A Project Report On Power Grid

A PROJECT REPORT
ON
HUMAN RESOURCE DEVELOPMENT
In Partial Fulfillment of the Requirements for the Degree of
MASTER OF BUSINESS ADMINISTRATION
In
HUMAN RESOURCES
BY
Abhishek Kumar Rai (A7002313015)

Under the supervision of
Dr. Anviti Gupta
(HOD, Amity Business School)
Er. S.K. Singh
(Chief Manager, PGCIL)

AMITY UNIVERSITY, UTTAR PRADESH.

DECLARATION
Title of project report is Human Resource Development.
I understand what plagiarism is and am aware of the Universitys policy in this regard
I declare that
(a) The work submitted by me in partial fulfillment of the requirement for the award
of degree Master of Business Administration assessment in this Human
Resource Management is my own; it has not previously been presented for
another assessment.

(b) I declare that this Human Resource Management is my original work. Wherever
work form other source has been used, all debts (for words data, arguments and
ideas) have been appropriately acknowledged and referenced in accordance with
the requirements of NTCC Regulations and Guidelines.

(c) I have not used work previously produced by another student or any other person
to submit it as my own.

(d) I have not permitted, and will not permit, anybody to copy my work with the
purpose of passing it off as his or her own work.

(e) The work conforms to the guidelines for layout, content and style as set out in the
Regulations and Guidelines.

Date: -------------
Signature Signature Signature
Abhishek Kumar Rai Dr. Anviti Gupta Prof. V P Sahi
Student Faculty Guide Director (ABS)

Faculty Guide Approval

Forwarded here a Summer Internship Report on Human Resource Development,
submitted by ABHISHEK KUMAR RAI, Enrollment NO. A7002313015, student of
MBA (HR), 3rd Semester (2013-2015).
This project work is partial fulfillment of the requirement for the degree Masters in
Business Administration in Human Resource from Amity University, Lucknow Campus,
Uttar Pradesh.

Dr. Anviti Gupta
LECTURER
AMITY UNIVERSITY,
LUCKNOW CAMPUS,
UTTAR PRADESH

ACKNOWLEDGEMENT

This dissertation would not have been possible without blessing and corporation of
certain individuals who somehow contributed and extended their highly appreciated
guidance for preparation and completion of this report.
I would like to express my gratitude to my college faculty guide Dr. Anviti Gupta, HOD
Amity University and organization guide Mr. S. K. Singh, Chief Manager, Power Grid
Corporation Of India ltd. for helping me out in the completion of this dissertation.
I have a deep gratitude for my whole family, my father Er. Atul Kumar Rai, my mother
Anita Rai in particular. They always guided me and advice me in my work and was
always being very helping and kind in nature.
I would also like to thank to the entire staff of Power Grid Corporation of India ltd. for
their unforgettable corporation and support during my Summer Internship.

Sincerely,
Abhishek Kumar Rai

TABLE OF CONTENT

ABSTRACT 10
AREA AND PERIOD OF STUDY 10
CHAPTER-1
INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT 11-15
1.1 BELIEFS OF HRD 11
1.2 NEEDS AND SIGNIFICANCE OF HRD 12
1.3 HRD MATRIX 13
1.4 HRD CULTURE 14
1.5 NATURE OF HRD 14
1.6 HRD CLIMATE 15
CHAPTER-2
REVIEW OF LITERATURE 16-20
2.1 INTRODUCTION 16
2.2 HRD: A REVIEW OF LITERATURE 17
CHAPTER- 3
COMPANY PROFILE 21-27
3.1 LOGO AND MISSION 21
3.2 PGCIL OVERVIEW 22
3.3 DETAIL IN TRANSMISSION & TELECOM SECTOR 22
3.4 INTRODUCTION TO PGCIL 24
3.5 DIVISION OF SHARES 24
3.6 ABOUT NEW OPPORTUNITIES PGCIL IS FACING 25
3.7 DETAILED OVERVIEW ABOUT COMPANY 26
3.8 ACCOLADES & AWARDS 27
CHAPTER-4
DISCRIPTION OF JOB AT PGCIL 28-40
4.1 MAINTAIN ATTENDENCE 28
4.2 ABSENCE MANAGEMENT 29

4.3 MAINTAIN PAYROLLS 30
4.4 MANAGING FIELD VISITS 30
4.5 UPDATING EMPLOYEE PROFILE 31
4.6 PERFORMANCE APPRAISAL 32
4.7 MAINTANANCE OF EMPLOYEE PROFILE FOR APPRAISAL 40
CHAPTER-5
RESEARCH METHODOLOGY 41-43
CHAPTER-6
DATA ANALYSIS & INTERPRETATION 44-60
CHAPTER-7
FINDINGS 61
CHAPTER-8
RECOMMENDATIONS 62
CHAPTER-9
CONCLUSION 63
CHAPTER-10
ANNEXURE 64-67
CHAPTER-11
BIBLIOGRAPHY 68

LIST OF TABLE

CHAPTER-1
1.1 OCTOPAC 14
CHAPTER-3
3.1 DIVISION OF SHARES 24
CHAPTER-4
DESCRIPTION OF JOB AT PGCIL 28-40
4.1 BASIC INFORMATION 33
4.2 COMPETENCIES 35
4.3 VALUES 37
4.4 POTENTIAL APPRAISAL 39
4.5 MAINTENANCE OF PROFILE FOR PERFORMANCE 40
CHAPTER-5
RESEARCH METHODOLOGY 41-43
5.1 LIKERT SCALE SYSTEM 43
CHAPTER-6
6.1

LIST OF FIGURE

CHAPTER-1
1.1 HRD MATRIX 13
CHAPTER-2
REVIEW OF LITERATURE 16-20
2.1 SHAIKH T.S. 17
2.2 BHATIA S.K. 17
2.3 VENKATARAMAN K 18
2.4 FERNANDEZ Z.B 18
2.5 DHARM VIR 19
2.6 RAO T.V. 19
2.7 PAREEK UDAI 19
2.8 GUPTA C.B. 20
2.9 Mc NAMARA CARTER 20
CHAPTER-3
3.1 OFFICE 21
3.2 LOGO 21
3.3 DETAIL IN TRANSMISSION & TELECOM SECTORS 22
3.4 PERCENTAGE OVER GOVR, INST. & NON-INST. SECTORS 23
3.5 INTRODUCTION TO PGCIL 24
3.6 NEW OPPORTUNITIES PGCIL IS FACING 25
3.7 DETAILED OVERVIEW OF COMPANY 26
CHAPTER-4
DESCRIPTION OF JOB AT PGCIL 28-40
4.1 ABSENCE MANAGEMENT 29
4.2 MANAGING FIELD VISIT 31
4.3 UPDATING EMPLOYEE PROFILE 32

CHAPTER-6
CHAPTER-7
FINDINGS 61
7.1 FINDING 61
CHAPTER-8
RECCOMENDATIONS 62
8.1 RECOMMENDATION 62
CHAPTER-9
CONCLUSION 63
9.1 CONCLUSION 63
CHAPTER-11
BIBLIOGRAPHY 68
11.1 INTERNET 68
11.2 BOOKS 68

ABSTRACT

The main objective of this summer Internship is to understand the basic functions of
Human Resource Department for the development of Human Resources in order to get
maximum efficiency from the work force and also to fulfill the requirement of the MBA
program as prescribed by Amity University, Uttar Pradesh. The internship was completed
successfully with the objective of gaining the deep knowledge about the HRD department
of Power Grid Corporation Of India ltd.
Human Resource Development is a modest attempt to present a comprehensive treatment
of concept, principle, functions and techniques of Human Resource Development in the
context of the politico-legal, socio-economic and technological environment of modern
organization.

