A
Summer Training Project Report
On
A Study of
Performance Appraisal system in
O.H.P.C at
Upper Kolab Hydro Electricity Project,Barniput, jeypore
A report prepared and submitted for the partial requirement and fulfillment of
the Bachelor of Business Administration program at VIKRAM DEV
AUTONOMOUS COLLEGE.
SUBMITTED BY:
BhubannathBishoyee
DECLARATION
I hereby declare that the facts and findings project report titled " ASTUDY OF
PERFORMANCE APPRAISAL SYSTEM" in UKHEP, OHPC Ltd..,
BARNIPUT, JEYPORE is a genuine research work undertaken by me under the
guidance of Mr. P. K Mehar(Dy. Manager, HRD). This information has been
collected fromgenuine authentic sources.
The report is being submitted in partial fulfillment of the requirement of
BACHELOR OF BUSINESS ADMINISTRATION fromVIKRAM DEV
AUTONOMOUS COLLEGE.
NAME
BhubannathBishoyee
ACKNOWLEDGEMENT
I take this responsibility to express my profound and sincere gratitude toVIKRAM DEV
AUTONOMOUS COLLEGE for providing me with the opportunity to explore the corridors
of the corporate world and gather invaluable knowledge and practical experience via the Summer
Training Project.
I take the privilege of offering a deep sense of gratitude and indebtedness to NAME (AM.-HR),
Mr. P. K Meher (Deputy Manager-HRD) OHPC Barniput, Jeypore for providing me their able
guidance and inspiration to complete the Summer Training Report.
I express my sincere gratitude to Mr. XYZ (AM-HR) who guided me how to carry on with the
project. His able guidance and support have been constant source of knowledge and motivation
for me.
Above all no words can express my gratitude to my parents and friends who supported me
through thick and thin difficulties faced by me during the preparation of the project. I also owe a
sense of gratitude to my faculty members, respected, Mr. P. SRI HARI who guided me
throughout my summer training and provided structured guidelines to work and progress.
Last but not the least; I would like to thank all the employees of OHPC UPER KOLAB POWER
STATION for their valuable suggestions and constant encouragement.
The expertise in this study belongs to those listed above. Any errors are mine.
YOUR NAME
BhubanNathBishoyee
CONTENT
CHAPTER 1
1.1 Introduction
1.2 Objectivesofthestudy
1.3 PlanningtheAppraisal
1.4 ApproachestoPerformanceAppraisalsystem
1.5 Methodology
1.6 Operationaldefinitionoftheconcept
1.7 Limitationsofthestudy
CHAPTER 2
2.1 OrganisationProfile
2.2 PERFORMANCEMANAGEMENTSYSTEMINOHPC
2.3 PROFILEOFTHEHRDDEPARTMENT
2.4 RESEARCHMETHODOLOGY
CHAPTER 3
3.1 DATAANALYSIS&INTERPRETATION
3.2 RESEARCHFINDING&CONCLUSION
3.3 RECOMMEDITION/SUGGESTIONS
CHAPTER 4
Survey Questions
Bibliography
CHAPTER - 1
INTRODUCTIONS
Al most every organi zat i on i n one way or anot her goes through a peri odi c
ri t ual , formal l y or i nformal l y, known as performance apprai sal . Performance
apprai sal has been cal l ed many t hi ngs. The formal performance apprai sal has
been cal l ed a t ool of management , a control process, an act i vi t y and a cri ti cal
el ement i n human resources al l ocati on. Uses for perf ormance apprai sal have
i ncl uded equal empl oyment opportuni t y consi derat i ons, promot i ons, t ransfer
and sal ary i ncreases. Pri mari l y perf ormance apprai sal has been consi dered an
overal l system f or cont rol l i ng an organi zat i on. Perf ormance a pprai sal has al so
been cal l ed an audi t functi on of an organi zat i on regardi ng t he perf ormance of
i ndi vi dual s, groups and ent i re di vi si ons.
Performance apprai sal may be defi ned as a st ruct ured formal i nt eract i on
bet ween a subordi nate and supervi sor, t hat usual l y t akes the f orm of a peri odi c
i nt ervi ew ( annual or semi - annual ), i n whi ch t he work performance of t he
subordi nat e i s exami ned and di scussed, wi t h a vi ew to i denti f yi ng weaknesses
and st rengt hs as wel l as opport uni t i es for i mprovement and ski l l s devel op ment .
Al most every organi zat i on i n one way or anot her goes through a peri odi c
ri t ual , formal l y or i nformal l y, known as performance apprai sal . Performance
apprai sal has been cal l ed many t hi ngs. The formal performance apprai sal has
been cal l ed a t ool of management , a control process, an act i vi t y and a cri ti cal
el ement i n human resources al l ocati on. Uses for perf ormance apprai sal have
i ncl uded equal empl oyment opportuni t y consi derat i ons, promot i ons, t ransfer
and sal ary i ncreases. Pri mari l y perf ormance apprai sa l has been consi dered an
overal l system f or cont rol l i ng an organi zat i on. Perf ormance apprai sal has al so
been cal l ed an audi t functi on of an organi zat i on regardi ng t he perf ormance of
i ndi vi dual s, groups and ent i re di vi si ons.
Appraisal Are Normally Used To:
a. Estimate the overall effectiveness of employees in performing their jobs,
b. Identify strengths and weaknesses in job knowledge and skills,
c. Determine whether a subordinate?s responsibilities can be expanded,
d. Identify future training and development needs,
e. Review progress toward goals and objectives, and
f. Determine readiness for promotion,
OBJECTIVES OF PERFORMANCE APPRAISAL
A. Employees would like to know from a performance appraisal system:
? concrete and tangible particulars about their work; and
? assessment of their performance.
B. This would include how they:
? did;
? could do better in future;
? could obtain a larger share of rewards; and
? could achieve their life goals through their position.
C. Therefore an employee would desire that the appraisal system should aim at:
? their personal development;
? their work satisfaction; and
? their involvement in the organization.
D. From the point of view of the organization, performance appraisal serves the purpose
of:
? providing information about human resources and their development;
? · measuring the efficiency with which human resources are being used and
improved ;
? providing compensation packages to employees; and
? maintaining organizational control.
Performance appraisal should also aim at the mutual goals of the employees and
the organization. This is essential because employees can develop only when the organization?s
interests are fulfilled. The organization?s main resources are its employees, and their interest
cannot be neglected. Mutual goals simultaneously provide for growth and development of the
organization as well as of the human resources. They increase harmony and enhance effectiveness
of human resources in the organization.
PLANNING THE APPRAISAL
A meaningful Performance Appraisal system is a two-way process that benefits both the
employee and the manager. For employees, appraisal is the time to find out how the manager
thinks they are performing in the job. For a manager, a formal appraisal interview is a good time to
find out how employees think they are performing on the job. The planning appraisal strategy has
to be done:
? Before the appraisal
? Establish key task areas and performance goals.
? Set performance goals for each key task area.
? Get the facts.
? Schedule each appraisal interview well in advance.
? During the appraisal
? Encourage two-way communication.
? Discuss and agree on performance goals for the future.
? Think about how you can help the employee to achieve more at work.
? Record notes of the interview.
? End the interview on an upbeat note.
? After the appraisal
? Prepare a formal record of the interview.
? Monitor performance.
SCOPE OF THE STUDY
The topic chosen Performance Appraisal system was aimed for the betterment of the
organization in terms of quality as well as quantity. The scope of the study under mentioned points
depicts the same.
1. To increase the productivity by increasing the level of performance.
2. The programme would help the organization in meeting it future personal need.
3. The programme will help the employee in their personal group by improving their
knowledge as well as skill.
APPROACHES TO PERFORMANCE APPRAISAL SYSTEM
George Odiorne has identified four basic approaches to Performance Appraisal system.
Personality-based systems: In such systems the appraisal form consists of a list of
personality traits that presumably are significant in the jobs of the individuals being appraised. Such
traits as initiative, drive, intelligence, ingenuity, creativity, loyalty and trustworthiness appear on
most such lists.
Generalised descriptive systems: Similar to personality-based systems, they differ in the type
of descriptive term used. Often they include qualities or actions of presumably good managers:
“organises, plans, controls, motivates others, delegates, communicates, makes things happen,” and
so on. Such a system, like the personality-based system, might be useful if meticulous care were
taken to define the meaning of each term in respect to actual results.
Behavioural descriptive systems: Such systems feature detailed job analysis and job
descriptions, including specific statements of the actual behaviour required from successful
employees.
Results-centered systems: These appraisal systems (sometime called work-center or job-
center systems) are directly job related. They require that manager and subordinate sit down at the
start of each work evaluation period and determine the work to be done in all areas of
responsibility and functions, and the specific standards of performance to be used in each area.
When introducing Performance Appraisal system a job description in the form of a questionnaire
has to be preferred. A typical questionnaire addressed to an individual would cover the following
points:
? What is your job title?
? To whom are you responsible?
? Who is responsible to you?
? What is the main purpose of your job?
? To achieve that purpose what are your main areas of responsibility?
? What is the size of your job in such terms of output or sales targets, number of items
processed, number of people managed, number of customers? What targets or standards
of performance have been assigned for your job? Are there any other ways in which it
would be possible to measure the effectiveness with which you carry out your job?
? Is there any other information you can provide about your job?
METHODOLOGY
Basically there are two types of performance appraisal done on the basis of post of the
OHPC?s employee. They are:
1. Executive performance appraisal system
2. Non-executive performance appraisal system
EXECUTIVE PERFORMANCE APPRAISAL SYSTEM
This system is for performance appraisal for executives of the level E-0 to E-4 . The
various steps involved are:
A) Self Appraisal Performance Review & Planning
I. Appraisee write his view over the actual achievement for the Key performance area /
Task and Target assigned to him for the year.
II. Comments on fulfillment of KPA / Task and Target are written by the Reporting
Officer , taking account of time frame also.
III. Special Jobs other than tasks given and normal routine work are written by appraisee.
B) Performance Review Discussion
I. Both appraisee and reporting officer sit together.
II. Comment over Strengths and weaknesses and areas for development are written which
is undersigned by both .
III. Appraisee can help the reporting officer by giving examples which shows his strength or
weakness. He also tell what training he want to undergo .
C) Performance Assessment
I. Rating between 1 to5 are given to the appraisee by the Reporting Officer and
Reviewing Officer individually on the basis of Performance Factors and Potential
Factors.
Performance Factors :Quantity of output
Quality of output
Cost control
Job Knowledge and Skill
Team spirit and Lateral
Coordination
Discipline
Development & Quality of assessing subordinates
Special Relevant factor
Potential Factors : Communication
Initiative
Commitment and sense of Responsibility
Problem Analysis and Decision making
Planning and Organizing
Management of Human resources
II. Different weightage are given to each factor
III. Final scores are calculated by multiplying rating and weightage .By adding these
Total Factor Score is calculated.
IV. Comments on Overall Performance And Potential are written by both Reporting
and Reviewing Officers individually.
D) Suggestions for Job Rotation and Job Enrichment
I. Both reporting and reviewing officers write their suggestions whether the appraisee
should be transferred to other department. Either a good employee is transferred so
that he can acquire knowledge of all the departments, or a worst performing
employee is transferred so as to improve his performance.
II. In some exceptional case Head of department give his comments on overall
performance & potential of the employee.
E) Final Assessment
I. Total Factor Score by both Reporting and Reviewing officers is written and average is
calculated.
II. Final Grading between O / A / B / C is given .
III. If Final Grade is C , indicate whether to promote or not to promote the appraisee.
IV. If not to promote give reasons.
V. Meeting with non-promotable appraisee.
NON-EXECUTIVE PERFORMANCE APPRAISAL SYSTEM
I. Rating are given by both Reporting and Reviewing officers on the basis of performance of the appraisee
depending upon factors: Performance on the Job
Job Knowledge & skill
Multi-skill Utilization
Conduct & behavior
Punctuality & availability on job
Innovativeness
Cost & Quality Consciousness
Initiative & Capacity to assume higher
responsibility
Housekeeping & safety consciousness
II.Weightage are given to various factors .
III. Scores out of 100 are calculated by multiplying rating with weightage .
IV. O / A / B / C / C- Grades are given according to scores and attendance of the appraisee.
V. If grade is C- , then appraisee is interviewed by the Head of Department.
METHODS OF PEFORMANCE APPRAISAL
a. Ranking. - The term ranking has been used to describe an alternative method of
performance appraisal where the supervisor has been asked to order his or her employees
in terms of performance from highest to lowest.
b. Forced Choice Method. - This appraisal method has been developed to prevent evaluators
from rating employees to high. Using this method, the evaluator has to select from a set of
descriptive statements, statements that apply to the employee. The statements have been
weighted and summed to at, effectiveness index.
c. Forced Distribution. - The term used to describe an appraisal system similar to grading on
a curve. The evaluator had been asked to rate employees in some fixed distribution of
categories. One way to do this has been to type the name of each employee on a card and
ask the evaluators to sort the cards into piles corresponding to rating.
d. Paired Comparison. - The term used to describe an appraisal method for ranking
employees. First, the names of the employees to be evaluated have been placed on separate
sheets in a pre-determined order, so that each person has been compared with all other
employees to be evaluated. The evaluator then checks the person he or she felt had been
the better of the two on the criterion for each comparison. Typically the criterion has been
the employees over all ability to do the present job. The number of times a person has
been preferred is tallied, and the tally developed is an index of the number of preferences
compared to the number being evaluated.
e. Graphic Rating Scale. - The term used to define the oldest and most widely used
performance appraisal method. The evaluators are given a graph and asked to rate the
employees on each of the characteristics. The number of characteristics can vary from one
to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar
graph where the evaluator checked off a location relative to the evaluators rating.
f. Checklists. - The term used to define a set of adjectives or descriptive statements. If the
rater believed the employee possessed a trait listed, the rater checked the item; if not, the
rater left the item blank. rating score from the checklist equaled the number of checks.
g. Behavioral Anchored Rating Scales. - The term used to describe a performance rating that
focused on specific behaviors or sets as indicators of effective or ineffective performance,
rather than on broadly stated adjectives such as "average, above average, or below average".
Other variations were:
? Behavioral observation scales
? Behavioral expectations scales
? Numerically anchored rating scales
h. Critical Incident Technique. - The term used to describe a method of performance
appraisal that made lists of statements of very effective and very ineffective behavior for
employees. The lists have been combined into categories, which vary with the job. Once
the categories had been developed and statements of effective and ineffective behavior had
been provided, the evaluator prepared a log for each employee. During the evaluation
period, the evaluator recorded examples of critical behaviors in each of the categories, and
the log has been use to evaluate the employee at the end of the evaluation period.
i. Management by Objectives. - The management by objectives performance appraisal
method has the supervisor and employee get together to set objectives in quantifiable
terms. The appraisal method has worked to eliminate communication problems by the
establishment of regular meetings, emphasizing results, and by being an ongoing process
where new objectives have been established and old objectives had been modified as
necessary in light of changed conditions
OPERATIONAL DEFINITION OF THE CONCEPT
PERFORMANCE APPRAISAL SYSTEM
Performance Appraisal system is a process of evaluating employee performance for the
purpose of placements, selections for promotions, career planning, financial rewards, motivation
etc, and Performance Appraisal system seeks to achieve following objective.
?To assess the performance, personal attributes and potential of the employee.
? Performance based rewards in terms of promotion, increments etc.
?To identify training needs.
?To assess strengths, areas of improvements and give feedback to the employee.
PERFORMANCE APPRAISAL SYSTEM PROCESS
1. HR to prepare the Appraisal Form of individual employee to be appraised and send it to
concerned Reviewing Officer/HOD.
2. Reviewing Authority/HOD will arranged distribution of form to individual employee
through Appraising Officer/S.H.
3. Employee shall fill his part in the Appraisal form in the appraisal form and shall hand
over the same to Reviewing Officer/S.H.
LIMITATIONS OF THE STUDY
1. Lack of expertise trainer handed in the prosecution of Performance Appraisal system
programme.
2. Lack of feeling in people of against the awareness for the Performance Appraisal system
programme.
3. Search for the exact Appraisal was also difficult to define.
ORGANISATION PROFILE
INTRODUCTION :
The inception of Orissa Hydro Power Corporation Ltd. is deep rooted
study from power sector reforms in India. Organisation in simplest terms means a
form of human association for attainment of common goal. Its main aim is to
acquire business or companies for carrying on business of electricity power &
consultancy service in any field of activity in which it is engaged to act as an
entrepreneur on behalf of the central of state govt. Since ages and in every walk of
life organization i.e. to harmonize a group of different personalities to fuse various
interest and to utilize all abilities towards a given direction.
In this present situation where the size of industries in India has
increased expeditiously, planning is needed for every industry. Planning is nothing
but deciding in advance what to do, when to do, who is to do. Planning bridges the
gap from where we are to where we want to go.
HI STORY OF THE ORGANI SATI ON
In the 21
st
century, it would be a fantasy to think of being in a
world without “Electricity”. Research programmes are on to discover alternative and
abundant sources of energy. Much emphasis is given to renewal resources and new
ways are being invented to generate power comfortably and much more
economically. Let this dream of ours come true and we, people of developing
nation like India and many others, may aspire for a better and luxurious future.
So, the first major step taken by late Shirt Pt. Jawaharlal Neheru,
First prime minister of independent of India was to organize the Electricity sector as
a consequence of which, electricity supply act (1948) was enacted, which provide
provisions for rationalization of the production and supply of electricity and
generally for taking measures conducive of electrical development. Constitution of
central Electrical regulatory Authority at the central and state Electricity Boards
(SEBs) was the primary objective of the Act, but unfortunately co-coordinated efforts
would not be made in this direction during the last few decades, which has lead to
the present power crisis in almost every state. Even in the eastern region, where
there is surplus power generation, there was power crisis, which became a matter of
grave concern, frequent interruptions in power generation & supply and load
shedding where the mantra of electricity boards.
Hence, power sector reforms were introduced all over the country
and the state of odisha has this unique distinction of being the pioneer in the country
to undertake reforms & restructuring, in the power sector of the state. It is a well
accepted fact that for the growth of both agricultural and industrial sectors
irrespective of their type and size, power is a basic need and in the state of Odisha,
ODISHA HYDRO POWER CORPORATION (OHPC) is one such organization
that works towards fulfillment of such vital needs of the state.
INCORPORATION OF OHPC :
As a result of Orissa Electricity Reforms Act, 1995 and the Orissa
Electricity Reforms (transfer of Undertakings, Assets Liabilities, Proceedings and
Personal) Scheme Rules, 1996, the OHPC was registered under ICA on 21
st
April,
1995, which became operational with effect from 1
st
April 1996 as per notification
No. 335 and 336. Initially all the assets, liabilities, liabilities and proceedings (in
respect of Hydro Projects) were transferred to the State Government. The state
Government thereafter classified to the assets; liabilities and proceeding acquired by
the State Government as well as those owned by it into Generation, Transmission
and Distribution undertaking. Those, which could not be classified as above, were
treated as residuary assets, liabilities and proceedings.
Subsequently, the undertakings together with residuary assets,
liabilities and proceedings, related to Hydro Projects were transferred to OHPC
through a State Government notification as on 1
st
April 1995. After formation of
OHPC, M/s MECON Limited (A Govt. of India Undertaking) was entrusted for a
detailed assessment of OHPC Assets. But the report submitted by M/s MECON did
not contain the detailed records of the land, buildings, other assets and rights. Thus,
necessity for a detailed assessment of the movable and immovable properties was felt
and an Estate wing headed by Manager (Estate) was created at the Corporate Office.
Similarly, at Unit level, Estate officers were identified and Estate Wings were created.
Consequent to the formation of OHPC, the organizational structure
was annexed and professionals were inducted into the Organization. Initially
personal employed with the OSEB of on deputation to the board were classified and
transferred to OHPC. State Government employees working on deputation to the
board were reverted back to their services. And the State Government employees
related with hydroelectric generation, transmission and distribution works were
deputed to the service of OHPC. The transferred personal were employed in the
post, scale of pay and seniority in accordance with schedule C&G of the Orissa
Electricity Reforms (Transfer of Undertakings, Liabilities, Assets, Proceedings, and
Personnel) Scheme Rule, 1996 and section 24 of the OERA. Service terms and
conditions applicable to them were in accordance with those laid down under the
transfer scheme and care was taken that these terms and conditions were any less
favourablethen those applicable to them at the time of transfer. Upon such transfer
of personnel, OHPC was entrusted with the job of framing the rules and regulation
governing their conditions of service. Until OHPC framed its service conditions, it
was stipulated that the personnel so transferred would be governed by the Orissa
Civil Service (Classification, Control and Appeal) Rules, 1962.
