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INTRODUCTION
Part-A: INDUSTRY PROFILE
One of the main problems the industrial world faces now is the scarcity of
energy. The demand is more and the supply is less. More research is done to
find out alternative sources of energy. The researchers are still in the
beginning phase. Till some new alternative energy sources is found out, but
the dependence will be on the existing sources. Electricity being the important
among them plays a major role in almost all the industries. Production of
electricity has become more expensive which demands careful utilization and
accurate measurement keeping this in mind, analogue measuring instruments
have been replaced by electronic ones by suppliers of electricity.
Up to the 1870s electricity had little use beyond the telephone an telegraph.
After the invention of the incandescent lamp by Edison in 1879 and the
subdivision of lighting circuits for individual control of the lamps, it was no
longer practical to measure lamp hours. Then by the introduction of
transformer helped to make the present system of AC transmission and
distribution possible. There was one obstacle, no meter to accurately measure
and record the usage of electricity. Around this time the first new standard
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model watt-hour meter was developed by Elihu Thomson and Thomas
Duncan which was a commercial success. Although it was designed for the
AC circuits, worked equally well with DC circuits at that time. After that
meters were made by different manufacturers in different models and versions
according to the demand and consistency in designs. With the advances in the
electronics in the 1970s the manufacturers started introduction of electronic
registers and automatic meter reading devices. By the mid 1980s hybrid
meters with electronic registers were mounted. By the early 1990s
introduction of electronic parts resulted in the dropping of the induction type
models and paved the way to electronic models which become more feasible
and popular.
Electrical Industry in India came into existence only after the First World War
period. The first electrical industry to be set up in India was the Fan Industry
in Calcutta in 1921. The manufacture of electrical equipments like
transformers, motors, generators and insulators were taken up later. The first
Public Sector Electrical Industry to be set up in Kerala was the Metropolitan
Engineering Company Ltd. Thiruvananthapurarm in 1945. The starting of
United Electrical Industries Ltd. (U.E.I) at Kollam in 1950 closely followed
it. In 1960 the management of the United Electrical Industry Ltd; had taken
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over by the Government of Kerala. At present there are five Public Sector
electrical equipment industries in Kerala.
1.2 About the Subject
Meaning of Human Resources
William R. Tracey, in The Human Resources Glossary defines Human
Resources as: The people that staff and operate an organization as
contrasted with the financial and material resources of an organization. The
organizational function that deals with the people...
Human resources is the set of individuals who make up the workforce of
an organization, business sector or an economy. "Human capital" is
sometimes used synonymously with human resources, although human capital
typically refers to a more narrow view; i.e., the knowledge the individuals
embody and can contribute to an organization. Likewise, other terms
sometimes used include "manpower", "talent", "labor", and simply "people".
The term human resources can also be explained in the sense that it is a
resource like any natural resource. It does mean that the management can get
and use the skill, knowledge, ability etc through the development of skills,
tapping and utilizing them again and again by developing a positive attitude
among employees
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Definition of HRM
Human Resource Management (HRM) is the function within an organization
that focuses on recruitment of, management of, and providing direction for
the people who work in the organization. HRM can also be performed by line
managers. It is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation,
communication, administration, and training.
HRM is also a strategic and comprehensive approach to manage people and
the workplace culture and environment. Effective HRM enables employees to
contribute effectively and productively to the overall company direction and
the accomplishment of the organization's goals and objectives.
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Features of Human Resource Management
Human resources management is concerned with employees both as
individuals and as a group in attaining goals. It is also concerned with
behaviour, emotional and social aspects of personnel.
It is concerned with the development of human resources, which is
knowledge, capability, skills, potentialities and attaining and achieving
employee goals, including job satisfaction.
Human resources management covers all levels and categories of
employees. It covers both organized and unorganised employees.
It aims in attaining the goals of organisation, individual and society in
an integrated approach.
Human resources management is a continuous and never ending
process.
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Objectives of Human Resource Management
To help the organization reach its goals.
To ensure effective utilization and maximum development of human
resources.
To ensure respect for human beings .To identify and satisfy the needs of
individuals.
To ensure reconciliation of individual goals with those of the organization.
To achieve and maintain high morale among employees.
To provide the organization with well-trained and well-motivated
employees.
To increase to the fullest the employee's job satisfaction and self-
actualization.
To develop and maintain a quality of work life.
To develop overall personality of each employee in its multidimensional
aspect.
To enhance employee's capabilities to perform the present job.
To equip the employees with precision and clarity in transaction of business.
To inculcate the sense of team spirit, team work and inter-team
collaboration.
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Importance of Human Resource Management:
A human resources department is a critical component of employee well-
being in any business, no matter how small. HR responsibilities include
payroll, benefits, hiring, firing, and keeping up to date with state and federal
tax laws. Any mix-up concerning these issues can cause major legal problems
for the business, as well as major employee dissatisfaction. But small
businesses often don't have the staff or the budget to properly handle the nitty-
gritty details of HR. Because of this, more and more small businesses are
beginning to outsource their HR needs.
As companies reorganize to gain competitive edge, human resources plays a
key role in helping companies deal with a fast-changing competitive
environment and the greater demand for quality employees. Research
conducted by The Conference Board has found six key people-related
activities that human resources completes to add value to a company:
1. Effectively managing and utilizing people.
2. Trying performance appraisal and compensation to competencies.
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3. Developing competencies that enhance individual and organizational
performance.
4. Increasing the innovation, creativity and flexibility necessary to
enhance competitiveness.
5. Applying new approaches to work process design, succession
planning, career development and inter-organizational mobility.
6. Managing the implementation and integration of technology through
improved staffing, training and communication with employees.
Definition of Performance Appraisal
Performance appraisal is defined as the structured formal interaction between
a subordinate and supervisor, where the work performance of the subordinate
is to be taken into consideration, with a view to identifying weakness and
strength as well as opportunities for improvement and skills development.
Appraisal results are used to determine reward outcomes. That is, the
appraisal results are used to identify the better performing employees who
should get the majority of available merit pay increases, bonuses and
promotion.
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In UNILEC, the concerned supervisor or manager continuously appraises the
performance of the employees under him. The company follows a
confidential report method. In this method one or more senior officer rates
each employee for his performance confidentially. A confidential report by
immediate supervisor is still a major determinant of the subordinates
promotion or transfer. This report deals with the years work and general
opinion of the rater towards the employee. The main problem with this
method is that it is not data based and appraisal is done on the basis of
impressions.
OBJECTIVES OF PERFORMANCE APPRAISAL
Performance appraisal exercises to meet certain objectives which
are in the form of salary, increase, promotion, identifying,
training and development, needs, providing feed back to
employees and putting pressure on employees for better
performance.
1. SALARY INCREASE
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Performance appraisal plays a major role in making decision about
salary increase. Normally salary increase of an employee depends
on how he is performing job. There is evaluation of his
performance either formally or informally. Performance appraisal
discloses how well an employee is performing and how much he
should be compensated by way of salary increase.
2. PROMOTION
Performance appraisal plays a significant role where promotion
made on merit. Performance appraisal discloses how can employee
is working in his job and what his strong and weak points are. It
helps to decide whether he is eligible for promotion and what
addiction training should be provided to him. Similarly i t can be
used for transfer, demotion and discharge of an employee.
3. TRAINING AND DEVELOPMENT
Performance appraisal tries to identify the strength and weakness
of an employee on his present job. This information can be used
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for giving training and development program me appropriate for
overcoming weakness of the employee.
