A STUDY ON

“PERFORMANCE APPRISAL SYSTEM WITH REFERENCE TO RINL, VSP ”

AT

VISHAKAPATNAM STEEL PLANT(A report submitted to gayatri vidya parishad , ANDHRA UNIVERSITY.)

In Partial fulfillment for the award of

MASTER OF BUSINESS ADMINISTRATION

By

M.KRISHNAPREETHIUnder The Guidance Of

D. RADIKASenior Manager (Personnel H.R DEPT)

RINL, VISAKHAPATNAM STEEL PLANT

Faciliated by HRD deptt of RINL/VSP Visakhapatnam

O.R.mohan rao M.L.srinivasa varmaAGM(HRD) RINL/VSP AM(HRD)RINL/VSP

CERTIFICATE

This is to certify that the project done by Ms.KRISHNA

PREETHI during the academic year 2011 - 2013, in

partial fulfillment for the award of ‘Master of Business

Administration’. This project work is original and

exclusively done by her and has been never been a

basis for award/fulfillment of any degree or similar title

in this University or in any other University.

PLACE: VISAKHAPATNAM D. RADHIKA

DATE: Senior Manager (Personnel H.R DEPT) RINL, VISAKHAPATNAM STEEL PLANT

CERTIFICATE OF PROJECT GUIDE IN VISHAKAPATNAM STEEL PLANT

This is to certify that the project report entitled a case study on “Performance Appraisal System with reference to RINL, VSP” is a bonfire work done and submitted in partial fulfillment of the requirement for the award of Master of Business Administration by Ms.M.krishnapreethi under my guidance & supervision.

PLACE: VISAKHAPATNAM D. RADHIKA

DATE: Senior Manager (Personnel H.R DEPT) RINL, VISAKHAPATNAM STEEL PLANT

DECLARATION

I, M.krishna preethi, hereby declare that the project report entitled a

case study on “Performance Appraisal System with reference to RINL,

VSP” SUB. This project work is in partial fulfillment of the requirements for

the award of the Master of Business Administration, GAYATRI VIDYA

PARISHAD FOR PG COURSES, ANDHRA UNIVERSITY.

Place: VISAKHAPATNAM M.KRISHNAPREETHI

Date:

ACKNOWLEDGEMENT

The Quest for Knowledge Never Ends, so continuing my journey of Knowledge in Department of Business Administration, Manipur Institute of Management Studies (MIMS), I have assigned to do my Project title on “A Case Study on Performance Appraisal System with reference to RINL, VSP” This study is the result of the contribution, guidance and co-operation received from collective at the Steel Plant both explicitly and implicitly. No amount of words will be adequate to acknowledge the help rendered by the individual that assisted me in the preparation of this project report. I would like to express deeply my sincere gratitude and thanks to Madam D. Radhika, Senior Manager (Personnel HR department) RINL, Visakhapatnam Steel Plant for her outstanding co-operation.I also want to extend my sincere gratitude to all the functional members at RINL, Visakhapatnam Steel Plant, Visakhapatnam, for their kind co-operation and helping me to do my project successfully with them. I would also like to express my true sincere gratitude to Dr. RAJINI (DIRECTOR OF MANAGEMENT STUDIES) AND SHAIK SHEHZADI (FACULTY), for constant guidance, encouragement and inspiration for this study.I am also thankful to the faculty members and staff of gayatri vidya parishad Management Studies for their valuable inputs, suggestion guidance and encouragement to complete the project successfully.Lastly I would like to thank my parents who have always been a great source of support and encouragement. I would also like to thank to all my friends for the needful assistance.

M. Krishnapreethi

INDEX

CHAPTER – I Introduction

CHAPTER – II Industry Profile

CHAPTER – III Company Profile

CHAPTER - IV Performance Appraisal

CHAPTER – V Performance appraisal at Visakhapatnam Steel Plant Ltd.,

CHAPTER – VI Analysis and Interpretation Findings, suggestions and conclusion

Questionnaire

Bibliography

CHAPTER – I

INTRODUCTION

CHAPTER – I

INTRODUCTION:

Appraisal of one individual by another individual is a continuous process and it is Natural phenomenon in human beings. This is constantly done, consciously and unconsciously in our day-to-day interaction, either in family life or in a social setting or in an organization for that matter. While the individual or a group uses appraisal in its own fashion depending upon the need of the situation, in an organization it becomes necessary to adopt a formal methodology of appraisal system because of the requirement of measuring the performance for considering suitable reward or punishment or for assessing the potential of a person to increase his/her responsibilities. In short, there is a great requirement for assessing the efficiency to gear up the productivity of the work-force.

OBJECTIVEThe following are the specific objective of the present study. To

study the performance appraisal system history and their activities in VSP.

• To study and accesses the executive performance system and effectiveness.

• To measure the satisfaction level of the appraisal system of VSP at present time.

• To analyze the drive towards quality that is integrated into executives’ performance appraisal.

• To find the effectiveness of superior assessment of performance

• To study, identify and suggest measures to improve effectiveness specifically from quality perspective.

• To find there is a cohesiveness attitude towards each other employees

• To find subordinates can give effective information for evaluating the performance of the employees

• To find there is a room for the internal customer in PAS and can give valuable information for evaluating the performance of the employee

• To find 360 degree appraisal can improved the appraisal system in VSP and can be implemented in RINL, VSP.

SCOPE OF RESEARCHA sample of 50 respondents were selected at random from different department Personnel Department, Vigilance Department, Marketing Department, Finance Department, Mills-Works Department, Project Departments and Training and Development Department, of employees from the executives were sort for their opinions on the existing appraisal system.

RESEARCH DESIGNMETHODOLOGY:

To get information about Performance Appraisal System with reference to RINL, VSP Simple Random Sampling survey was conducted.

For the present study of the data has collected by ways from the following ways.

Questionnaire:The questionnaire was personally administrated with respondent in

VSP it took nearly 30 minutes for each respondent to fill the questionnaire. The responses was given by the respondents were tabulated and a score sheet is prepared.

Organization Profile:The general information regards organization has been collected

from files, forms, policy statements, Organization design and steel industries in India. Performance appraisal in VSP has been also been collected from all these records.

Author Books:The information relating to the performance appraisal system has

been collected through a study of books. Human resource and personnel management by C.B Gupta and Khankha, added to this source of information relating to the system.

LIMITATIONS: The study is how ever subjected to certain limitation.

• The time is a major limitation. The whole study was conducted within a period of 2 months.

• The study does not cover the entire executive fraternity and the officials at the rank of Directors and Chairman Cum Managing Director. The study confers itself only to executives ranking from Assistant Managers to General Managers.

• Study is quality perspective has only been qualitative the information gathered in this regard is mostly through information discussion.

• Only the existing system has been studied and no attempt has been made to identify and complete new and dynamic performance system due to this constraints.

BRIEF DESCRIPTION• Performance appraisal is the systematic description of an

employee’s job-relevant strengths and weaknesses.• The basic purpose is to find out how well the employee is

performing the job and establish a plan of improvement.• Appraisals are arranged periodically according to a definite plan.• Performance appraisal is not job evaluation. Performance appraisal

refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and, therefore, what range of pay should be assigned to the job.

• Performance appraisal is a continuous process in every large scale organization.

PURPOSE:Performance appraisal aims at attaining the different purposes. They are:

• To create and maintain a satisfactory level of performance.• To contribute to the employee growth and development through

training, self and management development programs.• To help the superiors to have a proper understanding about their

subordinates.• To guide the job changes with the help to continuous ranking.• To facilitate fair and equitable compensation based on

performance.• To facilitate for testing and validating selection tests, interview

techniques through comparing their scores with performance appraisal ranks.

• To provide information for making decisions regarding lay off, retrenchment etc.

• To ensure organizational effectiveness, through correcting employee for standard and improved performance, and suggesting the change in employee behavior.

CONTENT OF PERFORMANCE APPRISAL:Every organization has to decide upon the content to be appraised

before the programme is approved. Generally content to be apprised may be in the form of contribution to organizational objectives (measures) like production, cost savings, return on capital, etc. other measures are based on:

• Behavior which measure observable physical actions, moments,• Objectives which measure job related results like amount of

deposits mobilized,• Traits which are measured in terms of personal characteristics

observable in appraisal and type and level of employees.

Contents to be apprised for an officer’s job:

• Regularity of attendance• Self-expression: Written and Oral• Ability to work with others• Leadership styles and abilities• Initiative• Technical skill• Technical ability / knowledge• Ability to Grasp new things• Ability to Reason• Originality and resourcefulness• Creative Skills• Area of Interests

• Area of Suitability• Judgment Skills• Integrity• Capability for Assuming Responsibility• Level of Acceptance by Subordinates

Fig: Key Elements of Performance Appraisal Systems

Human Performance

Performance Measures

Performance – Related Standards

Executive Records

Human Resource Decisions

Performance Appraisal

Executive Feedback

Fig: An Assessment Centre Model

HUMAN RESOURCES DEVELOPMENT:

Establish Goals For Programme

Obtain Top Management Commitment

Define Dimensions to be assessed

Design Assessor Trainings Programme

Conduct Programme

Provide Feed Back

Evaluate Participants and Centre Against Job Success Criteria

Do Detailed Job Analysis Select Exercises

and Participants

Design physical Facilities

Develop Policies for Feeding Back Data

Train Assessors

It is well recognized everywhere that human competency development is essential prerequisite for any growth or development of the organization. Human resource development is a newly emerging field of study. Although development of human beings has been in existence in some from or the other since the beginning of civilization, a planned and systematic approach to HRD in the corporate sector emerged in the latter half of the 20th century. Many organizations have set up “HRD Departments” which symbolized the recognition of importance of employee’s competency development.

