APROJECT REPORT ON

“PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A UNIT OF NPCIL”

In partial fulfillment in award of PGDM Two year Full Time Programme

Under the guidance of

Faculty Guide Company GuideDR Vipin Jain Mr. P.S TomarASSOCIATE PROFESSOR OF MANAGEMENT STUDIES MAISM

Submitted by:SAURABH MITTAL

PGDM.(2008-2010)

Maharishi Arvind Institute Of Science And Management

Ambabari Circle, Ambabari, Jaipur-302023 Phone: 2335487, 2234216, Fax- 0141-2335120.

E-mail: maism@datainfosys.net Website: www.maism.com

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CERTIFICATE FROM THE FACULY GUIDE

This is to certify that Mr. SAURABH MITTAL of PGDM of session 2008 – 09 has completed his project study work as per the requirement of PGDM program of MAISM, Ambabari, jaipur.

He has done his project on …PERFORMANCE APPRAISAL IN NAPS(Narora Atomic Power Station) under my guidance. The work is done only for academic purpose.

I am satisfied with his work and recommend its acceptance in the partial fulfilment of the requirements for the award of PGDM course.

Date: Dr. Vipin JainPlace: (Associate Professor Of

Mgmt. Studies) MAISM,

Jaipur.

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AKNOWLEDGEMENT

For the compulsory vocational training for my course i.e. MBA I have selected NAPS

[NARORA ATOMIC POWER STATION]. It is a reputated public sector unit under

the DEPARTMENT OF ATOMIC ENERGY engaged in generation of electricity

through Atomic energy. During my training I have been associated with the different

sections of human resource department of NAPS and learned how these departments’

works. Firstly, I would like to thanks station director & training superintendent NAPS,

who permitted me to complete my training project at prestigious organization of India

i.e. NAPS.I would like to extend my thanks to MR P.S.TOMAR Manager HR for his

valuable time & guidance.I am very thankful to NAPS station management for

extending me a chance to do the project work on human resource management areas of

NAPS at their plant site.

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PREFACE

For the training I have selected Narora Atomic Power Station (NAPS) a unit of Nuclear

Power Corporation of India Limited (NPCIL). It is a reputed electricity generating

company. Though in power sector India has achieved a remarkable improvement, even

then we are producing only 25% - 30% of electricity of our requirement. In this

situation the role of nuclear power station becomes important as far as availability of

raw material is concerned in comparison to other sources of generation of electricity.

The reputed status, latest technology, bright future, good working environment etc. are

some important factors which has forced me to select a nuclear power station for

getting on the job training.

During my training I have been associated with different areas of human resource department

of Narora atomic power station (NAPS) and learned about how to bridge gap between

theoretical knowledge and practical working. Mainly I have experienced the working

of different HR sections and performance appraisal.

I would like to extend my thanks to the station authority and human resource officers.

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Executive summary

In the words of ROLAND BENJAMIN “ a performance appraisal determines who shall

receive merit increases , counsels employees on their improvement , determines training

needs ,determines promo ability , identifies those who should be transferred .”

Performance Appraisal is a Technique where the performance of an employee is evaluated on

a periodic basis. It refers to the process where the employee is evaluated on the basis of the

benchmarks defined by the company.

In this project I have tried to evaluate the employee performance in NARORA ATOMIC

POWER STATION on the basis of their tools and techniques provided. I have tried to

understand how the employees are evaluated and how deviations are corrected if found any.

I was mainly briefed about all various departments working under the HUMAN RESOURCE

DEPARTEMENT of NAPS.

I did an extensive study of the various aspects of how the employees were evaluated and

found major shortcomings which I have mentioned in the report that I have made.

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CONTENTS Pg.no.

NPCIL, AN INTRODUCTION 7-13

NAPS, AN INTRODDUCTION 14-17

HIERACHICAL LEVELS AT NAPS 18

NAPS,POLICIES 20-22

NAPS,ACHIEVMENTS 23

ORGANOGRAM –HR 28

INTRODUCTION OF HUMAN RESOURCE DEPARTMENT IN NAPS 29-44

ESTABLISHMENT SECTION

SERVICES SECTION

ESTATE MANAGEMENT SECTION

LEGAL SECTION

RECRUITMENT SECTION

INTRODUCTION TO PROJECT TOPIC 45-53

METHOD OF PERFORMANCE APPRAISEL IN NAPS/NPCIL 54-65

PROJECT PROFILE 66

TITLE OF STUDY

OBJECTIVE OF SYUDY

SCOPE AND SIGNIFICANCE

RESEARCH 67-68

DATA ANALYSIS 69-85

SUGGESTION 86

CONCLUSION 87

ANNEXURE 88-91

BIBLIOGRAPHY 92

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INTRODUCTION

TO

NUCLEAR POWER CORPORATION OF INDIA LIMITED

(NPCIL)

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Organisation History:

The Atomic Energy Act was enacted in the year 1948 with the objective of providing

for the development, control and use of atomic energy for the welfare of the people of

India and for other peaceful purpose. In pursuance of the Act, the Atomic Energy

Commission was set-up in August 1948. The Atomic Energy Commission was

entrusted with the responsibility of policy making in the matter of atomic energy. It

was a latter decided that a separate Department, with full powers of a Ministry of the

Government of India, should be set up entrusting it with the responsibility of

development of atomic energy for peaceful purpose. Thus the Department of Atomic

Energy (DAE) came in to existence in August 1954 under the direct charge of the

Prime Minister.

The Atomic Energy Commission was reconstituted in 1958 with full executive and

financial powers. The major functions and activities of the DAE are Nuclear Power

Programme, Research and Development, Industrial and Mineral Sector Development,

Regulation and Safety and the management of the public Sector Undertakings set up

under DAE.

The responsibility for implementation of the Nuclear Power Programme was

entrusted to the erstwhile Power Projects Engineering Division

(PPED) which was later converted into the Nuclear Power Board (NPB) and now the

Nuclear Power Corporation of India Limited (NPCIL).

NPCIL was incorporated as a public limited company wholly owned by the

Government of India under the Companies Act 1956 and commenced its business

with effect from September 17,1987.

The board of director manages the company. In forming the company in1987, all the

asset ( with the exception of RAPS -1) of NPB were transferred to NPCIL with 50

percent of the assets being treated as equity and the remaining as loan in perpetuity

from the Government. RAPS-1, being the first pressurised heavy water, reactor, was

retained by NPCIL on behalf of DAE.

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The composition of the NPCIL Board of Directors is broad based .it includes

representative from BARC, Central Electricity Authority. Planning Commission,

Ministry of Environment and Forests etc.for effective interfacing with the Power

Sector as a whole in the country and also R&D sector of DAE.

The Registered Office of the Company is at 16 Floor, Center 1, World Trade

Centers ,Cuffer Parade Mumbai 400005 and its Corporate Office is at Nabhikiya Urja

Bhavan and Vikaram Sarabhai Bhavan , Anushaktinagar ,Mumbai 400094. The

authorized Share capital of the company is Rs.10145 crores as on 31.3.2007. Total

asset of the Company are in the order of Rs 33000 Crores

After formation of the Company a massive programme of setting up Nuclear Power

Reactor was launched. A focussed approach was adopted to have all-round

improvement in operation and maintenance, safety, finance, etc. which will also

generated internal surplus besides establishing the viability of nuclear power as along

term strategy. NPCIL has gained significant experience in setting up PHWRs and

operation them. This technology has achieved a state of maturity.

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06-May-2007220PHWRKaiga -3 Karnataka17.

18-August-2006540PHWRTAPS -3 Tarapur, Maharashtra16.

12-Sept-2005540PHWRTAPS -4 Tarapur, Maharashtra15.

23-Dec-2000 220 PHWRRAPS-4 Rawatbhata, Rajasthan14.

01-Jun-2000 220 PHWRRAPS-3 Rawatbhata, Rajasthan13.

16-Mar-2000 220 PHWRKAIGA-2,Kaiga, Karnataka12.

16-Nov-2000 220 PHWRKAIGA-1,Kaiga, Karnataka11.

01-Sep-1995 220 PHWRKAPS-2 Kakrapar, Gujarat10.

06-May-1993 220 PHWRKAPS-1 Kakrapar, Gujarat9.

01-Jul-1992 220 PHWRNAPS -2 Narora, Uttar Pradesh8.

01-Jan-1991 220 PHWRNAPS -1 Narora, Uttar Pradesh7.

21-Mar-1986 220 PHWRMAPS -2 Kalpakkam, Tamilnadu6.

27-Jan-1984 220PHWRMAPS -1 Kalpakkam, Tamilnadu5.

01-Apr-1981 200 PHWRRAPS -2, Rawatbhata, Rajasthan4.

16-Dec-1973 100 PHWR RAPS -1, Rawatbhata, Rajasthan*3.

28-Oct-1969 160 BWR TAPS -2 Tarapur, Maharashtra2.

28-Oct-1969 160 BWR TAPS -1 Tarapur, Maharashtra1.

