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CHAPTER I

INTRODUCTION

Once the employee has been selected, trained and motivated, he is then appraised

for his performance. Performance appraisal is the step where the management finds out

how effective it has been at hiring and placing employees. If any problems are identified,

steps are taken to communicate with the employee and to remedy them. A Performance

appraisal is a process of evaluating an employees performance of a job in terms of its

requirements. Heyel observes; It is the process of evaluating the performance and

qualification s of the employees in terms of the requirements of the job for which he is

employed , for purposes of administration including placement, selection for promotions,

providing financial rewards and other actions which require differential treatment among

the members of a group as distinguished from actions affecting all members equally

others regard it as a Process of estimating or judging the value, excellence, qualities or

status of some object, person or thing. Individually and collectively, it is a part of all the

other staffing processes, viz., recruitment, selection, placement and indoctrination.

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STATEMENT OF THE RESEARCH PROBLEMS

There is no consensus among the assessors on the factors that should be given

priority in evaluating the performance of the subordinates. For example; some may give

weight age for the quantum of work done while others way consider only the quality of

work even if the quantum of work done is below the expected level.

Some superiors have tendency to certify all their subordinates as very efficient

while others may be very strict in their evaluation and may certify even a very efficient

subordinate as just average. There are still others who give average ratings to all with a

view to be non-committal.

The personal likes and dislikes of the superior also affect employee appraisal. If a

superior does not personally like a subordinate, he may deliberately give him low ratings

on the other hand; if he likes another subordinate he may give him high ratings.

Another problem in performance appraisal is that there is always scope for

favoritism and nepotism. Factors such as religion, caste, mother tongue etc., influence

employee ratings. Discrimination based on sex is also common.

Such qualities of employees as attitude, commitment, loyalty, dependability etc.,

cannot be objectively measured. The subjectivity in their measurement also distorts

results.

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IMPORTANCE OF THE STUDY

Performance appraisal has been considered as a most significant and

indispensable tool for an organization, for the information is provides is highly useful in

making decisions regarding various personal aspects such as promotions and merit

increases. Performance measures also link information gathering and decision- making

processes which provide a basis for judging the effectiveness of personnel sub- divisions

such as recruiting, selection. Training and compensation. Accurate information plays a

vital role in the organization as a whole. They help pinpoint weak areas in the primary

systems. It is easier for managers to see which employees need training or counselling,

because jobs are grouped by categories. These categories can be broken into smaller and

smaller groups, if necessary. If valid performance data are available timely, accurate,

objective, standardized and relevant, management can maintain consistent promotion and

compensation policies throughout the total system.

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OBJECTIVES OF THE STUDY

To study on methods of evaluation encourages the employees to perform better.

To study on whether the organization provides a reliable index for promotions and

transfers to positions of greater responsibilities.

To know whether the organization maintains individual and group development

by informing the employee of his performance standard.

To study on whether the organization identifies the training needs and evaluate

effectiveness of training programmes.

To know the organizational effectiveness of the performance evaluation system

which is practiced in BHEL?

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LIMITATIONS

Researcher was not allowed to ask most touching questions which easily affected

employees

Short period of time the researcher has got to do his project work

The Researchers sample size is only 100 so he could not have collected more

information from the employees.

Some employees were afraid to give information

Since all the employees were not available during the day shift the Researcher

took accidental sampling.

Questionnaire collection was so difficult when I took survey in Bharat Heavy

Electricals Ltd.

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CHAPTER II

COMPANY PROFILE

INTRODUCTION

Bharat Heavy Electricals Limited (BHEL), established in 1953, is one of leading

power generation equipment manufacturers in the world. BHEL has 14 manufacturing

units, 13 Regional Operation Divisions and more than hundred "service-at-sites" facilities

spread all over India. BHEL offers comprehensive service to its customers in

Conventional and Non-Conventional Energy, Industry, Transportation,

Telecommunication and Oil sectors. BHEL has also bagged export orders from 40

countries around the world.

The High Pressure Boiler Plant of the Bharat Heavy Electricals Limited was setup in

1963 for the manufacture of High Pressure Boilers. The plant achieved its full annual

capacity to design manufacture and supply high pressure boiler equipment upto 4000

MW in 1984 with boiler unit ratings upto 500 MW.

BHEL, Tiruchi has over the years seen formidable growth in capacity, capability,

turnover and profitability. Product diversification has resulted in the development of new

products enabling BHEL to absorb modern technologies. Such innovations result in

continuous updation of manufacturing facilities to serve the customers in a more

comprehensive way and for improving quality and productivity.

BHEL, Tiruchi has added to its High Pressure Boiler Plant (HPBP), aSeamless Steel

Tube Plant (SSTP) at Tiruchirappalli (adjacent to the HPBP), a Boiler Auxiliaries

Plant (BAP) at Ranipet (in the state of Tamil Nadu), a Piping Centre (PC) at Chennai inTamil Nadu and an Industrial Valve Plant (IVP) at Goindwal (in the Northern state of

Punjab).

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HPBP and SSTP are spread over 2908 acres of land at Tiruchi and BAP over 1256 acres

at Ranipet. HPBP and SSTP have a covered shop area of 2,50,000 square meters and

BAP Ranipet has 47,000 square meters of covered shop area.

Major Achievement of BHEL

Acquired certifications for Quality Management Systems (ISO 9001),

Environmental Management Systems (ISO 14001) and Occupational Health &

Safety Management Systems (OHSAS 18001)

Installed equipment for over 90000 MW of power generation

Supplied over 2,25,000 MVS transformer capacity and other equipment operating

in Transmission & Distribution network up to 400 kv (AC & DC)

Supplied over 25,000 Motors with Drive control system to Power projects,

Petrochemicals, Refineries, ?steel, Aluminum, Fertilizer, Cement plants, etc.

Supplied Traction electrics and AC/DC locos to power over 12,000 km Railway

network

Supplied over one million valves to power plants and other industries.

BHELs VISION is to become a world-class engineering enterprise, committed to

enhancing stakeholder value. The company is striving to give shape to its aspirations and

fulfill the expectations of the country to become a global player

The Greatest strength of BHEL is its highly skilled and committed 42,600

employees. Every employee is given an equal opportunity to develop himself and grow inhis career. Continuous training and retraining, career planning, a positive work culture

and participative style of management? All these have engendered development of a

committed and motivated workforce setting new benchmarks in terms of productivity,

quality and responsiveness.

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BHEL- an overview

BHEL is the largest engineering and manufacturing enterprise in India in the

energy related infrastructure sector. BHEL was established more than 40 years ago.

Ushering in the indigenous heavy Electrical Equipment industry in India, a dream which

has been more than realized with a well recognized track record of performance. It has

been earning profits continuously since 19771-72 and achieved a sales turnover of Rs

18,739 Crore with a profit before tax of Rs. 3,736 Crore in 2006-07.

BHEL caters to core sectors of the Indian Economy viz., Power Generation and

Transmission, Industry, Transportation, Renewable Energy, Defence, etc. The wide

network of BHELs 14 manufacturing divisions, 4 power sector regional centers, 8

service centers, 15 regional offices and a large number of project sites spread all over

India and abroad enables the company to promptly serve its customers and provide them

with suitable products, systems and services- efficiently and at competitive prices.

