PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A UNIT OF NPCIL

A
PROJECT REPORT ON
“PERFORMANCE APPRAISAL IN NARORA ATOMIC POWER SATATION A
UNIT OF NPCIL”
In partial fulfillment in award of PGDM Two year Full Time Programme
Under the guidance of
Faculty Guide Company Guide
DR Vipin Jain Mr. P.S Tomar
ASSOCIATE PROFESSOR OF
MANAGEMENT STUDIES
MAISM
Submitted by:
SAURABH MITTAL
PGDM.
(2008-2010)
Maharishi Arvind
Institute Of Science And Management
Ambabari Circle, Ambabari, Jaipur-302023
Phone: 2335487, 2234216, Fax- 0141-2335120.
E-mail: maism@datainfosys.net Website: www.maism.com
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CERTIFICATE FROM THE FACULY GUIDE
This is to certify that Mr. SAURABH MITTAL of PGDM of session
2008 – 09 has completed his project study work as per the
requirement of PGDM program of MAISM, Ambabari, jaipur.
He has done his project on …PERFORMANCE APPRAISAL IN
NAPS(Narora Atomic Power Station) under my guidance. The work
is done only for academic purpose.
I am satisfied with his work and recommend its acceptance in the
partial fulfilment of the requirements for the award of PGDM course.
Date: Dr. Vipin Jain
Place: (Associate Professor Of
Mgmt. Studies)
MAISM,
Jaipur.
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AKNOWLEDGEMENT
For the compulsory vocational training for my course i.e. MBA I have selected NAPS
[NARORA ATOMIC POWER STATION]. It is a reputated public sector unit under
the DEPARTMENT OF ATOMIC ENERGY engaged in generation of electricity
through Atomic energy. During my training I have been associated with the different
sections of human resource department of NAPS and learned how these departments’
works. Firstly, I would like to thanks station director & training superintendent NAPS,
who permitted me to complete my training project at prestigious organization of India
i.e. NAPS.I would like to extend my thanks to MR P.S.TOMAR Manager HR for his
valuable time & guidance.I am very thankful to NAPS station management for
extending me a chance to do the project work on human resource management areas of
NAPS at their plant site.
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PREFACE
For the training I have selected Narora Atomic Power Station (NAPS) a unit of Nuclear
Power Corporation of India Limited (NPCIL). It is a reputed electricity generating
company. Though in power sector India has achieved a remarkable improvement, even
then we are producing only 25% - 30% of electricity of our requirement. In this
situation the role of nuclear power station becomes important as far as availability of
raw material is concerned in comparison to other sources of generation of electricity.
The reputed status, latest technology, bright future, good working environment etc. are
some important factors which has forced me to select a nuclear power station for
getting on the job training.
During my training I have been associated with different areas of human resource department
of Narora atomic power station (NAPS) and learned about how to bridge gap between
theoretical knowledge and practical working. Mainly I have experienced the working
of different HR sections and performance appraisal.
I would like to extend my thanks to the station authority and human resource officers.
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Executive summary
In the words of ROLAND BENJAMIN “ a performance appraisal determines who shall
receive merit increases , counsels employees on their improvement , determines training
needs ,determines promo ability , identifies those who should be transferred .”
Performance Appraisal is a Technique where the performance of an employee is evaluated on
a periodic basis. It refers to the process where the employee is evaluated on the basis of the
benchmarks defined by the company.
In this project I have tried to evaluate the employee performance in NARORA ATOMIC
POWER STATION on the basis of their tools and techniques provided. I have tried to
understand how the employees are evaluated and how deviations are corrected if found any.
I was mainly briefed about all various departments working under the HUMAN RESOURCE
DEPARTEMENT of NAPS.
I did an extensive study of the various aspects of how the employees were evaluated and
found major shortcomings which I have mentioned in the report that I have made.
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CONTENTS Pg.no.
 NPCIL, AN INTRODUCTION 7-13
 NAPS, AN INTRODDUCTION 14-17
 HIERACHICAL LEVELS AT NAPS 18
 NAPS,POLICIES 20-22
 NAPS,ACHIEVMENTS 23
 ORGANOGRAM –HR 28
 INTRODUCTION OF HUMAN RESOURCE DEPARTMENT IN NAPS 29-44
 ESTABLISHMENT SECTION
 SERVICES SECTION
 ESTATE MANAGEMENT SECTION
 LEGAL SECTION
 RECRUITMENT SECTION
 INTRODUCTION TO PROJECT TOPIC 45-53
 METHOD OF PERFORMANCE APPRAISEL IN NAPS/NPCIL 54-65
 PROJECT PROFILE 66
 TITLE OF STUDY
 OBJECTIVE OF SYUDY
 SCOPE AND SIGNIFICANCE
 RESEARCH 67-68
 DATA ANALYSIS 69-85
 SUGGESTION 86
 CONCLUSION 87
 ANNEXURE 88-91
 BIBLIOGRAPHY 92
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INTRODUCTION
TO
NUCLEAR POWER CORPORATION OF INDIA LIMITED
(NPCIL)
Page | 7

Organisation History:
The Atomic Energy Act was enacted in the year 1948 with the objective of providing
for the development, control and use of atomic energy for the welfare of the people of
India and for other peaceful purpose. In pursuance of the Act, the Atomic Energy
Commission was set-up in August 1948. The Atomic Energy Commission was
entrusted with the responsibility of policy making in the matter of atomic energy. It
was a latter decided that a separate Department, with full powers of a Ministry of the
Government of India, should be set up entrusting it with the responsibility of
development of atomic energy for peaceful purpose. Thus the Department of Atomic
Energy (DAE) came in to existence in August 1954 under the direct charge of the
Prime Minister.
The Atomic Energy Commission was reconstituted in 1958 with full executive and
financial powers. The major functions and activities of the DAE are Nuclear Power
Programme, Research and Development, Industrial and Mineral Sector Development,
Regulation and Safety and the management of the public Sector Undertakings set up
under DAE.
The responsibility for implementation of the Nuclear Power Programme was
entrusted to the erstwhile Power Projects Engineering Division
(PPED) which was later converted into the Nuclear Power Board (NPB) and now the
Nuclear Power Corporation of India Limited (NPCIL).
NPCIL was incorporated as a public limited company wholly owned by the
Government of India under the Companies Act 1956 and commenced its business
with effect from September 17,1987.
The board of director manages the company. In forming the company in1987, all the
asset ( with the exception of RAPS -1) of NPB were transferred to NPCIL with 50
percent of the assets being treated as equity and the remaining as loan in perpetuity
from the Government. RAPS-1, being the first pressurised heavy water, reactor, was
retained by NPCIL on behalf of DAE.
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The composition of the NPCIL Board of Directors is broad based .it includes
representative from BARC, Central Electricity Authority. Planning Commission,
Ministry of Environment and Forests etc.for effective interfacing with the Power
Sector as a whole in the country and also R&D sector of DAE.
The Registered Office of the Company is at 16 Floor, Center 1, World Trade
Centers ,Cuffer Parade Mumbai 400005 and its Corporate Office is at Nabhikiya Urja
Bhavan and Vikaram Sarabhai Bhavan , Anushaktinagar ,Mumbai 400094. The
authorized Share capital of the company is Rs.10145 crores as on 31.3.2007. Total
asset of the Company are in the order of Rs 33000 Crores
After formation of the Company a massive programme of setting up Nuclear Power
Reactor was launched. A focussed approach was adopted to have all-round
improvement in operation and maintenance, safety, finance, etc. which will also
generated internal surplus besides establishing the viability of nuclear power as along
term strategy. NPCIL has gained significant experience in setting up PHWRs and
operation them. This technology has achieved a state of maturity.
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06-May-2007220PHWRKaiga -3 Karnataka17.
18-August-2006540PHWRTAPS -3 Tarapur, Maharashtra16.
12-Sept-2005540PHWRTAPS -4 Tarapur, Maharashtra15.
23-Dec-2000220PHWRRAPS-4 Rawatbhata, Rajasthan14.
01-Jun-2000220PHWRRAPS-3 Rawatbhata, Rajasthan13.
16-Mar-2000220PHWRKAIGA-2,Kaiga, Karnataka12.
16-Nov-2000220PHWRKAIGA-1,Kaiga, Karnataka11.
01-Sep-1995220PHWRKAPS-2 Kakrapar, Gujarat10.
06-May-1993220PHWRKAPS-1 Kakrapar, Gujarat9.
01-Jul-1992220PHWRNAPS -2 Narora, Uttar Pradesh8.
01-Jan-1991220PHWRNAPS -1 Narora, Uttar Pradesh7.
21-Mar-1986220PHWRMAPS -2 Kalpakkam, Tamilnadu6.
27-Jan-1984220PHWRMAPS -1 Kalpakkam, Tamilnadu5.
01-Apr-1981200PHWRRAPS -2, Rawatbhata, Rajasthan4.
16-Dec-1973100PHWRRAPS -1, Rawatbhata, Rajasthan*3.
28-Oct-1969160BWRTAPS -2 Tarapur, Maharashtra2.
28-Oct-1969160BWRTAPS -1 Tarapur, Maharashtra1.
Date of Commercial
Operation
Capacity (MWe)TypeUnit-Location
OPERATING STATIONS
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ATOMIC ENERGYCOMMISSION
ATOMIC ENERGYREGULATORYBOARD
DEPARTMENT OFATOMICENERGY
R&D ORGANISATIONS
Bhabha Atomic Research
Centre, Mumbai
Indira Gandhi Centre for
Atomic Research,
Kalpakkam
Raja RamannaCentre for
AdvancedTechnology,
Indore
VariableEnergyCyclotron
Centre, Calcutta
Atomic Minerals
Directorate forExploration
&Research, Hyderabad
PUBLICSECTOR
UNDERTAKINGS
Nuclear PowerCorp.of
IndiaLtd.,Mumbai
IndianRare Earths Ltd.,
Mumbai
UraniumCorp. ofIndia Ltd.,
Jaduguda
BHAVINI
Kalpakkam
Electronics Corp. ofIndia
Ltd., Hyderabad)
INDUSTRIAL
FACILITIES
HeavyWaterBoard,
Mumbai
Nuclear Fuel
Complex,Hyderabad
Boardof Radiation&
IsotopeTechnology,
Mumbai
SERVICE
ORGANISATION
Directorate of
Purchase& Stores ,
Mumbai
Directorateof
Construction,Services
& EstateManagement,
Mumbai
GeneralServices
Organization,
Kalpakkam
Instituteof Mathematical
Sciences,Chennai
Instituteof Pharma Research,
Ahmedabad,
AtomicEnergyEducation
Society, Mumbai
Instituteof Physics,Bhubaneshwar
Mehta Research Institute of Maths&
MathematicalPhysics,Allahabad
Tata Instituteof Fundamental
Research,Mumbai
Tata MemorialCentre, Mumbai
Saha Instituteof NuclearPhysics,
Calcutta
Board ofResearchinNuclear Sciences
National BoardofHigher Mathematics
AIDED INSTITUTIONS
Page | 11