Date of Commercial Operation

Capacity (MWe) Type Unit-Location

OPERATING STATIONS

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ATOMIC ENERGY COMMISSION

ATOMIC ENERGY REGUL ATOR Y BOARD

DEPARTMENT OF ATOMIC ENERGY

R&D ORGANIS ATI ONSBhabha Atomic Research

Centre, Mumbai

Indira Gandhi Centre for Atomic Research,

Kalpakkam

Raj a Ramanna Centre for Advanced Technology,

Indore

Variable Energy Cyclotron Centre, Calcutta

Atomic Minerals Directorate for Exploration

& Research, Hyderabad

PUBLIC SE CTOR UNDERTAKI NGS

Nuclear Po wer Corp. of India Ltd., Mumbai

India n Rare Earths Ltd., Mumbai

Uranium Corp. of India Ltd., Jaduguda

BHAVINIKalpakka m

Electronic s Cor p. of India Ltd., Hydera bad)

INDUSTRIAL FACILITIES

Heavy W ater Board,Mumbai

Nuclear Fuel Complex, H yd erabad

Board of Radiation & Isotope Technology,

Mumbai

SERVICE ORGANISATION

Directorate of Purchase & Stores ,

Mumbai

Directorate of Construction, Services & Estate Man agement,

Mumbai

General Services Organization,

Kalpakkam

Institute of Mathematical Sciences, ChennaiInstitute of Pharma Research, Ahmedabad,Atomic Energy Education Society, Mumbai

Institute of Physics, BhubaneshwarMehta Research Institute of Maths & Mathematical Physics, Allahabad

Tata Institute of Fundamental Research, MumbaiTata Memorial Centre, MumbaiSaha Institute of Nuclear Physics, Calcutta

Board of R esearch in Nucl ear SciencesNational Board of Higher Mathematics

AIDED INSTITU TIONS

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Principle and objective of nuclear power plants

Nuclear power plants generate electricity. The principle used is same as that in a thermal

power plant, with the difference that a nuclear plant uses uranium to produce heat

whereas a thermal power plant burns coal.

Principle

Nuclear power generation utilizes the heat energy from the atomic fission of natural

uranium U-235 to produce steam. This steam in turn drives the turbo generator to

produce electricity.

Objectives

• To maximize generation (2891 Mus or More) and capacity utilization (75% or more)

in a safe manner.

• To minimize the number of forced outages to as low as responsible achievable.

• To minimize outage period for planned maintenance and at the same time achieving

the maintenance objectives.

• Planned implementation of conditions monitoring in service inspection, modification

and upgrading program in an optimal manner during planned maintenance outages.

• To minimize radioactivity release to as low as reasonably achievable.

• To minimize radiation exposures to as low as reasonably achievable.

• To minimize heavy water losses to as low as reasonably achievable.

• To progressively optimise inventory levels.

• To progressively achieving energy conservation in an efficient manner.

.

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AIM, MISSION, VISION

AIM

One of the chief aim of department of atomic energy (DAE) is development of

nuclear energy for economic power generation as an alternative source of electric

power when in due course the conventional sources [hydro and thermal] will be

exhausted in the country.

MISSION

"To develop nuclear power technology and to produce nuclear power as a safe,

environmentally benign and economically viable source of electrical energy to meet

the increasing electricity needs of the country."

VISION

Achieve installed capacity of 20,000 Mw by the year 2020.

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INTRODUCTION

TO

NARORA ATOMIC POWER STATION

(NAPS)

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Narora Atomic Power Station

NAPS, Distt.Bulandshahr, (UP)

Narora is a small religious town in Bulandshahr District of Uttar pradesh situated on

the banks of the Ganges- the most sacred river of Hindu mythology and is

approximately 150 km from the national capital, Delhi. The nearest population center

is Aligarh, which is 60 km away from the plant site.

The station is connected to high voltage network through five 220 kV lines, one to

Moradabad, one to Harduaganj, to simboli & two to khurja. It is designed for base

load operation as a commercial station.

A NAP is the 4th nuclear power station in the country and the first indigenous nuclear

power plant in India. The station has two pressurized heavy water reactors with an

installed capacity of 220 Mwe each using natural uranium as fuel. The Indian

engineers and scientists have done the execution of the project, including design,

engineering, erection, commissioning and operation.The generated electricity is being

supplied to the nine (9) neighbouring feeders in which up is the main state, through

northern regional electricity grid. Another important milestone in the Indian

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nuclearProgram achieved in NAPS is standardization of PHWR units, which is a

stepping stone to the future 500 Mwe units. The reactor use naturalUranium available

in India as a fuel & heavy water produced in the country as moderator and a coolant.

.

Narora atomic power station is an ISO 140001 and IS 18001 certified company. The total manpower strength at NAPS is about 1165 employees.

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IMPORTANT DATES

PARAMETER UNIT-I UNIT-II

Foundation stone 4th Jan. 1974 4th Jan. 1974

Excavation started 15th Feb. 1976 15th Feb. 1976

Fuel loading 11th Oct. 1988 9th Aug. 1991

1st criticality 12th Mar. 1989 24th Oct. 1991

1st synchronisation 29th July 1989 5th Jan. 1992

Commercialisation 1st Jan. 1991 30th June 1992

ISO-14001 Certification 19th AUGUST 1999

IS-18001 Certification 6th Feb 2006

OBJECTIVES OF NAPS

1. To maximize the power generation and profitability from nuclear power stations in

operation with a motto of achieving the excellence in "safety first and production

next".

2. To increase nuclear power generation capacity in the country consistent with

available resources in a safe, economical and rapid manner in keeping with the

growth of energy demand in the country.

3. To continue and strengthen QA activities relating to nuclear power program within

the organisation and those associated with it.

4. To develop personnel at all levels through an appropriate Human Resources

Development (HRD) program in the organisation with a view to further improving

their skills and performance consistent with the high technology operations.

5. To continue and strengthen the environmental protection measures relating to nuclear

power generation.

6. To continue and strengthen the public awareness programmes for enhancing and

improving the public perception for Nuclear Power in the country.

7. To share appropriate technological skills and expertise at national and international

levels.

8. To bring about modernization and technological innovation in its activities.

9. To explore and promote participation of Indian Industry, SEB's and PSUs in the

nuclear power capacity addition programme by forming Joint Venture Projects.

10. To coordinate and endeavour to keep the sustained association

with the other units of DAE for necessary inputs.

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STAFF OF NAPS WITH CATEGORY EMPLOYEE GRADING: -

1. Administrative Staff

(a) ACCONTS

(b) HR SOURCES (i) DGM/Sr.Manager

(c) C&MM (ii) Manager

(iii) Deputy Manager

(iv) Asstt. Manager

(v)SRA-2,SRA-1(Sr. Asstt)

(vi) AG-3, AG-2, AG-1

(Assistant Grade)

(vii) Stenographer.

2. Technical Staff - (i) Scientific Officer (Engineer Category)

Grades- SO/B, SO/C, SO/D, SO/E,

SO/F, SO/G, SO/H.

(ii) Scientific Assistant (supervisory category)

Grades-SA/A, SA/B, SA/C, SA/D, SA/E

(iii)Technicians (working category)-

Grades- T/A, T/B, T/C, T/D, T/E, T/F,

T/G, T/H.

3. Auxiliary Staff- (i) Hospital staff (ii) Fire staff

(iii) Canteen staff (iv) Transport staff

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Entry Pay in the revised pay structure for direct Recruits appointed on or after

1.1.2006:

PB-1 (Rs 5200-20200)

Grade pay Pay in the Pay Band Total1800 5200 70001900 5830 77302000 6460 84602400 7510 99102800 8500 11360

PB-2 (Rs 9300-34800)

Grade pay Pay in the Pay Band Total4200 9300 135004600 12540 171404800 13350 18150

PB-3 (Rs 15600-39100)

Grade pay Pay in the Pay Band Total5400 15600 210006600 18750 253507600 21900 29500

PB-4(Rs 37400-67000)

Grade pay Pay in the Pay Band Total8700 37400 461008900 40200 4910010000 43000 5300012000 4700 59100

POLICIES OF NAPS

SAFETY POLICY

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Narora Atomic Power Station (NAPS), a unit of Nuclear Power Corporation of

India Limited (NPCIL), engaged in generation of electricity from Nuclear Energy at

Narora, is committed to perform all its Station operations with high degree of

technical competence and poised fail safe systems to ensure paramount safety at par

with International Safety Standards.

SAFETY OBJECTIVES:

• To maximize safety at all levels and at all stages in day-to-day Station activities.

• To adhere to commitments made in International Conventions on Nuclear Safety.

• To maintain effective communication, supervision and control for enhancing.

Safety

NPCIL is Committed to:

• Comply with applicable safety regulations & legislations

• Regular identification and assessment of Station Safety requirements.

• Extensive orientation and appropriate training to employees and others

involved in operations.

• Appropriate safety awareness to surrounding community.

QUALITY POLICY

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NAPS, a unit of Nuclear Power Corporation of India Limited (NPCIL), engaged in

generation of electricity from nuclear energy at Narora, is committed to perform all

its station operation with high degree of technical competence and poised fail safe

systems to ensure paramount safety at par with international safety standards.

Quality objectives:

• To maximize customer satisfaction at all levels.

• To attain and maintain high technical competence and professional standards.

• To provide continuous, efficient and effective services.

NAPS is committed to:

• Implement the policy and achieve quality objectives.

• Practice and maintain a documented quality system.

• Constantly endeavor to upgrade the knowledge and skills of employees.

• Provide a participative work environment to foster excellence and teamwork.

• Regular evaluation and improvement of quality in station operations and

services.