BHEL has attained ISO 9001 certification for quality management and all the

manufacturing units/ divisions of BHEL have been upgraded to the latest ISO-9001:2000

version. All the major units/ divisions of BHEL have been awarded ISO-14001

certification for Environment Management Systems and OHSAS-18001 certification for

Occupational Health and Safely Management systems. BHEL became the first Public

sector company in the country to win the coveted PRIZE for its Hardware unit under

the CII Exim Award for business excellence, as per the globally recognized model of

European Foundation for Quality management BHEL is the only PSU among the 12Indian companies to figure in Forbes Asia Fabulous 50 list. It has also won the Business

standard star public sector company award- 2006. The company received MoU

Excellence Award for 2004-05 and merit Certificate for MoU Excellence for 2005-06

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Power Generation

Power Generation sector comprises thermal, Gas, Hydro and Nuclear power plant

business. As of 31.3.2007 BHEL supplied sets account for 80,781 MW or nearly 65% of

the total installed capacity of 1, 25,414 MW in the country. Significantly these sets

contribute 73% of the total power generated in the country.

BHEL has proven turnkey capabilities for executing power projects from concept

to commissioning. It possesses the technology and capability to produce thermal sets with

super critical parameters up to 1000 MW unit rating and gas turbine- generator sets of up

to 300 MW units rating. Co-generation and combined cycle plants have been introduced

to achieve higher plant efficiencies. To make efficient use of the high ash- content coal

available in India. BHEL also supplies circulating fluidized Bed combustion (CFBC)

boilers for thermal plants.

The company manufactures 220/235/500/540 MW, nuclear turbine-generator sets.

Custom- made hydro sets of francis, pelton and Kaplan types for different head discharge

combinations are also engineered and manufactured by BHEL.

The company has proven expertise in plant performance improvement through

renovation. Modernization and uprating of a variety of power plant equipment, besides

specialized know-how of residual life assessment, health diagnostics and life extension of

plants. Overall, BHEL built thermal sets achieved the highest ever PLF of 78.3% in

2006-07 which is 1.5% higher than the National average. The combined operating

availability (OA) of these sets was 84.7%.

Industries

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BHEL manufactures and supplies major capital equipment and systems like

captive power plants, centrifugal compressors, Drive turbines, industrial boilers and

auxiliaries, waste heat recovery boilers, gas turbine pumps. Heat exchangers, Electrical

machines, valves, Heavy castings and forgings, electrostatic precipitators, ID/FD fans,

Seamless pipes etc. to a number of industries, other than power utilities, like

metallurgical, mining, cement, paper, fertilizers, refineries and petro chemicals, etc.

BHEL has also emerged as a major supplier of controls and instrumentation systems,

especially distributed digital control systems for various power plants and industries

Transportations

Most of the trains in Indian Railways, whether electric or diesel powered, are

equipped with BHELs traction propulsion system and controls. The systems supplied are

both with conventional DC drives and state of the art AC drives. Indias first

underground metro at kolkata runs on drives and controls supplied by BHEL. The

company also manufactures complete Rolling stock i.e. Electric locomotives up to 5000

HP, EMU coaches and Diesel Electric locomotives from 350 HP to 3100 HP for both

main line and shunting duty applications. BHEL also undertakes retrofitting and over

hauling or rolling stock. In the area of urban transportation. BHEL is geared up for turkey

execution of electric trolley bus systems, light rail systems and metro systems. BHEL is

contributing to the supply of electrics for EMUs for 1500V DC & 25 kV AC to Indian

Railways. 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.

Renewable Energy

BHEL has been manufacturing and supplying a range of Renewable Energy

systems and products. It includes solar Energy systems viz. PV modules, PV power

plants, street lighting, solar pumps and solar water heating systems. A large number of

small hydro power stations have also been completed. New areas like wind power

generation etc. are also being explore for entry.

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In lime with the efforts being made at National level for development of remote areas,

BHEL has commissioned six stand alone solar Photovoltaic (SPV) power plants of

3X110 KWP and 3X55 kwp capacities in sunder bans (WB) 57 sets of solar PV operated

petrol pumps are being supplied to M/s HPCL.

Oil and Gas

BHEL is supplying onshore Drilling rig equipment viz Draw works, Rotary-

table, Traveling block. Swivel, Mast and sub structure, Mud systems and Rig electrics to

ONGC and oil India Ltd. Well heads & X-mas tree valves upto 10,000 psi rating for

onshore as well as offshore application are being supplied to ONGC, oil India Ltd. And

Private Drilling companies. BHEL has also supplied casing support system, Mudline

suspension system and Block Valves to ONGC for offshore application. It also has the

capability to supply complete onshore Drilling rigs, Super-deep drilling rigs, Desert rigs,

Mobile rigs, Work over rigs and sub-sea well heads. Currently, BHEL is executing orders

for refurbishment and up-gradation of onshore oil rigs from ONGC & Oil India Ltd.

BHEL has supplied GT driven centrifugal compressor packages to GAIL India Ltd. For

their gas compressor stations for Dahej to Vijaipur gas pipeline project.

Transmission

BHEL supplies a wide range of products and systems for transmission and

distribution applications. The products manufactured by BHEL include Power

transformers, Instrument transformers. Dry type transformers, Shunt reactors, Capacitors,

vacuum and SF^ switchgear, Gas insulated switchgears, Ceramic insulators, etc. BHEL

has developed and commercialized the countrys first indigenous 36 kv Gas insulated

substation (GIS) and has also developed 145 kv GIS Which has undergone successful

field trials at Hyderabad.

For enhancing the power transfer capability and reducing transmission losses in 400 kv

lines, BHEL has indigenously developed and executed fixed series compensation

schemes and has developed thyristor controlled series compensation scheme, involving

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thyristor controlled reactors, popularly known as Flexible AC Transmission system

(FACTS). BHEL has indigenously developed and commercialized state-of-the-art

controlled shunt reactor for ractive power management of long transmission lines. With a

strong engineering base, the company undertakes turnkey execution of substations upto

400 kv and has the capability to execute 765 kv substations. High Voltage Direct current

(HVDC) systems have been supplied for economic transmission of bulk power over long

distances.

International Business

BHEL has, over the years, established its references in 70 countries across all

inhabited continents of the world. These references encompass almost the entire range of

BHEL products and services, covering thermal, Hydro and Gas-based turnkey power

projects, Substation projects, and Rehabilitation projects besides a wide variety of

products like Transformers. Compressors. Valves and oil field equipment Electrostatic

Precipitators, Photovoltaic equipment, Heat Exchangers, Switchgears, Castings and

Forgings etc.

Some of the major successes achieved by BHEL have been in Gas-based power projects

in Oman, Libya, Malaysia, Saudi Arabia, Iraq, Bangladesh, Sri Lanka, China,

Kazakhstan, Thermal power projects in Cyprus, Malta, Libya, Egypt, Indonesia,

Thailand, Malaysia, Sudan, Hydropower plants in New Zealand, equipment in various

countries. Execution of these overseas projects has also provided BHEL the experience of

working with world renowned consulting organizations and inspection Agencies.

The company has been successful in meeting demanding requirements of international

markets, in terms of complexity of the works as well as technological quality and other

requirements viz. HSSE requirements, financing packages and associated O&M services,

to name a few. BHEL has proved its capability to undertake projects on fast track basis.

BHEL has also established its versatility to successfully meet the other varying needs of

various sectors, be it captive power, utility power generation or for the oil sector. Besides

undertaking turnkey projects on its own, BHEL also possesses the requisite flexibility to

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interface and complement other international companies for large projects, and has also

exhibited adaptability by manufacturing and supplying intermediate products

The company is taking a number of strategic business initiatives to fuel further growth in

overseas business. This includes firmly establishing itself in target export market both in

utility and IPP segments. And exploring various opportunities for setting up overseas

joint ventures etc.

