PROJECT REPORT Submitted to the FACULTY OF SCHOOL OF BUSINESS MANAGEMENT In partial fulfillment for the award of the degree

of MASTER OF BUSINESS ADMINISTRATION

SHOOLINI INSTITUTE OF LIFE SCIENCE & BUSINESS MANAGEMENT SOLAN (Affiliated to Himachal Pradesh University, Shimla)

SUBMITTED TO: DR. SULOCHNA SAYAL

SUBMITTED BY: AMRITA GAUTAM ROLL. NO.-1932

PREFACE
Project work is an important part of management courses. Theoretical studies are not sufficient get into corporate world and understand the complexities large scale organizations.

These live projects expose us to real practices of management in the organization. It also exposes students to the treasures of experience, knowledge and prerequisites of making a successful career.

I deem it to privilege to have undergone this project. I acknowledge that the practical training that I get from this cannot be gained otherwise. I found may project very interesting and challenging.

AMRITA GAUTAM MBA 4th SEMESTER

ACKNOWLEDEMENT
Project is a practical experience to add new knowledge. This is possible only in the guidance, advice and help from a number of sources. Just like a human being cannot survive without food, it is not possible to make a project without the advice help and guidance. I am finding it difficult gather the words to express my sense and gratitude to all those people who helped me in accomplishing the project. Without their help or guidance, I would have never been able to fulfill my desired aim. So, if I dont formally acknowledge all those people who guided me, it would be a sense of selfcenteredness. So, I would like to appreciate and give special thanks to my project guide Dr. Sulochana Sayal for giving me guidance, suggestions and time for the completion of my project. Just the way a plant cant grow without being watered regularly; in the same manner my efforts are fruitful only with the suggestions and guidance of our beloved Director Prof. J. B. Nadda. I would also like to thank my friends for their support during my project period. Last but not least I would like to thank almighty and my family, who helped me in regenerating my enthusiasm whenever I needed it the most. I thank everybody for their valuable co-operation

AMRITA GAUTAM th MBA 4 SEMESTER

Shoolini Institute of Life Science and Business Management School of Business Management Vill. Bhajol, Oachghat,Solan (H. P.)

CERTIFICATE
This is to certify that this project entitled To study employees perspective regarding performance appraisal at SJVNL submitted in partial fulfillment of the requirement for the degree in Master of Business Administration from Shoolini Institute of Life Science & Business Management affiliated to Himachal Pradesh University, Shimla5, by Amrita Gautam, University Roll no. 1932 has been executed under my supervision and guidance. The data reported in it are original. The assistance and help received during this course of study has been duly acknowledged. It is further certified that it is an original piece of work and it is worthy of the consideration for award of degree of Master of Business Administration.

Date:

Dr. Sulochana Sayal (Project Guide)

SATLUJ JAL VIDYUT NIGAM LIMITED

INTRODUCTION

SATLUJ JAL VIDYUT NIGAM LIMITED INCORPORATION

The SJVN Ltd (formerly Satluj Jal Vidyut Nigam Limited-SJVNL ) was incorporated on May 24, 1988 as a joint venture of the Government of India ( GOI ) and the Government of Himachal Pradesh (GOHP) to plan, investigate, organize, execute, operate and maintain Hydro-electric power projects. The present authorized share capital of SJVN is Rs 7000 crores. The Nathpa Jhakri Hydro Electric Power Station NJHPS ( 1500 MW ) was the first project undertaken by SJVN for execution. In addition to the financial assistance from the World Bank, SJVN has also been financed as loan by a Consortium of European Banks, the Power Finance Corporation ( PFC ) and various domestic commercial banks. Besides the social and economic upliftment of the people in its vicinity, the 1500 MW NJHEP has been designed to generate 6612 MU of electrical energy in a 90% dependable year with 95 % machine availability. It is also providing 1500 MW of valuable peaking power to the Northern Grid. Out of the total energy generated at the bus bar, 12 percent is supplied free of cost to the home state i.e. Himachal Pradesh. From the remaining 88% energy generation, 25% is supplied to HP at bus bar rates. Balance power has been allocated to the beneficiary states / UTs of Northern Region by Ministry of Power, Government of India. Besides above, indirect benefits have also accrued to the region by way of increase in agriculture and industrial production. In addition, the project has provided gainful employment to a large number of skilled and unskilled workers and has also opened the landlocked hinterland by providing essential facilities such as schools, hospitals etc. for the people of the area. Thus, 1500 MW NJHPS has ushered in the social and economic upliftment of the persons living in the vicinity of the Project i.e. of society at large.

