Declaration

I Neha Raghuvanshi student of MBA 3rd Semester from H P INSTITUTE OF MANAGEMENT STUDIES (HPIMS), declare that all the information, fact and figures represented in this report are actually based on my experience and my hard work and nothing is stolen from anywhere. Any resemblance to earlier project and research is purely coincidental.

Place: Gagret

Neha Raghuvanshi MBA 3rd Semester

Acknowledgement
A successful research could not be done without any inspiration, guidance and help from different person in the society of the modern corporate world. It was remarkable and memorable experience undergoing the training at Luminous Teleinfra Ltd. Gagret during the training work. The Training that I undertook bears the imprint of many people, so I take this opportunity to express my deep sense of gratitude toward them for helping me to complete the training. I am highly thankful to Mr. Vikas Rana(Asst. Manager) and Mr. Rahul Thakur (ExecutiveI.T.) for providing me the information about the project. Their valuable guidance and support me a lot to work on my training.

Place: Gagret

Neha Raghuvanshi MBA 3rd Semester

LUMINOUS TELEINFRA LTD.

WELCOME FRIENDS

All of us at LUMINOUS congratulate you on becoming a member of our family. Welcome aboard! We at LUMINOUS welcome you to join the family of SAR Group of Companies. In LUMINOUS, our basic belief is to treat people, our most important assets, with respect, dignity and pride. It is our endeavor to strive for open channels of communication so as to keep our fellow members abreast with the organization philosophy, values, culture, operating systems, policies and procedures and to make the organization a place where one can build a career with pride and confidence. Increasing attempts are made to make ones work life with LUMINOUS an enjoyable and rewarding experience.

This presentation has been designed as an information guide for you to have a better understanding of the organization and to help you to grow the SAR and thereby contribute to its growth.

A very warm welcome again, we look forward to a happy, fruitful and long professional association with you.

Best regards. HR Dept.

Company Profile:
Luminous Power Technologies is an Indian power and Energy Storage Company with a global presence, delivering high quality Inverters, UPS, Batteries and Renewable Energy Products". Founded in 1988, LUMINOUS - Power Technologies now has a team of 2000

intelligent and hard working employees and a turn over of USD 130 Million for the Financial Year 2008-09.

Luminous presently exports its Power Products and Batteries to 32 countries worldwide and is

actively looking for association with reputed channel partners in many countries. Its Global Technology Centers located in India, United States & China deliver

cutting edge technology that go into every Luminous Product. Luminous follows its proprietary UGC (Universal Grid Compatibility) process to

ensure consistent & very high standard of reliability of its products anywhere in the world. Luminous has been consistently winning awards & accolades for the excellent

reliability of its products & market leadership. Luminous is now poised for a very rapid growth at over 100% CAGR (Compounded Annual Growth Rate) for the next few years. Luminous offers its customers significant advantages as a result of its multi

location manufacturing presence in India & China. Luminous is also actively looking for association with reputed channel partners in many countries.

Our future growth will be driven by investments on technology for captive power generation - storage - supply and control of power for the power hungry world.

VISION
To be a global leader in the field of Packaged Energy, Power Products, Distributed Technologies Power Generation and Environment friendly new

MISSION
We will deliver superior products at competitive prices to our worldwide customers and superior financial performance to our stake holders by constant innovation in technology and constant improvement in operational efficiency - We will achieve an annualized global revenue of 1100 Cr in Mar2011

Corporate Philosophy:

We will constantly listen and respond to our End Customers, Channel Suppliers.

Partners and

All our products and processes will be aligned to meet the end customer needs. We will constantly improve the quality of our products and services. We will be a lean and flexible organization that quickly and correctly responds to business opportunities.

All our employees, suppliers and channel partners must make a measurable, positive contribution towards the success of our business.

All aspects of our business will be quantified and performance measurement will be directly linked to business decisions, compensation and rewards.

We will create a work environment where employees are encouraged and rewarded for innovation and continuous improvement.

FINANCIAL POSITION:

POWER ELECTRONICS:
Luminous R&D team of over 25 bright engineers located in the India and United States are constantly working towards developing cutting edge designs in the domain of : Modified Sine Wave Inverter / Chargers Sine Wave Inverter / Chargers High Frequency Inverter / Chargers Line Interactive / Online UPS Systems Solar Charge Controllers / MPPT Grid Tie Inverters Automatic Multi Source Input Energy Management and Control Communication and Remote Management Protocols

Our teams are supported by our well organized knowledge base build through over 200 man years of development work.

BATTERIES AND STORED ENERGY:

Our team of over 12 experienced engineers based in India and United States are working towards developing improved Deep Cycle Lead Acid Batteries and other alternate energy storage products, required to complete our Packaged Power offerings and to meet the needs of Inverters and Solar Power applications. We also develop rugged, long lasting, vibration resistant Lead acid Batteries for Automotive applications. Currently we are focused on Improving cycle life of flooded lead acid batteries. Improving charge acceptance. New product designs with much higher energy density. Super capacitors

Our team is supported by a well organized knowledge base built through over 150 years of R&D work.

PACKAGED POWER
This group is an application Engineering group, which draws its members from both the power Electronics and Battery R&D teams. This group is based in India and is focused on improving the compatibility of the Battery or stored energy source with the Power Electronics Sub systems e.g. Inverters, Chargers etc. The group develops and engineers application specific products that best meet the total power backup needs of these customers.

RENEWABLE ENERGY SYSTEM

This is an application specific engineering group, which is a part of the Power Electronics R&D. This group is based in India and is focused on developing Balance of Systems components for Solar, Wind, Fuel Cells and Hybrid Renewable Energy Systems. Recently we have added Solar PV modules in our product portfolio. The group is focused on Mono/Multi Crystalline Solar PV Module. Solar charge controllers (MPPT) High energy efficiency inverters including Grid Tie products. Power control and Management panels with up to four different energy sources like Solar, Wind and D Solar, Wind and Diesel etc.

PERFORMANCE APPRAISAL SYSTEM AT LUMINOUS TELEINFRA LTD.

Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. People are our most valuable asset is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employees.