4. FEEDBACK
Performance appraisal provides feedback to employee about their
performance. It tells where they stand. A person works better
when he knows how he is working how his efforts are contribution
to be achievement of organizational objectives. Thus work in 2
ways. First of the person got feedback about his performance and
he may try to overcome his deficiencies which will lead to better
performance. Second, when the person gets feedback about his
performance he can relate his work to the organization objectives.
5. PRESSURE ON EMPLOYEES
Performance appraisal puts a secret of pressure on employees for
better performance.If the employees are conscious that they are
being appraised in respect of certain f actors and their future
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largely depends on such appraisal they tend to have positive and
acceptable behaviour in the respect. This appraisal can work
automatically as control device.
USE OF PERFORMANCE APPRAISAL
1. Salary administration
2. Performance feedback
3. Identification of strength and weakness
4. Documentation of personnel decision
5. Recognition of individual performance
6. Determination of promotion
7. Identification of poor performance
8. Decision in relation or termination
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9. Evaluation of goal achievement
10. Meeting legal requirement
11. Determination of transfer and assignments
12. Decision on lay off
13. Identification of individual training needs.
14. Determination of organizational training needs
15. Personal planning
PROCESS OF PERFORMANCE APPRAISAL
Performance appraisal can be undertaken either on informed basis
or on formal and systematic basis. In comparatively smaller
organization, appraisal either based on traits or performance or a
combination of both is done informally through the observation of
concerned employees in large organization appraisal has to be
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more systematic and formal as it reveals various types of
information which is issued for various purpose. The process of
evaluating begins with the establishment of performance
standards. At the time of designing job and formulat ing a job
description, performance standards are usually developed for their
position. These standards should be class and vague and objective
should be understood measured. These standard should be
discussed with superior to find out with different factors are to be
incorporated weights and points to be given to each factor and
there should be indicated on appraisal from and later on used for
appraisal the performance of the employees.
1. Establish performance standards
2. Communicate performance expectations to be
workers
3. Compare actual performance with standards
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4. Discuss the appraisal with the employees
5. Init iat ive corrective action
The next step is to communicate this standard to employee, for the employee
left to them would find it difficult to what is expected to them. To make
communication effective, feedback is necessary from the subordinate to the
manager. To determine what actual performance it is necessary to acquire
information about it. Four source of information are frequently used to
measure actual performance. Personal observation, statistic reports, oral
reports and written reports.
The fourth step is the comparison of actual performance with standards. The
employee is appraisal and judged of his potential for growth and
advancement. Attempts are made to note deviation between standard
performance and actual performance.
At the next stage the result of appraisal are discussed periodically with the
employer, where good points, weak points and difficulties are indicated and
discussed so that performance is improved. The information that the
subordinate receives about his assessment has a great impact on his self
esteem and on her subsequent performance.
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The final step to initiative of corrective action when necessary, immediate
corrective action can be of two types. One is immediate and deals with
symptom. The other basic and whose performance should be appraised.
Two conditions necessitate a group level appraisal; group cohesiveness refers
to the shared feeling among work team members.
WHO ARE APPRAISERS?
Raters can be immediate supervisors, specialists from the human resource
dept, subordinates, peers, committees, clients, self appraisal or combined
team of several.
1. IMMEDIATE SUPERVISORS
Here performance appraisal is done by an employees manager and
often reviewed by a manager at a high level. Supervisors are in
the best position to perform this function. As the appraisal are
reviewed by a supervisors. It reduces the chance of superficial or
biased evaluation.
2. SUBORDINATES
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Subordinates can assess the performance of the superiors. The use
of this choice may be useful in assessing employees ability to
communicate, delegate work, allocate resources, discriminate
information, resolve interpersonal conflict and deal with
employees on a fair basis. But the problem with subordinate
evaluation is that superior tends to become more popular, not by
effective leadership.
3. PEERS
Peers of an employee are in a better position to evaluate certain
aspects of his behaviour. Since the employees is more closely
linked to his peers at the work place, they may be able to appraise
his contribution to the group efforts, interpersonal effectiveness,
communication skills, reliability, initiative etc. n such an
appraisal basis are likely to emerge specially if the appraisals
results are used for diving rewards.
4. CLIENTS
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Clients are seldom used for rating employee performance. These
clients may be supplies inputs or outputs. These clients may rate
the employee in terms of his providing s ervice to them, his co-
operation courtesy dependability and innovativeness.
5. DEGREE SYSTEM OF APPRAISAL
When appraisal is made by superior, peers, subordinate and
clients, it is called 360 degree system of appraisal. In 360 degree
methods besides assessing the performance, other attitudes and
assesses talent, behavioural quicks, values, ethical standards
tempers and loyality are evaluated by people who are best placed
to be it.
6. RATING COMMITTEE
Many employees are rating to evaluate employees; this committee
is often composed to the employees immediate supervisor and
three or four, other supervisors who come I contact with the
employee. This choice welcome when an employee in the course
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of his or his job, performs, a variety of lacks in different
environment
7. SELF APPRAISAL
In self appraisal the employees himself for evaluate his own
performance. On this positive side, it may be stated that in self
appraisal there is an opportunity if it is combined with goal
setting and thus should improve the manager motivation
METHODS OF PERFORMANCE APPRAISAL
There are various methods of performance appraisal. In fact each organization
may have its own unique system and methods of appraisal.
In one organization it may continuing an informal where personal opinion of
a supervisor about his subordinates may be the basis of appraisal. In another it
may be well defined and particular system and method may be followed by all
managers. Broadly all the approaches to appraisal can be classified into:
1. Past oriented method
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2. Future oriented method
1. PAST ORIENTED METHOD
This is the simplest and most popular technique for appraising
performance of employees. This typical rating case system
consists of several numerical scales each representing a job
related performance Criteria such as dependability, initiative,
output, attendance, attitude, co-operation and like. Each scale
range from excellence to poor.
1. RANKING METHOD
Ranking method is the oldest and simplest methods of appraisal in
which a person is ranked against others on the basis of certain
tracts and characteristics. In the ranking method various persons
are ranked on the basis of skills.
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In order to check the tendency of rating most of the appraisal
around his point in rating scale. Forced distr ibution methods have
been adopted. In the method appraise is forced to appraise
according to the pattern of a normal carve. The basic assumption
in the method is that employee performance level uniforms to a
normal statistical distribution. For example 10% employees may
be rated as excellent, 20% as above average. 40% as average, 20%
as below average and 10% as poor.
5. FORCED CHOICE METHOD
In this method the rates is given a service of statement about
employee. These statement are arranged in blocks of two or more
and the rates indicates which statement almost or least descriptive
of the employee. The rate is simply expected to select the
statements that deal the rates.
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This approach is known as forced choice method because the rate
is forced to select the statement which is readymade.
6. CHECKLIST METHOD
Under this method a checklist of statement on the tracts of the
employee and his or her job is prepared in two columns namely
yes column and a No column. All the rates should have to tick the
column appropriately. Final evaluation is done by HR department.
HR dept assigns points to each yes ticked.
7. CRITICAL INCIDENT METHOD
One of the advantages of the article incident method is that
evaluation is based on actual job behavior. Further the approach
has descriptions in support of particulars rating of an employee
giving job related feedback to the rate is also easy. It also reduces
the regency bias. If rates record incidents throughout the rating
bias, if method however have limitations. Negative incidents are
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generally more noticeable that positive ones. The recording of
incidents is choice to the superior and may be put off and easily
forgotten.