COMPANY PROFILE
Projects Under Execution
Sr. No. Project 1. Rampur HEP Installed Capacity 412 MW State Himachal Pradesh

Projects under Survey and Investigation and DPR Preparation

A. In the State of Himachal Pradesh

Sr. No. Project 1. 2. Luhri HEP Dhaulasidh Installed Capacity 775 MW 66 MW

B. In the State of Uttarakhand

Sr. No Project 1. 2. 3. Devsari HEP Naitwar Mori HEP Jakhol Sankri HEP Installed Capacity 252 MW 60 MW 51 MW

C. In the State of Manipur

Sr. No Project 1. Tipaimukh HEP* Installed Capacity 1500 MW

D. Projects Abroad
Sr. No Project 1. 2. 3. Arun III Wangchu HEP Kholongchu HEP Installed Capacity 900 MW 600 MW 650 MW Country Nepal Bhutan Bhutan

PROFIT
Authorised Capital Value of Assets Paid Up Capital Projects Completed Projects Under Construction Projects Under Development In 2009-2010 Energy Generated PAF (Plant Availability Factor) Sales Net Profit Performance Rating In 2008-2009 Energy Generated Capacity Index Sales Net Profit Performance Rating In 2007-2008 Energy Generated Capacity Index Sales Net Profit Performance Rating In 2006-2007 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating In 2005-2006 Energy Generated 4104.422 MU 6014.480 MU 92.244% 16182.30 Million 7321.10 Million "Very Good" 6449 MU 96.671% 12503.4 Million 7645.10 Million Very Good 6608.691 MU 96.08% 17595.9 Million 10153.2 Million "Excellent" 7018.81 MU 98.55% 17697.4 Million 9727.4 Million "Excellent" Rs. 70000 Million Rs 68104 Million 31.03.2010 Rs. 41,088 Million 31.03.2010 1 No. (1500 MW) 1 No. (412 MW) 7 Nos. (3354 MW)

Capacity Index Sales Turnover Net Profit Performance Rating In 2004-2005 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating

73.775% 13715.10Million 4982.20 Million "Excellent" 5147.34 MU 85.210 % 10982.75Million 2984.26 Million "Very Good"

FUTURE PLANS
The SJVN proposes to add 5000 MW additional capacity by 2014-15. This would require an additional investment of about Rs. 29,000 Crores which shall be met mainly from internal accruals and loans from domestic /multi literal funding agencies. To achieve the target of setting up of additional 5000 MW SJVN is exploring the possibilities of taking up new projects in Himachal Pradesh, Arunachal Pradesh, Nepal and Bhutan.

VISION
To make India a fountainhead of hydro power and the energy source of the future by reorganizing development with passion and professionalism for sustainable viability of the corporation on bedrock of sound commercial principles.

MISSION
To plan, investigate, organize, execute, operate and maintain power projects in the Satluj river basin in Himachal Pradesh and at any other place in India & abroad.

OBJECTIVES

Operating and maintaining power stations with maximum performance efficiency. Establishing and following sound business, financial and regulatory policies. Taking up of other hydro power projects. Completion of the new projects allocated to SJVN in an efficient and cost effective manner. Use of the best project management practices for the project implementation by applying latest universally accepted Project Management Techniques, and by enabling its Engineers, to become certified Project Managers through further trainings. Dissemination of available in-house technical and managerial expertise to other utilities / projects. Creating work culture and work environment conducive to the growth and development of both the organization and the individuals through introduction of participative management philosophy. Fulfilling social commitments to the society. Achieving constructive cooperation and building personal relations with stakeholders, peers, and other related organization. Striving clean and green project environment with minimal ecological and social disturbances. To strive for acquiring Nav Ratna Status.

BOARD OF DIRECTORS

Mr. R.P. Singh Chairman cum Managing Director

Full Time Directors:

Mr. R.N. Misra Director (Civil)

Mr. A.S. Bindra Director(Finance)

Mr. N.L. Sharma Director(Personnel)

Part Time Government Directors & Independent Directors

Mr Sudhir Kumar Mr. Deepak Joint Secretary, Sanan MoP Principal Secretary (Power), GoHP

Ms. Bharti Prasad Independent Direcor

Mr. Ravi Dhingra Independent Direcor

Sub-Committees of the Board:

Board of Directors has the following sub-committees: a. b. c. d. e. f. g. Audit Committee. Remuneration Committee Investment Policy Committee Investment Committee Committee for Allotment and Post Allotment Activities Empowered Committee Investor Grievance Committee

The compositions of the Sub-Committees of the Board are as follows: a) Audit Committee 1. 2 3 Ms. Bharti Prasad Mr. Ravi Dhingra Shri. Deepak Sanan Member Member Member

b) Investment Policy Committee 1. 2. 3. Sh. Sudhir Kumar, Part Time Director(GOI) Member Sh. Deepak Sanan, Part Time Director (GOHP) Member Director (Finance), SJVN Limited Member

c) Investment Committee (For surplus funds) 1. 2. 3. CMD Director (P) Director(F) Member Member Member

d) Committee for Allotment and Post Allotment Activities 1. 2. Chairman & Managing Director One whole time Director Chairman Member

e) Empowered Committee 1. 2. 3. 3. Chairman & Managing Director Director (Personnel) Director (Electrical) Director (Civil)

f) Investor Grievance Committee 1. 2. 3. Ms. Bharti Prasad Sh. Ravi Dingra CMD Chairman Member Member

