Professional Documents
Culture Documents
PERFORMANCE APPRAISAL OF
EMPLOYEES OF O.M.C.
Submitted by
RUTUPARNA SAMANTARAY
Regd. No- 520754705
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CERTIFICATE
This is to certify that the report entitled Performance Appraisal of
Employees of OMC. In partial fulfillment of the requirements for the
degree of Master of Business Administration (MBA) of Sikkim Manipal
University of Health Medical and Technological Sciences. Miss Rutuparna
has worked under my supervision and guidance and that no part of this
report has been submitted for the award of any other similar titles of
prices and then may has not been published in any journal or magazine.
Certified
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EXAMINERS CERTIFICATE
Internal Examiner
Name- Saurav Kumar Dalabehera
Qualification- MBA (HR)
Designation- Internal Guide
External examiner
Name- Swati Sibani
Qualification- MBA (HR & MKT.)
Designation- External Guide
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ACKNOWLEDGEMENT
Rutuparna Samantaray
MBA (4th SEM)
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DECLARATION
Bhubaneswar
Date:
Rutuparna Samantaray
MBA (4TH SEM)
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CONTENTS
1.
INTRODUCTION
2.
3.
4.
RESEARCH
5.
ORGANIZATION PROFILE
6.
METHODOLOGY
7.
LIMITATION
8.
DATA
9.
10.
CONCLUSION
11.
OF THE PROJECT
BIBLIOGRAPHY
12.
ANNEXURE
13.
QUESTIONNAIRE
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INTRODUCTION
Performance refers to the degree of accomplishment of the tasks that
how employees do the jobs. It indicates how well an individual is fulfilling
the job requirements. It is always measured in terms of results.
Performance means outcomes achieved at work, the actual contribution
of an individual or team to the organizations strategic goals, like
stakeholder
satisfaction,
clean
image
and
economic
sustainability.
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Organizations goals can be achieved only when people put in their best
efforts. How to ascertain whether an employee has shown his to her best
performance on a given job? The answer is performance appraisal.
Employee
rating,
employee
assessment,
employee
performance
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analysis
states
out
requirements,
which
are
translated
into
The first and foremost objective of this study is the partial fulfillment of
the masters degree in Business Administration.
The prima-facie objective of this study is to have knowledge relating to
the functions of organization in general and practical experience relating
to performance appraisal practical in particular. However, there are
certain other objectives which are exhibited below.
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STUDY METHDOLOGY
A methodology is basically system or rules, principles, and procedures
which direct a researcher to go for scientific investigation. While
understanding the project work I have been able to collect the required
data and information from both the primary source and the secondary
source. The primary source of collection of data was through structured
questionnaire by simple random sampling from the employees of OMC.
The secondary sources of collecting the data were the various booklets,
brochure, annual reports, newsletter etc. of OMC.
PLAN OF STUDY
A systematic approach to the whole study is very much essential to make
the study a perfect one. Plan of the study provides me the directions so
that I can reach my destination.
The 2nd chapter deals with the history and background of the organization
understudy. It gives a brief idea about the whole organization, its
manpower, production, organizational structure etc.
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The 3rd chapter discusses the board theoretical framework of the study. It
deals with the performance and appraisal system, its objectives, strength
and weakness of the system and potential appraisal.
The 4th chapter deals with the performance appraisal system in practice
at OMC Corporate Office, Bhubaneswar.
The 5th Chapter is the most vital one in which researcher analysis and
interpret the data collect about the existing appraisal system of OMC.
The last chapter (i.e. the 6th chapter) is the researchers own perception
about the system and deals with conclusion and some suggestions to
make the system more objective.
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LIMITATIONS
I have faced/experienced certain difficulties while conducting the study.
These limitations of the study are as follows.
1. The
performance
appraisal
data
are
confidential
for
the
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OMC has developed manganese ore mines to cater to the needs of steel
plants, ferromanganese plants, engineering and chemicals industries in
the country.
The chromites Mine at Kallapani, Sukarngi and Bngur make OMC the
leading chromites producer of the country. Chrome ore varying up to
very high grade is produced here. A major part of produce is exported to
different countries including China and Japan.
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OMC has diversified its business to local mining. Govt. of India has
allotted Utkal D in Talcher coal field to supply coal for power generation.
Dedicated
to the
cause of exploration,
enterprise
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CORPORATE PLAN
OMC has crafted its own corporate plan for becoming internationally
competitive in the mining sector. This will help the organization in
managing changes without bring swept away has gained importance n
the liberalized scenario. OMC has prepared a vision documents for next
10 to 20 years. This vision documents is a long term action plan based
on geological exploration and mining plans. IN the highly volatile
minerals market OMC has to consolidate its positions to sustain itself to
face the challenge and competition. The vision for the coming year to
enable OMC to prepare its manpower to cope up with the increasing
challenges.
OMC is reorganizing is management its management and operations to
combat professionally managed global rivals. Few departments such as
corporate communication have been open to plan and manage corporate
affairs. It has delegate lots of financial and administrative power to its.
Regional heads to speed up decision making.
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MINES
OMC possesses a reserve of 400 million tones iron ore, 19 million tons of
manganese or, 28 million tons of chromites, 220 million tones bauxite,
19 million tons of limestone and other minerals. South kallapani,
Kaliapani, Sukrangi and underground mines Bangur make OMC the
leading Chromite producer of the country producing high grade lumpy
and friable variety.
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BENEFACTION PLANT
The 100% export oriented chrome ore benefaction plant (COBP) at
Kaliapani has been substantial contributing to OMC exchequer with 100%
capacity utilization. The plant has recorded a production of 1 million
tones chrome concentrate since commissioning in 1995. This has been
possible due to addition of a new hydro cyclone and modification of plant.
PRODUCTS
1. Chromite
2. Bauxite
3. Iron
4. Manganese
5. Limestone
6. Gemstone
7. Coal
EXPORTS
OMC continues to maintain Orissas Global connection through export of
minerals from Paradeep Port. In recognition of this superb export
performance, OMC has bagged the CAPEXIL Export Award every year in a
row since 1998-99 up to 2003-2004 with its full proof export network,
OMC is in a position to handle direct export of iron ore, chrome ore and
chrome concentrate produced from its mines and COB plant.
QUALITY POLICY
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They periodically review their quality policy and objective for its
continuing suitable and continuity improve the effectiveness of the
quality management system.
PERIPHERAL DEVELOPMENT
Keeping in tune with its public sector image OMC spend a substantial
amount in shape of grant to various Institutions located the surrounding
villages of its mines for construction of school/college buildings,
laboratory, library etc. besides various development works like digging of
tubes well renovation of funds, construction and repair of villages roads
and plantation etc. have also been taken in the peripheral development
work. During financial year, 1999-2000. OMC has donated Rs. 12.00 lakh
to different educational institutions for construction of school/college
buildings. OMC is spending a substantial amount to encourage the family
planning oration in the tribal areas as it is national program. OMC has
taken up massive plantation program and development of roads
providing street light in the nearby villages.
