PROJECT REPORT ON

A BRIEF STUDY ON HUMAN RESOURCE MANAGEMENT & ERP

A Report submitted in partial fulfillment for the requirement of the award of

Degree of

“BACHELOR OF BUSINESS ADMINISTRATION”

Conducted by

Department of Bachelor of business administration

(Aryabhatta Knowledge University)

Under the Guidance of Submitted by:

Sri Arun Kumar Choudhary
(General Manager-cum Chief Engineer, Amisha Chaturvedi
Transmission zone, Patna) Reg. No. – 19302310076
Roll No. – 048
Anant Deo Sharan,
(Administrative Officer)
 ACKNOWLEDGEMENT

Although a project report is considered to be the Result of an individual

effort and the credit goes to the Ultimate person conducting the analysis but
it is really a Team effort. This project report could not have achieved. The
shape it has. In this context, I would like to express my Special
acknowledgment and deep regards to my family and mentors. I take the
privilege of offering a deep sense of gratitude and indebtedness to Sri Arun
Kumar Choudhary (General Manager-cum Chief Engineer, Transmission
Zone, Patna) & Anant Deo Sharan, (Administrative Officer) for providing me
his able Guidance and inspiration to complete the Internship Report.

I am also grateful and would like to acknowledge my sincere thanks to all

the supervision and workers of BSPHCL Patna whose name are not
mentioned here but their co-operation with me in giving interview cannot
be left out.

I would also like to acknowledge all such sorts of society who help me
directly or indirectly by any means throughout the whole course. Lastly, but
not least i would like to thanks my parents, and my friends for always
inspiring me to go through this course.

AMISHA CHATURVEDI
 DECLARATION

I, Amisha Chaturvedi, declare that the project entitled “Management Of

human Resources In face Of Contingencies At BSPHCL” is a genuine research
work Undertaken by us under the Supervision of Mr. Arun Kumar
Chaudhary. (DGM, Personnel, BSPHCL, Patna) & Anant Deo Sharan. This
information Has been collected from genuine authentic sources. This report
is being submitted in partial fulfillment of the Requirement of BACHELOR’S
OF BUSINESS ADMINISTRATION. IN CIMAGE PROFESSIONAL COLLEGE,
ARYABHATTA KNOWLEDGE UNIVERSITY.

SIGNATURE
 1. INTRODUCTION

The greatest scientific achievement of the 19th century is the discovery of

electricity. The 20th century is making use of electricity so extensively that it has
almost changed the face of the Earth. “Electricity carrier of light and power and
devourer of time and space, and bearer of human speech over land and sea is the
greatest servant of man though it is itself unknown.

The modern age is the age of machinery. The true object of substituting human
labor by mechanical labor is to find greater leisure for men. Machines must be
driven by natural power and the most pervasive of all source of natural power is
electricity, mechanical, hydro- wind followed by electronics now days.

In today’s life, electricity regulates the clock that roses us from bed, while the water
that makes our day, cooks our food on heat-proof cooking ranges or cookers, works
on radio and TV that tell us the news , rings the bell that announces a visitor, carries
our telegraphic message to distant places, convey us to our office in luxurious tram
cars and trains , takes us to our room somewhere in some multi storied building
on elevators , electricity lifts, refrigerates the food to keep it completely fresh lights
our room when the sun goes down, warms it in a winter and cools in summer, in
short does anything for our comfort and convenience with the utmost efficiency at
all hours.
BSPHCL Profile
BSPHCL, formerly Bihar State Electricity Board (BSEB) is a state- owned electricity
regulation board operating within the state of Bihar in India. Bihar State Electricity Board
(BSEB) was established in 1958 as a statutory corporation under the Electricity (Supply)
Act, 1948. As of November 2012, BSEB has nearly 16,550 employees, out of which approx.
1,700 are officers and as of now, BSPHCL & its subsidiary companies have 16,550
employees.
Power Finance Corporation was the main consultant for BSEB's restructuring.
BSEB formally started functioning as 5 companies on 1 November 2012 namely:

➢ Bihar State Power Holding Company Limited (Apex Holding Company)

➢ Bihar State Power Transmission Company Limited (Transmission business)
➢ North Bihar Power Distribution Company Limited (Distribution business)
➢ South Bihar Power Distribution Company Limited (Distribution business)
➢ Bihar State Power Generation Company Limited (Generation business)
BSPHCL is the apex Holding Company with effect from 1st November, 2012
under the provision of Bihar State Electricity Reform transfer Scheme 2012 and
Electricity Act 2003.

The duties of BSPHCL have been defined in section 18 of the Electricity Supply Act, 1948.
It has been charged with the responsibility of promoting a coordinate development
generation, supply and distribution of electricity in the state of Bihar on an efficient and
economic basis of management. Although BSPHCL deals with only electrical power, its
signification and utility value is enormous for the state.

BSPHCL’S SUBSIDARY COMPANIES

1. North Bihar Power Distribution Company Ltd.

2. South Bihar Power Distribution Company Ltd.

3. Bihar State Power Transmission Company Ltd.

4. Bihar State Power Generation Company Ltd.

Administrative Setup

The administrative setup at BSPHCL is as follows:

Duties, Mission and Objectives

The duties of the Company have been defined in Section 18 of the Electricity Supply Act,
1948. It has been charged with the responsibility of promoting a co-ordinated development
of generation, supply and distribution of electricity in the State of Bihar on an efficient and
economic basis of management.
Though BSPHCL deals in only one product, i.e., electrical power, its significance and utility
value is enormous for the State. Almost all aspects of modern life-style are dependent on it
in one way or another.
The responsibility of catering to entire state means BSPHCL must always be able to
understand present as well as future trends of power consumption.
The Company has its full-fledged Accounts and Audit Department for proper keep-up of its
financial transaction as also to ensure efficient financial management on the commercial line.
The Company has also its HR wing to safeguard the interest of all its employees. The bio-
data and service records of the employee have been computerized at its Headquarters.
The entire organization of the Bihar State Power Holding Company Ltd. has been set up
keeping in view the functions entrusted to it i.e., coordinated development of generation,
transmission and distribution of electricity in the State.
History of BSPHCL
BEFORE INDEPENDENCE

The electric supply industry started in India in the modest way in the year 1870. A
company sponsored the first Electricity supply undertaking with a small generation
station in the city of Surat in the year 1883. This was followed by electricity
undertaking were sponsored by private company. In the year 1887 for the first time
a law was passed which covered the whole of the India. Later, in the year 1903, the
government of India passed a legislation under which license were issued. In the
year 1910, the law known as the Indian Electricity Act, 1990 was passed which laid
down certain regulatory policies.

In 1938, a National Planning Committee was set up under the chairmanship of pt.
Jawaharlal Nehru in power and fuel. The committee recommended that the state
should own and control the generation and distribution of Electricity through
Electricity Board.

Before 1946, there was no separate wing named the electricity department in the
state and public workers department use to take up all the works concerned with
Electricity.

Prior to the state entering into the field of electrical industry in 1947, Electricity was
available only to 15 towns and few licensees. Supply was limited and insufficient.
The generation and distribution was monopolized by the private licensed
companied. 19 licensees were operating throughout the state; such companies were
functioning at Gaya, Hazaribagh, Buxer, Chappra, Sahebganj, Motihari, and
Bhagalpur. These licensees were governed by the provision of the India Electricity
Act, 1910.

AFTER INDEPENCE

The Provision of Indian Electricity Act, 1990were such that they only facilitated the
economic consideration of the private licensees who were least interested in the
development of area through Electricity unless they are assured optimum return to
their capital. The government had minimum control such as private organizations.
Rudimentary conditions were prescribed which were incorporated in the license
issued.

The state governments were instructed to establish a separate electricity department.

The Indian parliament enacted the Electricity (supply) Act, 1948. The new
enactment prescribed the establishment of regional electricity board across India.
The state electricity board was autonomous bodies which were designed to control
and regulate the program development in the area under their jurisdiction. The act
stated that each state government was required to set up a board within a period of
two years from the commencement.

Bihar State Electricity Board, Patna (now known as Bihar State Power Holding
Company LDT.) was constituted under section 5 of the Electricity Supply Act, 1948
dated 25th March 1958 with effect from 1st April 1958.

Re-organization of BSEB

In pursuance to the provision of electricity act 2003 for reorganization of Bihar State
Electricity Board, following five companies have been incorporate under the
companies act, 1956 vide state government resolution on 999 dated 06.03.2012.

Bihar State Power (Holding) Company Ltd, Patna – A controlling company which
holds equity capital of other four subsidiary companies and will act as controlling
company for the subsidiary companies.

1. Bihar State Power Transmission Company Ltd.

2. Bihar State Power Generation Company Ltd.
3. South Bihar Power Distribution Company Ltd.
4. North Bihar Power Distribution Company Ltd.

