project on ecl

8/18/2019 Project on ECL

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About Coal India

Coal India Limited (CIL) is an Indian state-controlled coal mining companyheadquartered in Kolkata, West Bengal, India. It is the largest coal producer

company in the world and contributes around !" o# the coal production in

India. It produced $%$.!$ &illion tonnes o# coal during ' !*$+* and earned

a reenue o# I/ %$.0 billion #rom sale o# coal in the same #inancial year. 1s

on *$ 2ctober !*, 3nion 4oernment o# India owns 5%.6" o# the shares in

7I8 and controls the operations o# 7I8 through &inistry o# 7oal. In 1pril !**,

7I8 was con#erred the &aharatna status by the 3nion 4oernment o# India. 1s

on *$ 2ctober !*, its market capitalisation was I/ !.** trillion (39 :0!.%

billion) making it India;s th most aluable company by market alue.


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price. With the listing, 7I8 become the #ourth most alued company on the

Indian stock eAchanges with a market alue o# I/ !.*6 trillion.[19]

7I8 was included in the 0-member BSE SENSE on 1ugust !**. 2n *5

1ugust !**, it became the most aluable company in India, with a market

capitali?ation o# I/ !.* trillion. 2n 0 anuary !*, in an 2##er #or 9ale

(2'9), 4oernment o# India sold a #urther *" stake in 7I8. =riced at I/ 0

per share, the sale #etched the goernment I/ !!.560 billion, making it the

largest eer equity o##ering in the Indian share market.

7I8 is the largest coal producing company in the world. It produced $%$.!$ &<

(million tonne) coal during ' !*$-*. 7oal India operates through * mining

areas in eight states in India. 1s on * 1pril !*, it has $0 coal mines out o#

which *5 are open cast, !!5 are underground and ! are miAed

mines. =roduction #rom open cast mines during !*$-* was %!.%*" o# total

production o# $%$.!$ &


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Coal India Subsidiary

Subsidiary

Employees

(As on

31.03.2015)

ReenueI!R

billion

("#

2012$13)

Co%in&

'oal

()

!on$

'o%in&

'oal

()

otal Coal

*rodu'tion

()

+,arat Co%in& Coal Limited (+CCL) 5-051 /.3 2-.0 .23 31.213

Central Coalields Limited (CCL) 5011 2.3/ 1-.15- 31.05 /.0-1

Eastern Coalields Limited (ECL) -/-/1 .0 0.03 33./-/ 33.11

a,anadi Coalields Limited (CL) 2225 120.3 $ 10./ 10./

!ort,ern Coalields Limited (!CL) 1-22- ./- $ 0.021 0.021

Sout, Eastern Coalields Limited (SECL) -/00 1-./ 0.15 11/.0-2 11/.21

4estern Coalields Limited (4CL) 5001 .23 0.330 1.5 2.2/

Central ine *lannin& and esi&n

Institute(C*I) 3-2 -.05 $ $ $

Coal India Ari'ana Limited $ $ $ $

Sub-total 329,728 756.72 43.656 407.950 451.606

!ort, Eastern Coalields 202 $ $ 0.-05 0.-05

an%uni Coal Comple6 $ $ $ $

CIL 7ead8uarters /-/ 13./ $ $ $

otal 3330 0. 3.-5- 0/.555 52.211

9oint :entures> 7I8 has two Eoint entures>

*. International 7oal Fentures =riate 8imited (I7F=8) was #ormed in !% #or

acquisition o# coking coal properties outside India. 7I8 holds !G5th share in paid up

capital o# I7F=8.

!. 7I8- F between 7I8 and


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Factors which led up to Nationalization of Coal Industry in India

ationali?ation o# coal industry in India in the early seenties were a #all out o#

two related eents. In the #irst instance it was the oil price shock, which led the

country to take up a close scrutiny o# its energy options. 1 'uel =olicy

7ommittee set up #or this purpose identi#ied coal as the primary source o#

commercial energy. 9econdly, the much needed inestment needed #or growth

o# this sector was not #orthcoming with coal mining largely in the hands o#

priate sector.


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by others. 2n 0 anuary !*, in an 2##er #or 9ale (2'9), 4oernment o# India

sold a #urther *" stake in 7I8. =riced at I/ 0 per share, the sale #etched

the goernment I/ !!.560 billion, making it the largest eer equity o##ering

in the Indian share market. 2n * oember !*, 4oernment o# India

approed another *" stake sale in 7I8.

S,are,olders (as on 30$9anuary$2015) S,are,oldin&

;oernment o India .-5<

"orei&n Institutional Inestors ("II) .0<

omesti' Institutions 01.2/<

!on$Institutions 2./-<

otal 100.0<

Major Events and Milestones

2011-12 Maharatna Status

7oal India 8imited was granted the 'Maharatna' status on ** 1pril, !** by the

4oernment o# India thus becoming only the th =93 in the country, o# a total o# !*

7entral =ublic 9ector Dnterprises (7=9Ds), to hae been con#erred with this status.

4oernment o# India has introduced the Maharatna scheme in 'ebruary !* #or 7entral

=ublic 9ector Dnterprises, in order to empower the mega 7=9Ds to eApand their

operations and emerge as global giants. 9o #ar, the select club has only #ie members.


