Professional Documents
Culture Documents
INTRODUCTION
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MISSION
To become a globally competitive aerospace industry while working as an
instrument for achieving self-reliance in design, manufacture and maintainence
of aerospace defence equipment and diversifying to related areas, managing the
business on commercial lines in a climate of growing professional competence.
VALUES OF H.A.L.
H.A.L. is cmmfied to the following values which guide them in all
their activities:
• Customer Satisfaction
• Commitment to Total Quality
• Cost and Time Consciousness
• Innovation and Creativity
• Trust and Team Spirit
• Respect for the Individual
• Integrity
BUSINESS
The main functions of H.A.L can be summarized as follows:
• To innovate designs and development of fixed and rotary wing aircraft,
avionics and accessories.
• Manufacture, maintenance, repair and overhauling of
o Fighter, transport and trainer aircrafts
o Helicopters
o Aeroengines
o Accessories
o Ground support system
• Manufacture of structural components for satellite and launch vehicles.
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HISTORY OF H.A.L.
st
Hindustan Aeronautics Limited was formed on 1 October 1964 by
the merger of the Hindustan Aircraft Limited and Aeronautics India Limited.
Hindustan Aeronautics was originally established as Hindustan
Aircraft Limited at Bangalore in Karnataka by the Late Shri Walchand
Hirachand in December 1940, in association with the Govt. of Mysore, as a
Private Limited Company. In June 1942 Govt. of India purchased the interest of
this company and took over the management.
The Harloe trainer and Curtiss Hawk Fighter Aircraft were the first
aircrats produced by Hindustan Aircraft Ltd. And they were successfully test
nd
flown III 1942. However because of the 2 world war the aircraft manufacturing
programme was abandoned in favour of repair & overhaul of aircraft. Over 1000
aircraft such as Fortress, Liberator, Mitchell Bombers, Dakota and Commando
Transport Aircraft and Piston Engineers fitted to these aircraft were overhauled
by Hindustan Aircraft Ltd. During the war years After the war the company
undertook reconditioning and conversion of war Surplus-Dakota aircraft for use
by Airforce/Civil operators and reconditioning of Tiger moth Trainees. Hawker
Tempest fighters and Liberation Bombers for Indian Air Force.
In 1948, with the impetus given by the Prime Minister of India, Shri
Jawaharlal Nehru, the policy for manufacture as well as design and development
of aircraft was revived by the Govt. of India.
A license agreement was entered for the manufacture of the Percival Prentice
Trainer Aircraft and a project was sanctioned for design and development of the
HT-2 aircraft, (an elementary piston engine trainer).The HT-2 aircraft was
successfully developed and was typed certified in January 1953.These
programmes were followed during the 50’s by a series of licensed
projects(Vampire and Gnat)as well as design and development projects (Marut
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and Kiran). This laying as base for the rapid development of our aircraft industry.
Jet engine factory was set up in Bangalore in 1960 for manufacturing Orphus
engine used on Marut and Gnat aircraft.
An aircraft manufacturing deptt. (AMD) was established at Kanpur
in U.P. in January 1960 as an airforce unit for manufacturing of Hawker Sidley
748 twin turbo prop transport aircraft AMD was subsequently with the
Aeronautics India Limited.
HAL LUCKNOW
The Govt. of India decided to set up facilities for manufacture of
aircraft system and accessories of Lucknow. The foundation stone of Lucknow
division was laid down by our Late Prime Minister Mrs. Indira Gandhi on 8 th
th
January, 1972 and inaugurated by her on 17 November, 1973.
The division was set up with the objective of supplying six types of system
equipment of Kiran and Marut aircraft. The division has diversified its product
range subsequently and presently manufactures over 500 products for all type of
aircraft manufactured at HAL. The division has also built up design and
developed its capability and industry developed electrical, hydraulic and other
items which are manufactured for use in aircraft as well as for fighting vehicles.
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Consistent with the basic objectives if the company, the Personnel deptt. Of
the corporate office has adopted certain specific objectives which will act as a
source of inspiration and guidance in evolving Personnel policies and framing
rules and regulation for growth and development of employees and to ensure
their deep commitment and sense of belongings to the company.