PREFACE

Managing human resources in todays dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc My research project deals with Performance Appraisal as carried out at Bhart Sanchar Nigam Ltd. (BSNLK). In this report, I have studied &evaluated the performance appraisal process as it is carried out in the company. The first section of my report deals with a detailed company profile. It includes the companys history: its activities and operations, organizational structure, etc. this section attempts to give detailed information about the company and the nature of its functioning. The second section deals with performance appraisal. In this section, I have given a brief conceptual explanation to performance appraisal. It contains the definition, process and significance of performance appraisal. In the third section of my report, I have conducted a research study to evaluate the process of performance appraisal at Bharat Sanchar Nigam Ltd.; this section also contains my findings, conclusions, suggestions and feedback. The forth and final section of this report consists of extra information that I related to the main contents of the report. These annexure include some graphs and diagrams relating to the company, graphs relating to the research study and important documents upon which the project is based.

RATIONALE OF THE STUDY

Performance Appraisal is the important aspect in the organization to evaluate the employees performance. It helps in understanding the employees work culture, involvement, and satisfaction. It helps the organization in deciding employees promotion, transfer, incentives, pay increase.

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. People are our most valuable asset is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop cultural awareness, product / process / organization knowledge and experience for new staff members.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment

2. Selection 3. Induction 4. Performance Appraisal 5. Training & Development Recruitment The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning. Selection The selection is the process of ascertaining whether or not candidates possess the requisite qualificationns, training and experience required. Induction a) Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.

WHAT IS PERFORMANCE APPRAISAL? Performance Appraisal is defined as the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. It consists of all formal procedures used in working organizations and potential of employees. According to Flippo, Performance Appraisal is the systematic, periodic and an important rating of an employees excellence in matters pertaining to his present job and his potential for a better job.

MEANING AND DEFINITIONOF PERFORMANCE APPRAISAL Performance appraisal is a formal system that evaluates the quality of a employees performance. An appraisal should not be viewed as an end in itself, but rather as an important process within a border performance management system that links :

Operational Objectives Day to Day performance Professional Development Rewards & Incentives In simple terms ,appraisal may be understood as the assessment of an individualss performance in a systematic way, the performance being measured against such factors as job knowledge, quality & quantity of output, initiatives, leadership ability,supervisions,dependability,cooperation,judgement,versatity,health& the like. Assessment should not be confined to past performance alone potentials of the employees for future performance must also be assessed. A formal definition of performance appraoisal: It is a systematic evaluation of the individual with respect to his or her performance on the job & his or her potential for development. A more comprehensive definition of performance appraisal is: Performance appraisal is a formal, structured system of measuring & evaluating an employees job related behaviours & outcomes to discover how & why the employee is presently performing on the job & how the employee can perform more effectively in the future so that the employee,organization,& society all benefits.

Traditional Performance Appraisal The history of performance appraisal is quite brief, its root in the early 20TH century can be traced to Taylors pioneering time & motion studies, But this is not very helpful for the same may be said about almost everything in the field of modern human resources management During the first world war appraisal concept was adopted by US army which was in the form of

merit rating. It was man to man rating system for evaluation of military personal from the army this concept enter the business field was restricted to hourly paid worker .during 1990 relation wage structures for hourly paid worker were adopted in the industrial units & each worker was used to be rated in comparison to other for determining wages rates. This system was called merit rating.

The Process was firmly linked to materials outcomes. If an employees performance can found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to developmental possibilities of appraisal. If was felt that a cut in pay ,or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. sometimes this basic system succeeded in getting the results that were in tented, but more often than not, it failed.

For Example, Early motivational researchers were aware that difficult people with roughly equal work abilities could be paid the same amount of money & yet have quite different levels of motivation & performance.

These observations were confirmed in empirical studies. Pay rates were important yes but they were not the only element that had an impact on employee performance. It was found that other issues, such as morale and self esteemed, could also have a major influence.

As a result ,the traditional emphasis on reward outcomes was progressively rejected. IN the 1950s in the United States, the potential usefulness of appraisal as tool for motivation & development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time.

Modern Appraisal Enforcement appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi annual),in which the work performance of the subordinate is examined& discussed, with a view to identifying the weaknesses & strength as well as opportunities for improvement and skill development. In many organizations-but not all-appraisal results are used, either directly or indirectly, to help 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 promotions. By the same token, appraisal results are used to identify the poorer performance who may require some form of counseling, or in extreme cases, demotions, dismissed or decreases in pay. (organizations need to be aware of laws in their country that might restrict their capacity to dismissed employees or decrease pay) Whether this is an appropriate appraisal-the assignment and justification of rewards & penalties-is a very uncertain & contentious matter.

CHARACTERISTICS 1. Performance Appraisal is a process. 2. It is the systematic examination of the strengths and weakness of an employee in terms of his job 3. It is scientific and objective study. Formal procedures are used in the study.

4. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan. 5. The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision an employee.

OBJECTIVE OF THE STUDY:

A) PRIMARY OBJECTIVE 1) To study the performance appraisal system of luminous power technology pvt. Ltd.

2) To study the transformation of performance appraisal from traditional to modern. 3) To get an insight into the relative importance of performance appraisal in organization. 4) To study the effectiveness of performance appraisal system in organization. 5) How can company use performance appraisal as an effective tool to achieve organizational effectiveness & effiency.

B) SECONDARY OBJECTIVE 6) To observe the work environment in the organization. 7) To get experience & expertise in making project. 8) To enhance my skills 9) To increase my confidence.

LIMITATION OF STUDY:
1) To get contact of HR Managers for interview was difficult. 2) Getting the view and opinion of the interviewee (HR Manager) was a difficult task. STEPS FOR DEVELOPING A SYSTEMATIC PERFORMANCE APPRAISAL:

1) Identify key performance criteria

Development of key performance criteria should be based on a comprehensive job description & undertaken in consultation with employee.

2) Develop appraisal measures In order to obtain accurate & valid performance appraisals, appraisal measures should be tailored to scientific job or job family (Group of similar jobs).An evaluation of factors in the work environment which help or hinder performance is also recommended. this ensures that realistic expectations are set for employee performance. And is also likely to increase the perceived fairness & acceptability of performance appraisal.

