Opgc Project

7/30/2019 Opgc Project

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EXECUTIVE SUMMARYOn partial fulfillment of the Post Graduation course in Management in

which an internship program has been incorporated in the curriculum, during which

a study has to be done in an organization mainly to extract a practical knowledge

and to learn the application of theoretical knowledge in the real corporate world. The

professional training is an integral part of an PGDM program. It helps the students

to understand the practical aspects of managing business in much better ways.

As a part of my PGDM program at Interscience Institute of Science &

Technology, Bhubaneswar I was supposed to work for a period of 45 days or

six weeks. I was required to undertake a detailed study of performance

management system (PMS) for executives as whole in human resource department.

This part of the PGDM has helped me in applying my theoretical knowledge into

practical experience. The 45 days training process has helped me in getting a

sufficient knowledge of how the theories and theorems in various books are applied

in the real world.

The Company OPGC was incorporated on November 14, 1984 under the

Companies Act as a private limited company under the name Orissa Power

Generation Corporation Limited..

I conducted a research work at the OPGC Bhubaneswar corporate

headquarter to get a thorough understanding of the system of performance

management for the employees that the organisation is following. as for the method

of data collection. I collected some data directly from the primary sources like the

responses from the executives regarding the system was collected through the

questionnaires, the online appraisal form and the statistical data were collected

directly from the sources. And some other secondary sources collection were also

used. For example the companys official website was used for some deriving some

information. The summer training programe was really a learning experience and I

hope this will be useful and helpful to OPGCand to me in coming days of my life.


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Project report on PMS at OPGC

Table of Contents

Chapter No. Contents Page No.

1 Company Profile

History of company

Vision

Mission

Corporate objective

Organizational structure

Data of the company

1-9

2 Theoretical Framework

PMS Introduction

Objective of the study

Scope of the study

Significance of the study

Research design

Research methodology

Limitation of the study

10-22

4 Performance Management

System at OPGC,Bhubaneswar

Introduction

Objectives

PMS calculations of

different levels Survey of PMS

Recommendations

23-66

5 Conclusion 67

1. Objective of the project

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Project report on PMS at OPGCOver the present research an attempt has been made to the study existing

Executive Performance Appraisal System at OPGC.

The major objectives of the present study are as follows:

To study the effectiveness of the existing performance appraisal systems.

To study the purpose of performance appraisal in OPGC.

To evaluate the existing system.

To find the relative gaps in the performance of the appraisal.

To identify the problem in the system and provide measure for

improvement.

To study the contribution of executive towards the growth and success of

the organization.

2. About OPGC

Orissa Power Generation Corporation Limited(OPGC) was incorporated on

November 14, 1984. OPGC started as a wholly owned Government Company of the State of

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Project report on PMS at OPGCOrissa with the main objective of establishing, operating & maintaining large Thermal power

generating stations.

In the pursuit of its objective, OPGC established IB Thermal Power Station having two

units of 210 MW each in the Ib valley area of Jharsuguda District in the State of Orissa.

These Units have become operational since 1994 (1st Unit) and 1996 (2nd Unit)

respectively.

The entire generation from these units is committed to Gridco the state owned Power

Transmission & Trading Company on the basis of a long-term power purchase agreement.

As a part of the reform in the energy sector of the state, 49% of the equity was divested in

favor of a Private investor (American Company) i.e. AES Corporation, USA in early 1999.

OPGC with its present ownership structure is unique of its kind in the country and has

excellent track record of plant performance and earnings.

The Company has owned many state as well as national level awards and recognition

Today OPGC has firmly established its credentials as a successful power generating

company both technically & commercially by providing safe, clean & reliable power.

2. Vision & Goal

To be one of the best and reliable power utilities of India

To make every work place a safe work place

To keep the environment clean

To be socially responsible for employees and society

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http://www.opgc.co.in/abt/a2.asphttp://www.opgc.co.in/abt/a2.asp


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3.1. Present business

As its maiden venture, the company has set up two thermal power plants with a capacity of

210 MW each in the IB valley area of Jharsuguda District in the State of Orissa (Ib Thermal powerStation) at a cost of Rs.11350 million. The locational advantage of the power plant lies in its close

proximity to the coal mines as well as to the Hirakud reservoir. This gives the company the distinct

advantage of low cost of Raw Material leading to low cost generation.

It has also undertaken the construction of seven Mini Hydel stations having a total capacityof 5075 kW as a technological demonstration.

The entire generation from Ib Thermal Power Station is committed to the state transmission

utility GRIDCO on the basis of a long term Power Purchase Agreement. Payment is securedthrough an Escrow Account and revolving Letter of Credit.

Shareholder Percentage No. of Shares Amount (In Rs.)

Govt. of Orissa 51 25,00,109 25,00,109,000

AES India Pvt. Ltd. 16.25 7,96,178 7,96,178,000

AES OPGC Holding (incorporated in

Mauritius)32.75 16,05,887 16,05,887,000

Total 100 49,02,174 49,02,174,000

3.2. Board Of Directors & Key personnel

The management of the affairs of OPGC vests in the Board of Directors. The

SHAREHOLDERS AGREEMENT, envisages equal number of nominees from both the investors.

While the Chairman and Director (Finance) are nominated by Govt. of Orissa, the Managing

Director and the Director (Operation) are the nominees of the strategic partner, AES. The present

Board of Directors consists of 6 members i.e. 3 members nominated by each partner.

Commissioner-cum-Secretary - Energy, Govt. of Orissa is the ex-officio Chairman of the

Company. The Managing Director is in-charge of the day-to-day management under the

supervision of the Board. They in turn are assisted by a team of dedicated and experienced

professionals in various fields. It is one of the three companies in the State Sector which has

signed a corporatization agreement which has bestowed considerable freedom to the Board of

Directors in managing the affairs of the company.

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G. Mathivathanan, IASChairman

Mr. Venkatachalam KManaging Director

Mr. Indranil DuttaDirector Operation

Mr. Santosh Kumar Pattanayak,IRASDirector Finance

Mr. Hemant Sharma, IASDirector

Mr.Venu Gopal NambiarDirector

3.3.Strength of OPGC This is a Pithead Power plant with coal field located nearby & a Merry go round system for

Coal transportation. There is adequate water availability from the nearby Hirakud Reservoir with an Intake

Channel connected to Reservoir.

Long term PPA with the State Power Transmission utility i.e. GRIDCO for 100% off-take.

Payment security mechanism comprising Escrow Account and revolving Letter of Credit

with Gridco.

Infrastructure like land and common facilities are already available for expansion of two

more units.

A Dedicated workforce of Young Engineers & support staff.

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4. Community

ITPS has a Good Town Ship with all modern amenities. The township. along with the plant is

surrounded and well protected with a boundary wall of 12 KM length. The township comprises

quarters for 672 Employees. It contains Training Hostel, Erector's Hostel( Guest House), English

Medium DAV school, Oriya Medium High School, Officers

Club, Community Center,

Shopping Complex,

Hospital, Banks, Post Office, Bust

stand, temple & Helipad. Just

at the out skirt of the

boundary there is

Banharpalli police station

with barrack.

