Professional Documents
Culture Documents
1. INTRODUCTION TO
PERFORMANCE APPRAISAL
1
1.1. INTRODUCTION
performance on the job and his or her potential for development for growth.
According to Hegel-
for promotion, providing financial reward and other actions which requires
2
1.2. OBJECTIVE OF PERFORMANCE APPRAISAL
objectives for the next time period following his past performance in order
➢ The other basis is the appraisal on the wish of employee himself, in order
procedures. Employees know they are being evaluated and are told the criteria
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that will be used in the course of arrival. It offers competitive advantage to a firm
2. Performance feedback.
2. Promotion.
3. Retention, Termination.
4. Layoffs.
Organizational 1. HR Planning
4. Evaluation of HR systems.
4
Documentation: 1. Help meeting legal requirement.
2.
given.
help to pinpoint weak areas in the primary system (e.g. Marketing, Finance and
Production).
It is easy for manager to see which employee's need for training or counseling
To let the employees know, where they stand so far, as their performance
5
To improve communication.
Appraise Performance
Performance Interview
Chart 1.6
6
1.7. WHAI IT ACHIEVES?
of employee’s development:
for promotion for better jobs; hence, sometime it may also be called
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“Potential Appraisal”. There are also so many methods of performance
➢ The checklist
An appraisal might ask from the assigning officer to consider the following
exercise/leadership.
(e) Critical analysis like creativity, judgmental, problem solving and decision
taking abilities.
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1.8. METHODS/TECHNIQUES OF PERFORMANCE
APPRAISAL
scale, under it; each person is rated with the help of printed form.
The rater can mark at any point on the scale according to his
evaluation.
superior are asked to give one choice which best suits the
subordinate.
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1.8.2) RATING BY SELF OR GROUP:-
and informally converse with appraiser of the persons who are being
evaluated. Replies or answers are noted by the personnel man. It does not
In recent times quantitative methods are being supported for rating. Here
both the statements may be positive or negative. Though both of them describe
the feature of an employee, the rater is forced to mark only one, which appears to
be more descriptive.
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of multiple personnel rather difficult while in traditional methods all persons are
himself, his peers, his superiors and his subordinates too. This brings
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2. NEED FOR THE STUDY
1
PERFORMANCE APPRAISAL IN IOCL
J a c kZ i g o Pnre s id e Zn ig
t, o Pne rf o r m a n c e G ro u p
C o p y ri g h t © 1 9 9Z 8i g oJan c k
Chart 2.1
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2.1. PERFORMANCE APPRAISAL FOR OFFICERS IN
IOCL, MATHURA
means, that is, ePMS. It’s an online system available, which helps in rating the
performance of the officers which are having the combined efforts of the
goals.
2.1.2 EPMS:-
2.1.3 APPRAISEE:-
2.1.4 APPRAISER:-
2.1.5. COMPETENCY:-
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Skills and abilities described in terms of behaviors that are coachable,
process.
2.1.7. CASCADE:-
targets into those of various levels of the organization. The individual KRA’s (Key
Result Areas) would also include KRA's over and above these cascaded ones
results. Typically they are outcomes that directly contribute to IndianOil's MoU,
strategic objectives and/or operational goals. They are usually measurable and
verifiable.
a) Role-Based KRAs:-
b) Additional KRAs:-
KRAs that are predetermined for other roles in the organization, and
the officer can choose from among these if s/he finds necessary.
c) Special KRAs:-
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KRAs are to be written by the Appraisee, in case required in his/her
committees etc.
during the performance period. Performance period is the period for which
Tools developed within PMS to facilitate effective usage: Roles, Stretch, Rating
2.1.12. REVIEWER:-
Typically the appraiser’s appraisal, who is responsible for reviewing the entire
performance process
Overall score calculated by multiplying each section score with the weightage
and the summiting the same. The score is validated by the Reviewer.
2.1.14. STRETCH:-
The degree of difficulty built into targets at the time of Performance Planning.
