PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE

MASTER OF BUSINESS ADMINISTRATION

DECLARATION

I hereby declare that this project report titled Performance Review System for Electricity Distribution Company (Southco Utility) submitted by me to the department of Business Management of Southcoutility is a bonafide work undertaken by me and it is not submitted to any other University or Institute for the Award of any degree diploma/certificate or published any time before.

Name:

Date: (Signature)

ACKNOWLEDGEMENT

A Good start leads to a Fine end. The ideal way to begin documenting this project work would be to extend my earnest gratitude to everyone who has encouraged, motivated and guided me to make a fine effort for successful completion of this project.

I would like to thank XXXX, Director of Halcyon technologies for giving me an opportunity by taking me as an internee in their organization. This proved to be a very good learning experience for me, where I could get an exposure to all the aspects of real time Core HR activities.

I am very thankful to XXX, faculty of business management for guiding me throughout the project. My sincere Gratitude to the College Management for extending their co-operation for successful completion of my project.

I acknowledge with pleasure and owe my special thanks to XXXX, HR Manager, Halcyon Technologies for his continuous guidance and support throughout the project.

A final word of thanks goes to my Parents, Friends and everyone else who made this project possible. Your contributions have been most appreciated.

INDEX

Table of Contents:Page No.

1. Abstract 1

2. Objective of the study 2

3. Introduction 4

4. Company Profile 24

5. Methodology / Approach 38

6. Limitations of the Study 40

7. Data Analysis 41

8. Findings 46

9. Recommendations 48

10. Annexure-1 (Questionnaire) 52

11. Annexure-2 (Self Review Form) 55

12. Annexure-3 (Peer Feedback Form) 59

13. Bibliography 60

ABSTRACT

Southco Utility has given me an excellent opportunity of designing a new Performance Appraisal System for their company. It was designed after understanding the Southco utility Environment at whole.

Since my internship was for Two months, I could not be a part of the entire Appraisal System but only the Review system.

A customized and relevant Review System was prepared which would fulfill both the needs of Management and Employees. The Self Review Form and Peer Feedback form was designed and then sessions were conducted to make the employees understand the Process and importance of Performance Review. Then as scheduled the one-one meeting between the employee and their respective Team Leader was conducted and the final report was given to HR Manager.

This Review would help Employees in their upcoming Performance Appraisal where the hikes, incentives etc would be based on their targets set at the time of Review.

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Objectives of the Study

Southco Utility being a start - up company I got the opportunity to design a new Performance Review System under the guidance of HR Manager. The secondary objectives of my study were:

1. To develop an effective Performance Appraisal system.2. To know the Requirements of management regarding

the designing of new Appraisal system and Review System.

3. To help the Employee in understanding the Process of Performance Review.

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at

INTRODUCTION

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Performance Appraisal is a formal, structured system that compares employee performance to established standards. Assessment of job performance is shared with employees being appraised through one of several primary methods of performance appraisals. Elements in performance appraisal methods are tailored to the organization's employees, jobs, and structure.

Performance appraisals, also known as employee appraisal are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Each staff member is appraised by their line manager. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Performance appraisal is a part of career development and regular review of employee performance within organizations.

Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning.

Performance appraisal should also be viewed as a system of highly interactive processes which involve personnel at all levels in differing degrees in determining job expectations, writing job descriptions, selecting relevant appraisal criteria,

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developing assessment tools and procedures, and collecting interpreting, and reporting results

Performance appraisals are important for staff motivation, aligning individual and organizational aims, and fostering positive relationships between management and staff.

Appraisals must address 'whole person' development - not just job skills or the skills required for the next promotion. Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.

Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process.

Requirements for effective performance management system:

1. Effective performance management requires a good deal of face-to-face supervisor-employee interaction. By knowing the subordinates, a supervisor can steer them onto a path of greater productivity and optimized output. Long-term successful business owners view performance appraisal as a process of getting to know the people who work for them. It is the most significant and indispensable tool for an organization. It provides information, which helps in taking important decisions for the development of an individual and the organization.

2. Thus, one phase of the annual performance management cycle is performance appraisal, the

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process of reviewing employee performance vis-à-vis the set expectations in a realistic manner, documenting the review, and delivering the review verbally in a face-to-face meeting, to raise performance standards year over year through honest and constructive feedback. In the process management expects to reinforce the employee’s strengths, identify improvement areas so that one can work on them and also set stretched goals for the coming year.

An effective review process helps organizations in three areas:

1. Evaluation and improving personnel selection and training systems;

2. Preventing wrongful termination; and

3. Increasing real employee diversity

Some Basic Concepts:

Performance refers to an employee’s accomplishment of assigned tasks.

Performance Appraisal is the systematic description of the job-relevant strengths and weaknesses of an individual or a group.

Appraisal period is the length of time during which an employee’s job performance is observed in order to make a formal report of it.

Performance Management is the total process of observing an employee’s performance in relation to job requirements over a period of time (I.e. clarifying expectations, setting goals, providing on-the-job coaching, storing and recalling information about performance) and then making an appraisal of it.

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Information gained from the process may be fed back via an appraisal interview to determine the relevance of individual and work-group performance to organizational purposes, improve the effectiveness of unit and improve work performance of employees.