CHROME ZONE
1.South Kaliapani
2. Kaliapani
3. Sukarangi
4. Kalarangi
5. Base of Mahangiri
6. Sarubil Sukarangi
7. Kathpal
8. Birasi
9. Bangur
10.Baniapank
MANGNESE
1. Dubna
2. Roida-78
3. Nishikhal
4. Parlipada
IRON
1. Daitari
2. Gandhamardan A
3. Banaspani
4. Khandbandh
5. Khandbandh
6. Sakradihi
7. Tringpahar
8. Baldapalsa
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9. Rantha
10.s Koira-Kasira
IRON AND MANGANESE
1. Kohla - Roida
2. Kurmitar
3. Dalki
4. S.G.B.K.
5. Serenda- Bhadrasahi
LIME STONE
Umpavalley
Dumuria
Graphite
Nishikhalo
Gemstone
Jilingadhar
MILESTONES OF OMC
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Corporate
planning
and
New
business
development
-
Corporate Communication
stores
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partner,
assuming
stunningly
different
for
reaching
human
resource
can
assist
organization
in
achieving
competitive advantage.
Importance of HRM
People have always been central to organizations but their strategic
importance is growing tin todays knowledge based Industries. An
organizations success increasingly depends on the knowledge, skills and
abilities of employees, particularly as they help establish a set of core
competencies that distinguish an organization from its competitors that
distinguish an organization from its competitors with appropriate HR
policies and practices an organization can hire, develop and utilize best
brains in the market place, realize its processed goals and deliver results
better than others.
Human Resource Management helps an organization and its people to
realize their respective goals thus
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1.
At
the society
level:
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and
organizational
management
is
the
recruitment.
management
of
Human
resource
employees
skills,
function
involves
planning
organizing,
directing
and
b. Organizing
Organisation is a means to an end. It is essential to carry out the
determined course of action. An organisation is a Structure and a
process by which co-operative group of human beings allocated its task
among its members, identifies relationships and integrates its activities
towards common goal.
c. Directing
Directing
is
the
execution
of
the
plan.
Directing
is
motivating,
requirements.
It
includes
performance
appraisal,
training,
career
c. Compensation
It is the process of providing adequate, equitable and fair remuneration
to
the
employees.
It
includes
job
evaluation,
wage
and
salary
before
selecting
suitable
candidate
from
outside
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an
organization
depends
upon
the
commitment
of
the
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RESEARCH METHODOLOGY:
Meaning and Definition of Research
Research simply means a search for facts - answers to questions and
solutions to problems. It is a purposive investigation. It is an organized
inquiry. It seeks to find explanations to unexplained phenomenon to
clarify the doubtful facts and to correct the misconceived facts.
The search for facts may be made through either:
and
causal
explanations,
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(c)
(d)
Objectives:
After studying this lesson the students should be able to understand:
and
communication.
Otherwise,
clarity
and
correct
groups.
Verifiability: The conclusions arrived at by a scientist should be
verifiable.
conclusions.
He
should
thus
expose
his
own
methods
and
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Characteristics of Research
explaining a phenomenon.
It adopts scientific method.
It is objective and logical, applying possible test to validate the
theories.
The purpose of research is not only to arrive at an answer but also
to stand up the test of criticism.
Purpose of Research
The objectives or purposes of research are varied. They are:
What,
Where,
When,
How
and
Why
of
various
and
general
laws
and
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Applied research aims at finding solutions to problems... socioeconomic problems, health problems, human relations problems in
to
national
development.
Types of Research
Although any typology of research is inevitably arbitrary, Research may
be classified crudely according to its major intent or the methods.
According to the intent, research may be classified as:
Pure Research
It is undertaken for the sake of knowledge without any intention to apply
it in practice, e.g., Einstein's theory of relativity, Newton's contributions,
Galileo's contribution, etc. It is also known as basic or fundamental
research. It is undertaken out of intellectual curiosity or inquisitiveness.
It is not necessarily problem-oriented. It aims at extension of knowledge.
It may lead to either discovery of a new theory or refinement of an
existing theory. It lays foundation for applied research. It offers solutions
to many practical problems. It helps to find the critical factors in a
practical problem. It develops many alternative solutions and thus
enables us to choose the best solution.
Applied Research
It is carried on to find solution to a real-life problem requiring an action
or policy decision. It is thus problem-oriented and action-directed. It
seeks an immediate and practical result, e.g., marketing research carried
on for developing a news market or for studying the post-purchase
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problem
about
which
the
researcher
has
little
or
no
It
aims
at
identifying
the
various
characteristics
of
social life outside the boundaries of the research. They are valuable in
providing facts needed for planning social action program.
Diagnostic Study
It is similar to descriptive study but with a different focus. It is directed
towards discovering what is happening, why it is happening and what can
be done about. It aims at identifying the causes of a problem and the
possible solutions for it. It may also be concerned with discovering and
testing whether certain variables are associated. This type of research
requires prior knowledge of the problem, its thorough formulation, clearcut definition of the given population, adequate methods for collecting
accurate information, precise measurement of variables, statistical
analysis and test of significance.
Evaluation Studies
It is a type of applied research. It is made for assessing the effectiveness
of social or economic programmes implemented or for assessing the
impact of developmental projects on the development of the project
area. It is thus directed to assess or appraise the quality and quantity of
an activity and its performance, and to specify its attributes and
conditions
required
for
its
success.
It
is
concerned
with
causal
Action Research
It is a type of evaluation study. It is a concurrent evaluation study of an
action programme launched for solving a problem for improving an
exiting situation. It includes six major steps: diagnosis, sharing of
diagnostic
information,
planning,
developing
change
programme,
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data
and
indirect
evidences
rather
than
upon
direct
observation.
4. Survey: It is a fact-finding study. It is a method of research involving
collection of data directly from a population or a sample thereof at
particular
time.
Its
purpose
is
to
provide
information,
explain
inferential
and
simulation
approaches
to
research.
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1.TO Carry on its work , each organization needs personnel with the
necessary qualifications ,skills,knowledge,work experience and aptitude
for work. These are provided through effective manpower planning.
is shortage ,
changing technology.s
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In dealing with the last point we need to be able to say to hard pressed
managers: why spend time on this activity rather than the other issues
bulging your in tray? The report tries to meet this need by illustrating
how human resource planning techniques can be applied to four key
problems. It then concludes by considering the circumstances in which
human resource can be used.
between
productivity,
work
organisation
and
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technological
development?
What
does
this
mean
for
staff
numbers?
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How the nature and extent of wastage will change during the rundown
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Process of Human Resource Planning:With the expansion of business adoption of complex technology and
professional management techniques, the process of human resource
planning has assumed great significance. HRP consists of the following
stages:1. Analyzing organizational plans and deciding objectives.
2. Analyzing factors for manpower requirements.
a) Demand Forecasting Forecasting the overall human resource
requirements in accordance with the organizational plans.
b) Supply Forecasting Obtaining the data and information about
the present inventory of human resources and forecast the
future changes in present human resource inventory.
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An
understanding
how
resourcing
works
in
the
organisation.
