Naaraayana Sooktam

Sahasraa sersham devam viswaasham viswaasambhuvam Viswam naaraayanam devamaksharam paramam padam This universe is the eternal being (Narayana), the imperishable, the supreme, the goal, multi-headed and multi-eyed (i.e., omnipresent and omniscient), the resplendent, the source of delight for he whole universe. Viswataah paramam nityam viswam naaraayanam hariim Viswaamevedam purushaastadvisvampajeevati This universe is the supreme being (Purusha) alone; hence it subsists on that, the eternal which transcends it (in every way), the omnipresent absolute which destroys all sins. Patim viswasyatmeswaram saswatam sivamachyutam Naaraayanam mahaajneyam viswaatmanam paraayanam The protector of the universe, the lord of all souls (or lord over self), the perpetual, the auspicious, the indestructible, the goal of all creation, the supreme object worthy of being known, the soul of all beings, the refuge unfailing (is he). Naaraayanaa paro jyotiratma naaraayanaa paraah Naaraayanaa param brahmaa tattwam naaraayanaah paraah Naaraayanaa paro dhyaatah dhyaanam naaraayanah paraah The lord Narayana is the supreme absolute; Narayana is the supreme reality; Narayana is the supreme light; Narayana is the supreme self; Narayana is the supreme meditator; Narayana is the supreme meditation. Yachca kinchit jagat sarvam drshyate srooyatepi va Antar bahisca tatsvaram vyapya naaraayanaah sthitah Whatever all this universe is, -seen or heard of, -pervading all this from inside and outside alike, stands supreme the eternal divine being (Narayana).

Anantamavyayam kavim samudrentam viswaa sambhuvam Padma kosaa praateeksam hrdayam capyadho mukham He is the limitless, imperishable, omniscient, residing in the ocean of he heart, the cause of the happiness of the universe, the supreme end of all striving, (manifesting himself) in the ether of the heart which is comparable to an inverted bud of the lotus flower. Adho nishtya vitastyante nabhyaamupari tishtati Jwaalamalaa kulaam bhaati vishwasyayatanam mahat Below the adams apple, at a distance of a span, and above the navel (i.e., the heart which is the relative seat of the manifestation of pure consciousness in the human being), effulges the great abode of the universe, as if adorned with garlands of flames. Santaatam silaabhistu lambaatyaa kosaannibham Tasyante sushiram sookshman tasmin sarvam pratishtam Surrounded on all sides by nerve-currents (or arteries), suspends the lotus-bud of the heart in an inverted position. It is in a subtle space (a narrow aperture, the sushumna-nadi), and therein is to be found the substratum of all things. Tasyaa madhye mahaanagnir vishwachir visvato mukha Sograabhugvibhajan tishthannahaaraa maajaraah kaavih In that space within the heart resides the great flaming fire, undecaying, all-knowing, with tongues spread out in all directions, with faces turned everywhere, consuming food presented before it, and assimilating it unto itself. Triyaa goordhwaa masdhassayee rasmayaatasyaa santataa Santapayati swam deha mapadatalaamaastaagah Tasyaa madhye vahnisikha aaneeyordhwaa vyaavasthithaa His rays, spreading all around, side ways as well as above and below, warm up the whole body from head to foot. In the center of that (flame) abides the tongue of fire as the topmost of all subtle things. (note: due to the attachments and entanglements of the jiva in worldly enjoyment and suffering, the consciousness is enshrouded in potential as well as expressed objectivity, and hence it appears like a tiny streak of flame within the dark clouds of ignorance. But when the jiva rises above worldliness the consciousness is realized as he infinite.)

Neelaatoyaada madhyaasthad vidyullekhavaa bhaswaraa Neevaaraasooka vattanvee peeta bhaswatyanoopama Brilliant like a streak of lightning set in the midst of the blue rain-bearing clouds, slender like the awn of a paddy grain, yellow (like gold) in colour, in subtlety comparable to the minute atom, (this tongue of fire) grows splendid. Tasyaa sikhayaa madhye paramaatmaa vyavasthithaah Saa brahmaa saa sivaah saa hariih sendraah soksharaah paramah swarat In the middle of that flame, the supreme self dwells. This (self) is Brahma (the creator), Siva (the destroyer), Hari (the protector), Indra (the ruler), the imperishable, the absolute, the autonomous being. Prostrations again and again to the omni-formed being, the truth, the law, the supreme absolute, the Purusha of blue-decked yellow hue, the centralised-force, power, the all-seeing one. Ritam satyam param brahmaa purusham krishnaa pingalam Oordhwaaretam viroopaaksham viswaroopaayaa vai namo namah Prostrations again and again to the omni-formed being, the truth, the law, the supreme absolute, the Purusha of blue-decked yellow hue, the centralisedforce, power, the all-seeing one. Naaraayanayaa vidhmahe Vasudevaayaa dheemahi Tanno vishnuh prachodayaat We commune ourselves with Narayana, and meditate on vasudeva, may that vishnu direct us (to the great goal). Vishnornukam veeryaani pravocham yaah paarthivaani raajaamsi yo Askabhayaaduttaram sadhastham vichaakramanas tredhorugayo vishnuh Raaratamasi vishnuh syooraasi vishnuh dhruvamsi vaishnavaamasi vishnave tva Which valor and deed of the all-pervading Vishnu may I glorify? He has enveloped the earth and he heaven even up to the minutest dust of creation. Vishnu supports the abode of gods, preventing it from being shaken from its position. He takes three strides (which may mean the three strides which Vishnu took in his incarnation as Vamana or the three strides which the sun is supposed to take in the sky during the day, or he form Vishnu is supposed to take as Agni, vayu and Surya) as the most gloriously euoligised one. O thou, instrument of yajna, who are the front and rear of vishnus form as yajna, thou who art its mouth and its connection. Thou art the firm support. Thou art verily Vishnu. I prostrate myself before thee. Om shanti shanti shantih Om. May there be peace, peace, peace

Topic

A comparative study of the performance appraisal system in the power sectors .

Theory
Performance appraisal
Performance appraisal also known a employee appraisal is a method by which the job performance of an employee is evaluated in terms of quality, quantity, cost, time. It forms a part of career development Performance appraisal in other words may also be defined as the process of obtaining, analysing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the

future potential of the employee. Its aim is to measure what an employee does. According to FLIPOO a prominent personality in the field of Human resources Performance appraisal is the systematic, periodic, and impartial rating of an employees excellence in the matters pertaining to his present job and potential for a better job. It is a powerful tool to calibrate, refine and reward and the performance of the employee. It helps to analyze his achievements and evaluate his contribution and evaluate his contribution towards achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focussing on performance, performance appraisal goes to the heart of personnel management and reflects the managements interests in the progress of the employees.

