PERFORMANCE MANAGEMENT SYSTEM AT GAIL INDIA LTD SUMMER TRAINING PROJECT REPORT SUBMITTED TOWARDS PARTIAL FULFILLMENT OF BACHELOR OF BUSSINES ADMINISTRATION (Affialated To Ch.Charan Singh University, Meerut)
Academic Session (2012-15) SUBMITTED BY: Sourabh Soni ROLL.NO. :- 9356741 UNDER THE GUIDANCE OF External supervisor: Mr M.Ravindran Manager HR GAIL INDIA LTD
Internal Supervisor : MS.SAKSHI VARDHAN SHARMA (Asst. Professor)
INSTITUTE OF MANAGEMENT STUDIES UNIV, CAMPUS, NH-24, ADHYATMIK NAGAR GHAZAIBAD – 201 009
DECLARATION I am Sourabh Soni BBA 6th, IMS Ghaziabad hereby declare I have completed Summer Internship on “Performance Management System” Further declare that the information presented in this project is true and original to the best of my knowledge.
Date: Place:
(Sourabh soni)
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ACKNOWLEDGEMENT This is to acknowledge with sincere thanks for the assistance, guidance and support that I have received during the summer training. With great regards to the company I would like to thank the esteemed management of GAIL (India) Ltd. For providing me a worthy opportunity to undergo summer training in their prestigious organization. Further to acknowledge the fact that this report would have been incomplete without the valuable suggestions, comments and cooperation of various people at GAIL (India) Ltd. I would like to express my thanks to the staff of library that was very helpful and cooperative during my training. The cooperation is worth in making this project a success. It has been a memorable experience and help for me and I have gained tremendously in terms of knowledge and experience.
Sourabh Soni
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PREFACE Bachelor of Business Administration (B.B.A) program is one of the most reputed professional course in the field of management. This course includes both theory and its application as per content of its curriculum. Research report is an integral part of Bachelor of Business Administration program at the INSTITUTE OF MANAGEMENT STUDIES GHAZIABAD. It give exposure to our practical and also to get interact with various aspect of present market condition. Each student is required to undergo practical training, after the completion of forth semester examination. The research project programmers are designed to give the managers the future of the corporate happening and work culture. The real life situation is really different from the stimulated exercise enacted is an artificial environment inside. The Research project programmers are designed so that the managers or tomorrow do not feel when the time comes to take responsibilities. The report presented here is a result of my hard work. This project helps me to learn about of performance management system in gail.
TABLE OF CONTENTS
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1. 2. 3. 4. Part-A 5. 6. 7. 8.
Title Page Declaration Acknowledgement Table of contents Introduction to gail Company Profile Introduction of topic Introduction to gail hr
6 15 22 47
Part-B 9. Objective of the Study 10. Executive Summary 11. Research Methodology 12. Discussion/Description 13. Findings 14. Conclusion 15. Recommendations 16. Annexure 17. Bibliography
49 50 54 57 79 80 81 83 84
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INTRODUCTION TO GAIL
GAIL (India) is one of the outstanding public enterprises in the country today. It is one of the “NAVRATNA ENTERPRISES” and ranks among the top five companies in India. It is India’s flagship natural gas company, integrated all aspects of the natural gas value chain (including Exploration and Production, Processing, Transmission, Distribution and Marketing) and its related services. In a rapidly changing scenario, GAIL (India) is spearheading the move to a new era of clean fuel industrialization, creating a quadrilateral of green energy corridors that connect major consumption centers in India with major gas fields, LNG terminals and other cross border gas sourcing points. GAIL is also expanding its business to become a player in International market.
GAIL has completed nearly two and half decades of an eventful journey. Starting with a natural gas transmission company, it is today an integrated energy company along the natural gas value chain with global footprints. having started as a gas transmission company during the late eighties, it grew organically over the years by building a large network of natural gas trunk pipelines covering a length of around 7000 Km. Today , Gail has interests in the 6
business of natural gas, LPG, liquid hydrocarbons and petrochemicals, the latter being value added products. The company has also entered in telecom sector by leasing bandwidth available through the OFC which is laid along the gas pipelines for their operations and maintenance. GAIL has also diversified into exploration and production, city gas distribution and is steadily developing an overseas presence etc. GAIL is one of the leading public enterprises with a consistently excellent financial track record. Turnover during the last ten years has shown a compounded annual growth rate of 13 percent. The company recorded a turnover of Rs.180.08 billion and a profit after tax of Rs.26.01 billion in FY 2007-08.The Company has also received authorization from the Ministry of Petroleum and Natural gas to lay 5 new pipelines and in addition, augmentation of 3 existing pipelines is also being taken up. This will lead to doubling of pipelines length and transmission capacity in the next 4 to 5 years
VISION- Be a leading company in natural gas and beyond, with global focus, committed to customer care, value creation for all stakeholders and environmental responsibility.
MISSION- Accelerating and optimizing the effective and economic use of natural gas and its fractions to the benefit of national economy.
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16th August, 1984
INCORPORATED TURNOVER
Rs24,996 crore
NET PROFIT
Rs 3,140 crore
EMPLOYEES
3480 employees
REGISTERED OFFICE
16, Bhikaiji Cama place, R.K. Puram, New Delhi
MARKET SHARES
78% market share in Natural Gas Transmission 70% market share in Natural Gas Marketing
MAJOR BUSINESS SEGMENT Natural Gas: With only one carbon and four hydrogen atoms per molecule, Natural Gas has the lowest carbon to hydrogen ratio, hence it burns completely making it the cleanest of fossil fuels. Natural Gas satisfies most of the requirements for fuel in a modern day industrial society, being efficient, non-polluting and relatively economical. The periodic uncertainties and volatility in both the price and supply of oil have also helped Natural Gas emerge as a major fuel in the energy basket across countries. SECTOR
NATURAL GAS IS USED
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Generation of electricity by utilities
As fuel for base load power plants. In combined
cycle/co-generation
power
plants Fertilizer Industry
As feed stock in the production of ammonia and urea
Industrial
As an under boiler fuel for raising steam and as fuel in furnaces and heating applications
Domestic and Commercial
For heating of spaces and water For cooking
Automotive
As a non-polluting fuel
Petrochemicals
As the raw material from which a variety of chemical products are derived.
Natural Gas comes in 4 basic forms: Liquefied Natural Gas, LNG – Natural Gas which has been liquefied to facilitate transportation in cryogenic tankers across sea. Regasified Liquefied Natural Gas, RLNG Compressed Natural Gas, CNG – Natural Gas compressed to a pressure of 200-250 kg/cm2 used as fuel for transportation, CNG decreases vehicular pollution. Piped Natural Gas, PNG – Natural Gas distributed through a pipeline network that has safety valves to maintain the pressure assuring safe, uninterrupted supply to the domestic sector. 9
Petrochemicals: GAIL’s the country’s premier Natural Gas Marketer & Transporter, diversified into the manufacturing and marketing of downstream HDPE & LLDPE from natural gas cracking at its Pata (Uttar Pradesh state, India) unit from 19 th April 1999. The beginning was with a name plate capacity of 2,60,000 MTPA of HDPE & LLDPE. In FY 2007-08, the petrochemical business portfolio contributed over 32% of the segment gross profit. GAIL is the only HDPE/LLDPE plant operating in Northern India and has a dominant market share in North India. The primary trust markets for the polymers had been Western India, with the entry of GAIL in the HDPE & LLDPE market segments, today north India has also witnessed a rapid and significant growth in the polymer downstream processing
segments. In a successful span of about a decades of
establishing and marketing its grades under the brand names G-Lex, G-Lene, GAIL has along side ,augmented its name plate capacity of HDPE & LLDPE to 4,10,000 MTPA by adding another dedicated HDPE downstream polymerization unit of 1,00,000 MTPA. The petrochemical business of GAIL has consistently achieving all set targets with respect to its production and sales throughout. Exploration and Production: As the Indian Economy opened around the year 2000, the business environment changed dramatically. GAIL’s Exploration & Production (E&P) was born in just such a scenario. For GAIL, liberalization meant completion in our core business i.e. midstream and downstream national gas distribution. No longer could we rely on statutory support mandating secured sources of Natural Gas for GAIL. The reserves contained in
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contracted fields were fast depleting. The writing was on the wall that we had to find new sources. Apart from securing sources for Natural Gas, there were other compelling reasons for GAIL to get into E&P: a. Integration in supply chain b. Large gap in Gas demand and supply c. National Gas security d. Balancing of Business portfolio e.