AREA AND PERIOD OF STUDY
The study was conducted during my internship period of 2 months.
The study was conducted in Power Grid Corporation of India ltd.

CHAPTER-1
INTRODUCTION TO
HUMAN RESOURCE DEVELOPMENT
Inside the organization, HRD is defined as a continuous process to ensure the
development of employee competencies, dynamism, motivation and effectiveness in the
systematic and planned way. The process of HRD is a continuous series of learning so
that each and every employee achieves their target on time with maximum efficiency. In
different words we can say that HRD is an all-round development of the employee so
that they can achieve their goals and also can contribute their best to the society,
organization and nation.
According to T.V. Rao, HRD is day to day process with the help of which employees
get :
a) Larger capabilities which help them to perform their present or future functions
expected by the organization.
b) More knowledge which helps individual to enhance their inner potentials and
which an individual can use for the welfare of their own and organizational
purposes.
c) The relationship between superior-subordinate get strong which motivate the
employees.
Beliefs of HRD:
The philosophy of HRD is generally based on the following beliefs:
1) In the organization it is very important asset.
2) For developing a healthy human relation enthusiasm, mutuality, trust is very
important part.

3) The process of HRD is organized and introduced in such a way that it is beneficial
for both organization and individual.
4) When then organization itself shows the feeling of love and affection towards
their employees then employees also feel committed to their organization.
5) If the organization fulfills the basic needs and desire of individual then employees
commitment towards their job also get increases.
6) It is the responsibility of every individual that he/she will always try to contribute
to maintain the healthy environment inside the organization.
Need and significance of HRD:
Without the growth of each and every individual of an organization, it is impossible
to stand in the present market. All the another systems at the work place- the finance, the
marketing, the operations and productions are inter linked and interacting with each other
and help in the development of Human Resource. Personnel policies are not enough to
keep motivated the employee of any organization for a long time. For that continuous
training programs should be provide to the each and every employee at least once in a
year.
HRD helps the employees to know their weaknesses and strength and also
help/motivate the employees to improve their performance and also of the organization.
Employee of the organization should be also willing to fulfill the required target for their
growth and improving performance. The management should also provide adequate
opportunities for the development of Human Resource.
HRD is needed because:
It is helpful in making the congenial environment inside the organization and also
creates a healthy environment inside the organization.
It helps in making the competent worker to meet with the available opportunities.
It is also helpful in making the employees aware about their strength and
weaknesses.
It helps in taping the creativity of every employee about their present or future to
use those for the development of the organization.

With the help of systematic development process, the members of the
organization can attain self-actualization.
HRD MATRIX:
FIGURE 1.1

HRD
Instrument

Reward

Communicati
on policies

Performance
appraisal

Review
counselling,
discussions,
feedback

Role analysis

Job
enrichment

OD exercises

Training
HRD
Processes

Role clarity

Better
Communicati
on

Value
generation

Authenticity

Openness

Trust

Risk-Taking

Fair Rewards

Collaboration
HRD
Outcome
variables
More
relaxed
people

Excellent
Developmen
t

Problem
solving skills

Maximum
team work

Developmen
t of internal
resources

Maximum
job
involvement

Higher work-
commitment
Organisatio
nal
Effectivness

Maximum
Productivity

Cost
Reduction

Higher Profit

Better Image

Growth and
Diversificatio
n

HRD Culture
The selection and recruitment of adequate dimension of HRD in an enterprise for
enhancing its human resources. In the very quick changing environment of the
market it is very necessary to maintain and develop the scenario of the HRD to
maintain the level in the market. The HRD culture is one where members use
their knowledge and innovations to run the organization smoothly. HRD culture is
represented by the term OCTAPAC.
TABLE 1.1
O Openness
C Confrontation
T Trust
A Autonomy
P Proaction
A Authenticity
C Collaboration
The environment inside the organization climate is known as human environment
within which organizations members perform their jobs. This climate can
influence, motivate and also give the job satisfaction to the employees. In the
exchange of that the employees of the organization expect some kind of reward in
terms of promotion, capital, bonus etc.
Nature of HRD:
1. Day To Day Process: Human resource development believes that it is a
continuous and innumerable challenge in the process of an enterprise. However
the policies of HRD are differing from enterprise to enterprise to satisfy the
desirable goals. The sub-system of HRD is highly involved with the social,
cultural, donation and politics factor.
2. Behavioral science knowledge: HRD uses the concept of behavioral science for
the enhancement of the employs of the component. It also uses the ideas from
anthropology, sociology and psychology for organizing various programmes for

the enhancement and development of individual, group of people and the
enterprise.
3. Systems Point of View: HRD is known as a branch of a greatest system known as
human resource system. It helps in providing a lot of knowledge to the member of
organization for mapping of their competencies. Human Resource Development is
a hub of all the sub-system such as production, maintenance, finance, marketing
etc.
HRD Climate
The climate of HRD is an integral part of the climate of the organization. The climate of
the organization is the summary perception which employees have inside the
organization. HRD climate can be highlighted as opinion the employees have inside the
organization about the development of the environment of the organization.
The HRD climate has some characteristics which are as follows:
The behavior that how the top management treat with their most important
employees.
There should be openness in every communication inside the organization.
There should be a risk-taking capability inside the employee.
The manager should have a tendency to encourage their employees.
The manager should have a particular mission and vision in their mind for the
growth of the organization.
The manager should also have a tendency to identify the strength and weakness
of the employees.
There should be basic climate of the trust inside the organization.
Each and every employee should have a mind set of collaboration and helping
each other in their work.
There should be a team spirit or a group performance.
Each employee should avoid biasness such as castesism, favoritism etc.

CHAPTER-2
REVIEW OF LITERATURE
The HRD was introduced first in the West side of India in the second half of 20
th

Century, by Larson & Tubro in private sector. Then in 1978, the technique was adopted
by State Bank of India (SBI).
In 1980, Udai pareek & T.V. Rao, Professor (IIM), Ahmadabad, introduced their work
Designing & Managing HR System, and start to research on HRD in India. This
technique motivated other public and private sector organizations to work on this
concept. The national network of HRD was established on 1985. After that various HRD
Manager, Consultants, Academicians and Senior Line Manager from government
institutes, public and private sector had presented coverings of paper empirical,
theoretical and experience based materials. Various Academicians and businessman press
had also taken their interest in HRD concept. It had also created awareness inside the
HRD Ministry of India. In the year 1990, this force of HRD ministry shifted to Human
values and productivity through people. The name was changed from American Society
for Personnel Administration (ASPA) to Society for Human Resource Management
(SHRM). Liberalization process of the Indian Economy start began by the year 1991.The
Managers of Indian Manufacturing and Service Organizations thought that Human
Resource is very precious for staying competitive and viable in the present global market.
A Review of Literature is a text written by someone to give the knowledge about
their topic including findings, theoretical as well as methodological contributions to the
certain topic. Review of Literature is a secondary source. A systematic Literature Review
always focuses on the questions of research, try to identify and appraise. Review of
Literature is the review of various scientists on the particular topic to explain the topic
deeply.