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• Provide for welfare and happiness of personnel at all levels and their
families.
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IMPORTANT EVENTS
Some of the important events which have taken place in the history of
H.A.L. are summarised as follows:
The Hindustan Aircraft Limited was set up by late Shri Walchand & Hirachand in
association with the Govt. of Mysore
First product Harlow Trainer and Curlis Hawk aircraft handed over to Govt. of
India.
HAL repaired over 1000 different varieties of aircraft and 3800 piston engines.
Govt. of India took over the management of HAL again after world war.
First pervieval prentice aircraft assembled.
The control of HAL was shifted to ministry of industry to Ministry of Defence.
The Hindustan Trainer-II (HT-2) had its maiden flight.
Aircraft manufacturing department established at Kanpur.
Aeronautics India Ltd. Was formed o manufacture MIG-21 aircraft. These
factories established at Nasik, Koraput & Hyderabad.
HA L was dissolved and its assets merged with Aeronautics India Ltd. and the
Co. by the name of Hindustan Aeronautics Ltd. was formed.
An agreement with U.S.S.R. for license of MIG-21 and aircraft.
Helicopter division was established to manufacture helicopter.
Lucknow division established to manufacture instrument and accessories.
An agreement with USSR for license of MIG-21 BIS aircraft.
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ALLIANCE OF HAL
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CUSTOMER'S OF HAL
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Percival Prentice, Vampire, Gnat, Mig-2l FL, Mig-2l bis, Mig-27, Jaguar,
Auro (Hs-748), Dornier-228, Chetak, Cheetah.
ORGANIZATION
HAL has eleven-product divisions, they are spread over seven locations.
1. Bangalore Complex :-
Aircraft Division .
Engine Division .
Helicopter Division .
Overhaul Division .
2. Accessories Complex :-
Hyderabad Division .
Lucknow Division .
Korwa Division .
Kanpur Division.
3. MIG Division :-
Nasik Division .
Koraput Division.
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Initially license agreements were agreements were entered into with the
following companies:
d) Smiths of U.K., SIFM and SFENA for panel instruments and Gyros.
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This division was set up with the objective of supplying six types of
systems equipment of KIRAN and MARUT aircraft. The division has diversified
its product range subsequently and presently manufactures over 500 products for
all types of aircraft.
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Plant Maintenance
Inst Factory
GLNS
Fuel Factory
Material Control
Technology Cell
AGM (Sectt.)
Process shop
Rubber Plastic
Foundry & Forge
Tool Planning
DRDL
Indigenous cell
NC cell
Training
Civil
System audit
Administration
HRD GOAL
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5) To improve the quality of life of HAL employee and their families and
fulfill HAL obligation towards the nation.
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C) MANAGER
D) Dy. MANAGER
E) PERSQNNEL OFPICSR
G) CHIEF SUPERVISOR
I) ASST. SUPERVISOR
Sr. CLERK
CLERK
The personnel and administrative department has been divided into ten sections-
Recruitment section, Establishment section, HRD section, General
Administration, Industrial Relations, Legal section, Rajbhasha, Public Relation
and Sports, Central Registry and Transportation section.
Section wise details and their functioning is as follows:-
RECRUITMENT SECTION:
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ESTABLISHMENT SECTION:
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HRD SECTION:
• MIS and other periodical returns on manpower and various other periodical
and ad hoc reports.
• Furnishing of information on manpower profile as and when asked for by
corporate office.
• Co-ordination with training deptt. For reports on programs conducted training
abroad.
• Training of P&A officers and staff.
• Suggestion scheme and suggestion awards & rewards.
• Identification of training needs based on PAR and preparation of training
modules.
• Performance Appraisal report for officers / ACR for workmen.
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GENERAL ADMINISTRATION:
• Allotment of ‘A’, ‘B’, ‘C’ & ‘D’ type quarters and retention of company
quarters.
• Allotment of quarters to other govt. agencies & its correspondence.