2.1.15. TARGET:-
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2.1.16. UNIQUE ROLE (UR):-
Jobs that are held by different individuals but are similar in terms of
2.1.17. WEIGHTAGE:-
• All unique roles are fed into the system and all officers are mapped to
corresponding roles
appraising performance.
– Objective
– Transparent
– Robust
1
Each of the above is better achieved in an e-enabled system
ePMS covers all officers working in Grades A-I, that is, it includes all the officers
The following features have been provided in the system. You should attempt to
• You may define your own KRAs where required, but first look
➢ Performance diary
period
1
P e r fo rm a n c e P la n n in g
p ro c e s s
A p p r a is ee t o A p p r a i s e e to P lan s e n t t o F in a l
c o m p l ete h av e R e v ie w e r P er fo rm an c e
P e r fo rm an c e d is c u s sio n f o r i n p ut s P l an f o r
P l an o n K R A w it h a n d F in a l A p p r a i s ee i s
s e c t io n b y A p p r a is er , S i g -on f f ready
s e t t in g t a r g e t s m ak e
w it h st r et ch fo r m o d if ic at io n
each KPI if n e e d e d &
c h o s e n i n h is A p p r a is er
p l an s i g n-os ff o n
t h e P la n
20
Chart 2.2.4.
1
2.2.4. Performance Planning
Every employee and his Appraiser will select KRAs and KPIs for the
They will then assign weightages and set targets for each KPI based on
At the end of six months a mid year review of performance on KPIs will be
2
KEY ROLES IN ePMS:- chart-2.2.5
K e y R o le s i n t h e P M S
A p pra ise e A p pra ise r R e vi e w e r C o u n te r s i gn in g
O f f i ce r
A n I n d i v i d u al w h Ao n i n d iv i d u a l w hAon i n d i v id u a l w h o i s
A n i n d iv i d u a l w h o a s s e s s e s th e i s re s p o n s ib l e fo r r e s p o n si b l e fo r
i s a s s e s s ed a s p a pr te r fo r m a n c e o f o nr e v i e w i n g t h e e n tieren s u r i n g s a n c ti t y o f
o f t h e p e r fo r m a n coe r m o ar ep p r a i s e e p e r fo r m a n c e p r o c e s ps r o c e s s a t t h e
cy cle t h a t r e p o r t in to a n d t y p i c a l l y i s h i g h es t l e v e l . H e
h im/h er a p p r a i s e r’ s a p p r a is ewr i l l b e th e fi n a l
a u t h o ri t y
H e l ps m a n a g e
p e r fo rm a n ce & W ill e n su re
T h e k e y d ri ve r p r o vi de s O b je c ti vi ty ,
F in a l a u th o ri ty
o f o w n P M S c o n tin u o s T r a n s p a re n cy
fe e d ba ck a n d & C o n s is te n cy
c o a ch in g
F a cilita to r/ A dm in is tra to r
H R t o fu n c t i o n a s a fa c i l i t a t o r i n th e e n t i r e np sur o rcee as ds hwehr eo n wc eo ut ol dt i m e l i n e s s a n d
c o n s is t e n c y in t h e p r o c e ss 11
2
2.2.6-Why focus on Target Setting?
period.
The Reviewer would need to ensure that targets set across the team are
top down manner from the MOU and the budgeting process, where
points on the rating scale for KPIs to increase the objectivity of appraisal at
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KPIs have a 5-point scale with each point on the scale anchored to target
Chart-2.2.7
S c a le f o r a p p ra is a l o f K P Is
5-p o in t s c a le
1 2 3 4 5
U n s a t is fa c t o ryN e e d s C o n t rib u t o r A c h ie v e r O u t s t an d in g
I m p ro v e m e n t
S i g n i f i c a M n ot l dy e r a t e Ml y e e t s M o d e r a S t ei gl yn i f i c a n t l y
b e lo w b e l o w E x p e c t a t i oa nb so v e a b o v e
e x p e c t a te i ox np es c t a t i o n s e x p e c t a t i o np e s c t a t i o n s
e x
31 C h a n g e A g e n ts T r a in in g
2
2.2.8Stretch Tool
consistency across the organization has been built into the ePMS.
targets.