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If HRP techniques are ignored, decisions will still be taken, but without
the benefit of understanding their implications. Graduate recruitment
numbers will be set in ignorance of demand, or management succession
problems will develop unnoticed. As George Bernard Shaw said: to be in
hell is to drift; to be in heaven is to steer. It is surely better if decision
makers follow this maxim in the way they make and execute resourcing
plans.
Advantages of Human Resource Planning Programmes:As manpower planning is concerned with the optimum use of human
resources, it can be of great benefit to the organisation in particular and
to the nation in general. At the national level, it would be concerned with
factors like population, economic development, educational facilities and
labour mobility. At the level of the organisation it is concerned with
requirements, sources of availability, the welfare of human resources etc.
The various advantages of human resource planning are discussed
below:
1. Improvement
of
Labour
Productivity:
Manpower
or
Human
destructive.
Therefore,
over
Recruitment
and
Training
cost:
Highly
skilled
personnel are in short supply and it is very costly to hire, train, and
maintain that. A company has to incur heavy costs in processing
applications, conducting written tests, interview etc., and in the
process of providing adequate training facilities. In consideration of
these costs it is essential to plan carefully in relation to the
manpower so as to reduce the recruitment and training cost.
6. Mobility of Labour: Today, it is very difficult to maintain the
qualified personnel in an organisation as they will be moving from
one job to another in search of better prospects. In a free society,
human beings enjoy unrestricted mobility from one part of the
country to the other. Therefore, in order to reduce the loss of
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for
and
supply
of
human
resources.
Projecting
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3.
In
some
cases,
sophisticated
technologies
are
Numbers
game:
In
some
companies,
human
resource
5.
6.
7.
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Meaning of Training
The term training indicates any process by which the aptitudes, skill and
abilities of employees to perform specific jobs are increased. Employee
training tries to improve skills, or add to the existing level of knowledge
so that the employee is better equipped to do his present job, or to
prepare him for a higher position with increased responsibilities.
However, individual growth is not san end in itself. Organizational growth
needs to be meshed with the individual growth. The concern is for the
organizations variability, that it is should adapt itself to a changing
environment.
Objective of Training
The chief aim of formal education for the manager is to increase is ability
to learn from experience The second aim is to increase his ability to help
his subordinates learn from experience. According to Douglas Mc Gregor,
there are three different purposes of learning.
tell him about the success of his efforts. The necessary effort will
be expanded only if there is a felt need on the part of the learner
interpreting
relevant
data,
assessing
alternative
4. As with any skill, practice and feedback are essential for learning.
The most widely used classroom method for improving the problem
solving skills is the case method. In the hands of a skilful teacher,
it can be highly effective.
Importance of Training
Training is the corner stone of sound management, for it makes
employees more effective and productive. It is actively and intimately
connected with al the personnel or managerial activities. It is an integral
part of the whole management programme, with all its many activities. It
is an integral part of the whole management programme, with all its
many activities functionally interrelated. Training is a practical and vital
necessity because; it enables employees to develop an dries within the
organization, and increase their market value earning power and job
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in
reducing
dissatisfaction,
complaints,
grievances
and
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measurement
and
improvement
of
morale
in
an
Meaning of Morale:
Morale has been variously defined by different authors. Professor Raiph
C. Davis says. Good organizational morale is a condition in which
individuals and groups voluntarily make a reasonable subordination of
their personal objectives of their organization. According to Dale Yoder
and Paul D. Standohar, Morale means evident commitment, that is
demonstrated spirit, enthusiasm, and confidence in the organizations
policies, programmes, and accomplishments. Moral is revealed by what
individuals and groups say and do to show an interest in, understanding
of and personal identification with work team survival and success. Edwin
B. Filippo has described morale as a mental condition or attitude of
individuals and groups which determines their willingness to co-operate
Good
morale
is
evidenced
by
employee
enthusiasm,
voluntary
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morale
is
evinced
by
surliness,
insubordination,
feeling
Importance of Morale:
From the above definitions we can say that morale refers directly to the
working of an individual in a team towards the realization of common
objectives. The building of morale is not a mechanical problem that could
be solved by either rewards of punishments or by issuing orders
regarding morale. The content of morale i.e. a specific issue that
operates as pressures of separates could be broadly dividend into three
groups: the first concerns, off the job satisfaction that is expected form
work such as income, security, and stature in the community, the second
concerns on the job satisfaction for example job interest, opportunity for
advancement and prestige within the organization, and the third group
concern highly personal satisfaction as derived from the job such as
growth, achievement powers, job expertise etc. Each group is important
in its own way and any dissatisfaction in one will have adverse effect on
other groups.
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Morale depends upon the relations between expectations and reality. The
closer the individuals environment comes to providing the kinds of
rewards he experts the better will be his morale.
Morale might also be described as the spirit and confidence with which
the employee performs his job. It is a complex psychological quality that
is impossible to force on someone, different to measures, and easily
destroyed. The level of morale is a result of the degree to which the
overall needs of the individual are fulfilled.
The important factors which have a bearing on employees morale can be
classified as relating to
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Motivation
The study of human motivation is of great importance in any theory of
management. Man is by nature constantly motivated. He is an organic
system, not a mechanical one. The inputs of energy such as food, water
etc., are converted by him into outputs of behavior. His behavior is
determined by relationships between his characteristics as organic
system and the environment in which he moves. Management involves
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together
in
groups
towards
accomplishment
of
common
Motivation Defined:
The personnel function is really all about motivation. It is agreed that
unless individuals are motivated to make sufficient potential to perform
effectively, they may not achieve the level of performance that is desired
from them. Managerial people are always facing the problems of
motivating their subordinates to release their potential most effectively
an thereby permit the desired goals of the organization and the needs of
employees to be achieved. Knowledge of the motivational process
provides the basis for understanding why people do what they do.
It is rightly said, You can buy a mans time, you can buy a mans
physical presence at a given place but you cannot buy his enthusiasm,
initiative and loyalty. Motivation aims at transforming the ability to do
into the will to do. Motivated employees are in a state of tension. To
relive this tension, they engage in activity. The greater the tension, the
greater shall be the activity to bring about relief.
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where P is for
performance, S for skill of M for motivation Skill does not guarantee that
the individual will put forth his best effort. There is another variable,
namely motivation which finally determines the effort which can be
expected from such employee. That difference is motivating affects
performance has been demonstrated very conclusively in laboratory
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sense,
needs
are
created
whenever
there
is
3. Goals: The end of the motivation cycle is the goal. A goal in the
motivation cycle can be defined as anything which will alleviate a
need and reduce a drive.
Classes of Motivators:
The range of stimuli which motivates people is very wide. Motivators may
be either financial or non-financial. Again non-financial motivates may be
individual group or company. As regards individual motivators, it is
obvious that as human beings people have some basic needs. Unless
these are satisfied, life is not worth living. So in various ways people try
to satisfy these needs. Food, shelter clothing and sex are such basic
need. These needs are served through work. We earn money to purchase
particular commodities and services which will satisfy our basic needs.