Performance and Development Planning (PDP):

PDP is a process for managers that aligns individual performance with company goals and ensures focus on the development of talent company-wide. PDP is an important step in their corporate effort to engage and enable employees to deliver their contribution to their business. Also, PDP serves to enable employees to identify and realize personal opportunities for development that are aligned to current and future business challenges.

Objectives of Performance Appraisal:

Let the employees know where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development.

Assessment of skills within an organization.

Set targets for future performance.

Effect promotions based on competence and performance.

Strengthen relationship between superior and subordinate.

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Assess the training and development needs of employees.

Identify the strengths and weaknesses of employees.

Decide upon a pay raise (increments).

Determine whether human resource programs such, as selection, training and transfers have been effective or not.

Form a basis for personnel decisions-salary (merit) increases, promotions, disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

Increase motivation to perform effectively.

Better clarify and define job functions and responsibilities.

Clarify organizational goals so they can be more readily accepted.

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Performance Appraisal Process

• Prepare - prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc - anything pertaining to performance and achievement

• Inform - ensure the appraisee is informed of a suitable time and place and clarify purpose and type of appraisal

• Venue - ensure a suitable venue is planned and available - private and free from interruptions

• Introduction - relax the appraisee - open with a positive statement, smile, be warm and friendly

• Review and measure - review the activities, tasks, objectives and achievements one by one

• Agree an action plan - An overall plan should be agreed with the appraisee, which should take account of the job responsibilities, the appraisee's career aspirations, the departmental and whole organization's priorities .

• Agree necessary support - This is the support required for the appraisee to achieve the objectives, and can include training and anything relevant and helpful that will help the person develop towards the standard and agreed task. Also consider training and development that relates to 'whole-person development' outside of job skills. Developing the whole person in this way will bring benefits to their role, and will increase motivation and loyalty.

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• Invite any other points or questions - make sure you capture any other concerns.

• Close positively- Thank the appraisee for their contribution to the meeting and their effort through the year, and commit to helping in any way you can.

• Record main points, agreed actions and follow-up - Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure documents are filed and copied to relevant departments.

Designing an appraisal program poses several questions, which need answers. They are:

1. Whose performance is to be assessed?

2. Who are the appraisers?

3. What should be evaluated?

4. When to appraise?

5. What problems are encountered?

6. How to solve the problems?

7. What methods of appraisal are to be used?

Discussion points in the appraisal:

1. Has the past year been good/bad/satisfactory or otherwise for you, and why?

2. What do you consider to be your most important achievements of the past year?

3. What do you like and dislike about working for this organization?

4. What elements of your job do you find most difficult?

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5. What elements of your job interest you the most, and least?

6. What do you consider to be your most important tasks in the next year?

Benefits:

The following are the benefits of a successful appraisal system:

1. For the Organization:

Improved performance throughout the organization due to:

- Effective communication of organization’s objectives and values

- Increased sense of cohesiveness and loyalty. - Managers are better equipped to use their leadership

skills and to develop their staff.

Improved overview of tasks performed by each member of a group.

Identification of ideas for improvement.

Communication to people that they are valued.

2. For the Appraiser:

Opportunity to develop an overview of individual jobs.

Opportunity to identify strengths and weaknesses of appraisees.

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Increased job satisfaction.

Opportunity to link team and individual objectives with department & organizational objectives.

Opportunity to clarify expectations that the manager has from teams and individuals.

Opportunity to re-prioritize targets

Means of forming a more productive relationship with staff based on mutual trust and understanding.

Due to all above Increased sense of personal value

3. For the Appraisee:

Increased motivation and job satisfaction.

Clear understanding of what is expected and what needs to be done to meet expectations.

Opportunity to discuss aspirations and any guidance, support or training needed to fulfill these aspirations.

Improved working relationships with the superior.

Opportunity to overcome the weaknesses by way of counseling and guidance from the superior

Performance appraisal drawbacks:

Performance appraisal program demands and depends too much on supervisors.

Sometimes certain standard ratings tend to vary widely and unfairly.

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Some raters can be tough, and some lenient. Some departments have highly competent people whereas others have less competent people.

Personal bias can replace organizational standards. Because of the bias, some non competent employees may get a favored treatment.

Sometimes there tends to be lack of communication. The employees may not even know they are being judged. No performance appraisal system can be effective if the appraised do not know the criteria under which they have been appraised and judged.

Biases in Performance Appraisal

Types Explanation Example

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Performance Appraisal Techniques:

Traditional Methods of Appraisals:

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PrimacyEffects

The initial pieces of information that people have about a person have an inordinately large effect on how that person is perceived.

A subordinate who made a good first impressionon his supervisor receives a better performanceappraisal than he deserves.

ContrastEffect

People’s perceptions of a person areinfluenced by their perception of others in an organization.

A subordinate’s average level of performance is appraised more harshly than it should be by her supervisor because all the subordinate’s coworkers are top performers.

StereotypesA type of schema built around somedistinguishing, often highly visiblecharacteristic such as race, gender,or age.

A 35-year-old supervisor gives a 60-year-old engineer a negative performance appraisal that indicates that the engineer is slow and unwillingto learn new techniques although this is nottrue.

HaloEffect

People’s general impressions of aperson influence their perceptions on specific dimensions.

