Documente Academic
Documente Profesional
Documente Cultură
ON
A STUDY OF PERFORMANCE APPRAISAL
AT
BHEL
Submitted By:
ACKNOWLEDGEMENT
DECLARATION
(SHALINI SINGH)
PREFACE
The professional training is the internal part of an M.B.A.
program. It helps the Students to understand practical aspects
of Business Management in a better way as a part of my MBA
program
at Institute of Management Studies
I
was
supposed to work with the organization.
Marketing Research is the systematic and objective
identification, collection, analysis, dissemination , and use of
information for the purpose of improving decision making
related to identification and solution of problems and
opportunity .
Perception is the process, by which an individual selects,
organizes and interprets information inputs to create a
meaningful picture of the world around . To be a Master of
Business Administration student is a matter of pride because
we are in a field, which helps us to develop from a normal
human being into a disciplined, and dedicated
professional.
One has to be a good learner to sharper knowledge in the
particular field to achieve and attain the desired goals and
heights. I conducted to gain an understanding of what goes in
to mind of the employers about PERFORMANCE APPRAISAL. I
used research questionnaires as the research and data
collection tools. The responses were collected from 50
respondents from various areas.
CONTENTS
1. Introduction
----------------------------------------------------------------------------1
1.1
Introduction
of
the
topic
---------------------------------------------------------2
1.2
Purpose
of
study-------------------------------------------------------------------3
1.3
Methods---------------------------------------------------------------------------- 9
2. Introduction of Company
2.1
Production
facilities--------------------------------------------------------------17
2.2Company
Profile---------------------------------------------------------------------19
2.4Mission of
Company-----------------------------------------------------------------22
2.4Objective of the study
3. Research Methodology
3.1 Research Size
---------------------------------------------------------------------34
3.2 Data Collection
-------------------------------------------------------------------35
3.3 Scope of the study
------------------------------------------------------------------46
4.
Data
analysis
----------------------------------------------------------------------------53
5. Findings and the recommendations from the project
------------------------- 57
6.
Conclusion
-------------------------------------------------------------------------------61
7.
Bibliography
-----------------------------------------------------------------------------63
8.
Annexure
---------------------------------------------------------------------------------68
CHAPTER 1
INTRODUCTION
PERFORMANCE APPRAISAL
Performance Appraisal is the systematic
evaluation of the performance of employees and to understand
the abilities of a person for further growth and development.
Performance appraisal is generally done in
systematic ways which are as follows:
The supervisors measure the pay of employees and
compare it with targets and plans.
The supervisor analyses the factors behind work
performances of employees.
The employers are in position to guide the employees for
a better performance.
1. Ranking Methods:
Ranking method is the oldest and simplest method of rating the
employees. Here, all the employees who are doing the same
job are compared with each other. Then, each employee is
given a particular rank, i.e. First Rank, Second Rank, etc. The
best employee is given the first rank, and the worst employee
is given the last rank.
3. Confidential Reports:
4. Checklist Method:
First a checklist is prepared. It contains some statements about
the employees behavior on the job.
For e.g. check the following sample of a simple checklist.
The rater has to tick mark "Yes" or "No" for each statement. The
rater must have full knowledge about the employee's behavior
on the job.
The main advantages of checklist method are: It is simple,
It is convenient,
6. Narrative Essay:
Narrative Essay is the simplest method of rating an employee.
Here, the rater writes in detail, the employee's strengths,
weaknesses and potential. He also gives suggestions for
improvement. If the essays are written well then they can be
used to improve the performance of the employees. This
method is better than other complex methods.
1. ASSESSMENT CENTRES
An assessment centre typically involves the use of methods like
social/informal events, tests and exercises, assignments being
given to a group of employees to assess their competencies to
take higher responsibilities in the future. Generally, employees
are given an assignment similar to the job they would be
expected to perform if promoted. The trained evaluators
observe and evaluate employees as they perform the assigned
jobs and are evaluated on job related characteristics.