The state government vides notification no. 1436 dated 29.03.2012 has constituted
the first Board of Directors of successor companies of BSEB reconstituted under the
Electricity Act, 2003. To commercialize the operation of the successor companies,
the structure of board of Directors of these companies is to be expanded for
appointment of more whole-time directors with notified eligibility criteria.
 BIHAR STATE
POWER (HOLDING
COMPANY LTD.

BIHAR STATE BIHAR STATE

POWER POWER
GENERATION TRANSMISSION
COMPANY LTD. COMPANY LTD.

BIHAR STATE
ELECTRICITY
REFORMS
TRANSFER
SCHEME 2012
(BSEB)

SOUTH BIHAR NORTH BIHAR

POWER POWER
DISTRIBUTION DISTRIBUTION
COMPANY LTD. COMPANY LTD.
 1. Bihar State Power Holding Company Limited (BSPHCL):
It has been charged with the responsibility of promoting a coordinated
development of generation, supply & distribution of electricity in the state of
Bihar in an efficient and economic basis of management. The company has
its full-fledged account and audit department for proper keep of its financial
transaction as also to ensure efficient financial management on the
commercial line.
The company has also its HR wing to safeguard the interest of all its
employees. The bio data and service records of the employee have been
computerized.

2. North Bihar Power Distribution Company Limited (NBPDCL):

This company has been given the status of distribution license as per section
14 of the electricity Act 2003.
NBPDCL is also a subsidiary company of BSPHCL. It has been vested with
the distribution assets, interests in property, rights and liabilities of erstwhile
BSEB necessary for the business of distribution in its area of distribution.
Units of distribution comprising of all districts of North Bihar.

NBPDCL is a company registered under the provisions of companies Act, 1956

and is a fully owned subsidiary company of BSPHCL.

The main objects to be pursued by the company are-

• To undertake the activities of distribution to all consumers irrespective of the

voltage, provision, supply, wheeling, purchase, sale, import, export and trading
of the electricity, introduce open access in distribution as per the electricity Act
2003 or the direction of the regulator.

• To plan, develop, acquire, establish, construct, erect , lay, hire, lease, buy , sell,
operate, run, manage, maintain, enlarge, run, alter, renovate, modernize ,work
and use a power distribution system under a network in all its aspect including
amongst other various voltage line and associated sub stations, including
distribution centre, cable, wires, accumulators, motor, meter, apparatus,
computers and materials connected with sub transmission, distribution, supply
of electrical energy, ancillary service, telecommunication and telemetering
equipment.

3. South Bihar Power Distribution Company Limited (SBPDCL):

SBPDCL is also a subsidiary company of BSPHCL. It has been vested with

the distribution assets, interest in property, rights and liabilities of erstwhile
BSEB necessary for the business of distribution in its area of distribution
comprising of all districts of South Bihar.
Presently, the company is providing uninterrupted power supply in PESU
area, Patna and also providing 23-24 hrs assured power supply in the entire
districts HQ of south Bihar. The company also gives us the assurance for
placement of defective transformer in the urban areas in 24 hrs & in rural
areas in 72 hrs.

Its main objectives are:

• To modernize and strengthen the distribution network.

• To extend the distribution network to all the village/tolas.
• To provide the mater to all the unmetered consumers.
• To redress the consumer grievances in the shortest possible time.

4. Bihar State Power Transmission Company Limited (BSPTCL):

Bihar State Power Transmission Company Limited, a wholly owned

corporate entity under Bihar Government was incorporated under the
companies’ act 1956 on 1st Nov 2012.
Presently the company is carrying on intra state transmission and wheeling of
electricity under license issued by Bihar Electricity Regulatory Commission.
The company is also discharging the functions of State Load Dispatch Centre
from its head-quarter, at Vidyut Bhawan, Patna.
 Beside continual technical up gradation, the company lays emphasis in
imbibing required skills in its place and therefore it has invested in creating
training infrastructure. It has recently established a “Power Training Centre”
at Gaurichak, Patna where employees/students are trained on various power
system protection and equipment testing.

Main Objectives:

The undertaking transmission of electricity through intra state transmission

system;
To discharge all functions of planning and co-ordination relating to intra-state
transmission system with-
• Central transmission,
• State government,
• Generating companies,
• Regional power committees,
• Authority,
• Licenses.

Duties of BSPTCL

To build, maintain and operate an efficient, coordinated and economical inter-

State transmission system or intra-State transmission and to comply with the
directions of the Regional Load Dispatch Centre and the State Load Dispatch
Centre.

5. Bihar State Power Generation Company Limited (BSPCGL)

This is also a subsidiary of Bihar State Power Holding Company Limited

erstwhile BSEB.
The company has its head-quarter in Patna, Bihar.
THEORETICAL BACKGROUND

❖ Performance appraisal and promotion

❖ Objectives of the study
❖ Importance of the study
 ERP (ENTERPRISE RESOURCE PLANNING)

What does SAP stand for?

SAP generally refers to a roadmap to intelligent enterprises. The original name for SAP
when translated was system Analysis and Program Development and is initialized as
SAP. It stands for ‘System Applicable Product’.

What is SAP enterprise resource planning (ERP)?

SAP SE is one of the largest vendors of ERP software and related enterprise
applications. The company's ERP system enables its customers to run their business
processes, including accounting, sales, production, human resources and finance, in an
integrated environment. It is also considered a backbone of the SAP software offerings.
The integration ensures that information flows from one SAP component to another
without the need for redundant data entry and helps enforce financial, process and legal
controls. It also facilitates the effective use of resources, including manpower,
machines and production capacities.

SAP ERP software has different main modules, which are separated into functional
modules and technical modules. SAP's functional modules include:

• Human Capital Management (SAP HCM)

• Production Planning (SAP PP)

• Materials Management (SAP MM)

• Project System (SAP PS)

• Sales and Distribution (SAP SD)

• Plant Maintenance (SAP PM)

• Finance and controlling (SAP FICO)

• Quality Management (SAP QM)

There are so many human resource activities in BSPTCL like hiring of

employees, transfer promotion, payroll, payment, leave, statutory rules,
reporting etc.

THE BENEFITS OF THE HUMAN RESOURCE PROCESS ARE: -

• Data is stored in such a way that we can easily access and maintain at
any time

• Enable flexible representation of all personnel procedure involved in

recording and evaluating employee time data.

• Ability to process payroll for employee using data from personnel

Administration & Time management.

• Integrated process covers Employee life cycle event.

YASH TECHNOLOGIES TEAM has conducted several training programs to

develop a high level of competency and confidence within BSPTCL to use
SAP system.
IN THE ORGANIZATION WE HAVE GONE THROUGH THAT IT HAS
BEEN IMPLEMENTED FOR
1. HCM (HUMAN CAPITAL MANAGEMENT)
&
FLM (FILE LIFECYCLE MANAGEMENT)

The SAP ERP software system, called SAP ERP Central Component (SAP
ECC), is the collective term for SAP's functional and technical modules that
enable enterprises to manage business processes through a unified system.
ECC is the on-premises version of SAP, and it is usually implemented in
medium- and large-sized companies. For smaller companies, SAP offers its
Business One ERP platform.

Achievements

SAP also has cross-application components, such as enterprise document

management systems and product lifecycle management (PLM), which can be
implemented with any of the main modules.

How does the SAP ERP system work?

The SAP ERP system is often arranged in a three-tier, client-server architecture. This
set up is recommended because it enables flexibility and increased scalability. The
three tiers used by the SAP ERP software include: the presentation tier, the application
tier and the database tier.

The presentation tier provides the user with the SAP graphical user interface
(SAP GUI). The SAP GUI can be installed on any computer that use Microsoft
Windows OS or Mac OS. The SAP GUI is the point of communication between the
user and the SAP ERP system.

The application tier is the core of the SAP ERP system. This tier is responsible for
processing client transactions, executing business logic, running reports, monitoring
access to the database, printing jobs and communicating with other applications.

The database tier is where both the business generated data and SAP application
programs are stored.

When working together, the application tier will receive the input and then send the
information to the presentation tier. The presentation will display the output in the SAP
GUI. This data is then stored in the database tier.
All processes that are started or stopped within the SAP ERP system are called SAP
instances. Each instance possesses a dispatcher and various work processes. The
dispatcher allocates tasks to one of the work processes. The SAP ERP system has
different work processes to match with different tasks. These work processes include:

• dialogue work processes for managing online transaction requests from users;

• update work processes that perform updates in the database;

• spool work processes, which enable printing in the SAP system;

• batch work processes that process any background jobs scheduled in the system;
and

• gateway work processes, which enable communication between applications, such

as between SAP R/3 and SAP R/2.

While the SAP ERP system can contain several application instances, there must
always be one special, central instance (CI). The CI has two components: the message
process and the enqueue server. The message process establishes communication
between the application instances in the SAP system. The enqueue server manages
locks on the database tables.

Beyond this breakdown, there are several application modules that make up the SAP
ERP system. Each module is designed to accommodate the SAP application programs
and specific business data related to a particular area of business.

