Documente Academic
Documente Profesional
Documente Cultură
ON
HR POLICY & PERFORMANCE APPRAISAL
IN
GREEN GAS LIMITED
To understand the important aspects of HR, I had chosen GREEN GAS LIMITED,
LUCKNOW. There my work was to propose HR POLICY for the company and do
research on PERFORMANCE APPRAISAL. HR is an important factor of the business
because human is one of the important resource for the organization. That resource
directly and indirectly relates to the organization activities.
ACKNOWLEDGEMENT
2
Every work needs to be followed by a deep sense of gratitude to those who made is
through success. It takes the opportunity to thanks all those people who render their
immense help and guidance for completion of this report. Indeed this page of
acknowledgement shall never be able to touch the generosity of those who rendered
their cooperation.
I specially want to thank director of GREEN GAS LIMITED company, Mr. HARSH
MOHAN and managing director Mr. C.D. JOSHI sir who gave an opportunity to
undergo summer training in their organization.
I want to thank Human Resource Manager, Mr. ASHUTOSH LOHUMI who in spite of
his busy schedule and commitment took keen interest in my learning,.
Last but not the least; I also want to thank all the employees of GREEN GAS LIMITED
who immensely contributed me in my research project.
INDEX
TABLE OF CONTENTS
S.No Page No.
3
1 Executive summary 6
2 Introduction 7
COMPANY PROFILE 8
3 About the company 9
4 Vision & Mission of the 12
5 Business
companyareas 15
6 Financial analysis 19
7 Organizational Structure 20
8 SWOT Analysis 21
HR POLICIES 22
9 HR Policies 23
LITERATURE REVIEW 56
10 Meaning 57
11 Characteristics 58
12 Methods 60
INDEX
TABLE OF CONTENT
S.NO PAGE NO.
13 Benefits 63
4
14 Common Mistakes 65
15 Techniques used in company 68
RESEAECH METHODOLOGY 71
16 Explanation 72
17 Analysis & Interpretation 75
18 Findings 93
19 Conclusion 94
20 Limitations 95
21 Recommendation 96
22 Suggested Performance 97
Appraisal form
BIBLIOGRAPHY 101
23 Bibliography 102
ANNEXURES 103
24 Questionnaire 104
EXECUTIVE SUMMARY
5
members if a group as distinguished from actions affecting all the members equally.
Earlier performance appraisal was considered as a simple and confidential method of
rating the job performance of individual employees by their superiors for the purpose of
giving those remarks and rewards. Early appraisal systems stressed assessment of
personality tracts, which were difficult not only to measure but also to relate
constructively to the job itself. The purpose of performance evaluation is to generate
information to support administrative decisions
It is a powerful tool to calibrate, refine and reward the performance of the employee.
It helps to analyze his achievements and evaluate his contribution towards the
achievements of the overall organization.By focusing the attention on performance,
performance appraisal goes to the heart of personnel management and reflects the
management's interest in the progress of the employee.
To judge the gap between the actual and the desired performance.
INTRODUCTION
The meaning of the word “appraisal” is “to fix a price or value for something”. This is
used in finance in terms such as project appraisal or financial appraisal where a value is
attached to a project. Similarly performance appraisal is a process in which one values
the employee contribution and worth to the organization.
6
Performance appraisal can be defined as a system of measuring employee’s performance
relative to the assigned or agreed objectives. The process starts with the supervisor and or
with the subordinate agreeing on specific objectives that need to be met on an agreed
time period. The objectives that are used in the Performance appraisal stem from the
main organizational objectives that are reduced to Departmental goals and now to
individual goals.
The performance appraisal system has to be transparent and the employee should be
taken into full confidence. In many cases employees themselves are given a chance to
conduct a self-appraisal. Performance appraisal is a case of joint problem solving by the
organization and the employee. However the organization must also take care of future
potential and not get bogged down by current performance.
Normally the immediate supervisor does the appraisal. Some organizations also have a
peer group performance appraisal where colleagues rate the performance.
History of performance appraisal is quiet brief. Its roots in early 20th century can be
traced to tailors pioneer time and motion studies but it is not very helpful, to same may be
said about almost everything in the field of modern human resource management. As a
distinct and formal management procedure used in evaluation of work performance
appraisal really dates from the time of Second World War. Not more than sixty years ago
yet in broader sense the practice of appraisal is the very ancient art. in the scale of things
historical, it might well lay claim to bring the world second oldest profession.
7
COMPANY PROFILE
Indian Oil Corporation Limited (IOCL) is one of the largest oil companies in India. It is
principally engaged in petroleum refining, crude oil and petroleum products pipelines,
marketing of petroleum products, and research and development. In addition, it is also
involved in the exploration of oil and gas and the sale of petroleum products, and
imported crude oil and gas. IOCL mainly operates in India, but has operations in certain
Asian and African countries. The company is headquartered in New Delhi, India. The
company controls 10 of India's 20 refineries.
GAS AUTHORITY OF INDIA LIMITED
GAIL (India) Ltd. is known as Gas Authority of India Ltd. It was set up by the
Government of India in August 1984 to create gas sector infrastructure for sustained
development of the natural gas sector in the country. During its short lifespan GAIL has
achieved several major milestones.
GAIL (India) Ltd. is India's principal gas transmission and marketing company. GAIL is
involved in all aspects of the Natural Gas value chain, which include: Exploration &
Production, Processing, Transmission, Distribution and Marketing, and its related
services. In a scenario where society is increasingly concerned about the impact of
development on environment and Natural gas is one of most clean fuels available, GAIL
has a critical role to play. GAIL is currently spearheading the move to a new era of clean
fuel industrialization by creating a quadrilateral of green energy corridors that connect
major consumption centre in India with major gas fields, LNG terminals and other cross
border gas sourcing points.