8. ESSAY METHOD
In the essay method, the rates must describe the employee with in
roof board categories such as,
a. The rates overall impression of the employee
performance.
b. The job that the employee is now above or qualified
to perform
c. The strength and weakness of employee and
d. The training and assistance required by the
employee.
9. FIELD REVIEW METHOD
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This is an appraisal by someone outside the assesses own
department. Usually someone from the corporate office or the HR
department. The outside review employee reveals and holds
interviews with the rates and his superior. The method is primary
used for making promotional decision at managerial level.
10. BEHAVIOURALLY ANCHORED RATING SCALE
It is sometimes called behavioural expectations scales, are rating
scales points are determined by statements of effective and
ineffective behaviour. They are said to be behaviourally anchored
in that this scale represent a range of descriptive statement of
behaviour varying from the least to the most effective.
11. COST ACCOUNTING METHOD
This method evaluates performance from the monitory return the
employee yields to his or her organization. A r elationship is
established between the cost included in keeping the employee and
the benefit the organization derives from his or her performance.
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12. CONFIDENTIAL RECORDS
The system was highly confidential. Feedback to the assesses was
given only in case of an adverse entry. The annual confidential
record was highly subjective.
13. PERFORMANCE TEST AND OBSERVATION
With a limited number of job employee assessment may be based
on a test of knowledge or skills. Performance tests are adapted to
measure potential more than actual performance.
II. FUTURE ORIENTED METHOD
It is enough. If only the past performance is assessed. Own
employee can perform in the days to come is equally important.
The future oriented appraisal methods are as follows.
1. MANAGEMENT BY OBJECTIVES
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It was Peter.F.Drucker who first gave the concept of management
by objectives. How management by objectives works can be
described in four steps. The firs t step is to establish the goals each
subordinate is to attain. In some org, superiors and subordinates
work together to establish goals. In other superiors establish goals
for subordinates. The goal typically refers to the desired outcome
to be achieved. These goals can be used to evaluate employees
performance.
The second step involves setting the performance steel for the
subordinates in a previous arranged time period. As subordinates
perform the know family well what there is to do what has been
done.
In the third step the actual level of goal attainment is compared
with the goal agreed up on. The evaluator explores reasons for the
goals that were not met and for the goals that were exceeded. This
step helps determine possible training needs. It also alters the
superior to conditions in the organization they may affect
subordinate but over which the subordinate has no control.
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The final step strategies for goals not previously attained. At this
point subordinate and superior involvement in goal setting may
change. Subordinate who successfully reach the established goals
may be allowed to participate more in the goal setting process the
next time. The process is repeated. One of the main drawback of
this system is it is not applicable to all hobs in an organization.
2. PSYCHOLOGICAL APPRAISAL
Large organization employees full time industrial psychologists.
When psychologists are used for evaluations, the assess and
individuals future potential and not past performance. The
appraisals normally consist of in-depth interviews, psychological
tests, discussions with superior and a review of other evaluation.
The evaluation by the psychologist may be a specific job opening
for which the person is being considered or it may a global
assessment of his or her future potential.
3. ASSESSMENT CENTERS
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An assessment centre is central location where managers may
come together to have their participation in job related exercises
evaluated by trained observers. The principal idea is to evaluate
managers over a period of time, say one 3 days, by observing their
behaviour across a series of select exercise or work s amples.
Assesses are requested to participate in basket exercises, work
groups, role playing and other similar activities which require the
same attributes for successful performance, as in the actual job.
After recording their observation of rate behaviour ,the rates meet
to discuss this observation. The decision regarding the
performance of each assesses is based up on this discussion of
observation self appraisal and peer evaluation are also thrown in
to or final rating. The problem with the assessment centre is their
cost assessment centre staff is often influenced by subjective
elements. Such as personality of the candidate. Another drawback
is its potential adverse effect on those not selected to participate
in the exercises. A poor report can demoralize an employee who
was once an asset.
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HOW OFTEN SHOULD APPRAISAL TAKE PLACE?
Employees appraisal should be a continuous process and should
not be limited to a formal review one a year. The frequency of
formal appraisal will depend on the nature of the organization and
on the objectives of the system. For example in a high technology
organization objective may be changing quickly. So that the
formal appraisal need to be carried out more than once in a year.
In an environment which is less subject to change annual appraisal
may be sufficient. Most employees receives a formal appraisal
annually although more frequent appraisal are often needed for
now employees, for longer serving staff who have moved new
posts or for those who are below acceptable performance
standards.
BARRIER TO EFFECTIVE APPRAISAL
Appraisal of personnel, both performance and potential is used by
every organization either formally or informally. This is full of
short comings and limitations. These are certain barriers which
against the effective appraisal system. Some of the barriers are
more pronounced in specific method of appraisal in some
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methods. Identification of these barriers is essential so that
suitable measures may be adopted to r educe their impact to a
possible minimum level the barrier to effective appraisal may be
grouped in to 3 categories.
1. Faulty assumption
2. Psychological blocks
3. Technical pit falls
1. FAULTY ASSUMPTION.
Because of the faculty assumption of the parties concerned
supervisors and his subordinates in appraisal system does not
work properly or objectively. These assumptions work against an
appraisal system in following manner.
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1. The assumption that managers naturally wish to make
full and accurate appraisals of subordinates is
untenable. Both supervisors and subordinate show
tendencies to avoid formal appraisal process as well
as to need them in their respective work.
2. Another fairly assumption is that managers take a
particulars appraisal system as perfect and feel that
once they have launched a program me that would
continue forever. They expect too much from it. It
should be recognized that no system can provide
perfect, absolute, and defensible.
3. Managers assumption that employees want to know
frankly where they do stand and what their
supervisors think about them are not valid. In fact
subordinate resist to be appraised and their reaction
against appraisal has often been intense.
2. PSYCHOLOGICAL BLOCK
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The values of total, including performing appraisal, falls largely
on the skills of the user. Therefore the ability of performance
appraisal depends on the psychological character of manager, no
matter whatever the method is used. These are several
psychological blocks which against of an appraisal system.
3. TECHNICAL PIT FALLS
The design of performance appraisal form received detailed
attention from psychologists, but the problem of finding adequate
criteria skill exists there. At best appraisal methods are subjective
and do not measure performance in any but in the most general
sense. The main technical difficulties in appraisal fall in to two
categories.
1. CRITERION PROBLEM.
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A criterion is standard of performance the manager deserves of his
subordinates and against which he compare the actual
performance. This is the weakest point in appraisal procedure.
2. DISTORTIONS
Distortions over in the form of biases and curves in making the
evaluation. Such distortions may be introduced by evaluator
consciously or unconsciously. An appraisal system has the
following possible distortion.
a. HALLO EFFECT
The effect exists where the rate is influenced by rates
one or two outstanding, good or bad performance one he
evaluates the entire performance accordingly. Another
type of hallo effect occurs where the rates judgement is
influenced by the work team or informal group with
which a subordinate associate.
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b. CENTRAL TENDENCY
This error occurs when the rates make all or almost his
personal as average. He fails to discriminate between
superior and inferior persons. This may happen due to
the rates lack of knowledge of individual he is rating.
c. RATE LINKING AND DISLIKING
Manager being human, have strong liking or disliking
for people particularly close associates. The eating may
be influenced by personal factor and emotions.