Global opportunity
LPG and other Liquid hydrocarbons: GAIL produces LPG through fractionation, known as Straight Run (SR). GAIL LPG is an eco friendly fuel and provides a cheaper and effective means of reducing pollution and increasing productivity. Characteristics of GAIL LPG: 1. Processed from Natural Gas. 2. Has a high vapor pressure via-a via Refinery LPG 3. Vaporizes at atmospheric temperature and pressure 4. Clean fuel with almost nil unsaturated compounds 5. Has a higher calorific value than Refinery’s LPG and hence gives more value for money 6. Its homogeneous composition results in more efficient combustion
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7. The air fuel ratio need not be changed with every batch 8. No impurities like sulphur, carbon dioxide, traces of oxides of nitrogen. Hence lower corrosion. 9. Has nil moisture content. 10. Customer- friendly fuel as it is easy to transport, store and use. Telecommunication: GAILTEL, the telecom & telemetry services arm of GAIL (India) Limited is providing communication services for its business critical pipeline Supervisory Control and Data Acquisition (SCADA). GAILTEL has a reach of around 13000 km of OFC network along GAIL’s reliable cross country pipelines (5691 km) and state /national highway routes (7346 km) connecting 150 towns / cities spanning across Rajasthan, Gujarat, Madhya Pradesh, Uttar Pradesh, Maharashtra, Andhra Pradesh, Karnataka, Tamil Nadu, Kerala and NCR. With SDH&DWDM as the core layer, GAILTEL network is built largely along the highly secured GAIL’s cross country pipelines corridor and also configured in “self healings” rings to ensure highly reliable and error free service to its internal and external customers. The network is managed centrally on 2487 basis from a state-ofart Network Management Centre at Noida. GAILTEL, today serves most of the telecom operators of the country, which include Vodafone, Bharti Airtel, Idea cellular, Tulip Telecom, Tata tele services, to name a few.
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BUSINESS PORTFOLIO:
LPG GAS TRANSMISSION 7000 KM (148) MMSCMD
TRANSMISSION
GAS PROCESSING
GAS RETAILING IGL, BGL, MGL, CUGL,GGL, TNGCL,MNGL, AGL
PETROCHEMICAL
GAI OFC
TELECOM
GAS & POWER
(130000KM)
G SEG , RGPPL (2250 MW)
LNG PLL, RGPPL 10 MMTPA MMTMMMPA
E&P : 27 BLOCKS CBM : 3 BLOCKS
(FIG-1)
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COMPANY PROFILE GAIL (India) Ltd.(erstwhile Gas Authority of India Ltd), India’s principal gas transmission and marketing company, was set up by the Government Of India in August 1984 to create gas sector infrastructure for sustained development of the natural gas sector in the country.
The 2800 Km’s Hazira–Vijaipur-Jagdishpur (HVJ) pipeline became operational in 1991.During 1991-1993, three LPG plants were constructed and some regional pipelines acquired, enabling GAIL to begin its regional gas distribution in various parts of India. GAIL began its city gas distribution in Delhi in 1997 by setting up nine CNG stations, catering to the city’s vast public transport fleet. In 1999, GAIL set up northern India’s only petrochemical plant in Pata. GAIL became the first infrastructural provider category II Licensee and signed the country’s first service level agreement for leasing bandwidth in the Delhi-Vijaipur in 2001,through its telecom business GAILTEL.In 2001,GAIL commissioned worlds longest and India first cross country LPG Transmission Pipeline from Jamnagar to Loni GAIL today has reached new milestone with its strategic diversification into Petrochemicals, Telecom and Liquid hydrocarbons besides gas infrastructure. The company has also extended
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its presence in Power, Liquefied Natural Gas regasification, city gas distribution and exploration & Production through equity and joint ventures participations. Incorporating the new found energy into its corporate identity, Gas Authority of India was renamed GAIL (India) Limited on November 22, 2002.
GROWTH 1990-91 2800Kms Hazira-Vijaipur Jagdishpur (HVJ) pipeline becomes operational in 1991. LPG phase-I plant at Vijaipur commissioned in February 1991. LPG project at Vaghodia commissioned in Feb 1993. 1994-95 Joint venture Agreement signed with British 1991-92 Phase-2 at LPG Vijaipur plant commissioned in Feb 1992. 1992-93 Gas on December 6, 1994.Mahanagar Gas Limited Incorporated to implement
Bombay City Gas Distribution project. 1997-98 Government of India grants Navratna status to Gail, herby entrusting greater autonomy to Gail after restructuring of the Board. Gas processing units (GPU), offsite utilities of the petrochemical plant at Pata, commissioned. 1999-00
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GAIL participates in NELP bidding by submitting offer for 7 blocks in association with ONGC & IOC and Russian company Gazprom.Government of India approved award of 2 blocks to GAIL, One with ONGC in Orissa offshore and another with Gazprom in Bengal Offshore. LPG plant at Pata with a designed capacity of 2.58 lacs TPA of LPG commissioned for commercial production in March 2000. 2000-01 GAIL conceptualizes a National Gas Grid to connect the supply and demand centers in the country with high pressure cross country pipelines networks. The gas processing complex, Gandhar begins production in March 2001.The process LPG, 0.43 Lacs MT of Pentane and SBP solvent. Jamnagar-Loni LPG Pipeline project, the worlds longest and India’s first cross country LPG 1296 Km long pipeline, which passes through Gujrat,Rajasthan,Haryana and Delhi is completed. The capacity of the pipelines in its first phase is 1.7 million TPA, to be upgraded to 2.5 million TPA in the second phase.
2001-02 GAIL picks up 12% equity in GSEG’s 156 MW power project in Gujarat as a strategic investment. Marketing functions is restructured and decentralize at zonal levels. GAILTEL phase-I commissioned, creating an OFC based DWDM network connecting Delhi-Mumbai, Delhi-Jaipur, Delhi-Ahemdabad, Delhi-Vijaipur, MeerutAgra. 2003-04 GAIL has an initial success in the form of significant gas find in the block A-1 in Myanmar and discovery of oil and gas in the Cambay block.
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GAIL successfully secures participation in 2 retail gas companies in Egypt, Fayum Gas Company and Shell CNG. Vizag – Secundrabad LPG pipeline. the 580 km pipeline with the maximum throughput of 1.16 MMPTPA completed in June 2003 Bhagyanagar Gas Limited, a joint venture of GAIL and HPCL, incorporated in August 2003, in the field of distribution and marketing of auto LPG, CNG for vehicles and retailing of natural gas in the cities of Andhra Pradesh Phase I and II of 8000 km network GAILTEL projects connecting Delhi, Mumbai and 71 other cities, completed. This network provides a national communication backbone. 2004-05 Incorporation of GAIL Global Singapore PVT.LTD Acquisition of 15 % equity stake in Natural Gas, Egypt. Agreement signed for acquisition of 9 % equity stake in China Gas Holding LTD, a joint venture for city gas projects in 42 cities of China. Tripura Natural gas Co.Ltd, a joint venture for city gas project in Tripura, incorporated UP central gas Ltd, a joint venture for city gas project with BPCL in Kanpur, incorporated
De-bottlenecking of LLDPE swing unit from 150000 MT to 210000 MT at GAIL Pata.
Gas management system commissioned for HVJ, DVPL and SGPL. Commissioning of South Gujarat pipeline network. Commissioning of Vizag-Secundrabad LPG pipeline 2005-06
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GAIL, ilex Australia, Videocon, HPCL and BPCL consortium awarded Blocks no 56 in Oman. GAIL was ranked 11th among top 15 of the world’s largest listed gas utilities firms in the oil and gas industry ,in terms of market capitalization ,for the year 2005. GAIL gets Golden Icon award for e-governance Inauguration of the National gas management centre (NGMC) of GAIL at NOIDA. GAIL bagged two awards for excellence in cost management from the Institute of Cost and Works Accounts of India (ICWAI). 2006-07 Mechanical completion of new HDPE (High Density Polyethylene) plant with a capacity of 100,000 TPA at Petrochemical complex at PATA. Commissioning of Dahaj-Panvel pipeline Brahmaputra cracker and polymer Limited-Joint venture company led by GAIL, formed for implementing Assam gas cracker projects GAIL acquires stake in A7 Myanmar block GAIL’s Vijaipur- Kota pipeline commissioned GAIL’s Kailaras- Malanpur pipeline commissioned GAIL’s consortium wins 3 CBM blocks in 3rd round of bidding GAIL HPCL joint venture-Avantika gas limited incorporated GAIL ONGC ink gas supply agreement GAIL brings India’s first spot LNG cargo at Dahej.
2007-08
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HIGHLIGHTS (2009-2010)
SIGNIFICANCE OF STUDY In today’s era of competitive market, there are many manufactures for the same product. To ensure the named position in the market the organization needs to improve the quality of the product and provide the best quality product to the customers at the cheapest rates. This will result in more sales, more sales means more profit. To achieve this strategy, the organization has to motivate and retain its most valuable resource i.e. Human Resource. In view of the above, I have decided to study the “performance management system” of the organization which will help me to work in the HR field and contribute my best efforts in the organization where I’ll be working in the future. The project includes a detail study of the performance management system of GAIL India Ltd. This does a study on how employees are assessed and evaluated by their superiors and what efforts does the company puts in improving employees performance.