• Eviction proceedings in case of retention of company’s residential
accommodation for more than prescribed time by employees in the event of their
transfer, superannuation etc.
• Allotment of shops in shopping complex in HAL township.
• Execution and extention of bond agreement & realisation of rent from post
office, Punjab National Bank, Kendriya bhandar and shops of shopping complex
of HAL township.
• Issuance and renewal of passport. Clearance of Visa through concerned
Embassies. Correspondences with Lucknow Development Authority for
follow up of land cases.
• Correspondence with Lucknow Nagar Nigam & other govt. agencies.
• Security clearance for foreign customer / visitors. Factory visit for students.
• VIP’s visit to the division.
• Performance and capital budget of P&A deptt.
• Arrangement of domestic & international air tickets.
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INDUSTRIAL RELATIONS:
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LEGAL SECTION:
RAJBHASHA SECTION:
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functions.
• Matters regarding Divisional und Nagar level committees for
implementation of Rajbhasha.
• Inspection of Rajbhasha Shield and Hindi Utsav etc.
• Incentive for passing Hindi examinations/Hindi typing/Hindi stenography.
• Implementation of recommendation of various committees.
CENTRAL REGISTRY:
• Receiving & delivery of mails within division & despatch of the division's
mail.
• Computerisation of detail of receipt/dispatch.
TRANSPORTATION SECTION:
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THE CONCEPT
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essential that group efforts should be properly organized, directed and co-
ordination, i.e, here is need for management.
Management is the function of getting things done
through people and directing the efforts of individuals towards a common
objective. It is a process by which responsible people in an organization get
things done through the efforts of other people in grouped activities. To make an
organization more effective it is essential that the employees put in their best
efforts. This requires evaluation of their performance.
To evaluate is to assess the worth or value. In social life,
we generally evaluate or appraise the behavior of others in relation to our own
needs or goals. Appraisals are the judgments of the characteristics, traits and
performance of other. On the basis of these judgments, we assess the worth or
value of others, and identify what is good and bad. In social life we select a
tailor, doctor, architect, or hair dresser through our evaluation of their worth. In
industry, performance Appraisal is a systematic evaluation of personnel by
supervisors or others familiar with their performance because employers are
interested in knowing about employee performance.
An appraisal of the employee is undoubtedly necessary
at the time of his employment. However, an appraisal on a continuing basis is
also very desirable and useful. Actually, evaluation is constantly being done
although at an unconscious level. Employees evaluate superiors, follow
colleagues and subordinates. What is needed to generate proper control is a
formal procedure for evaluating personnel within the organization. Such
appraisals are at times described as ratings. Here one ind ividual, after comparison
with another is ranked or rated as excellent, normal or average. Such personnel or
merit or efficiency ratings are generally used for ascertaining an employee's
eligibility for promotion, The personnel department, where it exit, can help
materially in fixing the qualities and characteristics to be rated, in determining
the person who should make such appraisal as well as prescribing the appropriate
procedure.
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COMPILATION METHODOLOGY
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Selection Of Topic-
Management is the process of getting things done by the
people and through the people. Amongst all the resources available within the
organization, Human Resource is considered as most important and valuable.
Organization aims at optimization of output by optimum use of its resources. the
soul of the organization i.e. Human Resource can give their best if they me
properly groomed and well-directed towards their goal. Their overall
development is necessary . The field where the employee lacks and needs
development can be decided only when their performance is analysed or
appraised. So, Performance Appraisal plays a vital role in the effective
functioning of any organization and that's why I went for this topic.
Selection Of Organization-
Hindustan Aeronautics Limited, through design, development and
production of contemporary aircraft, aeroengines and avionics is committed to
the defence and civilian needs of the country. HAL is one of the few corporate
giants in the world and the only one in Asia , whose capabilities.
Extend across the entire range of activities from product conception to after sales
support of aircraft technology. HAL, Lucknow follows the modern method of
Performance Appraisal i.e. Management of Objective and these all factors led me
towards joining this organization as a trainee and an opportunity to conduct a
research on the PAS in HAL.