Advantages and disadvantages of the SAP ERP system

Advantages of SAP ERP include:

• the standardization of an organization's business processes;

• the ability to integrate with other third-party systems and perform enterprise wide
services;
• the flexibility to create custom rules with the SAP structure that set the parameters
for transactions; and

• various analytical features -- such as reporting and decision-making -- that enable

SAP to meet the needs of various complex businesses and government
organizations.

Disadvantages of SAP ERP include:

• the high cost of purchasing and implementing the program, including buying the
software and hardware, labor costs of internal IT employees and external
consultants, the costs of training employees and the residual costs for software
maintenance and periodic upgrades; and

• the complexity of the system means most companies will only implement one
feature of the SAP ERP software at a time, causing the complete implementation
of the software to take up to several years.
SAP software uses
SAP software is used to assist companies with the management of business areas, such
as finances, logistics and human resources. The SAP ERP can be used with other
application software that supports specific, complex business functionality; this is
called the SAP Business Suite.

The SAP Business Suite is a bundle of business applications that provides integration
of business and processes, as well as industry-focused functionality. This bundle is
based on SAP ERP, but also includes modules for CRM, PLM, supply chain
management (SCM) and supplier relationship management (SRM). SAP customers
can choose to run Business Suite on SAP HANA.

S/4HANA is the vendor's in-memory version of the Business Suite ERP platform that
was released in 2015. It is an ambitious rewrite of the Business Suite optimized for the
HANA platform. S/4HANA is meant to reduce complexity, according to SAP, and
to replace SAP ECC, eventually.
SAP S/4HANA Cloud is a SaaS version of S/4HANA, presenting the advantages of
HANA's in-memory processing and real-time data accessibility within a SaaS model,
meaning users can access all of the software's functionality.

SAP also has industry-specific applications that support business processes unique to
particular industries. Some of these applications are:

• SAP for Utilities

• SAP for Insurance

• SAP for Oil and Gas

• SAP Healthcare
SAP user groups
An important part of SAP's information dissemination and engagement has been
itsuser groups. These are independent, not-for-profit groups designed to help educate
members, create customer involvement, give voices to users in influencing SAP
strategy and provide networking opportunities. Here, SAP employees and users can
meet and share information, experiences and lessons learned.

Arguably more important, SAP hears user feedback in both the technical areas and the
functional areas. User groups are organized by region across the globe, with Americas'
SAP Users' Group (ASUG), being the largest.

History of SAP
SAP was started in 1972 by five former IBM employees in Mannheim, Germany. The
original idea for SAP was to provide customers with the ability to interact with a
common corporate database for a comprehensive range of applications in real time.

In 1973, SAP released R/1, a financial accounting system. R/1 ran on IBM servers and
disk operating systems (DOS), and it had a single-tier architecture in which
presentation, applications and data were on one platform.
In 1979, SAP released R/2, a mainframe system that provided real-time data processing
across accounting, manufacturing, supply chain and human resources. R/2 used a two-
tier architecture, where presentation was on one platform and applications and data
were on another. R/2 helped power SAP's growth, and the vendor expanded its
customer base to about 200 companies.

In 1988, it changed from a private, limited-liability company to the publicly traded

SAP AG (with AG changing to SE in 2014). Also in 1988, the company established
SAP America in Pennsylvania.

In 1992, SAP released R/3, which represented a switch from mainframe computing to
the client-server model, and from a two-tier to a three-tier architecture, in which
presentation, applications and data were housed separately. R/3 was a critical product
for SAP that launched the company onto the world stage.

In 1999, SAP launched mySAP, which marked a new strategy for the company of
focusing on combining e-commerce software with the applications in R/3. One year
after R/3's release, SAP partnered with Microsoft to port the new version to Windows
NT. By 1997, SAP employed 13,000 people.

In 2004, the company launched SAP NetWeaver, which received a lot of industry
attention as the first fully interoperable, web-based, cross-application platform that
could be used to develop not only SAP applications, but others as well. SAP SE
reported that more than 1,000 customers acquired the application development
platform that year. Also, in 2004, the successor to R/3, the SAP ERP system (or SAP
ECC, for SAP ERP Central Component) was released. Customers already using R/2 or
R/3 were still supported, but new customers were required to implement SAP ERP.

In 2006, the company claimed hefty revenue from SAP Business All-in-One and SAP
Business One.
In 2009, SAP Business Suite 7 became available to customers worldwide. This version
used a service-oriented architecture.

In 2011, the company launched SAP HANA, an in-memory database platform that is
at the forefront of the company's future strategy. HANA was a major development
project for SAP, which has said it intends HANA to take the place of the traditional
databases SAP has used for its business applications.

SAP said its primary focus on growth rests on internal innovation by developing and
improving its own products. As a step in that direction, the company created SAP Labs,
which are research and development locations that develop and improve core products.
These are located in high-tech clusters around the world, such as in Bangalore, India,
and Palo Alto, Calif.

Since 1996, the company has also made more than 60 acquisitions. A major focus for
the company in recent years has been building its cloud computing capabilities and
enabling greater mobility. Acquiring companies with such technologies has helped to
build those capabilities. A few acquisitions that serve as examples are:

• Qualtrics, 2018, experience management, second largest acquisition to date;

• CallidusCloud, 2018, sales team performance management;

• Concur Technologies, 2014, online travel and expense management software as a

service, largest acquisition to date;

• Fieldglass, 2014, cloud-based contingent labor and services;

• Hybris, 2013, e-commerce, part of the SAP Customer Engagement and

Commerce suite;

• Ariba, 2012, cloud-based B2B marketplace;

• SuccessFactors, 2011, cloud-based human capital management; and

• BusinessObjects, 2007, business intelligence.

The future of SAP
There are many directions SAP could go in depending on what or how much they
decide to focus on. For example, with more than 60 acquisitions already, SAP could
change their direction and focus, or expand upon an area of focus by making more.

SAP has been focusing on cloud services as well, from acquiring SuccessFactors in
2011 to stating that cloud computing will be a focus for the company's future. Focusing
on cloud computing will alleviate challenges found with running ERP and CRM
software on premises.

SAP could also begin to lean back into IoT strategies again with SAP Leonardo,
although that angle has slowed.

SAP recently has also made a COVID-19 tracking software in Germany, which was
developed in 50 days and, over a short period of time, and reportedly reached up to 8
million citizens.

Either way, SAP tends to have committed customers with an ecosystem of partners and
a developer community.

Scope

This user manual is prepared in the perspective of a HCM end user and hence the
definitions, meanings and context of this manual are limited to that extent.

The primary objective of this manual is to guide the user to create and maintain
transactions in a live environment and maintain the data in the system.
Definitions in SAP

Company Code:
Company codes are how HR integrates itself in SAP with all other modules,
specially with FI-CO, and this is central to the whole design. As per the inputs
received from FI-CO Module, the Company code for BSPTCL is:-

• 1000 - BSPTCL

Personnel Area:
Personal Areas are the logical groups. Within each legal entity, the total workforce
is divided into logical groups (personnel areas), which are used primarily for
reporting and authorizations. (Four Character – alpha numeric)

Below Mentioned are all personnel areas under various company codes of
BSPTCL:-

Company
Personnel Area
code

1000 Code Text - 30

1000 TH00 Head Quarters

1000 TH01 SAMAST

1000 TP00 Patna Zone

1000 TP01 Patna East Circle

1000 TP02 Patna West Circle

Dehri On sone
TP03
1000 Circle
1000 TP04 Bhojpur Circle

Gaya (Magadh)
TP05
1000 Circle

1000 TP06 Bihar Sharif Circle

1000 TB00 Bhagalpur Zone

1000 TB01 Bhagalpur Circle

1000 TB02 Begusarai Circle

1000 TB03 Purnia Circle

1000 TM00 Muzafarpur Zone

1000 TM01 Muzafarpur Circle

1000 TM02 Vaishali Circle

1000 TM03 Dharbanga Circle

1000 TM04 Motihari Circle

1000 TM04 Saran Circle

1000 TM05 Madhepura Circle

1000 TPC1 Patna Civil Circle

Dehri On Sone
TPC2
1000 Civil Circle

1000 TPC3 Gaya Civil Circle

Bhagalpur Civil
TBC1
1000 Circle

1000 TBC2 Purnia Civil Circle

 Muzaffarpur Civil
TMC1
1000 Circle

Darbhanga Civil
TMC2
1000 Circle

1000 TMC3 Chapra Civil Circle

Madhepura Civil
TMC4
1000 Circle

Personnel Subarea:
Bifurcation of each personnel area into further logical groups is known as Personnel
Subarea. PSA is a specific area of the company organized according to certain
aspects of personnel, time management and payroll. (Four Character–alpha
numeric)

Below Mentioned are all personnel subareas under various personnel areas of
BSPTCL:-