4.1. Peripheral Development

OPGC has been regularly contributing substantial fund for developmental activities of various

infrastructures of peripheral villages some of which are :

Construction & development of village Road.

Village School/ College Bdg. Renovation, construction& repair.

Construction of Community Centers, Club Bdg.

Renovation of Village Pond.

Providing Free medical counseling & treatment topeople of all peripheral villages.

Extending educational facilities (at IBTPS ) to people of all peripheral villages.

Providing various aids to village Schools / Colleges such as Furniture, Library & science

equipments, computers.

Providing Drinking water facilities & execution of lift irrigation Projects.

Assistance for Rural Electrification to nearby villages.

4.2.OPGC PERIPHERY DEVELOPMENT POLICY

As part of corporate social responsibility, OPGC will undertake periphery development work whichwill help the community at large. OPGC at present has its operations at one location i.e. IB

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Project report on PMS at OPGCThermal Power Station, Banharpalli. So, its main focus will be on adjacent areas of ITPS. Themain areas on which OPGC will support the Local community will be;

1. Health

2. Education3. Drinking Water

4. Road

5. Street Lighting

6. Lift Irrigation

7. Cultural & Sport Functions

5. Generation Data

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Year Generation (MU) PLF % % Aux. Cons. Sp.Oil.Cons.ML/ Kwh

Sp.CoalCons. Kg/Kwh

2009-10 2955.39 80.32 10.46 0.84 0.86

2008-09 3187.33 86.63 10.35 0.67 0.88

2007-08 3043.54 82.99 10.11 0.62 0.88

2006-07 3317.81 90.18 10.15 0.383 0.827

2005-06 3094.78 84.12 10.23 0.399 0.842

2004-05 3166.42 86.04 10.34 0.652 0.834

2003-04 3010.48 81.60 10.94 1.199 0.872

2002-03 2621.13 71.24 11.06 1.673 0.850

2001-02 2598.81 70.64 10.69 1.518 0.844

2000-01 3001.58 81.58 10.58 1.697 0.847

1999-00 3166.37 85.82 10.26 1.214 0.856


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OPGC has been regularly contributing to the shareholders as well as for social cause as may beseen from statistics below.

Year Turnover Profit % Dividends Total Govt. of Orissa AES

2009-10 455.94 81.19 0 0 0 0

2008-09 464.87 111.37 21 102.94 52.50 50.44

2007-08 484.69 168.7 0

2006-07 477.07 170.22 0

2005-06 439.82 161.91 24 117.66 60.00 57.66

2004-05 426.69 153.37 24 117.66 60.00 57.662003-04 423.11 147.50 23 112.75 57.00 55.25

2002-03 473.28 197.23 30 147.07 75.00 72.07

2001-02 411.59 132.22 35 171.58 87.50 84.08

2000-01 418.03 109.89 30 147.07 75.00 72.07

1999-00 456.52 124.39 15 73.53 37.50 36.03

1998-99 430.39 112.80 30 147.07 75.00 72.07

1997-98 381.01 66.15 - - - -

1996-97 330.53 104.596 7.5 33.75 33.75 -

Total 6,073.54 1,841.54 239.5 1,171.08 613.25 557.33

Manpower

1

Executives- 112

Non-executives- 383

NMR- 13

MEs- 15

AES- 11

Contract- 06 Cost & Mgt Trainee- 04


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6. Plant Photographs

Service Building Front Plant view from Swyd.

Plant view from Chimney topMD Sri Srinivas Rao taking Guard of Honor

on Republic Day

TG, Boiler & Bunker building at night Plant view from an angle

Main Control Room

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7. Introduction to PMSOrganization is a consciously coordinated social entity with a relatively identifiable

boundary that functions on a relatively continuously basis to achieve a common goal or set of

goals. 4ms of organization are money, material, machine and manpower. Organization functions

with these 4ms and its effectiveness depends upon effective management of these 4ms. So

manpower that is human resource is an important source of an organization. HRD concept

emerged to effectively manage human resource of an organization.

HRD is a process by which the employees of an organization are helped in a continuous

and planned way to acquire or sharpen capabilities required to perform various functions

associated with their present or future roles, develop their general capabilities as individuals and

discover and exploit their own inner potential for their general capabilities as individuals and

discover and exploit their own inner potentials for their own and organizational development

purposes. HRD process is facilitated by mechanisms like performance appraisal, training,

organizational development, feedback and counseling, career development, potential

development, job rotation and rewards.

Among 4ms of organization man manages other 3ms of organization. So performance

of organization depends on performance of its man power or employees. Performance refers to

how an employee is fulfilling the requirement of the job management in the organization.

The modern and systematic performance appraisal system enables the management to

know to what extent it has been in releasing the organizational goals and at the time of the

individual comes to know his relative worth in terms of his performance. In this regard the topic ofexecutive performance appraisal system in OPTCL has been chosen to find out the degree of

effectiveness of the system.

8. Steps for developing a systematic performance appraisal

8.1. Identify key performance criteria

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Project report on PMS at OPGC Development of key performance criteria should be based on a comprehensive job

description and undertaken in consultation with employees.

8.2. Develop appraisal measures

In order to obtain accurate and valid performance appraisals, appraisal measures should

be tailored to the specific job or job family (i.e., groups of similar jobs). An evaluation of factors in

the work environment which help or hinder performance is also recommended. This ensures that

realistic expectations are set for employees performance, and is also likely to increase the

perceived fairness and acceptability of performance appraisals.

8.3. Collect performance information from different sourcesTraditionally, it has been the sole responsibility of managers / supervisors to assess

performance. However, other organizational members (e.g., clients, coworkers, subordinates) can

be a valuable source of information as they are likely to have exposure to different aspects of an

employees performance. Collecting information from multiple sources can increase the accuracy

of performance evaluation (i.e., reduce bias), and increase employees perceptions of fairness.

8.4. Conduct an appraisal interview

The two central purposes of the appraisal interview are to:

1. Reflect on past performances to identify major achievements, areas for further improvement,

and barriers / facilitators to effective performance

2. Identify goals and strategies for future work practice.

The appraisal interview should be a constructive, two-way exchange between the supervisor and

employee, with preparation for the interview done by both parties beforehand.

8.5. Evaluate the appraisal process

The performance appraisal process should undergo regular review and improvement.

For example, focus groups or surveys could be conducted to gauge employees perceptions of the

appraisal process. A successful performance appraisal process should demonstrate a change in

both the ratings of employees performance and aspects of the work environment that impact

upon work performance.

8.6.Best practice in performance appraisal

In essence, best practice in performance appraisals involves:

Integrating performance appraisal into a formal goal setting system

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Project report on PMS at OPGC Basing appraisals on accurate and current job descriptions

Offering adequate support and assistance to employees to improve their performance

(e.g., professional development opportunities)

Ensuring that appraisers have adequate knowledge and direct experience of the

employees performance

Conducting appraisals on a regular basis.

