Professional Documents
Culture Documents
CHAPTER – I
INTRODUCTION
2
INTRODUCTION
INSTITUTE PROFILE:
The institute has 46 full time faculty members; eight of who are
Ph. Ds. Three of the faculty members have joined the institute
after a long stint in the industry where they held senior positions.
180 MBA students are admitted every year. RCM is now affiliated
to Biju Patnaik University of Technology (BPUT). The semester
system has been replaced for the MBA stream by a trimester
system. The curriculum is designed, keeping in mind what is
taught in some of India’s best B-schools.
5
Mission
Vision
• To develop ethical moral values and appreciation for
professionals of today and tomorrow.
• To build fundamental base of IT in relation with latest trends
and innovations of Science & Technology.
• To create professionals to meet the needs of the industry with
their expertise and technical know how.
• To inculcate culture of team work and leadership qualities for
achieving excellence in every walk of life.
Affiliation
For students who have passed out in the year 2004 and
onwards have received their final certificates from BPUT,
Rourkela.
Recognition
METHODOLOGY:
The data collected for the project work is mainly from two
resources. A. Primary resources and B. Secondary resources.
PLAN OF STUDY:
LIMITATIONS:
CHAPTER – II
NALCO – AN OVERVIEW
11
NALCO AT A GLANCE
HISTORY OF NALCO:
VISION:
MISSION:
PRODUCTS OF NALCO:
ROLLED PRODUCTS
ALUMINA HYDRATE:
Product Code: AH10
Chemical Formulae: Al2O3 . 3H2O
Appearance: White
17
ZEOLITE-A(Detergent Grade):
Zeolite comes under a detergent brand. Their specification that
is its parameters and values are given below in a tabular form.
PARAMETERS VALUES
• Calcium binding capacity Min. 160
mg CaO/gm of dry Zeolite
• Particle size analysis
a) % Finer than 4.5 micron 85+_ 10
(Sedigraph)
b) Avg. particle size, d50 Not more than 4 micron
(Sedigraph) 11+_0.5
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• PH (5% slurry)
• Mole composition (based on 1.0+_0.2Na2O
chemical analysis)
• Bulk density, gm/cc 0.45+_ 0.1
• Christalinity (X-ray Min.90%
diffraction) Min.95%
• Whiteness index
ALUMINUM INGOTS/SOWS:
Its general composition is given below in a tabular form:
HIGH PURITY- 99.8% GENERAL CONFORMING TO IS-
(MIN.) 1980
• LME Grade-99.7%(min.) Primary aluminum with min. purity
of 99.7%
Fo= 0.20% max; S1= 0.10% max
EC Grade-99.9% (min.) For fabrication of electrical
conductors and other electrical
purposes generally conforming to
IS-4025
WIRE RODS:
Specifications:
PRODUCT (CODE) ELECTRICAL
CONDUCTIVITY % iacs
EC Wire Rod (WE 10/12) >61.500
EC Wire Rod (WE 20/22) 61.00 to 61.499
CG Wire Rod (WC 10/12) <61.000
ALUMINUM BILLETS:
Nalco has 30,000 tpy Hot Top Maxi Cast Billet Casting facility.
The world-class billet casting technology provides distinct
advantages in production of superior quality DC cast Aluminum
Billets in soft and hard alloys- the basic input for manufacture of
high quality extrusions. Its details of diameter, length, square
ness, bow is given below in a table.
DAIMETER: 127mm+_ 1.5mm 178mm+_ 1.5mm
152mm+_ 1.5mm 203mm+_ 1.5mm
LENGTH: 400mm to 5800mm with a tolerance of 5mm for
every 1000mm length or part thereof.
SQUARENESS: 1mm max. per 100mm diameter.
BOW: 2mm per meter with 10mm max. per log.
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HR POLICIES AT NALCO
HRM Philosophy:-
HR Practices:-
HRD Meet:-
HUMAN RESOURCES:-
Persons Mandays
CORPORATE PLANNING
INDUSTRIAL RELATIONS
HR POLICIES OF NALCO:
Environment Policy:
Quality Policy:
Guiding Principles:
• To ensure a healthy return on investment by maximizing
Observational efficiency, Capacity Utilization and Productivity.
• To continually improve and redesign Systems, Process and
Practices in order to ensure error prevention and improve
response time.
• To adopt Internal Customer focus as a means to external
customer satisfaction.
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Commitment:
MARKETING
FINANCE
ANCILLARY DEVELOPMENT
STRENGTH
• Easy availability of raw material.
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WEAKNESS:
• Negligence in performing social responsibility.
• The marketing strategy is not flexible.
• Limited product mix, no diversification of business, no
employment to those who has lost their lands.
• Inadequate Inventory management.
• Procedural & Bureaucratic.