A brief review of literature is presented in the following paragraphs.
HRD: A REVIEW OF LITERATURE
Shaikh T.S (1978) in his Ph.D. Thesis Personnel Policies and Administration in
Urban Banks reported that for getting good
personnel to banks all vacancies should be
advertised, selection committee should add with
expert in it, all interviews must be formally
arranged, and proper induction program should
be arranged for new employees. He further stated
that there should be a separate Human Resource
Development, planned training programs,
clarified promotion criteria known to all,
scientific performance appraisal system.

Bhatia S.K (1986) in the research Article Training In Public Enterprise: Future
Directions reported trend in the area of training in
public enterprise in the context of the need to meet
the challenges in the public enterprises as, Human
Resource training would be the dominating concern;
Market changes and competition would be another
trust area of an environment change, affecting future
training in attitude and behavior changes as compared
to skill to bring about a change in work culture. He
recommended setting up Training Institute for trainers at national level.

Samantaray P.C. (2007) in his article titled as Co-operative and HRD has
mentioned that much emphasis has to be given on HRD to build professional
managers who can compete and survive in the market driven economy. The

restructuring of HRD plans and programmes should be considered from time to time
in the ever-changing business environment.

Venkataraman K (1986) in Sensitivity Training to Improve Inter-Relations
focused on experience based learning of
employees, in which they work together in small
group to examine the experiences, feeling and
behavior. It is said to provide a lowrisk
environment for a person to experiment with
different ways of changing his behavioral pattern.
Sensitivity training is an integral part of HRD
used for team building and for attaining
organizational goals.

Fernandez Z. B (1987) in his M.phil dissertation A Study of the Impact of Co-
operative Training and Education on
Management of Co-Operatives in Kolhapur
District stressed that a practical training is
useful to increase the effectiveness of Co-
operatives. He further adds that frequent
training for new techniques, and more visits to
different co-operative institutes of knowledge
will prove to be effective for the employees of
co-operatives.

Sheth Pinakin (2005), in HRD through OCTAPACE culture, has highlighted on
OCTAPACE culture, OCTAPACE implies Openness, Collaboration, Trust,
Authenticity Protection, Autonomy, Confrontation and Experimentation. Author has

examined some of the changes, required in a different sub-system of HRD with
special reference to the liberalized and globalized economy in the 21th century.

Dharm Vir (1992), in his article Co-operative HRD Indian Perspective has
shared his views about co-operative education and
training activities. Therefore HRD may be considered as
an important part of the co-operative value system. He
has attempted to describe HRD activities in the dairy
sector of Indian co-operative movement. He adds that
National Dairy Development Board of India has achieved
a great success and has got a worldwide attention.

Rao T.V. (1994), has given his views in the article HRD: Role of New Ministry, in
which he has explained the concept of HRD at national
level and the role of HRD ministry in detail. Training
is one of the HRD mechanisms, and HRD does not
mean only training. HRD ministry has its role much
beyond education and makes it a very important and
critical agency in nation building.

Pareek Udai (1997) in his book Training Instruments for Human Resource
Development has given information of various
HRD instruments related to personal orientation
and behavior. He has given instruments for
personal interpersonal styles, their roles in
organizations and non-corporate sector. He further
explained satisfaction schedules, role efficacy,
organizational learning, role satisfaction and
isolation, trainers style, consulting style, life
styles and aspect of motivation and personal

effectiveness. The author provides various need based training instrument for HRD
professionals.

Gupta C.B. (1998) in his Book Human Resource Management has explained the
various HRD practices such as, recruitment, selection,
placement, induction, training and development, career
planning, compensation, performance appraisal employee
welfare, grievance procedure and future role for manager.
The banks may evolve appropriate modifications to the
existing mechanisms of employee welfare and have HRD
professionals appointed in a Bank.

McNamara Carter (1999) in the Article Management Development Planning
reported that, management development is a
planned effort that enhances the learners capacity
to manage organizations. According to the author
while designing a management training plan one
should determine his/her learning objectives and
activities, develop any materials required, plan
implement of management training plan, evaluate
management training plan and experience and
follow-up after completion of plan.

Pattanayak Biswajeet (2002) in his Book
entitled Human Resource Management focused on
selected HRD sub-systems which helps to evaluate
performance of employees, provide career planning,
training and development, better quality of work life and
arrangement of quality circles, reward system and
organizational development program.

CHAPTER-3
COMPANY PROFILE
FIGURE 3.1

Logo & Mission:
FIGURE 3.2

Its mission is to establish and construct the national and regional power grids to transfer
the electricity all over the India with more reliability. And its caption is Save Energy for
Benefit of Self and Nation.

POWER GRID CORPORATION OF INDIA OVERVIEW:
PGCIL is a Navaratna Central Public Sector Enterprise.
Central Transmission Utility (CTU) of India.
It is Indias one of the largest Electric Power Transmission Utility.
Credit Rating-
International at per with Sovereign rating i.e.
BBB by fetch and S&P.
Domestic Stable/Highest Safety rating AAA by CARE,
CRISIL & ICRA.
System for electricity transmission for Railways.
Made large contribution and help in Government of Indias nation building
schemes:
Accelerated Power Development and Reforms Programme
(APDRP).
Rajiv Gandhi Grameen Vidhyutikaran Yojana (RGGVY).
Details in Transmission, Consultancy and Telecom Sectors:
FIGURE 3.3

Percentage Over Government, Institutional and Non-Institutional
sectors:
FIGURE 3.4

Higher Growth in Asian Project Management consultancy (PMC) assignments.
Higher Project Management Capability ensured growth rate on yearly basis:
Successfully met Capital Investment Target of Rs. 55,000
Crore during 11 plans (2007-2012).
Capital outlay during 11 plans is about RS. 1,00,000
Crore.
Target for FY 13-14 Rs.20, 000 Crore successfully met
(about capex of Rs. 42,700 Crore already done in first two
years of 11 plans).
Present inter-regional power transfer capacity of the National Grid is about 38,550
MW. Target to enhance Inter-regional Capacity to about 65,600 MW at the end of
11 plans.
Excellent in business of Power Transmission with best experienced human
resources to handle hectic Transmission networks.
Providing telecom connectivity to the whole India with the help of its Grids.
0
20
40
60
Govt. of India
Institutions
Non Institutions
P
E
R
C
E
N
T
A
G
E

Introduction of Power Grid Corporation of India:
FIGURE 3.5

Division of Shares:
TABLE 3.1

Govt. of India

57.9%

Institutes

33.96%

Non-Institutes

8.14%

About the New Opportunities PGCIL is Facing:
Following are the new business opportunities that the Power Grid Corporation of India
Ltd. is facing right now:
FIGURE 3.6