Purpose Of Study:
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results so obtained. In the project report much attention has been paid on
subjective study because the topic deals with the psycho-social behaviour of
workers.
The research work was carried out by visiting the various sections
of the P & A department of HAL:
• Recruitment section
• HRD section
• Establishment section
• Industrial Relations & Welfare
• Legal section
• General Administration
• Rajbhasha
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(a) Identifying employees for salary increases, promotion, transfer and lay-off
or termination of services.
(d) Establishing a basis for research and reference for personnel decisions in
future.
(e) It unifies the appraisal procedure so that all employees rated in the same
manner.
(f) It provides information in the form of records about ratings which may be
produced as evidence.
(h) It gives supervisors a more effective tool for rating their personnel.
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1. Increased motivation,
overcomed.
Validity
Reliability
Sensibility
Practicality
Acceptability
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PROBLEM OF CRITERION
Personal Data
This includes personal history, number of grievances, number of
times one has been absent, accidents, breakages, etc., all of which are often use to
differentiate between good and bad performers. Most studies have worked
backwards, i.e. after identifying good and bad performers they studied what
personal variables made them “good” or “bad” performers. However, there is
little evidence to suggest that personal data can predict job performance. A
person can be a good worker and drink or gamble at the same time.
In view of the conflicting evidence, it is extremely risky to use
personal data as an indicator of performance. Infact, several studies suggest that
the relationship between personal data measures and production measures is
often very low. Thus, if these factors are used to define job success they should
be considered relevant criteria in their own right, rather than simple substitutes
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Judgmental Data
These include self-judgement judgement by peers and supervisors,
and sometimes knowledge of the job. It is one of the most, commonly-used
indicators of performance, and probably the most loaded, with errors and
problems. Most of the problems arise because it is based on subjective
assessment either by the individual or by the another individual for him. It is
almost impossible to objectify subjective judgements, The difficulty of using this
indicator can be gauged merely by giving two persons an answer to an essay test,
and examining the reasons for their evaluations, the evaluations will of course
vary.
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TRAITS METHODS:
Confidential Report
This is the traditional way of appraising employee performance. A
confidential report by the immediate supervisor is still is a major determinant of
the subordinate’s promotion or transfer. The supervisor writes about paragraphon
his subordinate's strengths, weaknesses, intelligent t attitude to work t attendance
t conduct and character, work efficiency, etc. The format and pattern of the report
varies with each supervisor.
Rating Scales
These methods assess the degree of certain qualities required for the
job such as industrious, reliability and dependability. The degree is usually
measured on a scale which can vary from 3 point (good, average & poor) to
several points. The anchor points in most cases are labeled excellent-poor, high-
low or never-always, depending on the format.
The general notion that ratings are objective must be regarded with
extreme caution. There is no objective procedure. These ratings need to be
validated against other methods of evaluation. Hunan behaviour is complex, and
traits such as job knowledge, experience, ability to get things done, etc., are
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Ranking System
One of the disadvantages of the rating system is that it perm its similar
totals scores fur two or more individuals the raking system obviates’ this
problem. The rater simply ranks employees in order or merit, which determines
the employee's rating. Ranking van be determined either by looking at the total
individual and then ranking him in relation to others; or by first identifying
several relevant traits I ranking employees separately on each of these traits I and
then cumulating these trait-rankings to arrive at the final employee-rankings.
Paired - Comparison
This method is much simpler, requiring the rater to judge which of
two workers is superior, instead of having to arrange members of a large group
of workers in order of excellence. It makes the rater compare one employee
systematically with others individually. Usually only one trait, the overall ability
to perform the job, is considered. The supervisor is provided with a bunch of
slips each containing a pair of names. The rater puts a tick mark against the
individual whom he considers the better of the two, and the final ranking is
determined by the number of times that individuals is judged better than the
others.
Forced - Choice
The forced-choice rating form contains a series of groups of
statements, and the rater checks how effectively the statement describes each
individual begin evaluated. Of course, each statement carries a weight or serve
which is not indicated to the rater. This basic method has a number of variations.