9
• Central U.P. Gas Limited (CUGL):
•
INDIAN OIL GAS AUTHORITY
CORPORATION OF INDIA LIMITED
JOINT VENTURE
GREEN GAS
LIMITED
It has been incorporated for the implementation of City Gas Projects for supply of Piped
Natural Gas (PNG) to domestic, commercial and industrial Consumers and Compressed
Natural Gas (CNG) to automobile consumers in the cities of Lucknow and Agra.
Corporate Overview
Pursuant to the directive of Honorable Supreme Court of India GAIL had undertaken a
study to supply natural gas to the automobile, industrial, commercial and domestic
Consumers in the cities of Agra and Lucknow to accomplish improvement of its ambient
air quality.
10
Joint Venture agreement (JV) was signed between GAIL (India) Ltd. and Indian Oil
Corporation Limited on May 11, 2005, which was followed by incorporation of Green
Gas Ltd (GGL). The company was incorporated On October 07, 2005, with the objective
of supplying City Gas & CNG in Agra and Lucknow.
Currently, GGL is authorized by the Central Government to lay, build, operate or expand
City Gas Distribution Projects in Lucknow, Agra cities and Taj Trapezium Zone.
GGL try to leave no stone unturned in creating the necessary facilities to cater the City
Gas demand of transport, domestic, industrial and commercial customers in its area of
operation. GGL is committed, aware and fully focused towards Health, Safety, and
Environment (HSE). The company has in place systems and processes that match up with
the best in the world
11
VISION OF COMPANY
To make Green Gas Limited an unparalleled natural gas distribution company, providing
eco-friendly and clean fuel to transport, domestic, commercial and industrial sectors, with
a total commitment to provide quality service to its customers.
MISSION OF COMPANY
• To provide safe, convenient and reliable gas supply to our customers in transport,
domestic, commercial and industrial sectors.
12
THE COMPANY PRIMARILY AIMS AT
1. Providing safe, convenient & reliable natural gas supply to it's customers in the
domestic and commercial sectors in Lucknow, Agra and Taj Trapezium Zone.
3. This will considerably bring down the alarmingly high levels of pollution.
The transport sector uses natural gas as Compressed Natural Gas (CNG), while the
Domestic, Commercial and Industrial sectors use it as Piped Natural Gas (PNG).
FUTURE OUTLOOK
13
Green Gas Ltd. has vigorous expansion plans for the implementation of City Gas
Distribution (CGD) projects in its authorized areas. Simultaneously, GGL will strive hard
to explore business opportunities in other parts of the country as well.
GGL will endeavor to provide the complete energy solution by moving beyond the CNG
and PNG applications currently in existence. This would enable GGL to enhance value
for the stakeholders including customers, shareholders and employees.
The need of the hour is to stay focused and stand by its vision and mission while
performing duties so that the dream is transformed into reality. The company is
committed to be a customer-oriented organization by adopting world class operational
practices. It believes in organizational development by strengthening its internal
capabilities and systems.
Recognizing the fact that vehicle owners will not convert their vehicles to CNG until and
unless CNG has been made available in adequate quantity and at many locations across
the city, GGL decided to make CNG available at multiple places and to ramp up the
availability of CNG both in terms of quantity and geographical spread. This will help in
kicking off the conversion process as well as developing the CNG demand.
BUSINESS AREAS
14
• CNG (Compressed Natural Gas)
• PNG (Piped Natural Gas)
Benefits of CNG:
The distinct advantages of using CNG will build a lasting relationship between CNG and
its customers and will encourage the customers to endeavor the goal of green earth.
Commonly referred to as the green fuel because of its lead and sulphur free
character, CNG reduces harmful emissions. Being non-corrosive, it enhances the
longevity of spark plugs. Due to the absence of any lead or benzene content in
CNG, the lead fouling of spark plugs and lead or benzene pollutants are
eliminated.
MAINTENANCE ADVANTAGE
PERFORMANCE ADVANTAGE
CNG has an octane rating of 127 and has a slight efficiency advantage over
petrol.
1. SAVINGS
15
Total cost of ownership per unit of energy generated is less than many other
competitive fuels.
Being a gaseous fuel, CNG mixes easily and evenly in the air unlike the other
liquid and solid fuels that generate lot of pollution on combustion and create lot of
issues while handling.
SAFETY
CNG is less likely to auto-ignite on hot surfaces, since it has a high auto-ignition
temperature (540 degrees centigrade) and a narrow range (5%-15%) of
inflammability. It means that if CNG concentration in the air is below 5% or
above 15%, it will not burn. This high ignition temperature and limited
flammability range makes accidental ignition or combustion very unlikely.
Benefits of PNG:
16
GGL has decided to provide piped natural gas to house hold which shall eliminate
various difficulties faced by domestic customers in receiving filled cylinders for
the kitchen.
1. UNINTERUPTED SUPPLY
2. UNMATCHED CONVINIENCE
3. SAFETY
The combustible mixture of natural gas and air does not ignite if the
mixture is leaner than 5% and richer than 15% of air fuel ratio required for
ignition. This narrow inflammability range makes PNG one of the safest
fuel in the world. Natural gas is lighter than air. Therefore in case of a
leaked it just rises and disappears into the air given adequate ventilation.
But LPG being heavier will settle at the bottom near the flow surface. A
large quantity of LPG is stored in liquefied form in the cylinder.PNG in
safer sense PNG installation inside your premises contains only a limited
17
quantity of natural gas at low pressure that is 21 millibar (mbar). On
leakage LPG expands 250 times, which is not the case with PNG. Supply
in PNG can be switched off through appliance wall (inside the kitchen)
and isolation wall (outside the kitchen) which fully cuts of the gas
supplier.
4. VERSATILE FUELS
5. ENVIROMENT FRIENDLY
Natural gas is one of the cleanest burning fossil fuel, and helps to clean
and improve the quality of air, especially when used in place of other more
polluting energy sources.
18
GGL sale revenue grew by 27% over financial year basis in 2010 driven by NCG
volume. Total volume of CNG solution in lakh kg was 249.56 in the year 2010 as against
221.37 lakh kg in 2009.
