Study on performance appraisal system in ongc ltd., mumbai

MBA Program Solapur University, Solapur

1. INTRODUCTION

1.1EXECUTIVE SUMMARY

Managing human resources in today’s dynamic environment is becoming more and

more complex as well as important. Recognition of people as a valuable resource in

the organization has led to increases trends in employee maintenance, job security,

etc. My research project deals with “Performance Appraisal as carried out in ONGC

Ltd., Mumbai”. In this report, I have studied and evaluated the performance appraisal

process as it is carried out in the company.

The first section of my report deals with a detailed company profile. It includes the

company’s history: its activities and operations, organizational structure, etc. this

section attempts to give detailed information about the company and the nature of its

functioning.

The second section deals with performance appraisal. In this section, a brief

conceptual explanation to performance appraisal is given. It contains the definition,

process and significance of performance appraisal.

In the third section of my report, I have conducted a research study to evaluate the

process of performance appraisal in ONGC Ltd., Mumbai; this section also contains

my findings, conclusions, suggestions and feedback.

The fourth and final section of this report consists of extra information that I have

related to the main contents of the report. These annexure includes the Questionnaire

on the basis of which the primary data was collected and research study was

conducted.

1.2 OBJECT OF THE PROJECT:

To study the Performance Appraisal System undertaken by ONGC Ltd., Mumbai

OBJECTIVES OF THE STUDY:

1) To study the techniques of Performance Appraisal followed in ONGC Ltd.,

Mumbai.

2) To study how the employees are rated against these parameters.

SVERI’s COE, MBA Department, Pandharpur (2015 – 2016) Page 1


3) To suggest the recommendations to the management as per the outcome of the

study.

1.3 SCOPE AND LIMITATIONS OF THE STUDY:

1.3 (a) SCOPE OF THE STUDY

The research was conducted in ONGC Ltd., Mumbai. The research study was focused

on performance appraisal system in ONGC Ltd., Mumbai. It also measure and

evaluate the effective performance on the basis of employee’s overall awareness,

expectations and satisfaction or dissatisfaction as an outcome of offering various

kinds of incentives and employee’s morale as offered by the performance appraisal

system of ONGC Ltd. Mumbai.

1.3 (b) LIMITATIONS OF THE STUDY

Reluctance of employees to give information and to fill up the questionnaire.

The time factor in collecting the responses as in conducting the research study

has limited factor.

The sample size selected is limited.

In lieu of the variation in the cooperation and involvement of selected

employees at different departments of ONGC, there may be inaccuracy of the

responses given by them.

1.4 RESEARCH METHODOLOGY

In order to accomplish the objectives of the study, it is essential to articulate in the

manner in which it is to be conducted, i.e., the research process is to be carried out in

a certain framework. The research methodology, which follows, is the backbone of

the study.

SAMPLING PLAN:

Sample Size = 60 Employees

Sample Area = NBP Green Heights, Regional Office, Mumbai

Duration = 4 weeks (One month).

DATA COLLECTION:

Data Sources:



(i) Secondary data: Company’s website

Company’s HR Manual

Company’s circulars

Internet search

(ii) Primary data: Structured Questionnaire

RESEARCH DESIGN:

The research design of this study considering its objectives, scope and coverage was

Exploratory as well as Descriptive in nature.

The primary assumptions:

Voluntary participation

Integrity

PAC: Privacy, anonymity and confidentiality

Research instrument:

The main research instrument used was a questionnaire consisting of 20

questions. It included suggestions given by employees and the open-ended

questions. It also facilitated in face-to-face to interaction with the respondents.

Following points were kept in mind while designing the questionnaire:

The respondents were assured that the information would be used for

academic purpose and it won’t be leaked out.

The personal information of the employee was made optional.

The observation and informal interaction is made when the employees were

filling up the survey.



Methodology:

Selection of Topic

Establishing Objectives

Mode of collection of information

Preparation of structured questionnaire

Collection of data

Analysis of data

Preparation of final report



2. COMPANY PROFILE

ONGC

Oil and Natural Gas Corporation (ONGC) is an Indian multinational oil and gas

company headquartered in Dehradun, India. ONGC was founded in the year 1956 to

power a newborn republic making rapid strides towards growth and development.

Discovering six out of the seven oil and gas producing basins, adding 8.6 billion tons

of oil and gas reserves, it has led India’s quest for national energy security. ONGC

registered office is located at Delhi.

Today, ONGC is the world’s No.3 Exploration and Production Company. With a

recoverable reserve of 2.0 billion tonnes of Oil Equivalent, ONGC’s daily production

of over 1.22 million barrels per day contributes over 69% of India’s domestic oil

equivalent production. The Reserve Replacement Ratio is over 1 for the last nine

consecutive years against the global average of below 1.

Fuelled by the desire to build a strong energy foundation for tomorrow, ONGC has

gone beyond the seven seas. Company’s wholly-owned subsidiary ONGC Videsh Ltd.

(OVL) is the nation’s biggest Exploration and Production multinational, managing 35

overseas hydrocarbon properties in 16 countries, with a cumulative investment of over

US$22 billion.

Winning hearts and awards over the world, ONGC is one of the Fortune World’s

Most Admired Companies of 2014. Adding to their global credentials is the fact that

this year also ONGC has been awarded ‘Randstad Award 2013’for Most Attractive

employer in the Energy Sector in India.



ONGC is the top energy company of India as per the coveted Platts Top 250 Global

Energy Company ranking 2014.

2.1 HISTORY

ONGC was set up under the visionary leadership of Pandit Jawaharlal Lal Nehru.

Pandit Nehru reposed faith in Shri Keshav Dev Malviya who laid the foundation of

ONGC in the form of Oil and Gas division, under Geological Survey of India, in

1955. A few months later, it was converted into Oil and Natural Gas Directorate. The

directorate was converted into Commission and christened Oil and Natural Gas

Commission on 14th August 1956. In 1994, Oil and Natural Gas Commission was

converted into a corporation, and in 1997it was recognized as one of the Navratnas by

the Government of India. Subsequently, it has been conferred with Maharatna status

in the year 2010.

Over 60 years of its existence ONGC has crossed many a milestone to realize the

energy dreams of India. The journey of ONGC, over these years, has been a tale of

conviction, courage and commitment. ONGCs’ superlative efforts have resulted in

converting earlier frontier areas into new hydrocarbon provinces. From a modest

beginning, ONGC has a grown to be one of the largest EandP companies in the world

in terms of reserves and production business i.e., Acquisition, Processing and

Interpretation (API) of Seismic data, drilling, work-over and well stimulation

operations, engineering and construction, production, processing, refining,

transportation, marketing, applied RandD and training, etc.

