Summer Internship Project Performance Appraisal PDF

DECLARATION
I do hereby declare that the summer internship program with the

report entitled “A Study on Performance Appraisal System at
IKIWL” submitted by me to the Academy of Management Studies,
Prasanti Vihar,Pubasasan, Kousalya Ganga, Bhubaneswar is of my
own. This project report is a result of my original work and not any
part of the said report has been copied or duplicated nor has any
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project report similar to this one ever been submitted to any of the
universities or any other organizations. This report has been
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prepared for the partial fulfillment of the Master in Business
Administration (MBA) program (2009-2011), under BPUT.
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Sudeep Chhotaray
Regd. No.-0906272065
MBA (4th Trimester)
AMS, BBSR
Academy of Management Studies, Bhubaneswar 1

ACKNOLEDGEMENT
I feel very happy to take the opportunity to extend my heartily

thanks to Managing Director, IDCOL Kalinga Iron Works Limited and
Personnel Management, IKIWL for allowing me to conduct my
studies over the concern.
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I am also thankful to all the executives of Personnel and other
departments of IDCOL Kalinga Iron Works Limited for their co-
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operation, advise and suggestion and those who contribute to
complete this research project paper in time.
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I extend my heartily thanks to Mrs. SnehaLata Baliarsingh, Dy.

Manager Personnel for her timely guidance to prepare this research
project paper.
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Sudeep Chhotaray

CONTENTS
CHAPTER 1
 INTRODUCTION OF THE STUDY
 IMPORTANCE
 OBJECTIVE OF THE STUDY
 METHODOLOGY
CHAPTER 2
 INTRODUCTION TO THE INDUSTRY
 COMPANY PROFILE
CHAPTER 3
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 MEANING & IMPORTANCE OF PERFORMANCE APPRAISAL
 ADVANTAGES &LIMITATIONS
 METHODS OF APPRAISAL
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CHAPTER 4
 APPRAISAL RULES OF IKIWL
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 SUBMISSION OF APPRAISAL FORMS

 WEIGHTAGE ON REMARKS
 CUSTODIAN OF FORMS
CHAPTER 5
 DATA ANALYSIS
 INTERPRETATIONS AND FINDINGS
 SUGGESTIONS
CHAPTER 6
 CONCLUSION
 ANNEXTURE & BIBILOGRAPHY
CHAPTER – I
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1.1 Introduction
1.2 Importance
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1.3 Objective
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1.4 Research Methodology

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1.1 INTRODUCTION
HRM is a new concept in management literature, which
came into use in early 1970s. Early the section, which dealt with
human beings war, referred to as personnel department. Both terms
may not have significant different in their meanings. However, what
do they stand for?
Management is the process of efficiently achieving the objectives

of the organization with and through
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Human Resource management is a process of bringing people
and organization together so that the goals of each one is met,
effectively and efficiently. If the skill and will are properly applied
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wonderful things can be happen.
According to Carnell, Kuzonils and Elbert (HRM) personnel and

human resource management are defined as “a set of programs,
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functions and activities designed to minimize both personal

and organizational goals.
According to Flippo “IT is the planning organizing, directing and

controlling of the procurement, development, compensation, integration,
maintenance and reproduction of human resources to the end that
individual, societal and organizational goals are accomplished”.

1.2 IMPORTANCE / REQUIREMENT OF HRM:
Organizations effectiveness has always been a focal point of
interest. But what exactly makes an organization effective? Is it land,
buildings, capital, patents or technology? The four factors were considered
as very important. But now a days it has become clearly evident that
people (Human Resources) in an organization is the most critical
asset.
Human resources is measured from a number of aspects,

knowledge, skill, creativeness, talents, attitudes as well as values and
benefits from individual towards an organization. For achievement
of
manner. Thus, arises
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goals, human resources has to be acquired, treated and utilized
in a particular the need for policies and
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practices to facilitate acquiring of the right people, maintaining,
developing and utilizing them maximum while at the sometimes
the people get satisfaction and security.
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The Importance of HRM is:
 Attract and retain talent

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 Train people for challenging

 Develop, skills and competition
 Promote team spirit
 Develop loyalty and commitment
 Production and profile
 Improve job satisfaction
 Generate employment opportunities
 Enhance standard of living.

Therefore, Human Resource management could be said to be
planning what kind of people are required and where to
find them, acquiring and organizing them, directing and controlling their
performance while ensuring their satisfaction.
Modern human resource management is quite different from that of

decades ago. At the beginning of the 19th century both scientific and
human relations approach appeared. However, today what has gained
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more popularity as human resource approach, which is based on scientific
techniques, has come to stay.
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1.3 SCOPE:
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1. Human resource determines the number and kinds of personnel

required to fill various positions in the organizations.
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2. Recruitment, selection and placement of personnel, i.e. employment

function.
3. Training and development of employees for their efficient
performance and growth.
4. Review and audit of personnel policies producer and practices of
organization.

1.4 OBJECTIVES:
The subject of the study is to prepare a detail field report on the

performance appraisal procedure of Kalinga Iron Works and its linkage
with other system of human resource management (training, promotion,
transfer, etc.).
Purpose of the Study:
1. In general, the purpose of the study is to know the system of
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performance appraisal in Kalinga Iron Works and to search out its
impact.
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2. Besides, the purpose of the study is to fulfill the partial
requirement.
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1.5 RESEARCH METHODOLOGY

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Research in common parlance refers to a research for knowledge.

Research is also a Scientific and systematic search for pertinent
information on a specific topic. Clifford Woolly defined, “research
comprises of defining and redefining problem, formulating by procurer
suggested calculation, collecting organising, evaluating data making
deduction and reaching conclusion.”

1. Analysis of Performance Appraisal system, which exists for actual
practice at IKIWL:
Special session was conducted for us by Employee Development Center in

which we were told why and how IKIWL conducts performance appraisal.
(As KIW is a subsidiary of Industrial Development Corporation of Orissa
Ltd. (IDCOL) its rules and guidelines were set by IDC itself.)
2. Literature Survey:
All the original files which contain the existing rules for performance
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appraisal was provided for literary survey in which all the aspects were
been covered which is required to conduct appraisal program successfully.
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3. On spot survey for data collection to obtain actual feedback:
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a) Questionnaires were made of 10 questions for data collection.

b) Interviews were conducted to get actual feedback.
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4. Target Group:
 Executive
 Supervisors
 Workers
Total permanent employee at IKIWL is around 1000, out of which 10% of
the total populations were interviewed and questionnaires were given.

CHAPTER – II
2.1 Introduction to Industry

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2.2 Company Profile
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2.1 INTRODUCTION TO THE INDUSTRY
HISTORY AND DEVELOPMENT OF IKIWL:
After independence there is a realization of the need for a planned

development of Steel, Iron & other Industries to increase Export capacity
in Iron product to foreign countries. It was realized by both State Govt. &
Central Govt. for the advancement of Iron Industries.
The IDCOL, Industrial Development Corporation of Orissa Ltd.,
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Reflects Orissa‟s determination to accelerate industrial growth sponsored
by the Govt. of Orissa & registered as a Public Limited Company in
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March‟1962.
IDCOL is pioneer in modernization Orissa‟s Industrial outlook

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magnificent success as entrepreneur & promoter has let to emergence of

a huge number of Industrial units in the private sectors.
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The IDCOL Kalinga Iron Works Ltd as the part of Industrial

Development Corporation was established in 1950 & was known as
Kalinga Industries Limited and the foundation stone was laid by out
former Chief Minister of Orissa Mr. Biju Pattnaik on 3rd January 1959. The
total investment in beginning of such organization was Rs.176 lakhs.
The IDCOL was incorporated in the year 1962 as a Govt. Company

to promote heavy & medium scale industries with in the state of Orissa.
Its first step was to take over the Engineering Workshop from Hirakud
Dam project during November‟1962. This was followed by taking over low
shaft furnace of Kalinga Industries in the year 1963. After that Kalinga
Iron Works is directly managed by IDICOL under the Company Act.1956.