Personnel Area Payroll Area Personnel Sub Area

Code Text - 30 Code Text - 20 Code Text – 15

Head Quarters-
TH00 Head Quarters T1 Head Quarters
BSPTCL

1001 MD Cell

1002 Dir (Proj) Cell

1003 Dir (Op) Cell

1004 Project – 1
 1005 Project – 2

Planning &
1006
Engg

Op &
1007
Maintenanc

1008 CRITL

1009 STF

1010 STU

Power Mgmt
1011
Cell

Telecom &
1012
OPGW

1013 Civil

1014 Fin & Account

1015 HR & ADM

1016 Informatn Techn

1017 Legal

Land
1018
Acquisition

1019 Training & ERP

TH01 SAMAST T2 SAMAST 2001 SAMAST

TP00 Patna Zone PA Patna Zone PA01 Patna Zone Ofc

 Patna East
TP01 Patna East Circle PB PB01 Patna E Cir Ofc
Circle

PB11 Patna E Div Ofc

PB12 132/33 Katra

PB13 132/33Gaurichak

PB14 132/33 Masurhi

PB15 132/33 Gaighat

PB16 132/33 Mithapur

PB21 Bahr Div Ofc

PB22 132/33 Barh

PB23 132/33 Hathidah

PB24 220/132 Fatuha

PB25 400Bakhtiyarpur

Patna West
TP02 Patna West Circle PC PC01 Patna W Cir Ofc
Circle

PC11 Patna W Div Ofc

PC12 132/33 Bihta

PC13 220/132 Bihta

PC14 220/132 Khagaul

PC15 132/33 Paligang

PC21 Patna C Div Ofc

PC22 132/33Jakkanpur

PC23 132 Karbigahiya

 132
PC24
BoardColony

PC25 220/132 Digha

PC26 132/33 Digha

Dehri On sone Dehri On Sone

TP03 PD PD01 DehriOS Cir Ofc
Circle Circle

DehriOS Div
PD11
Ofc

PD12 220 DehriOS

PD13 132/33 Banjari

PD14 132 Bikramganj

PD15 132/33 Sasaram

PD16 132/33 Kerpa

PD17 132/33 Kochas

PD21 Aurangabad DO

PD22 132 Aurangabad

PD23 132/33 Goh

PD24 132/33Sonenagar

PD25 220 Sonenagar

PD26 132/33Rafiganj

TP04 Bhojpur Circle PE Bhojpur Circle PE01 Bhojpur Cir Ofc

PE11 Arrah Div Ofc

 PE12 132/33 Arrah

PE13 132/33 Buxar

PE14 132 Jagdishpur

PE15 132/33 Piro

PE16 132/33 Dumrao

PE21 Mohania Div Ofc

PE22 220 Karamnasa

PE23 132/33Karamnasa

PE24 132/33 Ramgarh

PE25 132/33 Bhabua

PE26 132/33 Kudra

PE27 220/132 Pusauli

PE28 132/33 Mohania

Gaya (Magadh)
TP05 PF Gaya Circle PF01 Gaya Cir Ofc
Circle

PF11 Gaya Div Ofc

PF12 220/132Bodhgaya

PF13 132/33Sherghati

PF14 132/33Wazirgnj

PF15 132/33 Imamganj

PF16 132/33Chandauti

PF17 132/33 Belaganj

 PF18 132/33 Tekari

PF21 JehanabadDivOfc

PF22 132/33Jehanabad

PF23 132/33 Tehta

PF24 132/33Hulasgnj

PF25 132/33 Ataula

Bihar Sharif Bihar Sharif

TP06 PG PG01 Biharshariff CO
Circle Circle

PG11 Biharshariff DO

PG12 220Biharshariff

PG13 132/33 Nalanda

PG14 132Ekangasarai

PG15 132/33 Harnaut

PG16 132/33Bariphari

PG17 132/33Ashthwan

PG21 Nawada Div Ofc

PG22 132/33 Nawada

PG23 132Warisaliganj

PG24 132/33 Rajgir

PG25 132/33Sheikpura

Bhagalpur
TB00 Bhagalpur Zone BA BA01 BhagalpurZonOfc
Zone
 Bhagalpur
TB01 Bhagalpur Circle BB BB01 BhagalpurCirOfc
Circle

