GENERAL INTRODUCTION

Appraisal is the evaluation of worth and quality of merit. It is the evaluation

of present performance and feature capabilities. Employee appraisal techniques are
said to have been used for the first time during the first world war, when at the
instance of Walter dill Scott, thus army adopted the “man to man” rating system for
evaluation military personal. During the 1922 to 1930 period, rational wage
structures for hourly paid workers were adopted industrial units.

Meaning:

Performance appraisal is a method of evaluating the behavior of employees in

the work spot, normally including both the quantitative and qualitative aspects of job
performance. Performance refers to the degree of accomplishment of the tasks that
makeup an individual’s job. It indicates how well an individual is fulfilling the job
demands.

Performance is always measured in terms of results and not efforts.

• Performance appraisal is the systematic description of an employee’s

job relevant strengths and weaknesses.

• The basic purpose is to find out how well the employee is performing
the job and establish a plan of improvement.

• Appraisals are arranged periodically according to a definite plan.

Performance appraisal involves the employees, the manager or supervisor,

and the larger organization unit. Each has objectives or hopes are that
performance appraisal will accomplish. In many organizations performance is the
basis for personnel programs, like, counseling, salary administration, or personal
planning.

Sometimes it is the only formal programs of communication between boss

and subordinate required by the company, very often – corporate personnel
people will try to design a system to do too much. In selling the idea to
1
 management, they promise that it will solve many problems and it will provide
data for several kinds of decisions. There are many possible uses for performance
appraisal but a wise user of the technique will choose among the possibilities and
confine performance appraisal to those activities that will meet limited specific
goals.

IMPORTANCE AND PURPOSE

Performance appraisal has been consider as a most significant and

indispensable tool for an organization, for the information it provides highly
useful in making decision regarding various personnel aspects such as
promotions and merit increases.

Performance measures also link information gathering and decision making

processes. Which provide a basis for judging the effectiveness of personnel sub
divisions such as recruiting, selection, training and compensation. Accurate
information plays a vital role in the system (ex: marketing, finance, production).
It is easier for managers to see which employees need training or counseling
because jobs are grouped by categories.

Performance appraisal is method, which is very useful to the employees to

achieve the targets. It is useful in

1. Self improvement

2. Help in deciding promotion

3. Help in self-evaluation

4. Help in personnel actions.

5. Help in creating healthy competition.

2
Mc Gregor’s: Formal performance appraisals plans are designed to meet three
needs.

1. They provide systematic judgments to back up salary increases, transfers,

promotions demotions or termination.

2. They are means of telling a subordinate how he is doing, and suggesting

needed changes in his behavior attitude, skills or job knowledge. They let him know
“Where he is stands” with the boss.

3. They are use as a base for coaching and counseling the individual by the
Superior.

3
 INDUSTRY PROFILE

POWER SECTOR REFORMS IN INDIA:

Introduction:

The power sector has transited to an era or controlled competition giving a

meaningful role for the private sector and the market to play in the nation's
infrastructure building. Reform in the power sector was officially kicked off in
September 1991 with the passing of the electricity laws (amendment) act, allowing
the private sector in power generation. This was followed by the center's resolution
in October 1991 that opened up electricity generation, supply and distribution to the
private sector. These came soon after the assumption of office by the Narasimha Rao
Government.

REFORMS IN THE STATE ELECTRICITY BOARD:

The reforms process turned active only in late 1996 with the adoption of the
"common minimum nation action plan for power" at the Chief Minister's
conference. This action plan, which laid the foundation for reforms, is the state
electricity boards [SEB's] have the following salient features.
 Formulation of national energy policy.
 Setting up of the central and state electricity regulatorycommissions.
 Rationalization of retail tariffs.
 Private sector participation in private distribution.
 Streaming the role of central agencies concerned with project approvals.
 Autonomy and improvement in the management and physical parameters of
SEB's.

4
 Srisailam left bank Power House. International agencies have are now
interested in taking part in VTPS stage -IV.
It took another 18 months before the reforms process got in to implementation
mode with the promulgation of the electricity regulatory commissions ordinance by
the president of India on April 25, 1998. This ordinance primarily gave legal shape
to the two cardinal features of the common minimum action plan establishment of
regulatory commission and rationalization of retail tariff. This provision invited
considerable flak from the prefer power lobby and was unceremoniously shelved
when the ordinance was passed in t, an I act of parliament on July 2, 1998, reducing
SERCs to toothless tigers as far as rationalization of retail tariff was concerned.
However, the clause requiring the State Government to compensate the person
affected by the grant of subsidy in the manner state commission may direct was
retained, there by giving some vestige of authority to the regulators.
Andhra Pradesh Power Generation Corporation Limited is one of the pivotal
organizations of Andhra Pradesh, engaged in the business of Power generation.
Apart from operation & Maintenance of the power plants it has undertaken the
execution of the ongoing & new power projects scheduled under capacity addition
programme and is taking up renovation & modernization works of the old power
stations.
When APSEB came into existence in 1959, APSEB started functioning with
the objectives of maintaining the power sector efficiently and economically
simultaneously ensuring demand meets the supply.
During the last decade inadequate capacity addition and low system frequency
operation of less than 48.5 Hz for more than half a decade considerably reduced the
power supply reliability.
The consumer have grown up from two and half lakhs to over one crore, the energy
handled per annum from 686 MV to over 40,000 MV. The annual revenue has
increased from mere Rs 65 crores to Rs 48000 crores. In the after reforms process is
taken up in a big way and RTPP could complete 2X250MU KTPS V- stage .

5
HISTORY OF RTPP:-

RTPP came into existence on 28.12.1998 and commenced operations from

01.02.1999. This was a sequel to Government's reforms in Power Sector to
unbundle the activities relating to Generation, Transmission and Distribution of
Power. All the Generating Stations owned by erstwhile APSEB were transferred to
the control of RTPP.
The installed capacity of RTPP as on 31.03.2007 is 6760.9 MW comprising
3172.50 MW Thermal, 3586.4 MW Hydro and 2 MW Wind power stations, and
contributes about half the total Energy Requirement of Andhra Pradesh. RTPP is
third largest power generating utility in the Country next to NTPC and Maharashtra.
Its installed Hydro capacity of 3586.4 MW is the highest among the Country.
RTPP has an equity base of Rs.2107 crores with 10804 dedicated employees
as on 31.12.2006. The company has an asset base of approximately Rs.12000 crores.

Power Sector Status in India:

 Generation during 2007-08 (April).
 Daily reservoir levels.
 Daily generation report.
 Generation during 2006-07(April-March).

OUR POWER PLANTS:

Our power plants meet more than half the total energy requirement of Andhra
Pradesh as on 06-03-2007 RTPP owns, operates and maintains five Thermal Plants
with an installed capacity of 3172.5 MW, 17 Hydel Plants (including 3 mini Hydel
Plants) with an install capacity of 3586.4 MW, among them Tungabadhra HES is
joint project (80 : 20) with Government of Karnataka and Machkund power utility
(70 : 30) with Orissa Government, and 2 MW Ramagiri Wind Power Plant.

6
RTPP has also undertaken operation and maintenance of Gas Power Plant at
Vijeswaram owned by APGPCL.

• Thermal Plants
• Hydel Plants
• Wind Plants

Wind Plants

Name Address Capacity (MW) Date of Installation

Ramgiri wind Farm

HLC Colony,
Anantapur – 515001 2 10 / 10 / 1994
Anantapur – (Dt)
Phone 08554 – 276541
ORGANISATION STRUCTURE:

7
 Chairman

Managing Director

Director Director Director Director Director Director

(Thermal) (Hydel) (Technical) (Comml) (Finance) (Projects)

E.D (Information
System)

Chief of Vigilance
CGM (Adm) & Security

CGM (IR) NC
CGM (HR)

J.S (Personnel)

LAND MARKS & ACHIEVEMENTS:

 Unit 3 (210 MW) of Vijayawada Thermal Power Station has established a
National Record of continuous service for 441 days from 14.12.2004 to
28.02.2006

8
• RTPP is the third Largest Power utility in the country in terms of Installed
Capacity - 6760.9 MW

• Our Hydro Installed Capacity 3586.4 MW is highest in the country.

• Thermal plants are consistently winning the Gold and silver medals for
Meritorious Productivity Award

• AMRP LIFT IRRIGATION Scheme is taken up and completed well below the
stipulated time & budget .In that, the pumping station commissioned (18 MW) is
first such one in India where water is lifted to an height of lOOMts.

• Srisailam complex is the largest hydro power station with installed capacity 1670
MW in the country.
• Nagarjuna Sagar Left canal Power* House is the first hydro station in the country
to use SCQCA for operation of the units from control room besides enhancing
the Excitation and Governor systems with microprocessor controls.

• Pochampad Hydro electric Scheme is the first hydro power station to use
microprocessor controls in the powerhouse

• Thermal generation during 2004-05 - 23360 MU - is highest ever achieved by

RTPP

• The average PLF of 89.7 % during 2004-05 is the highest ever achieved and
highest in the country when compared with the utilities having comparable
installed capacity and vintage.

• Since 1994-95 VTPS and RTPP are occupying top two positions in terms of PLF
rankings, except in the year 1999-00 in which RTPP stood second. VTPS stood
FIRST in the country during 1994-95, 1995-96, 1996-97, 1997-98, and 2001-02
and RTPP stood first in the country during 1998-99, 2000-01, 2002-03 and
2003-04.

• VTPS has beenxeceiving Meritorious Productivity Award for last twenty

9
 consecutive years and bagged Gold Medal 9 times in a row since 1994-95.

• RTPP has been receiving Meritorious Productivity Award for last six consecutive
years and bagged Gold Medal five years in a row since 1998-99.