9.Objectives of performance appraisal system

a) Salary Increase

Performance appraisal plays a role in making decision about salary increase. Normally salary

increase of an employee depends upon on how he is performing his job. There is continuousevaluation of his performance either formally or informally. This may disclose how well an

employee is performing and how much he should be compensated by way of salary increase.

b) Promotion

Performance appraisal plays significant role where promotion is based on merit and seniority.

Performance appraisal discloses how an employee is working in his present job and what are

his strong and weak points. In the light of these, it can be decided whether he can be promoted

to the next higher position.

c) Training and Development

Performance appraisal tries to identify the strengths and weakness of an employee on his

present job. This information can be used for devising training and development programmers

appropriate for overcoming weaknesses of employees.

d) Feedback

Performance appraisal provides feedback to employees about their performance. A person

works better when he knows how he is working. This works in two ways, firstly, the person gets

feedback about his performance. Secondly, when the person gets feedback about his

performance, he can relate his work to the organizational objectives.

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Project report on PMS at OPGCe) Pressure on Employees

Performance appraisal puts a sort of pressure on employees for better performance. If the

employees are conscious that they are being appraised in respect of certain factors and their

future largely depends on such appraisal.

f) Retention of good employees

Performance appraisal provides a

f) Others

a) Identifying systemic factors that are barriers to, or facilitators of, effective performance.

b) To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

c) To improve communication. Performance appraisal provides a format fordialogue between the superior and the subordinate, and improves

understanding of personal goals and concerns. This can also have the effect of

increasing the trust between the rater and the ratee.

d) To determine whether HR programmes such as selection, training, and transfer

have been effective or not.

10.HOWTO CONDUCTA PERFORMANCE APPRAISAL PROCESS

The following five-step approach to conducting a systematic performance appraisal is

recommended:

1. Identify key performance criteria

2. Develop appraisal measures

3. Collect performance information from different sources

4. Conduct an appraisal interview

5. Evaluate the appraisal process.

STEP 1: IDENTIFY KEY PERFORMANCE CRITERIA

Perhaps one of the most challenging aspects of setting up a performance appraisal is

deciding whatto assess. In essence, four key dimensions of performance should be considered in

a performance appraisal.

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Project report on PMS at OPGCKEY DIMENSIONSOF PERFORMANCE

To ensure that the performance criteria are relevant to work

practice and acceptable to appraisers and employees:

i) Base the performance criteria on an up-to-date job description

ii) Develop criteria in consultation with appraisers and employees.

i) Base the performance criteria on an up-to-date job description:

Clear and explicit links between performance appraisal and a job description will ensure the

relevance of the appraisal. If a detailed job description is not available or is out-of-date, it is

strongly recommended that an accurate job description be developed prior to conducting a

performance appraisal.

ii) Develop criteria in consultation with appraisers and employee:

Linking performance appraisals with job descriptions can help to focus the appraisal

process on the key competencies, behaviours and outcomes associated with a particular

role or position. It can also be useful to consult with employees to:

Ensure that key aspects of a role / position are represented in the job description, for example:

Conduct assessments

Plan interventions

Manage cases

Liaise with and refer to other providers

Keep up-to-date service records and case notes

Write reports

Develop a clear understanding of the relative importance of various competencies,

Competencies Knowledge, skills, and abilities relevant to performance

Behaviors Specific actions conducted and / or tasks performed

Results / outcomes Outputs, quantifiable results, measurable outcomesand achievements, objectives attained

Organizational

citizenship behaviors

Actions that are over and above usual job

responsibilities

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Project report on PMS at OPGCBehaviours and outcomes. Identify how these key competencies, behaviors and outcomes can

be fairly and accurately assessed.

Employees are more likely to accept and be satisfied with the appraisal system if they

participate in the development of appraisal criteria and measures, and in the process of

conducting appraisals. Strategies for facilitating employees participation include:

Engagement in formal meetings or informal discussions with supervisors to seek input and / or

feedback on appraisal measures and criteria. Representation on groups / committees involved in

the design and implementation of

performance appraisals Inclusion of self-appraisals in the appraisal process.

Providing opportunities for employees to contribute to the performance appraisal of

coworkers and managers / supervisors.It is also important that employees perceive the appraisalsystem to be equitable and fair.

STEP 2: DEVELOP APPRAISAL MEASURES

Once clear and specific performance criteria have been developed, the next step is to decide how

to assess employees performance. It is recommended that a structured and systematic approach

is taken to assessing performance. Problems that arise when an unstructured blank sheet

approach is used include:

Increased chance of appraiser errors (i.e., reduced accuracy)

Knowledge, skills and abilities most critical to job performance may be overlooked

(i.e.,

feedback may have limited impact on performance effectiveness)

Reduced consistency between appraisers (i.e., evaluations may reflect differences between

appraisers rather than actual differences in a employees performance)

Perceptions of subjectivity in evaluations, which may in turn, reduce employeessatisfaction with, and acceptance of appraisals.

There are three important considerations in the design of appraisal measures:

i) Generic versus individually tailored measures

ii) Objective versus subjective assessments

iii) Assessing the impact of the work environment on performance.

i) Generic versus individually tailored measures

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Project report on PMS at OPGCMany workplaces use a generic rating form for all employees irrespective of their role or

position within the organisation. Although this approach can save time and minimise cost,

the accuracy and relevance of appraisals may be significantly diminished. The one size fits

all approach of generic measures may overlook important performance criteria that are

relevant to particular jobs, and may also include criteria that are irrelevant to others.

Where time and other resources permit, it is more appropriate to construct appraisal

formats tailored to specific jobs or families of jobs. If the development of job-specific (i.e.,

individually tailored) appraisal formats is beyond the resource capacity of the organisation,

an alternative would be to develop two groups of criteria:

1) Core competencies that have applicability to the performance appraisal of all employees

within the organisation

2) Additional competencies applicable only to some jobs and included in the performance

appraisal if relevant.

ii) Objective versus subjective assessments

A basic distinction between different types of appraisal measures concerns the use of

objective or subjective criteria.

Objective assessments of work performance

Objective measures of job performance involve counts of various work-related

behaviors. Some common objective job performance measures include

Absenteeism (number of days absent)

Accidents (number of accidents)

Incidents at work (number of incidents / assaults / altercations)

Lateness (days late)

Meeting deadlines.

Objective measures can be relatively quick and easy to obtain (given good organizational

record-keeping). However, it can be unwise to place too much emphasis on these types of

objective measures. An exclusive focus on results / outcomes may mask factors that

impact on employees performance that are beyond their control (e.g., client workload).

Subjective assessments of work performance

Subjective measures rely on the judgment of an appraiser (self, coworkers, or supervisor).

