Effectiveness of EPMS in SAIL

ACKNOWLEDGMENT
First and the foremost, I would like to express my deep sense of gratitude to the Department of Management Studies, Indian School of Mines, Dhanbad, for giving me the opportunity to work on this project. I would like to thank my faculty members of Department of Management Studies, Indian School of Mines, Dhanbad, who helped me to complete the project. I am sincerely thankful to my Project Guide, Ms Daisy Mala Hembrom Sr. Manager (Personnel), Steel Authority of India Limited, Research & Development Centre, Ranchi for sparing her valuable time and for providing her kind supervision, able guidance and suggestions in successful completion of my project. I am thankful to her for providing all necessary information, books, literatures and explanations in understanding the Executive Performance Management System of executives at SAIL. Her kind support, encouragement and pragmatic approach has been very helpful in completion of my project. I would also like to extend my sincere thanks and gratitude to Mr. VK Sinha, DGM (HRD) and Mr. S B SAHAY, Sr. MANAGER (HRD), RDCIS, SAIL, Ranchi for kindly permitting me to undertake a short term project as Summer Trainees at Steel Authority of India Limited, Research & Development Centre, Ranchi. I also thank all the executives and staff of SAIL, RDCIS, Ranchi who have very kindly extended their whole-hearted support, co-operation and guidance in carrying out my project. Last but not the least I would also like to express my sincere gratitude to all the people who have supported and helped me in completion of my project.
THANK YOU Shilpi Rani M.B.A -2nd Year
SYNOPSIS
This project work has been carried out to study the Effectiveness of Executive Performance Management System (EPMS) in RDCIS, SAIL. Executive Performance Management System is an integrated web-based tool to improve organizational performance by setting SMART Goals for executives, evaluating executives performance, recommending highly competitive compensation plans, managing executives trainings & development needs and promoting right executives to critical position. This performance management system provides right tools to engage employees in productive work, help employee achieve their goals, bring objectivity & transparency in employee evaluations, manage employee trainings, manage employee compensations, promotion and careers. The earlier system which exists before EPMS was known as Executive Performance Appraisal System (EPAS). This system continued with some changes and the new system is known as EPMS.The Executive performance Appraisal System (EPAS) was introduced in SAIL in 1986. The system continued since then with minor modifications, and now it is known as EPMS The objectives of the study are to get a clear view on the effectiveness of the present EPMS at RDCIS and also its effectiveness with respect to the following points: convergence, Transparency, career growth, Training& development needs of executives..
A survey was conducted and responses of the executives were obtained through the questionnaire. On the basis of which information has been collected and analysis has been prepared. Further, suggestions and conclusions are provided as per the analysis of our data.
CONTENTS
Chapter
1
Topics
Introduction 1.1 Reason behind the project 1.2 Research Methodology 1.3 Literature Review About the Organization 2.1 About Sail 2.2 About RDCIS 2.3 Appraisal System 2.4 EPMS 2.5 EPMS in RDCIS, SAIL
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4 4 5 5 7 7 12 15 20 21 30 30 30 30 31 32 32 55 62 62 63 64 65
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Research Methodology 3.1 Research Problem 3.2 Objectives of the research 3.3 Other methodology and data source 3.4 Limitation of the study
Data Interpretation 4.1 General analysis 4.2 Analysis based on objectives
Conclusion 5.1 Suggestions and Recommendations 5.2 Concluding Remarks References Appendix
Chapter 1 INTRODUCTION
The project is concerned with EFFECTIVENESS MANAGEMENT SYSTEM (EPMS) in RDCIS, Ranchi. OF EXECUTIVE PERFORMANCE
The earlier Executive performance Appraisal System (EPAS) was introduced in SAIL in 1986. The system continued since then with minor modifications. Today SAIL exists in a world that is substantially different from what it used to be in eighties and nineties. In tune with the changing world, lessons learnt from excellent companies all over the world, new opportunities and challenges of globalization, a need was felt to change the appraisal system of SAIL. In 2007, inputs from various reviews conducted in the past, interaction at plants/units level with cross section of executives, executive associations, top management and study of best practices of other organizations worldwide in PMS were used to review and design the new EPMS. The Executive Performance Management System (EPMS) attempts to address the current needs of the company for building leadership among SAIL executives. For achieving the strategic objective of sustained & speedy growth, managing human resource has featured as a vital requirement in all organizations. 'Goal based performance' & 'Management of competencies has emerged as two important nodes of EPMS. More & more organizations are getting focused on increasing employee productivity by using automated systems which have the capability to track & reward performance. Developing employees' skills & competencies has featured as the biggest enabler of performance. Line & Functional Managers are now in focus to drive performance & develop their subordinates. HR departments are looking for the best of solutions which are affordable and easy to implement. 1.1 REASON BEHIND THE PROJECT (OBJECTIVES) The purpose behind doing this project is to find out whether the present EPMS in SAIL, RDCIS, Ranchi is effective or not. We arrive at our conclusion through the corroboration of our objectives which are as follows: 1) 2) 3) 4) To study the general response of the executives towards EPMS. To study whether the executives are fully conversant with the EPMS. To find out the transparency of the system. To study whether the system is efficient enough in assisting the executives in their career development. 5) To study how far system helps in identifying the training and development needs of the executives. The reason as to why we chose RDCIS, SAIL for our summer training is that, being part of a PSU, it has a different concept of human resource than the private companies, which provide us with a challenge, for the completion of my project. Also, it is one of the largest companies in India, especially since it is one of the front runners of the iron producing companies. It has a large customer base and equivalent broad service providers to facilitate the need of the end consumers. This broad clientele encourages SAIL to innovate and still widen its facilities. Hence, it becomes an excellent place to study the functioning of an organization in the smallest of details.
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1.2. RESEARCH METHODOLOGY The sample population for my research is executives since they are in frequent touch with the EPMS, Highly educated and assumed to be rational in their thinking In context to my research problem and sampling unit selected, the total number of items is 369 which consist of many sub divisions broadly classified into technical (260) and non-technical (109). Hence in order to get a fair response from all departments the sample size has been taken as 100 consisting 70 technical and 30 non technical executives. The data used for the research was Primary Data i.e. they are first handed and then processed. The data was collected through questionnaire which consists of 21 questions .Further the analysis and conclusion are based on the data collected.
1.3. LITERATURE REVIEW

EXECUTIVE PERFORMANCE MANAGEMENT SYSTEM (EPMS) For achieving the strategic objective of sustained & speedy growth, managing human resource has featured as a vital requirement in all organizations. 'Goal based performance' & 'Management of competencies have emerged as two important nodes of EPM. More & more organizations are getting focused on increasing employee productivity by using automated systems which have the capability to track & reward performance. Developing employees' skills & competencies has featured as the biggest enabler of performance. Line & Functional Managers are now in focus to drive performance & develop their subordinates. HR departments are looking for the best of solutions which are affordable and easy to implement. WHAT IS EPMS ALL ABOUT Performance Management System is an integrated web-based tool to improve organizational performance by setting SMART Goals for employee, evaluating employee performance, recommending highly competitive compensation plans, managing employee trainings & development and promoting right employees to critical position Based on globally followed HR practices and principles, this performance management system provides right tools to engage employees in productive work, help employee achieve their goals, bring objectivity & transparency in employee evaluations, manage employee trainings, manage employee compensations, promotion and careers
Purpose of EPMS
Evaluation of employee's performance for the period already elapsed and identification of his/ her development needs are two important functions of a good EPM system. Performance based remuneration is a strategic part of the EPM since it contributes to the success of employee retention initiatives.
Constituents of a Good EPM System

Organizations use a 'Performance Appraisal' instrument, generally called an 'Appraisal Form'. It is a multi page document which helps in performance review of an employee. The best of documents cater for the following parameters of Appraisal:

Employee Self Appraisal Goal based Performance Rating of Skills & Competencies Over-all Grade, Relative Rating & Pen-picture Employee Development Needs
The WHY of Performance Management Systems

-Administer Salary & Wages - Correct Performance/Behavior -Plan for Future (promotion, transfer, career dev) -Facilitate Decision-Making (counseling, terminations) -Facilitate Human Resource Planning -Create Culture -Building Good Relationships -Increase Organizational Loyalty -Determine Effectiveness of Selection and Placement Methods
Appraisal measures
360 degree appraisal Behavior Observation Scale Behavior Anchored Rating Scale(BARS) BRAGS ( Blue red Amber Green saffron) Assessment Centers Electronic Performance Monitoring Thus, with employee performance management software, individual goals can be aligned with departmental objectives and organizational strategy to ensure that workforce activity is translated into positive business results. It helps you identify and track high-performing employees, increase the quality of annual or interim employee performance reviews, and develop critical skills across the business
Chapter 2 About the organization

2.1. ABOUT SAIL
Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets. SAIL is also among the five Maharatnas of the country's Central Public Sector Enterprises. Brief History SAIL traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialization of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January 19, 1954. Expansion of HSL Hindustan Steel (HSL) 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. The 1 million tones (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 .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro. The second phase of 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 was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73. Holding company The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing industry. The policy statement was presented to the Parliament on December 2, 1972. On this basis the concept of creating a holding company to manage inputs and outputs under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, 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.
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The Vision statement of sail is