The definition for nil, low, medium and high stretch for each
performance of the target. This is the target level for MOU and
Centre point of scale and also the logical definition of target based
Dimensions
5 D im e nof
s iostretch:-
n s o f S t r e t cChart-2.2.8
h D e g r e e o f S tr e tc h
M e d iu
N il Low H ig h
m
R e la t iv e t o t h e p r e v io u s a c h ie0 v.2e 5m e 0n .5
ts 0 .7 5 1
D e p e n d e n c e o n u n c o n t r o lla0 b.2le5 s 0 .5 0 .7 5 1
C o m p le x it y 0 .2 5 0 .5 0 .7 5 1
S k ill r e q u ir e m e n t s 0 .2 5 0 .5 0 .7 5 1
N e e d f o r In n o v a t io n 0 .2 5 0 .5 0 .7 5 1
2
PERFORMANCE PERIOD:-
P M S c yc le w o u ld b e
P e rf o rm a n ce P la nn in g
* A p r -i lJ u n e
A p r -M
il a y
M id Y e a r re v ie w &
F ee d ba ck a nd R e v ie w
f e ed ba c k
O c to ber
O n g o in g m o n t h ly r e v ie w
and feedbac k
F in a l P e rfo rm a n ce
A p p ra is a l
A p r il
* E xa c t m o n t h s o f p l a n n i ng w il l b e r e fi n e d i n e a c h c y c l e
12
Chart-2.2.9
2
2.2.10-Review and Modification of performance management
system
of performance.
The key features of objectivity and transparency have been built into the
system.
– KPIs
– Competencies
– Values
– Potential
2
Performance Management System Design
The relative weightages are as follows:
GHI grades ( as per PESB guidelines)
DEF grades
ABC grades
Chart-2.2.11
2
F in a l Y e a r R e v ie w p ro c e ss
A pp r a isee A pp r a iser A pp r a iser R e v ie we r will Sy st e m will
will will R e v ie w w ill v a lidat e e a ch c a lc ulat e th e
c om p lete Se lf- de t er m in e r at in g an d P M S Sc o r e a s
Se lf– A pp r a isa l R a t in g on m ak e ch an ge s p e rwe ight a ge s
A pp r a isa l and e a c h KP I , if an y o f e lem e nt s an d
o n KP I s & p e rf or m a nc e C o m p et en cy , o ve r a ll we igh t of
subm it to o utc om e s o f v a lue an d se c t ion s ba se d
th e th e p ote nt ia l o n KP I
A pp r a iser A pp r a isee e le m ent c om p ete nc ie s,
v a lue s an d
p ote nt ia l
C o unt er sign in g O n ly th e
o f f ic e r F in a l sco re
C o n c lude s v a lidat e s an d o n KP I s is
F in a l m o der at e s sh a r e d wit h
R e v ie w f in a l P M S a pp r a isee
P h a se r at in g a s pe r an d
c ur r ent p ro c e ss a pp r a iser
39 C h a n g e Ag e n ts T r a in in g
2
2.2.12-Performance Diary
year and appraiser would be able to see it online. At end of the year
There could be roles in the organization that spend most of their time in
doing routine kind of jobs, and their KPIs might be qualitative indicators
2
2.2.13-Role as appraiser
As an appraiser, you will be in direct contact with the appraisee. Therefore the
and execution.
To try and resolve all issues at your level towards a win-win solution.
2.2.14-Role as reviewer
Since you will be the final authority in the most crucial phase of
Consistency is the most critical aspect that you will need to focus on -
consistency of
– Targets
– Stretch calculation
among themselves.
3
Several reports will be available to you in the system - you may use these
timelines etc.).
A t A p p r a is e e ’ s E n d
V ie w in g t h e d e m o …
P l ea s e cl ic k h e r e to vie w
th e d e m o
36
Chart-2.2.14s
3
2.3-PERFORMANCE APPRAISAL OF NON EXECUTIVES IN IOCL
This cadre contains the staff/non officers in it and the appraisal system for them
is wholly confidential and is unidirectional. In IOCL, in staff cadre there are eight
grades and their appraisal is done through CR’s i.e. Confidential Reports.