Sometimes all the statements may be either favourable or unfavourable. In
another variation, from four statements -two positive and two negative -the rater
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picks the most appropriate and the most unappropriate, for the person being
rated .Sometimes, instead of making statements, a simple listing or traits is given.
Critical Incident
This technique involves three steps. A test of noteworthy (good or
bad) on-the-job behaviour, usually of specific instances, is first prepared. A group
of experts then assigns scale value to them, depending upon the degree of
desirability tor the job. The third step is constructing a check list that includes
incidents which define “good” and “bad" workers. Subsequently, supervisors use
these list for evaluating the worker.
Cost Accounting
This menthol evaluates performance from the monetary returns the
employee yields to his organization. A relationship is established between the
cost involved ill keeping the person, and the benefit the organization derives from
hint.
Forced Distribution
In this method the rater is forced to distribute his subordinates into
performance categories such as outstanding, good, poor, etc. In other words
everyone cannot be given average or good ratings. Hence e some percentage of
the subordinates are rated better than the others.
The rater distributes his subordinates on scale location which can be
top 10 percent to bottom 10 percent, or any variation of the percentages with the
values in between. The most-often used distribution is 10,20,40,20,10, percent,
which equates with a normal distribution. This method is useful for rating a large
number of employee.
MODERN METHODS:
Management by objectives
MBO calls on the subordinate to set his short-term performance
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goals in consultation with his superiot. Goals explicitly state the actions which
the employ will follow. Instead of being appraised in a traditional way by his
superior, the subordinate appraises his own performance by evaluating it vis-a-
vis the goals: Before establishing a goal, the individual studies his job, assess his
potentialities and formulates some specific plans to reach the goal. The
supervisor is not the evaluator, but directs the goal-setting processes to ensure
that it matches the objectives of the organization.
MBO differs significantly from the traditional approach, for it shifts
the emphasis from “appraisal” to “analysis”. The .subordinate is no longer
examined by his superior for his weaknesses, but examines himself to ascertain
his strength and potential.
• Managerial Appraisal
This approach to Performance Appraisal involves evaluation of
managers in terms of the basic functions and tasks of management. The logic of
such appraisal ought to be against standards which measure the quality of a
manager, as a manager. With a given classification of the function a series of
questions are asked to appraise a manager's performance in each area.
Appraisal interviews
Many organization require their supervisor, managers, and other
raters to have a periodic discussions with employees about their performance, and
particularly to communicate any negative evaluation so that the employee gets a
chance to “explain”. This takes care of the process of natural justice. Norman
Maier has described three appraisal interviews each with a specific and slightly
different objective:
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• Halo effect
• Opportunity bias
• Bias In ratings
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LEVEL GRADE
Level-I I & II
Level-III V & VI
Level-V IX & X
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QUALIFICATION PROFILE
TECHNICAL DISCIPLINE
NON-TECHNICAL DISCIPLINE
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3(a) The performance Appraisal system envisages setting up quarterly between the Appraisee
and IA. The set tasks would be recorded on the quaterly task setting and assessment sheets. At the
time of setting the tasks, the IA may consult the RA also.
3(b) Quarters for the purpose of PARs would be as follows:
---
Quarter Period
I 1st April to 30 th June
II 1st July to 30 th September
III 1st October to 31 st December
IV 1st January to 31 st March
--
3( c) Task setting for each quarter would be done, jointly by the Appraisee and
th
the IA, by the 7 of the month of each quarter. The maximum of 100 would be
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4. SELF APPRAISAL:
4(a) All Officers should assess themselves in Part B(B.1, B.2 & B.3) of the
appraisal format, Self -appraisal is aimed at providing Officers an opportunity
to assess their performance against mutually agreed tasks. Self ap praisal should
be brief and to the point.
4(b) Comments on the self-appraisal by the IA & RA are to be made in the space
provided (parts B.4 & B.5). Self-appraisal by Officers should also be taken into
account by the IA 7 RA, while making the assessment in Part-C of the format.