To be a respected world Class Corporation and the leader in Indian steel business in quality, productivity, profitability and customer satisfaction. PRESENT STATUS Today Company has the distinction of being Indias second largest producer of iron ore and of having the countrys second largest mines network. SAIL's wide range of long and flat steel products is much in demand in the domestic as well as the international market. The responsibility of marketing of sail is carried out by SAIL's own Central Marketing Organization (CMO) that transacts business through its network of 37 Branch Sales Offices spread across the four regions, 25 Departmental Warehouses, 42 Consignment Agents and 27 Customer Contact Offices. SAIL's International Trade Division ( ITD), in New Delhi- an ISO 9001:2000 accredited unit of CMO, undertakes exports of Mild Steel products and Pig Iron from SAILs five integrated steel plants. SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients worldwide. SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and Safety Organization at Ranchi. SAILs captive mines are under the control of the Raw Materials Division in Kolkata. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Kolkata. MAJOR UNITS Integrated Steel Plants

Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal
Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil
Bhilai Steel Plant (BSP)

Seven - time winner of Prime Ministers Trophy for best Integrated Steel Plant in the country, Bhilai Steel Plant (BSP) is Indias sole producer of rails and heavy steel plates and major producer of structural. The plant is the sole supplier of the country's longest rail tracks of 260 metres. With an annual production capacity of 3.153 MT of saleable steel, the plant also specializes in other products such as wire rods and merchant products. Since BSP is accredited with ISO 9001:2000 Quality Management System Standard, all saleable products of Bhilai Steel Plant come under the ISO umbrella. At Bhilai IS0:14001 have been awarded for Environment Management System in the Plant, Township and Dalli Mines and it is the only steel plant to get certification in all these areas. The Plant is accredited with SA: 8000 certification for social accountability and the OHSAS-18001 certification for Occupational health and safety. These internationally recognised certifications add value to Bhilais products and helps create a place among the best organisations in the steel industry.
Rourkela Steel Plant

Rourkela Steel Plant (RSP), the first integrated steel plant in the Public Sector in India, was set up with German collaboration with an installed capacity of 1 million tonnes. Subsequently, the capacity was enhanced to 1.9 million tonnes.
The plant was modernized in the mid 1990s with a number of new units with state-of -the-art facilities. Most of the old units have also been revamped for effecting substantial improvement in the quality of products, reducing the cost and ensuring Cleaner environment. It is the first steel plant in SAIL and the only one presently where 100% of the slabs rolled are produced through the cost effective and quality centred continuous casting route. RSP is the only plant in SAIL to produce silicon steels for the power sector, high quality pipes for the oil and gas sector and tin plates for the packaging industry. Almost all major units of the plant are covered under ISO: 9002 certification, while its Silicon Steel Mill and Sintering Plant II have been awarded ISO: 14001 certification for Environment Management. The present capacity of the Plant is 2 million tonnes of Hot Metal, 1.9 million tons of Crude Steel and 1.671 million tonnes of Saleable Steel. Its wide and sophisticated product range includes various flat, tubular and coated products.
Bokaro Steel (BSL) :

The fourth integrated plant in the Public Sector - started taking shape in 1965 in collaboration with the Soviet Union. It was originally incorporated as a limited company on 29th January 1964, and was later merged with SAIL, first as a subsidiary and then as a unit, through the Public Sector Iron & Steel Companies (Restructuring & Miscellaneous Provisions) Act 1978. The construction work started on 6th April 1968. The Plant is hailed as the countrys first Swadeshi steel plant, built with maximum indigenous content in terms of equipment, material and know-how. Its first Blast Furnace started on 2nd October 1972 and the first phase of 1.7 MT ingots steel was completed on 26th February 1978 with the commissioning of the third Blast Furnace. All units of 4 MT stage have already been commissioned and the 90s' modernisation has further upgraded this to 4.5 MT of liquid steel. The new features added in modernisation of SMS-II include two twin-strand slab casters along with a Steel Refining Unit. The Steel Refining Unit was inaugurated on 19th September, 1997 and the Continuous Casting Machine on 25th April, 1998. The modernisation of the Hot Strip Mill saw addition of new features like high pressure de-scalers, work roll bending, hydraulic automatic gauge control, quick work roll change, laminar cooling etc. New walking beam reheating furnaces are replacing the less efficient pusher type furnaces. A new hydraulic coiler has been added and two of the existing ones revamped. With the completion of Hot Strip Mill modernisation, Bokaro is producing top quality hot rolled products that are well accepted in the global market. Bokaro is designed to produce flat products like Hot Rolled Coils, Hot Rolled Plates, Hot Rolled Sheets, Cold Rolled Coils, Cold Rolled Sheets, Tin Mill Black Plates (TMBP) and Galvanised Plain and Corrugated (GP/GC) Sheets. Bokaro has provided a strong raw material base for a variety of modern engineering industries including automobile, pipe and tube, LPG cylinder, barrel and drum producing industries.
Durgapur Steel Plant :

Set up in the late 50's with an initial annual capacity of one million tones of crude steel per year, the capacity of Durgapur Steel Plant (DSP) was later expanded to 1.6 million tonnes in the 70's. A massive modernisation programme was undertaken in the plant in early 90's, which, while bringing numerous technological developments in the plant, enhanced the capacity of the plant to 2.088 million tonnes of hot metal, 1.8 million tonnes crude steel and 1.586 million tonnes saleable steel. The entire plant is covered under ISO9001: 2000 quality management system. The modernized DSP now has state-of the-art technology for quality steel making. The modernized units have brought about improved productivity, substantial improvement in energy conservation and better quality products. DSPs Steel Making complex and the entire mills zone, comprising its Blooming & Billet Mill, Merchant Mill, Skelp Mill, Section Mill and Wheel & Axle Plant, are covered under ISO: 9002 quality assurance certification.
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With the successful commissioning of the modernized units, DSP is all set to produce 2.088 million tonnes of hot metal, 1.8 million tonnes of crude steel and 1.586 million tonnes of saleable steel annually.
IISCO Steel Plant (ISP) :

IISCO Steel Plant (ISP), an integrated steel plant in Burnpur, has the capacity to produce 4.26 lakh tonnes of saleable steel and 2.54 lakh tonnes of pig iron annually. ISP, the erstwhile Indian Iron & Steel Company (IISCO), which was a 100% subsidiary of Steel Authority of India Limited (SAIL), has been amalgamated with the parent company with effect from 16 February 2006. ISP produces a large number of steel structurals and special sections as well as pig iron. The plant pioneered the production of centre sill Z-section used in the fabrication of wagon and Z-type sheet piling section used in construction of barrages, bridge foundations and other projects and colliery arch section used for roof support in collieries. The plant has also developed slit rolling for small diameter rounds (10 mm and 12 TMT), which are in high demand in the domestic market. The plant is set to undergo modernisation-cum-capacity expansion though which its hot metal production capacity will be raised to 2.5 MT by 2011-12. ISP is accredited with ISO 9001:2000 QMS for its Heavy Structural Mill and Merchant & Rod Mill. It has also been awarded ISO 14001:2004 EMS for its entire Rollin Mill Complex.
SPECIAL STEEL PLANTS :Alloy Steels Plant (ASP) :