ENVIRONMENTAL POLICY

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NAPS, a unit of NPCIL, engaged in generation of electricity from nuclear energy, is

committed to operate the plant while striving for old class environmental

performance and safety standards. It is committed to be friendly with environment

and to pursue principles of “sustainable development” through environmental

protection and green belt development pro-actively.

• It manages its operations in an environmentally responsible manner and aim at

“prevention of pollution” through continual improvement in environmental

performance by setting, achieving and reviewing environmental objectives and

targets regularly.

• It complies with applicable laws, regulations and other requirements.

• It reinforces employee’s interest, trust, belief and commitment by training to

achieve continual improvement in environmental performance in all operations,

activities and services.

• It is committed to a cleaner environment.

RADIOLOGICAL POLICY

NAPS is engaged to put continual efforts in reduction of collective radiological

doses to occupational radiation workers and the public.

OBJECTIVE: To minimize the external and internal radiological doses of

occupational radiation workers, to as low as reasonably achievable (ALARA).

NAPS is committed to:

• Any job in radioactive area shall be carried out only if there is a net positive benefit.

• All jobs in radioactive areas shall be planned before hand.

• All individuals shall observe the prevailing instructions on radiological safety.

• Routinely carry out training and re-training of occupational radiation workers.

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ACHEIVEMENTS

• Honorable president of India, Dr. Abdul Kalam awarded NAPS the “Gold Shield and

Certificate for Outstanding Performance” the year 2001-2002 and 2002-2003.

• Power minister awarded the “Merit Certificate for Good Performance” for the year

2000-2001 and 2003-2004.

• Station was awarded “AERB industrial safety award” for the year 2001, 2002 and 2004

by atomic energy regulatory board of India.

• Safety Innovation Award 2005- instituted by safety and quality forum, the institution of

engineers (India).

• Green tech safety gold award by “Green tech foundation of India”

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•

INTRODUCTION

OF

HUMAN RESOURCE MANAGEMENT

NPCIL/ NAPS

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HUMAN RESOURCE MANAGEMENT STRATEGIES

IN PUBLIC SECTOR UNDERTAKINGS

INTRODUCTION

Management today has become the most significant part of an organization and it is

the basic function for the application of technology and utilization of human and

material resources in industry. Employee development in public sector undertakings

is very important growth. In view of the huge investments in PSE’s by the

Government the performance in Public Sectors will have a telling effect on the socio

economic growth of the Nation. Organisational set up of Public Sector Undertakings

should be planned and streamlined keeping in view the following national objectives

of he Public Sector.

• To promote economic development and growth.

• To promote self-reliance in strategic sectors and diversify the economy.

• To reduce regional and social imbalances.

• To generate surplus for reinvestment.

• These objectives can be achieved only when each of the public Sector Units are

converted into profit centres, which is the primary goal of the industry. The

attainment of the goal is only possible through HRD, which in other words means

achieving perfection in all areas of operation.

In a dynamic and fast changing world, organisations also have to be dynamic.

Organisations would like to grow in various ways and possess ability to respond

to its environment and may even like to have considerable impact on them. To

be able to do these, they should be able to induce dynamism through developing

human capabilities by applying HRM (Human Resources Management) strategies to

personnel Development strategies to personnel practices. HRM system aims at

developing and enabling capabilities of people in the organization.

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WHAT IS HRM?

Human Resource Management is a process not merely a set of mechanism and

techniques. It is needed by any organization / industry that wants to be dynamic and

growth oriented in fast changing environment and technological advancement.

Organisations can become dynamic and grow only through the efforts and

competencies of their human resources.

WHY HRM?

The existing systems of the personal management functions in the PE’s have been

reviewed with a view to improve the effectiveness’ of the system by emphasizing

HRM approach to these systems.

• Development of Human Resources.

• The organizational health and self-renovating capabilities (i.e. “attitudes,

knowledge, skill values) and industrial climate.

• Better utilization of manpower.

• To improve quality work life.

• To improve the feeling of commitment and involvement i.e. Total employees

involvement.

• To improve productivity.

HRM MECHANISMS

To achieve the HRM objectives in the PSU’s have included following mechanisms:

• Performance Appraisal.

• Potential Appraisal and development.

• Career Planning and Manpower Planning.

• Succession Planning, job rotation.

• Incentive Schemes, Suggestion schemes, Employee welfare.

• Quality of work life, Training.

• Grievance Mechanisms, Quality Circle.

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• Participation in Management,Reward,feedback

.

SCOPE

HRM involves long-term perspective, which visualizes change through involvement

and ownership of such changes by the participants. The HRM takes a positive view

of the people and their potential and tries to foster a climate conductive to growth and

development. Hence its scope is vivid to different fields and it fast changing up

management principles.

HRM BENEFITS

Following will be the advantages after implementing the HRM system:

• Improvement in productivity.

• Improvement in capabilities of the employees.

• Motivation factor will be high.

• Performance and potential appraisal system will improve.

• Creation of opportunities for advancement.

• Improvement in performance related reward systems.

CONCLUSION

Human Resource Management (HRM) itself becomes very broad based as stated by

enthemkuzhy wherein it is process undertaken to promote, the intellectual, more

psychological cultural social and economic development of the individual so as to

help him to achieve his highest human potential as resources for the country. It

means a total all round development of the person so that he can contribute his best to

the community and the nation. HRM is undoubtedly a universal panac Introduction

of Human Resource Management.

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HR department in NAPS

The HR department is divided into six sections.

These are as follows:-

1. ESTABLISHMENT SECTION

2. SERVICES SECTION

3. PUBLIC RELATIONS

4. ESTATE MENAGEMENT SECTION

5. LEGAL CELL

6. RECRUITMENT AND PROMOTION SECTION

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ESTABLISHMENT SECTION

The employee in this section maintains the record of around each and every

employee. They maintain the record of the employee personnel information plus

whatever, benefits he has acquired out of the organization in terms of schemes

published by the NPCIL. These records are maintained in two books i.e.

(a) SERVICE BOOK : The service book contains the permanent entries

about the employee career progression details, the increment details, LTC

availed by an employee, insurance details and all important events taking

place during the service period.

(b) PERSONAL BOOK/FILE : This file contains the particulars of an

employee i.e. their bio-data, permanent and temporary addresses and all

the papers an employee has submitted to the organization for fulfilling

various terms and conditions and availing facilities.

The establishment section also administers the different schemes of NPCIL for its

employees such as-

(a) LTC (leave traveling concession) –

(b) Hostel subsidies

(c) Provident fund scheme

(d) It takes care of leaves and their encashment

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SERVICE SECTION

This section is for sanction of loan to an employee.so thatthey can meet there needs

And luxury of life.it also provide medical facilities to the employee

Several types of advances are as follows:

Festival advances:

Motorcycle advan

Motorcar advance

Bicycle advance

Equipment advance

.GENERAL ADMINISTRATION

This section provides general facilities to the employees. The most important being

medical facilities. DAE provides medical facilities to all its employees under the

CHSS (contributory health services scheme) rule. The main functions of the general

section are as follows-

1. Maintaining discipline.

2. Issuing dress, shoes etc. to the employees.

3. Taking disciplinary actions if the employees are found doing

misconducts.

4. Issuing medical card to employees.

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MEDICAL FACILITIES UNDER CHSS RULE (NAPS)

CHSS SCHEME

Applicability

• Scheme applicable to those living in Narora and its surroundings.

• Claim not admissible under CS (MA) till they are in Narora / surroundings.

• Other station employees can avail OPD facility. On emergency inpatient treatment

can be availed.

• Spouse / family of the deceased employee who has rendered 1 year or more service

are eligible for availing CHSS facility. Scale of Pay of the employee will be the basis

of subscription.

• CHSS admissible to only trainees and not to their families. Stipend treated as pay for

the purpose of subscription.

• Eligible family members of the employees who expired before introduction of the

scheme in NAPS. Subscription payable from prospective date. Evidence that they

are bonafide members of the family to be produced.

• Treatment Outside Narora-Treatment from AMA (authorized medical attendant)

allowed. Entitlement regulated under CS (MA) Rules.

• Special facilities for chronic diseases.

• Charges from specialised Hospitals, approved by CHSS will be paid directly by

NAPS.

• Those who are referred outside Narora will be entitled to TA/DA as per NPCIL TA

Rules. [Only for chronic diseases].

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MEDICINES

• Medicines will be given free of cost on prescription of MO / Penal consultants /

Doctors of hospitals / nursing homes.

CONTRIBUTION

• 1% of basic pay will be contribution towards CHSS.

• For persons joined before 15th of a month full contribution and after 15th no

contribution towards CHSS.

IMPRESTS

• SD, NAPS will release the amount to recognised hospitals.

• Senior Manager (F&A), NAPS will have a watch over the amount released to

recognised hospitals.

ENTITLEMENT

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BASIC PAY TYPE OF

ACCOMMODATION4590 or below General ward.More than 4590 and below

8000

Room with 4 beds

More than 8000 and below

11500

Room with 2 beds

More than 11500 Semi Private ward.

APPLICABILITY

Retired employees should have put in minimum 5 years service. 1-year contribution

to be paid in advance. Pay 10-year contribution and avail life long CHSS facility.

ESTATE MANAGEMENT

Estate Management is an important section in an organization. Every organization has an aim

to get maximum out of its employees. For this purpose it gives many facilities to them so

that, they can live happily and work happily. One of the important facilities is to provide

accommodation. Estate management does the job of providing accommodation to its

employees.