Infrastructural Grid /City projects

Electrically Operated Vehical

Expanding of Intra-State Transmission

System of Electricity transmission for
Railways

Power Efficiency

Increasing Job Vacancies

Employing new talents

Helping Government Organisation

Working on making the environment
free from pollution

Exploring New
Business
Opportunities

Detailed Overview about Company:
It is one of the largest power transmission companies out of the world.
It has a Primary business of transmission of power through its (765/400/220/132
KV) Sub-stations EHV AC / (500KV) HVDC- transmission network.
Transmission Availability always maintained at <99%.
International standard in Project Execution and 0&M.
PGCIL had a work in Operation & Maintenance with Preventive Maintenance,
Condition Monitoring viz. online equipment monitoring, Aerial patrolling,
Modern Techniques, Emergency restoration system, Remote operation of sub-
stations.
FIGURE 3.7

Maintain its world-wide vision and successfully consolidating as a strong
competent in a present markets of South and Middle-east Asia CIS & African
countries.
Telecom connectivity to all major cities, metros, villages and towns.
Parbati Koldam Transmission Co. 26%
National High Power Test Laboratory 20%
Energy Efficiency Service Ltd. 25%
Bihar Grid Co. Ltd. 50%
Jaypee Power Grid Ltd. 26%
Torrent Powewr Grid Ltd. 25%
North Eastern Transmission Co. 26%
PGCIL STAKE
IN
JOINT VENTURE

PGCIL Vemagiri 100%
PGCIL NM 100%
Vizag Transmission Ltd. 100%
Unchahar Transmission Ltd. 100%
SUBSIDIARIES

Corporate Social Responsibility (CSR) has always been an integral part of
companys vision and cornerstone of Core Values of Good Corporate Citizenship.
POWERGRID is making key contributions to society through its core business
activities, its social investment and philanthropy programmes and its engagement
in public policy to ensure Socio-Economic development of weaker sections of
society and for overall conservation of Environment and improvement of
Ecological balance. Companys CSR policy addresses:
In the vicinity of its office and sub-stations it involves in
various welfare program like health, education, infrastructure
development, plantation etc.
A fixed part in Percentage of Profit after Tax (PAT) as per
DPE instructions for the preceding year is for corporate
social responsibility activities.
With the help of 60 organizations and institutions, Power Grid Corporation of
India had established first Smart Grid Power Project at puducherry through open
collaboration. These smart grids is being implemented and controlled by their
control centers.
All the types of energy conversion methods is being taken by power grid so that it
can develop a efficient power and low-loss network for the transmission of
electricity.

Accolades & Awards:
By Institutes of Company Secretaries of India (ICSI), Power Grid has got a
Certificate of Recognition for Excellence in Corporate Governance.
By world HRD Congress, CMD Power Grid is awarded with a Best CEO
Award 2009.
Power Grid has been awarded with Environmental & Sustainable
Development Award by Indian Chamber of Commerce (ICC).
Power Grid is also being awarded by Excellence in Innovation in Tower
Management.
Microsoft Windows Server 2003 Challenge Winner.

CHAPTER-4
DISCRIPTION OF JOB AT PGCIL
As I had got the opportunity to work as a intern for Power Grid Corporation of India for
the period of long two months or eight weeks. During this period of time I got an
opportunity to work as an HR personnel and to conduct various different functions of HR
department. There was some regular and some periodical employees which are working
for PGCIL. I got the following jobs to do in the HR department of PGCIL regularly.
Maintain Attendance
Absence Management
Maintaining Payroll
Managing Field Visit
Updating Employees Profile
Performance Appraisal
Maintenance of the profile for Performance and Potential
Maintain Attendance:
PGCIL uses separate register for attendance for the regular and their presence for a day
inside the periodic employees. For the regular staff, there is a facility of punch machine
in which they use to insert their finger and the machine records the time of entry inside
the organization of each employee and after that, the hard copy of that is also being
maintained monthly. And for the periodic staff members, there was a attendance letter in
which they have to sign in front of their name for ensuring their presence for a day inside
the organization. The HR department of PGCIL also uses one software for the data entry
of the attendance of regular employees of different department..
It was my responsibility to write the Name, Pin and designation of the periodic staff into
the attendance register for the upcoming month.

PGCIL is very strict about the attendance. Before 08: 45 am the staff member can punch
the machine and it will treated as present but after 8:45 am to 10:00 am, if any employee
punches the punch machine then he/she will treated as a late and after 10:00 am if any
member of staff punches it then it will be treated as half day for a particular employee.
One particular staff member of PGCIL can be late 5 times in a month but after that
his/her salary will start deducting according to the PGCIL rules and regulations.
Absence Management:
During my Internship as a summer intern in Power Grid Corporation Of India Ltd., I had
got the opportunity to maintain the leave of the regular and periodic staff. The work of
updating and maintaining the leave is done at the last day of the month. For this, I had to
collect all the leave applications of regular staff and for updating the leave of periodic
staff. I had to collect the attendance register from each department.
FIGURE 4.1

It was also my responsibility to check the attendance of regular employee from the
punching machine with the leave application, and for the periodic staff, I had to check the

attendance register at the last day of the month. The purpose of this work is to check that
whether there is any mistake in the process of updating the attendance than we can solve
it at a time. If I found any mistake then I had to intimate it to my higher authority for
rechecking the fetched data. There are various types of leaves in PGCIL, that is-With-Pay
and Without-Pay.
The staff members can only take a With-Pay leave in a case when he/she had a remaining
leaves for a month.
Before the final register is given to the HRMS department, I had to highlight the number
of leaves taken by particular employee in a present month for the future record.
Maintaing payroll:
By gathering the data of attendance and leave of the particular employee, payroll process
is to calculate the salary of each employee after the various deductions like taxes, without
pay leaves.
I had got the opportunity to check the process once, after it comes from the HRMS
department. If I found any mistake in that, I had intimate it to my superiors and they will
convey this message to the HRMS department.
I had also got the job to maintain the payroll report and submit it to the HRMS
department.
Managing Field Visit :
At power Grid Corporation of India ltd., the employee had to go for visit to the work
place for the collection of token, sheets etc and for the guidance of the worker through
the Human Resource Management System (HRMS). These field visits are also being
maintained. There were separate register for field visit in each department in which the
employee have to write their PIN, Name, Designation, Place they are visiting, purpose for
the field visit, Starting and Finishing Date.

At Power Grid Corporation of India ltd., it was my duty to collect the field visit register
from each department and to write the entries of the employees about their place and
purpose of the visit, starting and finishing date the duration of the field visit.
FIGURE 4.2

Updating Employee Profile :
After the recruitment and promotion of employees or in case of transfer of employees in
certain branch of the Power Grid Corporation of India ltd. It was my job to create or
modify the employee profile in which in have to fill following details like reaction, shift,
grade, blood group etc. of the employee being transferred from one sub-station to another
or being promoted.
This employee profile contain joining letter which is being given to the employee at the
time of joining, employee CV, reference letter, photocopy of all education documents of
employee and the form of the insurance of profile, the following document is being added
time by time for keep updating the records.