The plant is a pioneer in the production of alloy and special steels. Alloy Steels Plant (ASP), Durgapur was commissioned with an initial capacity of 1, 00,000 tonnes of ingot steel and 60,000 tonnes of saleable steel. Through two phases of expansion and modernization, the capacity has been revised to 2.46 lakh tonnes of liquid steel and 1.78 lakh tonnes of saleable steel. Recipient of ISO-9001 (2000) certification for the entire plant, ASP is equipped with state-of-the-art technology for producing world-class quality alloy and special steels. The plant has one slab-cum-twin bloom continuous casting machine, the only one of its kind in India. It is specially designed for casting special steels like Austenitic and Ferritic stainless steel and a variety of non-stainless steels including bulletproof steel. The continuous casting machine is equipped with a state-of-art Electro-Magnetic Stirrer in its mould for casting Blooms. ASP has the capacity to produce Slabs, Blooms, Bars, Plates and Forged items of over 400 grades in a wide range of sizes. It also produces value added items like Cold Rolling Mill rolls, Concast rollers, crane wheels, springs, hammers, grate bars, hot saw blade, shear blade, bright bar, stainless steel liner plate, etc. ASP is also supplying import substitution item components to many customers through established conversion agents. In context to our project its obvious to know about sail , its vision mission, its different integrated steel plant and special steel plant as well, so the above profile of sail consist of all these.
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2.2. RDCIS (Research & Development Centre for Iron & Steel)
The Research & Development Centre for Iron & Steel (RDCIS) at Ranchi is the corporate R & D unit of SAIL. Set up in 1972, the Centre has ISO: 9001 certification to its credit. It undertakes R & D project in diverse realms of Iron & Steel Technology under the categories of Basic Scientific Research, Plant Performance Improvement, Investigation & Consultancy Assignments, Equipments & Instrument Design and Major Technology Development. RDCIS has more than 369 dedicated and competent scientists and engineers and its laboratory is equipped with around 300 sophisticated diagnostic research equipment and 5 pilot plant facilities. RDCIS provides customers with prompt, innovative and cost-effective R & D solutions; develop and commercialize improved processes and products; continually enhance the capability of its human resources to emerge as a center of excellence. The major efforts are directed towards cost reduction, quality improvement and value-addition to products of SAIL plants and providing application engineering support to SAILs products at customers end. RDCIS, along with steel plants, has recently taken initiatives to develop special steel products utilizing the modernized production facilities at steel plants.
Functions :RDCIS undertakes research projects encompassing the entire spectrum of iron and steel starting from raw materials to finished products. RDCIS is continuously engaged in improving the process parameters, development of value added product, energy conservation, improvement in product quality, up gradation of existing technologies and introduction of new technologies in the plants and units of SAIL. RDCIS also offers technological services in the form of know-how / transfer of technologies developed by it, consultancy services / contract research, specialized testing services, & training. Technology Groups of RDCIS are divided in different areas like Coal & Energy, Iron & Sinter, Steel, Rolling Technology, Product, Refractorys and Automation & Engineering. RDCIS has got its Plant Centres in all the five integrated SAIL Plants and also at VISP, Bhadravati (Karnataka). RDCIS has also got its offices at Delhi and Kolkata. The salient features of the Mission of RDCIS entail the following:
Promote originality, foster creativity and expand knowledge base through the pursuit of carefully selected R&D programmes Develop RDCISs human resources and facilities to achieve and sustain technological excellence Complement SAIL plants efforts to continuously enhance Customer Satisfaction, Quality, Productivity, Profitability and Marketability of their products
Project Management
The technological services extended by RDCIS to SAIL plants and units are mainly in the mode of R&D projects. The spectrum of R&D projects pursued by RDCIS, both at plants/ units as well as in-house, is categorized as follows: Plant Performance Improvement, Product Development, Basic Research, Scientific Investigation & Development, Technical Service. The projects so identified, have well defined objectives, approaches and activities to accomplish the goal. Projects are identified after joint discussion
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between plant and RDCIS personnel to provide solutions to identified problems. Work is carried out after project is approved by the competent authority in the SAIL plant as well as RDCIS. Monitoring and review of the projects is done at different levels and mid course corrections, if any, are also suggested. At the end of the project, the outcome of the work is well documented after concurrence from the customer who is also partner in the innovation. The implementation of the innovations is also pursued.
Technology Dissemination
RDCIS organizes Technology Awareness Programmes to enhance the knowledge base of SAIL engineers and technologists, especially those working on the shop floor, by sharing technological experience to enhance, analyze and solve technological problems. These programmes cover a wide range of topics dealing with different technology areas in the steel plants.
Product Development
One of the prime focus areas at RDCIS involves development of new products with special quality attributes. These products are developed through Lab. Scale studies & Simulation work followed by plant scale trials at various units of SAIL using existing facilities. Subsequently those products are promoted and commercialized through product application and marketing efforts. The thrust on product development enables the Company to achieve greater market penetration and share. .Intellectual Capital In the current competitive market scenario, it has become important to protect the innovations resulting from R&D pursuits. This is being accomplished at RDCIS by filing patents and copyrights under Patent Act and Copyrights Act respectively. Enlargement of intellectual capital base is constantly encouraged in the Centre. In terms of the power delegated to it under the article of association of the Company, the Board of Directors has delegated certain power to the Chairman of the Company for the management of the Company. The Chairman has further sub-delegated some of his powers to Director Technical & Executive Director I/C of RDCIS for the management of SAIL, RDCIS, Ranchi. The same are revised/ modified from time to time depending upon exigencies of work. The Executive Director I/C RDCIS have further sub-delegated some of his power to other Executives of RDCIS for smooth functions of the Centre. Being confidential in nature, the delegation of power to the Director (Technical)/ Executive Director I/C, RDCIS and also the financial power of the executives are not being disclosed. General Powers delegated to various executives for smooth administration are available in the relevant documents of the Centre. Technological functions of RDCIS are divided into 6 Areas: Coal & Energy, Iron & Sinter, Steel, Rolling Technology, Product and Refractorys and Automation & Engineering. The Technical Areas carry out the following activities
Pursuing Technical projects at Steel Plant : Formulation, Review & Monitoring, Procurement actions, Trial & experiments, Data Analysis and Completion report Pursuing Basic research projects at RDCIS ; Formulation, Review, Experiments, Data Analysis and Completion report Proper maintenance of equipment : Calibration, Preventive maintenance Handling customer complaints & services to customers as when necessary RDCIS has Plants Centres in all the SAIL Steel Plants, which provide technological support in its primary
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activities. It carries out the following primary activities

Liaisoning with the plant on behalf of the Centre for all project related activities Services to customers as and when necessary There are other support departments in RDCIS: Personnel & Administration (P&A), Finance & Accounts (F&A), Materials Management (MM), Contract Cell and Communications.
Procedure followed in the decision making process including channels of supervision and accountability.
The decision making process for project formulation, selection and approval at RDCIS is governed by the concerned procedure. The project proposals are prepared by Spokes Person of the taskforce (responsible for pursuing the projects), in consultation with customer plant. The proposals are prioritized and finally recommended by the concerned Project Approval Committee (PAC) after detailed deliberations following the presentation on the project. Finally they are approved by the Chief Executive. During the execution phase, besides the regular monitoring & review by the concerned HODs , the projects are also reviewed in: 1. Quarterly Review of Performance (QRP) held at Ranchi by a review committee 2. The plant review meeting taken by the ED (W)/ GM (W) of respective customer plant. The salient points of all projects are also reviewed periodically by the Chief Executive
The rules, regulations, instructions, manuals and records, held by RDCIS or under its control are used by its employees for discharging its functions
The rules, regulations, instructions, manuals and records held by RDCIS for discharging its functions are available in the following documents :

Personnel Manual Procedure Manual Quality Manual Accounts Manual Standard Bidding Documents Purchase and Contract Procedure 2009 Annual Report Extended Abstract of Projects. Guidelines/ Amendments issued from time to time.
Executives posts based on their designation

Junior Manager Assistant Manager Deputy Manager Manager Senior. Manager Assistant G.M Deputy G.M General manager Executive Director E1 E2 E3 E4 E5 E6 E7 E8 E9
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From the profile of RDCIS, we came to know about its various functions, duties and employees grade as well
2.3. APPRAISAL SYSTEM

Performance Appraisal is the process of reviewing employee performance, documenting the review, and delivering it to the employee in the form of feedback Performance is the record of outcomes produced on specific job functions or activities during a specified time period - Bernardin
Introduction
The performance appraisal process is an effective management tool for establishing and maintaining a vital communication link between supervisor and employee and for improving employee job performance and behaviors. Performance appraisal is an ongoing process.
What is Appraisal?
. An effective appraisal system builds on strengths rather than wallows in weakness. It is vital that people see appraisal as an opportunity to praise rather than to be directly concerned with discipline, grievance or redundancy. Many managers see the performance appraisal process as an administrative rite that consumes a lot of time, while producing little more than frustration, confrontation, and piles of paperwork. This reaction is totally understandable if your company is relying on a performance appraisal system that has fallen woefully out of date. Part of the problem with the appraisal process is that managers often see it as an isolated annual set of steps that are separate from all other managerial responsibilities. In actuality, todays performan ce appraisals are integrated into your ongoing managerial functions, year-round. As a manager, a key part of your role is to maintain strong contact with your employees and provide them with ongoing coaching, guidance, and feedback. These steps are called performance management. As part of the performance management process, there is a specific time typically once a year when managers gather all the performance data on their employees, analyze it, document it, and then provide employees with specific feedback. This piece of the performance management process is performance appraisal. The performance management policy is designed to document the expectations of individual and organizational performance, provide a meaningful process by which employees can be rewarded for noteworthy contributions to the organization, and provide a mechanism to improve individual/organizational performance as necessary. To accomplish these objectives, managers need to identify organizational goals to be accomplished, communicate individual and organizational goals to employees that support the overall strategic Mission and Government Performance and Results Act (GPRA) goals of the Department, monitor and evaluate employee performance, and use performance as a basis for appropriate personnel actions, including rewarding noteworthy performance and taking action to improve less than successful The Office of Personnel Management defines performance management as the systematic process of:
planning work and setting expectations

continually monitoring performance developing the capacity to perform periodically rating performance in a summary fashion; and rewarding good performance
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APPRAISAL PROCESS DESIGNING OF APPRAISAL-
objectives of
performance appraisal
establish job expectations
design an appraisal programme
APPRAISAL PROCESSAppraise performance
performance interview
use appraisal data for apt. purposes
Content of Performance Appraisal process usually comprises of

- Contributions to Organizational Objectives - Productivity - Saving in terms of cost - Return on Investment - Behavior like punctuality, relationships etc. - Personal Characteristics like Integrity, Attitude etc.
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OBJECTIVES OF PERFORMANCE APPRAISAL Objectives

1. Assess the implementation of the performance appraisal pilot for effectiveness and sustainability; 2. Document views of managers and service providers towards the performance appraisal system; 3. Identify performance appraisal systems and processes, or lack of systems and processes, that will facilitate or hinder the scale-up of the performance appraisal system. 4. Make recommendations for revising the performance appraisal system and tools for scale-up. 5. To assess staff responses to and experience of the performance appraisal process as compared with the civil service process.
MEASURES OF PERFORMANCE
Purpose The Employee Performance Appraisal System provides to employees, descriptions and evaluations of work expectations. The current system is an enhancement of tasks and performance standards approach that has been used since 1996. Good performance appraisals benefit both employees and the organization. They promote common understanding of individual needs, work objectives and standards of acceptable performance. They also give employees and managers a useful tool to aid in employee development. The revised Employee Performance Appraisal System offers the following specific benefits: 1. Core Values measured 2. Supervisory and management skills measured 3. Standards tied to Job Description Questionnaire (JDQ) 4. Automatic calculations 5. Weighted measures This section establishes procedures for appraising Career Service, Executive Support and EMS employee performance, completing the Employee Performance Appraisal System Form, and processing the form. Detailed instructions for the appraisal system are contained in the Leon County Employee Performance Appraisal System Handbook, which can be found on the County Intranet site. (Time tables will differ based on the type of appraisal being conducted.) This section does not pertain to Senior Management employees. Senior Management employees will be assessed on the basis of their accomplishments and continuous improvement efforts as approved by the County Administrator.
PROCESS OF APPRAISAL Performance Appraisal Systems

