Performance Appraisal at BSNL - Copy

CHAPTER 1

INTRODUCTION

Bharat Sanchar Nigam Ltd. formed on 1st October ‘2000, is one of the largest & leading

public sector units providing comprehensive range of telecom services in India.

The modern business environment is characterized by uncertainty and changes,

competition, technological obsolescence, trust on quality and higher productivity

and above all fight for survival and success. Business Enterprises are

increasingly apprehensive of the growing competition and do not wish to be

remembered as a corporate dinosaurs The message is loud and clear. Attain and

sustain the cutting edge if you want to survive and succeed in this highly

competitive environment.

In the changing environment, the human factor has become more important than

ever before. Organizational are becoming increasingly dependent on people as

business tends to be more complex and diverse. HRM today, is not only slogan

but has become economic necessity. HRM strategies such as Performance

Appraisal, Training etc. have to be tailored to suit the business environment of

the economy. Of the various strategies and mechanisms, there is tremendous

potential in PERFORMANCE APPRAISAL SYSTEM (PAS) as an effective tool

for gaining competitive edge. In the modern day turbulent business environment,

innovative PAS strategies are required to meet a plethora of challenges. What is

true of one organization or nation may not necessarily apply exactly the same

way elsewhere. So we will need to innovate such strategies of performance

appraisal as suit the business environment of our economy in the wider context

of globalization. .

So in the pursuit competitive advantage, strengthened HRD mechanisms for PA

are expected to play an important role in ensuring employee involvement and

commitment to the corporate objectives, exhibit genuine qualitative concern for

developing appropriate work ethics and attitudes to performance, play an active

role in strategic planning. In the wake of fast changing business environment

there is need to do serious introspection about the existing PA systems and

processes operative in BSNL and identification of gaps to strength them and to

increase organizational effectiveness. The focus on innovative PA interventions

will in the long run, enable organization to leap much ahead of their competitors

in the global race for market supremacy.

CHAPTER 2

OVERVIEW OF BSNL

BSNL is the only service provider, making focused efforts & planned initiatives to

bridge the rural-urban digital divide in ICT sector. In fact there is no telecom operator in

the country to beat its reach with its wide network giving services in every nook &

corner of the country & operates across India except New Delhi & Mumbai. Whether it

is inaccessible areas of Siachen glacier or North-Eastern regions of the country, BSNL

serves its customers with a wide bouquet of telecom services namely Wireline, CDMA

mobile, GSM mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP,

IN Services, FTTH, etc

BSNL has installed Quality Telecom Network in the country & now focusing on

improving it, expanding the network, introducing new telecom services with ICT

applications in villages & winning customer's confidence. Today, it has about 43.74

million line basic telephone capacity, 8.83 million WLL capacity, 72.60 million GSM

capacity, 37,885 fixed exchanges, 68,162 GSM BTSs, 12,071 CDMA Towers, 197

Satellite Stations, 6,86,644 RKm. of OFC, 50,430 RKm. of microwave network

connecting 623 districts, 7330 cities/towns & 5.8 lakhs villages .

BSNL is numero uno of India in all services in its license area. The company offers wide

ranging & most transparent tariff schemes designed to suit every customer. BSNL has

90.09 million cellular & 5.06 million WLL customers as on 31.07.2011. 3G Facility has

been given to all 2G connections of BSNL. In basic services, BSNL is miles ahead of its

rivals, with 24.58 million wireline phone subscribers i.e. 71.93% share of the wireline

subscriber base.

BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure

that provides convergent services like voice, data & video through the same Backbone &

Broadband Access Network. At present there are 8.09 million broadband customers.

The company has vast experience in planning, installation, network integration &

maintenance of switching & transmission networks & also has a world class ISO 9000

certified Telecom Training Institute.

During the 2010-11, turnover of BSNL is around Rs. 29,700 Crores.

VISION MISSION AND OBJECTIVES OF BSNL

VISION:

Be the leading telecom service provider in India with global presence.

Create a customer focused organization with excellence in customer care, sales

and marketing.

Leverage technology to provide affordable and innovative telecom.

Services/products across customer segments.

MISSION:

Be the leading telecom service provider in India with global presence.

Generating value for all stakeholders - employees, shareholders, vendors &

business associates

Maximizing return on existing assets with sustained focus on profitability

Becoming the most trusted, preferred and admired telecom brand

To explore International markets for Global presence

Creating a customer focused organization with excellence in customer care,

sales& marketing

Developing a marketing and sales culture that is responsive to customer needs

Excellence in customer service-”friendly, reliable, time bound, convenient and

courteous service”

Leveraging technology to provide affordable and innovative products/ services

across customer segments

Offering differentiated products/services tailored to different service segments

Providing reliable telecom services that are value for money

Providing a conducive work environment with strong focus on performance

Attracting talent and keeping them motivated

Enhancing employees skills and utilizing them effectively

Encouraging and rewarding individual and team/group performance

Establishing efficient business processes enabled by IT

Changing policies and processes to enable transparent, quick and efficient

decision making

Building effective IT systems and tools

OBJECTIVES:

To be the Leading Telecom Services provider by achieving higher rate of growth

so as to become a profitable enterprise.

To provide quality and reliable fixed telecom service to our customer and thereby

increase customers confidence.

To provide customer friendly mobile telephone service of high quality and play a

leading role as GSM operator in its area of operation.

Strategy for:

• Rightsizing the manpower

• Providing greater customer satisfaction

• Contribute towards:

• Broadband customers base of 20 Mn in India by the end of 2011-12 as per broadband

policy 2004.

• Providing telephone connections in villages as per Government policy.

• To leverage the existing infrastructure of BSNL for facilitating implementation of other

government programmes and initiatives particularly in the rural areas.

CORPORATE VISION/MISSION

Like all other organizations BSNL also has vision/ mission and objectives vis a –vis HR

vision/ mission and objectives to have shared vision is not just an idea but it compels an

organization to achieve new heights in order to realize the shared dream. It also helps in

forging a common identity amongst the diverse group of people in BSNL in a single

direction.

SWOT ANALYSIS OF BSNL

Strengths

BSNL has fully integrated IP-enabled infrastructure platform thus implying application

convergence, service convergence and network convergence.

It has been successful in building right alliances in the form of network alliances with

Ericsson and Cisco Systems, IT alliances with HP Compaq, interconnecting alliances.

Thus it can focus on its main business of marketing its service BSNL has been able to

maintain a strong distribution capability. It has a selling capacity of 25 million per

annum as compared to Nokia’s 20 million per annum.

It has 90000 handset outlets as compared to Nokia’s 42000. It has presence in 5000

towns serviced by 1500 distributors as compared to Nokia’s presence in 4600 towns

serviced by 250distributors/micro-distributors. It can leverage its strength in wireless

connectivity in the future to offer mobile telecom services. It has wireless connectivity

available in 4500 towns with a speed of 144kbps.