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Note:- I) While the levels of the IA & RA ,in general, should be as above, if
the Appraisee is reporting to officers at lower levels, the IA & RA can be in
lower grades also.
II) In the case of officers who are directly reporting to senior
Executives in Grade
VII / VIII / IX / MD / FD / CH and where there are no intermediate Officers,
the concerned senior executive will be the IA / RA except in cases which have
been specifically mentioned in the circular.
6. ASSESSMENT OF TRAITS:
6(a) Skills required to be possessed by an officer vary as he moves from one
level to the next. Keeping this aspect in view, separate set of traits against
which Officers are to be assessed have been devised assessment of the traits
have to be made in part C.1 of the format, indicating marks scored for each
traits out of the maximum marks alloted for each traits both by the IA & RA.
6(b) For he first trait (performance), marks awarded by the IA will be the
equivalent % of the average marks for the year awarded by him in part A.
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For example, if the average marks awarded by the IA in part -A for a year is
70 out of 100, marks against ‘Performance’ in Part-C.1 for an Officer in Grade
I/II will be 56 (i.e. 80% of 70). In case the marks ‘awarded by the IA, the RA will
indicate justification for just variation in Part-C.1.1 of the format, For the
remaining Traits, the IA & RA have to award marks individually out of the
maximum marks indicated against each trait.
7. SCALE OF GRADATION:
The scale of gradation would be as under:
Total Marks 100-90 89-80 79-50 Below 50
Performance Exceptional Above Average Below
Rating Average Averge
Overall performance rating to the PRB will be based on the above scale of
Gradation.
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9(a) Both the IA & RA have to indicate the strengths and areas requiring
improvements in respect of the appraisee, with reference to his performance, at
Part-E of the format. This will enable the PRB to get a balanced picture about the
appraisee and would also facilitate positive HRD intervention.
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The PRB will consult the IA & RA, wherever necessary, if they are not members
of the PRB.
11 (b) Chairman and member of the PRB would be as indicate below:
GRAD
LEVEL CHAIRMAN OF PRB MEMBERS OF PRB
E
I I/II Senior most AGM/DGM in Others AGM/DGMs/
the Division HODs in the Division &
HRD representative
II III/IV GM/ DIVISIONAL HEAD AGM/DGMs/HODs in
the Division & HRD
representative
III V/VI MD/FD GMs of the Division &
HRD representative
IV VII/VIII CH MD/FDs
V IX/X CH MDs/FDs
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13(a) Two performance Appraisals are to be submitted one at the end of sixth
month and the others at the end of the eleventh month of the probationary period
Officers Formats to be used and system to be followed for filling up the format to
be used and system to be followed for filling up the formats would be the same as
in respect of Annual Reports.
ASSESSMENT PERIOD:-
The performance appraisal form for all officers are to be prepared for every
st
financial year ending 31 March. The activity chart on the operation of PAS is as
follows:
1 2 3 4 5 6
Appraisal to Deptt. 2nd week of 2nd week of 2nd week of 2nd week of
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14. FEEDBACKSYSTEM:
14(a) All Officers who have scored final marks of below 50 &rated as
Below average would be intimated in writing about the same, through the
concerned Division / Office, as follows:
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15(d) Where the GM himself is the IA/RA, the MD/RD will be the
competent authority to dispose the representation and the Chairman will be
the competent authority if the IA/RA is the MD/RD.
15(e) Suitable remarks to the effect that such observation have been
expunged are to be made by the Competent Authority in the Performance
Appraisal Report, at the place where the remarks are expunged.
15(f) The officer concerned would be intimated about expunging the
remarks or otherwise, by the HRD cell of the concerned Division /
Complex / Corporate Office.
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head of the Systems Audit cell in the divisions, Head of Systems Audit n
corporate office would be the RA. In respect of such officers in Grade IV
& above, Director (Finance) would endure his views in Part G of the
format.
I 8( d) After the reports are filed in as at Paras I 7 ( a) to I 7 ( c )& above.
Head oi Systems Audit at corporate office would also complete the column
of evaluation of performance Review Board at part G of the report.