OPPORTUNITY:
• Scope for fresh investment.
• Phase wise expansion.
• As a Psu it has an opportunity for exponential growth.
• Large domestic market.
• Huge demand of the product and the product mix.
• Export opportunities.
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THREAT:
• Stiff competition.
• Scope for privatization.
• Huge tax rate imposed on metals.
• All the competitors are giving attractive offers to the customers
& allowing easy financial assistance.
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CHAPTER – III
PERFORMANCE APPRAISAL
– AN OVERVIEW
40
PERFORMANCE APPRAISAL
Right from the early time period till now performance appraisal
has been given a lot of importance in each and every
organization. It helps in rating the jobholders’ performance rate.
Through a cross-examination of an organizational practice it has
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OBJECTIVES:
METHODOLOGY:
TRADITIONAL METHODS:
appraisal are that it does not tell that how much better or worse
one is than another, it is very difficult to compare one individual
with others.
N (N-1)/2
MODERN METHOD
CHAPTER – IV
PERFORMANCE APPRAISAL
AT NALCO
51
FORMAT:
KEY PERFORMANCEAREAS
1.
2.
3.
SL Annual
Key Tasks Weightage Remarks
No target
Timely completion
& submission of As detailed
1-
Appraisal Book let 0.05 in Appraisal
12
as per Appraisal calendar.
calendar
Signature of Appraisee
Name:
Date:
56
Annual
Sl.No. Key Tasks Weightage* Remarks
Target#
Timely completion
As
& submission of
detailed in
1-10 Appraisal Book-let 0.05
Appraisal
as per Appraisal
calendar.
calendar.
Additional tasks, if
any
1-2
1.0
*Weightage of all key tasks including additional tasks, if any,
should be 1.0.
FORMAT OF FORM-D1:
The Reporting Officer will separately rate the Appraisee’s
target achievement in terms of percentage with reference to
Annual target in terms of Quantity/Time frame/Date in Column B &
C respectively.
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Achieve
Weight- Annual Rep.
ment in Rev.Off
Sl. No. Key Tasks age Target Off
Qty./Date (C)%
*(A) ** (B)%
***
Timely-completion &
As
submission of
1 to detailed
Appraisal Booklet as 0.05
10 in Appr.
per Appraisal
Calend.
calendar
Additional Tasks
Total 1.0
• Space has also been kept for incorporating the traits, which are
less than 50% to be communicated to the Appraisee through
the Reporting Officer.
Name: Designation:
Personal No: Dept: Unit:
A. ALLOCATION OF WEIGHTAGES
Date: Date:
D. OVERALL COMMENTS
3. Remarks:
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
5. Remark
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
Sl.
Activity Responsibility Last Date
No.
Blank form is handed
over to Reporting Appraisal Cell/Unit
1. 15th January
Officer/HoD by Unit HRD Department
HRD Department.
Prior to start of
Appraisal Year,
Reporting Officer
communicates
Reporting Officer/Unit
2. His/her expectations 31st January
HRD Department.
to the Appraisee. The
respective Reporting
Officer hands over
Form A to Appraisee.
The Appraisee makes
his/her own list of key
tasks for the year and
fills up Form A and Appraisee/Reporting
3. holds discussions Officer/Reviewing 15th February
with his/her Reporting Officer.
Officer and Form B is
filled up after mutual
Agreement.
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Form B is shown to
Reviewing Officer for
4. Reviewing Officer 20th February
his/her acceptance
and signature.
1st Performance Appraisee/Reporting
5. 07th July
Review (Form C1) Officer
nd
07th
2 Performance
6. - do - January
Review (Form C2)
(Next Year)
Annual Appraisal of
7. Reporting Officer 07th April
Target Achievement.
The Reporting Officer
informs the rating and
observation given by
him based on
Reporting Officer and
8. performance on % 07th April
Appraisee
achievement of target
as agreed in Form B
and obtains signature
of Appraisee.
The Reporting Officer
fills up Form D2 and
9. Form D3 and rates the Reporting Officer 10th April
Appraisee against Six
Performance factors
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observation and
returns the Form to
Appraisal Cell
All the forms are
received by Appraisal Appraisal Cell and
13 25th April
Cell at Corporate Head of Unit HRD
Office.
Final Assessment is
to be made by
14 Appraisal Cell 31st May
Appraisal Cell in Form
E.
Final score & grade is
Calculated after
review by Moderation
Officer-In-charge of
15 Committee, Form F is 10th June
Appraisal Cell
rechecked by Officer
In Charge of
Appraisal Cell.