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COAL INDIA JOINS SENSEX

7oal India made it to the 0-stock 9enseA, on 1ugust !**, globally considered to be the

barometer o# the Indian economy, in short span o# nine months since its listing on $ oember !*. o other company has made it to the indeA in such a short time. 1nd then

7oal India;s raise to the top came in Eust seen trading sessions since its entry to 9D9D.


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2010$11 7oal India 8imited signed a &emorandum o# 3nderstanding (&o3)

&inistry o# 7oal on 0*st &arch, !** - #or its key per#ormance areas #or the #iscal !**-

*!. 1s per the &o3 #or the #iscal !**-*!, 7I8;s targeted production and coal o##-take

hae been #iAed at $!. &illion e'tie o t,e 9:C are

*. 2wningGchartering o# essels

!. @ra#t sureying

0. Inspection o# cargo

$. 9teedoring at unloading port in India including unloading o# essels, customs

clearance, shore clearance, and stacking

. Indenting wagons #rom railways, loading o# wagons, quality analysis and deliery o#

coal at power stations

#


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$th oember was 7I8 share was listed at /s.!%*G- and closed oer /s.0$!G- on the

#irst day o# trading. &ost importantly, a national asset was o##ered to public as ;peoples;

ownership; in =93s.

!* 2ctober !*, the day 7I8;s I=2 closed, would be etched as a historic eent in the

annals o# 7oal India 8imited.


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1doption o# #inancial iability as the basis #or approal o# coal deelopment proEects.

@iscontinuation o# retention prices scheme and the 7oal =rice /egulation 1ccount

(7=/1), with the deregulation in prices o# certain grades o# coal.

15$- 1pproal o# a #inancial restructuring package by the 4oernment,

whereby /s. ,%*5 million o# interest liability was waied, /s. %,$*. million o# plan

loan repayment arrears was conerted to pre#erence equity and /s. $,0!6.$ million o#

non plan payment arrears were allowed a moratorium #or repayment and interest

accrual #or a period o# three years, to be repaid in three equal installments.

1 pro#it o# /s. 6,**6 million in 'iscal *%%6 was earned by our 7ompany.

12$3 'ormation o# &78 as our 9ubsidiary to manage mines


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15$- 7hange o# name o# our 7ompany to ;7oal India 8imited;.

Incorporation o# 7&=@I8, D78 and W78, and #ormation o# B778, 778, 7&=@I8,

D78 and W78, as our 9ubsidiaries.

13$ ationali?ation o# coal mines, in order to proide #or a higher growthin coal sector to meet the growing energy needs o# the country.

Incorporation o# our 7ompany as ;7oal &ines 1uthority 8imited;.

11


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'wards

• 7oal India 8imited (7I8) was con#erred with two 7orporate 9ocial

/esponsibility 1wards on * 'ebruary !*0> ;4lobal 79/ DAcellence and

8eadership 1ward; #or Best 7orporate 9ocial /esponsibility =ractices and

;Blue @art &ost 7aring 7ompanies o# India 1ward;.

• 'or !*!, 7I8 earned a ranking o# $ on oerall global per#ormance in

the ;=latts


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CORPORATE STRUCTURE

Eastern Coalfields

I!ER!AL AS*ECS

(roducts ) *ervices

C@I!; C@ALB


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SEI C@I!; C@ALB


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3sed #or power generation

1lso used by domestic #uel plants, brick manu#acturing units, cement

plants, industrial plants, etc.

RE9ECSB

/eEects are the products o# coal bene#iciation process a#ter separation o# cleans

and G or middlings, as a #raction o# #eed raw coal.

3sed #or 'luidi?ed Bed 7ombustion ('B7) Boilers #or power generation,

road repairs, briquette (domestic #uel) making, land #illing, etc.

CIL C@E LC C@E B

7I8 7oke G 8


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ELE;AI@! @" *@4ER

7I8 eAercise the power delegated under @=D guidelines to the &23 signing companies and

also powers delegated by the ministry o# 7oal to 7oal India 8td. #rom time to time.

@bli&ation o t,e ;oernmentB

In order to enable 7I8 to achiee its obEecties and the leel o# per#ormance set in the &23,

the 4oernment on its part undertakes to>-

1ssist 7I8 in setting adequate supply o# railway wagons.

1ssist 7I8 in acquisition o# land and getting clearance #or #orest land by taking up the

matter with &2D' and the respectie state goernment so that land acquired under

the 81G7B1 1ct is handed oer and the #orest clearance gien under time bound

programmed.

1ssist 7I8 in arranging and getting necessary approal #or internal credit.

1ssist 7I8 in recoery o# outstanding coal sale due.

1ssist 7I8 in restructuring o# D78 and B778 in iew o# report submitted by

consultant.

@!I@RI!;

7I8 has to submit a quarterly report o# per#ormance #or each o# the per#ormance indicators.


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*ER"@RA!CE RAI!;B$

-

" more than the target - DAcellent

• Dqual to the target - Fery 4ood

• " less than the target - 4ood

• *" less than the target - 'air

• *" less than the target - =oor

CIL +oard ,as olloDin&s membersB$

• 7hairman 7I8

• 'unctional @irector

• 1dditional 9ecretary, &77

• oint 9ecretary J #inancial adisor , &27

• /epresentatie #rom railway board

•


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7oal India and its subsidiaries

7I;7LI;7S @" CCL

1$


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7entral 7oal#ield 8imited has been on the coal map the country as a public sector on

2ctober, *%6, under di##erent names. In the beginning it was known as ational 7oal

@eelopment 7orporation, then 7entral @iision o# 7oal mines 1uthority , and #inally under

its present nomenclatures at /anchi, harkhand.