Accommodation Criteria:

For providing accommodation there are two factors, which are considered. One is type of

accommodation & another is eligibility of employees. When we talk of the type of

accommodation, area and facilities in a type of accommodation are considered. In the other

hand to consider the eligibility of employees their pay, date of joining, date of becoming

eligible for certain type of accommodation, date of birth and the important factors that are

considered. While considering accommodation for an employee his eligibility and type of

accommodation are correlated

DIARY AND DISPATCH

Diary means to receive the letters of different place, make entry about it in a register, get it

sorted out and distributed among reciepent. On the other hand in the work of dispatch, the

letters is entered in to a register, after that posted stamps are pasted on the letters which send

to the out of station places. It is send through post office, private courier. The letters meant

for different section of the organization are delivered by hand & it does not need and postage

stamp.

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At NAPS entries about received letters& the letter meant for dispatch are made in computer,

instead of paper & register besides posting of postage stamps on the letter to be dispatch is

done through with a machine called Franking machine.

LEGAL CELL IN HR SECTION

According to government policy it’s mandatory to have legal section in every central

government enterprise and PSU’s therefore NPCIL also have legal section

Role of law officer in NPCIL

• To carry out the work related to legal matters in NPCIL

• To initiate proactive action to prevent litigation by advising various functionaries in

the corporation at the initial stages of decision-making process.

• To defend the litigation against the corporation by submission of appropriate

pleadings in consultation with the concerned functionaries

• To render the advice/opinion on various issues, as may be referred to the legal

group/law officers by different functionaries.

• To interact with corporate office regularly for advice and keep the corporate office

posted of the important legal cases and implement the decision of the corporation

involving legal issues at station level.

• To render professional assistance to the administrator/office-in-charge of the legal

cases in the station and to defend in the best possible manner the interest of the

corporation in all legal proceedings.

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• To co-0rdinte with counsel solicitors, advocates at the local level.

To render legal advice to the head of the deportment& administrator in their day-today

requirement on routine legal matter. To defend the legal cases arising in the corporation in

the best interest of the corporation.

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PUBLIC RELATIONS

Public relations and welfare activity are embedded part of the personnel

management. Public relation covers the area related with personals

engaged with organization as well as outside of the organization, which

involves liaison work and co-ordination etc. welfare activities are being

provided in this organization.

Various work which comes under this section:

INDUSTRIAL RELATIONS

• Unions / associations

• Grievance handling

• Dispute settlement

• Contract labors

• Strike related matters

• Workman’s compensation

• Monitoring activities

WELFARE ACTIVITIES

• Housing

• Education

• Health and family welfare

• Recreation, sports and cultural activities

• Transport facility

• Canteen and hostel

• Marketing, banking, postal facilities etc.

• Amenities co-operative

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PROTECTIVE SERVICES

• Security organization and planning

• Standing order

• Day –to- day problem and laps

• Needs and procurements

• Accident and safety

• Vigilance

• Civil defense

• Services of AERB- with regard to safety matters.

EXTERNAL RELATIONS

• Liaison activities – local administration, nagar palika, civil defense, CISF

and others.

• Public awareness

• Goodwill activities

• Environment protection

• Court cases/legal matters

• Law and orders

IMPLEMENTATION OF PROVISION OF VARIOUS LABOR LAWS IN NAPS• Trade union act, 1926

• Industrial employment act, 1946

• Industrial disputes act, 1947

• Workman compensation act, 1923

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• Minimum wages act, 1948

• Payment of wages act, 1936

• Gratuity act, 1972

RECRUITMENTSECTION

CONCEPT OF RECRUITMENT:

Recruitment is one of the most critical and important functions of HR in any organization

because unless the right types of people are hired, even the best plans of the organization will

not succeed. It is a ‘linking activity’ bringing together those with jobs and those seeking jobs.

It is the first stage in the process, which continues with selection and ceases with the

placement of the candidate.

In NAPS the recruitment section carries out the procedures for the promotion of the of

the employees, pay fixation, issue of confidential reports, reservation matters etc.

Recruitment procedure starts from HRP i.e. Human Resource Planning.it also takes

care of training and development

Human resource planning is the process of getting the right number of qualified people into

right job at the right time.

Planning is a process of preparing a set of decisions for action in the future. Human resource

planning may then be interpreted as a process of preparing a set of decisions on human

resources development for action by human resources in future.

Micro level Human Resource planning is made at the enterprise or company level. At this

level the forecasts are needed for planning recruitment, promotion and training. Forecasts

will have to be in greater details as well as precise. A well-defined manpower information

system built up on the basis of personal history record of each individual employee is a pre-

requisite for making detailed and precise forecasts at the company level.

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RECRUITMENT POLICY, OBJECTIVES AND RULES

Vacancies in various categories of posts may arise either due to additional sanction or

due to resignations, retirement etc., of existing staff. Whenever, new projects are started

induction of large number of persons are necessary. Once the vacancies have been identified

action has to be taken for filling the positions either by way of transfer, promotion or

induction. Before commencement of recruitment the following steps must be gone through.

1. Checking the job specification in terms of qualification and experience needs

norms.

2. Job description in terms of the work content.

Normally vacancies in A & B Groups are filled through open advertisements and C &

D Groups are filled through employment exchanges. In case of C & D Groups

recruitment notice needs to be published in the Employment news also. Other

channels of employment are detailed in the following sections. Suitable reservation,

relaxation of age and concessions have to be given for SC/ST, OBC, Physically

Handicapped and Ex-serviceman as per the provisions contained in the reservation

orders issued by the Government of India from time to time.

RECRUITMENT RULES:

Recruitment rules will cover the following aspects.

1. Designation and classification of posts, duration, scale of pay and mode of

filling up of the posts such as by direct recruitment, promotion, deputation and

absorption.

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2. Qualification, age, experience, length of service etc.

3. Reservation for specified categories, such as SC’s/ST’s, OBCs handicapped

personnel, etc., and exemption from reservation.

4. General conditions imposed by the constitution of India such a domicile,

bigamous marriage.

5. Promotional avenues.

6. Appointing authority.

7. Recruiting authority.

SOURCES OF RECRUITMENT

1 RECRUITMENT THROUGH EMPLOYMENT EXCHANGE

2 RECRUITMENT THROUGH OPEN ADVERTISEMENTS

3 RECRUITMENT THROUGH DEPUTATION FROM OTHER ORGANISATION

In recruitment through deputation an official from outside NPCIL is appointed for a

specified period by the end of which he/she may have to revert to his parent cadre.

Steps to be followed for appointment by deputation.

Accurate assessment of the vacancies to be filled by deputation should be made once in a

year.

Circulation of vacancies should be done to different probable sources of eligible

candidates.

The minimum time allowed for receipt of nomination should be two months.

The period of deputation shall be subject to minimum of two years extendable up to a

maximum of five years in all cases except for those posts where a longer period of tenure

is prescribed in the recruitment rules.

Minimum age limit for appointment by deputation/absorption should not exceed 56 years

on the closing date of application.

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4 EXTENSION OF SERVICE OF SUPERANNUATED EMPLOYEE IN NPCIL/

REEMPLOYMENT

If the services of a NPCIL employee are required beyond the age of his

superannuating then either extension of service or reemployment is given to those

employees as the case may be. Criteria for extension/ reemployment are given below.

Proposals for extension/ reemployment of service beyond the age of superannuating

should not be ordinarily considered.

Extension/ reemployment of service can be justified only in very rare and exceptional

circumstances. Even in such cases, 62 years of age should be the deadline. The

overriding consideration for the grant of extension / reemployment of service is that it

must be clearly in public interest and in addition satisfy one of the following two

conditions:

That other officers are not ripe enough to take over the job.

That the retiring officer is of outstanding merit.

5 INDUCTION THROUGH BARC TRAINING SCHOOL

Bhabha Atomic Research Centre (BARC) conducts following training programmes/

Courses at their Training School.

Graduate Engineering Training

Orientation Course for Engineering Post Graduates (OCEP)

Scientific Assistant Training in Health Physics.

After the training these trainees are absorbed to various Department of Atomic

Energy (DAE) organizations, including NPCIL.

6 INDUCTION THROUGH NPCIL STIPENDIARY TRAINING SCHEME

The Corporation has the following three stipendiary training programmes/courses for

induction of operation and maintenance personnel who need adequate technical

training prior to actual positioning on jobs.

Engineer Trainee

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Category I trainees (Diploma Holders), Category II Trainees (Operator Trainees)

TRAINING & DEVELOPMENT

According to a Chinese scholar, ‘if you want to plan for a year sow seeds, if you

wish to plan for ten years plant trees, if you wish to plan for life time develop man.’

This statement highlights the importance of training man.

Training is a systematic process of learning a sequence of programmed behavior. It is

the application of knowledge. It gives people an awareness of the rule and procedures to

guide their barrier. It attempts to improve their performance or the current job and

prepares them for an intended job.

DIFFERENT TYPES OF TRAINING IN NAPS

JOB TRAINING – Job training is given in different ways to make the workers

proficient in handling machines, equipment and materials so that operations are

smooth and faultless and accidents are avoided. This training is basically

necessary for the new employees.

TRAINING FOR PROMOTION – The existing talented employees is given

adequate training to make them eligible for promotion to higher jobs in the

organization.

