the fulfillment of the target. The rating is
done on the binary basis i.e. if the target has been fulfilled the employee will get
100% rating and if not then employee will get 0 rating..

Section 3: Personal Qualities

Section 4: Special Achievements and Innovation

This section has two questions:

(1) What are your significant achievements in the company?

(2) What were the constraints that hindered your performance?

These questions are answered by the employee and the answers are then rated by the
reporting Authority and Accepting Authority on a scale of 1 to 5.

Where "1" stands for "Negligible contribution toward achievement":"2" stands for "Low
contribution. toward achievement":"3" stands for "Average contribution toward
achievement":"4" stands for "High contribution toward achievement":"1" stands for
"Extraordinary achievement";

Section 5: Final Rating

Final rating consists of average score of employee in Performance (Key Performance Indicators)
Score, Personal Qualities Score, Special Achievements and Innovation Score. The overall score is
calculated using following formulas:The above procedure is done by Reporting Authority and
Accepting Authority.

Section 6: Appellate Authority

An employee can appeal against the review done by reporting and accepting authority, if, there is
any mistake or the employee thinks there has been biasedness while rating him
Section 7: Final rating provided post review by Moderation Committee

After the employee has filed for re-review, a moderation committee is formed which checks for any
correction and does so if found and provides with the final score along with the necessary
comment.

.
2.Performance Appraisal of the Non-Executive cadre of Coal India
Limited

In the Non-executive cadre, the Performance Appraisal is known as Confidential

Report (CR). This CR is required to be filled up at the end of every financial year.
The CR is to be filled in Form manner in which the Controlling Authority put their
observation on the basis of performance of the employee during his / her financial
year and on the observation of the Controlling Authority there is a provision of
review of the Reviewing Authority. The Reviewing Authority review the observations
of the Controlling Authority and put their observation in the CR form.
The performance of the employee marked as follows:

a. Outstanding.

b. Very Good.

c. Good
Questionniers

1. Are you satisfied with the present performance appraisal system (PRIDE)?
(a) Yes
(b)No
2. Do you think the PRIDE system reduces biasness?
(a) Yes
(b) No
3.As an appraisee do you face any problem while selecting the KRAs?
(a) Yes
(b) No
4. Are you aware of method which is followed for your Performance Appraisal in this
organization?
(a)Yes
(b)No
 Findings
● More than half of the employee agree that Performance Appraisal is the
assessment of individual potential.

● Some of the employee s neutral that Performance Appraisal system followed in

the organization in the organization is rational and fair.

● Some of the employees neutral that job expectations are informed and the
superiors set the task..

● Most of the employees agree that Performance Appraisal followed in the

organization helps to the Training and Development needs of employee.

● Most of the employees feel that appraisal should be given by HOD.

Conclusion
From the study it has been concluded that most of the employee are satisfied
with the performance management system. Only new trainees find it difficult to
understand. They find problem in selecting the Key Performance indicators as
they are so many Key Performance indicators and they have to select key
performance indicator which is related to their jobs.

Appraises also wants that score of their PRIDE should be known to them and
the basis on which their score is given. Appraisers fells that the score of PRIDE
should not be known to employee as they think it is the only way by which they
can control the behavior of employee. Appraisers don't have any problem with
this system as they are experienced.
Most of the employees were satisfied with the performance related pay
scheme. Employee found the method for calculation and distribution of
performance related pay to be easy to understand and simple. Few of the
employees with lower rating had problem with the method of distribution of
performance related pay.
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