In the second place, equally powerful as motivators are the stimuli which
arise out of social interactions. We are powerfully affected by what others
think of us and our actions. Even the basic wants are affected by group
approval or disapproval. That we live in particular communities put on
particular kinds of clothing and prefer certain types of occupations are
due to adherence to group opinion of our families, neighbors or working
associates. As man is becoming more and more civilized, the power of
group motivators grows. Simply by inveighing against them, one cannot
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Steps of Motivation:
Following Michael Jucius, let us see how management may proceed to
motivate employees. This activity may be divided into two parts: a) what
is to be done and b) how and why what is done The former are steps in
motivation and the latter are rules governing the steps. Both are
performed simultaneously. The steps of motivation are listed below.
2. Prepare
set
of
motivating
tools-
Having
determined
the
should prepare a list of shat devices are likely to work with what
type of people and under what circumstances.
3. Selecting
and
applying
the
appropriate
motivator-
Proper
Rules of Motivating:
In following the steps of motivation a manager should be guided by some
fundamental rules which should be based upon the following principles
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Theories of Motivation:
The importance of motivation to human life and work can be judged by
he number of theories that have been propounded to explain peoples
behavior. They explain human motivation through human needs and
human nature. Prominent song,
Physiological Needs- These are basic to life, viz, hunger for food thirst,
helter and companionship among others. They are relatively independent
of each other and in some cases can be identified with a specific location
in he body. These needs are cyclic. In other words, they are satisfied for
only a short period; then they reappear.
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Social Needs If the physiological and safety needs are fairly satisfied,
the needs for love an affection and belongingness will emerge and the
cycle will
needs he will want to attain them more than anything else in the world.
An individual desires affectionate relationships with people in general and
desires to have a respected place in his group.
Esteem Needs- Every one has a need for self-respect and for the
esteem of others. This results in the desire for strength, confidence,
prestige, recognition and appreciation. These egoistic needs are rarely
completely satisfied. The typical industrial and commercial organization
does not offer much opportunity for their satisfaction to employees at the
lower levels.
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People who are satisfied with these needs are basically satisfied people
and it is from these that we can expect the fullest creativeness. A sound
motivational system to be successful, must be productive in the sense of
inducing subordinates to work efficiently, must be comprehensive, i.e. it
must cover basic as well as higher needs and it must be flexible to suit
changes in the environment.
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leader
Management
in
requires
organizations.
special
HR
Effective
tools,
Human
special
Resources
approaches
to
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this study, we
constructed our own data base through personal site visits to 26 steel
plants which contained one specific steelmaking process and collected
longitudinal data with prices measures on productivity, work practices,
and the technology in these production lines. The empirical results
consistently support the following conclusion: the adoption of a coherent
system of these new work practices, including work teams, flexible job
assignments,
employment
and
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training,
employee
career
development,
performance
identification,
tuition
assistance,
and
organization
development.
The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to
customers.
Human Resource Development can be formal such as in classroom
training, a college course, or an organizational planned change effort. Or,
Human Resource Development can be informal as in employee coaching
by a manager.
Human resources deal with planning, organizing, directing & controlling
of
the
procurement,
development,
compensation,
integration
&
HRD is rooted in the belief that human beings have the potential to do
better. It, therefore, places a premium o the dignity and tremendous
latent energy of people. Where balance sheets show people on the debt
side, HRD seeks to show them as assets on the credit side.
HRD aims at helping people to acquire competencies required to perform
all their functions effectively and make their organisation do well.
An Overall New Approach to Human Resource Development:
The insight most commonly expressed during the interviews with 80,000
great managers challenges traditional human resource management and
development beliefs. Thousands of great managers stated variations on
this belief: People dont change that much. Dont waste time trying to
put in what was left out. Try to draw out what was left in. That is hard
enough.
79 | P a g e
They
then
provide
training,
coaching,
and
development
opportunities that will help the person increase these skills. They
compensate for or manage around weaknesses.
As an example, if I employ a person who lacks people skills, a diverse
group of staff members can form a customer service team that includes
him. Other employees with excellent people skills make his weakness
less evident. And, the organization is able to capitalize on his product
knowledge when dealing with product quality issues.
Does this mean that great managers never help people improve their
inadequate skills, knowledge, or methods? No, but they shift their
emphasis to human resource development in areas in which the
employee already has talent, knowledge, and skills.
Features of HRD:
is
System:
It
is
system
having
several
80 | P a g e
developing
people.
Further, it
is
undertaken
on
is
an
inter-disciplinary
concept:
HRD
is
an
and
utilizes
his
capabilities
in
service
of
81 | P a g e
in
working
contributions
and
organization
potentials
to
of
evaluate
group
the
personalities
members.
The
and
modern
82 | P a g e
FEATURES:
The main characteristics of performance appraisal may be listed thus
It is a systemic process. It follows a number of steps to evaluate
an employees strength and weakness.
It provides an objective description of an employees jobs relevant
strength and weaknesses.
It tries to find out how will the employee is performing the job and
tries to establish a plan for further improvement.
It is carried out periodically, according to a define plan. It is not
one shot deal.
It may be formal and informal. The informal evaluation is more
likely to be subjective and influenced by personal factors where as
the formal system is likely to be more fair and objective, since it is
carried out in a systematic manner, using printed appraisal forms.
83 | P a g e
OBJECTIVES:
The objectives of performance appraisal could be either for evaluation
(judgmental) or development (helping)
The evaluation objectives include:
Provision of feed back to sub ordinates to know where they stand
Developing valid data for personnel decisions concerning placement
pay promotion, punishment etc.
coaching,
career
planning,
and
motivation
of
subordinates
is the main appraiser, but other appraisal sources are frequently also
used both on a formal and informal basis.
WHAT IS TO BE APPRAISED:
The what question also involves the issue of which criteria factors to
evaluate? Should personal trait such as intelligence, aggressiveness,
decisiveness and maturity be appraised or should only accomplished
goals
or
performance
be
appraised?
The
traditional
methods
of
85 | P a g e
facilities
mutual
understanding
between
the
superior
and
his
subordinates.
WHEN TO APPRAISE ?
The answer to when employee appraisal take place depends on whether
the reference is to the informal appraisal process. Formal appraisals
usually occur annually or semiannually, but, informal appraisal
take
The location where employee appraisal takes place also varies. Formal
appraisal often place in the office of an employees immediate superior,
however, they may also occur at the subordinates work site or job
location. When consultants are used, the appraisal process may take
place away from the company premise. Informal appraisal take place
anywhere and everywhere, both on the job in work situations and off the
job social and recreational settings.
86 | P a g e
Individual Evaluation
Methods
Multiple person
Other methods
evaluation methods
87 | P a g e
Confidential Reports
Ranking
Assessment center
Essay Evaluation
Paired comparison
Field review
Critical Incidents
Forced Distribution
Check Lists
Behaviorally Anchored
Rating Scales
Forced choice
MBO
techniques
CONFIDENTIAL REPORT
EASSY EVALUATION
Under this method, the rater is asked to express the strong as well as
weak points of the employees behaviour. This technique is normally used
with a combination of the graphic rating scale because thereafter can
88 | P a g e
CHECKLISTS
Yes/No
89 | P a g e
Yes/No
Yes/No
graphic
rating
scales,
excerpts
can
be
obtained
about
the
90 | P a g e
FORCED CHOICE
MBO
for
superior
subordinate
interaction
and
supportive
role
of
supervisor.