2.2 Background

Oil and Natural Gas Corporation Limited (ONGC) is mainly engaged in the

exploration and production activities. ONGC, formed in 1956, is the largest oil

exploration company in India and was the largest company among all

“NAVRATNA’’ PSU’s and w.e.f21st may 2010 government has conferred ONGC a

coveted “MAHARATNA” status since it has an average turnover of more than

Rs.20,000 crore viz. for FY’14 stood at Rs.84, 201 crore, NPAT (Net Profit After

Tax) of Rs.2,500 crore, for FY’14 Rs.22, 095 crore and net worth of Rs.10, 000 crore

for FY’14 Rs.1,35,631 crore During the past 3 years. It is the only fully integrated

petroleum company in India, operating along the entire



2.3 ONGC VISION and MISSION

Vision

To be a global leader in integrated energy business through sustainable

growth, Knowledge excellence and exemplary governance practices.

Mission

World Class

Dedicated to excellence by leveraging competitive advantages in RandD and

technology with involved people

Imbibe high standards of business ethics and organisational values

Abiding commitment to safety, health and environment to enrich quality of

community life

Foster a culture of trust, openness and mutual concern to make working a

stimulating and challenging experience for our people

Strive for customer delight through quality products and services

Integrated In Energy Business

Focus on domestic and international oil and gas exploration and production

business opportunities

Provide value linkages in other sectors of energy business

Create growth opportunities and maximise shareholder value

Dominant Indian Leadership

Retain dominant position in Indian petroleum sector and enhance India’s

energy availability

Achievements 2014-2015

Ranked as Top Energy Company of India No.3 Among Global EandP

Companies (Platts Top 250 – 2014)

Only Indian Energy major in Fortune’s Most Admired

Placed 21st among global Oil and Gas Companies (Forbes global 2000)

26 among the world’s 124 largest listed companies in ‘Transparency in

Corporate Reporting’ (Transparency international)



‘Best overall safety performance of onshore oil and gas assets’ and ‘Most

consistent and safety performance’ awards [Oil Industry Safety Directorate

(OISD)]

‘Best employer’ and ‘Voice of employee’ – AON Hewitt

Financials

The turnover of ONGC in FY’14 stood at Rs. 842,028 million – the highest

ever

The turnover of ONGC Group in FY’14 stood at Rs. 1,782,051 – the highest

ever

The Net Profit recorded in FY’14 is Rs. 220,948, it is 5.6% higher than

FY’13-14 (Rs. 209,257)

Wealth created by ONGC in 58 years Rs.8622.65 Billion

World Record in Deepwater Drilling

ONGC deepwater drilling group set world record of drilling deepest ultra-

deepwater well by successfully reaching the target depth of 7725m

Well KG-DWN-2005/1-D-1 drilled by Rig DDK G1 set two world records-

i. Well at the deepest water depth of 3174m

ii. Drilling deepest offshore well of 7725m

Highest-ever thru’ put by ONGC subsidiary Mangalore Refinery and

Petrochemicals Limited (MRPL)

MRPL recorded highest thru’ put of 14.6 MMT against MoU target of 14.5

MMT, securing ‘Excellent’ rating in achievement of MoU targets

MRPL posted net profit of Rs. 6010 million, increase of 179% from last

fiscal’s loss of Rs. 7569 million



2.4 ONGC GROUP OF COMPANIES



2.5 ORGANIZATION STRUCTURE:



2.6 ONGC ACTIVITIES

Exploration

Offshore

Onshore

Drilling

Exploratory

Development

Work-over

Deep Water

Production

Offshore installations

Onshore installations

Processing

Plants

2.7 HR DEPARTMENT

INTRODUCTION

The objectives of Human Resource Department are Human Resource Planning,

Recruitment and Selection, Training and Development, Transfer and Promotion,

Performance Appraisal and so on. ONGC has a very dynamic and talented Human

Resource Department, which takes care of functions like recruitment, employment

policies, induction, compensation and benefits, performance evaluation and training

and development.

HR Vision

To attain organizational excellence by developing and inspiring the true potential of

company’s human capital and providing opportunities for growth, well-being and

enrichment.

HR Mission



To create, a value and knowledge based organization by inculcating a culture of

learning, innovation and team working and aligning business priorities with

aspirations of employees leading to development of an empowered, responsive and

competent human capital.

Human Resource Department of ONGC



3. REVIEW OF LITERATURE


Director HR

ONGC Academy

Security Medical Services

HRDEmployee Relations

Corporate Administration

RTIsFire ServicesCorporate RandP

Corporate Establishment

Functional HR Planners

Legal Services

CSRCorporate Policy Group

HR Initiatives

Disciplines and Appeals

CRC

Hqrs. Grievance Committee

Corporate IR

CPF/PRBS/CSSS Trust

Official Language

SC/ST Cell


Grote (2002) describes performance appraisal as a formal management tool

that helps evaluate the performance quality of an employee. Schneier and

Beatty as cited in Patterson (1987) define it as a process which apart from

evaluating also identifies and develops human performance.

According to Karol (1996) performance appraisal includes a communication

event planned between a manager and an employee specifically for the

purpose of assessing that employee's past job performance and discussing

areas for future improvement.

Study by Hewitt Associates (1994),the impact of performance management

on Organizational success substantiates that performance management system

can have a significant impact on financial performance and productivity. The

study used the Boston Consulting Group/HOLT financial database to track the

financial performance of 437 publically held U.S. companies from 1990

through 1992.The study results showed that: Companies with performance

programs have higher profits, better cash flows, stronger stock market

performance and a greater stock value than companies without performance

management. Productivity in firms without performance management is

significantly below the industry average, while productivity in firms with

performance management is on par with the industry average. Companies with

performance management significantly improved their financial performance

and productivity after implementing performance management.

A common weakness in the implementation of performance management

systems noted by de Waal (2004)is the focus only on the “structural side”,

that is, “the structure that needs to be in place to be able to use performance

management such as critical success factors and key performance indicators,

possibly supported by a balance scorecard”. De Waal (2004) argues that

successful implementation also requires attention to the “behavioral side” that

is, the necessary performance-driven behavior required from organizational

members to achieve the desired objectives. According to de Waal (2004),

appropriate behaviors, including attitudes and beliefs, depend on a range of



factors including management style, the perceived relevance of performance

indicators, the degree to which employees feel they can influence change, and

the quality of communication within the organization.