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RESEARCH DESIGN
Research design indicates plan of action to be carried out in connection with a
proposed research work. The research design is simply a specific presentation
of the various steps in the process of research. It is a plan that specifies the
sources and types of information relevant to the research problem. It is a
strategy specifying which approach will be used for gathering and analyzing
the data. It also includes the time and cost budgets. Here research is flexible,
appropriate, efficient and economical.
2.1 TITLE OF THE STUDY
Analysis on performance appraisal at united electrical industries ltd.
Kollam.
2.2 STATEMENT OF THE PROBLEM
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The purpose of the project is to understand clearly about the performance
appraisal system Followed by U.E.I ltd. This research study includes various
methods of performance appraisal performed in the organization.
2.3 SCOPE OF THE STUDY
Performance appraisal plays a very vital role in every organization.t helps the
manager to determine the salary administration of employees Performance
appraisal and job evaluation is a tool which enables an employee to clearly
have a view of his/her own abilities and performance level.Job evaluation also
enables employees to improve their job standards.
2.4 OBJECTIVES OF THE STUDY
1. To clearly understand the performance appraisal system being carried on in
the company.
2. To know the method or procedure of performance appraisal in the
organization.
3. To enable the employees to have a clear cut view of their existing job
standards and their performance level.
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4. To reveal the importance of employees and their performance efficacy in
the organization.
2.5 OPERATIONAL DEFINITION OF CONCEPTS
Employee: a person employed for wages or salary in return for work done.
Performance appraisal:is defined as the structured formal interaction
between a subordinate and supervisor, where the work performance of the
subordinate is to be taken into consideration,with a view to identifying
weakness and strength as well as oppurtunities for improvement and skills
development..
Job Satisfaction: The sense of fulfillment and pride felt by people who enjoy
their work and do it well. This feeling is enhanced if those in authority
recognize the significance of the work done and its value
Training: training is the act of increasing the knowledge and skills of an
employee for doing a particular job.
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Development: organization development is a concept, organization-wide
effort to increase an organizations effectiveness and viability.
Human resource management: HRM means employing people, developing
their resources, utilizing, maintaining and compensating their services in tune
with the job and organizational requirements with a view to contribute to the
goals of the organization, individual and the society.
2.6 SOURCES OF DATA
Primary data
When the researcher himself is trying to collect the data for his particular
purpose from the sources available, it becomes primary data. Therefore
primary data are those collected by the investigator himself for the first time
and thus they are original in character. The Objectives of study have been
accomplished with the help of primary data collected from 50 respondents
Collecting primary data are observation method, interview method, and
questionnaire method.
Secondary data
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Secondary data those are already available. Ie, they refers to the data which
have already been collected and analyzed by someone else. Here, secondary
data were collected from,
company records
manuals
journals related to the topic of study
text books
brochures
Internet etc
2.7 SAMPLE DESIGN
A random sampling technique was used for the purpose of study. There are
about 128 permanent employees and more than 100 apprentices trainees are
there. UEI ltd runs at 3 shifts in a day. The employees were selected from
different departments at the company for the study. Random sampling from
finite population refers to that method of sample selection which gives each
possible sample combination an equal chance of being included in the sample.
2.8 TOOLS OF DATA COLLECTION
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Questionnaires: -
The primary data was collected mainly by using a questionnaire.Efforts have
been taken to see it was kept cocise and simple as possible to facilitate
responses.A copy of questionnaire is attached in the annexure forming the
part of the report.
The different types of questionnaire used in the study are-
1.Direct Questions
2.Indirect Questions
3.Multiple choice Questions
The Questionnaire is divided into two sections-
1.Personal Details
2.Inquiry Details
2.9 PLAN OF ANALYSIS
The collected data by using questionnaires as tools have been compiled
suitably and presented in a table format which were further subjected to
analysis.The data from this table is suitably retrieved so as to bring out the
views of the respondents.Based on the analysis,The findings are drawned.
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2.10 REFERENCE PERIOD
Reference period of the study is November 2011 to December 2011. Study is
limited to 45 day.
2.11 RESEARCH METHODOLOGY
Research is a systematic method of finding a solution to problem.Research
methodology refers to method of gathering data through extensive
interviewing and other methods. type of research used for the study is
descriptive research. It includes fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs as it
exits at present.
2.12 SAMPLE SIZE
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Random sampling technique was used for collecting data from various
categories of employees of the company.50 samples were collected from
among the employees of the company.
2.13 PLAN OF ANALYSIS
1. PERCENTAGE METHOD
Simple Percentage method is a special kind of ration. The percentages are
used in making comparison between two or more series of data. It is easy to
calculate and simple to understand
Percentage = no of respondents/Total o of respondents x 100
2. RANDOM SAMPLING METHOD
The sampling technique adopted for this research is random sampling, which
is chosen for the convenience of the researcher
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Source of Data : Primary Data
Sampling Size : 50
Tools Used : Percentage Analysis represented by
i. Bar Diagram
ii.Pie Diagram
2.14 LIMITATIONS OF THE STUDY
1. More time is required to have an in-depth study. The time allotted for
this work is for a period of 45 days which is insufficient to make an in-
depth study.
2. As the information was with their work the investigator has to go to a
place several times.
3. All the opinions of the respondents were not complete. Limited number
of respondents was interested in answering the questionnaires.
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2.15 CHAPTER SCHEME
Chapter 1: Introduction
This chapter includes profile of the industry and an introduction of the
research topic
Chapter 2: Research Design
This chapter consists of statement of the problem, scope of the study,
objective of the study, methodology, sample design and limitation of the
study
Chapter 3: Company Profile
This chapter provides information about the profiles of the company.
Chapter 4: Analysis and Interpretation
Analysis and interpretation of the data collected is done in this chapter.
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Chapter 5: Summary of Findings and Conclusion
This chapter provides a summary of findings and conclusion drawn from the
analysis.
Chapter6: Recommendation and Suggestions
This chapter provides a summary of suggestions drawn with direct reference
to objectives of the study.
COMPANY PROFILE
3.1 Inception
The united electrical industries ltd, Kollam a public limited company
incorporated in the year 1950, is the main factory in India to set up for the
manufacture of electricity house service meter. UEI Ltd is located at
Pallimukku, about three Km south of Kollam on the wayside of National
Highway-47, to Trivandrum, the capital of Kerala state. The company started
its manufacturing activities in collaboration with MESSORS ARON
METERS LTD, now a subsidiary of M/s Ferranti Ltd, Hollinwood.
The company owes its origin to the far sightedness and vision of Sri K.P.S
Nair, the chief Engineer of Travancore-Cochin state and Sri Abraham Pothen
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an eminent industrialist. Through the company was incorporated in the year
1950, but it could start its production only in 1951.The company commenced
its manufacturing activities with the assembling of single house service
KWH Meter with imported Components and sub assemblies. In 1956 the
company acquired the present premises to set up a full fledged factory with its
own machine shop. In the same year the company started the manufacturing
of some assemblies of meter. In 1956 the company acquired 5 acres of land at
the present premises for the present factory and office. At the starting time the
company had a paid up capital of 400 crores jointly held by the state
government and KSIDC. The Company remained a proprietorship until 1960.
By 1960 the management was taken over by the Kerala Government. In 1962,
the company started diversifying in the areas such as manufacturing of motor
control gears with the technical assistance of Mysore Electrical Industries and
with substantial participation of Kerala Financial Corporation. As a part of
diversification the R&D wing of the company designed and developed
polyphase energy meters in the 1965.UEI Ltd was the only company to
manufacture and market polyphase meters without foreign technical know
how. The commercial production of motor control gears was started during
1968 and production of switch gears started in 1974.