CHAPTER – V
DATA ANALYSIS AND
INTERPRETATION
87
68%
Strongly Agree
Agree
No Remarks
Disagree
Strongly Disagree
70%
Strongly Agree
Agree
No Remarks
25% Disagree
Strongly Disagree
50%
Strongly Agree
Agree
No Remarks
20%
Disagree
Strongly Disagree
57%
Strongly Agree
13% Agree
No Remarks
Disagree
Strongly Disagree
67%
Almost 68% of the employees agree with this fact that the
performance appraisal system of NALCO provides an opportunity
to executives to communicate the support they need from their
superiors to excel in their performance. And the needful action is
taken by the superiors, in this respect to fulfill the requirements of
the executives and the improve their performance.
So the Performance Appraisal of NALCO is effective in this
aspect.
92
Strongly Agree
Agree
No Remarks
Disagree
Strongly Disagree
30%
47%
12%
Strongly Agree
Agree
No Remarks
Disagree
18% Strongly Disagree
52%
Strongly Agree
Agree
18%
No Remarks
Disagree
Strongly Disagree
50%
17%
Strongly Agree
Agree
No Remarks
Disagree
Strongly Disagree
47%
22%
Strongly Agree
Agree
No Remarks
Disagree
30%
Strongly Disagree
50%
Strongly Agree
Agree
20% No Remarks
Disagree
Strongly Disagree
50%
15%
Strongly Agree
32% Agree
No Remarks
Disagree
Strongly Disagree
41%
27%
20% Strongly Agree
Agree
No Remarks
Disagree
Strongly Disagree
43%
Yes almost 29% of the employees are of the opinion that the
performance related data are used to identify the potential leaders
of the organisation. And 28% of the employees have responded
negatively to this question. But 43% of the executives are neutral in
responding to this question.
We can conclude that there is a mixed response, it can not be
concluded that whether the PA data are used or not in identifying
leadership in the organisation.
100
15%
Strongly Agree
22% Agree
No Remarks
Disagree
Strongly Disagree
46%
With this regard about 34% of the employees state that they
had never seen that transfers or proper placements are made on
the result of the performance appraisal process. Again 46% of the
employees are neutral where as only 20 of the employees are
having positive opinion regarding this.
We can conclude that the performance appraisal data are
seldom used to make proper placement or transfer of the
employees. So alternately it is hardly going to use the best
possible utilization of employees potential.
101
40%
8%
Strongly Agree
Agree
No Remarks
Disagree
42%
Strongly Disagree
33%
Strongly Agree
Agree
No Remarks
22% 37%
Disagree
Strongly Disagree
18%
Strongly Agree
Agree
18% 26% No Remarks
Disagree
Strongly Disagree
27%
CHAPTER – VI
CONCLUDING
OBSERVATIONS
106
CONCLUSION
SUGGESTION
ANNEXURE
110
Annexure - 1
BIBLIOGRAPHY
• Dr. C. B. Gupta, Human Resource Management,
Published by Sultan Chand & Sons, New Delhi, 2002.
• Andrew Durbin, Personnel and Human Resource
Management, D. Van No. Stand Co. New York, 1981.
• Dale S. Beach, Personnel: The Management of People At
work, Mc. Millan Publishing Co. New York, 1975.
• Douglas Mc. Gregor, An uneasy look at Performance
appraisal, HBR, Jan – Feb, 1972.
• Heera Singh, A complete appraisal system, Journal, Nov.
20021.
• Martin Fisher, Performance appraisal, British Library
Cataloguing in Publication data, Kogan Page limited, 1995
• T. V. Rao, D. F. Pereira, Recent Experiences in HRD,
Oxford and IBH publishing Co. Pvt. Ltd. New Delhi, 1989
111
Annexure - 2
QUESTIONNAIRE
EFFECTIVENESS OF EXECUTIVE APPRAISAL SYSTEM OF NALCO
NAME: __________________________________________________________
DESIGNATION: _________________________ LEVEL: ___________________
QUALIFICATION: _________________________________________________
At NALCO Performance
appraisal System helps in
Q14.
transfer & placement of
employees.
The appraisal data are used
by the HRD department for
other development decisions
Q15.
like Job-rotation, Job-
enrichment, career planning,
succession planning, etc.
At NALCO Performance
appraisal is used as a
motivational role for
Q16.
recognition &
encouragement of higher
performers.
You receive feedback on
your strength and weakness
through the performance
Q17. appraisal system about your
potential for higher-level job
from your Reporting officer
after appraisal.
At Performance appraisal is
Q18.
used for training execution.
Q19. Do you find any problems with the existing Performance Appraisal System
at NALCO?
……………………………………………………………………………………………
……………………………………………………………………………………………
……………………………………………………………………………………………
………………………………………………………………………………………
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Thank you for your kind cooperation and spending time in filling up this
questionnaire.
The information provided by you is confidential in nature and purely for academic
purpose.
Students of
Regional College of Higher Studies, Bhubaneswar