All these transfers (I.e. transfer of undertakings, Assets, Liabilities
and personnel) of OHPC were provisional for a period of twelve months from the
date of its formation and where final only upon the expiry of those twelve months.
However, before the transfer of personnel became final, the Department of Energy,
Go invited the personnel so transferred to send their willingness and preference for
permanent absorption into OHPC after notifying the service conditions and other
packages. Thus, the permanent absorption was finalizes, only after taking into
account the preference furnished as well as the ability; knowleged; skill and
experience of the personnel; the nature and number of vacancies; seniority and
necessity. Finally, the transfer of all undertakings, assets, liabilities, proceedings and
personnel became absolute on 1
st
April, 1997 and the personnel were permanently
absorbed into OHPC from the said effective date.
Being a newly set up corporation with employees from erstwhile
OSEB, Ex-employees of State government and also employees directly recruited by
OHPC, The HRD wings was being faced with various challenges to meet the
multifarious problems of interaction of such employees into a cohesive group of
achieve the organizational goals. And OHPC has been successful in accomplishing
its goals. For sale of power from Hydro Units to GRIDCO, a commercially
enforceable interim PPA existed between OHPC ad GRIDCO, which was
converted into a long term from 1998-99 on guidelines set by Govt. of India.
CORPORATE OFFICE :
The corporate office of OHPC is situated as jan path,
Bhubaneswar. It is placed in Odisha State Police Houseing and welfare corporation
building, VaniVihar, Bhubaneswar. A Board of Directors manages the OHPC
Limited, which is headed by the Chairman-cum-Managing Director. The corporate
office has 3 different functional wings. They are Technical, Finance and HRD. The
corporate office is mainly responsible for coordinating of its production units, taking
decisions on police formulation and liasioning with the Government, GRIDCO,
Electricity regulatory commission, Labour department and different financier like
power Finance Corporation, World bank etc. All decisions with regard to designing
and monitoring of projects, renovation & modernization of existing power projects,
and avenues for undertaking new project are taken here.
DIFFERENT POWER HOUSE UNDER OHPC LTD
UPPER KOLAB HYDRO ELECTRIC PROJECT (320MW); KORAPUT
RENGALI HYDRO ELECTRIC PROJECT (250MW);ANUGUL
BALIMELA HYDRO ELECTRIC PROJECT (510MW); MALKANIRI
INDRAVATI HYDRO ELECTRIC PROJECT (600MW); KALAHANDI
BURLA HYDRO ELECTRIC PROJECT (275MW); SAMBALPUR
REGISTRATION
UKHEP,OHPC LTD., ( A Govt. of odishaundertaking) was registered under
Factories Act, 1948. Its refistration no.is
KT – 105, Dated on 05/05/2007
SL . NO – 03034
OBJECTIVES OF OHPC LTD ;
? To maintain high production at least cost.
? To increase efficiency of working in all levels through intensive training
and motivation.
? To maintain strict quality control time schedule in maintenance/
construction/ renovation works to avoid cost over run and long down
time.
? Computerization and inter linking of power stations for efficient
management.
? Intensive training programs both in-house and out side.
? To build up cordial relations among workmen and executives.
LOCATION OF UPPER KOLAB POWER STATION; OHPC LTD :
Upper Kolab Hydro Electric
Project, Located in the district of
KORAPUT (odisha) was taken up for
excavation in the year 1976 by the
irrigation and Power Department, Govt.
of Odisha at an estimated cost of
Rs.74.63 Crores. This project is utilizing
the water potential of river „KOLAB? a
tributary of river Godavari. It is a
multipurpose project amied at
generation of 95MW(firm) Hydro
Electric Power, providing irrigation
facilities to 47,985 H.A. by lift canal irrigation and suppling drinking water to Damonjodi,
Koraput, Sunabeda&Jeypore town.
The project work was completed in two stages i.e.STAGE-1 & STAGE-2. In stage
-1, 3 nos. of 80MW Hydro Generators along with their auxiliaries, 220 KV switchyard,
water conducter system, Reservoir etc. where completed and commissioned; Under Stage-2
only the Installation and commissioning of unit 5 was completed. Major works of Stage-1
were completed during 1993. The total revosed expenditure for completion of major of
electricl works under stage-1 and stage-2 comes out to be 8880 LAKHS (Approx).
BRI EF HI STORY OF THE PROJ ECT
The Government of Madras carried out preliminary investigations for
the project before April 1936. At that time Koraput district was a part of Madras
Presidency and Govt. of Odisha carried out subsequently detailed investigations after 1961.
The present proposal was finalized after investigating several proposals with alternative dam
sites and water conductor systems. The planning commission during August 1975 and
irrigation project approved the power project in June1976.
PROJECT COST : -
Estimated cost of the project at different time is shown below (in Lakhs).
I)Power Development Original Estimate
as per A.A. 1976
Revised estimate
1979
Reviesed estimate
1983
a) Dam &Apput
works
1497.89 5790.27 8062.18
b) Power (Civil) 2051.72 3777.65 5322.14
c) Power (Electrical) 2283.00 5729.00 5729.00
Sub Total 5832.61 15296.92 19613.32
II) Irrigation
Developments
1631.32 6774.85 10477.46
Grand Total 7643.93 22071.77 30090.76
PROJECT FEATURES OF UPPER KOLAB POWER STATION
The Project has got a Potential of producing 95 MW of firm power
with a generation of 832.2 million units and power is fed to the general grid at the jeypore
sub-station. Flow irrigation is provided to an ayacut of 47985 H.A. of C.C.A. in Jeypore.
Borigumma&KotpadtahsilsJeypore main canal is designed to carry additional discharge for
irrigation 22267 H.A. of C.C.A. at higher contours up to Telengiri River. This lift ayacut
will be developed in 2
nd
stage. Drinking water supply for jeypore town is pumped form the
„Satiguda Pond? by the State Public Health Engineering Organisation. The reservoir is ideal
for the development of pisciculture as the water spread area of over 114 sq km is provide
recentional facilities for people of Jeypore, Koraput and Sunabeda towns. The Project also
attracts tourists, being so close to the national highway and railheads.
Major Constructional activities of the project will continue uo to 1985-86 with a peak daily
requirement of 6000-8000 workman. Almost the entire bulk of unskilled labours are
available locally and the project gives them ample employment opportunities.
Upper Kolab project will change the complexion of backward area with more agricultural
production through continuous irrigation facilities and rapid industrialization with the
growth of small and large-scale industries and pave the way of prosperity and happiness for
future generation.
UPPER KOLAB POWER STATION
SALIENT FEATURES
1. Name of the Power Station - Upper Kolab Power House
2. Name of the River - Kolab
3. Location
I) State - Orissa
II) Nearest Town - Jeypore
III) Distance - 5 Kms. From Jeypore
4. Total Installed Capacity
I) No. of existing Units - 4 (Four)
II) Capacity of each Unit - 80 MW
III) Total capacity - 320 MW
5. Reservoir / Poundage
I) Name of the Dam - Kolab Dam
II) Type of Dam - Straight Masonry Gravity
III) Height of Dam - 54.50 Mts.
IV) Lenght of Dam - 630.5 Mts.
V) Catchment?s area - 1630 Sq. Km.
VI) Average Annual Inflow - 1803 M cum.
VII) FRL / MWL - 858 Mts.
VIII) MDDL - 844 Mts.
IX) Gross Storage capacity
a) Gross - 1215 M cum.
b) Dead - 280 M cum.
c) Live - 935 M cum.
6. Wate Turbine
I) Numer - 4 (Four)
II) Type - Vertical Francis
III) Make - BHEL, India
IV) Net Head
a) Max. Head - 265.73 Mts.
b) Minimum - 241.72 Mts.
c) Rated - 241.72 Mts.
d) Design Head - 253.0 Mts.
V) Normal Speed - 428.6
7. Tail race
Type of Tunnel / Channel - Channel
8. Generators
I) No. of Units - 4 (Four)
II) Type - Suspension
III) Make - M/s BHEL, India
IV) Voltage - 11 KV
V) Current - 4665 Amp.
VI) Power Factor - 0.9 lag
VII) Speed - 428.6 rpm
VIII) Excitation System - Stat
UPPER KOLAB (HYDROLOGY)
Catchment?s Area-1630sq.kilometer
Average Rainfall-1415mm
Average Run-off-1704M.Cumt.
Maximum Designed Flood-10020 cumecs
High Flood Dischrge-7650cumes
UPPER KOLAB (DAM & APURTEMENT WORK)
DAM & SPILLWAY
Length-630.5 mts.
Maximum Height – 54 mts.
Over flow Length – 169.2 mts.
Number of Gates – 11 Nos. (12.2 x 12.2 mt. Radial Gate)
RESERVOIR
Maximum Water Level & Fuel Reservoir Level – 858.0 mts.
Minimum draw Down Level – 844.0 mts
Gross Storage Capacity – 935 M. Cumt.
Live Storage Capacity-1215 M. Cumt.
Regulated Flow – 45.5 Cumecs.
Water Spray Area at Flood Reservoir Level – 114.32 Sq. Km.
Average Evaporation Loss – 158.0 M. Cumt.
Average Reservoir Level – 853.33 Mts.
Top Level of Dam – 862.5 Mts.
UPPER KOLAB (WATER CONDUCTOR SYSTEM)
MAIN TUNNEL
Type – Open Horse Shoe Type
Length – 3924 Mts.
Diameter – 6 Mts. Finished
Size of Intake Gate – 5.0 x 6.0 Mts.
Design Discharge – 120 Cumecs.
Length of Head Race Channel – 109.78 Mts.
SURGE TANK
Type – Simple Type
Diameter – 15.0 Mts.
Depth – 145.0 Mts.
Upper and Lower Expansion Galleries :
a) Diameter – 8.0 Mts.
b) Length – 80.0 Mts.
PRESSURE TUNNEL
1. No. of pressure tunnel – 02 Nos.
2. Length – 391.0 Mts.
3. Diameter – 5.0 Mts.
4. Type – Finish Steel line.
PENSTOCK
No. of Penstock – 04 Nos.
Length – 537 Mts.
Diameter – 3.5 Mts.
Length of Terminal Tunnel – 65 Mts.
UPPER KOLAB (WATER TURBINE)
PICTURE OF TURBINE GUIDE BEARING HOUSING – I
TURBINE
Nos. 4 : (Four)
Make : M/s Bharat Heavy Electrical Limited, Piplani and Bhopal
Type : Vertical Francis. (Reaction Type)
Rated Output : 82050 m3 / Sec.
Maximum Net head : 265.73 Mts.
Rated Net Head : 241.72 Mts.
Rated Speed : 428.6 rpm
Dircetion of Rotation : Clock wise (Viewed from Generator top)
Turbine discharge at Rated Output & Rated Net Head : 37.15 M3 / Sec
Runner
ia – 2360 mm, No. of blades – 11, Discharge Dia – 2060 mm.
Turbine Shaft : Dia-650 mm, Journal Dia – 900 mm
Guide bearing Vertical, Submerged type, Dia of shaft bearing – 300 mm, cooling
water requirement – 800 lits/min. Qty. Of Oil – 500 Lts.
Guide Apparatus : GV Pitch circle dia – 2680 mm, No. of guide vanes 24, GV
Height – 374 mm.Draft Tube Cone : Inlet of DT Cone – 2080 mm, Height – 220
mm.
Draft Tube Elbow Liner – Inlet eclipse – 12951 + 1057 mm, Height – 2926 mm
Spiral Casing : Inlet Dia – 2150 mm, Velocity at Inlet of casing 11.36 m/Sec.
Shaft Sealingia of Shaft Sealing – 805 mm, Cooling water required : 60 Ltrs/min.
UPPER KOLAB (GENERATOR)
Nos. 4 (four)
a) Make : M/s Bharat Heavy Electricals Limited, Ranipur, Haradwar.
b) Tupe : Suspension
c) Power : 88900 KVA / 80000 KW + 15 % Continuous over load
d) Voltage : 11,000 Volt.
e) Current : 4665 Ampts.
f) Power Factor : 0.9 Lag
g) Frequency : 50 C/S.
h) Rated speed : 428.6 rpm, (run away speed – 750 rpm)
i) Direction of Rotation : Clock Wise (as seen from PMG end)
j) Fly Wheel Effec GD 2 : 1300 TM
2
k) No. of Pole : 14
l) Weight of each generator : 360 Ton.
PIC OF REPAIR OF GENERATOR TRANSFORMENR (102 MVA)
(m) Thrust bearing : Pivoted – pad type, Pad size 250 x 300 mm, water for air cooler
– 1500 Lts/Min, Outer dia – 1650 mm, Inner dia – 750 mm, Qty. Of oil – 3000 lits
Bottom Guide Bearing : Pivoted pad type, Pad size 250 x 300 mm, No. of pads
– 8; Qty. Of Cooling Water for Oil Cooler – 270 lits / min.Qty.Of oil – 750 lits.
(o) Top Guide Bearing : Pivoted pad, size 250 x 300 mm. No. of pads – 8 Qty. Of
Oil 850 litrs / Min Qty. Of cooling water for oil cooler 240 lits/min.
UPPER KOLAB (SET UP TRANSFORMERS & SWITCHYARDS)
Number : 4
Voltage : 11 / 220 KV
Capacity 102 MVA, 11K.V/220K.V 50 C/S, STAR DELTA
Phase 3 PHASE
Cooling ODWF system
Make Crompton Greaves
Switchyard Arrangements
220 KV Reserved Bus (Double bus bar)
No. of outgoing feeders – 3
IMPORTANT EVENTS
The important events of commissioning of 1
st
Sage and 2
nd
stage works are given
below.
COMMISSIONING OF UNITS
UNIT-I UNIT-II UNIT-III UNIT-IV
FIRST SPINNING 19.12.87 29.03.88 24.01.90 03.07.92
SYNCHRONISED TO
GRID COMMERCIAL
15.03.88 14.04.88 10.02.90 22.07.92
OPERATION 15.03.88 16.04.88 10.02.90 12.01.93
COMMISSIONING DATES
STAGE – 1 (3 UNITS)
? Approval by planning commission : August 1975
? Commencement of work : 1976
? Completion of work : 1990
STAGE – 2 (4
TH
UNIT)
? Approval by planning commission : 1987
? Completion of work : 1995
Date of Commissioning
Unit 1 : 15.03.1988
Unit 2 : 14.04.1988
Unit 3 : 10.02.1990
Unit 4 : 12.01.1993
GENERATION
Year Generation (IN Mu)
2007-08 1107.963
2006-07 1026.468
2005-06 623.693
2004-05 896.017
2003-04 656.509
2002-03 497.392
2001-02 657.378
2000-01 520.024
1999-2000 808.198
1998-99 434.321
1997-98 469.290
1996-97 726.667
POWER PLANT ECONOMICS : -
INCOME Sch.
No.
For the
year
2006-07
For the year
2005-06
For the year
2004-05
For the
year
2003-04
For the year
2002-03
Sale of Power 16395319
9
83873692 248494754 174178
752
123180402
Other Income 10 3974773 3856441 19318700 278091
2
1995296
Total
EXPENDIT
URE
16792797
2
87730133 267813454 176959
664
125175698
Repair and
maintenance
expenses
11 14199857 22614383 15168388 170670
70
12330017
Operational
Expenses
12 6960513 7137820 5713252 560245
3
3681832
Employee &
other relatd
cost
13 10075426
6
56234102 53237013 526298
52
47720935
Administrative
& General
expenses
14 13612522 12802053 1279118 917818
3
8604477
Interest &
Financial
Charges
15 10636234 10636234 10636234 106362
34
10636234
Depreciation 5 12790654
7
127932734 126892131 129694
369
128913883
Loss on sale
of assets
Preliminary
expenses
written off
Less :
Expendiutre
during
construction
16 -
13020946
-3868241 -5096554 -
466348
2
-4296624
Total 26104899
3
233489085 219349582 220144
679
207590754
STAFF STRENGTH OF UKHEP, OHPC LTD
Executive
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
86 59
Administrative Non-Executive (ANE)
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
163 102 72
Technical Non-Executive (TNE)
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
227 290 214
UNIT AVAILABILITY
Unit availability in % from 1996-97 to 2006-07
Year Unit-I Unit-II Unit-III Unit-IV
2007-08 91.43 90.36 94.63 91.59
2006-07 92.23 87.46 97.51 46.35
2005-06 90.89 94.59 90.55 29.95
2004-05 95.35 93.37 94.21 92.65
2003-04 98.37 91.35 97.99 92.09
2002-03 99.11 94.39 92.61 94.98
2001-02 94.05 93.56 93.83 95.48
2000-01 94.96 93.45 90.26 94.67
1999-2000 87.05 94.53 93.29 97.54
1998-99 82.43 90.21 90.20 95.61
1997-98 86.15 92.33 92.94 83.63
1996-97 78.63 87.54 91.40 95.16
PERFORMANCE OF OHPC LTD AT A GLANCE : -
1. Incorporated under companies Act. 21.04.1995
2. Year of starting of commercial operation 1996-1997
3. Date of transfer of Hydropower Assets. (Excluding Machhkund) 01.04.1996
4. Transfer of Orissa share of Machhkund. (34.5 MW) 01.04.1997
5. Installed capacity at the time of transfer of assets 1272 MW
6. Present installed capacity 2062 MW
7. Average Annual Generation Capability 5976 MU
8. Peak capability Between
800MW to 1800 MW
Summary of Performance of OHPC is indicated below : Design Energy for sale (MU)
Old unit = 3676.86
UIHEP = 1942.38
Total = 5619.24
Year Energy Sold (MU)
Tariff
(paise/kwh)
Turnove
r
Profit/Lo
ss before
deprn.
Net
Profit/Lo
ss after
tax
Cumula
tive
Profit /
Loss
Old
PS
UIH
EP
Tota
l
Old
PS
UIHE
P
(Rs. Crores
1996-97 3585 0 3585 38.00 - 137-79 114.26 69.86 69.86
1997-98 3210 0 3210 49.00 - 173.73 122.05 77.78 147.64
1998-99 3280 0 3280 48.11 - 160.05 99.93 55.21 202.85
1999-00 3892 486 4378 49.64 59.45 219.75 100.19 50.38 253.23
2000-01 2705 1736 4441 50.02 58.63 233.76 65.92 -27.44 225.79
2001-02 3387 2920 6307 24.99 65.40 215.25 92.70 -3.89 221.90
2002-03 2236 790 3026 24.73 63.82 171.41 59.11 -41.92 179.98
2003-04 3686 2110 5796 27.35
64.96
(PE)
230.34 118.50 5.70 185.68
2004-05 3899 2827 6726 28.67
62.86
(PE)
46.38
(SE)
274.94 169.90 59.05 244.73
2005-06 3177 1751 4928 33.69
65.50
(PE)
46.38
(SE)
208.46 89.70 (-) 24.17 220.56
2006-07 4059 3007 7066 33.69 65.50 303.65 178.21 53.93 274.49
2007-08 4786 2948 7734 44.10 67.16 386.04 254.43 121.39 395.88
2008-09 2754 1641 4395 46.00 67.28
PS = Power Station
As on
Paid up equity capital Loan (Rs. Crores)
PFC State Govt. Total Loan
31.03.2004 320.80 274.26 1801.60 2075.86
31.03.2005 320.80 252.09 1801.60 2053.69
31.03.2006 320.80 228.62 1782.60 2011.22
31.03.2007 320.80 254.63 1782.60 2037.23
31.03.2008 320.80 203.62 1743.40 1947.02
SHIFT SYSTEM
Upper kolab power plant runs in three shifts a day and it has designed three relays to carry
out the work process round the clock in the organization. For administrative function,
upper kolab plant has designed a general shift for its employees.
Shift A : Starts from 6.00 A.M. to 2.00 P.M.
Shift B : Starts from 2.00 P.M. to 10.00 P.M.
Shift C : Starts from 10.00 P.M. to 7.00 A.M.
General Shift : Start from 8.00 A.M. to 5.30 P.M. with launch break of two & half an
hours.
STANDING ORDER OF OHPC LTD
The standing orders have applied to all the workers in the organization but
Deputy Labour Commissioner at Bhubaneswar implements these orders.
TRADE UNION OF UKHEP; OHPC LTD
A Trade Union is the result of growth of the modern industrial
establishment involving employment of large number of workers under such conditions,
which make them helpless in bargaining individually for their terms of contract. A trade
union is continuous and voluntary association of employees formed mainly for the purpose
of safeguarding the social economical interest of members.
There are 2 numbers of trade unions registered and functioning in OHPC
office of upper kolab power plant namely i.e. OHPC Employee Union (recognized union)
and other one is Upper Kolab Power Plant Workers Union.
ACHIEVEMENTS & REWARDS OF OHPC LTD
ACHIEVEMENTS IN 2007 – 08
? OHPC achieved an all time record power generation of 8025 MU and sale of 7909
MU, which represents 43% of the total consumption of the State.