A subordinate who has made a good overall impression on a supervisor is appraised as performing high-quality work and always meeting deadlines although this is not true.

Similar-to-me Effect

People perceive others who are similar to themselves more positively than they perceive those who are dissimilar.

A supervisor gives a subordinate who is similar to her a more positive performance appraisalthan the subordinate deserves.

Harshness,Leniency, andAverageTendency

When rating their subordinates’ performance, some supervisors tend to be overly harsh, some overly lenient. Others tend to rate everyoneas about average.

An exceptionally high-performing secretaryreceives a mediocre performance appraisal because his supervisor is overly harsh in ratingeveryone.

Knowledgeof PredictorBias

Perceptions of a person are influenced by knowing the person’s standing on a predictor of performance.

A programmer who scored highly on cognitive and numerical ability tests receives a more positive performance appraisal than she deserves.

1. Ranking

In this, the superior ranks his/her subordinates in order of their merit, from best to worst.

- It is done in a competitive group.

- It is done by placing the appraisee on numerical scales I.e. 1st, 2nd, 3rd etc. in the total group.

- Ranking of an appraisee on his job performance/traits against that of another member.

2. Person-to-Person/Paired Comparison

Under this method the appraiser compares each employee with every other employee, one at a time.

- Certain key performance areas/traits are developed. E.g.: Leadership, Creativity, Initiative etc.

- A scale for each factor is designed.

- A scale of people is also created for each factor.

- Each Appraisee is compared to every other person on the scale.

- Certain scores for each factor are awarded to the appraisee.

3. Grading

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- Certain categories of traits/performance criteria, which are worth of appraising, are established. E.g. cooperativeness, self-expression, dependability, job knowledge etc.

- The actual performance (Key performance area) of an employee is then compared to the predetermined grade definitions.

- Appraisee is allotted with the grade, which describes his performance in the best possible manner.

- Any grade that is selected should be well defined.

4. Graphic Scales

- A printed form, one for each person to be rated is used.

- The factors included in the form are Employee characteristics such as leadership, cooperativeness, enthusiasm, loyalty etc. or Employee contribution which includes quantity and quality of work, specific goals achieved, regularity of attendance, responsibility assumed etc.

- The traits can be evaluated on continuous scale – the appraiser places a mark along a continuum (range).

5. Checklist

- A series of questions are presented concerning an appraisee’s behavior.

- The appraiser has to reply to the questions in either negative or positive tone- (Yes/No).

- The value of each question may be weighted I.e. one can have predetermined scale and scoring to those questions.

6. Essay

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- A blank form is given to the appraiser.

- The form contains main heading such as employees’ characteristics, attitudes, job knowledge, potential etc.

- The appraiser is asked to put in words his impressions about the employee..

- It gives specific information about the employee.

7. Confidential Reporting

- It is the most traditional way of appraising employee’s performance. The basic assumption here is that since the superior is in direct contact he knows his subordinates better than any other and hence his appraisal would be more appropriate.

- The superior writes a paragraph or so about his subordinate’s strengths, weaknesses, intelligence, attitude to work, attendance, conduct and character, work efficiency, etc.

8. Critical Incident Method

- Initially a set of noteworthy (good or bad) on-the-job behaviours is prepared. This is usually in the form of incidents.

- These incidents are given to a group of experts who assign scale values depending upon the degree of desirability for the job.

- This checklist is used by superiors for evaluating the employees.

- This method helps in identifying the key areas where the employees are weak or strong.

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- It emphasizes rating on objective evidence and helps in counseling.

9. Forced Choice Technique

- In forced choice system the appraiser is forced to choose one from among a group of 4 statements that best fits the individual being rated and one which least fits him.

- Each statement is given a value or a score.

- The evaluator does not know the score value of statements; hence he cannot show any favor towards the appraisee.

- The method of arranging the traits involves a long process from getting the description of “good” or “bad” employees to establishing their validity and reliability.

Modern Methods of Appraisal:

1. Behaviorally Anchored Rating Scales:

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc). In this method, an employee’s actual job behaviour is judged against the desired behaviour by recording and comparing the behaviour with BARS. Developing and practicing BARS requires expert knowledge.

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2. Human Resource Accounting Method

Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the performance of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

3. Assessment Centres

An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics.

The major competencies that are judged in assessment centres are interpersonal skills, intellectual capability,

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planning and organizing capabilities, motivation, career orientation etc. assessment centres are also an effective way to determine the training and development needs of the targeted employees.

4. Management by Objectives

The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954.

Management by Objectives is basically a process whereby the superior and the subordinate managers of an enterprise jointly identify its common goals, define each individual’s major areas of responsibility in terms of the results expected of him and use these measures as guides for operating the unit and assessing the contribution of each of its members. Management by Objectives is primarily to change the behaviour and attitude towards getting an activity or assignment completed in a manner that it is beneficial for the organization. Management by objectives is a result-oriented process, wherein emphasis is on results and goals rather than a prescribed method. A number of companies have had significant success in broadening individual responsibility and involvement in work planning at the lowest organizational levels.