Promotion letter
Employees confirmation letter for job.
Transfer letter
Annual Appraisal Reports
Increment of Salary letter
FIGURE 4.3

The profile contains different categories like education, previous employment,
professional training, Reference, Insurance, Children, Hobby, Responsibility, Security
Bond.
Performance Appraisal:
Power grid Corporation of India practices performance Appraisal programme of the
employees once in a year of the regular staff. First we have to provide a performance

Appraisal from to the managers of each employee so that they can distribute those from
to all the employees of their department and after the evaluation of each Sub-Ordinate.
We have to collect all the performance appraisal form from every department and submit
to head of department of the Human Resource Department.
The appraisal of each sub-ordinate is being done on the basis of particular scale which is
done on the basis of particular scale which is done on the ranking basis like
Outstanding(5), Very good(4), Good(3), Average(2), Not Satisfactory(1).
First the employee has to write some basic knowledge about their Name, Employee No.,
Year and Duration in the first page of the annual appraisal report form. The appraisal
report consists of all the executives at the level in by the appraisal / HR department in the
cover page of report.
TABLE 4.1
The appraisal form is required to be filled in the respect of all the executives who have
served for a period of at least 3 months in the appraisal year. The Annual Appraisal
Report of Power Grid Corporation Of India Ltd. consists of four broad parts which are as
follows:
Part 1 - Performance
Part 2 - Competencies
Part 3 - Values
Part 4 - Potential Appraisal
NAME : EMPLOYEE NO :
DESIGNATION : DATE OF ENTRY IN
THE PRESENT GRADE :
PLACE OF POSTING /
DEPARTMANT/ REGION :
(FOR PERIOD UNDER REVIEW )
QUALIFICATION :
NAME AND DESIGNATION
OF THE REPORTING OFFICER :
DATE OF BIRTH :

Detailed Discussion of all the above four parts
Part 1 : Performance
Mid Year Performance Review-
The performance Review of each employee is being done twice in a year in Power Grid
Corporation of India Limited name as Mid-year Review, 4 year-end Review.
Year End Performance Review:
It is also should be stated that the Annual Return on immovable property for the
preceding calendar year was filled within the prescribed date that is 31
st
January of the
year following the calendar year and if it is not so then the date of filling the return
should be given.
And on the basis of Mid-Year performance review and Year-End performance Review
marks awarded by the appraiser, the total performance marks for the year is being
calculated and the prorated to the total marks is 75. The Review of the performance is
being calculated by the following formula.
Total marks obtained 75
Total performance marks for the year =
Total Maximum marks
The Key Result Areas together with measures / indicators and maximum marks to be
jointly agreed upon between the appraiser and appraiser at the beginning of the review
period and then filled in the format of Annual Appraisal Report and also the column
Marks Awarded should only are filled by the appraiser.
There is also a Performance Review Sheet in which comment on performance and
Review discussion by appraiser including major achievements, constraints if any, and
need for Training and development is being filled. It is a kind of a brief discussion about
the particular employee.

Part 2 : Competencies
This section consists of functional (technical and Managerial competencies required for
successful performance in the job).
*5 Indicates Outstanding Ability
4 Indicates Very Good
3 Indicates Good
2 Indicates Average
1 Indicates not Satisfactory
TABLE 4.2
COMPETENCIES RATING
5-4-3-2-1*
1. Business Knowledge: Knowledge and understanding of
POWERGRIDs Business; Knowledge of mission; MOU targets
and Corporate Plan.

2. Profession Specific Knowledge: Knowledge related to ones
profession; Knowledge of standard operating procedures and
policies in POWERGRID; keeping abreast of current
developments and trends.

3. Decision Making: Use related data to support effective and timely
decision by-
Systematically gathering relevant information,
Identifying the strength and weaknesses of a particular
area/ department/ function,
Recognizing opportunities or threats and acting on them
rapidly using facts collected,

4. Planning and Coordination: Ability to develop the strategies and
schedules foe meeting goal and anticipates an obstacles to goal
achievement. It includes thinking ahead and identifying the
possible barriers or problems which will affect the completion of
the work; monitoring progress of plans and making adjustments
when necessary.

5. Problem Solving: Ability to understand situations or problems by
organizing and synthesizing information in our systematic way
and generating solution for the same. It includes proactively
anticipating problems; Evaluating root causes and developing
alternating solutions.

6. Collaboration and Networking: Ability to build and leverage
networks of formal and informal relationships to collaborate; seek
advice and resolve issues in an effort to work towards the assigned
goals. It is demonstrated through an ability to create and sustain
positive working relationships both within and external to
organizations.

7. Team Player: To contribute to group objectives in a team
environment through cooperating and interacting with others,
contributing actively and fully to team projects; Working
collaboratively as opposed to competitively with others;
Acknowledging diverse opinions; Addressing relevant concerns
and working towards consensual solutions that enhance the output
of the team.

8. Accountability: Having a sense of personnel responsibility for
getting things done and achieving results. It includes willingness
to go beyond what is required in a given solutions; Overcome
obstacles or barriers to success and persevere.

9. Drive and Initiative: Ability to proactively address situations
opportunities as opposed to reacting to problems and assignment.
It is reflected through action; Not simply thinking and includes a

willingness to seize opportunities and act decisively and boldly in
order drive the business forward.

Formula for calculating the competencies of each employee is
Total of All Rating 15
Rating on competencies =
(Prorated to 15 marks) 45

Part 3 : Values
This section consists of values which are to be demonstrated in day to day activities inside
Power Grid Corporation of India ltd.
In this, Rating is again being done on 5-4-3-2-1 basis and on the basis of the total of all
the rating on values is being calculated. The formula for calculating the Rating on values
is:
Total of all rating 05
Rating on values =
TABLE 4.3
VALUES RATINGS
5-4-3-2-1*
1.
Fairness: Decisions are made objectively; Free from patronage and
reflect the just treatment of employees and applicants.

2. Transparency: There is open communication about every aspect
of managerial decision which concern people.

3. Trust: Trust worthiness leading to confidence; Allow staff the
freedom to grow and develop; Relate to others on the basis of
mutual respect; courage to stand by your convections.

4. Candour: Frank and forthright, give and receive constructive
criticism/suggestions; openly discuss performance deficiencies and
take corrective action; appreciate good performance; be consistent
in words and deeds and face up to your mistake.

5. Collaboration : Working in tandem; Be open in sharing
information and in seeking suggestions/opinion; Be sensitive to
concerns of others Honor your commitment; encourage team work
across departments/function..

6. Involvement: Total commitment; Be dedicated and committed to
work; build commitment by encouraging wide participation in
decision making process to the maximum extent possible.

7. Flexibility: Ability to participate and adopt to changing
circumstances using sound judgment; Be open to excepting new
ideas; Be willing to learn from anyone and to do thing differently;
Be prepared to operate and adopt to different environment.

8. Discipline: Adherence to excepted norms; honors the promises and
adhere to agreed system; Respect for others time and space;
Exercise self control.

9. Ethical behavior: Demonstrate honestly and sincerity in every
action; apply sound business and professional ethics; Show
consistency with principles; Values and behaviors.