Principle and objective of nuclear power plants
Nuclear power plants generate electricity. The principle used is same as that in a thermal
power plant, with the difference that a nuclear plant uses uranium to produce heat
whereas a thermal power plant burns coal.
 Principle
Nuclear power generation utilizes the heat energy from the atomic fission of natural
uranium U-235 to produce steam. This steam in turn drives the turbo generator to
produce electricity.
 Objectives
• To maximize generation (2891 Mus or More) and capacity utilization (75% or more)
in a safe manner.
• To minimize the number of forced outages to as low as responsible achievable.
• To minimize outage period for planned maintenance and at the same time achieving
the maintenance objectives.
• Planned implementation of conditions monitoring in service inspection, modification
and upgrading program in an optimal manner during planned maintenance outages.
• To minimize radioactivity release to as low as reasonably achievable.
• To minimize radiation exposures to as low as reasonably achievable.
• To minimize heavy water losses to as low as reasonably achievable.
• To progressively optimise inventory levels.
• To progressively achieving energy conservation in an efficient manner.
.
Page | 12

AIM, MISSION, VISION
AIM
One of the chief aim of department of atomic energy (DAE) is development of
nuclear energy for economic power generation as an alternative source of electric
power when in due course the conventional sources [hydro and thermal] will be
exhausted in the country.
MISSION
"To develop nuclear power technology and to produce nuclear power as a safe,
environmentally benign and economically viable source of electrical energy to meet
the increasing electricity needs of the country."
VISION
Achieve installed capacity of 20,000 Mw by the year 2020.
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INTRODUCTION
TO
NARORA ATOMIC POWER STATION
(NAPS)
Page | 14

Narora Atomic Power Station
NAPS, Distt.Bulandshahr, (UP)
Narora is a small religious town in Bulandshahr District of Uttar pradesh situated on
the banks of the Ganges- the most sacred river of Hindu mythology and is
approximately 150 km from the national capital, Delhi. The nearest population center
is Aligarh, which is 60 km away from the plant site.
The station is connected to high voltage network through five 220 kV lines, one to
Moradabad, one to Harduaganj, to simboli & two to khurja. It is designed for base
load operation as a commercial station.
A NAP is the 4th
nuclear power station in the country and the first indigenous nuclear
power plant in India. The station has two pressurized heavy water reactors with an
installed capacity of 220 Mwe each using natural uranium as fuel. The Indian
engineers and scientists have done the execution of the project, including design,
engineering, erection, commissioning and operation.The generated electricity is being
supplied to the nine (9) neighbouring feeders in which up is the main state, through
northern regional electricity grid. Another important milestone in the Indian
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nuclearProgram achieved in NAPS is standardization of PHWR units, which is a
stepping stone to the future 500 Mwe units. The reactor use naturalUranium available
in India as a fuel & heavy water produced in the country as moderator and a coolant.
.
Narora atomic power station is an ISO 140001 and IS 18001 certified company. The total
manpower strength at NAPS is about 1165 employees.
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IMPORTANT DATES
PARAMETER UNIT-I UNIT-II
Foundation stone 4th Jan. 1974 4th Jan. 1974
Excavation started 15th Feb. 1976 15th Feb. 1976
Fuel loading 11th Oct. 1988 9th Aug. 1991
1st criticality 12th Mar. 1989 24th Oct. 1991
1st synchronisation 29th July 1989 5th Jan. 1992
Commercialisation 1st Jan. 1991 30th June 1992
ISO-14001 Certification 19th AUGUST 1999
IS-18001 Certification 6th Feb 2006

