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PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF DEGREE

MASTER OF BUSINESS ADMINISTRATION

DECLARATION

I hereby declare that this project report titled Performance Review System
for Electricity Distribution Company (Southco Utility) submitted by me to
the department of Business Management of Southcoutility is a bonafide
work undertaken by me and it is not submitted to any other University or
Institute for the Award of any degree diploma/certificate or published any
time before.

Name:

Date:

(Signature)

ACKNOWLEDGEMENT

A Good start leads to a Fine end. The ideal way to begin documenting this
project work would be to extend my earnest gratitude to everyone who has
encouraged, motivated and guided me to make a fine effort for successful
completion of this project.
I would like to thank XXXX, Director of Halcyon technologies for giving me
an opportunity by taking me as an internee in their organization. This
proved to be a very good learning experience for me, where I could get an
exposure to all the aspects of real time Core HR activities.
I am very thankful to XXX, faculty of business management for guiding me
throughout the project. My sincere Gratitude to the College Management for
extending their co-operation for successful completion of my project.
I acknowledge with pleasure and owe my special thanks to XXXX, HR
Manager, Halcyon Technologies for his continuous guidance and support
throughout the project.
A final word of thanks goes to my Parents, Friends and everyone else who
made this project possible. Your contributions have been most appreciated.

INDEX

Table of Contents:

Page No.

1.

Abstract

2.

Objective of the study

3.

Introduction

4.

Company Profile
24

5.

Methodology / Approach
38

6.

Limitations of the Study


40

7.

Data Analysis

41

8.

Findings

46

9.

Recommendations
48

10.

Annexure-1 (Questionnaire)

52

11.

Annexure-2 (Self Review Form)

55

12.

Annexure-3 (Peer Feedback Form)

59

13.

Bibliography

60

ABSTRACT

Southco Utility has given me an excellent opportunity of


designing a new Performance Appraisal System for their
company. It was designed after understanding the Southco
utility Environment at whole.

Since my internship was for Two months, I could not be a


part of the entire Appraisal System but only the Review
system.

A customized and relevant Review System was prepared


which would fulfill both the needs of Management and
Employees. The Self Review Form and Peer Feedback form
was designed and then sessions were conducted to make
the employees understand the Process and importance of
Performance Review. Then as scheduled the one-one
meeting between the employee and their respective Team
Leader was conducted and the final report was given to HR
Manager.

This Review would help Employees in their upcoming


Performance Appraisal where the hikes, incentives etc would
be based on their targets set at the time of Review.

Objectives of the Study


Southco Utility being
opportunity to design
under the guidance
objectives of my study

a start - up company I got the


a new Performance Review System
of HR Manager. The secondary
were:

1. To develop an effective Performance Appraisal system.


2. To know the Requirements of management regarding
the designing of new Appraisal system and Review
System.
3. To help the Employee in understanding the Process of
Performance Review.

at

INTRODUCTION

Performance Appraisal is a formal, structured system that


compares employee performance to established standards.
Assessment of job performance is shared with employees
being appraised through one of several primary methods of
performance appraisals. Elements in performance appraisal
methods are tailored to the organization's employees, jobs,
and structure.
Performance appraisals, also known as employee
appraisal are essential for the effective management
and evaluation of staff. Appraisals help develop
individuals, improve organizational performance, and
feed into business planning. Each staff member is
appraised by their line manager. Directors are
appraised by the CEO, who is appraised by the
chairman or company owners, depending on the size
and structure of the organization. Performance
appraisal is a part of career development and regular
review
of
employee
performance
within
organizations.
Annual performance appraisals enable management
and monitoring of standards, agreeing expectations
and objectives, and delegation of responsibilities and
tasks. Staff performance appraisals also establish
individual training needs and enable organizational
training needs analysis and planning.
Performance appraisal should also be viewed as a
system of highly interactive processes which involve
personnel at all levels in differing degrees in
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determining
job
expectations,
writing
job
descriptions, selecting relevant appraisal criteria,
developing assessment tools and procedures, and
collecting interpreting, and reporting results
Performance appraisals are important for staff
motivation, aligning individual and organizational
aims, and fostering positive relationships between
management and staff.
Appraisals must address 'whole person' development
- not just job skills or the skills required for the next
promotion. Appraisals must not discriminate against
anyone on the grounds of age, gender, sexual
orientation, race, religion, disability, etc.
Performance
appraisals
should
be
positive
experiences. The appraisals process provides the
platform for development and motivation, so
organizations
should
foster
a
feeling
that
performance appraisals are positive opportunities, in
order to get the best out of the people and the
process.
Requirements for effective performance management
system:
1.

Effective performance management requires a good


deal of face-to-face supervisor-employee interaction.
By knowing the subordinates, a supervisor can steer
them onto a path of greater productivity and
optimized output. Long-term successful business
owners view performance appraisal as a process of
getting to know the people who work for them. It is
the most significant and indispensable tool for an
organization. It provides information, which helps in

taking important decisions for the development of an


individual and the organization.
2.