GEOPGRAPHICAL LOCATION:
IDCOL Kalinga Iron Works Limited is situated in the midst of the

richest Iron Ore deposit of the country in Keonjhar District of Orissa
within Municipal area of Barbil town. On 01.04.1963 IDC took over IKIWL
from Kalinga Industries. There are two divisions in IKIWL i.e.
(a) Spun Pipe Division
(b) Pig Iron Division.
(a) Spun Pipe Division:
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The Spun Pipe Plant was set up adjacent to the premises of IKIWL
with installed capacity 36,000 MT of both Cast Iron & Ductile Iron Pipe per
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annum. The Unit was gone into commercial production of C.I. Spun Pipe
in the year 1982 & in 15.04.1983 the company has got the DGS&D rate
contract & in the year 01.04.1990.
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The Spun Pipe Division has incorporated in March1982. It has

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licensed capacity of 31,200 MT per year. There are five Spinning Machines
capable of producing C.I. Pipes of size 80 to 400 mm nominal diameters
as per ISI1536/1979 & amended thereof . The Division obtained quality
raw material (Pig Iron) from Pig Iron Division & convert the same into
pipe after necessary composition. The total licensed capacity is 31,200
MT. The total capital investment is Rs.737.70 lakhs.

INDUSTRY SNAPHOT
1. CAPITAL INVESTMENT UPTO 31.03.04 :Rs.729.95 Lakhs

2. COMMISSIONING OF THE PLANT : March.1982
3. LICENSED CAPACITY : 31,200 MT
4. No. OF SPINNING MACHINE : 5 Nos.
(Product range 80 mm to 400 mm as Per ISI 1536/1979)
5. No. OF INDUCTION FURNACE : 4(Four) Nos.
(3 of them having 3.5 MT Capacity each & one having 18 MT capacities)
6. Continues Annealing Furnace.
7. Hydraulic Testing Machine
8. Tar Dipping Mechanism.
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9. Loading bays for Stock yard.
10. Well equipped Lab.
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The Division obtains molten metal (Foundry Grade from PID and
converts the same into Pies after necessary composition correction using
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Induction Furnaces. The method of manufacturing consists of pouring

molten metal into a revolving water-cooled steel mould. Centrifugal force
holds the metal in contract with the mould during solidification and a Pipe
is quickly formed. Casting is followed heal treatment in an oil fired
furnace, after which the Pipes pass through the various finishing
operations which include inspection, hydrostatic testing, cleaning and
between coating.

Manufacturing & sale of C.I. Spun Pipes are done as per BIS
Specification. The documented Quality Management Systems has been
established and maintained in accordance with the requirement of
International Standard ISO9001:2000 to continue the Improvement of
effectiveness. The Quality Control Department is headed by an executive
in the rank of Dy. General Manager. Top management ensure that
customer requirements are determined and are met to enhance customer
satisfaction These process are reviewed by the top management
periodically to identify needs & expectation of customer and to translate
them to requirement.
customer‟s report/suggestions
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The customer feedback are obtained in defined interval through
and direct communication with the
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customer and analyzed for improving performance of the Organization.
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Quality Policy:” At IDCOL Kalinga Iron Works Limited, we look forward

to achieve customer satisfaction by manufacturing & sale of Pig Iron &
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Spun Pipes as per customer‟s requirement. WE are aiming at limiting off

grade/non-confirming product and achieving production efficiency by
reducing input cost & producing as per budgeted target
We are committed to achieve customer‟s satisfaction by timely

delivery. Employees are the strength of this Organization; we shall try to
improve upon meeting customer‟s requirement by active involvement of
our employees through training. WE shall periodically reviews sour
achievement against objectives and Quality Policy continuing suitability”

Internal Audit: The internal audits are planned and conducted at least
once every 6 months to determine whether quality management system:-
(a) Conforms to planned arrangement, to the requirement of

international Standard ISO 9001:2000 and to the Quality Management
System requirement established by the Organization and
(b) Is implemented and maintained effectively.
Follow-up activities are carried out by auditor to verify that actions are
taken and results of such verifications are reported.
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Monitoring & Measurement of product: - The monitoring and
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measurement of characteristic of the product is carried out to verify that
requirements have been met at different stages of product realization
such as incoming in process and final stage. Records, evidencing
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conformity with the acceptance criteria kalong with authorization of

release of products are maintained, Products are not released for delivery
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or further processing until the panned arrangements are satisfactorily

completed, unless otherwise approved by the Managing Pattern & where
applicable by customers representative.
RAW MATERIAL
i) Molten Iron/Pig Iron

ii) Ferro-Silicon
iii) Furnace Oil
iv) Petroleum cake

ABOUT COMPETITORS:
There are around 20 Spun Pipe Divisions in India now and the prime
competitors are:
1. Electro Steel Casting, Bokaro.
2. Tata Metaliks,
3. Jindal, Gujrat.
4. Jai Balaji Spun Pipe, Durgapur.
5. Indocto Theme, Gujrat.
6. Lanco (ECL), Tirupati.
7. Electro Steel Casting, W.B.
MAIN CONSUMER OF C.I.PIPES
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1. Public Health Eng. Dept.
2. Sanitary Bodies in Charge ph Rural & Urban Development.
3. Industrial effluent & sewerage Treatment Plant.
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4. Industrial & other housing projects.

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SPECIAL FEATURES OF THE PALNT & EXPANSION PROGRAMME:
1. Project report on ductile Iron pipe production already submitted.

2. To produce pipe up to 750 mm Nominal Bore.
HOURS OF WORK & SHIFT TIMING:
Each worker of SPD & PID has to work for a period of at least 8 hours,
half an hour rest in a day. The working hours for workers engaged in field
side are divided into three shifts A.B.C. & for the official staffs; the
working shift is called General Shift. It starts from 7am to 12 noon and
rest of 2 hours & then 2 pm to 5 pm.

SHIFT TIMING
A 6AM TO 2 PM
B 2PM TO 10PM
C 10PM TO 6AM
NUMBER OF EMPLOYEES:
i) Regular Employee - 230

ii) Contract Labor - 122
iii) Job contract Labor - 21
(b) PIG IRON DIVISIONS:
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Foundry Industry in India is one of the most developed & ancient
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industries & forms the backbone of the Engineering Sector in the country.
Today, our country has 6000 or more foundries with an installed
production capacity of over 4 million tons per annum where as the actual
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production is below 3 million tons annually 90% of the units belong to

the SSI sector employing more or less 6 lakhs worker.
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PIG IRON is the basic input of the foundry Industry. In the beginning the
only source of supply of pig Iron as the country‟s integrated steel plants
likes SAIL. This leads to the scarcity of quality grade pig iron to the
Industry. No attention was also paid to improve the quality of Pig Iron
due to this draw back may Pvt. Sectors come to picture & leads to
tremendous increase in the production of Pig Iron. Today 30 Pvt. Sector
Plants are producing different grades of Pig Iron. Some 5 years ago the
Govt. had announced that the public sector steel plants will gradually
gives up the production of Pig Iron & entire requirement are meet by our
sector. So as to help the Pvt. Sector this is however not happen. The
IISCO continued to be the main producer of Pig Iron.

The unit (IKIWL) with a installed capacity of 1, 00,000 metric tons
per annum produces superior foundry grade Pig Iron as per India
standard specification. In addition to the normal grades, Grade IV to
Grade I the unit also produced special grade Pig Iron with silicon contains
about 3.25% with eliminates the use of Ferro silicon while making casting
& there by reducing the cast sulpher contents is properly controlled &
kept well below0.05% which eliminates the possibility of mental becoming
sluggish.
INDUSTRY SNAPHOT:
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1. Capital investment up to 31.03.2007 - Rs.9897.82 lakhs
2. Commission of the plant.
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I. Furnace No.1- 05.10.1999(After Modernization)
II. Furnace No.2 - 01.09.1969
III. Furnace No.3 - 01.02.1971
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IV. Furnace No.4 - 29.09.1991

3. License Capacity – 1, 80, 000 MT Foundry Grade Pig Iron
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4. No. of Low Shaft furnace existing: 4 (Four)

5. Product - Foundry grade Pig Iron as per IS 224-1979.
RAW MATERIAL:
I. Hard coke from own conversion.

II. Imported coke from China.
III. Other indigenous coke from steel plant & private supplier as per
availability.
IV. Limestone & D0lomite procured from Rourkela area.
V. Manganese Ore from captive mines.