OBJECTIVES OF NAPS
1. To maximize the power generation and profitability from nuclear power stations in
operation with a motto of achieving the excellence in "safety first and production
next".
2. To increase nuclear power generation capacity in the country consistent with
available resources in a safe, economical and rapid manner in keeping with the
growth of energy demand in the country.
3. To continue and strengthen QA activities relating to nuclear power program within
the organisation and those associated with it.
4. To develop personnel at all levels through an appropriate Human Resources
Development (HRD) program in the organisation with a view to further improving
their skills and performance consistent with the high technology operations.
5. To continue and strengthen the environmental protection measures relating to nuclear
power generation.
6. To continue and strengthen the public awareness programmes for enhancing and
improving the public perception for Nuclear Power in the country.
7. To share appropriate technological skills and expertise at national and international
levels.
8. To bring about modernization and technological innovation in its activities.
9. To explore and promote participation of Indian Industry, SEB's and PSUs in the
nuclear power capacity addition programme by forming Joint Venture Projects.
10. To coordinate and endeavour to keep the sustained association
with the other units of DAE for necessary inputs.
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STAFF OF NAPS WITH CATEGORY EMPLOYEE GRADING: -
1. Administrative Staff
(a) ACCONTS
(b) HR SOURCES (i) DGM/Sr.Manager
(c) C&MM (ii) Manager
(iii) Deputy Manager
(iv) Asstt. Manager
(v)SRA-2,SRA-1(Sr. Asstt)
(vi) AG-3, AG-2, AG-1
(Assistant Grade)
(vii) Stenographer.
2. Technical Staff - (i) Scientific Officer (Engineer Category)
Grades- SO/B, SO/C, SO/D, SO/E,
SO/F, SO/G, SO/H.
(ii) Scientific Assistant (supervisory category)
Grades-SA/A, SA/B, SA/C, SA/D, SA/E
(iii)Technicians (working category)-
Grades- T/A, T/B, T/C, T/D, T/E, T/F,
T/G, T/H.
3. Auxiliary Staff- (i) Hospital staff (ii) Fire staff
(iii) Canteen staff (iv) Transport staff
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Entry Pay in the revised pay structure for direct Recruits appointed on or after
1.1.2006:
PB-1 (Rs 5200-20200)
Grade pay Pay in the Pay Band Total
1800 5200 7000
1900 5830 7730
2000 6460 8460
2400 7510 9910
2800 8500 11360
PB-2 (Rs 9300-34800)
4200 9300 13500
4600 12540 17140
4800 13350 18150
PB-3 (Rs 15600-39100)
5400 15600 21000
6600 18750 25350
7600 21900 29500
PB-4(Rs 37400-67000)
8700 37400 46100
8900 40200 49100
10000 43000 53000
12000 4700 59100
POLICIES OF NAPS
SAFETY POLICY
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Narora Atomic Power Station (NAPS), a unit of Nuclear Power Corporation of
India Limited (NPCIL), engaged in generation of electricity from Nuclear Energy at
Narora, is committed to perform all its Station operations with high degree of
technical competence and poised fail safe systems to ensure paramount safety at par
with International Safety Standards.
SAFETY OBJECTIVES:
• To maximize safety at all levels and at all stages in day-to-day Station activities.
• To adhere to commitments made in International Conventions on Nuclear Safety.
• To maintain effective communication, supervision and control for enhancing.
Safety
NPCIL is Committed to:
• Comply with applicable safety regulations & legislations
• Regular identification and assessment of Station Safety requirements.
• Extensive orientation and appropriate training to employees and others
involved in operations.
• Appropriate safety awareness to surrounding community.
QUALITY POLICY
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NAPS, a unit of Nuclear Power Corporation of India Limited (NPCIL), engaged in
generation of electricity from nuclear energy at Narora, is committed to perform all
its station operation with high degree of technical competence and poised fail safe
systems to ensure paramount safety at par with international safety standards.
Quality objectives:
• To maximize customer satisfaction at all levels.
• To attain and maintain high technical competence and professional standards.
• To provide continuous, efficient and effective services.
NAPS is committed to:
• Implement the policy and achieve quality objectives.
• Practice and maintain a documented quality system.
• Constantly endeavor to upgrade the knowledge and skills of employees.
• Provide a participative work environment to foster excellence and teamwork.
• Regular evaluation and improvement of quality in station operations and
services.
ENVIRONMENTAL POLICY
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NAPS, a unit of NPCIL, engaged in generation of electricity from nuclear energy, is
committed to operate the plant while striving for old class environmental
performance and safety standards. It is committed to be friendly with environment
and to pursue principles of “sustainable development” through environmental
protection and green belt development pro-actively.
• It manages its operations in an environmentally responsible manner and aim at
“prevention of pollution” through continual improvement in environmental
performance by setting, achieving and reviewing environmental objectives and
targets regularly.
• It complies with applicable laws, regulations and other requirements.
• It reinforces employee’s interest, trust, belief and commitment by training to
achieve continual improvement in environmental performance in all operations,
activities and services.
• It is committed to a cleaner environment.
RADIOLOGICAL POLICY
NAPS is engaged to put continual efforts in reduction of collective radiological
doses to occupational radiation workers and the public.
OBJECTIVE: To minimize the external and internal radiological doses of
occupational radiation workers, to as low as reasonably achievable (ALARA).
NAPS is committed to:
• Any job in radioactive area shall be carried out only if there is a net positive benefit.
• All jobs in radioactive areas shall be planned before hand.
• All individuals shall observe the prevailing instructions on radiological safety.
• Routinely carry out training and re-training of occupational radiation workers.
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ACHEIVEMENTS
• Honorable president of India, Dr. Abdul Kalam awarded NAPS the “Gold Shield and
Certificate for Outstanding Performance” the year 2001-2002 and 2002-2003.
• Power minister awarded the “Merit Certificate for Good Performance” for the year
2000-2001 and 2003-2004.
• Station was awarded “AERB industrial safety award” for the year 2001, 2002 and 2004
by atomic energy regulatory board of India.
• Safety Innovation Award 2005- instituted by safety and quality forum, the institution of
engineers (India).
• Green tech safety gold award by “Green tech foundation of India”
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•
INTRODUCTION
OF
HUMAN RESOURCE MANAGEMENT
NPCIL/ NAPS
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HUMAN RESOURCE MANAGEMENT STRATEGIES
IN PUBLIC SECTOR UNDERTAKINGS
INTRODUCTION
Management today has become the most significant part of an organization and it is
the basic function for the application of technology and utilization of human and
material resources in industry. Employee development in public sector undertakings
is very important growth. In view of the huge investments in PSE’s by the
Government the performance in Public Sectors will have a telling effect on the socio
economic growth of the Nation. Organisational set up of Public Sector Undertakings
should be planned and streamlined keeping in view the following national objectives
of he Public Sector.
• To promote economic development and growth.
• To promote self-reliance in strategic sectors and diversify the economy.
• To reduce regional and social imbalances.
• To generate surplus for reinvestment.
• These objectives can be achieved only when each of the public Sector Units are
converted into profit centres, which is the primary goal of the industry. The
attainment of the goal is only possible through HRD, which in other words means
achieving perfection in all areas of operation.
In a dynamic and fast changing world, organisations also have to be dynamic.
Organisations would like to grow in various ways and possess ability to respond
to its environment and may even like to have considerable impact on them. To
be able to do these, they should be able to induce dynamism through developing
human capabilities by applying HRM (Human Resources Management) strategies to
personnel Development strategies to personnel practices. HRM system aims at
developing and enabling capabilities of people in the organization.
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WHAT IS HRM?
Human Resource Management is a process not merely a set of mechanism and
techniques. It is needed by any organization / industry that wants to be dynamic and
growth oriented in fast changing environment and technological advancement.
Organisations can become dynamic and grow only through the efforts and
competencies of their human resources.
WHY HRM?
The existing systems of the personal management functions in the PE’s have been
reviewed with a view to improve the effectiveness’ of the system by emphasizing
HRM approach to these systems.
• Development of Human Resources.
• The organizational health and self-renovating capabilities (i.e. “attitudes,
knowledge, skill values) and industrial climate.
• Better utilization of manpower.
• To improve quality work life.
• To improve the feeling of commitment and involvement i.e. Total employees
involvement.
• To improve productivity.
HRM MECHANISMS
To achieve the HRM objectives in the PSU’s have included following mechanisms:
• Performance Appraisal.
• Potential Appraisal and development.
• Career Planning and Manpower Planning.
• Succession Planning, job rotation.
• Incentive Schemes, Suggestion schemes, Employee welfare.
• Quality of work life, Training.
• Grievance Mechanisms, Quality Circle.
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• Participation in Management,Reward,feedback
.
SCOPE
HRM involves long-term perspective, which visualizes change through involvement
and ownership of such changes by the participants. The HRM takes a positive view
of the people and their potential and tries to foster a climate conductive to growth and
development. Hence its scope is vivid to different fields and it fast changing up
management principles.
HRM BENEFITS
Following will be the advantages after implementing the HRM system:
• Improvement in productivity.
• Improvement in capabilities of the employees.
• Motivation factor will be high.
• Performance and potential appraisal system will improve.
• Creation of opportunities for advancement.
• Improvement in performance related reward systems.
CONCLUSION
Human Resource Management (HRM) itself becomes very broad based as stated by
enthemkuzhy wherein it is process undertaken to promote, the intellectual, more
psychological cultural social and economic development of the individual so as to
help him to achieve his highest human potential as resources for the country. It
means a total all round development of the person so that he can contribute his best to
the community and the nation. HRM is undoubtedly a universal panac Introduction
of Human Resource Management.
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HR department in NAPS
The HR department is divided into six sections.
These are as follows:-
1. ESTABLISHMENT SECTION
2. SERVICES SECTION
3. PUBLIC RELATIONS
4. ESTATE MENAGEMENT SECTION
5. LEGAL CELL
6. RECRUITMENT AND PROMOTION SECTION
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 ESTABLISHMENT SECTION
The employee in this section maintains the record of around each and every
employee. They maintain the record of the employee personnel information plus
whatever, benefits he has acquired out of the organization in terms of schemes
published by the NPCIL. These records are maintained in two books i.e.
(a) SERVICE BOOK: The service book contains the permanent entries
about the employee career progression details, the increment details, LTC
availed by an employee, insurance details and all important events taking
place during the service period.
(b) PERSONAL BOOK/FILE: This file contains the particulars of an
employee i.e. their bio-data, permanent and temporary addresses and all
the papers an employee has submitted to the organization for fulfilling
various terms and conditions and availing facilities.
The establishment section also administers the different schemes of NPCIL for its
employees such as-
(a) LTC (leave traveling concession) –
(b) Hostel subsidies
(c) Provident fund scheme
(d) It takes care of leaves and their encashment
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SERVICE SECTION
This section is for sanction of loan to an employee.so thatthey can meet there needs
And luxury of life.it also provide medical facilities to the employee
Several types of advances are as follows:
 Festival advances:
 Motorcycle advan
 Motorcar advance
 Bicycle advance
 Equipment advance
.GENERAL ADMINISTRATION
This section provides general facilities to the employees. The most important being
medical facilities. DAE provides medical facilities to all its employees under the
CHSS (contributory health services scheme) rule. The main functions of the general
section are as follows-
1. Maintaining discipline.
2. Issuing dress, shoes etc. to the employees.
3. Taking disciplinary actions if the employees are found doing
misconducts.
4. Issuing medical card to employees.
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MEDICAL FACILITIES UNDER CHSS RULE (NAPS)
CHSS SCHEME
Applicability
• Scheme applicable to those living in Narora and its surroundings.
• Claim not admissible under CS (MA) till they are in Narora / surroundings.
• Other station employees can avail OPD facility. On emergency inpatient treatment
can be availed.
• Spouse / family of the deceased employee who has rendered 1 year or more service
are eligible for availing CHSS facility. Scale of Pay of the employee will be the basis
of subscription.
• CHSS admissible to only trainees and not to their families. Stipend treated as pay for
the purpose of subscription.
• Eligible family members of the employees who expired before introduction of the
scheme in NAPS. Subscription payable from prospective date. Evidence that they
are bonafide members of the family to be produced.
• Treatment Outside Narora-Treatment from AMA (authorized medical attendant)
allowed. Entitlement regulated under CS (MA) Rules.
• Special facilities for chronic diseases.
• Charges from specialised Hospitals, approved by CHSS will be paid directly by
NAPS.
• Those who are referred outside Narora will be entitled to TA/DA as per NPCIL TA
Rules. [Only for chronic diseases].
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MEDICINES
• Medicines will be given free of cost on prescription of MO / Penal consultants /
Doctors of hospitals / nursing homes.
CONTRIBUTION
• 1% of basic pay will be contribution towards CHSS.
• For persons joined before 15th
of a month full contribution and after 15th
no
contribution towards CHSS.
IMPRESTS
• SD, NAPS will release the amount to recognised hospitals.
• Senior Manager (F&A), NAPS will have a watch over the amount released to
recognised hospitals.
ENTITLEMENT
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BASIC PAY TYPE OF
ACCOMMODATION
4590 or below General ward.
More than 4590 and below
8000
Room with 4 beds
More than 8000 and below
11500
Room with 2 beds
More than 11500 Semi Private ward.