Thus, one phase of the annual performance


management cycle is performance appraisal, the
process of reviewing employee performance vis-vis the set expectations in a realistic manner,
documenting the review, and delivering the review
verbally in a face-to-face meeting, to raise
performance standards year over year through
honest and constructive feedback. In the process
management expects to reinforce the employees
strengths, identify improvement areas so that one
can work on them and also set stretched goals for
the coming year.

An effective review process helps organizations in three


areas:
1. Evaluation and improving personnel selection and
training systems;
2. Preventing wrongful termination; and
3. Increasing real employee diversity
Some Basic Concepts:
Performance refers to an employees accomplishment
of assigned tasks.
Performance Appraisal is the systematic description
of the job-relevant strengths and weaknesses of an
individual or a group.
Appraisal period is the length of time during which an
employees job performance is observed in order to
make a formal report of it.

10

Performance Management is the total process of


observing an employees performance in relation to job
requirements over a period of time (I.e. clarifying
expectations, setting goals, providing on-the-job
coaching, storing and recalling information about
performance) and then making an appraisal of it.
Information gained from the process may be fed back
via an appraisal interview to determine the relevance
of individual and work-group performance to
organizational purposes, improve the effectiveness of
unit and improve work performance of employees.
Performance and Development Planning (PDP):
PDP is a process for managers that aligns individual
performance with company goals and ensures focus on the
development of talent company-wide. PDP is an important
step in their corporate effort to engage and enable
employees to deliver their contribution to their business.
Also, PDP serves to enable employees to identify and realize
personal opportunities for development that are aligned to
current and future business challenges.

Objectives of Performance Appraisal:


Let the employees know where they stand in so far as
their performance is concerned and to assist them with
constructive criticism and guidance for the purpose of
their development.
Assessment of skills within an organization.

11

Set targets for future performance.


Effect
promotions
performance.

based

Strengthen
relationship
subordinate.
Assess the
employees.

training

and

on

competence

between

superior

development

and

and

needs

of

Identify the strengths and weaknesses of employees.


Decide upon a pay raise (increments).
Determine whether human resource programs such, as
selection, training and transfers have been effective or
not.
Form a basis for personnel decisions-salary (merit)
increases, promotions, disciplinary actions, etc.
Provide the opportunity for organizational diagnosis
and development.
Facilitate communication
administrator.

between

employee

and

Increase motivation to perform effectively.


Better
clarify
responsibilities.

and

define

job

functions

and

Clarify organizational goals so they can be more readily


accepted.

12

Performance Appraisal Process


Prepare - prepare all materials, notes agreed tasks
and records of performance, achievements,
incidents, reports etc - anything pertaining to
performance and achievement
Inform - ensure the appraisee is informed of a
suitable time and place and clarify purpose and type
of appraisal
Venue - ensure a suitable venue is planned and
available - private and free from interruptions
Introduction - relax the appraisee - open with a
positive statement, smile, be warm and friendly
Review and measure - review the activities, tasks,
objectives and achievements one by one
Agree an action plan - An overall plan should be
agreed with the appraisee, which should take
account of the job responsibilities, the appraisee's
career aspirations, the departmental and whole
organization's priorities .

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Agree necessary support - This is the support


required for the appraisee to achieve the objectives,
and can include training and anything relevant and
helpful that will help the person develop towards the
standard and agreed task.
Also consider training and development that relates
to 'whole-person development' outside of job skills.
Developing the whole person in this way will bring
benefits to their role, and will increase motivation
and loyalty.
Invite any other points or questions - make sure
you capture any other concerns.
Close positively- Thank the appraisee for their
contribution to the meeting and their effort through
the year, and commit to helping in any way you can.
Record main points, agreed actions and followup - Swiftly follow-up the meeting with all necessary
copies and confirmations, and ensure documents are
filed and copied to relevant departments.
Designing an appraisal program poses several
questions, which need answers. They are:
1. Whose performance is to be assessed?
2. Who are the appraisers?
3. What should be evaluated?
4. When to appraise?
5. What problems are encountered?
6. How to solve the problems?
7. What methods of appraisal are to be used?

14

Discussion points in the appraisal:


1. Has the past year been good/bad/satisfactory or
otherwise for you, and why?
2. What do you consider to be your most important
achievements of the past year?
3. What do you like and dislike about working for this
organization?
4.
What elements of your job do you find most
difficult?
5. What elements of your job interest you the most,
and least?
6. What do you consider to be your most important
tasks in the next year?

Benefits:
The following are the benefits of a successful appraisal
system:
1. For the Organization:
Improved performance throughout the organization
due to:
- Effective communication of organizations objectives
and values
- Increased sense of cohesiveness and loyalty.
- Managers are better equipped to use their leadership
skills and to develop their staff.
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Improved overview
member of a group.

of

tasks

performed

by

each

Identification of ideas for improvement.