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utar, @altongang and 4iridihG ayanti. 7hairman-cum-&anaging @irectors is the #ull time

eAecutie o# the company.


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!. Kedla

0. 9awang

$. Kargali

!on Co%in& Coal 4as,eries

Lo'ation

*. =iparwar

!. 4idi

0. kathara

Coal$ype and Constitutes

Fegetable matter subEected to dierse geological processes and pressures gie birth to the

sedimentary rock called coal.

7hemically coal is made o# carbon, hydrogen, oAygen,nitrogen,and some other

impurities. -

Carboneous !on Carboneous

Fitarin 1sh

7larin &oisture

Folatile matter

'iAed 7arbon

Broadly speaking , coal is o# #our types>

*.1nthracite

!.Bituminous

0.8ignite

$.=eat

778 is mainly concerned with bituminous coal. -

*. 7oking coal

!. on-coking coal

21


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7oking coal is that ariety o# coal which has better coking properties and which can be

conerted into hard coke suitable #or iron and steel industry and metallurgical purpose.

7oking coal is o# three types>-

*. =rime coking coal

!. &edium coking coal

0. 9emi coking coal

;RAES @" C@AL

7oal is diided into #ollowing grades according to u, (use#ul heat alue)

C@I!; !@! C@I!;

9t-*steel grades * 4/1@D9 1 (Q6!kcalGkg)

9t-!steel grades ! 4/1@D9 B (Q6kcalGkg)

W-* washeries grades * 4/1@D9 7 (Q$%$kcalGkg)

W-! washeries grades ! 4/1@D9 @ (Q$!kcalGkg)

W-0 washeries grades 0 4/1@D9 D (Q006kcalGkg)

W-$ washeries grades $ 4/1@D9 ' (Q!$kcaGkg)

4/1@D9 4 (Q*0kcalGkg)

ISSI@! A! :ISI@! @" CCL

:ISI@!

22


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4rade 3..F. (K 7alGKg.) 4rade " 1sh

1 DAceed 6! W-I Between *-!*

B Between 6-6! W-II Between !*-!$

7 Between $%$-6 W-III Between !$-!

@ Between $!-$%$ W-IF Between !-0

D Between 006-$!

' Between !$-006

4 Between *0-!$

E7@ @" EGRACI@! @" C@AL

7oal is obtained #rom the earthCs sur#ace called mines.

&ines are o# two types.

1.@*E!CAS I!ES

In this type o# mine with the help o# technology attempt is made to reach the leel o# coal

seam by remoing the oerburden (i.e. a#ter remoing eerything lying aboe the coal seam).

'or this heay machines like D&& (heay Darth &oing &achine) are used the manpower

is reduced.

2. !ER;R@! I!ES

In this type o# mine technology attempts to reach the coal seam not by remoing the

oerburden but through a pit.


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In this type o# mines there is high risk o# accidents due to the #all o# roo#s and sides. In order

to aoid these accidents thrust is gien to proide support o# green roo# with steel supports

like steel cogs, pit props, roo#, Bolts, W-straps, etc

7A! RES@RCE A!A;EE! I! CCL

uman /esource is treated as a maEor. 'or improement o# production and productiity in

778. 'or achieing the goals, special thrust is gien by motiating J proiding opportunity

to eery member o# the organi?ation to discoer, unlock J deelop their talent potential J

wider the hori?on through continuous learning.

2ne o# the thrust areas o# the company is to impart need basic retraining o#

underutili?edGsurplus manpower and employees appointed under 9'F/9 (9pecial 'emale

F/9). ewly recruitment and out sees and inductees under 7W1 scheme are deeloped as

a work #orce to compete in the statutory eAaminations conducted by @4&9, Dlectricity

Board etc.

@uring *%%%-!,

9eeral courses were conducted coering topics like 8eadership @eelopment,


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*. &anagement


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**.


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5.


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*RESE! A!A;EE! A CCL


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+@AR @" IREC@RS

r. R.. Sa,a C,airman$'um$mana&in& ire'tor

(C)

IREC@RS

r. ..!A; ire'tors (e',@prn.)

r. .. C,and ire'tors (personnel)

7ompany 9ecretary

S,ri C.:.!. ;an&aram

9tatutory 1uditors

Anand Run&ta H Co.

C,artered A''ountants

3&


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@R;A!IAI@! C7AR @" C.C.L.

7&@

@I/D7


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A:ERA;E A!*@4ER "@R LAS 5 #EARS A! AS @! 01.05.0

#ear endin&

31st

ar',

200$05 2005$0- 200-$0 200$0/ 200/$0 01.05.0

Aera&e

anpoDer

-//1 -200 -1-10 5//0/ 5-553 5-3/3

1/D1

(4&)

32


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C@AL S@C A CRRE! *@SII@!


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*R@CI@!


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I!R@CI@!