Technology Up gradation, Research & Development

To remain competitive and meet customers expectations, BHEL lays great

emphasis on the continuous up- gradation of products & related technologies and

development of new products. The company has upgraded its products to contemporary

levels through continuous in house efforts as well as through acquisition of new

technologies from leading engineering organizations of the world.

The corporate R&D Division at Hyderabad leads BHELs Research efforts in a number

of areas of importance to BHELs product range. Research and product development

centers at each of the manufacturing divisions play a complementary role. Centers of

excellence have been set up for simulators, computational fluid Dynamics, Permanent

mange machines and surface Engineering. In addition to the corporate R&D Division.

BHEL has four specialized institutes, viz., and Welding Research institute at Trichy,

Ceramic Research institute at Bangalore, Centre for Electric Traction and Hydro lab at

Bhopal and pollution control Research institute at Haridwar.

BHELs investment in R&D is among the highest in the corporate sector in India.

Products developed in-house during the last five years contributed 14.5% to the revenues

in 2006-2007.

BHEL has introduces, in the recent past, several state-of-the-art products viz. 60MW

Bubbling Fluidized Bed combustion Boiler for power generation against the maximum

size of 40 MW being supplied so far, 260 MW steam turbine designed to suit combined

cycle power plants, Bypass Over Fire Air (BOFA) for reduction of Knox from coal based

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thermal power plant, high-efficiency Francis and pelt on hydro turbines, new LP turbine

variant which can be retrofitted in old Russian 9LMW) 210 MW thermal sets, Automatic

storage & Retrieval system (ASRS) for storage and inventory management system of the

Indian Army, solar panels with 5500 watts output consisting of high-efficiency multi-

junction solar cells, satellite batteries for INSAT 4A, Controlled Sunt Reactor (CSR)

for400 kv transmission lines, Flexible AC Transmission systems (FACTS), STATCOM,

Phase shifting Transformer (PST), 145 kv Gas insulated switchgear (GIS), Micro

controller based flame scanner, a more energy efficient single cylinder non-reheat steam

turbine for 100-140 MW application, IGBT based 3-phase drive system for 700 HP diesel

electric locomotives, technology for manufacture of 400 kv long-rod composite

insulators with improved properties by adding nano materials, performance analysis,

Diagnostics and optimization (PADO) packate for power plants, 91 ton BHEL 280 Bowl

milt, etc.

The company is also engaged in research in futuristic areas like fuel cells for distributed

environment friency power generation, clean coal technology applications, super

conductivity applications in transmitters, generators/motors etc. and nano technology for

various applications.

Human Resource Development Institute

The Human Resource Development institute (HRD) situated in Noida, is the

corner stone of BHEL learning infrastructure, along with /grievance Technical Education

Centre (ATEC) in Hyderabad and the Human Resource Development centers (HRDCs) at

different units. Through various organizational developmental efforts, these centers

ensure that the prime resource of the organization the Human capital- is always in a

state of readiness to meet the dynamic challenges posed by a fast changing environment.

It is their constant Endeavour to take the HRD activities to the strategic level of

becoming active partner for achieving the organizational goals.

Guided by the HRD Polestar statement To create an environment supportive of

blossoming of full potential of employees, the HRDI along with HRDCs and ATEC,

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through a systematic strategic long term training process and several short-term need

based programmes based on comprehensive organizational research, enable the human

resources to unearth and polish their potential. The HRDI is spearheading the HRD

initiatives in the company and focusing on competency, commitment and culture

building.

Some of the core programmes are Advanced Management Programmes, Senior

Management Progammes, Middle Management Progammes, and Young Managers

Progammes.

In addition, HRDI provides professional support to corporate HR and HRDCs at

units/Divisions.

Health, Safety and Environment Management

BHEL is committed to be an environment friendly company in all its areas of

activities, products and services, providing safe and healthy working environment to all

stakeholders. In fact this aspect has become an integral part of companys business

performances. Significantly, BHEL has also taken initiatives on clean Development

Mechanism (CDM) projects to reduce greenhouse gas emissions in a more focused way

and vigorous efforts are being made to achieve milestones in this area.

In line with companys strategy, BHEL undertook host of Environment improvement

projects and community Development Progammes. Some of the major EIPs executed in

the past at BHEL plants & townships included tree plantation drives bringing the total

number of trees planted over 30 lakhs, installation of rain water harvesting plants,

efficient water & energy management, reduction in noise level. Improvement in chemical

storage & handling systems etc. In conformity with BHELs concern for society andenvironment, a more energy efficient single cylinder non-reheat steam turbine for 100-

140MW application has been developed, suitable for plants where large amounts of waste

heat is available and reheat option is not feasible. This is the largest single cylinder steam

turbine engineered so far by BHEL.

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As part of its corporate social Responsibility, BHEL adopted 56 villages having nearly

80,000 inhabitants. Other examples of CSR are Blood Donation Camps, Health Check-up

camps besides, providing infrastructure support at these villages. In addition, BHEL

provided financial assistaqnce to various NGOs/trusts/social Welfare Societies that are

engaged in social activities throughout thae country.

BHELs tradition of bagging prestigious awards on social Responsibility, Environmnetal

conservation & pollution control and satety was continued. Mr. Khalid Zaheer, an

employee of BHEL, Haridwar, Has been conferred one of the countrys highest civilian

honours-Padma Shri for the year 2006 for his contribution to social causes, by the

president of India. In addition, the central Foundry Forge plant at Hardwar won the Best

Energy conservation implementation Gold Award 2005-2006, under indira GandhiMemorial National Award for Excellence, while the seamless steel Tube plant at Trichy

bagged the National Award for Energy Management in the national competition for

excellence, conducted during CIIs Energy Summit 2006 Besides these, three National

Safety awards have been won by BHELs Electronics Division & Electro Porcelains

Division, Bangalore for outstanding achievements in terms of the longest accident free

period and lowest accident frequency rate at their works.

Participation in the UNs Global Compact Programme

As the worlds largest global corporate citizenship initiative, the global compact is

the first and the foremost concern which is exhibiting and building the social legitimacy

oc business and markets. BHEL is committed to united Nations Global compact

Progamme, the set of core values enshrined in its ten principles and the intent to advance

Global compact principles within the companys sphere of influence. BHEL has made

these a part of the strategy, culture and day-to-day operations. As part of this

programme.. BHEL continued to play a lead role in the activities of the Global compact

society in India, which acts as an Apex level nodal agency representing Indian corporate

Bodies and institutes/Organizations who are committed to UNs Global compact

Programmes.

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CHAPTER III

REVIEW OF LITERATURE

DEFINITION

According to Cummings, the overall objective of performance appraisal is to

improve the efficiency of an enterprise by attempting to mobilize the best possible efforts

from individuals employed in it. Such appraisals achieve four objectives including the

salary reviews, the development and training of individuals, planning job rotation and

assistance promotions.

OBJECTIVES OF EMPLOYEES PERFORMANCE APPRAISAL

To enable an organization to maintain an inventory of the number and quality of

all managers and to identify and meet their training needs and aspirations.

To determine increments rewards, and provide a reliable index for promotions and

transfers to positions of greater responsibility.

To maintain individual and group development by informing the employee of his

performance standard.

To suggest ways of improving the employees performance when he is not found

to be up to the mark during the review period.