3) Collect performance information from different sources. Traditionally, it has been the sole responsibility of managers/ supervisors to assess performance. However other organizational members( eg clients, coworkers, subordinates) can be a valuable source of information as they are likely to have exposure to different aspects of an employees performance collecting information from multiple sources can increase the accuracy of performance evaluation(i.e., reduce bias) & increase employees perception of fairness. 4) Conduct an appraisal interview. The two central purpose of the appraisal interview are to 1. Reflect on past performance to identify major achievements, areas for further improvement, and barriers /facilitators to effective performance. 2. Identify goals & strategies for future work practice. The appraisal interview should be a constructive; two way exchange between the supervisors and employees with the preparations for the interview done by both parties beforehand 5) Evaluate the appraisal process.

The performance appraisal process should undergo regular review & improvement. for example, focus group or surveys could be conducted to gauge employees perception of the appraisal process. A successful performance process should demonstrate a change in both the rating of employees performance & aspects of the work environment that impact upon work performance. Best practices in performance appraisal. In essence ,best practices in performance appraisal involves: . integrating performance appraisal into a formal goal setting system. .Basing appraisals on accurate & current job descriptions. .Offering adequate support 7 assistance to employees to improve their performance. (eg Professional development opportunities) . Ensuring that appraisers have adequate knowledge & direct experience of the employees performance. . Conducting appraisals on a regular basis.

OBJECTIVES OF PERFORMANCE APPRAISAL:

Salary Increases Performance appraisal plays a role in making decision about salary increases. Normally salary increases of a employee depends upon on how he is performing his job. There is continuous evaluation of his performance either formally or informally. This may disclose how well an employee is performing & how much he should be compensated by way of salary increases.

Promotion Performance Appraisal plays significant role where promotion is based on merit & seniority. Performance appraisal discloses how an employee is working in his present job & what his strong & weak points are. In the light of these ,it can be decided whether he can be permoted to the next higher position. Training & Development Performance Appraisal tries to identify the strength & weakness of an employee on his present job. This information can be used for devising training & development programmes appropriate for overcoming weakness of employees. Feedback Performance Appraisal provides feedback to employees about their performance. A person works better when he knows how he is working. This works in two ways, firstly the person gets feedback about his performance. Secondly ,when the person gets feedback about his performance, he can relate his work to the organizational objectives.

Pressure on Employees Performance Appraisal puts a sort of pressure on employees for better performance. If the employees are conscious that they are being appraised in respect of certain factors & their future largely depends on such appraisal.

Other

a) Identify systematic factors that are barriers to, or facilitators of, effective performance. b) To confirm the services of probationary employees upon their completing the probationary period satisfactorily. c) To Improve communication, performance appraisal provides a format for dialogue between the superiors & their subordinates, and improve understanding of personal goals & concerns. This can also have the effect of increasing the trust between the rater & the rate. d) To determine whether the HR programmes such as selection, training, & transfer have been effective or not.

LIMITATIONS 1. Errors 2. in Rating 2. Lack of reliability 3. Negative approach 4. Multiple objectives 5. Lack of knowledge

How To Conduct A Performance Appraisal Process

The following five steps approach to conducting a systematic performance appraisal is recommended: 1. Identify the key performance criteria 2. Develop appraisal measures 3. Collect performance information from different sources. 4. Conduct an appraisal interview. 5. Evaluate the appraisal process

Step 1: Identify the key performance criteria Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what to assess. In essence, four key dimensions of performance should be considering in performance appraisal. Key dimension of performance
competencies Behavior Results/outcomes Knowledge, skills& abilities relevant to performance Specific actions conducted & / or task performed Output, quantifiable results, measurable outcomes & achievement,

objectives attained Organizational citizenship Action that are over & above usual job responsibilities behavior

To ensure the performance criteria are relevant to work practice & acceptable to appraisers and employees. i) ii) i) Base the performance criteria on an up to date job description. Develop criteria in consideration with appraisers & employees. Base the performance criteria on an up to date job description.

Clear and explicit links between performance appraisal & job description will ensure the relevance of the appraisal.if a detailed job description is not available or is out of date ,it is strongly recommended that an accurate job description be developed prior to conducting a performance appraisal.

ii)

Develop criteria in consideration with appraisers & employees.

Linking performance appraisals with job descriptions can help to focus the appraisal process on the key competencies, behaviors, & outcomes associated with a particular role or position. it

can also be useful to consult with employees to: Conduct assessments Plan interventions Manage cases Liaise with and refer to other providers Keep up to date service records & case notes Write reports Develop a clear understanding of the relative importance of various competencies, Behaviors & Outcomes Identify how these key competencies, behavior, & outcomes can fairly and accurately assessed. Employees are more likely to accept & be satisfied with the appraisal system if they participate in the development of appraisal criteria and measures, and in the process of conducting appraisal

Strategies for facilitating employees participation includes : Engagement in formal meetings or informal discussions with supervisors to seek input and /or feedback on appraisal measures and criteria Representation on groups /committees involved in the design and implementation performance appraisal Inclusion of self appraisal in the appraisal process Providing opportunities for employees to contribute to the performance appraisal of coworker and managers /supervisors. It is also important that employees perceive the appraisal system to be equitable and fair.

Step 2: Develop Appraisal Measures Once clear and specific performance criteria have been developed, the next step is to decide how to assess employees performance. It is recommended that a structured and systematic approach is taken to assessing performance. Problem that arise when an unstructured Black sheet approach is used include : Increased chance of appraiser errors (ie reduced accuracy) Knowledge, skill and abilities most critical to job performance may be overlooked (ie feedback may have limited impact on performance effectiveness ) Reduced consistency between appraisers (i.e. evaluation may reflect differences between appraisers rather than actual differences in a employees performance) Perception of subjectivity in evaluations, which may in turn, reduce employees satisfaction with, and acceptance of appraisals. There are three important considerations in the design of appraisal measures: i) Generic versus individually tailored measures ii) Objective verses subjective assessment iii) Assessing the impact of the work environment on performance i) Generic versus individually tailored measures Many workplaces use a generic rating form for all employees irrespective of their role or position within the organization, Although this approach can save time and minimize cost, the accuracy and relevance of appraisal may be significantly diminished. The one size fits all approach of generic measures may overlook important performance criteria that are relevant to particular jobs, and may also include criteria that are irrelevant to other. Where time and other resources permit, it is more appropriate to construct appraisal formats tailored to specific jobs or families of jobs. If the development of job- specific (i.e..individually tailored) appraisal formats is beyond the resource capacity of the organization, an alternative