Purpose of Performance Appraisal

1. Administrative Purpose From the standpoint of administration, appraisal program provide input that can be used for the entire range of HRM activities. Performance appraisal is related to number of major HR functions such as promotion, transfer, and layoff decisions. Performance appraisal data may also be used in HR planning, in determining worth of the jobs under a job evaluation programme, and as criteria for validating recruitment tests. Performance appraisal also serves a source of written proof that may help in legal causes because under the government directives, employees must maintain accurate, objective records of employee performance in order to defend themselves against charges of possible charges of discrimination in connection with such HRM actions as promotion, salary determination and termination. Finally it is important to recognize that the success of the entire HR program depends on knowing how the performance of employees compares with the goals established for them. This knowledge is best derived from a carefully planned and administered HR appraisal program. Appraisal systems have the capability to influence employees behaviour thereby leading to improved organizational performance.

Developmental purpose From the standpoint of the individual development, appraisal provides the feedback essential for discussing the strengths and weakness as well as improving performance. Regardless of the employees level of performance, the appraisal provides an opportunity to identify issues for discussion, eliminate any potential problems and set new goals for achieving high performance. A developmental approach to appraisal recognizes that the purpose of a manager is to improvise the job behavior, not simply to evaluate the past performance. Having a sound basis for improving performance is one of the major benefits of an appraisal program. It is generally accepted that the performance appraisal should serve one or more of the following purpose: 1. 2. 3. 4. 5. 6. To create and maintain a satisfactory level of performance To meet an individuals development needs. To facilitate fair and equitable compensation based on performance. To help the superiors to have a proper understanding about their subordinates. To provide information useful for manpower planning by identifying employees with a potential for advancement. To facilitate for testing and validating selection tests, interview techniques through comparing their scores with performance appraisal ranks.

WHO SHOULD APPRAISEE PERFORMANCE? Just as there are multiple standards by which to evaluate by which to evaluate performance, there are also multiple candidate for appraising performance. Given the complexity of existing jobs, it is often unrealistic to presume that one person can fully observe and evaluate an employees performance. The raters may include supervisors, peers, team members and subordinates. And each may be more or less useful for administrative and developmental purposes. IMMEDIATE SUPERVISOR Immediate supervisor is the fittest candidate to appraise, the performance of his or her subordinates. There are three reasons in support of this case. No one is more familiar with the subordinates performance than his or her superior. Another reason is that the superior has the responsibility of managing a particular unit. When the task of evaluating is given to another person, the superior authority may be undermined seriously, finally, training and development of subordinates is an important element in every managers job. Since appraisal programmes are often clearly linked to training and development, the immediate supervisor may be the logical choice to conduct the performance evaluation.

SUBORDINATES

Subordinates can assess the performance of their superiors. The use of this choice may be useful in assessing an employees ability to communicate, delegate work, allocate resources disseminate information, resolve intra-personal conflict, and deal with employees on a fair basis. But the problem with subordinate tend to become more popular not by the effective leadership but by mere gimmicks. PEER APPRAISAL Peers are in a better position to evaluate certain fact of job performance, which subordinates or supervisors cannot do. Such facts include contribution to workgroup projects, interpersonal effectiveness, communication skills, reliability and initiative. Closeness of working relationship and the amount of personal contact place peers in a better position to make the assessments. Unfortunately, friendship or animosity may result in distortion of evaluation. Further when reward allocation is based on peer evaluation. Further when reward allocation is based on peer allocation, serious conflicts among co-workers may develop. Finally, all the peers may join together to rate each other high.

SELF-APPRAISAL In self-appraisal, the employee himself or herself evaluates his or her own performance. The self-appraisal is beneficial when managers seek to increase an employees involvement in the review process. A self-appraisal system requires an employee to complete the appraisal from prior to the performance interview. At a minimum, this gets the employee thinking about his strengths and weaknesses and may lead to discussions about barriers to effective performance. During the performance interview, the manager and the employee discuss the job performance and agree on a final appraisal. This approach also works well when the manager and the employee jointly establish future performance goals or employee development plans. Critics of self-appraisal argue that self-raters are more lenient than managers in their assessments and tend to present themselves in a highly favourable light. For this reason, self-appraisals may be the best for developmental purposes rather than for administrative decisions. Used in conjunction with other methods, self-appraisals can be a valuable source of appraisal information.

What should be rated?

One of the steps in designing an appraisal programme is to determine the evaluation criteria. It is obvious that the criteria should be related to the job. The six criteria for assessing performance are 1. Quality The degree to which the process or result of carrying out an activity approaches perfection in terms of either conforming some ideal way of performing the activity, or fulfilling the activitys intended purpose. 2. Quantity The amount produced expressed in monetary terms, number of units or number of completed activity cycles. 3. Timeliness The degree to which an activity is completed or a result produced, at a earlier desirable from the standpoints of both co-ordinating with the outputs of others and maximizing the time available for other activities. 4. Cost effectiveness The degree to which the use of the organizations resources is maximised in the sense of getting the highest gain or reduction in loss from each unit or instance of use of resources.

5. Need for supervision

The degree to which a job performer can carry out a job function without either having to request supervisory assistance or requiring supervisory intervention to prevent a adverse outcome.

6. Interpersonal impact The degree to which a performer promotes self-esteem, goodwill and co-operation among co-workers and subordinates. Essentials of a Good Appraisal System Reliability and validity Job Relatedness Standardisation Practical Viability Training to appraisers Open communication Employee access to results Clear objectives Post Appraisal Interview Periodic Review Not Vindictive in Nature

METHODS OR TECHNIQUES OF PERFORMANCE OF APPRAISAL

The last to be addressed in the process of designing an appraisal programme is to determine methods of evaluation. Numerous methods have been devised to measure the quantity and quality of an employees job performance. Each of the methods discussed could be effective for some purposes, for some organizations. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or of a particular type of employees. Broadly, all the approaches to appraisal can be classified into a) PAST ORIENTED METHODS b) FUTURE ORIENTED METHODS

PAST ORIENTED METHOD Rating Scales: This is the simplest and most popular technique for appraising employee performance. This typical rating scale system consists of several numerical scales, each representing a job-related performance criterion such a dependability, initiative, output, attendance, attitude, cooperation and the like. Each scale range from excellent to poor. The rater checks the appropriate performance levels on each criterion, then computes the employees total numerical score. The number of points scored may be linked to salary increase. Rating scales offers advantages of adaptability, relatively easy use and low cost. Nearly every type of job can be evaluated with the rating scale, the only requirement being that the job-performance criteria should be changed. This way a large number of employees can be evaluated in a short time, and the rater doesnt need any training to use the scale. However there are some apparent disadvantages such as the raters biases are likely to influence evaluation, and the biases are particularly pronounced on subjective criteria such a co-operation, attitude and initiative.