CONCEPT OF HRD:HRD is the process of helping people to acquire competencies. It is

an organized learning experience aimed at matching the organization need for human resource with the individual need for career growth and development. In an organizational context HRD is a process by which the employees of an organization are helped in a continuous and planned way to:

• Acquire or sharpen capabilities require to perform various functions associated with their present or expected future roles.

• Develop their general capabilities so that may be able to discover their own inner potentialities and exploit them to full for their own and organizational development.

• To develop and organizational culture where superior-subordinate relationship, team work and collaboration among different submits are strong and contribute organizational wealth and; motivation and pride of the employees.

FEATURES OF HRD:• Human resources Development is planned any systematic

approach to the development of the people.• Human Resource Development is a continuous process of

developing the competencies, motivation, dynamism and effectiveness of employees.

• Human Resources Development is an inter disciplinary concept.

• Human Resources Development has both micro and macro aspects.

• Human Resource Development is a process not merely a set of mechanisms.

OBJECTIVES OF HRD:

• To provide a comprehensive frame work and method for the development of human resource in an organization.

• To generate systematic information about human resource for purpose of man power planning, placement, succession planning and the like.

• To increase the capabilities of an organization to recruit, retain and motivate talented employees.

• To create a climate that enables every employee to discover, develop and use his / her capabilities to a fuller extent, in order to further both individual and organizational goals.

NEED FOR HRD:Competent and motivated employees are essential for

organizational survival growth and excellence. Over a period of time, an organization may achieve a saturation point in terms of its growth. Even to maintain such a saturation level of growth employee competencies need to be sharpened or developed. Thus, HRD is need by every organization that is interested in the following activities.

• itself• Growing• Diversifying• Renewing itself to become more effective • Improving its systems and services• Change and becoming more dynamic• Playing leadership roles

FUNCTIONS OF HRD DEPARTMENT:• Develop a HR philosophy for the entire organization• Keep inspiring the line managers to have a consistent desire

to learn and develop.• Constantly plan and design new method and systems of

developing and strengthening the HRD climate.• Be aware of the business/other goals of the organization and

direct all their HRD efforts to achieve these goals.• Monitor effectively the implementation of various HRD

subsystem / mechanisms.• Work with unions and associations and inspire them.• Conduct human process research, organizational health

surveys and renewal exercises regularly.• Influence personnel policies by providing necessary inputs to

the personnel department / top management.

HRD MECHANISMSThe following are the mechanisms of HRD

• Performance appraisal• Potential appraisal and development• Feedback and performance counseling• Career planning• Training• Organizational development• Rewards• Employee welfare and quality of work like• Human resources information system

PERFORMANCE APPRISALPerformance appraisal of some type is practiced on most

organizational all over the world:A HRD oriented performance appraisal is used as a mechanism by

supervisions to • Understand the difficulties of their subordinates and try to

remove their difficulties.• Understand the strengths and weakness of their sub-ordinates

and help of subordinates to realize these.• Help the sub-ordinates to become aware of their position

contribution.• Encourage sub-ordinates to accept more responsibilities and

challenges.• Help sub-ordinates to acquire new capabilities.• Plan for effective utilization of talents of sub-ordinates.

FEEDBACK AND PERFORMANCE COUNSELING

Knowledge of ones strengths helps one to become more effective, to choose situations in which ones strengths are required and to avoid

situations in which ones weaknesses could create problems. These also increase the satisfactions of individuals often, people do not recognize their strengths. Supervisions in and HRD system have the responsibility for ongoing observation and feedback to subordinates about their strengths and their weaknesses, as well as for guidance in improving performance capabilities.

CAREER PLANNING:The HRD philosophy is that people perform better when they feel

and see meaning in what they are doing. In the HRD system, corporate growth plans are not kept secret dong-range plans for the organizations are made known to the employees. Employees are helped to prepare for change whenever such change is planned, in fact the employee’s help to facilitate the change.

TRAINING:Training is linked with performance appraisal and career

development. Employees generally are trained on the job or through special in house training programs. For some employees (including executive) outside training may be utilized to enhance, update to develop specific skills. This is especially valuable if the external training can provide expertise, equipment’s, or sharing of experience that is not available within the organization.

In-house training programs are developed by in-house trainers or consultants hired for the task and periodic assessments are made of the training needs within needs, manager, and employees who attend in-house or outside training events are also expected to submit proposal concerning any changes they would like to suggest on the basis of their new knowledge. The training received by employees is thus utilized by the organization.

ORGANIZATION DEVELOPMENT:The function includes research to ascertain the psychological health

of the organization. This is generally accomplished by means of periodic employee surveys. Efforts are made to improve organizational health through various means in order to maintain a psychological climate that is conductive to productivity. The organizational development or systems experts also help any department or unit in the company that has problems such as absenteeism, low resistance to change.

REWARDS:Rewarding employee’s performance and behavior is important part

of HRD, Appropriate rewards no only recognize and motivate employees, but also communicate the organization value to the employees. In HRD systems, innovations and use of capabilities are rewarded in order to encourage the acquisition and application, newsletter announcements, increase in salary bonuses, special privileges and desired training reward may be given to individuals as well as to teams, department, main and other units within the organization.

EMPLOYEE WELFARE AND QUALITY OF WORK LIFE:

Employees at lower in the organization usually performance relatively monotonous tasks and have fewer opportunities for promotion or change. This is particularly true in developing countries. In order to maintain their work commitment and motivation, the organization must provide some welfare benefits such as medical insurance, disability insurance, holidays and vacation.

Quality of work life programs generally focus on the environment with the organization includes basic physical amenities such as food and beverage facilities. Recreation and aesthetic and psychological and motivational factors such as flexible work hours, freedom to suggest change or improvements, challenging work and varying degree of autonomy.

HRD IN VISAKHAPATANM STEEL PLANT (VSP)The VSP has a nice HRD department with talented and experienced

staff. It is following more or less all the above mentioned HRD mechanisms. The HRD staff is very friendly and co-operative.PHILOSOPHY OF HRD:

• Employees of the company are its greatest and most valuable resources.

• While on the hand HRD should appropriately harness employees potential for the attainment of company objectives on the other, the company as its corporate responsibility should create an enabling the best opportunity for self-expression all-round development and fulfillment.

• People are more than mere resource and therefore it will be a person with all the respect and sensitivity that are all the respect and sensitivity that is warranted when employees are seen as more than more ‘instrumentality’.

• HRD as a management function will be given a place of strategic priority along with function like production, maintenance, materials or finance in the overall scheme of management action in the company.

• HRD does not refer to training alone or it is just a new name for training. In RINL/VSP, HRD several management functions, for the development and growth of employees.

• HRD should eventually be a core philosophy of all management action and should not remain merely a report mental / sectional activity.

• All functional and divisional heads responsible for various activities of the company will the HRD spirit and suitably integrate HRD into their plans, decision and actions.

HRD OBJECTIVES:• To provide initially a suitable match between employee

competence levels and company’s work requirements.• To foster an appropriate climate and culture which nature.

Employee competence and crease adequate motivational levels for the application of their abilities to assigned job / roles with required commitment.

• To enable employees seek great identification with the company by infusing most management decisions and actions with the requisite care, concern and development approach.

• To work towards enabling the employees and other stakeholders ask self fulfillment even work for the growth and property of the company.

• To utilization enable to employees and the organization to achieve its mission and objective and business goals through HRD.

HRD GROUP-KEY ACTIVITY:• TQM and in-house programs• Nomination to external programs• Organization research and organization development• Membership with professional bodies• Performance appraisal for executives• Human resource information• In plant training for management studies.• Lectures by eminent personalities.• Corporate presentation• Interactions with professional academicians and consultants.

CHAPTER – IIINTRODUCTION TO STEEL INDUSTRY IN INDIA

CHAPTER – IIINTRODUCTION TO STEEL INDUSTRY IN INDIA

STEEL INDUSTRY:Steel industry is the back bone of all industrial commercial

activities. Realizing these countries planners have been formulating and updating annual plants for production of iron and steel. In this context a number of steel plants were setup. The steel industry plays a vital role in the growth of nation’s economy.

Steel is such a versatile commodity that every object we see in our day to day life has used steel either directly or indirectly in its product. To mention a few it is used for such small items as nails, needles etc. agriculture implements boilers, ship fabrication, railway materials, automobile parts, etc. to have machine structure.

The great investment that has gone into the fundamental research in iron and steel technology has helped both directly and indirectly in many modern fields of today’s science and technology. It would have been very painful to imagine the fate of today’s civilization if steel has not been there. Steel is versatile and indispensable item. The versatility steel has not been there. Steel is versatile and indispensable item. The versatility steel can be traced mainly of three reasons.

• It is only metallic item, which can be continently and economically produced, in large quantities.

• It has got very good strength coupled with density and malleability.• It properties can be changed over a wide range. It alloys easily with

many of the common element.

INDIA’S STEEL SCENARIO:

Indian steel industry has always remained isolated and protected by government, where the steel industry was never expected to generate profit from business, but was expected to provide employment to the unemployed. Presently Indian is operating with open-hearth furnaces. The existing equipment, energy and labour in Indian Steel industry are much low than developed countries.