would be to develop two groups of criteria: Core competences that have applicability to the performance appraisal of all employees Additional competences applicable only to some jobs and included in the performance. Within the organization. Appraisal if relevant. ii) Objective versus subjective assessment A basic distinction between different type of appraisal measures concerns the use of objective or subjective criteria. Objective assessment of work performance Objective measures of job performance involve counts of various work- related Behaviours, Some common objective job performance measures include: Absenteeism(number of days absent) Accidents(number of accidents) Incidents at work(number of incidents/altercations) Lateness(late days) Meeting deadlines. Objective measures can be relatively quick and easy to obtain (given good organizational record-keeping). However, it can be unwise to place too much emphasis on these types of objective measures. An exclusive focus on result/outcome may mask factor that impact on employees performance that are beyond their control (e.g., client workload). Subjective assessment of work performance Subjective assessments rely on the judgment of an appraiser (self, coworkers, or supervisors).Subjective assessments are commonly used in performance appraisals and often involve the use of rating scales. Subjectively assessments are more likely to provide accurate performance appraisals when:

The behavior and outcomes being assessed are stated in clear behavioral terms The employee understands the measures(e.g., rating scales)being used to evaluate their performance, and agree the measures and fair and accurate(i.e., measures what is supposed to)

Measurement is as brief as possible whilst addressing essential behavior and outcomes (frustration with long and unwieldy questionnaires may introduce errors in responses)

iii) Assessing the impact of the work environment on performance The goal of a performance appraisal is to support and improve employees performance and effectiveness. Therefore, it makes sense for an appraisal to include an assessment of factors in the work environment that help or hinder a employees capacity to perform effectively. Explicit assessment of environmental factors is also likely to increase the perceived fairness and acceptability of performance appraisals. For example, an employees capacity to provide effective treatment intervention is influenced by factors such as: Access to private, soundproofed, adequately sized rooms for counseling Availability of validated, user-friendly assessment tools Availability of reliable and approachable management /administration.

STEP 3: Collect performance Information From Different Sources Once the appraisal measures are developed, the next step involves collection of accurate performance information. A common trap is to begin noting observations of employees just before conducting appraisals. This is likely to give an inaccurate picture of a employees performance. Ideally, employees performance should be observed in a systematic way over time (e.g., in a diary).this method ensures the accuracy of information about their performances. Many employees in the organization operate with a relatively high degree of autonomy. This combined with the heavy workload of most managers/supervisors, may limit opportunities to

conduct regular observation of employees performance. In Addison, perception of ongoing monitoring may foster a sense of surveillance which can damage staff morale. A more suitable approach may be to keep critical incident reports that note specific examples of both excellent and unsatisfactory performances. Supervisors can also encourage employees to keep track of their own performance record such as emails or letters that commend them on their achievements. Traditionally, it has been the sole responsibility of managers / supervisors to assess performance. However, other organizational members can be a valuable source of information as they are likely to have exposure to different aspect of a employees performance. This approach is known as 360degree feedback. For instance, coworkers can provide valuable information on teamwork skills, and subordinates can provide useful on leadership style. There are many advantages to obtaining feedback on performance from sources other than supervisors or managers. Key benefits include: Accuracy and reduced bias (incorrect information from one source can be corrected from another. Increased likelihood that employees will provide the performance appraisal system to be fair and accurate reflection of their performance(compared to relying on supervisors rating alone) If time and resources are limited, it is recommended that supervisors appraisals be conducted in conjunctions with self assessment. Including self-assessment as part of appraisal process is likely to enhance employees commitment to, and satisfaction with, the appraisal process. It also provides employees with an opportunity to identify barriers and facilitating to effective performance in their work environment. Five different sources of performance appraisal information are considered here: i) Manager/supervisor appraisals ii) Self appraisals iii) Coworker appraisals iv) Subordinate appraisals v) Client appraisals

i) Manager and supervisor appraisals Manager/supervisors play a central role in the appraisal process, and should always be one of the main appraisers. In essence, manager, supervisors have to role in performance appraisal: 1.Judge: assessing performance 2.Coach: providing constructive feedback and identifying areas for improvement. Performing both roles simultaneously can be difficult. Employees may be reluctant to admit areas for improvement if performance assessment is linked with desire outcome such as pay, promotion or opportunities to work in desired areas. One solution is to separate the judge and coach role by conducting separate appraisal meeting. ii) Self Appraisals: The process of evaluating ones own performance to increase employees commitment to the appraisal process, perceptions of appraisal fairness and satisfaction with the appraisal process. Self-appraisal can also be useful for identifying for development. Not surprisingly, self appraisal are usually biased toward leniency. Strategies to increase the accuracy of self appraisal include: a) Using clear definition of performance criteria linked to specific, observable behaviors. b) Informing employees that their rating will be checked and compare to other sources of c) Appraisal (i.e., for accuracy) d) Ensuring employees receive regular feedback on their performance It is recommended that self appraisal are used for professional development purposes, rather than for making administrative decisions(i.e, pay increases, promotion). iii) Coworker appraisal Coworker can provide valuable feedback on performance, particularly where teamwork occurs. Coworkers are often aware of different aspect of a employees performance that managers versus supervisor may not have the opportunity to observe. In addition, as there is usually more then one coworker who rates a workers performance, their evaluation tends to be more reliable. Coworker evaluation, however, may be bias towards those individuals most well linked in an organization (i.e., friendship bias). Further more, coworker appraisal may have a negative impact on teamwork and cooperation if employees are competing with one another for organizational incentives and rewards. It is recommended that coworker appraisals are used for professional development rather then administrative decisions.