• KTPS V Stage has been receiving Meritorious Productivity Award for last four
consecutive years and bagged Gold Medal four times in a row since 1999-2000.

10
 COMPANY PROFILE

HISTORICAL BACKGROUND OF RTPP, KADAPA (Dist),A.P. :-

A Beginning almost a century after the invention of electricity it was

introduced in India for commercial use in a humble way. For the first time in the
year 1889 a mini hydroelectric powerhouse with a capacity of 15KW was
constructed on a small rivulet in Darjeeling district and electric power was supplied
in its vicinity. Within, two decades, in 1909 a 10KW diesel set was installed in
Hyderabad for supply of electricity to the king's palaces. This was the first step in
the development of electric power in Andhra Pradesh (HYDERABAD).

GENERAL:-

Rayalaseema Thermal Power Project is one of the major Powers generating

facilities in Andhra Pradesh to meet the growing demand for power in the Southern
part of the state. The Project envisaged the installation of 2X210 MW of Thermal
Generation units under Stage -1.

LOCATION:

The Project is located at a distance of 8 KM from Muddanur Railway station

of South Central Railway on the Chennai - Mumbai Railway line. The site selected
is at an adequate distance from the populous Town and the land belonged to the
Government and was not in use. It is quiet near to the existing Railway line and
Transmission lines of AP TRANSCO.
The water requirement for the Project is met from Mylavaram Reservoir,
which is at 20 KM from the Project through two dedicated pipelines.

11
COAL LINKAGE:

The main Coal Linkage to RTPP is M/s SCCL and is transported through rail.
Occasionally RTPP gets the coal requirements from M/s MCL, Orissa and this is
transported through 'Rail-Sea-Rail' Method.

OBTECTIVE OF THE PROJECT:

The Rayalaseema region is in the Southern part of the state and most of the
generation facilities are in the Northern part of the state, except for two major Hydel
stations in the Central part of the state. The Rayalaseema region thus used to get
power through long EHT line and frequently it is used to face the low voltage
problem particularly during the summer when the Hydel stations generations goes
down. The region is a drought prone area and has to depend on Industrial growth for
its economic development power bring basic need, RTPP has ensured the proper and
quality supply the objective also improved the base load Thermal generating
capacity of the AP Grid.

PROTECT COST:

The original cost of the Project as approved by the Planning Commissioner is

Rs 503.71 crores and the revised cost of the Project based on actual expenditure is Rs
860.30 crores and the increase over general cost is 70

RTPP ITS VISION, MISSION AND CORE VALUES:

Our Vision:

• To be the best power utility in the country and one of the best in the
world.

12
Our Mission:

• To generate adequate and reliable power most economically, efficiently and

eco-friendly.
• To spearhead accelerated power development by planning and
implementing new power projects.
• To implement Renovation and Modernization of all existing units and
enhance their performance.

Core Values:

 To proactively manage change to the liberalized environment and global

trends.
 To build leadership through professional excellence and quality.
 To build a team based organization by sharing knowledge and empowering
employees.
 To treat everyone with personal attention, openness, honesty and respect they
deserve.
 To break down all departmental barriers for working together.
 To have concern for ecology and environment.
CORPORATE OBTECTIVES:

• To operate and maintain Power Stations availability ensuring minimum cost

of generation.
• To add generating capacity with in prescribed time and cost.
• To maintain the financial soundness of the Company by managing financial
operations.
• In accordance with good commercial utility practices.

13
 • To adopt appropriate Human Resources development policy leading to
creation of team of motivated and competent power professional.

SPECIAL FEATURES AT RAYALASEEMA THERMAL POWER PROTECT;

• At RTPP, the Coal Bunkers and Mills are located. Boiler House and ESPS
unlike usual arrangements else where in the Country placing the Bunkers and
Mills in between the Turbine House and the Boiler thus, Turbine House is
totally isolated from the Mills and it will ensure the dust free atmosphere in
the Turbine House and also ensure the easy accessibility of Mills for
maintenance.
• Multiple fuels Chimney are also a new feature of this Power Station.
• Tower type Boiler of single pass design manufactured by M/s BHEL limited
under collaboration M/s Stein Industries [France].
• This type of Boiler will have less erosion and will be better then the two pass
Boiler for high ash content coal also maintenance of Super Heaters and
Economizers.

♦ Turbo-Generator was supplied by M/s BHEL and is manufact ured by M/s

KWU, West Germany.
♦ Tubular Mills in place of Bowl Mills are employed which can run for a very
long durations with out stopping as the Grinding Media can be fed in to the
Running Mill. Another advantage is more fineness of coal can be achieved
and smoother control over the varying loads.
♦ Distributed digital and M/s BHEL (DDC System) by M/s Yakogowa Blue
Star Limited and M/s BHEL (PROCONTROL) is employed for effective and
efficient control of Boiler, Turbine and Generator and their auxiliaries.
♦ A new system called Dry ash system, which stores the Dry ash in SILOS and
is being issued to cement and brick Industries around the Rayalaseema region.

14
 ♦ Approximately Rs 5.00 lakhs per annum is being invested to improve the
Green Belt in the Power House and Colony premises.

ELECTRICITY PROGRESS IN A.P.(19911-1922):

The electricity department was established in 1911 under the Government

Mint. Later Hussain Sugar Bund was electrified on Saturday 25th October; 1913 A.D
and street electrification work was started within and outside the Municipal limits of
Hyderabad and electricity was provided on the residency roads. In Hyderabad 10
substations were erected for the distribution of power in the city. The tariff was 6
annas (Osmania sikka) per unit with a minimum of Rs.5/-O.S.per month.
Programmes of expansion to cover other town if the Nizams State was take up.
Under this programme steps were taken to generate electric power at Aurangabad,
Raichur, Warangal, and Gulbarga etc.

The Government of India framed Electricity rules in 1910 so as to ensure fair

distribution and supply of power as well as take all necessary precaution for the
use of power by the consumers and concerned departments.

POWER DEVELOPMENT IN A.P AN OPPORTUNITY KNOCKING:

We are standing at the entrance of 21st century and opportunity is knocking at

its door. The end of the century offers us the opportunity to assure India's and in
particular our state's electricity needs for decades to come.
Electricity demand in A.P is estimated to grow at an annual compound growth
rate of around 10% as against the National growth rate of 6.8%. The installed
capacity of A.P state Electricity Board has grown from 213 MW in 1960-61 to 6124
MW at present (Excluding central share).
The available capacity in A.P is 6135.5 MW, which includes 897 MW from
central generating stations. As the capacity addition could not keep pace with the
15
growth in demand, a shortage of 2000MW in the installed capacity exists now. The
growth in demand has been mainly due to extensive Rural Electrification
Programme and energisation of agricultural pump sets at one-lakh pump sets per
year since 1985-86 besides increase in domestic loads.
A.P.S.E.B has long been a trendsetter in breaking new paths and adopting the
STATE-OF-THEATRE technology in its power plants. The technology adopted in
the power station has been continuously upgraded both in the Hydro and Thermal
station and also in transmission distribution and general management to enhance the
productivity and improve the operations.

RAYALASEEMA THERMAL POWER PROJECT STAGE -1:

Rayalaseema comprises of four districts Kadapa, Kurnool, Anantapur and

Chittoor which are considered to be in backward region and the area lags behind in
all respects such as Agriculture, Industry and education prior to the Industrial
development, Agriculture is purely dependent on rainfall. People used to live on
Agriculture sector owing to the advancement of Science and Technology some of
barites and Mine Industries were started subsequently and more Industries were
established in this region. Added to this, the region is considered to be hottest region
and temperature often goes up to 50 degrees centigrade in summer. Therefore the
need for Electricity to meet the necessity of the inhabitants and the Industrial belt of
this region was felt, as the supply that was generated by the Agencies was found
insufficient. Hence the Government established Rayalaseema Thermal Power
Project in 1994. Rayalaseema Thermal Power Project is one of the major power
generation facilities began developed in Andhra Pradesh to meet the growing
demand for power. The project envisages the installation of 210 MW power
generation units under Stage -1.
The first 210 MW under commissioned on 31-3-1994 and second unit on 25-
2-1995. Rayalaseema region is in the Southern part of the state and most of the

16
generating facilities are in the Northern part of the-state for except two major Hydel
stations in the Central part. The Rayalaseema region therefore gets in power
therefore gets power needs through long EHT lines and frequently face low voltage
problem particularly during summer when the Hydro stations generations goes
down. Priority is therefore given for Industrial development and power being the
basic infrastructure; it is necessary to ensure proper power supplies. In this context
the RTPP is taken up not only to improve the base load capacity of the Grid but also
to ensure proper voltage profile in the area under all conditions.

RAYALASEEMA THERMAL POWER PROTECT STAGE – II:

Salient Features:

Installed Capacity 420 MW (2 x 210 MW)

Estimated Cost Rs.1640 Cr
Location V V Reddy Nagar-516 312, Kadapa (Dt)
Coal Source Singareni Coal Collieries Limited
Water Source Mailavaram Dam
Units Commissioning Unit-Ill : January,2007
Schedule Unit-IV : July, 2007
Financial Assistance Power Finance Corporation, Rural Electricification
Corporation, Central Bank & Indian Overseas Bank.

STATUS AS ON 04.06.2007:
■ All Statutory Clearances/Approvals obtained
■ Total Project cost including IDC is about Rs. 1640 Crores (Rs. 3.90 Cr per
MW).
■ Contract for Main Plant and balance of plant except coal & ash plants and
civil works was awarded to BHEL on 27.12.2003 at Rs.1125 Cr.