Behavioural Checklist Method

One of the oldest appraisal techniques is the behavioural checklist method. It consists of having the rater check those statements on a list that the rater believes are characteristics of the employees performance or behaviour Critical Incidents method The critical incidents method of employee assessment has generated a lot of interest these days. The approach focuses on certain critical behaviours of an employee that make all the difference between effective and non-effective performance of the job. Such incidents are recorded by the superiors as and when they occur. On of the advantages of the critical incident method is that the evaluation is based on actual job behaviour. Behaviourally Anchored Rating Scales Behaviourally anchored scales , sometimes called behavioural expectations scales, are rating scales whose scale points are determined by statements of effective and effective and ineffective behaviours. They are said to be behaviourally anchored in that the scales represent a range of descriptive statements varying from most effective to least effective. A rater must indicate which behaviour on each scale best describes an employee performance. BARS was developed to provide results which subordinates could use to improve performance.

Besides these some-other performance appraisal techniques in use, may to be noted as follows. Field Review Method, Performance Tests and Observations, Essay Method, Cost Accounting Method, Comparative Evaluation approaches, Ranking Method, Paired Comparison Method.

FUTURE- ORIENTED APPRAISALS

In the future-oriented techniques we have MBO(Management by objectives), PSYCHOLOGICAL APPRAISAL, ASSESSMENT CENTRES, 360 FEEDBACK. MBO or Management By Objectives : Peter F Drucker in the year 1954 gave the concept of MBO to the world when his The Practice of Management was first published. It is basically a management philosophy which values and utilises employee contributions. The four steps involved in MBO are as follows The first step is to establish the goals each subordinate is to attain. The goals typically refer to the desired outcomes to be achieved. These goals can then be used to evaluate employee performance. The second step involves setting up the performance standard for the performance appraisal in a previously arranged time period, As subordinates perform, they know fairly well what there is to do, what has been done and what remains to be done. In the third step, the actual level of goal attainment is compared with the goals agreed upon. The final step involves establishing new goals and possibly new strategies for goals not previously attained. PSYCHOLOGICAL APPRAISAL Psychological appraisal focus on future potential and not actual performance. Industrial psychologists are employed for conducting the appraisal. ASSESSMENT CENTRES An Assessment Centre is a central location where managers come together to have participation in job-related exercises evaluated by trained observers. Mostly used for executive hiring, assessment centres are now being used for evaluating executive or supervisory potential.

360-DEGREE FEEDBACK It is a form of appraisal involving multiple raters, the multiple raters being immediate supervisors, team members, customers, peers and self. It is one of the best forms of performance appraisals as it is a form of wholesome appraisal, since it takes into consideration the views of the organization as a whole and thus consequently serves as one of the most effective forms of performance appraisal.

HISTORY AND BRIEF INTRODUCTION OF THE ORGANIZATIONS

POWERGRID Powergrid, a Govt of India Enterprise, was established in 1989 under the Indian Companies Act 1956, with an initial authorized share capital of Rs 50,000 million. Powergrid , the Central Transmission Utility of the country is one of the largest and best managed utilities in the world with its huge transmission network spread over the entire length and breadth of the country. Powergrid consistently maintaining the availability of its transmission system above 99.50% a level deployment of latest Operation and maintenance techniques at par with global standards.

Powergrid started its commercial operations in 1992-93. As on March 31,2006, the company operates about 55,100 circuit kilometres of transmission lines and 93 sub-stations, with transformation capacity of 54,400 MVA. Presently, more than 45% of total powergrid generated in the country is being transmitted on the transmission network owned by POWERGRID. Powergrid possess impressive financial track record as well. At present, inter-regional power transfer capacity of 9,500 MW has been established by POWERGRID. With such inter-regional links, energy transfer of 34,800 million units was facilitated across regions during FY 2005-06 an increase about 12% compared to previous year(i.e. 31,000 MU). Such transfer has taken place mostly from surplus Eastern Region to other regions of the country. Country could thus meet more demand from the existing resources. POWERGRID is extending is technical and managerial expertise as Advisor- cum-Consultant(AcC) under Accelerated Power Development and Reform Programme(ADRP) of Ministry of Power for developing 182 distribution circles/towns/schemes spread over 18 States costing Rs 7,820 Crore. In the States like Bihar, Goa, Uttar Pradesh, Meghalaya, Tripura. It has been playing an important role in the development of economy of the country by integrating India Grid facilitating transfer of reliable and secure electric power at most economical rates and also in taking electricity to the door steps of rural India through its contribution I rural electrification schemes. Adoption of prudent operational practices, preventive maintenance, Availability Based Tariff(ABT), modernization of RLDcs coupled with training and deployment of expert manpower, round the clock vigil for grid management have paid rich dividends resulting into grid discipline, improved grid security, safety and reliability, enhanced grid discipline, improved grid security, safety and reliability, enhanced inter-state and inter-regional power exchange, thus, meeting higher demands from existing generating capacity.

Powergrid is an ISO 9001 certified company having in- house expertise in all specialized areas of transmission systems up to and including 8 KV Alternate Current(AC) ,Direct current, Gas Insulated Sub- Stations, Static VAR(Voltage Ampere Reactive) Compensation, Series Capacitors, Controlled Shunt Reactors etc. Powergrid has already established a basic framework for National Grid that is able of exchanging about 45,850 MW of power across the Regions. It proposes to enhance this capacity to 8000 MW by the year 2003 to 37,000 MW by the year

2012.Creation of these facilities requires massive investments and power grid has solicited private sector investment, to achieve the objective of formation of national Grid. Powergrid is the first Power Sector Utility to be certified for operating an integrated management system to be certified for operating an integrate management system aligined to the requirement of ISO:9001-2000(Quality management system), ISO 14001:2004(Environment management system) and OHSAS 18001:1999(Occupational health and safety management system0 It is the first power sector organisation in India to evolve Environmental and Social Policy & Procedures through public interactions and is implementing the Environmental and Social Policy and Procedures in its transmission projects. Living up to its reputation as a responsible organization, it gives utmost importance for implementation of the projects without any time and cost overrun. It has developed one of the most advanced and cost effective integrated project management and control system for total project review and monitoring on regular basis so as to ensure implementation of the projects in the most expeditious manner. Powergrid has taken many steps which include advance action to develop Specifications and collection of project data, survey and soil investigation, undertaking tendering activities. In parallel with project approvals. These proactive measures taken but powergrid have led to substantial savings in time and money. Powergrid is providing consultancy to various State Electricity Board for establishing optic fibre network on their Transmission and distribution network viz Andhra Pradesh Transmission company, Rajasthan State Electricity Board, Kerala Sate Electricity Board, Tamil Nadu Electricity Board, West Bengal State Electricity board, Damodar Valley Corporation etc. A consultancy assignment for laying transmission lines from Bhutan to Indian Border under Tala Hydroelectric Project Authority of Bhutan is in advanced stage of finalization. Under Electricity Laws Amendment Act 1988 transmission became a separate activity and Powergrid was recognised as Central Transmission Utility to Undertake transmission of energy through inter-state transmission. Exercise supervision and control for inter- state transmission system and operate Regional Load Despatch Centre.