10. Willingness to except Challenge: Be willing to experiment; Allow
for freedom to fail; but learn from it too.

Part 4 : Potential Appraisal
This section consists of attributes which are to be demonstrated in day to day activities.
Attributes would represent the core skills required for the next higher grade.When all the
rating is being filled by the appraiser with the jointly agreement of the appraise, the rating
on potential is being calculated. This calculation is also being calculated on the basis of
5-4-3-2-1 basis.
TABLE 4.4
GENERIC ATTRIBUTES RATING
5-4-3-2-1*
1. Leadership Abilities: Facilitating and decision making process;
implementing sound decisions; remaining flexible with decisions;
using effective coaching skills with peers / subordinates.

2. Team Building: Demonstrates effectiveness in reorganizing his/her
own department; Managers diverse and divergent views and group
processes without losing sight of objectives.

3. Foresight: Ability to foresee the change and situations that require
attention and show prudence and care in deploying the resources to
deal with changes.

4. Innovation: To bring about positive changes in the area of
operation that leads to performance and growth through
improvements in efficiency, productivity, quality, etc.

5. Trust and Respect: Have high regard for fellow members in the
organization. Function with openness and promote team spirit.

Rating on potential is being calculated with the help of this formula and this is prorated
to 05 marks
Total of all ratings 05
Rating on potential =

There is also a block of Appraisers comments on potential suitability in the Annual
Appraisal Report in which Appraiser have to indicate the suitability of the Appraise for
next higher position or horizontal movement in different functions.
Maintenance of the profile for Performance and Potential:
In this page, the final assessment of each employee is being written by the appraiser. And
the signature of reporting officer, Reviewing officer, Next higher authority in hierarchy
and countersigning Authority is being taken below the final assessment sheet.
TABLE 4.5
TOTAL MARKS MARKS SCORED

PART-1 PERFORMANCE 75

PART-2 COMPETENCIES 15

PART-3 VALUES 05

PART-4 POTENTIAL 05

TOTAL 100

And finally, the report is being send to the moderation committee for the final assessment
and the committee member have to check all the rating given by the appraiser and also
have to write the final rating in words and chairman of moderation committee with have
the sign below it and have to mention name, designation and date there.
It should be kept in view by the appraisers and moderation committee that the overall
rating pattern should generally by in line with the principles of normal distributer where
the overall evaluation is changed at higher level (s), the concerned authority may discuss
the same with next below level while making such changes. The concerned authority
should also record the specific reason for such change in overall evaluation. Signature of
reporting officer, Reviewing officer, Next higher authority in hierarchy and
countersigning Authority is very necessary for evaluation of performance of employees.

CHAPTER-5
RESEARCH METHODOLOGY
A research design is simply the framework or plan for a study that is used as guide in
collecting and analyzing the data. It is blue print that is followed in completing a study.
Research design is the plan structure, and strategy of investigation conceived so as
to obtain answer research question and to control variance.
A research design encompasses the methodology and procedures employed to conduct
scientific research. The design of a study defines the study type (descriptive, co
relational, semi-experimental, experimental, review, meta-analytic) and sub-type (e.g.,
descriptive-longitudinal case study), research question, hypothesis, independent and
dependent variables, experimental design, and, if applicable, data collection methods and
a statistical analysis plan.
There are many ways to classify research designs, but sometimes the distinction is
artificial and other times different designs are combined. Nonetheless, the list below
offers a number of useful distinctions between possible research designs.
Descriptive (e.g., case-study, naturalistic observation, survey)
Correlation (e.g., case-control study, observational study)
Semi-experimental (e.g., field experiment, quasi-experiment)
Experimental (Experiment with random assignment)
Review (Literature review, Systematic review)
Meta-analytic (Meta-analysis)
The Research methodology applied in the present study is quantitative as well as
descriptive in nature. For carrying out the survey Non-Probability sampling method was
used and hence purposive sampling size of 50 respondents was decided. All the
respondents were thus contacted and inputs were gathered. The responses received were

further analyzed and were tabulated. The conclusions drawn are represented in tables and
also for few aspects the graphical representation is made.
METHOD OF DATA COLLECTION
Data is the significant part of the research. Your all research depends upon your data.
Whatever data is collected by me during the preparation of Research report is divided
into two parts:-

PRIMARY DATA
Primary data is collected through the truth of statements made by in the context of
a questionnaire among the official employees and personnel interviews with
companys employees and clients.
SECONDARY DATA
The secondary data is being collected from:
Case Study
Books
Internet
Organizational Reports
Business Magazines

INSTRUMENT USED
I have collected data through questionnaire.

SAMPLING AREA
Kursi Road, Lucknow.

SAMPLING SIZE
Sample size consists of some element of universe that shows properties of overall
elements present in universe. In order to get a responsible data for my project, I have
collected data from 50 responders. And the Sampling Area is Kursi Road, Lucknow.

SAMPLING METHOD
Sampling is concerned with the selection of a subset of individuals from within a
statistical population to estimate characteristics of the whole population. Acceptance
sampling is used to determine if a production lot of material meets the governing
specifications. Two advantages of sampling are that the cost is lower and data collection
is faster than measuring the entire population.
The sampling process comprises several stages:
Defining the population of concern
Specifying a sampling frame, a set of items or events possible to measure
Specifying a sampling method for selecting items or events from the frame
Determining the sample size
Implementing the sampling plan
Sampling and data collecting
METHODS FOR ANALYSIS
Analysis was based on the 5 point Likert scale system. For each question the multiple
choice answers were given so that the respondents can record their opinion. Thus each
choice of answer was assigned points from 1 to 5 where in point 1 corresponds to
Very Satisfied and point 5 corresponds to Very Dissatisfied.
LIKERT SCALE SYSTEM
TABLE 5.1
Responses Points
Very Satisfied 1
Satisfied 2
Neither Satisfied nor Dissatisfied 3
Dissatisfied 4
Very Dissatisfied 5
This system is being used for the evaluation of findings, recommendation and conclusion.

CHAPTER-6
DATA ANALYSIS & INTERPRETATION
1. Age :-
<25
25-40
40-55
>55

2. Sex :-
Male
Female

3. Number of years in a job:-
<5
5-10
10-20
>20

4. Salary:-
<20k
20k-40k
40k-60k
>60k

5. Educational Qualification:-
B.Tech
M.Tech
P.Hd
2
11
14
13
0
20
<25 25-40 40-55 >55
Age(Figure 6.1)
46
4
0
50
Male Female
Sex(Figure 6.2)
7
12
14
17
0
10
20
<5 20-Oct 20-Oct >20
Years in a Job(Figure 6.3)
10
12
13
15
0
10
20
<20k 20k-40k 40k-60k >60k
Salary(Figure 6.4)
9
18
23
0
50
B.Tech M.Tech P.Hd
Educational Qualification(Figure 6.5)

Q1. Do you think that all the resources are tapped fully in your organization?