RANKING METHOD
PAIRED COMPARISON
Ranking becomes more reliable and easier under the paired comparison
method. Each worker is compared with all other employees in the group;
for every trait, the worker is compared with all other employees. For
instance, when there are five employees to be compared, then As
performance is compared with that of Bs and decision is arrived at as to
whose is better or worse. Nest B is also compared with all others. Since A
is already compared with B, this B is to be compared with only C, D and
E when there are five employees, fifteen decisions are made.
. FORCED DISTRIBUTION
Under this system, the rater is asked to appraise the employee according
to a predetermined distribution scale. The raters bolas is sought to be
eliminated here because workers are not placed at a higher or lower end
of the scale. Normally, the two criteria used here for rating are the job
performance and promotability. Further, a five point performance scale is
without any mention of descriptive statements. Workers are placed
between the two extremes of good and bad performance
92 | P a g e
OTHER METHODS:
ASSESSMENT CENTRE
APPRAISAL ERRORS:
The rater may face various kinds of errors at the time appraisal. Some
typical errors are discussed here.
93 | P a g e
FIRST IMPRESSIONS
Rather may identify some specific qualities or features of the rate and
quickly form and overall impression about him. The identified qualities
and features may not provide adequate base for appraisal.
STEREOTYPING
person
because
of
that
persons
sex,
caste,
age,
physical
HALO EFFECT
Basing the entire appraisal on the basis of one perceived positive quality,
feature or trait in an individual. Affiliation with view may result in an
higher rating than is warranted.
HORN EFFECT
CENTRAL TENDENCY
94 | P a g e
Depending upon the raters own standards, value system, and or physical
and mental make-up at the time of appraisal, rates may be rated be very
strictly. Such ratings usually do not carry any relevance to actual
performance of the person or bear any resemblance to how similar
performance is rated elsewhere in the organization.
POTENTIAL APPRAISAL
In most Indian organization, people earn promotions on the basis of their
past performance. The past performance is considered a good indicator
of future job success. However, in actual practice, the rotes that a role
holder played in the past may not be the transfer he is expected to play
if he assumes a different job after his transfer or promotion to a new
position. Past performance, therefore, may not be a good indicator of the
suitability of an indicator for a higher role.
ROLE DESCRIPTION
Organization roles and function must be defined clearly. To this end, job
description must be prepared for each job.
RATING MECHANISM
Besides listing the functions and qualities, the potential appraisal system
must list mechanisms of judging the qualities of employee such as:
1. RATING BY OTHERS: The potential of a candidate could be rated
the immediate supervisor who is acquainted with the candidates
work in the past, especially his technical capabilities.
2. TESTS: Managerial and behavioural dimensions can be measured
through a battery of psychological tests.
3. GAMES: Simulation games and exercises (assessment center,
business games, in-basket, role play, etc.) could be used to
uncover the potential of a candidate.
96 | P a g e
much
weightage
to
merit
in
place
of
seniority
in
promotions?
2. How much weightage to each of the performance dimensions
technical, managerial, behavioral qualities?
3. What are the mechanisms of assessing the individual on
different indicators of his potential and with what reliability?
FEEDBACK
97 | P a g e
This will help the organization to identify those persons who have certain
deficiencies in skills or knowledge. By the way of proceeding adequate
training their deficiency can be minimized.
98 | P a g e
Before introducing the PAS the management has set four criterias for
effective performance appraisal.
Keeping in view these four criteria the management has developed the
performance appraisal form which helps the employees to set their goals.
The performance appraisal system is different for the executive and the
non-executives. For executives they have self appraisal and for the non
executives they have confidential character roll.
In the self appraisal system the appraise becomes the own appraiser to
that employee first can rate himself in which position he is. If the
appraiser finds any shortcomings in the knowledge and skill of the
employee then he ties to make the employee aware of the department
sits with personnel head to finalize the steps to be taken for overcoming
the deficiency/deficiencies.
The system is ore objective and gives due weightage to the various
attributes which contribute to high performance team efforts and
achievement.
This
also
helps
role
analysis,
identification
of
key
points to be given to each factor. All these factors were indicated in the
appraisal form to be used for appraising the performance of the
employees. Thus, the appraisal form is highly sophisticated to measure
the actual performance of the employees.
101 | P a g e
102 | P a g e
EXECUTIVE
Grade
E-0
Consolidated
E-1
Rs.2100-75-2475-85-2900-EB-
Rs.7300-200-10500
100-3600
E-2
Rs.2400-90-2940-100-3640-EB-
Rs.8500-275-14000
110-4300
E-3
Rs.2900-100-4000-EB-125-4500
Rs.9350-325-14550
E-4
Rs.3300-110-3960-125-4210-EB-
Rs.10000-325-15200
135-1750
E-5
Rs.3700-125-4700-150-5000
Rs.12000-375-16500
E-6
Rs.4500-150-5700
Rs14,300-400-18300
E-7
Rs.4800-150-5700-200-6300
Rs.15100-400-15500
E-8
Rs.5100-1500-5700-200-6500
Rs.16400-450-20000
103 | P a g e
NON-EXECUTIVES
SS-2
Rs.825-14-965-EB-16-981-17-1100
SS-1
Rs.875-15-995-EB-17-1063-18-1225
S-3
Rs.925-20-1125-EB-25-1400
S-2
Rs.975-20-1075-25-1200-EB-301500
Rs.1075-25-1250-30-1520-EB-351800
Rs.1230-30-1560-EB-40-2080
Rs.1300-40-1820-EB-45-2000-502200
Rs.1350-40-1550-45-1775-EB-452000-50-2200
Rs.1450-45-1570-50-2220-EB-552550
Rs.1550-50-1850-55-2125-EB-602725
Rs.1650-55-1760-2300-EB-70-3000
Rs.1800-60-2040-65-2365-70-2575EB-75-3250
S-1
HS-5
HS-4
HS-3
HS-2
HS-1
Sup-2
Sup-1
Rs.2750-70-3800-754175
Rs.2900-75-3650-804450
Rs.3050-75-3950-854630
Rs.3200-85-4900
Rs.3600-100-5600
Rs.4100-100-6100
Rs4300-115-6600
Rs4500-125-7000
Rs.5000-150-8000
Rs.5300-150-8300
Rs.5500-175-9000
Rs.5900-200-9700
104 | P a g e
IAS
2. Sri B.K.Pattnaik
IAS
Director
IFS
Director
IFS
Director
IAS
Director
Director
7. Sri P. Parvathisem
Director
Director
9. Dr. S. Acharya
Director
Limited.
105 | P a g e
HEAD OF DEPARTMENTS
GM (P&A)
K.C. Sahu
ED(F&E) A.K.