MISSION Establishment and operation of Regional ad National Powergrids to facilitate transfer of power within and across the Regions with reliability, security and economy on sound commercial principles

VISION . To ensure capital investment in power transmission sector by mobilizing resources on its own /through private participation. . To provide transmission system matching with generation capacity addition in the central sector. . To augment and strengthen Regional Grids to avoid backing down of any generating unit and develop a strong flexible National Grid to facilitate exchange of power without any constraints from surplus and deficit Regions . To extend the National Grid to a SAARC Grid by interconnecting neighbouring countries viz. Bhutan, Nepal, Bangladesh, etc. For mutual exchange of power and harnessing the resources and load diversities. . To undertake diversification in synergic area of Telecommunication as an Infrastructure Service Provider. . To assist state power utilities in Distribution Sector under Accelerated Power Development and Reforms Programme of the Government of India(GOI).

NEEPCO
INTRODUCTION North Eastern Electric Power Corporation Limited (NEEPCO) under the Ministry of Power, Government of India with an authorized share capital of Rs.3500 crore. The Corporation was established on the 2nd of April, 1976 as a wholly owned Government of India Enterprise to plan, promote, investigate, survey, design, construct, generate, operate and maintain hydro and thermal / gas stations. NEEPCO has an installed capacity of 1130 MW which is 45% of the total installed capacity of the Region. Total number of units in operation under NEEPCO is 26. The Corporation has a total of 660 MW under construction with 4954 MW to be added during XI Plan and XII Plan till 2017. With its headquarters in the charming town of Shillong, the capital of Meghalaya, NEEPCO is a vivacious enterprise with projects located in the various states of the North East. MISSION

1.To harness the vast hydro & thermal power potential 2.To produce pollution free and inexhaustible power through planned development of power generation projects, 3.To integrate the development of hydroelectric and thermal power in all aspects such as investigation, planning, designs, construction, operation and maintenance of hydroelectric and thermal projects including that of the transmission system CORPORATE OBJECTIVES For fulfilment of its mission, NEEPCO has set the following objectives for the year commensurate with the aims, programmes and policies of the government evolved from time to time: To execute on-going hydro/thermal projects as per targets set, so as to achieve commissioning of such projects as per schedule or ahead of schedule. To ensure optimum utilization of installed capacity so as to achieve maximum generation, optimum machine availability and high Plant Load Factor. To undertake execution of new hydro/thermal schemes

To improve the Quality Management System, NEEPCO is already registered as an ISO: 9001-200 Company, NEEPCO has also been accredited with OHSAS 18001 for occupational health and safety risk management system and ISO 14001 for environmental management system.

NEEPCO is concerned about the society and the environment and we strive to create a positive impact through our activities. They are committed to the sustainable development of resources, while giving nature and people their due.

Through the years they have been able to contribute to agriculture, education, health, civic amenities and towards women welfare. HIGHLIGHTS OF CONTRIBUTION TO THE NORTH EAST REGION NEEPCO operates the largest hydro and thermal power plant in N.E. Region. NEEPCO provides electricity to 7 houses out of 10 in N.E. Region. More than 90% employees in NEEPCO are from N.E. Region . Free medical treatment to locals in all NEEPCO Hospitals and Dispensaries ENVIRONMENTAL SAFEGUARDS NEEPCO adopts suitable remedial measures to mitigate any adverse effect on the environment and ecology during the execution and operation and maintenance of its projects. Our commitment to Nature is evident from the fact that new divisions of environmental engineering and geology are being established. The major safeguards being Environment Impact Assessment (EIA) . Environment Management Plan (EMP)

Catchment Area Treatment (CAT) Plan Dam Break Analysis for possible effect in the downstream reaches Terrace Cultivation Environment Audit & Monitoring Compensatory Afforestation Socio-economic Studies Resettlement & Rehabilitation (R&R) master plan ETC

SOME MAJOR ACHIEVEMENTS OF NEEPCO. 257 MW Kopli Hydro Electricity power 291 MWAssam Gas Based Power Project 84 MW Agartala Gas Turbine Project 75 MW Doyong Hydro Electric Project 405 MW Ranganadi Hydro Electric Project

THE EXISTING PERFORMANCE APPRAISAL SYSTEM IN THE POWERGRID CORPORATION OF INDIA Ltd RHQ SHILLONG

The Powergrid Corporation of India ltd has basically two different sets of appraisal systems the first one that is applicable to the Supervisors, Unskilled Workmen, Skilled Workmen, Secretarial Personnel followed by another one for Executives

POLICIES/GUIDELINES FOR ANNUAL PERFORMANCE ASSESEMENT FOR SUPERVISORY AND WORKMEN. Objectives Promotion: To form an important basis for promotion along with seniority Training and development: To understand the gaps in knowledge and skills with reference to the present assignment of an employee and with reference to his future development and fill the same by planned guidance and training.

Coverage The above mentioned assessment is applicable for the given categories each of which have different formats. 1>Supervisors 2>Secretarial and Office Personnel 3>Skilled Workmen 4> Unskilled Workmen Assessment The Assessment will be annual and will cover performance during the calendar year The annual assessment form provides for evaluation on certain attributes and abilities in a five-point scale viz Outstanding, Very Good, Good, Satisfactory, and Not Satisfactory. Periodic performance records and critical incidents maintained by persons reporting with respect to each employee, will form the basis in filling annual assessment. This it is hoped, will contribute towards making the appraisal objective The assessment form also provides for an overall evaluation on a five point scale. Keeping in view the relative priorities/ Ratings on each attribute on the five point scale, the overall assessment may be arrived upon. In addition to the above, the annual assessment form provides for identification of training needs and rotational assignments to fill in the gaps in knowledge and skills Who Appraises The annual assessment for each supervisor/workman will be done by the person to whom the person reports. However, the minimum level of reporting person will not be less than a supervisor for assessment of a workman, and an executive for assessment of a supervisor.

The annual report will be further be reviewed by the officer to whom the reporting person in turn reports. The minimum level of reviewing authority both in case of supervisor and workman will be that of an executive. The multilevel evaluation, it is believed will provide checks and ensures greater objectivity. The report will further be seen and signed by the sectional head in case he is not the reviewing officer, and countersigned by the head of the department who may enter remarks if any. The head of the department referred herein before should be at least a Chief Manager in case of Supervisory, Secretarial and Office Personnel. In the event of the Overall Assessment, being rated Not Satisfactory, a written communication will be issued to the concerned employee by the H.O.D The communication will be accompanied with specific facts and figures substantiating the adverse remarks. In case of representation by the concerned employee, the same will be examined by the HOD who will record his final decisions along with the reasons The final decision will be communicated to the employee with regards to The earlier assignment being retained Or After due consideration the earlier remarks are expunged and the same being noted in the annual assessment from.