The profit after tax margin also increased from 12.32% in 2009 to 13.40% in 2010 lead
by improved EBIDTA margin.
Total fixed asset grew by 20.50% in 2010 as company implemented the steel grid and
established city gas stations both in Agra and Lucknow.
There was secured debt in company’s balance sheet amounting to Rs.26.98 crore.
120000000
100000000
80000000
60000000
40000000
20000000
0
2007-08 2008-09 2009-10 2010-11
Graph showing profit achieved by GGL during the last 3 years and the expected profit of 14% of the
sales based on the number of vehicles being converted to CNG by the end of the financial year 2010-11
ORGANISATIONAL STRUCTURE
19
SWOT ANALYSIS
20
STRENGTHS WEAKNESS
• Green Gas Limited is the merger of • Being a government sector undertaking
IOCL and GAIL so good brains of both employees are lethargic towards work.
the company are working together to
• A huge number of employees are on
create a difference in the society. contract basis or they are on deputation
from either GAIL or IOCL so they do not
• The concept of providing Pipeline
give there 100% in the job.
Natural Gas is good concept so that
fraud in LPG can be avoided and by
providing Compressed Natural Gas
consumption of ignition by automobiles
is reduced.
OPPORTUNITIES THREATS
• Major opportunity with the company is • Major threat to the organization is
that in Lucknow there is no provision ADANI Brothers.
for Pipeline Natural Gas (PNG) so the
company can establish themselves well • Cost of developing infrastructure for
in the market. Pipeline Natural Gas is very high and
company being new is facing problem
• Due to shortage of fuel to occur in near of finance.
future automobiles made are CNG
driven this is also prove advantageous
to the company in increasing there
market share.
21
PROPOSED
HR POLICIES
H R POLICIES
PAY SCALE:-
22
Sr. Officer M-1 11000/- to 15000/-
# Directors
DEPUTATION:-
Increment shall be on the basis of performance ranging from 5 to 15%as in CUGL and on
satisfactory performance officer shall be given in the recommended by controlling officer
and approved by competent authority.
However the limits of the employees getting increment will remain in each category
mentioned below:-
23
PERCENTAGE OF PERFORMANCE INCREMENT MAXIMUM
MARKS PERCENTAGE OF
EMPLOYEES TO
BE AWARDED IN
EACH YEAR
• Provided to such officers who reside at place other than place provided by the
company due to lack of proper facilities.
• If the officer has not retained the family other than the place of posting in case of
transfer
• House rent allowance will be paid to employee on the basis of type of residing
city which is given as follows:-
• Where both husband and wife are employees of the Company and posted at the
same station, then either husband or wife can demand for company leased
accommodation. HRA will not be admissible to the spouse. But incase of any
shortfall in rent then the spouse can demand for the balance amount from the
company.
25
TRANSPORT SUBSIDY
• All regular employees of the Company who are not in receipt of reimbursement of
monthly conveyance expenditure or are not provided with Company transport are
eligible for Transport Subsidy.
• Employees are entitled for transport subsidy according to there grade:-
GRADE RATE
M5 2000
M4 2000
M3 1900
M2 1700
M1 1200
M0 1000
TRAVEL/DAILY ALLOWANCES:-
TRAVEL ALLOWANCES:
Mode of travels
26
Employees on official tour shall be entitled to undertake travel locally from/ to
airport/railway station/ bus terminus from the place of stay/hotel/g/h/central place or the
destination of business interest as per the following:- o rickshaw
MD/DC, whole time directors shall be provided with company car (Honda city/sx4 )
subject to the declaration that no conveyance maintenance charges or equivalent is
availed from parent company or GREEN GAS LIMITED.GREEN GAS LIMITED will
also bear expenses on driver salary and running and maintenance of the vehicle as per
parent company sales.
TRANSFER BENEFITS
27
The above given days will be calculated excluding Sundays and including any
holidays for festivals.
• TRAVEL ENTITLEMENT
Travel reimbursement is given on the basis of designation of employees on the
organization this division is given below:-
• TRANSFER GRANT
One month’s pay plus Dearness Allowance of the employee shall be paid.
BY RAIL
Rs. 1786/- & above 6000 Kgs (full four wheeler wagon by goods train/two
railway containers)
Pay Range Phase connected by Road only / Local Charges A/B Class
Other Cities Rate Per Kilometer (i) (ii) (iii)
Rs. 1426/- & above but less than Rs. 1786/- for Rs. 3.75 Rs. 2.25
• SCHOOL ADMISSION
Certain extra amount is paid to employee for admission of their children in
various institutes these provisions are as follows:-
• SALARY ADVANCE
When an employee shifts to a new location then to help him to settle down
properly company provides employee with advance salary.
29
• TRANSFER BENEFITS ON REQUEST
Employee personally demands for his transfer then benefits will be provided on
the basis of number of years served by him on that place of posting.
OTHER BENEFITS
• PROJECT ALLOWANCE
10% of basic pay till the duration of project payable from the date of approval of
project or date of joining the project whichever is earlier.
• SHIFT ALLOWANCE
Shifts grade M1&M0 grade M2
&above
(10:00p.m. onwards)
30
occasion of his/her legal marriage.
ELIGIBILITY
ENTITLEMENT
GENERAL
This will be payable on behalf of the company on the occasion of legal marriage
of the employee and no on other occasion. It will be sanctioned only once during
his/her employment with the company. An A/C payee Cheque of the company
may be presented to the employee concerned by the senior-most officer on behalf
of the all employees.
Marriage Gift is admissible only once during the entire service of the employee
with the Company.
LEAVES
be admissible to employees:-
31
(a) Casual Leave
(I) Casual Leave upto a maximum of 12 days in each calendar year shall be
admissible to cover the casual absence of an employee for personal
reasons.
(ii) Casual Leave can be availed for half day also. If half day’s Casual Leave
is availed, the lunch interval will be taken as the dividing line.
(iii) Such Leave shall be treated as duty for all purposes like fixation of pay,
grant of increment and payment of salary.