Sharmistha Bhattacharjee and Santoshi Sengupta (2011)studied that

employees are the most valuable and dynamic assets of an organization. For

achieving the strategic objective of sustained and speedy growth, managing

human resource has been featured as a vital requirement in all organizations. It

is a challenge to monitor the entire cycle of defining the competence

requirement of the business, accessing existing competence in the organization

and bridging the gap between the two. HR practices are crucial for any

organization. Every phase from recruitment to exit interview is under the HR

department. It is a challenge to monitor the entire cycle of defining the

competence requirement of the business, accessing existing competence in the

organization and bridging the gap between the two. In a manufacturing

industry, with every technical advancement business opportunities can show

up. These opportunities can be converted into business success only with

performance alignment and competence management.

4. Theoretical Framework



4.1 Performance Appraisal

What is Performance?

What does the term performance actually mean? Employees are performing well

when they are productive. Productivity implies both concern for effectiveness and

efficiency, effectiveness refers to goal accomplishment. However it does not speak of

the costs incurred in reaching the goal. That is where efficiency comes in. Efficiency

evaluates the ratio of inputs consumed to outputs achieved. The greater the output for

a given input, the greater the efficiency. It is not desirable to have objective measures

of productivity such as hard data on effectiveness, number of units produced, or

percent of crimes solved, etc. and hard data on efficiency (average cost per unit of

ratio of sales volume to number of calls made etc.)

In addition to productivity as measured in terms of effectiveness and efficiency,

performance also includes personnel data such as measures of accidents, turnover,

absences and tardiness. That is a good employee is one who not only performs well in

terms of productivity but also minimizes problems for the organization by being to

work on time, by not missing days, and by minimizing the number of work-related

accidents.

What is Appraisal?

Appraisals are judgements of the characteristics, traits and performance of others. On

the basis of these judgments we assess the worth or value of others and identify what

is good or bad. In industry performance appraisal is a systematic evaluation of

employees by supervisors. Employees also wish to know their position in the

organization. Appraisals are essential for making many administrative decisions:

selection, training, promotion, transfer, wage and salary administration, etc. besides

they aid in personnel research.

What is Performance Appraisal?

Performance appraisal is a systematic and objective way of judging the relative worth

of ability of an employee in performing his task. Performance appraisal helps to

identify those who are performing their assigned tasks well and those who are not and



the reasons for such performance. Performance Appraisal is an objective assessment

of an individual’s performance against well-defined benchmarks.

According to Flippo, “Performance Appraisal is the systematic, periodic and an

important rating of an employee’s excellence in matters pertaining to his present job

and his potential for a better job.”

According to Michael Armstrong, “Performance appraisal is a formal assessment and

rating of individual by their managers at usually at annual review meeting.”

Performance appraisal from employee point of view – “A performance appraisal is

meant to help employees realise their strengths and shortcomings and receive

compensation accordingly.

Objectives of Performance Appraisal:

The main objective of performance appraisal is to measure and improve the

performance of employees and increases their future potential and value to the

company. Other objectives includes providing feedback, improving communication,

understanding training needs, clarifying roles and responsibilities and determining

how to allocate rewards. The main purposes of employee assessment are:

1. To review the performance of the employees over a given period of time

2. To judge the gap between the actual and desired performance

3. To help management in exercising organizational control.

4. To effect promotion based on competence and performance.

5. To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

6. To assess the training and development needs of employees.

7. To decide upon a pay raise where (as in the unorganised sector) regular pay

scales have not been fixed.

8. To let the employees know where they stand in so far as their performance is

concerned and to assist them with constructive criticism and guidance for the

purpose of their development.

9. To improve communication. Performance appraisal provides a format for

dialogue between the superior and the subordinate, and improves



understanding of personal goals and concerns. This can also have the effect of

increasing the trust between the ratter and rate.

10. To reduce the grievance of the employees.

11. Finally performance appraisal can be used to determine whether HR

programmes such as selection, training and transfers have been effective or

not.

Broadly performance appraisal serves four objectives –

(i) Developmental uses

(ii) Administrative uses/decisions

(iii) Organizational maintenance/objectives, and

(iv) Documentation purposes

Multiple Purpose of Performance Assessment

General Applications Specific Purpose

Developmental Uses Identification of individual needs

Performance feedback

Determining transfers and job assignments

Identification of individual strengths and

developmental needs

Administrative Uses Salary

Promotion

Retention and Termination

Recognition of individual performance

Lay-offs

Identification of poor performers

Organizational

Maintenance

HR planning

Determining organization training needs



PERFORMANCE APPRAISAL PROCESS

Appraisal Process

Objectives of Performance Appraisal

Establish Job Expectations

Design an Appraisal Program

Appraise Performance Feedback

Performance Interview

Archive Appraisal Data

Use Appraisal Data for Appropriate Purpose

Performance Management

BENEFITS

Measures an employee’s performance.

Helps in clarifying, defining, redefining priorities and objectives.

Motivates the employee through achievement and feedback.

Facilitates assessment and agreement of training needs.

Helps in identification of personal strengths and weaknesses.

Plays an important role in Personal career and succession planning.

Clarifies team roles and facilitates team building.

Plays major role in organizational training needs assessment and analysis.

Improves understanding and relationship between the employee and the

reporting manager and also helps in resolving confusions and

misunderstandings.

Plays an important tool for communicating the organization’s philosophies,

values, aims, strategies, priorities, etc among its employees.

Helps in counselling and feedback.



LIMITATIONS

Errors in Rating

Lack of reliability

Negative approach

Multiple objectives

Lack of knowledge

Methods of Performance Appraisal

Ranking Method:

Under the ranking method, the manager compares an employee to other employees,

rather than to a standard measurement.

Graphical Rating Scale:

Under this method, core traits of employee pertaining to his job are carefully defined

like Attitude, Knowledge of Work, Managerial Skills, Team Work, Honesty,

Regularity, Accountability, Interpersonal relationships, Creativity and Discipline, etc.

These traits are allotted with numerical scale to tabulate the scores gained by

employee.

Assessment Centres:

An assessment centre typically involves the use of methods like social/informal

events, tests and exercises, assignment being given to a group of employees to assess

their competencies to take higher responsibilities in the future.

Behaviourally Anchored Rating Scales (BARS):

Behaviourally Anchored Rating Scales is a relatively new technique which combines

the graphic rating scale and critical incidents method. It consists of predetermined

critical areas of job performance or sets of behavioural statements describing

important job performance qualities as good or bad. These statements are developed

from critical incidents.



Human Resource Accounting Method:

Human Resource Accounting is a method to measure the effectiveness of personnel

management activities and the use of people in an organization. HRA is the process of

Assigning, budgeting, and reporting the cost of human resources incurred in an

organization, including wages, salaries and training expenses.

