Swati Patle Performance Apprisal

A SYUDY ON PERFORMANCE APPRAISALS IN CIL

MEANING OF

PERFORMANCE APPRAISALS

K.M.I.M. COLLAGE GANKHERA (GOREGAON)


Meaning of Performance Appraisals

Performance Appraisals is the assessment of individual’s

performance in a systematic way. It is a developmental tool used for all

round development of the employee and the organization. The

performance is measured against such factors as job knowledge, quality

and quantity of output, initiative, leadership abilities, supervision,

dependability, co-operation, judgment, versatility and health. Assessment

should be confined to past as well as potential performance also. The

second definition is more focused on behaviors as a part of assessment

because behaviors do affect job results.

“It is a systematic evaluation of an individual with respect to

performance on the job and individual’s potential for development.”

“It is formal, structured system of measuring, evaluating job related

behaviors and outcomes to discover reasons of performance and how to

perform effectively in future so that employee, organization and society all

benefits.”



OBJECTIVES OF PERFORMANCE

APPRAISALS



Objectives of Performance Appraisals

Helps to strengthen the relationship and communication between

superior subordinates and management employees.

To diagnose the strengths and weaknesses of the individuals so as to

identify the training and development needs of the future.

To provide feedback to the employees regarding their past

performance.

Provide information to assist in the other personal decisions in the

organization.

Provide clarity of the expectations and responsibilities of the

functions to be performed by the employees.

To judge the effectiveness of the other human resource functions of

the organization such as recruitment, selection, training and

development.

To reduce the grievances of the employees



PROCESS OF PERFORMANCE APPRISAL

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the

setting up of the standards which will be used to as the base to compare

the actual performance of the employees. This step requires setting the

criteria to judge the performance of the employees as successful or

unsuccessful and the degrees of their contribution to the organizational

goals and objectives

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate

the standards to all the employees of the organization. The employees

should be informed and the standards should be clearly explained to them.

This will help them to understand their roles and to know what exactly is

expected from them .

MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is

measuring the actual performance of the employees that is the work done

by the employees during the specified period of time. It is a continuous

process which involves monitoring the performance throughout the year.

COMPARING THE ACTUAL WITH THE DESIRED

PERFORMANCE

The actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of


COMMUNICATING THE STANDARDS

ESTABLISHING PERFORMANCE STANDARDS



COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

DISCUSSING RESULTS

DECISION MAKING


the employees from the standards set. It includes recalling, evaluating and

analysis of data related to the employees’ performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with

the employees on one-to-one basis. The focus of this discussion is on

communication and listening. The results, the problems and the possible

solutions are discussed with the aim of problem solving and reaching

consensus. The feedback should be given with a positive attitude as this

can have an effect on the employees’ future performance.

DECISION MAKING

The last step of the process is to take decisions which can be taken

either to improve the performance of the employees, take the required

corrective actions, or the related HR decisions like rewards, promotions,

demotions, transfers etc.



METHODS OF PERFORMANCE APPRAISAL

METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL MATHOD MODERN METHOD

1. Graphic Rating Scales 1. Assessment Center

2. Forced choice Description 2. Appraisal by Results or

Management by objectives

3. Forced Destribution Method 3. Human Asset

Accounting

4. Checks Lists 4. Behaviorally Anchored

Rating scales 5. Free essay Method

6. Critical Incidents

7. Group Appraisal

8. Field Review

9. Confidential Report

10.Ranking



4 Goals of Performance Appraisals

General Goals Specific GoalsDevelopmental Use Individual needs

Performance feedback

Transfers and Placements

Strengths and Development needsAdministrative Decisions / Uses Salary

Promotion

Retention / Termination

Recognition

Lay offs

Poor Performers identificationOrganizational Maintenance HR Planning

Training Needs

Organizational Goal achievements

Goal Identification

HR Systems Evaluation

Reinforcement of organizational needs

Documentation Validation Research

For HR Decisions

Legal Requirements



Improving Performance Appraisals

Although performance appraisals can be so easily biased, there are certain

steps that can be taken to improve the evaluations and reduce the margin

of errors through the following:

Training - Creating an awareness and acceptance in the

people conducting the appraisals that within a group of

workers, they will find a wide range in difference of skills

and abilities.