? OHPC earned a record net profit of Rs. 121.39 Crores after meeting its liabilities
and income tax.
? The ministry of Coal, Govt. of india allotted Baitarini West Coal Block (602 MT) to
OHPC; GPCL & KSEB vide letter dtd. 25.07.2007 a new company namely
Baitarini West Coal Company ltd. Was incorporated on 22/04/2008.
ACHIEVEMENTS IN 2006-07
? OHPC achieved a record generation of power of 7541 MU. UIHEP achieved
record generation of power of 3019 MU.
? Cash profit achieved during the year was Rs. 171.16 Crores.
? A joint venture company namely Orissa Thermal Power Corporation Ltd.
(OPTCL) was incorporated on 29.01.2007 OHPC and OMC hold 50% share
capital of the JV company.
ACHIEVEMENTS IN 2005-06
? RM & U of Unit 3 & 4 of Burla after renovation and modernization started
commercial operation on 01.01.2006 with capacity addition of 16 MW.
? The rotor pole repair works of all the four units of UIHEP were completed before
the schedule.
? The high interest bearing APDP loan of Rs. 19 crores plus interest accured has been
fully paid to the state govt. in January 2006.
ACHIEVEMENTS IN 2004-05
? Record Power Generation of 6868 MU is highest in the history of OHPC.
? Power Generation in Balimela H.E. Project (1526MU) is the 2
nd
highest since its
inception.
? Energy sold (6726MU), Turnover (Rs 274.94 cr.) and profit before depreciation
(Rs. 169.90 cr.)
? The Corporation has earned a profit (before tax) of Rs. 64.08 crores.
? Realization from GRIDCO (exceeding Rs. 280 crores) is the highest since inception
of OHPC.
ACHIEVEMENTS IN 2003-04
? Capacity additions of 600 MW by commissioning 4 x 150 MW Upper Indravati
Project.
? Capacity addition of 24 MW during 1998 by Renovation Modernization and up
rating of Unit II of Burla Power House & I.
? Establishment of VSAT communication link from corporate office to Upper
Indravati, Rengali and Balimela Project sites.
? OHPC has been able to mobilize internal resources from its operation to the extent
of Rs. 280 Crores for the completed and on going projects and towards other capital
expenditures.
? Out of the term loan of Rs. 495.37 Crores availed for the projects, it has repaid Rs.
263.15 Crores to the lender PFC.
REWARDS OF UKHEP
? Upper kolab power plant has achieved 2
nd
Award as a best performing unit 2010
where there is no industrial dispute till the date that is awarded by CMD on the
occasion of the OHPC foundation day.
? Factories & Boiler Officer awards another 2
nd
& 3
rd
Prize for safety.
WAGE & SALARY ADMINISTRATION
REVISED SCALE/PAY BAND, 2008 OF OHPC W.E.F. 01.01.2008 (EXECUTIVES)
Sl. No. POST/GRADE REVISED
PAY
BAND
CORRESPONDING
REVISED SCALE OF
PAY RS.
REVISED
GRADE
PAY
1 E-2JM SO/PA PB-2 RS-9300-34800 RS-4200
2 E-3AM
SO(SG)/PS
PB-2 RS-9300-34800 RS-4600
3 E-4DM PB-2 RS-9300-34800 RS-5400
4 E-5MGR. PB-3 RS-15600-39100 RS-6600
5 E-6AGM PB-3 RS-15600-39100 RS-6600
6 E-7DGM PB-3 RS-15600-39100 RS-7600
7 E-8GM PB-4 RS-37400-67000 RS-8700
8 E-9SGM PB-4 RS-37400-67000 RS-8800
9 E-10CGM PB-4 RS-37400-67000 RS-9000
REVISED SCALE OF PAY OF THE NON-EXECUTIVE EMPLOYEES OF OHPC
LTD. WITH EFFECT FROM 01.04.2005
Sl. No GRADE
CODE/CATEGORY
PAY BAND REVISED
SCALES OF
PAY AS ON
01.04.2005
GRADE PAY
1 NE1 S-1 RS-4440-
10,200/-
RS-1750/-
2 NE-2 PB-1 RS-5200-
20,00/-
RS-1900/-
3 NE-3 PB-1 RS-5200- RS-2100/-
20,00/-
4 NE-4 PB-1 RS-5200-
20,00/-
RS-2400/-
5 NE-5 PB-1 RS-5200-
20,00/-
RS-2500/-
6 NE-6 PB-1 RS-5200-
20,00/-
RS-2800/-
7 NE-7 PB-1 RS-5200-
20,00/-
RS-3300/-
8 NE-8 PB-2 NE RS-9300-
34,800/-
RS-4200/-
9 NE-9 PB-2 NE RS-9300-
34,800/-
RS-4200/-
10 NE-10 PB-2 NE RS-9300-
34,800/-
RS-4200/-
WINGS OF OHPC LTD
ADMINISTRATIVE
OFFICE (SGM)
FINANCIAL WING HRD WING TECHNICAL WING
UTILITY DIVISION
PRPTECTION &
CONTROLLING
DIVISION
MAINTANCE
DIVISION
GENERATION
DIVISON
1. TECHNICAL WING
On Introduction of Availability Based Tariff with effect from April 2003 and
application of Electricity Act 2003 it has become important on the part of generators to
maintain high level of machine availability and plant load factor. Hydropower generation
has special place in the load management under the ABT regime.
Activities
For efficient running of their Hydro Power stations, the technical wing of OHPC
has been reorganized to carry out the following activities.
Monitoring the functioning of Power Plants.
Preparation of database.
Monitoring of Renovation and Modernization Programs.
Planning for future R&M Programs and new projects.
Inventory & Procurement Monitoring.
Generation and maintenance Planning and monitoring.
Traiff and PPA including coordination with GRIDCO and OERC
Computerization and online communication.
Coordination with Govt. and SemiGovt. Bodies.
Corporation Organization (Head Quarters)
DIRECTOR OPERATION
SGM (ELECTRICAL PROJECT)
OPERATION & MAINTENACE IVERTORY &
PROCUREMENT
DESIGN, PLANNING : DATABASE
PPA, TARIFF & COORDINATION
ONGOING S & M ENTENTION PROJECT
FUTURE R & M NEW PROJECTS
COMPUTER & COMMUNICATION
2. FINANCIAL WING
After formation of OHPC under the Reform Act a separate Finance wing
with experienced and qualified executives has been created to manage the Corporate
finance.
Activities
? Resource Management
? Budget & Allocation
? Banking
? Loan and Investment
? Accounts & Audit
? Taxation
? Personnel Entitlement
? Provident Fund, Pension and Gratuity Fund
Corporation Organization (Head Quarters)
DIRECTOR (Finance)
DGM (Res)
DGM (F & A)
AGM (Fin.)
DM (Fin.)
Sr GM-Cum-Company
DGM (Funds)
3. HRD WING
Consequent to formation of OHPC, Professionals were inducted in the
organization. The Organisation structure of OHPC is annexed Being a newly setup
Corporation with employees from OHPC ex-employees is State Govt. and also employees
recruited directly by OHPC the HRD Wing is being faced with challenges to meet the
multifarious problems of integration of such employees into a cohesive group to achieve
the organizational goals. HRD wing is constantly striving to bring improvement in
employee performance motivation & work culture.
As Parts of its pro-active and Progressive HR Philosophy / Policy the HRD
wing has taken several initiatives & implemented systems to attract retain & develop its
human forces in an atmosphere of trust collaboration. This positive assumptions and belief
about people have indeed inspired the HRD Wing to put different ideas and policy in
action at different time intervals.
Activities
PERSONNEL FUNCTIONS
INDUSTRIAL RELATIONS & WELFARE
OTHER FUNCTIONS
CORPORATION ORGANISATION ( HEADQUATERS) :
DIRECTOR (HRD)
Mang.(E & A)
Mang. (Train. &
Dev.)
AGM
(HRD)
LEGAL IR
AGM(PERSONNEL)
Grivence Establishment PERSONAL
TOTAL PERSONNEL
TECHNICAL
1. Sr.GM:01
2. AGM : 02
3. Manager : 07
4. Dy. Manager : 16
5. Asst. Manager : 19
6. Jr. Manager : 09
7. GET : 07
FINANCE
1. Manager.01
2. Asst. Manager : 01
HRD
1. Dy. Manager-01
2. Asst. Manager : 01
3. PA to Sr. GM :01
4. MT : 01
TOTAL
67
PERFORMANCE
MANAGEMENT
SYSTEM IN OHPC
PERFORMANCE MANAGEMENT SYSTEM IN OHPC
E-MAP (Moving Ahead through Performance) is the Performance Management System
which is followed in OHPC. This system was introduced in the year 2007-08.
E-MAP aims at creating alignment of your goals with those of the company and enables
you to effectively manage performance- for yourself and your team.
This system covers Frontline Executives and Middle level Executives of OHPC. Frontline
Executives fall in the category from Engineer to Manager (E1-E4) and Middle level Executive starts
from Senior Manager to Additional General Manager (E5-E7).
As a trial measure, in the year 2006-07 MAP was filled manually, i.e. it was not e-Enabled.
From year 2007-08 it was switched over to e-Enabled. Upto year 2005, performance appraisal of
an individual was filled in the form of Annual Confidential Report (ACR).
The features of MAP have been designed to reduce subjectivity and individual biasness that
may impact the effectiveness of a performance management system.
The system is divided into two parts:
Part A: Key Result Area (KRA's)
Part B: Skill/ Competency Assessment
THE MAP LOGO
The Map logo represents:
• Excellence
• Focus on people at the center of the system
• Sharp growth through performance
• Alignment
• Measurement
Definition of Performance
• Definition of Performance in MAP is based upon Key Result Areas or KRAs and Routine
Responsibilities.
• ~ KRAs are "critical outcomes towards which effort is directed to achieve desired
business results."
• ~ Routine Responsibilities are "significant on-going tasks or outcomes that are
undertaken or delivered on a day-to-day basis."
• Unique Role and Responsibility (URR) templates provide the KRAs, relative weight of
KRAs and Routine Responsibilities, the Competencies and their required Proficiency
Levels for a role. The URR Template in MAP helps deliver consistency and clarity on
expected performance measures to Appraisees and Appraisers alike.
• MAP allows the Appraisee to define the performance measures applicable to the
Appraisee's situation using a combination of KRAs and Routine Responsibilities.
• The achievement against targets set for each of these will together constitute the
Appraisee?s Performance Plan in the Performance Cycle or Period.
KRAs
Routine Responsibilities
Competencies
Performance Plan
Performance & Development Plan
Development Plan
a. MAP PERFORMANCE CYCLE
Performance Cycle at a Glance
A Performance Cycle refers to the year for which your performance is being evaluated.
The Performance Cycle of MAP is one year coinciding with OHPC financial year.
MAP follows an April to March cycle and consists of three key phases:
1. Performance and Development Planning
2. Mid Year Review
3. Final Review
The figure below provides an overview of the Performance Cycle with key dates for each phase.
MAR-Mid April
May
Appraiser
ONGOING
April FEEDBACK
Appraisee mid Apr –end apr
UNIT/BUSINESS SECTOR DRAFT BUDGET
END FEB
Off-line performance
planning
Final review &
feedback
Online performance
planning
Mid – year review
score
PERFORMANCE AND DEVELOPMENT PLANNING
Performance Planning Phase of MAP is initiated in the month of March upon the
finalization of the draft budget for OHPC. The targets finalized for the Unit, Product Group,
Department and
consequently the Section will serve as the starting point for an individual to do his Performance
Planning.
BALANCED SCORE CARD (BSC)
The Balanced Score Card of the company is prepared at the company level at the
beginning of the year based on the Strategic Plan as well as the MOU and Budget targets decided
for the year.
Based on this, the Balanced Scorecards are also prepared for the following levels:
Unit Head Level
Product Group / Function Head Level
Department Head Level
Section Head Level
The Strategic Objectives of the Company / Unit / Product Group (PG) / Deptt. / Section for a
given financial year is outlined in the Balanced Scorecard prepared for that Level. Although the
Balanced Scorecard is prepared outside MAP, it is critical for the success of the system. The
individual Performance Plans are derived from the Section Level BSC which will derive its
strategic objectives and targets from the Department/ NC/ Unit and Company level BSCs
through a process of cascading, thus ensuring proper alignment between the objectives /targets
flowing from top to bottom.
Workflow of Performance Planning Phase:
AppraiseeAcceptsAccepts
Submit
Mapping of
Appraisee by
Appraiser or
Unit HR
Planning
by
Appraisee
Appraiser
Reviewe
r
Plan
Approved
Creating the Performance & Development Plan (P&DP)
The Performance Plan of an individual essentially consists of one section - KRAs. This is the
essential component of any Performance Plan and the individual is expected to fill in this
section adhering to all guidelines in order to be able to submit his plan to his Appraiser.
1. Selecting the KRAs
The Appraisee will select relevant KRAs from the KRA Master of his function (i.e. the
function to which he has been mapped). A minimum of six and a maximum of fifteen KRAs
can be selected. (max. 15 from own KRA Master; 5 optional which can be taken from KRA
Masters of other functions so as to ensure that the total no. of KRAs per plan does not exceed
15).
2. Target Setting and Action Plans for KRAs
For each KRA, 5 levels of performance must be defined by the Appraisee that quantify
the extent of achievement in a given timeframe (L5 being the best and L1 being the lowest level
of performance) Along with these, the Appraisee will develop an Action Plan consisting of
specific steps required to achieve the target for each KRA.
3. Assigning Weightage
The Appraisee will propose weightages between 5% and 25% for each KRA. The total
weightage for KRA (C) should be equal to or more than the Minimum Weightage for KRA(C)
prescribed for the relevant URR to which the individual has been mapped. The total of all KRA
weightages should add up to 100%. Maximum limit of weightages have been suggested for all
KRAs across all functions for all the categories of URRs. Executives while assigning
weightages to the KRAs selected by them in their plan cannot exceed the maximum permissible
weightages specified against each KRA. This is ensured through inbuilt system checks.
The P&DP is now ready for submission.
Obtain Appraiser's and Reviewer's Sign-off
After creating his P&DP, the Appraisee will submit his plan to his Appraiser. If the
Appraiser wishes to modify the plan, he will discuss the same with the Appraisee and make the
necessary
modifications. Thereafter, the Appraiser will forward the Performance Plan to the Reviewer for
final sign-off. In case the Reviewer wishes to modify the plan, he can make the required
modifications in the Plan after discussing with the Appraisee and Reviewee and then grant final
approval.
MID YEAR REVIEW
Mid Year Review is an interactive feedback session between the Appraisee and
Appraiser, conducted during the month of October for the half-year ended September 30. It is a
mid-cycle process for reviewing and tracking achievements thus reducing the scope for year-end
surprises.
The Mid Year Review does not result in a performance score and will be treated as a
'course
correction mechanism" wherein the Appraiser guides the Appraisee on whether the Appraisee is
on track to achieve the Performance and Development Plan finalised in April. The Appraisee is
able to incorporate these inputs to ensure achievement.
Mid Year Review begins with the Appraisees? Self-Appraisal. In his self-appraisal, the
Appraisee will comment on his/ her current level of achievement on KRAs, which will then be
discussed with the Appraiser for his feedback and inputs. During this phase, the Appraisee also
identifies both behavioral and functional competencies for his Development.
Mid Year Review Process
Submits
Creating the Development Plan using "Competencies and Development Plan Section"
Development Planning in MAP focuses on building Individual Capability using Competencies.
From the list of Functional & Behavioral Competencies identified for the function, the
Appraisee will identify a minimum of one and maximum of three competencies during this
Phase. These will be taken as training requirement which will be met in the following year. The
urgent functional competencies will be arranged internally by the department.
Documentation of the Performance Discussion & completing the Competency Section
concludes the Mid-Year Review Phase of MAP.
Appraise does self
review of KRAs &
identifies
Competencies for
Development
Appraiser gives
his comments &
feedback
Mid Year
Review
Completed
FINAL REVIEW
The Final Review Phase will begin with the Appraisees? self-appraisal wherein he/she gives the
assessment of Target Achievement on each KRA defined in the Performance Plan (Part-A).
The Appraiser will review the outcomes of self-appraisal and give his own assessment of the
achievement of the targets in the performance plan for each KRA. In addition, he will also give
his assessment on the Skills/ Competencies defined in Part B.
Final Review Process
Appraisee
Does Self
AssessmentOR
Submits
Appraiser
gives his
assessment of
KRAs & Part B
Sends
back
Appraisee
gets to
see
Appraiser's
Assessment
of KRAs
Accepts
OR
Rejects
Reviewer
Gives Final
Assessment
on KRAs &
Part-B
oeKeRAssrf j
Discussion
Requests Discussion
after
discussion
Part B
Final Score of MAP
Part-A is
communicated to
Appraisee along with
skill/competencies for
development.
Final Composite Score
gets calculated in the
system after allotting
weightages to Part-A
and Part B, also taking
into account Deduction
of Marks for Late
Submission of Part-A, if
any
Accepting Authority
(PG/Function Head
or Unit Head, as the
case may be) does
Final Assessment of
Part B
After appraisal by Appraiser, the plan will come back to the Appraisee for his acceptance
of the assessment done for KRAs (the assessment of Part B will not be visible to the Appraisee). If
the Appraisee feels that his Appraisers' Assessment is correct, he can „Accept? and forward it to his
Reviewer. However, in case of any issues regarding the assessment, the Appraisee can request
for a "Discussion" with his Appraiser. After the discussion, the Appraiser will finalize his
assessment and send it back to the Appraisee. The Appraisee at this stage can either ?Accept?
the assessment or „Reject? it. In either case the plan will go to the Reviewer with the
appropriate message for his final assessment.
The Reviewer will then give his assessment on the KRAs which will form the basis for
calculation of the Consolidated Score of MAP for the individual. He will also give his
assessment on the Skills/Competencies specified in Part B. Thereafter, Part-B alone will travel
forward to the Accepting Authority for his final assessment. Once this stage is complete, the
Composite Score will get calculated in the system. The Final Performance Score of MAP (Part-
A) will be visible to the Appraise on his dashboard under the link „Final Review?. Also visible
will be those Competencies of Part B in which he has been given a final score of „2? or less on a
five point scale. The feedback during midyear Review will be taken into account to significantly
add value to the Final Review. The Appraise’s self-appraisal will not directly contribute to the
Performance Score but will be viewed as the Appraise’s opportunity to share his/her perspective
on his performance. Feedback and Coaching by Appraiser will be a key component of the Final
Review as this serves as an important input into the next cycle?s Plan.
TOOLS OF MAP
The following tools are used in the MAP:
1. Rating Scales.
2. Competencies and development plan.
1. RATING SCALES
Performance defined in MAP will be evaluated using 5-point Rating Scales. These Rating Scales
will be used to assess the extent of accomplishment on KRA Targets, Routine Responsibilities
and Competencies.
One common scale will be used for assessing accomplishment on KRAs and Routine
Responsibilities, while another scale will be used for assessing accomplishment on
Competencies.
Rating KRAs and Routine Responsibilities
KRAs and Routine Responsibilities have a 5-point scale where each rating has been articulated
and explained.
Rating Competencies
The 5-point Rating Scale for Competencies is different from the one used for KRAs and
Routine Responsibilities.
The Appraisee will be evaluated on all Competencies in the URR using the Competency
Scale.
Each Rating on the scale has been articulated to describe the extent to which an
Appraisee has displayed the behaviors described in the required Proficiency Level of the
Competency.
Based upon the behaviors observed, the Rating that best describes the set of displayed
behaviors is chosen as the Rating on that Competency.
2. COMPETENCIES AND DEVELOPMENT PLAN
Competencies
Competencies are skills and abilities described in terms of behaviors that are
coachable, observable, measurable and critical to individual performance skills.
Competencies form the foundation of "what" capabilities are required for the successful
execution of roles and responsibilities, thereby driving functional, unit and organization
performance.
Competencies have been classified into two:
a. Behavioral - Are Competencies that define behaviors or attitudes required for
performing certain jobs.
b. Functional / Technical - Competencies which relate to knowledge and skill required
for performing the job are called technical /functional competencies.
1
Significantly
Below
Expectations
5
Significantly
AboveExpect
ations
4
Moderately
AboveExcep
tations
3
Meets
Exceptations
2
Moderately
Below
Expectations
Accordingly, there are two sets of Competency Masters in MAP:
a. Behavioral Competency Master
b. Functional Competency Master
The „Behavioral? Competency Master comprises a list of 18 competencies which are common for
all Functions.
The „Functional? Competency Master comprises Function-wise list of Competencies pertaining to
each function.