Indian steel industry generates a significant amount of waste materials, which can cause environmental problems. The four aspects of “Waste Management” namely-residue reprocess, recycle and recovery do not hold much ground in the Indian steel industry. The Indian companies cannot spend more for pollution control. The energy consumption per ton is 50-10% higher than that of the international norms.

The Indian Steel industries have developed a bit in the recent years. The production is growing on properly. Many techniques are being implemented in the steel industries. The country’s aim is to sell quality steel. The government is also helping the steel industries in this basis. The apparent consumption of steel is shown below.

The development of steel industry in India should be viewed in conjunction with the type and system of government that had been resulting the country. The production of steel in significant quality started after 1990. The growth of steel industry can be conveniently started by dividing the period into pre and post independent era. In the period of pre independence steel production was 1.5 million tons per year, which was raised to 9.0 million tons of target by the seventies. This is the present of the bold steps taken by the government to develop this sector.

WORLD’S DEMAND FOR STEEL :

The total demand for steel in world is expected to grow at an annual rate of 1.7% between 1935 and 2000 A.D. as per the study concerned by China economists. According to their estimation total demand in advanced industrial countries on a whole is expected to grow at 0.6% annual rate following a 2.2% rate between 1974 to 1984. Steel demand is less developed countries on a whole is expected to grow at a 5.5% annual rate up to 2000 following a 3.1 annual growth rate between 184-1994. within the controlling plant economy the Eastern Europe erstwhile USSR region may have 0.3% annual steel demand growth. Steel demand in China, North Korea region would grow at 4.0 annual rates up to the end of this century at a 7.5% per annual growth during 1974-1980.

HIGHLIGHTS OF PRESENT STEEL SECONARIO:• The world steel shows a low growth demand.

• There is a threat to steel industry from competitive products like

plastics, aluminum etc.

• Developed countries slowly reduced the production of steel.

• Developing countries like China are planning to produce steel as

much large quantity then of present output of 80 Mt. per annum.

• Indian consciously and strategically decides to invest into steel

production.

• Preference is given to superior quality products and high value item

production.

• Customer oriented approach in view of product oriented approach

• Emergence of new technology like scraps preheating

GROWTH OF STEEL INDUSTRYThe growth in a chronological order is depicted below:

S.No. Year Growth 1 1830 Osier Marshall Heathler constructed the first

manufacturing plant at port-motor in Madras presidency.

2 1874 James Erskin founded the Bengal frame works3 1899 Jamshediji TATA imitated the scheme for an

integrated steel plant.4 1906 Formation of TISCO.5 1911 TISCO Started production6 1918 TISCO was founded7 1940 Formation of Mysore iron and steel initiated at

Bhadravathi in Karnataka8 1981-1956 First five-years plan- The Hindustan Steel

Limited (HSL) was born in the year 1954 with decision of setting up three plants each with 1 million tones in got steel per year at Roiurkela, Bhilai, Durgapur. TISCo started its expansion program.

9 1956-1961 Second five –years plan – A bold decision was taken up to increase the ingot steel output in India to 6 million tones per year and its production at Rourkela, Bhilai and Durgapur Steel plant started.

10 1961-1966 Third five year plan during the plan the three steel plants under HSL, TISCO & TISCO were expanded*

11 1964 Bokaro Steel plant came into existence12 1966-1969 Recession period – till the expansion

programmes were actively existed during this period.

13 1969-1974 Fourth five-years plan - Salem steel plant

started. Licenses were given for setting up of many mini steel plants and re-rolling mills government of India. Plants in south are each in Visakhapatnam and Karnakata. SAIL was formed during this period on 24th January 1973 definite shape. At the end of the fifth five year plans the totaled installed capacity fro six integrated plants was up to 10.6 million tons

14 1979-1980 Annual plan. The Erstwhile soviet union agreed to help in setting up the Visakhapatnam steel plant

15 1980-1985 Sixth five-year plan – work on Visakhapatnam steel plant stared with a big bang and top priority was accorded to start the plant. Schemes for modernization of Bhilai Steel Plant, Rourkela steel plant, Durgapur steel plant and TISCO were imitated. Capacity at the end of sixth five-year plan from six integrated plants stood 11.50 million tones.

16 1985-1991 Seventh five-year plan – expansion works at Bhilai and Bokaro steel plant completed. Prograess of Visakhapatnam steel plant picked up and the nationalized concept has been introduced to commission the plant with 30 MT liquid steel capacities by 1990.

17 1992-1997 Eight five-year plan- The Visakhapatnam steel plant was commissioned in 1992. The cost of plant has become around 8755 crores. Visakhapatnam steel plant started the production and modernization of other steel plants is also duly engaged.

18 1997-2002 Ninth five-year plan- Restructuring of Visakhapatnam steel plant and other public sector undertakings.

STEEL PLANTS WITH FOREIGN COLLOBORATIONS

Sl. No.

Plant Collaboration Capacity of Finished Steel Products

1 Rourkela Steel Plant West Germany2 Bhilai Steel Plant Erstwhile USSR

3 Durgapur Steel Plant Britain4 Bokaro Steel Plant Erstwhile USSR

Sl.N

o.

Plant Collaboration Capacity

of Finished Steel

Productions

Annual

Production

1 Rourkela Steel

Plant

West Germany 7,20,000 Tones

2 Bhilai Steel Plant Erstwhile USSR 7,70,000 Tones

3 Durgapur Steel

Plant

Britain 8,00,000 Tones

PROBLEMS OF STEEL PLANT INDUSTRYLACK OF RAW MATERIALS:

Non-availability of good quality raw material is another faced by iron and steel industry. The modern gain blast furnace needs high-grade iron ore and good metallurgical coal.

Further the industry is unable to get good quality and manganese is which the principle, raw materials next to iron ore are unfortunately most

of our resources of manganese ore are of poor quality besides the non availability of good quality raw material, regular supplies of raw materials are very much handicapped due to the absence of good transport facilities. Another problem faced by the steel industry related to the difficulty in getting zinc supplies for the continuous galvanizing line.

LACK OF TECHNICAL PROBLEMS

Bhilai had to execute orders for shipment of rails to Iran, South Korea and Malaysia.

Because of technical limitations, Rourkela plant is unable to substitute aluminum of zinc for the production of galvanized sheet apart from source internal problems; our technology in the field of steel production is not a developed one when compared to other advanced countries.

GOVERNMENT CONTROL AND PRICING POLICY

Since 1941, India steel and iron industry was almost completely state regulated. Both prices and distribution of steel were under control of government. The Govt. decided to remove statutory control over the price and distribution of all, but a few categories with effect from 1st March 26, 1964 the Govt. supervise the steel and iron inducted according to the recommendation of Raja Committee. But Raj committee in fixing the steel price didn’t regulate the price of raw materials.

CHAPTER – IIICOMPANY PROFILE

CHAPTER – III

COMPANY PROFILE

Introduction

Visakhapatnam Steel Plant (VSP), the first coast based Steel Plant of India is located, 16 KM South West of city of Destiny i.e. Visakhapatnam. Bestowed with modern technologies, VSP has an installed capacity of 3 million Tons per annum of Liquid Steel and 2.656 million Tons of saleable steel.   At VSP there is emphasis on total automation, seamless integration and efficient up- gradations, which result in wide range of long and structural products to meet stringent demands of discerning customers within India and abroad. VSP products meet exacting International Quality Standards such as JIS, DIN, and BIS, BS etc.

VSP has become the first integrated Steel Plant in the country to be certified to all the three international standards for quality (ISO-9001), for Environment Management (ISO-14001) & for Occupational Health & Safety

(OHSAS-18001). The certificate covers quality systems of all Operational, Maintenance and Service units besides Purchase systems, Training and Marketing functions spreading over 4 Regional Marketing Offices, 24 branch offices and stock yards located all over the country.

VSP by successfully installing & operating efficiently Rs. 460 crores worth of Pollution Control and Environment Control Equipments and converting the barren landscape by planting more than 3 million plants has made the Steel Plant, Steel Township and surrounding areas into a heaven of lush greenery. This has made Steel Township a greener, cleaner and cooler place, which can boast of 3 to 4° C lesser temperature even in the peak summer compared to Visakhapatnam City.

VSP exports Quality Pig Iron & Steel products' to Sri Lanka, Myanmar, Nepal, Middle East, USA, China and South East Asia. RINL-VSP was awarded "Star Trading House" status during 1997-2000. Having established a dependable export market, VSP plans to make a continuous presence in the export market.

Having a total manpower of about 17,600 VSP has envisaged a labor productivity of 265 Tones per man-year of Liquid Steel.

Background & Corporate Plan of VSP

Background

With a view to give impetus to Industrial growth and to meet the aspirations of the people from Andhra Pradesh, Government of India

decided to establish Integrated Steel Plant in Public Sector at Visakhapatnam (AP). The announcement to this effect was made in the Parliament on 17 April' 1970 by the then Prime Minister of India late Smt. Indira Gandhi.  A site was selected near Balacheruvu creak near Visakhapatnam city by a Committee set up for the purpose, keeping in view the topographical features, greater availability of land and proximity to a future port. Smt. Gandhi laid the foundation stone for the plant on 20.01.1971.

Seeds were thus sown for the construction of a modern & sophisticated Steel Plant having annual capacity of 3.4 Million Tons of hot metal.