VARIOUS PROJECTS OF SJVNL

NATHPA JHAKRI HYDRO-ELECTRIC PROJECT

The 1500 MW, Nathpa Jhakri Hydro Power Station NJHPS (the largest underground hydro - electric power Project) was the first project undertaken by SJVN for execution and has since been commissioned during the 10th Plan. Prior to formation of SJVN (NJPC), NJHPS was being executed by Himachal Pradesh State Electricity Board (HPSEB). The generation component of 1500 MW NJHPS was sanctioned in April 1989 for execution by SJVN (NJPC). SJVN (NJPC) officially took over NJHPS on August 01, 1991, following an agreement between GOI and GOHP during July 1991. However, the effective takeover of the NJHPS could result only during February 1992, due to an agitation by the employees of HPSEB. The Major Civil Works of NJHPS were awarded during June Sep. 1993 and the construction works commenced in early 1994.

LOCATION
Nathpa Jhakri Hydro Power Station NJHPS, is located in the state of Himachal Pradesh, on the downstream of wangtoo Bridge and derives its name from the names of two villages in the Project vicinity - Nathpa in district Kinnaur and Jhakri in district Shimla - in the interiors of Himachal Pradesh. The Project was conceived as a run-of-river type hydro power development, harnessing hydro-electric potential of the middle reaches of the river Sutlej, one of the principal tributaries of the river Indus, in the south west Himalayas. The Project's Dam has been constructed near village Nathpa and its Power House has been constructed on the left bank of the river Satluj at village Jhakri. The power house site is about 150 km from the nearest railhead (narrow gauge), Shimla. The Project stretches over a length of about 50 kms. from the Dam site to the Power House site, on the Hindustan-Tibet Road (NH22), which also connects the rail head to the Project.

SJVN abides by its moral responsibility for maintaining a safe environment for all its employees and also those of its contracting agencies. The safety measures adopted encompass the best codes and practices which are disseminated to all the employees for ensuring compliance at all levels.

SALIENT FEATURES
The NJHEP project with an installed capacity of 1500 MW ( 6 X 250 MW ), envisaged construction of the following major components :

A 62.50 m. high concrete Dam on Satluj river at Nathpa to divert 486 cumecs of water through four Intakes. An underground De-silting Complex, comprising four chambers, each 525 m. long, 16.31 m. wide and 27.5 m. deep, which is one of the largest underground complex for the generation of hydro - power in the World. A 10.15 dia. and 27.394 km. long Head Race Tunnel, which is one of the longest hydro power tunnels in the World, terminating in a 21.60 m / 10.20 m dia and 301m deep Surge Shaft. Three circular steel lined Pressure Shafts, each of 4.90 m dia and 571 m to 622 m length, each bifurcating into two near the Power House, to feed six generating units. An underground Power House with a cavern size of 222 m x 20 m x 49 m having six Francis Turbine Units of 250 MW each, to utilize a design discharge of 405 cumecs and a design head of 428 m. 6 nos. vertical axis Francis turbines Generating Units, each of 250 MW, with the total installed capacity as 1500 MW. A 10.15 m dia and 982 m long Tail Race Tunnel to discharge the water back into the river Satluj.

PROJECT BENEFITS
Out of the total energy generated at the bus bar, 12 percent is supplied free of cost to the home state i.e. Himachal Pradesh. From the remaining 88% energy generation, 25% is supplied to HP at bus bar rates. Balance power has been allocated to different states / UTs of Northern Region by Ministry of Power, Government of India, as detailed below:

Sl. No. 1 2 3 4 5 6 7 8 9 10

State Haryana Himachal Pradesh * Jammu & Kashmir Punjab Rajasthan Uttar Pradesh Uttaranchal Chandigarh Delhi

Allocation Percentage to (In MW) installed capacity 64 547 105 114 112 221 38 08 142 4.27 36.47 7.00 7.60 7.47 14.73 2.53 0.53 9.47 9.93 100

the

Unallocated quota at the disposal of 149 the Central Govt. ** TOTAL 1500

RAMPUR HYDRO ELECTRIC PROJECT

Rampur Hydro-electric Project (412 MW) is located downstream of already executed 6 x 250 MW NJHEP and intends to use the desilted water discharge by the upstream project. As such the construction of Rampur HEP does not involve construction of any dam / desilting chambers and thus avoiding any serious environmental impact on local flora and fauna. It is proposed, to divert water from out-fall arrangement of NJHEP through a 10.5 mtr. Dia HRT of 15.177 kms. Length. The construction of the project involves in addition to the Head Race Tunnel a 149.50 mtr. high and 38 mtr. dia surge shaft, 3 numbers of pressure shafts/penstocks of 5.4 m/3.8 m dia each and a surface Power House. Memorandum of Understanding (MOU) was signed on 20th oct. 2004 with the Government of H.P. The Cabinet Committee on Economic Affairs (CCEA) Govt. of India accorded clearance to Rampur HEP on January 25, 2007, subsequent to which the major civil works of Rampur HEP were awarded on February 1, 2007 and electromechanical works were awarded on september 16, 2008. The Company has adequate inhouse expertise and skill to execute this project. On account of Power shortage in the northern grid to which the power to be generated shall be fed, the Company does not foresee any difficulty in selling the power. Rampur HE Project has added one more feather in its cap to become the first Hydro Electric Project in India to obtain ISO 14001 & IS 18001 for Environment Management System and Occupational Health & Safety Management System respectively at execution stage in a remarkable shortest spell of four months.