(iv) Casual Leave cannot be combined with any other type of Leave and the
period of Casual Leave immediately preceding or following any other type
of leave shall have to be applied for by the employee for conversion into
any other kind of leave.
32
(vi) Employees who have joined GGL on first appointment during the calendar
year will be allowed Casual Leave on pro-rata basis i.e. 1 (one) day Casual
Leave for each month.
EXPLANATION
Sundays, holiday and any other weekly off days falling before, after or
within the period of casual Leave shall not counted as part of the Casual
Leave.
An employee, who has completed at least one year’s service may be ranted
Special Casual Leave for the following reasons in a calendar year subject to the
conditions prescribed therefore.
iv. 1 day for donation of blood for the day of donation up to a maximum of 30
days in a calendar year where such employee donates blood on a working
day.
vi. For actual days (s) of examination(s) under the Hindi Teaching Scheme
ofthe Govt. of India.
33
c) EARNED LEAVE (E.L.)
EXPLANATION
ii) Any fraction of Earned Leave of one half or more will be treated as one
day and less than one half will be ignored.
v) Seventy Five per cent (75%) of the Earned Leave standing to the credit of
an employee can be en-cashed at any time either fully or partly in
multiples of 5, subject to minimum of 5 days and maximum of 90 days at
a time.
viii) Performa for availing Earned Leave and encashment of Earned Leave are
annexed.
ix) During the period of Earned Leave, an employee will be entitled to basic
pay and other allowances e.g. D.A./H.R.A./C.C.A/Project Allowance as
admissible.
xiii) Pay, D.A. any other relief allowed from time to time and treated as pay
shall count for encashment of Earned Leave.
iii) If an employee absents from duty, without prejudice to any other action
contemplated, the Competent Authority may treat the period of absence as
EOL.
v) For study purposes, EOL may be granted to an employee for a period not
exceeding 24 months under following conditions:-
NOTE:
Requests of employees for EOL for higher studies should be considered with the
prior approval of the Corporate Office. This will be guided by the following
factors:
c) Though such leave can be for any kind of higher studies related to the
fields of the employees as at (a) above but ordinarily the same will be
considered for Post Graduate or Doctorate qualifications
37
g) The duration of leave will be coterminous with the duration of course of
study and shall not ordinarily be extended beyond two years.
vi) Extra Ordinary Leave can be combined with any other kind of leave
except Casual Leave and Special Casual Leave.
e) MATERNITY LEAVE
ii) Maternity Leave not exceeding six weeks may also be granted on the
recommendations of the Medical Officer in case of miscarriage including
abortion.
iii) Maternity Leave may be combined with leave of any kind including
Commuted Leave but excluding Casual/Special Casual Leave, upto a
maximum of 60 days, if the employee so desires, without production of
Medical certificate.
iv) Any other type of leave, as may be admissible, may also be granted in
continuation of Maternity Leave in case of illness of a newly born child
subject to the employee producing medical certificate to the effect that the
condition of the ailing infant warrants the mother’s personal attention and
her presence by the infant’s side is absolutely necessary.
38
NOTES:-
• COMBINATION OF LEAVE
Except where it is expressly provided otherwise in these rules, any kind of leave
permissible under these rules may be granted in combination with or in
continuation of another type of leave permissible hereunder.
• LEAVE ACCOUNT
A leave account showing the various types of leave due and the leave availed
shall be maintained in such form as may be prescribed and the balance at credit
shall be worked out therein on each occasion leave is granted.
ii) A Sunday or Holiday falling between the first and the last day of any
leave period (other than Casual Leave) shall count as part of that leave.
39
• PRIOR SANCTION OF LEAVE
An employee shall not proceed on leave without prior sanction from the
Competent Authority. He shall state the reasons for the leave applied for and his
leave address. Except in emergencies, applications for leave for a periods up to 3
days shall be made one day in advance and for leave of more than 3 days at least 7
days in advance of the date from which the leave is required.
ii) Advance should be restricted to the net amount of pay or leave salary
which would have been otherwise admissible to the employee.
ii) If the competent authority is of the opinion that the Medical Certificate
produced by an employee is not sufficient or has reasons to believe that
the same does not appear genuine, he may refer such employee to a Civil
Surgeon, Standing Medical Board or Authorized Doctor of the Company
for a second medical opinion. And if, in terms of second medical opinion,
the employee is fit to resume duty, he shall join forthwith failing which the
employee shall face disciplinary proceedings for the misconduct as per
rules and treated as unauthorized absent.
41
• ACTUAL TRAVEL FACILITY
LTC is given to all regular employees of GREEN GAS LIMITED. On the trip
employee can take along with him his spouse and 2 children. Children can include
major son, daughter, married daughter, widowed daughter (as long as living with
them).
If both husband and wife are government employees then either of the two can
claim for this facility and the other spouse has to furnish a certificate showing he
or she has not availed the facility.
• HIRING ACCOMODATION
Reimbursement paid to employees for 10 nights.
• OUTSIDE INDIA
Employees above grade M4 are provided with facility to visit outside INDIA at
alternative block of 2 years.
• ENCASHMENT
GRADE AMOUNT
Above M2 7848/-
Below M2 4618/-
43
CHILDREN EDUCATION FUND
• To regular/ deputationist employee age limit should be less than 30 year who are
wholly dependent, unemployed, unmarried doing course for a recognized
institute.
• Not given for students perusing Ph.d
• Either husband or wife will be given educational assistance whether working in 1
office or working in different office.
• Children in Nursery, Lower KG, and Senior KG will be paid educational
allowance even on unauthorized school.
• Hostel subsidy 1500/-p.m. per child or even private hired accommodation due to
non availability of hostel facility. This is applicable whether student is perusing a
professional or non-professional.
• Journey fare restricted to 2nd class rail fare from the shortest route twice in a year.
• For physically/ mentally handicapped children subsidy is provided even for
unrecognized school up to class and 12th.