APPLICABILITY
Retired employees should have put in minimum 5 years service. 1-year contribution
to be paid in advance. Pay 10-year contribution and avail life long CHSS facility.
 ESTATE MANAGEMENT
Estate Management is an important section in an organization. Every organization has an aim
to get maximum out of its employees. For this purpose it gives many facilities to them so
that, they can live happily and work happily. One of the important facilities is to provide
accommodation. Estate management does the job of providing accommodation to its
employees.
Accommodation Criteria:
For providing accommodation there are two factors, which are considered. One is type of
accommodation & another is eligibility of employees. When we talk of the type of
accommodation, area and facilities in a type of accommodation are considered. In the other
hand to consider the eligibility of employees their pay, date of joining, date of becoming
eligible for certain type of accommodation, date of birth and the important factors that are
considered. While considering accommodation for an employee his eligibility and type of
accommodation are correlated
DIARY AND DISPATCH
Diary means to receive the letters of different place, make entry about it in a register, get it
sorted out and distributed among reciepent. On the other hand in the work of dispatch, the
letters is entered in to a register, after that posted stamps are pasted on the letters which send
to the out of station places. It is send through post office, private courier. The letters meant
for different section of the organization are delivered by hand & it does not need and postage
stamp.
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At NAPS entries about received letters& the letter meant for dispatch are made in computer,
instead of paper & register besides posting of postage stamps on the letter to be dispatch is
done through with a machine called Franking machine.
 LEGAL CELL IN HR SECTION
According to government policy it’s mandatory to have legal section in every central
government enterprise and PSU’s therefore NPCIL also have legal section
Role of law officer in NPCIL
• To carry out the work related to legal matters in NPCIL
• To initiate proactive action to prevent litigation by advising various functionaries in
the corporation at the initial stages of decision-making process.
• To defend the litigation against the corporation by submission of appropriate
pleadings in consultation with the concerned functionaries
• To render the advice/opinion on various issues, as may be referred to the legal
group/law officers by different functionaries.
• To interact with corporate office regularly for advice and keep the corporate office
posted of the important legal cases and implement the decision of the corporation
involving legal issues at station level.
• To render professional assistance to the administrator/office-in-charge of the legal
cases in the station and to defend in the best possible manner the interest of the
corporation in all legal proceedings.
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• To co-0rdinte with counsel solicitors, advocates at the local level.
To render legal advice to the head of the deportment& administrator in their day-today
requirement on routine legal matter. To defend the legal cases arising in the corporation in
the best interest of the corporation.
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PUBLIC RELATIONS
Public relations and welfare activity are embedded part of the personnel
management. Public relation covers the area related with personals
engaged with organization as well as outside of the organization, which
involves liaison work and co-ordination etc. welfare activities are being
provided in this organization.
Various work which comes under this section:
INDUSTRIAL RELATIONS
• Unions / associations
• Grievance handling
• Dispute settlement
• Contract labors
• Strike related matters
• Workman’s compensation
• Monitoring activities
WELFARE ACTIVITIES
• Housing
• Education
• Health and family welfare
• Recreation, sports and cultural activities
• Transport facility
• Canteen and hostel
• Marketing, banking, postal facilities etc.
• Amenities co-operative
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PROTECTIVE SERVICES
• Security organization and planning
• Standing order
• Day –today problem and laps
• Needs and procurements
• Accident and safety
• Vigilance
• Civil defense
• Services of AERB- with regard to safety matters.
EXTERNAL RELATIONS
• Liaison activities – local administration, nagar palika, civil defense, CISF
and others.
• Public awareness
• Goodwill activities
• Environment protection
• Court cases/legal matters
• Law and orders
IMPLEMENTATION OF PROVISION OF VARIOUS LABOR LAWS
IN NAPS
• Trade union act, 1926
• Industrial employment act, 1946
• Industrial disputes act, 1947
• Workman compensation act, 1923
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• Minimum wages act, 1948
• Payment of wages act, 1936
• Gratuity act, 1972
RECRUITMENTSECTION
CONCEPT OF RECRUITMENT:
Recruitment is one of the most critical and important functions of HR in any organization
because unless the right types of people are hired, even the best plans of the organization will
not succeed. It is a ‘linking activity’ bringing together those with jobs and those seeking jobs.
It is the first stage in the process, which continues with selection and ceases with the
placement of the candidate.
In NAPS the recruitment section carries out the procedures for the promotion of the of
the employees, pay fixation, issue of confidential reports, reservation matters etc.
Recruitment procedure starts from HRP i.e. Human Resource Planning.it also takes
care of training and development
Human resource planning is the process of getting the right number of qualified people into
right job at the right time.
Planning is a process of preparing a set of decisions for action in the future. Human resource
planning may then be interpreted as a process of preparing a set of decisions on human
resources development for action by human resources in future.
Micro level Human Resource planning is made at the enterprise or company level. At this
level the forecasts are needed for planning recruitment, promotion and training. Forecasts
will have to be in greater details as well as precise. A well-defined manpower information
system built up on the basis of personal history record of each individual employee is a pre-
requisite for making detailed and precise forecasts at the company level.
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RECRUITMENT POLICY, OBJECTIVES AND RULES
Vacancies in various categories of posts may arise either due to additional sanction or
due to resignations, retirement etc., of existing staff. Whenever, new projects are started
induction of large number of persons are necessary. Once the vacancies have been identified
action has to be taken for filling the positions either by way of transfer, promotion or
induction. Before commencement of recruitment the following steps must be gone through.
1. Checking the job specification in terms of qualification and experience needs
norms.
2. Job description in terms of the work content.
Normally vacancies in A & B Groups are filled through open advertisements and C &
D Groups are filled through employment exchanges. In case of C & D Groups
recruitment notice needs to be published in the Employment news also. Other
channels of employment are detailed in the following sections. Suitable reservation,
relaxation of age and concessions have to be given for SC/ST, OBC, Physically
Handicapped and Ex-serviceman as per the provisions contained in the reservation
orders issued by the Government of India from time to time.
RECRUITMENT RULES:
Recruitment rules will cover the following aspects.
1. Designation and classification of posts, duration, scale of pay and mode of
filling up of the posts such as by direct recruitment, promotion, deputation and
absorption.
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2. Qualification, age, experience, length of service etc.
3. Reservation for specified categories, such as SC’s/ST’s, OBCs handicapped
personnel, etc., and exemption from reservation.
4. General conditions imposed by the constitution of India such a domicile,
bigamous marriage.
5. Promotional avenues.
6. Appointing authority.
7. Recruiting authority.
SOURCES OF RECRUITMENT
1 RECRUITMENT THROUGH EMPLOYMENT EXCHANGE
2 RECRUITMENT THROUGH OPEN ADVERTISEMENTS
3 RECRUITMENT THROUGH DEPUTATION FROM OTHER ORGANISATION
In recruitment through deputation an official from outside NPCIL is appointed for a
specified period by the end of which he/she may have to revert to his parent cadre.
Steps to be followed for appointment by deputation.
 Accurate assessment of the vacancies to be filled by deputation should be made once in a
year.
 Circulation of vacancies should be done to different probable sources of eligible
candidates.
 The minimum time allowed for receipt of nomination should be two months.
 The period of deputation shall be subject to minimum of two years extendable up to a
maximum of five years in all cases except for those posts where a longer period of tenure
is prescribed in the recruitment rules.
 Minimum age limit for appointment by deputation/absorption should not exceed 56 years
on the closing date of application.
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4 EXTENSION OF SERVICE OF SUPERANNUATED EMPLOYEE IN NPCIL/
REEMPLOYMENT
If the services of a NPCIL employee are required beyond the age of his
superannuating then either extension of service or reemployment is given to those
employees as the case may be. Criteria for extension/ reemployment are given below.
Proposals for extension/ reemployment of service beyond the age of superannuating
should not be ordinarily considered.
Extension/ reemployment of service can be justified only in very rare and exceptional
circumstances. Even in such cases, 62 years of age should be the deadline. The
overriding consideration for the grant of extension / reemployment of service is that it
must be clearly in public interest and in addition satisfy one of the following two
conditions:
 That other officers are not ripe enough to take over the job.
 That the retiring officer is of outstanding merit.
5 INDUCTION THROUGH BARC TRAINING SCHOOL
Bhabha Atomic Research Centre (BARC) conducts following training programmes/
Courses at their Training School.
 Graduate Engineering Training
 Orientation Course for Engineering Post Graduates (OCEP)
 Scientific Assistant Training in Health Physics.
After the training these trainees are absorbed to various Department of Atomic
Energy (DAE) organizations, including NPCIL.
6 INDUCTION THROUGH NPCIL STIPENDIARY TRAINING SCHEME
The Corporation has the following three stipendiary training programmes/courses for
induction of operation and maintenance personnel who need adequate technical
training prior to actual positioning on jobs.
Engineer Trainee
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Category I trainees (Diploma Holders), Category II Trainees (Operator Trainees)
 TRAINING & DEVELOPMENT
According to a Chinese scholar, ‘if you want to plan for a year sow seeds, if you
wish to plan for ten years plant trees, if you wish to plan for life time develop man.’
This statement highlights the importance of training man.
Training is a systematic process of learning a sequence of programmed behavior. It is
the application of knowledge. It gives people an awareness of the rule and procedures to
guide their barrier. It attempts to improve their performance or the current job and
prepares them for an intended job.
DIFFERENT TYPES OF TRAINING IN NAPS
 JOB TRAINING – Job training is given in different ways to make the workers
proficient in handling machines, equipment and materials so that operations are
smooth and faultless and accidents are avoided. This training is basically
necessary for the new employees.
 TRAINING FOR PROMOTION – The existing talented employees is given
adequate training to make them eligible for promotion to higher jobs in the
organization.
 EMPLOYEE’s TRAINING- employees’ training is organized by the department
itself. It is mainly for the re-orientation of the employees. Many trainers come
from different organizations and share their experiences on a regular basis; with a
condition that same topic cannot be reported up to five years.
 STUDENTS TRAINING – NPCIL as a public sector enterprise has social
responsibility to provide opportunities for the professional development of
students pursuing professional degrees/diplomas in recognized institutions.
Further as an organization it is committed to development of managerial skills and
scientific talents, NPCIL also support developmental studies and research, in the
fields relevant to the professional institutes to carry out project work/field work in
NPCIL.
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For this, every year NAPS issues a letter inviting applications from various
institutes for vocational training of the students.
Total number of trainees who can be permitted to carry out project work is 20.the training
is provided in various disciplines like mechanical, chemical, computers, human resource,
electrical, electronics, civil and finance.
The preference being given to employee’s ward.
In NPCIL no stipend is provided to the trainees.
 SAFETY TRAINING – with its motto ‘safety first, production next’. NAPS also
provides the safety training to its employees i.e. engineers, supervisors,
technicians, contract workers etc. there is
- Half day industrial safety training in every six months for 100% contract
workers.
- Radiation protection training for all radiation workers before putting them
on job.
- Mock up training for specialized jobs.
 INDUCTION TRAINING
1. Induction training is an essential constituent in providing the relevant exposures to the
employee who is either new to the organisation or new to a department through
orientation of the employee with the Organisation policy and goals, Organisation
structure and functions of various departments of the Organisation.
2. Induction Training is also a useful source of appropriate inputs and experiences from
a person who has come from a different set-up. The induction training can also help
the concerned department in learning from the past experience of the employee’s
previous organisation and embrace positive suggestion at the work place.
3. Corporate Training Group shall be responsible for providing structured induction
training for newly recruited engineering and other non-technical employees.
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4. For new recruitees belonging to other group either Corporate Office or the respective
unit shall provide the induction training depending on the place of initial posting of
the incumbent.
 ON- THE – JOB TRAINING – also known as ‘learning while earning’. Here, the
trainer trains the personnel in the actual work environment.
1. On the Job training enables the incumbent to develop specific skill pertaining to a
specific task through the physical performance of the job by the employee at the work
place over a specified period of time.
2. On joining, the Engineers, Scientific Assistants and the Tradesman are required to
undergo the rotational on the job training to familiarise on various facets of Plant
operation and maintenance.
3. In case of non- scientific and non-technical also where the job calls for relevant
specific skills to be developed the necessary on the job training shall be provided to
the incumbent.
4. The performance of the employee on the job shall be assessed and monitored through
a structured system.
 TRAINING ABROAD
NPCIL also nominates employees for training abroad. A Deputation Committee has
been constituted by CMD to review and examine the proposals submitted for
nomination for seminar/training/workshop abroad.
The Deputation Committee shall submit its recommendation to CMD after examining
the proposals.
Nominations may be approved by CMD based on the recommendation of the
Deputation Committee.
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INTRODUCTION TO TOPIC
PERFORMANCE APPRAISAL
In an informal sense, performance appraisal is as old as mankind itself. In a formal sense,
performance appraisal of an individual began in the wei dynasty (A.D 261 – 265) in China.
Where an imperial rater appraised the performance members of the official family. In 1883
the New York City Civil Services in the USA introduced a formal appraisal program shortly
before World War I. The US Army adopted the Man to Man rating system for evaluating
Military Personnel. This early appraisal was called Merit rating. In early 50’s, attention
shifted to the performance appraisal of technical professional and Managerial Personnel.
since then, the Philosophy of performance Appraisal has undergone tremendous changes.
Different expert have used different terms to describe this concept. The common terms used,
include Merit rating, behavioral assessment, employee evaluation personnel review, staff
assessment, progress report and performance appraisal.
Performance Appraisal is one tool available to successfully manage performance
management process.
Performance appraisal may be defined as “The process by which an employee’s
contribution to the organization during a specified period is assessed.”
Performance appraisal is an important strategic management tool.
Performance defined as :-
 Altitudes and traits
 Achievement of goals and outcomes
 Behaviours
Appraisal defined as :-
 Measurement of facts, figures and Means.
 Analysis of verifiable components of a given job.
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PURPOSE OF PERFORMANCE APPRAISAL
Purpose of Performance Appraisal
Evaluation Development
1) Evaluation :-
• Accurately measures performance
• Establishes performance standards that are clearly related to the organizations mission
and objectives.
• Develops employee where necessary or take corrective action where appropriate.
• Provide continuous feedback to employee about their performance.