If an employee has worked with more than one reporting person for 3 months or more he will be assessed by all the concerned reporting persons As in case of executives, an important outcome of the follow up of annual assessment will be counselling, counselling in case of Not satisfactory performers will be done by the Heads of the department.

SYSTEM OF MAINTAINANCE, TIME SCHEDULE AND FOLLOW UP OF ANNUAL ASSESSMENT REPORTS Executive in charge of the HR establishment at the units will ensure that the blank assessment forms are sent to HODs by 1st November who will pass down the forms to the reporting persons by 20th December. The Reporting Persons will complete the report by 5th January and hand it over to the reviewing officers, who on reviewing the forms by 12th January will send it to the sectional head by 15th January(in case he is not the reviewing officer) for signatures, and further to the H.O.D for countersigning and remarks, if any. Overall evaluation will be completed by 22nd January. On the basis of time schedule, each concerned level will follow up with the concerned person in the next lower levels to see that the reports are complete as per schedule. All the reports after being countersigned by HOD will be sent to the Human Resources Department by 31st January. FOLLOW UP The Human Resource Department at units will ensure that the reports have been signed by the reporting persons and in each case reviewed by the reviewing officers and countersigned by the respective HOD. Case of omission will be sent to the concerned persons for necessary action. The Human Resources Department will also check that in case of Not-Satisfactory report, the adverse comments have been communicated to the concerned employee and the copy of the comments supported by facts has been received along with the report. If not the report will be sent back for necessary actions.

The Head of the Department will see if there is any apparent pattern- too liberal or too conservative grading given by certain reporting persons. If it is so, he will, after making the necessary analysis, discuss the same with the concerned person. The Human Resources Department will also make a detailed analysis of the training needs and rotational assignments, if any, as given in the assessment and draw an implementation plan for the year. POLICY FOR ANNUAL PERFORMANCE ASSESSMENT FOR EXECUTIVES To a great extent the performance appraisal system meant for the executives generally provides the basis for determination of merit, efficiency, potential, and suitability of executives and managers for positions of higher responsibility in the appropriate grade. In POWERGRID their endeavour is that the appraisal system is used as an instrument for improving the work culture. The focus is on the developmental and not judgemental aspects and the company is utilising the appraisal system as an instrument for:Performance Planning, analysis and review Generating a healthy problem- solving dialogue between the reporting officer and the appraise about work related problems For improving communication and performance counselling For improving levels of motivation through goal clarity.

Objectives of Performance Appraisal

1. To integrate company and individuals goals through a process of performance assessment linked to achievements and organizational objectives. 2. To enhance awareness of targets /tasks and the responsibility of executives at all levels and to ensure fulfilment of organizational objectives. 3. To facilitate the organizational objective of assessment of performance and potential . 4. To distinguish between differing levels of performance on relative basis and to identify executives with potential to grow in the organization. 5. To spell out the development actions to be taken to improve the performance of the officers.

Appraisal Year and Coverage The appraisal year will be the financial year from 1st April to 31st March for executives in the E6 and above and calendar year 1st January to 31st December for executives in the level of E5 and below. The Appraisal Reports are required to be filled in, in respect of all the executives who have served for a period of at least three months in the Appraisal Year. If an executive has served in more than one Region/Deptt/Unit or with more than one Reporting Officer for a period of at least three months in the appraisal year, separate reports have to be sent from each Region/Deptt/Unit.

Where more than 6 months of the appraisal year have elapsed at the time of consideration of an executives promotion, a Special Performance Report for the part year will be obtained and taken into consideration along with the reports of previous years. Once the special report is followed and replaced by the usual annual report, the special report will no longer be taken into consideration. Performance Appraisal Reports for any period of less than 6 months in an appraisal year will not be taken into consideration for the purpose of promotion. However, where two or more reports are written in any appraisal by reason of an executive being posted under different reporting/ countersigning officers, a single rating for the year will be determined by the Corporate Promotion Committee. The Appraisal System will be on a five-point scale, that is Outstanding, Very Good, Good, Average and Satisfactory, as defined in the appraisal formats. The final overall evaluation by the Moderation Committee will be taken into consideration for the purpose of aggregation and marks will be allotted to various ratings as follows: Rating Outstanding Very Good Good Average Not Satisfactory For Promotions upto E4 8 6 4 2 0 For Promotions from E4 to E5 and above 10 8 6 4 0

Target Setting and Feedback Review on periodic basis of performance norms and targets for each individual is imperative and the HODs may have developed their own alternatives with respect to maintaining such data. The tasks/targets/performance norms set for each individual will cover both innovative and routine aspects of the job. In assessing the achievement of the targets/tasks/norms, cognisance should be taken of the external constraints and special efforts that have been made to overcome these constraints. As development of subordinates is one of the important objectives of performance appraisal system, the reporting officer must discuss employees performance with him. Some suggestions with regard to what should be the content or subject matter of the discussions with appraisee are as follows. The content of what has been written in the self appraisal(part-1) Difficulties and constraints in meeting the targets as also the contribution made by the appraisee, both tangible and intangible Strengths and weakness of the employees Extent of achievement, reasons for shortfall and measures to avoid likely shortfalls in future in future in target achievement. Where the rating on performance and executive abilities is either 0 or 2 , the same should be discussed. Potential for undertaking jobs in other functions i.e. possibilities for job-rotation could be discussed. Procedure Each executive is expected to write Part-1(Self Appraisal) and forward the performa to his Reporting Officer

Reporting The Reporting Officer will complete the report in the light of the periodic records/data of the individuals targets and hand it over to the Reviewing Officer. Review/Counter-Signature The reviewing Office after recording his review will send the Appraisal Report to other officers in the channel of reporting till the report reaches the final Countersigning Authority viz the General Manager/Executive Director of the respective Region who will then countersign the report in case of agreement and also record the assessment wherever it differs from those of the Reporting/Reviewing Officers.