ENVIRONMENTAL MEASURES
SJVN will take necessary action to comply with the environmental safeguards stipulated by Ministry of Environment & Forests (MoEF) in its clearance letter dated March 31, 2006. These will include afforestation program, catchment area treatment, biodiversity conservation plan, green belt and landscaping restoration of dumping areas, control of air and noise pollution, muck disposal, sewage and solid waste management, fisheries development, fuel arrangements, disaster management and environmental monitoring program.

SALIENT FEATURES

A 15.177 km long, 10.50 m dia circular concrete lined Head Race Tunnel. (The Intake structure has already been constructed at the outfall of Rail Race Tunnel from Power House of NJHEP at Jhakri). A 149.50 m high, 38 m dia, open to sky Surge Shaft. A Butterfly Valve House 69 m long, 10.50 m wide and 23 m high, housing three Butterfly Valves each of 5.4 m dia. 3 Nos circular steel lined partly underground Penstocks of lengths 440 m middle penstock, 472 m right penstock and 454 m left penstock each Penstock bifurcating into two branch tunnels of 3.80 m dia each to feed Six Generating Units. A surface type Power House of size 158 m (L) x 34.50 m (W) x 48 m (H) to house 6 vertical axis francis turbines generating units of 68.67 mw each, to utilize a net head of 119.10 m and design discharge of 383.88 cumecs. A 67.94 m long, 10.50 m dia standard horse shoe type, concrete lined, Tail Race Tunnel with open channel. Energy generation of 1770 Gwh during a 90 % dependable year, with 95 % machine availability. The power generated from the project would be evacuated by LILO of 400 KV Jhakri Nalagarh D/C line at village Duttnagar near Rampur Bushahr.

NAITWAR MORI HYDRO ELECTRIC PROJECT

The diversion site is proposed to be located in Purola Tehsil, Distt. Uttar Kashi. The project proposal was modified and layout was change from right bank to left bank to optimize the capacity which has been fixed as 60 MW.

PROJECT BENEFITS
Besides the social and economic uplift of the people in its vicinity, the 60 MW Naitwar Mori Hydro Electric Project will generate 261.08 MU of electrical energy .

PROJECT COST
On completion, the base cost of project is estimated as Rs. 473.9 crore.

FUNDING PLAN
The project shall be financed on 70 : 30 debt equity ratio.The equity portion is to be shared between the Govt. of India ( GOI ) and Govt. of Himachal Pradesh ( GOHP ).

Present Status of Naitwar Mori H E PROJECT

Implementation Agreement for the execution was signed between SJVN Limited and govt. of Uttarakhand on November 21, 2005. Stage-1, site clearance of MOEF was obtained on February 27, 2006. EIA EMP studies commenced on July 12, 2006. SJVN has prepared and submitted updated Pre-Feasibility Report of Naitwar Mori HE Project to CEA on March 25, 2008. The Detailed Project Report of Naitwar Mori HEP has been submitted to CEA on July 15, 2008.

Completion of Naitwar Mori PROJECT

The 60 MW Naitwar Mori HE Project, is expected in 12th plan period after preparation of DPR, accordance of Techno-Economic Clearance and CCEA approval.

JAKHOL SANKRI HYDRO ELECTRIC PROJECT

INTRODUCTION
The project is located in Purola Tehsil of District Utterkashi of Utrakhand State. The diversion site is proposed to be located in Purola Tehsil Distt. Uttar Kashi at latitude 31 07 44 N and Longitude 78 14 44 E at an latitude about 2000 Mtr. PROJECT BENEFITS Besides the social and economic upliftment of the people in its vicinity, the 51 MW Jakhol Sankri Hydro Electric Project will generate 219.99 MU of electrical energy in a 90% dependable year. PROJECT COST The cost of project is estimated as Rs. 358 crores. FUNDING PLAN The Project shall be financed on 70 : 30 debt equity ratio. The equity portion is to be shared between the Govt. of India (GOI) and Govt. of Himachal Pradesh (GOHP). PRESENT STATUS Implementation Agreement for the execution has been signed between Satluj Jal Vidyut Nigam Ltd. and Govt. of Uttarakhand on November 21, 2005. Presently, SJVN is in the process of update of Pre Feasibility Report of Jakhol Sankri HE Project 51MW. Preliminary Survey and Investigation Works has been commenced. Stage I Clearance for MOEF has been obtained on February 27, 2006. EIA & EMP studies have been commenced w.e.f. July 12, 2006. COMPLETION OF PROJECT The 51 MW Jakhol Sankri HE Project, is expected to be commissioned in 12th plan period after preparation of DPR, accordance of Techno Economic Clearance and CCEA approval.