2) Development :-
• Assist the training and continued personal development of an employee.
• Employee are more motivated committed and competent to achieve their work roles
and organizational goal.
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Use of Performance Appraisal
1. Performance Improvement
Performance appraisal helps in improving the performance of employee through work
planning, skill identification and potential development motivation, learning and
development activities are fulfill in employee’s performance.
2. Compensation Adjustment
When employees give superior performance are rewarded through increase in their
compensation to motivate them to further excel in their job. Performance appraisal
most popular differentiates compensation of employee for performance reason.
3. Information in accuracies
Performance appraisal provides opportunity to employees and their managers to share
information ideas, requirements, expectations and feedback to remove any
misunderstanding between the manager and the employee.
4. Placement division :-
Performance appraisal is a technique for making decision on employee placements
like promotion, demotion, transfer, relocation, reassignment etc.
5 Career Planning and Development
Performance appraisal give the original data and information about the current
performance level and development needs of employees. By this process we
identified the career planning and developmental need.
6. Staffing Process Deficiencies
By performance appraisal, we identifying the performance and potentialities for
future development of employees. So the accuracy and reliability of recruitment and
selection process can be judge. So the appraisal is test of reliability and validity of
selection process and appropriate adjustment can accordingly be undertaken.
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Advantages of Performance Appraisal
ADVANTAGE
Individual Team Organization
Level Level Level
Individual Level :-
• Recognition of past effort
• Development requirement can be uncovered
Team Level :-
• Alignment of effort with objective.
• Motivation of team members.
Organization :-
• Development of human resources.
• Achievement of key objective.
• Best and focused utilization of human resources.
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Factors Affecting Performance Appraisal
Motivating Reinforcement
Factors Affecting
Performance
Appraisal
Organization Behaviour Modification
Motivation :-
Motivation are the forces that energize direct and sustain a person efforts.
Motivated people with adequate ability and understanding of the job, will be more
productive.
Reinforcement :-
Behaviour followed by positive nature probably will be repeated. Reinforce led to
positive consequences that motivate behaviour.
Organization Behaviour Modification :-
Reinforcement in organizational setting can be used by people’s behaviour and
improves performance by systematically managing work area.
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BENEFITS OF PERFORMANCE APPRAISAL
Benefits to
Benefits of Organization
Performance
Appraisal
Benefits to
Employee
Benefits to Organization :-
• Documentation of performance appraisal and feedback may be needed for legal
defense.
• Appraisal provides a rational basic for constructing a bonus or merit system.
• Appraisal dimensions and standards can help to implement strategic goals and clarify
performance expectations.
Benefits to employee :-
• Performance appraisal is as important for good performers as for weak employee.
• Performance feedback is needed and desired for brining about improvement in
performance.
• Assessment and recognition of performance levels can motivate employee to improve
their performances.
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MOTIVATION
• Motivation refers to the driving and pulling forces which result in persistent
behaviour directed towards particular goals.
• Motives are influences from observations of behaviour. It is the powerful tools for
the explanation of behaviour and it’s allows us to make predictions about future
behaviour.
Maslow's Theory of Motivation
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PHYSIOLOGICAL NEEDS :- (PAY)
In the organisational physiological needs are represented by employees' concern for
salary and basic working conditions. It is the duty of managers to ensure that these
needs of the employees are met so that they can be motivated to strive for
gratification of higher order needs.
SAFETY NEEDS :- (Seniority Plans, Union, Severence pay)
Security needs in the organisational context correlate to such factors as job security,
salary increases, safe working conditions, unionisation, and lobbying for protective
legislation. Managerial practices to satisfy the safety needs of employees include pension
scheme, group insurance, provident fund, gratuity, safe working conditions, grievance
procedure, system of seniority to govern lay-off, and others.
LOVE AND BELONGING NEEDS :-
In the organisational context, social needs represent the need for a compatible work
group, peer acceptance, professional. friendship, and friendly supervision. Managers
do well to encourage informal groups. Besides, supervision needs to be effective,
and friendly behaviour with subordinates pays.
ESTEEM NEEDS :- (Titles, Status symbols, promotions)
Esteem needs refer to a employee’s need to develop self respect and to gain the
approval of others. Desires to achieve success, have prestige. Organization do many
things to satisfy their employee esteem needs.
SELF ACTUALISATION : (Lower, intermediate and higher needs of employees)
Self actualization refers to the need for self fulfillment by working at their maximum
creative potential, employee who are self actualized can be extremely valuable assests to
their organizations.
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MOTIVATION AND PERFORMANCE
Motivation is necessary for performance. If the employee do not feel inclined to
engage themselves in work behaviour, they will not put in necessary effort to perform well.
However, performance of an individual in the organization depends on other factors
too besides his level of motivation. Motivation work along with other factors to influence
performance is presented below :-
Motivation
Abilities Resources
Extrinsic
Performance Reward
Role of Perceptions Intrinsic
Sense of Competence
“Motivation – Performance Relationship”
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PERFORMANCE APPRAISAL IN NAPS/NPCIL
In NAPS performance of an employee is judged on the basis of CR i.e. confidential reports.
These reports are issued to the employees to fill them up in a prescribed time limit. Then,
these reports form the basis for the promotion, transfer of an employee.
• In performance appraisal, we evaluate the jobholders on the basis of his job
performance.
• Evaluation is done after the employee has performed the job.
• Appraisal is a continuous process and is undertaken every year.
• The concerned superiors and others who know about the employees concerned do
appraisal.
• Appraisal is undertaken by all organisations on regular basis.
• There are many objectives of appraisal: wage/salary increase, promotion/demotion,
transfers, assessing training needs.
AREA OF APPLICABILITY
1. As the performance of an organisation depends on the performance of its
employees, it is therefore incumbent upon the management of NPCIL to
embrace a system, which can effectively appraise the employee’s
performance. In NPCIL, the performance of every employee is assessed
annually through Confidential Report (CR), which provides the documentary
evidence of the basis for appraisal and is an essential inputs for identifying the
quality of employees as well as their suitability for career progression.
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2. The purposes behind performance appraisal system are as follows:-
a) The primary purpose is to assess the employee performance to check whether he has
attuned himself with the organisation and whether the employee has role clarity and renders
as expected out of him.
b) The second goal of the system is performance enhancement more than a mere
assessment. The basic need for improving one’s performance is to give him a feedback on
one’s performance. Communication of adverse entries to the employee is part of this
feedback system and hence it is very much necessary so that employee becomes aware of the
specific points on which he is required to improve upon.
c) The third goal of the system is to generate reliable data for training or such other
developmental efforts and to offer assistance to the employees for their improvement.
3. Confidential Reports which is the sole means of Performance appraisal in NPCIL
requires to be consulted at the time of consideration of the cases of employees for
i. Promotion
ii. Confirmation
iii. Deputation including deputation abroad
iv. Transfer
v. Review for retention in service
vi. Determining training needs for further improvement in performance
vii. Voluntary Retirement
viii. Resignation
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GENERAL INSTRUCTIONS
1. As confidential report is the reflection of the performance of the employee over a
period of time and the essential constituent in determining the suitability of an
employee in various service related matter hence effort needs to extended by the
Reporting, Reviewing / countersigning Officer to ensure that the confidential report is
clear, unbiased, prima facie and filled up with due care and attention. The Reporting,
Reviewing/ Countersigning Officers are required to follow the general instructions in
this regard as specifically mentioned in the confidential report format. The gist of the
instructions are given below:
The following are the general instructions to be observed by reporting, reviewing and
counter signature of officers in writing reports.
a) The confidential report needs to be filled up with due attention giving clear opinion
on the main points like character, integrity etc based on the employee’s performance
during the year.
b) Entries should be prima facie only. Remarks like “Doubtful Character”, “Complaints
received” etc. not permissible.
c) Good points mentioned should be supplied by details/events description. None should
be rewarded by excessively flattering reports, which are not based on facts.
d) Where justified, the Reporting officer shall record adverse remarks in the confidential
report.
e) Reporting, reviewing and countersigning officers should have familiarized with the
work of the official reported upon for at least three months during the period covered
by the confidential report. Where there is no reporting officer having acquaintance
with the work of the official reported upon, the reviewing officer may initiate the
confidential report provided he has been the same during the entire period of report.
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f) Cases when a reporting officer is a close relative of the official reporting upon, the
reviewing officer should take the role of Reporting Officer. If the reviewing officer is
closely related to the reporting officer, the role of the reviewing officer should be
transferred to the authority next higher up.
g) Where a reviewing officer is not sufficiently familiar with the work of the official
reported upon, it is the onus of the reviewing officer to verify the veracity of the
remarks of the reporting officer so as to ensure the objectivity of the confidential
report.
2 Confidential report of an employee undergoing sponsored programme of study has to
be written/assured based on the Performance Report received from the Institute where the
employee has undergone the sponsored programme.
3. In the Confidential Report of an employee pertaining to the period of his undergoing
studies on his own, a mention about the fact that the employee is undergoing studies
on his own need to be made.
4. Reporting/Assessment of the CR in respect of an employee, who was on leave for
long spell(s) during the reporting year, has to be done based on the following
guidelines.
a) Whenever leave is for a longer period, this has to be recorded in the
confidential report along with reasons.
b) In cases of very long periods of leave for medical reasons or otherwise the
nature of such absence/inability to perform may be recorded in the confidential
Report.
c) Unauthorized absences on the part of an employee must find an entry in the
Confidential Report together with details of administrative action taken on the case.
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COMMUNICATION OF DEFICIENCIES:
1. ‘Adverse Remarks’ means the defects, which, despite the counselling by the
Reporting officer, had persisted in the officer reported upon. Adverse remarks may be
made both on performance as well as basic qualities and potential, whether they relate
to remedial or irremediable defects.
2. All adverse remarks in the confidential reports of employees accepted by the
reviewing officer/countersigning officer should be communicated to the employee
concerned within one month of their being recorded by the Reviewing Officer.
3. The improvements made in the defects mentioned in the earlier report shall also be
communicated to the employee in a suitable form.
4. Great attention shall be paid to the manner and method of communication of adverse
remarks so as to ensure that the advice given and training or censure administered
whether orally or in writing shall, having regard to the temperament of the employee
concerned, be most beneficial to him. The communication should intend to make it
clear to the employee that he should take effort in trying to improve himself in respect
to those defects.
5. Remarks about the physical defects of the employee noted in the confidential report
need not be communicated while communicating the adverse remarks. The substance
of the favourable entries may also be communicated.
6. Disclosure of identity of superior officers who made adverse remarks is not
necessary.
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APPEAL:
1. Only one representation against adverse remarks (including reference to ‘warning’ or
communication of displeasure or reprimand, which are recorded in the confidential
report) is allowed. The time limit for such representation is one month from the date
of communication.
2. While communicating the ‘adverse remarks’ to the employee concerned, the time
limit should be brought to his notice. However, the competent authority may, in its
discretion, entertain representations made beyond this time if there is satisfactory
explanation for the delay.
4. Representation against adverse remarks will be made to the Competent Authority.
5. All representations against adverse remarks should be decided expeditiously by the
countersigning authority and in any case within three months from the date of
submission of the representation.
CONFIDENTIAL REPORTS
Purpose
To assess every year the performance of every employee of NPCIL/NAPS every year.
Scope
All employees of NPCIL/NAPS.
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Overall Responsibility
Sr. Manager/DGM (HR) at Unit
DGM (HR) at Corporate Office.
Details Of Procedure
 Dealing Assistant: Based on the schedule prescribed in the policy guidelines
prepares the blank CRs of concerned employee by filling up the following columns:
• Name of the official
• Designation and Post held
• Date of birth
• Whether official belongs to SC/ST (wherever required)
• Date of initial appointment
• Date of continuous appointment to the present grade
• Whether under probation
• If probation is over, date of closure of probation.
• Section in which served during the year/period of report.
• If in different section, period of service in each section.
• Period of absence from duty due to leave/training/ unauthorised absence during the
year/period.
• Fills up the above details from the data bank/register maintained in the section.
 Dealing Assistant: Prepares covering letter addressed to the Section Head under
whom the employee is working with a copy to the custodian of CRs and put up the
same for signature of AM/DM.
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 Asstt. Manager / Dy. Manager: Signs on the covering letter with due
verification, sends the same to DA.
 Dealing Assistant: Assigns despatch number to the correspondence and issues the
letter along with the blank CRs forms in a sealed cover.
Enters the event of forwarding of blank CR in the register and also post entry in the
reminder diary in order to inform the same to the Section Head when called for.
 Reporting Officer: Ensure that Self Appraisal portion (wherever applicable) has
been completed by the Officer reported upon properly. Reporting Officer shall
complete the reporting properly and forward to the Reviewing officer within the
schedule prescribed.
 Reviewing officer: Ensure that the Reporting Officer has completed all the
columns meant to be completed by him. If not, return the report to Reporting Officer
and get the same properly completed. Thereafter, complete the review. Reviewing
Officer shall also identify adverse remarks in the C.R, if any, required to be
communicated and then forward the C.R. to the countersigning Officer within the
schedule prescribed.
 Countersigning Officer: Ensure that the Reviewing Officer has completed all
the columns meant to be completed by him. If not return the report to the Reviewing
Officer and get them properly completed. Thereafter countersignature portion shall
be completed and the C. R. forwarded to the Final authority, if any or to the
custodian as the case may be within the schedule prescribed.
 Final Authority: Complete acceptance of the report and send to the custodian.
 Custodian: On receipt of the CRs, check whether the Reviewing Officer has
identified any adverse remarks to be communicated. If yes, take the necessary action
for communication of the adverse remarks, watch for representation against the
adverse remarks and process representation fothe decision by the authority next
higher to the countersigning officer.
Page | 62