• The company also provides students scholarships on the basis of their
performance in various standards:
COURSE 60% 70% 80% 90%
PROVIDENT FUND
44
• According to government EMPLOYEE PENSION SCHEME 1995
• Any employee of the organization can become a member of pension scheme.
All employees joined after 16/11/1995 is by default members of FAMILY
PENSION SCHEME 1971
GRATUITY
45
GREEN GAS LIMITED is operated in association with L.I.C and it provides twin
benefits of risk coverage and savings. This is contributing scheme.
The amount of monthly contribution and risk coverage for different groups are under:-
Employees are covered under LIC’s group saving linked insurance double accident
scheme. This is on additional insurance coverage against accident. The insurance amount
under additional coverage is equal to the amount covered under GS and premium is
payable by the cooperation.
In other words, the benefits will be double in case of an accident.About 1/3 rd amount of
the monthly contribution is paid towards premium (risk coverage) and the balance
amount goes into saving account on which 8% of simple interest (current rate of interest)
is paid by L.I.C. In case of death of employee the dependent of the deceased employee
will receive the insured amount and in case of superannuation the saving portions of the
amount along with the interest accrued thereon will be paid to the employee within 2
months from the date of superannuation.
MEDICAL RULES:-
46
Medical is reimbursable on production of medical bills. However in case of any
employee does not submit medical bills upto 15000/- in one year, balance shall be paid
after deduction of applicable income tax.
Company shall take medi-claim policy for all eligible employees covering self, spouse
and two dependent children.
Gm M-5 3000
# In case of any the director(S) is allowed family retention by the respective parent
company at a place other than a place of posting, the landline phn/broadband at the
47
address of the family retention shall be reimbursed entitlement limit will be calculated
and reimbursed by finance department on quarterly basis.
CLUB MEMBERSHIP
48
All officers are eligible new officer after completing training car for furniture.
Deputationist are entitled with facility of HOME DESK TOP PC
M0 40000 55
M1 50000 60
M2 75000 70
M3 115000 85
M4 140000 90
M5 150000 100
(i) A “home desk –top scheme” the overall existing scheme for
furniture or household with objective of promoting.
(ii) I T within Indian oil family with context of MANTHAN
Project
(iii) Facilitating work at home.
49
Small family norms are applicable to employee’s spouse two children joined after
1/7/88.
• LTC
• Medical benefits
• Transfer benefits transfer allowance daily allowance
• Incentive for family planning
• Any other family related benefits
INTRODUCTION
However, it is with a view to provide a machinery for proper and speedy redressal of
employees' grievances that a formal time bound Grievance Redressal Scheme / Procedure
has been evolved. The employees are expected to follow this procedure in seeking
redressal of their grievances pertaining to the matters covered by this Scheme.
APPLICABILITY
The Scheme will cover all employees of GGL except the following:-
OBJECTIVES
50
The objective of the Grievance Redressal Procedure is to provide an easily accessible
machinery for settlement of grievances and to adopt measures as would ensure
expeditious settlement of grievances of staff and officers leading to increased satisfaction
on the job and resulting in improved productivity and efficiency of the organization.
SCOPE
A grievance for the purpose of this Scheme would only mean a grievance relating to any
individual employee arising out of the implementation of Company policies / Rules or
Management decision. It can include matters relating to leave, increment, non-extension
of benefit under the Rules, interpretation of Service Rules etc. of an individual nature.
The grievances pertaining to or arising out of the following shall not come under the
purview of the Grievance Procedure:
c) Cases relating to disciplinary matters (since such a grievance will be dealt with, in
terms of the provisions of the GAIL Employees (Conduct, Discipline & Appeal)
Rules.
If the grievance arises out of an order issued by the Management, the said order shall first
be complied with before an employee takes recourse to the grievance procedure. If,
however, there is a long time lag between the issue of the order and the date of
enforcement, the grievance procedure may be involved but orders must, nevertheless, be
complied within the date of enforcement.
PROCEDURE
51
Subject to the provisions herein contained, individual grievances of employees shall be
processed and dealt with in the following manner:
STAGE - I
i. An aggrieved employee may in the first instance meet his immediate superior
officer and present the grievance orally to him within 7 (seven) days of the
occurrence of the grievance. The immediate superior officer will give a personal
hearing and try to resolve the grievance(s) at his level within 7 (seven) days.
ii. In case the employee is not satisfied or he does not get an audience with his
superior officer within the prescribed time, he can present the grievance in the
prescribed form (Form - I) to his Sectional Head within 7 days. The Sectional
Head shall give a personal hearing to the aggrieved employee and discuss with
him the grievance in detail, and give a reply within 7 days of receipt of the
grievance.
STAGE - II
i. In case the employee is not satisfied with the decision communicated to him at
Stage-I or fails to receive a reply within stipulated period, he may submit his
grievance within a period of 15 days to the Head of Department in the prescribed
form (Form II) for the latter's consideration. The Head of the Department may, if
he so desires, personally discuss the grievance with the Sectional Head or with
other senior officials or the aggrieved employee before giving his final decision.
Similarly, the aggrieved employee, if he so desires, may seek personal interview
with the Head of the Department to explain his case.
ii. The aggrieved employee will be replied to within 30 days of receipt of his
grievance at Stage - II.
STAGE - III
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If the employee is not satisfied of fails to get a reply within the stipulated period at
STAGE- II, he may present his grievance for consideration at STAGE- III in the
prescribed Performa (Form - III) within a period of one month. At this stage the
grievance will be referred to the 'Grievance Committee’ to be constituted by the
respective General Manager/Dy. General Manager for the Projects / Offices and by the
Director (Personnel) for Corporate Office. The committee will consist of the following:-
Provided further that the Committee may call the aggrieved employee in its meeting for a
personal hearing where considered necessary or where the aggrieved employee so
requests.
Appeal
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In case the employee still remains dissatisfied with the decision of the Grievance
Committee or even with the decision of the General manager, he may appeal to Director
(HR)/CMD within a period of 10 days from the date of receipt of the decision from the
Grievance Committee. The decision of Director (HR).CMD will be communicated to the
aggrieved employee within a month of the receipt of his appeal and this decision shall be
final and binding on the aggrieved employee and the Management.