Management by Objectives (MBO):

MBO is a method of mutual goal-setting, measuring progress towards the goals,

taking action to assure goal attainment, feedback, and participation. It is a result

oriented philosophy enabling an employee to measure progress toward a goal which

the employee often has helped set. In the goal-setting phase of MBO, a superior and

subordinate discuss job performance problems and a goal is agreed upon. Along with

mutual goal-setting, a major component of MBO is the performance review session

between the superior and subordinate, which takes place regularly to evaluate

progress towards specified goals.

Self-Appraisal Method:

Self appraisal is an important part of the Performance appraisal process where the

employee themselves gives the feedback or their views and points regarding his

performance. Usually this is done with the help of a self appraisal form where the

employee rates themselves on various parameters, tells about their training needs, if

any, talks about their accomplishments, strengths, weaknesses, problems faced etc

360 Degree Appraisal:

360 Degree Appraisal is a type of employee performance appraisal in which

subordinates, colleagues, co-workers, and managers all anonymously rate the

employee. This information is incorporated into that person’s performance review.

180 Degree Appraisal:

180 Degree Appraisal method is similar to the one of 360 Degree. The different is that

an evaluated person is assessed only by the first-line supervisor and himself.



4.2 Performance Appraisal System in ONGC Ltd., Mumbai

1. Performance Management System (PMS)

Performance planning and assessment is of utmost importance to any human

resource development system. Performance Management System (PMS) is the

process of maintaining or improving employee job performance through the

use of performance assessment tools, coaching and counselling. Individual

contribution drives business results that accomplish the goals of the

organization. PMS provides opportunity for the employee and the performance

manager to discuss development goals and jointly create a plan for achieving

those goals.

A Performance assessment system is a vital element of PMS. It is a strategic

tool towards achieving the objective of the organization and forms the basis

for employee’s development and progression.

Performance Appraisal is a process of assessing and summarizing the work

performance and potential for development of an employee within the

framework of organizational needs.

2. OBJECTIVES

The objectives of the Performance Appraisal System are:

To assess the current level of job performance.

Assess training and development needs.

Identify potential for undertaking higher responsibility.

Develop a system of performance-based rewards

Counsel and address employees on areas of improvement.

Explicit time period.

3. EVALUATION

The Performance Appraisal System seeks to evaluate:

Quantification of work plan and performance.

Potential assessment for career growth and promotions

Placement, Strategic assignments / Board level selection / Lateral shifting in

respect of senior officers and other HR initiatives

Deputation



Payment of Performance related pay (PRP)

Recognition and Awards

Motivating productivity and identification of true performers.

PERFORMANCE APPRAISAL REPORT (PAR)

Performance appraisal rules report is an index of an employee/executive’s work

performance over a given period of time. It is crucial for his/her Career Growth as it

indicates the Strengths, Weakness (if Any), Training needs, Nature of job being

performed, problems faced in work situation. It is not only crucial for career

progression but also essential for grant Performance Related Pay (PRP). The data

stored centrally can be utilised by management to implement Promotion decision and

release of monetary benefit associated with PRP.

E-PAR PROCESS

Earlier, in ONGC Ltd., Mumbai physical format were being used for performance

appraisal. The experience of filling performance appraisal in physical format revealed

that there was inordinate delay in recording the appraisal; it was very difficult to trace

PAR movement. This also resulted in low priority accorded to record performance

appraisal. The non-availability of PAR had directed impact on many HR processes

like Promotions, Placement, Training, Awards etc.

Considering above need, it introduced e-PAR system. It was implemented in ONGC

Ltd., Mumbai since 2008. The basic purpose of implementing e-PAR system was to-

Have a transparent, multidimensional evaluation system in alignment with

industry practices

Introduce performance contracting and objective evaluation

Timely completion

Supplement efforts to enable speed up HR processes like Promotions, Special

Assignments, Deputation Out, Rewards and Incentives etc. Through system

Streamlining of PAR process

Salient features

Greater transparency by way of joint appraisal system



Uniform application across the company and standardize performance

criterion, minimize subjectivity

System driven control and monitoring mechanism

Adherence to time schedules

Enhanced Data Security and Confidentiality

Availability of online information

Linkage to HR processes like promotions, awards, Performance based

Rewards/Incentives etc.

PAR ASSESSMENT PERIOD

PAR Assessment period is of one year starting from April 1st to March 31st. However

any PAR for a period greater than 08 months may be treated as complete PAR. E-

PAR is generated for short period also.

PAR CALENDAR

SI e-PAR Activity Time period

INITIAL PHASE (INR)

1 Generation of e-PAR by PAR officers Mar. 26 – Mar. 31

2 Initial phase of joint setting of Key Result Area (KRA) by

Appraisee and Appraiser / Controlling Officer

Apr. 01 – May. 15

MID – TERM REVIEW (MTR)

3 Mid – Term Review (MTR)by Appraisee and Appraiser/

Controlling Officer

Oct. 01 – Oct. 31

FINAL ASSESSMENT REPORT (FAR)

4 Final Assessment of Previous year by Appraisee Apr. 01 – Apr. 15

5 Final Assessment of Previous year by Appraiser/

Controlling Officer

Apr. 16 – Apr. 31

6 Assessment of Previous year by Reviewing Officer May. 01 – Jun. 15

7 Assessment of Previous year by Co-Reviewing Authority May. 16 – Jun. 30

8 Assessment of Previous year by Moderating Authority Jun. 16 – Jul. 15

9 Acceptance of Previous year at Work centre Jun. 16 – Jul.31

10 Acceptance of Previous year by Director/ CMD for E6 and

above

Jul. 01 – Aug. 15



Minimum Reporting:

No PAR for 3 months.

Minimum PAR for 4 months.

2 PARs are required if there are 2 different assignment with different Heads.

Average of 2 PARs is given as PAR Grades.

STAGES OF E-PAR PROCESS

The e-PAR is configured in SAP landscape through WEBICE (Employee self-

help portal).

Access to Appraise and Reporting Officer thrice a year for E1- E5 Level and

once a year for E6-E9 and class II, III, IV.

I. Assessment Components: Performance and Potential

i. Performance Appraisal (P): Divided in 4 Key Result Area (KRAs):

KRA 1: Quantitative and Timeliness – has option of 5 Key

Performance Indicators (KPIs).

KRA 2: System Improvement

KRA 3: HSE/Office Management and

KRA 4: Qualitative Aspects

ii. Potential Appraisal (Q): Attributes divided into 10 parameters

II. Mid-term review: The system facilitates Mid-term Review done

during job rotation, transfer and change of assignments.