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GAIL: ALIGNMENT OF HR MISSION WITH CORPORATE VISION AND MISSION
GAIL’s Vision
Reflects shared Vision of all GAIL
H H R R
Business Plans
HR Mission To create a resourceful environment that shall be conducive to sustainable growth of organization through synergistic development of Human Resources and Technology with emphasis on individual excellence and self-development Creation of Resource s
Environment conducive to Sustainable Growth
Developmen t of Human Resource and Technology
(FIG-2)
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II N N II T T II A A T T II V V E E S S
Individual Excellence and Selfdevelopmen t
INTRODUCTION OF TOPIC In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle: 1. Performance planning where goals and objectives are established 2. Performance coaching where a manager intervenes to give feedback and adjust performance 3. Performance appraisal where individual performance is formally documented and feedback delivered “A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.” Other organizational development definitions are slightly different. The US Government's Office of Personnel Management indicates that Performance Management consists of a system or process whereby: 1. Work is planned and expectations are set 2. Performance of work is monitored 3. Staff ability to perform is developed and enhanced 4. Performance is rated or measured and the ratings summarized 5. Top performance is rewarded[ WHAT IS PERFORMANCE MANAGEMENT SYSTEM
An organization’s long term success in meeting its strategic objectives rests with its ability to manage employee performance and ensure that performance measures are consistent with the organization’s needs. Consequently performance management is becoming more of strategic issue for organizations than in the past. Effective performance management systems require employees and supervisors to work together o set performance expectations, review results, assess organizational and individual needs, and plan for the future. On the other hand the
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terms performance appraisal and performance evaluation imply a one sided judgmental approach to performance management, where employees have little involvement in the process. Performance management systems need not to be formal in order to be effective. The most important concern in designing a performance management system is its fit with the organization’s strategic objectives and the most important concern in providing performance related feedback is its fit with the organization’s culture. The trends toward more streamlined organizations and hierarchies with fewer employees having broader job assignments have resulted in performance feedback taking on a more critical role than it has assumed in the past. Organizations today cannot afford to have weak links or unproductive employees. More than ever, organizations need broader measures of employee performance to ensure that Performance deficiencies are addressed in a timely manner through employee development programs that meet the changing needs of the organization and its markets Employee behaviors are being channeled in the appropriate direction toward performance of specific objectives that are consistent with the work unit and organization’s strategy Employees are provided with appropriate and specific feedback to assist with their career development. An effective performance management process can be conceptualized as one that connects three time periods. It utilizes data about past performance to set goals, plans and objectives for the present that should result in high levels of performance in the future
PAST Data related to past Performance strategic
PRESENT allows work plans, goals, and development opportunities to be set
(FIG 3)
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FUTURE resulting in the achievement of objectives
Use of the system: An organization faces five strategic decisions in establishing its performance management system the first is the determination of the system and how it will be used. A performance management system can serve multiple purposes and it is important for the organization to strategize why the system is being used before further design decisions can be made. The organization also needs to ensure that, if the system is developed to serve several purposes, these purposes not be at odds with each other and that any purpose not undermine data collection for the other(s).
Purpose of the system: One purpose of performance management system is to facilitate employee development. By assessing deficiencies in performance levels and skills, an organization can determine specific training and development needs. In fact, the performance feedback process can be designed to provide information to fuel the organization’s training and development programs. Assessing individual and team strengths and weaknesses can allow employee and team development plans to be established. A reciprocal relationship exist between the two as the desired outcomes of training and development initiatives must be incorporated into performance management system. At the same time, the performance management system provides data that impacts the needs assessment of training and development, as shown in the figure below
TRAINING AND DEVELOPMENT
OUTCOMES
PERFORMANCE MANAGEMENT SYSTEM
NEEDS ASSESSMENT DATA
(FIG-4): RRECIPROCAL RELATIONSHIP BETWEEN TRAINING AND
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DEVLOPMENT AND BUSSINESS MANGEMENT SYSTEM A second purpose of performance management systems is to determine appropriate rewards and compensation. Salary, promotion, retention, and bonus decision are frequently based on data collected as part of performance measurement. Therefore, employees must understand and accept the performance feedback system as a prerequisite for accepting decisions made relative to rewards and compensation. Any perceived unfairness of the performance feedback system on the part of employees will result in a perceived unfairness of the compensation system. A third purpose of managing performance is to enhance employee motivation. A formal process that allows for employee acknowledgment and praise can reinforce the behaviors and outcomes that are beneficial to the unit or organization. Employees can be told specifically what the organization’s expectations for them are, and employees can inform their employers of the types of job assignment and responsibilities they desire. A fourth purpose of performance management systems is to facilitate legal compliance. Claims of unfair dismissal or violations are best supported when the organization has documentation of performance deficiencies. Such information is admitted into court to provide nondiscriminatory means of taking remedial action against employees and for termination of employment. Data showing unacceptable performance, particularly over a period of time, is a strong defense against such charges of unlawful bias. A fifth purpose of performance management systems is to facilitate the human resource planning process. Performance data can alter the organization to deficiencies in the overall level and focus of employee skills and can be used in critically planning for future staffing needs relative to the skills and abilities of current employees. Because performance determine how it will be used prior to developing the system. This will keep the system focused, rather than random, and allow the organization to determine the specifications of its design.
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Who evaluates The strategic decision that must be made relative to the development of the performance management system concerns who provides performance data. Traditionally performance evaluation was performed by the employer’s immediate supervisor, who communicated to the employee the supervisory assessment of performance. This system offered very little opportunity for input or feedback from employee. This approach, by itself is problematic for a number of reasons. Immediate supervisors often do not have the appropriate information to provide informed feedback and do not observe the employer’s day-to-day work enough to assess performance accurately. It is also common in today’s organizations for supervisors not to be current on the technical dimensions of a subordinate’s work, which must be evaluated by peers, customers, or other external constituencies. Technical line managers often have no training in or appreciation for the process and can see it as nothing more than an administrative burden. Finally performance assessment is an inherently subjective process that is prone to variety of perceptual errors by supervisors. For these reasons, organizations have been moving away from traditional means of performance feedback where only one assessment of an employee’s performance is conducted and completed by the immediate supervisor. In addition to supervisory input, performance feedback can also be sought from peers, subordinates, customers, and /or the employee. Feedback from peers can be useful for developmental purposes, but peer feedback systems must be administered with care. They can be very political and self- serving in organizations where employees compete with each other either formally or informally. When a peer has personal gain or loss at stake in the assessment of a colleague, he or she can hardly be expected to exercise objectivity. Competitive organizational cultures could cause a peer evaluation system to raise havoc throughout the organization by escalating conflict. This could have detrimental effects on morale and teamwork. Peer feedback system can only be effective when political considerations and consequences are minimized and employees have a sense of trust in the organization and its performance measurement system.
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Performance feedback from subordinates can provide insights into the interpersonal and managerial styles of employees and can assist the organization in addressing the employee development needs, particularly for high potential employees. Subordinate evaluations are also excellent measures of an individual’s leadership capabilities. However, subordinate evaluation can suffer from the same political problem as peer evaluations. They can also be used by either the supervisor or subordinates to retaliate against each other. However, in assessing an employee’s ability to manage others, valuable performance data pertaining to behavior and skills can be uniquely provided from subordinates. Because our economy is becoming increasingly service-oriented and because many organizations emphasize customer service as a key competitive and strategic issue, customers are being sought for feedback on employee performance. In most instances, customers can provide the feedback that is most free from bias. They usually have little or nothing at stake in their assessment of employees. Feedback from customers can be critical for facilitating employee development and determining appropriate rewards because it is most clearly related to the organization’s bottom line. Self-evaluations allow employees to provide their own assessment and measures of their own performance. Allowing employees to evaluate their own performance has at least two important benefits for organizations. First, it can be motivating because it allows the employee to participate in a critical decision that impacts his or her employment and career. Second, the employee can provide insights, examples, and a more holistic assessment of performance than that provided by supervisors or peers, who generally spend a limited time observing and interacting with each employee. Individual employees are far more likely to remember significant examples of effective performance than their supervisors. Individual employees may also be able to provide performance information of which others may be unaware.
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Performance management systems that solicit the input and advice of others besides the immediate supervisor are referred to as multilateral systems or 360-degree feedback systems. These systems can be beneficial because the organization and employee gain multiple perspectives and insights into the employee’s performance. Each of these sources of performance feedback can balance each other relative to any inherent organizational politics that may be at play in the process. However, there is a cost to such systems. They can be very time consuming and laborious to administer. Data from numerous sources needs to be analyzed, synthesized, and occasionally reconciled. There is inherently a cost-benefit aspect to any type of multilateral performance feedback system. The more performance data collected, the greater the overall facilitation of the assessment and development of the employee. At the same time, larger volumes of data are costly to collect and process. At some point, the collection of additional data will undoubtedly provide diminishing returns. Despite the advantages of multilateral systems, collecting additional performance data results in a greater economic cost (relative to opportunity cost of the time of those involved in the process) and a more complex process in attempting to process and analyze the data to provide meaningful feedback to employees. If not designed and implemented carefully, 360-degree feedback systems can result in the collection and processing of excessive amounts of information that provide no benefit to either the organization or the employee. Such data overload can cause the most relevant and critical performance data to be lost or obscured in the process.