WebsterCs dictionary de#ines a pro#ession as Ra calling, ocation or employment requiring

speciali?ed knowledge and o#ten long and intensie academic preparation.S


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9ob desi&n

Improing Eobs through technological and human consideration in order to enhance

organi?ation e##iciency and employee satis#action.

Learnin& deelopin& and trainin&

@esigning and deliering programs using a ariety o# methods to deelop an employeeCs

knowledge, skills and abilities to work at a satis#actory leel o# per#ormance on the Eob

(training), and broaden an indiidualCs skills #or #uture responsibilities (deelopment).

*erorman'e ana&ement

@esigning and deeloping programs and tools which help managers and employees establish

per#ormance standards, identi#y ways to improe per#ormance asses and document work

per#ormance.

Compensation and beneits

Dstablishing policies and deeloping programs that #airly compensate employees #or work

per#ormance and meet the strategic obEecties o# the organi?ation. @irect compensation

includes wages, salaries, incenties, bonuses and commissions. Indirect compensation

includes the bene#it proided by employers to improe employeeCs quality o# li#e. DAample o#

some employee include + compensation insurance contributions, health care, paid acation,

sick leel programs, 7anada compensation plan, Dmployment insurance and Workers

compensation. =ayroll is also a key responsibility included in the total compensation

#unction.

Employee and Labour Relation

@esigning and deeloping / policies and practices that strie to maintain harmonious

working relationships between departments, employees and managers. 9peci#ic #unctions

3"


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include employee communications and managing organi?ation change, absenteeism, seAual

harassment, employment equity, and diersity. When employees are unioni?ed, the process

(labour relations) includes deeloping maintaining e##ectie working relationships with

representatie unions, participating in collectie bargaining, proiding adice and guidance

on grieance procedures and policy interpretation and managing work#orce reductions.

7ealt, and Saety

@esigning and deeloping policies, practices and procedures that proide a ha?ard- #ree work

place and comply with all applicable goernment statutes and regulations. 1dditional

requirements include in#orming employees about health and sa#ety, en#orcing sa#ety rules,

and keeping comprehensie records.

7uman Resour'e Inormation ana&ement

@esigning and maintaining a computeri?ed system that proides current and accurate data #or

the purpose o# control and decision making. In addition to storing and retrieing /

in#ormation, data is used to produce reports, #orecast / needs, establish strategic, plans

careers and promotions, and ealuate / policies and practices.

But in todayCs intensely competitie and global marketplace, a growing number o#

organi?ationCs human resources are now iewed as a source o# competitie adantage.


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the corporations are generalist strategy, personnel strategy, e-/ strategy, per#ormance

culture etc. =riority and #ocus, likely impact, si?e, structure and organi?ation appropriateness,

bene#its and risks associated, budget and time constraints, technology usage etc. &ore than

the new strategic role adopted by the / #raternityH the contribution o# the #unction has also

seen a radical change in the recent past.


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=er#ormance appraisal system are Rhome workS that proides the in#ormation you

need in order to make appropriate administratie recommendations, hold meaning#ul

#eedback discussions with sta## members, and determined were per#ormance

improement is required

By #aion $. %ayne"; #ana&in& 'e(o)an*e


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#ault o# the employees carrying out the work.


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impossible to combine them.


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employees hae in reaching their desired goals is important in determining organi?ation

e##ectieness.

1 #ormal, structured system o# measuring and ealuating an employeeCs Eob related

behaiors and outcomes to discoer how and why the employee is presently per#orming on the

Eob and how the employee can per#orm more e##ectiely in the #uture so that the employee

,organi?ation, and society all bene#it.

@+9ECI:ES @" *ER"@RA!CE A**RAISAL

@ata relating to per#ormance assessment o# employees are recorded, stored, and use #or

seeral purposes.

*.


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.


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9trengths and deelopmental

needs

1dministratie usesG @ecisions 9alary

=romotion

/etention o# termination

/ecognition o# indiidual

=er#ormance

8ay-o##s

Identi#ication o# poor =er#ormers

2rgani?ational maintenanceG obEecties / =lanning

@etermining organi?ation


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7E A**RAISAL *R@CESS


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E7@S @" A**RAISAL

umerous methods hae been deised to measure the quantity and quality o# employeeCs Eob

per#ormance. Broadly all the approaches to appraisal can be classi#ied into>

* =ast oriented methods,

! 'uture oriented methods.

Dach group has seeral techniques #or appraising employeeCs per#ormance

4#


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E7@S

*AS$@RIE!E "RE @RIE!E

/ating scales &anagement by obEectie

7hecklist

'orced choice method

'orced distribution method 06-@egree appraisal

7ritical incident methods

Behaiorally anchored scales

'ield reiew methods

=er#ormance tests and obserations =sychological appraisal

4$


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1nnual con#idential reports

Dssay methods

7ost accounting approach

7omparatie ealuation approach 1ssessment centre

1. *AS J@RIE!E E7@S

Ratin&s s'ales


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"@RCE C7@ICE E7@S

In this the rater is gien a series o# statements about an employee.


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*. 1reas o# per#ormance to be ealuated are identi#ied and de#ined by the people who will use

the scales.

!.


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because the eolution was linked to promotion. Den I


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A!A;EE! +# @+9ECI:ES (+@)

It was =eter '.@rucker who #irst gae the concept o# &B2 to the world back in *%$ when

his


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#leAibility that the per#ormance standards and obEecties are already determined.