III. Final Appraisal Report: The final assessment would be done at the

end of assessment year. Weight-age for Performance and Potential

varies with level of executives.

Stage – I (Initial Report – INR)

In this stage the PAR chain is obtained by the PAR officers from Head of

different departments for the executives working in that department. The PAR

officer generates PAR in the system in the month of March for next

assessment year and place reporting chain for each executive as received from

concerned departments. The PAR is available to individual in ‘WEBICE’ on

1st April, i.e. on the first day of assessment year for writing KPIs. The

executives write KPIs in consultation with the Reporting Officer. The



Reporting Officer has to accept these KPIs, which are targets for the year. The

executives may take a print out of these KPIs.

Stage - II (Mid Term Review – MTR)

The PAR is available to executives again in the month of October for Mid

Term Review. During this process an executive may change the KPIs set in

the initial reporting or can change weightages given against the KPIs. The

KPIs/ weightages set during the MTR are final targets and based on these

targets executive is assessed at the end of the year.

Stage – III (Final Assessment Report – PAR)

In the initial evaluation, individual writes self-appraisal based on KPIs/ targets

fixed in INR/MTR. The assessment is done by Reporting/ Reviewing/

Moderating/ Accepting authorities as per PAR chain.

As on date, 6 different formats of e-PAR applicable to different classes of employees

are in circulation.

For Class- II, III and IV level employees will have only one stage FAR – Final

Appraisal Review. This means there is no KPI setting for these categories and

as such the PAR window for them will open only during FAR. During FAR,

the E0 level/Class II employees are required to fill their self-appraisal. Class –

III and IV will not have to fill anything online. Their PAR processing will start

from controlling officer (Appraiser).

For E1 to E6 executives, the process has three stages Initial KPI setting, Mid

Term Review and Final Appraisal. E1-E6 process where process starts at the

beginning of the assessment year with setting of KPI.

For E7 and above also have only one stage FAR – Final Appraisal Review.

The format is as per PESB

Final scores are conveyed to the employees including the marks given at

Reporting/ Reviewing/ Accepting level.



Seven (7) Scale PAR Rating

There is 7 scale PAR rating as under

Justification to be given by the Reporting/Reviewing officer while giving A+ grade.

Simultaneously, reasons should be given by the Reporting/ Reviewing officer while

giving poor grades (i.e. C and D).

REWARD

Promotions based on Performance.

For promotion

Group – 1: E7 to E8 and E8 to E9 levels

i) PAR has got maximum weightage i.e. 50 marks (PARs of

preceding 5 yrs. are taken into account and prorated to 50

marks)

ii) 360º assessment – 10 marks

Group – 2 : E6 to E7 level



marks)

ii) 360º assessment – 10 marks

Group – 3 : E4 to E5 and E5 to E6 levels



marks)

Productivity and Profit-linked Incentive Schemes known as PRP (Performance

Related Pay) it is given to those employees who have secured B+ and above


PAR Marks equivalent grades

Grades Marks

A+ 95 and Above

A 85 to < 95

A- 75 to < 85

B+ 65 to < 75

B 55 to < 65


grade. A certain percentage of company’s profit is given to all employees and the

percentage changes from time to time depending upon the company’s policy.

CAREER DESIGN

Performance and Potential based Appraisals

Fast Track Option for High-performers

Promotions after Managers Vacancy based

Interviews for promotions above Managers

Selection of Supervisors:– Performance / Attendance / Discipline record – Written

Test and Interview

Job Rotation - including Inter-functional



5. DATA ANALYSIS AND INTERPRETATION

5.1 PRESENTATION OF DATA IN TABULAR FORM, PIE CHART and

INTERPRETATION

Section A: Personal details

Table No: 1

Gender of the respondents

GENDER NO. OF RESPONDENTS PERCENTAGE

MALE 43 72

FEMALE 17 28

TOTAL 60 100

(Source: Survey)

Pie – chart No: 1

72%

28%

Chart Title

MaleFemale

Interpretation-

From the above table and chart it can be concluded that, Out of 60 respondents, 72

percent respondents are male and 28 percent are female.



Table No: 2

Age group of the respondents

AGE GROUP NO. OF RESPONDENTS PERCENTAGE

25-35 14 23

36-45 13 22

46+ 33 55

TOTAL 60 100

(Source: Survey)

Pie – chart No: 2

23%

22%

55%

Chart Title

25-3536-4546+

Interpretation-


percent respondents fall in the age group 46+ years, 22 percent are in the age group of

36 – 45 and 23 percent are in the age group of 25-35.



Table No: 3

Designation of the respondents

DESIGNATION NO. OF

RESPONDENTS

PERCENTAGE

E7-E9 0 0

E1-E6 43 72

E0, class III and IV 17 28

TOTAL 60 100

(Source: Survey)

Pie – chart No: 3

72%

28%

Chart Title

E7 - E9E1 - E6E0, class III & IV

Interpretation-


percent respondents were belonging to E1 – E6 level and 28 percent belonged to EO,

class III and IV.



Table No: 4

Experience of the respondents

EPERIENCE(YEARS) NO. OF

RESPONDENTS

PERCENTAGE

LESS THAN 5 07 12

5-10 06 10

10-15 07 12

15+ 40 66

TOTAL 60 100

(Source: Survey)

Pie – chart No: 4

12%10%

12%

66%

Chart Title

Less than 5 years5 to 1010 to 15More than 15 years

Interpretation-


percent respondents have an experience of more than 15 years; 12 percent have an

experience of 10 – 15 years; 10 percent have an experience of 5 – 10 years; whereas

12 percent have an experience of less than 5 years.



Section B: Questionnaire on Performance Appraisal Report (PAR) System

Q1. Which method of Performance Appraisal is used in your organization?

Sr. No. PERFORMANCE

APPRAISAL

METHODS

NO. OF

RESPONDENTS

PERCENTAGE

1 RANKING

METHOD

11 19

2 GRAPHIC RATING

SCALE

01 01

3 ASSESSMENT

CENTRES

03 06

4 BARS 0 0

5 HRA 05 08

6 MBO 02 03

7 SELF-APPRAISAL

METHOD

25 42

8 360 DEGREE

METHOD

09 15

9 180 DEGREE

METHOD

03 05

10 NOT AWARE 01 01

TOTAL 60 100

(Source: Survey)



Pie – chart: 01

19%

1%6%

8%

3%42%

15%

5% 1%

Chart TitleRanking Method

Graphic Rating Scale

Assessment Centres

BARS

HRA

MBO

Self-Appraisal Method

360 Degree Method

180 Degree Method

Not Aware

Interpretation-


percent respondents said that Self Appraisal is the method that is used for

performance review and on comparing with the designation the employees belonged

to E1 – E6 level, 19 percent said Ranking Method; they belonged to Class III and IV,

15 percent said 360º Appraisal; they belonged to E6 Level, 8 percent said HRA

Method, 6 percent said Assessment Centres, 5 percent said 180º Appraisal; they

belonged to E1 – E5 level, 3 percent said MBO, 1 percent said Graphic Rating Scale

and 1% said that they were not aware.