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Now the products are marketed under the Brand Name UNILEC. In 1970
the company entered into technical collaboration with General Electrical
Company of India, Ltd Calcutta for the Manufacture of oil and air breakers,
circuit breakers up to 22KV rating. The production of low tension (L.T)
circuit breakers in 1974. Further during 1975 and 1977 the company as a part
of diversification program started commercial production of plastic film
capacitors in technical collaboration of RUBYCON, Japan. The company
further diversified to Manufacture of carbon film resistors 1978 in technical
collaboration with SHINE EL JAPAN I association with M/s Akhane Ohm of
Japan.The main factory building covers a floor space on nearly 30000sq.ft
with provision for future addition and expansion. In addition a parallel wing
of 7500sq.ft. It accommodates the main material stores and fabrication shop.
The Main factory is divided into three basic departments like meter
department, starter department and machine shop. The general layout of each
department permits free and continuous flow of material with particular stress
on material handling. Again each department is subdivided into sections with
several built in features and special facilities to make it independent self
contained and efficient from the point of view of economy, quality control
and high standard of production.
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The machine shop comprises of press shop, lathe shop and drilling and tool
room consisting of mechanical and hydraulic presses, capsthan lathes,
automatic lathes a series of multiple drilling and tapping machines and special
purpose machinery like gear Hibbing and coil winding machines. One
complete portion is set apart for plating and painting of components. The
panting section has provision for mass production both in dipping and spray
painting. The plating section is equipped for vat and barrel type plating for
nickel, copper, zinc, tin and silver.
R&D wing of the company is vigilant on quality improvement of existing
products and to diversify its activities by taking up new items of production.
Owing to globalization and economic liberalization policies, the meter
industries in India has now become highly competitive. The products which
the company stopped its production due to acute competition are 11KV
switch gears, IML switch gears, carbon film resistors and magnet of
generators. But now in 2008 onwards UEI .Ltd is producing a new product
named A-B Switch.
The company sells its products under the trade name UNILEC. They also
take repairs of meters and starters. The main consumer of UEI Ltd is Kerala
State Electricity Board. They meters starters and A-B switches as per
receiving orders from KSEB and other Companies.
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3.2 VISION, MISSION AND QUALITY POLICY
QUALITY VISION
To become Pioneers through operational effectiveness and customer
satisfaction
QUALITY MISSION
To become the No one supplier of electricity meters and to grab two digit
shares in the transformer and water meter markets in India by ensuring
customer satisfaction of its products and services and continuous
improvement.
QUALITY POLICY
UEI and its employees are committed to develop, manufacture and marketing
of House Service Energy Meters and Motor Control Gears ensuring customer
satisfaction of its products and services through continual improvement of the
effectiveness of its QMS achieved by setting and reviewing quality objectives
AREA OF OPERATION : REGIONAL
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LOCATION OF FACTORY: PALLIMUKKU, KOLLAM (KERALA)
UNITED ELECTRICAL INDUSTRIES Ltd operates regionally. Its Factory
and Office is situated in Pallimukku, Kollam..
3.3 OWNERSHIP PATTERN
ADMINISTRATION
The management of the company is vested in the Board of Directors with,
The Secretary of Taxes, Industries and Government of Kerala as its
Chairman. The other members of the Board are Development Commissioner
of Kerala State Industrial Development Corporation, Chairman of Kerala
State Electricity Board , Deputy Secretary of planning and Economical
Affaires , Government of Kerala and Two Eminent Industrialist of the state.
The government appoints all the directors including the full time director.
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According to the directions the number of directors should not be less than 2
and not more than 9. The full time MD was Mr.K.Shirish.
3.4 COMPETITORS INFORMATION
Major Competitors of Meter'
HPL Socomec Pvt Ltd New Delhi
Anchot Electricals Ltd Damon
Naina Powers Pvt Ltd Hyderabad
ECE Industries Hyderabad
TTL Ltd Noida
Avener Power Industries Hyderabad
Country Meters New Delhi
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ECIL Hyderabad
Holy Meters (India) Pvt Ltd Hyderabad
Major competitors of starter
DB Traders Culcutta
Bentex Culcutta
L & T Bombay
Cromption Greives Bombay
Jyothi Electricals Culcutta
Adwani Orlicor Bombay
3.5 INFRASTRUCTURAL FACILITIES
The Main factory is divided into three basic departments like meter
department, starter department and machine shop. The general layout of each
department permits free and continuous flow of material with particular stress
on material handling. Again each department is subdivided into sections with
several built in features and special facilities to make it independent self
contained and efficient from the point of view of economy, quality control
and high standard of production.
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The machine shop comprises of press shop, lathe shop and drilling and tool
room consisting of mechanical and hydraulic presses, capsthan lathes,
automatic lathes a series of multiple drilling and tapping machines and special
purpose machinery like gear Hibbing and coil winding machines. One
complete portion is set apart for plating and painting of components. The
panting section has provision for mass production both in dipping and spray
painting. The plating section is equipped for vat and barrel type plating for
nickel, copper, zinc, tin and silver.
R&D wing of the company is vigilant on quality improvement of existing
products and to diversify its activities by taking up new items of production.
Owing to globalization and economic liberalization policies, the meter
industries in India has now become highly competitive. The products which
the company stopped its production due to acute competition are 11KV
switch gears, IML switch gears, carbon film resistors and magnet of
generators. But now in 2008 onwards UEI Ltd is producing a new product
named A-B Switch.
The main consumer of UEI Ltd is Kerala State Electricity Board. They meters
starters and A-B switches as per receiving orders from KSEB and other
Companies.
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Highly sophisticated infrastructure facilities make UNITED
ELECTRICAL INDUSTRIES Ltd different among their
competitors. And is having an appreciable initiation in these level
especially in maintaining highly scientific method of keeping all
the employees motivated in their work a tmosphere by providing
them facilities like hospital, canteen, rest rooms, compare to other
like industries.
3.6 AWARDS AND ACHIEVEMENTS
United Electrical industries (UEI), a Kerala Government
public sector company based at Kollam received
recognition for theirEfforts in energy conservation. Kerala
Electricity minister Sri. A.K Balan presented Kerala
energy conservation award-2008 and Rs.10000/- cash
prize to UNILEC director Sri. R Suku in a function held at
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Palakkad Municipal town hall on 14-12-2008 in
connection with the energy conservation day.
Power consumption was going up both in the urban and rural
areas. The minister s aid that annually 16,000 million units of
electricity were being distributed in the state.By
incorporating energy conservation procedures, United
Electrical industries were able to reduce their power bill
from Rs.1.5lakhs/ month to Rs.60, 000/ month. Consumption
was reduced from 12500 units to 6600 units
1989 1990 productivity award
1999 2000 productivity award
2006 2007 productivity award
2008 Society award
2008 Safety award
2008 Kerala state energy conservation award
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3.7 ORGANIZATION CHART
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3.8 FUTURE GROWTH AND PROSPECTS
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The domestic market in India is itself large , and one must firstly
satisfy the market with products that meet international quality
standards with increasing globalisation. Every international player
is now operating in India , providing goods and services with in
the domestic market accessing the international market for exports
should not pose a serious challenge. The electrical, electronics
industry in India is growing to its fu lly potential in the coming
years and no doubt that India will soon come to be recognized for
quality products and services which in turn, will brings this
industry to a position of true leadership. Indian electrical industry
has grown because of government thru st on it and also due to
overall economic growth it has also reached a stage where the
industry has demonstrated its capabilities.