2.3.1-Classification of grades:
For this cadre there are different CR papers and there evaluation is done on
papers only, that is, every employee’s separate sheet is prepared which contains
The performance sheet contains six attributes listed and the seventh one is the
summary appraisal. This summary appraisal need not match the summarized
1 Attendance
2 Smartness
3 Tidiness
4 Cooperation
5 Dependability
3
The seventh one is the:
Summary Appraisal
Each attribute have 4 points which acts as a ground for further ratings, like,
Attendance
1 Outstanding
1 Above Satisfactory
1 Satisfactory
1 Below Satisfactory
The appraisal of this cadre is done on the basis of the above attributes. The
guidelines are well defined in the annexure attached with the copy of the CR. It
contains and explains the various issues related to the appraisee, the reporting
The reporting officer is generally the supervisor who directly controls the
appraisee that is the person who knows the appraisee and his work well. While
reviewing authority is HOD (Head of the Department) who finally completes the
task of appraising.
This helps the appraisee in maintaining the desired level of performance for
All the benefits are linked with the appraisal of the workmen. If the workman is
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below satisfactory level then no PLI (Performance Linked Incentive) and other
Such practice also enhances the motivation level of the workmen and because of
Photograph-2.3.1(a)
“Proper appraisal is like the one which brings a happy working environment and
1 Outstanding: 40
1 Above Satisfactory: 35
1 Satisfactory: 25
If a person from this cadre is chosen for the purpose of promotions then the
average of last three years CR’s is taken. The eligibility for the promotions or the
maximum time span for this is 4 years and 55 marks. These are the same marks
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which we calculate as the average of those CR’s.
1. Attendance
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
2. Smartness
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
3. Tidiness
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
4. Co operation
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
5. Dependability
3
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
7. Summary Appraisal
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
This cadre goes with different evaluation as compared to the unskilled cadre. The
evaluation sheet for this cadre contains attributes which differ from the previous
Technicians are put in the grade VII and the Non Technicians are put into in the
grade VIII.
3
The qualifications needed for this cadre is ITI, Diplomas, Graduation in science
disciple etc. The qualifications too vary from grade to grade within the cadre.
There are 11 attributes including the summary appraisal which are used for the
purpose of appraising the workmen under this cadre. The main difference arises
here between the skilled and the unskilled cadre, as, in this case the summarized
content of the 10 attributes should be in parallel with the summary appraisal, that
is, the things should match properly. Any mismatch between them need to be
1 Initiatives
2 Dependability
3 Character
4 Cooperation
5 Knowledge of job
7 Interest in work
8 Quality of work
9 Punctuality
10 Accuracy of work
Summary Appraisal
As described in the Shramiks cadre, here also there are further 4 ratings for each
3
attribute, like
Punctuality
1 Outstanding
1 Above Satisfactory
1 Satisfactory
1 Below Satisfactory
For example, if the summarized content of the 10 attributes is showing the result
as above satisfactory, then, the summary appraisal must show above satisfactory
1. Initiatives
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
2. Dependability
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
3. Character
• Outstanding
• Above Satisfactory
• Satisfactory
3
• Below Satisfactory
4. Co operation
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
5. Knowledge of job
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
7. Interest in work
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
8. Quality of work
3
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
9. Punctuality
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfac
4
3-ORGANISATION'S PROFILE
4
3.1- IOCL as a whole
4
3.1.2-MISSION
Photograph-3.1.2
stakeholders.
Development.