What to evaluate: The next strategic question that needs to be addressed involves determining what is to be evaluated. Essentially, employee evaluations can be based on their traits, their behaviors, or the results or outcomes they achieve. These are discussed below-:
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TRAITS-BASED MEASURES - these measures focus on the general abilities and characteristics of the employee. They might include dimensions like loyalty to the organization, industriousness, and gregariousness. Although assessment of traits can often allow the organization to determine how the employee fits with the organization’s culture, such measures ignore what the employee actually does. Traitsbased measures, therefore are of limited use or value; the subjective nature of such nonperformance-related criteria probably not hold up well in court in a discrimination complaint.
BEHAVIOR-BASED MEASURES - These measures focus on what an employee does by examining specific behaviors of the employee. Factors assessed here might include the employee’s ability to get along with others, punctuality, willingness to take initiative and ability to meet deadlines. Behavioral measures are very useful for feedback purposes because they specify exactly what the employee is doing correctly and what the employee should do differently. This is critical; work related behaviors are within the control of most employees. However, it is possible for employees to engage in appropriate behaviors but not achieve results for the organization. Although employees may do the right things, their performance may not make a difference for the organization in terms of performance that relates to strategic objectives.
RESULT-BASED MEASURES - These measures focus on specific accomplishments or direct outcomes of an employee’s work. These might include measures of number of units sold, divisional profitability, cost reduction, efficiency, or
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quality. Unlike traits and behaviors, results based measures offer criteria that can be measured objectively. More important results are generally more meaningful to the organization due to their more direct correlation with performance relating to the divisional or organizational strategy. However, there are some limitations to the utilization of results-based feedback measures. First, it may be difficult to obtain results for certain job responsibilities. Any task that involves dealing with future will not show immediate results nor will the quality or accuracy of the work be assessable until sometime in the future. Second, results are sometime beyond an individual employee’s control. Budget cuts and resource availability may be at the discretion of others, but they may impact the employee’s ability to generate specific performance objectives. Third, results, taken by themselves, focus on the ends or outcomes while ignoring the means or processes by which the results were obtained. Finally, results are limiting in that they fail to tap some critical areas of performance for modern organizations such as teamwork, initiative, and openness to change.
COMPETENCY-BASED MEASURES- competencies often can be closely tied to an organization’s strategic objectives and therefore provide a more critical measure of performance- as well as more valuable feedback for employees in their careers. A competency-based performance management program can take a tremendous amount of time to establish, must be communicated clearly to employees, and also tied in with the organization’s reward structure. Core competencies should be limited in number to those most central to the organization’s success, and corresponding opportunities should be established by which employees can obtain and build on these competencies.
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How to evaluate: The next strategic decision that must be addressed in designing the performance management system is how to assess employees. Performance feedback can be performed on an absolute or relative basis. Absolute measures evaluate employees strictly according to the performance requirements or standards of the job: relative measures employee in comparison to coworkers. Relative measures may further involve slotting employees into categories, such as the top 10 percent of the employees in the work unit receving an overall outstanding evaluation. Relative assessment of employees can be useful in allowing the organization to identify overall op performers, much as high schools provide class rank to their students to facilitate college and university assessments for admission. However, if performance is not normally distributed, skewed results can provide misleading data: if all employees are outstanding performers, some will still be ranked poorly. Conversely, if all employees are deficient in performance, some will still be ranked as outstanding. Relative measures can easily facilitate distorted perceptions of performance when all employees are superior or deficient. Although they are useful in identifying the best employees, they should not be used without some supplementary absolute assessment and ratings they are specifically related to strategic objectives. One popular, although controversial, means of relative assessment is forced ranking. Forced ranking, or forced distribution, involves placing employees into clusters or grouping based on a distribution schema. Forced ranking is premised on social science theory that finds that human phenomena tend to distribute normally, along a bell-shaped curve, when measured using sufficiently large samples. Forced rankings ideally can help build a high-performance
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organization by ensuring that managers clearly distinguish among employee performance levels. Forced ranking systems were pioneered by General Electric, under former CEO Jack Welch. At GE, employees are sorted into three groups: the top 20 percent on whom rewards, promotions and stock options are showered; a ”high performing” middle 70 percent with promising futures; and a bottom 10 percent whose employment is terminated, either voluntarily or involuntarily. Those who favor forced ranking argue that it is the best way to identify both the highestperforming employees, who should receive generous incentives, and bottom performers, who should be helped up or out. It always provide data- driven bases for compensation decisions and won’t allow them to avoid giving employees needed feedback. Critics, however, argue that forced ranking can be arbitrary, unfair, and expose an organization to lawsuits. While forced rankings may be controversial they tend to be more effective in organizations with a high- pressure, result-driven culture. Forced rankings are certainly not appropriate for every organization, but in concept, forced rankings are consistent with a strategic approach toward human resource management because they emphasize differentiating employees by performance level and investing more resources in those human assets that have displayed the highest returns.
Measures of evaluation:
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Graphic rating scales are one of the most widely used assessment and feedback devices. Relatively easy to design, use, and update as job requirements change, they involve a scale that gives the evaluator the performance measures for traits, behaviors, or results.
Weighted checklists provide the evaluator with specific criteria on which performance is to be assessed and ask the evaluator to check those criteria that apply to the employee. The different dimensions are weighted based on their importance to the organization; weights are unknown to the evaluator as the checklist is being completed.
A behaviorally anchored rating scale (BARS) is a more specific type of graphic rating scale. The evaluator is given specific descriptions of behaviors along a numerically rated scale and is asked to select the behavior that most corresponds to the employee’s performance for the time period being evaluated. BARS can be difficult and time consuming to develop, but it can help to overcome some of the subjectivity and biases that may result when evaluators are given no set descriptions for performance measures.
Critical incident measures do not generally utilize a scale. The evaluator provides specific examples of the employee’s critical behaviors or results, either outstanding or problematic, during the performance period. The evaluator must maintain a log or diary for each employee and make periodic notation of noteworthy behaviors or results that were particularly effective or ineffective. This process can be very time consuming, but it allows the feedback to cite specific examples of performance measures instead of general impressions. Feedback that is specific and directed is not only more meaningful to the employee, but it can also be targeted to specific objectives of the work unit or organization. The critical incident technique can be utilized by itself or incorporated into a rating scale where space is provided for open-ended comments by the evaluator.
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Management By Objectives (MBO), this process involves having the employee meet with his or her immediate supervisor prior to the time period for which performance is to be assessed. The two parties jointly agree on the employee’s work objectives for the forthcoming time period. The process of negotiations is important here. Ideally, this process involves setting objectives that are simultaneously consistent with the organization’s strategy and satisfy job requirements and also provide challenging work assignments that are consistent with the employees developmental needs and career aspirations.
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TECHNIQUE OF PERFORMANCE MANAGEMENT SYSTEM Performance Appraisal: Performance appraisal is the area of performance management where the focus on performance is the hardest to maintain. More often than not the appraisal turns into an assessment of the individual rather than their performance. It is often exacerbated by the oneway nature of the appraisal’ where managers tell performers what they think of their
35
performance and/or of them. The competency- based approach to performance further clouds the issue by looking at how people perform rather than the outputs they produce. Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. If any problems are identified, steps are taken to communicate with the employee and to remedy them. A “performance appraisal” is a process of evaluating an employee’s performance of job in terms of its requirements. It is the process of evaluating the performance and qualifications for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.Others regards it as a “process of estimating or judging the value , excellence, qualities or Status of some object, person or thing.” individually and collectively, it is a part of all the other staffing
processes, viz, recruitment, selection,
placement and indoctrination. Performance Appraisal is the process through which an individual employee’s behaviour and accomplishments for a fixed time period are measured and evaluated, normally including both the Quantitative and Qualitative aspects of Job Performance.
36
Salient features: 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.
Appraisal process is always systematic in the sense that it tries to evaluate performances in the same manner using the same approach.
Performance appraisal is a continuous process in every Large-scale organization.
Purpose of Performance Appraisal: The use of performance appraisal is that it enables the management to make effective decisions and/ or correct or modify their earlier decisions relating to the following issues of HRM. a) Organisational planning based on potentialities of its human resources. b) Human Resource planning based on weakness, strengths and potentialities of human resources. c) Organisational effectiveness through performance improvement. d) Fixation and refixation of salary, allowances, incentives and benefits. e) Original placement or placement adjustment decisions. f) Identifying training and development needs and to evaluate effectiveness of training and developmental programmes. g) Career planning and development and movement of employees.
The another use of Performance Appraisal is that it helps to evaluate the existing plans, information system, job analysis, internal and external environmental factors
37
influencing employee performance like relations with supervisors, working conditions, personal problems of the worker like family, financial and health. This evaluation suggests and results in improvement in plans, information system, job analysis, creating the conducive work environment and controllable environmental variables.
It helps the employee to improve his performance and for his self- development. Further it improves superior- subordinate relations through close interaction and proper understanding.