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behaiors, the raters meet #or the discussion o# obserations. 9el#-appraisal and peer

ealuation are thrown in #or #inal rating.


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=it#alls notwithstanding, more and more number o# #irms are using the 06-degree appraisal

technique to assess the per#ormance o# their employees.

A**RAISALS ERR@RS

-

sometimes an employee can create a certain impression on the rater because o# some

incidents or behaior.


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E7@S @" I*R@:I!; *ER"@RA!CE A**RAISAL

1. se +e,aiour +ased S'alesB$


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@+9ECI:E @" 7E S#

&ain obEectie #or the study o# =er#ormance 1ppraisal in 778 are as #ollows>-

*.


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E7@@L@;#

=er#ormance appraisal practice in any sector becomes e##ectie only when the outcome o# the

delierable meets business requirements.


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Luestionnaires were distributed among the eligible participants and were to be #illed by

them .-

*.


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=er#ormance appraisal system #or DD73 *! months (*st 1pril to 0*st &arch) 1ppropriate =1/ #rom will be made

aailable to the eAecuties (appraise) by the personnel department in the #irst week o# 1pril

eery year.


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ReieDerB 1 ery senior o##icer ('unctional ead o# the organi?ation) who gies #inal

grading on the =1/

2utstanding

FI,IN- .F /''0

FIN'I'/I.N .F /E

-'0IN- 56 /E

F7NC/I.N' E'0 .F

E8IE9 .F /E

-'0IN- 56 /E 2nd

E8E E8IE9 .FFICE

E8IE9 .F /E

-'0IN- 56 /E 1st

E8E E8IE9

'**E**MEN/ .F

'/IN- /EEM(.6EE:*

*EF '(('I*' 56 /E EM(.6EE

"#


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B> Fery 4ood

7> 4ood

@> 1erage

D> Below 1erage

;radin& or personality and potential traits

4> 4ood

> ormal

=> =oor

@eelopments needs> in respect o# training speci#ic recommendation about the topic be

mentioned.


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*> 1nalysis o# per#ormance essentially with a iew to determine the input to e##ort and notnecessarily the output only.

!.


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.*) the reporting o##icer will complete his ealuation and send it to the #irst leel reiewer by

*th may.

.!) I# the reiewing o##icer (both 9ta## and 8ine) di##ers with the assessment o# the /eporting

2##icer, he should gie reasons #or #inal grading with the #inal comment.


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DAcellent> -* 1dequate> $*-%

7ommendable> 6-$ Inadequate> $ and

(ote> it is eApected that the 'irst 8eel /eiew 2##icer will discuss with the 1ppraise and

/eporting 2##icer in all cases where the grading o# the o##icer is either I1@DL31


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9imilarly, it is eApected that the eAecuties will approach and handle hisGher sel# assessment

obEectiely and with a be#itting maturity.

!. /eiewGcounseling card is to be prepared #or eery #our month period in duplicate and to

be signed by both 1ppraise and the /eporting 2##icer.


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> 8ong geographical distance.

> 7ommunication net- work is weak.

> 2##ice records are inadequate and traceable.

> Inadequate laboratory #acilitiesG support.

> Foluminous back +logGuntrained sta##.

@pportunitiesB DquipmentG=J& new.

> Well trained personnel.

> =roAimity to industrial city.

> In#rastructural support.

> =eer group support.

> ew istas o# challenge.

eelopmentB


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&ere achieements o# targets or marginal raise oer it do not signi#y outstanding Gery good

per#ormance. /emarks like Rhard working and honestS also do not merit a grade o# Rery

good or outstandingS.

"@R J 1:

(Annual Appraisal "orm or all !on$e6e'utie Employees +orne in

!C4A S'ale o *ay)

2##ice o# the

UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU..

/eport #or year

endingUUUUUUUUUUUUUUUUUUUUUUUUUUUUU...

(9trike out column not applicable)

*. ame o# Dmployee UUUUUUUUUUUUUUUUUUUUUUU

!. @ate o# Birth UUUUUUUUUUUUUUUUUUUUUUUUUU

#"


77/108

0. (a)@esignationUUUUUUUUUUUUUUUUUUUUUUUUUUU

(b) 4rade UUUUUUUUUUUUUUUUUUUUUUUUUUUUU

(c)ature o# @uties UUUUUUUUUUUUUUUUUUUUUUUUU

$. Dducational Luali#icationUUUUUUUUUUUUUUUUUUUUUU

. @ate o# Eoining the @epttUUUUUUUUUUUUUUUUUUUUUU

6. =receding @epttG9ection o# =ostingUUUUUUUUUUUUUUUUUU

5. =eriod #or which the employee has worked

3nder the /eporting 2##icer in the yearUUUUUUUUUUUUUUUUU

ASSESSE! +# 7E RE*@RI!; @""ICER

. =ro#essionalGtechnical general RFery 4oodS R4oodS R=oorS

Knowledge and application

%. I# 9uperisor>

(a)7apacity to plan, organi?e and eAecute

(b)@elegating duties to and taking work

'rom subordinates eAercising e##ectie

9uperision and control, maintenance

2# discipline and leadership

*. @ose heGshe rise to occasionY es o

**. 7ost consciousness yes o

*!. =unctuality and regularity in attendance =unctual Irregular

*0. Industry and aptitude #or work RFery 4oodS R4oodS R=oorS

*$. &aintenance o# o##icial records RFery 4oodS R4oodS R=oorS

*. 1ccuracy J9peed RFery 4oodS R4oodS R=oorS

##


78/108

*6. 7apacity to eApress

*5. as he been warned #or any #ailureY

2r any inadequacy in the year in writing

2r orallyY I# so, gie brie# details.