Communication to people that they are valued.
2. For the Appraiser:
Opportunity to develop an overview of individual jobs.
Opportunity to identify strengths and weaknesses of
appraisees.
Increased job satisfaction.
Opportunity to link team and individual objectives with
department & organizational objectives.
Opportunity to clarify expectations that the manager
has from teams and individuals.
Opportunity to re-prioritize targets
Means of forming a more productive relationship with
staff based on mutual trust and understanding.
Due to all above Increased sense of personal value
3. For the Appraisee:
Increased motivation and job satisfaction.
Clear understanding of what is expected and what
needs to be done to meet expectations.
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Opportunity to discuss aspirations and any guidance,


support or training needed to fulfill these aspirations.
Improved working relationships with the superior.
Opportunity to overcome the weaknesses by way of
counseling and guidance from the superior
Performance appraisal drawbacks:
Performance appraisal program demands and depends
too much on supervisors.
Sometimes certain standard ratings tend to vary widely
and unfairly.
Some raters can be tough, and some lenient. Some
departments have highly competent people whereas
others have less competent people.
Personal bias can replace organizational standards.
Because of the bias, some non competent employees
may get a favored treatment.
Sometimes there tends to be lack of communication.
The employees may not even know they are being
judged. No performance appraisal system can be
effective if the appraised do not know the criteria under
which they have been appraised and judged.

17

Biases in Performance Appraisal


Types

Explanation

A 35-year-old supervisor gives a 60-year-old


engineer a negative performance appraisal that
indicates that the engineer is slow and unwilling
to learn new techniques although this is not
true.

A programmer who scored highly on cognitive


and numerical ability tests receives a more
positive performance appraisal than she
deserves.

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Example

Performance Appraisal Techniques:


Traditional Methods of Appraisals:
1. Ranking
In this, the superior ranks his/her subordinates in order of
their merit, from best to worst.
- It is done in a competitive group.
- It is done by placing the appraisee on numerical scales I.e.
1st, 2nd, 3rd etc. in the total group.
- Ranking of an appraisee on his job performance/traits
against that of another member.
2. Person-to-Person/Paired Comparison
Under this method the appraiser compares each employee
with every other employee, one at a time.
- Certain key performance areas/traits are developed. E.g.:
Leadership, Creativity, Initiative etc.
- A scale for each factor is designed.
- A scale of people is also created for each factor.
- Each Appraisee is compared to every other person on the
scale.
- Certain scores for each factor are awarded to the
appraisee.

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3. Grading
- Certain categories of traits/performance criteria, which are
worth of appraising, are established. E.g. cooperativeness,
self-expression, dependability, job knowledge etc.
- The actual performance (Key performance area) of an
employee is then compared to the predetermined grade
definitions.
- Appraisee is allotted with the grade, which describes his
performance in the best possible manner.
- Any grade that is selected should be well defined.
4. Graphic Scales
- A printed form, one for each person to be rated is used.
- The factors included in the form are Employee
characteristics such as leadership, cooperativeness,
enthusiasm, loyalty etc. or Employee contribution which
includes quantity and quality of work, specific goals
achieved, regularity of attendance, responsibility assumed
etc.
- The traits can be evaluated on continuous scale the
appraiser places a mark along a continuum (range).
5. Checklist
- A series of questions are presented concerning an
appraisees behavior.
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- The appraiser has to reply to the questions in either


negative or positive tone- (Yes/No).
- The value of each question may be weighted I.e. one can
have predetermined scale and scoring to those questions.
6. Essay
- A blank form is given to the appraiser.
- The form contains main heading such as employees
characteristics, attitudes, job knowledge, potential etc.
- The appraiser is asked to put in words his impressions
about the employee..
- It gives specific information about the employee.
7. Confidential Reporting
- It is the most traditional way of appraising employees
performance. The basic assumption here is that since the
superior is in direct contact he knows his subordinates
better than any other and hence his appraisal would be
more appropriate.
- The superior writes a paragraph or so about his
subordinates strengths, weaknesses, intelligence, attitude
to work, attendance, conduct and character, work efficiency,
etc.
8. Critical Incident Method
- Initially a set of noteworthy (good or bad) on-the-job
behaviours is prepared. This is usually in the form of
incidents.

21

- These incidents are given to a group of experts who assign


scale values depending upon the degree of desirability for
the job.
- This checklist is used by superiors for evaluating the
employees.
- This method helps in identifying the key areas where the
employees are weak or strong.
- It emphasizes rating on objective evidence and helps in
counseling.
9. Forced Choice Technique
- In forced choice system the appraiser is forced to choose
one from among a group of 4 statements that best fits the
individual being rated and one which least fits him.
- Each statement is given a value or a score.
- The evaluator does not know the score value of
statements; hence he cannot show any favor towards the
appraisee.
- The method of arranging the traits involves a long process
from getting the description of good or bad employees to
establishing their validity and reliability.
Modern Methods of Appraisal:
1. 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
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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). In this method, an
employees actual job behaviour is judged against the
desired behaviour by recording and comparing the
behaviour with BARS. Developing and practicing BARS
requires expert knowledge.
2. 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 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.