The major competencies that are judged in assessment centers
are interpersonal skills, intellectual capability, planning and
organizing capabilities, motivation, career orientation etc.
assessment centers are also an effective way to determine the
training and development needs of the targeted employees.
4. 360-DEGREE-PERFORMANCE-APPRAISAL
METHOD
360 degree feedback, also known as 'multi-rater feedback', is
the most comprehensive appraisal where the feedback about
the employees performance comes from all the sources that
come in contact with the employee on his job.
360 degree respondents for an employee can be his/her peers,
managers (i.e. superior), subordinates, team members,
customers, suppliers/ vendors -anyone who comes into contact
with the employee and can provide valuable insights and
information or feedback regarding the "on-the-job" performance
of the employee.
360 degree appraisal has four integral components:
1. Self-appraisal
2. Superiors appraisal
3. Subordinates appraisal
4. Peer appraisal.
SUPERIOR
SELF
EMPLOYEE
PEER
SUBORDINATE
CHAPTER 2.
INTRODUCTION
OF
COMPANY
COMPANY
PROFILE
industrial
transportation,
oil
and
gas,
India
and
even
abroad,
BHEL
is
India's
industrial
systems
and
OHSAS-18001
certification
for
International Business:-
Electrostatic
Precipitators,
Insulators,
Heat
Iraq,
Bangladesh,
Power
Projects
Sri
in
Lanka,
Cyprus,
China,
Malta,
Kazakhstan;
Libya,
Egypt,
of
working
with
world-renowned
Consulting
works
as
requirements
well
viz.
as
HSE
technological,
quality
requirement,
financing
and
other
package,
Values:
Strike adherence to commitments
Foster learning, creativity and team work.
Ensure speed of response
Respect for dignity and potential for individual
Loyalty and pride in the company
Zeal to excel and zest for change
Integrity and fairness in all matters
Most of them have been rephrased.
"Zest for change" has been added as change has been
integral with success and the rate at which change is needed
is very high compared to earlier period.
OBJECTIVES
GROWTH
To ensure a steady growth by enhancing the competitive edge
of BHEL in existing businesses, new areas and international
operations.
PROFITABILITY
To provide a reasonable & adequate return on capital
employed, primarily through improvement in operational
efficiency, capacity utilization & productivity and generate
adequate internal resources to finance the companys growth
CUSTOMER FOCUS
To build a high degree of customer confidence by providing
increased value for his money through internationals standards
of products quality, performance and superior customer
services
PEOPLE ORIENTATION
To enable each employee to achieve his potential, improve his
capabilities, perceive his role & responsibilities and participate
& contribute positively to the growth and success of the
IMAGE
To fulfill the expectations which stakeholders like government
as owner, employees and the country at large have from BHEL.
1.Power Generation
Power Generation Sector comprises thermal, hydro and nuclear
power plant business. As of 31.3.2006.BHEL supplied sets
account for 76741 MV in the country, as against nil till 1969-70.
Custom- made hydro sets of Francis, Pelton and Kalpan for
different head-discharge combinations are also engineered and
manufactured by BHEL
In all, orders for more than 880 utility sets of thermal, hydro,
gas and nuclear have been placed on the company as on date.
The power plant equipment manufactured by BHEL is based on
contemporary technology comparable with the best in the
world, and is also internationally competitive
2.Industries
3.Transportation
Most of the trains on Indian Railways, whether electric or diesel
powered are equipped with BHELs traction propulsion system
and controls. Indias first underground metro at Kolkata runs on
drives and controls supplied by BHEL. Almost all the EMUs in
service are with electrics manufactured and supplied by BHEL.
BHEL has also diversified into the area of track maintenance
machines for Indian Railways.
4.Renewable Energy
BHEL has been manufacturing and supplying a range of
Renewable Energy systems and products. It includes Solar
Energy systems namely, PV modules, PV power plants, solar
lanterns, solar pumps etc.