EMPLOYEE’s TRAINING - employees’ training is organized by the department

itself. It is mainly for the re-orientation of the employees. Many trainers come

from different organizations and share their experiences on a regular basis; with a

condition that same topic cannot be reported up to five years.

STUDENTS TRAINING – NPCIL as a public sector enterprise has social

responsibility to provide opportunities for the professional development of

students pursuing professional degrees/diplomas in recognized institutions.

Further as an organization it is committed to development of managerial skills and

scientific talents, NPCIL also support developmental studies and research, in the

fields relevant to the professional institutes to carry out project work/field work in

NPCIL.

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For this, every year NAPS issues a letter inviting applications from various

institutes for vocational training of the students.

Total number of trainees who can be permitted to carry out project work is 20.the training

is provided in various disciplines like mechanical, chemical, computers, human resource,

electrical, electronics, civil and finance.

The preference being given to employee’s ward.

In NPCIL no stipend is provided to the trainees.

SAFETY TRAINING – with its motto ‘safety first, production next’. NAPS also

provides the safety training to its employees i.e. engineers, supervisors,

technicians, contract workers etc. there is

- Half day industrial safety training in every six months for 100% contract

workers.

- Radiation protection training for all radiation workers before putting them

on job.

- Mock up training for specialized jobs.

INDUCTION TRAINING

1. Induction training is an essential constituent in providing the relevant exposures to the

employee who is either new to the organisation or new to a department through

orientation of the employee with the Organisation policy and goals, Organisation

structure and functions of various departments of the Organisation.

2. Induction Training is also a useful source of appropriate inputs and experiences from

a person who has come from a different set-up. The induction training can also help

the concerned department in learning from the past experience of the employee’s

previous organisation and embrace positive suggestion at the work place.

3. Corporate Training Group shall be responsible for providing structured induction

training for newly recruited engineering and other non-technical employees.

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4. For new recruitees belonging to other group either Corporate Office or the respective

unit shall provide the induction training depending on the place of initial posting of

the incumbent.

ON- THE – JOB TRAINING – also known as ‘learning while earning’. Here, the

trainer trains the personnel in the actual work environment.

1. On the Job training enables the incumbent to develop specific skill pertaining to a

specific task through the physical performance of the job by the employee at the work

place over a specified period of time.

2. On joining, the Engineers, Scientific Assistants and the Tradesman are required to

undergo the rotational on the job training to familiarise on various facets of Plant

operation and maintenance.

3. In case of non- scientific and non-technical also where the job calls for relevant

specific skills to be developed the necessary on the job training shall be provided to

the incumbent.

4. The performance of the employee on the job shall be assessed and monitored through

a structured system.

TRAINING ABROAD

NPCIL also nominates employees for training abroad. A Deputation Committee has

been constituted by CMD to review and examine the proposals submitted for

nomination for seminar/training/workshop abroad.

The Deputation Committee shall submit its recommendation to CMD after examining

the proposals.

Nominations may be approved by CMD based on the recommendation of the

Deputation Committee.

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INTRODUCTION TO TOPIC

PERFORMANCE APPRAISAL

In an informal sense, performance appraisal is as old as mankind itself. In a formal sense,

performance appraisal of an individual began in the wei dynasty (A.D 261 – 265) in China.

Where an imperial rater appraised the performance members of the official family. In 1883

the New York City Civil Services in the USA introduced a formal appraisal program shortly

before World War I. The US Army adopted the Man to Man rating system for evaluating

Military Personnel. This early appraisal was called Merit rating. In early 50’s, attention

shifted to the performance appraisal of technical professional and Managerial Personnel.

since then, the Philosophy of performance Appraisal has undergone tremendous changes.

Different expert have used different terms to describe this concept. The common terms used,

include Merit rating, behavioral assessment, employee evaluation personnel review, staff

assessment, progress report and performance appraisal.

Performance Appraisal is one tool available to successfully manage performance

management process.

Performance appraisal may be defined as “The process by which an employee’s

contribution to the organization during a specified period is assessed.”

Performance appraisal is an important strategic management tool.

Performance defined as :-

Altitudes and traits

Achievement of goals and outcomes

Behaviours

Appraisal defined as :-

Measurement of facts, figures and Means.

Analysis of verifiable components of a given job.

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PURPOSE OF PERFORMANCE APPRAISAL

Purpose of Performance Appraisal

Evaluation Development

1) Evaluation :-

• Accurately measures performance

• Establishes performance standards that are clearly related to the organizations mission

and objectives.

• Develops employee where necessary or take corrective action where appropriate.

• Provide continuous feedback to employee about their performance.

2) Development :-

• Assist the training and continued personal development of an employee.

• Employee are more motivated committed and competent to achieve their work roles

and organizational goal.

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Use of Performance Appraisal

1. Performance Improvement

Performance appraisal helps in improving the performance of employee through work

planning, skill identification and potential development motivation, learning and

development activities are fulfill in employee’s performance.

2. Compensation Adjustment

When employees give superior performance are rewarded through increase in their

compensation to motivate them to further excel in their job. Performance appraisal

most popular differentiates compensation of employee for performance reason.

3. Information in accuracies

Performance appraisal provides opportunity to employees and their managers to share

information ideas, requirements, expectations and feedback to remove any

misunderstanding between the manager and the employee.

4. Placement division :-

Performance appraisal is a technique for making decision on employee placements

like promotion, demotion, transfer, relocation, reassignment etc.

5 Career Planning and Development

Performance appraisal give the original data and information about the current

performance level and development needs of employees. By this process we

identified the career planning and developmental need.

6. Staffing Process Deficiencies

By performance appraisal, we identifying the performance and potentialities for

future development of employees. So the accuracy and reliability of recruitment and

selection process can be judge. So the appraisal is test of reliability and validity of

selection process and appropriate adjustment can accordingly be undertaken.

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Advantages of Performance Appraisal

ADVANTAGE

Individual Team Organization

Level Level Level

Individual Level :-

• Recognition of past effort

• Development requirement can be uncovered

Team Level :-

• Alignment of effort with objective.

• Motivation of team members.

Organization :-

• Development of human resources.

• Achievement of key objective.

• Best and focused utilization of human resources.

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Factors Affecting Performance Appraisal

Motivating Reinforcement

Factors Affecting

Performance

Appraisal

Organization Behaviour Modification

Motivation :-

Motivation are the forces that energize direct and sustain a person efforts.

Motivated people with adequate ability and understanding of the job, will be more

productive.

Reinforcement :-

Behaviour followed by positive nature probably will be repeated. Reinforce led to

positive consequences that motivate behaviour.

Organization Behaviour Modification :-

Reinforcement in organizational setting can be used by people’s behaviour and

improves performance by systematically managing work area.

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BENEFITS OF PERFORMANCE APPRAISAL

Benefits to

Benefits of Organization

Performance

Appraisal

Benefits to

Employee

Benefits to Organization :-

• Documentation of performance appraisal and feedback may be needed for legal

defense.

• Appraisal provides a rational basic for constructing a bonus or merit system.

• Appraisal dimensions and standards can help to implement strategic goals and clarify

performance expectations.

Benefits to employee :-

• Performance appraisal is as important for good performers as for weak employee.

• Performance feedback is needed and desired for brining about improvement in

performance.

• Assessment and recognition of performance levels can motivate employee to improve

their performances.

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MOTIVATION

• Motivation refers to the driving and pulling forces which result in persistent

behaviour directed towards particular goals.

• Motives are influences from observations of behaviour. It is the powerful tools for

the explanation of behaviour and it’s allows us to make predictions about future

behaviour.

Maslow's Theory of Motivation

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PHYSIOLOGICAL NEEDS :- (PAY)

In the organisational physiological needs are represented by employees' concern for

salary and basic working conditions. It is the duty of managers to ensure that these

needs of the employees are met so that they can be motivated to strive for

gratification of higher order needs.

SAFETY NEEDS :- (Seniority Plans, Union, Severence pay)

Security needs in the organisational context correlate to such factors as job security,

salary increases, safe working conditions, unionisation, and lobbying for protective

legislation. Managerial practices to satisfy the safety needs of employees include pension

scheme, group insurance, provident fund, gratuity, safe working conditions, grievance

procedure, system of seniority to govern lay-off, and others.

LOVE AND BELONGING NEEDS :-

In the organisational context, social needs represent the need for a compatible work

group, peer acceptance, professional. friendship, and friendly supervision. Managers

do well to encourage informal groups. Besides, supervision needs to be effective,

and friendly behaviour with subordinates pays.

ESTEEM NEEDS :- (Titles, Status symbols, promotions)

Esteem needs refer to a employee’s need to develop self respect and to gain the

approval of others. Desires to achieve success, have prestige. Organization do many

things to satisfy their employee esteem needs.

SELF ACTUALISATION : (Lower, intermediate and higher needs of employees)

Self actualization refers to the need for self fulfillment by working at their maximum

creative potential, employee who are self actualized can be extremely valuable assests to

their organizations.

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MOTIVATION AND PERFORMANCE

Motivation is necessary for performance. If the employee do not feel inclined to

engage themselves in work behaviour, they will not put in necessary effort to perform well.

However, performance of an individual in the organization depends on other factors

too besides his level of motivation. Motivation work along with other factors to influence

performance is presented below :-

Motivation

Abilities Resources

Extrinsic

Performance Reward

Role of Perceptions Intrinsic

Sense of Competence

“Motivation – Performance Relationship”

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PERFORMANCE APPRAISAL IN NAPS/NPCIL

In NAPS performance of an employee is judged on the basis of CR i.e. confidential reports.