MAIN CONSUMERS:
The demand of the foundry Industry are mainly done by

1. Defense Purpose
2. Spun Pipe Production
3. Export Purpose
4. Steel Plant Production
5. Railways and P & T
6. Construction & Sanitary Purpose
7. Automobiles Production
8. Eng. Sectors, Govt. Dept. etc.
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Research and Development (works taken up):
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i) Trial production of Chromites overburden sinter for production of
alloys Pig Iron taken up by M/s MECON
ii) Coke and Iron Ore briquette project has already been taken up by
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Rourkela & Bhubaneswar.

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Expansion and Modernization Program:
Since the liberalization of Indian economy from 1991 a number of Pig Iron
companies have been commissioned in India which is equipped with mini
Blast furnaces of higher sizes and as a result competition in the domestic
market has significantly increased. The competitions has further
aggravated due to substantial reduction in import duties under
liberalization program resulting in availability of materials of international
standard in Indian market at cheaper price. Today it is difficult for any Pig
Iron producer to survive unless the cost of production is brought down by
a significant extent and/ or value addition to the product-mix is taken up.

Considering the above, IKIWL has already assigned MECON during
Apri‟08 to prepare Prospective Plan Report (PPR) to tide over the above
problems. Accordingly MECON has submitted the PPR where in they have
suggested modernizing the plant in two phases i.e. Phase –I Installation
of new Blast Furnace of 350 m3 capacity in place of Blast Furnace No. - IV
to match with new PCM facilities.
In phase –II it has been envisaged to convert the entire basic grade
hot metal from new 350 m3 Blast Furnace in to steel by installation of new
auxiliary facilities. Besides the existing, CISP shop will be augmented for
DISP production with a capacity of 1.00 lakhs MT per year or more by
equipments.
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installation of new Centrifugal Casting Machine with its ancillary
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Work Force
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The activity of Pig Iron Division is expanded. Its Work force is

also changes proportionately according to the need the requirement of the
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job.
i) Regular Employ - 893
ii) Contract Labor - 358
iii) Job - 569

SL. GRAND JOB DESCRIPTION/ NO OF EMPLOYEE
DESIGNATION
NO. PID SPD MINES
1 1 3
2 A P.A., Foremen, Sr. Chemist, Jr. Officer 94 41 3
3 B Security Inspector, Head Typist 12 4 1
4 C Sr. Asst., Sr. Supervisor 5 1
5 E Personal Secretary, Asst. Manger 77 23 7
6 E1 Dy. Manager, Medical Officer 22 6 2
8
E2
E3
Sr. Dy. Manger
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Manager, Sr. Medical Officer
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8 1
1
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9 E4 Sr. Manager 8 1
10 E5 Dy. General Manager 3 1

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11 E6 General Manager 1
12 WA Clerk-cum-Typist, Time Keeper 106 40 3

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13 WB All Skilled Workers Grade II 64 13 2
14 WC All Skilled Workers Grade III 50 9 1
15 WD All Skilled Workers 133 46 1
16 WE Peon, Mali, Mazdoor, Sr. Security 134 64 2

Guard
TOTAL 724 250 26

CHAPTER – III
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Theoretical Frame work
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3.1 Meaning
3.2 Importance & Purposes
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3.3 Advantages
3.4 Limitations
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3.5 Methods of Appraisal

3.1 MEANING OF PERFORMANCE APPRAISAL
The effectiveness of staffing functions needs to be ascertained by

evaluation the performance of employees in terms of the job requirement.
Performance appraisal or employee appraisal is the systematic process of
measuring and evaluating employees with respect to their performance on
the job and their potential for development. Although performance
appraisal if often described as merit rating, strictly speaking, rating is only
one form of personnel evaluation. Performance appraisal is a more
comprehensive process which combines formal rating with supplementary
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observations, records and evaluation (Dale Yeder).
Performance Appraisal is the process of assessing the performance

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and progress of an employee or of a group of employees on a given job
and his potential for future development.
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According to FLIPPO “performance appraisal is the systematic,

periodic and an impartial rating of an employee‟s excellence in matters
pertaining to his present job and his potential for a better job”
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Heyle observes; “it is the process of evaluating the performance and

qualifications of the employees in terms of the requirement of the job for
which he is employed, for purpose of administration including placement,
selection for promotions, providing financial rewards and other actions
which require differential treatment among the members of a group as
distinguished from actions affecting all members equally.”

3.2 IMPORTANCE AND PURPOSE OF PERFORMANCE APPRAISAL
Performance appraisal has been considered as a most significant and

indispensible tool for an organization, for the information it provides is highly
useful in making decisions regarding various personal aspects such as promotions
and merit increases. Performance measures also link information gathering and
decision making processes which provides a basis for judging the effectiveness of
personnel sub-divisions such as recruiting, selection, training and compensation.
Below are given views of some experts which will bring out the importance and
purpose of PA. According to Barret, PA is concerned mainly with three things.
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i. Administrative decisions i.e. promotion, transfer and allocation of financial
rewards.
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ii. Employee development i.e. identification of training and development
needs and performance feedback.
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iii. Personnel research i.e. generation of manpower information besides salary

and wage distribution.
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Mc Gregor says: Formal performance appraisal plans are designed to meet three
needs, one of the organization and the other two of the individual, namely
i. This provides systematic judgment to back up salary increases, transfer,

demotion or termination.
ii. They are means of telling a subordinate how he is doing and suggesting
changes needed in his behavior, attitude, skills or work knowledge. They
let him know where he stands with the boss.
iii. They are used as a base for coaching and counseling the individual by the
superior.

3.3 ADVANTAGES OF PERFORMANEC APPRAISAL
Performance appraisal basically offers the following main advantages to the

organization and its employees:
i. Employee performance: It provides a yardstick by which both

accomplishment and needs for further improvement in respect of an
individual can be measured.
The use of system of performance appraisal contributes towards more

effective and improved performance on the part of many individual.
ii. Employee development: It is used to highlight needs and
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opportunities for growth and development of employees by focusing
attention on their deficiencies and potentials. It is particularly useful
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in discovering needs of training to employees.
iii. Wages and Salary Adjustment: It is also used by certain

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organizations to grant merit increases in pay to employees in certain

categories of jobs.
iv. Evaluation of Supervisor & Manager: Performance appraisal also

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provides valuable yardstick to measure the effectiveness of

supervisors and managers in developing the team members who
work under their direction.
In addition to the above, performance appraisal make available the

relevant information to management for purposes of employee transfer,
promotions, counseling, determination of training needs, human recourse
planning etc. so that they should be able to frame suitable personnel
policies to optimally utilize human and other recourses and achieve
organizational goals.

3.4 LIMITATIONS OF PERFORMANCE APPRAISAL
i. Performance appraisal is a record of opinion and personal judgment.
ii. It can‟t be the last word for an employee as there is always a zone of
uncertainty in the system.
iii. It doesn‟t give comprehensive picture of employee performance.
iv. Its effectiveness depends upon the rates expertise and ability.
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FACTORS DETERRING OBJECTIVE EVALUATION
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1. The Halo Effect
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2. Leniency or Strictness Tendency or Constant Error
3. The Central Tendency Problem

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4. Similarity Error
5. Miscellaneous Biases
6. Social Differentiation
7. Stereotyping

3.5 METHODS OF PERFORMANCE APPRAISAL
Several methods and techniques of appraisal are available for

measurement of the performance of an employee. The methods and scales
differ for obvious reasons. First, they differ in the source of traits or
qualities to be appraised. The qualities may differ because of differences in
job requirements, statistical requirements and the opinions of the
management. Second, they differ because of the different kinds of workers
who are being rated, viz., factory workers, executives or salesmen. Third,
the variations may be caused by the degree of precision attempted in an
evaluation. Finally, they may differ because of the methods used to obtain
weightings for various traits.
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1. Confidential Report & Essay Evaluation:
In this method the assessor writes a brief essay providing an assessment of

the strengths, weaknesses and potential of the subject.
Factors to be considered while preparing the essay:
• Job Knowledge & potential of employee
• Employee‟s understanding of company‟s policies, objectives etc.
• Employee‟s relations with coworkers & superiors
• Employee‟s general planning, organizing & controlling abilities.
•
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Attitudes & perceptions of employee in general.
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2. Critical Incident Method:
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In case of critical incident method supervisor keeps log of particularly good

& poor examples of work behaviors. A panel of judges evaluates the
collection of potential critical incidents. Supervisor & subordinate discuss
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the latter‟s performance, using incidents as examples.
3. Checklist:
In checklist method evaluator uses a list of behavioral descriptions &

checks off those that apply to employee or gives „Yes‟/‟No‟ responses.
Checklist scored according to the weights assigned. The final rating of the
employee is taken as the average of the scale values of all statements that
the rater has checked.