Backing by a healthy balance sheet of the parent company helps in investing in assets for

long-term growth. Also the BSNL culture focuses on financial conservatism, thus

providing it with good human skills at managing capital.

Weaknesses

The BSNL network does not deliver on the Quality of Service parameters as decided by

Telecom Regulatory authority of India (TRAI). Due to this it suffers from high call

dropping rates and a reduction in brand equity.

BSNL has a major presence only in C’ Circle. It needs to establish itself also in other

circles so that it can compete with player like Bharti on a national scale.

Opportunities

A strong economy and a growing market: The Indian telecommunication industry is

amongst the fastest growing telecom markets in the world and is poised to deliver solid

growth as a result of several economic reforms that have lead to strong GDP growth

pegged at approximately 9.1%for FY 2007-08. Increasing per capita income supported

by increased consumption is resulting in a greater-than-proportionate impetus for

telecom growth. As India still remains one of the lowest penetrated markets, it is one of

the most attractive telecom markets in the world today.

New technologies and paradigms: The trend towards adoption of Next Generation

Networks(NGN) is global and the discussions in India are still at a preliminary stage.

Technologies like Triple Play, wherein a single cable can deliver voice, data, video on

demand and IPTV provides with a unique opportunity to an integrated player who is well

positioned to deliver this service.

Strong strategic partnerships: Strong strategic alliances with network companies may

help BSNL Communication to focus on marketing its services. Alliances provide the

service provider the access to technological know-how as well as best practices to

enhance customer experience. It is important to leverage the strengths of our partners and

benefit from their experience and know-how.

Introduction of number portability: Number portability would allow customers to retain

their telephone numbers even after switching service providers or networks. Companies

with better service delivery and customer care platforms stand to gain over their

competitors. Extensive network coverage, coupled with aggressive pricing and

innovative products and services would help in gaining a larger share of the market.

Given a competitive position and focus on customer delight, BSNL may be positioned to

attract subscribers presently on other networks, as and when number portability gets

introduced in the market.

Threats

Regulatory decisions and changes: On the regulatory front, reduction in the entry fee and

the annual license fee for National Long Distance and International Long Distance

(ILD), combined with the impending implementation of Carrier Access Code (CAC)

would lead to greater competition in the Long Distance segment. The implementation of

Carrier Access Code would make it easier for customers to choose their long distance

carrier, regardless of the access provider. A focus on offering value-for-money services

to consumers would stand to gain from the introduction of CAC.

WELFARE MEASURES

Telecom Women’s Central Oganisation

Telecom Women’s Central Organisation (TWCO) is a voluntary organization registered

under the Societies Registration Act. Its members consist of the wives and daughters or

any female dependent of the officers and staff working in BSNL and other Telecom

Offices located in Delhi and women employees.

The main objective of the organization is promotion of the welfare of the families of the

employees. It organizes a wide variety of activities in the educational, cultural and social

spheres. Some of the activities undertaken by this organization include establishment,

operation and support to crèches for children of working mothers, setting up of tailoring

centres, supply of books and stationery to school going children of low paid employees,

etc.

SCHOLARSHIPS

Scholarships to the wards of the employees who are studying in professional degree

courses of 4 years and above of the employees is provided by BSNL.

BOOK AWARD

Book Awards are granted to school going children of the employees who have secured

75% or more marks in the last annual examination.

INCENTIVE FOR MERITORIOUS STUDENTS

Wards of BSNL employees who are toppers in the annual examination of schools are

granted incentives.

GROWTH PLAN AT BSNL

BSNL has continued its growth story ever since its formation & has reached a customer

base of 81.49 million as on 31 st March,2009 from 28.11 million as on 31 st March,2001.

BSNL further plans to increase its customer base to 160 Million by March, 2014.

New Services introduced/planned by BSNL

3G Services : BSNL has started 3G services in 290 cities and acquired more than 6lakh

customers. It has planned to roll out 3G services in 760 cities across the country in 2010-

11.

Broadband services : The shift in demand from voice to data has revolutionized the

very nature of the network. BSNL is poised to cash on this opportunity and has planned

for extensive expansion of the Broadband services. The Broadband customer base of

3.56 Million customer in March'2009 is planned to be increased to 16.00 million by

March 2014.

BSNL is also offering prepaid Broadband services. The customers availing prepaid

broadband have many advantages over post paid broadband like control on usage,

Mobility etc.

In addition to wireline broadband services, BSNL is also in the process of rolling out its

Wi-MAX network in rural areas to take an initial lead and provide wireless broadband

services in all rural blocks in the country during 2010-11. The Urban Wi-Max is also

being deployed in Kerala & Punjab Circles and shall cover all the mojor cities in these

circles.

Wi-Max services are also being provided through a Franchisee agent with M/s SOMA in

three states of Gujrat, AP and Maharashtra.

Value Added Services : BSNL is focussing on provision of value added

services/features to attract high end customers and to double its revenues from VAS

Fibre to Home(FTTH) : To meet the demand for high bandwidth services, BSNL is

rolling out FTTH services (GPON & GE-PON) for the first time in the country, which is

likely to generate substantial revenue in coming years. Services are likely to start by

March 2010.

Mobility in WLL: BSNL is planning to provide full mobility on its WLL network from

March 2010.

Important Projects Under Implementation

Tender for 93 Million GSM Mobile Lines to meet the requirement for next three to five years.

Wi-Max:

1000 Base Station rural Wimax project for 12000 CSCs covering all Telecom

Circles except A&N, J&K, Kerala & Kolkata Telecm District.

6863 Base Station rural Phase-II Wimax project for 56000 CSCs covering all

Telecom circles except Kerala & A&N.

CDR based Customer Care & Convergent Billing system.

Enterprise Resource Planning (ERP) system country wide.

Replacement of life expired exchanges by Class 5 NGN

Introduction of Fixed Mobile Convergence to add value to Fixed Network

ENTERPRISE RESOURCE PLANNING AT BSNL

ERP implementation Team structure

Implementation of ERP system is a huge exercise for any organization and is a Highly

focused resource intensive activity. ERP implementation is around 14 modules as listed

above. These modules represent key business functions. Different Modules teams, which

are also subject Matter Experts (SMEs) for that particular functions shall assume the

responsibility of System Requirement Specifications (SRS) finalization, carrying out

BPR Exercise and then association in implementation in the ERP system.

IT Cell/ IT Project Circle will act as a facilitator for this exercise, setup, validate and

maintain data center with required hardware, network and upkeep of ERP software as

well.