Management by Objectives is a process having following basic steps:

I. Set Organizational Goals II. Joint Goal SettingIII. Performance Reviews IV. Set check postsV. Feedback

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5. 360º Feedback

The 360º Feedback process is called multi-source assessment, taps the collective wisdom of those who work most closely with the employee, superiors, colleagues (peers), direct reports and possibly internal and often external customers. The collective intelligence these people provide on critical competencies or specific behaviours and skills gives the employee a clear understanding of personal strengths and areas ripe for development. Employees also view this performance information from multiple perspectives as fair, accurate, credible, and motivating.

As the 360º Feedback process better serves the needs of employees, it serves the changing needs of their organizations too. Organizations are reducing hierarchy by removing layers of management and putting more emphasis on empowerment, teamwork, continuous learning, individual development, and self-responsibility. The 360º Feedback Model aligns with these organizational goals to create opportunities for personal and career development.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superior’s appraisal

3. Subordinate’s appraisal

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4. Peer appraisal.

Electronic Appraisal System (eAPPRAISAL)

eAppraisal is a recently introduced method of performance appraisal that eliminates paper work. eAppraisal simplifies and enhances the employee performance appraisal process. It provides an organization with a powerful tool to help develop organization’s critical talent all year round. It is easier to conduct eAppraisals by automating the time-consuming process of administrating employee performance reviews. It is flexible and can be customized to suit an organization’s needs. The comprehensive workflow makes it easy for human resource professionals to manage the process by approving appraisal forms, monitoring the status and sending automatic email notifications to managers.

I. Features:

intranet-based Ease of use Sophisticated workflow Centralized

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User customizable performance appraisal forms Automated email notification and reminder notice Comprehensive status and action view for HR

manager Competency-based text answers and/or range scale Self-rating capabilities

II. Benefits: Appraisals are processed more quickly and

efficiently. Appraisal data is received by concerned

superior/manager in virtual real-time when the appraisal is uploaded into eAppraisal system..

Appraisals cannot be misplaced or lost, as is possible with hardcopies. Appraisals can be stored electronically and available online

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Company Profile

The Southern Electricity Supply Company Of Odisha Limited

(SOUTHCO) was incorporated on 19-11-1997 under the

Companies Act,1956 as a Public Limited Company. The

Company started functioning with effect from 26-11-1998,

under the distribution and retail supply license of GRIDCO,

after notification in the official gazette by the Govt. of

Odisha. SOUTHCO received the Distribution and Retail

Supply license from Odisha Electricity Regulatory

Commission (OERC) for distribution and retail supply of

electricity in the Southern Odisha, consisting of districts of

Ganjam, Gajapati, Rayagada, Koraput, Phulabani,

Kandhamal, Nawrangpur, Malkangiri, and Puri (some parts)

with effect from 01-04-1999. By virtue of Power Sector

reform in Odisha, SOUTHCO became a subsidiary of BSES

Limited, Mumbai on 1st April, 1999 by acquisition of 51% of

the shareholding of the Company by BSES Limited. The

Company has authorised and paid up capital of Rs.37.66

crores.

At present, SOUTHCO operates in the geographical area

covering 47,000 sq. kms. and provides electricity to about

four lakhs consumers in its licensed area.

OUR VISION

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SOUTHCO is committed to transform itself into a successful

and efficient electric supply company, responsive to the

needs and expectations of consumers and interests of all

stakeholders. Through teamwork and innovations, SOUTHCO

shall ensure.

Development of an efficient and reliable electricity supply

network which meets the requirement of diverse group of

consumers.

Development of the Company as a learning organisation

which consider customer satisfaction as main purpose of

business.

Streamlining of the billing system, revenue collection and

other value added services for consumers.

Strengthening of safety, loss reduction activities &

promoting environment protection

Operation:

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Receiving Station

The Following are the receiving stations under

SOUTHCO. Orissa.

Technical Complain

COMPLAINT HANDLING PROCEDURE RELATING TO

DISTRIBUTION AND RETAIL SUPPLY

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1 Aska 10 Balugaon

2 Tentulikhunti 11 Bhanjanagar

3 Therubali 12 Berhampur

4Balimela Power

House13 Chhatrapur

5 Machkund 14 Ganjam

6 Sunabeda 15 Jayanagar

7 Narendrapur 16 Mohana

8 Paralakhemundi 17 Phulbani

9 Sonepur 18 Rayagada

(APPROVED BY OERC)on January 10th 2001.

1. This “Complaint handling procedure relating to

Distribution and retail supply” (Complaint Handling

procedure, for short) is adopted by SOUTHCO s in

pursuance of condition 18.2 of the Orissa Distribution and

Retail Supply License No. 2/99 and approved by Orissa

Electricity Regulatory Commission vides its letter NO.

OERC/ENGG/79/2000 dated January 10th, 2001.

2. Nature of Complaints: The Consumer complaints are

catagorised under seven heads as below:

(1) Voltage complaints.

(2) Interruption/Failure of power supply.

(3) Load shedding/Scheduled shut downs.

(4) Problems in metering.

(5) Billing disputes.

(6) Disconnection and Reconnection of Power

Supply.

(7) Delay in providing new connection.

3. Time Limit : A summery of time limits for rendering

service to consumers in categories of complaint 1 to 6 are

as follows, where as for category no.7 details are

prescribed in the OERC (Condition of supply) Code, 1998.