iv)Subordinate appraisals Subordinates are a valuable source of information regarding particular aspects of a supervisor or leaders performance such as communication, team building or delegation. Subordinate can provide feedback to helps managers/supervisor develop their skill in this areas. The focus should be on aspect of managerial performance that subordinates are able to comment upon. This source of appraisal may only be appropriate in large organization where there are sufficient subordinate to allow anonymity. v)Client appraisal Client may also offer a different prospective on a employees performance, particularly for jobs that require a high degree of interaction with people. For example, client appraisals can be a valuable source of feedback regarding the quality of service provision (e.g., the quality of interaction, degree of empathy, level of support, degree of professionalism). Organizations often have performance contracts that specify goals and deliverables for client outcomes. Whilst it is important that organizational goals and deliverables are reflected in the appraisal criteria for individuals and teams, it is recommended that particular care be taken if in corpora ting client outcomes. Relying on client outcome as an indicator of performance can have undesirable effects due to the complex and sensitive nature of the work. A range of factors may influence client outcomes, many of which are outside the control of an individual employee. It is rare for a successful (or otherwise) outcome to be the sole result of one person efforts. This makes client outcomes a poor reflection of the quality of treatment provided by the employee. For Example, Good employee performance will not always bring about client improvements, and client relapses may not be due to poor employee performance. In addition to considering client outcomes, it may also be beneficial to focus on employees skills and abilities in providing services per se (i.e., independent of client outcomes).

Strategies to support appraisals and enhance appraisal accuracy Rating another persons performance is not an easy task, particularly with complex jobs or performance criteria. Strategies to support appraisers and increase the likelihood of accurate assessment include: Providing practical training and in rating techniques, which includes opportunities to practice appraising performance and providing feedback. Limiting the assessment to performance criteria that an appraiser training has observed/experienced in regard to the employee. Providing structured assessment tools with clear explanation regarding the criteria to be assessed and performance standard. Step 4;Conduct an Appraisal Interview The next step in a performance appraisal is to conduct the appraisal interview. The two central purposes of the appraisal interview are to: Reflect on past performance to identify measure achievements, areas that require further development, and barriers/facilitators to effective performance. Identify goals and strategies for future work practice. As discussed below, supervisors and managers can use a range of strategies to ensure that the appraisal interview is positive, constructive and of greatest benefit for employees effectiveness. Before the interview Help employees to become familiar and comfortable with talking about their performance by engaging in regular, in formal communication on work progress, potential obstacle and issues, possible solutions and assistance. Engage employee to prepare- employees should be encouraged to review their own Performance before the interview Do your own preparation-plan ahead. Draft a list, of the issues that you want to address with the employee (i.e., strengths and weaknesses of performance, strategies to improve performance). Give specific example of the employees performances that you want to highlight. during the interview Encourage employee participation/start by inviting the employee to share their views about

their performance. Begin with positive feedback to put the employees at ease. Make it a two way discussion Set goals mutually- ensure employees participate in determining specific, challenging but attainable goals for future work performance. Ensure that there is a clear agreement on performance objectives and the evaluation criteria for the next year. Keep written records of the appraisal interview on which both parties have signed off Coach employees regularly-positive frequent feedback to help employees improve their performance. Assess progress towards goals frequently-periodic reviewing of progress towards goals help keep behavior on track and enhances commitment to effective performance. Relate rewards to performance-by linking appraisal results to employment decisions such as promotions and salaries, employees are more likely to prepare for, participate in, and be satisfied with the appraisal system. After the interview

Step 5: Evaluate the appraisal process. As with ay organization system, the performance appraisal process should undergo regular review and improvement. For example, the process of performance appraisal could be evaluated by conducting focus groups or survey with employees to gauge their satisfaction with the appraisal process (and suggestion for improvement). It may also be useful to monitor the types of issues raised by supervisors and employees over times. A successful performance appraisal process should demonstrate a change in both the rating of employees performance (i.e., ideally performance rating should improve, or at least remain at a satisfactorily stable level over time) and the work environment (i.e, evidence that significant barriers to work practice are being addressed by the organization).

METHODS OF PERFORMANCE APPRAISAL

The foregoing list of major program pitfalls represents a formidable challenge, even considering the available battery of appraisal techniques. But attempting to avoid these pitfalls by doing away with appraisals themselves is like trying to solve the problems of life by committing suicide. The more logical task is to identify those appraisal practices that are (a) most likely to achieve a particular objective and (b) least vulnerable to the obstacles already discussed.

Before relating the specific techniques to the goals of performance appraisal stated at the outset of the article, I shall briefly review each, taking them more or less in an order of increasing complexity. The best-known techniques will be treated most briefly.

ESSAY

APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly those involving professional, sales, or managerial positions, essay appraisals from former employers, teachers, or associates carry significant weight. .

GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication.

FIELD REVIEW
The field review is one of several techniques for doing this. A member of the personnel or central administrative staff meets with small groups of raters from each supervisory unit and goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c) determine that each rater conceives the standards similarly. .

FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party.

MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards, employees in some organizations are being asked to set - or help set - their own performance goals. Within the past five or six years, MBO has become something of a fad and is so familiar to most managers that I will not dwell on it here.

RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people who work for different supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. There is no single form or way to do this. The best approach appears to be a ranking technique involving pooled judgment. The two most effective methods are alternation ranking and paired comparison ranking. 1. Alternation ranking: Ranking of employees from best to worst on a trait or traits is another method for evaluating employees. Since it is usually easier to distinguish between the worst and the best employees than to rank them, an alternation ranking method is most popular. Here subordinates to be rated are listed and the names of those not well enough to rank are crossed. Then on a form as shown below, the employee who is highest on the characteristic being measured and the one who is the lowest are

indicated. Then chose the next highest and the next lowest, alternating between highest and lowest until all the employees to be rated have been ranked.

2. Paired-comparison ranking: This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome. Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more people are asked to make independent rankings of the same work group and their lists are averaged), are among the best available for generating valid order-of-merit rankings for salary administration purposes.

ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about the assessment of future performance or potential? In any placement decision and even more so in promotion decisions, some prediction of future performance is necessary. How can this kind of prediction be made most validly and most fairly?