Subjective assessments are commonly used in performance appraisals and often involve

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Project report on PMS at OPGCthe use of rating scales. Subjective assessments are more likely to provide accurate

performance appraisals when:

The behaviors and outcomes being assessed are stated in clear behavioral terms

The employee understands the measures (e.g., rating scales) being used to evaluate their

performance, and agree that the measures are fair and accurate (i.e., measures what it is

supposed to)

Measurement is as brief as possible whilst addressing essential behaviors and outcomes

(frustration with long and unwieldy questionnaires may introduce error in responses).

iii) Assessing the impact of the work environment on performance

The goal of a performance appraisal is to support and improve employees performance

and effectiveness. Therefore, it makes sense for an appraisal to include an assessment of

factors in the work environment that help or hinder a employees capacity to perform

effectively. Explicit assessment of environmental factors is also likely to increase the

perceived fairness and acceptability of performance appraisals.

For example, an employees capacity to provide effective treatment interventions is

influenced by factors such as:

Access to private, soundproofed, adequately sized rooms for counselling

Availability of validated, user-friendly assessment tools

STEP 3: COLLECT PERFORMANCE INFORMATIONFROM DIFFERENT SOURCES

Once the appraisal measures are developed, the next step involves collection of

accurate performance information. A common trap is to begin noting observations of employees

just before conducting appraisals. This is likely to give an inaccurate picture of a employees

performance. Ideally, employees performance should be observed in a systematic way over time

(e.g., in a diary). This method ensures the accuracy of information about their performances.

Many employees in the organisation operate with a relatively high degree of autonomy.

This combined with the heavy workload of most managers / supervisors, may limit opportunities to

conduct regular observation of employees performance. In addition, perceptions of ongoing

monitoring may foster a sense of surveillance which can damage staff morale.

A more suitable approach may be to keep critical incident reports that note specific

examples of both excellent and unsatisfactory performances. Supervisors can also encourageemployees to keep track of their own performance records such as emails or letters that commend

them on their achievements.

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Project report on PMS at OPGCTraditionally, it has been the sole responsibility of managers / supervisors to assess performance.

However, other organisational members can be a valuable source of information as they are likely

to have exposure to different aspects of a employees performance. This approach is known as

360-degree feedback. For instance, coworkers can provide valuable information on teamwork

skills, and subordinates can provide useful information on leadership style.

There are many advantages to obtaining feedback on performance from sources other

than supervisors or managers. Key benefits include:

Accuracy and reduced bias (incorrect information from one source can be corrected

from another)

Increased likelihood that employees will perceive the performance appraisal system

to be a fair and accurate reflection of their performance (compared to relying on

supervisor ratings alone).

If time and resources are limited, it is recommended that supervisor appraisals be conducted in

conjunction with self-assessment. Including self-assessments as part of the appraisal process is

likely to enhance employees commitment to, and satisfaction with, the appraisal process. It also

provides employees with an opportunity to identify barriers and facilitators to effective

performance in their work environment.

Five different sources of performance appraisal information are considered here:

i) Manager / supervisor appraisals

ii) Self-appraisals

iii) Coworker appraisals

iv) Subordinate appraisals

v) Client appraisals.

i) Manager / supervisor appraisals:

Managers / supervisors play a central role in the appraisal process, and should

always be included as one of the main appraisers. In essence, managers and supervisors

have two roles in performance appraisal:

1. Judge: assessing performance

2. Coach: providing constructive feedback and identifying areas for improvement.Performing both roles simultaneously can be difficult. Employees may be reluctant to admit

areas for improvement if performance assessment is linked with desired outcomes such as

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Project report on PMS at OPGCpay, promotion or opportunities to work in desired areas. One solution is to separate the

judge and coach roles by conducting separate appraisal meetings.

ii) Self-appraisals:

The process of evaluating ones own performance can help to increase employees

commitment to the appraisal process, perceptions of appraisal fairness, and satisfaction with

the appraisal process. Self-appraisal can also be useful for identifying areas for

development. Not surprisingly, self-appraisals are usually biased towards leniency.

Strategies to increase the accuracy of self appraisals include:

a. Using clear definitions of performance criteria linked to specific, observable

behaviours

b. Informing employees that their ratings will be checked and compared to other

sources of

c. appraisal (i.e., for accuracy)

d. Ensuring employees receive regular feedback on their performance.

It is recommended that self appraisals are used for professional development purposes,

rather than for making administrative decisions (i.e., pay increases, promotion).

iv) Subordinate appraisals:

Subordinates are a valuable source of information regarding particular aspects of

a supervisor or leaders performance such as communication, team building or delegation.

Subordinates can provide feedback to help managers / supervisors develop their skills in

these areas. The focus should be on aspects of managerial performance that subordinates

are able to comment upon. This source of appraisal may only be appropriate in larger

organisations where there are sufficient subordinates to allow anonymity.

iii) Client appraisals:

Clients may also offer a different perspective on a employees performance,

particularly for jobs that require a high degree of interaction with people. For example, client

appraisals can be a valuable source of feedback regarding the quality of service provision

(e.g., the quality of interaction, degree of empathy, level of support, degree of

professionalism).

Organizations often have performance contracts that specify goals and deliverables

for client outcomes. Whilst it is important that organizational goals and deliverables are

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Project report on PMS at OPGCreflected in the appraisal criteria for individuals and teams, it is recommended that

particular care be taken if incorporating client outcomes.

Relying on client outcomes as an indicator of performance can have undesirable effects

due to the complex and sensitive nature of work. A range of factors may influence client

outcomes, many of which are outside the control of an individual employee. It is rare for a

successful (or otherwise) outcome to be the sole result of one persons efforts. This makes

client outcomes a poor reflection of the quality of treatment provided by the employee. For

example, good employee performance will not always bring about client improvements,

and client relapses may not be due to poor employee performance.

In addition to considering client outcomes, it may also be beneficial to focus on employees skills

and abilities in providing services per se (i.e., independent of client outcomes).

Strategies to support appraisers and enhance appraisal accuracy

Rating another persons performance is not an easy task, particularly with complex jobs or

performance criteria. Strategies to support appraisers and increase the likelihood of accurate

assessments include:

Providing practical training in rating techniques, which includes opportunities to

practice appraising performance and providing feedback

Limiting the assessment to performance criteria that an appraiser has observed /

experienced in regard to the employee

Providing structured assessment tools with clear explanations regarding the criteria

to be assessed, and performance standards.

STEP 4: CONDUCTAN APPRAISAL INTERVIEW

The next step in a performance appraisal is to conduct the appraisal interview. The two central

purposes of the appraisal interview are to:

Reflect on past performance to identify major achievements, areas that require

further development, and barriers / facilitators to effective performance

Identify goals and strategies for future work practice.

As discussed below, supervisors and managers can use a range of strategies to ensure that the

appraisal interview is positive, constructive and of greatest benefit for employees effectiveness.