4. Forced Choice Rating:
In the form of forced choice rating several sets of pair phrases, two of
which may be positive & two negative is used. The rater needs to indicate
which of the four phrases is the most & least descriptive of a particular
worker. Items are grounded in such a way that the rater cannot easily
judge which statements apply to the most effective employee.
5. Graphic Rating:
The appraise lists a number of traits and a range of performance values for
each trait. The rater or supervisor rates each subordinate by checking the
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score that best describes the subordinate‟s performance for each trait.
Then the total is calculated with the assigned values for the traits.
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6. Behaviorally Anchored Rating Scale (BARS):
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BARS method combines the benefits of narrative critical incidents &

quantitative ratings by anchoring a quantified scale with specific narrative
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examples of good & poor performance.
Five Steps of developing BARS
1. Generate critical incidents
2. Develop performance dimensions
3. Reallocate incidents
4. Scale the incidents
5. Develop a final instrument

7. Ranking Method:
This is simplest of all methods. The appraisal consists of ranking

employees as more or less efficient by inter-personal comparison of overall
qualities. This method is conveniently adopted if the number of employees
is small and work performance is measurable. Thus ranking involves
subjective appraisal of employees without any common standard.
8. Paired Comparison:
In paired comparison method each employee is compared with every

other employee in the comparison group and rated as either the superior (+) or
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weaker (-) member of the pair. Each employee is assigned a summary
ranking based on the number of superior scores achieved.
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9. Management by Objectives (MBO):
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In MBO the manager requires to set specific measurable goals with each
employee and then periodically discuss progress toward these goals.
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Six Steps:
1. Set the organization‟s goals
2. Set departmental goals
3. Discuss departmental goals
4. Define expected results
5. Conduct performance reviews & measure results
6. Provide feedback

10. 360-degree Appraisal:
In simple words 360-degree appraisal means collecting performance

information on an employee from all angles i.e. subordinates, supervisors, peers,
and internal and external customers.
11. Human Resource Accounting:
Human recourse accounting means to measure (in financial terms)

the effectiveness of HR activities & the use of people in the organization.
HRA shows the investments the company makes in it people and how the
value of these people change over time. Costs incurred on employees (in
hiring, training, compensating,
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developing) are compared
contributions of employee to the company (labor productivity).
to the
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12. Field Review Method:
In field review method a trained and skilled representative of HR

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department goes into the field and assists line supervisors with their
ratings of their respective subordinates. Here ratings done on standardized
forms. HR specialist requests from the immediate supervisor specific
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information about the employee‟s performance. Then experts prepare

report, which is sent to supervisor for review, changes, approval &
discussion with ratee.

Benefits of Performance appraisal
For the organization:
The organization comes to know the true position of the

employees working capacities and the problems they face while
working in the organization. This performance appraisal system also
acts as a motivating factor for the employees, which helps the
organization to get better results.
For the appraise:
...
The appraise fells themselves an important part of the organization,
they get a chance to express their views in front of their superiors;
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they get a platform to express their ideas. The employee comes to
know the truth about:
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 To what extent they have achieved their objectives.
 In what respect their work has been most successful.

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 Are there any aspects of their work, which they have not
completed?

Are many other question, which make them assess rightly…
Guidelines for effective performance evaluation interviews...
 emphasize positive aspects of employee performance
 tell employee that the purpose is to improve performance, not to

discipline
 conduct the review in private
 review the performance formally at least annually (more

frequently for those performing poorly)
 make criticisms specific

...
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 focus on performance, not personality
 stay calm; do not argue

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 identify specific actions the employee can take to improve

performance
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 emphasize the evaluator‟s willingness to assist the employee‟s

efforts to improve performance
 end by stressing positive
APPRAISAL PROCESS
In order to obtain a better understanding of how the

performance appraisal has been put together by The Corporation, the
researcher has provided an overview of the company‟s performance
appraisal process. The researcher felt that the overview of the
performance appraisal process would be necessary, since the process
provided a framework for the performance appraisal.
PRE-APPRASIAL STEPS
The performance evaluation can be made for variety of reasons

counseling, promotions, salary increases, administration or
combination of these. It becomes very necessary to begin by stating
the objectives of evaluation programs very clearly and precisely. The
personal appraisal system should address the question who, what,
how of performance appraisal.
These questions are the components of these appraisal systems
...
which are discussed below individually.
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“WHO “OF THE APPRAISAL OR „‟WHO‟‟ IS TO RATE.
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The immediate superior, the head of the department or any

other can rate the performance of an individual. In addition to this,
sum organizations follow the system of self-appraisal and /or
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appraisal by peers. A group, consisting of his senior, peers and

subordinates, can do appraisal, whoever is rating; he should be
trained and impartial. In most of the organizations the ratings is done
by his immediate superior who is considered the best person to
understand his subordinates strengths and weaknesses. Now a day
some organizations are following the method of self-appraisal.

THE “WHAT”OF APPRAISAL
It is considered with
 Creating and maintaining a satisfactory level of performance of

employees in their present job.
 Highlighting employee‟s needs and opportunities of for personal

growth and development.
 Aiding in decision making for promotions, transfers, layoff and

discharges.
 Promoting
subordinates.
understanding
...between supervisors and his

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 Providing a useful criterion for determining the validity of
selections and training methods for attracting individuals of higher
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caliber to the organization.

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THE ‘WHEN’ OF APPRAISAL
The „when‟ answers the query the frequency of appraisal? The

informal counseling should occur continuously but the manager
should discuss an employee‟s work as soon as he gets an opportunity
to provide positive reinforcement and use poor work as basis of
training. The time and period of appraisal differs according to the
need and nature of the organization.

THE ‘WHERE’ OF APPRAISAL
The where indicates the location where employee should be

evaluated? It is usually done at work place or office of the
supervisor.
THE ‘HOW’ OF APPRAISAL
Under this, the organization must decide what different kinds of

methods are available and which of these may be used for
performance appraisal. On the basis of comparative advantages and
disadvantages, the nature and philosophy of management and the
...
needs of an organization; the method of appraisal is decided.
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The performance appraisal process at the companies has been
stated by The Corporation as consisting of four inter-related steps.
The first step was to establish a common understanding between the
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manager (evaluator) and employee (evaluate) regarding work

expectations; mainly, the work to be accomplished and how that
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work was to be evaluated. The second step was an ongoing

assessment of performance and the progress against work
expectation. Provisions were made for the regular feedback of
information to clarify and modify the goals and expectations, to
correct unacceptable performance before it was too late, and to
reward superior performance with proper praise and recognition. Step
three was the formal documentation of performance through the
completion of a performance and development appraisal form
appropriate to the job family.