Development Plan
The Development Plan Module has been provided with the Mid Year Review Phase
when the individuals will identify their development needs for the next year from the two sets of
Competency Masters. The unit HRDC/HRDI will take inputs from this module to organize
group training programmes in the subsequent year. Training needs which need to be fulfilled
immediately can be arranged for by the concerned departments.
The Appraisee will be required to select a minimum of one Competency
from each of the two Masters, and a maximum of three Competencies from both Masters put
together. These would be competencies which the individual would like to develop/ improve
upon for better performance on the job.
BEHAVIOURAL COMPETENCIES OF MAP
1. Planning and Organizing
2. Initiative
3. Commitment to Quality
4. Creativity and Innovation
5. Interpersonal Relations
6. Cost Consciousness
7. Strategic Thinking
8. Customer Focus
9. Decision Making
10. Risk Taking
11. People Capability
12. Analytical Ability
13. Communication Skills
14. Teamwork
15. Achievement Orientation
16. Negotiation Skills
17. Problem Solving
18. Knowledge of Business Environment
Part B- SKILL/ COMPETENCY ASSESSMENT
The Objective of Part B is to assess the Skills/ Competencies possessed by individuals and
factor in this assessment for the purpose of Promotion decisions.
There are two sets of Skills/ Competencies mapped to different levels of executives as follows:
E1A to E5 Skill/ Competency Set-1
E6 & E7 Skill/ Competency Set- 2
The weighted average score of Part-A and Part-B will give the Composite Score of the individual
for that year which will be reckoned for promotion purposes only. The following weightages
operate between Part-A (kRAs) and Part-B (Skills and Competencies) while calculating the
Composite Score:
EXECUTIVE WEIGHTAGE OF PART-A WEIGHTAGE OF PART-B
BAND (KRAs of e-MAP) (Skills/ Competencies)
E1A to E3 80% 20%
E4 & E5 70% 30%
E6 & E7 50% 50%
The following formula is used to arrive at the Composite Score:
(Score of Part-A * Weightage of Part-A) + (Score of Part-B * Weightage of Part-B)
The Score of 'Part-A' will constitute the 'Performance Score' of the individual for the year
whereas the weighted average Score of 'Part-A' and 'Part-B' will constitute 'Composite
Score' of the individual for the year.
The Authorities for Assessment of Part-B for various levels of executives are:
For E6 & E7
Appraiser Reviewer Unit Head
For E1A to E5
Appraiser Reviewer PG/Function Head
Unlike Part- A, there is NO „Self Assessment? of Part-B by the Appraisee and the score of Part-B
as also the Composite Performance Score of Part-A and Part-B will not be shared with the
Appraisee. The ratings will be given on a scale of 1-5. 5 being the best and 1 being the worst.
Any Competency getting a rating of 1 or 2 will be displayed to the Appraisee as an area for
development.
LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR EXECUTIVES
IN GRADES E1A TO E5
(On a scale of 1 to 5 - 5 being the best and 1 the lowest)
SKI LLS/COMPETENCI ES
1) Functional / Technical Knowledge: Possesses knowledge related to function, understands and
appropriately applies technical ability related to functional / technical expertise.
2) Leadership: Motivates & develops individuals. Encourages team members in decision making.
3) Interpersonal Relations & Team playing: Sensitive to the needs and problems of others.
Collaborates with colleagues to seek solutions that are beneficial to the team. Supports
others?contribution and helps in achievement of teams? goals.
4) Analytical ability: Displays the ability to analyse information and draw logical conclusions.
5) Openness to continuous learning: Assesses and recognizes own strengths and weaknesses; pursues
self-development.
6) Communication: Displays skill to give and receive instructions accurately; has ability to present
issues lucidly and share information with all concerned.
7) Initiative & Resourcefulness: Able to act effectively / imaginatively to accomplish mission ; takes
initiative to solve problems/ improve processes.
8) Achievement / Result orientation: Displays zeal to achieve by aggressively and passionately
pursuing targets which have a standard of excellence.
9) Sense of Responsibility / Tenacity: Meets targets; shoulders responsibility; minimal follow-up
Required.
10) Quality of work: Displays thoroughness, accuracy and general excellence of output ; produces work
free from errors; shows consistency of output under varying conditions.
11) Customer Focus & Service Orientation: Displays ability to strive for success of both internal
&external customers through high responsiveness and delivering value.
12) Administrative / Executive ability: Displays ability to objectively view administrative situations and
demonstrates courage in enforcing financial and personal discipline; has ability to appraise
subordinates objectively.
13) Decision Making & Flexibility: Displays ability to diagnose and analyse problems and generate
effective solutions by taking practical and calculated decisions; is open and flexible when required.
14) Planning &Organising: Displays ability to plan dynamically and implement the same for achieving
desired goals.
15) Creativity & Innovation: Develops new insights into situations; encourage new ideas and
innovations; solves problems creatively.
REPORTING / REVIEWING / ACCEPTING OFFICERS : -
The Performance Appraisal will be made by made by Reporting Officer, reviewed by a next
higher officer called Reviewing officer and accepted by next higher officer unit head called the Accepting
officer. However, in respect of personnel staff like PA, PVT. Secreatary/ steno, Driver etc. attached to any
officer. The concerned officer shall be the Reporting, Reviewing and Accessing officer. The company
secretary will be Reviewing officer and Accepting officer in respect of staff under his control.
LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR EXECUTIVES IN
GRADES E6 &E7
COMPETENCIES
1 Business Environment Knowledge: Knowledge and understanding of economic, legal, socio-
political trends.
2 Profession Specific Knowledge: Knowledge related to profession as a whole. Knowledge which
is determined by authority & responsibility of other positions, knowledge of mission, values and
standard operating procedures, policies.
3 Making Business Decisions: Use business related data to sport effective and timely business
decisions by *Systematically gathering relevant business information *Identifying the strengths
and weaknesses of a particular business line *Recognizing opportunities or threats and acting on
them rapidly *Using business facts collected in daily decision making.
4 Vision: Develop a vision for the future of the organization by : *Grasping the meaning of trends &
interrelationships between the organization and its environment at the local, national and
international level *Identifying fundamental values and beliefs to guide the organization into the
future.
5 Systematic Thinking: Identifying connections between situations that are not obviously related
*using common sense, past experience and basic rules to identify key underlying issues
*Generating and testing hunches which may explain complex situations or problems.
6 Networking: To cultivate an informal network which may help to get things done through
*Developing contacts with people outside of the immediate work Unit *Using networks as a
source of information & support.
7 Organizing Resources: Ensure that all financial, personnel and/or other resources are in place to
meet needs by *Identifying and acquiring the resources. *Allocating and utilizing the resources in a
timely and cost effective way *Monitoring and controlling all resources required to maintain the
efficiency of operations.
8 Inspire People: To generate a sense of purpose for the work done by the organization instilling
enthusiasm, loyalty and commitment among team members at all levels of the organization
*Inspiring, motivating and guiding others towards organizational goals and objectives *Setting an
example for others by behaving in ways that are consistent with espoused beliefs and values and
the organization?s vision and direction.
9 Team Player: To contribute to group objectives in a team environment through *Cooperating and
acting well with others *Contributing actively and fully to team projects *Workincollaboratively as
opposed to competitively with others *Acknowledging diverse opinions, addressing relevant concerns
and working towards consensual solutions that enhance the output of the team.
LIST OF VALUES TO BE ASSESSED FOR EXECUTIVES IN
GRADES E1 TO E7
VALUES
1. Fairness: Decisions are made objectively, free from patronage and reflect the just treatment of
employees and applicants.
2. Transparency: There is open communication about every aspect of managerial decisions which
concern people.
3. Trust: Trustworthiness leading to confidence *Allow staff the freedom to grow and develop
*Relate to others on the basis of mutual respect * Courage to stand by ones convictions.
4. Candour: Frank and forthright *Give and receive constructive criticism/suggestions *openly
discuss performance deficiencies and take corrective action *Appreciate good performance *Be
consistent in words and deeds *Face up to ones mistakes.
5. Collaboration: Working in tandem * Open in sharing information and in seeking suggestions /
opinion * Sensitive to concerns of others * Honouring commitments *Encourage team work
across departments / functions.
6. I nvolvement: Total commitment *Be dedicated and committed to work. *Build commitment by
encouraging wide participation in decision making process to the maximum extent possible.
7. Flexibility: Ability to participate and adapt to changing circumstances using sound judgement
*Open to accepting new ideas * Willing to learn from anyone and to do things differently
*Prepared to operate and adapt to different environments.
8. Willingness to accept challenge:*Be willing to experiment*Allow for freedom to fail, but learn
from it too.
9. Discipline: Adherence to accepted norms *Honour promises and adhere to agreed system
Respect for others time and space * Exercise self control.
10. Ethical Behaviour : Demonstrate honesty and sincerity in every action *Apply sound business
and professional ethics *Show consistency with principles, values and behaviors
PROFILE OFHRD DEPARTMENT
INTRODUCTION
No organization, either industrial or service or service can run without the human
beings and the same fact has been rightly pointed out by the management out of the five m?s in
industry, man play a vital role, because of the complex nature of human beings inside and
outside the workplace. Human resources in any organization can never be manipulated so
easily like other resources, man power in any industrial undertaking can never be regulated or
administered in a stereo type system, because the socio – economic and political attitudes of
individuals differ from personality to personality. Hence, managing human resource in any
organization not easy task. In order to regulate and administer the human resources in any
industrial skills are required and for that each and every organization has a separate
department is named after either personnel department or human resource department.
OBJECTIVE OF THE HRD DEPT
The main objectives of the HRD dept are as follows:-
To attract and secure appropriate people capable of performing effectively the
organization?s specific tasks.
To utilize the HR effectively.
To generate maximum individual development of people within the
organization?s studying up into the function of the personnel management are
generally found its dealing with hiring or firing of men forecasting to separate.
Further the personnel management function can be broadly classified into 2 parts i.e,
Managerial function which includes function that planning, organizing, staffing,
directing, co-ordinating, controlling, reporting and budgeting etc.
Operative function which includes the activities specially dealing with
procurement, development compensation, integration and maintenance of
efficient work force.
HRD WING OF OHPC LTD :-
HRD department plays a key role in controlling the overall administration of the
organizational activities in anu organization. Generally the internal organizational structure of
HRD dept varies widely from company to company depending upon their size. Some time in
some organizations we find that personnel functions are handled by the department without
having recognition, but in larger organizations separate departments is invested with
responsibility of regulating human resources. The position is under the president ( GM ) of
the organization & manager of HRD always report to CMD of OHPC LTD. HRD wing is
constantly striving to bring improvement in employee performance motivation & work culture.
HRD DEPARTMENTS IN UKHEP, OHPC LTD:-
HRD department of UKHEP, OHPC LTD., was formed in 2002. But the
formation of HRD wing of OHPC LTD, was on 1
st
Apr 1997. Since the date of its formation
the unit enjoys the services of personnel department. Specifically created to look after the
human factors engaged both at corporate level as well as unit level. The personnel department
or HRD department of UKHEP, OHPC LTD., is headed by the deputy manager ( HRD ).
There are 2 assistant managers to help the DM. (HRD) i.eAM(HRD) & MT (HRD).
FUNCTIONS OF HR DEPARTMENT:-
The various units of the HR department who carry out the respective
responsibilities & functions are as follows:-
Responsibilities of UKHEP, OHPC LTD:-
Functionally report to unit director HRD
Administratively direct to unit head.
FURNCTIONA OF HRD DEPATMENT
Personnel functions
? Implementation of personnel policies and rules
? Manpower planning including recruitment & selection
? Retirement and superannuation
? Salary and other benefits
? Personnel records
Industrial relations & welfare
? Industrial relations
? Contract labour
? Welfare activities
Other functions
? General administration
? Estate
? Legal
? Public relation
? Training & development
? Security ( except Power House & Switchyard )
HRD POLICY..............
OHPC LTD. has its own codified HRD policy, which is circulated in the form of
a service manual or rules & regulations. The various function in HRD department are carried
as in a line with the guidelines provided in the policy. The board of directors of the company
formulates this policy. Service Rules & Regulation are provided for executives & service
manual for non-executives.
SCOPE OF POLICY
The HRD policy covers the area of man power planning, tecruitment,
maintenance function, legal case matters, training & development etc. which emphasized on
human resource development of the organization regards its employers as assets & HRD
Department of UKHEP, OHPC LTD., also covers these area like entire
establishment(personnel file, leave register, service rule), industrial relation, public relation and
keep on upgrading their skills, knowledge and compliance to move the human potential with
the organization needs.
STRUCTIRE OF HRD DEPT.. OHPC LTD. AS ON (01.06.2014)
DIRECTOR (HRD)
CHEP,CHIPLIMA
AM(HRD)
UIHEP,MUKHIGUD
A DM(HRD)
AM(HRD)
MT(HRD)
BHEP,BALIMELA
AM(HRD)
MT(HRD)
DGM(HRD)
MT(HRD)
AM(HRD)
DM(HRD)
AGM(HRD)
MANAGER
(HRD)
DM (HRD)
AM(HRD)
HHEP, BURLA
DY.MANAGER
(HRD)
MT(HRD)
UKHEP,BARNIPUT
DM(HRD)
AM(HRD)
MT(HRD)
REEP,RENGALI
AM(HRD)
RESEARCH METHODOLOGY
The research design in my case was exploratory research design, which is also known
Formulative Research Design.
The main purpose of my study was getting the opinion of people regarding the performance
appraisal system and what are the problems which are faced by the appraisees and the appraisers.
The research design in my study was flexible to provide opportunities for considering different
aspects of the problem under study.
Types of Data collected:
•Primary: First hand information was received from the employees through questionnaires and
personal interviews.
•Secondary: The data from internet was collected to get a better insight and the
company?smanual.
SIMPLE RANDOM SAMPLING:
Simple random sampling refers to the sampling technique in which each and every item of the
population is given equal chance of being included in the sample.
Random sampling is sometimes referred to as REPRESENTATIVE SAMPLING. If the sample
is chosen at random and if the sample is sufficiently large, it will represent all groups in the
population. A random sample is also known as PROBABILITY SAMPLE because every item of
the population has equal opportunity of being selected in the sample.
CHAPTERIV
DATA ANALYSIS
Question no 1: Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]
If No, then why ??????????..
FIG. 1.01
Interpretation: More than half of the employees are satisfied with the present performance
appraisal system. The employees who are not satisfied are mainly from E-1 to E-3 level.
Question no 2o you think the present system is effective / better than the previous
appraisal system?
(a) Yes [ ] (b) No [ ]
FIG. 1.02
Interpretation: 70% of employees think that the current system (e-Map) is better than the
previous system (ACR) because earlier their result was totally confidential and was not known to
them.
60
40
YES
NO
70%
30%
YES
NO
Question no 3: Are you aware about the modern techniques used in performance appraisal?
(a) Yes (b) No
FIG. 1.03
Interpretation: 60% of the employees think that this system reduces biasness because the KRA
evaluation is transparent to each appraisee.
Questionno4: As an appraisee do you face any problem while selecting the KRAs?
(a) Yes [ ] (b) No [ ]
FIG. 1.04
Interpretation: 80% executives have no problem in selecting the KRA?s because everything
is completely elaborated and they are given choices to choose among many of their caliber.
60
40
Yes
No
80
20
YES
No
Question no 5oes your appraiser help you in selecting the KRAs?
a) Agreed ( ) (b) Not agreed( )
FIG. 1.05
Interpretation: 85% executives are helped by their appraisers in selecting KRA?s. This
shows the good inter personal relationship between the appraisee and the appraiser.
Question no 6: Proper Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]
FIG. 1.06
Interpretation: Only 25% executives feel that the present list of KRA?s doesn?t cover all
aspects of their job. The Executives which are under grade E1- E3 are unsatisfied.
85
15
Agreed
Not
agreed
74%
26%
Yes
No
Question no 7: Does Do you think the part B of e-map system should be transparent to an
appraisee?
(a) Yes [ ] (b) No [ ]
FIG. 1.07
Findings: 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: Do you get any formal feedback regarding your performance?
(a) Yes [ ] (b) No [ ]
FIG. 1.08
Interpretation: 70% executive says that they get the formal feedback regarding their
performance by their superiors regularly while carrying out their work.
65
35
YES No
70
30
Agreed
Not agreed
Question no 9:Are any steps taken to improve the performance if not up to the mark?
(a) Yes [ ] (b) No [ ]
If yes, then what????????????????.
Fig. 1.09
Interpretation: 30% executives say that the proper training is given to them for upgrading their
job whenever required.
Question No 10o you find these steps effective / useful in your job?
(a) Yes [ ] (b) No [ ]
FIG. 1.10
Interpretation: 65% executive feels that these steps are useful as they develop their skills and
competencies.
65%
35%
Yes
No
30
70
YES No
RESEARCH FINDINGS
Most of the appraisees find problem in selecting their KRA?s.
Some appraisers don?t help their appraisees in selecting the KRA?s as they think
its not their work.
Formal feedback is given by the appraisers on day- to- day basis.
Job related training is given to the executives and they think it really helps them in
their further growth.
Most of the executives are satisfied with the current scenario of performance
appraisal as compared to older one.
CONCLUSION
From the research it has been concluded that most of the executives who are not satisfied
with the present performance appraisal system are the executives from E1 to E3 level as they think
it is quiet complicated. They find problems in selecting their KRA?s from the KRA master as there
are so many KRA?s and they have to select the KRA?s which are related to their work. Appraises
also want that the score of Part- B of E- Map should be known to them and the basis on which
their score is given. But appraisers feel that the score of Part B should not be known to appraisesas
the think it is the only way by which some how they can control the behavior of the executive.
Appraisersdon?t have any problem with this system as they are quite experienced.
Appraisers give proper feedback to their appraises on day today basis and proper training
or challenging tasks are given to improve their performance. mainly the formal training is given at
the time of joining the organization but if the employees face any problem later at the time of
their job, their superiors help them in resolving their problems at the same time.
But some appraises feel that they are not given proper feedback and even they don?t want
any feedback as they think that they know their work very well.
SUGGESTIONS GIVEN BY EMPLOYEES DURING SURVEY
? Performance Appraisal should be experience, work skill, labourism sincerity.
? Evaluation should be as per performance and shall not be biased.
? Valuation of performance should be done in each quarter.
? Appraisal should not be Bell Curve. It should be based on department/ individual either
1005 or 0%.
? Employee is the key resource of the organization. Hence employee satisfaction is the
key to success for the organizational growth. For employee satisfaction there should
be good incremental and promotional policies.
? Things carried out on paper should be followed/ implemented or at least can be tried.
? Performance Appraisal should be done by MBO (Management By Objective) /
M&M method of appraisal.
? Every employee should have a right of justification for his own roles , responsibilities
and designation.
? Organization must use 360 degree appraisal method because this method not only
includes the performance of an employee but his interpersonal skills also.
RECOMMENDATIONS/ SUGGESTIONS
1. This situation realizes that there were 20% of the employee who are unaware of the
performance appraisal report which will be reduced by providing them counseling.
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.
3. This shows there negligence towards there 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.
SURVEY QUESTIONS
1. Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]
If No than why ??????????..
2. Do you think the present system is effective / better than the previous appraisal system?
(a) Yes [ ] (b) No [ ]
3. Do you think the e-map system reduces biasness?
(a) Yes [ ] (b) No [ ]
4. As an appraisee do you face any problem while selecting the KRAs?
(a) Yes [ ] (b) No [ ]
5. Does your appraiser helps you in selecting the KRAs?
(a) Yes [ ] (b) No [ ]
6. Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]
7. Do you think the part B of e-map system should be transparent to an appraisee?
(a) Yes [ ] (b) No [ ]
8. Do you get any formal feedback regarding your performance?
(a) Yes [ ] (b) No [ ]
9. Are any steps taken to improve the performance if not upto the mark?
(a) Yes [ ] (b) No [ ]
10. Do you find these steps effective / useful in your job?
(a) Yes [ ] (b) No [ ]
11. As an appraiser what problem do you face ?
????????????????????????????????????
????????????????????????????????????
12. Suggestion as an appraisee
????????????????????????????????????
????????????????????????????????????
13. Suggestion as an appraiser
????????????????????????????????????
????????????????????????????????????
Name : ???????????
Designation :???????????
BIBLOGRAPHY
1) Human Resource Management
by K. Aswathapa
2) Human Resource Management
by L. M. Prasad
3) Human Resource Management
by S. K. Gupta
4) Human Resource Management
byRobbinson
5) Human Resource Management
by C. B. Gupta
6) Human Resource Management
by C. V. Memoria
7) Human Resource Management
by R. Sharma
8) Human Resource Management
by B. Ghosh
doc_204841551.pdf
Summer Training Project Report
On
A Study of
Performance Appraisal system in
O.H.P.C at
Upper Kolab Hydro Electricity Project,Barniput, jeypore
A report prepared and submitted for the partial requirement and fulfillment of
the Bachelor of Business Administration program at VIKRAM DEV
AUTONOMOUS COLLEGE.