Providing Feedback to Raters - Trained raters provide

managers who evaluated their subordinates with feedback,

including information on ratings from other managers. This

reduces leniency errors.

Subordinate Participation - By allowing employee

participation in the evaluation process, there is employee-

supervisor reciprocity in the discussion for any discrepancies

between self ratings and supervisor ratings, thus, increasing

job satisfaction and motivation.



ADVANTAGES



ADVANTAGES

Privide a record of performance over a period of time

Can be motivational with the support of a compensation

Privide an opportunity a manager to meet & discuss performance

Provide an opportunity for an issues and to clarify expectation

Provide the employee with feedback about their perfomance



DISADVANTAGES



DISADVANTAGES

If not done appropriately, can be a negative experience.

Very time consuming especially for a manager

Subject to rater errors & biases.

If not done right can be a complete waste of time

Can be stressful for all involved



Essentials of a Good Performance Appraisal System:

Standardized Performance Appraisal System

Uniformity of appraisals

Defined performance standards

Trained Raters

Use of relevant rating tools or methods

Should be based on job analysis

Use of objectively verifiable data

Avoid rating problems like halo effect, central tendency, leniency,

severity etc.

Consistent Documentations maintained

No room for discrimination based on cast, creed, race, religion,

region etc.



OBJECTIVES OF

STUDY



OBJECTIVES OF STUDY

To understand the Performance Appraisal activities of CIL.

To find out if the Performance Appraisal activities help the

employee inhis performance.

Take the response of employees towards the Performance

Appraisalactivities carried on upon them.

To analyze and examine the effectiveness of Motivation

programmers in CIL.

To assess how often training programmers are conducted and

howmuch are the employees satisfied.

To study the employee’s opinions.



NEED FOR THE STUDY



NEED FOR THE STUDY

Human resource is playing major role in the CIL. It is very

important to select right person for the right job at the right time,

who can perform the job successfully with high standards

The employees are mainly in contact with the customer depending

upon the jobs they are performing.

To assess the performance, personal attributes and potential of the

employee .

To identify training needs.

To assess strengths, areas of improvements and give feedback to the

employee.

Human resources are the assets to the organization. Any

organization willget its recognition through its employee’s

performance, Skills, innovativeness and their professional

knowledge



India’s Energy Scenario & Coal

India is currently among the top three fastest growing economies of the

world. As a natural corollary India's energy needs too are fast expanding

with its increased industrialization and capacity addition in Power

generation. This is where 'Coal' steps in. In India coal is the critical input

for major infrastructure industries like Power, Steel and Cement.

Coal is the most dominant energy source in India's energy scenario.

Coal meets around 52% of primary commercial energy needs in

India against 29% the world over.

Around 66% of India's power generation is coal based.

India is the 3rd largest coal producing country in the world after

China and USA.



