1.2.3These objectives should not be too many in number. Repetition & contradictionsshould therefore be avoided.1.2.4Outcome objectives that measure end results rather than process objectives thatmeasure the means only should be included in the MOU.1.2.5 Efforts should be made to ensure that all objectives get reflected in the MOUassessment format.
Part IIPerformance Evaluation Parameters and Targets(A)
Selection of performance parameters/criteria
While selecting different performance parameters and assigning weight against them, theissues concerning strategic factors, profitability, growth, project implementation, etc. haveto be kept in focus. Critical aspects such as customer satisfaction, modernisation,upgradation of technology, quality improvement (like ISO certification), merger andacquisition, diversification, productivity, ,organisational restructuring, manpowerrationalisation, employee’s skill upgradation, R&D, safety, health, etc., which enhance thelong-term competitiveness of the PSE, have been taken into consideration.It is not necessary to include any social (or non-commercial) obligation unless it has beencast on the SLPE by the Government (Statutory obligations or voluntary action by the SLPEin the interest of good industrial or neighbourhood relations do not qualify for inclusion).All performance criteria should be defined clearly and translated into measurable qualitativeor quantitative indicators. In respect of qualitative indicators, the method of evaluationshould be laid down in the MOU. The selected key performance criteria should cover all the aspects of enterprises'performance (viz. qualitative, quantitative, commercial, non - commercial, static anddynamic indicators). The weights to various parameters should be assigned as follows.