SUBMITTED BY:
BhubannathBishoyee
DECLARATION
I hereby declare that the facts and findings project report titled " ASTUDY OF
PERFORMANCE APPRAISAL SYSTEM" in UKHEP, OHPC Ltd..,
BARNIPUT, JEYPORE is a genuine research work undertaken by me under the
guidance of Mr. P. K Mehar(Dy. Manager, HRD). This information has been
collected fromgenuine authentic sources.
The report is being submitted in partial fulfillment of the requirement of
BACHELOR OF BUSINESS ADMINISTRATION fromVIKRAM DEV
AUTONOMOUS COLLEGE.
NAME
BhubannathBishoyee
ACKNOWLEDGEMENT
I take this responsibility to express my profound and sincere gratitude toVIKRAM DEV
AUTONOMOUS COLLEGE for providing me with the opportunity to explore the corridors
of the corporate world and gather invaluable knowledge and practical experience via the Summer
Training Project.
I take the privilege of offering a deep sense of gratitude and indebtedness to NAME (AM.-HR),
Mr. P. K Meher (Deputy Manager-HRD) OHPC Barniput, Jeypore for providing me their able
guidance and inspiration to complete the Summer Training Report.
I express my sincere gratitude to Mr. XYZ (AM-HR) who guided me how to carry on with the
project. His able guidance and support have been constant source of knowledge and motivation
for me.
Above all no words can express my gratitude to my parents and friends who supported me
through thick and thin difficulties faced by me during the preparation of the project. I also owe a
sense of gratitude to my faculty members, respected, Mr. P. SRI HARI who guided me
throughout my summer training and provided structured guidelines to work and progress.
Last but not the least; I would like to thank all the employees of OHPC UPER KOLAB POWER
STATION for their valuable suggestions and constant encouragement.
The expertise in this study belongs to those listed above. Any errors are mine.
YOUR NAME
BhubanNathBishoyee
CONTENT
CHAPTER 1
1.1 Introduction
1.2 Objectivesofthestudy
1.3 PlanningtheAppraisal
1.4 ApproachestoPerformanceAppraisalsystem
1.5 Methodology
1.6 Operationaldefinitionoftheconcept
1.7 Limitationsofthestudy
CHAPTER 2
2.1 OrganisationProfile
2.2 PERFORMANCEMANAGEMENTSYSTEMINOHPC
2.3 PROFILEOFTHEHRDDEPARTMENT
2.4 RESEARCHMETHODOLOGY
CHAPTER 3
3.1 DATAANALYSIS&INTERPRETATION
3.2 RESEARCHFINDING&CONCLUSION
3.3 RECOMMEDITION/SUGGESTIONS
CHAPTER 4
Survey Questions
Bibliography
CHAPTER - 1
INTRODUCTIONS
Al most every organi zat i on i n one way or anot her goes through a peri odi c
ri t ual , formal l y or i nformal l y, known as performance apprai sal . Performance
apprai sal has been cal l ed many t hi ngs. The formal performance apprai sal has
been cal l ed a t ool of management , a control process, an act i vi t y and a cri ti cal
el ement i n human resources al l ocati on. Uses for perf ormance apprai sal have
i ncl uded equal empl oyment opportuni t y consi derat i ons, promot i ons, t ransfer
and sal ary i ncreases. Pri mari l y perf ormance apprai sal has been consi dered an
overal l system f or cont rol l i ng an organi zat i on. Perf ormance a pprai sal has al so
been cal l ed an audi t functi on of an organi zat i on regardi ng t he perf ormance of
i ndi vi dual s, groups and ent i re di vi si ons.
Performance apprai sal may be defi ned as a st ruct ured formal i nt eract i on
bet ween a subordi nate and supervi sor, t hat usual l y t akes the f orm of a peri odi c
i nt ervi ew ( annual or semi - annual ), i n whi ch t he work performance of t he
subordi nat e i s exami ned and di scussed, wi t h a vi ew to i denti f yi ng weaknesses
and st rengt hs as wel l as opport uni t i es for i mprovement and ski l l s devel op ment .
Al most every organi zat i on i n one way or anot her goes through a peri odi c
ri t ual , formal l y or i nformal l y, known as performance apprai sal . Performance
apprai sal has been cal l ed many t hi ngs. The formal performance apprai sal has
been cal l ed a t ool of management , a control process, an act i vi t y and a cri ti cal
el ement i n human resources al l ocati on. Uses for perf ormance apprai sal have
i ncl uded equal empl oyment opportuni t y consi derat i ons, promot i ons, t ransfer
and sal ary i ncreases. Pri mari l y perf ormance apprai sa l has been consi dered an
overal l system f or cont rol l i ng an organi zat i on. Perf ormance apprai sal has al so
been cal l ed an audi t functi on of an organi zat i on regardi ng t he perf ormance of
i ndi vi dual s, groups and ent i re di vi si ons.
Appraisal Are Normally Used To:
a. Estimate the overall effectiveness of employees in performing their jobs,
b. Identify strengths and weaknesses in job knowledge and skills,
c. Determine whether a subordinate?s responsibilities can be expanded,
d. Identify future training and development needs,
e. Review progress toward goals and objectives, and
f. Determine readiness for promotion,
OBJECTIVES OF PERFORMANCE APPRAISAL
A. Employees would like to know from a performance appraisal system:
? concrete and tangible particulars about their work; and
? assessment of their performance.
B. This would include how they:
? did;
? could do better in future;
? could obtain a larger share of rewards; and
? could achieve their life goals through their position.
C. Therefore an employee would desire that the appraisal system should aim at:
? their personal development;
? their work satisfaction; and
? their involvement in the organization.
D. From the point of view of the organization, performance appraisal serves the purpose
of:
? providing information about human resources and their development;
? · measuring the efficiency with which human resources are being used and
improved ;
? providing compensation packages to employees; and
? maintaining organizational control.
Performance appraisal should also aim at the mutual goals of the employees and
the organization. This is essential because employees can develop only when the organization?s
interests are fulfilled. The organization?s main resources are its employees, and their interest
cannot be neglected. Mutual goals simultaneously provide for growth and development of the
organization as well as of the human resources. They increase harmony and enhance effectiveness
of human resources in the organization.
PLANNING THE APPRAISAL
A meaningful Performance Appraisal system is a two-way process that benefits both the
employee and the manager. For employees, appraisal is the time to find out how the manager
thinks they are performing in the job. For a manager, a formal appraisal interview is a good time to
find out how employees think they are performing on the job. The planning appraisal strategy has
to be done:
? Before the appraisal
? Establish key task areas and performance goals.
? Set performance goals for each key task area.
? Get the facts.
? Schedule each appraisal interview well in advance.
? During the appraisal
? Encourage two-way communication.
? Discuss and agree on performance goals for the future.
? Think about how you can help the employee to achieve more at work.
? Record notes of the interview.
? End the interview on an upbeat note.
? After the appraisal
? Prepare a formal record of the interview.
? Monitor performance.
SCOPE OF THE STUDY
The topic chosen Performance Appraisal system was aimed for the betterment of the
organization in terms of quality as well as quantity. The scope of the study under mentioned points
depicts the same.
1. To increase the productivity by increasing the level of performance.
2. The programme would help the organization in meeting it future personal need.
3. The programme will help the employee in their personal group by improving their
knowledge as well as skill.
APPROACHES TO PERFORMANCE APPRAISAL SYSTEM
George Odiorne has identified four basic approaches to Performance Appraisal system.
Personality-based systems: In such systems the appraisal form consists of a list of
personality traits that presumably are significant in the jobs of the individuals being appraised. Such
traits as initiative, drive, intelligence, ingenuity, creativity, loyalty and trustworthiness appear on
most such lists.
Generalised descriptive systems: Similar to personality-based systems, they differ in the type
of descriptive term used. Often they include qualities or actions of presumably good managers:
“organises, plans, controls, motivates others, delegates, communicates, makes things happen,” and
so on. Such a system, like the personality-based system, might be useful if meticulous care were
taken to define the meaning of each term in respect to actual results.
Behavioural descriptive systems: Such systems feature detailed job analysis and job
descriptions, including specific statements of the actual behaviour required from successful
employees.
Results-centered systems: These appraisal systems (sometime called work-center or job-
center systems) are directly job related. They require that manager and subordinate sit down at the
start of each work evaluation period and determine the work to be done in all areas of
responsibility and functions, and the specific standards of performance to be used in each area.
When introducing Performance Appraisal system a job description in the form of a questionnaire
has to be preferred. A typical questionnaire addressed to an individual would cover the following
points:
? What is your job title?
? To whom are you responsible?
? Who is responsible to you?
? What is the main purpose of your job?
? To achieve that purpose what are your main areas of responsibility?
? What is the size of your job in such terms of output or sales targets, number of items
processed, number of people managed, number of customers? What targets or standards
of performance have been assigned for your job? Are there any other ways in which it
would be possible to measure the effectiveness with which you carry out your job?
? Is there any other information you can provide about your job?
METHODOLOGY
Basically there are two types of performance appraisal done on the basis of post of the
OHPC?s employee. They are:
1. Executive performance appraisal system
2. Non-executive performance appraisal system
EXECUTIVE PERFORMANCE APPRAISAL SYSTEM
This system is for performance appraisal for executives of the level E-0 to E-4 . The
various steps involved are:
A) Self Appraisal Performance Review & Planning
I. Appraisee write his view over the actual achievement for the Key performance area /
Task and Target assigned to him for the year.
II. Comments on fulfillment of KPA / Task and Target are written by the Reporting
Officer , taking account of time frame also.
III. Special Jobs other than tasks given and normal routine work are written by appraisee.
B) Performance Review Discussion
I. Both appraisee and reporting officer sit together.
II. Comment over Strengths and weaknesses and areas for development are written which
is undersigned by both .
III. Appraisee can help the reporting officer by giving examples which shows his strength or
weakness. He also tell what training he want to undergo .
C) Performance Assessment
I. Rating between 1 to5 are given to the appraisee by the Reporting Officer and
Reviewing Officer individually on the basis of Performance Factors and Potential
Factors.
Performance Factors :Quantity of output
Quality of output
Cost control
Job Knowledge and Skill
Team spirit and Lateral
Coordination
Discipline
Development & Quality of assessing subordinates
Special Relevant factor
Potential Factors : Communication
Initiative
Commitment and sense of Responsibility
Problem Analysis and Decision making
Planning and Organizing
Management of Human resources
II. Different weightage are given to each factor
III. Final scores are calculated by multiplying rating and weightage .By adding these
Total Factor Score is calculated.
IV. Comments on Overall Performance And Potential are written by both Reporting
and Reviewing Officers individually.
D) Suggestions for Job Rotation and Job Enrichment
I. Both reporting and reviewing officers write their suggestions whether the appraisee
should be transferred to other department. Either a good employee is transferred so
that he can acquire knowledge of all the departments, or a worst performing
employee is transferred so as to improve his performance.
II. In some exceptional case Head of department give his comments on overall
performance & potential of the employee.
E) Final Assessment
I. Total Factor Score by both Reporting and Reviewing officers is written and average is
calculated.
II. Final Grading between O / A / B / C is given .
III. If Final Grade is C , indicate whether to promote or not to promote the appraisee.
IV. If not to promote give reasons.
V. Meeting with non-promotable appraisee.
NON-EXECUTIVE PERFORMANCE APPRAISAL SYSTEM
I. Rating are given by both Reporting and Reviewing officers on the basis of performance of the appraisee
depending upon factors: Performance on the Job
Job Knowledge & skill
Multi-skill Utilization
Conduct & behavior
Punctuality & availability on job
Innovativeness
Cost & Quality Consciousness
Initiative & Capacity to assume higher
responsibility
Housekeeping & safety consciousness
II.Weightage are given to various factors .
III. Scores out of 100 are calculated by multiplying rating with weightage .
IV. O / A / B / C / C- Grades are given according to scores and attendance of the appraisee.
V. If grade is C- , then appraisee is interviewed by the Head of Department.
METHODS OF PEFORMANCE APPRAISAL
a. Ranking. - The term ranking has been used to describe an alternative method of
performance appraisal where the supervisor has been asked to order his or her employees
in terms of performance from highest to lowest.
b. Forced Choice Method. - This appraisal method has been developed to prevent evaluators
from rating employees to high. Using this method, the evaluator has to select from a set of
descriptive statements, statements that apply to the employee. The statements have been
weighted and summed to at, effectiveness index.
c. Forced Distribution. - The term used to describe an appraisal system similar to grading on
a curve. The evaluator had been asked to rate employees in some fixed distribution of
categories. One way to do this has been to type the name of each employee on a card and
ask the evaluators to sort the cards into piles corresponding to rating.
d. Paired Comparison. - The term used to describe an appraisal method for ranking
employees. First, the names of the employees to be evaluated have been placed on separate
sheets in a pre-determined order, so that each person has been compared with all other
employees to be evaluated. The evaluator then checks the person he or she felt had been
the better of the two on the criterion for each comparison. Typically the criterion has been
the employees over all ability to do the present job. The number of times a person has
been preferred is tallied, and the tally developed is an index of the number of preferences
compared to the number being evaluated.
e. Graphic Rating Scale. - The term used to define the oldest and most widely used
performance appraisal method. The evaluators are given a graph and asked to rate the
employees on each of the characteristics. The number of characteristics can vary from one
to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar
graph where the evaluator checked off a location relative to the evaluators rating.
f. Checklists. - The term used to define a set of adjectives or descriptive statements. If the
rater believed the employee possessed a trait listed, the rater checked the item; if not, the
rater left the item blank. rating score from the checklist equaled the number of checks.
g. Behavioral Anchored Rating Scales. - The term used to describe a performance rating that
focused on specific behaviors or sets as indicators of effective or ineffective performance,
rather than on broadly stated adjectives such as "average, above average, or below average".
Other variations were:
? Behavioral observation scales
? Behavioral expectations scales
? Numerically anchored rating scales
h. Critical Incident Technique. - The term used to describe a method of performance
appraisal that made lists of statements of very effective and very ineffective behavior for
employees. The lists have been combined into categories, which vary with the job. Once
the categories had been developed and statements of effective and ineffective behavior had
been provided, the evaluator prepared a log for each employee. During the evaluation
period, the evaluator recorded examples of critical behaviors in each of the categories, and
the log has been use to evaluate the employee at the end of the evaluation period.
i. Management by Objectives. - The management by objectives performance appraisal
method has the supervisor and employee get together to set objectives in quantifiable
terms. The appraisal method has worked to eliminate communication problems by the
establishment of regular meetings, emphasizing results, and by being an ongoing process
where new objectives have been established and old objectives had been modified as
necessary in light of changed conditions
OPERATIONAL DEFINITION OF THE CONCEPT
PERFORMANCE APPRAISAL SYSTEM
Performance Appraisal system is a process of evaluating employee performance for the
purpose of placements, selections for promotions, career planning, financial rewards, motivation
etc, and Performance Appraisal system seeks to achieve following objective.
?To assess the performance, personal attributes and potential of the employee.
? Performance based rewards in terms of promotion, increments etc.
?To identify training needs.
?To assess strengths, areas of improvements and give feedback to the employee.
PERFORMANCE APPRAISAL SYSTEM PROCESS
1. HR to prepare the Appraisal Form of individual employee to be appraised and send it to
concerned Reviewing Officer/HOD.
2. Reviewing Authority/HOD will arranged distribution of form to individual employee
through Appraising Officer/S.H.
3. Employee shall fill his part in the Appraisal form in the appraisal form and shall hand
over the same to Reviewing Officer/S.H.
LIMITATIONS OF THE STUDY
1. Lack of expertise trainer handed in the prosecution of Performance Appraisal system
programme.
2. Lack of feeling in people of against the awareness for the Performance Appraisal system
programme.
3. Search for the exact Appraisal was also difficult to define.
ORGANISATION PROFILE
INTRODUCTION :
The inception of Orissa Hydro Power Corporation Ltd. is deep rooted
study from power sector reforms in India. Organisation in simplest terms means a
form of human association for attainment of common goal. Its main aim is to
acquire business or companies for carrying on business of electricity power &
consultancy service in any field of activity in which it is engaged to act as an
entrepreneur on behalf of the central of state govt. Since ages and in every walk of
life organization i.e. to harmonize a group of different personalities to fuse various
interest and to utilize all abilities towards a given direction.
In this present situation where the size of industries in India has
increased expeditiously, planning is needed for every industry. Planning is nothing
but deciding in advance what to do, when to do, who is to do. Planning bridges the
gap from where we are to where we want to go.
HI STORY OF THE ORGANI SATI ON
In the 21
st
century, it would be a fantasy to think of being in a
world without “Electricity”. Research programmes are on to discover alternative and
abundant sources of energy. Much emphasis is given to renewal resources and new
ways are being invented to generate power comfortably and much more
economically. Let this dream of ours come true and we, people of developing
nation like India and many others, may aspire for a better and luxurious future.
So, the first major step taken by late Shirt Pt. Jawaharlal Neheru,
First prime minister of independent of India was to organize the Electricity sector as
a consequence of which, electricity supply act (1948) was enacted, which provide
provisions for rationalization of the production and supply of electricity and
generally for taking measures conducive of electrical development. Constitution of
central Electrical regulatory Authority at the central and state Electricity Boards
(SEBs) was the primary objective of the Act, but unfortunately co-coordinated efforts
would not be made in this direction during the last few decades, which has lead to
the present power crisis in almost every state. Even in the eastern region, where
there is surplus power generation, there was power crisis, which became a matter of
grave concern, frequent interruptions in power generation & supply and load
shedding where the mantra of electricity boards.
Hence, power sector reforms were introduced all over the country
and the state of odisha has this unique distinction of being the pioneer in the country
to undertake reforms & restructuring, in the power sector of the state. It is a well
accepted fact that for the growth of both agricultural and industrial sectors
irrespective of their type and size, power is a basic need and in the state of Odisha,
ODISHA HYDRO POWER CORPORATION (OHPC) is one such organization
that works towards fulfillment of such vital needs of the state.
INCORPORATION OF OHPC :
As a result of Orissa Electricity Reforms Act, 1995 and the Orissa
Electricity Reforms (transfer of Undertakings, Assets Liabilities, Proceedings and
Personal) Scheme Rules, 1996, the OHPC was registered under ICA on 21
st
April,
1995, which became operational with effect from 1
st
April 1996 as per notification
No. 335 and 336. Initially all the assets, liabilities, liabilities and proceedings (in
respect of Hydro Projects) were transferred to the State Government. The state
Government thereafter classified to the assets; liabilities and proceeding acquired by
the State Government as well as those owned by it into Generation, Transmission
and Distribution undertaking. Those, which could not be classified as above, were
treated as residuary assets, liabilities and proceedings.
Subsequently, the undertakings together with residuary assets,
liabilities and proceedings, related to Hydro Projects were transferred to OHPC
through a State Government notification as on 1
st
April 1995. After formation of
OHPC, M/s MECON Limited (A Govt. of India Undertaking) was entrusted for a
detailed assessment of OHPC Assets. But the report submitted by M/s MECON did
not contain the detailed records of the land, buildings, other assets and rights. Thus,
necessity for a detailed assessment of the movable and immovable properties was felt
and an Estate wing headed by Manager (Estate) was created at the Corporate Office.
Similarly, at Unit level, Estate officers were identified and Estate Wings were created.
Consequent to the formation of OHPC, the organizational structure
was annexed and professionals were inducted into the Organization. Initially
personal employed with the OSEB of on deputation to the board were classified and
transferred to OHPC. State Government employees working on deputation to the
board were reverted back to their services. And the State Government employees
related with hydroelectric generation, transmission and distribution works were
deputed to the service of OHPC. The transferred personal were employed in the
post, scale of pay and seniority in accordance with schedule C&G of the Orissa
Electricity Reforms (Transfer of Undertakings, Liabilities, Assets, Proceedings, and
Personnel) Scheme Rule, 1996 and section 24 of the OERA. Service terms and
conditions applicable to them were in accordance with those laid down under the
transfer scheme and care was taken that these terms and conditions were any less
favourablethen those applicable to them at the time of transfer. Upon such transfer
of personnel, OHPC was entrusted with the job of framing the rules and regulation
governing their conditions of service. Until OHPC framed its service conditions, it
was stipulated that the personnel so transferred would be governed by the Orissa
Civil Service (Classification, Control and Appeal) Rules, 1962.
All these transfers (I.e. transfer of undertakings, Assets, Liabilities
and personnel) of OHPC were provisional for a period of twelve months from the
date of its formation and where final only upon the expiry of those twelve months.