BB11 BhagalpurDivOfc

BB12 132/33 Sabour

BB13 132/33Sultangnj

BB14 132/33Kahalgaon

BB15 132/33Nathnagar

BB16 132/33 Banka 1

BB17 132/33 Banka 2

BB18 132/33Naugachia

Begusarai
TB02 Begusarai Circle BC BC01 BegusaraiCirOfc
Circle

BC11 BegusaraiDivOfc

BC12 220 Begusarai

BC13 132/33 Balia

BC14 132/33 Manjhaul

BC15 132/33 Teghra

BC16 132/33Khagaria

BC17 220/132Khagaria

BC18 132/33 Bakhri

BC21 Munger Div Ofc

BC22 132/33 Jamalpur

BC23 132/33 Tarapur

 BC24 132/33 Jamui 1

BC25 132/33 Jamui 2

BC26 132 Lakhisarai

TB03 Purnia Circle BD Purnia Circle BD01 Purnia Cir Ofc

BD11 Purnia Div Ofc

BD12 132/33 Purnia

BD13 132/33 Dhamdaha

BD14 132/33Banmankhi

BD15 132/33 Barsoi

BD16 132/33 Manihari

BD17 220/132 Korha

BD18 132/33 Katihar

BD19 132/33 Baisi

BD21 Kishanganj DivO

BD22 220 Kishanganj

BD23 132 Kishanganj

BD24 220 Thakurganj

BD25 132 Forbesganj

BD26 132/33 Araria

BD27 132/33 Palasi

 Muzafarpur
TM00 Muzafarpur Zone MA MA01 Muzaffarpur ZO
Zone

Muzafarpur Muzafarpur
TM01 MB MB01 Muzaffarpur CO
Circle Circle

MB11 Muzaffarpur DO

MB12 132 Muzaffarpur

MB13 132/33 SKMCH

MB14 220/132 Motipur

MB15 220 Musahari

MB21 SitamarhiDivOfc

MB22 132/33Sitamarhi

MB23 132RunniSaidpur

MB24 132/33 Belsand

MB25 132/33 Pupri

MB26 132/33 Sheohar

TM02 Vaishali Circle MC Vaishali Circle MC01 Vaishali CirOfc

MC11 Hajipur Div Ofc

MC12 220/132 Hajipur

MC13 132/33 Hajipur

MC14 132/33 Vaishali

MC15 132/33 Jandaha

MC16 132/33 Mahnar

MC17 220/132 Garoul

 MC21 Samastipur DivO

MC22 220 Samastipur

MC23 132 Samastipur

MC24 132Shapurpatori

MC25 132Dalsinghsari

MC26 132/33 Rosera

MC27 220/132 Tajpur

Dharbanga
TM03 Dharbanga Circle MD MD01 DarbhangaCirOfc
Circle

MD11 DarbhangaDivOfc

MD12 220 Darbhanga

MD13 132/33Darbhanga

MD14 132/33 Gangwara

MD15 Kusheswarsthan

MD16 132/33 Benipur

MD21 MadhubaniDivOfc

MD22 132/33Madhubani

MD23 132/33 Pandaul

MD24 132/33 Jainagar

MD25 132/33Benipatti

MD26 132/33Phulparas

MD27 132 Jahnjharpur

 MD28 220/132 Laukahi

TM04 Motihari Circle ME Motihari Circle ME01 Motihari CirOfc

ME11 Motihari DivOfc

ME12 132/33 Motihari

ME13 132/33 Dhaka

ME14 132 Pakridayal

ME15 132/33 Chakiya

ME16 220/132 Raxaul

ME17 132/33 Areraj

ME18 132/33 Raxaul

ME21 Bettiah Div Ofc

ME22 132/33 Bettiah

ME23 132/33 Ramnagar

ME24 Narkatiyaganj

ME25 132/33Thakraha

ME26 132HydelValmiki

TM04 Saran Circle MF Saran Circle MF01 Chapra Cir Ofc

MF11 Chapra Div Ofc

MF12 132/33 Chapra

MF13 132 Sheetalpur

MF14 132/33 Musrakh

MF15 132/33 Ekma

 MF21 GopalganjDivOfc

MF22 220 Gopalganj

MF23 132/33 Hatuha

MF24 132/33 Siwan 1

MF25 132/33 Siwan 2

MF26 132 Maharajganj

Madhepura
TM05 Madhepura Circle MG MG01 Koshi Cir Ofc
Circle

MG11 Madhepura DivO

MG12 220 Madhepura

MG13 Uda Kishunganj

MG14 132/33 Saharsa

MG15 132 Sone barsa

MG16 SimriBaktiyrpur

MG21 Birpur Div Ofc

MG22 132/33 Raghopur

MG23 132/33 Supaul

MG24 132/33 Kataiya

MG25 132/33 Nirmali

MG26 132 Triveniganj

 Patna Civil
TPC1 Patna Civil Circle P1 P100 Patna Civil Cir
Circle

P101 Patna Civil Div

P102 Khagaul Civ Div

P103 Biharshariff CD

Dehri On Sone Dehri On Sone

TPC2 P2 P200 Dehri OnSone CC
Civil Circle C Cir

P201 Dehri OnSone CD

P202 Arrah Civil Div

Gaya Civil
TPC3 Gaya Civil Circle P3 P300 Gaya Civil Cir
Circle

P301 Gaya Civil Div

P302 Jehanabad C Div

Bhagalpur Civil Bhagalpur

TBC1 B1 B100 Bhagalpur C Cir
Circle Civil Cir

B101 Bhagalpur C Div

B102 Begusarai C Div

B103 Munger CivilDiv

Purnia Civil Purnia Civil

TBC2 B2 B200 Purnia CivilCir
Circle Circle

B201 Purnia CivilDiv

B202 Kishanganj CDiv

Muzaffarpur Civil Muzaffarpur C

TMC1 M1 M100 Muzaffarpur CC
Circle Circle
 M101 Muzaffarpur CD

M102 Sitamarhi C Div

M103 Hajipur Civ Div

Darbhanga Civil Darbhanga

TMC2 M2 M200 Darbhanga C Cir
Circle Civil Cir

M201 Darbhanga C Div

M202 Samastipur CDiv

M203 Motihari C Div

Chapra Civil Chapra Civil

TMC3 M3 M300 Chapra CivilCir
Circle Circle

M301 Chapra CivilDiv

M302 Gopalganj C Div

Madhepura Civil Madhepura

TMC4 M4 M400 Madhepura C Cir
Circle Civil Cir

M401 Madhepura C Div

M402 Birpur CivilDiv

Employee Group
The Employee Group allows you to divide employees into groups and allows to
define their relationship to the Enterprise. Below mentioned are the Employee
Groups defined for BSPTCL: (One Character – Alpha numeric)
Employee Group

Code Text 20

R Regular

T Probationer

Retire
S
Contract

Direct
D
Contract

Foreign
N
Services

Employee Subgroup
Division of employee groups further into smaller groups, are known as Employee
Subgroup. This Employee Sub Group allows you to define the personnel structure.
Among other things it helps in defining work schedule rules, payroll accounting,
validity of wage types, authorizations, etc. - (Two Character – alpha numeric)

Below mentioned are the Employee Subgroups defined for BSPTCL:

Employee Sub Group

Code Text - 20
 Techn Officer Cl
T1
-1

Techn Officer Cl
T2
-2

Non Tech Ofcr

N1
Cl - 1

Non Tech Ofcr

N2
Cl - 2

Techn Workman
T3
Cl - 3

Techn Workman
T4
Cl - 4

Non Tech Work

N3
Cl - 3

Non Tech Work

N4
Cl - 4

Payroll Areas

Payroll Area is based on the characteristic of Pay Process. It groups together

personnel numbers that are to be processed on the same date and also, it determines
the exact payroll period.

Based on that following Payroll Areas are defined for BSPTCL:

Payroll Area
Code Text - 20

PA Patna Zone

PB Patna East Circle

Log on

After log on to SAP, the network logon screen will appear as shown below.

This is followed by the Logon screen (tile SAP R/3) Enter the Client, User and
Password. Follow the detailed instructions given below:

Enter your

Client NO.

Enter your user

name here

Enter your
Password

Press the TAB key after data is entered in a so that the cursor moves to the beginning
of the next field.
 To log on to the R/3 System, make the following entries in the fields on the logon
screen

In the Client field, enter the client number (database number).If a default client
number (database number) appears in the field, you can either change it by typing
over it, or you can accept it by leaving it. Press the TAB key to move the cursor to
the User ID field.

In the User ID field, enter your user ID. Press the TAB key to move the cursor to
the Password field.

In the Password field, enter the initial password the system administrator has given

Press ENTER to log on

Personnel Administration – Actions(PA40)

Purpose

To familiarize with the SAP menu path and the procedure for executing any of the
configured personnel actions for an employee.
Menu Path: SAP standard menu → Human Resources → Personnel Management →
Administration → HR Master Data → Personnel Actions

Transaction Code PA40:

Enter transaction code

PA40 in command field
and press green button

Menu path for personnel

actions

NOTE: In each personnel action, screens of the relevant infotypes will appear in a
predefined sequential order - these infotypes are to be ‘saved’ each time these are
completed/filled. [For example, for hiring, infotype #- 0000, 0002, 0001, 0006, etc.
will appear automatically one after the other]
HIRING Action

Work Steps
Select the Action type and then Execute.

Specify the Start date carefully. This date will be considered as the date of joining of
an employee.

Press this button to execute

the selected Action

Enter From date

Select Action you

want to execute
Enter Personnel Number(Employee Code) of the Employee.

Enter Personnel Number

of the Employee Here

Enter Start Date as Date

of hiring of the employee

System will show end date as

31.12.9999. Users are
requested not to change the
end date.

Action Type will appear by

default based on the
Action Selected in last
screen.

Employment: This shows the

employment status of the
employee. The employment
status helps in reporting and
shows who all employees are
currently working in the
In personnel action: select the reason for hiring (01-New Position , 02- Replacement,
03- Expansion,04- Special project,05- Absorption of Intern.). If the current has been
done because of some internal reference, put employee code of the referral in
Reference pers. No. field.

In organizational assignment: Select Position by pressing F4 or populating the list.

Personal area: Enter or select Personnel Area by populating list pressing F4 in

Position field.
Select Employee Group according to the requirement.
Now Select the Employee Sub Group in which we are hiring the employee. As shown in the following screen:

After that in the task bar “Save your entries” will appear. Press or Ctrl+S to save the transaction.
Performance appraisal and promotion

Performance Appraisal:-
In order to understand performance appraisal in a better way, firstly, we should
understand the meaning of performance and appraisal separately. Performance
refers to the action of performing task, and appraisal refers to the rating or
evaluating of task.

An organization’s goals can be achieved only when people put in their best efforts.
To ascertain whether an employee has shown his or her best performance on a
given job is done through performance appraisal. An evaluation is a good time to
set new goals, and to map out training and development needs for a worker.
Employee assessment is one of the fundamental jobs of human resource
management, but not an easy one.

In simple terms performance appraisal may be defined as assessment or

evaluation of an individual’s performance in a systematic way. It helps to identify
those who are performing their assigned task well or those who are not and the
reasons for such performance.

According to Edwin B. 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”.
OBJECTIVES OF PERFORMANCE APPRAISAL

• To effects promotion based on competence and performance.

• To assess the training and development needs of employees.

• To let the employees know where they stand in so far as their performance
is concern.

• To improve communication. It provides a format for dialogue between the

superior and subordinates.

• Performance appraisal can be used as a tool to decide whether HR program

such as selection, training and development have been effective or not.

WHY APPRAISE PERFORMANCE?

• Pragmatically, most employers take promotional and payment decision

on the basis of employee’s appraisal.

• It helps to translate the employer’s strategic goals into specific

employees’ goals.

• Appraisal lets the boss and subordinate to develop a plan for correcting
any deficiencies, and to reinforce the things the subordinates do right.

• The appraisal provides an opportunity to review the employee’s career

plans in light of his/her exhibited strengths and weaknesses.
METHODS OF PERFORMANCE APPRAISAL

❖ Traditional methods of performance appraisal

1. Paired comparison
It is a method comparing employee and job with another one on the basis of
skill sets, time required to execute tasks, knowledge etc.

Advantages:-
This method motivates performance in competitive workplaces and among
competitive employees.

Disadvantages:
This method includes the potential of in fighting and the lack of harmony can
be seen in employee ranks.

2. Rating scales
The rating scales consist of several numerical scales. Each presenting a job
related performances such as dependability initiative overall output attitude
progress.

Employee name Date

Performance Excellent Good acceptable Fair Poor

traits
Dependability
Initiative
Overall output
Attitude

Ranker’s name Date

 Advantages:-
Rating scales include ease of use and understanding. Many managers and
employees are familiar with them. They offer simple way to communicate
areas of strengths and weaknesses.

Disadvantages:-
A common negative of rating scales is assumption that they are directly tied
to an employee’s raise or bonus. This can cause inflation. Mangers can also
have negative bias towards employees.

3. Forced choice description

As per this, the rater is forced to answer the ready-made statements as
given in the blocks of two or more about the employees in terms of true or
false. Once he is done with the list it is forwarded to the HR dept. for the
final assessment of an employee.

Advantages:-
Absence of personal biases because of forced choice.

Disadvantages:-
Statements may be wrongly framed.

4. Forced distribution method :-

This method assumes that employee’s performance level confirms to a normal
statistical distribution i.e.; 10, 20, 40 etc. This is useful for rating a large
number of employee’s job performance and promotion ability. It tends to
eliminate or reduce bias.
 Advantages:-

They create and sustain in a high performance culture in which the workforce
continuously improves.

Disadvantages:-

• They increase unhealthy cut- throat competitiveness.

• They discourage collaboration and teamwork.
• They harm morale.
• They legally suspect giving rise to age discrimination cases.