3. 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
23

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
centres are interpersonal skills, intellectual capability,
planning and organizing capabilities, motivation, career
orientation etc. assessment centres are also an
effective way to determine the training and
development needs of the targeted employees.
4. Management by Objectives
The concept of Management by Objectives (MBO)
was first given by Peter Drucker in 1954.
Management by Objectives is basically a process
whereby the superior and the subordinate managers of
an enterprise jointly identify its common goals, define
each individuals major areas of responsibility in terms
of the results expected of him and use these measures
as guides for operating the unit and assessing the
contribution of each of its members. Management by
Objectives is primarily to change the behaviour and
attitude towards getting an activity or assignment
completed in a manner that it is beneficial for the
organization. Management by objectives is a resultoriented process, wherein emphasis is on results and
goals rather than a prescribed method. A number of
24

companies have had significant success in broadening


individual responsibility and involvement in work
planning at the lowest organizational levels.
Management by Objectives is a process having following
basic steps:
I.
II.
III.
IV.
V.
5.

Set Organizational Goals


Joint Goal Setting
Performance Reviews
Set check posts
Feedback
360 Feedback

The 360 Feedback process is called multi-source


assessment, taps the collective wisdom of those who
work most closely with the employee, superiors,
colleagues (peers), direct reports and possibly internal
and often external customers. The collective
intelligence
these
people
provide
on
critical
competencies or specific behaviours and skills gives
the employee a clear understanding of personal
strengths and areas ripe for development. Employees
also view this performance information from multiple
perspectives
as
fair,
accurate,
credible,
and
motivating.
As the 360 Feedback process better serves the needs
of employees, it serves the changing needs of their
organizations
too.
Organizations
are
reducing
hierarchy by removing layers of management and
putting more emphasis on empowerment, teamwork,
continuous learning, individual development, and self25

responsibility. The 360 Feedback Model aligns with


these organizational goals to create opportunities for
personal and career development.
360 degree appraisal has four integral
components:
1. Self appraisal
2. Superiors appraisal
3. Subordinates appraisal
4. Peer appraisal.

Electronic Appraisal System (eAPPRAISAL)


eAppraisal is a recently introduced method of performance
appraisal that eliminates paper work. eAppraisal simplifies
and enhances the employee performance appraisal process.
It provides an organization with a powerful tool to help
develop organizations critical talent all year round. It is
easier to conduct eAppraisals by automating the timeconsuming process of administrating employee performance
26

reviews. It is flexible and can be customized to suit an


organizations needs. The comprehensive workflow makes it
easy for human resource professionals to manage the
process by approving appraisal forms, monitoring the status
and sending automatic email notifications to managers.
I. Features:
intranet-based
Ease of use
Sophisticated workflow
Centralized
User customizable performance appraisal forms
Automated email notification and reminder notice
Comprehensive status and action view for HR
manager
Competency-based text answers and/or range scale
Self-rating capabilities

II. Benefits:
Appraisals are processed more quickly and
efficiently.
Appraisal
data
is
received
by
concerned
superior/manager in virtual real-time when the
appraisal is uploaded into eAppraisal system..
Appraisals cannot be misplaced or lost, as is possible
with
hardcopies.
Appraisals
can
electronically and available online

27

be

stored

Company Profile
The Southern Electricity Supply Company Of Odisha Limited
(SOUTHCO) was incorporated on 19-11-1997 under the
Companies Act,1956 as a Public Limited Company. The
Company started functioning with effect from 26-11-1998,
under the distribution and retail supply license of GRIDCO,
after notification in the official gazette by the Govt. of
Odisha. SOUTHCO received the Distribution and Retail
Supply

license

from

Odisha

Electricity

Regulatory

Commission (OERC) for distribution and retail supply of


electricity in the Southern Odisha, consisting of districts of
Ganjam,

Gajapati,

Rayagada,

Koraput,

Phulabani,

Kandhamal, Nawrangpur, Malkangiri, and Puri (some parts)


with effect from 01-04-1999. By virtue of Power Sector
reform in Odisha, SOUTHCO became a subsidiary of BSES
Limited, Mumbai on 1st April, 1999 by acquisition of 51% of
the shareholding of the Company by BSES Limited. The
Company has authorised and paid up capital of Rs.37.66
crores.
At present, SOUTHCO operates in the geographical area
covering 47,000 sq. kms. and provides electricity to about
four lakhs consumers in its licensed area.
OUR VISION
28

SOUTHCO is committed to transform itself into a successful


and efficient electric supply company, responsive to the
needs and expectations of consumers and interests of all
stakeholders. Through teamwork and innovations, SOUTHCO
shall ensure.
Development of an efficient and reliable electricity supply
network which meets the requirement of diverse group of
consumers.
Development of the Company as a learning organisation
which consider customer satisfaction as main purpose of
business.
Streamlining of the billing system, revenue collection and
other value added services for consumers.
Strengthening

of

safety,

loss

promoting environment protection

Operation:
29

reduction

activities

&

Receiving Station
The Following are the receiving stations under
SOUTHCO. Orissa.
1
2
3
4
5
6
7
8
9

Aska
Tentulikhunti
Therubali
Balimela Power

House
Machkund
Sunabeda
Narendrapur
Paralakhemundi
Sonepur

11
12

10
Balugaon
Bhanjanagar
Berhampur

13

Chhatrapur

14
15
16
17
18

Ganjam
Jayanagar
Mohana
Phulbani
Rayagada

Technical Complain
COMPLAINT HANDLING PROCEDURE RELATING TO
DISTRIBUTION AND RETAIL SUPPLY
(APPROVED BY OERC)on January 10th 2001.
1.