Q2 – Q18.

Sr.No. Significant variables YES Perce

ntage

NO Percen

tage

SOMET

IMES

Perce

ntage

Total

Perce

ntage

Q2. Ratings/feedback of other

employees should be disclosed

36 60% 24 40% - - 100

Q3. Performance appraisal help to

provide an atmosphere where all

are encouraged to share one

another’s burden performance

appraisal help to provide an

atmosphere where all are

encouraged to share one another’s

burden

43 72% 17 28% - - 100

Q4. Your appraiser knows your

personality, talents and potentials

55 92% 05 8% - - 100

Q5. Your superior appreciates you

when you do a good job

38 63% 03 5% 19 32% 100

Q6. Are you rated on your

competencies-knowledge, skills

and attributes

31 52% 29 48% - - 100

Q7. performance appraisal give

constructive criticism in a friendly

and positive manner

43 72% 17 28% - - 100

Q8. Are you provided with the genuine

feedback

42 70% 18 30% - - 100

Q9. Are you aware of your roles and

responsibilities

56 93% 04 7% - - 100

Q10. performance appraisal carried out

impartially by the Superiors

44 73% 16 27% - - 100



Q11. PRP’s given to you are

appropriate as per the PAR

grading

55 92% 05 8% - - 100

Q12. Employees are provided with the

opportunity to respond to the

feedback of the appraisal

38 63% 22 37% - - 100

Q13. Is the Appellate authority

necessary

56 93% 04 7% - - 100

Q14. Is the Appellate authority

responsive

51 85% 09 15% - - 100

Q15. Do you find appraisal system

effective/beneficial for future

development

52 87% 08 13% - - 100

Q16. Management take a serious note of

training requirement shown in the

appraisal

32 53% 28 47% - - 100

Q17. Do you want to change the

performance appraisal system

followed in ONGC

31 52% 29 48% - - 100

Q18. Do you want the system of 360

degree appraisal in which you can

appraise your superior

42 70% 18 30% - - 100

(Source: Survey)



Q2. Do you think ratings/feedback of other employees should be disclosed?

Pie – chart: 02

60%

40%

Chart Title

YesNo

Interpretation-


percent respondents feel that the ratings/feedback of other employees should be

disclosed so as to maintain transparency in the appraisal system. 40 percent feel that

that the ratings/feedback should not be disclosed to others.



Q3. Do you think that performance appraisal help to provide an atmosphere

where all are encouraged to share one another’s burden?

Pie – chart: 03

72%

28%

Chart Title

YesNo

Interpretation-


percent respondents said that performance appraisal encourages to share one another’s

burden; whereas 28 percent said that performance appraisal does not encourages to

share one another’s burden.



Q4. Your appraiser knows your personality, talents and potentials?

Pie – chart: 04

92%

8%

Chart Title

YesNo

Interpretation-


percent respondents said that their appraiser knows their personality, talents and

potentials; whereas 8 percent said that their appraiser does not know their personality,

talents and potentials.



Q5. Your superior appreciates you when you do a good job?

Pie – chart: 05

63%

5%

32%

Chart Title

YesNoSometimes

Interpretation-


percent respondents said that they are appreciated by their superiors when they do a

good job; 32 percent said that their superiors not always but sometimes appreciates

them when they do a good job; whereas 5 percent said that their superiors do not

appreciate them when they do a good job.



Q6. Are you rated on your competencies-knowledge, skills and attributes?

Pie – chart: 06

52%

48%

Chart Title

YesNo

Interpretation-


percent respondents said that they are rated on their competencies-knowledge, skills

attributes; whereas 48 percent said that they are not rated on their competencies-

knowledge, skills attributes.



Q7. Do you think performance appraisal give constructive criticism in a friendly

and positive manner?

Pie – chart: 07

72%

28%

Chart Title

YesNo

Interpretation-


percent respondents said that performance appraisal give constructive criticism in a

friendly and positive manner; whereas 28 percent said that performance appraisal

does not give constructive criticism in a friendly and positive manner.



Q8. Are you provided with the genuine feedback?

Pie – chart: 08

70%

30%

Chart Title

YesNo

Interpretation-


percent respondents said that they are provided with genuine feedbacks; whereas 30

percent said they are not provided with very true feedbacks.



Q9. Are you aware of your roles and responsibilities?

Pie – chart: 09

93%

7%

Chart Title

YesNo

Interpretation-


percent respondents said that they are aware of their roles and responsibilities;

whereas 7 percent said that they are unaware of their roles and responsibilities.



Q10. Whether the performance appraisal carried out impartially by the

Superiors?

Pie – chart: 10

73%

27%

Chart Title

YesNo

Interpretation-


percent respondents said that the appraisal is carried out impartially by their superiors;

whereas 27 percent said that the appraisal is carried out partially by their superiors.



Q11. Do you think that PRP’s given to you are appropriate as per the PAR

grading?

Pie – chart: 11

92%

8%

Chart Title

YesNo

Interpretation-


percent respondents feel that the PRP’s given to them are appropriate as per their PAR

grading; whereas 8 percent feel that the PRP’s given to them are inappropriate as per

their PAR grading.



Q12. Employees are provided with the opportunity to respond to the feedback of

the appraisal?

Pie – chart: 12

63%

37%

Chart Title

YesNo

Interpretation-


percent respondents said that they are provided with the opportunity to respond to the

feedback of the appraisal; whereas 37 percent said that they were not provided with

the opportunity to respond to the feedback of the appraisal.



Q13. Is the Appellate authority necessary?

Pie – chart: 13

93%

7%

Chart Title

YesNo

Interpretation-


percent respondents feel that Appellate Authority is necessary. Appellate Authority

takes care of any dissatisfaction related to performance appraisal.7 percent feel that

there is no need of Appellate Authority



Q14. Is the Appellate authority responsive?

Pie – chart: 14

85%

15%

Chart Title

YesNo

Interpretation-


percent respondents feel that Appellate Authority is responsive. 15 percent feel that it

is Appellate Authority is not responsive.



Q15. Do you find appraisal system effective/beneficial for future development?