COORPATE AREA



BOARD OF DIRECTOR



BOARD OF DIRECTOR

EXECUTIVE DIRECTORS

Shri S. Narsing RaoChairman-cum-Managing-Director

Shri A ChatterjeeFinance

Shri N KumarTechnical

Shri R Mohan DasPersonnel &

Industrial Relation

Shri B.K. Saxena Marketing

GOVERNMENT NOMINEE DIRECTORS

Dr. A K DubeyAdditional Secretary

Ministry of Coal

Smt. Sujata PrasadJS & FA

MoC

INDEPENDENT DIRECTORS

Shri Alok Perti Dr. R. N. Trivedi Shri Kamal R. Gupta

Coal India Limited at a glance


http://www.coalindia.in/NCJha.aspx

http://www.coalindia.in/AChatterjee.aspx

http://www.coalindia.in/NKumar.aspx

http://www.coalindia.in/RMohanDas.aspx

http://www.coalindia.in/BKSaxena.aspx

http://www.coalindia.in/AKDubey.aspx

http://www.coalindia.in/AnjaliAS.aspx

http://www.coalindia.in/APerti.aspx

http://www.coalindia.in/AKSinha.aspx


Coal India Limited (CIL) as an organized state owned coal mining

corporate came into being in November 1975 with the government taking

over private coal mines. With a modest production of 79 Million Tonnes

(MTs) at the year of its inception CIL today is the single largest coal

producer in the world. Operating through 81 mining areas CIL is an apex

body with 7 wholly owned coal producing subsidiaries and 1 mine

planning and consultancy company spread over 8 provincial states of

India. CIL also fully owns a mining company in Mozambique christened

as 'Coal India Africana Limited'. CIL also manages 200 other

establishments like workshops, hospitals etc. Further, it also owns 26

technical & management training institutes and 102 Vocational Training

Institutes Centers. Indian Institute of Coal Management (IICM) as a state-

of-the-art Management Training 'Centre of Excellence' - the largest

Corporate Training Institute in India - operates under CIL and conducts

multi disciplinary management development programmers.

CIL having fulfilled the financial and other prerequisites was granted the

Maharatna recognition in April 2011. It is a privileged status conferred

by Government of India to select state owned enterprises in order to

empower them to expand their operations and emerge as global giants. So

far, the select club has only five members out of 217 Central Public Sector

Enterprises in the country.



Unmatched Strategic Relevance

Produces around 81.1% of India's overall coal production

In India where approximately 52% of primary commercial energy is

coal dependent, CIL alone meets to the tune of 40% of primary

commercial energy requirement

Commands nearly 74% of the Indian coal market

Feeds 82 out of 86 coal based thermal power plants in India

Accounts for 76% of total thermal power generating capacity of the

Utility sector

Supplies coal at prices discounted to international prices

Insulates Indian coal consumers against price volatility

Makes the end user industry globally competitive

Thus, plays a key role in "India Growth Story" and making India

incorporate globally competitive.



Corporate Structure and Subsidiary Companies

Coal India is a holding company with seven wholly owned coal producing

subsidiary companies and one mine planning & consultancy company. It

encompasses the whole gamut of identification of coal reserves, detailed

exploration followed by design and implementation and optimizing

operations for coal extraction in its mines. The producing companies are:

1. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal

2. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

3. Central Coalfields Limited (CCL), Ranchi, Jharkhand

4. South Eastern Coalfields Limited (SECL), Bilaspur, Chattisgarh

5. Western Coalfields Limited (WCL), Nagpur, Maharashtra

6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh

7. Mahanadi Coalfields Limtied (MCL), Sambalpur, Orissa

8. Coal India Africana Limitada, Mozambique

9. The consultancy company is Central Mine Planning and Design

Institute Limited (CMPDIL), Ranchi, Jharkhand.

North Eastern Coalfields (NEC) a small coal producing unit operating in

Margherita, Assam is under direct operational control of CIL.



Care for Environment

One of the inherent tendencies of coal mining is degradation of the land

and environment. CIL constantly addresses the impact of mining activities

across environmental and social issues. Eco-friendly mining systems have

been put in place in all of its mining areas. To make environmental

mitigation measures more transparent, CIL introduced state-of-the-art

Satellite Surveillance to monitor land reclamation and restoration for all

opencast projects.

Coal India has made afforestation over an area of around 32,000 Hectares

while the total forest area degraded due to mining operation is around

12,800 Hectares, which means, for every hectare of forest land degraded,

CIL has made plantation in 2.5 Hectares of land.



Committed to minimize the adverse impact of coal mining on environment

through well structured Environment Management Plans and sustainable

development activities.

As a part of 'Clean & Green' programme, massive plantation has been

taken up by CIL wherever land is available. CIL has till date planted over

73 million trees.

A positive result of this effort towards improvement of environment

through massive plantation undertaken in Singrauli Coalfields since 1985,

is such that the analysis for the period 1985-1995 and 1996-2002 carried

out by Conservator of Forest indicates that the annual average maximum

temperature in Singrauli has decreased by 0.4oC while the annual average

rainy days increased by 11.2 days and average annual rainfall has

increased by 105.6 mm.