To be successful, performance appraisal systems need to fit into existing management systems (Martinez 2003). In other words, they need to be integrated into routine planning and budgeting systems as well as to monitoring and supervision systems. The evaluation team asked questions about performance
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appraisal planning, monitoring, data management, supervision and budgeting in order to get a sense of if and how the performance appraisal process had been integrated into routine management systems.
Action Planning
Especially in its pilot phase, performance appraisal needs to be integrated into national, regional and district action plans. The lack of such planning posed a clear constraint to implementation in the initial pilot phase. Training, supervision, monitoring and performance appraisal interviews were conducted sporadically because there were no clear plans developed detailing the necessary steps involved in implementing the process.
TYPES OF APPRAISAL
The following is a description of the types of performance appraisals: 1. Probationary/Trial - End of probation or trial period. 2. Extension of Probation Period - At time of request for extension. 3. Annual - One year from date of last review. 4. Special - Beginning at end of special probation or when performance substantially dropped during a review period. 5. Change in Classification -Promotion/demotion/transfer, etc. 6. Separation - Separation from County service, when it has been more than nine (9) months since the affected employee's performance has been evaluated.
METHODS OF PERFORMANCE APPRAISAL TRADITIONAL

Graphic Rating Scales A variety of traits like leadership, attitude, creativity, quality and quantity of work done, goals achieved etc are evaluated by rater on a rating scale according to employee performance Ranking Method Each person in a group is assigned a rank in comparison with others in the group Paired Comparison Method - Each employee is compared with all other employees, for each trait, one at a time Forced Distribution Method - Appraisal is done of employees on two dimensions- job performance and other factors of promotability. Five point performance scale is used to classify them. Extreme ends denote good and bad performers Checklist Method Simple, weighted, forced choice Critical incident Statements by Appraiser Essay-form Appraisal Short essay Group Appraisal - Appraisal by a group Confidential Reports
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METHODS OF PERFORMANCE APPRAISAL MODERN
The following quote by John F. Welch, Jr., CEO, GE was taken from the book 360 DEGREE FEEDBACKS (Edwards & Ewen, 1996, pg. 3). Any company thats going to make it in the 1990s and beyond has got to find a way to engage the mind of every single employee. If youre not thinking all the time about making every person more valuable, you dont have a chance. Whats the alternative? Wasted minds? Uninvolved people? A labor force thats angry or bored? That doesnt make sense. 360-Degree feedback is aimed at improving performance by providing a better awareness of strengths and weaknesses. The employee receives feedback, in anonymous form, on performance ratings from peers, superiors and subordinates (Kaplan & Palus, 1994). Feedback from multiple sources, such as -superiors - peers -subordinates and others has a more powerful impact on people than information from a single source, such as their immediate supervisor. 360 Degree Feedback improves the quality of performance measures by using multiraters providing a more balanced and comprehensive view. The information is more reliable, valid and credible because the providers interact regularly with the employee at work (Edwards & Ewen, 1996). The 360-degree feedback appraisal, also known as multi-source assessment or full circle feedback, gathers evaluation data from all of those who work most closely with the person being evaluated, regardless of position.
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What are the advantages and disadvantages of 360-degree Advantages:

No action has more power for motivating employee behavior change than feedback from credible work associates. Employers are more strongly motivated to change work behaviors to obtain the esteem of their coworkers. They are typically not as time consuming for the supervisor as the traditional performance appraisal. They offer a more balanced and comprehensive view When using 360 degree feedback systems work associates are rarely reluctant to identify poor performance of co-workers. One person performance appraisals are subject to claims of bias or partiality. Multi source offers substantial stronger legal protection.
Disadvantages:
If co-workers like the individual being rated, they are concerned about doing or saying anything that may hurt them. If raters disliked the individual they may decide that this is a good time to get even. Is the use of anonymous raters legally practical? Even when the feedback is anonymous, the recipient may be able to identify the source. Subordinates often cannot evaluate the supervisors work as it relates to management objectives There should be five or six evaluators to provide sufficient perspective and to protect anonymity. Raters may lack proper training. From performance appraisal part, we get well known about what it is its process, ways and advantages and disadvantages as well.
2.4. EXECUTIVE PERFORMANCE MANAGEMENT SYSTEM (EPMS)

For achieving the strategic objective of sustained & speedy growth, managing human resource has featured as a vital requirement in all organizations. 'Goal based performance' & 'Management of competencies has emerged as two important nodes of EPM. More & more organizations are getting focused on increasing employee productivity by using automated systems which have the capability to track & reward performance. Developing employees' skills & competencies has featured as the biggest enabler of performance. Line & Functional Managers are now in focus to drive performance & develop their subordinates. HR departments are looking for the best of solutions which are affordable and easy to implement. WHAT IS EPMS ALL ABOUT Performance Management System is an integrated web-based tool to improve organizational performance by setting SMART Goals for employee, evaluating employee performance, recommending highly competitive compensation plans, managing employee trainings & development and promoting right employees to critical position Based on globally followed HR practices and principles, this performance management system provides right tools to engage employees in productive work, help employee achieve their goals, bring objectivity & transparency in employee evaluations, manage employee trainings, manage employee compensations, promotion and careers
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Purpose of EPMS
Evaluation of employee's performance for the period already elapsed and identification of his/ her development needs are two important functions of a good EPM system. Performance based remuneration is a strategic part of the EPM since it contributes to the success of employee retention initiatives. Following is a snapshot of a EPMS system
2.5. Executive Performance Management System(EPMS) in RDCIS,SAIL