An agreement was signed between Governments of India and the erstwhile USSR on June 12th, 1979 for setting up of an Integrated Steel Plant to produce structural & long products on the basis of detailed Project report prepared by M/s M.N. Dastur & Company.

A Comprehensive revised DPR jointly prepared by Soviets & M/s Dastur & Company was submitted in Nov' 1980 to Govt. of India. The construction of the Plant started on 1st February 1982. Government of India on 18th Feb'82 formed a new Company called Rashtriya Ispat Nigam Ltd. (RINL) and transferred the responsibility of constructing, commissioning & operating the Plant at Visakhapatnam from Steel Authority of India Ltd. to RINL.

Due to poor resource availability, the construction could not keep pace with the plans, which led to appreciable revision of the plant cost. In view of the critical fund situation and need to check further increase in the plant costs, a rationalized concept was approved which was to cost Rs. 6849 crores based on 4th Quarter of 1988. The rationalized concept was based on obtaining the maximum output from the equipment already installed, planned / ordered for procurement and achieving higher levels of operational efficiency and labor productivity. Thus, the plant capacity was limited to 3.0 Million Tons of Liquid Steel per annum. In the process, one of the Steel Melt Shops and one of the mills were curtailed. The

availability of resources were continued to be lower than what was planned and this further delayed the completion of the construction of the plant. Finally all the units were constructed and commissioned by July' 92 at a cost of Rs.8529 Crores. The then prime Minister of India Late Sri P. V. Narasimha Rao dedicated the plant to nation on 1st August 1992.

Since Commissioning VSP has already crossed many milestones in the fields of production, productivity & exports. Coke rate of the order of 509 Kg/Ton of Hot metal, average converter life of 3126 heats an average of 23.6 heats per sequence in continuous Bloom Caster. Specific energy consumption of   6.07 G Kal / ton of liquid steel, a specific refractory consumption of 8.94 kg and a labor productivity of 414 Ton / man-year are some of the peaks achieved in pursuit of excellence.

Corporate Plan :

Vision, Mission ,Objectives(VMO) and core values

MISSION

To attain 16 million ton liquid steel capacity through technological up-gradation, operational efficiency and expansion: augmentation of assured supply of raw materials; to produce steel at international standards of cost and quality: and to meet the aspirations of the stakeholders.

VISION

To be a continuously growing world-class company, we shall• Harness the growth potential and sustain profitable growth.• Deliver high quality and cost competitive products and be the first choice of customers.• Create an inspiring work environment to unleash the creative energy of people.• Achieve excellence in enterprise management.• Be a respected corporate citizen, ensure clean and green environment and develop vibrant communities around us.

OBJECTIVES

• Expand plant capacity to 6.3 Mt by 2011-12 with the mission to expand further in subsequent phases as per Corporate Plan.

• Revamp existing Blast furnaces to make them energy efficient to contemporary levels and in the process increase their capacity by 1 Mt; thus total hot metal capacity to 7.5 Mt.

• Be amongst top five lowest cost liquid steel producers in the world. • Achieve higher levels of customer satisfaction. • Vibrant work culture in the organization.• Be proactive in conserving environment, maintaining high levels of

safety and 0addressing social concerns.

CORE VALUES

• Commitment• Customer Satisfaction• Continuous Improvement• Concern for Environment• Creativity & Innovation

MANPOWER OF RINL, VSP (as on 1.07.2011)

As on31.03.20

07

As on31.03.2008

As on31.03.2009

As on31.03.2010

As on01.07.2011

EXECUTIVES 3532 4201 5218 5263 5258WORKS 2145 2584 3249 3153 3231PROJECTS 225 280 329 327 340MINES 54 64 93 104 94OTHERS 1108 1273 1547 2110 1593NON – EXECUTIVES

11937 11544 12007 12567 12500

WORKS 10687 10387 10476 11163 11256PROJECTS 68 64 63 58 50MINES 281 265 267 262 247OTHERS 901 828 1201 1404 947TOTAL 16574 16433 17225 17830 17758WORKS 13608 13463 13725 14316 14487PROJECTS 320 353 392 385 390MINES 357 350 360 366 360OTHERS 2289 2267 2748 3514 2521

Key performance indicators

Production Performance:

Commercial Performance

Year Sales Turnover

Domestic Sales

Exports

2006-2007 9151 8726 4242007-2008 10433 9878 5552008-2009 10458 10379 792009-2010 10634 10283 3512010-2011 11517 11095 422

Table 3.6.a commercial performance(rupees in crores)

Fig. 3.6.b. Commercial Performance since 2006-07

CHAPTER – IV PERFORAMNCE APPRAISAL

CHAPTER – IVPERFORAMNCE APPRAISAL

INTRODUCTION

Appraisal of performance is wide used in the society. Parents their children, teacher evaluate their student and employers evaluate their employee. However, formal evaluation of employees is believed to have been adopted for the first time during First World Ward. At the inlands of Walter Dill Scott the US army man to man rating system for evaluating military personal. Once the employees has been selected, trained the motivated, he is then apprised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees if any problems are identified, steps are taken to communicated to employee and to remedy them. A performance appraisal is a process of evaluating the performance appraisal is a process of evaluating the performance and qualification of employee according to job and its requirement. It is also known as the process of estimating and judging the value, excellence. Qualities of status of some object person or things. Individually and collectively, it is the part of the other staffing process, like recruitment, selection, placement, etc.

TRENDS IN PERFORMANCE APPRAISAL:

Item Former Emphasis Present FocusTerminology

Merit-rating Performance appraisal

Purpose Determine wage increase, promotion, transfer, lay off.

Development of the individual, improved job performance

Application Fort rank and file workers For managerial and technical personnel

Factors rated

Personal traits Performance result or accomplishment

Techniques Rating scales with emphasis upon

Mutual goal-setting.

CONCEPT OF PERFORMANCE APPRAISAL:

Performance evaluation or performance appraisal is the process of assessing performance and progress of employee or of a group of employee on a given job and his potential for future development. In concept of all formal procedure used working organization to evaluate personality, contribution and potential of employees.

The main characteristic of performance appraisal is as follows:• Performance appraisal is the process consisting of series of steps.• It is the systematic examination of employee’ strengths and

weakness in terms of jobs.• Performance appraisal is the scientific or objective study. Formal

procedure is used in the study the same approach is adopted for all jobs holders for that result is comparable.

• It is an organizing or continuous process where in the valuation is arranged periodically according to a definite plan.

• Main process performance appraisal is to secure information necessary for making objective and correct decision on employees

OBJECTIVES OF PERFORMANCE APPRAISAL:

The main purposes of performance appraisal are as follows:• To provide a valid data base for personnel decision concerning

placements, pay, promotion, transfer, punishment etc.• To diagnosis the strength and weakness of individuals so as to

identify further training needs.• To provide coaching, counseling, career planning and motivation to

subordinates.• To develop positive, superior-subordinate relations and thereby

reduce grievances.• To facilitate research in personnel management.

Definition:Performance evaluation of performance appraisal is the process of

assessing the performance and progress of an employee or of a group of employees on a given job and his potential for future development.

Formal Definition:“it is the systematic evaluation of the individual with respect to his /

her performance on the job and his / her potential for development”.

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

rating of an employee’s excellence in matters pertaining to this present job and his potential for a better job”.

Characteristics:• It is process of consisting of series of steps

• It is the systematic examination of an employee’s strengths and

weaknesses in terms of his job.

• It is a scientific and objective study. Formal procedures are used

in this study.

• It is an ongoing or continuous process there in the evaluations is

arranged periodically according to a definite plan.

• The main purpose of performance appraisal is to secure

information necessary for making objective and correct decisions

on employees.

Objectives:• To provide feedback to employees so that they come to know

where they stand and can improve their job performance.• To provide a valid data base for personnel decision concerning

placements, pay promotions, transfers, punishments, etc.• To diagnose the strengths and weakness of individuals so as to

identify further training needs.• To provide coaching, counseling, career planning and motivation

to subordinates.• To develop positive superior – subordinates relations and thereby

reduce grievances.

Thus, performance appraisal aims at both judgmental and development efforts.

Uses:• It provides valuable information for personnel decisions such as

pay increase, promotion etc.• It helps to judge the effectiveness of recruitment, selection

placement and orientation system of the organization.• It is useful in analyzing and development needs.• It can be used to improve performance though appropriate

feedback, working and counseling to employees.

• It facilitates Human Resource Planning, career planning and succession planning.

A competitive spirit is created and employees are motivated to improve their performance.

Process of Performance Appraisal:• Establishing performance standards – the appraisal process

begins with the setting up of criteria to be used for appraising the performance of employees. The criteria are specified with the help of job analysis, which reveals the contents of job. This criteria should be clear, objective and in wiring.

• Communicating the standards – the standards are conveyed to the employees and the evaluators. A feedback regarding the standards should be obtained from the evaluators and the employees for revision or modification.

• Measuring performance – this require choosing the right technique of measurement, identifying the internal and external factors influencing performance and collecting information on results achieved.

• Comparing the actual with the standards – actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviation, which may be positive or negative.

• Discussing the appraisal – The results of the appraisal are communicated to an discussed with the employees. Along with the deviations, the reason behind them are also analyzed and discussed. Such discussion will enable the employee to know his weaknesses and strengths.

• Taking corrections – through mutual discussions with employees, the step required to improve performance are identified and initiated. Training, coaching, counseling, etc., are examples of corrective actions that help to improve performance.