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To identify training and development needs and to evaluate effectiveness of

training and development programmes

To plan career development, human resources planning based on potentialities

It will, thus, be seen that performance appraisal is an important tool of personnel

management. It is a judgement of the characteristics, traits and performance of employees

and has a wide range of utility. For example

i) It unifies the appraisal procedure so that all employees are rated in the same

manner, utilizing the same approach so that the ratings obtained of separate

personnel are comparable.

ii) It provides information which is useful in making and enforcing important

decisions about selection, training, promotions, pay increases, transfers, lay-

offs, discharges, salary adjustment, etc. The information is supplied wel in

advance so that spot judgements may be avoided.

iii) It provides information in the form of records about ratings which may be

produced as evidence when decisions on ratings are challenged in a court of

law. Even arbitrators accept these in the course of grievance handling

procedures as authentic records.

iv) It serves to stimulate and guide employee development. Appraisal

programmes provide information on the weaknesses of employees and enable

them to gauge their own value and accomplishments and to know what they

are doing. The weaknesses provide the basis for an individual development

programme. If used properly, such periodical appraisals will establish an

atmosphere in which criticism can be taken without resentment and can be

used constructively for self-improvement.

v) By finding out an employees qualifications, and his work and comparing it

with job requirements, inefficient employees and those whose views are not in

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harmony with the companys objectives or management philosophy can be

weeded out or persuaded to adjust themselves.

vi) A periodic and accurate appraisal constrains a supervisor to be alert and

competent in his work, i.e., it improves the quality of supervision by giving

him an incentive to do the things that he should normally be doing anyway.

vii) It gives supervisors a more effective tool for rating thwir personnel, enables

them to make a careful analysis of their men and gibves them a better

knowledge and understanding of them.

viii) It makes for better employer-employee relations through mutual confidence,

which comes as a result of frank discussions between a supervisor and his

men.

ix) In short, the main purpose of performance appraisal is to provide the

deadlock and research data for improving the overall personnel information

system.

THE EVALUATION PROCESS

The process of performance appraisal follows a set pattern, a mans performance

is periodically appraised by his superiors. Questions are raised- Is his potential the

greatest as a manager or as a staff specialist? What are his strengths and weaknesses?

Where can he make his great contribution? Next, sometimes in consultation with the man

himself, tentative decisions are made on what might be done to advance his development.

Establish performance standards

Communicate performance expectations to employees

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Measure Actual Performance

Compare Actual Performance with standard

Discuss the appraisal with the employee

If necessary, initiate corrective action

The Process of evaluation begins with the establishment of performance

standards. At the time of designing a job and formulating a job description, performance

standards are usually developed for the position. These standards should be clear and not

vague, and objective enough to be understood and measured. These standards should be

discussed with the supervisors to find out which different factors are to be incorporated

weights and points to be given to each factor and these then should be indicated on the

appraisal form, and later on used for appraising the performance of the employees.

The next step is to communicate these standards to the employees, for the

employees left to themselves, would find it difficult to guess what is expected of them.

To make communication effective, feedback is necessary from the subordinate to the

manager. Satisfactory feedback ensures that the information communicated by the

manager has been received and understood in the way it was intended.

The third step is the measurement of performance. To determine what actual

performance is, it is necessary to acquire information about is. We should be concerned

with how we measure and what we measure. Four sources of information are frequently

used to measure actual performance personal observation, statistical reports, oral reports,

and written reports.

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The fourth step is the comparison of actual performance with standards. The

employees is apprised and judged of his potential for growth and advancement. Attempts

are made to note deviations between standard performance and actual performance

At the next stage, the results of appraisal are discussed periodically with the

employees, where good points, weak points, and difficulties are indicated and discussed

so that performance is improved. The information that the subordinate receives about his

assessment has a great impact on his self-esteem and on his subsequent performance.

Conveying good news is considerably less difficult for both the manager and the

subordinate than when performance has been below expectations

The final step is the initiation of corrective action when necessary; immediate

corrective action can be of two types. One is immediate and deals predominantly with

symptoms. The other is basic and delves into causes. Immediate corrective action is often

described as putting out fires, whereas basic corrective action gets to the source of

deviation and seeks to adjust the difference permanently. Coaching and counseling may

be done or special assignments and projects may be set; persons may be deputed for

formal training courses, and decision-making responsibilities and authority may be

delegated to the subordinates. Attempts may also be made to recommend for salary

increases or promotions, if these decisions become plausible in the light of appraisals.

METHODS OF PERFORMANCE APPRAISAL

The following are the important methods of appraising the performance of employees.

TRADITIONAL METHOD

MODERN METHOD

TRADITIONAL METHODS

1. Ranking method 8. Grading

2. Graphic scale rating method 9. Forced Choice Description Method

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3. Forced choice method 10. Check list

4. Essay appraisal method 11. Group Appraisal

5. Paired comparison method

6. Field review method

7. Critical incidents method

Ranking method

This is a conventional method of appraisal. Under this method, the employees

in a group are given ranks by the superior according to their individual performance.

The method resembles the one followed in schools in preparing the progress reports

of the students. The best employee gets the first rank, the second best the second rank

and so on.

Name of the employee Shyam Mohan Sundar Rajiv

Rank 4 3 2 1

A number of factors like attitude, aptitude, behaviour, honestly, commitment

etc., will have to be considered in making an assessment of an employees objective

measurement of the employees progress. For a subjective assessment the ranking method

may not be recommended.

Graphic scale Rating Method

This method of evaluation of employees is widely used in enterprises. The

important qualities to be assessed are determined first. The extent of fulfillment of each

such quality by an employee is then tick marked.

Name of the employee RMohan

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Designation Mechanic.

Nature of work Repair Service

Qualities Excellent Very Good Good Average Poor

Knowledge of work

Quality of work

Quantum of wok done

Extent of co-operation

Initiative

This method, like the ranking method, is simple to use. But the drawback is that

sometimes the evaluator may tend to give an employee the same rating in respect of all

his traits. For example, if he has given Excellent for Quality of work, he may give the

same rating even for behaviour, initiative, job knowledge etc.

Some evaluators may, in order to be neutral or non-committal rate majority of the

employees as just average. On the other hand, there are also superiors who may rate all

their subordinates as very good.

Forced Choice Method

In this case, the assessor has to assess his subordinates based on certain statements

given to his. These statements may indicate the positive as well as the negative qualities

of an employee. The evaluator has to select those statements that describe the employee,

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The evaluator has to select those statements that describe the employee, who is assessed,

in the best manner. This is illustrated below:

Positive Qualities Negative Qualities1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Very knowledge

Meticulous in planning

Very good in execution

Committed to work

Sincere

Dependable

Possess good communication

Loyal

Time conscious

Co-operative

Shirks duties

Undependable

Quarrelsome

Non-co-operative

Poor in planning

Lacks the skill to communicate

Lacks initiative

Lethargic

Irregular

Irritable nature

The evaluator will choose from the above statements those that describe the

subordinate in the most appropriate manner. But the drawback of this method is that the

superior has to select only from the given statements. He may find the statements either

inadequate or unsuitable to bring out the actual traits of the individual.

Essay Appraisal Method

As the very name indicates this approach is descriptive in nature. The assessor in

this case has to write in detail about each of the subordinates whose performance he

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assesses. This method helps to overcome the drawbacks of the methods discussed

already.

A superior may manage 5 or 6 subordinates and knows the traits of each of them.

It will not, there fore, be difficult for him to write about their performance and progress.

The assessment made using the essay method is bound to be more reliable as it is in the

evaluators own write-up.

But the essay method is not free from limitations. It is considered to be a time

consuming method. The success of the method depends mainly on the capacity of the

superior to write effectively about his subordinates.