Tayswal (IFS)
GM(F&A)
M.Ahmed
. Dillip Routrai
DGM (Mining)
N.C.Sahoo
AGM (Project)
P. K Bhatacharya
J. Mishra
Behera (Civil)
GMC (ERP)
P.K. Bose
DGM (Materials)
P.K. Dash
Project Manager
P.K. Bose
Company Secretary
J.B. Das
Plant
Regional Manager
Daitari
N.K. Sahoo
Jajpur
Bangur
N. Pattnaik
Kandharmardhan
P.C. Mohapatra
Kilda
B.K. Nayak
106 | P a g e
SUMMARY
The Orissa Mining corporation Ltd. was jointly established by the Union
and State Governments in 1956. It was the first PSU in the Mining sector
in India . By 1962, OM became wholly state owned.
The Daitari
Daitari Plant principally feeds Neelachal Ispat Nigam for supply of ironore.
The entire staff position of the head office is about 398. The performance
appraisal is carried out by the personnel department of OMC. A
structured method is being followed here. The performance evaluation is
normally done by the immediate superior of an individual in the
organization which is again reviewed by the reviewing officer . The P.A.S.
is different for the
they have self-appraisal and for non-executives they have CCR . In the
self appraisal system the appraise becomes his own appraiser. For nonexecutives like class IV employees and Class-III employees, annual CCRs
are recorded and maintained. The CCRs are to be written by the
immediate superior (Reporting Authority) of the individual and then after
it has to be counter signed by the countersigning authority. Then after
that it has to be signed by the Accepting Authority.
108 | P a g e
Coming to the responses given by the non-executives, they said that the
present PAS is an impartial system and they do have belief and faith on
their appraise. Some said the system is scientific whereas for some it is
not. They also accepted that the appraisal system helps them in
promotional grounds. Finally, the respondents feel that this appraisal
should be more scientific as compared to the present system.
109 | P a g e
CONCLUSION
From the study conducted at OMC it is evident that ERP has been
implemented here in stages and all the modules are yet to be
implemented. Even with this earlier stage the organization has started
reaping its benefits. The organization is now integrated in various aspects
with al its units that spread wide apart in remote regions. By virtue
change
implementation. These issues were later resolved and the employees are
now well acquainted with the legacy system that provides ease of use to
all its users. Although the ERP is now being implemented for the use of
executives only the non-executives are finding the sister useful and
efficient and long for such a system be made available for their use too.
It is solely the responsibility of top management to look in to the needs
of the organization and equip itself in this
environment of business.
110 | P a g e
advancements.
RECOMMENDATIONS:
In spite of having positive remarks about Orissa Mining Corporation Ltd,
there are certain suggestions or recommendations which can be made .
Despite OMC has taken several tools and techniques for improvements of
111 | P a g e
towards
the
improvements
of
work
conditions
and
work
restructuring.
As we have already discressed that performance appraisals its not only
the analysis of performance but also it depends upon many other factors
related with HR system and after going through all the systems of
performance appraisal and analyzing the questionnaires filled as well as
incorporating the views of the respondents during the interview sessions,
the following steps can be taken to make the existing performance
appraisal system at once more effective and efficient.
scheduled
should
be
strictly
adhered
and
should
be
completed in time.
Time to time proper training and learning need, relevant to the job
should be addressed to adopt new changes.
Programmes and policies should be initiated to get maximum
productivity.
There should be transparency relating to every aspect like
performance, appraisals, reward, promotion so as to
equity
among
the
employees
otherwise
there
maintain
might
be
dissatisfaction.
112 | P a g e
BIBLOGRAPHY
PERIODICALS
OMC Annual Report
OMC News letter
WEBSITES
www.orissamining.com
www.google.com
www.success.dircon.co.uk/appraial
YEAR
PUBLISHER
01
2003-04
OMC, Odisha
02
2006-07
OMC, Odisha
03
2007
Ground Reality
OMC, Odisha
113 | P a g e
ANNEXURE
The Orissa Mining Corporation Limited
(A Government of Orissa Undertaking)
BHUBANESWAR
&
114 | P a g e
August 1978
115 | P a g e
officer and the countersigning officer relates. The period should not
be mentioned as six months, eight months etc.
On leave
ii)
Under suspension
iii)
Otherwise absent
iv)
Has not served for the minimum 4 months and sent to the
appropriate authority for completion of his CCR dossier.
8. Where for any reason it is not possible to have the remarks of the
reporting officer because of his retirement, death or transfer
without seeing the work of the officer/staff reported upon for more
than 4 months, the remarks may e recorded by the countersigning
officer direct (making a brief mention of the above circumstance) in
such cases the period served under the countersigning officer
should be clearly mentioned.
117 | P a g e
regarding
the
work/conduct
of
the
officer/employee.
While
There are certain officer who function under dual control. For
both
by
the
respective
General
Manager/Regional
118 | P a g e
c) Instances where these two actions have not been taken , giving
reasons for the same.
14.
It shall
15.
119 | P a g e
120 | P a g e
FOR HEADQUARTERS
Sl.
Designation of he
No. officers
Reporting
Date of
Countersigning
authority
reporting authority
remarks
15th April
charge(P&E) Financial
each year
Chairman
Adviser-cum-Chief
Geologist/Production
Superintendent/States
superintendent /General
Manager/Regional
Manager(except RM
Daitari)/Materials
Managers/Administrative
Officer (II)/Assistant
Secretary/Public
Relation
Officer/Vigilance
officer/Medical
Officer/PA to Chairman
2.
Chief Geologist
Do
Do
3.
Account officer
FA cum-CAO
Do
Do
4.
Technical
Production
Do
Do
officer/Geologist
Superintendent
Do
Do
Production Wing
5.
Material
121 | P a g e
Purchase Officer
Manager
6.
OIC (P&E)
Do
Do
7.
Admn officer II
Do
Do
8.
Dy.
Do
Do
officer Do
Do
Superintendent
9.
Labour Welfare
Admn.
officer/Jr. Administrative
(I)
officer
10
11.
Accounts
15th
officers
each year
Diarist/Typist/Asst of
Admn
General Section/PBX
(I)
officer Do
April FA-cum-CAO
Chairman (in
cases hose pay
operator-cum-
exceeds Rs.
Receptionist/Staff of
500/-
Guest House
12.
Immediate
Do
Sectional head
employees at HO
controlling
of respective
officer
section
Engineers Surveyors
respective
section
122 | P a g e
FOR CAMPS/PROJECTS
ANNEXUREB
Sl
Designation of the
Reporting authority
No. officers
Date of
Countersigning
reporting
authority
remarks
1.
Mines Managers Gr I
General
15th April
and II
Manager/Regional
each year
Chairman
Manager
2.
3.
Vocational Training
I /General
Manager/Regional
Manager
Manager
Executive Engineer
General Manager
(Mech)/Plant/ (Elect)/
Daitari
Do
Chairman
Do
Chairman
Do
Chairman
Do
Chairman
(Design)/Store and
Pruchase
officer/Accounts
Officer/Admn
officer/medical
officer/Labour welfare
officer/Security officer
4.
Executive engineers
Concerned Regional
Managers
Senior
Regional Manager
123 | P a g e
6.
7.