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Project report on PMS at OPGCBefore the interview

Help employees to become familiar and comfortable with talking about their

performance by engaging in regular, informal communication on work progress,

potential obstacles and issues, possible solutions and assistance

Do your own preparation plan ahead. Draft a list of the issues that you want to

address with the employee (i.e., strengths and weaknesses of performance,

strategies to improve performance). Give specific examples of the employees

performances that you want to highlight. During the interview

Begin with positive feedback to put the employee at ease

Set goals mutually ensure employees participate in determining specific,

challenging but attainable goals for future work performance

Ensure that there is a clear agreement on performance objectives and the evaluation

criteria for the next year

Keep written records of the appraisal interview on which both parties have signed

off.

After the interview

Coach employees regularly provide frequent feedback to help employees improve

their performance

Relate rewards to performance by linking appraisal results to employment

decisions such as promotions and salaries, employees are more likely to prepare

for, participate in, and be satisfied with the appraisal system.

STEP 5: EVALUATETHE APPRAISAL PROCESS

As with any organizational system, the performance appraisal process should undergo regular

review and improvement. For example, the process of performance appraisal could be evaluated

by conducting focus groups or surveys with employees to gauge their satisfaction with the

appraisal process (and suggestions for improvements). It may also be useful to monitor the types

of issues raised by supervisors and employees over time. A successful performance appraisal

process should demonstrate a change in both the ratings of employees performance (i.e., ideally

performance ratings should improve, or at least remain at a satisfactorily stable level over time)

and the work environment (i.e., evidence that significant barriers to work practice are being

addressed by the organisation).

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Project report on PMS at OPGC11.DIFFERENT TYPES OF EMPLOYEE APPRAISAL SYSTEMSDepending upon who is doing appraisal methods of performance appraisal could be classified into

five categories.

Ratings by superiors: in this system, supervisors appraise the performance of subordinates

without involving the latter. The method is most commonly used in government organization.

However it suffers from prejudiced approach and the ability of the superiors. The various

methods which are under this system are:

1. Ranking method

2. Paired comparison method

3. Graphic rating scales method

4. Forced choice list method

5. Critical incidence method

6. Forced distribution method

12.Performance Management System for OPGCThe Salient Features of a Scorecard-based Performance Measurement System areenunciated below:

1.1 Why use a Balanced Scorecard

1. Clarify and translate vision and strategy-A balanced scorecard often leads seniormanagers to

Articulate strategy more clearly

Prioritize actions in times of transition Reach consensus about contentious or vague aspects of strategy

Make the strategy tangible and operational

2. Plan, set targets and align strategic initiatives- A well crafted, accepted, andlinked scorecard becomes a critical touchstone for

Setting targets and milestones that support strategic objectives

Planning initiatives to close critical strategic gaps

Establishing budgets consistent with strategic requirements

1.2 The performance assessment elements will include

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Project report on PMS at OPGC Setting of Key Result Areas (KRAs) and Competency Proficiency levels for

each position

Target setting on KRAs

Assessment by Self & Superior

1.3 Rating Scale for Performance Assessment

There will be a five point rating scale for overall performance assessment.

Performance

Rating

Brief Description

5

Employee has performed as a model

of excellence for his / her position. His

performance is consistently

exemplary under challenging

conditions

4

Employee has exceeded the

expectations from the position.

Employee has demonstrated good

performance and overcome

challenges on the job

3

Employee is a solid and dependable

performer. Employee has been

consistently successful in meeting the

expectations from his / her position

throughout the performance period

2

Employee has performance

deficiencies that need improvement in

order to meet the expectations fromhis / her position

1

1

Does not meet

expectations

2

Meets most

expectations

3

Meets

expectations

4

Exceeds

expectations

5

Demonstrates

Excellence


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1

Employees performance is not

acceptable. Significant and immediate

corrective action is necessary

1.4 Rating Scale for KRA and Competency Assessment.

KRA

KRAs will be assessed using 5 point scale as per the following:-

COMPETENCY RATING SCALE

Competencies (Behavioural) proficiency level will be assessed using 5 point scale as

per the following:-

Maximum KRAs of 8 Nos can be identified by the Individual in a year.

However, for those employees who have joined from 1st January of the

previous appraisal year, the number of KRAs can go upto a maximum of 10.

KRAs may be assigned different weightages based on the relative importance

of each for the specific position. However sum total of weightages will not

exceed 100.

2.0 KRA & COMPETENCY DISTRIBUTION MATRIX

The KRA and Competency distribution/weightage will be on 70:30 ratio.

3.0 Performance assessment will follow a four-stage process:-

1

1

Does not meet

Proficiency

expectations

2

Meets

Proficiency

expectations

3

Meets most

Proficiency

expectations

4

Significantly

above

Proficiency

expectations

5

Exceeds

Proficiency

expectations

1

Significantly

below Target

2

Below Target

3

Meets Targets

4

Exceeds

Targets

5

Significantly

Exceeds

Targets


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Project report on PMS at OPGC Assessment: Performance will be assessed by the superior of the individual

against the targets set for the Key Result Areas and demonstration of the

expected competency levels, based on which an overall performance rating

will be given.

Review: The assessment will then be reviewed by a higher authority, in order

to provide a balanced view and to avoid assessor bias (positive or negative).

Superior Executives across the hierarchy will review the Report until it

reaches the level of HOD, after which it comes to the Moderation Committee

for finalization.

Moderation: Performance ratings will first be moderated within the various

functions and then across the Division, in order to distribute ratings evenly

across the organisation.

Feedback Feedback on the performance will be provided to employees

after the moderation process is completed.

3.1 Authorities for conducting the actual performance assessment are as specified

below:

3.1.1 Assessment of performance will be done by the direct supervisor

3.1.2 Review of assessment will be done by the assessors supervisor. Incase the assessors supervisor is not the Head of the Department, the Final

Assessment will be done by the Head of the Department. In case of disagreement,

the views/assessment of HOD will be treated as final.

3.2 Moderation: The purpose of moderation is to ensure that there is consistency in

the extent of rigour applied in assessments across Business Units / Functions and across

Levels. The indicative ratings distribution pattern for the appraisal cycle 2010-11 has

been shown below.

Performance Distribution pattern

5 Around 20% of employees within the





3.3 The Head of the Department is responsible for ensuring the moderation ofperformance of all employees across levels as per the distribution pattern. In

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Project report on PMS at OPGCcase, it is not maintained, the same will be carried out by the Moderation

Committee.

3.4 Feedback : The Reporting Officer will discuss the performance and provide

feedback to the employees on his achievements of the KRAs ( quantitative aswell as qualitative factors), demonstration of competency, the barrier for achieving a

particular task, areas that could have been done better and the tasks/ideas that can be

taken up for implementation in future.

3.5 Matrix Reporting : In cases where there is matrix reporting, the functional head will

be responsible for the overall assessment and final rating and will seek inputs from

the administrative head before finalising his assessment.

4.0 Development of Organisational / Functional Scorecard for all departments /

functions

4.1 The Organisational Scorecard would be cascaded by the HODs in

conjunction with the Business Head.