■ Contracts for major civil works like Foundations, Structures, Cooling

Towers, Chimney, C.W.Pump House and Railway siding were also
awarded and civil works are under brisk progress.

17
 Financial Closure achieved through PFC, REC, Central Bank and Indian
Overseas Bank.
RAYALASEEMA THERMAL POWER PROJECT STAGE - III;

Salient Features:

Installed Capacity 710 MW (1x210 MW + 1x500 MW)

Installed Cost Rs. 2800 Cr
Location V. V Reddy Nagar-516 312, Kadapa (Dt)
Coal source It is being Finalized
Water source Mailavaram Dam
Units Commissioning Unit-V: February, 2009
Schedule Unit-VI: March, 2010
Financial assistance Power Finance Corporation,
Rural Electricification
Corporation

STATUS AS ON 31.05.2007:

• Honorable Chief Minister during dedication of 3rd Unit of RTPP Stage-II on

24.01.2007 directed RTPP to immediately take up another 210 MW and
ensure that the unit is commissioned by February 2009.
• A DO Letter was addressed to Director (Power), M/s. BHEL, New Delhi by
MD/RTPP to go ahead with the project with the Zero Date as 24.01.2007
subject to finalization of technical scope and prices.
• RTPP Board has accorded approval for establishment of RTPP Stage-III Unit-
5 (1x210 MW) in the 64th Board Meeting held on 30.03.2007.
• The Irrigation Dept. was addressed vide MD/RTPP Letter Dt.24.02.2007 for
allocation of 16 Cusecs of water for Unit-5 of RTPP-Stage III and allocation
is not yet received.
• CEA was addressed vide CE/Comml. Letter Dt.26.02.2007 for allocation of
1.03 million Tons of coal from Singareni or from Mahanadi coalfields and the
coal allocation is not yet received.

18
 PLANT DESIGN

LOCATION OF THE PROTECT:

The project is located at a distance of 8KM from Muddanur Railway station
of south Central Railway on the BROADGUGE RAILWAY LINE connecting
CHENNAI-MUMBAI. The site near Mekalabayalapalli is selected for the Thermal
Power Project as it is at an adequate distance from populous towns and the land is
government land not put to any use. The site is comparatively nearer to
MALAVARAM RESERVOIR, which supplies water. It is quite near to the existing
railway lines. Transmission lines of A.P grid are also nearby to supply construction
power, later for evacuation of power generated and supplying reliable power.
COST ESTIMATES:
The total cost of the project was estimated at Rs503.71 crores based onl987
prices and now revised to 840 crores and it is financed partly by Asian development
bank, Manila and partly by Power Finance Corporation, Delhi and self finance.
ESSENTIAL INPUTSJO PROTECTS:
□ Land: An extent of 2621.587 acres of Government land has been acquired for
the main plant, colony ash pond and marshalling yard areas. In addition to
that 52.59 acres of patta land was also acquired.
□ Water Supply: The water required for running of the Power Station is being
drawn from the Mylavaram Reservoir through a 21 KM long steel pipeline.
Government of Andhra Pradesh Irrigation Department has allocated 40 cusecs
of water from the reservoir through out the year for the Project.
□ Coal supply: The Power Station requires about 1.5 million tones of coal

every year, which is being supplied from the Singareni Collieries under long-
term coal linkage arrangements. The coal is being transported to Power House
side by rail transport over a distance of about 800 KM by one of the routs,
Vijayawada-Gudur-Renigunta. An approach railway line is formed from
Muddanur Railway Station to the Project site as a part of the Project. Of late,

19
 coal supply is arranged from TELCHER also (State of Orissa in Eastern India).

□ Evacuation of Power: The Power generated at the project is evacuated

through 220 KV transmission lines to Yerraguntala, Kadapa, Anantapur,
Srisailam and the Grid at Chinakampalli.
□ State of Clearances: All the clearances required for the construction of the
Project like "No Objection" from Airports Authority," No Objection, from the
State Pollution Control Board and clearance from environmental angle were
obtained. The Planning Commission, Government of India wide letter dated
9-3-1998 accorded investment approval for the Project at an estimated cost of
Rs 503.71 crores for the Power station based on 1987 prices (Revised to Rs
840 crores).
SALIENT FEATURES OF THE PROTECT:
Single Tower types Boilers on concrete pylons with a capacity of 690 T/HR.
at a pressure of 155 Kg/cm sq and at 540 degree centigrade for each unit reinstalled.
□ Milling Plant: Three horizontal tube mills each having capacity of 105
T/HR. are provided for each of the boilers.
□ Electrostatic Precipitators: In order to achieve total pollution control 6 field
Electrostatic precipitators having capacity of 13, 82,000 M/s and 99.89%
efficiency are installed.
□ Chimney: A 220 m tall chimney with two flues conforming to the latest
requirement of "Emission Regulators" is installed.
□ Turbo Generators: Germany designed steam Turbines with lower heat rate
with 3 cylinders reaction type. Microprocessors based Automatic Turbine
runs up systems are installed.
□ Generator Transformers: % No. s 240 MVA, 15.75, 236 K.V, 3 phase step
up transformers, one for each unit are installed for evacuation of Power at
220KV.
□ Instrumentation & Controls: Total automation and highly sophisticated
DDC control system with advance control features.

20
 □ Coal Handling Plant: The coal handling plant has two wagon tipplers
complete with weighing arrangement and double stream conveying system
and one stacker re-claimed of 1275 T/HR.
□ Ash Handling System:
■ Bottom Ash System: Bottom Ash System provided for the collection of
furnace bottom ash through water impounded storage type bottom ash hopper.
The ash blurry is being pumped to ash pond.
■ Fly Ash Removal System: A wet removal system in which fly ash is collected
in the hoppers of electrostatic precipitators, air heaters etc., is mixed with
water and sluiced to ash slurry sump by means of high pressure sluicing jets.
Dry fly ash system is intended for recovery of dry fly ash from the selected
rows of ESP hoppers.
This system will empty the dry fly ash-to-ash silos from where the ash is
unloaded into vehicles for using in the manufacture of cement.
□ Water Treatment Plant: Water Treatment Plant produces 225 Cu/hr of DM
plant water through three steams of capacity 75Cu/hr each to meet the
requirements of stage-1.
□ Circulating Water System: The circulating water system uses water from
Mylavaram Reservoir through natural draught cooling towers with provision
for make up water needs. One cooling tower for each unit is constructed.
Three circulating water pumps each having 50% capacities is installed for
each unit.
□ Switch Yard: The generated voltage of the units is being stepped up to 220
KV by means of 240 MVA, 15.75 KV/236 KV unit step up transformers and
deed to the 220 KV transmission lines through
□ Load Growth: This project is located in the load center of the Grid and there
is consistent Load Growth around this Project every year.

21
ACHIEVEMENTS:

> Station achieved all India First position for the 1998-99, 2000-01, 2002-03 and
2003-04.
> Station achieved all India Second position for the year 1999-2000, 2001-2002.
> Station achieved CEA Silver Medal for the year 1997-1998.
> Station achieved CEA Incentive Awards for auxiliary Power
consumption for the years 1996, 1998 and 1999.
> Station achieved CEA Incentive Awards for specific Oil consumption for the
years 1996, 97, 98, 99, 2000, 2001 and 2002.
> Stations achieved highest ever PLF of 94.9% for the year 1999-2000 in RTPP.

Stations PLFs achieved:

Year Plant Load 1

1994-95 00.62
1995-96 35.98
1996-97 66.22
1997-98 81.07
1998-99 91.46
1999-00 94.88
2000-01 94.46
2001-02 94.43
2002-03 94.83
2003-04 92.20
2004-05 91.16
2005-06 64.44
2006-07 89.52

22
 ENVIRONMENTAL DEVELOPMENT IN RTPP:

Measures have been taken to check environmental pollution by plantation viz,

avenue Plantation Development of Green Belt area, Lawns, Gardens were extended
in and around RTPP to establish environmental and ecological balances as follows.

SI. No. Area No. of Plants

1 Main Plant Area 1045
2 Coal Plant Area 550
3 D.M. Plant Area (lawns) 8550 Sq.mts
4 Colony Area (lawns) 770 Sq.mts
5 Around Plant Area 775 Sq.mts
6 Development of Green Belt inside 4850 Sq.mts

REVIEW OF LITERATURE

INTRODUCTION:

23
 It is common knowledge that without a continuous development of employee
competencies to organization can survive, today let alone grow or compete to be
defective every manufacturing organization needs competent people in all areas
whether they be cost

DEFINITIONS OF HUMAN RESOURCE MANAGEMENT (HRM)

EDWARD FLIPPO

According to him “HRM is the planning, organizing, directing & controlling

of procurement, development, compensation, integration, maintenance & separation
of human resources to the end of that individual organization & social objects are
accomplished”.
Human resource management is the management of employee's skills.
Knowledge, abilities, talents, aptitudes etc., in human resource management
employee is treated not only as economic man but also social and psychological
man. It is apart of management. It is concerned with the people and their relationship
with an organization. Human resource management is concerned with employees
both as individuals and as group in attaining goals. It is concerned with behavior,
emotional and social aspects. It covers all levels and all categories of employees.
Human resource management is a strategic management of not only technical skills
but also other factors of the human resource employees are used for the multiple
mutual benefits of the organization employees and their family members.
Human resource management means employing people, developing their
human resource management compensating their services in tune with the job and
organization requirement.

HUMAN RESOURCE DEVELOPMENT:

24
 Human resource development is a process in which the employees of an
organization are helped and motivated to acquire and develop technical, managerial
and behavioral knowledge, skills and abilities and mould the values, beliefs,
attitudes necessary to perform present and future roles by realizing highest human
potential with a view to contribute positively to the organizational, group, individual
and social goals.