Two of the CDR Project data centers are to be used. Hyderabad is being primary ERP

site and Kolkata is DR site. ERP is being deployed like another application of CDR

Project to be deployed in CDR Data center. Security systems, Access Control System,

Identity Management, UPS, and Storage etc of CDR system are being used. Intranet

being rolled out in CDR Project is the default network for ERP as well. There will be a

need for additional network for non CDR units of BSNL. Development Centre for ERP

is setup at ALTTC Ghaziabad.

Centralized Architecture

ERP will be Centralized Installation with a single database. All units will access the

central server. They will have secure access to their own set of data & processes.

Corporate Office will be having view of BSNL as a whole across circles.

IT Cell/ IT Project Circle will act as a facilitator for ERP implementation in BSNL.

Role and Responsibilities

Setup the ERP data center,

Install and Commission and Validate ERP Hardware and Software

Set up country wide ERP user Network extending to each and every location and

BSNL Point of Presence

Configuring the ERP system as per SRS document

Validation and AT of ERP system in association with Module teams

Co-ordinate activity of Data extraction, conversion to electronic format and

migration of data to ERP system in association with Module teams

Training of the BSNL officials etc

Day-to-day operation and maintenance of ERP system and providing operation

support to BSNL staff.

Roles and responsibilities of Module Teams

To capture, map and document all the existing “as it is” Business Processes,

Work Flows and Decision

Finalization of SRS (System Requirement Specifications) document of their part

To carry out the BPR exercise with the help of SI and Management Consultant

To identify critical business for BPR and suggest new critical processes, work

flows, re-engineering and optimization of existing processes, to simplify,

improve and even speedup the work environment

Associate in configuring, validation and AT the ERP system as per the SRS

finalized by them

Associate with CGM ITPC in coordinating activity of Data extraction, conversion

to electronic format and migration of data to ERP system for their respective part

ERP implementation

Role of Circles:

• Study and understand new process as per BPR

• Ensuring availability of IT Infrastructure (Computers and Network)

• Creation of L1 and L2 Support Centres

• Identification of SPOC(Single Point of Contact) officers for Data Preparation

• Preparation of Master Data

• Identification of Power Users

• Training

• Preparation of Transactional Data (At the time of Pre Go Live)

• Go Live Activities

Various guidelines issued from time to time in this regard are available at ERP

Portal which can be accessed from BSNL Intranet.

CHAPTER 3

PERFORMANCE APPRAISAL

WHAT IS PERFORMANCE APPRAISAL

Performance appraisal (PA) is the process through which an individual employee’s

behavior and accomplishments for a fixed time period are measured and evaluated. The

major purpose of measuring and evaluating is to assess the worth of value.

According to HEYEL

“It is a process of evaluating the performance and qualification of the employee’s in

terms of the requirements of the job for which he is employed, for purposes of

administration including placement, selection for promotions, providing financial

rewards and other actions.”

According to SCOTT & SPRIEGEL

“Performance appraisal is a step where the management finds out how effective it has

been at hiring and placing employees”

Performance appraisal is thus the process of reviewing an individual’s performance and

progress in a job and assessing his potential for future improvement. Conducting

performance appraisal on employee’s performance should be more than a simple

checklist of “do’s and don’ts”. Performance evaluation should serve as a vital

component, one of that is of the interest to both the organization and employee. From the

organizational perspective, sound performance appraisal can assure that correct work is

being done, work that assist in meaning department goals. In a simple rendition, each

employee’s work should support the activities on his boss’s performance objective.

From the employee perspective, properly operating performance appraisal systems

provide a clear communication of workers expectations. Knowing what is expected is the

step in helping one to cope better with the stress usually associated with a lack of clear

direction. Secondly, properly designed performance appraisals should also serve as

means of assisting an employee’s personal development.

To make effective performance appraisal a reality, five criteria need to be present:

Employee should be actively involved in the evaluation process.

Bosses need to enter performance appraisals with a constructive and helpful

attitude.

Realistic goals must be mutually set.

Bosses must be aware, and have knowledge of employee’s job and performance.

Proper feed back should also be given to the employees.

If these criteria are present, the performance appraisal process now becomes a

communications meeting. With both parties well prepared for the performance review,

the two discuss the total performance of the employee, addressing both the strengths and

weakness of he employee, and how these attributes led to the attainment of the mutually

agreed goals. While at this stage one is not only addressing past performance, but also

areas for continued development have been identified. The next step, then, is to meet and

plan for employee’s development.

Performance appraisal need to be stressful or threatening as they are. With proper

preparation and the few key criteria in place, the performance appraisal process can be

enhanced. This however, we can expect to reap this enhancement only after we make this

transaction towards more participative performance appraisal.

COMPONENTS OF APPRAISAL

The performance evaluation system should address the questions who, what, when,

where, how of performance appraisal.

“WHO of the Appraisal”

Usually the immediate supervisor is entrusted with the task of rating the assessee but in

organizations appraisal is also done by staff specialist, i.e, the personal officer or rating

committee is appointed. His peers can also do the appraisal of an individual. Research

has found that appraisal done by peers is more accurate. Sometimes self evaluatuion is

also employed for evaluating performance. Thus the ideal way is to adopt 360 degree

appraisal method.

“What” of Appraisal

It includes evaluation of human trades under various parameters like education

eadership, ambition, loyalty, vision, attitude, character, decision making knowledge,

output etc. This also means appraising non-supervisory managers.

“Why” of Appraisal

It is concerned with (a) creating and maintaining a satisfactory level of performance of

emp[loyees in their present job. (b) highlighting employee’s needs and opportunities for

personal growth and development. (c) promoting understanding between the supervisor

and his subordinates. (d) providing useful criteria for determining the validity of selectin

and training methods.

“When” of appraisal

Appraisal can be either SUMMATIVE OR FORMATIVE. In a summative appraisal, an

individual is evaluated at the end of specific period of time by summing his total

achievements of stated goals. Formative system, on the other hand, sees appraisal as an

ongoing process is i.e, daily, where individual deceives a constant feed back.

“Where” of Appraisal

‘Where’ deals with the location of appraisal. It is usually done at the place of work or of

the supervisor. In formal appraisals may take place anywhere, both on the job in the

work situation and off the job.

NEED FOR APPPRAISAL

Performance appraisal has become a very common affair in any organization actually it

is constant effort on the part of every manager to evaluate the performance of

subordinate executives. Following are some reasons for conducting performance

appraisal.

It serves as a basis for the job change or promotion.

It provides a clear understanding to the superior about his subordinate’s

contribution and the capability or potential to contribute.

By identifying the strengths and weakness of an employee it serves as a guide for

formulating a suitable training and development programme.

It serves as a feedback to the employee, by letting him know how well he is doing

or where he stands.

The existence of regular appraisal system tends to make the supervisor and

executives more observant of their subordinates.

It enables to locate the problem which may stand on the way of performance; so

that corrective action can be taken.

Performance appraisal provides basis for setting realistic standards.