4.2 Targets will be set for the Departments / Functions, based on the overall

business plan and goal setting.

5.0 Goal Setting Individual Level

5.1 The Key Result Areas and Targets for various positions within thedepartment / function would be based on the specific targets for the

Department / Function.

5.2 Each of the Key Result Areas would have a corresponding weightage

depending on the relative importance of the KRA. The sum of the

weightages would be equal to 100 percent.

5.3 A maximum of 8 and a minimum of 4 KRAs will need to be

considered for goal setting process for each individual. In case of

employees who have joined on or after 01.01.2011, the maximum KRAs for

the performance year 2011-12 will be 12 including the KRAs

completed/planned from their date of joining till 31.03.2011.

6.0 Initial Discussion of the Individual Goals

6.1 The KRAs must be decided through a one-to-one discussion with the

Reporting-Officer.

6.2 The employee will first identify/develop draft KRAs, KPIs, Targets etc on a

blank PMS Form/Page/separate piece of paper looking at the Departmental

Annual Plan, key tasks not achieved last year, Tasks identified last yearand need to continue/include due to continuity of activity/balance of work.

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Project report on PMS at OPGC6.3 The employee will then discuss with his reporting officer on the KRAs and

take his input/views before finalization.

6.4 After the discussion, the employee will enter the final KRAs in the PMS form and

submit to the Reporting Officer for his approval.7.0 Mid-Year Review

7.1 For mid-term review, the Appraisee and Appraiser would sit together and

review and discuss the progress on KRA achievements, and competencies

and document the discussions in the space provided in the Form.

7.2 Upon commencement of the Final Appraisal Process, the Appraisee would have to

enter his/her KRA wise Achievements as well as competency ratings for self. The

employee would also provide relevant comments on overall achievement.

7.3 On completion of the Final Self Assessment by the Appraisee, the same wouldhave to be submitted to the Appraiser for the following tasks to be completed:

Entry of Final Marks against each KRA

Entry of the Competency Rating for each Competency and the Final

Competency Rating

7.4 Finalization of Performance Rating

The reviewer/HOD will need to review and approve the Overall Non ModeratedRating provided to the Appraisee by the Appraiser. Each Reviewer / HOD will need

to confirm to the normalisation pattern as given under 3.2 above.

7.5 Performance rating moderation

The suggested Moderation meeting participants are as follows:-

The Managing Director would be the Chairman of the Moderation Committee.

The HR Head will be the Convenor.

The Heads of Departments will be the Members in respect of population of the

respective Department. Moderation Committee The appraisal report having been completed at the

level of heads of departments / units will be sent to HR for the requisite analysis

regarding the desired and actual normal distribution pattern of the appraisal

ratings. The ratings, as finalized in the deliberations of the Moderation

committee, will be final out put of the PMS, which will be taken to be the final

PMS ratings.

8.0Timelines

PMS 2010-11Sl. No. Activity Completion By

a) Replication of the individual /

functional scorecard to the PMS

31st March, 2011

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Project report on PMS at OPGCForm and sign off with

Reporting Officer.

b) Self Appraisal by the Appraisee. 4th April, 2011

c) Appraisal by the Reporting

Officer.

7th April, 2011

d) Completion up to the level of

HOD.

11th April, 2011

e) Completion up to the level of

Plant Manager / Chief of

Infrastructure / Team Leaders at

Corporate Office as per

normalisation percentages.

15th April, 2011

f) Finalisation by the Moderation

Committee.

19th 20th April,

2011

PMS 2011-12

Sl. No. Activity Completion By

a) Joint goal setting and

finalisation of scorecard.

20th April, 2011

b) Mutual sign off between

Appraisee & Appraiser in the

PMS Form and forwarding of

self copy to HR.

30th April, 2011

c) Mid year Review. 15th 30th

September, 2011

d) Finalisation and Moderation 1st 15th April, 2012

COMPONENTS OF PERFORMANCE APPRAISAL

1. Identification of key performance areas (KPAs): Performance appraisal should not take

place in isolation. It has to be appraised against certain function and objectives that have been

agreed to be appraised against certain function and objectives that have to be agreed by the

employees and his reporting officer. A good way of starting this may be for every employee to sit

with his reporting officer a year in advance and identify the areas of his performance which are

considered to be very important for his role. After identifying such key function areas, it is

necessary for both, the employee and his reporting officer, to have an understanding of the level

of peroformance expected, nature of performance expected, quality of performance expected,

time in which the tasks are expected to be complete, etc. this is possible only through an intensedialogue between the officer concerned and his reporting officer. Unless such expectations are

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Project report on PMS at OPGCshared, the final appraisal may be more a reflection of the appraisers actual performance in the

job.

2. Setting of goals or objectives (under each KPA) every year for the next year: In order to

have clear understanding of the expectations, it is useful to set goals or objectives under each

KPA. These cover a variety of roles. Quote often there may be jobs which offer very little scope for

quantification. However, in each case qualitative or time bound objectives could be set. A good

performance should take into consideration how well an individual has performed his role rather

than what results he has achieved. This is so because in an organization achievement of results is

generally the task of not a single individual but of a group of individuals. The individual should not

be appraised for not achieving the results, which depend upon several other factors outside hiscontrol. The individual should be assessed for his effectiveness if performing whatever functions

given to him.

3. Identification of behavioral dimensions that are critical for managerial effectiveness: A

good performance appraisal system should also have a set of behavioral dimensions that are

critical for managerial effectiveness. These dimensions should be desirable for performing more

and more high managerial jobs and universally applicable in the organization. These qualities can

be identified through a good research programmed. At present, at least four qualities are likely to

meet these criteria. They include creativity, initiative, and contribution to team spirit and to the

development of subordinates. Periodic review on these qualities through an appraisal system

helps managers to increasingly develop themselves in relation to these qualities. Thus this is

conducive for managerial development.

4. Periodic (preferably annual) review of performance on objectives and behavioral

dimension a rating scale: ratings on performance and behavior are necessary in any

appraisal system to generate data. Such ratings also form a basis for discussions and exchange

of expectations. Some experts propagate the idea if using the category system of assessment.

While some use categories like outstanding performance, good performance, average

performance, below average etc.

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ORISSA POWER GENERATION CORPORATION LIMITED

EMPLOYEE PERSONAL PROFILE

Employee No.

Name: Mr. ABCD

Designation: Manager

Grade: E - 4

Department /Function:

Operations

Location: ITPS

Qualifications: B.Sc. Engg.

Date of Joining: 19-May-93

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CAREER RECORD AT OPGC:

Promoted to on date

E3 1.12.99

E4 29.5.2005

1 ROLE SUMMARY

Responsible for overall supervision of plant for safe, efficient and upto date conditions

2 KEY RESPONSIBILITIES

1Responsible for smooth running of 2X210MW with best possible PLF in a shift and dayto day activities.