360 DEGREE FEEDBACK

Many firms have expanded the idea of upward feedback into what the call 360-degree feedback. The feedback is generally used for training and development, rather than for pay increases. Most 360 Degree Feedback system contains several common features. Appropriate parties peers, supervisors, subordinates and customers, for instance complete survey, questionnaires on an individual. 360 degree feedback is also known as the multi-rater feedback, whereby ratings are not given just by the next manager up in the organizational hierarchy, but also by peers and subordinates. Appropriates customer ratings are also included, along with the element of self

appraisal. Once gathered in, the assessment from the various quarters are compared with one another and the results communicated to the manager concerned. Another technique that is useful for coaching purposes is, of course, MBO. Like the critical incident method, it focuses on actual behavior and actual results, which can be discussed objectively and constructively, with little or no need for a supervisor to "play God."

Advantages
Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities. The guiding principle of the MBO approach is that direct results can be observed easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance. MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts, but to put all the parts together and the performance may be directly observed and measured.

Disadvantages
This approach can lead to unrealistic expectations about what can and cannot be reasonably accomplished. Supervisors and subordinates must have very good "reality checking" skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring. Variable objectives may cause employee confusion. It is also possible that fluid objectives may be distorted to disguise or justify failures in performance.

Benefits of Performance Appraisals

Measures an employees performance. Helps in clarifying, defining, redefining priorities and objectives. Motivates the employee through achievement and feedback. Facilitates assessment and agreement of training needs. Helps in identification of personal strengths and weaknesses. Plays an important role in Personal career and succession planning. Clarifies team roles and facilitates team building. Plays major role in organizational training needs assessment and analysis. Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings. Plays an important tool for communicating the organizations philosophies, values, aims, strategies, priorities, etc among its employees. Helps in counseling and feedback.

Rating Errors in Performance Appraisals

Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: Leniency or severity: - Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons:

a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect poorly on his or her own worthiness. b) She/he may feel that a derogatory rating will be revealed to the rate to detriment the relations between the rater and the rate. c) She/he may rate leniently in order to win promotions for the subordinates and therefore, indirectly increase his/her hold over him. Central tendency: - This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates. Halo error: - A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well ax on motivation. Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect. Rater effect: -This includes favoritism, stereotyping, and hostility. Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error. Primacy and Regency effects: - The rater's rating is heavily influenced either by behavior exhibited by the rate during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the rate near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement. Performance dimension order: - Two or more dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions

accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different. Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably influence current ratings. Past ratings, good or bad, result in similar rating for current period although the demonstrated behavior docs not deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

a) Reporting Manager Provide feedback to the reviewer / HOD on the employees behavioral traits indicated in the PMS Policy Manual Ensures that employee is aware of the normalization / performance appraisal process

Address employee concerns / queries on performance rating, in consultation with the reviewer

b) Reviewer (Reporting Managers reporting Manager) Discuss with the reporting managers on the behavioral traits of all the employees for whom he / she is the reviewer Where required, independently assess employees for the said behavioral traits; such assessments might require collecting data directly from other relevant employees c) HOD (In some cases, a reviewer may not be a HOD) Presents the proposed Performance Rating for every employee of his / her function to the Normalization committee. HOD also plays the role of a normalization committee member Owns the performance rating of every employee in the department d) HR Head Secretary to the normalization committee Assists HODs / Reporting Managers in communicating the performance rating of all the employees

e) Normalization Committee Decides on the final bell curve for each function in the respective Business Unit / Circle Reviews the performance ratings proposed by the HODs, specifically on the upward / downward shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee.

KEY CONCEPTS IN PMS

In order to understand the Performance Management System at BHARTI, some concepts need to be explained which play a very important role in using the PMS successfully. They are: KRAS (KEY RESULT AREAS): The performance of an employee is largely dependent on the KRA score achieved by the employee during that particular year. Thus, it is necessary to answer a few basic questions i.e. o o o o What are the guidelines for setting the KRAs for an employee? How does an employee write down his KRAs for a particular financial year? KRAs: The Four Perspectives. How is the KRA score calculated for an employee on the basis of the targets sets and targets achieved? BEHAVIORAL TRAITS: Some of the qualitative aspects of an employees performance combined with the general behavioral traits displayed by the employee during a year constitutes his behavior traits. An employee is assigned the rating on the basis of the intensity of the behavior displayed by him. They play a very important role in the deciding the final performance rating for an employee as is even capable of shifting the rating one level upwards/downwards. BHARTI 2010 LEADERSHIP COMPETENCY FRAMEWORK: This competency framework is a simple and structured way to describe the elements of behaviors required to perform a role effectively. This framework also tries to assess the performance of an employee objectively. THE PERFORMANCE RATING PROCESS: The rating process tries to explain the four different types of rating that an employee can achieve i.e. EC, SC, C and PC. It also explains the criteria, which is considered for awarding any of these ratings to the employee. PROMOTION AND RATING DISRTRIBUTION GUIDELINES: The promotion and normal distribution guidelines provide the framework within which the performance appraisal process has to work. It is very important that the HR department pays due attention to these guidelines while preparing the bell curves for various functions and the

consolidated bell curve for all the functions. These guidelines also help in deciding upon the promotion cases in a year.

PERFORMANCE RATING PROCESS

EXCEPTIONAL CONTRIBUTOR (EC) SIGNIFICANT CONTRIBUTOR (SC)

Performs consistently and substantially above expectations in all areas

Performs above expectations in all areas Achieves final score between 100-114% Versatile in his/ her area of operation Develops creative solutions and require

Achieves a final score greater than or equal to 115%

Consistently delivers on stretch targets Is proactive Spots and anticipates problems, implements solutions

little / minimal supervision Sets examples for others Take ownership of own development Coaches others Demonstrates business initiative Is self motivated Supportive team player Leads own team very effectively Demonstrate functional initiative

Sees and exploits opportunities Delivers ahead of time Sees the wider picture-impacts across business Focuses on whats good for the business Seen as role model by others Recognized as exceptional by other functions as well

Motivates others to solve problems Develops others Provides open and honest feedback Able to establish and lead cross-functional teams

To show the Appraisal process we consider the 10 person as compare the facts to do the Appraisal :

AJAY SINGH JASWAL JASBIR SINGH

TAHEER AHMED JAFRI KRISHAN KUMAR DIBYENDU SETH PARTAP KR. NAYAK ASHWANI KUMAR SURESH KUMAR AMIT KUMAR NIRZAL KUMAR

APPRAISAL FORM ( STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE AJAY SINGH JASWAL 67 BASIC SALARY GROSS SALARY 5700 10853 DESG. SUPERVISOR CTC 12012 DEPT. ASSEMBLY PRESENT EXP. 3 DOJ 17-12-05 PAST EXP. 22

QUALIFICATION MATRIC Section B : - OBJECTIVE (By Appraiser) Individuals Major Objectives During Period of Review 1. 2. 3. 4.