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LITERATURE SURVEY
PERFORMANCE APPRAISAL
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Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit
pay increases, bonuses, and promotions.
CHARACTERISTICS
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1. Performance Appraisal is a process.
3. It is scientific and objective study. Formal procedures are used in the study.
Performance appraisal system can serve the following purposes if designed properly
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• Help each employee to understand more and more about his role and become
clear about his functions.
• Helps each employee to understand his own strengths and weaknesses with
respect to his role and functions of the company.
• Provides an opportunity to the employees for self reflection and individual goal
Setting
The main methods of performance appraisal are described below in brief manner:
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• Ranking method
This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his
work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of
other factors that vary with the job but usually include personal traits like reliability and
cooperation. It may also include specific performance items like oral and written
communication.
RANKING METHOD
For comparative purposes, particularly when it is necessary to compare people who work
for different supervisors, individual statements, ratings, or appraisal forms are not
particularly useful. Instead, it is necessary to recognize that comparisons involve an
overall subjective judgment to which a host of additional facts and impressions must
somehow be added. There is no single form or way to do this.
The two most effective methods are alternation ranking and paired comparison ranking.
1. “Alternation ranking”:
Ranking of employees from best to worst on a trait or traits is another method for
evaluating employees. Since it is usually easier to distinguish between the worst and the
best employees than to rank them, an alternation ranking method is most popular. Here
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subordinates to be rated are listed and the names of those not well enough to rank are
crossed. Then on a form as shown below, the employee who is highest on the
characteristic being measured and the one who is the lowest are indicated. Then chose the
next highest and the next lowest, alternating between highest and lowest until all the
employees to be rated have been ranked.
2. “Paired-comparison ranking”:
This technique is probably just as accurate as alternation ranking and might be more so.
But with large numbers of employees it becomes extremely time consuming and
cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when
two or more people are asked to make independent rankings of the same work group and
their lists are averaged), are among the best available for generating valid order-of-merit
rankings for salary administration purposes.
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high
standards, employees in some organizations are being asked to set - or help set - their
own performance goals. Within the past five or six years, MBO has become something of
a fad and is so familiar to most managers that I will not dwell on it here.
Many firms have expanded the idea of upward feedback into what the call 360-degree
feedback. The feedback is generally used for training and development, rather than for
pay increases.
Most 360 Degree Feedback system contains several common features. Appropriate
parties – peers, supervisors, subordinates and customers, for instance – complete survey,
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questionnaires on an individual. 360 degree feedback is also known as the multi-rater
feedback, whereby ratings are not given just by the next manager up in the organizational
hierarchy, but also by peers and subordinates. Appropriates customer ratings are also
included, along with the element of self appraisal. Once gathered in, the assessment from
the various quarters are compared with one another and the results communicated to the
manager concerned.
• Coworkers – 40%
• Subordinates - 20%
• Superior - 40%
BENEFITS OF APPRAISAL
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily
working life, it offers a rare chance for a supervisor and subordinate to have "time out"
for a one-on-one discussion of important work issues that might not otherwise be
addressed.
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Performance appraisal can have a profound effect on levels of employee motivation
and satisfaction - for better as well as for worse.
Performance appraisal provides employees with recognition for their work efforts.
The power of social recognition as an incentive has been long noted. In fact, there is
evidence that human beings will even prefer negative recognition in preference to no
recognition at all.
Performance appraisal offers an excellent opportunity - perhaps the best that will ever
occur - for a supervisor and subordinate to recognize and agree upon training of
individuals for improvement of performance.
From the point of view of the organization as a whole, consolidated appraisal data can
form a picture of the overall demand for training. This data may be analysed by
variables such as sex, department, etc. In this respect, performance appraisal can
provide a regular and efficient training needs audit for the entire organization.
Appraisal data can be used to monitor the success of the organization's recruitment
and induction practices. For example, how well are the employees performing who
were hired in the past two years?
Appraisal data can also be used to monitor the effectiveness of changes in recruitment
strategies. By following the yearly data related to new hires (and given sufficient
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numbers on which to base the analysis) it is possible to assess whether the general
quality of the workforce is improving, staying steady, or declining.
• EMPLOYEE EVALUATION:
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since
evaluative and developmental priorities appear to frequently clash. Yet its most basic
level, performance appraisal is the process of examining and evaluating the
performance of an individual.
Though organizations have a clear right - some would say a duty - to conduct such
evaluations of performance, many still recoil from the idea. To them, the explicit
process of judgment can be dehumanizing and demoralizing and a source of anxiety
and distress to employees.
COMMON MISTAKES
Where performance appraisal fails to work as well as it should, lack of support from the
top levels of management is often cited as a major contributing reason.
It is crucial that top management believe in the value of appraisal and express their
visible commitment to it. Top managers are powerful role models for other managers
and employees.
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• FEAR OF FAILURE
There is a stubborn suspicion among many appraisers that a poor appraisal result tends
to reflect badly upon them also, since they are usually the employee's supervisor. Many
appraisers have a vested interest in making their subordinates "look good" on paper.
When this problem exists (and it can be found in many organizations), it may point
to a problem in the organization culture. The cause may be a culture that is
intolerant of failure. In other words, appraisers may fear the possibility of
repercussions - both for themselves and appraise.
• JUDGEMENT VERSION
• FEEDBACK-SEEKING
It occurs where a poor performing employee regularly seeks informal praise from his
or her supervisor at inappropriate moments.
The aim of the game is that the feedback- seeker wants to deflect responsibility for
their own poor performance. They also seek to bolster their appraisal rating by
bringing in all the "evidence" of casual praise. Very often the feedback seeker will
succeed in making the supervisor feel at least partly responsible. As a result, their
appraisal result may be upgraded.