These reports are issued to the employees to fill them up in a prescribed time limit. Then,

these reports form the basis for the promotion, transfer of an employee.

• In performance appraisal, we evaluate the jobholders on the basis of his job

performance.

• Evaluation is done after the employee has performed the job.

• Appraisal is a continuous process and is undertaken every year.

• The concerned superiors and others who know about the employees concerned do

appraisal.

• Appraisal is undertaken by all organisations on regular basis.

• There are many objectives of appraisal: wage/salary increase, promotion/demotion,

transfers, assessing training needs.

AREA OF APPLICABILITY

1. As the performance of an organisation depends on the performance of its

employees, it is therefore incumbent upon the management of NPCIL to

embrace a system, which can effectively appraise the employee’s

performance. In NPCIL, the performance of every employee is assessed

annually through Confidential Report (CR), which provides the documentary

evidence of the basis for appraisal and is an essential inputs for identifying the

quality of employees as well as their suitability for career progression.

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2. The purposes behind performance appraisal system are as follows:-

a) The primary purpose is to assess the employee performance to check whether he has

attuned himself with the organisation and whether the employee has role clarity and renders

as expected out of him.

b) The second goal of the system is performance enhancement more than a mere

assessment. The basic need for improving one’s performance is to give him a feedback on

one’s performance. Communication of adverse entries to the employee is part of this

feedback system and hence it is very much necessary so that employee becomes aware of the

specific points on which he is required to improve upon.

c) The third goal of the system is to generate reliable data for training or such other

developmental efforts and to offer assistance to the employees for their improvement.

3. Confidential Reports which is the sole means of Performance appraisal in NPCIL

requires to be consulted at the time of consideration of the cases of employees for

i. Promotion

ii. Confirmation

iii. Deputation including deputation abroad

iv. Transfer

v. Review for retention in service

vi. Determining training needs for further improvement in performance

vii. Voluntary Retirement

viii. Resignation

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GENERAL INSTRUCTIONS

1. As confidential report is the reflection of the performance of the employee over a

period of time and the essential constituent in determining the suitability of an

employee in various service related matter hence effort needs to extended by the

Reporting, Reviewing / countersigning Officer to ensure that the confidential report is

clear, unbiased, prima facie and filled up with due care and attention. The Reporting,

Reviewing/ Countersigning Officers are required to follow the general instructions in

this regard as specifically mentioned in the confidential report format. The gist of the

instructions are given below:

The following are the general instructions to be observed by reporting, reviewing and

counter signature of officers in writing reports.

a) The confidential report needs to be filled up with due attention giving clear opinion

on the main points like character, integrity etc based on the employee’s performance

during the year.

b) Entries should be prima facie only. Remarks like “Doubtful Character”, “Complaints

received” etc. not permissible.

c) Good points mentioned should be supplied by details/events description. None should

be rewarded by excessively flattering reports, which are not based on facts.

d) Where justified, the Reporting officer shall record adverse remarks in the confidential

report.

e) Reporting, reviewing and countersigning officers should have familiarized with the

work of the official reported upon for at least three months during the period covered

by the confidential report. Where there is no reporting officer having acquaintance

with the work of the official reported upon, the reviewing officer may initiate the

confidential report provided he has been the same during the entire period of report.

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f) Cases when a reporting officer is a close relative of the official reporting upon, the

reviewing officer should take the role of Reporting Officer. If the reviewing officer is

closely related to the reporting officer, the role of the reviewing officer should be

transferred to the authority next higher up.

g) Where a reviewing officer is not sufficiently familiar with the work of the official

reported upon, it is the onus of the reviewing officer to verify the veracity of the

remarks of the reporting officer so as to ensure the objectivity of the confidential

report.

2 Confidential report of an employee undergoing sponsored programme of study has to

be written/assured based on the Performance Report received from the Institute where the

employee has undergone the sponsored programme.

3. In the Confidential Report of an employee pertaining to the period of his undergoing

studies on his own, a mention about the fact that the employee is undergoing studies

on his own need to be made.

4. Reporting/Assessment of the CR in respect of an employee, who was on leave for

long spell(s) during the reporting year, has to be done based on the following

guidelines.

a) Whenever leave is for a longer period, this has to be recorded in the

confidential report along with reasons.

b) In cases of very long periods of leave for medical reasons or otherwise the

nature of such absence/inability to perform may be recorded in the confidential

Report.

c) Unauthorized absences on the part of an employee must find an entry in the

Confidential Report together with details of administrative action taken on the case.

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COMMUNICATION OF DEFICIENCIES:

1. ‘Adverse Remarks’ means the defects, which, despite the counselling by the

Reporting officer, had persisted in the officer reported upon. Adverse remarks may be

made both on performance as well as basic qualities and potential, whether they relate

to remedial or irremediable defects.

2. All adverse remarks in the confidential reports of employees accepted by the

reviewing officer/countersigning officer should be communicated to the employee

concerned within one month of their being recorded by the Reviewing Officer.

3. The improvements made in the defects mentioned in the earlier report shall also be

communicated to the employee in a suitable form.

4. Great attention shall be paid to the manner and method of communication of adverse

remarks so as to ensure that the advice given and training or censure administered

whether orally or in writing shall, having regard to the temperament of the employee

concerned, be most beneficial to him. The communication should intend to make it

clear to the employee that he should take effort in trying to improve himself in respect

to those defects.

5. Remarks about the physical defects of the employee noted in the confidential report

need not be communicated while communicating the adverse remarks. The substance

of the favourable entries may also be communicated.

6. Disclosure of identity of superior officers who made adverse remarks is not

necessary.

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APPEAL:

1. Only one representation against adverse remarks (including reference to ‘warning’ or

communication of displeasure or reprimand, which are recorded in the confidential

report) is allowed. The time limit for such representation is one month from the date

of communication.

2. While communicating the ‘adverse remarks’ to the employee concerned, the time

limit should be brought to his notice. However, the competent authority may, in its

discretion, entertain representations made beyond this time if there is satisfactory

explanation for the delay.

4. Representation against adverse remarks will be made to the Competent Authority.

5. All representations against adverse remarks should be decided expeditiously by the

countersigning authority and in any case within three months from the date of

submission of the representation.

CONFIDENTIAL REPORTS

Purpose

To assess every year the performance of every employee of NPCIL/NAPS every year.

Scope

All employees of NPCIL/NAPS.

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Overall Responsibility

Sr. Manager/DGM (HR) at Unit

DGM (HR) at Corporate Office.

Details Of Procedure

Dealing Assistant : Based on the schedule prescribed in the policy guidelines

prepares the blank CRs of concerned employee by filling up the following columns:

• Name of the official

• Designation and Post held

• Date of birth

• Whether official belongs to SC/ST (wherever required)

• Date of initial appointment

• Date of continuous appointment to the present grade

• Whether under probation

• If probation is over, date of closure of probation.

• Section in which served during the year/period of report.

• If in different section, period of service in each section.

• Period of absence from duty due to leave/training/ unauthorised absence during the

year/period.

• Fills up the above details from the data bank/register maintained in the section.

Dealing Assistant : Prepares covering letter addressed to the Section Head under

whom the employee is working with a copy to the custodian of CRs and put up the

same for signature of AM/DM.

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Asstt. Manager / Dy. Manager : Signs on the covering letter with due

verification, sends the same to DA.

Dealing Assistant : Assigns despatch number to the correspondence and issues the

letter along with the blank CRs forms in a sealed cover.

Enters the event of forwarding of blank CR in the register and also post entry in the

reminder diary in order to inform the same to the Section Head when called for.

Reporting Officer : Ensure that Self Appraisal portion (wherever applicable) has

been completed by the Officer reported upon properly. Reporting Officer shall

complete the reporting properly and forward to the Reviewing officer within the

schedule prescribed.

Reviewing officer : Ensure that the Reporting Officer has completed all the

columns meant to be completed by him. If not, return the report to Reporting Officer

and get the same properly completed. Thereafter, complete the review. Reviewing

Officer shall also identify adverse remarks in the C.R, if any, required to be

communicated and then forward the C.R. to the countersigning Officer within the

schedule prescribed.

Countersigning Officer : Ensure that the Reviewing Officer has completed all

the columns meant to be completed by him. If not return the report to the Reviewing

Officer and get them properly completed. Thereafter countersignature portion shall

be completed and the C. R. forwarded to the Final authority, if any or to the

custodian as the case may be within the schedule prescribed.

Final Authority : Complete acceptance of the report and send to the custodian.

Custodian : On receipt of the CRs, check whether the Reviewing Officer has

identified any adverse remarks to be communicated. If yes, take the necessary action

for communication of the adverse remarks, watch for representation against the

adverse remarks and process representation fothe decision by the authority next

higher to the countersigning officer.

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After decision on the representation is communicated, watch for any Memorial/

Appeal against rejection of the representation and process the same for decision of

the authority next higher to the authority which rejected the representation.

At the end of the report following names and numbers are required: -

• Prepared by

• Reviewed by

• Approved by

• Issued by

• Issue No.