METHODS OF PERFORMANCE APPRAISAL

Several methods and techniques are used for evaluating employee performance. These may be classified into Traditional and modern methods.Traditional Methods:

• Ranking Method: is technique, evaluator assigns relative ranks to all employee performance. These may be classified into Traditional and Modern methods.

• Man-to-man compression methods: In this method, certain factors are selected for the purpose of analysis and the rater for each factor designs a scale. A scale of man is also created for each selected for each factor. Then each man to be rated is compared with the man in the scale, and certain scores are awarded to him. In other words, a whole man is compared to a “key man” in respect of one factor at a time. This method is used in job evaluation and is known as the factor comparison method.

• Paired comparison method – This is a modified form of man to main ranking. Herein, each employee is compared with all others in pairs on at a time. The number of times an employee is judged better than other determines his rank. Comparison is made on the basis of overall performance.

• Forced distribution method – In these techniques the rater appraises an employee according to a pre-determined distribution scale. It is assumed that it is desirable to rate only two factors by

this method that is job performance and promo ability. For this purpose a five poking performance scale is used without any descriptive statement & employees are placed between two extremes of good and bad performance.

• Graphic rating scales methods – It is a numerical scale indicating different degrees of a particular train. The rater is given a printed from for each employee to be rated. The form contains several characteristics relating to the personality and performance of employee. Intelligence, attitude, quality of world, leadership skills judgment, etc. are some use characteristics.

• This method is widely used as it is easy to understand. It allows a statistical tabulation of scores and, a ready comparison of scores among the employees is possible. The approach is multi-dimensional as several significant dimensions of the job can be considered in evaluation.

• Critical incident method – In this method the superior keeps a written record or critical (either good or bad) events and how different employees behaved during such events. The rating of the employee depends on the positive or the negative behaviors during these events. These critical incidents are identified after though study of the job and discussions with the staff. This method helps to avoid vague impression and general remarks as the rating is based on actual records of behavior.

• Group appraisal method – Under this method, a group of evaluators assess employee. This group consists of the immediate supervisors of the employee, other supervisors having close contact with the employer’s work, head of the department and a personnel expert. The group determines the standards of performance for the job, measurers actual performance of an employee, analysis the

causes of poor performance and offers suggestions for improvements in future.

• Grading method –Under this method, the rater considers certain factors, and marks them accordingly to a scale. The selected factor may be analytical ability, co-operation, dependability self-expression, job knowledge. They may be grades as ‘A’ – outstanding ‘B’ – very good, ‘C’ –good/average, ‘D’ – fair, ‘E’ – poor. The actual performance of an employee is then compared with these definitions and he is allotted the grade which best described his performance.

• Forced Choice Distribution method – In this method, the rating elements are several of pair’s phrases of adjectives relating to job proficiency or personal qualification. The rater is asked to indicate which of the phrases is most and least descriptive of the employee.

• Checklist method – In this method, series of questions are presented concerning and employee’s behavior. Here rater does not evaluate employee performance; he supplies reports about it and the personnel department does the final rating.

• Free Essay Method – In this method, the supervisor makes a free form, open-ended appraisal of an employee in his own words and puts down his impression about the employee. The description is always as factual and concrete as possible.

• Filed review method – In this method, trainer employee from the personnel department interviews line supervisors to evaluate respective subordinates. The supervisor is required to give his opinion about the progress of his subordinates and his plan of action in cases requiring for consideration.

The tradition methods given above focus on the traits of an employee than an his job performance, in the absence of predefined performance criteria or standards, the personal bias or subjectively of the evaluator affects the rating. This approach caused the following responses:

• The very nature of the appraisal system led to criticism• Criticism exercised a negative impact on goal attainment • Criticism increased antagonism and defensiveness among

employees resulting in inferior performance.• Managers generally are not qualified to assess personality traits.• Some managers discourage good performances by over

emphasizing shortcomings and almost neglecting good work.In order to overcome these weaknesses some new techniques of performance appraisal have been developed.

Modern Methods:• Assessments center method - An assessment center is a group

employee drawn from different work units. These employees work together on assignments similar to the one they would be handlings when promoted. The most important feature of the assessments center is job-related simulations. Evaluators observe and rank the performance of all participants. This group evaluates all employees are both individually and collectively by using simulations techniques like role – playing, business games and in-basket exercises? Employees are evaluated on the basis of job related characteristics considered important for job success. The evaluators prepare a summary report and feedback is administered on a face-to-face basis to the employees who ask for it. An assessment center generally measures interpersonal skills, communicating ability to plan and organize, etc. Assessments centers are not only methods of appraisal but help to determine training and development needs of employees and provide data for human resources planning.

• Human resource accounting method – Human resource are a valuable asset for any organization. This asset can be valued in terms of money. When competent, and well-trained employees leave and organization the human asset ids decreased and vice versa. Under the this method performance is judged in terms of costs and contributions of employees. Costs of human resources consists of expenditure on human resources planning, recruitment, selection, induction, training, compensation, etc. contribution of human resources is the money value of labor productivity of value added by human resources. Difference between cost and contribution will reflect the performance of employees. This method is still in the transitory stage and is, therefore, not popular at present.

• Behavioral Anchored Rating Scales (BARS) - This method combines graphics rating with critical incidents method. BARS are decryptions of various degrees of behavior relating to specific performance dimensions.

• Critical areas of job performance and the most effective behavior for getting results are determined in advance. The rater records the observable job behavior of an employee and compares these observations with BARS. In this way an employee’s actual behavior is judged against the desired behavior. This steps involved are:-

• Identify critical incidents – Persons with knowledge of the identify job to be appraised describe specific examples of both effective and ineffective job behaviors.

• Select performance dimensions - The persons then cluster the behavioral incidents into a smaller set (usually 5-10) of performance dimensions.

• Retranslate the incidents – Another group of knowledgeable persons assign each incident to the dimension that it best describes.

Incidents for which there is less than 75% agreement with the first group are not retranslated.

• Assign Scales to incidents - The second group rates each incident on a 7 or 9 point scale. Rating is done on the basis of how well the behavior described in the incident represents the performance on the appropriate dimensions. Means (average) and standards deviations are then calculated for the scale values assigned to each incident.

• Develop final instrument – A subset of the incidents that meet both the retranslation and standard deviation criteria is used a behavioral anchor for the final performance dimensions. A final BARS instrument typically comprises a series of vertical scales that are endorsed by the include incidents. Each incident is positioned on the scaled according to its mean value.

• 360 degrees performance appraisal - This is a new concept in performance appraisal, where the feedback is collected form all around – the employee, the superiors, the subordinates, the peer group, and the customers.

• The evaluation is very comprehensive in terms of the employee’s skills, Abilities, styles, and job-related competencies. This system has the following advantages:

• Higher validity and reliability of the evaluation • Self evaluation by the employees gets compared with the

perception of others.• Helps in maximizing employee potential in the face of

challenges.ADVANTAGES:

• Ratings are likely to be accurate because these are done by

experts.

• The method is more reliable and valid as it is job specific and

identified observable and measurable behavior.

• Ratings are likely to be more acceptable due to employee

participation

• The use of critical incidents is useful in providing feedback to the

employee being rated.

Limitations:• It is very consuming and expensive to develop BARS for every

job.

• Behaviors used are more activity oriented than results oriented

Appraisal by result or MBO (Management by Objectives) – The

concept of management by objectives was developed by Peter Drucker in

1954. Since the MBO has become an effective and operational technique

of performance appraisal and a powerful philosophy of managing.

CHAPTER – VPERFORMANCE APPRAISAL AT VISAKHAPATNAM

STEEL PLANT LIMITED

CHAPTER – VPERFORMANCE APPRAISAL AT VISAKHAPATNAM

STEEL PLANT LIMITED

COMPONENTS When to appraise:

Performance appraisal across all levels at Visakhapatnam steel plant limited is conducted twice in a year. The Human resource department sends the appraisal forms to the concerned departments after duly fitting in the staff details.

Who Should Appraise:The immediate superior of the employee not below the Assistant

Manager cadre shall be the Reporting Officer. In case the employee is directly working under the supervision of any officer higher.

PROCEDURE:The Human Resource department prepares appraisal forms for each

and every category of employee and at the start of the appraisal period; it sends these forms to the concerned departments after filling in the necessary details of the employee to be appraised which is called ‘background information’.

The staff should have worked at least for a period of 6 months to be appraised by an officer. In case the appraise reports to more than one reporting officer in an appraisal year, on transfer, promotion etc.,. The personnel department would forward the appraisal forms to Reporting officers concerned for the period, the appraise reports to them.

The assessment an employee is primarily governed under a 2 – tier system that is assessment by the Reporting Officer as well as by the Reviewing officer, where the assessment is subject to concurrence of the Consenting Authority, which will be final.

The assessment done on the basis of certain attributes / factors which help in defining the job requirements of a particulars job. Usually a 4- point scale or a 10 – point scale for each factor is used for rating. Once the reporting officer gives his rating and comments if any, the same shall be put to the reviewing officer who after careful scrutiny of the appraisal will pass his remarks.

After the reviewing officer’s comments are given and duly signed by him. He can advise the reporting officer to discuss the appraisal with the employee or, in certain cases, may decide to discuss the appraisal with the employee himself but in the presence of the Reporting officer.

The reporting officer after rating the employee on various attributes will give his remarks, which are communicated, to the reviewing officer. Later these are discussed with the employee to know his reaction. After the discussion with the employee, the reporting officers give his final remarks and his suggestions for improvement of the employee performance. The reviewing officer for further comments later scrutinizes these.