This

Complaint

Distribution

and

handling

retail

supply
30

procedure

relating

(Complaint

to

Handling

procedure, for short) is adopted by SOUTHCO s in


pursuance of condition 18.2 of the Orissa Distribution and
Retail Supply License No. 2/99 and approved by Orissa
Electricity Regulatory Commission vides its letter NO.
OERC/ENGG/79/2000

dated

January

10th,

2001.

2. Nature of Complaints: The Consumer complaints are


catagorised

under

(1)

seven

as

Voltage
Interruption/Failure

(3)

Load

(4)

of

shedding/Scheduled
Problems

(5)

power

supply.

shut

downs.

in

metering.

Billing
Disconnection

below:
complaints.

(2)

(6)

heads

and

disputes.
Reconnection

of

Power

Supply.
(7) Delay in providing new connection.
3. Time Limit : A summery of time limits for rendering
service to consumers in categories of complaint 1 to 6
are as follows, where as for category no.7 details are
prescribed in the OERC (Condition of supply) Code, 1998.
S.No
(1)

Types

of Time

limit

for

Rendering

Service

Service

Low Voltage

15 days in case of local problems


and 6 months in cases requiring
31

augmentation

of

distribution

system.
24 hours in all cases except in
case of major failures involving

Restoration
following
(2)

interruption/
failure of power
supply.

transfers

and

where

shall

it

11

KV

not

feeders

exceed

maximum of 7 days. However,


the

above

is

subject

to

the

condition that no time limit is


fixed under force major condition.

Duration of load
shedding
/scheduled
shutdown
(3)

exceeding

12

hours per day or

Prevent such recurrence within


72 hours of complaint.

counting for more


than

consecutive days.
(4)

Meter

problems.Defect to be rectified within 30

(a)
supplied
SOUTHCO
(b)

Meter days

and

if

meter

needs

by replacement the said replacement


Ltd. has to be made within 30 working
Meter days from the date of removal of

32

the

meter.

(i) Engineer is required to advise


the

consumer

suitably

for

testing/repair/replacement within
7 working days of noticing the
defect.
supplied

by

consumer.

(ii) Meter testing, if so desired by


the

consumer

in

SOUTHCOs

testing laboratory, is to be done


within 15 days of deposit of fees
by

the

consumer.

(iii) Engineer will installed correct


meter within 14 days of handing
over of the said meter by the
consumer.
(5)

Billing disputes.

60 days.

Disconnection
(6)

and reconnection 30 days


of power supply.
Details as prescribed in OERC

(7)

New connection

distribution (Conditions of supply)


code, 1998.

5. Complaints before Bijuli Adalat :


........While

seeking

redressal
33

of

grievances,

if

the

consumer is not satisfied with response of the higher


officer responsible for the particular type of complaint as
mentioned in the above paragraphs, he may file a
petition

with

Bijuli

Adalat

in

the

office

of

the

Superintending Engineer ( or Equivalent) in Performa.


The petition should be filed in duplicate at least 15 days
before the date of Bijuli Adalat in the prescribed Performa
together with a self addressed envelop with necessary
postage for issue of notice to him under certificate of
posting for appearance before the Adalat. (Advance
notice regarding holding Bijuli Adalat on a fixed date,
including the scope of the Adalat shall be published by
the Superintending Engineer (or equivalent) in different
news papers for information of general public). Bijuli
Adalat, its establishment and function is guided by a
detailed procedure of SOUTHCO, which is separately
approved by OERC.
........The Bijuli Adalat shall comprise of two members; a
person with legal or judicial standing should be presiding
member and one retried electrical engineer conversant
with working of distribution companies/ erstwhile OSEB
shall be the technical member. The superintending
Engineer (or equivalent) in charge of distribution circle
shall be the convener of the Adalat.

34

6. Complaint before the OERC. :


........It is the endeavor of the company to respond to
complaints of the consumers timely and effectively. In
case a consumer is not satisfied after taking reasonable
steps in accordance with complaint handling procedure as
indicated earlier, the consumer has a right to approach
the OERC in accordance with the grievance redressal
procedure

published

by

OERC.

Further

in

case

of

contravention of specific regulation of Orissa Electricity


Regulatory Commission Distribution (Condition of Supply)
code 1998, the consumer may file formal complaint to
OERC complaint under the provision of the same code.

CLASSIFICATION FOR CONSUMERS


80. Licensee may classify or reclassify the consumer into
various categories from time to time as may be approved
by the Commission and fix different tariffs and conditions
of supply for different class of consumers. The present
classification

is

as

follows:

(a) Domestic : This category relates to supply of power


to residential premises for domestic purpose only and
shall include consumers under Kutirjyoti Programme. This
shall

also

include

supply

to

occupants

of

flats

in

multistoried buildings or residential colonies receiving


35

power at single point for domestic purposes when


connected load for non-domestic load exceeds 10% of the
total connected load. Incase the non-domestic load
exceeds 10% of the total connected load; they shall be
treated as commercial or general-purpose consumers as
applicable.