Paired comparison Method

In this case a subordinate in a group is compared with the other members. For

example, it A, B, C and D are the subordinates working under S, A may be compared

with B, C and D in respect of job knowledge, initiative, extent of co-operation and so on.

In this manner every employee is compared with every other employee of the group.

Paired comparison method is generally considered to be a complicated one. It is

time-consuming as well.

Field Review Method

This is an altogether different approach to performance appraisal. In this case, an

interviewer from the personnel department of the enterprise would meet the supervisor

and gather information on the performance of the subordinates working under him.

The Supervisor may also be asked to suggest measures to improve the subordinates

performance. The interviewer, depends much on the capability of the interviewer to get

the relevant information fromm each supervisor and the willingness of the supervisor to

disclose correct information.

Critical Incident Method.

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This is yet another different method. The evaluator in this case will be asked to

record the behaviour of different subordinates when a critical incident takes place in the

workplace. Rating will be done based on the extent of correctness of the subordinates

behaviour.

Let us assume that P, Q, R, S and T are factory workers. Let us further assume

that T is involved in an accident while at work and record the reactions of P,Q,R and S

and the scores they would get for the same.

Name of the Workers Reaction Score

P

Q

R

S

Ran away from the place

Informed the supervisor

Gave T the necessary first aid

Took T to the nearest hospital

0

2

5

4

The scores given are in accordance with the extent of correctness of behaviour of

each employee. This approach is suitable to measure such qualities of an individual as

judgment, alertness, initiative, loyalty etc.

The drawback of this method is that critical incidents do not take place in the

workplace often. As a result, it is not possible to make frequent appraisal of the

employees. Moreover, Whether an incident is critical or not is difficult to judge.

Grading method

Under this system, the rater considers certain features and marks them accordingly to a

scale. Certain categories of worth are first established and dependability, self-expression,

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job knowledge, Judgment, leadership and organizing ability, etc. They may be: A

-Outstanding; B - Very Good; C Good or Average; D Fair; E Poor; and B (or B -)

Very poor or hopeless.

The actual performance of an employee is then compared with these grade

definitions, and he is allotted the grade which best describes his performance. Such type

of grading is done in semester examinations and also in the selection of candidates by the

public service commissions

Forced choice Description Method

This method was evolved after a great deal of research conducted for the military

service during World War II. It attempts to correct a raters tendency to give consistently

high or consistently low ratings to all the employees. The use of this method calls for

objective reporting and minimum subjective judgment. Under this method, the rating

elements are several sets of pair phrases or adjectives relating to job proficiency or

personal qualifications. The rater is asked to indicate which of the four phrases is most

and least descriptive of the employee.

Check list

Under this method, the rater does not evaluate employee performance; he supplies reports

about it and the final rating is done by the personnel department. A series of questions are

presented concerning an employee to his behaviour. The rater, then, checks to indicate if

the answer to a question about an employee is positive or negative. The value of each

question may be weighed equally or certain questions may be weighed more heavily than

others. An example of a checklist is given below:

1. Is the employee really interested in his job ? Yes/No

2. Is he regular on his job? Yes/No

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3. Is he respected by his subordinates? Yes/No

4. Does he show uniform behaviour to all? Yes/No

5. Does he keep his temper? Yes/No

This method suffers from bias on the part of the rater because he can distinguish

positive and negative questions. Secondly, a separate checklist must be developed for

different classes of jobs. This process can be expensive and time consuming. Thirdly, it is

difficult to assemble, analyze, and weigh a number of statements about employee

characteristics and contributions.

Group Appraisal Method

Under this method, employee are rated by an appraisal group, consisting of their

supervisor and three or four other supervisors who have some knowledge of their

performance. The supervisor explains to the group the nature of his subordinates duties.

The group then discusses the standards of performance for that job, the actual

performance of the job-holder, and the causes of their particular level of performance,

and offers suggestions for future improvement, if any. The advantage of this method is

that it is thorough, very simple and is devoid of any bias, for it involves multiple judges.

But it is very time-consuming.

Modern Methods

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As we have seen, mot traditional methods emphasize either on the

tasked or the works personality, while making an appraisal. In order to

bring about a balance between these two, modern methods has been

developed. Of such methods, the most important are.

1. Appraisal by results or management by Objectives

2. Assessment Center method

3. Human Asset Accounting Method

4. Behaviorally anchored Rating Scales

Appraisal by results or Management by Objectives

This method has been evolved y peter Drucker. MBO is potentially a powerful

philosophy of managing and an effective way for operationalising the evaluation process.

It seeks to minimize external controls and maximize internal motivation through joint

goal setting between the manager and the subordinate and increasing the subordinates

own control of his work. It strongly reinforces the importance of allowing the subordinate

to participate actively in the decisions that affect him directly.

Management by Objectives can be described as a process whereby the superior

and subordinate managers of an organization jointly identify its common goals, define

each individuals major areas of responsibility in terms of results expected of him and use

these measures as guides for operating the unit and assessing the contributions of each of

its members.

From another point of view, MBO has been defined as: 1. A system approach tomanaging and organization, where those accountable for directing the organization first

determine where they want to take the organization; 2. a process requiring and

encouraging all key management personnel to contribute their maximum to achieving the

overall objectives 3. an effort to blend and balance all the goals of all key personnel; and

4. an evaluation mechanism.

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Assessment centre method

The Assessment centre concept was initially applied to military situations by simoniet in

the German Army in the 1930s and the War Office selection Board of the BGritish Army

in the 1960s. The purpose of this method was and is to test candidates in a social

situation, using a number of assessors and a variety of procedures. The most important

feature of the assessment centre is job-related simulations. These stimulations involve

characteristics that managers feel are important to the job success. The evaluators observe

and evaluate participants as they perform activities commonly around in these higher

level jobs.

Under this method, many evaluators join together to judge employee performance in

several situations with the use of a variety of criteria. It is used mostly to help select

employees for the first level supervisory positions. Assessments are made to determine

employee potential for purposes of promotion. The assessment is generally done with the

help of a couple of employees and involves a papr and pencil test, interviews and

situational exercises. Some of the other features of this system are:

i) The use of situational exercises (such as an in-basket exercise, business game,

a role-Playing incident and leaderless group discussion)

ii) Evaluators are drawn from experienced managers with proven ability at

different levels of management:

iii) They evaluate all employees, both individually and collectively, and each

candidate is given one of the three categories more than acceptable, less than

acceptable and unacceptable:

iv) A summary report is prepared by the members, and a feedback on a face-to-face basis is administered to all the candidates who ask for it.

360 Degree Performance Appraisal

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The appraisal may be any person who has thorough knowledge about the jobn

done by contents to be appraised, standards of contents and who observes the employee

while performing a job. The appraiser should be capable of determining what is more

important and what is relatively less important. He should asses the performance without

bias. The appraisers are supervisors, peers, subhordinates employees themselves users of

service and consultants. Performance appraisal by all these parties is called 360

Appraisal.

Human Asset Accounting Method

The human asset accounting method refers to activity devoted to attaching monet

estimates to the value of a firms internal human organization and its external customer

goodwill. If able, well-trained personnel leave a firm, the human organization is

worthless; if they join it, its human assets are increased. If distrust and conflict prevail,

the human enterprise is devalued. If teamwork and high morale prevail, the human

organization is a very valuable asset.

The current value of a firms human organization can be appraised by developed

procedures, by undertaking periodic measurements of Key causal and intervening

enterprise variables. They key causal variables include the structure of an organizations

management policies, decisions business leadership, strategies, skills and behaviour. The

intervening variables reflect the internal state and health of an organization. They include

loyalties, attitudes, motivations, and collective capacity for effective interactions,

communication and decision-making. These two types of variable measurements must be

made over several years to provide the needed data for the computation of the human

asset accounting.