Target (in pieces) 30

Achieve(in pieces) 30 28 30 30

Remarks Normal Less Normal Normal

Additional Comments: - Person having almost normal performance in more than one cases. RATING (Please Read Guide Notes Before Filling This Section) RATINGS (a) Performance Factors Not O E G S Applicable 1. Job Knowledge G 2. Work Planning G 3. Supervision G 4. Communication 5. Delegation S 6. Team Work S 7. Quality of Work G 8. Decision Making S 9. Dev. Of Subordinates S 10 House Keeping S STRENGTHS: Having almost good knowledge about the work. WEAKNESSES: Having no good communication skill. S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

(b) Personal characteristics US O E G S US

US

1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership

S S G S G S S

OVERALL PERFORMANCE: Person Have almost satisfactory performance but ave to work on te communication skill.

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE JASBIR SINGH 95 BASIC SALARY GROSS SALARY 7950 15131 DESG. SR. OFFICER CTC 16573 DEPT. ASSEMBLY PRESENT EXP. 3 DOJ 01-01-2006 PAST EXP. 4

QUALIFICATION DIP IN ELECT. Section B : - OBJECTIVE (By Appraiser)

Target

Achieve

Remarks Normal Normal Normal Normal

Individuals Major Objectives During Period of Review 30 1. 30 2. 30 3. 30 4. 30 Additional Comments: - Person having normal performance i.e, upto the mark performance.

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (b) Performance Factors Not O E G S Applicable 1. Job Knowledge E 2. Work Planning G 3. Supervision G 4. Communication S 5. Delegation S 6. Team Work G 7. Quality of Work G 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping STRENGTHS: Person having excellent work knowledge. S S S

(b) Personal characteristics US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership O E G G S G G G S S S US

OVERALL PERFORMANCE: Person have excellent work knowledge but lack behind due to not having excellent Leadership quality.

WEAKNESSES: person have satisfactory leadership quality but have to work on this to make this excellent. S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE TAHEER AHMED JAFRI 274 BASIC SALARY GROSS SALARY 8100 14943 DESG. SUPERVISOR CTC 16398 DEPT. ASSEMBLY PRESENT EXP. 2.5 DOJ 23-05-06 PAST EXP. 10

QUALIFICATION MATRIC ITI Section B : - OBJECTIVE (By Appraiser)

Target

Achieve

Remarks Normal Normal Normal Normal

Individuals Major Objectives During Period of Review 30 1. 30 2. 30 3. 30 4. 30 Additional Comments: - Person having normal performance i.e, upto the mark performance.

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (c) Performance Factors Not O E G S Applicable 1. Job Knowledge E 2. Work Planning G 3. Supervision G 4. Communication S 5. Delegation S 6. Team Work G 7. Quality of Work G 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping STRENGTHS: Person having excellent work knowledge. WEAKNESSES : having almost satisfactory performance S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations S S S

(b) Personal characteristics US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership O E G G S G G G S G S US

OVERALL PERFORMANCE: Person almost satisfactory performance.

having

Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE KRISHAN KUMAR 296 BASIC SALARY GROSS SALARY 6060 11789

DESG. SUPERVISOR CTC 13021

DEPT. ASSEMBLY PRESENT EXP. 3.5

DOJ 01-04-05 PAST EXP. 5

QUALIFICATION UNDER MATRIC Section B : - OBJECTIVE (By Appraiser)

Target

Achieve 28 30 29 29

Remarks Less Normal Less Less

Individuals Major Objectives During Period of Review 30 1. 2. 3. 4. Additional Comments: - Person having average performance.

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (d) Performance Factors Not O E G S Applicable 1. Job Knowledge G 2. Work Planning S 3. Supervision G 4. Communication S 5. Delegation S 6. Team Work G 7. Quality of Work 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping G STRENGTHS: Person having good knowledge of work Person have good supervision skills. S S S

(b) Personal characteristics US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership O E G G S G G S S S S US

and also

OVERALL PERFORMANCE: Person have to work on the skills and also have to work on to improve the performance of target.

WEAKNESSES : Person have to work on the skills in which they have satisfactory performance S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE DIBYENDU SETH 637 BASIC SALARY GROSS SALARY 3600 6690

DESG. SUPERVISOR CTC 7422

DEPT. ASSEMBLY PRESENT EXP. 0.5

DOJ 01-04-2008 PAST EXP. 3

QUALIFICATION MATRIC ITI Section B : - OBJECTIVE (By Appraiser)

Target

Achieve 25 27 25 28

Remarks Less Less Less Less

Individuals Major Objectives During Period of Review 30 1. 2. 3. 4. Additional Comments: - Person have not upto the mark performance.

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (e) Performance Factors Not O E G S Applicable 1. Job Knowledge S 2. Work Planning 3. Supervision S 4. Communication S 5. Delegation 6. Team Work G

(b) Personal characteristics US US US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgement 7.Leadership O E G S S S G G G S S US

7. Quality of Work S 8. Decision Making S 9. Dev. Of Subordinates S 10 House Keeping S STRENGTHS : Person have capacity to work in team, also have good in discipline, attitude and self confidence. WEAKNESSES: Person have poor performance and having no good work planning. S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations

OVERALL PERFORMANCE: Person have to work on their performance and also have to improve their skills.in overall having unsatisfactory performance.

Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE PARTAP KR. NAYAK 482 BASIC SALARY GROSS SALARY 6550 12329

DESG. JR. PROD. OFF CTC 13655

DEPT. CHARGING PRESENT EXP. 1.5

DOJ 01-04-07 PAST EXP. 3

QUALIFICATION 10+2 Section B : - OBJECTIVE (By Appraiser) Individuals Major Objectives During Period of Review 1. 2. 3. 4. Additional Comments: -Person having good performance.