5. Checks list:-
The basic purpose of this is to make it easy for rater to evaluate performance
of an employee. In this, a series of statement is prepared.

Advantages:-
Checklist make it easy to delegate task if someone offers to help you if you are
lucky enough to have assistance you can refer to your list and know what to
ask them.

Disadvantages:-
The disadvantage to delegating in this way is losing control when other people
choose what they want to do.

6. Free essay method:-

In this method approach, the appraiser prepares a written statement about the
employee being appraised.
 The statement usually concentrates on describing specific strengths and
weakness in job performance. It also suggests pro action to remedy the
identified problem areas.

The statement may be written and edited by the appraiser alone, or it may be
composed in collaboration with appraise.

Advantages:-
• The essay method is far less structured and confining than the rating
scale method.
• It permits the appraisal to examine almost every relevant issue or
attribute of performance.

Disadvantages:-
• This method is time consuming and difficult to administer.
• The varying writing skills of appraisals can upset and distort the
whole process.

7. Critical incidents:-
• Managers prepare list of statements very effectively. This is a method
which analyses the behavior of employee in certain events in which
either he/she perform very well and the ones in which he could have
done better.
• This method is quite subjective in nature.

Advantages:-
• This method focuses on the essential duties of an employee’s job and
how well he/she performs those duties.
 • It is based on direct observation by the manager.
• It encourages managers to spend time on the floors with their
employees who allow them to provide more coaching, guidance, and
feedback.

Disadvantages:-
• It results in very close supervision which may not be like by the
employees.
• This technique of evaluation is applied to evaluate the performance of
superiors rather than the peers of subordinates.
• Negative incidents are more noticeable than positive incidents.

8. Group appraisal:-
Employees are rated by group of people comprising the immediate
supervisors of the employee and others supervisors who have the knowledge
of the employee work along with the concerned head of the department and a
personnel expert. This group determines the standards and then measures the
actual performance of the employee. It suggests creative measures after
analyzing the cause of poor performance. Though it is time consuming method,
it is free from bias.

Advantages:-
• Employees can assess the skills of their co-workers much more clearly
than management because they work together.
• The process of peer appraisal is similar to the one followed in the 360
degree feedback which also comes from different sources and hence it is
accurate and fair.
9. Field review method:-
This is an appraisal done by someone outside. Employees from own
department usually from corporate or HR department use this method.

Advantages:-
• It is useful for managerial level promotions, when comparable
information is needed.

Disadvantages: -

• Outsider is generally not familiar with employees working

environment.
• Observations of actual behavior are not possible.

10. Ranking :-
It is the oldest and simplest formal systematic method of performance
appraisal in which employees is compared with all others for the purpose of
placing order of worth. The employees are ranked from the highest to the
lowest.

Advantages:-
• Quick identification of top performers.
• Improved productivity and profitability.

Disadvantages:-
• It creates competition that can be counterproductive to corporate
goals and employee development and may lead to discrimination.
 • It does not provide any in-depth analysis, through active management
or employee improvement allowances. It can lead to poor morale and
high turnover.
• Ranking losses effectiveness over time because of the increasing
difficulty of identifying lower performers.

MODERN METHODS

1. Assessment center:-
It is a place where several activities are organized for them employees by
the management to evaluate job related skills. These activities usually
include social events, assignments, business games and role play. The
potential of an employee for a new job as well as his/her training and
development needs are evaluated by this method.

Advantages:-
• The candidate can find out their strengths and weaknesses.
• The candidates can improve their performance.
• It is more valid because the candidate is evaluated by many different
experts.

Disadvantages:-

• Assessment centre is very costly.

• It is very time consuming.
• The evaluators may be biased.
• The candidates may not get proper feedback.
2. Appraisal by results or management by objectives:-

This method is result oriented. It means this method seeks to measure

employee performances by examining the extent to which predetermined
work objective have been met.

Advantages:-

• It ensures better and more effective management. It forces management

to think of planning for results, rather than merely planning activities.
• It results clarification in organizational roles and structure and
responsibilities of individuals for achieving goals.
• It results clarification in organizational roles and structure and
responsibilities of individuals for achieving goals.
• It depicts people commitment for performance.

Disadvantages:-

• The development of objectives can be time consuming.

• MBO lays emphasis on short term goals and neglect the long range goals.

3. Human Asset Accounting:-

Human resource accounting is the process of identifying and reporting
investments made in the human resources of an organization that are
presently unaccounted for in the conventional accounting practices. It is
an extension of standard accounting principles.

Advantages:-
 • It throws light on the strengths and weaknesses of the employees
working in the organization. It facilitates management in recruitment
planning i.e., whether to hire / recruit people or not.

• HRA provides useful information about the human capital in the

organization. Such information enables the manager to take right
decision, e.g. choice between new recruitment and promotions, transfer
and retention, and retrenchment and retention.

Disadvantages:-

• It suffers from measurement problems. There is no consensus as yet

among the accountants and finance professionals regarding in what
form and manner the human assets are to be valued and then shown
in balance sheet. This problem gets compounded by the question of
recovery / amortizing rate.

4. Behaviorally Anchored Rating Skill:-

BARS are relatively new technique which combines the graphic rating scale
and critical incidence method. It consist of predetermined critical areas
of job performance or sets of behavioral statement describing important
job performance , qualities as good or bad (for e.g.- the qualities like
interpersonal relationship adaptability reliability job knowledge etc).
These e- statements are developed from critical incidents.
In this method, an employee actual job behavior is checked by recording
and comparing the behavior with BARS. It requires expert knowledge.
 Advantages of BARS:-

• CONSISTENCY:
They are reliable as the appraisals remain same even when different
raters rate them.

• CLEAR STANDARDS:
The critical incidents clearly list the behaviors upon which an employee
is appraised.

• ACCURACY:
The incidents are described by jobholders and supervisors, who know
and do the job. This leads to accuracy in the appraisal method, thereby
increasing the reliability.

• INDEPENDENT DIMENSIONS:
Clustering different behaviors into 7-8 dimensions more independent of
one another.

• FEEDBACK:
The clear listing of critical incidents, based on which an employee is
appraised, makes it easier to explain the ratings.

Disadvantages of BARS:-
 • Requires expert observers.
• Might be difficult to discriminate between performance and situational
awareness.
• Questions too broad.
• Subjective (as with any questionnaire).
• Compilation of critical behaviors to take considerable effort.

Steps in Performance Appraisal:-

1. Establishing performance standards:-
As per this the standards of performance expected from employees is set.
The standards should be the line with the objective and the mission of the
organization. The standard must be realistic and attainable. If unrealistic
and unattainable standards are set, it will demotivate and demoralize the
employee. So care should be taken while setting the standards.

2. Communicating performance expectations to employees:-

It is not enough if just the standards are fixed. The expected level of
performance should be communicated to the employees so that they could
be well aware of what is expected from them.

3. Measuring actual performance:-

This is a crucial step in the performance appraisal process here, the actual
performance is measured.

4. Comparing actual performance with standards:-

Once the standards of performance are set and the actual performances, the
next step will be the comparison of the actual with the standards. This will
 enable the determination of the gap between the actual and the expected.
Such gap can be bridged through training and development.

5. Providing feedback :-
It is essential to give feedback to the employee regarding their performance
this helps to identify the weak areas and initiate actions to overcome them.
Such feedback motivates them to perform better in future by avoiding the
repetition of the same mistakes.

6. Initiating corrective actions:-

When a gap found between the actual and the expected level of
performance, corrective actions should be taken. By analyzing the reason
for a gap, proper action should be taken so that the gap is bridged when the
actual and the standard performance match there is no need for any
corrective action.

ADVANTAGES OF PERFORMANCE APPRAISAL:-

▪ It Provide a record of performance over a period of time.

▪ It Provide an opportunity for manager to meet and discuss problems.
▪ It Provide the employee with feedback about their performance.
▪ It Provide an opportunity for an employee to discuss issue and to clarify
expectations.
▪ Can be motivational with the support of a good reward and compensation.

DISADVANTAGES OF PERFORMANCE APPRAISAL:-

▪ Can be stressful for all involved.

▪ Very time consuming specially for manager.
PROMOTION
“Promotion is the advancement of an employee to a better job – better in
terms of greater responsibility, more prestige or status, greater skills and
an increased rate of pay or salary.”

Promotion is the advancement of an employee’s rank or position in an

organizational hierarchy system. Promotion may be an employee’s reward for
good performance that is positive appraisal.
Before a company promotes an employee to a particular position it ensures that
the person is able to handle the added responsibilities by screening the employee
with interviews and tests and giving them training or on- the – job experience.

Promotion involves advancement in terms of designation, salary and benefits, and

in some organizations the type of job activities may change a great deal.

❖ PROMOTION PROCEDURES:-

▪ Formulation of promotion policy.

▪ Identification of promotion channels.
▪ Promotion appraisal.
▪ Centralized records.

➢ Formulation of promotion policy

 Each organization needs to maintain a balance between the internal sources
of personnel, promotion and external sources by means of recruitment. Hence,
promotion must be based on consistent, fair and clear cut policy.