INTRODUCTION OF PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. According to Flippo, a prominent personality in the field of Human resources, "performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management's interest in the progress of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL:

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between superior subordinates and management employees.

To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the organization.

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

To reduce the grievances of the employees.

The various methods and techniques used for Performance appraisal can be categorized as the following traditional and modern methods:

TRADITIONAL METHODS OF PERFORMANCE APPRAISAL

1. ESSAY APPRAISAL METHOD
This traditional form of appraisal, also known as "Free Form method involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.

2. STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.

3. PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.

4. CRITICAL INCIDENTS METHODS

In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur.

5. FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.

6. CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.

7. GRAPHIC RATING SCALE

In this method, an employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.

8. FORCED DISTRIBUTION
To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.

MODERN METHODS OF PERFORMANCE APPRAISAL

ASSESSMENT CENTRES An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation; career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees.

BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the qualities like inter personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents.

In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. Developing and practicing BARS requires expert knowledge.

HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

SYSTEM OF PERFORMANCE APPRAISAL FOLLOWED IN SJVNL

1. OBJECTIVES:
The objective of the Promotion Policy for the employees in the workmen category is to:

Provide, keeping in view the organizational requirements, adequate growth opportunity consistent with merit and suitability. To lay down clear and unambiguous principles to regulate promotion of workmen to higher levels. To ensure uniformity, consistency and fairness in the promotion of company workmen.

2. SCOPE & COVERAGE:

1. This Statement of Company Policy will be applicable to all employees in workmen category borne on the regular rolls of SJVNL. 2. The Policy Statement will not be applicable to workmen who are appointed for a limited tenure, superannuated persons reappointed in the company's service and to other workmen appointed on a purely casual or temporary basis. 3. Workmen in whose cases a clause in the terms of initial appointment explicitly provides for eligibility for consideration for promotion after completion of a specified period of service in the grade in which the workmen initially joins the corporation will be excluded from the purview of this policy statement. 4. Workmen who are on deputation to SJVNL or who retain lien on the service of the parent organization will not be covered by this policy statement. 5. HPSEB employees working on deputation basis in SJVNL shall also not be covered by this policy statement. 6. The Workmen of SJVNL on deputation to other PSUs/Autonomous Bodies/ Government shall be entitled for proforma promotion in SJVNL. The promotion will be effective only after the Workmen revert back to SJVNL.

3. GENERAL PRINCIPLES:
1. Promotion of workmen to positions in next higher grades will be on the basis of seniority, merit, efficiency, grade service and suitability and vacancies. The appointing authority may consider aggregation of grades in the level W1 W2 and W3 to W6 and W7 to W 11 at its own discretion for the purpose of assessing vacancies. Promotions from workmen to supervisory category shall be considered

from W6 to S1 grade, subject to employee possessing prescribed qualifications for the supervisory posts as stipulated in Promotion Channels. 1. In respect of Workmen not possessing the prescribed qualifications for promotion to supervisory cadre, they will be required to qualify departmental examination as prescribed by SJVNL for this purpose. For being eligible to appear in the departmental examination, the employees in the workmen category will be required to have put in atleast three years of service as workmen in the level of W7. The Competent Authority to approve the syllabus, examination body and method of examination etc. will be CMD. 2. Corporate HRM Division will issue notification for holding of departmental examinations, keeping in view the vacancy position and number of Workmen eligible to appear in the departmental examination in each function/level. The departmental examination will be centrally administered by Corporate HRM Division. Note: Once an employee secures qualifying marks in a paper(s) is not further required to appear in the same paper(s). Employee is required to appear only in the left-out paper(s) in the subsequent departmental examination. However employee should qualify in all papers taken together in a maximum of four attempts. 2. The workmen will be considered twice in year i.e. w.e.f.1st January and 1st of July every year. The probation of a Workman on promotion shall commence from the date of promotion. 3. 33% Vacancy shall be reserved in skilled/semi-skilled category for promotion from unskilled category and 50% vacancy shall be reserved in Supervisory category for promotion from workmen category. Employee not possessing graduate degree will be considered for stagnation promotion to S2 level after putting 7 years service at S1 level. No employee will be promoted beyond S2 level unless he possesses graduate degree.

4. ELIGIBILITY PERIOD:
1. In view of the fact that merit, efficiency and suitability can be meaningfully determined on the basis of assessment of performance and potential over a reasonable period, there shall be a minimum period of service in a grade, to be called the "Eligibility Period": and only those workmen who complete the minimum period so prescribed will be eligible for consideration for promotion to the next higher grade. 2. The eligibility period for promotion to next higher grade for employee in the workmen category shall be as under: W1 & W2 - 5 years W3 to W11 - 4 years 1. The eligibility period for stagnation promotion to the next special grade for employees in the workmen category shall be as under:-

W2 to W3 (special) - 8 years W6 to W7 (special) - 7 years W3 (special) is unskilled grade and W7 (special) is skilled grade. 3. Management will have the power to increase or decrease the Eligibility Period based on requirements, vacancy position etc.