*. /elationship with colleagues and RFery 4oodS R4oodS R=oorS

'ellow employee

*%. Was any disciplinary action initiated

against him during the period under

report and i# so, the result thereo#Y

!. 8oyalty and honesty

!*. @oes his health inter#ere with his workY

!!. 'itness #or con#irmationGpromotion

!0. 4eneral /emarks, i# any

!$. 2erall 4rading R2utstandingS RFery 4oodS R4oodS

R=oorS

9ignature o# /eporting

2##icer

ame (in Block 8etters) o# the /eporting

2##icer

@ated @esignation

REARS @" RE:IE4I!; A7@RI#

#$


79/108

R2utstandingS RFery 4oodS R4oodS R=oorS

9ignature o# /eiewing 2##icer

ame (in Block 8etters) and @esignation o# the /eiewing 2##icer

/ating R=oorS will only be considered as 1derse Dntry. In case the employee who has beenrated R=oorS or in case o# any 1derse Dntry in the aboe report, the employee should be

shown this report and in the token there o# his signature be obtained.

Si&nature o t,e

Employee

I!"ERE!CE

Fuestion !o. J 1

2ut o# the respondent so interiewed indicates that 0" o# the persons are aware o# the

method o# per#ormance appraisal system applicable to them where as 0" o# respondents are

not aware o# the method o# =er#ormance 1ppraisal and*$ " hae eApressed their ignorance

to the =er#ormance 1ppraisal system preailing in the company.

2n the whole it indicates that people are aware o# the =er#ormance 1ppraisal system

applicable to the company.

#%


80/108

$3;

3;

14;

Aware of the method of Perfofmane A!!raisal whih is followed in the Or"anisation

a< 6es =< No c< 0o not >now

Fuestion !o. J 2

2ut o# the respondent so interiewed indicates that * " o# persons are agreed to the need

o# =er#ormance 1ppraisal system in which 65 " are agreed and 00 " are strongly agreed.

9o it can be concluded that maEority o# the people agree that there is a need o# =er#ormance

1ppraisal system in the organi?ation.

$&


81/108

33;

"#;

5o you a&ree to t,e needs o3 *er3orman'e Appraisal System in t,e @r&aniKationL

a< *tron?ly '?ree =< '?ree c< 0isa?ree d< *tron?ly 0isa?ree

Fuestion !o. J 3

2ut o# the respondents so interiewed indicates that only " o# people are rated the per#ormance rating system preailing in the company to eAcellent and *5" o# the

respondents are rated to the preailing system to ery good where as 6*" o# people rated it

good and *5 " considered it aerage.

9o we can conclude that maEority o# the people are satis#ied with the eAisting system o#

=er#ormance 1ppraisal in the company.

$1


82/108

";

1#;

"1;

1#;

7oD do rate t,e *erorman'e ratin& system preailin& in C.C.L

a< E@cellent =< 8ery -ood c< -ood d< 'vera?e

Fuestion !o. J

2ut o# the respondents so interiewed indicates that %*" o# the people agree that there is in#luence o#

=er#ormance 1ppraisal system oer the e##iciency J career growth o# the workers on which

*%" o# people strongly agree to it and % " o# the people disagree with the question.

9o it can be concluded that maEority o# people beliee that the eAisting =er#ormance

1ppraisal system does in#luence the e##iciency J career growth o# the workers.

$2


83/108

1%;

#2;

"; 3;

5oes *er3orman'e Appraisal System ,as its in3luen'e oe r t,e e 33i'ien'y H 'aree r &roDt, o3 t,e Dor%ersL

a< *tron?ly '?ree

=< '?ree

c< 0isa?ree

d< *tron?ly 0isa?ree

Fuestion !o. J 5

2ut o# the respondents so interiewed indicates that " o# persons hae responded that training

imparted to them in past does hae an e##ect on their per#ormance and ! " o# people beliee that

training imparted to them does not hae any e##ects on their per#ormance where as !!" o#

respondents do not want to gie any comments.

9o it can be concluded that training imparted to people in past do e##ects their per#ormance.

$3


84/108


85/108

3";

33;

31;

5oe s t,e 'urrent System o3 *re3orman'e Appraisal brin& out real trainin& H de e lopment nee dsL

a< 6es =< No c< No CoAAent

Fuestion !o. J

2ut o# the respondents so interiewed indicates that $ " o# people gets only * promotion in

their tenure o# serice, ! " o# people gets ! promotions in their tenure, 0! " o# people gets

0 promotions in their tenure and only 0% " o# people gets $ or more promotions in their

tenure o# serice.

9o it can be concluded that period to remain in a particular post is too long or rather

promotion occurs a#ter a long time. =romotion in 7.7.8 occurs in a #iAed interal o# period.

$!