 After decision on the representation is communicated, watch for any Memorial/
Appeal against rejection of the representation and process the same for decision of
the authority next higher to the authority which rejected the representation.
 At the end of the report following names and numbers are required: -
• Prepared by
• Reviewed by
• Approved by
• Issued by
• Issue No.
• Revision No
Page | 63

ASSESSMENT LEVELS OF SCIENTIFIC, TECHNICAL AND NON TECHNICAL
PERSONNEL
Level of
employee
Reporting
Officer
Reviewing
Officer
Next Higher
Officer
Countersigning/
Final accepting
Authority
Station Director Executive
Director(O)/
Director(O)
Director(O) - CMD
Chief
Superintendent
Station
Director
ED(O)/Director
(O)
Director(O) CMD
Superintendents Chief
Superintndent
Station Director ED(O)/Dir(O) CMD
SO/F & Above Immediate
Superior
Superintndent
Concerned
Chief
Supdt./Station
Director/
ED(O)/Dir(O)
CMD
SO/C to SO/E Immediate
Superior
Sr.Maintenance
Engineer or
equivalent
Chief
Superintendent
Station Director
SO/SB,
Scientific
Assistants/Fore
mans
Immediate
superior not
below SO/C
Next higher
officer above
the immediate
superior
S<E/Superinten
dent concerned
Chief
Superintendent
Technicians or
equivalent
Immediate
superior
Supervisor
Next higher
officer not
below SO/C or
equivalent
SME or
equivalent
Superintendent
or equivalent
Helper Immediate
Supervisor
Next higher
officer not
below SO/C or
equivalent
- Next higher
officer not below
SO/E or
equivalent
Page | 64