However, before the transfer of personnel became final, the Department of Energy,
Go invited the personnel so transferred to send their willingness and preference for
permanent absorption into OHPC after notifying the service conditions and other
packages. Thus, the permanent absorption was finalizes, only after taking into
account the preference furnished as well as the ability; knowleged; skill and
experience of the personnel; the nature and number of vacancies; seniority and
necessity. Finally, the transfer of all undertakings, assets, liabilities, proceedings and
personnel became absolute on 1
st
April, 1997 and the personnel were permanently
absorbed into OHPC from the said effective date.
Being a newly set up corporation with employees from erstwhile
OSEB, Ex-employees of State government and also employees directly recruited by
OHPC, The HRD wings was being faced with various challenges to meet the
multifarious problems of interaction of such employees into a cohesive group of
achieve the organizational goals. And OHPC has been successful in accomplishing
its goals. For sale of power from Hydro Units to GRIDCO, a commercially
enforceable interim PPA existed between OHPC ad GRIDCO, which was
converted into a long term from 1998-99 on guidelines set by Govt. of India.
CORPORATE OFFICE :
The corporate office of OHPC is situated as jan path,
Bhubaneswar. It is placed in Odisha State Police Houseing and welfare corporation
building, VaniVihar, Bhubaneswar. A Board of Directors manages the OHPC
Limited, which is headed by the Chairman-cum-Managing Director. The corporate
office has 3 different functional wings. They are Technical, Finance and HRD. The
corporate office is mainly responsible for coordinating of its production units, taking
decisions on police formulation and liasioning with the Government, GRIDCO,
Electricity regulatory commission, Labour department and different financier like
power Finance Corporation, World bank etc. All decisions with regard to designing
and monitoring of projects, renovation & modernization of existing power projects,
and avenues for undertaking new project are taken here.
DIFFERENT POWER HOUSE UNDER OHPC LTD
UPPER KOLAB HYDRO ELECTRIC PROJECT (320MW); KORAPUT
RENGALI HYDRO ELECTRIC PROJECT (250MW);ANUGUL
BALIMELA HYDRO ELECTRIC PROJECT (510MW); MALKANIRI
INDRAVATI HYDRO ELECTRIC PROJECT (600MW); KALAHANDI
BURLA HYDRO ELECTRIC PROJECT (275MW); SAMBALPUR
REGISTRATION
UKHEP,OHPC LTD., ( A Govt. of odishaundertaking) was registered under
Factories Act, 1948. Its refistration no.is
KT – 105, Dated on 05/05/2007
SL . NO – 03034
OBJECTIVES OF OHPC LTD ;
? To maintain high production at least cost.
? To increase efficiency of working in all levels through intensive training
and motivation.
? To maintain strict quality control time schedule in maintenance/
construction/ renovation works to avoid cost over run and long down
time.
? Computerization and inter linking of power stations for efficient
management.
? Intensive training programs both in-house and out side.
? To build up cordial relations among workmen and executives.
LOCATION OF UPPER KOLAB POWER STATION; OHPC LTD :
Upper Kolab Hydro Electric
Project, Located in the district of
KORAPUT (odisha) was taken up for
excavation in the year 1976 by the
irrigation and Power Department, Govt.
of Odisha at an estimated cost of
Rs.74.63 Crores. This project is utilizing
the water potential of river „KOLAB? a
tributary of river Godavari. It is a
multipurpose project amied at
generation of 95MW(firm) Hydro
Electric Power, providing irrigation
facilities to 47,985 H.A. by lift canal irrigation and suppling drinking water to Damonjodi,
Koraput, Sunabeda&Jeypore town.
The project work was completed in two stages i.e.STAGE-1 & STAGE-2. In stage
-1, 3 nos. of 80MW Hydro Generators along with their auxiliaries, 220 KV switchyard,
water conducter system, Reservoir etc. where completed and commissioned; Under Stage-2
only the Installation and commissioning of unit 5 was completed. Major works of Stage-1
were completed during 1993. The total revosed expenditure for completion of major of
electricl works under stage-1 and stage-2 comes out to be 8880 LAKHS (Approx).
BRI EF HI STORY OF THE PROJ ECT
The Government of Madras carried out preliminary investigations for
the project before April 1936. At that time Koraput district was a part of Madras
Presidency and Govt. of Odisha carried out subsequently detailed investigations after 1961.
The present proposal was finalized after investigating several proposals with alternative dam
sites and water conductor systems. The planning commission during August 1975 and
irrigation project approved the power project in June1976.
PROJECT COST : -
Estimated cost of the project at different time is shown below (in Lakhs).
I)Power Development Original Estimate
as per A.A. 1976
Revised estimate
1979
Reviesed estimate
1983
a) Dam &Apput
works
1497.89 5790.27 8062.18
b) Power (Civil) 2051.72 3777.65 5322.14
c) Power (Electrical) 2283.00 5729.00 5729.00
Sub Total 5832.61 15296.92 19613.32
II) Irrigation
Developments
1631.32 6774.85 10477.46
Grand Total 7643.93 22071.77 30090.76
PROJECT FEATURES OF UPPER KOLAB POWER STATION
The Project has got a Potential of producing 95 MW of firm power
with a generation of 832.2 million units and power is fed to the general grid at the jeypore
sub-station. Flow irrigation is provided to an ayacut of 47985 H.A. of C.C.A. in Jeypore.
Borigumma&KotpadtahsilsJeypore main canal is designed to carry additional discharge for
irrigation 22267 H.A. of C.C.A. at higher contours up to Telengiri River. This lift ayacut
will be developed in 2
nd
stage. Drinking water supply for jeypore town is pumped form the
„Satiguda Pond? by the State Public Health Engineering Organisation. The reservoir is ideal
for the development of pisciculture as the water spread area of over 114 sq km is provide
recentional facilities for people of Jeypore, Koraput and Sunabeda towns. The Project also
attracts tourists, being so close to the national highway and railheads.
Major Constructional activities of the project will continue uo to 1985-86 with a peak daily
requirement of 6000-8000 workman. Almost the entire bulk of unskilled labours are
available locally and the project gives them ample employment opportunities.
Upper Kolab project will change the complexion of backward area with more agricultural
production through continuous irrigation facilities and rapid industrialization with the
growth of small and large-scale industries and pave the way of prosperity and happiness for
future generation.
UPPER KOLAB POWER STATION
SALIENT FEATURES
1. Name of the Power Station - Upper Kolab Power House
2. Name of the River - Kolab
3. Location
I) State - Orissa
II) Nearest Town - Jeypore
III) Distance - 5 Kms. From Jeypore
4. Total Installed Capacity
I) No. of existing Units - 4 (Four)
II) Capacity of each Unit - 80 MW
III) Total capacity - 320 MW
5. Reservoir / Poundage
I) Name of the Dam - Kolab Dam
II) Type of Dam - Straight Masonry Gravity
III) Height of Dam - 54.50 Mts.
IV) Lenght of Dam - 630.5 Mts.
V) Catchment?s area - 1630 Sq. Km.
VI) Average Annual Inflow - 1803 M cum.
VII) FRL / MWL - 858 Mts.
VIII) MDDL - 844 Mts.
IX) Gross Storage capacity
a) Gross - 1215 M cum.
b) Dead - 280 M cum.
c) Live - 935 M cum.
6. Wate Turbine
I) Numer - 4 (Four)
II) Type - Vertical Francis
III) Make - BHEL, India
IV) Net Head
a) Max. Head - 265.73 Mts.
b) Minimum - 241.72 Mts.
c) Rated - 241.72 Mts.
d) Design Head - 253.0 Mts.
V) Normal Speed - 428.6
7. Tail race
Type of Tunnel / Channel - Channel
8. Generators
I) No. of Units - 4 (Four)
II) Type - Suspension
III) Make - M/s BHEL, India
IV) Voltage - 11 KV
V) Current - 4665 Amp.
VI) Power Factor - 0.9 lag
VII) Speed - 428.6 rpm
VIII) Excitation System - Stat
UPPER KOLAB (HYDROLOGY)
Catchment?s Area-1630sq.kilometer
Average Rainfall-1415mm
Average Run-off-1704M.Cumt.
Maximum Designed Flood-10020 cumecs
High Flood Dischrge-7650cumes
UPPER KOLAB (DAM & APURTEMENT WORK)
DAM & SPILLWAY
Length-630.5 mts.
Maximum Height – 54 mts.
Over flow Length – 169.2 mts.
Number of Gates – 11 Nos. (12.2 x 12.2 mt. Radial Gate)
RESERVOIR
Maximum Water Level & Fuel Reservoir Level – 858.0 mts.
Minimum draw Down Level – 844.0 mts
Gross Storage Capacity – 935 M. Cumt.
Live Storage Capacity-1215 M. Cumt.
Regulated Flow – 45.5 Cumecs.
Water Spray Area at Flood Reservoir Level – 114.32 Sq. Km.
Average Evaporation Loss – 158.0 M. Cumt.
Average Reservoir Level – 853.33 Mts.
Top Level of Dam – 862.5 Mts.
UPPER KOLAB (WATER CONDUCTOR SYSTEM)
MAIN TUNNEL
Type – Open Horse Shoe Type
Length – 3924 Mts.
Diameter – 6 Mts. Finished
Size of Intake Gate – 5.0 x 6.0 Mts.
Design Discharge – 120 Cumecs.
Length of Head Race Channel – 109.78 Mts.
SURGE TANK
Type – Simple Type
Diameter – 15.0 Mts.
Depth – 145.0 Mts.
Upper and Lower Expansion Galleries :
a) Diameter – 8.0 Mts.
b) Length – 80.0 Mts.
PRESSURE TUNNEL
1. No. of pressure tunnel – 02 Nos.
2. Length – 391.0 Mts.
3. Diameter – 5.0 Mts.
4. Type – Finish Steel line.
PENSTOCK
No. of Penstock – 04 Nos.
Length – 537 Mts.
Diameter – 3.5 Mts.
Length of Terminal Tunnel – 65 Mts.
UPPER KOLAB (WATER TURBINE)
PICTURE OF TURBINE GUIDE BEARING HOUSING – I
TURBINE
Nos. 4 : (Four)
Make : M/s Bharat Heavy Electrical Limited, Piplani and Bhopal
Type : Vertical Francis. (Reaction Type)
Rated Output : 82050 m3 / Sec.
Maximum Net head : 265.73 Mts.
Rated Net Head : 241.72 Mts.
Rated Speed : 428.6 rpm
Dircetion of Rotation : Clock wise (Viewed from Generator top)
Turbine discharge at Rated Output & Rated Net Head : 37.15 M3 / Sec
Runner
ia – 2360 mm, No. of blades – 11, Discharge Dia – 2060 mm.Turbine Shaft : Dia-650 mm, Journal Dia – 900 mm
Guide bearing Vertical, Submerged type, Dia of shaft bearing – 300 mm, cooling
water requirement – 800 lits/min. Qty. Of Oil – 500 Lts.
Guide Apparatus : GV Pitch circle dia – 2680 mm, No. of guide vanes 24, GV
Height – 374 mm.Draft Tube Cone : Inlet of DT Cone – 2080 mm, Height – 220
mm.
Draft Tube Elbow Liner – Inlet eclipse – 12951 + 1057 mm, Height – 2926 mm
Spiral Casing : Inlet Dia – 2150 mm, Velocity at Inlet of casing 11.36 m/Sec.
Shaft Sealing
ia of Shaft Sealing – 805 mm, Cooling water required : 60 Ltrs/min.UPPER KOLAB (GENERATOR)
Nos. 4 (four)
a) Make : M/s Bharat Heavy Electricals Limited, Ranipur, Haradwar.
b) Tupe : Suspension
c) Power : 88900 KVA / 80000 KW + 15 % Continuous over load
d) Voltage : 11,000 Volt.
e) Current : 4665 Ampts.
f) Power Factor : 0.9 Lag
g) Frequency : 50 C/S.
h) Rated speed : 428.6 rpm, (run away speed – 750 rpm)
i) Direction of Rotation : Clock Wise (as seen from PMG end)
j) Fly Wheel Effec GD 2 : 1300 TM
2
k) No. of Pole : 14
l) Weight of each generator : 360 Ton.
PIC OF REPAIR OF GENERATOR TRANSFORMENR (102 MVA)
(m) Thrust bearing : Pivoted – pad type, Pad size 250 x 300 mm, water for air cooler
– 1500 Lts/Min, Outer dia – 1650 mm, Inner dia – 750 mm, Qty. Of oil – 3000 lits
Bottom Guide Bearing : Pivoted pad type, Pad size 250 x 300 mm, No. of pads– 8; Qty. Of Cooling Water for Oil Cooler – 270 lits / min.Qty.Of oil – 750 lits.
(o) Top Guide Bearing : Pivoted pad, size 250 x 300 mm. No. of pads – 8 Qty. Of
Oil 850 litrs / Min Qty. Of cooling water for oil cooler 240 lits/min.
UPPER KOLAB (SET UP TRANSFORMERS & SWITCHYARDS)
Number : 4
Voltage : 11 / 220 KV
Capacity 102 MVA, 11K.V/220K.V 50 C/S, STAR DELTA
Phase 3 PHASE
Cooling ODWF system
Make Crompton Greaves
Switchyard Arrangements
220 KV Reserved Bus (Double bus bar)
No. of outgoing feeders – 3
IMPORTANT EVENTS
The important events of commissioning of 1
st
Sage and 2
nd
stage works are given
below.
COMMISSIONING OF UNITS
UNIT-I UNIT-II UNIT-III UNIT-IV
FIRST SPINNING 19.12.87 29.03.88 24.01.90 03.07.92
SYNCHRONISED TO
GRID COMMERCIAL
15.03.88 14.04.88 10.02.90 22.07.92
OPERATION 15.03.88 16.04.88 10.02.90 12.01.93
COMMISSIONING DATES
STAGE – 1 (3 UNITS)
? Approval by planning commission : August 1975
? Commencement of work : 1976
? Completion of work : 1990
STAGE – 2 (4
TH
UNIT)
? Approval by planning commission : 1987
? Completion of work : 1995
Date of Commissioning
Unit 1 : 15.03.1988
Unit 2 : 14.04.1988
Unit 3 : 10.02.1990
Unit 4 : 12.01.1993
GENERATION
Year Generation (IN Mu)
2007-08 1107.963
2006-07 1026.468
2005-06 623.693
2004-05 896.017
2003-04 656.509
2002-03 497.392
2001-02 657.378
2000-01 520.024
1999-2000 808.198
1998-99 434.321
1997-98 469.290
1996-97 726.667
POWER PLANT ECONOMICS : -
INCOME Sch.
No.
For the
year
2006-07
For the year
2005-06
For the year
2004-05
For the
year
2003-04
For the year
2002-03
Sale of Power 16395319
9
83873692 248494754 174178
752
123180402
Other Income 10 3974773 3856441 19318700 278091
2
1995296
Total
EXPENDIT
URE
16792797
2
87730133 267813454 176959
664
125175698
Repair and
maintenance
expenses
11 14199857 22614383 15168388 170670
70
12330017
Operational
Expenses
12 6960513 7137820 5713252 560245
3
3681832
Employee &
other relatd
cost
13 10075426
6
56234102 53237013 526298
52
47720935
Administrative
& General
expenses
14 13612522 12802053 1279118 917818
3
8604477
Interest &
Financial
Charges
15 10636234 10636234 10636234 106362
34
10636234
Depreciation 5 12790654
7
127932734 126892131 129694
369
128913883
Loss on sale
of assets
Preliminary
expenses
written off
Less :
Expendiutre
during
construction
16 -
13020946
-3868241 -5096554 -
466348
2
-4296624
Total 26104899
3
233489085 219349582 220144
679
207590754
STAFF STRENGTH OF UKHEP, OHPC LTD
Executive
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
86 59
Administrative Non-Executive (ANE)
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
163 102 72
Technical Non-Executive (TNE)
Sanctioned Strength Reseve Strength Man in Positon (MIP) As on
(S.S) (R.S) 01/06/2009
227 290 214
UNIT AVAILABILITY
Unit availability in % from 1996-97 to 2006-07
Year Unit-I Unit-II Unit-III Unit-IV
2007-08 91.43 90.36 94.63 91.59
2006-07 92.23 87.46 97.51 46.35
2005-06 90.89 94.59 90.55 29.95
2004-05 95.35 93.37 94.21 92.65
2003-04 98.37 91.35 97.99 92.09
2002-03 99.11 94.39 92.61 94.98
2001-02 94.05 93.56 93.83 95.48
2000-01 94.96 93.45 90.26 94.67
1999-2000 87.05 94.53 93.29 97.54
1998-99 82.43 90.21 90.20 95.61
1997-98 86.15 92.33 92.94 83.63
1996-97 78.63 87.54 91.40 95.16
PERFORMANCE OF OHPC LTD AT A GLANCE : -
1. Incorporated under companies Act. 21.04.1995
2. Year of starting of commercial operation 1996-1997
3. Date of transfer of Hydropower Assets. (Excluding Machhkund) 01.04.1996
4. Transfer of Orissa share of Machhkund. (34.5 MW) 01.04.1997
5. Installed capacity at the time of transfer of assets 1272 MW
6. Present installed capacity 2062 MW
7. Average Annual Generation Capability 5976 MU
8. Peak capability Between
800MW to 1800 MW
Summary of Performance of OHPC is indicated below : Design Energy for sale (MU)
Old unit = 3676.86
UIHEP = 1942.38
Total = 5619.24
Year Energy Sold (MU)
Tariff
(paise/kwh)
Turnove
r
Profit/Lo
ss before
deprn.
Net
Profit/Lo
ss after
tax
Cumula
tive
Profit /
Loss
Old
PS
UIH
EP
Tota
l
Old
PS
UIHE
P
(Rs. Crores
1996-97 3585 0 3585 38.00 - 137-79 114.26 69.86 69.86
1997-98 3210 0 3210 49.00 - 173.73 122.05 77.78 147.64
1998-99 3280 0 3280 48.11 - 160.05 99.93 55.21 202.85
1999-00 3892 486 4378 49.64 59.45 219.75 100.19 50.38 253.23
2000-01 2705 1736 4441 50.02 58.63 233.76 65.92 -27.44 225.79
2001-02 3387 2920 6307 24.99 65.40 215.25 92.70 -3.89 221.90
2002-03 2236 790 3026 24.73 63.82 171.41 59.11 -41.92 179.98
2003-04 3686 2110 5796 27.35
64.96
(PE)
230.34 118.50 5.70 185.68
2004-05 3899 2827 6726 28.67
62.86
(PE)
46.38
(SE)
274.94 169.90 59.05 244.73
2005-06 3177 1751 4928 33.69
65.50
(PE)
46.38
(SE)
208.46 89.70 (-) 24.17 220.56
2006-07 4059 3007 7066 33.69 65.50 303.65 178.21 53.93 274.49
2007-08 4786 2948 7734 44.10 67.16 386.04 254.43 121.39 395.88
2008-09 2754 1641 4395 46.00 67.28
PS = Power Station
As on
Paid up equity capital Loan (Rs. Crores)
PFC State Govt. Total Loan
31.03.2004 320.80 274.26 1801.60 2075.86
31.03.2005 320.80 252.09 1801.60 2053.69
31.03.2006 320.80 228.62 1782.60 2011.22
31.03.2007 320.80 254.63 1782.60 2037.23
31.03.2008 320.80 203.62 1743.40 1947.02
SHIFT SYSTEM
Upper kolab power plant runs in three shifts a day and it has designed three relays to carry
out the work process round the clock in the organization. For administrative function,
upper kolab plant has designed a general shift for its employees.
Shift A : Starts from 6.00 A.M. to 2.00 P.M.
Shift B : Starts from 2.00 P.M. to 10.00 P.M.
Shift C : Starts from 10.00 P.M. to 7.00 A.M.
General Shift : Start from 8.00 A.M. to 5.30 P.M. with launch break of two & half an
hours.
STANDING ORDER OF OHPC LTD
The standing orders have applied to all the workers in the organization but
Deputy Labour Commissioner at Bhubaneswar implements these orders.
TRADE UNION OF UKHEP; OHPC LTD
A Trade Union is the result of growth of the modern industrial
establishment involving employment of large number of workers under such conditions,
which make them helpless in bargaining individually for their terms of contract. A trade
union is continuous and voluntary association of employees formed mainly for the purpose
of safeguarding the social economical interest of members.
There are 2 numbers of trade unions registered and functioning in OHPC
office of upper kolab power plant namely i.e. OHPC Employee Union (recognized union)
and other one is Upper Kolab Power Plant Workers Union.