The final step being the formal performance and development
appraisal discussion, based on the completed appraisal form and
ending in the construction of a Development Plan. Also noted was
that The Corporation considered the performance appraisal process to
have been within the larger content of the other performance related
processes of work planning and salary action.
Reasons for Performance Appraisal Failures
Where performance appraisal fails to work as well as it should,

lack of support from the top levels of management is often cited as a
or more simply,
...
major contributing reason. Opposition may be based on political
motives, on ignorance or disbelief in the
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effectiveness of the appraisal process.
It is crucial that top management believe in the value of

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appraisal and express their visible commitment to it. Top managers

are powerful role models for other managers and employees.
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Those attempting to introduce performance appraisal, or even to

reform an existing system, must be acutely aware of the importance
of political issues and symbolism in the success of such projects.
Employee Participation
Employees should participate with their supervisors in the

creation of their own performance goals and development plans.
Mutual agreement is a key to success. A plan wherein the employee
feels some degree of ownership is more likely to be accepted than
one that is imposed. This does not mean that employees do not
desire guidance from their supervisor; indeed they very much do.

Performance Management
One of the most common mistakes in the practice of

performance appraisal is to perceive appraisal as an isolated event
rather than an ongoing process.
Employees generally require more feedback, and more

frequently, than can be provided in an annual appraisal. While it may
not be necessary to conduct full appraisal sessions more than once or
twice a year, performance management should be viewed as an
ongoing process.
that employees receive ...

Frequent mini-appraisals and feedback sessions will help ensure
the ongoing guidance, support and
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encouragement they need. Of course many supervisors complain they
don't have the time to provide this sort of ongoing feedback. This is
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hardly likely. What supervisors really mean when they say this is that
the supervision and development of subordinates is not as high a
priority as certain other tasks.
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In this case, the organization may need to review the priorities

and values that it has instilled in its supervisory ranks. After all,
supervisors who haven't got time to monitor and facilitate the
performance of their subordinates are like chefs who haven't got time
to cook, or dentists who are too busy to look at teeth. It just doesn't
make sense. If appraisal is viewed as an isolated event, it is only
natural that supervisors will come to view their responsibilities in the
same way. Just as worrying, employees may come to see their own
effort and commitment levels as something that needs a bit of a
polish up in the month or two preceding appraisals.

PERFORMANCE APPRAISALS PURPOSE - AND HOW TO MAKE IT
EASIER
Performance appraisals are essential for the effective

management and evaluation of staff. Appraisals help develop
individuals, improve organizational performance, and feed into
business planning. Formal performance appraisals are generally
conducted annually for all staff in the organization. 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.
Annual performance
...
appraisals enable management and
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monitoring of standards, agreeing expectations and objectives, and
delegation of responsibilities and tasks. Staff performance appraisals
also establish individual training needs and enable organizational
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training needs analysis and planning.
Performance appraisals also typically feed into organizational

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annual pay and grading reviews which also commonly coincides with
the business planning for the next trading year.
Performance appraisals generally review each individual's

performance against objectives and standards for the trading year,
agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and

succession planning - for individuals, crucial jobs, and for the
organization as a whole.

Performance appraisals are important for staff motivation, attitude
and behavior development, communicating and aligning individual
and organizational aims, and fostering positive relationships between
management and staff.
Performance appraisals provide a formal, recorded, regular review

of an individual's performance, and a plan for future development.
Job performance appraisals - in whatever form they take - are

therefore vital for managing the performance of people and
organizations.
...
Managers and appraisee commonly dislike appraisals and try to
avoid them. To these people the appraisal is daunting and time-
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consuming. The process is seen as a difficult administrative chore and
emotionally challenging. The annual appraisal is maybe the only time
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since last year that the two people have sat down together for a
meaningful one-to-one discussion. No wonder then that appraisals
are stressful - which then defeats the whole purpose.
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Appraisals are much easier, and especially more relaxed,

if the boss meets each of the team members individually and
regularly for one-to-one discussion throughout the year.
Meaningful regular discussion about work, career, aims,

progress, development, hopes and dreams, life, the universe, the TV,
common interests, etc., whatever, makes appraisals so much easier
because people then know and trust each other - which reduces all
the stress and the uncertainty.

Put off discussions and of course they loom very large.
So don't wait for the annual appraisal to sit down and talk.
The boss or appraise can instigate this.
If you are an employee with a shy boss, then take the lead.
If you are a boss who rarely sits down and talks with people - or
whose people are not used to talking with their boss - then set about
relaxing the atmosphere and improving relationships. Appraisals (and
work) all tend to be easier when people communicate well and know
each other.
...
So sit down together and talk as often as you can, and then when the
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actual formal appraisals are due everyone will find the whole process
to be far more natural, quick, and easy - and a lot more productive
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too.
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CHAPTER – IV
Performance Appraisal at IKIWL

4.1 Appraisal Rules
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4.2 Submission of Appraisal Forms
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4.3 Procedure for Communication of
Adverse Remarks
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4.4 Weightage on Remarks

4.5 Custodian of Appraisal Forms
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4.6 Other Rules

4.1 REVISED APPRAISAL RULES 1988:
1. These rules may be called the appraisal rules for the employee of the
Industrial Development Corporation of Orissa Ltd.
2. Definitions:
In these rules unless the content otherwise required.
a) “Corporation” means the Industrial Development Corporation of

Orissa Ltd.
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b) “Board” means the Board of Directors of the Corporation.
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c) “Officer” means an employee of the Corporation which in the
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Corporations grade of E and above or coming under the

nomenclature of the said grade.
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d) “Employee” other than “Officer” means an employee of the

Corporation who is in Corporations grade A and below or coming
under the nomenclature of the said grade.
e) “Reporting Officer” means the “immediate” superior officer under

whose control or supervision an employee works and they have
been specifically declared by the management to act as such.

f) “Reviewing Officer” means all officers above the reporting officers
and they have been specifically declared by the management to
act as such.
Note: No Reviewing Officer is required for the case in which managing

director does the function of the Reporting Officer.
g) “Co-Reviewing Officer” means officers heading the respective

functions at corporate office and has been specifically declared by
the management to act as such.
...
h) “Management” means Managing director, E.D., G.M., unit heads or
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any other authorized by the managing director to act on behalf of
the Industrial Development Corporation of Orissa Ltd.
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i) “Custodian of Appraisal Forms” means the officer authorized by the

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management to keep in custody the appraisal forms of the project

or corporate office as the case may be.
j) “Form” means a form appended to these rules.
k) “Financial Year” means the period commencing from the first day of
April of a calendar year and ending with 31st of March of the
following calendar year.

3. SUBMISSION OF APPRAISAL FORMS:
A. The appraisal shall be maintained in the form prescribed by the

management for different categories of employees from time to time.
B. The appraisal form for a financial year, duly filled it shall be

submitted by the reporting Officer to the Reviewing Officer before the
30th April of the next financial year.
C. The Reviewing Officer after making necessary entries in the form

shall be submitted to the Custodian before the 15th of May.
D. In case where the Reporting Officer is Executive Director / General
...
Manager / Unit Head, the Reviewing Officer shall be the Managing
Director or any other officer authorized by him in writing such
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authorization shall be either for all or for some employees.
E. An officer shall not fill up an appraisal form of an employee as

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Reporting Officer / Reviewing Officer unless the employee has worked

under his control or supervision for a minimum period of 3 months
during the year under report.
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F. If an employee has not worked at least for a period of 3 months of

the year under the control of supervision of the Reporting Officer /
Reviewing Officer, then the officer under whose control or supervision
he had worked previously for a period not less than 3 months of the
year under report, should record his comments as Reporting Officer /
Reviewing Officer.
In case where an employee has worked under the control or

supervision of different Reporting / Reviewing Officer for not less than 3
months of the year under report more than one report are to be
maintained, in such cases each report shall include the period to which
it pertains and in each report respective Reporting / Reviewing Officers

should record their comments as Reporting / Reviewing Officer. When
the above procedure cannot be followed by Reporting Officer due to
some unavoidable reason, (such as sudden death or quitting the
organization or remaining on leave long leave) the Reviewing Officer
and the officer above him will act as Reviewing Officer.
G. All major punishment defined under the discipline and appeal rules of
the corporation or the certified standing orders of the units, as the
case may be awarded to an employee concern. However, when an
employee is warned / cautioned followed by a disciplinary proceeding,
it should be open to the desertion of the disciplinary authority to
...
order whether the same should be recorded in the appraisal report or
not.
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H. While recording the annual appraisal report during the period of
suspension, pendency of disciplinary proceeding of an employee, the
Personnel department should mention the date of suspension and
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proceeding and progress of proceeding in the annual appraisal report