Addl.General
Manager
Site
Director/Statio
n Director
Edxecutive
Director/Direct
or
Director CMD
Dy.General
Manager
AGM/Site
Director/Statio
n Director
Site
Director/Statio
n Director
Executive
Director/
Director of
respective cadre
CMD
Sr.Managers DGM/AGM/G
M
Site
Director/Statio
n Director
Executive
Director of the
respective cadre
Director of the
respective cadre
Performance indictors and personal traits for(technical and non-
technical executive)
Performance indicators Personal traits
Intellect Punctuality
Knowledge Relation ship with fellow employee
Proficiency and maintenances Cooperativeness
Proficiency of typing and computer
application
Confidentiality
Quality of work Attitude to work
Productivity Intrigity
Work quality Self reliance
GRADING ON THE BASIS OF THESE PARAMETERS
Page | 65

Performance indicator and personal traits for (technical and non-
technical non-executive)
Performance indicator Personal traits
Thoroughness Discipline
Attendance Personality
Grasping power Co-ooperativeness
Output Organizing ability
Workmanship Fulfillment of commitment
Productivity Self-reliance
Power of expression Administrative judgment
Professional knowledge Originality
Technical judgment,experimental Ability to assess
ASSESMENT ON THE BSAIS OF THESE PARAMETERS
Page | 66
A+ EXCEPTIONALLY BRILLIANT
A1 OUTSTANDING
A2 VERY GOOD
A3 GOOD
B+ AVERAGE
B BELOW AVERAGE
C INDIFFERENT BUT JUST WORTH
RETAINING IN SERVICE
D NOT WORTH RETAINING IN
SERVICE
Outstanding Very good Good Average Below average

PROJECT PROFILE
Title of the study: Performance appraisal in NAPS
Objective of study
 To know the working of the human resource department of NAP.
 To study the method adopted by NAPS for performance appraisal.
 To suggest areas in which improvement in methods of appraisal is required.
SCOPE
 To Help employee to know more about their role .
 To Help employees to know their strength and weakness
 To increase mutuality between employee & their supervisor
 For higher responsibilities in future by continuous reinforcing the
development of the behavior &qualities for higher level position
 To help in identifying needs of employee
Significance for the company
 It will help them to know strength and weakness of performance appraisal
 It will help them to remove problem areas in their performance appraisal
method which will lead to motivated work force.
Significance for researcher
 It gave me the practical knowledge regarding the working of HR department.
 It made my doubts clear regarding to performance appraisal.
Page | 67

RESEARCH DESIGN
Research design in the conceptual structure with in which research is conducted, its
constitute the blue print for the collection measurement and analysis of data for the
preparation of effective research.
 Sample size :- The sample size of 50 employee working in the service sector
 Sampling procedure:- Simple random sampling is used as a means to collect
data from the target population.
 Data collection instrument :- The study is based upon the analysis and interpretation
of questionnaire and schedule prepared togather information relevant to the awareness.
The survey instrument included 16 open ended question in the beginning of the
questionnaire the demographic data and information about the number of years employee
are working in NPCIL is collected.
RESEARCH METHOD :-
• Feed back from various department .
• Interaction with personal associate.
• Interpretation
Page | 68

RESEARCH METHOLOGY
In order to carry out the proposed study data are to calculated and analysis is
accordingly . there are two main sources of data collection i.e. primary data and secondary
data.
Primary data :- It mean collection of the information for the first time. In order to
collect such type of information QUESTIONNAIRES were constructed and information was
collected from the respondents.
Secondary Data :- In order to carry out my project successfully I have relied on the
Secondary data already available. Secondary data includes :-
• Annual reports of NPCIL
• Monthly publications of NPCIL.
• Libraries of NPCIL
Limitation
 45days were not enough to get deep knowledge of every section
 As it is a sensitive plant so it’s not possible to approach every
person for the data.
Page | 69

ANALYSIS AND INTERPRETATION
Analysis and Interpretation, as explained earlier, is done for each question
Separately. This is followed by Analysis and Interpretation, parameter wise i.e. according to
parameters that are specified in the structure of questionnaire.
Note : The recommendations/ Suggestions for improvement have been made against
those questions /measuring attributes that are less than 60%
Q1. THE OBJECTIVES OF PRESENT APPRAISAL SYSTEM ARE CLEAR TO
ME.
No. of Responses :
Strongly agree = 5
Agree = 30
Slightly agree = 10
Disagree = 3
Strongly disagree = 2
70%
30%
Agree
Not Agree
Findings:
Page | 70

Almost 70% of the respondents agree that the objectives of the present Appraisal
System are clear to them.
.
Q2 THE PRESENT PERFORMANCE APPRAISAL SYSTEM IS HELPFUL FOR
INDIVIDUAL DEVELOPMENT.
No. of Responses:
Strongly agree = 08
Agree = 20
Slightly agree = 12
Disagree = 10
Strongly disagree = -
Findings:
Only 56% of the respondents agree that the present Performance System helps to
identify the area of individual development. Where as almost 44% do not agree with
this statement.
56%
44% Agree
Not Agree
Recommendations:
Since almost 41% of the employees are dissatisfied with the present Appraisal System
in terms of helping the individual to identify the area of individual development, this
implies that the scheme is unable to serve the purpose of identification of the areas of
individual development.
Page | 71

So, there is a need to address this problem more objectively by adding the requisite
parameters in the systems, like developing the individual either by way of
exposure/job rotation/job enrichment/ on the job training/ off the job training, etc.
Q3. THE PRESENT APPRAISAL SYSTEM IS ABLE TO MOTIVATE THE
EMPLOYEES.
No. of Responses:
Strongly agree = 06
Agree = 15
Slightly agree = 19
Disagree = 08
Findings:
Only 42% of the respondents agree that the present Appraisal System is able to
motivate the employees and 58% disagree with this statement.
42%
58%
Agree
Not Agree
Recommendations:
For promoting an individual some extra motivational policies should be introduced.
Weightage should be given to PAR rating.
Page | 72

Q4. THE PARAMETERS OF PRESENT APPRAISAL SYSTEMS ARE
SUFFICIENT FOR APPRAISING THE EMPLOYEE.
No. of responses:
Strongly agree = -
Agree = 22
Slightly agree = 20
Disagree = 6
Findings:
Only 44% of respondents agree that the parameters of present Appraisal System are
sufficient for appraising the employee.
44%
56%
Agree
Not Agree
Recommendations:
As high percentage (almost 56%) of employees are dissatisfied with the given job
parameters for appraising an employee, so some more tangible parameters may be
required to be incorporated in the performance appraisal system to make it more
objective.
Page | 73

Q5. COUNSELING IS HELPFUL IN IMPROVING THE PERFORMANCE.
No. of responses:
Strongly agree = 10
Agree = 35
Slightly agree = 04
Disagree = 01
90%
10%
Agree
Not Agree
Findings:
Almost 90% of the respondents agree that counseling is helpful in improving the
performance.
Page | 74

Q6. THE PRESENT APPRAISAL SYSTEM IS ABLE TO IDENTIFY THE
STRENGTH AND WEAKNESS OF AN INDIVIDUAL.
No. of responses;
Strongly agree = -
Agree = 27
Slightly agree = 20
Disagree = 03
Findings:
Only 54% of the respondents agree that the present Appraisal System helps in
knowing the strength and weakness of an individual, and 46% of the respondents
disagree with this statement.
54%
46% Agree
Not Agree
Recommendations:
Some space should be provided in the appraisal form where the employee can express
his strength and weakness in separate columns, or some discussion can be held
between the superior and subordinates. This will help the superior to recommend
suitable training/ exposure to over come the weakness of his subordinate.
Page | 75