Final Countersigning Authority The final countersigning authority is as under: Level of Appraisee E1 to E4 Countersigning Authority 1. Concerned GM 2. In case Reporting Officer is GM. Then concerned ED(Executive Director) 1. Concerned ED or Director 2. In case Reporting Officer is ED(Executive Director)/Director, then

E5

the next higher level viz Director /CMD Wherever the overall assessment is outstanding or not satisfactory the Reporting/Reviewing Officer is required to substantiate the same wit the supporting facts. Sufficient care should be taken to arrive at the overall rating on the basis of the ratings given on individual attributes of work performance and executive effectiveness factors. Procedure for Personnel and financial heads The assessment of the performance appraisal reports of the Heads of the two key functional disciplines viz Human-Resources(including Training), Finance and Accounts at the regions will be written by the ED/GM and countersigned by the concerned functional director/ED. The same will apply in case of HR, F&A executives posted in sub-station in whose case the reports will be reviewed by heads of HR/F&A of the Region also. Adverse Reports In the event of the overall assessment being Not Satisfactory, a communication will be issued to the concerned executive after the report has been countersigned by the concerned authority. For this, the final countersigning authority will send back the report to the Reviewing officer for issuing necessary communication to the concerned executive. The communication will be issued by the Reviewing Officer along with details including facts and figures. Comments, if any, of the appraisee will be asked on the adverse reports. The adverse report along with the comments of the appraisee will be examined by the final countersigning authority who will record his final decision along with the reasons. Wherever CMD is the reviewing officer or Reviewing Officer, his decision regarding expunction/retention of the adverse comments after due examination of the explanation submitted by the appraisee will be final. The final decision will be communicated by the reviewing officer to the appraisee. Normal Distribution Pattern of Appraisal Ratings.

In appraisal of any population, the normal distribution pattern invariably holds good may be with minor variations. Keeping this in view, while completing the appraisal reports, it should be ensured that: Outstanding Very Good Good Average Not Satisfactory 15-20% 35-40% 40-45% 15-20% 0-5%

THE ABOVE MENTIONED DISTRIBUTION IS NOT CONFINED TO THE POPULATION FALLING IN THE ZONE OF CONSIDERATION FOR PROMOTION ALONE BUT IS APPLICABLE FOR THE TOTAL POPULATION. Where the overall assessment is being changed the authorities may keep the reporting officers/reviewing Officers informed of such changes. The AARs in respect of executive whose appraisal year is calendar will have to be completed as per the following schedule Part-1 Part 2 Part-3 To be filled by the appraisee To be filled by the reporting officer To be filled by the Reviewing Officer Overall Evaluation 05th January 12 January 15th January 22nd January

All reports to reach HOP, Region All reports to reach HRM Deptt.CC

25th January 31st January

PERFORMANCE APPRAISAL POLICIES OF NEEPCO

Coverage . NEEPCO makes use of a single appraisal policy under this Performance Appraisal policy, the formats for assessment of performance will vary according to the following categories. a) b) c) d) Workmen Supervisors Executive Officer E1-E5 Executive Officers E6-E7

Assessment The assessment is basically conducted on a yearly basis,

The annual assessment form provides objective ranking of the employees performance against certain attributes, here the ranking is basically done in a five point scale including Outstanding, Very Good, Good, Average, Below Average,. The records of the performance are basically maintained on a daily basis, which help to a great extent in sincere, truthful, honest and valid Performance Appraisal. Besides this the employees overall performance is also rated in a five point scale. This is basically done by summing up the individual rankings. At the same time adequate space has been provided for self appraisal, the appraisee has to fill in his job targets, whether he has been successful in achieving the same or not and also the constraints that prevented the successful achievement of the targets. Along with all this, adequate steps have been taken to make a note of any training that may be required for the appraisee, which of course is to be suggested by the appraiser Who Appraises? In NEEPCO, there is no fixed person who has to take in the responsibility of appraising, it basically differs from department to department. The employee concerned need not necessarily report to the immediate head, However the appraising is done in a three step process. a) Reporting officer: The preliminary performance appraisal is done by the reporting person, that is the person to whom the employee reports. However only the executives can be assigned the role of a appraiser. b) Reviewing Officer: The second phase of the appraisal involves the reviewing officer, the reviewing officer is basically the person to whom the reporting officer in turn reports. c) Accepting Person/ Authority : The accepting person in turn is the final authority for appraisal. He is basically one of the higher level executives i.e. E7-E9. The accepting authority is basically the sectional head. In case of senior level of executives the Accepting authority is the CMD or the Chief Managing Director. If there arises a situation in which the appraisee has worked for 3 months with 1 reporting officer and the rest of the year with 1 or more additional reporting officers than during the assessment the reports of all the reporting persons will be taken into concern and the average rating will be derived upon which will be taken into consideration while appraising.

ADVERSE REPORTS In case the overall ranking of the employee is below average or some adverse comments have been made on him regarding his performance or any other area as such, the report of the same will be conveyed to the appraisee, and will be asked for a reasonable explanation if any. If the allegations however prove to be true, the final decision regarding the appraise will be taken by the DPC Departmental Promotion Committee. In extreme cases the appraisee may be considered to be un-eligible for promotion. In such a situation the appraisee is provided with counselling via an appropriate authority, even though this is not a written down rule, yet it is put into practice. Schedule : In NEEPCO, just like any other institution a fixed schedule has been established for the performance of performance appraisal, which can be noted as follows:1. Despatch of Blank forms by the Hqr Corporate office- Between 15 Feb to 1st week of March 2. Despatch of blank form by administration department- 3rd week of March 3. Further distribution of blank forms by controlling officer to the reporting officer considered- 4th week of March 4. Submission of self Appraisal to reporting officer- By 15th April 5. Submission of report by Reporting Officer to Reviewing Officer a) Where Self Appraisal by Officer Reported upon is prescribed- 7th May b) Where self appraisal by officer reported is not prescribed- 21st April c) Where Officer reported upon is himself a Reporting Officer for sub-ordinates under him- 22nd May

6. Report to be completed by Reviewing Officer and sent to the Accepting Officer i) ii) iii) 23rd May where the due date for Reporting Officer is 7May 7th May where the due date for the Reporting Officer is 21st April 5th June where due date for the reporting officer is 22nd May

7. Report to be completed by the Accepting Officer and sent to the Personnel Wing of the Corporate Office i) 7th June where the due date for Reviewing Officer is 23rd May ii)22nd May where due date for the Reviewing Officer is 7th May iii)21st June where the due date for the Reviewing Officer is 5th June

A BASIC STRUCTURE OF THE FORMAT FOR PERFORMANCE APPRAISAL AS PRESENT IN THE POWERGRID CORPORATION OF INDIA.

The form for appraisal basically consists of THREE parts. Part A(Personal Information) Part A of the appraisal form basically consists of space for filling up the personal information like Name, Employee No, Section/Dept etc. Part B(KRAs) It consists of objective ranking of the appraisee with respect to the KRA i.e the Key Rating Areas. KRA

The KRA or Key Ranking Areas are basically the criterias/decision areas according to which the appraisee is rated. They may also be defined as a set of attributes according to which the appraisee is evaluated. A) Work Output i) Results achieved with respect o assigned work, in terms of thoroughness and quality ii) Timely completion of work

B) Job Knowledge i) ii) Adequacy of knowledge and skills and application of the same Knowledge and observance of Company Rules and instructions and procedures related to this job

C) Responsibility/Dependability i) ii) iii) iv) The extent to which the employee can be relied upon to do the job assigned to him. Follow up of work at appropriate checkpoints and taking timely action/decision where required. Timely reporting and necessary feedback to superiors. Ability to maintain proper records.