Pie – chart: 15

87%

13%

Chart Title

YesNo

Interpretation-


percent respondents find appraisal system effective/beneficial for future development;

whereas 13 percent find appraisal system ineffective/non-beneficial for future

development.



Q16. Do you think management take a serious note of training requirement

shown in the appraisal?

Pie – chart: 16

53%

47%

Chart Title

YesNo

Interpretation-


percent respondents said that management take a serious note of training requirement

shown in the appraisal; whereas 47 percent said management does not take a serious

note of training requirement shown in the appraisal.



Q17. Do you want to change the performance appraisal system followed in

ONGC?

Pie – chart: 17

52%

48%

Chart Title

YesNo

Interpretation-


percent respondents said they wanted to the performance appraisal system followed in

ONGC; whereas 48 percent said they were happy with the current the performance

appraisal system and did not wanted it to be changed.



Q18. Do you want the system of 360 degree appraisal in which you can appraise

your superior?

Pie – chart: 18

70%

30%

Chart Title

YesNo

Interpretation-


percent respondents said that they want the system of 360 degree appraisal in which

they can appraise their superior as well; whereas 30 percent said that they did not

want the system of 360 degree appraisal.



Q19. Which method of performance appraisal should be used in ONGC Ltd.?

Sr. No. PERFORMANCE

APPRAISAL

METHODS

NO. OF

RESPONDANTS

PERCENTAGE

1 RANKING

METHOD

05 09

2 GRAPHIC RATING

SCALE

01 02

3 ASSESSMENT

CENTRES

01 02

4 BARS 02 03

5 HRA 06 10

6 MBO 01 02

7 SELF-APPRAISAL

METHOD

17 28

8 360 DEGREE

METHOD

24 39

9 180 DEGREE

METHOD

03 05

TOTAL 60 100

(Source: Survey)



Pie – chart: 19

9%

2%2%

3%10%

2%

28%

39%

5%

100%

Ranking MethodGraphic Rating ScaleAssessment CentresBARSHRAMBOSelf-Appraisal Method360 Degree Method180 Degree Method

Interpretation-


percent respondents said that 360 Degree Appraisal Method should be used for

performance review; 28 percent said Self-Appraisal Method; 10 percent said HRA

Method; 9 percent said Ranking Method; 5 percent said 180º Appraisal; 3 percent said

BARS Method; 2 percent said Graphic Rating Scale; 1 percent said Assessment

Centres and MBO.



Q20. Performance Appraisal should be carried out?

TIME PERIOD NO. 0F RESPONDANTS PERCENTAGE

MONTHLY 04 07

QUARTERLY 07 12

HALF – YEARLY 11 18

ANNUALLY 38 63

TOTAL 60 100

(Source: Survey)

Pie – chart: 20

7%

12%

18%

63%

Chart Title

MonthlyQuarterlyHalf - YearlyAnnually

Interpretation-


percent respondents said Performance Appraisal should be carried out annually; 18

percent said Performance Appraisal should be carried out Half – Yearly; 12 percent

said Performance Appraisal should be carried out quarterly; whereas 7 percent said

Performance Appraisal should be carried out Monthly.



Q21. According to you what kind of feedback should be given after performance

review?

Sr. No. TYPE OF REVIEW NO. OF

RESPONDANTS

PERCENTAGE

1 NUMBER +

GRADES

24 40

2 WRITTEN (ALL

POSITIVE)

02 03

3 WRITTEN

(POSITIVE and

NEGATIVE)

21 35

4 COMBINATION OF

ALL

13 22

TOTAL 60 100

(Source: Survey)

Pie – chart: 21

40%

3%35%

22%

Chart Title

Number + GradesWritten (all positive)Written (positive & negative)Combination of all



Interpretation-


percent respondents said Numerical + Grades should be given as feedback; 35 percent

said Written (positive + negative) should be given as feedback; 22 percent said

Combination of all should be given as feedback; whereas 3 percent said Written (all

positive) should be given as feedback.



Q.22Any suggestion on the existing Performance Appraisal System followed in

ONGC?

Note: suggestions are given by the respondent and only randomly some suggestions

are being selected only for presentation.

1. I feel present system is carried out properly.

2. Performance Appraisal should be made more practical, impartial and should

be intended towards overall growth/development of the employee.

3. The appraisal system can be more effective if 360 º Appraisal System is used

for E4 and above level also.

4. Feedback system can be brought into appraisal system. Weightage to be given

at each level of rating e.g. 80% controlling officer, 15% reviewing officer and

5% accepting officer.

5. Steps/ initiatives could be taken in making it more objective like appraisal

discussions before finally filling up PAR by superiors.

6. Personal likes and dislikes exist; therefore some consultant should be hired.

7. A better system is to be explored, analysed and introduced.



5.2 FINDINGS AND RECOMMENDATIONS:

Findings:

1. The very concept of performance appraisal is marketed throughout the

organization; people have accepted it and understood its importance to the

organization

2. Ignores performance in terms of reaching goals, which can be disastrous for

the organization.

3. The job and role expected from the employees should be decided well in

advance and that too with the consensus with them.

4. A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable

data.

5. The time period for conducting the appraisal should be revised, so that the

exercise becomes a continuous phenomenon

6. Transparency into the system should be ensured through the discussion about

the employee’s performance with the employee concerned and trying to find

out the grey areas so that training can be implemented to improve on that.

7. Superiors’ response tends to be bias, which makes employees unsatisfied.

Thus, a better system can be installed.

8. Training should be given to average or below average performer. Superiors

concerned can advice on which training program can be enrolled for.

9. PRP do motivate employees but not to a large extent some other methods can

be used.

10. Appellate Authority is active but it should give as early as possible feedback

to the aggrieved party as it may lead to severe dissatisfaction amongst

employees and they may lose hope and may not perform better.

Recommendations:

1. Employees do not have enough knowledge about the performance

management system and performance review techniques that are used in

assessing their performance, awareness should be created for the same.

2. HR professionals of the organization should apply strategic and integrative

approach to performance management.



3. HR professionals should communicate well and involve the employees during

the performance management reviews. This will create a climate in which a

continuing dialogue between managers and members of their teams takes

place to define expectations and share information, mission, values and

objectives.

4. After performance reviews, the employee’s should be rewarded with

incentives that will be commensurate with their efforts. These will help a long

way in boosting the morale of the employee’s.

5. Performance review conducting in such a way that all employees are rated

consistent, fair and unbiased.

6. Organization can also use other methods of performance appraisal (like.

Assessment Centre, Critical incident Assessment, MBO) for assessing

performance of employee’s.

7. Organization should conduct periodic performance review for better

performance of employees and improved competitiveness.