ACHIEVEMENTS & REWARDS OF OHPC LTD
ACHIEVEMENTS IN 2007 – 08
? OHPC achieved an all time record power generation of 8025 MU and sale of 7909
MU, which represents 43% of the total consumption of the State.
? OHPC earned a record net profit of Rs. 121.39 Crores after meeting its liabilities
and income tax.
? The ministry of Coal, Govt. of india allotted Baitarini West Coal Block (602 MT) to
OHPC; GPCL & KSEB vide letter dtd. 25.07.2007 a new company namely
Baitarini West Coal Company ltd. Was incorporated on 22/04/2008.
ACHIEVEMENTS IN 2006-07
? OHPC achieved a record generation of power of 7541 MU. UIHEP achieved
record generation of power of 3019 MU.
? Cash profit achieved during the year was Rs. 171.16 Crores.
? A joint venture company namely Orissa Thermal Power Corporation Ltd.
(OPTCL) was incorporated on 29.01.2007 OHPC and OMC hold 50% share
capital of the JV company.
ACHIEVEMENTS IN 2005-06
? RM & U of Unit 3 & 4 of Burla after renovation and modernization started
commercial operation on 01.01.2006 with capacity addition of 16 MW.
? The rotor pole repair works of all the four units of UIHEP were completed before
the schedule.
? The high interest bearing APDP loan of Rs. 19 crores plus interest accured has been
fully paid to the state govt. in January 2006.
ACHIEVEMENTS IN 2004-05
? Record Power Generation of 6868 MU is highest in the history of OHPC.
? Power Generation in Balimela H.E. Project (1526MU) is the 2
nd
highest since its
inception.
? Energy sold (6726MU), Turnover (Rs 274.94 cr.) and profit before depreciation
(Rs. 169.90 cr.)
? The Corporation has earned a profit (before tax) of Rs. 64.08 crores.
? Realization from GRIDCO (exceeding Rs. 280 crores) is the highest since inception
of OHPC.
ACHIEVEMENTS IN 2003-04
? Capacity additions of 600 MW by commissioning 4 x 150 MW Upper Indravati
Project.
? Capacity addition of 24 MW during 1998 by Renovation Modernization and up
rating of Unit II of Burla Power House & I.
? Establishment of VSAT communication link from corporate office to Upper
Indravati, Rengali and Balimela Project sites.
? OHPC has been able to mobilize internal resources from its operation to the extent
of Rs. 280 Crores for the completed and on going projects and towards other capital
expenditures.
? Out of the term loan of Rs. 495.37 Crores availed for the projects, it has repaid Rs.
263.15 Crores to the lender PFC.
REWARDS OF UKHEP
? Upper kolab power plant has achieved 2
nd
Award as a best performing unit 2010
where there is no industrial dispute till the date that is awarded by CMD on the
occasion of the OHPC foundation day.
? Factories & Boiler Officer awards another 2
nd
& 3
rd
Prize for safety.
WAGE & SALARY ADMINISTRATION
REVISED SCALE/PAY BAND, 2008 OF OHPC W.E.F. 01.01.2008 (EXECUTIVES)
Sl. No. POST/GRADE REVISED
PAY
BAND
CORRESPONDING
REVISED SCALE OF
PAY RS.
REVISED
GRADE
PAY
1 E-2JM SO/PA PB-2 RS-9300-34800 RS-4200
2 E-3AM
SO(SG)/PS
PB-2 RS-9300-34800 RS-4600
3 E-4DM PB-2 RS-9300-34800 RS-5400
4 E-5MGR. PB-3 RS-15600-39100 RS-6600
5 E-6AGM PB-3 RS-15600-39100 RS-6600
6 E-7DGM PB-3 RS-15600-39100 RS-7600
7 E-8GM PB-4 RS-37400-67000 RS-8700
8 E-9SGM PB-4 RS-37400-67000 RS-8800
9 E-10CGM PB-4 RS-37400-67000 RS-9000
REVISED SCALE OF PAY OF THE NON-EXECUTIVE EMPLOYEES OF OHPC
LTD. WITH EFFECT FROM 01.04.2005
Sl. No GRADE
CODE/CATEGORY
PAY BAND REVISED
SCALES OF
PAY AS ON
01.04.2005
GRADE PAY
1 NE1 S-1 RS-4440-
10,200/-
RS-1750/-
2 NE-2 PB-1 RS-5200-
20,00/-
RS-1900/-
3 NE-3 PB-1 RS-5200- RS-2100/-
20,00/-
4 NE-4 PB-1 RS-5200-
20,00/-
RS-2400/-
5 NE-5 PB-1 RS-5200-
20,00/-
RS-2500/-
6 NE-6 PB-1 RS-5200-
20,00/-
RS-2800/-
7 NE-7 PB-1 RS-5200-
20,00/-
RS-3300/-
8 NE-8 PB-2 NE RS-9300-
34,800/-
RS-4200/-
9 NE-9 PB-2 NE RS-9300-
34,800/-
RS-4200/-
10 NE-10 PB-2 NE RS-9300-
34,800/-
RS-4200/-
WINGS OF OHPC LTD
ADMINISTRATIVE
OFFICE (SGM)
FINANCIAL WING HRD WING TECHNICAL WING
UTILITY DIVISION
PRPTECTION &
CONTROLLING
DIVISION
MAINTANCE
DIVISION
GENERATION
DIVISON
1. TECHNICAL WING
On Introduction of Availability Based Tariff with effect from April 2003 and
application of Electricity Act 2003 it has become important on the part of generators to
maintain high level of machine availability and plant load factor. Hydropower generation
has special place in the load management under the ABT regime.
Activities
For efficient running of their Hydro Power stations, the technical wing of OHPC
has been reorganized to carry out the following activities.
Monitoring the functioning of Power Plants.
Preparation of database.
Monitoring of Renovation and Modernization Programs.
Planning for future R&M Programs and new projects.
Inventory & Procurement Monitoring.
Generation and maintenance Planning and monitoring.
Traiff and PPA including coordination with GRIDCO and OERC
Computerization and online communication.
Coordination with Govt. and SemiGovt. Bodies.
Corporation Organization (Head Quarters)
DIRECTOR OPERATION
SGM (ELECTRICAL PROJECT)
OPERATION & MAINTENACE IVERTORY &
PROCUREMENT
DESIGN, PLANNING : DATABASE
PPA, TARIFF & COORDINATION
ONGOING S & M ENTENTION PROJECT
FUTURE R & M NEW PROJECTS
COMPUTER & COMMUNICATION
2. FINANCIAL WING
After formation of OHPC under the Reform Act a separate Finance wing
with experienced and qualified executives has been created to manage the Corporate
finance.
Activities
? Resource Management
? Budget & Allocation
? Banking
? Loan and Investment
? Accounts & Audit
? Taxation
? Personnel Entitlement
? Provident Fund, Pension and Gratuity Fund
Corporation Organization (Head Quarters)
DIRECTOR (Finance)
DGM (Res)
DGM (F & A)
AGM (Fin.)
DM (Fin.)
Sr GM-Cum-Company
DGM (Funds)
3. HRD WING
Consequent to formation of OHPC, Professionals were inducted in the
organization. The Organisation structure of OHPC is annexed Being a newly setup
Corporation with employees from OHPC ex-employees is State Govt. and also employees
recruited directly by OHPC the HRD Wing is being faced with challenges to meet the
multifarious problems of integration of such employees into a cohesive group to achieve
the organizational goals. HRD wing is constantly striving to bring improvement in
employee performance motivation & work culture.
As Parts of its pro-active and Progressive HR Philosophy / Policy the HRD
wing has taken several initiatives & implemented systems to attract retain & develop its
human forces in an atmosphere of trust collaboration. This positive assumptions and belief
about people have indeed inspired the HRD Wing to put different ideas and policy in
action at different time intervals.
Activities
PERSONNEL FUNCTIONS
INDUSTRIAL RELATIONS & WELFARE
OTHER FUNCTIONS
CORPORATION ORGANISATION ( HEADQUATERS) :
DIRECTOR (HRD)
Mang.(E & A)
Mang. (Train. &
Dev.)
AGM
(HRD)
LEGAL IR
AGM(PERSONNEL)
Grivence Establishment PERSONAL
TOTAL PERSONNEL
TECHNICAL
1. Sr.GM:01
2. AGM : 02
3. Manager : 07
4. Dy. Manager : 16
5. Asst. Manager : 19
6. Jr. Manager : 09
7. GET : 07
FINANCE
1. Manager.01
2. Asst. Manager : 01
HRD
1. Dy. Manager-01
2. Asst. Manager : 01
3. PA to Sr. GM :01
4. MT : 01
TOTAL
67
PERFORMANCE
MANAGEMENT
SYSTEM IN OHPC
PERFORMANCE MANAGEMENT SYSTEM IN OHPC
E-MAP (Moving Ahead through Performance) is the Performance Management System
which is followed in OHPC. This system was introduced in the year 2007-08.
E-MAP aims at creating alignment of your goals with those of the company and enables
you to effectively manage performance- for yourself and your team.
This system covers Frontline Executives and Middle level Executives of OHPC. Frontline
Executives fall in the category from Engineer to Manager (E1-E4) and Middle level Executive starts
from Senior Manager to Additional General Manager (E5-E7).
As a trial measure, in the year 2006-07 MAP was filled manually, i.e. it was not e-Enabled.
From year 2007-08 it was switched over to e-Enabled. Upto year 2005, performance appraisal of
an individual was filled in the form of Annual Confidential Report (ACR).
The features of MAP have been designed to reduce subjectivity and individual biasness that
may impact the effectiveness of a performance management system.
The system is divided into two parts:
Part A: Key Result Area (KRA's)
Part B: Skill/ Competency Assessment
THE MAP LOGO
The Map logo represents:
• Excellence
• Focus on people at the center of the system
• Sharp growth through performance
• Alignment
• Measurement
Definition of Performance
• Definition of Performance in MAP is based upon Key Result Areas or KRAs and Routine
Responsibilities.
• ~ KRAs are "critical outcomes towards which effort is directed to achieve desired
business results."
• ~ Routine Responsibilities are "significant on-going tasks or outcomes that are
undertaken or delivered on a day-to-day basis."
• Unique Role and Responsibility (URR) templates provide the KRAs, relative weight of
KRAs and Routine Responsibilities, the Competencies and their required Proficiency
Levels for a role. The URR Template in MAP helps deliver consistency and clarity on
expected performance measures to Appraisees and Appraisers alike.
• MAP allows the Appraisee to define the performance measures applicable to the
Appraisee's situation using a combination of KRAs and Routine Responsibilities.
• The achievement against targets set for each of these will together constitute the
Appraisee?s Performance Plan in the Performance Cycle or Period.
KRAs
Routine Responsibilities
Competencies
Performance Plan
Performance & Development Plan
Development Plan
a. MAP PERFORMANCE CYCLE
Performance Cycle at a Glance
A Performance Cycle refers to the year for which your performance is being evaluated.
The Performance Cycle of MAP is one year coinciding with OHPC financial year.
MAP follows an April to March cycle and consists of three key phases:
1. Performance and Development Planning
2. Mid Year Review
3. Final Review
The figure below provides an overview of the Performance Cycle with key dates for each phase.
MAR-Mid April
May
Appraiser
ONGOING
April FEEDBACK
Appraisee mid Apr –end apr
UNIT/BUSINESS SECTOR DRAFT BUDGET
END FEB
Off-line performance
planning
Final review &
feedback
Online performance
planning
Mid – year review
score
PERFORMANCE AND DEVELOPMENT PLANNING
Performance Planning Phase of MAP is initiated in the month of March upon the
finalization of the draft budget for OHPC. The targets finalized for the Unit, Product Group,
Department and
consequently the Section will serve as the starting point for an individual to do his Performance
Planning.
BALANCED SCORE CARD (BSC)
The Balanced Score Card of the company is prepared at the company level at the
beginning of the year based on the Strategic Plan as well as the MOU and Budget targets decided
for the year.
Based on this, the Balanced Scorecards are also prepared for the following levels:
Unit Head Level
Product Group / Function Head Level
Department Head Level
Section Head Level
The Strategic Objectives of the Company / Unit / Product Group (PG) / Deptt. / Section for a
given financial year is outlined in the Balanced Scorecard prepared for that Level. Although the
Balanced Scorecard is prepared outside MAP, it is critical for the success of the system. The
individual Performance Plans are derived from the Section Level BSC which will derive its
strategic objectives and targets from the Department/ NC/ Unit and Company level BSCs
through a process of cascading, thus ensuring proper alignment between the objectives /targets
flowing from top to bottom.
Workflow of Performance Planning Phase:
AppraiseeAcceptsAccepts
Submit
Mapping of
Appraisee by
Appraiser or
Unit HR
Planning
by
Appraisee
Appraiser
Reviewe
r
Plan
Approved
Creating the Performance & Development Plan (P&DP)
The Performance Plan of an individual essentially consists of one section - KRAs. This is the
essential component of any Performance Plan and the individual is expected to fill in this
section adhering to all guidelines in order to be able to submit his plan to his Appraiser.
1. Selecting the KRAs
The Appraisee will select relevant KRAs from the KRA Master of his function (i.e. the
function to which he has been mapped). A minimum of six and a maximum of fifteen KRAs
can be selected. (max. 15 from own KRA Master; 5 optional which can be taken from KRA
Masters of other functions so as to ensure that the total no. of KRAs per plan does not exceed
15).
2. Target Setting and Action Plans for KRAs
For each KRA, 5 levels of performance must be defined by the Appraisee that quantify
the extent of achievement in a given timeframe (L5 being the best and L1 being the lowest level
of performance) Along with these, the Appraisee will develop an Action Plan consisting of
specific steps required to achieve the target for each KRA.
3. Assigning Weightage
The Appraisee will propose weightages between 5% and 25% for each KRA. The total
weightage for KRA (C) should be equal to or more than the Minimum Weightage for KRA(C)
prescribed for the relevant URR to which the individual has been mapped. The total of all KRA
weightages should add up to 100%. Maximum limit of weightages have been suggested for all
KRAs across all functions for all the categories of URRs. Executives while assigning
weightages to the KRAs selected by them in their plan cannot exceed the maximum permissible
weightages specified against each KRA. This is ensured through inbuilt system checks.
The P&DP is now ready for submission.
Obtain Appraiser's and Reviewer's Sign-off
After creating his P&DP, the Appraisee will submit his plan to his Appraiser. If the
Appraiser wishes to modify the plan, he will discuss the same with the Appraisee and make the
necessary
modifications. Thereafter, the Appraiser will forward the Performance Plan to the Reviewer for
final sign-off. In case the Reviewer wishes to modify the plan, he can make the required
modifications in the Plan after discussing with the Appraisee and Reviewee and then grant final
approval.
MID YEAR REVIEW
Mid Year Review is an interactive feedback session between the Appraisee and
Appraiser, conducted during the month of October for the half-year ended September 30. It is a
mid-cycle process for reviewing and tracking achievements thus reducing the scope for year-end
surprises.
The Mid Year Review does not result in a performance score and will be treated as a
'course
correction mechanism" wherein the Appraiser guides the Appraisee on whether the Appraisee is
on track to achieve the Performance and Development Plan finalised in April. The Appraisee is
able to incorporate these inputs to ensure achievement.
Mid Year Review begins with the Appraisees? Self-Appraisal. In his self-appraisal, the
Appraisee will comment on his/ her current level of achievement on KRAs, which will then be
discussed with the Appraiser for his feedback and inputs. During this phase, the Appraisee also
identifies both behavioral and functional competencies for his Development.
Mid Year Review Process
Submits
Creating the Development Plan using "Competencies and Development Plan Section"
Development Planning in MAP focuses on building Individual Capability using Competencies.
From the list of Functional & Behavioral Competencies identified for the function, the
Appraisee will identify a minimum of one and maximum of three competencies during this
Phase. These will be taken as training requirement which will be met in the following year. The
urgent functional competencies will be arranged internally by the department.
Documentation of the Performance Discussion & completing the Competency Section
concludes the Mid-Year Review Phase of MAP.
Appraise does self
review of KRAs &
identifies
Competencies for
Development
Appraiser gives
his comments &
feedback
Mid Year
Review
Completed
FINAL REVIEW
The Final Review Phase will begin with the Appraisees? self-appraisal wherein he/she gives the
assessment of Target Achievement on each KRA defined in the Performance Plan (Part-A).
The Appraiser will review the outcomes of self-appraisal and give his own assessment of the
achievement of the targets in the performance plan for each KRA. In addition, he will also give
his assessment on the Skills/ Competencies defined in Part B.
Final Review Process
Appraisee
Does Self
AssessmentOR
Submits
Appraiser
gives his
assessment of
KRAs & Part B
Sends
back
Appraisee
gets to
see
Appraiser's
Assessment
of KRAs
Accepts
OR
Rejects
Reviewer
Gives Final
Assessment
on KRAs &
Part-B
oeKeRAssrf j
Discussion
Requests Discussion
after
discussion
Part B
Final Score of MAP
Part-A is
communicated to
Appraisee along with
skill/competencies for
development.
Final Composite Score
gets calculated in the
system after allotting
weightages to Part-A
and Part B, also taking
into account Deduction
of Marks for Late
Submission of Part-A, if
any
Accepting Authority
(PG/Function Head
or Unit Head, as the
case may be) does
Final Assessment of
Part B
After appraisal by Appraiser, the plan will come back to the Appraisee for his acceptance
of the assessment done for KRAs (the assessment of Part B will not be visible to the Appraisee). If
the Appraisee feels that his Appraisers' Assessment is correct, he can „Accept? and forward it to his
Reviewer. However, in case of any issues regarding the assessment, the Appraisee can request
for a "Discussion" with his Appraiser. After the discussion, the Appraiser will finalize his
assessment and send it back to the Appraisee. The Appraisee at this stage can either ?Accept?
the assessment or „Reject? it. In either case the plan will go to the Reviewer with the
appropriate message for his final assessment.
The Reviewer will then give his assessment on the KRAs which will form the basis for
calculation of the Consolidated Score of MAP for the individual. He will also give his
assessment on the Skills/Competencies specified in Part B. Thereafter, Part-B alone will travel
forward to the Accepting Authority for his final assessment. Once this stage is complete, the
Composite Score will get calculated in the system. The Final Performance Score of MAP (Part-
A) will be visible to the Appraise on his dashboard under the link „Final Review?. Also visible
will be those Competencies of Part B in which he has been given a final score of „2? or less on a
five point scale. The feedback during midyear Review will be taken into account to significantly
add value to the Final Review. The Appraise’s self-appraisal will not directly contribute to the
Performance Score but will be viewed as the Appraise’s opportunity to share his/her perspective
on his performance. Feedback and Coaching by Appraiser will be a key component of the Final
Review as this serves as an important input into the next cycle?s Plan.
TOOLS OF MAP
The following tools are used in the MAP:
1. Rating Scales.
2. Competencies and development plan.
1. RATING SCALES
Performance defined in MAP will be evaluated using 5-point Rating Scales. These Rating Scales
will be used to assess the extent of accomplishment on KRA Targets, Routine Responsibilities
and Competencies.
One common scale will be used for assessing accomplishment on KRAs and Routine
Responsibilities, while another scale will be used for assessing accomplishment on
Competencies.
Rating KRAs and Routine Responsibilities
KRAs and Routine Responsibilities have a 5-point scale where each rating has been articulated
and explained.
Rating Competencies
The 5-point Rating Scale for Competencies is different from the one used for KRAs and
Routine Responsibilities.
The Appraisee will be evaluated on all Competencies in the URR using the Competency
Scale.
Each Rating on the scale has been articulated to describe the extent to which an
Appraisee has displayed the behaviors described in the required Proficiency Level of the
Competency.
Based upon the behaviors observed, the Rating that best describes the set of displayed
behaviors is chosen as the Rating on that Competency.
2. COMPETENCIES AND DEVELOPMENT PLAN
Competencies
Competencies are skills and abilities described in terms of behaviors that are
coachable, observable, measurable and critical to individual performance skills.
Competencies form the foundation of "what" capabilities are required for the successful
execution of roles and responsibilities, thereby driving functional, unit and organization
performance.
Competencies have been classified into two:
a. Behavioral - Are Competencies that define behaviors or attitudes required for
performing certain jobs.
b. Functional / Technical - Competencies which relate to knowledge and skill required
for performing the job are called technical /functional competencies.
1
Significantly
Below
Expectations
5
Significantly
AboveExpect
ations
4
Moderately
AboveExcep
tations
3
Meets
Exceptations
2
Moderately
Below
Expectations
Accordingly, there are two sets of Competency Masters in MAP:
a. Behavioral Competency Master
b. Functional Competency Master
The „Behavioral? Competency Master comprises a list of 18 competencies which are common for
all Functions.