PREAMBLE The earlier Executive performance Appraisal System (EPAS) was introduced in SAIL in 1986. The system continued since then with minor modifications. Today SAIL exists in a world that is substantially different from what it used to be in eighties and nineties. In tune with the changing world, lessons learnt from excellent companies all over the world, new opportunities and challenges of globalization, a need was felt to change the appraisal system of SAIL. In 2007, inputs from various reviews conducted in the past, interaction at plants/units level with cross section of executives, executive associations, top management and study of best practices of other organizations worldwide in PMS were used to review and design the new EPMS. The Executive Performance Management System(EPMS) attempts to address the current needs of the company for building leadership among SAIL executives.
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POLICY SCOPE: The Executive performance management System is aimed at performance and development planning and assessing the performance, potential, competencies and values of executives up to E-7 grade. PESB format for E-8 and E-9 grades will remain unchanged. OBJECTIVES: i) To enable employees to plan their work, utilize their capabilities and maximize their contributions. To create a performance culture through continuous performance improvements of Individual employees, teams and the organization. To identify and develop leadership talent for future.
ii) iii) iv)
Now the flow chart which is being followed for appropriate practice of EPMS in RDCIS which we get familiar during our training session.
SAIL Memorandum of understanding(MOU) Annual business plan of each unit VIZ.-RDCIS, Bokaro, Bhilai etc Goal cascading workshop at department level.(coal, iron, steel) Departmental action plan (DAP) Finalizing KPAs Mid year review Final review Assessment by PMC Assessment by HPMC Promotion per the promotion policy
KPA: Key performance Areas CPV: Competencies Potential Value PMC: Performance Management Committee HPMC: High level Performance Management Committee
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Details of components involved in dealing with EPMS in RDCIS are as follows: First step towards practice of EPMS is Goal cascading workshops, which is as follows: Goal cascading work shops Purpose
The Goal cascading workshops would be a process of sequentially breaking down organizational objectives and targets into those of various levels in the organization, i.e. plants/ units and then departments to individuals concerned. Operational details i) ii) The responsibility of conducting this workshop rests with the respective HODs and this need to be completed by 15th April each year and with full involvement of all executives of the department. The executives should come prepared to such workshops with their preliminary draft KPAs based on their understanding, previous years performance and the new thrust areas and contributions they propose to make v) A large part of the KPAs for each officer would be planned by the end of this Workshop and each executive will be required to only document the same taking into consideration his/ her unique contribution, role requirements and opportunities to make an impact. During the finalization of KPA, care is to be taken the KPAs are planned involving SMART features i.e. Specific, Measurable, Attainable, Realistic and Time Bound.
iii) iv)
vi)
Finalizing KPAs and CPV A) KPAs: Purpose The departments will be clear of their activities and key performance Areas at the beginning of the year. The individual KPAs would also include KPAs over and above these cascaded ones which are applicable to units, departments, functions and individuals. Operational details i) The KPAs shall have weight age of 60 points for E1 to E5 and 50 points for E6 and above level executives. KPAs are to be further classified as underRoutine KPAs: routine KPAs are jobs of routine nature and at the same time critical contributions of the officer like filing of statutory returns for an accounts officer or plant supervision for a shift in charge.
ii)
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Special KPAs: special KPAs are those which are not necessary a part of the current job, tasks and responsibilities but undertaken by the individual on his initiative to make a difference in the organization and demonstrate his leadership competencies. Non routine KPAs: Non routine KPAs are key contributions of the role holder other than the routine activities. Expansion of CVP with is various sub parts is as follows:
B) CPV: Purpose By now it is well established that as one moves higher in managerial hierarchy, the managerial and leadership competencies become more critical. To prepare executives for future leadership roles and to ensure that they are equipped with competencies required to perform their current roles as well as the likely roles in future, the new PMS has given due weight age to three sets of competencies. These include: Competencies required by all executives to perform their current managerial roles. Potential are competencies required to prepare them for future roles Values are needed to be demonstrated by executives all through their career.
Operational details Every executive is required to exhibit certain competencies while achieving their KPAs. The performance, competencies, potential factors and values will carry different weight ages as given below: Components Performance Competencies Values Potential Total E1-E5 60 15 15 10 100 E6-E7 50 20 15 15 100 E8-E9 50 20 15 15 100
The competencies required to be exhibited by every executive will include the following: Competencies: these include i) ii) iii) iv) Technical/ functional competencies Commercial acumen Interpersonal skills and team work Proactive problem solving
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v) vi)
Communication skills Positive attitude
Potentials: these include i) ii) iii) iv) v) Vision and leadership Ability to assume responsibility and take decisions Execution ability Change management Creativity
Values; these include i) ii) iii) iv) Customer focus Consistent profitability Commitment to excellence Concern for people.
Executives rate themselves in CPV with respect to levels which are follows;
Levels 0 1 2 3 4 5
Assigned position Absent Beginner Learner Practioner Specialist Leader teacher
About the online EPMS : On line EPMS Purpose Technological innovations have revolutionized todays corporate sector. SAIL has decided to use the technological innovations to its advantage.
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Operational details The following guidelines will be followed in the designing of the on line EPMS: i) Each executive to be assigned an EPMS ID.
ii) Each executive would be required to record his/her KPAs along with the weight ages within the stipulated time frame after which the system will shut down & no further recording will be allowed. iii) The filled in formats of the concerned executives will then be available to their respective Reporting and Reviewing officers and HOD, OD &HRD. iv) After KPAs are finalized and entered into the format in the online PMS system within the stipulated time period, all concerned will have 24x7 access to the Online PM system to maintain their records in the Performance Diary. v) No modifications will be made other than those authorized to enter the data. vi) Ratings or assessments will be visible to the executives concerned (Executive concerned Reporting officer and the Reviewing officer) and only the portions concerning them will be visible. vii) The rating on performance will be visible to the executive concerned after finalization of the same by PMC. viii) Once completed and approved, ratings cannot be changed on the system. Its turn of Reviewing year in which assessment is being made about KPAs and other by executive entered in performance diary. Mid Year Review During this review Performance Diary is given as a tool to the executive concerned for keeping record of key performance. Each individual executives entry is intimated to his reporting officer and every Reporting officers remarks is intimated to the individual executive concerned. The reviewing officer is able to view the executives concerned performance diary whenever he desires. In mid year review of the performance year (i.e. in the month of October) every executive is expected to make a self review of the performance plans by indicating the status of activities undertaken& highlights of the performance. Reporting & reviewing officers needs to make their comments on the same after discussion with executive concerned.
Next review is final review in EPMS which is as elaborated: Final review In final review following steps come into count which are as follows:
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Final review is made during month of April- May. The qualitative comments of the individual and Reporting officer should be recorded on the online PMS format on completion of the assessment year. The individual concerned, Reporting & Reviewing Officer should then rate the executive concerned independently against the weight ages of the respective KPA parameters. The final assessments of each of the assessors will be visible to the reporting and reviewing officers only after all the three of them complete the assessments. Assessment of assessors
RDCIS recognizes that our Indian culture is that of relationship building and people value culture by nature. It also recognizes that in the past intention to give high ratings is used as a motivating mechanism and that is how a lot of subjectivity creeps in. Most often a Reporting and Reviewing officer may feel that a particular executive has done only a poor job or below average .Raters vary in their philosophy and approach. A beginning is being made from the current EPMS to introduce a system of assessing the assessors and also to audit the implementation of PMS. This will be done by: Rating behavior of Assessors i) At the end of assessment year each raters (Reporting as well as Reviewing officers) assessments will be statistically analyzed to determine his rating behavior and feedback will be given to him.`
Each executive is expected to fill the form giving details of his experience with the assessment process and also give his assessment of the rating behavior of Reporting Officer. A simple five rating scale will be used and the ratings communicated to each Reporting officer which are as follows: Rating scale HS QS SS DS QDS It is restricted to assess of Reporting officer only.
Assessment meant
Highly satisfied Quite satisfied Somewhat satisfied Dissatisfied Quite Dissatisfied
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Now the next step is assessment by PMC which is as follows: Assessment by PMC Purpose
The purpose of PMC is to recognize good performers and encouraged through performance rewards, incentives etc. The first problem arises in fixing comparable standards for all officers. Recognizing this, RDCIS EPMS uses a committee system to reduce subjectivity and recognize the good performer. It is done at departmental level. Operational details:
i) The PMC consists of the Reporting officer, Reviewing officer and the head of the department (HOD). ii) The HOD plays a rationalization role as he always has more information of the performance of the department as well as the performance of the various sections. Taking into account the inputs from the reporting & reviewing officers and using the inputs provided by the executive concerned, the PMC assesses and Categorizes each of the officers performance for the assessment year into four categories as per the assessment table given below: Grades O A B C Performer Exceptional performer (to be given very sparingly for role models, all agree) High performer (exceeds all targets, agreed by all as excellent performer) Average performer( meets minimum targets/ requirements) Low performer ( not able to complete targets and needs to improve delivery of results)
Next stage is Final assessment made by HPMC which is as: Assessment by H PMC The High level PMC will finalize Exceptional performer from the High performers and Low performers by recording 2 major achievements/ shortcomings for categorizing executives into these 2 categories. It is done at organizational level Promotion As the Executive performance management get finished after this promotion starts which is based on grades, came from EPMS as O, A, B & C. In this, marks matter for grade which are as follows: Grades O A B C Marks 50 40 30 15
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It is done in the month of June every year. There are mainly two type of promotions that counts namely: i) Within cluster: in this promotion there is no need of interview and it is made after certain duration of time period. ii) Between cluster: in this promotion interview is taken and various other factors such as qualification, appraisal marks. Promotion eligibility for every grade is as follows: From E1 to E2 Promotion from E1 to E2 is within cluster and the marks to be scored are 120 which is appraisal marks. Required to have minimum 3 yrs experience in the grade for promotion. From E2 to E3 Promotion from E2 to E3 is between cluster Required to have minimum 3 yrs experience in the grade for promotion. It is Vacancy based.
From E3 to E4 Promotion from E3 to E4 grade is within cluster and marks to be scored are 100 which is appraisal marks. Required to have minimum 3 yrs experience in the grade for promotion.
From E4 to E5 Promotion from E4 to E5 grade is between cluster Required to have minimum 3 yrs experience in the grade for promotion.
From E5 to E6 Promotion from E5 to E6 grade is between clusters. It is vacancy based. Required to have minimum 4 yrs experience in the grade for promotion.
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Chapter 3
RESEARCH METHODOLOGY Research methodology is a systematic and objective process of identification, collection, analysis, dissemination, and use of information for the purpose of improving decision making related to the identification and solution of problems. Here the various steps incorporated in the compilation of the project which are as:
3.1.RESEARCH PROBLEM:
A research problem refers to some difficulty which the researcher experience in context of either a theoretical or practical situation and wants to obtain a solution for the same. As per my project the research problem is To study the effectiveness of EPMS
3.2. Objectives of my research

1) 2) 3) 4) To study the general response of the executives towards EPM. To analyze whether the executives are fully conversant with the EPMS To find out the transparency of the system. To study whether the system is efficient enough in assisting the executives in their career development. 5) To study how far system identifies the training and development needs of the executives. 3.3. OTHER METHODOLOGY AND DATA SOURCE A)TYPES OF RESEARCH i. PURE RESEARCH: This research is used for original findings. E.g. by scientists for new materials, new products, etc. ii. APPLIED RESEARCH: the conclusion provided by the report can be used by the organization to achieve the objectives. Hence, our project can be termed as an applied research. B).SAMPLE DESIGN It may be defined as a definite plan for obtaining a sample from a given population. Thus with reference to our research i. ii. iii. iv. v. UNIVERSE: SAIL SAMPLE UNIT: RDCIS executives SAMPLE SIZE: 100 executives, MARGIN OF ERROR: out of 100 executives 84 had given the response. SAMPLING: probability sampling (cluster sampling). The sample population for our research are executives since they are in frequent touch with the EPMS ,Highly educated and assumed to be rational in their thinking
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In context to our research problem and sampling unit selected, the total number of items is 369 which consist of many sub divisions broadly classified into technical (260) and non-technical (109). Hence in order to get a fair response from all departments the sample size has been taken as 100 consisting 70 technical and 30 non technical executives The reason for selecting Probability sampling is that there is an equal chance for all to be selected as respondents.
C)DATA COLLECTON PRIMARY DATA The data collected through our questionnaire is first handed and needs processing. Thus it is referred as primary data. D)SCALING: A process of assigning numbers to the degrees of qualities/attributes of an object or a concept Techniques used I. LIKERT SCALE:-Executives indicate their agreement and disagreement with the various factors. II. RATING SCALE:-Ranking order. III. STAPLE SCALE:-A single description is and the objects are judged whether they lie above or below the specific description. IV. CHECK LIST-Executives give their response in terms of yes, no, cant say for various factor. The reason for taking likert scale and check list is Its easy to construct as it can be performed without a panel of judges. Its more reliable as the respondents are able to answer each statement included in the questionnaire. It helps the respondent to clearly define his/her opinion in terms of agreement or disagreement. E)TYPE OF QUESTIONS Questionnaire includes both close and open ended questions.
3.4.LIMITATION OF THE STUDY

I. II. Restricted access to hands on online experience Limited number of executives are involved Difficulty in getting genuine responses.
III.
In context to our project the above research methodology steps followed is to get a clear view and response of the executives with regard to convergence, transparency, effectiveness in career development and training and development need identification of present EPMS which they are using .
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Chapter 4 DATA ANALYSIS AND INTERPRETATION