Behaviorally Anchored Rating Scales (BARS)

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This is a new appraisal technique which has recently been developed. Its

supporter claims that it provides better, more equitable appraisals as compared to other

techniques. The Procedure for BARS is usually five stepped.

Generate Critical Incidents

Develop Performance Dimensions

Reallocate incidents

Scale of incidents

Develop Final Instrument

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CHAPTER IV

RESEARCH METHODOLOGY

Geographical Area Covered:

The researcher has done his research work in Bharat Heavy Electricals Limited.

Ranipet.

Period of study:

The Researcher did his project work for Two months from December to January

Research Design:The researcher used Exploratory design for this research work. Because to get

original picture of the causes and the consequences of Employees Performance

Evaluation system.

Sampling Design:

Sampling is a method of collecting data from large population on random basis.

Sampling is one of the cost effective tool. It saves time and efforts for this a portion

population is taken and conduct study on his group this includes

a) Population:

The study covers employees working in Bharat Heavy Electricals Limited

Sample unit:

The sample unit covered all the employees in Bharat Heavy Electricals Limited

Sample size:

Sample size for the study is 100 employees

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Sampling procedure:

Non probability, Random Sampling

Method of data collection:

The research adopted the primary data for data collection. As primary data are

these, which are collected for, the first time they happen be original in nature. The

researcher utilized both primary and secondary primary data was collected through

questionnaire, Internet, companys profile are said to be the secondary data for his study.

Research Instruments:A structured non-disguised questionnaire was used to conduct the survey

among 100 employees. This includes various open ended and close-ended questions.

Tools for Analysis:

The analysis for this study is done on the basis of the data collection through

questionnaire. The data collective were in the form of qualitative nature for abstracting

meaningful information from the data collected. The tools used for the analysis are

Simple percentage method

Diagrams and charts

Chi-square test

Simple percentage method:

One of the tools used for analyzing the data in percentage method.

Percentage refers to a special kind of ratio. Which is used to describe relationship

percentage reduces every thing to a common base and there by allows meaningful

comparison to be made

Number of employees

Percentage______________________ x 100

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Total number of employees

Diagram and charts:

One of the most convincing and appealing ways in which statistical results

may be presented in through diagrams and graphs

Chi-Square test

The chi-square test is an important test amongst the several tests of

significance development by statisticians. Chi-square, It is a statistical measure

used in the context of sampling analysis for comparing a variance to a theoretical

variance.. As a non-parametric test, it can be used to determine if categorical

data shows dependency or the two classifications are independent. It can also be

used to make comparisons between theoretical populations and actual data when

categories are used.

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CHAPTER V

ANALYSIS AND INTERPRETATIONS

TABLE 1

Employees Describe about their jobs

S.NO DESCRIPTION NO. OF

RESPONDENTS

PERCENTAGE

(%)

1 Challenging 38 38

2 Interesting 56 56

3 Unchallenging 6 6

Source: Questionnaire

Nature of the Data: Primary Data

INTERPRETATION

From the above table we infer that 56% of the respondents said that they have got

interesting job in Bharat Heavy Electricals Ltd. Company. 38% of the respondents said

that they have got challenging job in the company. 6% of the respondents said that they

have got unchallenging job in the organization.

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CHART 1

Employees describe about their job

0

10

20

30

40

50

60

Challenging Interesting Unchallenging

Rrespondents

Percentage

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TABLE 2

Awareness of the Performance Evaluation system


RESPONDENTS

PERCENTAGE

(%)

1 Yes 84 84

2 No 16 16

Source: QuestionnaireNature of the Data: Primary Data

INTERPRETATION

From the above table we infer that 84% of the respondents said that employees

are aware of the Performance Evaluation system which is practiced in the organization.

16% of the respondents said that employees are not aware much about Performance

Evaluation system which is practiced in the organization.

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CHART 2

Awareness of the Performance Evaluation

system

0

10

20

30

40

50

60

70

80

90

Yes No

Respondents

Percentage

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CHART 3

Types of Performance Evaluation system

0

10

20

30

40

50

60

70

80

Open system Conf idential system

Respondents

percentage

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TABLE 4

Satisfaction of the present Evaluation system


RESPONDENTS

PERCENTAGE

(%)

1 Highly Satisfied 27 27

2 Satisfied 53 53

3 Neutral 10 10

4 Dissatisfied 7 75 Highly Dissatisfied 3 3



INTERPRETATION

From the above table we infer that 53% of the respondents said that Employees

are satisfied with the present Evaluation system which is being practiced in the

organization. 27% of the respondents said that Employees are Highly Satisfied with the

present Evaluation System which is being practiced in the organization. 10% of the

respondents said that Neutral. 7% of the respondents said that Employees are Dissatisfied

with the present Evaluation System. 3% of the respondents said that Employees are

Highly Dissatisfied with the Evaluation system.

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CHART 4

Present Performance Evaluation

System

0

10

20

30

4050

60

Highly

Satisfied

Satisfied

Neutral

Dis

satisfied

Highly

Dis

satisfied

Respondents

Percentage

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TABLE 5

Technique of performance Evaluation system being practices.


RESPONDENTS

PERCENTAGE

(%)

1 Ranking 27 27

2 Graphical scale rating - -

3 Forced choice - -

4 Essay appraisal - -

5 Paired comparison - -

6 Field Review - -

7 Critical incident - -

8 E- mapping 63 63



INTERPRETATION

From the above table we infer that 63% of the respondents said that in Bharat

Heavy Electricals Ltd. Company E- Mapping method is being practiced to evaluate the

Employees Performance. 37% of the respondents said that ranking method is being

practiced to evaluate the Employees Performance. Remaining choices are not respondedby the employees.

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CHART 5

Performance Evaluation Techniques

0

20

4060

80

Ranking Graphical scale rating Forced choice Essay appraisal Paired comparison Field Review Critical incident E- mappingRespondents

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TABLE 6

Frequency of the Performance Evaluation system being practiced


RESPONDENTS

PERCENTAGE

(%)

1 Quarterly - -

2 Half yearly 32 32

3 Yearly 68 68



INTERPRETATION

From the above table we infer that 68% of the respondents said that yearly once

workers Performance will be Evaluated by the organization. 32% of the respondents said

that Half Yearly once Executives and Supervisors Performance will be evaluated by the

organization. Remaining choices are not responded by the employees.

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CHART 6

-Frequ ency of the Performance Evaluation

system

0

10

20

30

40

50

6070

80

Half yearly Yearly

Respondents

Percentage

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TABLE 7

Purpose of the Performance Evaluation system practiced


RESPONDENTS

PERCENTAGE

(%)

1 Promotion and rewards 32 32

2 Training and development 15 15

3 Goal setting 12 12

4 All the Above 38 38

5 None 3 3



INTERRETATION

From the above table we infer that 38% of the respondents said that Promotion,

Rewards, Training, Development and Goal setting these are all the purpose of the

Performance Evaluation system in an organization.32% of the respondents said that

Promotions and Rewards are the purpose of the Performance Evaluation system. 15% of

the respondents said that Training and Development are the main purpose of the

performance evaluation system. 12% of the respondents said that Goal setting is the main

purpose of the performance evaluation system in the organization. 3% of the respondents

said that none.