S.No Types of Time limit for Rendering

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Service Service

(1) Low Voltage

15 days in case of local problems

and 6 months in cases requiring

augmentation of distribution

system.

(2)

Restoration

following

interruption/

failure of power

supply.

24 hours in all cases except in

case of major failures involving

transfers and 11 KV feeders

where it shall not exceed a

maximum of 7 days. However,

the above is subject to the

condition that no time limit is

fixed under force major condition.

(3)

Duration of load

shedding

/scheduled

shutdown

exceeding 12

hours per day or

counting for

more than 6

consecutive

days.

Prevent such recurrence within

72 hours of complaint.

(4) Meter problems.

(a) Meter

Defect to be rectified within 30

days and if meter needs

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supplied by

SOUTHCO Ltd.

(b) Meter

supplied by

consumer.

replacement the said

replacement has to be made

within 30 working days from the

date of removal of the meter.

(i) Engineer is required to advise

the consumer suitably for

testing/repair/replacement within

7 working days of noticing the

defect.

(ii) Meter testing, if so desired by

the consumer in SOUTHCO’s

testing laboratory, is to be done

within 15 days of deposit of fees

by the consumer.

(iii) Engineer will installed correct

meter within 14 days of handing

over of the said meter by the

consumer.

(5) Billing disputes. 60 days.

(6)

Disconnection

and reconnection

of power supply.

30 days

(7) New connection Details as prescribed in OERC

distribution (Conditions of supply)

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code, 1998.

5. Complaints before Bijuli Adalat :

........While seeking redressal of grievances, if the

consumer is not satisfied with response of the higher

officer responsible for the particular type of complaint as

mentioned in the above paragraphs, he may file a petition

with Bijuli Adalat in the office of the Superintending

Engineer ( or Equivalent) in Performa. The petition should

be filed in duplicate at least 15 days before the date of

Bijuli Adalat in the prescribed Performa together with a

self addressed envelop with necessary postage for issue

of notice to him under certificate of posting for

appearance before the Adalat. (Advance notice regarding

holding Bijuli Adalat on a fixed date, including the scope

of the Adalat shall be published by the Superintending

Engineer (or equivalent) in different news papers for

information of general public). Bijuli Adalat, it’s

establishment and function is guided by a detailed

procedure of SOUTHCO, which is separately approved by

OERC.

........The Bijuli Adalat shall comprise of two members; a

person with legal or judicial standing should be presiding

member and one retried electrical engineer conversant

with working of distribution companies/ erstwhile OSEB

shall be the technical member. The superintending

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Engineer (or equivalent) in charge of distribution circle

shall be the convener of the Adalat.

6. Complaint before the OERC. :

........It is the endeavor of the company to respond to

complaints of the consumers timely and effectively. In

case a consumer is not satisfied after taking reasonable

steps in accordance with complaint handling procedure as

indicated earlier, the consumer has a right to approach

the OERC in accordance with the grievance redressal

procedure published by OERC. Further in case of

contravention of specific regulation of Orissa Electricity

Regulatory Commission Distribution (Condition of Supply)

code 1998, the consumer may file formal complaint to

OERC complaint under the provision of the same code.

CLASSIFICATION FOR CONSUMERS

80. Licensee may classify or reclassify the consumer into

various categories from time to time as may be approved

by the Commission and fix different tariffs and conditions

of supply for different class of consumers. The present

classification is as follows:

(a) Domestic : This category relates to supply of power

to residential premises for domestic purpose only and

shall include consumers under Kutirjyoti Programme. This

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shall also include supply to occupants of flats in

multistoried buildings or residential colonies receiving

power at single point for domestic purposes when

connected load for non-domestic load exceeds 10% of the

total connected load. Incase the non-domestic load

exceeds 10% of the total connected load; they shall be

treated as commercial or general-purpose consumers as

applicable. This shall not cover residential colonies

attached to industrial establishment where power supply

is drawn through the meter of the industrial

establishment.

(b) Commercial : This category relates to supply of

power to premises to which are used for office, business,

commercial or other purposes not covered under any

other category with a contract demand up to but

excluding 110KVA and where the non-domestic load

exceeds 10% of the total connected load.

(c) Street Lighting : This category relates to supply of

power to local authority or public body for providing

streetlights. (d) Railway Traction : This category relates

to supply of power for railway traction.

(e) Irrigation Pumping and Agriculture : This category

relates to supply of power for pumping of water in lift

irrigation, flow-irrigation, and for lifting of water from

wells, nallahs, streams, rivulets, rivers, ponds, dug wells

exclusively for agricultural purposes.

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(f) Public Water Works and Sewerage Pumping

Installation : This category relates to supply of power for

public water supply and sewerage pumping installations

owned and operated by the State Government, local

bodies or their agencies.

(g) General Purpose : This category relates to supply of

power for all general purposes comprising mixed load and

with a contract demand of 110 KVA and above where the

non-domestic loads exceeds 10% of the total connected

load.

(h) Public Instructions : This category relates to supply

of power to educational institution including hostels,

government hospitals, government dispensaries, primary

health centers, charitable dispensaries, religious

institutions, dharma Salas, electrics crematoriums and

non-commercial sports organizations.