The success story of United Electrical Industries, Kollam, is really
amazing. The UEI was one of the units listed for closure because
of recurring losses. The company is now on the path of growth and
diversification. Production of energy metres has gone up to 1.5
lakh a month from 18,000. The Company manufactures Electricity
House Service Energy Meters of both Electro-Mechanical and
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Static types, Motor Starters, Contactors and Galvanised items.
Unilec brand Energy Meters and Motor Starters are well
accepted all over India.UEI has a team of professionally qualified
officers and experienced, skilled technicians in its workforce. The
Company is certified ISO 9001:2000 and the products are ISI
marked.
3.9 FACTORS GOVERNING THE GROWTH OF THIS INDUSTRY
Every industry thrives on some supporting factors in the connection there are
few factors governing the growth of electrical and electronics industry.
Research & development played an important role to the
increased productivity and higher value added electrical and
electronics products
Foreign investments accelerate growth in production and
export as well to expanding their business, foreign
companies were done huge investment which leads
developing countries in establishing production units.
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Global industries like medical telecommunications,
industrial & automotive industries have been cordially
supported by electrical & electronics industry.
Increase in income changed living standards of the common
mass. As a result it increased the demand of electronics
especially consumer electronics products globally.
Electric & electrical industry is highly fragmented which
comprises of many small and medium size enterprises
resulting into a huge industry
As a pacific region is emerging as the most spinning place
for the consumer electronics industry as the markets remain
still unreached
Innovation has played importantly in this industry. It leads
to a consistent demand for newer and faster products and
applications.
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3.10 MANAGEMENT PHILOSOPHY OF UEI LTD
Management philosophy of UEILTD suggests that the company is conscious
to its various constituents. The management philosophy is charged with the
following concerns:
Concern for its ultimate Customers
Concern for there Employees there most valued asset
Concern for there Suppliers there source of raw materials
and auxiliaries
Concern for the Share Holders the investing public
Concern for the rational Aspiration Nation Future
The Company undertakes various programmers to fulfill the obligations to
various Constituents. Such programmes undertaken are;
Pollution Control Programmes
Employer-Employee Relation
Its Consumers
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3.11 PRODUCT PROFILE
SINGLE PHASE & THREE PHASE
Product Description
Type UEM static meter is designed and manufactured to satisfy the highest
standard of accuracy and reliability of energy measurement in single phase
and three phase circuits.It is UV (Ultra Violet) stabilized for out door
application. The meter is broadly divided into base, top cover and terminal
cover. The meter base consists of two compartments i.e. PCB Compartment
& Terminal Compartment. In the PCB Compartment brass terminal suitable
up to 40 a positioned securely. A synthetic rubber gasket is used between the
top cover and the base to ensure protection against moisture and dust. The top
cover is transparent to facilitate easy and clean reading of counter and display
of other parameters.
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FEATURES
Confirms to ISO 779 and CBIP Technical Report No: 88
Flame retardant & high compact strength Polycarbonate enclosure
Computerized Calibration
One time 'Life - time' calibration, No Trimpots used
Meters perform with low power loss
Low voltage operation, at 120V AC
Safety protection against high voltage AC
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OIL IMMERSED AC MOTOR STARTERS
Product Description
Oil Immersed Star Delta Starter Type NSD
These control gears available in the range of 10 H.P. to 200 H.P. Correct
sequence device in corporate in the unit ensures proper sequence of operation
so that the Starter is first put into the Star position for starting before a quick
changeover is possible to the Delta position for running.
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The contact tips are of electrolytic copper extrusion, silver plated to prevent
corrosion and pitting. These are of self aligning type and are easily
replaceable. The starter is with a sheet metal case and facilities are provided
to fix pedestal type Ammeter.
Oil immersed Auto transformer Starter Type ATS
It minimizes the starting currents and attains a higher starting torque. These
starters embody an auto-transformer and reduce the current taken by the
motor while starting.
The starter unit is separate from the transformer and this eliminates
carbonized oil from the starter entering the auto-
Transformer oil. These starters are of floor mounting type and facilities are
provided for mounting a pedestal type Ammeter.
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Oil Immersed Slipring Motor starter Type
They have electrical interlock between the stator and rotor circuits, so that it
is not possible to start the motor unless all the rotor resistances are in circuits.
The starter is fool-proof as the motor can only be started from the full of
position. Rotor resistances are of high grade resistance wires, wound on
ceramic tubes.
Oil dashpot type relays control the overload, no-volt releases and trip the
starter in case of low voltage or power failure.
The contacts are of electrolytic copper extrusions of ample size and are silver
plated. These are of self aligning type and are replaceable.
FEATURES
Overload protection. Oil dashpot time lag type magnetic
overload relays calibrated from full load to double full load
which are easily adjustable.
Electrolytic grade copper contacts. The starter is provided
with easily replaceable oil break contacts.
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Manual tripping is provided by a lever at the side of the
starter.
Cable arrangement. Provision for cable entry/cable box
provided.
Starting torque. Rotor resistance suitable for higher starting
torque can be provided for stator rotor starters.
Spare parts. All spare parts are available from the factory
and stockists.
Normal operation at 3 starts per hour.
FULLY AUTOMATIC AUTO TRANSFORMER STARTER TYPE FAATS
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Product Description
The salient feature of this starter is its automatic switch over to frill rated
voltage. The starting current is minimized to attain higher starting torque with
the help of an auto transformer. The panel consists of Thermal Overload
Relay, Star Contractor with timer (0-30 sec), a Main Contractor and a Run
Contractor. The starting time can be set by the user depending upon the
application thermal overload relay is provided for overload protection.
FEATURES
Fully Automatic change over from Start to Run for pre-set time
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Under voltage and overload protection
Conforming to IS: 13947 part JV/Sec.1
Available in oil cooled and air cooled versions of Auto Transformers
Range available from 10 HP to 400 HP
Also available in star-delta configuration without Auto Transformer (Type
FANSD)
Micro Processor based motor protection relay available on request.
SINGLE PHASE MULTIFUNCTION STATIC ENERGY
METER
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Salient Features
Measures instantaneous parameters - Date & Time, Active Power
Maximum Demand (MD) register with 30 minutes integration period
Six months Kwh, six months MD with date & time
Current Rating : 5-20A, 5-30A, 10-60A
Class 1 accuracy
Detects and register various tamper activities such as Reverse, Earth, Neutral
Missing, Magnetic Tamper, and cover open situation along with date & time
when the tamper occurred
Rugged polycarbonate casing makes it a good insulator and so no external
"Earthing Terminal" is required
Designed using Surface Mount technology
In case of power failure, battery operated push button is provided to view all
parameters
EEPROM battery backup is used to store the metering data. The data will be
retained for 10 years in case of power failures.
RTC with battery backup is used for time keeping
Light in weight, rugged, reliable and safe for the users
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Watch dog timer is used to monitor the processing activities that ensure
reliable operation of the meter
The accuracy of the meter is not affected with application of abnormal
voltage/frequency generating device such as spark discharge of 35KV.
Product Description
Air Break Switches are used for to isolate 11KV lines from transformers.
FEATURES
All Ferrous parts are hot dip galvanized
The contact ends are Tin Coated
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The fixed contact element are made of excruded electrolytic grade copper flat
with flexible ends
The leakage current passes to earth and not between terminals of the poll or
between polls
The operating mechanism is suitable for normal operation by one man
without undue effort
Switch is permitted to pad locking in both open and close position.