Role of human resource in Indian society:

Organizations exist in the society. They are a part of the society and thy derive
strength from it. In order to be effective it is necessary that the organization are the
major cultural characteristics of the society in which they exist. In order to
understand cultural context of Indian organization it may be useful to pay attention
to some important cultural characteristics in India. We consider both the positive and
negative aspects where change is required.

In the Indian culture there ha always been concern for other although this
concern has not acquired the same character as concern for community. However
one important characteristic of Indian culture ha been its high extension motivation
which is reflected in several traditions in their country.

The aspects of loyalty of organization are strong factor especially among the
older generation with the organization. So they refuse to accept certain realities of
the organization especially weakness. Their emotional attachment to the
organization prevents an objective view of the existing state affairs.

In the Indian culture when a person takes a particular role he finds it difficult
to accept him in a new role. In many organizations fatalism which by implication

25
means of trusts one can do something about certain things and their controls of
somewhere outside leads to cynical tendency.

Indian culture by nature is individualistic even though there has been tendency
to show concern for the world and other. When the basic concern of the individual is
for self, the tendency to trust others is low. This is often repeated in organizations
where collaboration may be low because the tendency to trust other is low.

APPRAISAL PROCESS:

STEP: -1 Establishment of performance standards

STEP: -2 Communications of these expectations
STEP: -3 Measurement of performance
STEP: -4 Comparison of actual performance with standards
STEP: -5 Discussion of the appraisal with the employee.
STEP: -6 Initiation of corrective action when necessary.
Subordinate and then have the subordinate accept the appraisal in constructive
manner. Appraising performances touches on one of the most emotionally changed
activities the assessment of another individual's contribution and ability. The
impression that subordinates receive about their assessment has a strong input on
their self-esteem and very important, on their subsequent performance. Of course,
conveying good news is considerably less difficult for the manager and the
subordinates than conveying the bad news that performance has been below
expectations. In this context, the discussion of the appraisal can have negatives as
well positives motivational consequences.
It provides a clear understanding to the superior about this subordinates
contribution & the capability or potentiality to contribute

26
 It serves as a basis for improving the quality & quantity of performance of the
executives in their present work.
It helps to identify the strengths & weaknesses and to introduce methods to
make the best use of the strength to overcome weakness.
Enables to locate the problems which may stand on the way of performance so that
corrective action can be taken to improve the performance.
Enables the concerned executive to know, where he stands and to know his worth.
Provides the basis for the superior to direct his subordinates to accomplish the
performance, while it enables the subordinates to understand their superior's
expectations.
■ Appraisal provides basis for promotion
■ It provides basis for fixing compensation and incentives
■ Provides basis for setting realistic standards

Definition:-
"Performance appraisal is a formal structured system of measuring and
evaluating an employer's job behaviors and outcomes to discover how and why the
employee is presently performing on the job and how the employee can perform
more effectively in the future so that the employee, organization and society all
benefit

Objectives of performance appraisal

♦ Developmental uses.
♦ Administrative uses.
♦ Organizational maintenance
♦ Documentation purpose.

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Multiple purpose of performance appraisal:

GENERAL APPLICATION SPECIFIC PURPOSE

• Developmental uses Identification of individual

needs
Performance feed back
Determining transfers and jobs

• Administrative uses Salary promotion

Rentation or termination
Recognition of individual
Lay – offs identification of
performance

• Organizational objectives HR Planning

Determining organization
Training needs
Evaluation of organization
Goal achievement

• Evaluation of HR systems Documentation

Criteria for validation
Documentation for HR
Decisions
Purpose of employee assessment:
■ To effect the promotions based on competence and performance

28
 ■ To assess the training an development needs of employees
■ To let the employees know where they stand in so far as their performance is
considered and to assist them with constructive criticism and guidance for the
purpose of development
■ To improve communication. Performance appraisal provides a format for
dialogue between the superior and subordinate and improvers understanding
of personal goals and concerns. This can have the effect of increasing trust
between the rate and the rate
■ Finally, performance appraisal can be used to determine whether hr
programmes such as selection, training and transfers have been-effective or
not.
Uses of performance appraisal:

■ Performance improvement: performance feedback allow as the employee,

manager and personal specialists to intervene with appropriate actions
thermal improve performance
■ Compensation adjustments: performance evaluation help decision makers
determine who should receive pay rises. Many firms grant part or all of their
pay increases and bonus based upon merit, which is determined mostly
through performance appraisals
■ Staffing process deficiencies: good or bad performance implies strengths or
weaknesses in the personnel department are staffing procedures.
■ Informational in accuracies: poor performance may indicate errors in job
analysis information. HR plans, or other part of the personnel management
information system. Reliance on inaccurate information may have lead to
inappropriate hiring, training or counseling decisions
■ Job design error: poor performance may be symptom to ill-conceived job

29
 design. Appraisal help diagnose these errors.
■ Equal employment opportunities: accurate performance appraisals that
actually measure job performance ensure that internal placement decisions are
not discriminatory
■ External challenges: sometimes performance is influenced by factors outside
the work environment, such as family, financial, health, or other personal
matters, if uncovered through appraisals the HR department may be able to
provide assistance
■ Feedback to human resources: good or bad performance through out the
organization indicates how well the resources function is performing

Problems of performance appraisal:-

The major problems in performance appraisal are

Rating biases:-

The problem with subjective measure (is that rating which is not verifiable by
others.) has the opportunity for bias. The rater biases include
> Hallo effect
> The error of central tendency
> The leniency and strictness biases
> Performance prejudice
> The regency effect
> Perceptual set
> Performance dimension behavior
> Spillover effect and
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 > Status effect.
Halo effect:

It is the tendency of the tares to defend excessively on the rating of one trait or
behavioral consideration in rating all the traits or behavioral considerations. One
way of minimizing the hallo effect is appraising all the employees by one trait before
going to rate on the basso another trait.

The error of central tendency:

Some raters follow play safe policy in rating-by-rating all the employees around the
middle point of the rating scale and they policy because of answerability to
management or lack of knowledge about the person or job he is rating or least
interest in his job.

The leniency and strictness:

The leniency bios crops when some raters have a tendency to be a liberal in their
rating by assigning higher rates consistently. Such rating doesn't serve any purpose.
Equally damaging one is assigning consistently low rates

Personal prejudice:

If the rater dislikes nay employee or any group, he may rate them a lower end,
which may distort the rating purpose and affect the career of these employees

The regency effect:

31
The rater remember recent actions of the employees at the time of rating and at the
time of basis of these recent action-favorable or unfavorable rather than the whole
activities

Perceptual set:

This occurs when the rater's assessment is influenced by previously held beliefs.

Performance dimension behavior:

This occurs when the rater's assessment is influenced by previously held beliefs.

Spillover effect:

This refers to allowing past performance appraisal ratings to unjustifiably influence

current rating. Past ratings, good or bad, result in similar rating for the current period
although the demonstrated behavior doesn't deserve the rating, good or bad.

Status effect

It refers to overrating of employees higher level jobs held in the high esteem, and
underrating employees in lower level job or jobs held in low esteem

■ Failures of superiors in conducting performance appraisals and post

performance appraisals interviews
■ Most part of the performance is based on the subjectivity
■ Less reliability and validity of the performance appraisal techniques

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 ■ Negative ratings affects inter personal relations and industrial relations
systems.
■ Feedback and post appraisal interview may have a setback on production
■ Management emphasizes on punishment rather than development of
employee in performance appraisal
■ Some ratings particularly about the potential appraisal are purely based on the
guesswork
■ Some superiors completed appraisal reports within a few minutes

Methods of performance appraisal:

With the evolution of evolution of the appraisal system number of methods or

techniques of performance appraisal have been developed. They are as follows

Traditional methods ... Modern methods

 Graphic rating scale method Behaviorally anchored rating.

 Ranking method Assessment center
 Paired comparison method Human resource accounting
 Check list method Management by objectives
 Forced distribution method psychological appraisal
 Essay method
 Group appraisal
 Confidential reports
 Critical incident method
Traditional methods:-

33
1. Graphical rating scales:
Graphic rating scales compare individual performance to an absolute standard.
In this method, judgment about performance is recorded on a scale. The appraisers
are supplied with printed forms, one for each employee. These forms contain a
number of objectives, behavior and traits based character and qualities to be rated
like quality and volume of work, job knowledge, initiative etc.,

2.Ranking method:
Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the highest performance and
the employee with the lowest performance in that particular job category and rates
the performer as the best and the later as the poorest. Then the rater selects the next
highest and the next lowest and do on until he rates all the employees in that group.

3.Forced Distribution method:

The rater may their employees at higher or at the lowest end of the scale under
the earlier methods .forced distribution method is developed to assigning the
points to the performance of each employee has to distribute his ratings in a pattern
to confirm thermal normal frequency distribution.

4. Paired comparison method:

This method is relatively simple. Under this method, the appraiser ranks the
employees by comparing one employee with all other employees in the group, one
at a time.

5. Checklist method:

34
 The checklist method is a simple rating technique, in which the superior is
given a list of statements or words and asked to check statements representing the
characteristics and performance of each employee.

6. Critical incident method:

Critical incident appraisal focuses the rater's attention to those critical or key
behaviors that make the difference between doing a job effectively and doing it
ineffectively. What the appraiser does is write down in a specially designed
notebook, the superior rates the performance on the basis of notes taken by him.

7. Essay appraisal:
This appraisal method requires manager to write a short essay describing each
employee's performance during the rating period. The format emphasis evaluation
of overall performance based on strength and weakness of the employee
performance rather than specific job dimensions, asking supervisors to enumerate
specific examples of employee's behavior. The essay technique minimizes
supervisory bias and halo effect.