• APPRAISER PREPARTION
The bane of any performance appraisal system is the appraiser who wants to "play it by
ear". Such attitudes should be actively discouraged by stressing the importance and
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technical challenge of good performance appraisal. Perhaps drawing their attention to the
contents of this web site, for example, may see theoretical issues that must be considered
see the critical issues that must be considered.
• EMPLOYEE PARTICIPATION
Employees should participate with their supervisors in the creation of their own
performance goals and development plans. Mutual agreement is a key to success. A
plan wherein the employee feels some degree of ownership is more likely to be
accepted than one that is imposed. This does not mean that employees do not desire
guidance from their supervisor; indeed they very much do.
• PERFORMANCE MANAGEMENT
One of the most common mistakes in the practice of performance appraisal is to
perceive appraisal as an isolated event rather than an ongoing process.
Employees generally require more feedback, and more frequently, than can be
provided in an annual appraisal. While it may not be necessary to conduct full
appraisal sessions more than once or twice a year, performance management should
be viewed as an ongoing process.
In this case, the organization may need to review the priorities and values that it has
instilled in its supervisory ranks. After all, supervisors who haven't got time to
monitor and facilitate the performance of their subordinates are like chefs who
haven't got time to cook, or dentists who are too busy to look at teeth.
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TECHNIQUE OF PERFORMANCE APPRAISAL USED IN
The performance appraisal in the company is done in the form of 5-POINT RATING
METHOD and ESSAY METHOD the employee as well as DESCRIPTION of the
activities are described.
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2. Input of information sources
3. Process of ranking
• The scaled comparison asks a rater or evaluator to compare the performance of two
individuals.
• Continue comparison to other two employees.
• Total points to each employee.
• Give point to employee, for example: A is Slightly better – 4 points so that B is Slightly
worst – 2 points.
• External and internal factors which facilitates working of the employee in the
organization.
Further the reporting officer provides feedback regarding various accomplishment of the
officer. He provides the information about:
• Where the employee has not performed upto the mark or has missed out
something.
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The employee is provided feedback on above criteria and his training and development
requirements are analysed.
RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the problem .For this purpose,
Objectives (research problem) should be clearly defined. Finally, the data is collected in
order to meet the objectives of research problem.
WHAT IS RESEARCH-
OBJECTIVES OF RESEARCH-
DESCRIPTIVE RESEARCH:
This type of research design is rigid in nature. It understands problems creates findings
and produces a report for it. In this the researcher must be able to define clearly what he
wants to measure and must find adequate method for measuring it with clear definition of
population he wants to measure.
The main aim is to obtain complete and accurate information. The research design must
provide provision for protection against biasness and maximize reliability.
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SAMPLE DESIGN:
SAMPLE SIZE : 20
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DATA COLLECTION TOOL : Questionnaire
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 75% employees are fully satisfied
with the performance appraisal technique used in the organisation, 20% employees are
partially satisfied and 5% wmployees are not satisfied with the technique used.
Non-monetary 2 10% 10
Both 6 30% 40
Certificates/word of 12 60% 60
appreciation
total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 60% employees for certificates as
their reward of good performance in the organisation, 40% employees are motivated with
both monetary nad non-monetary rewards and 10% wmployees are motivated with non-
monetary rewards.
3– What does appraiser mostly point out at the time of performance appraisal?
total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 60% employees say that with the
performance appraisal technique used in the organisation tells them about their strengths,
25% employees say that it shows their weakness and 15% employees the technique hows
both their aspects.
Superior 8 40% 40
Subordinates 5 25% 85
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 60% employees think that
superior should appraise them, 25% employees think that subordinates should appraise
them and15% employees tink that all of them subordinates,superior and peer should
appraise them.
5 – Do you think that there is gender biasness while appraising performance in your
organization?
Yes 5 25% 25
No 15 75% 100
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 25% employees think that there
is gender biasness in the organisation and 75% employees think that there is no gender
biasness in their organisation.
6– Are you provided with proper training facility to improve your performance?
Yes 17 85% 85
No 3 15% 15
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 85% employees say that yes they
are provided with proper training facility, and 15% employees think that they are not
provided with proper traning facility in the organisation.
Yes 15 75% 75
No 5 25% 25
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 75% employees say that through
performance appraisal their relation with their employer has improved and 25%
employees say that their relation with their employer is not strengthened by performance
appraisal.
Yearly 8 40% 40
Quarterly 5 25% 25
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 40% employees say that the cycle
of performane appraisal should be yearly, 35% employees say that the cycle should be
half yearly and 25% employees say that the cycle of performance appraisal should be
quaterly.
Inspiring 6 30% 30
Worthwhile 4 20% 50
Total
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 30% employees say that their last
performance appraisal was inspiring,20% employees said that their performance appraisal
was worthwhile and 50% employees said not applicable.
10 – Do you think both positive and negative feedback are shared in same manner by
appraise?
Yes 17 85% 85
No 3 15% 15
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 85% employees say that yes both
positive and negative feedback are shared in the same manner and 15% employees say
that no both feedback are not shatred in same manner.
11- Do you think proper communication between superior and subordinate after
performance appraisal is:-
Essential 7 35% 85
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 40% employees say that proper
communication between superior and subordiante is highly essential, 10% employees say
that communication is less essential, 35% employees say that communication is essential
and 15% employees said that no communication is required.
No 0 0% 100
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 100% employees said that yes
performance appraisal is essential to improve upon their skills.
Perfect 10 50% 50
Satisfactory 9 45% 95
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 50% employees said that the
work done by them is perfect, 45% employees said that work done by them is
satisfactory, 5% employees said that work done by them is not up to the mark.
Unskilled 0 0% 70
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 60% employees said that their
subordinates are highly skilled, 10% employees said that their subordinates are less
skilled and for 30 % employees this question was not applicable as they do not have
subordinates under them.
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 15% employees said that reward
and recognition is done on basis of knowledge and expertise present with the employees,
10% employees said that reward and recognition is done on basis of confidence and
performance and 75% employees said that it done on the basis of both.