KONARAK DOMESTIC WATER METER
Product Description
Konark water meters are used to measure the flow of water. Konark water
meters are inferential, mul-tijet, dry dial, and magnetic type. Konark water
meters are inferential, Multijet, dry dial magnetic type. They have both
pointer & cyclometer reading counters and is sealed against tampering
FEATURES
The hydrostatically tasted brass body is machined to a very high degree of
accuracy.
Both Nuts and Nipples are made in Brass.
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Internal components are made of high quality, self lubricating, wear resistant
and anticorrosive Engineering plastics.
Is specification no. IS: 779 - 1994 Class B (Latest amendment) Equivalent to
international standard ISO- 4064.
UNILEC UPS
Product description
The Unilec Model is off-line UPS system, providing power for your computer
or other electronic devices. When Inputted main voltage ranges beyond 165 to
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270V (Brownout) or if there is power failure (Black out). In this condition the
Inverter battery comes into action and supplies power through output socket.
Changeover time is less than 8ms, so supply to computer remains virtually
uninterrupted.
FEATURES
Safety protection against short circuit, over load, low battery
Low voltage operation, at 270 V
Electronic shutdown with continuous buzzer sound
Designed to suit the Indian environmental conditions. But now production of
this product has been stopped due to low demand
THREE PHASE MULTIFUNCTION STATIC ENERGY METERS
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Features
Measures active and reactive energies on 3 phase 4 wire
Measures instantaneous parameters - Voltage, Current, Frequency, Power
Factor, Date & Time, Active Power
Maximum Demand (MD) registers with 30 minutes interval
Three Programmable TOD Zones for active energy
Various Tamper detecting facilities are available
Load survey records for KVA demand, Power Factor, Average Voltage for 30
minutes interval for 60 days
Rugged polycarbonate casing makes it a good insulator and so no external
"Earthling Terminal" is required
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Designed using Surface Mount technology, which makes it compact and light
in weight
In case of power failure, battery operated push button is provided to view all
parameters
EEPROM battery backup is used to store the metering data. The data will be
retained for 10 years in case of power failures.
RTC with battery backup is used for time keeping
PC software is used to download & analyze data received from meter. One
can export this data to Microsoft Excel for further analysis
Meter reading instruments(MRI) software is also provided to download data
from the meter & send it to PC for further analysis
Current rating : 10A-60A, 10A-40A
SLIPRING MOTOR STARTER TYPE OSR
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Salient Features
Available as two products - OSR Type I and OSR Type II
Available in the range of 10 HP to 150 HP
For overload tripping magnetic oil dash pot mechanism is used
The UV relay protects the system from abnormally low voltage
Oil immersed U/V coils assure longer life
Manual tripping is provided by a lever on the side of the starter
Provision for cable entry/cable box provided
Rotor resistances suitable for higher starting torque can be provided for stator
rotor starters
Enclosed in sheet metal clad splash-proof enclosure
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They have electrical interlock between the stator and rotor circuits, so its not
possible to start the motor unless all the rotor resistances are in
circuit,Suitable for slipring motors
ELECTRO-MECHANICAL METERS
Salient Features
Complies with IS: 13010
Highly polished hardened stainless steel pin is used as top bearing
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High quality Alnico VIII suspension bearing is used as top bearing
Current Rating : 2.5A -10Amps, 5-20 Amps, 5-30Amps
Class 2 accuracy
RPM :12
Power consumption in voltage circuit : 1 Watt
Superior quality laminated core and copper wire coils are used as voltage and
current elements
Completely enclosed in a dust proof mechanically proof, tamper proof
steel/polycarbonate cabinet
DATA ANALYSIS & INTERPRETATION
Table 4.1
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AWARENESS REGARDING IMPORTANCE OF PERFORMANCE
APPRAISAL
RESPONSE NO.OF
RESPONDENTS
PERCENTAGE
Yes
30
60%
No
20
40%
Total 50
100%
Analysis : From the above table 60% of the respondents are aware about the
importance of performance appraisal remaining 40% are not sure about the
importance of performance.
Chart-4.1
AWARENESS REGARDING IMPORTANCE OF PERFORMANCE APPRAISAL
OF EMPLOYEES IN UEI ltd
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0
10
20
30
40
50
60
Yes No
Response
Inference : that 60% employees are aware about the importance of
performance appraisal..
Table 4.2
METHOD USED FOR PERFORMANCE APPRAISAL
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Response No. of Respondents Percentage
360DEGREE
Evaluation
10 20%
Performance Ranking28
56%
Easy Evaluation
8 16%
Forced Ranking
4
8%
Total
50 100%
Analysis:
From the above table it is clear that 56% of the respondents opinioned that
the method of appraisal is confidential report, 20% of the respondents
opinioned that the method of appraisal is rating scale,16% of the respondents
opinioned that method of appraisal is check list and 8% of respondents
opinioned that the method of appraisal is other methods
CHART 4.2
Method of Appraisal Followed
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16
56
20
8
Number Of Respondants
360 DEGREE EVALUATION
PERFORMANCE RANKING
EASY EVALUATION
FORCED RANKING
Inference: U.E.I ltd follows Performace Ranking method for performance
appraisal.
Table-4.3
PERFORMANCE APPRAISAL IS UNBIASED IN ORGANIZATION
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Opinion Number of
respondents
Percentage
Yes
26 52%
No
24
48%
Total
50 100%
Analysis:
From the above table 52% of the respondents do not agree that the
performance appraisal is unbiased in the organization. and remaining 48%
agree that there is unbiased performance in the organization.
Chart-4.3
PERFORMANCE APPRAISAL IS UNBIASED IN THE ORGANIZATION
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46
47
48
49
50
51
52
YES NO
52
48
Inference: It is concluded that 48%of the respondents do not agree that the
performance appraisal is unbiased in the organization.
Table 4.4
BETTER COMMUNICATION BETWEEN EMPLOYERS AND EMPLOYEES
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Response
No Of Respondents Percentage
Yes
35
70%
No
15
30%
Total
50
100%
Analysis:
From the above table 70% of the respondents agree that the performance
appraisal provides better communication between employer and employees.
and remaining 30% do not agree that performance appraisal provides better
communication between employer and employees.
Chart-4.4
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PERFORMANCE APPRAISAL PROVIDES BETTER COMMUNICATION
BETWEEN EMPLOYERS AND EMPLOYEES
0
10
20
30
40
50
60
70
YesNo
Inference: that 70% opinioned that Appraisal provides better communication
between employer and employees,
Table 4.5
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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR
MOTIVATION OF EMPLOYEES
Response
No of
Respondents
Percentage
Yes
41
82%
No 9 18%
Total 50
100%
Analysis
From the above table its clear that 82% agree that performance appraisal
system is a effective tool for motivation of employees. whereas 18% dont
think that its a effective tool for motivation..
Chart 4.5
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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR
MOTIVATION OF EMPLOYEES
0
10
20
30
40
50
60
70
80
90
YES NO
82
18
Inference: that 82% agree that performance appraisal system is a effective
tool for motivation of employees
Table 4.6
Promotion as a Part of Performance Appraisal
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Response No Of Respondents Percentage
Agree 25 50%
Strongly Agree
15 30%
Neutral 10 20%
Disagree 0 0%
Strongly Disagree 0 0%
Total 50 100%
Analysis:50% of the respondents believes promotion should form a part of
appraisal .another 30% also feels the same where as the remaining 20%
remained neutral.