of the employee reported open while forwarding their annual
appraisal report at the end of the year. When the disciplinary
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proceeding is disposed off, the facts should also be brought on record

in the appraisal report. Those will help the management in knowing
the employee career from year to year while assessing his merits for
promotion.
I. In following managerial functions the performance appraisal of

respective departmental heads of the unit shall be reviewed at
corporate office by the co-reviewing officer.
1. FINANCE, ACCOUNTS & COST
2. SALES & COMMERCIAL
3. PERSONNEL
The custodian on receipt of the form from the Reviewing Officer shall
send the same to the CO-reviewing Officer wherever necessary at
corporate office immediately but not later than 20th May.
J. Once the forms are submitted to the concerned authorities, it can‟t be

taken back by the authority who submitted it.
4. PROCEDURE FOR COMMUNICATION OF ADVERSE REMARKS:
A. After the recording and reviewing of the annual appraisal reports

are over by the 15th of May every year at the latest, scripting of the
...
same is to be made by the custodian. Adverse remarks entered in the
annual appraisal report of the employee are to be communicated to the
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employee‟s concerned. So as to enable them to rectify the defects all
such communication should be made to the employee by the custodian
with the approval of competent authority in close cover by the end of
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August every year. Competent for the purpose will be declared by the
managing director from time to time.
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B. REMARKS WHICH ARE TO BE CONSIDERED AS ADVERSE REMARK:
The question whether a particular remark is an adverse remark or not for

the purpose of communication shall be decided by the competent
authority. The custodian should put up the adverse remarks entered in
the appraisal report of the concerned employee to the competent
authority for decision. However, when the overall appraisal rating of an
employee is „C‟ or „D‟ and in case of executive point 6 or below for a
particular year as such rating does not entitled an employee to be
considered promotion, the same should also be communicated to the
appraise. So that he/ she will try to improve the performance in the
succeeding year.

C. REPRESENTATION:
Representation against adverse remarks will not ordinarily be entertained

as the very purpose of such communication is to enable an employee to
know his failing to rectify them and the employee should profit bruit. The
communication should not be taken as a matter of argument to enter into
controversy in rare case, however, where the remark is based on fact and
is obviously the result of a mistake on the part of the reporting officer;
the management may consider the representation.
D. TIME LIMIT FOR MAKING REPRESENTATION:
...
Representation against adverse remark shall not be entertained if it is
made after one month from the date of receipt of the communication of
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the adverse remarks.
E. PROCEDURE OF MAKING REPRESENTATION:

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While submitting representation against adverse remarks the employees

should furnish representation in triplicate to the custodian, so as to
forward one copy each to the Reporting Officer and Reviewing Officer for
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their comments. Such representation should be objective pointed and well

reasoned.
F. PROCEDURE FOR HANDLING THE REPRESENTATION:
Immediately after receipt of the representation, the custodian should

obtain views of the Reporting / Reviewing officer. The Reporting /
Reviewing Officer should furnish their views on such representation within
one month from the date of receipt of the representation to the custodian
who shall place the same before the appropriate authority to expose the
adverse remarks. These formalities should be completed by the end of
January every year at the latest. So difficulty will not arise to process the
recording of appraisal reports for the succeeding year in due time. Orders

of the competent authority to expose the adverse remarks or otherwise
should be communicated to the employee concerned by the end of Feb.
with copies to the Reporting/Reviewing Officer and expunction of adverse
remarks should also be noted in the appraisal report. Competent
authority to expose the adverse remarks will be declared by the
managing director from time to time.
5. WEIGHTAGE ON THE REMARKS OF THE REPORTING /

REVIEWING OFFICER:
...
A. In the system of performance appraisal the remarks of the Reviewing
Officer shall prevail over the remarks of the Reporting Officer.
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B. Where there is more than one Reviewing Officer and there is
divergent assessment, the remarks of Reviewing Officer holding the
highest status shall prevail.
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C. Where the adverse remarks recorded by the Reporting Officer have

been completely counter balanced by the Reviewing Officer, the
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remark shall not be treated as adverse remarks. The Reviewing

Officer, if he does not agree with the adverse remarks recorded by
the Reporting Officer, shall be required to state categorically while
recording his remarks for which these adverse remarks have not
been accepted.
In case of remark of general nature, recorded by the Reporting /

reviewing Officer on the work and conduct of an employee reported
upon, the employee concerned should profit by the such observation
rather enter into arrangement and represent against such remarks.

6. CUSTODIAN OF THE APPRAISAL FORMS:
A. The appraisal forms, except the appraisal form of the custodian and
such other appraisal forms as may be specified, hereafter, shall be
kept under lock and key under the strict control of the custodian of
the unit / corporate office.
B. The appraisal forms of the custodian in the case of the units shall be
kept by the Executive Director/General Manager/Project Head/Unit
Head or any other officer authorized in this behalf by the
management and in case of corporate office by the managing director
or any other officer, so authorized by the managing director.
...
C. The appraisal form of all the officers and employee of the grade „A‟
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shall be preserved in the corporate office with the custodian.
D. The reviewing officer shall have to see that the appraisal form is
complete by the Reporting officer. Similarly the custodian shall see
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that it is made complete by the Reporting and Reviewing Officer.

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7. REGISTER/RECORD OF THE APPRAISAL FORMS:
A. The forms received by the custodian shall be recorded in the register

in prescribed forms. Some pages shall be earmarked for each
department to be maintained separately for officers and employees.
One page should be allotted for each officers or employee.
B. There should be one file in the form for a guard file for each officer or
employee. The form received for each year shall be posted to the file
chronologically.

C. In the case of transfer of an employee, the appraisal guard file will be
sent under confidential and sealed cover to the
M.D./E.D./G.M./Project Head/Unit Head varying according to the
place to which the officer or employee is transferred. Such transfer of
appraisal guard files shall take place only after prior permission of the
management.
D. The appraisal form maintained in the guard file shall be issued only
on production of a written requisition of an officer, bearing, where
necessary. The endorsement of the sanctioning authority to issue.
...
The sanctioning authorities are the M.D./G.M./Project Head/Unit Head
in their respective units or an officer authorized in this regard.
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8. A. Whenever any reporting officer/Reporting Officer is transferred,
resigns, retires or suspended in the middle of year and whatever the
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employee under such Reporting/Reviewing Officer have worked the

period required for Reporting/Reviewing, the Reporting/Reviewing
Officer in the prescribed appraisal form before leaving the
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organization or Project.
B. Clearance and final payment to such officer will only be given after
they have given their report in the appraisal form or review of the
appraisal form as the case may be. Except when the service of such
an officer is terminated or he is discharged or dismissed.
9. Disclosing the content of the appraisal form in any manner or

handling the form in such a manner as may cause leakage of the
entries will amount to serious misconduct.
10. With regard to the interpretation or implementation of these rules the

decision of M.D. will be final.

11. If any doubt or difficulty arises in giving effect to the provisions of
these rules, the M.D. may as occasion require, by order, do anything,
not inconsistent with the provision of these rules, which appears to
him necessary purpose of reviewing the doubt or difficulty.
The Managing Director reserves the right either to amend these rules
from time to time or to revolve the same at any time.
GUIDELINES FOR RECORDING APPRAISAL REPORT BY

REPORTING AND REVIEWING OFFICER:
The Annual Appraisal Report is an important document. It provides the
...
basic and vital inputs for assessing the performance of the employees and
executives, and their further advancement in their career. The Reporting
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Authority and the Reviewing Authority should therefore, under take the
duty of filling out the forms with a high sense of responsibility and
objectivity.
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The Annual Performance report is used as tool for (Human Resource

Management). Reporting authority is to realize that the objective is to
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develop an employee. So the employee realizes his/her true responsibility.