8. Proper remarks should be given by superior to their subordinates for further

improvement so that they are able to give their 100%

9. Training need should be identified and should be given to those who actually

need it.

10. Accepting and reviewing officer must have a knowledge about the scope of

work of the appraise

11. One to one discussion with appraise with controlling officer regarding job

satisfaction, improvement areas, etc.

12. Regular sectional meeting regarding work process, suggestion, discussion with

team members etc. This will help to improve productivity and team building.

If all these recommendations are put in place by organization, this has a great

capacity to turn around the fortunes of this corporation.

It would also enable them to achieve the goals for which they were set up as

well as remain influential instruments of public service delivery and

development.



5.3 CONLUSION:

It is concluded from the survey that employees are aware about the performance

management system and are not very satisfied with the current system.

Creating a trust amongst employee about performance review techniques and

maintaining good relationship with employees for improving their performance and

accomplishing goals and objectives of the organization should be taken care of.

This study has shown that performance management is a comprehensive approach to

planning and sustaining improvements in the performance of employees so as to meet

the standards



6. ANNEXURES

6.1ANNEXURES I (QUESTIONNAIRE)

Vividha R. Rath (MBA - II)

Questionnaire on Performance Appraisal Report(PAR)System

Disclaimer: The data gathered through this interview schedule would be used exclusively for the purpose of an academic research only

Personal details

Gender: Male Female

Age group: 25-35 36-45 46+

Designation: ___________________________

Experience: Less than 5 years

5-10 years

10-15 years

More than 15 years

Q1. Which method of Performance Appraisal is used in your organization?

Ranking Method Graphic Rating Scales

Assessment Centres Behaviorally Anchored Rating Scale

Human Resource Accounting method Management by Objective (MBO)

Self-Appraisal Method 360 Degree Appraisal

180 Degree Appraisal

Combination of any pls. specify _________________

Q2. Do you think ratings/feedback of other employees should be disclosed?

Yes No

Q3. Do you think that performance appraisal help to provide an atmosphere where all are encouraged to share one another’s burden?

Yes No



Q4. Your appraiser knows your personality, talents and potentials?

Yes No

Q5. Your superior appreciates you when you do a good job?

Yes No Sometimes

Q6. Are you rated on your competencies-knowledge, skills and attributes?

Yes No

Q7. Do you think performance appraisal give constructive criticism in a friendly and positive manner?

Yes No

Q8. Are you provided with the genuine feedback?

Yes No

Q9. Are you aware of your roles and responsibilities?

Yes No

Q10. Whether the performance appraisal carried out impartially by the Superiors?

Yes No

Q11. Do you think that PRP’s given to you are appropriate as per the PAR grading?

Yes No

Q12. Employees are provided with the opportunity to respond to the feedback of the appraisal?

Yes No

Q13. Is the Appellate authority necessary?

Yes No

Q14. Is the Appellate authority responsive?

Yes No

Q15. Do you find appraisal system effective/beneficial for future development?

Yes No

Q16. Do you think management take a serious note of training requirement shown in the appraisal?



Yes No

Q17. Do you want to change the performance appraisal system followed in ONGC?

Yes No

Q18. Do you want the system of 360 degree appraisal in which you can appraise your superior?

Yes No

Q19. Which method of performance appraisal should be used in ONGC Ltd.?

Ranking Method Graphic Rating Scales

Assessment Centres Behaviorally Anchored Rating Scale

Human Resource Accounting method Management by Objective (MBO)

Self-Appraisal Method 360 Degree Appraisal

180 Degree Appraisal

Combination of any pls. specify _________________

Q20. Performance Appraisal should be carried out?

Monthly Quarterly Half-Yearly Annually

Q21. According to you what kind of feedback should be given after performance review?

Numerical + Grades Written (all positive)

Written (positive and negative) Combination of the above

Others pls. specify_________________________

Q22. Any Suggestion on the existing Performance Appraisal followed in ONGC

_____________________________________________________________________

_____________________________________________________________________

THANK - YOU



6.2 ANNEXURES II

STANDARD DESIGNATIONS and LEVELS

Designation Level

Ex. Director E-9

Group General Manager E-8

General Manager E-7

Dy. General manager E-6

CM/Chief Geophysicist/Chief

Geologist/Chief Chemist

E-5

Manager/Suptdg

Engineer/Chemist/Geophysicist/Geologist

E-4

Dy. Manager/Dy. Suptdg

Engineer/Chemist/Geophysicist/Geologist

E-3

Senior(**) Officer/Executive

Engineer/Sr.

Chemist/Geophysicist/Geologist

E-2

(**) Officer/Asstt.Ex.Engineer/

Chemist/Geophysicist/Geologist

E-1

Asstt. (**) Engineer/Asstt. Engineer E-0

Chief Suptdt/Sr. Foreman S-IV

Sr. Suptdt/Sr. Foreman S-III

Suptdt/foreman S-II

Asstt. Suptdt/Asstt. Foreman S-I

Jr. Engineer/Jr. Suptdt/Jr. Acctt A-V

Topman/Chargeman/Asstt Grade-I A-IV

Jr. Tech./ Rigman/ Grade-II A-III

Asstt. Tech./ Rigman/ Grade-III A-II

Jr. Asstt. Tech./ Jr. Asstt. A-I

Head worker W-VII

Dy. Head worker W-VI

Sr. Worker W-V



Attendant Grade-I W-IV

Attendant Grade-II W-III

Attendant Grade-III W-II

Jr. Attendant W-I

(**) Name of relevant discipline is inserted.

Abbreviations in use

Superintending = S./Suptdg Superintendent = Suptdt

Deputy = Dy. Accountant = Acctt.

Executive = Ex. Technician = Tech.

Senior = Sr.

Assistant = Asstt.



6.3 ANNEXURES III

REFERNCES

Bibliography:

1. Aswathappa K. (7 Edition),Human Resource Management

2. A. Chandramohan and P. Subba Rao, Human Resource Management

3. Kothari C.R (1985), Research Methodology: Deldi, New Age International4. Sharmistha Bhattacharjee and Santoshi Sengupta (2011), ‘A Study of

performance management in a corporate firm’, International Journal of

Business and Management Research’, Vol.1, No.8, pp. 496-513.

5. ONGC HR Manual

6. ONGC circular

7. ONGC Year Diary

Webliography:

1. www.ongcindia.com

2. www.reportsongc.in

3. http://www.ukessays.com

4. http://eprints.jcu.edu.au/26275/

5. www.google.com


http://www.google.com/

http://www.ukessays.com/

http://www.reportsongc.in/

http://www.ongcindia.com/

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Study on performance appraisal system in ongc ltd., mumbai

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