D) Other aspects i) ii) iii) Handling of confidential documents Initiative and Drive Ability to guide and train sub-ordinates

iv) v) vi) vii)

Ability to co-ordinate with other departments Relationship with superiors and colleagues Regularity and punctuality Discipline

E) Integrity F) Cost Consciousness (Economical use of materials and controlling costs of major Items) The rating is basically done on a five point scale. i.e. 1) Outstanding- Consistently exceptional performance 2) Very Good- Exceedingly high level of performance 3) Good- Performance higher than average 4) Satisfactory- Performance as per job requirement 5) Not Satisfactory- Performance below average *NOTE: THE APPRAISER IS SUPPOSED TO ONLY APPRAISE AGAINST THE RELEVANT ATTRIBUTES FOR WHICH HE/SHE HAS RELIABLE DATA. PART C Part C of the performance appraisal form is further divided into three sections Sec A- Consists of open-ended questions directed towards identifying the strengths and weakness, any case of misconduct or breach of company rules,any special remarks as such.

Sec-B the following section is basically made for Training and career development and it consists of the following questions. a) Keeping in mind his (i) present assignment (ii) future development do you feel that the employee should be given a rotational assignment within or outside the section section/department or an additional skill b) If yes, give details of the rotational assignment/additional skill -With reference to his present assignment -With reference to his future development c) Approximate month when these recommendations should take place Sec-C Sec C- is basically the ending/concluding part of the form and it includes the following:a) Overall assessment made by the REPORTING OFFICER Ranking to be done on a five point scale of Outstanding, Very Good, Good, Satisfactory, Not Satisfactory B) Overall assessment made by the REVIEWING OFFICER Ranking to be done on a five point scale of Outstanding, Very Good, Good, Satisfactory, Not Satisfactory

One of other requirements of the appraisal forms as mentioned earlier is that they need to be countersigned by the Sectional Head and the HOD thus adequate space has been provided for the same at the end of the form.

THE STRUCTURE OF THE FORMAT FOR PERFORMANCE APPRAISAL AS PRESENT IN THE NEEPCO The form is basically divided into 4 parts Part- I A(Personal Information) Which is to be filled in by the Appraisee basically requires the Appraisee to fill in personal details such as 1) 2) 3) 4) 5) 6) Part I B Like Part A, this part is to be filled in by the Appraisee and basically consists of a open ended question i.e. Describe responsibilities and specific tasks and targets assigned to you or carried out by you during the period under review. PartII Part II of the Appraisal form is to be filled in by the Appraiser, it has been divided into two parts PartII A, Par II B. NAME DESIGNATION AND GRADE DATE OF BIRTH EMPLOYEE NO TRAININGS UNDERGONE. QUALIFICATION ETC.

Part II. A(TASKS ACCOMPLISHMENTS AND TRAINING AND DEVELOPMENT NEEDS) It consists of seven open-ended questions which are to be answered by the appraiser(reporting officer). These questions may be noted as follows-: a) General comments on the performance of the Appraisee during the period under review. Also indicate factors, if any which hindered accomplishments of tasks of the Appraisee. b) c) d) e) f) g) General Health and Punctuality(indicate any physical problem if any) Integrity(Beyond doubt or doubtful as the case may be). Steps taken/proposed to be taken to improve the performance of the Appraisee Do you recommend any training need of the appraisee for his development and in the interest of the work. Any significant contribution Any other issue that the Reporting officer would like to highlight.

Part B(WORK PERFORMANCE) In this part of the appraisal format the performance of the appraisee is rated in a five point scale from Below average to Outstanding against the Key Rating Areas. These KRAs may be noted as below. 1. 2. 3. 4. 5. 6. 7. 8. 9. Knowledge of the work(understanding of all aspects of position he holds with familiarity on methods and procedures) Accuracy(Freedom from mistakes) Personal Efficiency(Speed and effectiveness) Dependability(Compliance to instructions) Initiative and drive Planning and organizing ability. co-operations Executive Capacity/Leadership Amenability to discipline and loyalty

10. Character and integrity(conduct and integrity and moral courage to admit mistakes and face performance objectively) This further extends to the overall rating of the appraisee, which is basically a summision of the individual ratings, under which the employees overall performance is to be rated in the group ranging from Outstanding, Very Good, Good, Average and Below Average. Part III This part of the Performance Appraisal format, basically involves the Reviewing Officer. It consists of the following questions. 1) Acceptance/ General comments on the observation of the reporting officer on the appraisee. 2) Do you agree with the point rating of the Reporting Officer on appraisee. In case of any differences in opinion, record your point rating wit facts/your opinions. 3) Whether the Appraisee potential has been fully utilised. If not, what is your suggestion? 4) Fitness for promotion (Y/N) 5) Do you like to highlight any other point To make all of this valid, it is to be countersigned by the Reviewing Officer. Part IV Part IV of the Appraisal format basically involves the Accepting Authority. This basically includes space for his/her signature and remarks of the Accepting Authority if any.

BIBLIOGRAPHY

www.neepco.com www.powergridindia.com www.infomedia.com en.wikepedia.org/wiki/Performance_Appraisal www.performance_appraisal.com/intro.htm www.businessballs.com/performanceappraisals.htm HR SERVICE POLICY MANUAL POWERGRID VOL-1 HR POLICIES NEEPCO VOL-II PRINCIPLES OF MANAGEMENT BY HAROLD KOONTZ

INDEX

QUESTIONNAIRE

2. 3.

3. 4. 5. 6. 7. 8. 9. 10.

Does your company has a single performance appraisal policy for all categories of Workers? How many forms/formats are there for the purpose of performance appraisal? What are the KRA/ Key ranking areas for performance appraisal? How is the performance of the appraisee measured (on what scale)? How many persons are involved in the performance appraisal of a single employee? Has it ever happened that an employees performance has been adjudged to be adverse? If yes, how is the concerned employee dealt with, are there any penalties as such. What is the schedule for the whole process of performance appraisal? What are the prime objectives of your performance appraisal system? In case an employee is transferred to from one post to another within a given year will he be considered for performance appraisal if yes how does it differ from an ordinary performance appraisal.?

CONCLUSION
SIMILARITIES:
A lot of similarities are present amongst the appraisal policies of POWERGRID and NEEPCO, to begin with inn the format FUTURE DEVELOPMENT The performance appraisal system of NEEPCO and POWERGRID focuses a great deal in the future development of the employee, if one were to study the appraisal formats of these two organizations one clearly gets to see that the appraiser is required to identify the strengths and

weaknesses of the employee along with the training needs for future development. Both of these organizations demand that the appraiser should state whether the employee needs to attend any training program or be shifted to any other department to acquire new skills in view of his future development. LEVEL OF APPRAISERS In NEEPCO as well as POWERGRID, the appraisal is done in three levels, firstly by the reporting officer who is the officer to whom the concerned employee reports, secondly by the reviewing officer to whom the reporting officer in turn reports and lastly by the accepting authority who in majority of the cases is basically the HOD. RECORDS Another common factor in the appraisal system of both these organizations is that periodic records are maintained from time to time which are used whenever the appraisal takes place.