Target 30

Achieve 30 31 30 30

Remarks Normal Good Normal Normal

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (f) Performance Factors Not O E G S Applicable 1. Job Knowledge G 2. Work Planning E 3. Supervision G 4. Communication G 5. Delegation G 6. Team Work G 7. Quality of Work 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping STRENGTHS: Person having almost good qualities. WEAKNESSES : S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations G G G G

(b) Personal characteristics US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership O E G G G G G G G G S US

OVERALL PERFORMANCE: person have to work on their skills to make them excellent.

Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE ASHWANI KUMAR 549 BASIC SALARY GROSS SALARY 4550 8931

DESG. SUPERVISOR CTC 9856

DEPT. CHARGING PRESENT EXP. 1

DOJ 01-10-07 PAST EXP. 2

QUALIFICATION B. SC Section B : - OBJECTIVE (By Appraiser)

Target

Achieve 30 28 29 30

Remarks Normal Less Less Normal

Individuals Major Objectives During Period of Review 30 1. 2. 3. 4. Additional Comments: -Person have to wwork on their performance

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (g) Performance Factors Not O E G S Applicable 1. Job Knowledge S 2. Work Planning S 3. Supervision S 4. Communication S 5. Delegation S 6. Team Work G 7. Quality of Work 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping STRENGTHS: person have the skill to work in team good skill of decision making.

(b) Personal characteristics US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership O E G G S G G G G G S US

G G G G and also have

OVERALL PERFORMANCE: Person have to work on their skills also have to improve their performance.

WEAKNESSES: Person have performance not up to the mark. S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE SURESH KUMAR 558 BASIC SALARY GROSS SALARY 3750 6704

DESG. SUPERVISOR CTC 7466

DEPT. CHARGING PRESENT EXP. 1

DOJ 01-12-07 PAST EXP. 0

QUALIFICATION DIP IN ELECT. Section B : - OBJECTIVE (By Appraiser)

Target

Achieve 25 26 25 25

Remarks Less Less Less Less

Individuals Major Objectives During Period of Review 30 1. 2. 3. 4. Additional Comments: Person have no up to the mark performance. RATING (Please Read Guide Notes Before Filling This Section) RATINGS (h) Performance

(b) Personal characteristics

Factors Not Applicable 1. Job Knowledge 2. Work Planning 3. Supervision 4. Communication 5. Delegation 6. Team Work O E G S S US S US S S 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgment 7.Leadership G S G G G S S US O E G S US

7. Quality of Work S 8. Decision Making S 9. Dev. Of Subordinates S 10 House Keeping G STRENGTHS: Person have good qualities of discipline, initiative and self confidence. WEAKNESSES: Person has to concentrate on t heir skills. S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations

OVERALL PERFORMANCE :Person have to work on their skills and also have to improve their performance. Person have not up to t he mark performance

Characterized by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE AMIT KUMAR 646 BASIC SALARY GROSS SALARY 6050 11028

DESG. SUPERVISOR CTC 12258

DEPT. CHARGING PRESENT EXP. 0.5

DOJ 15-07-08 PAST EXP. 2.5

QUALIFICATION DIP IN MECH. Section B : - OBJECTIVE (By Appraiser) Individuals Major Objectives During Period of Review 1. 2. 3. 4. Additional Comments: Person have normal performance,

Target 30

Achieve 30 30 30 30

Remarks Normal Normal Normal Normal

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (i) Performance Factors

(b) Personal characteristics

Not Applicable 1. Job Knowledge 2. Work Planning 3. Supervision 4. Communication 5. Delegation 6. Team Work

G G G G

US 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgement 7.Leadership

G G

US

S G S S S S

S S G

7. Quality of Work G 8. Decision Making S 9. Dev. Of Subordinates S 10 House Keeping G STRENGTHS :Person have good knowledge of job, work planning, supervision, work quality, initiative, discipline. WEAKNESSES : Person have to work on t heir communication skills, and decision making S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US Explanations

OVERALL PERFORMANCE :Person have to work on to improve their performance.

Characterised by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position

APPRAISAL FORM (STAFF) SECTION A : - PERSONAL DATA NAME EMP. CODE NIRZAL KUMAR 26 BASIC SALARY GROSS SALARY 7050 13543

DESG. JR. PROD. OFF CTC 14910

DEPT. PLATE GEN PRESENT EXP. 3

DOJ 01-11-05 PAST EXP. 1

QUALIFICATION B. SC Section B : - OBJECTIVE (By Appraiser) Individuals Major Objectives During Period of Review 1. 2. 3. 4. Additional Comments: - Person have good performance.

Target 30

Achieve 30 32 31 30

Remarks Normal Good Good Normal

RATING (Please Read Guide Notes Before Filling This Section) RATINGS (j) Performance Factors Not O E G S Applicable

(b) Personal characteristics US O E G S US

1. Job Knowledge 2. Work Planning 3. Supervision 4. Communication 5. Delegation 6. Team Work

E G G G S G G G S G and also have 1. Initiative 2. Perseverance 3. Discipline 4. Attitude 5.SelfConfidence 6 Judgement 7.Leadership G S G G G G G

7. Quality of Work 8. Decision Making 9. Dev. Of Subordinates 10 House Keeping STRENGTHS : Person have excellent job knowledge, almost good qualities. WEAKNESSES : S.No 1. 2. 3. 4. 5. Performance Classification Outstanding Excellent Good Satisfactory Unsatisfactory Rating Codes O E G S US

OVERALL PERFORMANCE : Person have almost good performance.

Explanations Characterised by high ability which leaves little or Nothing to be Desired unusual and challenging Assignments are consistently well Handled Above average ability with little supervision required Unusual and challenging assignment are normally well handled Indicated fully adequate ability without the need for Excessive supervision includes those who lack experience at current level to demonstrate above average ability Demonstrated ability does not fully meet the requirement of the position Excessive supervision and direction normally required Indicates ability which falls clearly below the minimum requirements of the position