(i) Small Industries : This category relates to supply of

power of power for industrial production purpose with a

contract demand below 22 KVA, where power is generally

utilized as motive force.

(j) Medium Industries : This category relates to supply

of power for industrial production with contract demand of

22 KVA but below 110 KVA, where power is generally

utilized as motive force.

(k) Large Industries : This category relates to supply of

power for industrial production with contract demand of

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110 KVA but below 25000 KVA, where the power is

substantially utilized as motive force for industrial

production.

(l) Heavy Industries : This category relates to supply of

power to industries with a contract demand of 25000 KVA

and above where power is substantially utilized as motive

force.

(m) Mini Steel Plant : This category relates to supply of

power to steel manufacturing units licensed to operate as

mini steel plants with contract demand of 4444 KVA and

above where power is ordinals utilized in induction or arc

furnaces.

(n) Power Intensive Industries : This category relates

to supply of power to industries where power is

substantially utilized as raw material involving electro-

metallurgical process with a contract demand of and

above 2000 KVA.

(o) Temporary Supply : This category relates to supply

of power to meet temporary needs on special occasions

including marriage or other ceremonial functions, fairs,

festivals, religious functions or seasonal business provided

that such power supply doesn’t exceeded a period of six

months.

(p) Industries Owning Generating Plants (Captive

Power Plants) Availing Emergency Supply Only : This

category relates to supply of power to industries with

34

generating plants or including Captive Power Plants only

for start-up of the unit or to meet their essential auxiliary

and survival requirements in the event of the failure of

their generation capacity. Such emergency assistance

shall be limited to 25% of the rated capacity of the largest

unity in the Captive Power Plant or Generating plant. In

case any special provision is made in a Power Purchase

Agreement, approved or accepted by the Commission,

such provision shall apply in such cases, subject to the

provisions of this code.

Consumers under Special Agreement : 81. The

licensee may, having regard to the nature of supply and

purpose for which supply is required, fix special tariff and

conditions of supply for the consumers not covered by the

classification enumerated in this code. For such purpose

licensee may enter into special agreements with the

approval of the Commission with suitable modifications in

the standard agreement form. The commission shall

separately approve the tariff in such cases.

Reclassification of Consumer : 82. If it is found that a

consumer has been classified in a particular category

erroneously or the purpose of supply as mentioned in the

agreement has changed or the consumption of power has

exceeded the limit of that category or any order of

reduction or enhancement of contract demand has been

obtained, the engineer may reclassify him under

35

appropriate category after issuing notice to him to

execute a fresh agreement on the basis of the altered

classification or modified contract demand. If the

consumer doesn’t take steps within the time indicated in

the notice to execute the fresh agreement, the engineer

may after issuing a clear seven days show cause notice

and after considering his explanation, if any, may

disconnect the supply of power.

Energy Saving Tips

1 Use Tubelights instead of bulbs.

2 Use electronic chokes in Tube lights.

3 Keep your electrical equipment and fixtures clean.

4 Use faint colors to the walls.

5 Switch off tubelights, fans etc. when not in use.

6Use electronic regulators for fans instead of ordinary

regulators.

7 Defrost refrigerator regularly.

8 Do not open refrigerator frequently.

9Ensure that the air-conditioned space is properly

closed.

10 Clean regularly the filters of air-conditioners.

11 Set geyser thermostat at the minimum.

36

12 Buy electrical equipments of ISI marks only.

13Do not overload washing machine more than the

prescribed limit.

Methodology / Approach

As per the requirement of the management to design a new

policy for performance Review system, I basically analyzed

the questionnaire given to employees to know their

perception regarding the Review System and collected

information on websites regarding the various methods of

appraisals, the process of Performance Appraisals etc and

also referred to books to get the idea of the concepts. The

practical approach was by –

Understanding the perspective of Management.

Studying the kind of Appraisal suitable for Halcyon

environment.

The time period required for the Review to be

completed.

.

The following procedure was adopted:-

37

1. Before starting up the process and coming up with

new policy we thought of taking up the overall outlook

with respect to Performance Review. We designed a

Questionnaire to analyze the Perception of

Employees.

2. The management was approached to discuss the

contents of Review policy so that an effective policy

can be designed which will be useful hence forth.

3. A customized Performance Review Policy was

designed which was a combination of two methods of

Appraisal I.e. Self Review method and Peer Feedback

method.

4. Self Review method is a method were the employee is

asked to give a self rating for himself on the tasks

done by him. Later on these same tasks will be

appraised by the appraiser and he gives his rating on

the same tasks. Peer feedback is the feedback given

by the other employees to his/her colleague on his

technical knowledge as well as the behavioral aspect

in the organization.

5. A Presentation on the Performance Review Process as

well as the Criteria to give Ratings was given to team

members and the Team Leaders so that they have a

clear understanding about it.

38

6. Then the team members were asked to fill up the Self

Review Form and submit it to the HR department

which in turn passed it to the team leaders.

7. A one to one meeting was fixed with the team leader

by the team members accordingly. This was to

discuss various aspects of performance of the

employee like discussing the ratings given by the

appraise and to evaluate his overall performance and

set new goals.

8. Then the appraiser gives his own rating to the

employee after the one – one discussion and then the

report is submitted to the reviewer and a final

discussion takes place with the HR Manager to

proceed with the next course of action like setting of

goals, hike in salaries, performance linked incentives,

etc..