2Responsible fior co-ordinating with CHP, WTP, MGR, AHP during day to day plant

operation.

3

Responsible for maintaining total plant and aux. during non working hours of the wholeplant i.e 05.00 P.M to next day 08.00 AM & Holidays, during the available workingshift.

4Scheduling the declared generation and coordinating with the SLDC for maintaining tothe schedule.

5 Taking leading role in case of plant emergencies.

6Responsible for informing to head operation , Sr Executives & other maintainanceEngineer for attending defects during plant rmergencies.

7Responsible for preparing and issuing safety documents for maintenance job on theplant.

8 Attending morning meeting and appraising the operational activities and problems.

9Working as a alternate member of T & Q at ITPS as an AMEON(Asia Middle EastOperating network) working group members.

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Project report on PMS at OPGC10 Manpower planning in main plant area during a shift.

11Taking part in next day job planning with the helf of maintenance teams and Tripanalysis etc.

12 Guide control room engineers and field operators in performing their duties.

13Review the plant critical operating parameters and bring the changes in trends asrequired.

14 Looking after the safety aspects of main plant area.

15 Play the roll of incident controller in odd hours in case of emergencies.

16 Responsibility of preparing initial trip reports and daily morning generation reports.

17 Responsibility of general management of the shift.

Individual Scorecard Individual Score: 2.51

PerformanceMeasure

UnitWeightag

e

Calibration of the Rating ScaleActual

Achievement

Rating on

Scaleof 5

WeightedScore

(WeightageX Rating)

Factor (x)

1 23

(Target)

4 5

% deviationsfrom thescheduled

generationplan

% 15% 0.5 10 7.5 5 2.5 0 3 3.80 0.570

Plantavailabilityfactor

% 15% 0.01 90.16 91.08 92 92.9293.8

493 4.09 0.613

Net CapacityFactor

% 15% 0.01 86.24 87.12 88 88.8889.7

689 4.14 0.620

Plant HeatRate

Kcal /Kwh

10% 0.05 2695 2572.5 24502327.

52205 2320 4.06 0.406

Specific OilConsumption

ml /kwh

10% 0.2 0.462 0.396 0.33 0.2640.19

80.33 3.00 0.300

Specific DMWater Make up

% 5% 0.1 1.08 0.99 0.9 0.81 0.72 0.85 3.56 0.178

% of AuxillaryPowerConsumption

% 5% 0.0511.25

310.741

510.23

9.7185

9.207

10 3.45 0.172

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Project report on PMS at OPGCNumber oftrippings due tooperationalfaults

Number

10% 0.1 5 4 3 2 1 2 4.00 0.400

Number ofLDO,

Hydrogen orboilerexplosionemergencies

Number

5% 0.1 4 3 2 1 0 1 4.00 0.200

Number of LTADays

Days 5% 0.1 4 3 2 1 0 0.5 4.50 0.225

Number ofnear missesreported

Number

5% 0.2 24 32 40 48 56 41 3.13 0.156

COMPETENCY MAPPINGDesired Level: Executing & Applying

Competency Theme Description Score

Teamwork andPartnershipManagement

Working withothers

- Listens attentively to others, seeking to understand theirperspective- Displays commitment to team goals & prioritizes group interest- Shares all relevant or useful information and co-operates withother team members

PartnershipManagement

- Appreciates the relevance and criticality of stakeholders/partnersand proactively builds individual relationships with them- Understands partners needs and collaborates effectively withpartners

AchievementOrientation

Initiative

- Displays high levels of initiative and energy while performingown role- Helps sustain high levels of initiative in team even when askedto contribute beyond his own area of work

Accountabilityand drive forresults

- Identifies and tries to overcome obstacles in meeting the desiredobjective , encourages others to do the same-Displays accountability & ownership for own work and helpscreate high levels of ownership in team

OperationalExcellence

SystematicPlanning andProcess Focus

- Establishes a course of action for self to accomplish a specificgoal and Is able to establish correct priority- Plans activities for self and the team with an aim of leveragingsynergies & avoiding overlaps.- Estimates and allocates time and given resources based onplan.

Process Focus

- Adheres to systems and ensures process adherence in team

output- Makes suggestions for improvement of systems and processes

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PeopleManagement

Measuring &MonitoringPerformance

- Defines team goals and periodically reviews performanceagainst laid out measures- Makes mid course corrections in action/approach

Inspiring &

MotivatingOthers

- Understands strengths and development areas of others- Provides balanced feedback for development purposes

- Creates learning opportunities to help them improveperformance- recognizes achievements of other team members rather thanseeking individual credit

Analysis &DecisionMaking

Analysis

- Breaks the problem into parts while attempting to identify issues- Analyzes and identifies key issues and establishes cause andeffect relationships- Uses the data available (both quantitative as well as qualitative)while doing the analysis

DecisionMaking

- Uses a logical and rational thinking process and makes factbased decisions-Takes ownership for decisions in his own area

BusinessAwareness

BusinessOrientation

- Understands market events and other environmental triggersthat impact own function/ team, and drives external orientation

ORISSA POWER GENERATION CORPORATION LIMITED

EMPLOYEE PERSONAL PROFILE

Employee No.

Name: MR EFGH

Designation: DGM

Grade: E - 6

Department /Function:

O&M

Location: ITPS

Qualifications: B.Sc. Engg.

Date of Joining: 10-Mar-93

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CAREER RECORD AT OPGC:

Promoted to on date

E4 1.12.97

E5 20.5.2005

E6 24.6.2008

1 ROLE SUMMARY

Overall responsibility of plant operation & Maintenance. Manager of factory underFactories Act and responsible for the safety of factory.

2 KEY RESPONSIBILITIES

1 Responsible for deciding policy matters.

2

Responsible for plant safety and people welfare as per Factories Act and answerableto statutory authority, Factory Directorate, Orissa.

3 Responsible for efficient operation of plant for achieving maximum PLF and target.

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4Responsible for overall maint. of plant like periodic, preventive, predictive and annualoverhauling

5Responsible for performance monitoring of all equipments of the plant and improvingthe efficiency.

6 Responsible for optimisation of operation and maintenance cost.

7Responsible for overall safety of the plant ,implementing OPGC safety rules andachieving zero accident.

8 Responsible for implementing fire safety in plant.

9Responsible for overall compliance with statutory authority like Directorate of factory &Boiler , Electrical inspector , explosive Directorate.

10Responsible forobtaining and renewing Factory licence, Boiler Licence, ExplossiveLicence etc.

11Responsible for approving all modification and new construction inside plant fromstatutory authority as per factories act

12Responsible for Daily monitoring & yearly reporting of plant performance etc to internalauthorities.

13 Responsible for coordination with GRIDCO & CEA as and required.

14Responsible for liasining with state and central statutory authorities as and whenrequired

15 Responsible for manpower planning and their overall development.

16Responsible for identifying & arranging need based training programme for allemployees.