It provides basis for fixing compensation, incentives and bonus. The estimates of

relative contribution of employees help to determine the rewards and privileges

rationally.

PERFORMANCE APPRAISAL PROCESS

Process Defined

The fig outlines the appraisal process. Each step in the process is crucial and is arranged

logically. The explanation for each step is as follows:

Objectives of performance appraisal

Establish job Expectations

Design appraisal programme

Use of Appraisal Data

Performance Interview

Appraised Performance

Objectives of Appraisal

Objectives of appraisal include effecting promotions and transfers; assessing training

needs, awarding pay increases, and the like. The emphasis in all these is to correct the

problems. The system approach, appraisal aims at improving the performance, instead of

merely assessing it, the emphasis is not on individual assessment and rewards and

punishment but on how system affects an individual’s performance.

Establish Job Expectations

The second step in the appraisal process is to establish job expectations. This includes

informing the employee what is expected of him on the job. Normally, a discussion is

held with his supervisor to review the major duties contained in the job description.

Individuals should not be excepted to begin the job until they understand what is

expected of him.

Design Appraisal Programme

Designing appraisal programme poses several questions, which need to be answered.

They are (1) formal vs. informal appraisal; (2) whose performance is to be assessed? (3)

who are the raters? (4) what problems are encountered? (5) how to solve the problems?

(6) what should be evaluated? (7) when to evaluate? (8) what methods of appraisal are to

be used?

Appraise Performance

Now the next and the most step are to appraise the employees. Using various appraisal

methods and techniques can do this. Appraisal can also be done informally. Few past

oriented and feature oriented appraisal methods are forced choice method, checklist,

rating scale-grading management by objectives 360-appraisal etc.

Performance Interview

Now the next step is to review the performance with the rates, so that they stand in the

eyes of the superior. Feedback is necessary to effect the improvement in performance,

especially when it is inadequate. Performance interview has three goals (1) to change

behavior of employees whose performance dose not meet organizations & personal goals

(2) to maintain the behavior of employees who perform in acceptable manner (3) to

recognize superior performance behavior so that they can be continued.

Use of Appraisal Data

Now the final step in the evaluation process is the use of evaluation data. HR department

must use the data and information generated through performance evaluation.

Specifically, the data and information will be useful in the following areas of HRM:

Remuneration administration

Validation of selection programmed

Employee training and development programmes

Promotions, transfers and lay off decisions

Grievance and discipline programmes

HR planning

Job Description

& Job Specificatio

n

CAREER PLANNING

DEVELOPMENT AND

TRAINING

PROCUREMENT

Placement Induction

REMUNARATIONAND

REWARDS

APPRAISALSPerformances

PotentialSalary

MANPOWER PLANNING

Manning training

Succession Plan

ORGANISATIONStructure

Objectives Health

Management Style Resources

Methods of Performance Appraisal

Numerous methods have been devised to measure the quantity and quantity of

employee’s job performance. Broadly, all the approaches to appraisal can be classified

into(1) past oriented methods (2) future oriented methods

Rating Scale Method:

This is the simplest and the most popular technique for appraising employee

performance. The typical rating scale system consist of several numerical scales, each

representing a job related performance criterion such as dependability, initiative, output,

attendance, attitude, co-operation etc. Each scale range from excellent to poor. The rater

checks the appropriate performance level on each level on each criterion, and then

computes the employee’s total numerical score. The number of points scored may be

linked to salary increases, rating scale offers the advantages of adaptability, relatively

easy use and low cost. The disadvantage of this method is that rater’s biases are likely to

influence evaluation. Furthermore, numerical scoring gives an illusion precisions that is

really unfounded.

Ranking Method:

In this method the man and his performance are considered as an entity by the rater. No

attempt is made to fractionalize the rate on his performance; the whole is compared with

the “whole man”; that is the ranking of the man in a work group is done against that of

another. The relative position of each is tested in terms of his performance against that of

another member of a competitive group by placing him as number one or two or three in

total group; i.e. persons are tested in order of merit and placed in a simple grouping.

This is a simplest method of separating the most efficient from the least, and relatively

easy to develop and use. The greatest limitation of this method is that in practice it is

very difficult to compare human being having varying behavior traits.

Forced Choice Method:

In this the rate is given a series of statement about an employee. These statements are

arranged in blocks of two or more, and the rater indicates which statement is most or

least descriptive of the employee. The rater I simply expected to select the statement that

describes the rate’s actual assessment. In advantage of this method is absence of personal

biases in rating.

Checklist:

Under this method, a checklist of statement on the traits of the employee and his or her

job is prepared in two columns-viz., a ‘Yes’ columns and a ‘No’ columns. All that rater

(immediate superior) should do is tick the ‘Yes’ column if the answer to the statement is

positive and in column ‘No’ if the answer is negative. After ticking off against each item,

rater forwards the list to the HR department where the actual assessment of employee

takes place.

The advantage of this method is economy and ease, and disadvantage is personal biases

and it does not allow the rater to give up relative ratings.

PERFORMANCE APPRAISAL AT BSNL

Performance Appraisal at BSNL is done by a balanced score card technique. That is each

employee is provided a score as per his performance in his field.

All this done through a channel or process which includes:

1. Reporting manager

2. Reviewer

3. HOD

4. HR Head

5. Normalization Committee

Reporting Manager

Reporting Manager keeps the track of the employee and provides its feedback to the

reviewer or HOD which consists of employee’s behavioral traits indicated in PMS Policy

manual. The reporting manger also ensures that the employee is aware of normalization,

or performance appraisal process, in case of its lack of knowledge to employee the

reporting manager makes the employee aware of the performance appraisal policy

adopted by BSNL. He also discuss the employee concerns/ queries on performance

ratings with the reviewer.

Reviewer

Reviewer collects the information of the employee such as behavioral traits and other

matters which he has to review, all this information is provided to him by the reporting

manager.

In some cases the reviewer also independently assess the employees for said behavioral

traits and explain its merits or demerits; such assessments might require collecting data

directly from the employee or other relevant employees.

Head of Department

CHAPTER NO 5

PERFORMANCE APPRAISAL IN BSNL

In BSNL, the concerning rules are called Employee Performance Appraisal rules

in 1995.

The Performance Appraisal system in BSNL seeks to evaluate

The work performance of an employee on the present job relation to the expected

level of performance, both qualitative and quantitative.

The extent of development achieved by the employee during the period under

review.

Evaluation of behavioral attributes attitudes and abilities.

Evaluation of potential for assuming higher responsibilities.

TITLE

These rules will be called Oil and Natural Gas Corporation Ltd,

Executive Performance Appraisal rules 1995.

Application

These rules shall apply to all executives in all grades, belongings to different cadres of

BSNL including its subsidiaries and associated offices, if any. All executives on

deputation to BSNL will also be governed by these rules.