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CHART 7

Purpose of the performance Evaluation system

0

5

10

1520

2530

35

40

Promotion

andrewards

Trainingand

developmen

t

Goalsetting

Allt

heAbov

e

None

Respondents

Percentage

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TABLE 8

At Low Performance level organization takes step to improve the employees

performance


RESPONDENTS

PERCENTAGE

(%)

1 Counseling 19 19

2 Training 57 57

3 Punishment 6 6

4 Motivation 12 12

5 None 6 6



INTERPRETAION

From the above table we infer that 57% of the respondents said that at low

performance level organization gives training to the employees to improve the

performance of the employees. 19% of the respondents said that counseling will be given

to the employees to improve the employees performance.12% of the respondents said that

by motivation the performance will be improving by the organization. 6% of the

respondents said that by punishment the performance of the employees will be improved

by the organization. 6% of the respondents said that none.

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CHART 8

At Low performance level Organization takes

stepto improve

0

10

20

30

40

50

60

Counseling Training Punishment Motivation None

Respondents

Percentage

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TABLE 9

Improvement programme which is conducted by the organization


RESPONDENTS

PERCENTAGE

(%)

1 Quality Circle 21 21

2 Group discussion 30 30

3 Training 35 35

4 Seminar and conference 6 6

5 None 8 8



INTERPRETATION

From the above table we infer that 35% of the respondents said that Training is a

Performance improvement programme for the Employees. 30% of the respondents said

that Group Discussion is a Performance Programme for the employees. 21% of the

respondents said that Quality Circle is a Performance improvement Programme for the

employees. 8% of the respondents said that none. 6% of the respondents said that

Seminar and Conference are the Performance improvement Programme for the

employees.

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CHART 9

Improvement Programmes for employees

0

5

10

15

2025

30

35

40

Quality Circle Group

discussion

Training Seminar and

conference

None

Respondents

Percentage

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TABLE 10

Whether the Training helps to improve the employees performance


RESPONDENTS

PERCENTAGE

(%)

1 Strongly Agree 19 19

2 Agree 66 66

3 Neutral 11 11

4 Disagree 3 3

5 Strongly Disagree 1 1



INTERPRETATION

From the above table we infer that 66% of the respondents Agreed with Training

help to improve the Employees performance. 19%of the respondents Strongly Agreed

with Training help to improve the Employees Performance. 11% of the respondents said

that Neutral. 3% of the respondents Disagree with training helps to improve the

Employees Performance. 1% of the respondents Strongly Disagree with Training help to

improve the Employees Performance.

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CHART 10

Traning helps to improve the performance

0

10

20

30

40

50

60

70

Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Respondents

Percentage

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TABLE 11

Employees are motivated by evaluating their Performance


RESPONDENTS

PERCENTAGE

(%)


2 Agree 48 48

3 Neutral 11 11

4 Disagree 12 12




INTERPRETATION

From the above table we infer that 48% of the respondents Agreed with

Employees are motivated by Evaluating their Performance. 23% of the respondents

Strongly Agreed with Employees are motivated by Evaluating their Performance. 12% of

the respondents Disagree with Employees are motivated by Evaluating their

Performance. 11% of the respondents said that Neutral. 6% of the respondents Strongly

Disagree with Employees are motivated by Evaluating their Performance.

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CHART 11

Emplyoees are motivated by Evaluating their

Performance

0

10

20

30

40

50

60

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 12

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Performance Evaluation increases the employees responsibility


RESPONDENTS

PERCENTAGE

(%)1 Strongly Agree 11 11

2 Agree 69 69

3 Neutral 8 8

4 Disagree 5 5




INTERPRETATION


Employees responsibility will increase by Evaluating their Performance. 11% of the

respondents Strongly Agree with Employees responsibility will increase by Evaluating

their Performance. 8% of the respondents said that Neutral. 7% of the respondents

Strongly Disagree with Employees responsibility will increase by Evaluating their

Performance. 5% of respondents Disagree with Employees responsibility will increase by

Evaluating their Performance.

CHART 12

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Responsibility increases by Evaluating

Performance

0

1020

3040

50

60

70

80

Strongly

Agree


Disagree

Respondents

P

ercentage

TABLE 13

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Performance Evaluation helps to develop the employees career


RESPONDENTS

PERCENTAGE

(%)


2 Agree 56 56

3 Neutral 12 12

4 Disagree 10 10




INTERPRETATION

From the above table we infer that56% of the respondents Agreed with

Performance Evaluation helps to develop the Employees career. 15% of the respondents

Strongly Agree with Performance Evaluation helps to develop the Employees career.

12% of the respondents said that Neutral. 10% of the respondents Disagree with

Performance Evaluation helps to develop the Employees career. 7% of the respondents

Strongly Disagree with Performance Evaluation helps to develop the Employees career.

CHART 13

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Performance Evaluation Helps to develop the

employees career

0

10

20

30

40

50

60

Strongly

Agree


Disagree

Respondents

Percentage

Table 14

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Employees are benefited by evaluating their performance


RESPONDENTS

PERCENTAGE

(%)


2 Agree 21 21

3 Neutral 14 14

4 Disagree 18 18




INTERPRETATION

From the above table we infer that 38% of the respondents Strongly Agree with

Employees are benefited by Evaluating the Performance. 21% of the respondents Agreed

with Employees are benefited by Evaluating the Performance. 18% of the respondents

Disagree with Employees are benefited by Evaluating the Performance. 14% of the

respondents said that Neutral. 9% of the respondents Strongly Disagree with Employees

are benefited by Evaluating the Performance.

CHART 14

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Employees are benifited by Evaluating

Performance

0

5

10

1520

25

30

35

40

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 15

Satisfaction of employees transfer and promotion policies

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RESPONDENTS

PERCENTAGE

(%)

1 Highly Satisfied 23 23

2 Satisfied 44 44

3 Neutral 14 14

4 Dissatisfied 10 10

5 Highly Dissatisfied 9 9



INTERPRETATION

From the above table we infer that 44% of the respondents Satisfied with the

Transfer and promotion Policies. 23% of the respondents Highly Satisfied with the

Transfer and Promotion Policies.14% of the respondents said that Neutral. 10% of the

respondents Dissatisfied with the Transfer and Promotion Policies. 9% of the respondents

Highly Dissatisfied with the Transfer and Promotion policies.

CHART 15

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Satisfaction of Transfer and promotion policies

05

101520253035404550

Highly

Satisfied

Satisfied Neutral Dissat isfied Highly

Dissatisfied

Respondents

Percentage

TABLE 16

Job rotation are being done based on the Performance Evaluation system

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RESPONDENTS

PERCENTAGE

(%)


2 Agree 14 14

3 Neutral 28 28

4 Disagree 36 36




INTERPRETATION

From the above table we infer that 36% of the respondents Disagree with job

rotations are being done based on the Performance Evaluation system. 28% of the

respondents said that Neutral. 14% of the respondents Agreed with job rotations are being

done based on the Performance Evaluation system. 12% of the respondents Strongly

Disagree with job rotations are being done based on the Performance Evaluation system.

10% of the respondents Strongly Agree with job rotations are being based on the

Performance Evaluation system.

CHART 16

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Job rotations are being done based on the

Performance Evaluation

0

5

10

1520

25

30

35

40

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 17

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Post effect of the Performance Evaluation system


RESPONDENTS

PERCENTAGE

(%)

1 Job rotation 20 20

2 Promotion 49 49

3 Transfer 22 22

4 Demotion 9 9

5 Lay off - -



INTERPRETATION

From the above table we infer that 49% of the respondents said that Post effect of

the Performance Evaluation system is Promotion.