A) General Data analysis and interpretation of the responses of the executives to my questionnaire.
QUESTIONS:1.The present Executive performance management system is an effective tool for performance measurement in your organization.
Table no. -1 Response Strongly agree Agree Cant say Disagree Strongly disagree Total No. of respondents 18 49 9 5 3 84 Percentage 22 58 11 6 3 100
Chart no.-1
60 50 40 30 20
58
Strongly agree Agree
22
11
Cant say Disagree
10 0
Strongly disagree
Percentage(approx.)
Interpretation: From the above table and chart it can be inferred that 22% of the respondents strongly agree, while 58% of the respondents agree to the above statement. 11% of them are neutral in their opinion and 6% of them disagree to the above question. Since majority of the executives agree to the above statement
we can say that the present executive performance management system is an effective tool for performance measurement in SAIL. 32
2. The present performance management system (EPMS) is more convenient than the earlier EPAS (Executive appraisal system). Table no.-2 Response Strongly agree Agree Cant say Disagree Strongly disagree Total No. of respondents 23 43 8 7 3 84 Percentage 26 52 10 8 4 100
Chart no.-2
60 50 40 30 20 10 0
52
Strongly agree
26
Agree Cant say Disagree
10
Strongly disagree
Percentage(Approx.)
Interpretation: From the above table and chart it can be inferred that most of the respondents have agreed to
the statement with 78% of them agreeing to it while 45% strongly agreeing to the above question. Only 8% have disagreed and 4% strongly disagreed to it while the rest 10% are neutral to the question. So we can say that the present EPMS is more convenient than the earlier EPAS
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3) What in your opinion is the main cause for the up gradation of earlier performance appraisal System of your organization to EPMS?
Opinion Lack of transparency Simply upgrading to a new system Integrating appraisal with career growth Paper work Total 27 26 20 11 84
No. of respondents 32 30 23 15 100
Percentage
Chart no.-3
35 30 25 20
15 10 5 0
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30 23 15
Lack of transparency
Simply upgrading to a new system Integrating appraisal with career with growth Paper work
Percentage
Interpretation: The main cause of upgrading to EPMS from EPAS has been marked as lack of transparency in
the earlier appraisal system with 32% agreeing to it while simply up gradation to a new system comes second with 30% marking it as the reason. Integrating appraisal with career growth comes third with 23% and paper work is the least possible cause of up gradation with 15% marking it. Thus we can say that the respondents think that EPMS has replaced EPAS for the reason that it was not a transparent very system..
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4. Why do you have Executive performance management systems in your organization? (Rank these giving 5 pts to the max) Table: 4 Factors Reward allocation Identification of training & development needs Facilitates promotion & transfer To clarify an employees job requirement Identifying barriers to performance Total 195 209 207 224 201 Rank 5th 2nd 3rd 1st 4th
Chart no.-4
225 220 215 210 205 200 195 190 185 180
224
Reward allocation
209
207 201
Identification of training & development needs Facilitates promotion & transfer To clarify an employees job requirement Identifying barriers to performance
195
Total
Interpretation: From the above table and chart it can be inferred that majority of the executives think that the EPMS is there in the organization to clarify an employee's job requirement. Next the EPMS helps in identification of training and development needs followed by facilitation in promotion and transfer. Identifying barriers to performance has been ranked 4th and reward allocation as the last reason for the purpose of establishment of EPMS in this organization.
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5. Do you find any difficulty while assessing the online EPMS system?
Table no.-5 Response Always Never Frequently Sometimes Total No. of respondents 6 21 10 47 84 Percentage 5 30 15 50 100
Chart no.-5
50 50 40 30 20 10 0 Percentage 5 15 30
Always Never Frequently Sometimes
Interpretation: From the above table and chart it can be inferred that 50% of the respondents have said that
they sometimes face problem while assessing the online EPMS. About 30% said that they never face problem, 15% said they frequently face problem and the rest 5% said they always face problem. Thus we can say that most of the executives are conversant with the present EPMS system since majority of them do not face much problem only occasionally facing problem in assessing the online EPMS system
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6. In your opinion Is executive performance management system a complex process? Table no.-6 Response Yes No Cant say Total No. of respondents 24 49 11 84 Percentage 30 58 12 100
Chart no.-6
60 50 40 30 20 10 0 30
58
Yes No
12
Cant say
Percentage
Interpretation: From the above table and chart it can be inferred 58% of the executives find that the
performance management system is not a complex process whereas 30% say that its a complex process and the rest12 % cant say about it. Thus we can make it out that the executives are conversant with the system since majority of the respondents do not find EPMS as a complex process.
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7. Does the organization provide you with proper infrastructure and technology to effectively participate in your performance appraisal? Table no.-7 Response Yes No Cant say Total No. of respondents 71 4 9 84 Percentage 83 7 10 100
Chart no.- 7
90 80 70 60 50 40 30 20 10 0 83
Yes No Cant say
10 7 Percentage
Interpretation: From the above table and chart it can be inferred that 83% of the respondents agree that the organization provide them proper infrastructure and technology. 7% do not agree to it .And the rest 10% do not have any opinion. Thus we can say that the organization is providing proper infrastructure for appraisal.
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8. The final rating is based not only on your competencies and KPAs but also on other factors like interpersonal relation with the rater.
Table no.-8 Response Strongly agree Agree Cant say Disagree Strongly disagree Total No. of respondents 17 44 19 2 2 84 Percentage 20 54 22 2 2 100
Chart no.-8
60 50 40 30 20 20 10 0
54
22
Cant say Disagree Strongly disagree
2 Percentage(approx.)
Interpretation: From the above table and chart it can be inferred that 54 % of the respondents agree, 20% strongly agree, 22% cant say anything about the above statement, while the rest 4% disagree to the above question .Since majority of the respondents agree that performance goals are clearly communicated to the executives which means the system is transparent and the KPAs are decided in alignment with the individual concerned..
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9. Are performance appraisal goals (Key Result Areas or Key Performance Indicators) clearly communicated to you at the start of the appraisal year?
Chart no.-9
69 70 60 50 40 30 20 10 0 Percentage(approx.) 12 7 10 2
Strongly agree Agree Cant say Disagree Strongly disagree
Interpretation: From the above table and chart it can be inferred that 69% of the executives agree that the performance appraisal goals are communicated to them clearly at the beginning of the appraisal year.12% disagree to it while 7% do not have any opinion. Thus it can be concluded that appraisal goals are clearly communicated to the executives at the start of the appraisal year.
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10.Is the disagrement about your assesment during PRD being considered and re-evaluated?
Table no.-10 Response Yes No Cant say Total No. of respondents 29 24 31 84 Percentage 35 27 38 100
Chart no.-10
40 35 30 25 20 15 10 5 0
35 27
38
Yes No Cant say
Percentage
Interpretation: From the above table and chart it can be inferred that majority of the respondents cant say whether the disagreement regarding their assessment during the PRD is considered with 38% marking it. Whereas 35% are of the opinion that their disagreement is considered and 27% say that their disagreement is not considered. Hence we can say that executives are not sure whether their disagreements during PRD is considered and re-evaluated. .
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11. The performance dairy is used in removing constraints and communicating with your superiors.
Chart no.-11
40 40 35 30 25 20 15 10 5 0 Percentage(approx.) 6 4 15
35
Interpretation: From the above table and chart it can be inferred that 40% of the respondents agree
35% cant say and 15% disagree that performance diary helps in removing constraints and enhances communication with the superiors.
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12. Assessment by superiors helps in enhancing performance.
Chart no.-12
60 50 40 30 20 10 0 19
54
19 6 4
Percentage(approx.)
Interpretation: From the above table and chart it can be inferred that assessment by superiors help in enhancing performance with 54 % of the respondent agreeing to the statement. 19% do not have any opinion while 8 % disagree to it. Thus it can be concluded that EPMS helps in increasing the efficiency of the personnel.
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13. How many times have you accessed your dairy within the last 3 month?
Table no.-13 Response None 2-5 times More than 5 times Total No. of respondents 54 25 5 84 Percentage 64 29 7 100
Chart no.-13
70 60 50 40 30 20 10 0
64
None
29
2-5 times More than 5 times
Percentage
Interpretation: From the above table and chart it can be inferred that 64% of the executives have not access their diary even for a single time in the last three months whereas 29% of them have accessed it for 2-5 times and 7% have accessed it more than 5 times.
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14. Do you think the achievement kept in the dairy are of any use during your work life? Table no-14 Response Yes No Total No. of respondents 53 31 84 Percentage 59 41 100
Chart no.-14
59
60 50 40 30 20 10 0
41
Yes No
Percentage
Interpretation: From the above table and chart it can be inferred that majority of the executives with 59% agreeing that the achievements of the individuals which are recorded in the diary are of use during their work life while 41% do not agree to the above statement
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15. Does the system provide the superior space for giving continuous feedback to help you achieve your goals? Table no.-15 Response Yes No Cant say Total No. of respondents 43 17 24 84 Percentage 51 20 29 100
Chart no.-15
60 50 40 30
51
29 20
Yes No Cant say
20 10 0 Percentage
Interpretation: From the above table and chart it can be inferred that majority of the executives have positively responded to the statement with 51% saying yes to it, 20% saying no to it and the rest 29% do not have any opinion to it. Thus we can say that the system does provide the superior space, for giving continuous feedback to their subordinate in order to achieve them their goals. .
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16. The organization provides the high performers in getting: Table no.-16 . Options To work in special project Higher bonus. Promotion. Any other Total No. of Respondents 27 17 34 6 84 Percentage 30 20 40 10 100
Chart no.-16
40 40 35 30 25 20 15 10 5 0 percentage
Any other
30 20 10
To work in special project Higher bonus. Promotion.
Interpretation: From the above table and chart it can be inferred that 40% of the respondents think that the EPMS helps in the their promotion, 30% think that the system provide the high performers an opportunity to work in special projects, 20% are of the view that high performers are awarded high bonus while the rest 10% have cited that no specific incentives for given to the high performers identified through the EPMS.
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17. The EPMS has helped in identifying and improving the overall performance of the individual as well as organization.
Table no.-17 1) Individual Response Yes No Cant say Total No. of respondents 48 12 24 84 Percentage 57 14 29 100
Chart no.-17
60 50 40 30 20 10 0
57
29 14
Yes No Cant say
Percentage
Interpretation: From the above table and chart it can be inferred that 57% of the executives say that the present EPMS system helps in identifying and improving the performance of the individual, 14% disagree to it while 29% cant say about the statement.
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2) Organization
Table no.-17.1 Response Yes No Cant say Total No. of respondents 45 6 31 84 Percentage 54 7 39 100
Chart no.-17.1
60 50 40 30 20 10 0 Percentage 7 39
Yes No Cant say
54
Interpretation: From the above table and chart it can be inferred that 54 % of the executives say that the system helps the organization in improving its performance while 7% of them disagree and the rest 39% cant say about it.
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18. Does the system helps in identification of training needs? Table no.-18 Response Yes No Cant say Total No. of respondents 62 10 12 84 Percentage 74 11 15 100
Chart no.-18
80 70 60 50 40 30 20 10 0
74
Yes No Cant say
11
15
Percentage
Interpretation: From the above table and chart it can be inferred that 74% of the executives agree to the point that the system helps in identifying the training needs of an individual. 11% of them do not agree to that. And the rest 15% do not have any opinion. Hence it can be concluded that the system identifies the training needs of the executives
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19. The evaluation system helps you in identifying your key strengths & weaknesses in terms of your job. Table no.-19 Response Strongly agree Agree Cant say Disagree Strongly disagree Total No. of respondents 9 53 11 10 1 84 Percentage 10 63 13 11 3 100
Chart no.-19
70 60 50 40 30 20 10 0 Percentage(approx.) 10 13 11 3
63
Interpretation: From the above table and chart it can be inferred that majority of the executives about 63% agree that the system helps them in identifying their key strength and weakness as per the requirement of their job ,13% are neutral towards it and 11% disagree to it. Thus it can be concluded that the system helps in identifying key strength and weakness in terms of their job..
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20. The executive performance management system helps in identifying the leadership qualities of the executives.
Chart no.-20
60 50 40 30 20 10 10 0
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23 14 2 Percentage(approx.)
Cant say Disagree Strongly disagree
Interpretation: From the above table and chart it can be inferred that 51% are positive towards the fact that the present EPMS helps in identifying the leadership qualities of a particular individual in the organization, 23% cant say while the rest16% disagree to this fact. Thus we can say that the system helps in identification of leadership qualities of the executives.
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21. How conducive (helpful) are the performance review and planning sessions in the executive performance management system? Table no.-21 Responses Highly conducive Somewhat conducive Not conducive Total No of respondent 26 47 11 84 Percentage 31 59 10 100
Chart no.21
60 50 40 30 20 31
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Highly conducive Somewhat conducive Not conducive
10 10 0 Percentage
Interpretation: From the above table and chart it can be inferred that 59% of the executives consider that performance review and planning sessions are somewhat conducive, 31% feel it to be highly conducive and the rest 10% are of the opinion that it is not at all conducive. Hence it can be concluded that the performance review and planning sessions are to an extent conducive in EPMS.
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A. Data analysis and interpretation as per my objectives. As mentioned at the beginning the research problem of our project that is To study the effectiveness of