CIL has started integration of Environment Management System

(ISO:14001) with Quality Management System (ISO:9001) and till date

have successfully achieved certification of 53 of its projects. This

integration is being extended to all mines in phases.



Material Agreements/Joint Ventures/MOUs

Agreement between our Company and Indian Oil Corporation

Limited, IBP Division ("IOCL-IBP") for the supply of bulk loading

explosives to our Subsidiaries.

Agreement between our Company and Mitsui & Co. Limited

("Mitsui") for the supply of OTR Tires to NCL.

Memorandum of Understanding between CMPDIL and our

Company for 2010-2011.

Memorandum of Understanding between our Company and Rail

India Technical & Economic Services Limited ("RITES") for

provision of management consultancy services.

Joint Venture Agreement dated September 27, 2007 with BEML

Limited and Damodar Valley Corporation.

Joint Venture Agreement dated October 12, 2009 with NTPC.

Joint Venture Agreement dated January 14, 2009 with Steel

Authority of India Limited, RashtriyaIspat Nigam Limited, NMDC

Limited and NTPC Limited.

Memorandum of Understanding dated January 10, 2008 with GAIL

(India) Limited ("GAIL") and

Memorandum of Intent dated December 14, 2009 with GAIL and

Rashtriya Chemicals and Fertilizers Limited ("RCF").



Coal Production

(A) We produce non-coking coal and coking coal of various grades for

diverse applications. The following table provides certain information

relating to the non-coking coal and coking coal produced by us in the

periods indicated:

Coal ProductionGrades

Fiscal2010 2011 2012 2013 2014

Ist QTRRaw coalproductio

nMill Te

% ofRaw coalproductio

n

Raw coalproductio

nMill Te


n

Raw coalproductio

nMill Te


n

Raw coalproductio

nMill Te


n

Raw coalproductio

nMill Te

% ofRaw coalproduction

Non

Coking

Coal 1

395.13

91.6 389.97

90.4 392.48

90.1 408.555

90.3 92.191

89.6

Coking

Coal 2

36.13

8.4 41.35

9.6 43.36

9.9 43.656

9.7 10.702

10.4

Total

431.26

100.0

431.32

100.0

435.84

100.0

452.211

100.0

102.893

100.0



1. Includes NEC(Assam grade) coal.

2 Includes semi-coking coal and weakly coking coal

A significant majority of our non-coking coal is produced by us from

mines operated in the Korba, Singrauli, Talcher, IB Valley and Wardha

Valley coalfields, Most of our coking (metallurgical) coal is produced at

the Jharia coalfield.



B) COMPANYWISE DETAILS 2013-14-Ist QTR

DETAILS UNIT ECL BCCL CCL NCL WCL SECL MCL NEC CIL

PRODUCTIONUGOC

Mill TeMill Te

1.6836.374

0.7557.208

0.2289.855

0.00014.023

1.9148.264

3.85725.223

0.35323.089

0.0010.066

8.79194.102

TOTAL Mill Te 8.057 7.963 10.083 14.023 10.178 29.080 23.442 0.067 102.893OB MCUM 19.979 21.606 15.065 51.540 34.743 32.530 22.302 1.062 198.827

OFFTAKE Mill Te 7.898 8.427 13.058 17.147 10.797 29.911 28.049 0.077 115.364

Manpower

COMPANY-WISE MANPOWER FOR THE MONTH OF SEPTEMBER-2013 (i.e. 01.10.2013)Category ECL BCCL CCL WCL SECL MCL NCL NEC CMPD

IDCC

CIL(HQ) TOTAL CIL

Executive 2648 2610 2859 2782 3534 1929 1817 121 993 40 386 19719

Supv. 5529 4919 3227 5343 7558 3067 1789 362 656 264 47 32761

Workmen 64506

52800 41314 45173 61264 17308 13309

1765 1533 231 502 299705

TOTAL 7268 60329 47400 53298 72356 22304 1691 2248 3182 535 935 352185



3 5



Employee Welfare& CSR

Pursues a structured CSR policy around coal mining areas to

improve quality of life with community consensus and inclusive

participation

Mobile Dispensaries and wellness clinics introduced on a large

scale.