8. Group appraisal:
Under this method an appraiser is by a group of appraisers. This group
consists of the immediate supervisor of the employee to other supervisors who has
close contact with the employee's work, manger or head of the department and
consultants.

9. Confidential reports:

35
 Under this method, superior appraise the performance of his subordinates
based on his observation's judgment and intuitions,. The supervisor keeps his
judgment and report confidentially. In other word the superior does not allow the
employee to know the report and his performance.

MODERN METHODS:-

1. Behaviorally anchored rating scales (BARS):

This method combines elements of the traditional rating scales and critical
incidents methods. Using BARS, job behaviors from critical incidents effective and
ineffective behaviors are describing more objectively. These method employees
individual who are familiar with a particular job to identify its major components.
They rank and validate specific behavior for each of the component.

2. Assessment center:
This is not a technique of performance appraisal by itself. In fact it is a system
or organization where various experts do the assessment of several individuals by
using various techniques. In this approach individuals from various departments are
brought together to spend two or three days working on an individual or group
assignment similar to the ones they would be handling when promoted. Observers
rank the performance of each and every participant in order of permit.

3. Human resource accounting:

HR accounting deals with the cost of contribution of human resources to the
organization. Cost of employee include cost of man power planning, recruitment,
selection, induction, placement, training, development, wages and benefits etc.,

36
employee contribution is the money value of employee service, which can be
measured by lab our productivity or value added by human resources

4. Management by objectives:
Management by objectives (MBO) is a process where by the superior and
subordinate managers of an organization jointly identify its common goals, define
each individual major areas of its responsibilities in terms of results expected of
him, and use these measures of guides for operating the unit and assessing the
contribution of it's members.
Thus, MBO focuses attention on participative set goals that are tangible,
verifiable and measurable. The emphasis is on what must be accomplished rather
than how it is to be accomplished.

5. Psychological appraisal:
Psychological appraisals are conducted to assess the employee potential.
Psychological appraisal consists of In-depth interviews Psychological tests
Consultations and discussions with employees Reviews of other evaluations
Discussions with the superiors, subordinates and peers.

Components of Appraisal Evaluation:

Performance appraisal is the process that measures employee performance. It
involves deciding:
• Who is to appraise?
• Who is to be appraised?
• When to appraise?
• Where to appraise?
• How to appraise?

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 • Who is to appraise?
In the view of rusher man, one or more individuals involving a combination
of immediate supervisor can accomplish the appraisal. Other manager acquainted
with the assessment work, a higher- level manager a personal manager, peers the
assesses himself and the subordinates.

1. The immediate supervisor:

Supervisors include superiors of the employee. Other supervisors having
knowledge about the work of the employee and department head or manager.
Further more, the immediate supervisor is probably test able to relate the
individual's performance to what the department and organization are trying to
accomplish.

2. Peers:
Peer appraisal may be reliable if the work group is stable over a reasonably
long period of time and performs tasks that require interaction.

3. Subordinate:
Appraisal by subordinates can be a useful input to the immediate supervisor's
development. This concept is being used on more organizations today, especially in
developed countries. A recent issue of business world has reported the "Bottom-up
appraisal" in Thomas cook where less than five subordinates appraised the
DGM/HRD. It is reposted that Hindustan, Ciba, Wipro all are using 'Upward
appraisal' as a feedback system to improve performance. This bottom-up appraisal
not only gives feedback about the bosses, but also gives to subordinates a feeling of
participation.

4. Self Appraisal:
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 If individual understand the objectives, they are accepted to achieve and the
standard by which they are to be evaluated, they are to a great extent in a best
position to appraise their own performance. Also, since employee development
means self-development. Employees who appraise their own performance may
become highly motivated.

5. Consultants:
Sometimes, consultants may be employed for appraisal when employees or
employers do not trust supervisor appraisal and management does not trust the self-
appraisal or peer appraisal or subordinate appraisal.

A) What to be appraised?
What is to be appraised varies from company to company, management to
management. Importance is given not only to the performance, but also for the
future potential.
The common traits used in appraising personnel are:
• Regularity of attendance
• Self-expression; written or oral
• Ability to work with others
• Leadership styles and ability
• Initiatives
• Technical skills
• Judgment skills
• Creative skills
• Level of acceptance by subordinates
• Knowledge of systems and procedures.

39
B) When to appraise?
Informal appraisals are conducted whenever the superior or personnel
manager feels it necessary. However, systematic appraisals are conducted on a
regular basis. Say for example, every six months or annually. One study of 244
firms found that appraisals are most of them conducted once a year.
C) Where to appraise?
The evaluation normally is done at the work place or office of the supervisors.
Informal may take place at anywhere both on the job, in work situation and off the
job.

D) How to appraise?
The company must decide what different methods are available and which of
them may be used for performance appraisal. On the basis of the comparative
advantages, it is which methods would suit the purpose best.

System of Performance appraisal

1.Establish performance standards
2.Communicate standards / expectations to employee
3.Measure actual performance by following the instructions
4.Adjust the actual performance due to environment influence
1.Compare the adjusted performance with that of others and Previous
2.Compare the actual performance with standards and find out
deviations if any
3.Communicate the actual performance to the employee Concerned
8.Suggest changes in job analysis and standard, if necessary
9.Follow-Up performance appraisal report

Counseling:
40
 After the performance of the employee is appraisal, the superior should
inform the employee about the level of his performance, the reason for the same,
need for and the methods of improving the performance. The superior should
council the employee about his performance and the methods to improve it.

BENEFITS FOR THE APPRAISER:

 The opportunity to develop an overview of the individual jobs and complete

departments.
 Identification of ideas for improvement.
 Increased job satisfaction.
 Increased sense of personnel value.
 The opportunity to clarify expectations of the contributions the manager
expects from team and individuals.
 The opportunity to re-priorities targets.

BENEFITS FOR THE APPRAISE:

 By a performance appraisal appraise get motivated.

 Increased job satisfaction.
 Increased sense of personal value.
 A clear understanding of what is expected and what needs to be done to
achieve organization goals.
 The opportunity to discuss work problems and how they can be over come.
 The opportunity to discuss aspirations and any guidance support of training
needed to full fill these aspirations.
 Improve working relationship with the managers.

NEED FOR PERFROMANCE APPRAISAL:

Performance appraisal is needed in order to

 Provide information about the performance rank based on which decisions

regarding salary fixation, conformation, promotion, transfer and demotions
are taken.
 Provide feedback information about the level of achievement and behavior of
subordinate.

41
  Provide information which helps to council the subordinates.
 Provide information to diagnose deficiency in employee regarding skill,
knowledge determine training and developmental needs and prescribe the
means for employee growth.
 Provides information for correcting placement.
 To prevent grievances and in disciplinary activities.

PURPOSE OF PERFORMANCE APPRAISAL:

Performance appraisal aims at attaining the different purposes. They are

 To create and maintain a satisfactory level of performance.

 To contribute to the employee and development through training, self and
management development programs.
 To help the superiors to have a proper understanding about their subordinate.
 To guide to job changes with the help of continuous ranking.
 To facilitate fair and equitable compensation based on performance.
 To facilitate for testing and validating selection tests, interview techniques
through comparing their scores to performance appraisal ranks.
 To provide information for making decisions regarding lay of, retrenchment
etc.

FEATURES OF HUMAN RESOURCE MANAGEMENT:

The nature and scope of Human Resource Management can be better

understood with the help of study of features of Human Resource Management.

1. A PART OF MANAGEMENT DISCIPLINE:

Management concepts, principles and techniques in the management of Human

Resources. Human Resource is a part of management discipline. It is not a discipline
in itself but also a field of study. As part of management process, human resource
management applies.

2. AS A PROCESS:

Human Resource Management is like a management process. A process consists

of several activities and sub-activities. Human resource management uses four basic
processes of management. They are planning, organizing, directing and controlling
42
in the area of recruitment, selection, development, integration and maintenance of
the area of recruitment, selection, development, integration and maintenance of the
people in the organization.

3. AS A CONTINUOUS PROCESSS:

Human Resources Management is a continuous process. It is a non-stop action.

They it has to be perform on continuous basis for instance, terry has observed that “it
(HRM) cannot be an off like water from a faucet. It cannot be practice only one hour
each day or one day or one day in a week. It requires constant alertness and
awareness of human relations and their importance in everyday operations.”

4. CONCERNED WITH PEOPLE:

Human Resource Management is concerned with people in the organization both

present and potential. It is not only concerned with the people currently available in
the organization but also with the people who are to be bought into organization.
Thus human resource management is concerned with all types of personnel in the
organization like to management, middle management, supervision management and
operatives.

5. DIRECTED TOWARDS ACHIEVEMENT OF OBJECTIVES:

Human Resource Management is directed towards achievement of organizational

objectives by providing tools and techniques as managing people in the organization
effectively. The quality of its people and the using this quality is utilized in getting
the things done.

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 THE APPRAISAL PROCESS

Establish Performance Standards

Communicate Performance Expectation to Employees

Measure Actual Performance

Compare Actual Performance with Standards

Discuss the Appraisal with the Employee

If Necessary, initiate Corrective Action

PURPOSE OF APPRAISAL:

The main purposes of employee appraisals are:

 To measure of employee performance.

 To measure employee potentials.
 To access employee attitudes.
 To effect promotions based on competence and performance.
 To assess training and development needs of employees.
 To let the employees know where they stand insofar as their performance is
concerned and assist them with constructive criticism and guidance for the
purpose of their development.
 To fortify supervisor- subordinate relationship.
 To analysis employee strength and weakness providing recognition for the
former and eliminates the latter.