Table 6.1
Number of Employees Percentage
Very Satisfied 25 50
Satisfied 17 34
Neither Satisfied nor Dissatisfied 5 10
Dissatisfied 2 4
Very Dissatisfied 1 2
Total 50 100
Figure 6.6

The pie chart depicts that, 50% of employees are very satisfied that the resources are
tapped fully in their organization, 34% of employees are satisfied, 10% of employees are
neither satisfied nor dissatisfied, 04% of employees are dissatisfied and 02% of
employees are very dissatisfied.

0
10
20
30
40
50
Very
Satisfied
Satisfied
Neither
Stisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
25
17
5
2
1
50
34
10
4
2
No. of Employees Percentage

Q2. Hand-Book of the organization should present all the personnel policies of the
company?

Table 6.2
Satisfied 09 18
Dissatisfied 10 20
Total 50 100

Figure 6.7

The pie chart depicts that, 04% of employees are very satisfied that the hand-book should
present all the personnel policies of the company, 18% of employees are satisfied, 30% of
employees are neither satisfied nor dissatisfied, 20% of employees are dissatisfied and
28% of employees are very dissatisfied.
0
10
20
30
Very
Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
2
9 15
10
14
18
30
20
28

Q3. Training is for
Short-Term purpose
Long-Term purpose
Development purpose

Table 6.3
Short-Term Purpose 05 10
Long-Term Purpose 13 26
Development Purpose 32 64
Total 50 100

Figure 6.8

The pie chart depicts that, 10% of employees are saying that the training is for short-term
purposes, 26% of employees are with the thought that it is for long-term purpose, 64% of
employees are saying that it is for development purpose.
No.of Employees
Percentage
0
20
40
60
80
Short-Term
Puurpose
Long-Term
Purpose
Development
Purpose

Q4. In comparison of Words, Numeric values are more better for writing in
appraisal?

Table 6.4
Satisfied 05 10
Dissatisfied 01 02
Total 50 100

Figure 6.9

The pie chart depicts that, 82% of employees are very satisfied with the fact that in
comparison of Words, Numeric values are more better for writing in appraisal, 10% of
employees are satisfied, 06% of employees are neither satisfied nor dissatisfied, 02% of
employees are dissatisfied and 00% of employees are very dissatisfied.
0
20
40
60
80
100
Very
Satisfied Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
41
5
3
1
0
82
10
6
2
0

Q5. Do you agree that 360 degree appraisal system is more successful them other
methods?

Table 6.5
Satisfied 14 28
Dissatisfied 04 08
Total 50 100

Figure 6.10

The pie chart depicts that, 48% of employees are very satisfied and saying that 360
degree appraisal system is more successful them other methods, 28% of employees are
satisfied, 12% of employees are both satisfied and dissatisfied, 08% of employees are
dissatisfied and 04% of employees are very dissatisfied.
0
20
40
60
Very
Satisfied
Satisfied
Neither
Satisfied
nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
24
14
6
4
2
48
28
12
8

Q6. Motivation among the employees is always linked with
Money
Standard
Not at all. There are also another reasons

Table 6.6
Money 32 64
Standard 11 22
There are another reason 07 14
Total 50 100

Figure 6.11

The pie chart depicts that,640% of employees are saying that motivation comes always
with money factor, 22% of employees are with standard, 14% of employees are saying
that there are many other reason which motivates the employee.
0
10
20
30
40
50
60
70
Money
Standard
There are another reason

Q7. Performance appraisals should be done as per KRA (Key Result Areas)?

Table 6.7
Satisfied 19 38
Dissatisfied 03 06
Total 50 100

Figure 6.12

The pie chart depicts that, 42% of employees are very satisfied that the Performance
appraisals should be done as per KRA, 38% of employees are satisfied, 12% of
employees are neither satisfied nor dissatisfied, 06% of employees are dissatisfied and
02% of employees are very dissatisfied.
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
21
19
6
3
1
42
38
12
6
2

Q8. Giving Power inside the organization in decision making means
Responsibility
Authority
Both

Table 6.8
Responsibility 17 34
Authority 14 28
Both 19 38
Total 50 100

Figure 6.13

The pie chart depicts that, 34% of employees are saying that giving power inside the
organization means responsibility, 28% of employees are with authority, 38% of
employees are with both the options.
0
5
10
15
20
25
30
35
40
Responsibility
Authority
Both
4.3
14
19
34
28
38

Q9. Sharing of a knowledge with colleges inside the organization is a
Gain
Loss
Depends
Cant Say

Table 6.9
Gain 17 34
Loss 03 06
Depends 19 38
Cant Say 11 22
Total 50 100

Figure 6.14

The pie chart depicts that, 34% of employees said that sharing knowledge inside the
organization in a gain, 06% of employees are said that it is a loss, 38% of employees are
said that it depends on situation, 22% of employees said that they cant say.
0
10
20
30
40
Gain
Loss
Depents
Can't Say
17
3
19
11
34
6
38
22

Q10. Conflicts inside the organization leads
Differences
More Productivity
Depends
Cant Say

Table 6.10
Differences 29 58
More Productivity 15 30
Depends 05 10
Cant Say 01 02
Total 50 100

Figure 6.15

The pie chart depicts that, 58% of employees said that conflict inside the organization
leads differences, 30% of employees are said that it leads to more productivity, 10% of
employees are said that it depends on situation, 02% of employees said that they cant
say.
0
20
40
60
Differences
More
Productivity
Depends
Can't Say
29
15
5
1
58
30
10
2

Q11. Past record of the employees can be changed by future performances?

Table 6.11
Satisfied 18 36
Dissatisfied 04 08
Total 50 100

Figure 6.16

The pie chart depicts that, 26% of employees are very satisfied that the past record of the
employees can be changed by future performances of employees, 36% of employees are
satisfied, 04% of employees are neither satisfied nor dissatisfied, 08% of employees are
0
10
20
30
40
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
13
18
2
4
13
26
36
4
8
26

Q12. No paper work can be possible in HR practices?

Table 6.12
Satisfied 00 00
Dissatisfied 19 36
Total 50 100

Figure 6.17

The pie chart depicts that, 00% of employees are very satisfied with the fact that no paper
work can be possible in HR practices, 00% of employees are satisfied, 18% of employees
are neither satisfied nor dissatisfied, 36% of employees are dissatisfied and 44% of
employees are very dissatisfied.
0
10
20
30
40
50
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
0
0
9
19
22
0
0
18
36
44

Q13. Do you think that family member of the employee also contribute indirectly to
the working efficiency of the employee?

Table 6.13
Satisfied 08 16
Dissatisfied 12 24
Total 50 100

Figure 6.18

The pie chart depicts that, 42% of employees are very satisfied with the fact that family
member of the employee also contribute indirectly to the working efficiency of the
employee, 16% of employees are satisfied, 12% of employees are neither satisfied nor
dissatisfied, 24% of employees are dissatisfied and 06% of employees are very
dissatisfied.
0
10
20
30
40
50
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
21
8
6 12
3
42
16
12
24
6

Q14. Group-Work improves the working efficiency of the employee?