Limitations:

The Appraisal Process was designed but I could be a

part of only Review Process which was conducted in the

month of April.

Due to time constraint the Post Feedback of Employees

regarding the Review Process could not be taken.

39

Data Analysis:

M y s e l f - a s s e s s m e n t r e s u l t c o n t r ib u t e s t o m y f in a l a p p r a is a l r e s u l t

7 0

2 0

1 0

S t r o n g l y A g r e e

N e u t r a l

S t r o n g l y D i s a g r e e

40

T h e R e v ie w w i l l h e lp m e t o im p r o v e m y f u t u r e w o r k in g p e r f o r m a n c e

6 03 0

1 0

S t r o n g l y A g r e e

N e u t r a l

S t r o n g l y D i s a g r e e

I k n o w a l l t h e a s p e c t s a n d s t a n d a r d s t h a t a r e u s e d t o e v a lu a t e m y

p e r f o r m a n c e

3 0

3 0

4 0 S t r o n g l y A g r e e

N e u t r a l

S t r o n g l y D i s a g r e e

41

D o y o u f e e l c o n f id e n t t h a t y o u w i l l b e a b le t o b e n e f i t a s a n a p p r a is e e in t h e r e v ie w s e s s io n s w i t h y o u r t e a m le a d

3 5

3 5

3 0S t r o n g l y A g r e e

N e u t r a l

S t r o n g l y D i s a g r e e

D o y o u t h in k y o u n e e d a t r a in in g p r o g r a m in r e la t io n t o C la r i t y o f

P r o c e d u r e s

3 5

4 5

2 0T o A n E x t e n t

T o t a l l y

N o t A t A l l

42

D o y o u t h in k y o u n e e d a t r a in in g p r o g r a m in r e la t io n t o P r o c e s s o f

P e r f o r m a n c e R e v ie w

4 5

4 0

1 5T o A n E x t e n t

T o t a l l y

N o t A t A l l

D o y o u t h in k y o u n e e d a t r a in in g p r o g r a m in r e la t io n t o S e l f R a t in g

4 0

4 0

2 0T o A n E x t e n t

T o t a l l y

N o t A t A l l

43

W h a t a r e y o u lo o k in g f o r w a r d t o c h a n g e P o s t R e v ie w

7 5

1 51 0

S a l a r y

R e s p o n s i b i l i t y

T e a m S t r u c t u r e

H o w d o y o u r a t e t h e im p o r t a n c e o f G e n e r a l W o r k B e h a v io r in y o u r

R e v ie w P r o c e s s ?

0

6 0

4 0

N o t Im p o r t a n t

s o m e w h a ti m p o r t a n t

M o s t Im p o r t a n t

44

A r e y o u a w a r e o f t h e c o n c e p t o f P e e r F e e d b a c k

6 01 0

3 0T o A n E x t e n t

T o t a l l y

N o t A t A l l

Findings

As the whole Process was designed by the HR department, I

was also involved in it from the designing stage to the

implementation part of the Review system. In this process I

could recognize the benefits derived out of this system as

well as observed some drawbacks.

My Findings from the questionnaire were:

45

1. The perception of employees regarding performance

Review was a hike in Salary, which is not the case in

reality.

2. After knowing the requirements of employees a

training session was conducted to help the employees

understand the need and process of Performance

Review and Criteria to give Self Rating.

3. They were aware of the fact that the General Work

Behavior would play a major role in their Review but

were unaware of all the Standards and Aspects used

to Evaluate their Performance

Other Findings:

4. The process did not take place in the exact time frame

as planned and scheduled.

5. A good improvement was seen in the inter-personal

relationship between the team leader and

subordinates.

6. Many employees could not justify the ratings given by

them in the Self Review Form.

46

7. It helped the employees in understanding their past

performance and setting up of targets and goals for

future.

8. They got to understand the organizational needs and

it helped in developing a sense of belongingness

towards the company.

9. It helped the management in identifying the Caliber of

employees and encourage the same.

10. The employer and employees got a platform to

understand each other in a better manner.

11. The management was too much dependent on

team leaders for conducting

Reviews.

12. When the Peer Feedback Form was given

employees were too hesitant in giving ratings to their

colleagues.

Recommendations

After the successful completion of the whole Process of

Performance Review under the supervision of the HR

Manager I.e. by recognizing the need for Review policy,

designing the policy, taking up a presentation to explain the

importance and process of Review, attending the meetings

with the team leader, being a part in discussions by the

management regarding appraisals and analysis of the

feedback given by employees helped me to evaluate the

47

benefits and shortcomings of the Performance Review

Process and recommend the measures to improve the same.

The recommendations are as follows:

1. Identify the KRA’s (Key Resource Areas) and communicate

the same to the employees so that he can be judged

appropriately based upon it.

2. The employees must be motivated to fill in the self review

form appropriately.

3. They must be appreciated for their individual

achievements during the period and training/guidance

must be given if they lack in some areas.

4. The review must be conducted informally once in every

month so that the desired result can be achieved at the

time of actual review.

5. The team leader should treat everyone equally without

any bias and give appropriate ratings to each member

depending upon their performance.