5. STANDARD DATES FOR PROMOTION:

1. To enable promotions being effected in a planned and rational manner and to ensure that anomalies and unavoidable widening of inter-se differences are kept down to the minimum, promotion of workmen to available vacancies will normally be made effective from standard date/dates. 2. While determining the eligibility period, the seniority weightage granted to a workman, as laid down in the terms of appointment, will be taken into account. 3. Workmen who are found fit for promotion will be considered for promotion effective from the standard dates, as mentioned below: a. Workmen who complete the eligibility period as on 1st January shall be considered for promotion from 1st January; and b. Workmen who complete the eligibility period as on 1st July shall be considered for promotion from 1st July. c. A Workman who has been considered by DPC and is not found suitable for promotion will become due to be considered from next year from the date arrived at as per sub para (a) & (b) above i.e. One full year will be added to his eligibility date each time he/she is dropped by DPC. d. Workmen who were not promoted due to non availability of vacancies will be considered by DPC from immediate next standard date. However, candidates will have to compete with the new batch and merit shall be drawn by the DPC by considering the factors as envisaged in herein.

6. PERFORMANCE APPRAISAL:
1. The Performance Appraisal System in operation for the employees of the company, as modified from time to time, will generally provide the basis for determination of merit, efficiency, potential and suitability of employees for promotion to the next higher grades. 2. The appraisal year shall be the calendar year for the Workmen and the Annual Appraisal/Assessment Report format shall be the same as prescribed from time to time. In respect of Workmen who have been transferred on deputation to other organization, the concerned Personnel Deptt. shall maintain and obtain annual appraisal report. The authorities and procedure for annual assessment shall be as per SJVNL rules.

3. The Appraisal System will be on a 5 point scale, as defined in the Appraisal formats. For the purpose of promotion to the next higher grades, the ratings given in the Annual Appraisal/Assessment Reports shall be converted in points as under: Rating from Appraisal reports Points for Promotion From W1 to W2 & W2 to From W3 to W4 to W11 & W3 W6 to S1 Outstanding Very Good Good Satisfactory Unsatisfactory 6 5 4 3 Nil 7.5 6 5 4 Nil

4. COMMUNICATION OF ADVERSE REMARKS:

a. In the event of the overall assessment being un-satisfactory/not-satisfactory communication will be issued to the concerned Workman within one month of the report being counter-signed by the counter-signing authority. For this, the counter signing authority will send back the report to the reviewing officers for issuing the necessary communication to the concerned Workman. The communication issued by the reporting/reviewing officer will contain all details and specific facts and figures substantiating the adverse remarks. The identity of the superior officer need not be disclosed. b. The appraise concerned will be asked to give his comments on the communication issued. The appraisee should give his comments within one month of the receipt of the communication. The adverse report along with comments of the appraise will be examined by the counter-signing authority, in consultation with the reporting and reviewing officers, who will record his final decision along with reasons. In case the adverse remarks have been recorded by the counter-signing authority, an officer senior to the counter signing authority in consultation with the countersigning authority and the reviewing officer shall record the final decision along with reasons. The final decision will be taken within one month of the receipt of the comments/representation of the appraise. Wherever, the reporting/reviewing counter-signing officer is CMD, his decision regarding expunction/retention of the adverse comments after due examination of the explanation submitted by the appraisee will be final. c. The final decision will be communicated to the appraisee with regard to: 1. The earlier assessment being retained. or 2. After due consideration the earlier remarks are expunged and the same being noted in the appraisal form.

7. GRADE SERVICE:
1. The points for grade service i.e. service rendered by the workmen in their respective grades shall be as under; Grade Service Points rating for Promotion From W1 to W2 & W2 to W3 From W3 to W4 to W11 & W6 to S1 4 years 5 years 6 years 7 years and above 20 25 30 20 23 26 30

8. TESTS, INTERVIEWS & QUALIFICATION BARS:

1. In addition to fulfilling the other eligibility conditions, A Workman must possess the requisite qualifications prescribed in Promotion Channels, for the next higher post against which he is to be considered for promotion. 2. For Promotion from workmen to supervisory grade (W6 to S1) or unskilled to skilled grade (W2 to W3) or skilled grade (W2 to W3) or skilled to highly skilled grade (W6 to W7), the employee must qualify in the test(s) and/or interview, as may be prescribed with the approval of appointing authority. Test(s) and interview may also be prescribed, if required, for promotions in intermediate workmen levels with the approval of appointing authority. 3. The test (s)/interviews, wherever prescribed, shall be conducted by a Committee to be constituted by appointing authority. 4. The total number of points available for test (s)/ interviews shall be 40.In cases where both test (S)/ interviews are prescribed; the points shall be divided in the ratio of 1:1

9. CRITERIA FOR PROMOTION TO THE NEXT HIGHER GRADE:

9.1 Factors which are to be taken into account for determining suitability for promotion of a workman and the weightage thereof shall be as under: a ) Promotion of workmen from the grade of W1 to W2 and W2 to W3 and W3 to W4 to W10 to W11:

FACTORS Performance appraisal ratings (for last 4/5 years, as the case maybe) Grade Service Test(s)/ Interview TOTAL

MAXIMUM POINTS 30 30 40 100

The Points for the Performance Appraisal Ratings and Grade Service shall be as given in para 6.3 and 7.1 respectively. In cases where no test and/ or interview is involved, the total maximum points Will be 60. The overall Qualifying Percentage for" Promotabi1ity" will be 60%. b) Promotion of Workmen from Workmen to Supervisory cadre (W6 to S1) or unskilled to skilled cadre (W2 to W3) or skilled to highly skilled cadre (W6to W7) :

FACTORS Performance appraisal ratings (for last 4/5 years) Grade Service Test(s)/ Interview TOTAL

MAXIMUM POINTS 30 30 40 100

The point for the performance appraisal ratings and Grade Service shall be as given in para 6.3 and 7.1 respectively. The overall Qualifying percentage for Promotability will be 75%. 2. SC/ST candidates shall be given preference as per Govt. guidelines issued from time to time.

10. CONSTITUTION AND ROLL OF DEPARTMENTAL PROMOTION COMMITTEE: 1. All the promotion in workmen cadre will be carried out by respective project. For the purpose of promotion of work- men to the next higher grade, a Departmental Promotion committee (DPC) shall be constituted to be approved by appointing authority, as under:

HOD of employee concerned Chief Personnel Manager/Sr.Manager (Pers.) One other Head of Department SC/ST representatives A representative from Corporate Personnel to be nominated by Director (Personnel)

2. The DPC will be held every year in the month of April. The DPC will consider the suitability or otherwise of the eligible workmen for promotion to the next higher grade, on the basis of their qualifications, Appraisal Reports, Test (wherever applicable) and other documents/records available in the personal files which may have a bearing on their being considered for promotions. 3. The DPC shall take into consideration the Performance appraisal Reports including Special Performance Report, if any, for the last 4/5 years. In case, a Workmen is not promoted in the first / subsequent DPCs, the next DPC will consider the best 4/5 Performance appraisal Reports out of the reports for the last 5/6 years. 4. Those workmen who have been found suitable for promotion will be ranked in order of merit. Where the aggregate of the points is the same, they will be ranked in the order of seniority, as per the following criterion:

Length of service in a grade from the date of joining inclusive of seniority weightage, if any or from the date of promotion in SJVNL. Merit position in the selection panel where date of joining is the same or the merit position in the DPC minutes where date of promotion is the same.

5. The panel of the selected workmen, in the order of merit will be drawn by the Departmental Promotion Committee and submitted to the competent authority for approval. The competent authority shall be the appointing authority of the respective posts/levels. 6. The promotion orders shall be issued by the respective HRM Division after approval of the appointing authority.

11. RESERVATION FOR SC/ST 1. The directives of the Govt. of India with regard to reservation of posts for SC/ST employees in the matter of promotion, as issued from time to time, will be followed in SJVNL also.

12. DEBARRING: 1. A Workman whose Annual Confidential Report/Performance Appraisal for any year during the minimum eligibility period is rated Unsatisfactory/Not Satisfactory will not be considered for promotion 2. Workman who has been awarded minor punishment will be debarred for a period of one year from the effective date of punishment order from consideration for promotion. However, when an enquiry is prolonged for more than two years from the date of issue of charge sheet and such delay is not attributable to the Workman and as a consequence of enquiry leads to award of censure, then in that event the Workman shall not be debarred for promotion for more than two years from the date of his/her eligibility. No Workman who has been awarded three/more minor punishments in the same calendar year or major punishment shall be considered for

promotion for the next two years from the effective date of the last punishment order. However Workmen will be considered by DPC for promotion immediately on the next standard date of promotion as soon as the period of currency of punishment is over, subject to completion of eligibility period. 3. Any Workman who has been on EOL for a period of 30 days or more in a year or 90 days in 3 consecutive years will not be considered for promotion, unless such leave is on medical grounds.Further, impact of EOL (other than on medical grounds) shall be as under: a. If EOL during the eligibility period is less than or equal to 30 days, the same will have no effect on the eligibility date for promotion. b. If EOL during the eligibility period is more than30 days and less than or equal to 60 days, the eligibility period will be extended by six months. c. If EOL during the eligibility period is more than 60 days and less than or equal to 90 days, the eligibility period will be extended by one year. d. If EOL during the eligibility period is more than 90 days and less than or equal to 120 days, the eligibility period will be extended by one year and six months. If the EOL during the eligibility period is more than 120 days, the eligibility period will be extended by two years. The maximum effect of EOL on extension of eligibility period in a grade will be two years. e. If EOL is for less than six months in the assessment period, the assessment may be considered as representative of the whole assessment period. 4. No Workman under suspension or against whom disciplinary or vigilance proceedings have been instituted shall be promoted until he is unconditionally reinstated or exonerated. In case of unconditional reinstatement or exoneration, he will be allowed promotion with retrospective effect, but the financial benefit accruing due to promotion will be allowed with effect from the date of issuance of promotion orders only and no arrears will be payable on this account, unless specifically mentioned otherwise in the promotion order DPC proceedings shall be kept in sealed cover. In light of the judgment of Hon. Supreme Court in case of Union of India etc. Vs. K.V. Janaki Raman (AIR1991SC2010), the sealed cover procedure be adopted in following circumstances:

Workman under suspension. Workman in respect of whom a charge sheet has been issued and the disciplinary proceedings are pending; and Workman in respect of whom prosecution for a criminal charge is pending.