Since it is not a FRUIT FINDING PROCESS but a DEVELOPMENTAL one, the
reporting authority as well as reviewing authority should not shy away from
giving correct assessment without any bias.
Therefore, the columns/factors/attributes in the appraisal reporting form

should be filled with due care and attention devoting adequate time.
IKIWL have three Types of Forms:
I. Meant for Workers
II. Meant for Clerical and Supervisory Staff
III. Meant for Executives

The form meant for workers and clerical/supervisory staffs are simple one,
where as the form meant for executives has been designed to assess the
performance and managerial potentiality while giving the executives the
opportunity to record his/her self appraisal on the basis of specific
achievements made by them during the year.
Since the performance appraisal report meant for executives requires more
care and diligence. The same has described in detail as follows:
The form has three parts:
Parts I – Self appraisal to be recorded by appraise.
...
Part II – To be filled by Reporting Authority.
Part III – Has 17 factors/attributes.

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For performance assessment, Part II is divided into two groups.
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I. Performance factors from „ii‟ to „vi‟.
II. Managerial Potential factors from „vii‟ to „xiv‟.

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Factor „I‟ is information regarding the duties assigned to the executive,

factor „xv‟ is the comment on self appraisal recorded by appraise, and
factor „xvii‟ is overall rating.
Each factor has to be weighted in respect of its importance and overall

assessment is to be decided at factor „xvii‟. Factor „iv‟ to „xii‟ are to be
assessed on a „6 point‟ scale and the relevant scale point is to be tick
marked. Factor „xiii‟ and „xiv‟ are in questionnaire form to be tick marked at
appropriate column. Factor „ii‟, „iii‟, „xv‟ and „xvi‟ are to be written in
narrative form.

If there is any adverse remark or appreciation, care should to take to
reflect the same under factor.
Part III is meant for co-reporting (whenever specified).
Part IV is meant for reviewing.
Part V is Training need.
Since factor from „iv‟ to „xii‟ are to be assessed on numerical point scale,
„xiii‟ & „xiv‟ in questionnaire form and overall assessment is also on
numerical point scale, it would be scientific and rational to develop a
system of co-relation between the both, by assigning Weightage to these
...
factors, so that factor score can be found out as follows and all the factor
scale added together can decide the score to be assigned under „overall
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assessment‟.
Factor Score=Scale Point tick marked * Weightage.

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For example:
Factor “Quality of Performance” is assigned Weightage of 0.5 point scale

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tick marked is 6. The factor score thus become 6*0.5=3.
All the factor scores can be added up to arrive at overall rating which is on
a 20 point scale. The factors which are of relevant importance have been
assigned higher Weightage and factor has less importance with lesser
Weightage.

We have the following factors on point scale/questionnaire and Weightage
is suggested as follows:
FACTORS WEIGHTAGE
1. Quality of Performance 0.5
2. Cost/Time control in Performance 0.3
3. Job Knowledge and Skill 0.5
4. Planning and Organizing 0.3
5. Incentive 0.3
6. Commitment and Sense of 0.3

Responsibility
7. Communication
... 0.2
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8. Problem Analysis and Decision making 0.3
9. Management of Human Resources 0.3
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Factors „xiii‟ i.e. LATERAL CO-OPERATION is in form of questionnaire which
is to be marked at appropriate column and this may be assigned marks as
follows:
ATTRIBUTES MARKS
1. Has a marked tendency to be unduly difficult with other 0

Departments, regardless of overall Company Objective.
0.5
2. Reasonably co-operative.
0
3. Misses no opportunity to turn down other Departments.
4. Indifferent towards the needs and problems of other 0

Departments.
5. Fully alive to
Departments.
his
...
responsibility towards other 1
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Factor „xiv‟ i.e. SUBORDINATE DEVELOPMENT is also in the form of
questionnaire which is to be tick marked at appropriate column and this
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may be assigned marks as follows:
ATTRIBUTES MARKS
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1. Has an indifferent approach to the growth needs of 0

subordinates.
2. Takes some Interest in subordinate development.

0.5
3. Thwarts the growth of subordinates.
0
4. Quite conscious of his responsibility to allow and
1
encourage subordinate to grow.
The total factor scores on above factors at highest point will come to 20.
By the above exercise the overall rating can be found out at factor „xvii‟
where the point scale is 20.

CHAPTER – V
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5.1 Data Analysis
5.2 Interpretation and Findings
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5.3 Suggestions
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DATA ANALYSIS
Question no 1: Number of service years in this organization.
(a) 5-10 years (b) 10-15 years (c) More than 15 years
Question Less than 5 5-10 10-15 More

Years Years years than 15
Sample Size 87 21 38 17 11
Employees
...
Service Years
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More than 15
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Less than 5 Years

10 - 15 Years
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5 - 10 Years
Fig. 1.01
Findings: The response collected is based on the period of their service

in the organization. As company was set up in 1950 so the years of
service in the organization of most of the employees is more than 5
years. Which means most of the employees are well experienced.

Question no 2: Are you aware about your performance appraisal or any
evaluation done by your superior?
(a) Yes (b) No
Question Yes No
Sample Size 87 78 9
Employees
...
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Fig. 1.02
Findings :- 85 % the employees had responded in favor of that they

were aware about performance appraisal.

Question no 3: Are you aware about the modern techniques used in
performance appraisal?
(a) Yes (b) No
Question Yes No
Sample Size 87 68 19
Employees
...
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Fig. 1.03
Findings: Near about 30% of the employees had not aware about
modern performance appraisal techniques.

Question no 4: Performance appraisal techniques make you better
eligible for promotion, demotion, & transfer.
(a) Agreed ( ) (b) Not Agreed ( )
Agreed Not agreed
Question
Employees
...
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Fig. 1.04
Findings: 80% of the respondent‟s shows that Performance Appraisal

work as a good strategy to go ahead with promotion while 20% of
respondents do not agree with it.

Question no 5: Do you think performance appraisal is useful or just a
waste of time?
(a) Useful ( ) (b) Waste of time ( )
Question
Useful Waste of time
Sample Size 87 82 5
Employees
...
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Fig. 1.05
Findings: More than 90% of the employees say that performance

appraisal is useful for their self-assessment and promotions. Thus, they
cannot ignore it. And rest of the employees thinks it as a waste of time.

Question no 6: Proper and adequate performance appraisal plays a
crucial role in your career development.
Question Yes No
Sample Size 87 92 8
Employees
...
ep
de
Su
Fig. 1.06
Findings: More than 90% of the responses show that Performance

Appraisal Report helps a lot in the promotional activities.

Question no 7: Does performance appraisal report is helpful in
identifying Training and Development need or it lay development plan for
you?
(a) To a large extent (b) To some extent (c) Not at all
Question To a large To some extent Not at all

extent
Sample Size 87 60 30 10
Employees
...
ep
de
Su
Fig. 1.07
Findings: More than 65% of the respondents are satisfied by the

performance appraisal report as it helps them to understand the job
profile and helps in training need identification.

Question no 8: Performance appraisal is most of the time fair and
unbiased.
Question Agreed Not

agreed
Employees
...
ep
de
Su
Fig. 1.08
Findings: More than 65 % of the respondents show that Performance

Appraisal report is time fair & unbiased.

Question no 9: Have you understood clearly, as to what is expecting
from you?
(a) Yes (b) No (c) Cant‟ say
Question YES No Cant‟ say
Sample Size 87 40 22 38
Employees
...
ep
de
Su
Fig. 1.09
Findings: There is a close response from the respondents on

Performance appraisal report where on one hand (near about 40%) say
that it makes feel refreshed & know there better responsibility. On the
other hand some say that it has helped them in improving their skills not
to define their future responsibility and performance.

Question No 10: Does the organization provide counseling after
appraisal?
(a) Yes (b) No
Question Yes No
Employees
...
ep
de
Su
Fig. 1.10
Findings: Near about 80% of the respondents, say that Organization

provides counseling after performance appraisal report.