Good 17 85% 85
Bad 0 0% 100
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 85% employees think that 360
degree performance appraisal technique is good, 15% think that it is an average
technique.
17 – Do you think 360 degree performance appraisal system should be applied in this
organization?
Yes 15 75% 75
No 5 25% 25
Total 20 100%
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 75% employees think that 360
degree performance appraisal technique is required in this organisation but 15%
employees think that it is not required in this organisation.
Options
Face to face
appraisal
Written appraisal
Both
Total
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INTERPRETATION:
It is found that out of 20 employees in the organisation, 15% employees think that face to
face manner of performance appraisal should be used, 50% employees think that written
technique should be used and 35% employees think that both techniques should be used
equally.
FINDINGS
Questionnaire is used for the analysis and findings of my report; this is related with
PERFORMANCE APPRAISAL TECHNIQUE in the GREEN GAS LIMITED,
Lucknow.
For the purpose there are 18 questions in my questionnaire which are analyzed on the
basis of PERFORMANCE APPRAISAL TECHNIQUE of GREEN GAS LIMITED.
Analysis is done on percentage basis, which is also represented on the pictorial form on
the pie diagrams.
Questions related to study are as follows with their respective conclusion in mathematical
and pictorial form. My all question in questionnaire which are directly and indirectly
related to analyzing the Performance appraisal technique. In short mostly people are
satisfied with their company Performance appraisal policy.
Employees are satisfied with the recruitment procedure in GGL. In this case 75% are
strongly satisfied with Performance appraisal technique in GGL, 20% are partially
satisfy, 5% are dissatisfied.
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In the organization there are many employees who are either new to the organization or
are appointed on contractual basis therefore these employees have not undergone there
performance appraisal yet. Due to this reason 50% employees were not able to comment
on their last performance appraisal.
Employees of the organization think that 360 degree technique of performance appraisal
is good for their company.
The employees are also satisfied with the training provided to them in the organization
85% employees are happy with the training provided to them.
It is found in the organization that cycle of appraisal is annually. The employees also have a
very good working experience in the organization. It is beneficial program for both employee
and the organization
CONCLUSION
Every activity has a purpose or an objective behind it. This project has helped me in
gaining experience and acquiring certain knowledge about the company. The working
environment in GREEN GAS LIMITED, Lucknow, is very congenial and healthy. The
participation of employees in management and labor-management is satisfactory.
Through the questionnaire it was found that promotions were and known to most of the
top and senior management while middle and lower management were a bit not clear
about it. This could be attributed to the fact that senior and top management were more
involved in decision making and policy formulation than are the middle and lower
management.
After analyzing the questionnaire it can be concluded that the company has yet to do
major amount of work to accomplish the performance appraisal technique to the fullest.
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The company is genuinely interested in improving the efficiency and utility of
performance appraisal to succeed in growing environment. They think that Performance
appraisal is an essential part and a matter of great concern for the company. The study
intends to focus on the points like different training program and various motivation
factor which should be provided to the employees for improvement of their
performance. It is also an effort to help the organization in identifying its areas of
strength, weaknesses, threat and opportunities.
LIMITATIONS
3. The required feedback is not provided to the subordinates from time to time. The
appraisals are conducted at fixed intervals. The organization believes in using
appraisal for rewarding and increments.
4. There was a neither formal nor informal discussion on job specification and tasks
to be accomplished for various departments.
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6. The interpersonal relations and personal biases i.e. liking and disliking influence
the appraisals in the organization.
RECOMMENDATIONS
1. The company should try to avoid employee resistance, which is associated with
change worlds true change follows instance. This for all kinds of systems be it
Performance Appraisal.
3. More stress relieving packages should be offered to the mentally stressed staff.
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5. Performance appraisal should after at proper span of time.
Name of ____________________________________________________________
Employee
Designation ____________________________________________________________
Group ____________________________________________________________
Principal ____________________________________________________________
Evaluator
Wor k Pl anni ng
Communication
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Risk Taking
Resourcefulness
Strategic thinking
Team Work
Managerial Proficiency
Integrity
Date : Date:
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Drive Ratings
( Excellent, Very Good, Good, Average, Below average, NIL )
SELF EVAL
Dedication
Responsibility
Initiative
Vision
Enthusiasm
Technical Skills
( To be filled by principal evaluator, as required for the group)
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Signature of Candidate Signature of Evaluator
Date : Date:
Appraisal History
Date of appraisal Last Designation Last Salary (in Rs.)
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From Date : _____________________________________
Date: Date:
BIBLIOGRAPHY
99
BIBLIOGRAPHY
BOOKS
INTERNET
• http:\\www.google.com
• http:\\www.scribd.com
• http:\\www.citehr.com
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ANNEXURE
101
QUESTIONNAIRE ON PERFORMANCE APPRAISAL
SAMPLE QUESTIONNANIRE
b) Partially satisfied
c) Not satisfied
a) Non-monetary
b) Both
c) certificates
3– What does appraiser mostly point out at the time of performance appraisal?
a) Your Strength
b) Your weakness
c) Both
a) Superior
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b) Peer and subordinate
c) Subordinates
d) All
5 – Do you think that there is gender biasness while appraising performance in your
organization?
a) Yes
b) No
6 – Are you provided with proper training facility to improve your performance?
a) Yes
b) No
a) Yes
b) No
a) Yearly
b) Half yearly
c) Quarterly
a) Inspiring
b) Worthwhile
c) None
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10 – Do you think both positive and negative feedback are shared in same manner by
appraise?
a) Yes
b) No
11- Do you think proper communication between superior and subordinate after
performance appraisal is
a) Highly essential
b) Less essential
c) essential
d) Not required
a) Yes
b) No
a) Perfect
b) Satisfactory
a) Highly skilled
b) Less skilled
c) Unskilled
c) Both a and b
a) Good
b) Average
c) Bad
17 – Do you think 360 degree performance appraisal system should be applied in this
organization?
a) Yes
b) No
b) Written appraisal
c) Both
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