The procedure and guidelines as communicated by Department of Personal & Training vide OM dated 14th September 1992. be adhered. 5. Other conditions for debarring employees from promotions as laid down by the Govt. of India/Company from time to time will be followed.

13. GENERAL: 1. All clarifications/doubts relating to this policy may be referred to the Corporate HRM Division and the decision of Director (Personnel) shall be final and binding in this regard. Minor modifications/alterations/additions in the rules can be made by D(P)/CMD. 2. The management reserves the right to modify, cancel, add or amend any of the provisions of the policy at any time.

OBJECTIVES OF STUDY
PRIMARY OBJECTIVES:
To study the employees perspective regarding performance appraisal system.

SECONDARY OBJECTIVES:
Perception of employees toward the performance appraisal system in SJVNL. To know how effective is the performance appraisal. To know about the problem of employees with the present performance appraisal. To check the level of employees satisfaction. To know about the benefits of performance appraisal to the employees and the organization.

RESEARCH METHODOLOGY
Research methodology stands for the ways and means that we adopt for conducting research. In it we study the various steps that are generally adopted by a researcher in pursuing the research. Research methodology consists of enunciating the problem, formulating the hypothesis, collecting the facts of data, analyzing the fact and reaching certain conclusion either in the form of solutions towards the concerned problem or in the form of certain generalizations for some theoretical formulation. All progress is born of enquiry. Dealt is often better than overconfidence for it leads to enquiry, and enquiry leads to invention. HUDSON MAXIM Research inculcates scientific and inductive thinking and it promotes the development of logical habits of thinking and organizations. The role of research in several fields of applied economics, weather related to business or to economy as a whole, has greatly increased in modern time. The increasingly complex nature of business and Government has focused attention on the use of research in solving operational problems. Market research that its special significance in solving various operational and planning problems of business and industry. Market research is the investigation of the structure and development of a market for the purpose of formulating efficient policies. The market research was done to evaluate the perception of SBI mutual funds among investors, which will help the company in decision making and improving their strategy on various loopholes.

RESEARCH DESIGN
A descriptive- exploratory research design was followed. In social science and business research, we quite often use the term en-post factor research for descriptive research studies. Descriptive research includes surveys and fact finding, enquiries of different kinds and the major purpose of this research is description of the states of affairs as it exists at present the main characteristic of this method is that the researcher has no control over the variables. He can only report what has happened or what is happening.

RESEARCH APPROACH
For this market research, the research approach was survey. Surveys are the best suited way to fulfill our purpose because they are only concerned with the condition or relationship that exist in opinion that are held, process that are going onn, effects that are evident or trend that are developing. So, they are primarily concerned with the present but times do consider past events and influences as they relate to current conditions. The project is based on information collected through primary sources. The data covers various aspects like satisfaction of employees with regard to performance management system, whether they are getting promotions after performance management, effect of performance management etc. for collecting required data and information regarding the selected topic, I went to employees from different departments.

TITLE OF THE RESEARCH PROBLEM:

To gain an insight into employees perspective regarding performance appraisal at SJVNL, (HP)

DATA COLLECTION TOOLS:

While conducting this research both primary and secondary data were used. Questionnaire has been used as a source of primary data which consists of 13 questions. Almost all the questions were close ended questions and the respondents were asked to mark the most appropriate ones. The secondary data was collected from secondary source such as website, books, companys manual etc. Sample size: 50

ANALYSIS OF DATA

APPRAISER

QUESTIONNAIRE NAME: AGE: DESIGNATION: DEPARTMENT: QUALIFICATION: ADDRESS: QUES: How regularly performance appraisal is being conducted in your organization? Monthly Quarterly Half yearly Annually QUES: Who is appraiser? Immediate supervisor HR Manager CMD Any other, specify.

QUES: What are the effects of performance appraisal? Very Good Satisfactory Good Not Satisfactory

QUES: Which of the methods is being used for appraisal? Self appraisal 360 appraisal Group appraisal Annual confidential report

QUES: Do the employees get due promotion after the appraisal? Always Rarely Sometimes Never

QUES: Are there any problems in performance appraisal system? Yes No

QUES: Is there any changes in the performance appraisal system from last 10 years? Yes No

QUES: Does performance appraisal helps you to check out your strength and weakness? Certainly up to great extend up to some extend never

QUES: Are you satisfied with the performance appraisal method being used? Yes No