The „Functional? Competency Master comprises Function-wise list of Competencies pertaining to
each function.
Development Plan
The Development Plan Module has been provided with the Mid Year Review Phase
when the individuals will identify their development needs for the next year from the two sets of
Competency Masters. The unit HRDC/HRDI will take inputs from this module to organize
group training programmes in the subsequent year. Training needs which need to be fulfilled
immediately can be arranged for by the concerned departments.
The Appraisee will be required to select a minimum of one Competency
from each of the two Masters, and a maximum of three Competencies from both Masters put
together. These would be competencies which the individual would like to develop/ improve
upon for better performance on the job.
BEHAVIOURAL COMPETENCIES OF MAP
1. Planning and Organizing
2. Initiative
3. Commitment to Quality
4. Creativity and Innovation
5. Interpersonal Relations
6. Cost Consciousness
7. Strategic Thinking
8. Customer Focus
9. Decision Making
10. Risk Taking
11. People Capability
12. Analytical Ability
13. Communication Skills
14. Teamwork
15. Achievement Orientation
16. Negotiation Skills
17. Problem Solving
18. Knowledge of Business Environment
Part B- SKILL/ COMPETENCY ASSESSMENT
The Objective of Part B is to assess the Skills/ Competencies possessed by individuals and
factor in this assessment for the purpose of Promotion decisions.
There are two sets of Skills/ Competencies mapped to different levels of executives as follows:
E1A to E5 Skill/ Competency Set-1
E6 & E7 Skill/ Competency Set- 2
The weighted average score of Part-A and Part-B will give the Composite Score of the individual
for that year which will be reckoned for promotion purposes only. The following weightages
operate between Part-A (kRAs) and Part-B (Skills and Competencies) while calculating the
Composite Score:
EXECUTIVE WEIGHTAGE OF PART-A WEIGHTAGE OF PART-B
BAND (KRAs of e-MAP) (Skills/ Competencies)
E1A to E3 80% 20%
E4 & E5 70% 30%
E6 & E7 50% 50%
The following formula is used to arrive at the Composite Score:
(Score of Part-A * Weightage of Part-A) + (Score of Part-B * Weightage of Part-B)
The Score of 'Part-A' will constitute the 'Performance Score' of the individual for the year
whereas the weighted average Score of 'Part-A' and 'Part-B' will constitute 'Composite
Score' of the individual for the year.
The Authorities for Assessment of Part-B for various levels of executives are:
For E6 & E7
Appraiser Reviewer Unit Head
For E1A to E5
Appraiser Reviewer PG/Function Head
Unlike Part- A, there is NO „Self Assessment? of Part-B by the Appraisee and the score of Part-B
as also the Composite Performance Score of Part-A and Part-B will not be shared with the
Appraisee. The ratings will be given on a scale of 1-5. 5 being the best and 1 being the worst.
Any Competency getting a rating of 1 or 2 will be displayed to the Appraisee as an area for
development.
LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR EXECUTIVES
IN GRADES E1A TO E5
(On a scale of 1 to 5 - 5 being the best and 1 the lowest)
SKI LLS/COMPETENCI ES
1) Functional / Technical Knowledge: Possesses knowledge related to function, understands and
appropriately applies technical ability related to functional / technical expertise.
2) Leadership: Motivates & develops individuals. Encourages team members in decision making.
3) Interpersonal Relations & Team playing: Sensitive to the needs and problems of others.
Collaborates with colleagues to seek solutions that are beneficial to the team. Supports
others?contribution and helps in achievement of teams? goals.
4) Analytical ability: Displays the ability to analyse information and draw logical conclusions.
5) Openness to continuous learning: Assesses and recognizes own strengths and weaknesses; pursues
self-development.
6) Communication: Displays skill to give and receive instructions accurately; has ability to present
issues lucidly and share information with all concerned.
7) Initiative & Resourcefulness: Able to act effectively / imaginatively to accomplish mission ; takes
initiative to solve problems/ improve processes.
8) Achievement / Result orientation: Displays zeal to achieve by aggressively and passionately
pursuing targets which have a standard of excellence.
9) Sense of Responsibility / Tenacity: Meets targets; shoulders responsibility; minimal follow-up
Required.
10) Quality of work: Displays thoroughness, accuracy and general excellence of output ; produces work
free from errors; shows consistency of output under varying conditions.
11) Customer Focus & Service Orientation: Displays ability to strive for success of both internal
&external customers through high responsiveness and delivering value.
12) Administrative / Executive ability: Displays ability to objectively view administrative situations and
demonstrates courage in enforcing financial and personal discipline; has ability to appraise
subordinates objectively.
13) Decision Making & Flexibility: Displays ability to diagnose and analyse problems and generate
effective solutions by taking practical and calculated decisions; is open and flexible when required.
14) Planning &Organising: Displays ability to plan dynamically and implement the same for achieving
desired goals.
15) Creativity & Innovation: Develops new insights into situations; encourage new ideas and
innovations; solves problems creatively.
REPORTING / REVIEWING / ACCEPTING OFFICERS : -
The Performance Appraisal will be made by made by Reporting Officer, reviewed by a next
higher officer called Reviewing officer and accepted by next higher officer unit head called the Accepting
officer. However, in respect of personnel staff like PA, PVT. Secreatary/ steno, Driver etc. attached to any
officer. The concerned officer shall be the Reporting, Reviewing and Accessing officer. The company
secretary will be Reviewing officer and Accepting officer in respect of staff under his control.
LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR EXECUTIVES IN
GRADES E6 &E7
COMPETENCIES
1 Business Environment Knowledge: Knowledge and understanding of economic, legal, socio-
political trends.
2 Profession Specific Knowledge: Knowledge related to profession as a whole. Knowledge which
is determined by authority & responsibility of other positions, knowledge of mission, values and
standard operating procedures, policies.
3 Making Business Decisions: Use business related data to sport effective and timely business
decisions by *Systematically gathering relevant business information *Identifying the strengths
and weaknesses of a particular business line *Recognizing opportunities or threats and acting on
them rapidly *Using business facts collected in daily decision making.
4 Vision: Develop a vision for the future of the organization by : *Grasping the meaning of trends &
interrelationships between the organization and its environment at the local, national and
international level *Identifying fundamental values and beliefs to guide the organization into the
future.
5 Systematic Thinking: Identifying connections between situations that are not obviously related
*using common sense, past experience and basic rules to identify key underlying issues
*Generating and testing hunches which may explain complex situations or problems.
6 Networking: To cultivate an informal network which may help to get things done through
*Developing contacts with people outside of the immediate work Unit *Using networks as a
source of information & support.
7 Organizing Resources: Ensure that all financial, personnel and/or other resources are in place to
meet needs by *Identifying and acquiring the resources. *Allocating and utilizing the resources in a
timely and cost effective way *Monitoring and controlling all resources required to maintain the
efficiency of operations.
8 Inspire People: To generate a sense of purpose for the work done by the organization instilling
enthusiasm, loyalty and commitment among team members at all levels of the organization
*Inspiring, motivating and guiding others towards organizational goals and objectives *Setting an
example for others by behaving in ways that are consistent with espoused beliefs and values and
the organization?s vision and direction.
9 Team Player: To contribute to group objectives in a team environment through *Cooperating and
acting well with others *Contributing actively and fully to team projects *Workincollaboratively as
opposed to competitively with others *Acknowledging diverse opinions, addressing relevant concerns
and working towards consensual solutions that enhance the output of the team.
LIST OF VALUES TO BE ASSESSED FOR EXECUTIVES IN
GRADES E1 TO E7
VALUES
1. Fairness: Decisions are made objectively, free from patronage and reflect the just treatment of
employees and applicants.
2. Transparency: There is open communication about every aspect of managerial decisions which
concern people.
3. Trust: Trustworthiness leading to confidence *Allow staff the freedom to grow and develop
*Relate to others on the basis of mutual respect * Courage to stand by ones convictions.
4. Candour: Frank and forthright *Give and receive constructive criticism/suggestions *openly
discuss performance deficiencies and take corrective action *Appreciate good performance *Be
consistent in words and deeds *Face up to ones mistakes.
5. Collaboration: Working in tandem * Open in sharing information and in seeking suggestions /
opinion * Sensitive to concerns of others * Honouring commitments *Encourage team work
across departments / functions.
6. I nvolvement: Total commitment *Be dedicated and committed to work. *Build commitment by
encouraging wide participation in decision making process to the maximum extent possible.
7. Flexibility: Ability to participate and adapt to changing circumstances using sound judgement
*Open to accepting new ideas * Willing to learn from anyone and to do things differently
*Prepared to operate and adapt to different environments.
8. Willingness to accept challenge:*Be willing to experiment*Allow for freedom to fail, but learn
from it too.
9. Discipline: Adherence to accepted norms *Honour promises and adhere to agreed system
Respect for others time and space * Exercise self control.
10. Ethical Behaviour : Demonstrate honesty and sincerity in every action *Apply sound business
and professional ethics *Show consistency with principles, values and behaviors
PROFILE OFHRD DEPARTMENT
INTRODUCTION
No organization, either industrial or service or service can run without the human
beings and the same fact has been rightly pointed out by the management out of the five m?s in
industry, man play a vital role, because of the complex nature of human beings inside and
outside the workplace. Human resources in any organization can never be manipulated so
easily like other resources, man power in any industrial undertaking can never be regulated or
administered in a stereo type system, because the socio – economic and political attitudes of
individuals differ from personality to personality. Hence, managing human resource in any
organization not easy task. In order to regulate and administer the human resources in any
industrial skills are required and for that each and every organization has a separate
department is named after either personnel department or human resource department.
OBJECTIVE OF THE HRD DEPT
The main objectives of the HRD dept are as follows:-
To attract and secure appropriate people capable of performing effectively the
organization?s specific tasks.
To utilize the HR effectively.
To generate maximum individual development of people within the
organization?s studying up into the function of the personnel management are
generally found its dealing with hiring or firing of men forecasting to separate.
Further the personnel management function can be broadly classified into 2 parts i.e,
Managerial function which includes function that planning, organizing, staffing,
directing, co-ordinating, controlling, reporting and budgeting etc.
Operative function which includes the activities specially dealing with
procurement, development compensation, integration and maintenance of
efficient work force.
HRD WING OF OHPC LTD :-
HRD department plays a key role in controlling the overall administration of the
organizational activities in anu organization. Generally the internal organizational structure of
HRD dept varies widely from company to company depending upon their size. Some time in
some organizations we find that personnel functions are handled by the department without
having recognition, but in larger organizations separate departments is invested with
responsibility of regulating human resources. The position is under the president ( GM ) of
the organization & manager of HRD always report to CMD of OHPC LTD. HRD wing is
constantly striving to bring improvement in employee performance motivation & work culture.
HRD DEPARTMENTS IN UKHEP, OHPC LTD:-
HRD department of UKHEP, OHPC LTD., was formed in 2002. But the
formation of HRD wing of OHPC LTD, was on 1
st
Apr 1997. Since the date of its formation
the unit enjoys the services of personnel department. Specifically created to look after the
human factors engaged both at corporate level as well as unit level. The personnel department
or HRD department of UKHEP, OHPC LTD., is headed by the deputy manager ( HRD ).
There are 2 assistant managers to help the DM. (HRD) i.eAM(HRD) & MT (HRD).
FUNCTIONS OF HR DEPARTMENT:-
The various units of the HR department who carry out the respective
responsibilities & functions are as follows:-
Responsibilities of UKHEP, OHPC LTD:-
Functionally report to unit director HRD
Administratively direct to unit head.
FURNCTIONA OF HRD DEPATMENT
Personnel functions
? Implementation of personnel policies and rules
? Manpower planning including recruitment & selection
? Retirement and superannuation
? Salary and other benefits
? Personnel records
Industrial relations & welfare
? Industrial relations
? Contract labour
? Welfare activities
Other functions
? General administration
? Estate
? Legal
? Public relation
? Training & development
? Security ( except Power House & Switchyard )
HRD POLICY..............
OHPC LTD. has its own codified HRD policy, which is circulated in the form of
a service manual or rules & regulations. The various function in HRD department are carried
as in a line with the guidelines provided in the policy. The board of directors of the company
formulates this policy. Service Rules & Regulation are provided for executives & service
manual for non-executives.
SCOPE OF POLICY
The HRD policy covers the area of man power planning, tecruitment,
maintenance function, legal case matters, training & development etc. which emphasized on
human resource development of the organization regards its employers as assets & HRD
Department of UKHEP, OHPC LTD., also covers these area like entire
establishment(personnel file, leave register, service rule), industrial relation, public relation and
keep on upgrading their skills, knowledge and compliance to move the human potential with
the organization needs.
STRUCTIRE OF HRD DEPT.. OHPC LTD. AS ON (01.06.2014)
DIRECTOR (HRD)
CHEP,CHIPLIMA
AM(HRD)
UIHEP,MUKHIGUD
A DM(HRD)
AM(HRD)
MT(HRD)
BHEP,BALIMELA
AM(HRD)
MT(HRD)
DGM(HRD)
MT(HRD)
AM(HRD)
DM(HRD)
AGM(HRD)
MANAGER
(HRD)
DM (HRD)
AM(HRD)
HHEP, BURLA
DY.MANAGER
(HRD)
MT(HRD)
UKHEP,BARNIPUT
DM(HRD)
AM(HRD)
MT(HRD)
REEP,RENGALI
AM(HRD)
RESEARCH METHODOLOGY
The research design in my case was exploratory research design, which is also known
Formulative Research Design.
The main purpose of my study was getting the opinion of people regarding the performance
appraisal system and what are the problems which are faced by the appraisees and the appraisers.
The research design in my study was flexible to provide opportunities for considering different
aspects of the problem under study.
Types of Data collected:
•Primary: First hand information was received from the employees through questionnaires and
personal interviews.
•Secondary: The data from internet was collected to get a better insight and the
company?smanual.
SIMPLE RANDOM SAMPLING:
Simple random sampling refers to the sampling technique in which each and every item of the
population is given equal chance of being included in the sample.
Random sampling is sometimes referred to as REPRESENTATIVE SAMPLING. If the sample
is chosen at random and if the sample is sufficiently large, it will represent all groups in the
population. A random sample is also known as PROBABILITY SAMPLE because every item of
the population has equal opportunity of being selected in the sample.
CHAPTERIV
DATA ANALYSIS
Question no 1: Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]
If No, then why ??????????..
FIG. 1.01
Interpretation: More than half of the employees are satisfied with the present performance
appraisal system. The employees who are not satisfied are mainly from E-1 to E-3 level.
Question no 2
o you think the present system is effective / better than the previousappraisal system?
(a) Yes [ ] (b) No [ ]
FIG. 1.02
Interpretation: 70% of employees think that the current system (e-Map) is better than the
previous system (ACR) because earlier their result was totally confidential and was not known to
them.
60
40
YES
NO
70%
30%
YES
NO
Question no 3: Are you aware about the modern techniques used in performance appraisal?
(a) Yes (b) No
FIG. 1.03
Interpretation: 60% of the employees think that this system reduces biasness because the KRA
evaluation is transparent to each appraisee.
Questionno4: As an appraisee do you face any problem while selecting the KRAs?
(a) Yes [ ] (b) No [ ]
FIG. 1.04
Interpretation: 80% executives have no problem in selecting the KRA?s because everything
is completely elaborated and they are given choices to choose among many of their caliber.
60
40
Yes
No
80
20
YES
No
Question no 5
oes your appraiser help you in selecting the KRAs?a) Agreed ( ) (b) Not agreed( )
FIG. 1.05
Interpretation: 85% executives are helped by their appraisers in selecting KRA?s. This
shows the good inter personal relationship between the appraisee and the appraiser.
Question no 6: Proper Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]
FIG. 1.06
Interpretation: Only 25% executives feel that the present list of KRA?s doesn?t cover all
aspects of their job. The Executives which are under grade E1- E3 are unsatisfied.
85
15
Agreed
Not
agreed
74%
26%
Yes
No
Question no 7: Does Do you think the part B of e-map system should be transparent to an
appraisee?
(a) Yes [ ] (b) No [ ]
FIG. 1.07
Findings: 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: Do you get any formal feedback regarding your performance?
(a) Yes [ ] (b) No [ ]
FIG. 1.08
Interpretation: 70% executive says that they get the formal feedback regarding their
performance by their superiors regularly while carrying out their work.
65
35
YES No
70
30
Agreed
Not agreed
Question no 9:Are any steps taken to improve the performance if not up to the mark?
(a) Yes [ ] (b) No [ ]
If yes, then what????????????????.
Fig. 1.09
Interpretation: 30% executives say that the proper training is given to them for upgrading their
job whenever required.
Question No 10
o you find these steps effective / useful in your job?(a) Yes [ ] (b) No [ ]
FIG. 1.10
Interpretation: 65% executive feels that these steps are useful as they develop their skills and
competencies.
65%
35%
Yes
No
30
70
YES No
RESEARCH FINDINGS
Most of the appraisees find problem in selecting their KRA?s.
Some appraisers don?t help their appraisees in selecting the KRA?s as they think
its not their work.
Formal feedback is given by the appraisers on day- to- day basis.
Job related training is given to the executives and they think it really helps them in
their further growth.
Most of the executives are satisfied with the current scenario of performance
appraisal as compared to older one.
CONCLUSION
From the research it has been concluded that most of the executives who are not satisfied
with the present performance appraisal system are the executives from E1 to E3 level as they think
it is quiet complicated. They find problems in selecting their KRA?s from the KRA master as there
are so many KRA?s and they have to select the KRA?s which are related to their work. Appraises
also want that the score of Part- B of E- Map should be known to them and the basis on which
their score is given. But appraisers feel that the score of Part B should not be known to appraisesas
the think it is the only way by which some how they can control the behavior of the executive.
Appraisersdon?t have any problem with this system as they are quite experienced.
Appraisers give proper feedback to their appraises on day today basis and proper training
or challenging tasks are given to improve their performance. mainly the formal training is given at
the time of joining the organization but if the employees face any problem later at the time of
their job, their superiors help them in resolving their problems at the same time.
But some appraises feel that they are not given proper feedback and even they don?t want
any feedback as they think that they know their work very well.
SUGGESTIONS GIVEN BY EMPLOYEES DURING SURVEY
? Performance Appraisal should be experience, work skill, labourism sincerity.
? Evaluation should be as per performance and shall not be biased.
? Valuation of performance should be done in each quarter.
? Appraisal should not be Bell Curve. It should be based on department/ individual either
1005 or 0%.
? Employee is the key resource of the organization. Hence employee satisfaction is the
key to success for the organizational growth. For employee satisfaction there should
be good incremental and promotional policies.
? Things carried out on paper should be followed/ implemented or at least can be tried.
? Performance Appraisal should be done by MBO (Management By Objective) /
M&M method of appraisal.
? Every employee should have a right of justification for his own roles , responsibilities
and designation.
? Organization must use 360 degree appraisal method because this method not only
includes the performance of an employee but his interpersonal skills also.
RECOMMENDATIONS/ SUGGESTIONS
1. This situation realizes that there were 20% of the employee who are unaware of the
performance appraisal report which will be reduced by providing them counseling.
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.
3. This shows there negligence towards there 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.
SURVEY QUESTIONS
1. Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]
If No than why ??????????..
2. Do you think the present system is effective / better than the previous appraisal system?
(a) Yes [ ] (b) No [ ]
3. Do you think the e-map system reduces biasness?
(a) Yes [ ] (b) No [ ]
4. As an appraisee do you face any problem while selecting the KRAs?
(a) Yes [ ] (b) No [ ]
5. Does your appraiser helps you in selecting the KRAs?
(a) Yes [ ] (b) No [ ]
6. Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]
7. Do you think the part B of e-map system should be transparent to an appraisee?
(a) Yes [ ] (b) No [ ]
8. Do you get any formal feedback regarding your performance?
(a) Yes [ ] (b) No [ ]
9. Are any steps taken to improve the performance if not upto the mark?
(a) Yes [ ] (b) No [ ]
10. Do you find these steps effective / useful in your job?
(a) Yes [ ] (b) No [ ]
11. As an appraiser what problem do you face ?
????????????????????????????????????
????????????????????????????????????
12. Suggestion as an appraisee
????????????????????????????????????
????????????????????????????????????
13. Suggestion as an appraiser
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????????????????????????????????????
Name : ???????????
Designation :???????????
BIBLOGRAPHY
1) Human Resource Management
by K. Aswathapa
2) Human Resource Management
by L. M. Prasad
3) Human Resource Management
by S. K. Gupta
4) Human Resource Management
byRobbinson
5) Human Resource Management
by C. B. Gupta
6) Human Resource Management
by C. V. Memoria
7) Human Resource Management
by R. Sharma
8) Human Resource Management
by B. Ghosh
doc_204841551.pdf