44
  To decide upon a pay raise where regular pay scales have not been fixed.
Finally performance appraisal can be used to determine whether HR programs
such as selection, training and transfers have effective or not.

THE NEW TREND

Solving Rater’s problem:

The best way to over come the problems is to be provided training to the raters.
In a typical training programme, rater’s shown a video tape of jobs being performed
and asked to rate worker. Ratings made to be each participant placed on a flip chart
and the carious errors are explained. Rate training in no way reduces rating errors
are improves appraisal accuracy. In practice, several factors including the extent to
which pay is tied to performance ratings union pressure, employee turnover time
constraints, and needs to justify ratings may be more important than training. This
means that improvising appraisal accrue cannot just train but also reducing outside
factors such as union pressure and time constraints.

Using peer appraisal:

Peers are in a better position to evaluate certain facts of job performance which
the subordinate or supervisors can not do. The appraisals of an employee by his or
her peers can be effective in predicating future management success. One potential
problem is log rolling. Here all the peers simply get together to rate each other high.

Rating committees:

Many employees use rating comities to evaluate employees. This committee is

often composed of the employee’s immediate superiors.

Using multiple raters can be advantageous. While there may be discrepancy

in the rating made by individuals supervisors, the composite ratings at the end to be
more reliable, fair and valid. several raters can help cancel out problems like central
tendency and hallo effect on the part of individual raters. further more, where there
are differences in the raters rating they usually steam from the fact that raters at
different levels often observe different facts of employee’s performance the
appraisal out to reflect these differences.

Even when a committee is not used it is common to have the one who makes the
appraisal. This was found to be standard practice in it of 18 companies surveyed in

45
one study. The disadvantage of committee rating is diminishes the role of the
immediate supervisors in the area of training and development.

Self – appraisal:

In self appraisal the employees himself/herself evaluate his /her own

performance. this is an opportunity to participate in evaluation, particularly if it is
combined with goal setting (as in MBO) an this should improve the managers
motivation.

Self appraisal is best suited where executive development is the main purpose of
evaluation, as the approach enables mangers clearly assesses their areas of
differences. It is also the best thing to use these appraisals for counseling and
development subordinates.

The disadvantage is that the individual may be rate himself excessively high than
it would be if he was rated by superior or peer rate them. They are not as useful for
making salary and promotions decisions.

Appraisal by subordinates:

More firms today subordinates anonymously evaluate their superiors

performance a process may sell upward feedback. When conducted throughout
the firm, the process helps top managers diagnose management styles, identify
potential ‘people’ problems and take corrective action with individual managers as
required. Such subordinates rating are especially valuable when used for
developmental rather feedback from subordinates who identify themselves view the
upward appraisal process more positively than managers who receive anonymous
feedback.

How ever, subordinates are more comfortable giving anonymous responses and
than those who have to identify themselves at the back end to provide inflated.

PERFORMANCE APPRAISAL FORM:

The appraisal system is based on s-point rating scale having 10, 8, 6, 4, and 2
points respectively. A total number of 12 factors are included in the form. They are
narrated as bellows.

46
  Quality
 Job knowledge
 Quantity
 Dependability
 Initiative
 Adoptability
 Attitude
 Attendance
 House keeping
 Potential
 Personality
 Supervisory ability

If the person contains extra ordinary ability in the all attitude mentioned above
than he is rated as 10 points and he gets the promotions or increments.

EARLIER STUDIES ON PERFORMANCE APPRAISAL

Bolars survey of performance appraisal practices draws a dismal picture of the

situation in Indian organization. The author suggests that the appraisal systems
should be linked with performance analysis. Bolar in his survey of the public sector
showed that either there was no appraisal of executive performance or it was based
on personal impressions in appropriate indicators.

Pillai has drawn attention to the problems of assessing sales men's

performance. Much of the success of the appraisal process depends up on his
supervisor's personality as well as on the expectation. Experience congruence
between the supervisor and the salesman. Day as has narrated his experience in two
organizations. The major issues were in CPT techniques, communication between
rates& rates and the personality conflict experienced by the rates.
Dayal has also suggested that the system of performance appraisal should
consider some cultural fakers such as concept of self, royalty, regard of authority

47
and inter personal behaviour apart from technical difficulties the organizations also
face these cultural problems in implementing the appraisal programmes. Pareek has
however argues the instead of reactive mechanisms, the Indian organizations should
adopt the stance of proactive behaviors. The culture factor; need not inhibit the
application of appraisal system. Pareek & Rao have suggested an action program for
designing implementing appraisal system.

Singh have recently received the literature on performance appraisal and have
found that the Indian contribution to its minimal. According to Narian, the adoption
of new management techniques in government would enable the annual reviewing.

System to become an objective assessment of performance rather than

subjective options is personal characteristics.

CAUSES FOR THE FAILURE OF PERFORMANCE APPRAISAL

1. The supervisor plays a dual and conflicting role of both the judge and the

helper.
2. Too many objectives often cause confusion.

3. The supervisor feels that the sub-ordinate appraisal is not rewarding.

4. The employee does not properly understand long technique used.

5. Time is required for preparation and filling.

6. Supervisors may not be comfortable with the process of evaluations.

HOW APPRAISAL MAY BE MADE SUCCESSFUL

The success of an appraisal program depends up on:
• The existence of atmosphere of confidence and trust so the supervisor and the
employee may discuss matters frankly and offer suggestions which may be
beneficial for the organization and for an improvement of employee.

48
 • The supervisor must very thoroughly evaluate the employee performance so
he is capable of meeting challenges about his ratings of his sub-ordinates.
• The results of performance rather than personality traits should be given due
weight. Suggestions for improvement should be directed towards the objective
factor of the job (such as work schedules, output, reports completed, sales made,
losses incurred, profits earned, accomplishments e.t.c.,) individual, as a person
should never be criticized.
• The supervisor should try to analyse the strengths and weaknesses ofan
employee and advice him on correcting the weakness.
• The appraisal programmes should try to analyse the strengths and weaknesses
of an employee and advice him on correcting the weaknesses.
• The appraisal programs should be less time consuming and less costly. At the
same time it should bring the maximum benefits. Which particular technique is to be
adopted for appraisal should be governed by such factor as the size, financial
resources, and philosophy?
• The results of appraisal, particularly when they are negative should be
immediately communicated to the employee, so that they may try to improve their
performance.
• A post appraisal interview should be arranged so, that the employee may be
supplied with feedback and the organization may know the difficulties under which
employee work.
• The standards of performance appraisal can be improved by training of
evaluator. It has been indicated that the appraisers who are trained in how to
evaluate sub-ordinates tends to be more effective appraisers, then those who had not
under gone such training. Lastly many of the problem or hindrances can be
minimized if the right appraisal tools are choosen.

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SELF REVIEW

Self-review is the process of taking stock of ones performance during the year
and formulating plans for further development.

The self-review exercise starts with the employee reviewing his achievements
against the predefined objectives; targets and critical attributes as recorded in form
one at the beginning of the year. The reflects and up on and writes down in the
relevant portions of part-b of the appraisal form the results he has achieved against
the objectives and the activities he had undertaken in the process areas. He also
notes down separately the capabilities he felt lacking with respect to the critical
attributes for the purpose of discussion with immediate superior during the appraisal
discussion.

Significant services to internal customers while recording this the employee

should focus up on actions taken by him to improve service to internal customers.
This will be in addition to the performance against customer service objective filled
in part-b.

PARTICIPATION IN IMPROVEMENT TEAMS

This refers to the various teams in which the employee has
participated, other than those relates to his day-to-day work. The
team generally would be cross functional and would have been
constituted with a specific purpose of addressing a specific
problem or a pain area the employee should record his
contributions to the working of teams.

50
IMPORTANT FACTORS FACILITATING OR HINDERING WORK
Facilitating and hindering factors would be attributed to any of the following
personal (job knowledge, skill and competence).
Organizational- (structure, policies and system working conditions and
support).
External environment- (government policies, market conditions, performance
of competertors, other socio-economic, political and business conditions outside the
organization).
The self-review provides an opportunity to employee to express himself freely
and to feel good. It also provides an input for feedback and counseling to the
immediate superior.

PERFORMANCE REVIEW, FEEDBACK&COUNSELLING

The purpose of performance review is to jointly analyse what when well and
what did not go well during the performance year, to identify strengths and
weaknesses to provide feedback and counseling.
During the performance review the immediate superior also rating which form
an imp input for annual rewards.

PERFORMANCE RATING
One of the outcomes of the appraisal exercise is the rating assigned to the
employee performance. After having discussed the performance the immediate
superior enter the ratings against the person objectives in the result and the process
areas on a 0-100 rating scale. The rating in respect of critical attributes that is in
team spirit interpersonal relationship, initiative leadership, resourcefulness, and sub-

51
ordinates development will be done by peer group of the appraisee on a 0-100 rating
scale.

Peer assessment is introduced in the year 2000 and 180 degree appraisal from
2001 it is supposed to move towards 360 degree appraisal.

CRITICAL ATTRIBUTES

The first two of the attributes are common to all caders and the other two are
differentiated between covenanted and non-covenanted employee here as
resourcefulness and communication skills are evaluated for supervisors and
executives, leadership skills and concern for sub-ordinate development is evaluated
for the covenanted cader.

52
 NEED FOR THE STUDY

The present study titled “performance appraisal” has been carried out to know
the employee perception and satisfaction with regard to performance appraisal
system in RTPP.

The role of performance appraisal is greatly felt in any organization. The

study is undertaken to know the satisfaction level and also to suggest ways and
means to improve the morale of employees, which ultimately strengthen the
organization.