Need for Performance Appraisal: Provide systematic judgments to back up salary increases, transfers demotions or terminations.
Provide feedback information about the level of achievement and behavior of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary.
Provide information, which helps to counsel the subordinate. Provide information to diagnose deficiency in the employee regarding skill, knowledge, determine training and development needs and to prescribe the means for employee growth.
Provides information for correcting placement. To prevent grievances and in disciplinary activities.
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Performance Appraisal process: Performance appraisal is a nine-step process:
At the first stage, performance standards are established based on job description and job specification. The standards should be clear, objective and incorporate all the factors.
The second stage is to inform these standards to all the employees including appraisers. The third stage is following the instructions given for appraisal, measurement of employee performance by the appraisers through observation, interview, records and reports.
Fourth stage is finding out the influence of various internal and external factors on actual performance. The influence of these factors may be either including or hindering the employee performance. The measured performance may be adjusted according to the influence of external and internal factors. The performance derived at this stage may be taken as actual performance.
Fifth stage is comparing the actual performance with that of other employees and previous performance of the employee and others. This gives an idea where the employee stands. If performance of all the employees is ranked either too high or too low there may be something wrong with the standards and job analysis.
Sixth stage is comparing the actual performance with the standards and finding out the deviations. Deviations may be positive or negative. If employee’s performance is more than the standards, it is positive deviation and vice versa is negative deviation.
Seventh stage is communicating the actual performance of the employee and other employees doing the same job and discuss with him about the reasons for Positive or negative deviations from the pre-set standards as the case may be.
Eighth stage is suggesting necessary changes in standards, job analysis, and internal and external environment.
Ninth stage is follow-up of performance appraisal report. This stage includes guiding, counseling, coaching and directing the employee or making arrangements for Training
39
and Development of the employee in order to ensure improved performance. If the actual performance is very poor and beyond the scope of improvement, it may be necessary to take steps for demotion or Retrenchment or any other suitable measure.
Job Performance and Performance Measurement Most performance appraisal systems are designed to measure individual job performance. Defining job performance in an organization at the individual level is often a difficult process. This attempt is based on following assumptions: If production can be measured, there is less need for employee appraisal. But if the work performed cannot be measured, the personal characteristics, which lead to increased productivity and contribute to employee performance, must be determined. It is assumed that there are traits and characteristics, which lead to productivity and these traits, and characteristics can be perceived and evaluated. The following characteristics are generally accepted as meritorious bases for appraisal- work quality, reliability, cooperation, job knowledge, initiative, attitude, safety consciousness, attendance, learning ability, health, judgement and responsibility. A second assumption is that objective ratings or ratings of employee’s productive contribution can be made on the basis of their performance characteristics. And it is assumed that these can be correlated with specific characteristics of Job Performance to show a cause and affect relationship between employee characteristics and productivity on the job. Therefore the success of PA measurement rests on the extent to which Job Performance criteria can be specified. Thus, Job performance involves defining what criteria are to be measured.Performance measurement involves how performance criteria, are defined, will actually be measured. And in fact, most of the organizations depend on judgemental indices of job performance for performance measurement. PERFORMANCE MANAGEMENT SYSTEM IN GAIL
Procedure of E-PMS:
40
1. Annual Confidential Report also known as Performance Appraisal Development Report (PADR) in respect of an employee is required to be assessed / written by three higher levels: a) By the Reporting Officer under whom the employee is working b) By the Reviewing / Countersigning Officer and c) By the Accepting Authority 2. Annual Confidential Reports for NON-EXECUTIVES
The Reporting Officer for writing Annual Confidential Report of an employee in nonexecutive category will be the executive under whose control the employee is working and who is not lower than the level mentioned. The Reviewing Officer of the Reports will be of the level above the level of Reporting Officer. The Accepting Authority of the Reports will be an Executive higher than the Reviewing Officer. a.
The Annual Confidential Reports, duly reviewed / accepted will be returned by the Head of the Department to the Personnel Department of the Corporate / Regional Office concerned for reference and record by 30 th April. Personnel Department will take further action to get the Annual Confidential Reports submitted to the higher authorities, wherever required. Personnel Department will also communicate to the concerned employee adverse remarks, if any, from such reports. The Personnel Department of the Regional Office shall maintain Annual Confidential
b.
Report Dossiers in respect of all the Non-executives in the Region up to and including the level of S-5. The Annual Confidential Report Dossiers in respect of Non- executives in the level of
c.
S-6, irrespective of their place of posting, will be maintained at the Corporate Office. Therefore, the Annual Confidential Reports of such Non-executives will be sent by the Personnel Department of the Regional Office to the Personnel Department of the Corporate Office by 15th May, duly completed in all respects.
3.
Annual Confidential Reports For EXECUTIVES
The Reporting Officer will be the officer to whom the employee reports for his day-to-day work. Review of the Annual Confidential Reports will be done by the executives to whom the
41
Reporting Officer is responsible for his functions. Accepting Authority will be the Executive higher than the Reviewing Officer.
ATTRIBUTES WHICH PERFORMANCE ASSESSMENT OF EXECUTIVE UPTO E -7 GRADE IS TO BE MADE i.
Knowledge of company’s business, rules & regulations, systems and procedures
ii.
Individual work output (quantity, quality, time and cost)
iii.
Inter-personal skills, facilitating team output and relations with stakeholders.
iv.
Support to superior with accountability
v.
Innovative initiatives and planning ability
vi.
Potential to coach and develop subordinates
vii.
Learning, uptake and self development
viii.
Exploiting favourable factors and coping with hindering circumstances
ix.
Leadership and managerial qualities
x.
Decision making ability
xi.
Communication skills
xii.
Aptitude and potential for varied/higher resposibilities
Weightage to attributes for performance assessment of upto E-7 grade executives
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SL NO.
ATTRIBUTES
UPTO
WEIGHTAGE/SCORE E-6&
E-3 1.
Knowledge
of
E-4 & E-5
E-7
5
5
5
2.
business, Individual work
40
35
25
3.
output Inter-personal
10
10
10
4.
skills Support
5
5
5
5.
superior Innovative
5
7.5
10
6.
initiatives Potential
5
5
5
7.
subordinates Learning and self
5
5
5
8.
development Exploiting
5
5
5
9.
factors Leadership
5
7.5
10
10.
qualities Decision making
5
5
10
11.
ability Communication
5
5
5
12.
skills Potential
5
5
5
100
100
100
company’s
to
to
coach &develop
favourable
for
higher responsibilities Total score
Range of total accepted scores for assigning different performance ratings for executives upto E-7 grade:
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TOTAL ACCEPTED SCORE 90 to 100 80 to 89 61 to 79 40 to 60 Upto 39
PERFORMANCE RATING OUTSTANDING VERY GOOD GOOD SATISFACTORY POOR (Below Par)
Accepting Authority for different grade of executives: Performance Appraisals reports of different grades of executives shall be accepted by following levels of Accepting Authorities GRADE OF APPRAISEE EXECUTIVES
MINIMUM
LEVEL
OF
ACCEPTING
AUTHORITY E-8 & E-9
CMD
E-6 & E-7
Functional Director
E-4 & E-5
Executive Director
Upto E-3
General Manager
Annual Assessment For NON- EXECUTIVE (FOR S-0, S-1 & S-2 GRADE ONLY): S.NO. 1.
CRITERION COMMITMENT
MAX. SCORE 20
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SCORE AWARD
2.
TO WORK DISCIPLINE
20
3.
ATTENDANCE
20
AND 4.
PUNCTUALITY INTER-
20
PERSONAL 5.
BEHAVIOUR ABILITY
TO
20
INTERPRET AND IMPLEMENT INSTRUCTIONS TOTAL
100
Final Evaluation Scale: TOTAL SCORE AWARDED 80 & ABOVE 60-79 40-59 20-39 BELOW 20
RATING OUTSTANDING VERY GOOD GOOD SATISFACTORY UNSATISFACTORY
Annual Assessment For S-3, S-4, S-5, S-6 & S-7 Grades only: 1. The APR provides for rating at three independent levels: Step-1: by the Employee/Assesses (15% weightage) Step-2: by the Reporting Officer (40% weightage) Step-3: by the Reviewing /Accepting Officer (45%weightage) The Reporting Officer will be the immediate controlling officer of the employee not below E-2 level. The Reviewing Officer will also be the Accepting Officer and shall not be below the rank of Manager (E-5 level).
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2. Where there are more than one officer(s) in between the Reporting and Reviewing Officer, the Reviewing / Accepting officer may consult such officer(s) while assessing the employee. 3. The factors against which performance is to be rated are divided into two broad groups: (a) Work Related attributes- carrying a maximum score of 75 marks (b) Behavior Related attributes –carrying a maximum score of 25 marks 4. Each factor has been rated on a 4-point scale and description in respect of each is given overleaf 5. Maximum score allotted for each factor is given in the appraisal format. 6. The self-assessment may be filled by the employee in only English or Hindi. 7. The Assessee, Reporting Officer and reviewing Officer have to accord their individual rating against each factor, assigning score based on 4-point scale as per his/her assessment of employee against that particular factor. 8. No factor should be left unrated. 9. The Reviewing / Accepting Officer after assigning his/her rating will forward the Appraisal Form to the HR department shall assign the Average Score arrived at against each factor by taking into account the prescribed weightages to the rating given by the individual Employee/ Assessee, the Reporting Officer and the Reviewing/ Accepting Officer and the score given by each one of them in the Appraisal Form.