EPMS, There are 5 objectives which would help us to conclude our research and help us solve our problem. The 5 Objectives of our research are as follows:1. To study the general response of executives towards EPMS. 2. To analyze whether the executives are fully conversant with the EPMS 3. To find out the transparency of the system. 4. To study whether the system is efficient enough in assisting the executives in their career development. 5 To study how far system identify the training and development needs of the executives. So analysis is made for enlightening the above mentioned objectives which are as followed:
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OBJECTIVE 1: In order to study the basic of EPMS from the context of executives viewpoint, following questions are categorized to fulfill the needs of our objective. 1. The present Executive performance management system is an effective tool for performance measurement in your organization. Strongly agree Agree Cant say Disagree Strongly disagree 18 49 9 5 3
2. What in your opinion is the main cause for the upgradation of earlier performance appraisal system of your organization to EPMS?
Lack of transparency Simply upgrading to a new system Integrating appraisal with career with growth Paper work
27 26 20 13
3. Do you find any difficulty while assessing the online EPMS system? Always 4 Never 21 Frequently 10 Sometimes 42
INTERPRETATION: From the data of the above questions, it has been revealed that the employees within the organization are aware about the need of EPMS in their organization. Most of them have not just answered about reduction of paper work but also have identified other different factors mentioned such as Lack of transparency, simply gradating to a new system & integrating appraisal with career with growth as the reasons for upgrading to EPMS from EPAS. About 80% of the respondents have agreed that EPMS is an effective tool for measurement of performance and the responses of question 2 suggest that they are have considered different aspect while making their decision. Thus from executives responses it can be said that the response of the executives toward EPMS is positive.
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OBJECTIVE 2: In order to analyze whether the executives are fully conversant with the EPMS, following questions has been categorized which are as: 1. The present performance management system (EPMS) is more convenient than the earlier EPAS (Executive appraisal system). Strongly agree 23 43 Agree Cant say 8 Disagree 7 Strongly disagree 3
2. Why do you have Executive performance management systems in your organization? (Rank these giving 5 pts to the max ) Factor Reward allocation Identification of training and development needs Facilitates Promotions & Transfers To clarify an employees job requirements Identifying barriers to performance
195 209 207 224 201
Points
Rank
5th 2nd 3rd 1st 4th
3. In your opinion Is executive performance management system a complex process? Yes 24 No 50 Cant say 10
4. Does the organization provide you with proper infrastructure and technology to effectively participate in your performance appraisal? Yes 71 INTERPRETATION: Responses of question 2 suggests that the employees find EPMS more convenient than the earlier EPAS, and feedback from question 6 also counterchecks their response as they dont find it a complex process. Secondly it has been reviewed that the organization provides the employees with sufficient infrastructure, thus giving them the convenience to use it more frequently. Thus it can be said that the employees are fully conversant with the EPMS system. This can also be seen in their point allocation to different benefits stated about the EPMS.
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No 6
Cant say 9
OBJECTIVE 3: In order to find out the transparency of the system, below mentioned questions are categorized under this objective. 1. The final rating is based not only on your competencies and KPAs but also on other factors like interpersonal relation with the rater. Strongly agree 17 Agree 44 Cant say 19 Disagree 2 Strongly disagree 2
2. Are performance appraisal goals (Key Result Areas or Key Performance Indicators) clearly communicated to you at the start of the appraisal year? Strongly agree Agree Cant say Disagree Strongly disagree 10 58 6 7 2
3. Is the disagrement about your assesment during PRD is considered and re-evaluated? Yes 29 No 23 Cant say 31
4. The performance dairy is used in removing constraints and communicating with your superiors. Strongly agree 5 Agree 34 Cant say 30 Disagree 10 Strongly disagree 4
INTERPRETATION: Responses from question 8 to 11, to some extent helps in concluding that the EPMS system is not as transparent as it should be. Although it helps in effective allocation and defining of work to the employees but it is not as effective tool for communicating with the superiors. Also the response of Question 10 states that the PRD sessions are not effective to certain degree, as the respondents have either said NO or CANT SAY. Thus, by reviewing the above questions it can be concluded that the EPMS is not that transparent as it was aimed to be.
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OBJECTIVE 4: To study whether the system is efficient enough in assisting the executives in their career development following questions has been bifurcated for this objective. 1. . Assessment by superiors helps in enhancing performance. Strongly agree 16 Agree 45 Cant say 16 Disagree 5 Strongly disagree 3
2. How many times have you accessed your diary within the last 3 month? None 54 2-5 Times 25 More than 5 times 4
3. Do you think the achievements kept in the diary are of any use during your work life? Yes 50 No 31
4.
Does the system provide the superior space for giving continuous feedback to help you achieve your goals? Yes 43 No 17 Cant say 25
5. The organization provide the high performers in getting : . To work in special project 29 Higher bonus. Promotion. Any other 17 36 7
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INTERPRETATION: From the responses of the above questions, it can be inferred that the system do assist the executives in their career development as most have positively responded that the EPMS helps in performance development. The executives are also of the view that the performance diary which keeps a record of their achievements and constraints in doing their tasks assist them in their career. The system also facilitates in creating a communication bridge between the executives and their superiors as the superiors can give continuous feedback to their subordinates in order to achieve their goals. From the responses of the question we also get to know that EPMS helps in the promotion of the executives as well as the high performers also get a chance to work in special project. Yet the system could be more useful in career development if the executives use their diary more which most of them hardly uses. Hence the executives should be encouraged for using the diary so as to increase the online communication between the superiors and their subordinates.
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OBJECTIVE 5: To study how far system helps in identifying the training and development needs of the executives, following questions are categorized which are as follow:
1. . The EPMS has helped in identifying and improving the overall performance of the Yes The individual Organization 48 45 No 12 6 Cant say 22 31
2. . Does the system provide for training need identification? Yes 62 No 10 Cant say 11
3. The evaluation system helps you in identifying your key strengths & weaknesses in terms of your job. Strongly agree 9 Agree 53 Cant say 11 Disagree 10 Strongly disagree 1
4. .The executive performance management system helps in identifying the leadership qualities of the employees. Strongly agree 7 Agree 43 Cant say 20 Disagree 12 Strongly disagree 2
5. . How conducive (helpful) are the performance review and planning sessions in the executive performance management system? Highly conducive 26 Somewhat conducive 47 Not conducive 9
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INTERPRETATION: From the responses of the above questions the contingent is that the EPMS has been successful in accomplishing its one of the objectives that is in identifying the training and development needs of the executives. Majority of the respondents have agreed that the system helps in identifying the training needs as well as helped in developing the leadership qualities of the executives. The system has also helped in improving the performance of the individual as well as the organization which is one of the objectives of the EPMS. This can be reasoned out by the fact that the system has helped in identifying the weaknesses and strengths of the executives. Though the review system could still be improved as the respondents do not find the performance review and planning sessions to be highly conducive.
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Chapter 5 CONCLUSION
5.1. SUGGESTIONS AND RECOMMENDATIONS
1) The online connectivity of the organization should be improved so as to reduce the
hurdles that the executives face while accessing the online EPMS. Assessing online should be made more familiar and time to time information with respect to the changes and modifications in the system must be given to the executives. This could be done by the use of optical fibers and optical data cables.
2) Most of the respondents agree to the point that the system identifies training needs of the executives but there is no follow up actions regarding the same. Thus it is suggested that system should have forward linkage to the MTI department of sail which is responsible for training of executives within the sail itself. 3) PRD session should be more realistic as the majority of the executives consider that the sessions are done just for sake of doing it and there is no creative outcome from it. During the sessions there should be a provision that the feedbacks of the executives must be saved before assessing the next window. 4) Majority of the respondents have mentioned that they have not given a glance on their performance diary within the last three months. Thus it is suggested that there must be a provision that the executives should go through their diary at least once in a month. Frequent notifications should be made through emails and ask whether the executives want to access their diary and their response should be noted for further reference and validations by their superiors. 5) EPMS should be more transparent in terms of : a) Final assessment of the executives by the superiors should be communicated clearly to the executives so that they get clear knowledge about their ranks and grades.
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5.2. CONCLUDING REMARKS
Undergoing the summer internship in RDCIS, SAIL, Ranchi has been a very enriching experience. Through the training we came to know about the practical aspects of the functioning of the Human Resource department in an organization with lot of other learning. As we delved into the functions of HR in SAIL, RDCIS, Ranchi we came to know about the system of appraisal in RDCIS and how the organization altered the Executive Appraisal into the system of EPMS to improve the performance of the employees and increase their contribution towards organizational goal achievement and remain ahead in the race. The EPMS system is a very forward looking, technology based and highly promising system. It has been there in the organization for the last 3 years and has been validated by the positive response of the executives towards it Thus we can say that EPMS is a good system in context to SAIL and further efforts should be made to take it to the next level.
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REFERENCES
BOOKS REFERED C.R.KOTHARI, Defining The Research Problem, REARCH METHODOLOGY ,Tenth Edition Page no-24-27 K.ASWATHAPPA, HUMAN RESOURCE MANAGEMENT, Fifth Edition, Page no 8-9, 238,243 STEPHEN P.ROBBINS, HUMAN RESOURCE MANAGEMENT, Third Edition ,Page no - 134 MANUALS REFERED Manual of SAIL( may 2011, page no: 12-15) Manual of RDCIS.( may 2011, page no: 23-25) WEBSITE REFERED www.google.com( for general information about EPMS) www.SAIL.co.in( for detail of its various units) www.RDCIS.co.in( for information of RDCIS)
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APPENDIX 1
Questionnaire on Effectiveness of Executive Performance Management(EPMS): executives from E0 to E7 grade. EFFECTIVENESS OF EXECUTIVE PERFORMANCE MANAGEMENT SYSTEM Questionnaire: This is to certify that the information collected through the questionnaire mentioned below will only be used for research purpose & would not be disclosed to any third party. General profile of the Respondent
1. Experience: 2. Department Less than 1 year 2-4 year 5-7 year More than 7 year -------------------------------------------------- Grade (mandatory) ----------------------------
QUESTIONS:1. The present Executive performance management system is an effective tool for performance measurement in your organization. Strongly agree Agree Cant say Disagree Strongly disagree 2. The present performance management system (EPMS) is more convenient than the earlier EPAS (Executive Appraisal system). Strongly agree Agree Cant say Disagree Strongly disagree 3. What in your opinion is the main cause for the up gradation of earlier performance appraisal System of your Organization to EPMS? Lack of transparency simply upgrading to a new system Integrating appraisal with career growth Paper work 4. Why do we have executive performance management system in your organization? (Rank these giving 5 points to the maxm.) Reward allocation Identification of training and development needs .4 Facilitates Promotions & Transfers To clarify an employees job requirements Identifying barriers to performance 5. Do you find any difficulty while assessing the online EPMS system? Always Never frequently sometimes 6. In your opinion Is executive performance management system a complex process? Yes No Cant say 7. Does the organization provide you with proper infrastructure and technology to effectively participate in your performance appraisal? Yes No Cant say 8. The final rating is based not only on your competencies and KPAs but also on other factors like interpersonal relation with the rater. Strongly agree Agree Cant say Disagree Strongly disagree
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9. Are performance appraisal goals (Key Result Areas or Key Performance Indicators) clearly communicated to you at the start of the appraisal year? Strongly agree Agree Cant say Disagree Strongly disagree 10.Is the disagrement about your assesment during PRD is considered and re-evaluated? Yes No Cant say 11.The performance dairy is used in removing constraints and communicating with your superiors. Strongly agree Agree Cant say Disagree Strongly disagree 12. Assessment by superiors helps in enhancing performance. Strongly agree Agree Cant say Disagree 13. How many times have you accessed your dairy within the last 3 month? None 2-5 Times More than 5 times 14. Do you think the achievement kept in the dairy are of any use during your work life? Yes No 15. Does the system provide the superior space for giving continuous feedback to help you achieve your goals? Yes No Cant say 16.The organization provide the high performers in getting : To work in special project. Higher bonus. Promotion Any other ---------------------------------------17. The EPMS has helped in identifying and improving the overall performance of the a) The individual: Yes No Cant say b) Organization : Yes No Cant say 18. Does the system helps in identifying the training needs? Yes No Cant say 19. The evaluation system helps you in identifying your key strengths & weaknesses in terms of your job. Strongly agree Agree Cant say Disagree Strongly disagree 20. The executive performance management system helps in identifying the leadership qualities of the employees. Strongly agree Agree Cant say Disagree Strongly disagree 21. How conducive (helpful) are the performance review and planning sessions in the executive performance management system? Highly conducive somewhat conducive Not conducive
Strongly disagree
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APPENDIX 2
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Effectiveness of EPMS in SAIL