 Provide information about the performance rocks based on which decision

regarding salary fixation, confirmation, transfer and demotion are takes. And take
disciplinary action.

 Provide feedback information about the level of achievements and behavior of

subordinate.

 Provide information to diagnose deficiency in employee regarding skill

knowledge, determine training and developmental needs and to prescribe the means
for employee growth provides information for corresponding placements.

53
 SCOPE OF THE STUDY

The study focuses on the employee satisfaction with regard to performance

appraisal system. The study covers the employees who are working in different
departments like HR, Finance and Marketing are covered under this study.

54
 OBJECTIVES OF THE STUDY

• To know the frequency and effectiveness of performance appraisal system at

RTPP.

• To know the satisfaction of employees regarding their present appraisal

system.

• To effect promotions based on competence and performance.

• To find whether employees are getting awards from organizations on their

performance.

• To find which method is followed by the organization to evaluate the

performance appraisal.

55
 LIMITATIONS OF THE STUDY

 The time limit provides to do the project is less.

 The employees were reluctant to express their views frankly.

 Some of the employees were not completely filled their questions.

 In some cases the employees were not inclined.

 Employees are not interested to answer the forms, but we convinced them for
answering.

 Employees took many days to fill the questionnaire. They may fill up wrongly
due to they are busy with their work at RTPP.

56
 RESEARCH METHODOLOGY

To achieve the objective of research a planned and strategic descriptive

investigation is carried out. Descriptive study is helpful to know the proportion of
people in a given population who have behaved in particular manner making
projection of a certain thing or determining the relationship between two or more
variables. Descriptive tends to be rigid and its approach cannot be changed now and
then care should be taken only in the initial stages of planning and research
otherwise data collected will be inadequate of the procedure used will be-
cumbersome and expensive. Descriptive method is adopted to study the Performance
Appraisal System conducted for the employees in the Organization.

Data Sources;

Primary Data: This consists of original information gathered for specific purposes.
The normal procedure is to interview the people individually and / or in a group, to
get the required data. '

Secondary Data: This consists of the information that already exists somewhere,
either in some Annual Records or Magazines etc, having been collected for another
purpose. Here the researcher has both Primary as well as Secondary data.

Research Approach;

Survey Approach:
The Questionnaire was administered through direct contact with respondents.

57
SAMPLE DESIGN:

Sample Size : 120

Sampling Procedure : Non probabilistic convenience sampling

Statistical Tool : Percentage Analysis

Research Instrument:

The Research Instrument that is used in this study is Questionnaire. A

questionnaire consists of a set of questions presented to the respondents for their
answer. The researcher has used questionnaire as the instruments of research, to
collect the information. A questionnaire consists of both open ended and closed
ended questions and personally administered to the respondents.

SAMPLING PLAN:
Sampling Unit: Respondents have been selected from different wings of the
Rayalaseema Thermal Power Project.

Sampling Size: Respondents are mostly selected from the Executive level (i.e.,
Engineering Cadre) so the Sample Size is limited to 120 due to availability and the
busy schedule of the employees.

Sampling Procedure: The Sampling method used was Random Sampling. This
Sampling Method was used because of lack of time and lack of thorough
knowledge about the Universe. The sampling unit mostly selected from Executive

58
level (i.e., Engineering Cadre). The sample size was fixed to 120 respondents; the
sampling procedure is response from.

Non- Probability sampling methods are those, which do not provide every item in
the universe with a known chance of being included in the sample. The selection
process is, at least, particularly subjective.

Percentage Analysis:

In this research various percentage are identified in the Analysis and they are
presented pictorially by way of Bar Diagrams in order to have a better quality.

59
Frequency of Performance Appraisal in RTPP.

Table no: 1

Opinion No. of Respondents Percentage

(%)
Quarterly 36 30
Half-yearly 20 17
Annually 59 49
Not respondents 5 4
Total 120 100%

Graph no: 1

60
49
50

40
percentage

30
30

20 17

10 4

0
Quarterly Half-yearly Annually Not respondents
opinion

Interpretation:-

60
 From the above analysis 49% are favorable to Annual employee performance
and 30% are favorable to Quarterly and 17% are favorable to Half-yearly employee
performance.

Evaluation method of Performance Appraisal system in RTPP.

Table no: 2

Opinion No. of Respondents Percentage

(%)
Graphic rating scale 8 7
Ranking method 65 54
Check list method 12 10
Forced choice method 20 17
Group decision 15 12
Total 120 100%

Graph no: 2

60 54
50
percentage

40

30

20 17
10 12
10 7

0
Graphic Ranking Check list Forced Group
rating scale method method choice decision
method
opinion

Interpretation:-

61
 From the above analysis we can say that the organization evaluate the
performance appraisal through Ranking method at 54%, Forced choice method at
17%, Group decision at 12%, Check list method at 10% and Graphic rating scale at
7%.

Employee are getting their feedback from the appraiser.

Table no: 3

Opinion No. of Respondents Percentage

(%)
Yes 78 65
No 42 35
Total 120 100%

Graph no: 3

70 65

60
percentage

50
40 35
30
20
10
0
Yes No
opinion

Interpretation:-
From the above analysis we can say that 65% of employees getting their
feedback from appraisal, the remaining 35% of employees are not getting feedback
from appraisal.

62
Superior support makes improvement in employees performance.

Table no: 4

Opinion No. of Respondent Percentage

(%)
Strongly agree 23 19
Agree 75 63
Disagree 9 8
Strongly disagree 5 4
Not respondents 8 6
Total 120 100%

Graph no: 4

70 63
60
50
percentage

40

30
19
20
8 6
10 4
0
Strongly agree Agree Disagree Strongly Not
disagree respondents
opinion

Interpretation:-
From the above analysis we can say that the 63% of respondents agree that,
their strengths and skills are identified by the management through performance

63
19% of respondents strongly agree, 8% of respondents disagree and 4% of
respondents are strongly disagree.

Performance Appraisal develops the skills of employees.

Table no: 5

Opinion No. of Respondent Percentage

(%)
Strongly agree 18 15
Agree 77 64
Disagree 10 8
Strongly disagree 7 6
Not respondent 8 7
Total 120 100%

Graph no: 5

70 64
60

50
percentage

40

30

20 15
8 6 7
10
0
Strongly agree Agree Disagree Strongly Not respondent
disagree
opinion

64
Interpretation:-
From the above analysis we can say that 64% of the employees agreed that
the performance appraisal is useful to develop their skills and 15% are strongly
agree, 8% are disagree and 6% are strongly disagree.

Level of Cooperation received from superior.

Table no: 6

Opinion No. of Respondent Percentage

(%)
Excellent 25 21
Good 69 57
Up to some extent 15 13
Poor 11 9
Total 120 100%

Graph no: 6

60 57
percentage

50

40

30
21
20
13
9
10

0
Excellent Good Uptosome Poor
extent
opinion

Interpretation:-
From the above analysis we can say that 57% of employees say that the level
of Co-operation received from their superior is good and 21% of employees says
65
that the level of Cooperation is excellent, 13% of them says that its an up to some
extent and 9% are poor.

Employee opinion on compensation provided by the company.

Table no: 7

Opinion No. of Respondent Percentage

(%)
Yes 78 65
No 32 27
Not respondent 10 8
Total 120 100%

Graph no: 7

70 65

60

50
percentage

40

30 27

20
8
10

0
Yes No Not respondent
opinion

Interpretation:-
66
 From the above analysis we can say that 65% of respondents feel that the
organization facilities fair & equitable compensation based on performance and
remaining 27% feels that the organization cannot facilitate fair & equitable
compensation.

Degree of importance towards performance appraisal system.

Table no: 8

Opinion No. of Respondent Percentage

(%)
Strongly agree 20 17
Agree 57 46
Disagree 21 18
Strongly Disagree 14 12
Not respondent 8 7
Total 120 100%

Graph no: 8

50 46
45
40
35
percentage

30
25
17 18
20
15 12
10 7
5
0
Strongly agree Agree Disagree Strongly Not respondent
Disagree
opinion

Interpretation:-
67
 From the above analysis we can say that 46% of the respondents expensed
that the asset performance appraisal is the primary fool to asses promotions and 17%
are strongly agree, 18% are disagree and 12% are strongly disagree.

Satisfaction level of performance appraisal method followed by the

management.

Table no: 9

Opinion No. of Respondent Percentage

(%)
Highly satisfied 12 10
Satisfied 73 61
Dissatisfied 15 13
Highly dissatisfied 20 16
Total 120 100%

Graph no: 9

70
61
percentage

60

50

40

30

20 16
13
10
10

0
Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
opinion

Interpretation:-

68
 From the above analysis we can say that 61% of employees say that they
satisfied with the method of performance appraisal fallowed by the management.
16% of employees say that they are highly dissatisfied, 13% of employees are
dissatisfied and 10% of them are highly satisfied.

Employee opinion on counseling after performance appraisal.

Table no: 10

Opinion No. of Respondent Percentage

(%)
Yes 75 63
No 45 37
Total 120 100%

Graph no: 10

70 63
60
percentage

50

40 37

30

20

10

0
Yes No
opinion

Interpretation:-
From the above analysis we can say that 63% of employees says that the
organization provides the counseling after their performance appraisal when

69
necessary and 37% says that the organization do not providing counseling after
performance appraisal.

Importance of TD programs in improving performance.

Table no: 11

Opinion No. of Respondents Percentage

(%)
Yes 72 60
No 20 17
Not known 28 23
Total 120 100%

Graph no: 11

70
60
60

50
percentage

40

30 23
20 17

10

0
Yes No Not known
opinion

Interpretation:-

70
 From the above analysis we can say that 60% of the employees agree and 17%
says disagree and 23% of them says that either agree or disagree that the
organization conducts training and development programs after their performance
appraisal.