Geologist/Geologist
Chief Geologist
Asst. Geologist
Senior Geologist
Regional Manager or
Geologist
Gen Manager
Geologist /Asst
Do
Chief Geologist
Chief Geologist
Do
Chairman
General
Do
Chairman
15 April
Chairman
GM and RM
each year
Geologist in
independent camps
8.
Account officer
Manager/Regional
Manager and FA
cum-CAO
9.
10.
Chemist/Asst. Chemist
GM/RM and CG
Do
Chairman
11.
Asst. Engineers
Executive Engineer
Do
Chairman
Do
Chairman
Do
Chairman
concerned GM/RM
(as the case may
be)
12.
13.
Shipment officer
Production
paradeep
Superintendent
Engineer/Stores
supervisor
14.
Concerned SPO as
consultation with
GM/RM
124 | P a g e
under EE
Asst Engineers if
(Civil)/Mech.)/(Plant)
any)
(Elect) (Designs)
Stores etc Daitar
15
16.
17.
Do
GM/RM
ministerial employees
consultation with
Manager Daitari
if any)
Admn. officer/JAO
Do
GM/RM
Staff working in
Concerned AD
Do
GM/RM
Employees (technical
Concerned EE (in
Do
GM/RM
and non-technical)
consultation with
working in workshop
AE. Concerned)
Do
Production
Accounts section
Daitari
18.
Daitari
19
Employees
and
technical)
non
working
shipment
superintendent
under
officer,
Paradeep
20
STA (Geology)
Geologist/Sr.
Do
Chief Geologist
Do
Regional
Geologist or Mines
Manager(in case
attached to
producing mines)
21.
Mines Manager
125 | P a g e
Manager
Immediate
IV/Technical and
controlling officer
Do
Regional
Manager
nontechnical staff
working under various
regional offices
23.
Camp
officer/Geologist
technical staff in
Asst Geologist
Do
Chief Geologist
Do
Regional
various prospecting
camps and
establishments
24.
Employees
at
Manager
non supervisory)
25
26.
Manager/RM
Plot Managers
Regional Manager
Do
Chairman
Do
Chairman
The above has been amended as per the office order mentioned at prepage
126 | P a g e
Dtd.
09.07.99
In super session of all previous order the Annual CCRs of all the
Executives and Non-Executives in Orissa Mining Corporation shall be
reported reviewed an accepted at various level of authorities as detailed
below.
Sl.
Designation
No
Reporting
Reviewing
Accepting
Authority
countersigning Authority
Authority
Non-Executive
1
Class IV Employees
Immediate
Next superior
Concerned
officer under
officer of the
sectional head in
whom working
concerned
case of Head
reporting officer
office
General
Manager/Regiona
l Head in case of
Field units
Class-III employees
Immediate
Next superior
Concerned
(including
officer under
officer of the
sectional head in
Deputations
whom working
concerned
case of Head
reporting officer
Office
127 | P a g e
General
Manager/Regiona
l Head in case of
Field units
EXECUTIVES
1
Concerned
Concerned
Managing
(Executives)
sectional Head
General
Director
under whom
Manager in case
working/or Next
of Had
superior officer
office/Regional
Head in case of
Field Units
The concerned
Managing
(Executive)
General
Director
Chairman
Manager in case
of Head
office/Regional
Head in case of
field units
3
4
Managing
(Executives)
Director
Executives on
Managing
Deputation at Head
Director
office
Executive on
Managing
deputation in the
Director
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman
Field units
5
128 | P a g e
working
Directors
independently at
Head office and Field
units
6
Executives working
Concerned
Managing
Managing
directly under
GM/Regional
Director
Director
GM/Regional
Head/Sr.
Head/Senior Manager
Manager as the
case may be
Further it is also decided that all the Executives of the corporation should
submit their self Appraisal Form on or before 30 th April every year in case
they fail to do so the initiating authority may give him time till 15 th May
and if by that time also the officer concerned fails to submit the Appraisal
form the initiating officer may record his remarks and send it to the
counter signing authority in that case the officer reported upon will have
no change to object since he did not avail the opportunity to indicate the
self Assessment.
This will also come into force with immediate effect and supersedes all
previous orders/circulars in this regard.
129 | P a g e
By order of Chairman.
/Sr.
Manager(M)
Gandhamardan/Sr
Manager
(G)
sectional
Heads
at
Head
Office/Private
secretary
to
Land Officer
130 | P a g e
Period under
countersigning officer
___________________________
______________________________
1 (b) Report on Technical competence/work (for technical officers onlyshould be a comprehensive note not a more good. bad etc.
131 | P a g e
Date _________________________
Signed
________________________
Designation
_____________________
I have seen little/some /a good deal of the work of this officer and
subject to the notes against each item and to any general remarks
above, agree with the remarks of the reporting officer
Signed
______________________
Date _____________________
(Next superior
Authority)
Designation
______________________
132 | P a g e
ANNUAL REPORT
Knowledge
Outstanding Good
Average
Below
Average
a.
b.
c.
d.
e.
133 | P a g e
IV. Integrity (Before making any entry under this head very careful
thought should be given only which adequate ground exists for making
an adverse entry should such entry be made where it is merely hearsay
no adverse entry should be made where it is merely hearsay. No
adverse entry should be made where specific instances of doubtful
integrity are there they should be mentioned.
V. Whether steps wee taken by the reporting officer to point out defects
to the officer concerned noticed in his work during the year.
134 | P a g e
Signed
Date
Designation with rubber
stamp
135 | P a g e
:
_______________________________
________________________________
3. Post hld
________________________________
4. Age
:
________________________________
5. Present pay
________________________________
6. Educational Qualification
________________________________
7. Branch to which/officer to whom attached
________________________________
8. Date of present posting
________________________________
9. Can he read and write Hindi
________________________________
136 | P a g e
PART-II
1. Observation on
i) Intelligence
ii) Amenability to discipline
iii) Punctuality
v) Devotion to duty
1. Integrity (Before making any entry under this head very careful
thought should be given. Only when adequate ground exists for
making an adverse entry should such entry be made. Where it is
merely hearsay, no adverse entry should be made Where it is
merely hearsay, no adverse entry should be made. Where specific
instances of doubtful integrity are there they should be
mentioned).
2. Is he fit for promotion to the next higher grade
3. Any other remarks
Date
Signature and
designation of
Reporting Officer
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CONFIDENTIAL
APPRAISAL
FORM: EXECUTIVES
Name
__________________________________________________________
________
Designation
__________________________________________________________
____
Unit/Office
__________________________________________________________
____
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PART-I
SELF-APPRAISAL
1.1
targets and objectives set by yourself/set for you and your achievements
Items/targets/objectives
Achievement
i)
ii)
iii)
iv)
v)
vi)
1.4 Training/guidance that you think will help you in improving your
performance (priority wise)
1.5 Suggestion ass to the skill/jobs where you can be better utilized
1.6 Give details of work you have done/initiative you have taken in the
matter of safety, environment, pollution control and other social issues.
Date
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PART II
APPRAISAL BY REPORTING OFFICER
2.1 Length of service of the appraise under the reporting officer during
the current year.
From. To .