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ACKNOWLEDGMENT

THANK YOU Shilpi Rani M.B.A -2nd Year

Data Interpretation 4.1 General analysis 4.2 Analysis based on objectives

1.3. LITERATURE REVIEW

Constituents of a Good EPM System

The WHY of Performance Management Systems

Chapter 2 About the organization

The Vision statement of sail is

Special Steel Plants

Bhilai Steel Plant (BSP)

Rourkela Steel Plant

Bokaro Steel (BSL) :

Durgapur Steel Plant :

IISCO Steel Plant (ISP) :

SPECIAL STEEL PLANTS :Alloy Steels Plant (ASP) :

activities. It carries out the following primary activities

Executives posts based on their designation

2.3. APPRAISAL SYSTEM

planning work and setting expectations

APPRAISAL PROCESS DESIGNING OF APPRAISAL-

establish job expectations

design an appraisal programme

APPRAISAL PROCESSAppraise performance

use appraisal data for apt. purposes

Content of Performance Appraisal process usually comprises of

OBJECTIVES OF PERFORMANCE APPRAISAL Objectives

PROCESS OF APPRAISAL Performance Appraisal Systems

METHODS OF PERFORMANCE APPRAISAL TRADITIONAL

METHODS OF PERFORMANCE APPRAISAL MODERN

What are the advantages and disadvantages of 360-degree Advantages:

2.4. EXECUTIVE PERFORMANCE MANAGEMENT SYSTEM (EPMS)

2.5. Executive Performance Management System(EPMS) in RDCIS,SAIL

ii) iii) iv)

Communication skills Positive attitude

Assigned position Absent Beginner Learner Practioner Specialist Leader teacher

Highly satisfied Quite satisfied Somewhat satisfied Dissatisfied Quite Dissatisfied

3.2. Objectives of my research

3.4.LIMITATION OF THE STUDY

Chapter 4 DATA ANALYSIS AND INTERPRETATION

Strongly agree Agree

Cant say Disagree

Agree Cant say Disagree

No. of respondents 32 30 23 15 100

Yes No Cant say

Strongly agree Agree

Cant say Disagree Strongly disagree

Yes No Cant say

12. Assessment by superiors helps in enhancing performance.

Strongly agree Agree Cant say Disagree Strongly disagree

2-5 times More than 5 times

Yes No Cant say

To work in special project Higher bonus. Promotion.

Yes No Cant say

Yes No Cant say

Cant say Disagree Strongly disagree

Highly conducive Somewhat conducive Not conducive

1) The online connectivity of the organization should be improved so as to reduce the

5.2. CONCLUDING REMARKS

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