This

shall

not

cover

residential

colonies

attached to industrial establishment where power supply


is

drawn

through

the

meter

of

the

industrial

establishment.
(b) Commercial : This category relates to supply of
power to premises to which are used for office, business,
commercial or other purposes not covered under any
other category with a contract demand up to but
excluding 110KVA and where the non-domestic load
exceeds

10%

of

the

total

connected

load.

(c) Street Lighting : This category relates to supply of


power to local authority or public body for providing
streetlights. (d) Railway Traction : This category
relates
(e)

to

supply

Irrigation

of

power

Pumping

and

for

railway

traction.

Agriculture

This

category relates to supply of power for pumping of water


in lift irrigation, flow-irrigation, and for lifting of water
from wells, nallahs, streams, rivulets, rivers, ponds, dug
wells

exclusively

for

agricultural

purposes.

(f) Public Water Works and Sewerage Pumping


36

Installation : This category relates to supply of power


for

public

installations

water

supply

owned

Government,

local

and

and

sewerage

operated

bodies

or

by

pumping
the

their

State

agencies.

(g) General Purpose : This category relates to supply of


power for all general purposes comprising mixed load and
with a contract demand of 110 KVA and above where the
non-domestic loads exceeds 10% of the total connected
load.
(h) Public Instructions : This category relates to supply
of power to educational institution including hostels,
government hospitals, government dispensaries, primary
health

centers,

charitable

dispensaries,

religious

institutions, dharma Salas, electrics crematoriums and


non-commercial

sports

organizations.

(i) Small Industries : This category relates to supply of


power of power for industrial production purpose with a
contract demand below 22 KVA, where power is generally
utilized

as

motive

force.

(j) Medium Industries : This category relates to supply


of power for industrial production with contract demand of
22 KVA but below 110 KVA, where power is generally
utilized

as

motive

force.

(k) Large Industries : This category relates to supply of


power for industrial production with contract demand of
37

110 KVA but below 25000 KVA, where the power is


substantially

utilized

as

motive

force

for

industrial

production.
(l) Heavy Industries : This category relates to supply of
power to industries with a contract demand of 25000 KVA
and above where power is substantially utilized as motive
force.
(m) Mini Steel Plant : This category relates to supply of
power to steel manufacturing units licensed to operate as
mini steel plants with contract demand of 4444 KVA and
above where power is ordinals utilized in induction or arc
furnaces.
(n) Power Intensive Industries : This category relates
to

supply

of

power

to

industries

where

power

is

substantially utilized as raw material involving electrometallurgical process with a contract demand of and
above

2000

KVA.

(o) Temporary Supply : This category relates to supply


of power to meet temporary needs on special occasions
including marriage or other ceremonial functions, fairs,
festivals, religious functions or seasonal business provided
that such power supply doesnt exceeded a period of six
months.
(p) Industries Owning Generating Plants (Captive
Power Plants) Availing Emergency Supply Only :
38

This category relates to supply of power to industries with


generating plants or including Captive Power Plants only
for start-up of the unit or to meet their essential auxiliary
and survival requirements in the event of the failure of
their generation capacity. Such emergency assistance
shall be limited to 25% of the rated capacity of the largest
unity in the Captive Power Plant or Generating plant. In
case any special provision is made in a Power Purchase
Agreement, approved or accepted by the Commission,
such provision shall apply in such cases, subject to the
provisions

of

this

code.

Consumers under Special Agreement :

81. The

licensee may, having regard to the nature of supply and


purpose for which supply is required, fix special tariff and
conditions of supply for the consumers not covered by the
classification enumerated in this code. For such purpose
licensee may enter into special agreements with the
approval of the Commission with suitable modifications in
the standard agreement form. The commission shall
separately

approve

the

tariff

in

such

cases.

Reclassification of Consumer : 82. If it is found that a


consumer has been classified in a particular category
erroneously or the purpose of supply as mentioned in the
agreement has changed or the consumption of power has
exceeded the limit of that category or any order of
39

reduction or enhancement of contract demand has been


obtained,

the

engineer

may

reclassify

him

under

appropriate category after issuing notice to him to


execute a fresh agreement on the basis of the altered
classification

or

modified

contract

demand.

If

the

consumer doesnt take steps within the time indicated in


the notice to execute the fresh agreement, the engineer
may after issuing a clear seven days show cause notice
and after

considering his explanation, if any, may

disconnect the supply of power.

Energy Saving Tips


1 Use Tubelights instead of bulbs.
2 Use electronic chokes in Tube lights.
3 Keep your electrical equipment and fixtures clean.
4 Use faint colors to the walls.
5 Switch off tubelights, fans etc. when not in use.
Use electronic regulators for fans instead of ordinary
6
regulators.
7 Defrost refrigerator regularly.
8 Do not open refrigerator frequently.
Ensure that the air-conditioned space is properly
9
closed.
10 Clean regularly the filters of air-conditioners.
11 Set geyser thermostat at the minimum.
40

12 Buy electrical equipments of ISI marks only.


Do not overload washing machine more than the
13
prescribed limit.