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INTRODUCTION TO GAIL HR As in today's business an enterprise is very large so much that it has a number of its branch all over the world. As the business is engaged in so many activities so it doesn't have the time to concentrate on things pertaining to employees. So for this reason there is a department made 'human resources department'. The basic reason of this department is to work hand in hand with the employer as well as the employee. It has to manage within the minimum cost the benefits and requirements of the employees. As there are certain needs of humans which are unpredictable so an HR department must be active enough to participate in the changes. The HR department of GAIL comprise of two broad sections i.e.: Human resource and human resource development. The Human Resource group integrates in it various functions like Industrial relations, employee services, policy, security and administration. On the other hand when we see the human resource development section, it integrates recruitment, performance management group, career progression department, library maintenance, training & development group. Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management).In GAIL the field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated The ER department here deals with grievances of the employees and solve them with the help of their grievance redressal system.They generally deal with two of their collectors ie:GAIL officers assocation(GOA) which is for executives and the other is GAIL karamchari sang
47
(GKS) which is for non executives.GAIL also has a online workflow through which employees can put their grievances to their respective Site HR , Corporate HR and Director HR.the advantage to making the system online is to enrich the system with features like traceability and accountibility,when the user login to the system, he fills the grievance form and submits then the system will generate the automatic registration number and also a link through which he can take the printout of his registered grievance,the system generated mail is automatically sent to the site HR and the site HR will revert back with relevent solution in due consideration of his seniors. GAILs management believes in the philosophy of open door policy in matter of redressal of employees grievances.An aggrieved employee can meet his departmental head of the concernd officer of the HR department and discuss his problem however it is with the view to provide machinery for proper and speedy redressal of employees grievances that a formal time bound grievance redressal scheme has been evolved.The employees are expected to follow this procedure in seeking redressal of their grievances pertaining to the matters covered by the scheme. The employee services department in GAIL takes care of employees salary,claims,leave records,loans and advances,maintenance of files, lease and accomodation,resignation , retirement and probation cases.GAIL also has several performance related incentives schemes for employees which help them to attain higher levels of productivity,growth and prosperity of the company by motivating and rewarding employees based on performance of individual,work centres and company.All employees include functional directors and company trainees appointed on regular pay scale,deputationists to GAIL from Government/PSUs opting for GAIL pay structure.PRISE payments shall be allowed to the indivdual employees in relation to the 3 broad performance parameters:
Corporate performance Unit performance Individual performance
There are several allownaces given to the employees which includes children education assistance scheme,city compensation allowance,productivity allowance,dearness allowance,annual and promotional increment,transport subsidy.Advances like HRA,conveyance allowanceTA,DA,work location related payments,transfer benefits.The main objectives of recruitment section in GAIL is to plan the manpower requirement and budget the requirement of requisite human resource with necessary qualifiactions,skills,aptitute and experience,to focus on the proper placement of employees in jobs to which they are best suited taking into account their qualification,experience and aptitute.Generally the sources of recruitment which prevails in GAILs are: 48
Open recruitment on all India basis From reputed management institutes Open recruitment other than All India basis
There are 3 induction levels for executives as well as non executives where intake is done ie:S0,S3,S5 for non executives ans E1,E2 and E5 for executives.However,depending upon specific requirement appointment may be made at other than the induction levels with the approval of Director.In the campus selection of the candidates the selection process includes group discussion followeed by interview whereas when recruitment is done other than campus selection the recruitment process also includes written test followed by interview.The selection committee shall consist of not less than four members including the SC/ST representatives,wherever required.The appointing authority varies from post to post. The recruitment rosters are maintained as per the Presidential Directives/ guidelines issued by Government from time to time.Training and Development department deals with the development and training of the staff to meet the requirements of the company. The main focus of this section is to Develop and Design manpower development strategies and interventions in Technology and Management Areas. Research and Technology Development for effective processing, transmission and utilization of Natural Gas. Cover a wide spectrum of technical training programs and develop innovative, environment-friendly energy technologies and sources.
The quality objectives aim to provide a congenial learning environment and development of human resources. The aim of training and development section is to create total quality culture in terms of people, products and services, work life, safety, energy and environment. It is fully equipped to train manpower at all levels covering the entire range of activities related to gas transmission, petrochemicals and telecommunication. It shares the vision of GAIL and invites employees to join and further sharpen the knowledge, skills, attitude and the understanding of new technology. They are committed to impart internal or external training to all employees once a year and also committed to exposing the senior executives to international institutes of repute once every four years.
OBJECTIVES OF STUDY To study the performance management system in GAIL.
49
To determine the effectiveness of performance management system adopted in GAIL. To determine the satisfaction level of employees towards various criteria employed for measuring and evaluating employee’s performance by the organization.
SCOPE OF STUDY The scope of any performance management system should include the following: 1. provide employees with a better understanding of their role and responsibilities 2. increase confidence through recognizing strengths while identifying training needs to improve weaknesses improve working relationships and communication between supervisors and subordinates increase commitment to organizational goals develop employees into future supervisors assist in personnel decisions such as promotions or allocating rewards and allow time for
3. 4. 5. 6.
self-reflection, self-appraisal and personal goal settingco
EXECUTIVE SUMMARY Theoretical knowledge is always incomplete without its practical implication like gun without bullet. Seeing the necessity of the practical knowledge the BBA curriculum is designed in such a manner so as to impart the opportunity to students for enough exposure to the corporate world. For the same I have chosen GAIL (India) Ltd, Noida to carry out my summer internship. As an intern at GAIL (India) Limited I have worked on the project titled “Study and Analysis of Performance Management System in GAIL.”
MAIN OBJECTIVE OF THE PROJECT: To study the performance management system in GAIL. To determine the effectiveness of performance management system adopted in GAIL.
50
To determine the satisfaction level of employees towards various criteria employed for measuring and evaluating employee’s performance by the organization.
PERFORMANCE MANAGEMENT SYSTEM: Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc. The PM approach is used most often in the workplace but applies wherever people interact— schools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings. PM principles are needed wherever in the world people interact with their environments to produce desired effects. Cultures are different but the laws of behavior are the same worldwide. Armstrong and baron (1998) defined it as “A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors” It is possible to get all employees to reconcile personal goals with organizational goals. One can turn around any marginal business and increase productivity and profitability for any organization, with the transparent and hidden forces embedded in this process. It can be applied by organisations or a single department or section inside an organisation; as well as an individual person First of all, deriving from the strategic plan, a commitment analysis must be done, where a job mission statement is drawn up for each job. The job mission statement is a job definition
51
in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position. Following the commitment analysis, is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.
BENEFITS Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day i.e. the time they spend not actually doing their job. Benefits may include :
DIRECT FINANCIAL GAINS Grow sales Reduce costs Stop project overruns
52
Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals
MOTIVATED WORKFORCE Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organisations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business level goals
IMPROVED MANAGEMENT CONTROL Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning Provides well documented and communicated process documentation
Final Evaluation Scale: TOTAL SCORE 80.00 & ABOVE 60.00 – 79.50 40.00 – 59.50 20.00 – 39.50 BELOW 20.00
GRADE A B C D E
53
RATING OUTSTANDING VERY GOOD GOOD SATISFACTORY UNSATISFACTORY
RESEARCH METHODOLOGY Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis”1 Objectives To study the performance management system in GAIL. To determine the effectiveness of performance management system adopted in GAIL. To determine the satisfaction of employees towards the various criteria employed for measuring and evaluating the employee’s performance by the organization. Sampling Design A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study. Universe The universe chosen for the research study is the employees of GAIL (INDIA) Ltd. Sample Size Number of the sampling units selected from the population is called the size of the sample. Sample of 20 respondents were obtained from the population who are the employees working in corporate office of GAIL. Methods of Data Collection The data’s were collected through Primary and secondary sources.
Primary Sources :
Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, data’s collected through questionnaire.
1
54
Secondary Sources :
Secondary data’s are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books.
Nature of Research
Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive research cannot be used to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity.
Questionnaire
A well defined questionnaire that is used effectively can gather information on both overall performance of the test system as well as information on specific components of the system. A defeated questionnaire was carefully prepared and specially numbered. The questions were arranged in proper order, in accordance with the relevance.
Nature of Questions Asked
The questionnaire consists of close ended, open ended and 5 point rating scale question Pre-testing A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of them were collected back as completed questionnaire. On the basis of doubts raised by the respondents the questionnaire was redialed to its present form. Sample A finite subset of population, selected from it with the objective of investigating its properties called a sample. A sample is a representative part of the population. A sample of 40
55
respondents in total has been randomly selected. The response to various elements under each questions were totaled for the purpose of various statistical testing. Presentation of Data The data are presented through charts and tables. Tools and Techniques for Analysis MS EXCEL is used to for analysis and interpretation of data.