Definition Of Executive

An executive is a person employed under the authority of BSNL in any of the executive

grades but shall not include Directors of any other person appointed by the President of

India, for any of the offices in BSNL or its subsidiaries and associated offices.

Appraisal Year

The appraisal period is 12 months of financial year between 1st April of a year to the 31st

March of the succeeding year.

Appraisee

An appraisee is an executive who has worked under the direct control and supervision of

other executive for a minimum period of 4 months within time span of 1st April 31st

March (12 months) in appraisal year.

Appraisers

There are two levels of appraisers

The first appraiser also called Reporting Authority, means an executive under whose

direct control and supervision the appraise operates. In case of second appraise,

immediate functional senior executive (who may be equal in status of 1st appraiser) could

be the joint Appraiser with the Reporting Authority, and he would only record whether

or not he agrees with the observation of the first Appraiser.

Accepting Authority

A very senior officer who is designated under the roles of re- looks at the performance of

the appraise, and reviews the observations of the first and the second appraisers. He

would finally determine and evaluate the performance of the Appraise. In case of

disparity between his assessment and that of the first and second appraisers, he has to

record the basis of his revised assessment. He is expected to record specifically his

comments in case of overall performance grading EC to PC and low score for personality

traits by either of the earlier two Appraisers.

Appellate Authority

Project General Manager, Regional Directors, Group General Managers and Company

Directors would be Appellate Authority to take the decisions on representations of

different level of appraise executives. They would also take the final decisions on the

evaluation of the performance of the appraise in special cases.

Roles and Responsibilities of the Reporting Authority

The overall performance classification in grades is to be determined by:

Examining both a performance

Personality of the appraise

The parameters of this task are listed in part 2 of the Par format in blocks EC to PC

In evaluating performance (EC) due consideration is to be given to the benchmark

indicate therein and one numerical block only is to be ticked.

In respect of the personality trait in blocks SC, C, and PC only the numerical block is to

be ticked after considering the benchmarks indicated therein.

Special Comments by Reviewing Office

After the detailed analysis of performance/ personality traits by the Reporting Office, the

Reviewing officer is required to offer the special comments (no numerical values in

respect of few special items like integrity, professional potential for growth and like,

specific areas functions for potential growth mentioned.

Overall Assessment by Accepting Authority

The Accepting Authority will minutely examine the observation made by the first

appraiser and the reviewing authority and also self-appraisal of the appraisee, and taking

due consideration of all the aspects, determine overall grade and also comment on the

total performance.

The Grading System

The grading system in BSNL is based on “Balanced Score Card” method of performance

appraisal. It perhaps the most commonly used method. Under this method a printed form

is used to evaluate the performance of the employee. A variety of traits may be used in

these types of rating devices, the most common being the quality and quantity of work.

In BSNL performance appraisal form to block numerical values have been assigned to

assist the first appraiser in making overall assessment. The overall total score for

determining a grade is merely a guide and the final grade may be at variance with the

total score. The second appraiser i.e. the interviewing Authority and the Accepting

Authority have to take an overall view, both of the performance and the personality of

the appraisee, while determining the “Final Grading “. The Accepting Authority arrives

at the final grading by judiciously weighing the assessment of Reviewing Authority

which may belong to functional discipline of the appraisee along with the detailed

assessment of the Reporting Authority.

Moderation

This means re- evaluation of the PAR of the appraisee and the grade awarded by the

accepting authority to correct any observations. The head of the personal department at

the region i.e. GM (HR) will review the PARS of the executives up to E-3 level and

advice of the regional director for moderation if required on the basis of analysis of

reports. The regional director in consultation with the functional head (which has to be

recorded in PAR) will have authority to moderate PAR.

CURRENT INITIATIVES OF PERFORMANCE APPRAISAL

SYSTEM IN BSNL

Implementation of E Par

(IT – Enabled Performance Appraisal Report)

As it is advantageous for e par system such as;

Streamlining of PAR process.

Uniform application of company policy.

Authenticity and audit trial of transactions

System monitoring mechanism and control

Cutting down on delay and fixing of responsibility/ accountability in delay which helps

in faster decision making on issues such as promotions

In view of this benefit ,it was decided to implement IT enable PAR system in BSNL

w.e.f assessment year 2008-2009 , initially for the year EC TO PC level executives , later

to be ruled out in other phases to other level.

INCORPORATION OF PAR BASED 3600 EVALUATION

(EC CONCEPT LEVEL)

The (360 0) feedback involves collecting perception about a person’s behavior and the

impact of the behavior from the person’s boss or bosses direct reports, colleagues, fellow

members of project teams, internal and external, customers, suppliers. Other names for

360 0 feedback are multi-rater feedback, full circle appraisal and group performance

review.

In order for an organization to be ready for an effective 360 0 feedback, a number of

question need to be answered. The effectiveness of the feedback if directly linked to the

integrity of the process, and the integrity of the process is measured in terms of

commitment, clarity of purpose and follows up.

A 360 0 feedback is recommended for accomplishing a detailed plan to address these

issues to prior implementation.

At present in BSNL, this is the concept level and efforts are being made to use it

effectively for attaining the overall goals of the organization.

RESEARCH METHODOLOGY

Problem Formulation

BSNL is a large organization having a separate and well- managed Human Resource

department. As far as performance appraisal system is concerned it was found that it

does not identify the employee’s development needs for helping them to perform their

work more efficiently and effectively. As PAR system used in BSNL is more on paper

work rather than tool for improving efficiency of the individual .

Research Objective

To study the perception of employees regarding the performance appraisal system in

BSNL.

To study the procedures of performance appraisal of BSNL.

Research Design

Research Design is a model for the collection of formal information as it stands for

advance planning of the method to be adopted for collecting the relevant data. In this

research descriptive research approach was followed. The major purpose of the

descriptive research to describe the characteristics of a particular group.

Sources of Data Collection

There are two sources through which data is collected.

Primary Data: Primary Data is fresh data which has been collected from the survey area

through Questionnaire.

Secondary Data: Analysis of existing document, this method involves the study of

various documents available in the organization, which may contain information for the

study. Annual reports of BSNL .

PAR rules

Some old projects

Books on performance appraisal

Internet

Primary Data Collection Method

The data has been collected through survey by which a semi structured questionnaire

which comprises of close ended and open ended questions.

Instruments used for data collection method

By Questionnaire: Keeping in view the objective and reluctance which might be

expressed by the employee in answering the straight forward questions,

A questionnaire designed was structured one. The questionnaire was framed in such a

manner that it should provide a complete relevant information required to fulfill the

objective. The questionnaire contained both open & closed ended questions. Close ended

questions (likert scale) were taken to reduce the variability. For in depth information

open ended questions were also included while designing.