Table 6.14
Satisfied 12 24
Dissatisfied 08 16
Total 50 100

Figure 6.19

The pie chart depicts that, 38% of employees are very satisfied with the fact that Group-
Work improves the working efficiency of the employee, 24% of employees are satisfied,
14% of employees are neither satisfied nor dissatisfied, 16% of employees are
0
10
20
30
40
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
19
12
7
8
4
38
24
14
16
8
No.of Employees Percentage

Q15. Providing training to the employees helps in their succession plan?

Table 6.15
Satisfied 19 38
Dissatisfied 06 12
Total 50 100

Figure 6.20

The pie chart depicts that, 48% of employees are very satisfied with the fact that
providing training to the employees helps in their succession plan, 38% of employees are
satisfied, 02% of employees are neither satisfied nor dissatisfied, 12% of employees are
0
10
20
30
40
50
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
24
19
1
6
0
48
38
2
12
0

Q16. Caste and Religion is a hindrance in a communication process?

Table 6.16
Satisfied 08 16
Dissatisfied 13 26
Total 50 100

Figure 6.21

The pie chart depicts that, 24% of employees are very satisfied with the fact that Caste
and Religion is a hindrance in a communication process, 16% of employees are satisfied,
04% of employees are neither satisfied nor dissatisfied, 26% of employees are
0
5
10
15
20
25
30
Very Satisfied
Satisfied
Neither
Satisfied nor
Dissatisfied
Dissatisfied
Very
Dissatisfied
12
8
2
13 15
24
16
4
26
30

CHAPTER-7
FINDINGS
Employees are very satisfying with the fact the all
the resources are being tapped fully in their organization.
Maximum number of the employee think that the training programmes is for
development purpose.
82% of employees think that in comparison of Words, Numeric values are
better for writing in appraisal.
Majority of employee has a thinking that 360 degree appraisal system is more
successful them other methods.
Maximum number of employees thinks that Employees are very satisfied with the
fact that job satisfaction means enjoying working climate inside the
organization.
Majority of employees has a thought that performance appraisals should be
done as per KRA.
Most of the employees think that conflict inside the organization leads
differences among them.
Maximum number of employees thing that hr manager should play a role of
manager neither boss nor change agent.
Employees are very dissatisfied about the question that no paper work can be
possible in HR practices.
Majority of employees think that family member of the employee also
contribute indirectly to the working efficiency of the employee.
Maximum number of employee thinks that group-work improves the working
efficiency of the employee.
Majority of employees think that providing training to them helps in their
succession plan.
Employees are unsatisfied with the question that Caste and Religion is a
hindrance in a communication process.

CHAPTER-8
RECOMMENDATIONS
All the resources should be tapped fully by the
HR manager so that employees get motivated.
More and rapid changes in statement policies of the organization demotivate
the employees so it should be done once in a year.
Most of the things in a performance appraisal form should be kept for filling in
numeric value instead of words.
360 degree appraisal system should be used for performance appraisal
because it gives the view of entire staff.
Performance appraisals should be done as per key result areas.
Employee should understand that giving power inside the organization in
decision making means responsibility and authority both.
Some of the employees think that sharing of knowledge with colleges inside the
organization is a loss, they should understand that it helps other employees to
enhance their capability.
Conflicts inside the organization are very dangerous for organization health
so it should be controlled as much as possible.
Employee should have in a mind that they can change their past records by
future performances.
Some of the employees think that group-work does not improves the working
efficiency of the employee, they should understand that it enhance their
capability.
Employee should understand that training programmes is for their benefit and
it helps in their succession plan.
Employee should not think that caste and religion is a hindrance in a
communication process.

CHAPTER-09
CONCLUSION
From all of the above chapters following conclusion can be
drawn which is as follows:
All the employees are satisfied that the resources are tapped fully in an
organization.
Employees think that HR Manager should approve the hr policies.
Policy statements should not modified occasionally.
Hand-Book of the organization should not present all the personnel policies of the
company.
It is better to store all the personnel policies on PC instead of manual Hand-Book.
Change in management policies is a path for Training Need Identification.
In comparison of Words, Numeric values are better for writing in appraisal.
360 degree appraisal system is more successful them other methods.
Motivation among the employees is always linked with money.
Motivation among the employees is not directly similar to No De-Motivation.
Job satisfaction means enjoying working climate inside the organization.
Job Enrichment is not a way for Job Satisfaction.
Performance appraisals should be done as per Key Result Areas.
Giving Power inside the organization in decision making means responsibility and
authority both.
Sharing of knowledge with colleges inside the organization is a gain.
A conflict inside the organization leads differences.
HR Manager inside the organization should plays a role of manager.
HR Manager is a facility provider.
Past record of the employees can be changed by future performances.
For another manager of organization in implementing HR policies and systems,
HR Manager is a role model for them.
No paper work can not possible in HR practices.

CHAPTER-10
ANNEXURE
1. Age :-
<25
25-40
40-55
>55

2. Sex :-
Male
Female

3. Number of years in a job:-
<5
5-10
10-20
>20

4. Salary:-
<20k
20k-40k
40k-60k
>60k

5. Educational Qualification:-
B.Tech
M.Tech
P.hd

Q1. Do you think that all the resources are tapped fully in your organization?
Very Satisfied
Satisfied
Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Q2. Training is for
Short-Term purpose
Long-Term purpose
Development purpose
Q3. Change in management policies is a path for TNI (Training Need Identification)?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q4. In comparison of Words, Numeric values are more better for writing in
appraisal?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q5. Do you agree that 360 degree appraisal system is more successful them other
methods?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied

Q6. Motivation among the employees is always linked with
Money
Standard
Not at all. There are also another reasons
Q7. Performance appraisals should be done as per KRA (Key Result Areas)?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q8. Giving Power inside the organization in decision making means
Responsibility
Authority
Both
Nothing
Q9. Sharing of a knowledge with colleges inside the organization is a
Gain
Loss
Depends
Cant Say
Q10. Conflicts inside the organization leads
Differences
More Productivity
Depends
Cant Say
Q11. Past record of the employees can be changed by future performances?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied

Q12. No paper work can be possible in HR practices?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q13. Do you think that family member of the employee also contribute indirectly to
the working efficiency of the employee?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q14. Group-Work improves the working efficiency of the employee?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q15. Providing training to the employees helps in their succession plan?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Q16. Caste and Religion is a hindrance in a communication process?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied

CHAPTER-11
BIBLIOGRAPHY
Figure 11.1 Figure 11.2

Internet:
I. http://www.powergridindia.com
II. http://www.managementstudyguide.com
III. http://www.hrd.com
IV. http://en.m.wikipedia.org/wiki/Literature_review

Books:
I. Shaikh T.S. (1978): Personnel Policies And Administration in Urban Banks,
Unpublished Ph.D. Thesis, Pune.
II. Kamra P.K. (1987): Cooperative Management, New Delhi: Deep & Deep.
III. Dharm Vir (1992): Corporative HRD-Indian perspective, pp.51-52.
IV. Pareek Udai (1997): Training instruments for human resources development,
New Delhi, Tata McGraw-Hills.
V. Gupta C.B. (1998): Human Resource Management, New Delhi: Third Edition,
Sultan Chand & Sons.
VI. Mc Namara Carter (1999): http://www.mapnp.org/library/mgmtdev/ htm-1859.

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