6. Transmission
BHEL supplies a wide range of products and systems for
transmission
and
distribution
application.
The
products
ACTIVITY PROFILE
Power Generation and Transmission
BHEL IN INDIA
Power Sector
Industry Sector
1. ELECTRO CONSULT
ITALY
2. ABB
SWITZERLAND
3. BEEHTEL
USA
USA
5. GENERAL ELECTRIC
USA
6. RAYTHEON
7. WESTINGHOUSE
USA
USA
8. CNMI & EC
9. SANGHAI ELECTRIC CO
CHINA
UK
10.GEC-ALSTHOM
UK
face
the
increased
competition
from
MNCs
(due
to
Top
Management
TQM
Workshop
was
held
in
of
TATA
STEEL-the
winner
of
CII-EXIM
Business
BHEL AT HARIDWAR
HEAVY
ELECTRICAL
HARIDWAR:
EQUIPMENT
PLANT,
CENTRAL
FOUNDRY
FORGE
PLANT
(CFFP)
HARIDWAR
The Central Foundry Forge Plant was set up at Hardwar with
French collaboration. The construction started in 1974 and
production was commenced in 1976.This plant has in-built high
degree of sophistication normally associated with much larger
plants and has successfully developed various intricate castings
and forgings which were imported earlier.
CFFP has successfully manufactured various types of steels,
e.g., creep resistant steels, heat resistant steels, stainless
steels, armor steels etc. per Indian and International standards.
CFFP has been supplying sophisticated castings used in power
sector e.g., steam turbine castings, turbo generator press rings,
hydro turbine Kaplan blades and Francis runners, compressor
castings etc. The castings have also been manufactured for
Defense, Nuclear, Chemical and steel sectors.
Critical Forgings manufactured by CFFP include: HP, IP and LP
rotors and discs etc., from steam turbines, shafts, pole and
plates, rotor bush, thrust collars etc., for hydro sets and jackets
and discharge cover for pumps besides various types of critical
forgings for defense, nuclear, steel, cement and machine
NAME OF EMPLOYEE:
DEPT.:
DESIGNATION:
DATE OF JOINING:
QUALIFICATION:
EXPERIENCE:
TOTAL
CONFIRMED
JOB KNOWLEDGE
MARK
RATED
(%)
30
MARKS
OBTAINED
%
REMARKS
GENERAL INTELLIGENCE
10
ATTITUDE TO WORK
10
REGULARITY &
PUNCTUALITY
WORK EFFICIENCY
10
ADHERENCE TO
INSTRUCTION
10
INITIATIVE
10
KNOWLEDGE OF ISO
9001 : 2008
1
0
KNOWLEDGE OF
QUALITY POLICY & ITS
OBJECTIVE
1
1
OVERALL MARKS/
100
RATING OUT OF
CHAPTER 3.
RESEARCH
METHODOLOGY
3.2Research Design
financial
resources
for
Research plan:
Sample Size:
Sample Size is: 50
Successful Survey: 50
Sample targets are H.R Managers and Employees.
Sampling Area: Within BHEL Ltd.
CHAPTER 4.
DATA ANALYSIS
SI.NO.
1
2
3
Description
No. of
Percentage
Respondents
Individually
In team
Both
Total
40
10
50
75%
15%
10%
100
Percentage
10%
Individually
In team
15%
Both
75%
Interpretation:
The analysis reveals that maximum no of employees
performance is appraised individually and about 15% of
respondents performance is apprised in team.
SI. NO.
1
2
Description No. of
Respondents
Manager
Personnel
Deptt.
Specialist
High level
Manger
Total
42
-
Percentage
84%
0%
16%
50
100
Interpretation:
This answer shows that 84% of respondents performance
is apprised by managers while 16% of respondents
performance is apprised by high level managers.
SI. No.