➢ Promotional channels
Promotion channels should be identified and recorded on paper. This process
is related with job analysis and career planning of an organization.

➢ Promotion appraisals
The promotion of an employee is entirely dependent upon his/her
performance appraisal outcome.

➢ Centralized records:
The education, experience, skills, abilities and evaluation of all employees
should be recorded and maintained in centralized manner by the department
of the organization.

❖ TYPES OF PROMOTION:-

▪ HORIZONTAL : -
In this process, employees are transferred from one sector to another
with more responsibility in same position. If in one sector there is no chance to
get the promotion but the employees have much knowledge and experience
may get promotion in another sector. It involves an increase in responsibilities
and pay and a change in designation. Ex. - Lower Divisional Clerk to Upper
Divisional Clerk.

▪ VERTICAL:-
 To grant Promotion to the employee in the same department is called
vertical promotion. It is an easy process of Promotion. As the low-level
employees know that if they work well in the present level they will get a
promotion. So they work with more inspiration. Many people think that this
process is the best promotion process. But there are also some problems.
This type of promotion results in greater responsibility, prestige, and pay,
together with a change in the nature of the job.

▪ DRY PROMOTION:-
It refers to an increase in responsibilities and status of the employee without
any increase in pay or other financial benefits.

▪ OPEN/CLOSED:-
When company announces vacancies and opens the job position to all
employees in an organization. It is an open Promotion.

A closed promotion is when the organization does not announce any

vacancies and the job position it is not open to all employees of the
organization.

❖ PROMOTION POLICY

Every organization has to specify clearly its policy regarding promotion

Based on its corporate policy.

The characteristics of systematic promotion policy are:

• It should be considered as the sense that policy should be applied

uniformly to all employees irrespective of the background of the person.

• It should provide equal opportunities for promotion in all categories of

jobs, department and regions of an organization.
• It should ensure open policy in the sense that every eligible should be
considered for promotion rather than a closed system which consider
only a class of employees.

• It should contain clear cut norms and criteria for judging merit, length
or service etc.

• Appropriate authority should be entrusted with the task of making final

decision.

• Favoritism should not be taken as a basis for promotion.

• It should contain promotional counseling, encouragement, guidance and

follow-up regarding promotional opportunity, job requirement and
acquiring the required skills, knowledge etc.

THE MAIN CONDITIONS OF PROMOTION ARE:

▪ Reassignment of higher level job to an employee than what he is

presently performing.
▪ The employee naturally is delegated with greater responsibility and
authority than what he has had earlier.
▪ Promotions normally come with higher pay.

❖ PURPOSE OF PROMOTIONS:-

▪ Promotion stimulates self- development and creates interest in the

job.

▪ It provides incentive to initiative enterprise and ambition minimizes

discontent and unrest, attracts capable individuals.
 ▪ It recognizes employee’s performance and commitment and
motivates him toward better performance.

▪ It develops competitive spirit among employees for acquiring

knowledge and skills for higher level jobs.

▪ It helps to retain skilled and talented employees.

▪ It reduces discontent and unrest.

▪ It utilizes more effectively the knowledge and skills of employees.

▪ It attracts suitable and competent employees.

ADVANTAGES OF PROMOTIONS:-

▪ Promotion places the employees in a position where an employee’s skills

and knowledge can be better utilized.
▪ It creates and increases the interest of the other employees in the
company as they believe that they will also get their turn.
▪ It increases interest in acquiring higher qualification, in training and in
self development with a view to meet the requirement of promotion.
▪ It improves employee morale and job satisfaction
▪ Ultimately, it improves organizational health.

DISADVANTAGES OF PROMOTION:-
▪ Some employees who are not promoted will be disappointed when their
colleagues with similar qualification and experiences and promoted due
to lack of systematic promotion policy.
 ▪ The trade union leader feels that promotion causes damage to their
position in trade union.

▪ Some superiors will not relieve that subordinates who are promoted
because of their vitalness in the present job and inequality in
promotional in different department regions and categories of jobs.

▪ RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL AND PROMOTION

Performance appraisal plays a key role in several administrative areas such

as promotion, job transfer and legal protection. With the data generated from
employee appraisal it is better to make good decision about a wide range of
matters that directly affect employees, department, and the company. With
accurate data in hand, employee related decisions are easier for managers to
make and also easier for employees to understand and accept.

Employees are frequently evaluated in terms of their performance and role in

a business, whether the business is large or small. If the employee is working
hard to reach the goals of business in question and whether the work
provided by the employee is meeting the company’s mission statement if the
employee is not performing as expected, the employer may perform and
employee review, where the employee is made aware of issues that need to
be addressed in the employee’s daily work task.

If the employee is working hard, addressing all tasks expected and performing
beyond expectations, than employer may give the employee a promotion as a
sign of excellence. The promotion may indicate that the employee is ready for
more responsibility in the company and is mature enough to play a larger role
in the business. A promotion may not be the result of any positive employee
performance review, as the employer may not have that option each time.

OBJECTIVES OF THE STUDY

❖ The basic objective is to understand the process of performance appraisal

and promotion policy at BSPHCL.

❖ To study the level of changes in performance appraisal and promotion

policy at BSPHCL.

❖ To bridge the gap between theory and practice.

IMPORTANCE OF THE STUDY

Theory without practice is of little use. It is an undoubted fact that the theory
provides foundation for the guidance of practical implementation, but
practice or fieldwork examines and tests the elements of thought in theory.
Thus, knowledge cannot itself assert to be perfect unless & until there is
healthy combination of theory & practice.

Therefore, fieldwork plays a pivotal role in all branches of knowledge.

Theoretical and pragmatic knowledge are complimentary to each other. So
theoretical principles, supplemented with practical work
 PERFORMANCE APPRAISAL AND PROMOTION POLICIES

AT BSPHCL

PERFORMANCE APPRAISAL AT BSPHCL

BSPHCL has a well defined and transparent method of performance appraisal

for its employees.

The performance of every employee is appraised on the basis of the ACR

(Annual Confidential Report). The confidential report is an important
document. It provides the basic and important inputs to assess the
performance of an officer / workman and for his/her further advancement in
his/her career. Performance appraisal through confidential report is used as
mechanism for human resource development.

Every employee is required to submit his self-assessment for the year

(April to March). Thereafter, his reporting officer record his comments about
all the performance and conduct of the employee with the recommendation on
to whether he/she fit for promotion to the higher post or not. The performance
of the employee is rated on various points as per the confidential evaluation
format provided by the HR of the organization.
 PROMOTION POLICIES AT BSPHCL
As per standing order no. XI/ misc. 847/97- 808 /EB, date 23.09.98, Patna

Rules:

❖ No employees of the company or any of its establishment including the area

board and generation cum transmission organization shall have right of
promotion to post.

• Who doesn’t fall the lines of his or her promotion

• For which he or she doesn’t possesses the minimum qualification.
• If he or she fails to clear departmental examination which is one of
the eligibility criteria for promotion.

❖ No employees of the company shall be promoted from his or her existing post
if there are court cases pending out , the gradation list is under dispute in a
court , serious lapses of duty, acts of indiscipline and pending of department
proceedings is being conducted against him or her.

❖ Promotion shall be regulated by the following two methods

• Promotion on the basis of seniority cum merit to be adjudged by a

departmental promotion committee.
• Promotion on the basis of selection and suitability which is merit cum
seniority.

As per the various order passed, time duration is decided in order to

promote workers/officers working at different categories under Bihar
State Power Holding Company Limited and all its subsidiaries.
Under the resolution no. 1800 dated 9.06.2011, General Administration,
Department of Bihar Government has fixed grade pay based time
duration to promote workers, officers working at different categories.

“KALAWADHI” for promotion varies from 2 years to 10 years.

For instance, if there is a promotion facility for a post from grade pay
8700 to 8900 and grade pay 8900 to 9500, then as per row – 20 and 22
of the given table, for promotion an officer has to complete (3+2) = 5
years of his or her work tenure.
 Process of Promotion at BSPHCL:-

1. Preparation of Broadsheet: - A broadsheet containing details of

employees, who are eligible and come in purview of promotion, is prepared
by the concerned establishment section. For this purpose, details like name,
place of posting, date of birth, home district, completion of kalawadhi
(minimum duration required for promotion), synopsis of ACR, allegation
(if any) etc of each employee are required.

2. Preparation of Agenda: - An agenda containing details of vacant posts

(category wise), rules regarding kalawadhi, reservation, roster, ACR etc for
promotion is prepared and placed before the Departmental Promotion
Committee (DPC).

3. Meeting of Departmental Promotion Committee (DPC):- A meeting of

DPC is organized on a certain date. The case of each employee is analyzed
by the committee to decide whether he or she is fit for the promotion or not.
After analyzing the case of each employee, the committee gives its
recommendation with remarks in each case and thereafter the proceeding
of DPC duly signed by all the members of the committee is finalized.