Sampling

In the above study stratified sampling was used under stratified sampling the population

is divided into several sub populations that are individually more homogeneous than the

total population (the different sub populations are called strata) and then we select item

from each stratum to constitute a sample.

Sample Size: 99

Sample Area: BSNL Bijnor

Limitations

Since BSNL is a multi-disciplinary and multi-work center organization (scattered all

over the country) it becomes very difficult to include employees from all disciplines, all

over the work centers and all levels in the study. However, attempt has been made to

include persons of different disciplines and different levels working in BSNL, Bijnor.

Findings of the study are based on trustworthiness of the information supplied by the

respondent, which may be inaccurate, subject to biases because of the survey conducted

of different levels in the organization.

As sample size is too small comprising of 99 respondents for a vast organization of

employees the data may not be a true representative.

DATA ANALYSIS AND INTERPRETATION

Performance appraisal is an important tool to evaluate performance of employee in

BSNL.

20%

53%

13%

13%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Fig.1

Over the analysis of performance appraisal system is an important tool to evaluate

performance of the employee in BSNL out of 20 respondents, 20% of the respondents

were ‘strongly agree’, 54% of the them were ‘agree’, 13% of the respondents each were

‘neutral’ and ‘disagree’ and none of the respondent was strongly disagree.

The objective of appraisal system are clear to all employees

7

13

60

20

Strongly AgreeAgreeNeutraldisagreeStrongly Disagree

Fig.2

Over the analysis of objective of appraisal system are clear to all employees out of 20

respondents, 7% of the respondents were ‘strongly agree’, 13% of the them were ‘agree’,

none of the respondents each were ‘neutral’ 60% of the respondents were ‘disagree’ and

20% of the respondent were ‘strongly disagree’.

Appraisal system in BSNL ensures that that every individual is clearly aware about its

functions and responsibilities

66

20

77


Fig. 3

Over the analysis of Appraisal system in BSNL ensures that that every individual is

clearly aware about its functions and responsibilities out of 20 respondents, 60% of the

respondents were ‘strongly agree’, 20% of the them were ‘agree’, 7% of the respondents

each were ‘neutral’ 7% of the respondents were ‘disagree’ and none of the respondents

were ‘strongly disagree’.

Performance appraisal system in BSNL provides a platform for identifying training

needs of employees

7%7%

13%

20%

53%


Fig. 4

Over the analysis of Performance appraisal system in BSNL provides a platform for

identifying training needs of employees, out of 20 respondents 7% of the respondents

were ‘strongly agree’, 7% of the them were ‘agree’, 13% of the respondents were

‘neutral’ 20% of the respondents were ‘disagree’ and 53% of the respondents were

‘strongly disagree’.

The counseling is satisfactorily done to judge the low performance and to improve his/

her performance.

13

20

47

13

7


Fig. 5

Over the analysis of The counseling is satisfactorily done to judge the low performance

and to improve his/ her performance, out of 20 respondents 13% of the respondents were

‘strongly agree’, 20% of the them were ‘agree’, 47% of the respondents each were



Most of the training programme are initiated after a need analysis has indicated that

programme is needed

13%

7%

7%

13%

60%


Fig. 6

Over the analysis of Most of the training programme are initiated after a need analysis

has indicated that programme is needed, out of 20 respondents 13% of the respondents

were ‘strongly agree’, 7% of the them were ‘agree’, 7% of the respondents were ‘neutral’

13% of the respondents were ‘disagree’ and 60% of the respondents were ‘strongly

disagree’.

The present performance appraisal system is able to focus on personality trait of

employees for better performance

20

7

1353

7


Fig. 7

Over the analysis of The present performance appraisal system is able to focus on

personality trait of employees for better performance, out of 20 respondents 20% of the


each were ‘neutral’ 53% of the respondents were ‘disagree’ and 7% of the respondents


Performance is the main objective of performance appraisal in BSNL

40

40

7

76


Fig. 8

Over the analysis of Performance is the main objective of performance appraisal in

BSNL, out of 20 respondents 40% of the respondents were ‘strongly agree’, 40% of the

them were ‘agree’, 7% of the respondents each were ‘neutral’ 7% of the respondents

were ‘disagree’ and 7% of the respondents were ‘strongly disagree’.

Promotion and rewards are a major factor in influencing performance if administered

objectively

27

47

13

13


Fig. 9

Over the analysis of Promotion and rewards are a major factor in influencing

performance if administered objectively, out of 20 respondents 27% of the respondents

were ‘strongly agree’, 47% of the them were ‘agree’, 13% of the respondents each were

‘neutral’ 13% of the respondents were ‘disagree’ and none of the respondents were


Performance appraisal is carried out to assess the potential of employees to assign higher

responsibility and more task.

7%

13%

7%

27%

47% Strongly AgreeAgreeNeutraldisagreeStrongly Disagree

Fig. 10

Over the analysis of Performance appraisal is carried out to assess the potential of

employees to assign higher responsibility and more task, out of 20 respondents 7% of the


each were ‘neutral’ 27% of the respondents were ‘disagree’ and 46% of the respondents


Potential appraisal help in succession planning in BSNL

67

33

YesNo

Fig. 11

On the analysis over Potential appraisal help in succession planning in BSNL out of 20

respondents 67% of the respondents said ‘yes’ and 33% of the respondents said ‘no’.

Succession planning is implemented on the basis of feed back through potential appraisal

13

20

7

33

27


Fig. 12

Over the analysis of Succession planning is implemented on the basis of feed back

through potential appraisal, out of 20 respondents 13% of the respondents were ‘strongly

agree’, 20% of the them were ‘agree’, 7% of the respondents each were ‘neutral’ 33% of

the respondents were ‘disagree’ and 27% of the respondents were ‘strongly disagree’.

There should be potential appraisal once in a year and information should be given to

employees about their future prospects

27

46

13

77


Fig. 13

Over the analysis of There should be potential appraisal once in a year and information

should be given to employees about their future prospects, out of 20 respondents 27% of

the respondents were ‘strongly agree’, 46% of the them were ‘agree’, 13% of the

respondents each were ‘neutral’ 7% of the respondents were ‘disagree’ and 7% of the

respondents were ‘strongly disagree’.

The performance appraisal system strengthen the relationship between superior and

subordinate for better performance.

27

40

7

13

13


Fig. 14

Over the analysis of The performance appraisal system strengthen the relationship

between superior and subordinate for better performance., out of 20 respondents 27% of


respondents were ‘neutral’ 13% each of the respondents were ‘disagree’ and ‘strongly

disagree’.

The appraisal system encourages open communication between each appraiser and

appraise through performance review.

21

40

13

13

13


Fig. 15

Over the analysis of The appraisal system encourages open communication between each

appraiser and appraise through performance review, out of 20 respondents 21% of the

respondents were ‘strongly agree’, 40% of the them were ‘agree’, 13% of the

respondents each were ‘neutral’ ,‘disagree’ and ‘strongly disagree’.