The complete appraisal report is then sent back to the personnel department in a confidential cover. The personnel department will then check the appraisal report for irregularities and any adverse entries against any of the employee made by the reporting officer will be communicated to the employee in a covering letter asking him/her to improve and a copy of the small will be placed in his / her personal life.

Objective of performance appraisal system:

• To appraise the individual’s performance on the work assigned to him and qualities he is expected to show on the job in performing his tasks as expected by the organization through his supervising officers and to assess the potential for higher responsibilities.

• The generate inputs for promotions, confirmations, placements, training and personnel and developmental decisions in respect of the individual so appraised.

• To assess the professional, managerial, behavior and other training and development needs and provide information to the personnel/HRD department for the development decisions.

Guide Lines for Appraisers:• The employee should be appraised for his present position.• Judgment should be based on the entire review period & not

on isolated incidents.• Snap judgments should be avoided.• Each factor under considerations should be appraised

independently without being influenced by other factors.• It is advisable that the individual being assessed should

compare with other of the same rank employed on more or less similar type of work.

• Over – rating as well as under – rating diminishes the value of the assessment.

• Reason for given rating of the attribute should be well substantiated.

ABOUT THE FORMSContent of the Form:

• Background information of the employee to be filled in by the personnel department which contains-

• Name• Designation• Date of joining• Department • Employee number• Special assignment• Qualification

• Commendation • Punishments and warnings awarded during the year (with

reasons)

Attributes For Performance / Potential AssessmentFor Officers:

• Professional knowledge and application• Capacity to achieve results• Dependability • Judgment and decision making • Communication skills (written or oral)• Leadership• Planning and organizing ability• Co-operation and team spirit• Adaptability• Personality

For Technical / Non-Technical Staff (common attributes):• Job knowledge : knowledge and understanding of job assigned• Quality of work: Thoroughness and accuracy of work done without

mistakes, neatness and present ability should be considered.• Quality of work: Amount of out vis-à-vis the time taken• Initiative : Self – staring ability, resourcefulness and the ability to

inspire confidence should be considered. • Conduct: Ability to get on with other fellow employees.• Regularity: Punctuality and regularity of attendance.• Leadership: Ability to get work done by subordinates giving them

clear guidance.

• Cost consciousness: Ability of foresee the resource requirement for any task and complete assignments with minimum waste.

For Technical Staff only:• Safety consciousness: Habits and work practices in respect of

personal safety and safety of fellow employees.• Care of tool and equipment: Manner in which tool and equipment

handling is done ensuring better tool life and less maintenance and damage.

For Non- Technical Staff only:

Dealing with others: Ability to appreciate others points of view and approach in dealing with customers suppliers or any other outsiders in conformity with organizational requirements.

RATING OF ATTRIBUTESThe common factors and the ratings under which the appraisal are made are as follows:QUANTITY OF OUTPUT Extent of target fulfillment and completion of assigned tasks.RATING REASON15-13 Output of work exceptionally high and above

expectations/ tasks assigned despite high degree of difficulty of tasks.

12-10 Fulfillment of all tasks / targets despite constraints

9-7 Tasks assigned generally met with moderate efforts

6-4 Output below target / expectation despite lack of

constraints Moderate effort.

3-1 Output far below expectationTarget / tasks not fulfilledLow effort

QUALITY OF OUTPUT: General excellence of output, the extent of work free from errors.RATING REASONS15-13 Excellence quality of output accurate in work under all conditions.12-10 Does a through and accurate job9-7 Generally produces work of acceptable quality6-4 Work barely upto the mark3-1 Works consistently below required standards.

COST CONTROL: Awareness of cost aspects in the job. Optimum utilization of available resources and reduction of wastes.

RATING REASON10-9 Always makes optimum utilization of resources8-7 All assigned tasks completed within the specific cost parameters6-5 Generally keeps within cost parameters and time schedules4-3 Conscious of the need to effect economy and manager time2-1 Wasteful in work Lacks desire to complete assignments in time.

JOB KNOWLEDGE AND SKILS: Knowledge pertaining to the area of work and related areas. RATING REASON

10-9 Excellent ability to anticipate future work needs ahead of time8-7 Good knowledge of the own jib and related areas6-5 Knowledge adequate in own area4-3 Knowledge inadequate in own and related areas.2-1 Poor knowledge, no motivation to learn.

DISCIPOINE: Adherence to company policies and rules

RATING REASON10-9 Exemplary behavior and conduct 8-7 Good behaviors and conduct 6-5 Discipline is generally good4-3 Conduct and discipline within manageable limit2-1 Low in discipline

INITIATIVE: Ability to be self-reliant and move forward on a task without outside direction.

RATING REASON10-9 Totally self-reliant A self-starter8-7 Good initiative6-5 Generally shows good initiative4-3 Needs guidance, instructions and follow-up2-1 Always requires to be told

COMMUNICATION : Skills and desire to share available information with all concerned.

RATING REASON10-9 Excellent clarity of though and expression8-7 Shares information with all concerned6-5 Has moderate skill and desire to share information 4-3 Only believes in downward communication 2-1 Lacks both the skill and the will to communicate

MANAGEMENT OF HUMAN RESOURCES : Effective control and utilization of sub ordinates, ensuring discipline, integrating employees into teams and motivating them for higher levels of performance.

RATING REASON5 Excellent Control over and utilization of people 4 Good utilization of people3 Plays basically a controlling functions2 Has little control1 Has no control over his / her people

CHAPTER – VIANALYSIS AND INTERPRETATION

CHAPTER – VIANALYSIS AND INTERPRETATION

Statement No. 1•Considering everything how would you rate your overall satisfaction with VSP

at the present time?

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Strongly agree 49 49

2 Strongly disagree 10 10

3 agree 41 41

4 disagree 0 0

Total 100 100

Interpretation

The they above tabulation format shows that the majority of 49% respondent

expressed Strongly agree to the above statement, 10 respondents expressed Strongly

disagree and 41 expressed that are happy being associated with VSP. Employees

of VSP are satisfied with the work with the organization.

Statement No. 2• Monetory & Non-Monetory benefits given for outstanding performance

Tabulation Format

Sl.No. Rating Respondents Percentage

1 Yes 33 33

2 No 50 50

3 Sometimes 11 11

4 Never 6 6

Total 100 100

Interpretation

The above tabular format explains that Monetory & Non-Monetory benefits given for outstanding performance. Here, 33% employees strongly agree and 50% employees disagree 11% employees felt that Monetory & Non-Monetory benefits are given sometimes and remaining 6% employees are presumed that Monetory & Non-Monetory benefits are never given .

Statement No. 3

Performance Appraisal system helps in assessing competency Tabulation Format

Sl.No. Rating Respondents Percentage

1 Yes 56 56

2 No 18 18

3 Never 25 25

4 Sometimes 0 0

Total 100 100

Interpretation

The above tabular format explains that Performance Appraisal system

helps in assessing competency employees Here, 56% of employees strongly

agreed,18% of employees disagreed and 25% of employees said never to the

above statement

Statement No. 4performance appraisal help in creating an effective work environment & create positive

relationships

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Yes 61 61

2 No 15 15

3 Never 24 24

4 Sometimes 0 0

Total 100 100

Interpretation

The above tabular format explains performance appraisal help in creating an effective

work environment & create positive relationships.61% of employees are strongly

agreed, 15% of employees disagreed, 24% of employees were presumed never to

the above statement.

Statement No. 5

low performance is due to lack of skillTabulation Format

Sl.No. Rating Respondents Percentage

1 Strongly disagree 9 9

2 disagree 47 47

3 agree 30 30

4 Strongly agree 14 14

Total 100 100

Interpretation

The above tabular format explains that do low performance is due to lack

of skill . employees 9% of employees strongly disagreed, 47% disagreed 30% of

employees agreed and 14% strongly agreed with the above statements.

Statement No. 6performance appraisal is the right way to asses human potential

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Strongly disagree 9 9

2 disagree 47 47

3 Strongly agree 30 30

4 agree 14 14

Total 100 100

Interpretation

The above tabulation explains is performance appraisal is the right way to asses human

potential 9%of employees strongly disagreed, 47% employees disagreed, 30% of

employees Strongly agreed and 14% of employees agreed to the above statement.

Statement No. 7performance appraisal system forms proper basis for making decisions regarding promotions and rewards system

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Strongly agree 7 7

2 agree 69 69

3 Disagree 19 19

4 Strongly Disagree 05 05

Total 100 100

InterpretationThe above table explains does performance appraisal system forms proper basis for making decisions regarding promotions and rewards system. According to employees 7% are Disagreed, 69% agreed and 19% of employees disagreed and remaining 5% strongly disagreed on the above statement

Statement No. 8Objectives of the Performance Appraisal System (PASS) are clearly spelt out

Tabulation Format

Sl.No. Rating Respondents Percentage

1 Strongly agree 12 12

2 agree 63 63

3 Disagree 19 19

4 Strongly Disagree 6 6

Total 100 100

Interpretation

The diagram explains Objectives of the Performance Appraisal System (PASS) are clearly

spelt out are not. 12% employees strongly agreed ,63% employees agreed, 19%

employees disagreed and 6% employees strongly disagreed with the above

statement.