17 Helping others to achieve the goal.

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COMPETENCY MAPPINGDesired Level: Shaping

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Competency Theme Description Score

Teamwork and


Working with others

- Builds a climate of trust and mutual respect.-Motivates andeffectively resolves issues that inhibit team behavior- Creates and institutionalizes processes that foster team work in the

organization.


- Identifies critical success factors & potential conflicts in thepartnership for the organization- Is able to manage conflicts and critical relationships in thepartnership for the organization

AchievementOrientation

Initiative

- Creates a culture of high initiative across the organization, by hiringrewarding and promoting people with this attribute- Actively looks for opportunities where his contribution could help andencourages others to do the same

Accountability anddrive for results

- Drives high performance standards by setting stretch goals for teamensuring people not only meet but exceed them- Drives accountability and ownership across the organization, byinstitutionalizing systems and processes for performancemanagement,reward and recognition, business planning and review.

OperationalExcellence

SystematicPlanning andProcess Focus

- Defines and communicates specific goals, deliverables and timelinesfor sub groups.- Establishes planning and review processes in the organization,reviews execution and makes mid course correction in plans ifnecessary.- Leverages organization resources and tracks resource utilization toensure efficiency.

Process Focus

- Drives process orientation and flawless execution with focus onquality and cost aspects.-Builds bestpractice orientation by establishing systems andmechanisms to benchmark work against best in class players.

PeopleManagement

Measuring &MonitoringPerformance

- Establishes appropriate stretch goals, and performance measures

- Reviews performance against success measures and drivesperformance by maintaining balance between applying pressure andmotivation

Inspiring &Motivating Others

- Has an insightful view of individual strengths and developmentneeds and uses these to achieve business results- Proactively coaches and develops others by addressingdevelopment needs with specific development recommendations- Proactively makes investment in processes and decisions thatenhance capability- Constantly recognizes good performance and encourages others

Analysis &Decision Making

Analysis

- Sees the bigger pictureand integrates business understanding by

drawing logical inferences which enable accurate short term and longterm forecasting- Is able to forecast multiple scenarios, anticipate opportunities &problems based on a scenario- Analyses and select appropriate plans when more than one optionexist

Decision Making

- Lays the overall framework for decision making; takes strategic,long-term decisions having far reaching impact-- Uses sound judgment and understanding of financial/economicconsiderations

BusinessAwareness

BusinessOrientation

- Displays in-depth knowledge of the external environment, in ownability to predict challenges & opportunities that the business mayface in the long run

Performance Msanagement system survey with Employees

OPGC, Bhubaneswar

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1) Status of your current performance management system.

2) Is Performance appraisal system is a motivating factor for you?

3)Whether the performance appraisal system ensuring better

communication between boss &subordinate?

1

A major group of employees are satisfied with the

current performance management system

A group of employees feel that the currentperformance management system is a motivating

factor at the same time that number of employees does

not do that.


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4) Whether performance appraisal system helps in contribution offuture goals of employees?

5) Whether performance appraisal system is more effective systemto evaluate the employees than the old CCR system?

1

A major group of employees are satisfied with the

current performance management system ensuringbetter communication between boss & subordinate.

A major group of employees are satisfied because the

PMS contributing of future goals of employees.


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6) Are you getting benefited with the half yearly review processadopted by OPGC?

1

A major group of employees are satisfied with that

the current performance management system is

more effective system to evaluate the employees

than the old CCR system.

A major group of employees are satisfied with the half yearly

review process adopted by OPGC for PMS.


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7) Are you satisfied with the 5-Point rating scale is used in performance

appraisal system in OPGC?

Yes 70%

No 30%

8) Whether performance appraisal system helps the you to know about

your strength & weaknesses?

1

A major group of employees are satisfied with the 5-Point ratingscale is used in performance management system in OPGC

A major group of employees agree with the performance appraisal

system helps them to know about their strength & weaknesses.


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9)Whether performance appraisal system is making employees more conscious

regarding their duties & responsibilities in the job?

10) Do you think, there is some bias exists in the appraisal system?

1

A major group of employees agree with the

performance management system is making

employees more conscious regarding their duties

& responsibilities in the job

A major group of employees think, there is some

bias exists in the PMS system of OPGC,Bhubaneswar.


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CONCLUSIONSAND SUGGESTIONS

Performance appraisal should not be perceived just as a regular activity but its importance

should be recognized and communicated down the line to all the employees.

There should be a review of job analysis, job design and work environment based on the

performance appraisal.

It should bring more clarity to the goal and vision of the organisation.

It should provide more empowerment to the employees.

New methods of appraisal should be adopted so that both appraiser and the appraisee takeinterest in the appraisal process.

The employees who have excellent performance should be used as a mentor for other

employees which would motivate others to perform better.

Employees should be given feedback regarding their appraisal. This will help them to

improve on their weak areas.

Financial and non-financial incentives should be linked to the annual appraisal system so

that employees would be motivated to perform better.

New mechanisms should be evolved to reduce the time factor involved in the procedure of

appraisal. Introducing online-appraisal can do this.

The frequency of training program for the appraiser should be increased and these

sessions should be made interactive.

The awareness sessions for the employees/appraisees should be made more interactive

and the views and opinion of the appraisees regarding appraisal should be given due

consideration.

Assistance should be sought from specialists for framing a proper appraisal system that

suits the organisation climate. Constant monitoring of the appraisal system should be done

through discussions, suggestions, interactions.

Combining the different methods of appraisal can minimize the element of biasness in an

appraisal. Like the Rating method combined with assessment center method would give an

evidence of poor/unfavorable or outstanding behaviour of the appraisee, if any.

Use of modern appraisal techniques like 360o

appraisal, assessment centers which aremore effective.

More transparency should be brought about in the appraisal system.

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Project report on PMS at OPGC The appraisal system should cover all employees in the organisation both white collar and

blue-collar jobs.

Recognizing the good performers i.e., appraisees who have accomplished the targets for

the year can help in getting more commitment from the employees.

Information regarding the performance of the employees should be kept in proper manner.

Some of the performance appraisals should be conducted by the top management so that

they can understand the employees and their needs, behaviour better and to find out the

loopholes.

Performance appraisal should be effectively link to the performance management system

of the organisation.

Our companies still follow the traditional methods of appraisal that should be transformed

into the modern one.

CONCLUSIONEmployees are satisfied with the performance appraisal system of OPGC as it has

replaced the old CCR system which was not giving any feedback to its employees. But still

employees have described the current performance appraisal system as semi-transparent. So it

should work on to make fully transparent. It should appraise its employees quarterly or half-yearly

basis without giving any prior notice to them so that the actual performance of employees can be

identified. Employees have a strong perception that performance appraisal system in OPGC is a

tool for promotion only.

Some respondents criticized that there is no promotional facility for non-cadre employee in OPGC.

The organization should motivate those employees by giving them special rewards (e.g. bysending the employee on holiday tour or special salary package) even when it cannot promote

them to higher posts.

1

Documents

Opgc Project