22% of the respondents said that Post effect of the Performance Evaluation system is

Transfer. 20% of the respondents said that Post effect of the Performance Evaluation

system is job rotations. 9% of the respondents said that post effect of the Performance

Evaluation system is Demotion. Remaining choice is not responded.

CHART 17

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Post effect of the Performance Evaluation

0

10

20

30

40

50

60

Job rotation Promotion Transfer Demotion Lay off

Respondents

Percentage

TABLE 18

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Performance Evaluation system increases the Productivity


RESPONDENTS

PERCENTAGE

(%)


2 Agree 58 58

3 Neutral 18 18

4 Disagree 7 7




INTERPRETATION


Performance Evaluation system increases the Productivity of the organization. 18% of the

respondents said that Neutral. 14% of the respondents Strongly Agree with Performance

Evaluation system increases the Productivity of the organization. 7% of the respondents

Disagree with Performance Evaluation system increases the Productivity of the

organization. 3% of the respondents Strongly Disagree with Performance Evaluation

system increases the Productivity of the organization.

CHART 18

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Productivity increases by Evaluating Employees

Performance

0

10

20

30

40

50

60

70

Strongly

Agree


Disagree

Respondents

Per

centage

TABLE 19

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Performance Evaluation helps to identify the competency mapping of an employee skills


RESPONDENTS

PERCENTAGE


2 Agree 57 57

3 Neutral 11 11

4 Disagree 5 5




INTERPRETATION


Performance Evaluation helps to identify the Competency mapping of employee skills.

24% of the respondents Strongly Agree with Performance Evaluation helps to identify the

Competency mapping of an employee skill. 11% of the respondents said that Neutral. 5%

of the respondents Disagree with Performance Evaluation helps to identify the

Competency mapping of an employee skills. 3% of the respondents Strongly Disagree

with Performance Evaluation helps to identify the Competency mapping of an employee

skills.

CHART 19

72


73/94

Identify the competency mapping of the

employees

0

10

20

30

40

50

60

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 20

73


74/94

Present Evaluation method helps to achieve the individual goal and organization goal


RESPONDENTS

PERCENTAGE


2 Agree 51 51

3 Neutral 15 15

4 Disagree 6 6




INTERPRETATION

From the above table we infer that 51% of the respondents Agreed with Present

Evaluation method helps to achieve the individual goal and organization goal. 23% of the

respondents Strongly Agree with Present Evaluation method helps to achieve the

individual goal and organization goal.15% of the respondents said that Neutral. 6% of the

respondents Disagree with Present Evaluation method helps to achieve the individual

goal and organization goal.5% of the respondents strongly agree with Present Evaluation

method helps to achieve the individual goal and organization goal.

CHART 20

74


75/94

Goal achievements by evaluating

0

10

20

30

40

50

60

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 21

Superior Evaluate employees Performance honestly

75


76/94


RESPONDENTS

PERCENTAGE

(%)

1 Yes 61 61

2 No 39 39



INTERPRETATION

From the above table we infer that 61% of the respondents said that superior

Evaluate employees Performance honestly. 39% of the respondents said that superiors arenot Evaluate Employees performance honestly.

CHART 21

76


77/94

Superior Evaluate Employees Performance

honestly

0

1020

30

40

50

60

70

Yes No

Respondents

P

ercentage

TABLE 22

Performance Evaluation system is a basis for training need identification

77


78/94


RESPONDENTS

PERCENTAGE

(%)


2 Agree 64 64

3 Neutral 6 6

4 Disagree 10 10




INTERPRETATION


Performance Evaluation system is a basis for training need identification.17% of the

respondents Strongly Agree with Performance Evaluation system is a basis for training

need identification.10% of the respondents Disagree with Performance Evaluation system

is a basis for training need identification. 6% of the respondents said that Neutral. 3% of

the respondents strongly Disagree.

CHART 22

78


79/94

Performance Evaluation is a training needidentification

0

10

20

30

40

50

60

70

Strongly

Agree


Disagree

Respondents

Percentage

TABLE 23

79


80/94

Performance Evaluation system helps to perform effectively towards organization goal as

well as individual goal


RESPONDENTS

PERCENTAGE

(%)1 Help to get proper guidelines 34 34

2 Increasing Productivity 40 40

3 To know the potentiality 26 26



INTERPRETATION

From the above table we infer that 40% of the respondents said that Performance

Evaluation system helps to increases the productivity of the organization. 34% of the

respondents said that Performance Evaluation system helps to get proper guideline. 26%

of the respondents said that Performance Evaluation system helps to know the

potentiality of the employee.

CHART 23

80


81/94

Performance Evaluation helps to performeffectively towards organization goal

0

10

20

30

40

50

Help to get proper

guidelines

Increasing Productivity To know the

potentiality

Respondents

Percenta

ge

TABLE 24

Organization accepts the employees grievances and suggestions

81


82/94


RESPONDENTS

PERCENTAGE

(%)

1 Accepted 28 28

2 Partially accepted 46 46

3 Not Accepted 26 26



INTERPRETATION

From the above table we infer that 46% of the respondents said that organization

partially accepts the employees grievances and suggestions.28% of the respondents said

that organization fully accepts the employees grievances and suggestions. 26% of the

respondents said that organization not at all accept the employees grievances and

suggestions.

CHART 24

82


83/94

Accepting suggestions and grievances

0

5

10

15

20

25

30

35

40

45

50

Accepted Partially accepted Not Accepted

Respondents

Percentage

CHI-SQUARE TEST

83


84/94

HO: There is no significant difference between age level and Present job Description

of the employees

H1: There is a significant difference between age level and Present job Description

of the employees

CHI-SQUARE TABLE

Age Level

Job Description

25-35 36-45 46-55 Above Total

Challenging

7 7 11 2 27

Interesting

10 12 26 9 57

Unchallenging

6 5 3 2 16

Total 23 24 40 13 100

Calculation of Chi-Square Value

Observed

Frequency

Oij

Expected

Frequency

Eij

(Oij-Eij) (Oij-Eij)2/E

84


85/94

7

7

11

2

10

12

26

9

6

5

3

2

6.21

13.11

3.68

6.48

13.68

3.84

10.8

22.8

6.4

3.51

7.41

2.08

0.79

-3.11

2.32

0.52

-1.68

1.16

0.2

3.2

-3.4

-1.51

1.59

-0.08

0.10

0.73

1.46

0.04

0.20

0.35

3.70

0.44

1.80

0.64

0.34

3.07

Chi-Square= (Oij-Eij)2/E

= 12.87

Hence

Therefore Degrees of Freedom = (C- I) (R I)

= (4 -1) (3 1) = 6

The Table value of chi-Square for Six degrees of Freedom @ 5 % level of

Significance is 12.592

Conclusion

The calculated value of Chi-square is greater than this table value which means

that null Hypothesis accepted. So there is no association between age level and present

job description of the employees.

CHAPTER VI

MAIN FINDINGS

85


86/94

After having analyzed and interpreted the data, the Researcher now shifts the

focus towards the trends that have emerged from the study. These findings ares summed

up and groped under each objective of the study.

Most of the employees are said that they have got interesting job in BHEL

company

Majority of the employees are aware of the performance evaluation system which

is practiced in the organization

BHEL organization practiced confidential system to Evaluate employees

Performance

Employees are satisfied with present evaluation system in BHEL

In BHEL organization E-Mapping and Ranking Technique of Performance

evaluation system is practiced.

Executives and supervisors Performance are Evaluated Half yearly once and

Workers Performance Evaluated Yearly once.

The Purpose of the performance Evaluation system is mainly for Promotion,

Rewards, Training and development of the employees

At low Performance level the organization is giving training and counseli

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