Statement No. 9

• Time period of every Performance Review

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Once a week 0 0

2 Once a month 1 1

3 Every 3 moths 15 15

4 Every 6 months 55 55

5 Once a year 29 29

Total 100 100

Interpretation

The above tabular form explains how often should the Performance Review

should take place. 1% of employe felt performance appraisal should be conducted

once a month, 15% of employees felt performance appraisal should be conducted

every 3 months, 55% of employees felt performance appraisal should be conducted

once a month agreed, but most of employees felt performance appraisal should be

conducted every 6 months , 29 % of employees presumed that performance

appraisal should be conducted once a year.

Statement No. 10

Satisfaction level with the current Appraisal System

Tabulation Format

Sl.No. Rating Respondents Percentage

1 Very low 19 19

2 average 46 46

3 high 32 32

4 Very high 3 3

Total 100 100

Interpretation

The above table tells Satisfaction level with the current Appraisal System

. 4% of employees persumed that Satisfaction level with the current Appraisal System

Is very low, 46% of emlpoyees felt average,32 % persumed that it is high and

remaining 3% of employees felt very high.

Statement No. 11

• Do you think 360 degree appraisal system should be implemented at VSP?

Tabulation Format

Sl.No. Rating Respondents Percentage 1 Yes 54 54

2 No 23 23

3 Never 23 23

4 sometimes 0 0

Total 100 100

Interpretation

The above tabulation tells us the employee’s view of implementing a 360

degree appraisal system in VSP. shows that 54% of the employees are strongly

agreed, 23% of the employees are disagreed, 23% of employes persumed never

they want to implement 360 degree PAS.

Statement No. 12performance Appraisal System in VSP provide counseling to low performance

Tabulation Format

Sl.No. Rating Respondents Percentage

1 Yes 44 44

2 no 29 29

3 partially 27 27

Total 100 100

Interpretation

The above table shows performance Appraisal System in VSP provide counseling to low

performance. 44% of the employees strongly agreed, 29% of the employees

disagreed, 27% of the employees are partially agreed with the above statement.

Statement No. 13training and development program after the performance appraisal

Tabulation Format

Sl.No. Rating Respondents Percentage

1 yes 30 30

2 no 20 20

3 Never 9 9

4 sometimes 41 41

Total 100 100

Interpretation

The above tabulation tells that training and development program after the performance

appraisal is recommened. 30% of the employees strongly agreed, 20% of the

employees agreed, 09% of the employees persumed that they never sent to any

training and 41% employees are felt they have been sent to training and development

program after the performance appraisal .

SUGGESTIONS FOR A BETER PERFORMANCE APPRAISAL SYSTEM

• Employees should get involved in the performance appraisal process and

self-evaluation of employees should be there.

• An appreciation for good performance and proper guidance for

improvement is a must.

• Peers, Subordinates, and customers should be included in Appraisal system

• Regular feedback to employees is required that guides and encourages them

in their growth and career progression

• Proper Training is needed for appraisal.

• There should be transparency in discussing the appraisal report for the

development of workforce.

SUMMARY

The “quality” revolution has changed the ways in which many organizations operate. With global competition, the drive to provide better quality and to satisfy external and internal customers has been activated. At Visakhapatnam Steel Plant, an attempt was made to integrate this though in performance appraisal system.

Visakhapatnam Steel Plant executives performance appraisal system mainly aims at a “Result Oriented executives”. To bring this about many activities are to be initiated, like performance based recognition, competencies to handle future / current job, career growth etc and PAS designed to provide the key inputs that all the above need to be activated.

Their system of appraisal, in the first instance, looked “fool-proof’ and well designed to suit the quality genre, for it has integrated in itself some wonderful concepts. But, when this study is completed the result / conclusion showed that the employees, who actually are participants in the system, do feel that this system is not very effective. Surprised by this result, an attempt was made to analyze the REASON FOR DISSATISFACTION of executives towards their performance appraisal system. They are:

• Mostly this system is not helping the person to assess his capabilities the assessment is mostly dependent upon the obedience with his boss.

• Self-assessment does not carry enough weightage. So, the drive to sincerely appraise one’s own self is lacking.

• Potential review is integrated in the PAS but potential being the capability to take up the future job cannot be judged by the performance on the present job.

• Training needs identified through self-assessment, Subordinates, Peers and Customer assessment would be good but in present PAS only supervisor assessment identifies training needs of the employees. This indirectly is resulting in training programmes, which do not cater to all the employees, being designed. And as employees perceive that the training they asked for is not being provided, there would be a little or no commitment at all.

• The employees are assessed by a team of appraisers, who are their superiors. The problem here is that there is no regular interaction with the appraises, which may give a rating which can be mostly subjective.

• Subordinates feedback is truly absent in PAS which can give effective evaluation in employee inter personal skill.

• A good number of employees are not satisfied with the assessment by the Reporting Officer and Reviewing Officer and they like to know the final grades awarded to the employee by the PRC which is the final one.

• Employees feel that filling the application form is a routine job at the procedure and method should keep on changing time to time.

• While going through the analysis it seems that a good number of people are uncertain about each questions asked to them which clearly shows that there must be some fault existing in the system which should be recognized and overcome. However, none of the above reasons identified are so damaging that they cannot overcome. With slight changes in appraisal format and rating pattern the problems would be mostly solved.

CONCLUSIONPerformance Appraisal system is very important to assess training

needs to effect promotions, and to give pay increase. There are two methods in performance Appraisal system, those are modern and tradition method.

Appraisal of performance proceeds in a set of pattern, the step involved are defining appraisal objectives, establishing job expectations, designing the appraisal programmes conduction performance interview, and using appraisal data for different HR activities.With the above finding the Visakhapatnam Steel plant can undergoes 360 degree Appraisal system with maximum respondents of the employees are willing for the best appraisal system which can give them better working environment in the environment, with better skill development, with better pay, promotion, etc. FACTOR TO BE INCLUDED INTO THE PRESENT CRITERIA FOR

PERFORMANCE EVALUATION:

• Quality assignment of the work done

• Disciplinary / administrative lapses.

• Extraordinary occurrences

• Problem solving skills

• Productivity of work-output

• Attitude towards work

• Behavior and health

• Efficiency

• Capability to take up higher responsibility

Format vs. informal appraisal:

Formal appraisal: In is usually occurs at specified time periods once or twice a year. It is required by the organization for the purpose of employees evaluation.

In Formal appraisal: It occurs whenever the supervisor feels the need for communications.

Formal appraisal most often used for primary evaluation. However, informal appraisal’s very helpful for more performance feedback, the supervisor whenever feels the need, discuses performance change in he employee’s work which helps in developing better interpersonal relations and develops a positive environment, employee problems are identified and discussed from time to time which helps him improve his performance.

Reasons why performance appraisal does not form a proper basis for decisions regarding promotions:

• Biased evaluation is not a proper indication of an employee’s performance standards.

• Reliance on seniority rather than on performance for performance standards.

• Manipulation, impression, ides and deludes scan damage the credibility of the appraisal.

• 360 degree Performance Appraisal System as the best forms of evaluation one’s performances:

This is a new concept in performance appraisal, where the feedback is collected form all around – the employee, the superiors, the subordinates, the peer group, and the customers.

The evaluation is very comprehensive in terms of the employee’s skills, Abilities, styles, and job-related competencies. 360 degree performance

appraisal / feedback is an evaluation tool that utilizes opinions of many different people that

interact with the employee on a routine basis. It generates more accurate feedback by

gathering information from people about individual’s performance as seen by the

organizational structure & expectations of their boss, self, peers, subordinates & customers.

SUPERIOR: - Evaluations by superiors are the most traditional source of employee feedback. This form of evaluation includes both the ratings of individuals by supervisors on elements in an employee’s performance plan and the evaluation of programs and teams by senior managers.

SELF ASSESMENT: - This form of performance information is actually quite common but usually used only as an informal part of the supervisor-employee appraisal feedback session. Supervisors frequently open the discussion with: “How do you feel you have performed?” In a somewhat more formal approach, supervisors ask employees to identify the key accomplishments they feel best represent their performance in critical and non-critical performance elements. In a 360-degree approach, if self-ratings are going to be included, structured forms and formal procedures are recommended.

PEERS: - With downsizing and reduced hierarchies in organizations, as well as the increasing use of teams and group accountability, peers are often the most relevant evaluators of their colleagues’ performance. Peers have a unique perspective on a co-worker’s job performance and employees are generally very receptive to the concept of rating each other. Peer ratings can be used when the employee’s expertise is known or the performance and results can be observed.

SUBORDINATES: - An upward-appraisal process or feedback survey. A formalized subordinate feedback program will give supervisors a more comprehensive picture of employee issues and needs. The feedback from subordinates is particularly effective in evaluating the supervisor’s interpersonal skills.

CUSTOMER: - The value of customer service feedback is most appropriate for evaluating team or organizational output and outcomes. This feedback can then be used as part of the appraisal for each member of the team.

This system has the following advantages:• 360 degree feedback determines relationship between strategic

plan/vision of institute & performance expectations.

• It increases focus on customer service & reinforce TQM & continuous process improvement programs.

• Team based culture can be a catalyst for attaining organizational objectives. Staff members become more inclined to consider factors beyond HOD’s expectations when exhibiting behaviors & striving for results.

• It detects barriers to success.• Following lacunas come out• Inflexibility• Lack of initiative• Inappropriate leadership style• Unwillingness to learn recent technologies.• Each Dept. can use these results to plan departmental training

needs. Easy to implement

Steps of implementation:

• Design questionnaire• Feedback process • Evaluation & communication• Formation of developmental plans.• Follow up• Survey.