6. The employees must be educated regarding the

importance of Peer feedback that the true rating, be it

positive or negative will help his colleague in

understanding his abilities and drawbacks and he can

develop himself on those aspects.

7. To motivate employees for their extra ordinary

performance apart from the PLI’s there must be some

48

token of appreciation given for him in the form of

promotions or a simple gift voucher etc.,

8. The token of appreciation should be given to those

employees whose performance was extra ordinary as well

as who have been in the organization for a longer period

of time.

9. The feedback from employees must also be taken

regarding the working style of management so that the

management functions can also be improved. They must

be given the freedom to express their concerns.

10. While conducting the Performance Review the team

member must also be given the right to rate his team

leader or provide him the feedback because a cordial

relation between the team lead and members of the team

is very important and the lack of good understanding may

hamper the team work.

11. The problems or hindrances which are faced by

employees should be taken care of, so that the employee

is satisfied and works enthusiastically.

12. The employees must be informed before – hand that

he needs to provide a proper justification for the ratings

given by him and it will ultimately help him to recognize

his accomplishments and drawbacks.

13. The one to one meeting should be conducted in a

peaceful manner so that it does not lead to any argument

and the desired objective is achieved.

49

14. Measures must be taken for effective time

management because the delay in the process will lead to

distractions.

15. Suggestions must be taken from employees after the

review process in order to make it more effective.

16. The career goals and career prospects of an employee

must be taken into consideration so that they stay

committed to the organization.

17. The negative feedback should be given and taken in a

constructive manner.

18. There must be delegation of authority so that one

individual doesn’t feel the pressure of handling all the

responsibilities.

19. Efforts must be taken to reduce the communication

gap between the employees and management.

20. All the employees of the organization must maintain a

personal diary to record their day to day achievements as

well as the problems they faced during performing a

particular task so that he has a record of all the things and

it can be reproduced in front of the team leader or

management as and when the need arises.

50

Performance Review Questionnaire

1. My self-assessment result contributes to my final appraisal result.

a. Strongly agreeb. Neutralc. Strongly disagree

2. The Review will help me to improve my future working performance

a. Strongly agreeb. Neutralc. Strongly Disagree

3. I know all the aspects and standards that are used to evaluate my performance.

51

a. Strongly agree b. Neutral c. Strongly Disagree

4. Do you feel confident that you will be able to benefit as an appraisee in the review sessions with your team lead?

a. Strongly agree b. Neutral c. Strongly Disagree

5. Do you think you need a training program in relation to Clarity of Procedures?

a. To an Extentb. Totallyc. Not at all

6. Do you think you need a training program in relation to Process of Performance Review?

a. To an Extentb. Totallyc. Not at all

7. Do you think you need a training program in relation to Self Rating?

a. To an Extentb. Totallyc. Not at all

52

8. What are you looking forward to change Post Review?

a. Salaryb. Responsibility c. Team Structure

9. How do you rate the importance of General Work Behavior in your Review Process?

a. Not Importantb. Some What Importantc. Most Important

10. Are you aware of the concept of Peer Feedback ?

a. To an Extentb. Totallyc. Not at all

53

54

Self Review Form

Name Reviewer DOJ

Designation DOR

Location Period

I. OBJECTIVE REVIEW & FEEDBACK

(To be filled in by the Employee and discussed with the Director/ Person reporting to)

Rating 1: Poor Performance, 2: Below Par, 3: At Par, 4: Above Par, 5: Excellent

55

No Tasks Self Review Rating Reporting head Review Rating

1.

2.

3.

4.

5.

6.

II. Other assignments/tasks /achievements that you would like to mention other than those stated in

Section I.

No Assignments /Achievements Remarks

III. Specify the most important factors affecting your work

Facilitating Hindering

IV. Notes: (Write here a brief description about your work at Halcyon)

Signature of the Employee

56

V. Reviewer’s Feedback

SECTION VI - “ General Rating ”

(To be filled in by the reviewer)

Technical Skills Comments Rating Soft Skills Comments Rating

Technical

Knowledge

Communications

Coding Skills Team playing

Analytical and

Logical Skills

Attitude

Standards Proactive

Learn ability Bottom line

responsibility

Signature of the Reviewer

57

SECTION VII - “ OBJECTIVE SETTING ”

(To be filled in by the Employee after discussion with the Director/ Person reporting to)

No Objectives Target Date Comments of Director/ Reporting Head

1.

2.

3.

4.

5.

6.

Signature of the Employee Signature of the Director/Reporting Head

58

Peer Feedback Form

Your Name ---> Anna               

Team MemberYour Feedback on the Skills of the Team Member

Pradeep Sundeep  

 Rating Remarks

Rating Remarks Rating

Communication skills          

Technical skills          

Bottomline Responsibility          

Proactiveness          

Job Knowledge          

Leadership Skills          

Learnability          

Team Player          

Process adherence          

Quality of the work product          

Timeliness          

Any other Feedback points          

           

           

           

           

           

           

           

Worst 0

Bad 1

Ok 2

Good 3

Very Good 4

Excellent 5

59

Bibliography

Human Resource Management : Gary Desler

Appraising and Developing Managerial Performance : T.V.Rao

Websites:

www.citehr.com

www.google.com

www.custominsight.com

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