Q7. YOUR ORGANISATION GIVES YOU NON-MONETORY INCENTIVES
ALSO TO MOTIVATE YOU.
No. of responses :
Strongly agree = 13
Agree = 35
Slightly agree = -
Disagree = 02
96%
4%
Agree
Not Agree
Findings:
Only 96% of respondents agree that the company gives them non-monetary
incentives to motivate them, and 4% disagree on this aspect.
Page | 76

Q8. THE CONFLICTS RELATED TO PERFORMANCE APPRAISAL SYSTEM
IS RESOLVED PROMPTLY AND FAIRLY.
No. of responses:
Strongly agree = -
Agree = 15
Slightly agree = 30
Disagree = 03
Findings:
Only 30% of respondents agree that the conflicts related to Performance Appraisal
System are resolved promptly and fairly and on the contrary 70% of the respondents
feels that the conflicts related to Performance Appraisal System are not resolved
promptly and fairly.
30%
70%
Agree
Not Agree
Recommendations:
Certain procedure must be designed to remove the conflicts related to Performance
Appraisal. Appellate Authority should take the action regarding conflicts carefully,
after in depth study of the related matter.
Page | 77

Q9. THE PRESENT APPRAISAL SYSTEM OF ONGC IS SATISFACTORY AS A
WHOLE.
No. of responses:
Strongly agree= -
Agree = 10
Slightly agree = 35
Disagree = 05
Findings:
Only 20% of the respondents agree that the overall present Appraisal System of
NPCIL is satisfactory. On the contrary 80% of the respondents feels that the overall
present appraisal system of NPCIL is not satisfactory.
20%
80%
Agree
Not Agree
Recommendations:
A large number of employees are dissatisfied with the present Appraisal System of
NPCIL, which is quite a serious problem, and it has to be meticulously tackled. A
complete review of the system is required. Measures, should be taken to remove the
loopholes of the system.
Page | 78

Q10. APPRAISAL SYSTEM IS THE BEST WAY TO INCREASE JOB
SATISFACTION AND JOB PERFORMANCE.
No . of responses :
Strongly agree = 08
Agree = 16
Slightly agree = 15
Disagree = 8
Findings:
Only 48% of respondents agree that Appraisal System is the best way to increase job
satisfaction and job performance and 52% of the respondents are disagree with this
statement.
48%
52%
Agree
Not Agree
Recommendations:
Job parameters should be made slightly challenging so that the individual derives
professional satisfaction out of it. Further the individual such as job rotation/job
enrichment/job training identifies the areas of development, etc are fulfilled.
Page | 79

Q11. WORKING ENVIRONMENT OF ONGC IS HELPFUL TO INDIVIDUAL
DEVELOPMENT.
No. of responses :
Strongly agree = 05
Agree = 15
Slightly agree = 20
Disagree = 10
Findings :
Only 40% of the respondents agree that the working environment of NPCIL is helpful
to individual development and 60% of the respondents are disagree.
40%
60%
Agree
Not Agree
Page | 80

Q12. PERFORMANCE APPRAISAL PROCEDURE ALLOWS APPRAISER TO
EXPRESS HIS DEVELOPMENTAL NEEDS
No. of responses :
Strongly agree = 06
Agree = 24
Slightly agree = 12
Disagree = 08
60%
40%
Agree
Not Agree
Findings:
Only 60% of the respondents agree by present Performance System allows Appraise
to express his developmental needs, so soon space should be provided to the Appraise
in the appraisal form so that they can express his developmental needs.
Page | 81

Q13. PERFORMANCE POLICY SHOULD BE CLEAR AND TRANCEPARENT.
No. of responses:
Strongly agree = 28
Agree = 10
Slightly agree = 12
Disagree = -
76%
24%
Agree
Not Agree
Findings:
About 76% employees are agreeing to that the Performance Appraisal System should
be clear and transparent.
Page | 82

Q14. PERFORMANCE APPRAISAL POLICY SHOULD BE EVALUATED AFTER
A.FIXED DURATION.
No. of responses :
Strongly agree = 30
Agree = 10
Slightly agree = 10
Disagree = -
80%
20%
Agree
Not Agree
Findings:
About 80% of the respondents agree that the Performance Appraisal policy should be
evaluated after a fixed duration.
Page | 83

Q15. EMPLOYEES SHOULD HAVE THE RIGHT TO KNOW ABOUT HIS PERFORMANCE
APPRAISAL REPORT AND DECISION OVER THEIR PERFORMANCE WITH DETAILED
REASONS.
No. of responses:
Strongly agree = 25
Agree = 15
Slightly agree = 08
Disagree = 02
80%
20%
Agree
Not Agree
Findings:
About 80% respondents agreed with the fact that employees should have the right
about his PAR Report.
Page | 84

Q16. TRANSPARENCY IN PERFORMANCE APPRAISAL CAN DEVELOP THE
LOYALTY IN EMPLOYEES.
No. of responses:
Strongly agree = 12
Agree = 20
Slightly agree = 10
Disagree = 8
64%
36%
Agree
Not Agree
Findings:
About 64% of the respondents agree that PAR system can create loyalty in
employees.
Page | 85

LIMITATIONS OF PERFORMANCE APPRAISAL SYSTEM OF
NAPS/NPCIL
o No feedback to the employees.
o Target for next year are not set in the Appraisal System on which performance
can be measured.
o Lack of communication between the Appraise and the Appraiser.
o Well-defined and clear parameters are not clearly set at the beginning of the
year of the Performance Appraisal System.
o The Appraisal System has become a routine form to be filled and it has no
relevance with the improvement of the ability of the work.
o Personal relations are a serious limitation of the present Performance System.
o Appraisal interview and counseling are absent in the present Performance
Appraisal System.
o There is no separate column for expressing the special achievements
performed by the executives.
o There is a lack of interaction between the Appraiser and the Appraise
o The system does not cover the job satisfaction and it does not motivate the
employees.
o It does not give any scope in suggesting ways for the Appraise to improve his
performance.
o System is not at all transparent.
Page | 86

SUGGESTIONS
Major suggestions given by the executives are expressed during the course of
interaction with study team are:
1. The parameters are to be defined by the superiors at the beginning of the year and
should define the future course of action.
2. PAR should be clear to the employees, how to work for an individual and NPCIL
benefits.
3. Target should be set at the start of the year in consultation of controlling offices.
4. Target should be measured at the end of the year.
5. Employees should have the right to know the feedback.
6. The executives of the organization desire that there is a need for more
transparency in the PAR process, in the existing system by intimating about his final
grading for the year, in order to make the opportunity for future improvement.
7. The Present Appraisal System is felt lacking in the potential evaluation of the
employees. Hence, the Reporting Officer/ Senior Officer should give the suggestion
for potential development of the individual.
8 The system of identifying the individual for meritorious awards may be solely based
on his performance in the past.
9. It is felt by the employees of the organization that the rules and the regulations of the
performance Appraisal System are to be followed strictly and honestly.
10. The employees feel that the reporting officer must be fully aware, of the Appraisal
System, its process, rules and regulations. For that awareness the ACR department
from time to time must organize programs.
11. Some employees have suggested that some Weightage should be incorporated in the
ACR rating for participating in other related activities.
Page | 87

CONCLUSION
There is good hormonal relation ship between employees .High professionalism is their in
employees.
But the present method of appraisal is not at all transparent, which is unable to
motivate the employee, as he is unaware of his ACR grading. For this, a mechanism should
be introduced in the system to make the individual aware of his ACR grading of the precious
year, to provide him an opportunity for the future improvement and development.
Also counselling should be made effective by involving the individual to suggest
measures for solving his problems and developmental needs. Counseling should be held
regularly at fix intervals for the employees having been awarded adequate and inadequate
grading.
Page | 88

ANNEXURE
QUESTIONNAIRE
PERFORMANCE APPRAISAL SYSTEM
Your personal details: -
NAME:
DESIGNATION:
NO OF WORKING YEARS IN NPCIL:
SI.
No.
Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
1. The objectives of the
present appraisal
system are clear to me.
2. The present appraisal
system is helpful for
system is able to
motivate the
employees.
Page | 89

4. The parameters of
present appraisal
system are sufficient for
appraising the
employee.
5. Counseling is helpful in
improving the
performance.
SI.
No.
"Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
6. Present appraisal
system is able to
identify the strength
and weaknesses of an
individual.
7. Your organization gives
you non-monetary
incentives also to
motivate you.
8. The conflicts related to
performance appraisal
arc resolved promptly
and fairly.
system of NPCILis
satisfactory as a whole.
Page | 90

10. The appraisal system is
always the best way to
increase job satisfaction
and job performance.
11. Working environment
of NPCIL is .helpful to
12 Performance Appraisal
procedure allows
Appraiser to express his
developmental needs.
SI.
No.
"Questions Strongly
agree
Agree Slightly
agree
Disagree Strongly
disagree
13. Performance appraisal
policy should be clear
and transparent.
14. Performance policy
should be evaluated
after a fixed duration.
15. Employees should have
the right to know about
his performance
appraisal report and
decision over them with
detail reasons.
Page | 91

16. Transparence in
performance appraisal
system can develop the
loyalty in employees.
Your overall feedback: -
1. What is the limitation of present performance appraisal system of NPCIL?
2 What improvement according to you should be incorporate in the system?
.
Page | 92

BIBLOGRAPHY
 NPCIL training manual
 NPCIL magazines
 Swami’s book central staff by “muthuswamy and brinda”
Page | 93

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