2.2 Comment on part-I (Self appraisal filled in by the appraise) which
must specifically mention your degree of agreement with answer and
given your further observations on part-I, if any.
5) Outstanding
E1/E2
E3/E4
Weighting A
E5/E6
14
E7/E8
13
10
Weighting B
E1/E2
E3/E4
E5/E6
E7/E8
Weighting C
E1/E2
E3/E4
E5/E6
E7/E8
= -----------------+-------------------+----------------- =
-----------------------------------
Rating
Score range
Poor
Below 149
Average
149-247
Good
248-346
Excellent
347-445
Outstanding
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OVERALL RATING :
Poor
Average
Good
Excellent
Outstanding
2.5.2 DEPENDABILITY
PART-III
3.2 Indicate if he has potential for under taking jobs in other functions,
please state areas where he can move in the same grade.
3.3
3.4 Assess hid potential for holding next higher position in the same
functional area or any other area, should opportunities arise
PART-IV
4.1 Length of service of the appraisee under the reviewing officer during
the current year
From ----------------------------------------------- to
-----------------------------------------------
4.2 General remarks about the work of the appraisee with specific
comments, if modification/deletion to the appraisal made by the
reporting officer
NAME
DESIGNATION
SIGNATURE
148 | P a g e
PART-V
yes
No
Name
Designation
Signature
with Date
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PART-VI
Year
:------------------------------------------------------
-----------------
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Signature of Reporting
Officer
Name & Designation
Signature of Reviewing
officer
Name and Designation
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QUESTIONNAIRE
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Q6. Does the appraisal system help in identifying the training need of
employees ? Yes No
Ans. According to the responses 67% of the respondents the appraisal
system help indentifying the training need of the employees.
Q8. Does the performance help the employees to prepare themselves for
future actions? Yes/No
Ans. 94% of the respondents are of the view that the past performance
help the employees or appraise to prepare themselves for future actions.
Q10. What are the qualities of the employees taken into account of the
time of appraisal?
A) Knowledge of work
B) Ability to do the work
C) Quality and quantity of output
D) Personal qualities like dependability, adaptability, initiative etc.
E) Special Qualities like self-confidence, leadership etc.
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Ans. As per the responses obtained 53% of the respondents are of the
opinion that the first three qualities such as knowledge of work, ability to
do the work and quality and quantity of output are taken into account at
the time of appraisal.
Q11. Do the employees accept the critical evaluation and modification in
a positive manner? Yes/No.
Ans. 54% of the respondents are of the opinion that the employees
accept the critical evaluation and modification in a positive manner.
Q12.
Whether
the
standard
of
performance
is
established
by
Q13. Does the appraiser get training for conducting the evaluation?
Yes/No
Ans. Majority of he respondents i.e. 88% are of the opinion that they do
not get any training for conducting though evaluation.
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Table-1
Q1. Does the appraisal system impartial to your knowledge ?
OPINION
N=75
Percentage
Strongly Agree
10
12%
Agree
55
74%
10
13%
Undecided
Disagree
Strongly Disagree
Ans. Majority of the respondents i.e. 74% agreed that the present
appraisal system is impartial.
Table-2
Q2. Have you faith and belief in your appraiser ?
OPINION
N=75
Percentage
Strongly Agree
15
120%
Agree
55
73%
Undecided
Disagree
7%
Strongly Disagree
Ans. Majority of the respondents i.e. 73% have faith and belief in their
appraiser. But a minority of respondents i.e. 7% disagreed this view.
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Table-3
Q3. Is the appraisal system scientific?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
7%
Agree
15
20%
Undecided
20
27%
Disagree
35
46%
Strongly Disagree
Table-4
Q4. Do you think appraisal system vitalize the promotion process?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
7%
55
73%
15
20%
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appraisal system
opinion 7%
strongly agree
Table-5
Q5. Does the appraisal system help in identifying the obstacles to
performance ?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
7%
Agree
20
27%
Undecided
10
13%
Disagree
40
53%
Strongly Disagree
Ans. According to 53% of the respondents the appraisal system did not
help to identify the obstacles to performance, While 27% agree, 7%
strongly agree and 13% were left undecided.
Table-6
Q6. Do you think the qualities on the basis of which performance is rated
are given equal weightage and importance?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
7%
55
73%
15
20%
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Ans. According to 46% of the respondents agree that the qualities on the
basis of which performance is rated are given equal weightage and
importance, While 27% disagree, 7% strongly agree and 20% were left
undecided.
Table-7
Q7. Is your appraiser sometimes blased?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
35
46%
8%
35
46%
Ans. While 46% agree that the appraiser is sometimes biased, the other
46% is disagreed, the remaining 8% were left undecided.
Table-8
Q8. Is there any provision of appeal if the appraisal is at fault?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
10
13%
Agree
35
46%
Undecided
15
20%
Disagree
15
20%
159 | P a g e
Strongly Disagree
Table-9
Q9. Do you think the present system needs any modification of change?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
7%
50
66%
7%
10
13%
7%
Ans. Majority of the respondents i.e. 66% think that the present system
needs modification.
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Table-10
Q10. Does the system recognizes the potentialities?
OPINION
N=75
Percentage
No. of Respondents
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
7%
55
73%
15
20%
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QUESTIONNAIRE
A study on Performance Appraisal in OMC, Bhubaneswar
Dear Sir/Madam,
I am conducting a study on Performance Appraisal in your organization
as a part of course curriculum of MBA department of GYANA BHARATI
Please take a few minutes to complete this questionnaire. Your response
with respect to the questions will be exclusively used for academic
purpose. I would request you questions will be exclusively used for
academic purpose. I would request you to provide your frank opinion,
information provided shall be kept confidential.
Name
Age
Qualification :
Designation
Grade
Department
Pay scale
Experience
Yours sincerely
RUTUPARNA SAMANTARAY
MBA(4th SEM)
162 | P a g e
QUESTIONS
Q6. Does the appraisal system help in identifying the training need of
employees? Yes/No
Q8. Does the performance help the employees to prepare themselves for
future action? Yes/No.
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Q10. What are the qualities of the employees taken into account of the
time of appraisal?
A) Knowledge of work
B) Ability to do the work
C) Quality and quantity of output
D) Personal qualities like dependability, adaptability, initiative etc.
E) Special Qualities like self-confidence, leadership etc.
Q12.
Whether
the
standard
of
performance
is
established
by
Q13. Does the appraiser get training for conducting the evaluation?
Yes/No
Thanking You
164 | P a g e
ss
AGE:
i.
Below 25 years
ii.
26 to 35 years
iii.
36 to 45 years
iv.
46 and above
SEX: Male/Female
EDUCATIONAL QUALIFICATION
i.
Matriculation
ii.
Intermediate
iii.
Graduation
iv.
Post Graduation
v.
DEPARTMENT:
DESIGNATION:
EXPERIENCE:
i Below 5 years
ii. 6-10 years
iii. 11-15 years
iv. 16-20 years
v. Above 20 years
165 | P a g e
QUESTIONS
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
Undecided
Disagree
Strongly
Disagree
Agree
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
166 | P a g e
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
10.
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
Thanking you
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