Chart 4.6
PROMOTION IS A PART OF PERFORMANCE APPRAISAL
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25
15
10
0 00
5
10
15
20
25
30
Agree Strongly Agree Nuetral Disagree Strongly Disagree
Inference: 50 % opinioned that promotion should form a part of appraisal.
Table 4.7
SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM
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Response Number of
respondents
Percentage
Yes 32
64%
No
18
36%
Total 50 100%
Analysis: From the above table 64% of respondents are satisfied with the
present performance appraisal system.36% of respondents are not satisfied.
Chart 4.7
SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM
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0
10
20
30
40
50
60
70
Yes No
Response
Inference:
It is concluded that 64% of respondents are satisfied with the present
performance appraisal system
Table 4.8
Satisfaction with performance after the appraisal of performance
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Response
No of respondents Percentage
Agree
28
56%
Disagree 22
44%
Total 50
100%
Analysis:
From the table its clear that 56% agrees to improvement in their performance
after the performance appraisal. Where as 44% dont agree that the
performance appraisal led to improvement in their performance.
Chart 4.8
Satisfaction with performance after the appraisal of performance
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0
10
20
30
40
50
60
AgreeDisagree
56
44
Inference: that 56% agrees to improvement in their performance after the
performance appraisal
Table 4.9
Awareness about the technical aspects of the company
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Response
No of respondents
Percentage
Aware
36
72%
Unaware
14 28%
Total 50 100%
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Analysis:
From the table its clear that 72% are aware about the technical aspects of the
company. Where as 28 % dont agree that the performance appraisal led to
improvement in their performance.
Chart 4.9
AWARENESS ABOUT THE TECHNICAL ASPECTS OF THE COMPANY
Inference:72% are aware about the technical aspects of the company.
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0
10
20
30
40
50
60
70
80
AWARE UNAWARE
72
28
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Table 4.10
SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL
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Responses Number of
respondents
Percentage
Satisfied
15 30%
Highly Satisfied08 16%
Neutral 05 10%
Dissatisfied 12 24%
Highly Dissatisfied10 20%
TOTAL 50 100%
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Analysis:
From the above table 30%of the respondents are satisfied with the feedback
of performance appraisal.16% are highly satisfied.20% of the respondents are
highly dissatisfied and another 10% had no opinion and remaining 24% are
dissatisfied with the feedback
Chart 4.10
SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL
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0
5
10
15
20
25
30
Satisfied
Highly
Satisfied Nuetral
Dissatisfied
Highly
Dissatisfied
30
16
10
24
20
Respondents
Inference: 30 %of the respondents are satisfied with the feedback of
performance appraisal.
Table No 4.11
Satisfaction with Job security
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Response No of Respondents Percentage
Strongly agree 12 24%
Agree 18 36%
Neutral 08 16%
Disagree 06 12%
Strongly disagree 06 12%
Total 50 100%
Analysis: 24% of the respondents strongly agree that the job security is good
the company. 36% of the respondents agree that the job security is good in
the company.16% of the respondents neutral in their opinion that the job
security is good in company.12% of the respondents disagree that job security
is good in the company.12% of the respondents strongly disagree that job
security is good in the company
Chart No 4.11
Satisfaction with the present job security
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0
5
10
15
20
25
30
35
40
Strongly agree Agree Neutral Disagree Strongly
disagree
Inference: 36 % of respondents agree that job security is good in the
company
TABLE NO 4.12
Compensation is fixed on the basis of performance appraisal
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Analysis:
From the above table it is clear that 32% of the respondents opinioned that
compensation is fixed on the basis of performance appraisal system and 68%
of the employees opinioned that it is not fixed on the basis of performance
appraisal system.
Chart 4.12
Compensation on the basis of performance appraisal
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RESPONSE
NO.OF
RESPONDENTS PERCENTAGE
Agree
16
32%
Disagree
34
68%
Total 50 100%
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0
10
20
30
40
50
60
70
Agree Disagree
32
68
Inference: 68 % stated that compensation is not fixed on the basis of
performance appraisal system.
TABLE NO 4.13
Work load at U.E.I
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RESPONSE
NO.OF
RESPONDENTS PERCNTAGE
Heavy
12
24%
Medium
30 60%
Light 08 16%
Total 50
100%
Analysis:
From the above table it is clear that, 60% of the respondents opinioned that
work load at U.E.I is medium, 24% of the respondents opinioned that work
load at U.E.I is heavy and 16% respondents opinioned that it is light.
CHART NO 4.13
Work load at U.E.I
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0
5
10
15
20
25
30
Heavy Medium Light
Inference:
60% of the respondents opinioned that work load at U.E.I is medium,
TABLE NO 4.14
Counseling is given to the employees to improve their performance
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Response No of respondents Percentage
Yes 32 64%
No 18 36%
Total 50
100%
Analysis:
From the above table it is clear that 64% of the respondents agreed that
counseling is provided for employees in the company, and, 36% of the
respondents disagree with this statement.
CHART NO 4.14
Counseling is given to the employees to improve their performance
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0
10
20
30
40
50
60
70
Yes No
Response
Inference: From the table its clear that 64% of the respondents agreed that
counseling is provided for employees in the company
TABLE NO 4.15
The trade union do necessary step for good working condition.
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Response Opinion of
respondents
Percentage
Yes
38 76%
No
12
24%
Total
50
100%
Analysis:
From the above table it is clear that 76% agreed that trade union involve to
ensure good working conditions, whereas other 24% are not satisfied with
trade unions role in ensuring better working conditions..
Chart 4.15
The trade Union do necessary steps for ensuring good working condition
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0
10
20
30
40
50
60
70
80
Yes No
Response
Response
Inference:
From the above chart 76% agreed that trade union involve to ensure good
working conditions in U.E.I
CHAPTER -5
SUMMARY OF FINDINGS AND CONCLUSION
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FINDINGS
1. From the analysis it is identified that majority of respondents agree to the
systematic assessment of performance in the company.
2. Majority of the respondents agree that performance appraisal system is an
effective tool for the motivation of employees.
3. It is identified from the analysis that a good majority of the respondents
specify that performance ranking method is used for assessment of
performance in the company.
4. From the analysis it is observed that a good majority of the respondents
have improved their communication between employees and employers.
5. There is a systematic job evaluation approach performed in UE ltd.
6. from analysis it is observed that majority of respondents are aware about
importance Of performance appraisal approach.
7. The employees in UEI ltd are provided with sufficient training to improve
their performance
8. It is identified that majority of the respondents have awareness about
technical aspects of the company.
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9. Majority of the respondents do not agree that the assessment of
performance is based on comprehensive analysis of performance report.
10. It is Observed that majority of the respondents are satisfied with the
present performance appraisal technique.
11. The assessment of performance is evaluated in a weekly base in UE ltd.
12. from analysis it is observed that majority of the respondents are satisfied
with their present performance feedback.
13. From the analysis it is identified that a good majority of respondents had
improved their efficiency and ability after the assessment of performance
appraisal in the company.
14. Majority of the respondents agree that promotion is and forms a part of
performance appraisal.
CONCLUSION
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Performance appraisal is the structured formal interaction between a
subordinate and supervisor, where the work performance of the subordinate is
to be taken into consideration, with a view to identifying weaknesses and
strengths as well as opportunities for improvement and skilled development.
There is still some improvement to be
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