Tele-medicine facilities introduced in central hospitals.

Provides medical services to employees, their families and local

populace through 86 fully equipped hospitals having 5835 beds.

Employs 1524 specialist Doctors.

Runs 423 dispensaries and has 640 Ambulances.

Provides potable water to about 2.3 million populace in remote

corners of CIL's areas of operation

Supports 536 schools under different categories - Project Schools

(55); Privately managed Schools with grant packages (284); Private

Committee Managed Educational Institutes (72) and other schools

where occasional grants are given (125).

Introduced 'Coal India Scholarships' for 100 Below Poverty Line

students plus 25 wards of land losers in government engineering

and medical colleges. Scholarship covers education, hostel and

mess charges

Meets the entire cost of wards of workmen securing admission in

government engineering and medical colleges

Committed to generate employment opportunities for people in

mining areas by providing vocational training.

The company Pursues 'Mining with a human face' through socially

sustainable inclusive model of growth by making Project Affected



People stakeholders in the decision making process for their

livelihood.

Medical facilities extended to nearby communities in fully equipped

company hospitals.

Mobile dispensaries and Tele-medicine facilities meant for

employees also extended to nearby village populace.



ABOUT BCCL



About Bccl

Bharat Coking Coal Limited (BCCL) is a Public Sector

Undertaking engaged in mining of coal and allied activities.

It occupies an important place in as much as it produces bulk of the

coking coal mined in the country. BCCL meets almost 50% of the

total prime coking coal requirement of the integrated steel sector.

BCCL was incorporated in January, 1972 to operate coking coal

mines (214 Nos) operating in the Jharia&Raniganj Coalfields, taken

over by the Govt. of India on 16th Oct,1971 to ensure planned

development of the scarce coking coal resources in the country.

Currently, the Company operates 81 coal mines which include 40

underground, 18 opencast & 23 mixed mines as on 01.04.2010.

The Company also runs 6 coking coal washeries, 2 non-coking coal

washeries.

The mines are grouped into 13 areas for administrative

convenience.

The total manpower as on 1.4.05 was 92,268 and as on 01.03.2010

is 72,222.



Physical Performance

YEARS UG (M.Te) OC (M.Te) TOTAL (M.Te)12-13 3.15 28.06 31.2111-12 3.48 26.72 30.2010-11 3.70 25.31 29.0009-10 3.90 23.61 27.5108-09 4.13 21.38 25.5107-08 4.46 20.75 25.2106-07 4.90 19.30 24.2105-06 5.47 17.84 23.3104-05 6.38 15.94 22.3203-04 6.74 15.94 22.6802-03 7.29 16.86 24.1501-02 7.59 17.66 25.2594-95 11.49 17.26 28.7584-85 13.34 8.50 21.8474-75 15.64 2.10 17.74



HUMAN RESOURCES DEVELOPMENT IN BCCL

Human Resource Development Department in BCCL has been set up for

the development of existing Human Resources as well as future

requirements with reference to technological advances and gainful

deployment of existing manpower to fulfill demand of production vis-à-

vis technology.

The existing human resources includes Managers, Supervisors and

Workers at all levels of the company. The company is strongly committed

to the development and growth of all its employees. This is being achieved

through refresher, basic training and retraining and intensive institutional

and on-the-job training.

The HRD Department of BCCL is under the control of Director (Personnel).

To cope up with the task emerging from strategic plan, Annual HRD Plan

is worked out every year to integrate HRD efforts. The action plan is

implemented primarily through the following Five Training Institutes

under the direct administrative control of HRD Department:



METHODOLOGY



METHODOLOGY

RESEARCH METHODOLOGY

Research is a process of systematic and in-depih study or research of any

particular topic / subject or area of investigation, supported by /collection,

, presentation and interpretation of relevant detail or data.

There are several points which come under research methodology and

some of the points are discussed as below:

TITLE OF THE STUDY

“A STUDY Of PERFORMANCE APPERAISEL IN AN

ORGINASIT1ON"

METHOD OF DATA COLLECTION

The data for the present study is collected from primary and secondary sources.