86/108

4;

2!;

32;

3%;

7oD many promotion do you &et in your tenure o seri'e

a< 1 =< 2 c< 3 d< 4

Fuestion !o. J /

2ut o# the respondents so interiewed indicates that !! " o# the people agrees that there is an

alternatie way to compensate them i# promotion has not been gien to them where as 6$ "

o# people donCt agree to it and *$ " o# persons is indi##erent to such thing as they gies no

comment to it.

9o we can conclude that the alternatie way to compensate the employees i# promotion is not

proided to them is ery less.

$"


87/108

22;

"4;

14;

,ere is any Day o 'ompensation i promotion is not &ie n.


Fuestion !o. J

2ut o# the respondents so interiewed indicates that 65 " o# people agree that =er#ormance

1ppraisal system helps in taking right decision regarding promotion on which ** " are

strongly agree while 00 " disagree with the question raised.

9o we can conclude that =er#ormance 1ppraisal system do helps in taking right decision

regarding promotion.

$#


88/108

11;

!";

33;

5oes *er3orman'e Appraisal ,elp in ta%in& t,e ri&,t de'ision re&ardin& t,e promotionL


Fuestion !o. J 10

2ut o# the respondents so interiewed indicates, 5 " o# people beliee that there is a system

o# 9erice 8inked 3pgradation in the organi?ation and " o# people donCt agree to it where

as !! " people gies no comment to it.

9o we can conclude that there is a system o# 983 in the organi?ation which is the way to

compensate the people when promotion is not gien to them due to some circumstances.

$$


89/108

"%;

$;

22;

,ere is a system o SLSLI in t,e or&aniKation


Fuestion !o. J 11

2ut o# the respondents so interiewed indicates that 5 " o# people beliee that their

relationship with the superior, peers J subordinates a##ects the per#ormance and *% " o#

people are strongly agree ** " o# the people are disagree with such a relationship on which 0

" are strongly disagree

9o we can conclude that the relationship o# people with their superiors, peers J subordinates

do e##ect their per#ormance.

$%


90/108

1%;

"%;

$;3;

Relations,ip Dit, superior pee rs and subordinates ae't t,eir perorman'e


Fuestion !o. J 12

2ut o# the respondents so interiewed indicates that 5 " o# respondents agree that

discussion o# the tasks do take place with their superior and " o# people does not agree to it

where as *$" o# peopledo not want to gie any comments.

9o we can conclude that discussion o# the task takes place to the people by their seniors.

%&


91/108

#$;

$;

14;

5o dis'us s ion on t,e tas% asss i&ned to you ta%e pla'e Dit, your superiorL


Fuestion !o. J 13

2ut o# the respondents so interiewed indicates that only $! " o# people agree that

per#ormance imbalance is communicated to them satis#actorily and 06 " o# respondents does

not agree to it where as !! " o# people do not want to gie aany comments.

9o we can conclude that per#ormance imbalance is communicated to the employees

satis#actorily

%1


92/108

42;

3";

22;

4,et,er *er3orman'e imbalan'e 'ommuni'ated to you satis3a'torilyL


Fuestion !o. J 1

2ut o# the respondents so interiewed indicates that $! " o# respondents strongly agreed that

promotion proide motiation to the employee and 00 " o# people only agreed to it where as

! " o# respondents disagreed to it.

9o we can conclude that promotion proide motiation to employees in 7.7.8.

%2


93/108

42;

33;

2!;

o you a&ree t,at promotion proide motiation to you


Fuestion !o. J 15

2ut o# the respondents so interiewed indicates that 5 " o# people wants to hae an open

per#ormance appraisal system in the organi?ation and 0 " o# people as !!" o# people are

indi##erent so they gies no comment.

9o we can conclude that employee wants to hae an open appraisal system in the organi?ation

in spite o# the preailing system in the organi?ation.

%3


94/108


95/108

";";

1#;

#2;

ime i6ed or *erorman'e Appraisal

a< 3 Aonths =< 4 Aonths c< " Aonths d< 12 Aonths

Fuestion !o. J 1

2ut o# the respondents so interiewed indicates that 0% " o# the respondent agree that the

current =er#ormance 1ppraisal 9ystem is transparent and !! " said it is not transparent

whereas 0% " do not want to gie any comments

9o it can be concluded that the current =er#ormance 1ppraisal 9ystem in 7.7.8 is not

transparent

%!


96/108

3%;

22;

3%;

Is 'urrent *erorman'e Appraisal System transparent


Fuestion !o. J 1/

2ut o# the respondents so interiewed indicates that 0% " o# the respondent agree that present

=er#ormance 1ppraisal 9ystem rates their e##iciency e##ectiely and ! " said they do not

agree that =er#ormance 1ppraisal 9ystem rates their e##iciency e##ectiely where as 00 " do

not want to gie any comments.

9o it may be concluded that the present =er#ormance 1ppraisal 9ystem rates their e##iciency

e##ectiely.

%"


97/108

3%;

2$;

33;

Is t,e present per3orman'e Appraisal System rates your e33i'ien'y e33e'tielyL


Fuestion !o. J 1

2ut o# the respondents so interiewed indicates that " o# the respondent agree that the

quantity o# work gets re#lected in their =er#ormance 1ppraisal and ! " said it is not

re#lected where as *5 " do not want to gie any comments in the matter.