DIFFERENCES:
Along with the Similarities a significant number of differences are also present within the policies of NEEPCO and POWERGRID. GUIDELINES The first and foremost difference is that of the GUIDELINES, powergrid in all of its a appraisal formats specifically mentions only one guideline which is to perform the performance appraisal on the basis of periodic reports, where as in NEEPCO in addition to the given guideline the appraisers are also demanded to complete the appraisal in one sitting, measuring the performance with respect to tasks, responsibilities and targets along with which the appraisers are required to maintain objectivity or so to say be as Specific and precise as possible in the appraisal purpose.

KRA The next difference is that of the KRA or that of the Key Ranking Areas these are basically the criterias against which the performance of the employee is examined In powergrid there are almost 18 KRAs for the supervisory level where as the number of KRAs in NEEPCO is only 10,besides in the format of powergrid the KRAs are rather clearly defined unlike NEEPCO, this helps to make the appraiser to make better judgement. FORMATS The number of formats used for the purpose of performance appraisal in powergrid extends to 6 i.e for Supervisors, Secreterial and Office Personnel, Skilled Workmen, Unskilled workmen, Executives(1-5), Executives(6-9). NEEPCO on the other hand has 4 appraisal formats Sueprvisors, Workmen,Executives(E1-E7), Executives(E7-E9). SELF APPRAISAL Self appraisal as a technique of appraisal is more widely used in NEEPCO, each and every concerned employee excluding the workmen are required to file in a self-appraisal form, where as in powergrid the self appraisal is limited only to the executive officers. IDENTIFICATION OF SPECIFIC STRENGTHS AND WEAKNESSESS The format of powergrid demands that the appraiser should identify the individual specific strengths and weaknesses other than those of the KRAs this very much essential information is very much lacking in the formats of NEEPCO. RATING SCALES Even though the performance of employees is rated in a five point scale, the rating scales are very much clearly defined in POWERGRIDS format, where as the rating scales havent been clearly defined or so to say not defined at all in NEEPCOS format this makes performance appraisal really difficult for the appraisers.

USAGE Even though there is only a single guideline mentioned in the powergrids format yet the clearly defined KRAs makes the format much more user friendly, where as NEEPCO with its multiple guidelines and UNDEFINED KRAs makes it really hard to use the format which will always have adverse effects on the effectiveness of the performance appraisal system

SCHEDULE NEEPCO has a fixed schedule for performance appraisal, which is applicable for all categories of workers be it the Executives or the Workmen, where as in Powergrid two different schedules are followed one for the supervisors and the other for the executive officers. The supervisors, workmen (both skilled and unskillied), secretarial are appraised in a calendar year i.e. from 1st Jan o 31st Dec where as the Executive officers are appraised in a financial year i.e from 1st April to 31st March. In NEEPCO the appraisal takes place in a financial year. NO OF POLICIES. Considering performance appraisal POWERGRID has two different set of policies where as only a single policy is followed by NEEPCO. COMMITTEE/GOVERNING BODY FOR PERFORMANCE APPRAISAL In Powergrid the apex body in charge of performance appraisal is the Corporate Promotion Committee, where as in case of NEEPCO the apex body is the DPC or the Departmental Promotion Committee. USE OF PERFORMANCE APPRAISAL FOR THE PURPOSE OF PROMOTION One of the major uses of performance appraisal is in promotion, it is in this aspect that Powergrid and Neepco differs, in order to understand the differences we need to look its usage in the different categories of workers

WORKMEN- In powergrid out of a total of 100 points 30 is kept for performance appraisal.where as in NEEPCO the weightage provided to performance appraisal reports is 20 out of a total of 70 SUPERVISOR- In powergrid the weightage provided to performance appraisal in case of supervisors is 30 out of a total of 100 where as it varies to 30 out of 70 in case of NEEPCO EXECUTIVES- In powergrid, the performance appraisal gets a weightage of 24 out of 45 in case of employees who fall in the category of E1E4, where as this varies in to 30 out of a total of 100 in NEEPCO, For promotions relating to E5-E7 the weightage in case of powegrid is 40 out of a total of 80 where as this varies to 60 out of 100 in case of NEEPCO

RECOMMENDATIONS As per the analysis of the performance appraisal systems of Powergrid and Neepco certain recommendations can be made which are stated as follows: 1.

INDEX

1.OBJECTIVE----------------------------------------------------------------------------1 2.THEORY--------------------------------------------------------------------------------2-9 3.HISTORY AND BRIEF INTRODUCTION OF THE ORGANIZATIONS---10-15 4.APPRAISAL SYSTEMS AND POLICIES OF NEEPCO AND POWERGRID----------------------------------------------------16-25 5.FORMATS-------------------------------------------------------------------------------26-31 6.COMPARISON/ANALYSIS-----------------------------------------------------------32-42 7.CONCLUSION---------------------------------------------------------------------------43-46 8.BIBLIOGRAPHY------------------------------------------------------------------------47 9.QUESTIONNAIRE-------------------------------------------------------------------------48

APPRAISAL SYSTEMS AND POLICIES OF NEEPCO AND POWERGRID

METHODOLOGY
The given project has basically been completed in two phases, Phase1 includes the collection of data, this was completed by the means of both primary data and secondary data, The primary data was basically derived through the means of personal Interview of the concerned employees, which involved the excess use of Open Ended Questions. further the documents supplied there-of along with the information from websites and books served the purpose of essential secondary data for the project. Phase 2 of the project basically involved the conversion of the data gathered in written form followed by tabulation and comparison.

FORMATS

ACKNOWLEDGEMENT
I Shree Suman Dutta of 3rd yr B.B.A St. Anthonys college would thereby like to extend my sincere thanks to my guides Sir A.L. Warjri and Sir P.L.Nongbri for all his encouragement, support and

guidance for the partial completion of my project entitledA comparitive study of the performance appraisal systems of the power sectors, I am grateful to Mr, Anjan Sanyal Manager(HR), POWERGRID CORPORATION OF INDIA, MR N.K.METEI (Deputy Chief Manager HR NEEPCO), MR CHENIKUTI (Officer in charge for performance appraisal NEEPCO) for their guidance in completing my project. Further I would like to thank all the employees of POWERGRID AND NEEPCO for all their cooperation and help.

SUMAN DUTTA

THEORY

CONCLUSION

COMPARISON/ANALYSIS