The appraisal system encourages the appraiser to have common understanding of all the

factors (individual, organizational & environmental) affecting the performance of the

appraise

27

40

20

13


Fig. 16

Over the analysis of The appraisal system encourages the appraiser to have common

understanding of all the factors (individual, organizational & environmental) affecting

the performance of the appraise, out of 20 respondents 27% of the respondents were

‘strongly agree’, 40% of the them were ‘agree’, none of the respondent was ‘neutral’


disagree’.

Appraisal system facilities growth growth and learning in the organization both for

appraiser and apraisee

7

20

26

40

7


Fig. 17

Over the analysis of Appraisal system facilities growth and learning in the organization

both for appraiser and apraisee, out of 20 respondents 7% of the respondents were

‘strongly agree’, 20% of the them were ‘agree’, 26% of the respondents were ‘neutral’


disagree’.

Performance appraisal in BSNL form basis for the human competencies.

13%

13%

13%

60%


Fig. 18

Over the analysis of Performance appraisal in BSNL form basis for the human

competencies, out of 20 respondents 14% of the respondents each were ‘strongly agree’,

13% of them were ‘agree’, none of the respondent was ‘neutral’ 13% of the respondents

were ‘disagree’ and 60% of the respondents were ‘strongly disagree’.

There is a need for further up gradation of performance appraisal format which addresses

the development needs of the employees

20

46

7

20

7


Fig. 19

Over the analysis of There is a need for further upgradation of performance appraisal

format which addresses the development needs of the employees, out of 20 respondents

20% of the respondents were ‘strongly agree’, 46% of the them were ‘agree’, 7% of the

respondents were ‘neutral’ 20% of the respondents were ‘disagree’ and 7% of the


Areas where this organization needs to improve for the appraisal system for more

continuous development of ewmployee and building a strong relationship.

40%

60%

YesNo

Fig 20

On the analysis for Areas where this organization needs to improve for the appraisal

system for more continuous development of ewmployee and building a strong

relationship out of 20 respondents, 60% of the respondents had given no responsew

while 40% of the respondents said that performance appraisal format in BSNL needs

upgradation for the development needs of the employees with the fast changing business

environment and also it should focus on the identification of the training needs of the

employees.

Group 2

Performance appraisal is an important tool to evaluate performance of employee in

BSNL.

28%

56%

6%6% 4%


Fig.21


performance of the employee in BSNL out of 60 respondents of group 2, 28% of the


each were ‘neutral’ and ‘disagree’ and 4% of the respondent was strongly disagree.

The objective of appraisal system are clear to all employees

18%

10%

4%

46%

22%


Fig.22

Over the analysis of objective of appraisal system are clear to all employees, out of 60

respondents 18% of the respondents were ‘strongly agree’, 10% of the them were

‘agree’, 4% of the respondents were ‘neutral’ 46% of the respondents were ‘disagree’

and 22% of the respondent were ‘strongly disagree’.

Appraisal system in BSNL ensures that that every individual is clearly aware about its functions and responsibilities

54%

22%

2%

14%

8%


Fig. 23


clearly aware about its functions and responsibilities, out of 60 respondents 54% of the


were ‘neutral’ 14% of the respondents were ‘disagree’ and 8% of the respondents were


Performance appraisal system in BSNL provides a platform for identifying training

needs of employees

6%10%

8%

20%

56%


Fig. 24


identifying training needs of employees, out of 60 respondents 6% of the respondents





her performance.

10%

20%

48%

16%

6%


Fig. 25



‘strongly agree’, 20% of the them were ‘agree’, 48% of the respondents each were




programme is needed

6%

14%

6%

22%

52%Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Fig. 26






The present performance appraisal system is able to focus on personality trait of employees for better performance

20%

10%

14%

46%

10%


Fig. 27







48%

34%

10%

8%


Fig. 28


BSNL, out of 60 respondents 48% of the respondents were ‘strongly agree’, 34% of the

them were ‘agree’, 10% of the respondents were ‘neutral’ 8% of the respondents were

‘disagree’ and none of the respondent was ‘strongly disagree’.

Promotion and rewards are a major factor in influencing performance if administered objectively

30%

38%

4%

22%

6%


Fig. 29








10%

10%

6%

20%

54%


Fig. 30


employees to assign higher responsibility and more task, out of 60 respondents 10% of

the respondents each were ‘strongly agree’, and ‘agree’, 6% of the respondents were




64%

36%

YesNo

Fig. 31



Succession planning is implemented on the basis of feed back through potential appraisal

4%8%

26%

38%

24%


Fig. 32

Over the analysis of Succession planning is implemented on the basis of feed back


agree’, 8% of the them were ‘agree’, 26% of the respondents were ‘neutral’ 38% of the

respondents were ‘disagree’ and 24% of the respondents were ‘strongly disagree’.

There should be potential appraisal once in a year and information should be given to employees about their future prospects

26%

52%

12%

6% 4%


Fig. 33








22%

40%

8%

16%

14%


Fig. 34








26%

36%

4%

18%

16%


Fig. 35




were ‘neutral’ , 18% of them were ‘disagree’ and 16% of the respondents were ‘strongly

disagree’.



appraise

6%8%

10%

26%

50% Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Fig. 36



the performance of the appraise, out of 60 respondents 6% of the respondents were



disagree’.

Appraisal system facilities growth and learning in the organization both for appraiser and

apraisee

4%10%

28%

48%

10%


Fig. 37





disagree’.


2% 4% 4%

54%

36%


Fig. 38


competencies, out of 60 respondents 2% of the respondents were ‘strongly agree’, 4%

each of them were ‘agree’, and ‘neutral’, 54% of the respondents were ‘disagree’ and

36% of the respondents were ‘strongly disagree’.



26%

50%

2%

18%

4%


Fig. 39






Areas where this organization needs to improve for the appraisal system for more continuous development of ewmployee and building a strong relationship.

36%

64%

YesNo

Fig 40

On the analysis over Areas where this organization needs to improve for the

appraisal system for more continuous development of ewmployee and building a

strong relationship out of 60 respondents, 64% of the respondents gave no reply

while 36% said that trainng needs should be workeed out from the development

programme of the organization on the basis of market needs and trend and

training planningf asnd development process should be implemented.

Group 3

Performance appraisal is an important tool to evaluate performance of employee in BSNL.

19%

50%

6%

19%

6%


Fig.41


performance of the employee in BSNL out of 20 respondents of group 3, 19% of the

respondents were ‘strongly agree’, 50% of them were ‘agree’, 6% of the respondents

were ‘neutral’, 19% of them were ‘disagree’ and 6% of the respondents were ‘strongly

disagree’.