METHODOLOGY ENTRY OF REPORTING STRUCTURE IN SAP-HR BY HR SITE
CHECKING OF REPORTING STRUCTURE BY CORPORATE HRD IN LINE WITH LAID DOWN GUIDELINES
CHANGES MADE AS AND WHEN REQUIRED
COMMUNICATION TO EXECUTIVES WITH TIMELINES
COLLECTION OF REPORTS
REMINDERS TO EXECUTIVES, REPORTING, REVIEWING AND ACCEPTING OFFICERS 56
NORMALIZATION OF RATINGS
COMMUNICATION OF RATINGS THROUGH ESS
RESPONDING TO THE REPRESENTATIONS RECEIVED BY THE EXECUTIVES IN TERMS OF RATING REVIEW
DESCRIPTION The data is collected through survey, books, reports, newspapers and internet .The survey is conducted among the employees of GAIL. The data collected by the researcher is tabulated and analyzed in such a way to make interpretations. Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating. Editing refers to separate, correct and modify the collected data. Coding refers to assigning number or other symbols to each answer for placing them in categories to prepare data for tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner The collected data are analyzed and interrupted using tools and techniques
57
TABLE- 1 Response for the question that superiors find it difficult to take out time to help employees in setting goals, evaluating and provide feedback to employees. SL NO.
PARTICULARS
NO. OF RESPONDENTS 4
PERCENTAGE 20
1
STRONGLY AGREE
2
AGREE
7
35
3
NEUTRAL
5
25
4
DISAGREE
4
20
5
STRONGLY DISAGREE TOTAL
0
0
20
100
ANALYSIS-
(CHART- 1) INTERPRETATION- The column chart shows that 35% of the respondents agree and 20% of the respondents strongly agree that superiors find difficult to take out time in settings goals in GAIL. Thus almost 55% of the respondents feel that superiors find difficult to take out time in setting goals, evaluating and provide feedback to employees in GAIL. TABLE 2-
58
Response for the question that issues like career planning and succession planning are part of the appraisal system of GAIL. SL NO.
PARTICULARS
NO. OF RESPONDENTS PERCENTAGE 2 10
1
STRONGLY AGREE
2
AGREE
7
35
3
NEUTRAL
6
30
4
DISAGREE
4
20
5
STRONGLY DISAGREE TOTAL
1
5
20
100
ANALYSIS -
(CHART-2)
INTERPRETATION-
The table and column chart shows that 35% of the respondents agree,10% of the respondents strongly agree and around 25% of the respondents disagree. Thus overall 45% of the respondents agree with the matter that issues like career planning and succession planning are a part of the appraisal system of GAIL.
TABLE 3Response about that employees are involved in goal setting KPA/KPI and work goals
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SL NO.
PARTICULARS
NO. OF RESPONDENTS 5
PERCENTAGE
1
STRONGLY AGREE
25
2
AGREE
7
35
3
NEUTRAL
5
25
4
DISAGREE
3
15
5
STRONGLY DISAGREE TOTAL
0
0
20
100
ANALYSIS-
(CHART-3)
INTERPRETATION- The column chart shows that 35% of the respondents agree, 25% of the respondents strongly agree and only 15% of the respondents disagree, however 25% of the respondents neither agree nor disagree. Thus about 60% of the respondents agree that they are involved in setting KPA/KPI and work goals in GAIL.
TABLE 4Response about that appraisals are made on job relevant factors
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SL NO.
PARTICULARS
NO. OF RESPONDENTS 2
PERCENTAGE 10
1
STRONGLY AGREE
2
AGREE
9
45
3
NEUTRAL
5
25
4
DISAGREE
1
5
5
STRONGLY DISAGREE
3
15
20
100
TOTAL
ANALYSIS-
(CHART-4)
INTERPRETATION- The table shows that 45% of the respondents are satisfied and 15% are highly dissatisfied with the view that appraisals are made on job relevant factors. Overall 55% employees are satisfied.
TABLE 5 Response about that superior and employees trust the evaluation process SL NO.
PARTICULARS
NO. OF RESPONDENTS PERCENTAGE 61
1
STRONGLY AGREE
2
10
2
AGREE
5
25
3
NEUTRAL
8
40
4
DISAGREE
3
15
5
STRONGLY DISAGREE TOTAL
2
10
20
100
ANALYSIS-
(CHART-5)
INTERPRETATION-
The table shows that 40% of the respondents are neither satisfied nor dissatisfied and 35% are satisfied with the matter that superiors and employees trust the evaluation process TABLE 6 Response for the question that does the appraisal system in GAIL answers the question-“when I was last appraised, what went well and what went wrong?”
62
SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
2
10
2
AGREE
3
15
3
NEUTRAL
5
25
4
DISAGREE
7
35
5
STRONGLY DISAGREE
3
15
20
100
TOTAL
ANALYSIS-
(CHART-6) INTERPRETATION- The table shows that 25% of the respondents are neutral and around 25% of them agree but about 50% of the respondents disagree with the appraisal system of being answerable when the employees were last appraised and what went well and what went wrong. TABLE 7 Response for the question that Managers & employees trust the appraisal process. SL NO.
PARTICULARS
NO. OF RESPONDENTS
63
PERCENTAGE
1
STRONGLY AGREE
3
15
2
AGREE
7
35
3
NEUTRAL
5
25
4
DISAGREE
4
20
5
STRONGLY DISAGREE
1
5
20
100
TOTAL
ANALYSIS-
(CHART-7) INTERPRETATION-The table shows that 50 % of the respondents are satisfied and 25% are dissatisfied with the question raised that managers and employees trust the appraisal process.
TABLE 8Response for the question that the top management always discusses the appraisal results with the employees on one-to-one basis. SL NO.
PARTICULARS
NO. OF RESPONDENTS PERCENTAGE
64
1
STRONGLY AGREE
1
5
2
AGREE
5
25
3
NEUTRAL
3
15
4
DISAGREE
10
50
5
STRONGLY DISAGREE
1
5
20
100
TOTAL
ANALYSIS-
(CHART-8) INTERPRETATION- The table shows that 55% of the respondents disagree and only 35% agree with the fact that the top management always discusses the appraisal results with the employees on one to one basis TABLE 9Response for the question that performance feedback is given by Reporting Officer to employee after communication of rating. SL NO. 1
PARTICULARS
NO. OF RESPONDENTS
STRONGLY AGREE
65
4
PERCENTAGE 20
2
AGREE
9
45
3
NEUTRAL
2
10
4
DISAGREE
4
20
5
STRONGLY DISAGREE
1
5
20
100
TOTAL
ANALYSIS-
(CHART-9) INTERPRETATION-The table shows that 65% of the respondents agree and around 20% of the respondents disagree with the fact that performance feedback is given by the Reporting officer after communication of the ratings.
TABLE 10Response for the question, that feedback and counseling to employee is done in a constructive way. SL NO.
PARTICULARS
NO. OF RESPONDENTS PERCENTAGE
1
STRONGLY AGREE
4
20
2
AGREE
7
35
66
3
NEUTRAL
4
20
4
DISAGREE
3
15
5
STRONGLY DISAGREE
2
10
20
100
TOTAL
ANALYSIS-
(CHART-10) INTERPRETATION-The table shows that 55% of the respondents agrees and 10% strongly disagrees with the view that feedback and counseling to employee is done in a constructive manner.
TABLE 11Response for the question, that PMS is helpful in reducing grievance and improving personnel skill. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
2
10
2
AGREE
7
35
67
3
NEUTRAL
6
30
4
DISAGREE
3
15
5
STRONGLY DISAGREE
2
10
20
100
TOTAL
ANALYSIS-
(CHART-11) INTERPRETATION-The table shows that 35% of the respondents agree and 30% are in neutral state with the view that PMS is helpful in reducing grievance and improving personnel skill.
TABLE 12Response about that e-PMS has brought a significant transformation in PMS system. SL NO.
PARTICULARS
NO. OF RESPONDENTS
1
STRONGLY AGREE
2
AGREE
3
NEUTRAL
68
PERCENTAGE
4
20
10
50
3
15
4
DISAGREE
3
15
5
STRONGLY DISAGREE
0
0
20
100
TOTAL
ANALYSIS-
(CHART-12) INTERPRETATION- The table shows that 50% of the respondents agree and 20% of the respondents strongly agree with the view that E-PMS has brought a significant transformation in PMS. None of the employee is highly dissatisfied.
TABLE 13Response about that performance rating is helpful for management to provide employee counseling. SL NO.