Methodology / Approach
As per the requirement of the management to design a new
policy for performance Review system, I basically analyzed
the

questionnaire

given

to

employees

to

know

their

perception regarding the Review System and collected


information on websites regarding the various methods of
appraisals, the process of Performance Appraisals etc and
also referred to books to get the idea of the concepts. The
practical approach was by
Understanding the perspective of Management.
Studying the kind of Appraisal suitable for Halcyon
environment.
The time period required for the Review
completed.
.
The following procedure was adopted:-

41

to be

1. Before starting up the process and coming up with


new policy we thought of taking up the overall
outlook with respect to Performance Review. We
designed a Questionnaire to analyze the Perception of
Employees.
2. The management was approached to discuss the
contents of Review policy so that an effective policy
can be designed which will be useful hence forth.
3. A customized Performance Review Policy was
designed which was a combination of two methods of
Appraisal I.e. Self Review method and Peer Feedback
method.
4. Self Review method is a method were the employee
is asked to give a self rating for himself on the tasks
done by him. Later on these same tasks will be
appraised by the appraiser and he gives his rating on
the same tasks. Peer feedback is the feedback given
by the other employees to his/her colleague on his
technical knowledge as well as the behavioral aspect
in the organization.
5. A Presentation on the Performance Review Process as
well as the Criteria to give Ratings was given to team
members and the Team Leaders so that they have a
clear understanding about it.
6. Then the team members were asked to fill up the Self
Review Form and submit it to the HR department
which in turn passed it to the team leaders.
42

7. A one to one meeting was fixed with the team leader


by the team members accordingly. This was to
discuss

various

aspects

of

performance

of

the

employee like discussing the ratings given by the


appraise and to evaluate his overall performance and
set new goals.
8. Then the appraiser gives

his

own rating to the

employee after the one one discussion

and then

the report is submitted to the reviewer and a final


discussion takes place with the HR Manager to
proceed with the next course of action like setting of
goals, hike in salaries, performance linked incentives,
etc..
Limitations:

The Appraisal Process was designed but I could be a


part of only Review Process which was conducted in the
month of April.
Due to time constraint the Post Feedback of Employees
regarding the Review Process could not be taken.

43

Data Analysis:

44

45

46

47

48

Findings
As the whole Process was designed by the HR department, I
was also involved in it from the designing stage to the
implementation part of the Review system. In this process I
could recognize the benefits derived out of this system as
well as observed some drawbacks.
My Findings from the questionnaire were:
1. The perception of employees regarding performance
Review was a hike in Salary, which is not the case in
reality.

49

2. After knowing the requirements of employees a


training session was conducted to help the employees
understand the need and process of Performance
Review and Criteria to give Self Rating.
3. They were aware of the fact that the General Work
Behavior would play a major role in their Review but
were unaware of all the Standards and Aspects used
to Evaluate their Performance

Other Findings:
4. The process did not take place in the exact time
frame as planned and scheduled.
5. A good improvement was seen in the inter-personal
relationship

between

the

team

leader

and

subordinates.
6. Many employees could not justify the ratings given by
them in the Self Review Form.
7. It helped the employees in understanding their past
performance and setting up of targets and goals for
future.
8. They got to understand the organizational needs and
it helped in developing a sense of belongingness
towards the company.
9. It helped the management in identifying the Caliber of
employees and encourage the same.

50

10.

The employer and employees got a platform to

understand each other in a better manner.


11.
The management was too much dependent on
team leaders for conducting
Reviews.
12.
When the Peer Feedback Form was given
employees were too hesitant in giving ratings to their
colleagues.
Recommendations
After the successful completion of the whole Process of
Performance Review

under the supervision of the HR

Manager I.e. by recognizing the need for Review policy,


designing the policy, taking up a presentation to explain the
importance and process of Review, attending the meetings
with the team leader, being a part in discussions by the
management regarding appraisals

and analysis of the

feedback given by employees helped me to evaluate the


benefits and shortcomings of the Performance Review
Process and recommend the measures to improve the same.
The recommendations are as follows:
1. Identify the KRAs (Key Resource Areas) and communicate
the same to the employees so that he can be judged
appropriately based upon it.
2. The employees must be motivated to fill in the self review
form appropriately.