9o it can be calculated that quantity o# work get re#lected in their =er#ormance 1ppraisal.

%#


98/108

!";

2$;

1#;

oe s 8uantity o Dor% &et rele'ted in your *erorman'e Appraisal

a< 6es

=< No

c< No CoAAent

Fuestion !o. J 20

2ut o# the respondents so interiewed indicates that 6* " o# the respondent agree that

=er#ormance 1ppraisal 9ystem dependent upon Buality of wor> and 14 ; said it

is not dependent upon Buality of wor> where as 2! ; e@pressed their

i?norance<

*o it can conclude that Aajority of the respondent a?ree that (erforAance

'ppraisal *ysteA dependent upon Buality of wor>

%$


99/108

"1;14;

2!;

Is t,e *er3orman'e Appraisal System dependent upon 8uality o3 Dor%L


"I!I!;S

India is a third largest country in the production o# coal. 7oal India 8imited is the main

source in the production o# coal. 7oal India limited is the second greatest employer a#ter/ailway.

7.7.8, haing a ast repot ire o# human resource, #ollow a well de#ined metrices to appraise

per#ormance #or both eAecutie J non eAecutie.

With the help o# interiew and discussion and on the basis o# instrument o# de#ined

questionnaire I #ound that the member o# the 7.7.8 is aware o# the method o# =er#ormance

1ppraisal and they #eel the need o# this system in the 2rgani?ation.

%%


100/108

=er#ormance 1ppraisal in the company is being at a regular interal o# one year (*! months).


101/108

between the superior and subordinates and increases the subordinate control oer their

own work.

$.


102/108

While going through the di##erent process #ollowed at 778 within per#ormance 1ppraisal, I

came to know o# the importance o# per#ormance appraisal.


103/108


104/108

@1/B141 239D, /17I (D1@ L31/-

Kirti =riya 1nand

/oll o. +

(&aster in =ersonnel &anagement)

! -%

DFI88D W1@I1 I9


105/108

6. 4ender> UUUUUUUUUUUUUUUUUUUUU..

5. 1ge> UUUUUUUUUUUUUUUUUUUUUUU

*. 1re you aware o# method which is #ollowed #or your =er#ormance 1ppraisal in this

organi?ationY

a)es b)o c)@o not know

!. @o you agree to the need o# =er#ormance 1ppraisal system in any organi?ationY

a)9trongly 1gree b)1gree c)@isagree d)9rongly

@isagree

0. ow do you rate the =er#ormance rating system preailing in 7.7.8Y

a)DAcellent b)Fery 4ood c)good d)1erage

$. @oes per#ormance appraisal system has its in#luence oer the e##iciency J career growth

o#

workersY

a)9trongly 1gree b)1gree c)@isagree d)9trongly

@isagree

. @oes training imparted to you in the past has e##ect on your per#ormanceY

a)yes b)o c)o 7omment

6. @oes the current system o# =er#ormance 1ppraisal bring out the real training J

deelopment needsY

a)yes b)o c)o 7omment

5. ow many promotion do you get in your tenure o# serice in this organi?ationY

a)* b)! c)0 d)$

. Is there any way to compensate you i# promotion has not been gien to youY

a)es b)o c)o comment

%. @oes per#ormance 1ppraisal system helps in taking the right decision regarding the

promotionY

a)9trongly 1gree b)1gree c)@isagree d)9trongly@isagree

1&!


106/108

*. Whether there is a system o# 983(serice linked upgradation)G98I(serice linked

increment)Y

a)yes b)o c)o comment

**. @oes your relationship with superior, peers and subordinates a##ect your per#ormanceY

a) 9trongly 1gree b)1gree c)@isagree d)9trongly

@isagree

*!. @o discussion on the task assigned to you take place with your superiorY


*0. Whether per#ormance imbalance communicated to you satis#actorilyY


*$. @o you agree that promotion proide motiation to youY

a)9trongly 1gree b)1gree c)@isagree d)9trongly

@isagree

*. @o you want open =er#ormance 1ppraisal 9ystem in place o# the present preailing

systemY


*6. What is the time #iAed #or your =er#ormance 1ppraisalY

a)0 months b)$ months c)6 months d)*! months

*5. Is current =er#ormance 1ppraisal 9ystem is transparentY

a) es b)o c)o comment

*. Is the present =er#ormance 1ppraisal 9ystem rates your e##iciency e##ectielyY


*%. @oes quantity o# work gets re#lected in your =er#ormance 1ppraisalY


!. Is the =er#ormance 1ppraisal 9ystem dependent upon quality o# workY


!*. 1ny suggestion #or the improement o# appraisal system at 778 Y =lease prioriti?e them

in orderY

a)UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU.

b)UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU

1&"


107/108


108/108

• http>GGWWW.=er#ormanceZappraisal.com

• http>GGen.wikipedia.orgGwikiGper#ormanceZappraisal

• http>GGwww.business-marketing.comGstoreGappraisals.html

• http>GGwww.businessballs.comGper#ormanceappraisals.html
http://www.performance_appraisal.com/http://en.wikipedia.org/wiki/performance_appraisalhttp://www.business-marketing.com/store/appraisals.htmlhttp://www.performance_appraisal.com/http://en.wikipedia.org/wiki/performance_appraisalhttp://www.business-marketing.com/store/appraisals.html

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