4
3.1.3-OBJECTIVES
To serve the national interest in the oil and related sectors in accordance
To create a strong R&D base in the field of oil refining and stimulate the
4
To further enhance distribution network for providing assured service to
(f) To avail of viable opportunities, both national and global, arising out of the
a) EXPANDING HORIZONS
Indian Oil has set its sight to reach US$ 60 billion revenues by the year 2010-11
from current earnings of US$ 34.44 billion. The road map to attain this milestone
has been laid through vertical integration – forward into petrochemicals and
In petrochemicals, a master plan envisaging Rs. 25,000 crore (US$ 5.7 billion)
train Linear Alkyl Benzene plant at Koyali refinery in August 2004 and the on-
world-scale Naphtha Cracker with downstream polymer projects are part of this
plan. Indian Oil also proposes to convert the on-going Paradip refinery into a
4
Photograph-3.1.4(a)
In exploration & production (E&P), Indian Oil has participated in the first three
Overseas ventures include 2 blocks in Sirte Basin in Libya and Farsi Exploration
natural gas business, Indian Oil is already marketing 5.26 MMSCMD (million
metric standard cubic meters per day) of gas. To augment its business in the
sector, it has now finalized an import deal for 1.75 million tones of LNG per
annum with Iran for supplies from the year 2009 onwards. The Corporation has
Company, in jointly developing gas blocks in the North Pars fields of Iran.
b) TRANSNATIONAL PRESENCE
4
To emerge as a transnational energy major, Indian Oil has set up offices in Sri
A wholly owned subsidiay Indian Oil Technologies Ltd., has been established
Centre across the globe. The Merger of Indian Oil Blending Ltd with the Parent
implementation.
The Merger of IBP Co. Ltd., a retail focused subsidiary with a network of 4,000
The Corporation has launched several joint ventures in partnership with some of
the most respected Corporates from India and abroad -- Lubrizol, Nyco SA,
4
Petronas, Oiltanking GmbH, Marubeni, to name a few. SERVO lubricants are
Photograph-3.1.4(d)
3.1.5-OBLIGATIONS
To provide prompt, courteous and efficient service and quality products at fair
(b)Towards suppliers
To ensure prompt dealings with integrity, impartiality and courtesy and promote
ancillary industries.
career planning.
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(2) Towards community
3.1.6-Organisational Hierarchy
(AOD)
Barauni Division
Guwahati
4
Paradip STA (State Office)
Area Offices
Area Offices
Chart-3.1.6
5
3.1.7CORPORATE HISTORY
Corporate History
Merger
Indian Refineries Ltd. Indian Oil Company Ltd.
1958 1959
Pipelines
Division Refineries Marketing
11.03.65 Division Division
to 22.02.68
Chart-3.1.7
5
(a) CORPORATE HISTORY
2001
2002
01.04.2002.
2004
2004
5
(b) SUBSIDIARIES
Domestic
Overseas
….Then.…
capital employed
• No incentive to perform!!
5
(d) …And Now….
• Supply exceeds demand for the first time in the downstream hydrocarbon
sector
shopping!!
• How to add value to the customer when it does not add to your bottom line
Hydrocarbon sector
Paradigm
• Need for huge capital investment for producing cleaner fuels (eg. ultra-low
sulfur diesel)
levels
5
CORPORATE STRUCTURE
C o rp o ra te S tru c t u re
BO AR D
C O RPO RA T E D IV IS IO N S
• F in a n (ci ne c l . • R e f in e r ie s
In t e r n a t io n a l T r a d e /
I n f o r m a t i o n S y s t e m s / O p t i m i z a ti o n )
( i n c l. A s s am O il D i v is io n )
• P ip e li n e s
• H um a n Re sourc es
• M a r k e t in g
• P la n n in g & B u s in e s s D e v e• Rloepsme ae rnct h & D e v e lo p m e n t
N a v r a tBn oa a r d
- C h a i r m a n & 7 F u n c ti o n a l D i r e c t o r s
- 2 G o v e r n m e n t D i re c to r s
-5 p a-tri tm e i n d e p e n d e n t D i r e c to r s
-1 O N G C N o m i n e e
Chart-3.1.8
5
3.1.9- HR Policies – The Aim
• Maintaining Excellence
• Motivating Excellence
• Developing Excellence
Rewarding Performance
– Differentiated assignments
5
3.1.10- REFINERIES PIPELINES & MARKETING SET-UP OF IOCL
5
UNIT OF IOCL (Mathura Refinery)
5
MATHURA REFINERY
undertaking.