Collection of the Data

For any statistical enquiry the data can be collected from two sources.

Primary data

Secondary data

Primary data:

Primary data are those which are collected afresh and for the first time.Primary

data is collected through questionnaire, which was a closed form

of questionnaire.



Secondary Data:

The secondary data are those which have already been collected by some

one else.

Secondary data is collected from

Company records

Magazines

Files and broachers

Sampling

Sampling is a procedure of making decisions by studying a few item

sregarding the characteristic of items in universe.

Sample method

The method used for data collection is simple random sampling.

Sample size:

The sample size is 100

Nature of the questionnaire

The data were collected through questionnaire. The questionnaire

contains 24questions. It contains all closed type of questions.

Method of presentation

The Presentation is made both in the tabular form and graphs. The analysis

is made in percentile form. Each table is explained with a detailed

interpretation of that table and graphical presentation. The question is in

histogram



DATA ANALYSIS



Data analysis

QUESTIONNAIRE ON EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM

Below mentioned sample HR questionnaire tries to find the employee satisfaction on performance management system in company.

1. Are you satisfied with the present performance appraisal system

BSC ?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: More than half of the employees are satisfied with the

present performance

appraisal system. The employees who are not satisfied are mainly from E-

1 to E-3 level.



2. Do you think the present system is effective / better than the

previous appraisal system?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 70% of employees think that the current system (bsc) is

better than the

previous system , because earlier their result was totally confidential and

was not known to them.



3. Do you think the BSC system reduces biasness?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 30% of the employees think that this system reduces

biasness because the rating

evaluation is transparent to each appraise.



4. As an appraise do you face any problem while selecting the rating ?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 80% executives have no problem in selecting the rating

because everything

is completely elaborated and they are given choices to choose among

many of their caliber.



5. Does your appraiser helps you in selecting the rating scale ?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 85% executives are helped by their appraisers in selecting

rating scale. This

shows the good inter personal relationship between the appraisee and the

appraiser.



6. Do you think the present list of rating scale cover all aspect of your job?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: Only 25% executives feel that the present list of rating

scale doesn‟t cover all aspects of their job. The Executives which are

under grade E1- E3 are unsatisfied.



7. Do you think the pride form system should be transparent to an

appraisee?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: More than 65% appraisers feel that pride form should not

be transparent to an appraisee as this is the only part through which they

can control the performance of their subordinates.



8. Do you get any formal feedback regarding your performance?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: more than 70% of the executive feel that they get positive

feedback regarding their performance.



9. Are any steps taken to improve the performance if not up to the

mark?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 80% executives say that the proper training is given to

them for upgrading their job whenever required.



10. Do you find these steps effective / useful in your job?

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 65% executive feels that these steps are useful as they

develop their skills and competencies.



11. Do you receive any increment in your salary after performance Appraisal.

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 75% of the executive feel that they received increment in

there salary after gating positive rating in there target completion.



12. Do you think performance appraisal helps people set and achieve

meaningful goals.

(a) Yes [ ] (b) No [ ]

Sales

YESNO

Interpretation: 80% of the executive are think that performance

appraisal helps people set and achieve meaningful goals.



Research finding

The new "performance management system" has been developed by

Manpower, one of the leading firms of the world in workforce solutions

and will replace the coal behemoth's existing appraisal system, an official

said.

"The system will be effective from April this year," Coal India director

(personnel and industrial relations) R. Mohan Das said on the sidelines of

the pre-launch event here of the 8th national convention of Global

Compact Network India.

"The new performance management system will help Coal India increase

its productivity. Thus it will enable us to achieve a higher production

target," he said.

Asked what would be a possible increase in productivity of the coal miner

after implementing the new appraisal system, he said it would depend on

the production targets which would be set in the coming days.

Job related training is given to the executives and they think it really helps

them in their further growth.

Most of the executives are satisfied with the current scenario of

performance appraisal as compared to older one.



SUGGESTIONS



Suggestions

He is to motivate requirement of training for technology being Used

in each subsidiary.

Target would be fixed only at the beginning of the year.