ADVANTAGES:• Ratings are likely to be accurate because these are done by

experts.

• The method is more reliable and valid as it is job specific and

identified observable and measurable behavior.

• Ratings are likely to be more acceptable due to employee

participation

• The use of critical incidents is useful in providing feedback to the

employee being rated.

Limitations:• It is very consuming and expensive to develop BARS for every

job.

• Behaviors used are more activity oriented than results oriented

SHORT COMINGS OF PERFORMANCE APPRAISAL:The ideas approach to performance evaluation is that in which the

evaluator is free from personal biases, prejudices, and idiosyncrasies. This is because when an evaluation is objective, it minimizes the dysfunctional behavioral of the evaluator, which may be detrimental to the achievement of organizational goals. The factors which impede objective evaluations are:

The halo effect – The halo effect is a “tendency to let the assessment of an individual one trait influence the evaluation of that person on other specific traits”. There is this effect in appraisal when the appraiser assigns the same rating to all traits regardless of an employee’s actual performance on these traits.The halo effect refers to the tendency to rate an individual consistently high or low or average on the various traits, depending upon whether the rater’s

• Similarity Error - This type of error occurs when the evaluator rates other people in the same way he perceives himself. This error also washes out if the some evaluator appraises all the people in the organization.

• Miscellaneous Biases – Bias against employees on ground of sex, race religion or position is also a common error in rating. For example, a higher rating may be given to a senior employee. The rater may also be influenced by organizational influence and give higher rating to those holding higher positions.

• Social differentiation – Rating is sometimes impeded by the evaluator’s style of behavior. Pious has classified raters as ‘high differentiation’ – that is using most of the scale; or ‘low differentiators’ – that is, using a limited range of the scale. “Low differentiators tend to ignore or suppress differences, perceiving the universe as more uniform than it really is.

High differentiators, on the hand, tend to utilize all available information to the utmost extent and thus are better able to perceptually deny anomalies and contradictions than low differentiators” – social differentiation makes evaluations using ‘trait’ criteria unreliable.

• Spill Over Effect – This type of error occurs when past performance rating influences the current rating.

STEPS FOR MAKING APPRAISAL SUCCESSFUL• Existence of an atmosphere of confidence and trust.• The results of performance rather than personality traits should be

given due weight.• The supervisor should analyze the strengths and weaknesses of the

employee and advise him.• The appraisal programmed should be less time-consuming and less

only.Overall impression of the individual is favorable or not. This means that the halo effect allows one characteristic, or occurrence (either good or bad) to influence the rating of all performance factors. The halo effect problem can be alleviated by:

• Providing a training programmer to the evaluators.• Restructuring the questions by requiring the evaluator to consider

each question independently.

• Leniency or Strictness tendency - Every evaluator has his own value system which acts as a standard against which he makes his appraisals. Relative to the true or actual performance an individual exhibits, some supervisor have a tendency to be liberal in their rating, that is they consistently assign ‘high values’ to their employees, while at other times they may have tendency to assign consistently ‘low rating’.

The former tendency is known as ‘position leniency error’, while the latter as ‘negative leniency error’. Both these trends usually arise from varying standards of performance observed by supervisors and from different interpretations of what they evaluate in employee performance. The tendency can be avoided by holding meeting or

training sessions for raters so that they may understand what is required of them in rating.

• The Central tendency problem – It is the most commonly found errors. It assigns ‘average ratings’ to all the employees with a view to avoiding commitment or involvement; or when the rater is in doubt or has inadequate information or lack of knowledge about the behavior of the employee, or when does not have time at his disposal. The ranking tools discussed earlier are aimed at avoiding this problem.

• The results of appraisal should be immediately communicated to the employee.

• A post appraisal interview should be arranged.

• Training can be used to improve the standards of performance appraisal.

The right appraisal tools should be chosen to minimize arising problem.

QUESTIONNAIRE

Study on performance appraisal system for executives at Visakhapatnam Steel Plant.

Dear Sir,

I am M.B.A (HR) student doing project in Visakhapatnam Steel plant on the

“PERFORMANCE APPRAISAL”. I request you sir, to spare some of your valuable time to

respond to the following questions. Your response will be treated as confidential and would

only be used for the purpose of my project work only.

NAME :EMPLOYEE NO :DISIGNATION :DEPARTMENT :GENDER : a) Male b) Female

Below statements have been framed basing on a rating scale, using the code given below

for each statement, please tick your choice ( ).

1. Are you happy being associated with Visakhapatnam Steel Plant?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

2. Are any Monetory & Non-Monetory benefits given for outstanding performance?a) yes b) no c) sometimes d) never.

3. Does Performance Appraisal system helps in assessing competency?a) yes b) no c) sometimes.

4.Does the performance appraisal help in creating an effective work environment & create positive relationships?a) yes b) no c) sometimes.

5. Do you agree that low performance is due to lack of skill?a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

6. Do you agree that performance appraisal is the right way to asses human potential?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

7. Do you agree that performance appraisal system forms proper basis for making decisions regarding promotions and rewards system?a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

8. Objectives of the Performance Appraisal System (PASS) are clearly spelt out?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

9. According to you, how often should the Performance Review take place?

a) Once a week b) Once a month c) Every 3 months d) Every 6 months.

e) Once a year.

10. What is your Satisfaction level with the current Appraisal System?

a) Very low b) Average c) High d) Very High.

11.Do you think 360 degree appraisal system should be adopted by the organization?

a) yes b) no c) sometimes d) never.

12. Does performance Appraisal System in VSP provide counseling to low performance?

a) Yes b) No c) Partially

13. Have you been sent to any training and development program after the performance

appraisal is done?

a) Yes     b) Never    c) Some times.

Thank you

1. Are you happy being associated with Visakhapatnam Steel Plant?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

• 90% of employees are happy being associated with Visakhapatnam Steel Plant and only 10% of employees expressed their dis satisfaction towards their organisation

2. Are any Monetory & Non-Monetory benefits given for outstanding performance?a) yes b) no c) sometimes d) never.

Here, 56% of employees persumed that organisation is not giving any Monetory & Non-Monetory benefits for outstanding performance, 33% felt that they are getting Monetory & Non-Monetory benefits and 11 % felt it is sometimes given not always

3. Does Performance Appraisal system helps in assessing competency?a) yes b) no c) sometimes. d) never

56% of employees persumed that Performance Appraisal system helps in assessing competency and 38% felt Performance Appraisal system does not help in assessing competency.

4.Does the performance appraisal help in creating an effective work environment & create positive relationships?a) yes b) no c) sometimes. d) never..

61 % of employees felt the performance appraisal help in creating an effective work environment & create positive relationships , 15% said no, and 24% persumed sometimes.

5. Do you agree that low performance is due to lack of skill?a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

56% of employees felt low performance is not due to lack of skill, it is because of will and

44% of employees felt low performance is just only due to lack of skill

6. Do you agree that performance appraisal is the right way to asses human potential?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

72% of employees agreed that performance appraisal is the right way to asses human

potential but nearly 28 % of employees disagreed

7. Do you agree that performance appraisal system forms proper basis for making decisions regarding promotions and rewards system?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

76% of employees persumed that performance appraisal system forms proper basis for making decisions regarding promotions and rewards system and 24% disagreed

8. Objectives of the Performance Appraisal System (PASS) are clearly spelt out?

a) Strongly disagree b) Disagree c) Agree d) Strongly agree.

75% of employees felt that Objectives of the Performance Appraisal System (PASS) are clearly spelt out and 25% disagreed.

9. According to you, how often should the Performance Review take place?

a) Once a week b) Once a month c) Every 3 months d) Every 6 months.

e) Once a year.

In visakhapatnam steel plant Performance Appraisal takes place twice in every year.most if the empployees opted the same. 56% of employees said that they want Performance Appraisal twicw a year, 29%of employees said thay want Performance Appraisal once a year, 15% of employees

10. What is your Satisfaction level with the current Appraisal System?

a) Very low b) Average c) High d) Very High.

46% of employees felt that the performance appraisal is just average, 35% of employees felt high and remaining 19% persumed their performance appraisal is very low.

11.Do you think 360 degree appraisal system should be adopted by the organization?

a) yes b) no c) sometimes d) never.

54% of the employees wants visakhapatnam steel plant to adopt 360 degree appraisal system , 46% of employees does’nt want to adopt.

12. Does performance Appraisal System in VSP provide counseling to low performance?

a) Yes b) No c) Partially d) never

44% of employees said that councelling is provided to low performance,29 % of employees

felt it is not provided and 27% of employees who partially agreed.

13. Have you been sent to any training and development program after the performance

appraisal is done?

a) Yes     b) No c) never    c) Some times.

60% of employees said that they never been sent to any training till date , 39% of employees

said that they attened training session as recommended.

BIBLIOGRAPHY

S. KHANDKHA S. CHAND PUBLICATIONK.K.AHUJAS (HRM) KALYANI PUBLISHERS

ARUN MONAPPA& MIRZAS PERSONAL MANAGEMENT TATA McGRAWHILL

ASWATHPPA HRM&PERSONAL MANAGEMENT TATA McGRAWHILL

P.SUBBA RAO HRM&IR HIMALYA PUBLISHERS

V.S.P.RAO & T.S.NARAYANA RAO MANAGEMENT PREMIER BOOK COMPANY