CAPACITY: It has capacity of refining of 7.5 Million metric ton of crude oil but in
current year 8.2 million metric ton crude oil refined in the plant
petroleum products in the north-west region of the country by redefining crude oil
which comes from Salaya (Bombay High) and after refining go back through
crude oil with a capacity of 7.5 million tones per annum are as follows:
1) MS-Unleaded Petrol
5
2) HSD-High Speed Diesel
4) Kerosene
5) Naphtha
7) Bitumen
8) Sulphur
9) Furnace oil
11) Propylene
a) Refinery Division
b) Pipeline Division
c) Marketing Division
6
3.2.3- MATHURA REFINERY IS FIRST
refinery in India.
Photograph-3.2.3
6
3.2.4-ENVIRONMENT
Mathura Refinery becoming the first refinery in Asia and third in the World whose
environment management system has been certified for ISO 14001/ Marching
catalytic reforming unit, hydro cracking unit and diesel hydro-sulphurisation unit.
These units will not only help in producing cleaner fuels but that also result on
national heritage has always been the top of the agenda for the refinery.
Ecological Park and mini bird sanctuary frequented by 70 species of birds are a
living testimony of harmony of refinery operations with ecology apart from the
quality assurance. The major work has been done in the area of ecology
3.2.5-RECOGNITION / AWARDS:
6
MOP & NG Award - for best performance in steam leak during the oil
MOP & NG Award - for the best performance with regard to furnace and boiler
(b) SAFETY:
British Safety Council Award for the years 1990, 1992, 1993 & 1995.
National Safety Award under scheme II & I for the years 1993 & 1994.
(f) TRAINING
2) Training department
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3) Finance department
5) Medical department
6) Production department
8) Mechanical department
9) Maintenance department
6
3.2.7-HUMAN RESOURCE (HR)-MATHURA REFINERY
DGM (HR)
CHR CMMS
CM (A&W) CTRM CM
CMO M CM (Security)
(MS)
SM (CC) SM (MS)
VS Gupta
Chart-3.2.7
1) OFFICERS
6
Grade ‘H’ – General Managers (GM)
(CLE)
• Grade ‘VII’ – Optr A/I, Tech I, SOA, Jr. Accountant, PA, Sr. Loco
• Grade ‘VI’ – Optr B/II, Tech II, Office Astt, A/c Astt, Sr. Steno,
• Grade ‘V’ – Optr C/III, Tech III, Sr. CI/Ty, SAC, Jr. Steno, Sr.
• Grade ‘IV’ – Optr D/IV, Tech IV, Driver, Staff Nurse etc.
6
• Grade ‘III’ – Shramik-I, Drafty-cum-Messenger, Cook-cum-
● Semi-skilled workers-Grade iv to v
6
4-RESEARCH METHODOLOGY
USED
6
4- RESEARCH METHODOLOGY USED
research is done scientifically. In it we study the various steps that are generally
adopted by a researcher in studying the research problem along with the logic
behind them.
Following are the steps and techniques, which were used by the investigator for
methodology:-
Universe covers the whole defined field on which the study is based. The
city, when one travel from Delhi to Agra. The environment of this area is peaceful
with green atmosphere. Various products including petrol and diesel are
manufactured from crude oil. The working staff of Mathura Refinery is. The
universe of study was all working members including both staff and officers.
the whole universe without any bias. As there is huge manpower in Mathura
Refinery, so it was very difficult to study each and every individual. The limitation
of time and money has not permitted the researcher to study the whole universe.
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4.3- SAMPLING METHOD:-
Random Sampling, as it was both, time saving as well as easy method of picking
up the sample. As random sampling is also of many types, so the researcher had
used stratified random sampling for study because it was more reliable. In this
method, whole population that is required for study is divided into different groups
whole before starting the work. The researcher had used exploratory research for
gaining experience. For this relevant literature related with the subject had been
questioning etc.
Along with the questionnaire there is field work, rewards for the respondents, and
process.
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4.6-Steps in Developing the Questionnaire:-
The following were the steps in developing the questionnaire – the exact
desired information.
was fixed so that the information apart from the questions in the
Choose the exact question wording. The wording play major role in
the questionnaire as they decide how well they can attract the attention
of the client.