Make sure that every appraisal is fair and transparent select simple

but a valid performance appraisal instrument

There should be no business in performance appraisal methods.

There must be clear polices. Module, rules and regulation to

genuine the performance o valuating no class

A more promising approach to overcoming biases in performance

overcoming bases in performance appraisal is to import the skills.



LIMITATION



Limitation

Balanced score and can add a new tyne of reporting without

necessarily imnroving of vality or financial numbers. So it seems to

be an. Added reoirtubg ir wrose a distraction from achieving actual

goals.

The roling scale may be quite vague and Undear.

The roting form may ignore important aspect of job performance.

The rating form may contain additional irrelevant performance

dimension

The form may be too long and complex.

It BSC foalsing on rcorebords can leads to lock of foces an the

underging. Acton that modues a good score.



CONCLUSION



CONCLUSION

Coal India Ltd (CIL) is changing its appraisal system in order to attract the

best of the talent, which so far has mostly eluded one of the country’s

richest public sector companies.

The near monopoly coal miner has roped in Manpower group, the world’s

largest human resource management firm, to implement a performance

related pay system, common among private sector companies, effective

April.

The development comes at a time when CIL is recruiting many

management trainees across disciplines to inject young blood and bring

down the average age of an aging manpower.

While this might make some employees of CIL, particularly the non-

performers, cringe at the thought of being paid on the basis of their



performance more rigorously and not how long they have been working,

there’s a reason to rejoice.

The process, called Performance Report for Individual Development of

Executives, or PRIDE, has been developed by Manpower’s local arm

Right Management India, and would replace Coal India’s existing

Executives Evaluation Reporting system.

The new performance management system is being based on the

Department of Public Enterprise guideline that had asked the public sector

companies to link salaries directly to profit they earn as well as

performance of individual staff.

Being the third-most profitable PSU after ONGC and NTPC and with a

cash reserve of a whooping `65,000 crore, getting a job in CIL might turn

into an attractive proposition now.

While CIL does have a policy of profit distribution under the current

system, it is based on profits of individual subsidiaries, some of which are

loss-making.

Under the new system, compensation would get linked to overall

profitability of CIL, the holding company. However, CIL sees some

resistance and hiccups in introducing the new-age appraisal system.



“The new process has been introduced for the benefit of CIL and its

executives. As we transit into the new system, there could be some initial

challenges,” CIL chairman NarsingRao said in a communication to its

employees.

The officers, however, are receptive to the new compensation system.

“The proposed system would definitely help improve productivity and

work culture. As profit soar, so will the employee compensation. The

move will benefit about 18,000 executives in Coal India’s pay-roll,”

Sukhdeo Narayan, president of Coal Mines Officers’ Association told

DNA Money.

The evaluation process would begin with goal setting in April followed by

mid-year review in October and final review in March.



REFRENCE & BIBLIOGRAPHY



REFRENCE & BIBLIOGRAPHY

COMPANY‟S MANUALS Company’s Performance Report Performance Appraisal by Joyce Margulies The Complete Guide to Performance Appraisal - Richard C. Grote Performance Management and Appraisal Systems: HR Tools for

Global ... - T V Rao R.Waynel Mondy, Human Resource Management, Tata McGraw

Hill R K Sahu, Performance Management System, Excel Book Shrinivas R Kandula, Performance Management, Prentice-Hall Of

India

Selected Sites

http://www.coalindia.in http://www.bccl.gov.in http://www.performance-appraisal.com http://www.coalindia.in/FAQ.aspx http://in.news.yahoo.com/coal-india-launch-performance-

management-system-154802574--finance.html http://www.bccl.gov.in/?s=PMS


http://www.bccl.gov.in/?s=PMS

http://in.news.yahoo.com/coal-india-launch-performance-management-system-154802574--finance.html

http://in.news.yahoo.com/coal-india-launch-performance-management-system-154802574--finance.html

http://www.coalindia.in/FAQ.aspx

http://www.performance-appraisal.com/

http://www.bccl.gov.in/

http://www.coalindia.in/

Swati Patle Performance Apprisal

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