1
2
3
Description
Correct
Partially
Correct
Incorrect
Total
No. of
Respondents
Percentage
37
10
74
20
3
50
6
100
Interpretation:
The analysis shows that maximum numbers of employees
thinks that appraisal provides real measurement of
performance while 20% think that it provides partial
measurement.
SI. No.
1
2
Description
Agreed
Partially
No. of
Respondents
32
10
Percentage
64
20
agreed
Disagreed
Total
8
50
16
100
Interpretation:
The analysis reveals that 64% of respondents are of the opinion
that performance appraisal shows scope of improvement in
ones performance while 20% of them are partially agreed and
16% of them think it does not help.
SI. No.
Description No. of
Percentage
Respondents
1
2
3
Promotion
Career
planning
Goal
achievement
Total
39
7
78
14
50
100
Interpretation:
The analysis implies that 78% of respondents think that it helps
in promotion, 14% of them think that it helps in career planning
and 8% of them think that it helps in goal achievement.
1
2
3
Description
True
Partially True
False
Total
No. of
Respondents
42
8
50
Percentage
84
16
100
Interpr
etation:
This analysis indicates that maximum no. of employees think
that appraisal system helps in achieving the set targets and
16% respondents think that this system is not much helpful in
achieving the set targets.
SI. No.
1
2
3
Description
To a great
extent
To a little
extent
To some
extent
Total
No. of
Respondents
Percentage
35
70
10
10
20
50
100
Interpretation:
This analysis implies that 70% of respondents are satisfied with
the existing performance appraisal to a great extent, 10% of
them are satisfied to a little extend and 20% of them are
satisfied to some extent.
SI. No.
1
2
3
No. of
Respondents
Description
30 min
60 min
More than 60
min
Total
Percentage
10
40
-
20
80
-
50
100
20
30 mins.
60 mins.
Morine than 60 m
80
Interpretation
The above table and pie chart reveals that almost 80%
employees in the sample indicated that organization give
almost one hour to take their appraisal. However it is significant
to note that 20% employees feels that they get less than half
an hour to be appraised.
SI. No.
1
2
Description
yes
No
Total
No. of
Respondents
46
4
50
Percentage
92
8
100
Interpretation:
The analysis shows that 92% of respondents think that
performance appraisal system is transparent and 8% of them
think that the system is not transparent.
SI. No.
1
2
Description
Yes
No
Total
No. of
Respondents
36
14
50
Percentage
72
28
100
Inter
pretation:
As per the analysis 72% of respondents think that rewards are
given according to their performance while 28% of them think
that rewards are not given to them according to their
performance.
SI. No.
1
2
3
Description
Yes
No
False
Total
No. of
Respondents
41
9
50
Percentage
82
18
100
Interpretation:
This analysis shows that majority of employees said that honest
feedback is given to them and 18% of them say that feedback
given to them is not honest.
CHAPTER 5
FINDINGS &
RECOMMENDATIONS
FROM THE PROJECT
FINDINGS
RECOMMENDATIONS
CHAPTER 6
CONCLUSION
Conclusion
LIMITATIONS
People are afraid of filling the questionnaire. It might be
possible that earlier they have not undergone this process.
Organization is reluctant to provide some data. Which are
confidential so it is very difficult to analyze these data.
Most of the people doesnt want to answer the question
properly
Time is given to conduct the study was short.
The sample may not be the exact representative of the
universe.
CHAPTER 7
BIBLIOGRAPHY
BIBLIOGRAPHY
WEBSITESwww.bhellndia.com
www.google.com
CHAPTER8.
ANNEXURE
QUESTIONNAIRE
The basic objective of Performance Appraisal?
A. Fully
B. Partial
C. No
Your performance is appraised asA. Individually
B. In Team
C. Both
Your performance is appraised byA. Manager
B. Personnel Deptt. Specialist
C. High Level Manager
B. Partially agreed
C. Disagreed
Performance appraisal helps you in.
A. Promotion
B. Career planning
C. Goal Achievement