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4.7-Question Type and Administration Method:-
projective:
These types of questions are good when the possible replies are few and
his/her answer, but are more difficult to administer and analyze. Often,
use techniques such as word associations and fill in the blank sentences.
the questionnaire. The goal of the questions is to obtain the required information.
This is not to say that all questions directly must ask for the desired data. In some
cases questions can be used to establish rapport with the respondent, especially
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not know which question the person is answering. The questions when
asked were not asked in a particular sequence. They were correlated to the
multichotomous responses.
responses.
The questions should be worded so that they are unambiguous and easily
understood. The wording should consider the full context of the respondent’s
situation.
When asking about the time period, the questions should avoid ambiguous
“next week”, ‘next month” etc. should be used. The same has been done in the
last question.
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4.11- Sequencing the Questions:-
order to establish rapport and put the respondent at ease. Effective opening
When sequencing the questions, it was kept in mind that their order can
Physical aspects such as page layout, font type and size, question spacing
etc. were considered. The layout of the questionnaire always has a impression on
that the differences are due to real differences in the measured characteristics
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5. INTERPRETATION AND
ANALYSIS
Interpertation
organization?
a.YES b. NO
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Aware of the performace appraisal
(a) Yes
(b) No
Graff-5.1
they are aware of performance appraiser system and 20 said they are
not aware.
a.YES b. NO
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Aware of the perodicity
(a) Yes
(b) No
Chart-5.2
aware.
a.YES b. NO
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INTERPRETATION AND ANALYSIS
7
PERIODICITY PERCENTAGE OF OFFICERS NO. OF OFFICERS
Quarterly 14.17% 17
Half-Yearly 21.67% 26
Annually 64.17% 77
Information
NO. OF OFFICERS
Quarterly,
17
Half-
Annually,
Yearly, 26
77
FACTORS
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100%
80%
60%
40% Y E S , 90%
20%
0% NO , 10%
YES NO
S e rie s 1
The results clearly show that 90% of the officers are aware about the
responsible
80 factors.
70
60
50
40
YES
30
NO
20
10
0
YES NO
NO. OF OFFICERS
FEEDBACK
8
The result shows that about 70 officers are getting the proper feedback
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LIMITATIONS
Though the data collected is proper but still there were certain limitations
which were hindrance in making the data more appropriate. The limitations were:-
their shutdown jobs and thus were not very readily available. This
hindrance in study.
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RECOMMENDATIONS AND SUGGESTIONS
1. People are not very much aware of filling the ePMS, so more number
is required.
8
CONCLUSION
be such that:-
and challenges.
positive contribution.
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APPENDICES
8
QUESTIONNAIRE
organization?
α. YES b. NO
α. YES b. NO
α. YES b. NO
7) Are you aware of the factors that govern the performance appraisal
system?
α. YES b. NO
appraisal of officers.
α. Quarterly
β. Half-Yearly
χ. Annually
………………………………………………………………………………………
…………………………………………………………………………………… .
appraisal system?
α. Cost consciousness
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β. Time schedule
δ. Co-operation
η. Initiative
ι. Communication
ϕ. Leadership
κ. Courage of conviction
λ. Volume of work
µ. Quality of work
ν. Dependability
ο. People awareness
π. Control
σ. Team orientation
………………………………………………………………………………………
………………………………………………………………………………………
α. YES b. NO
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13) In your opinion performance appraisal is used for the following
o Promotion
o Training
o Organization effectiveness
o Development of officers
o Transfers
o Salary Adjustments
o Other benefits
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For grades I to III:-
2. Attendance
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
2. Smartness
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
8. Tidiness
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
9. Co operation
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
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10. Dependability
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
• Outstanding
• Above Satisfactory
• Satisfactory
• Below Satisfactory
9
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BIBLIOGRAPHY
- By L.M. Prasad
- By K Aswathappa
• RESEARCH METHODLOGY
- By C.S. Kothari
• IOCL HR Manual
• Websites:-
• www.iocl.com