• Revision No

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ASSESSMENT LEVELS OF SCIENTIFIC, TECHNICAL AND NON TECHNICAL

PERSONNEL

Level of

employee

Reporting

Officer

Reviewing

Officer

Next Higher

Officer

Countersigning/

Final accepting

AuthorityStation Director Executive

Director(O)/

Director(O)

Director(O) - CMD

Chief

Superintendent

Station

Director

ED(O)/Director

(O)

Director(O) CMD

Superintendents Chief

Superintndent

Station Director ED(O)/Dir(O) CMD

SO/F & Above Immediate

Superior

Superintndent

Concerned

Chief

Supdt./Station

Director/

ED(O)/Dir(O)

CMD

SO/C to SO/E Immediate

Superior

Sr.Maintenance

Engineer or

equivalent

Chief

Superintendent

Station Director

SO/SB,

Scientific

Assistants/Fore

mans

Immediate

superior not

below SO/C

Next higher

officer above

the immediate

superior

S<E/Superinten

dent concerned

Chief

Superintendent

Technicians or

equivalent

Immediate

superior

Supervisor

Next higher

officer not

below SO/C or

equivalent

SME or

equivalent

Superintendent

or equivalent

Helper Immediate

Supervisor

Next higher

officer not

below SO/C or

equivalent

- Next higher

officer not below

SO/E or

equivalent

Page | 64

Addl.General

Manager

Site

Director/Statio

n Director

Edxecutive

Director/Direct

or

Director CMD

Dy.General

Manager

AGM/Site

Director/Statio

n Director

Site

Director/Statio

n Director

Executive

Director/

Director of

respective cadre

CMD

Sr.Managers DGM/AGM/G

M

Site

Director/Statio

n Director

Executive

Director of the

respective cadre

Director of the

respective cadre

Performance indictors and personal traits for(technical and non-

technical executive)

Performance indicators Personal traitsIntellect PunctualityKnowledge Relation ship with fellow employeeProficiency and maintenances CooperativenessProficiency of typing and computer

application

Confidentiality

Quality of work Attitude to workProductivity IntrigityWork quality Self reliance

GRADING ON THE BASIS OF THESE PARAMETERS

Page | 65

Performance indicator and personal traits for (technical and non-

technical non-executive)

Performance indicator Personal traitsThoroughness DisciplineAttendance PersonalityGrasping power Co-ooperativenessOutput Organizing abilityWorkmanship Fulfillment of commitmentProductivity Self-reliancePower of expression Administrative judgmentProfessional knowledge OriginalityTechnical judgment,experimental Ability to assess

ASSESMENT ON THE BSAIS OF THESE PARAMETERS

Page | 66

A+ EXCEPTIONALLY BRILLIANTA1 OUTSTANDINGA2 VERY GOODA3 GOODB+ AVERAGEB BELOW AVERAGEC INDIFFERENT BUT JUST WORTH

RETAINING IN SERVICED NOT WORTH RETAINING IN

SERVICE

Outstanding Very good Good Average Below average

PROJECT PROFILE

Title of the study: Performance appraisal in NAPS

Objective of study

To know the working of the human resource department of NAP.

To study the method adopted by NAPS for performance appraisal.

To suggest areas in which improvement in methods of appraisal is required.

SCOPE

To Help employee to know more about their role .

To Help employees to know their strength and weakness

To increase mutuality between employee & their supervisor

For higher responsibilities in future by continuous reinforcing the

development of the behavior &qualities for higher level position

To help in identifying needs of employee

Significance for the company It will help them to know strength and weakness of performance appraisal

It will help them to remove problem areas in their performance appraisal

method which will lead to motivated work force.

Significance for researcher

It gave me the practical knowledge regarding the working of HR department.

It made my doubts clear regarding to performance appraisal.

Page | 67

RESEARCH DESIGN

Research design in the conceptual structure with in which research is conducted, its

constitute the blue print for the collection measurement and analysis of data for the

preparation of effective research.

Sample size :- The sample size of 50 employee working in the service sector

Sampling procedure: - Simple random sampling is used as a means to collect

data from the target population.

Data collection instrument :- The study is based upon the analysis and interpretation

of questionnaire and schedule prepared togather information relevant to the awareness.

The survey instrument included 16 open ended question in the beginning of the

questionnaire the demographic data and information about the number of years employee

are working in NPCIL is collected.

RESEARCH METHOD :-

• Feed back from various department .

• Interaction with personal associate.

• Interpretation

Page | 68

RESEARCH METHOLOGY

In order to carry out the proposed study data are to calculated and analysis is

accordingly . there are two main sources of data collection i.e. primary data and secondary

data.

Primary data :- It mean collection of the information for the first time. In order to

collect such type of information QUESTIONNAIRES were constructed and information was

collected from the respondents.

Secondary Data :- In order to carry out my project successfully I have relied on the

Secondary data already available. Secondary data includes :-

• Annual reports of NPCIL

• Monthly publications of NPCIL.

• Libraries of NPCIL

Limitation

45days were not enough to get deep knowledge of every section

As it is a sensitive plant so it’s not possible to approach every

person for the data.

Page | 69

ANALYSIS AND INTERPRETATION

Analysis and Interpretation, as explained earlier, is done for each question

Separately. This is followed by Analysis and Interpretation, parameter wise i.e. according to

parameters that are specified in the structure of questionnaire.

Note : The recommendations/ Suggestions for improvement have been made against

those questions /measuring attributes that are less than 60%

Q1. THE OBJECTIVES OF PRESENT APPRAISAL SYSTEM ARE CLEAR TO

ME.

No. of Responses :

Strongly agree = 5

Agree = 30

Slightly agree = 10

Disagree = 3

Strongly disagree = 2

70%

30%

Agree

Not Agree

Findings:

Page | 70

Almost 70% of the respondents agree that the objectives of the present Appraisal

System are clear to them.

.

Q2 THE PRESENT PERFORMANCE APPRAISAL SYSTEM IS HELPFUL FOR

INDIVIDUAL DEVELOPMENT.

No. of Responses:

Strongly agree = 08

Agree = 20

Slightly agree = 12

Disagree = 10

Strongly disagree = -

Findings:

Only 56% of the respondents agree that the present Performance System helps to

identify the area of individual development. Where as almost 44% do not agree with

this statement.

56%

44% Agree

Not Agree

Recommendations:

Since almost 41% of the employees are dissatisfied with the present Appraisal System

in terms of helping the individual to identify the area of individual development, this

implies that the scheme is unable to serve the purpose of identification of the areas of

individual development.

Page | 71

So, there is a need to address this problem more objectively by adding the requisite

parameters in the systems, like developing the individual either by way of

exposure/job rotation/job enrichment/ on the job training/ off the job training, etc.

Q3. THE PRESENT APPRAISAL SYSTEM IS ABLE TO MOTIVATE THE

EMPLOYEES.

No. of Responses:

Strongly agree = 06

Agree = 15

Slightly agree = 19

Disagree = 08

Strongly disagree = 02

Findings:

Only 42% of the respondents agree that the present Appraisal System is able to

motivate the employees and 58% disagree with this statement.

42%

58%

Agree

Not Agree

Recommendations:

For promoting an individual some extra motivational policies should be introduced.

Weightage should be given to PAR rating.

Page | 72

Q4. THE PARAMETERS OF PRESENT APPRAISAL SYSTEMS ARE

SUFFICIENT FOR APPRAISING THE EMPLOYEE.

No. of responses:

Strongly agree = -

Agree = 22

Slightly agree = 20

Disagree = 6

Strongly disagree = 2

Findings:

Only 44% of respondents agree that the parameters of present Appraisal System are

sufficient for appraising the employee.

44%

56%

Agree

Not Agree

Recommendations:

As high percentage (almost 56%) of employees are dissatisfied with the given job

parameters for appraising an employee, so some more tangible parameters may be

required to be incorporated in the performance appraisal system to make it more

objective.

Page | 73

Q5. COUNSELING IS HELPFUL IN IMPROVING THE PERFORMANCE.

No. of responses:

Strongly agree = 10

Agree = 35

Slightly agree = 04

Disagree = 01

Strongly disagree = -

90%

10%

Agree

Not Agree

Findings:

Almost 90% of the respondents agree that counseling is helpful in improving the

performance.

Page | 74

Q6. THE PRESENT APPRAISAL SYSTEM IS ABLE TO IDENTIFY THE

STRENGTH AND WEAKNESS OF AN INDIVIDUAL.

No. of responses;

Strongly agree = -

Agree = 27

Slightly agree = 20

Disagree = 03

Strongly disagree = -

Findings:

Only 54% of the respondents agree that the present Appraisal System helps in

knowing the strength and weakness of an individual, and 46% of the respondents

disagree with this statement.

54%46% Agree

Not Agree

Recommendations:

Some space should be provided in the appraisal form where the employee can express

his strength and weakness in separate columns, or some discussion can be held

between the superior and subordinates. This will help the superior to recommend

suitable training/ exposure to over come the weakness of his subordinate.

Page | 75

Q7. YOUR ORGANISATION GIVES YOU NON-MONETORY INCENTIVES

ALSO TO MOTIVATE YOU.

No. of responses :

Strongly agree = 13

Agree = 35

Slightly agree = -

Disagree = 02

Strongly disagree = -

96%

4%

Agree

Not Agree

Findings:

Only 96% of respondents agree that the company gives them non-monetary

incentives to motivate them, and 4% disagree on this aspect.

Page | 76

Q8. THE CONFLICTS RELATED TO PERFORMANCE APPRAISAL SYSTEM

IS RESOLVED PROMPTLY AND FAIRLY.