Satisfaction of employees towards annual Performance Appraisal

System.

Table no: 12

Opinion No. of Respondent Percentage

(%)
Yes 68 57
No 21 17
I want some change 31 26
Total 120 100%

Graph no: 12

60 57
percentage

50

40

30 26

20 17

10

0
Yes No Iwant some
change
opinion

Interpretation:-
From the above analysis we can say that 57%of the respondents are satisfied
with once in a year appraisal and 26% of the respondents say that they want some
change and remaining 17% are not satisfied.
71
Development actions are conduct for the sake of

Table no: 13

Opinion No. of Respondent Percentage

(%)
Experienced 19 16
employees
All employees 85 71
Selected employees 10 8
Not respondent 6 5
Total 120 100%

Graph no: 13

80
71
70
60
percentage

50
40
30
20 16
8
10 5
0
Experienced All employees Selected Not respondent
employees employees
opinion

72
Interpretation:-
From the above analysis we can say that 71% of respondents feel that, the HO
is feeling action on all employees and 16% of respondents feels taking action on
experienced employees and 8% are selected employees.

Satisfaction level of employees regarding their performance.

Table no: 14

Opinion No. of Respondent Percentage

(%)
100% 35 29
50% & Above 47 39
I am satisfied 38 32
Total 120 100%

Graph no: 14

45
39
40
percentage

35 32
29
30
25
20
15
10
5
0
100% 50%&Above I amsatisfied
opinion

Interpretation:-

73
 From the above analysis we can say that 29% of the respondents passion on
their performance for the organization is up to 100%, the 39% of respondents are
performing 50% and above and the remaining are satisfied.

Satisfaction level among the employees.

Table no: 15

Opinion No. of Respondent Percentage

(%)
Yes 63 53
No 29 24
It is not Good 28 23
Total 120 100%

Graph no: 15

60
53
50
percentage

40

30 24 23
20

10

0
Yes No It is not Good
opinion

Interpretation:-
From the above analysis we can say that 53% of respondents are satisfied with
performance appraisal system of RTPP and 24% are not satisfied and remaining says
it is not good.
74
Awards from organization employees for their performance.

Table no: 16

Opinion No. of Respondent Percentage

(%)
Excellent 28 23
Good 71 59
Not good 21 18
Total 120 100%

Graph no: 16

70
59
60
percentage

50

40

30
23
18
20

10

0
Excellent Good Not good
opinion

75
Interpretation:-
From the above analysis we can say that 59% are grading their PADS as good,
23% of respondents as Excellent and remaining are not good.

Awards from organizations towards performance.

Table no: 17

Opinion No. of Respondent Percentage

(%)
Yes 61 51
No 30 25
I am attempting 29 24
Total 120 100%

Graph no: 17

60
51
percentage

50

40

30 25 24

20

10

0
Yes No I amattempting
opinion

Interpretation:-

76
 From the above analysis we can say that 51% of respondents have got the
awards towards their performance, 25% of respondents have not got any awards and
remaining are attempting.

Motivation level of HO to improve the employee performance.

Table no: 18

Opinion No. of Respondent Percentage

(%)
Excellent 12 10
Good 79 66
Very good 19 16
Not good 4 3
Very bad 6 5
Total 120 100%

Graph no: 18

70 66

60
percentage

50

40

30

20 16
10
10 3 5

0
Excellent Good Very good Not good Very bad
opinion

77
Interpretation:-
From the above analysis we can say that 66% of respondents feeling that
HO’s motivation is good. The 16% of respondents fell very good, 10% of
respondents fell excellent, 3% of respondents fell not good and remaining 5% of
them fell that very bad.

HO is motivating the employees by taking the classes.

Table no: 19

Opinion No. of Respondent Percentage

(%)
To individuals 22 18
To Group employees 76 63
To Selected 13 11
employees
Not respondent 9 8
Total 120 100%

Graph no: 19

78
 70 63
60
50
percentage

40

30
18
20
11
8
10
0
To individuals To Group To Selected Not respondent
employees employees
opinion

Interpretation:-
From the above analysis we can say that 63% of respondents opinion on HO’s
motivation class is to stoup of employees. 11% respondents opinion is motivation
classes to the selected people and 18% respondents is to the individuals and 8% of
them are not respondent.

Acceptance of employee suggestions by Head Office.

Table no: 20

Opinion No. of Respondent Percentage

(%)
Yes 51 43
No 44 36
Not known 25 21
Total 120 100%

Graph no: 20

79
 50
45 43

percentage 40 36
35
30
25 21
20
15
10
5
0
Yes No Both
opinion

Interpretation:-
From the above analysis we can say that 43% of respondents says that HO is
accepting the suggestions to improve the performance of employees. The 36% of
respondents are not accepting and the remaining 21% of respondents are accepting
both.

FINDINGS

The following is the summary of findings emerged from the study:

 I found that half (49%) of the respondents said their frequency of performance
appraisal method is annually at RTPP.

 In my analysis majority of employees (61%) are satisfied with the

Performance Appraisal method followed by the company.

 It is found that half of the employees (46%) respondents that the performance
appraisal is the primary tool in the organization.

80
  I found half of the respondents (51%) are satisfied with the awards from the
organizations for their performance.

 It is found that majority of the respondents (60%) had been satisfied that the
Training & Development is useful to improve the performance.

 From my analysis half of respondents (54%) had been selected that the
ranking method is followed by the organization to evaluate the performance
appraisal.

 I found that majority of the respondents (65%) had been accepted that they are
getting their feedback from appraiser.

 It is found that majority of the respondents (63%) had been agreed that they
are getting support from their superior.

 From my analysis majority of the respondents (64%) had been agreed that the
performance appraisal develops the skills of employees.

 I found most of respondents (57%) had mentioned that the level of co-
operation received from superior is good.

 It is found majority of the respondents (65%) said that the organizations

facilitate fair and equitable compensation based on performance.

 From my analysis majority of the respondents (63%) had been selected that
organization provides counseling after performance appraisal.

 I found, half of the respondents (57%) satisfied with the once in year
performance appraisal method.

81
 It is found, majority (71%) of the respondents said that the organization is
taking action for their improvement.

 I found, half of the respondents (53%) selected that the employees opinion on
grading the organization “PADS” is good.

SUGGESTIONS

• It is suggested that each item in the appraisal report should be filled based on
significant reference only.

• It is suggested that there should be time basis promotion irrespective if

Appraisal.

82
 CONCLUSION

Performance appraisal is a significant element of the information and control

system in organization. It provides valuable information for personnel decisions
such as pay increases, promotions, transfers and terminations. Performance appraisal
is mostly based on objective setting, many of the respondents wants to identify the
training needs to improve the performance.

Self appraisal is necessary for the organization. Performance appraisal can be

used to improve performance through appropriate feedback, working and counseling
to develop confidence among employees. Employee grievance can be reduced.

83
 A study on PERFORMANCE APPRAISAL IN
Rayala Seema Thermal Power Project
QUESTIONNARIE

Employee Name :
Employee Age :
Qualification :
Designation :

1. How often your management appraises the performance of the employee? ( )

a. Quarterly b. Half-yearly c. Annually

2. Which method is followed by the organization evaluate the performance appraisal? ( )

a. Graphic rating scale b. Ranking Method c. Check list method

d. Forced choice method e. Group decisions

3. Are you getting your feedback from appraiser? ( )

a. Yes b. No

84
4. My strengths and skills are identified by the management through performance appraiser ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

5. Is the performance appraisal useful to develop the skills of employee? ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

6. Indicate the level of co-operation received from your superior? ( )

a. Excellent b. Good c. Up to some extent d. Poor

7. The organizations facilitate fair and equitable compensation based on performance? ( )

a. Yes b. No

8. Performance appraisal is the primary tool in your organization to asses promotions? ( )

a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree

9. Are you satisfied with the method of performance appraisal followed by the management? ( )

a. Highly satisfied b. Satisfied c. Dissatisfied d. Highly dissatisfied

10. Whether the organization provides counseling after performance appraisal when necessary?( )

a. Yes b. No
11. Is the training and development programs will help to improve your performance? ( )

a. Yes b. No c. Both

12. Are you satisfied with the once in year performance of you? ( )

a. Yes b. No c. I want some change

13. Organizations is taking actions to improve the performance of RTPP work force on ( )

a. Experienced employees b. All employees c. Selected employees

14. Your performance for the organization is up to: ( )

a. 100% b. 50% and Above c. I am satisfy

15. Are you satisfied from the system of “PADS” (Performance Appraisal and Development
System) of your organization? ( )

85
 a. Yes b. No c. It is not good

16. Can your grade your organizations PADS? ( )

a. Excellent b. Good c. Not good

17. Have you got any awards from your organizations / HO towards your performance? ( )

a. Yes b. No c. It is not good

18. What is the performance your HO on your to motivate you to perform well? ( )
a. Not good b. Good c. Very bad

19. Is your HO is motivating the employees towards good performance by taking class? ( )

a. To individuals b. To group employees c. To selected employees

20. Does your HO accept the suggestions from you to improve the efficiency and performance of
employees? ( )

a. Yes b. No c. Both

BIBLOGRAPHY

AUTHOR NAME BOOK TITLE PUBLICATION

P. SUBBA RAO Essentials of Human Himalaya Publication
Resource Management house Pvt. Ltd
K. ASWATHAPPA Human Resources & Tata MC Graw hill
Personnel Management Publications
C.B. MAMORIA Personnel Management Himalaya Publishing
Text Cases house
STEPHEN P.
Personnel/Human
ROBBINS Prentice-Hall India
Resource Management

86
www.rtpp.com

87