FINDINGS:
1. The response collected is based on the period of their service in the
organization. As company was set up in 1950 so the years of service
in the organization of most of the employees is more than 5 years,
which means most of the employees are well experienced.
2. 85 % the employees had responded in favor of that they were

aware about performance appraisal.
...
3. Near about 30% of the employees had not aware about modern
performance appraisal techniques.
ep
4. 80% of the respondent‟s shows that Performance Appraisal work as
a good strategy to go ahead with promotion while 20% of
de
respondents do not agree with it.
5. More than 90% of the employees say that performance appraisal is

Su
useful for their self-assessment and promotions. Thus, they cannot

ignore it. And rest of the employees thinks it as a waste of time.
6. More than 90% of the responses show that Performance Appraisal

Report helps a lot in the promotional activities.
7. More than 65% of the respondents are satisfied by the performance

appraisal report as it helps them to understand the job profile and
helps in training need identification.
8. More than 65 % of the respondents show that Performance

Appraisal report is time fair & unbiased.
9. There is a close response from the respondents on Performance
appraisal report where on one hand (near about 40%) say that it
makes feel refreshed & know there better responsibility. On the
other hand some say that it has helped them in improving their
skills not to define their future responsibility and performance.
10. Near about 80% of the respondents, say that Organization provides
counseling after performance appraisal report.
SUGGESTIONS:
...
1. This situation realizes that there were 20% of the employees
who are unaware of the performance appraisal report which
ep
will be reduced by providing them counseling.
de
2. They should have to be aware about the performance appraisal

techniques because they have to pass through it for taking
better promotions & greater responsibility.
Su
3. This shows there negligence towards their career & awareness.

Thus, it can avoid by providing enough information to
employee with the help of training & development exercise.
4. The 20% of respondent‟s responses shows that they are not

aware about importance of performance appraisal report. They
should be aware about that how they can take promotion and
greater responsibility through better performance.

CHAPTER – VI
...
ep
2.1 Conclusion
de
2.2 Annexure
Su
2.3 Bibliography

CONCLUSION:
It is truth that no work is completed in itself. In fact, completion of

one job is actually the beginning of another job. Likewise,
performance Appraisal is never ending process. It is essential for
personal & professional development.
This project has been considering all possible aspects mentioned in

the project booklet. The project is made very clear and precise with
the help of the relevant data gathered from the company, company
...
website & through various annexure.
ep
In the concluding remark of my project report, I would like to state
that at IDCOL KALINGA IRON WORKS LTD., the employees are
considered as most valuable assets & strength for sustained growth
de
& development of the company.
They believe in investing continuously in human resource for their

Su
growth. The company is led by young professionals. They have an

open work environment which is achievement oriented.
In spite of these merits, there are some demerits also in the company
that the goals of the company are not decided in advance and no
feedback fixed for workers and executives in IDCOL KALINGA IRON
WORKS LTD.

BIBLIOGRAPHY
 Aswathappa K, Human Resource & Personnel Management,
Tata McGraw- Hill Publishing Co. Ltd., New Delhi, Sixth edition
2001
 Kothari C.R., Research methodology methods & techniques,

Wishwa Prakasan ublishing Co. Ltd., New Delhi, Sixth edition
2001.
 Human Resources Management by P.Subarao
 Robinson Kenneth R., “A Handbook of Training Management”

(Revised 2nd Edition), Aditya Books Private Ltd., New Delhi,
...
1992.
 Bajpai S. R., “Methods of Social Survey and Research”, Kitab

ep
Ghar, Kanpur, 2004.
SEARCH ENGINES
de
1. www.google.com
2. www.citehr.com
Su
3. www.scribd.com
4. www.wikipaedia.org
5. www.performance-appraisal.com
6. www.performance-appraisal.org

COPY OF QUESTIONNAIRES:
IDCOL KALINGA IRON WORKS LTD., KEUNJHAR
Name:……………………………………………………………….
Désignation / Post:…………………………………………..
Salary Grade:…………………………………………………….
Qualification:………………………………………………………
Experience (In Years):………………………………………
...
1. No. of years of service in the organization:
ep
(a) Less than 5 (b) 5-10
(c) 10-15 (d) More than 15

de
2. Do you aware about your performance appraisal or any

evaluation done by your superior.
(a) Yes (b) No

Su
3. Are your aware about the modern techniques used in

your performance appraisal?
(a) Yes (b) No
4. Performance appraisal techniques make you better

eligible for promotion, demotion, & transfer.
5. Do you think performance appraisal is useful or just a

waste of time?
(a) Useful ( ) (b) waste of time ( )

6. Proper and adequate performance appraisal plays a
crucial role in your career development.
(a)Agreed ( ) (b) Not Agreed ( )
7. Does performance appraisal report is helpful in

identifying training & development need or it lay career
development plan for you?
(a) To a large extent (b) To some extent (c) Not at all
8. Performance appraisal is most of the time fair and

unbiased.
(a)Agreed ( )
...
(b) Not Agreed ( )
ep
9. Have you understood clearly, as to what is expecting
from you?
(a) Yes (b) No

de
10. Does the organization provide counseling after

appraisal?
(a) Yes (b) No

Su
Any suggestions:…………………………………………

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DECLARATION

I do hereby declare that the summer internship program with the

MBA (4th Trimester)

Academy of Management Studies, Bhubaneswar 1

I feel very happy to take the opportunity to extend my heartily

I extend my heartily thanks to Mrs. SnehaLata Baliarsingh, Dy.

Academy of Management Studies, Bhubaneswar 2

 SUBMISSION OF APPRAISAL FORMS

1.4 Research Methodology

Academy of Management Studies, Bhubaneswar 4

Management is the process of efficiently achieving the objectives

wonderful things can be happen.

According to Carnell, Kuzonils and Elbert (HRM) personnel and

functions and activities designed to minimize both personal

According to Flippo “IT is the planning organizing, directing and

Academy of Management Studies, Bhubaneswar 5

Human resources is measured from a number of aspects,

The Importance of HRM is:

 Attract and retain talent

 Train people for challenging

Academy of Management Studies, Bhubaneswar 6

Modern human resource management is quite different from that of

1. Human resource determines the number and kinds of personnel

2. Recruitment, selection and placement of personnel, i.e. employment

Academy of Management Studies, Bhubaneswar 7

The subject of the study is to prepare a detail field report on the

Purpose of the Study:

1. In general, the purpose of the study is to know the system of

1.5 RESEARCH METHODOLOGY

Research in common parlance refers to a research for knowledge.

Academy of Management Studies, Bhubaneswar 8

Special session was conducted for us by Employee Development Center in

a) Questionnaires were made of 10 questions for data collection.

Academy of Management Studies, Bhubaneswar 9

2.1 Introduction to Industry

Academy of Management Studies, Bhubaneswar 10

HISTORY AND DEVELOPMENT OF IKIWL:

After independence there is a realization of the need for a planned

The IDCOL, Industrial Development Corporation of Orissa Ltd.,

IDCOL is pioneer in modernization Orissa‟s Industrial outlook

magnificent success as entrepreneur & promoter has let to emergence of

The IDCOL Kalinga Iron Works Ltd as the part of Industrial

The IDCOL was incorporated in the year 1962 as a Govt. Company

Academy of Management Studies, Bhubaneswar 11

IDCOL Kalinga Iron Works Limited is situated in the midst of the

(a) Spun Pipe Division:

The Spun Pipe Division has incorporated in March1982. It has

Academy of Management Studies, Bhubaneswar 12

1. CAPITAL INVESTMENT UPTO 31.03.04 :Rs.729.95 Lakhs

Induction Furnaces. The method of manufacturing consists of pouring

Academy of Management Studies, Bhubaneswar 13

Quality Policy:” At IDCOL Kalinga Iron Works Limited, we look forward

Spun Pipes as per customer‟s requirement. WE are aiming at limiting off

We are committed to achieve customer‟s satisfaction by timely

Academy of Management Studies, Bhubaneswar 14

(a) Conforms to planned arrangement, to the requirement of

(b) Is implemented and maintained effectively.

conformity with the acceptance criteria kalong with authorization of

or further processing until the panned arrangements are satisfactorily

i) Molten Iron/Pig Iron

Academy of Management Studies, Bhubaneswar 15

MAIN CONSUMER OF C.I.PIPES

4. Industrial & other housing projects.