The objectives of appraisal system are clear to all employees

7%13%

7%

60%

13%


Fig.42

Over the analysis of objective of appraisal system are clear to all employees, out of 20

respondents 7% of the respondents were ‘strongly agree’, 13% of them were ‘agree’, 7%

of the respondents were ‘neutral’ 60% of the respondents were ‘disagree’ and 13% of

the respondent were ‘strongly disagree’.

Appraisal system in BSNL ensures that that every individual is clearly aware about its

functions and responsibilities

53%

20%

7%

13%

7%


Fig. 43


clearly aware about its functions and responsibilities, out of 20 respondents 53% of the




Performance appraisal system in BSNL provides a platform for identifying training needs of employees

13%

13%

20%


Fig. 44


identifying training needs of employees, out of 20 respondents none of the respondents

were ‘strongly agree’, 13% each of the them were ‘agree’, and ‘neutral’ 20% of the

respondents each were ‘disagree’ and 54% of the respondents were ‘strongly disagree’.


her performance.

13%

20%

47%

13%

7%


Fig. 45





disagree’.


programme is needed

7%7%

20%

20%


Fig. 46



each were ‘strongly agree’ and ‘agree’, 20% each of them were ‘neutral’, and ‘disagree’

and 46% of the respondents were ‘strongly disagree’.

The present performance appraisal system is able to focus on personality trait of

employees for better performance

27%

7%

13%

47%

7%


Fig. 47







40%

40%

13%

7%


Fig. 48


BSNL, out of 20 respondents 40% of the respondents each were ‘strongly agree’, and

‘agree’, 13% of the respondents were ‘neutral’ 7% of the respondents were ‘disagree’

and none of the respondent was ‘strongly disagree’.

Promotion and rewards are a major factor in influencing performance if administered objectively

27%

47%

13%

7%7%


Fig. 49




‘neutral’ 7% of the respondents each were ‘disagree’ and ‘strongly disagree’.



7%

13%

13%

7%

60%


Fig. 50


employees to assign higher responsibility and more task, out of 20 respondents 7% of the

respondents were ‘strongly agree’, 13% each of the them were ‘agree’ and ‘neutral’ 7%

of the respondents were ‘disagree’ and 60% of the respondents were ‘strongly disagree’.


73%

27%

YesNo

Fig. 51



Succession planning is implemented on the basis of feedback through potential appraisal

13%

20%

7%

33%

27%


Fig. 52

Over the analysis of Succession planning is implemented on the basis of feedback


agree’, 20% of the them were ‘agree’, 7% of the respondents were ‘neutral’ 33% of the


There should be potential appraisal once in a year and information should be given to employees about their future prospects

27%

40%

13%

13%

7%


Fig. 53








27%

47%

13%

13%


Fig. 54



the respondents were ‘strongly agree’, 47% of the them were ‘agree’, none of the

respondent was ‘neutral’ and 13% of the respondents each were ‘disagree’ and ‘strongly

disagree’.



20%

47%

20%

13%


Fig. 55




respondents were ‘neutral’ , 13% of them were ‘disagree’ and none of the respondent

was ‘strongly disagree’.



appraise

20%

13%

20%


Fig. 56



the performance of the appraise, out of 20 respondents none of the respondents were



disagree’.

Appraisal system facilities growth growth and learning in the organization both for

appraiser and apraisee

7%

20%

27%

40%

7%


Fig. 57



‘strongly agree’, 20% of them were ‘agree’, 27% of the respondents were ‘neutral’ 40%

of the respondents were ‘disagree’ and 7% of the respondents were ‘strongly disagree’.


7%

13%

27%

53%


Fig. 58


competencies, out of 20 respondents 7% of the respondents each were ‘strongly agree’,

13% of them were ‘agree’, none of the respondents were ‘neutral’, 27% of the




20%

47%

7%

20%

7%


Fig. 59






Areas where this organization needs to improve for the appraisal system for more continuous development of ewmployee and building a strong relationship.

33%

67%

YesNo

Fig 60

On the analysis over Areas where this organization needs to improve for the appraisal system for more continuous development of ewmployee and building a strong relationship 67% of the respondents gave no reply whereas 33% of the respondents said that the concept of potential appraisal may be implemented and the exercise for this may be undertaken once in 3-4 years.

CONCLUSION

The study was carried over the performance appraisal system and on the analysis

of the respondents of all the three groups it was concluded that most of the

employees were in the favour that Performance appraisal is an important tool to

evaluate performance of employee in BSNL.

On the analysis over the objective of appraisal system are clear to all employees it

was concluded that the respondents of group 1 and group 3 were not clear of the

objectives of appraisal system while the respondents of group 2 are still aware of

the objectives of appraisal system.

The respondents of all the three groups on analyzing favoured that Appraisal

system in BSNL ensures that every individual is clearly aware about its functions

and responsibilities.

It was also analyzed that the respondents of all the three groups does not feel that

Performance appraisal system in BSNL provides a platform for identifying

training needs of employees.

While on the analysis all the respondents of the three groups were almost in the

favour that the counseling is satisfactorily done to judge the low performance and

to improve his/ her performance.

On the analysis over most of the training programme are initiated after a need

analysis has indicated that programme is needed it was concluded that all the

respondents have denied over it.

It was analyzed that the respondents of all the three groups were in the favour that

promotion s the main objective of appraisal in BSNL.

The respondents of all the three groups were not in the favour that succession

planning is implemented on the basis of feedback through potential appraisal.

On the analysis most of the respondents were in the opinion that there should be

potential appraisal once in a year and information should be given to employees

about their future prospects.

Most of the employees when analyzed on the performance appraisal system

strengthen the relationship between superior and subordinate for better

performance gave no opinion.

On the analysis over the appraisal system encourages open communication

between each appraiser and appraise through performance review it was

concluded that most of the respondents were in the opinion over this.

SUGGESTIONS

Promotions should be given to the employees at the scheduled intervals and to the

employees who deserve it.

Rewards should also be provided to the employees who have done outstanding

jobs in their field.

Performance appraisal system should be implied seriously and potential appraisal

for the employees should be carried out at least once in in a year.

Training schedules for the employees should be conducted at regular intervals and

not only when it is required.

BIBLIOGRAPHY

K. Ashwathappa-“Human Resource and Personnel Management”, The McGraw-Hill companies, 4th Edition.

VSP Rao-“Human Resource management”, Prof. N.J.Yasaswy, 1st Edition.

Kothari C.R-“Research Methodology-Methods and Techniques”- New Age International (P) Limited, 2nd Edition.

Journals

HR Vision 2005 (BSNL) HRM Corporate Journal

BSNL Quarterly in house Journal on HR.

WEBSITES

www.bsnl.co.in

Documents

Performance Appraisal at BSNL - Copy