No. of responses:

Strongly agree = -

Agree = 15

Slightly agree = 30

Disagree = 03

Strongly disagree = 02

Findings:

Only 30% of respondents agree that the conflicts related to Performance Appraisal

System are resolved promptly and fairly and on the contrary 70% of the respondents

feels that the conflicts related to Performance Appraisal System are not resolved

promptly and fairly.

30%

70%

Agree

Not Agree

Recommendations:

Certain procedure must be designed to remove the conflicts related to Performance

Appraisal. Appellate Authority should take the action regarding conflicts carefully,

after in depth study of the related matter.

Page | 77

Q9. THE PRESENT APPRAISAL SYSTEM OF ONGC IS SATISFACTORY AS A

WHOLE.

No. of responses:

Strongly agree = -

Agree = 10

Slightly agree = 35

Disagree = 05

Strongly disagree = -

Findings:

Only 20% of the respondents agree that the overall present Appraisal System of

NPCIL is satisfactory. On the contrary 80% of the respondents feels that the overall

present appraisal system of NPCIL is not satisfactory.

20%

80%

Agree

Not Agree

Recommendations:

A large number of employees are dissatisfied with the present Appraisal System of

NPCIL, which is quite a serious problem, and it has to be meticulously tackled. A

complete review of the system is required. Measures, should be taken to remove the

loopholes of the system.

Page | 78

Q10. APPRAISAL SYSTEM IS THE BEST WAY TO INCREASE JOB

SATISFACTION AND JOB PERFORMANCE.

No . of responses :

Strongly agree = 08

Agree = 16

Slightly agree = 15

Disagree = 8

Strongly disagree = 3

Findings:

Only 48% of respondents agree that Appraisal System is the best way to increase job

satisfaction and job performance and 52% of the respondents are disagree with this

statement.

48%52%

Agree

Not Agree

Recommendations:

Job parameters should be made slightly challenging so that the individual derives

professional satisfaction out of it. Further the individual such as job rotation/job

enrichment/job training identifies the areas of development, etc are fulfilled.

Page | 79

Q11. WORKING ENVIRONMENT OF ONGC IS HELPFUL TO INDIVIDUAL

DEVELOPMENT.

No. of responses :

Strongly agree = 05

Agree = 15

Slightly agree = 20

Disagree = 10

Strongly disagree = -

Findings :

Only 40% of the respondents agree that the working environment of NPCIL is helpful

to individual development and 60% of the respondents are disagree.

40%

60%

Agree

Not Agree

Page | 80

Q12. PERFORMANCE APPRAISAL PROCEDURE ALLOWS APPRAISER TO

EXPRESS HIS DEVELOPMENTAL NEEDS

No. of responses :

Strongly agree = 06

Agree = 24

Slightly agree = 12

Disagree = 08

Strongly disagree = -

60%

40%Agree

Not Agree

Findings:

Only 60% of the respondents agree by present Performance System allows Appraise

to express his developmental needs, so soon space should be provided to the Appraise

in the appraisal form so that they can express his developmental needs.

Page | 81

Q13. PERFORMANCE POLICY SHOULD BE CLEAR AND TRANCEPARENT.

No. of responses:

Strongly agree = 28

Agree = 10

Slightly agree = 12

Disagree = -

Strongly disagree = -

76%

24%

Agree

Not Agree

Findings:

About 76% employees are agreeing to that the Performance Appraisal System should

be clear and transparent.

Page | 82

Q14. PERFORMANCE APPRAISAL POLICY SHOULD BE EVALUATED AFTER

A.FIXED DURATION.

No. of responses :

Strongly agree = 30

Agree = 10

Slightly agree = 10

Disagree = -

Strongly disagree = -

80%

20%

Agree

Not Agree

Findings:

About 80% of the respondents agree that the Performance Appraisal policy should be

evaluated after a fixed duration.

Page | 83

Q15. EMPLOYEES SHOULD HAVE THE RIGHT TO KNOW ABOUT HIS PERFORMANCE

APPRAISAL REPORT AND DECISION OVER THEIR PERFORMANCE WITH DETAILED

REASONS.

No. of responses:

Strongly agree = 25

Agree = 15

Slightly agree = 08

Disagree = 02

Strongly disagree = -

80%

20%

Agree

Not Agree

Findings:

About 80% respondents agreed with the fact that employees should have the right

about his PAR Report.

Page | 84

Q16. TRANSPARENCY IN PERFORMANCE APPRAISAL CAN DEVELOP THE

LOYALTY IN EMPLOYEES.

No. of responses:

Strongly agree = 12

Agree = 20

Slightly agree = 10

Disagree = 8

Strongly disagree = -

64%

36%Agree

Not Agree

Findings:

About 64% of the respondents agree that PAR system can create loyalty in

employees.

Page | 85

LIMITATIONS OF PERFORMANCE APPRAISAL SYSTEM OF

NAPS/NPCIL

o No feedback to the employees.

o Target for next year are not set in the Appraisal System on which performance

can be measured.

o Lack of communication between the Appraise and the Appraiser.

o Well-defined and clear parameters are not clearly set at the beginning of the

year of the Performance Appraisal System.

o The Appraisal System has become a routine form to be filled and it has no

relevance with the improvement of the ability of the work.

o Personal relations are a serious limitation of the present Performance System.

o Appraisal interview and counseling are absent in the present Performance

Appraisal System.

o There is no separate column for expressing the special achievements

performed by the executives.

o There is a lack of interaction between the Appraiser and the Appraise

o The system does not cover the job satisfaction and it does not motivate the

employees.

o It does not give any scope in suggesting ways for the Appraise to improve his

performance.

o System is not at all transparent.

Page | 86

SUGGESTIONS

Major suggestions given by the executives are expressed during the course of

interaction with study team are:

1. The parameters are to be defined by the superiors at the beginning of the year and

should define the future course of action.

2. PAR should be clear to the employees, how to work for an individual and NPCIL

benefits.

3. Target should be set at the start of the year in consultation of controlling offices.

4. Target should be measured at the end of the year.

5. Employees should have the right to know the feedback.

6. The executives of the organization desire that there is a need for more

transparency in the PAR process, in the existing system by intimating about his final

grading for the year, in order to make the opportunity for future improvement.

7. The Present Appraisal System is felt lacking in the potential evaluation of the

employees. Hence, the Reporting Officer/ Senior Officer should give the suggestion

for potential development of the individual.

8 The system of identifying the individual for meritorious awards may be solely based

on his performance in the past.

9. It is felt by the employees of the organization that the rules and the regulations of the

performance Appraisal System are to be followed strictly and honestly.

10. The employees feel that the reporting officer must be fully aware, of the Appraisal

System, its process, rules and regulations. For that awareness the ACR department

from time to time must organize programs.

11. Some employees have suggested that some Weightage should be incorporated in the

ACR rating for participating in other related activities.

Page | 87

CONCLUSION

There is good hormonal relation ship between employees .High professionalism is their in

employees.

But the present method of appraisal is not at all transparent, which is unable to

motivate the employee, as he is unaware of his ACR grading. For this, a mechanism should

be introduced in the system to make the individual aware of his ACR grading of the precious

year, to provide him an opportunity for the future improvement and development.

Also counselling should be made effective by involving the individual to suggest

measures for solving his problems and developmental needs. Counseling should be held

regularly at fix intervals for the employees having been awarded adequate and inadequate

grading.

Page | 88

ANNEXURE

QUESTIONNAIRE

PERFORMANCE APPRAISAL SYSTEM

Your personal details: -

NAME:

DESIGNATION:

NO OF WORKING YEARS IN NPCIL:

SI.

No.

Questions Strongly

agree

Agree Slightly

agree

Disagree Strongly

disagree

1. The objectives of the

present appraisal

system are clear to me.

2. The present appraisal

system is helpful for

individual development.

3. The present appraisal

system is able to

motivate the

employees.

Page | 89

4. The parameters of

present appraisal

system are sufficient for

appraising the

employee.

5. Counseling is helpful in

improving the

performance.

SI.

No.

"Questions Strongly

agree

Agree Slightly

agree

Disagree Strongly

disagree

6. Present appraisal

system is able to

identify the strength

and weaknesses of an

individual.

7. Your organization gives

you non-monetary

incentives also to

motivate you.

8. The conflicts related to

performance appraisal

arc resolved promptly

and fairly.

9. The present appraisal

system of NPCILis

satisfactory as a whole.

Page | 90

10. The appraisal system is

always the best way to

increase job satisfaction

and job performance.

11. Working environment

of NPCIL is .helpful to

individual development.

12 Performance Appraisal

procedure allows

Appraiser to express his

developmental needs.

SI.

No.

"Questions Strongly

agree

Agree Slightly

agree

Disagree Strongly

disagree

13. Performance appraisal

policy should be clear

and transparent.

14. Performance policy

should be evaluated

after a fixed duration.

15. Employees should have

the right to know about

his performance

appraisal report and

decision over them with

detail reasons.

Page | 91

16. Transparence in

performance appraisal

system can develop the

loyalty in employees.

Your overall feedback: -

1. What is the limitation of present performance appraisal system of NPCIL?

2 What improvement according to you should be incorporate in the system?

.

Page | 92

BIBLOGRAPHY

NPCIL training manual

NPCIL magazines

Swami’s book central staff by “muthuswamy and brinda”

Page | 93