4. Issuance of Order: - An order regarding promotion of the employees, as

per the recommendation in the proceeding of DPC, is issued after obtaining
the approval from the concerned authority. This order has the details like
name, designation, date of birth, gradation serial no. etc of each employee.
Promotional Hierarchy of Assistant Cadre with Pay Level

Deputy General Manager (Pay Level – 11)

Deputy Secretary (Pay Level – 10)

Under Secretary (Pay Level – 9)

Section Officer (Pay Level – 7)

Assistant (Pay Level – 5)

Promotional Hierarchy of Engineer Cadre with Pay Level

Chief Engineer (Pay Level – 12)

Electrical Superintendent Engineer (Pay Level – 11)

Electrical Executive Engineer (Pay Level – 9)

Assistant Electrical Engineer (Pay Level – 8)

Promotional Hierarchy of Accounts Cadre with Pay Level

General Manager (Pay Level – 12)

Deputy General Manager (Pay Level – 11)

Senior Manager (Pay Level – 9)

Accounts Officer (Pay Level – 8)

 Grade pay for promotion from one post to another
PROMOTION SERIES OF S&D

SL.NO DESIGNATION PAY SCALE

1 Foreman Gr-2 to Foreman Gr-1 1500-2660 to 1650-3040
2 Unskilled conductor to skilled conductor 1000-1650 to 1100-1855
3 Skilled conductor to Jr.line man 1100-1855 to 1200-2030
4 Jr line man to line man 1200-2030 to1300-2240
5 Line man to Head line man 1300-2240 to1400-2450
6 Fitter-ii to Fitter-i 1200-2030 to 1300-2240
7 Fitter-I to Head Fitter 1300-2240 to 1400-2450
8 S.B.O-II to S.B.O-I 1200-2030 to 1300-2240
9 S.B.O-I to Electrician 1300-2240 to 1400-2450
10 Electrician to Head Electrician 1400-2450 to 1500-2660
11 Mechanic-iii to Mechanic-ii 1300-2240 to 1400-2450
12 Mechanic-ii to Mechanic-i 1400-2450 to 1500-2660
13 Technician-iii to Technician-ii 1300-2240 to1400-2450
14 Technician-ii to Technician-i 1400-2450 to 1500-2660
15 Mechanic meter tester to Head meter tester 1400-2450 to 1500-2660

Designation Pay scale

1 Line inspector to foreman Gr.1 1500 – 2660 to 1650 – 3040
2 Head fitter to foreman Gr.1 1400 -2450 to 1650 – 3040
3 Head electrician to foreman Gr.1 1500 – 2660 to 1650 – 3040
4 Mechanic Gr.1 to foreman Gr.1 1500 – 2660 to 1650 – 3040
5 Technician Gr.1 to foreman Gr.1 1500 – 2660 to 1650 – 3040
6 Head meter tester to Foreman Gr.1 1500 – 2660 to 1650 – 3040
Note:- cadre promotion authority-

General Manager- cum- authority

Engineer/ Chief Engineer in S&D organization.

 Promotion series of Generation organization

SL.NO DESIGNATION PAY SCALE

1 Assistant operator to operator 1300-2240 to 1500-2660
2 Operator to Assistant controller 1500-2660 to 1650-3040
3 Unskilled to skilled 1000-1650 to 1100-1855
4 Foreman –ii to Foreman-i 1500-2660 to 1650-3040
5 Fitter-ii to Fitter-i 1200-2030 to 1300-2240
6 Fitter-I to Head fitter 1300-2240 to 1400-2440
7 Electrician to Head Electrician 1400-2450 to 1500-2660
8 Mechanic-ii to mechanic-i 1400-2240 to 1500-2660
9 Technician-iii to Technician-ii 1300-2240 to 1400-2450
10 Technician-ii to Tecnician-i 1400-2450 to 1500-2660
11 Welder-ii to welder-i 1400-2450 to 1550-2660
12 Welder-I to welding foreman 1550 -2660 to 1650-3440
13 Instrument mechanic-iii to 1300-2240 to 1400-2440
Instrument mechanic-ii
14 Instrument mechanic-ii to 1400-2440 to 1500-2660
Instrument mechanic-i
15 Instrument mechanic-i to senior 1500-2660 to 1650-3040
instrument mechanic
16

SL No. Designation Pay scale

1 Skilled to assistant controller 1100 – 1855 to 1650 -3040
2 Foreman Gr.1 to assistant controller 1650 – 3040
3 Head electrician to assistant controller 1500 – 2660 to 1650 -3040
4 Mechanic Gr.1 to assistant controller 1500 – 2660 to 1650 -3040
5 Technician Gr.1 to assistant controller 1500 – 2660 to 1650 -3040
6 Welding foreman to assistant controller 1650 – 3040
7 Senior instrument mechanic to assistant 1650 – 3040
controller

Note:- cadre promotion authority-

General Manager / General Manager cum – Chief Engineer

 Transmission-organization

SL.NO DESIGNATION PAY SCALE

1 Assistant operator to operator 1300-2240 to 1500-2660
2 Operator to Assistant controller 1500-2660 to 1650-3040
3 Jr Linemen to Petrol men 1200-2030 to 1300-2240
4 Petrol men to Head Linemen 1300-2240 to 1500-2660
5 Head Linemen to Inspector 1500-2660 to 1650-3040
6 Unskilled to Skilled 1000-1650 to 1100-1855
7 Foreman-ii to Foreman-i 1500-2660 to 1650-3040
8 Fitter-ii to Fitter-i 1200-2030 to 1300-2240
9 Fitter-I to Head Fitter 1300-2240 to 1400-2440
10 Electrician to Head Electrician 1400-2440 to 1500-2660
11 Mechanic-ll to Mechanic-i 1300-2240 to 1500-2660
12 Technician-iii to Technician-ii 1300-2240 to 1400-2440
13 Technician-II to Technician-i 1400-2440 to 1500-2660
14

Designation Pay scale

1 Inspector to assistant controller 1650 – 3040
2 Foreman Gr.1 to assistant 1650 – 3040
controller
3 Head fitter to assistant controller 1400 – 2440 to 1650 – 3040
4 Head electrician to assistant 1500 – 2660 to 1650 – 3040
controller
5 Mechanic Gr.1 to assistant 1500 – 2660 to 1650 – 3040
controller
6 Technician Gr.1 to assistant 1500 – 2660 to 1650 – 3040
controller

Note:- General Manager – cum – Chief Engineer of respective Tran’s zone.

 General Information

❖ At BSPHCL, following attributes are taken into consideration in order to evaluate the
performance of employees: -

• Excellent
• Very good
• Good
• Average
• Not Applicable

❖ Every employee is required to submit his/her self-assessment report for the year
(April to March)
❖ If an employee doesn’t submit his self-assessment report till 30th April. Appraise
officer is independent to remark not applicable in A.C.R.

❖ In order to be promoted till Rs.6650 grade pay, an employee must get at least
good remark in his/her A.C.R for 36 months in 5 years.
❖ In order to be promoted beyond Rs. 7750 grades pay, an employee must get at
least “very good” remark in his/her A.C.R or 36 months in 5 years.
❖ There are certain positions in the organization which are filled by 50% direct
recruitment and remaining positions are filled by promotion.
2. RESEARCH METHODOLOGY

THE MAIN SOURCES OF THE INFORMATION IN THIS STUDY ARE AS FOLLOWS;

▪ FILES AND RECORDS OF PERSONNEL DEPARTMENT

▪ DISCUSSION WITH THE OFFICIALS

▪ CIRCULAR ISSUED BY THE B.S.P.H.C.L

3. CONCLUSIONS

• BSPHCL has a well-defined method of performance appraisal for its

employees.
• The performance of employees is appraised on the basis of ACR (Annual
Confidential Report).
• After studying the promotion policy of BSPHCL, it is clear that the promotion
will be provided on the basis of merit as well as seniority.
• By applying objective standards of assessment, the board may provide
suitable trade test for departmental examination to judge the merit of
candidate.
• Promotion in non-gazette post is generally made on the basis of qualifying
departmental examination or ability test.
• Time duration is also fixed to promote to workers/officers working at
different categories.
4. SUGGESTIONS

▪ A sound information policy should consider the merit as well as seniority as

the basis of promotion.
▪ If any junior employee is passing departmental examination, then he could be
promoted.
▪ It should provide inducement to the personnel for improving efficiency,
developing their talents, quality and consider promotion along with other
personnel to be recruited directly on the senior posts.
▪ It should satisfy both trade unions and workers who always claim seniority as
basis of promotion and board’s management who prefer merit as basis.
 5. BIBLIOGRAPHY

▪ BOOKS
✓ K. ASHWATHAPPA – HUMAN RESOURCE MANAGEMENT

▪ FILES & RECORDS OF PERSONNEL DEPARTMENT

▪ WEBSITE- www.bsphcl.bih.nic.in
www.bspgcl.bihar.gov.in
www.bsptcl.in
www.sbpdcl.co.in