51

3. They

must

be

appreciated

for

their

individual

achievements during the period and training/guidance


must be given if they lack in some areas.
4. The review must be conducted informally once in every
month so that the desired result can be achieved at the
time of actual review.
5. The team leader should treat everyone equally without
any bias and give appropriate ratings to each member
depending upon their performance.
6. The employees must be educated

regarding

the

importance of Peer feedback that the true rating, be it


positive

or

negative

will

help

his

colleague

in

understanding his abilities and drawbacks and he can


develop himself on those aspects.
7. To motivate employees for their

extra

ordinary

performance apart from the PLIs there must be some


token of appreciation given for him in the form of
promotions or a simple gift voucher etc.,
8. The token of appreciation should be given to those
employees whose performance was extra ordinary as well
as who have been in the organization for a longer period
of time.
9. The feedback from employees must also be taken
regarding the working style of management so that the
management functions can also be improved. They must
be given the freedom to express their concerns.
10. While conducting the Performance Review the team
member must also be given the right to rate his team
52

leader or provide him the feedback because a cordial


relation between the team lead and members of the team
is very important and the lack of good understanding may
hamper the team work.
11.
The problems or hindrances which are faced by
employees should be taken care of, so that the employee
is satisfied and works enthusiastically.
12. The employees must be informed before hand that
he needs to provide a proper justification for the ratings
given by him and it will ultimately help him to recognize
his accomplishments and drawbacks.
13.
The one to one meeting should be conducted in a
peaceful manner so that it does not lead to any argument
and the desired objective is achieved.
14.
Measures must be taken for

effective

time

management because the delay in the process will lead to


distractions.
15. Suggestions must be taken from employees after the
review process in order to make it more effective.
16. The career goals and career prospects of an employee
must be taken into consideration so that they stay
committed to the organization.
17. The negative feedback should be given and taken in a
constructive manner.
18.
There must be delegation of authority so that one
individual doesnt feel the pressure of handling all the
responsibilities.

53

19.

Efforts must be taken to reduce the communication

gap between the employees and management.


20. All the employees of the organization must maintain a
personal diary to record their day to day achievements as
well as the problems they faced during performing a
particular task so that he has a record of all the things
and it can be reproduced in front of the team leader or
management as and when the need arises.

Performance Review Questionnaire


1. My self-assessment result contributes to my final appraisal result.
54

a. Strongly agree
b. Neutral
c. Strongly disagree

2.

The Review will help me to improve my future working performance


a. Strongly agree
b. Neutral
c. Strongly Disagree

3. I know all the aspects and standards that are used to evaluate my
performance.
a. Strongly agree
b. Neutral
c. Strongly Disagree

4. Do you feel confident that you will be able to benefit as an appraisee


in the review sessions with your team lead?
a. Strongly agree
b. Neutral
c. Strongly Disagree

5. Do you think you need a training program in relation to Clarity of


Procedures?
55

a. To an Extent
b. Totally
c. Not at all

6. Do you think you need a training program in relation to Process of


Performance Review?
a. To an Extent
b. Totally
c. Not at all

7. Do you think you need a training program in relation to Self Rating?


a. To an Extent
b. Totally
c. Not at all
8. What are you looking forward to change Post Review?
a. Salary
b. Responsibility
c. Team Structure

9. How do you rate the importance of General Work Behavior in your


Review Process?
a. Not Important
b. Some What Important
c. Most Important

10. Are you aware of the concept of Peer Feedback ?


a. To an Extent
56

b. Totally
c. Not at all

57

Self Review Form


Name

Reviewer

DOJ

Designatio
n
Location

DOR
Period

I. OBJECTIVE REVIEW & FEEDBACK


(To be filled in by the Employee and discussed with the Director/ Person
reporting to)
Rating 1: Poor Performance, 2: Below Par, 3: At Par, 4: Above Par, 5: Excellent
No

Tasks

Self Review

1.

2.

3.

4.

5.

6.

58

Rating

Reporting head Review

Rating

II. Other assignments/tasks /achievements that you would like to mention other than those stated in
Section I.
No

Assignments /Achievements

Remarks

III. Specify the most important factors affecting your work


Facilitating

Hindering

IV. Notes: (Write here a brief description about your work at Halcyon)

Signature of the Employee

59

V. Reviewers Feedback

SECTION VI - General Rating


(To be filled in by the reviewer)

Technical Skills

Comments

Rating

Soft Skills

Technical
Knowledge

Communications

Coding Skills

Team playing

Analytical and

Attitude

Comments

Rating

Logical Skills

Standards

Proactive

Learn ability

Bottom line
responsibility

Signature of the Reviewer

SECTION VII - OBJECTIVE SETTING


60

(To be filled in by the Employee after discussion with the Director/ Person
reporting to)

No
Objectives
Target Date
Comments of Director/ Reporting Head
1.

2.

3.

4.

5.

61

6.

Signature of the Employee

Signature of the Director/Reporting Head

Peer Feedback Form

62

Your Name --->

Anna

Team Member
Rating

Your Feedback on the Skills of the Team Member


Pradeep
Sundeep
Ratin
Remarks
g
Remarks

Rating

Communication skills
Technical skills
Bottomline Responsibility
Proactiveness
Job Knowledge
Leadership Skills
Learnability
Team Player
Process adherence
Quality of the work product
Timeliness
Any other Feedback points

Worst
Bad
Ok
Good
Very Good
Excellent

0
1
2
3
4
5

Bibliography

Human Resource Management

: Gary Desler

Appraising and Developing Managerial Performance

Websites:
www.citehr.com
www.google.com
www.custominsight.com
63

: T.V.Rao

64