PARTICULARS
NO. OF RESPONDENTS
1
STRONGLY AGREE
2
AGREE
3
NEUTRAL
69
PERCENTAGE
3
15
10
50
3
15
4
DISAGREE
4
20
5
STRONGLY DISAGREE
0
0
20
100
TOTAL
ANALYSIS-
(CHART-13) INTERPRETATION-50% of employees agree and15% of employees strongly agree about the fact that performance rating is helpful for management to provide employee counseling. None of the employee is highly dissatisfied. TABLE 14Response about that performance ratings is helpful to fix transfers, increments and promotions. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
3
15
2
AGREE
8
40
3
NEUTRAL
3
15
70
4
DISAGREE
6
30
5
STRONGLY DISAGREE
0
0
20
100
TOTAL
ANALYSIS-
(CHART 14) INTERPRETATION- The table shows that around 55% of the employees agree and about 30% of the employees disagree with the fact that performance ratings is helpful in fixing transfers, increments and promotions.
TABLE 15Response about that PMS helps to win cooperation and teamwork. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
2
10
2
AGREE
7
35
3
NEUTRAL
9
45
4
DISAGREE
2
10
71
5
STRONGLY DISAGREE TOTAL
0
0
20
100
ANALYSIS-
(CHART 15)
INTERPRETATION-Most of the employees are neutral that PMS helps to win cooperation and teamwork. However none of the employees is highly dissatisfied. TABLE 16Response about that merit is the only criteria on which the promotional factors are based in GAIL. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
1
5
2
AGREE
4
20
3
NEUTRAL
3
15
4
DISAGREE
6
30
72
5
STRONGLY DISAGREE TOTAL
6
30
20
100
ANALYSIS-
(CHART 16) INTERPRETATION- The table shows that 30% of the employees disagree and around 30% of the employees strongly disagree with the fact that merit is the only criteria on which promotional factors are based in GAIL. TABLE 17Response about that pay and performance are closely related. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
4
20
2
AGREE
6
30
3
NEUTRAL
1
5
4
DISAGREE
4
20
5
STRONGLY DISAGREE
5
25
73
TOTAL
20
100
ANALYSIS-
(CHART 17) INTERPRETATION- The table shows that around 50% of the employees agree and around 45% of the employees disagree with the fact that pay and performance are closely related.
TABLE 18Response about that e-PMS involves values, skills, competencies and knowledge. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
2
10
2
AGREE
7
35
3
NEUTRAL
4
20
4
DISAGREE
5
25
5
STRONGLY DISAGREE
2
10
74
TOTAL
20
100
ANALYSIS-
(CHART 18) INTERPRETATION- Most employees agree with the fact that e-PMS involves values, skills, competencies and knowledge.
TABLE 19Response about whether the subordinates also evaluate the performance of their superiors. SL NO.
PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
1
STRONGLY AGREE
6
30
2
AGREE
7
35
3
NEUTRAL
1
5
4
DISAGREE
4
20
75
5
STRONGLY DISAGREE TOTAL
2
10
20
100
ANALYSIS-
(CHART 19) INTERPRETATION- About 65-70% of the employees agree with the view that subordinates should also evaluate the performance of their superiors.
TABLE 20Response for the question, whether 360 degree performance appraisal system should be implemented in GAIL. SL NO.
PARTICULARS
1
STRONGLY AGREE
2
NO. OF RESPONDENTS
PERCENTAGE
11
55
AGREE
5
25
3
NEUTRAL
4
20
4
DISAGREE
0
0
76
5
STRONGLYDISAGREE TOTAL
0
0
20
100
ANALYSIS-
(CHART 20) INTERPRETATION80% of the employees agrees with the view that 360 degree performance appraisal system should be implemented in the GAIL. Remaining 20% of the employees are neutral with the view. (FIG-7)
Problems affecting the Performance Appraisal System: 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 following: HALO EFFECT: It is the tendency of the raters to depend excessively on the rating of one trait or behavioural consideration in rating all other traits or behavioral considerations. One way of minimizing the halo effect is appraising all the employees by one trait before going to rate on the basis of another trait.
THE ERROR OF CENTRAL TENDENCY: Some raters follow play safe policy by rating all the employees around the middle point of the rating scale and they avoid rating 77
at both the extremes of the scale. They follow play safe policy because of answering to management or lack of knowledge about the job and person he is rating or least interest in his job.
THE LENIENCY AND STRICTNESS: The leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently. Such ratings do not serve any purpose. Equally damaging one is assigning consistently rates. PERSONAL PREJUDICE: If the rater dislikes any employee or any group, he may rate them at the lower end, which may distort the rating purpose and affect the career of these employees.
THE RECENCY EFFECT: The raters generally remember the recent actions of the employee at the time of rating and rate on the basis of these recent actions- favourable or unfavourable- rather than on the whole activities.
2.THE RELIABILITY PROBLEM: Reliability ensures stability measurement results. Instability overtime and inconsistencies among reduce the reliability of P.A. also reliability may be reduced due measuring standards, lack of training in appraisal techniques and different raters.
and consistency in the raters can considerably to inconsistent use of inconsistency between
FINDINGS The employees of GAIL feel that superiors find difficult to take out time in setting goals, evaluating and provide feedback to them. The respondents were neutral when they were asked whether they trust the evaluation process or not. The appraisal system of GAIL does not answers the employees when they were last appraised and what went well and what went wrong. The respondents also feel that the top management of GAIL does not discusses the appraisal results with the employees on one-to-one basis. The employees feel that feedback and counseling in GAIL is done in a constructive manner. 78
Most of the employees think that PMS is helpful in reducing grievance and improving personnel skills. The employees agreed with the view that E-PMS has brought a significant transformation in PMS system of GAIL. Most of the employees agreed with the fact that performance rating is helpful in providing employee counseling The employees feel that merit is not the only criteria on which the promotional factors are based in GAIL. The respondents think that pay and performance are not closely related.
The respondents also think that E-PMS involves values, skills, competencies and knowledge.
Employees of the GAIL feel that subordinates should also evaluate the performance of their superiors.
CONCLUSION
Performance management systems can significantly impact organizational performance and processes. However, there is no one optimal way to develop and design an effective performance management system. Organizations face a number of strategic choices as to how they measure performance and provide employees feedback on the process. Although effective performance management systems need to be developed within the context of specific organizational contingencies, five critical guidelines should be followed in any performance management system:
Any feedback provided to employees should be specific rather than general.
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Feedback should only be provided from credible, trustworthy sources that have ample opportunity and background to make an assessment of performance. Feedback should be provided as soon as possible after events, behaviors, or outcomes take place to be of maximum benefit. Performance measures should be based on clear, measurable goals. The process should involve a dialogue between the employee and the manager that addresses the most recent period and also plans for the future.
RECOMMENDATIONS Superiors should take out time in setting goals, evaluating and provide feedback to employees. The senior management should try to involve the lower level management system in designing the performance management system so that they can trust upon the evaluation process. Managers should be accountable for the performance and development of their subordinates. Management should set clear expectations for performance. Management should tie performance measures to rewards. Gain commitment from top management. Management should look forward to implement the 360 degree performance appraisal system.
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LIMITATIONS OF STUDY The very limited time span of the project. The data was collected through questionnaire the response from the respondents may not be accurate. Some of the respondents were hesitating in giving appropriate information. Some of them were very busy that’s why their response could not be collected and analyzed.
ANNEXURE QUESTIONARIE ON PERFORMANCE MANAGEMENT SYSTEM Instructions – Please respond to all the questions honestly. In case you do not wish to disclose your identity, please omit the ‘Name’ field. The answer given by you will be kept confidential & used for academic purpose only. By using five point rating scale as given below darken the most appropriate rating.
1 Strongly Agree
2 Agree
RATING SCALE 3 4 Neither Agree Disagree nor Disagree
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5 Strongly Disagree
Name :
Department :
Designation :
Date of joining :
1 1. Superiors find it difficult to take out time to help employee in setting goals, evaluating and provide feedback to employees
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2. Are the issues like career planning and succession planning a part of the appraisal system of GAIL ?
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3. Do you think that employees are involved in setting KPA/KPI and work goals?
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4. Appraisals are made on job-relevant factors ? 5. How far superior and employees trust the evaluation process ?
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6. Does your appraisal system answers you the question-“when I was last appraised what went well? What went wrong ?
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7. Mgrs. & employees trust the Appraisal process ?
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8. Does the top management always discusses the appraisal results with the employees on one-to-one basis and identifies the training and development needs ?
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9. Performance feedback is given by
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reporting officer to employee after communication of rating ? 10. Feedback and counseling to employee is done in a constructive manner ?
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11. PMS helpful in reducing grievance and improving personnel skill ?
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12. E - PMS has brought a significant transformation in PMS system ?
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13. Do you think that performance rating is helpful for management to Provide employee counseling?
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14. Do you think that performance ratings help to fix transfers, increments and promotions?
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15. PMS helps to win cooperation and teamwork ?
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BIBLIOGRAPHY Books Ashwathappa (Human Resource Management) Jeffrey A. Mello (Strategic Human Resource Management) V.S.P. Rao (Human Resource Management) Dreher Dougherty (Human Resource Strategy
Websites www.google.com www.gailonline.com www.citehr.com
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