18(e) Completed reports as at paras 17(a) to 17(d) would be sent back to
concerned Division /office by the Head of Systems Audit at corporate
office, for retention.
18(f) Administratively Heads of Systems Audit cell in the Divisions/Office
would continue to report to concerned General Manager.
20(a) An upto date biodata of the officer should be kept as the first sheet in
the PARs of each officer. A recent passport size photograph should also be
affixed on the inside front of the PARs.
Annexure Number Assessment Period Overall Gradation / Marks
Performance Rating
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21.1 Part-I of the Performance Appraisal provides for the check list to
be checked and signed by the officer in charge of the HRD cell. The officer
checking the filling of the form should check the Discrepancies /
Inconsistencies, if, any, and guide the Appraisers so that the Appraisal
Systemserves the purpose for which it is constituted.
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TECHNICAL DISCIPLINE:
PROMOTION DIPLOMA IN NAC/ITI/SSLC RELAXED
ENGG./B.SC (WHEREVER QUALIFICATION
PRESCRIBED PRESCRIBED PRESCRIBED
IN R &P IN R&P RULES R&P RULES
RULES
A TO B SCALE
9 Years
05/Interview
B TOC – 7 Years 8 Years 9 Years
Written Test C
TOD 6 Years 7 Years 7 Years
D TO B Both 5 Years 6 Years 7 Years
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Performance Appraisal System
prescribed R&P
rules
B TOC Scale-05 9 Years
B TOC 7 Years 8 Years 9 Years
C TOD 6 Years 7 Years 8 Years
D TO E 5 Years 6 Years 7 Years
E TO F 4 Years 5 Years 6 Years
F TO SCALE-10 6 Years 7 Years (SSLC 8 Years (With
not eligible) SSLC)
TECHNICAL STREAM
59 A
Project on HAL
Performance Appraisal System
Grade I to II
Promotion from 5 Years 7 Years Not eligible
Grade II to III
Promotion from 6 Years 8 Years Not eligible
Grade III to IV
NON-TECHNICAL STREAM:
60 A
Project on HAL
Performance Appraisal System
V Rs. 14500-350-18700/-
VI Rs. 16000-400-20800/-
VII Rs. 17500-400-20800/-
VIII Rs. 18500-450-239000/-
IX Rs. 20500-500-26500/-
X Rs. 23750-600-28550/-
61 A
Project on HAL
Performance Appraisal System
A2 A3 7
A3 A4 8
A4 A5 9
B B3 B4 6
B4 B5 6
B5 B6 7
B6 B7 8
B7 B8 8
C C4 C5 5
C5 C6 6
C6 C7 7
C7 C8 7
C8 C9 8
D D5 D6 5
D6 D7 6
D7 D8 6
D8 D9 7
D9 D10 7
62 A
Project on HAL
Performance Appraisal System
63 A
Project on HAL
Performance Appraisal System
PAS.
4. You are assisted & guided 22 8 15 5
fro your superior in your
work.
5. You are informed about 19 10 13 8
the goals & tasks which you
have to achieve.
6. You are counseled by 17 5 20 8
your superior.
7. You get feedback about 14 17 9 10
your performance.
8. You get proper training to 8 4 34 4
improve your weak areas.
Source : Questionnaire
64 A
Project on HAL
Performance Appraisal System
Source : Questionnaire
FINDINGS
On the basis of the analysis we can conclude that majority or the
65 A
Project on HAL
Performance Appraisal System
employees are satisfied with the Performance Appraisal System adopted in their
organisation i.e. HAL. Large section of employees has commented that they do
not receive proper feedback, counseling and training to improve upon their
performance. This is in contrast with the supervisor's responses, who are of the
opinion that full attention is paid in each of these fields. Employees feel that the
Performance Appraisal system should be simpler and f1uble.There is no doubt
that in saying that HAL follows the method Management. By Objectives as
employees are aware of their pre determined goals & tasks which they have to
achieve.
a b c d
46 2 2 0
66 A
Project on HAL
Performance Appraisal System
a b c d
31 10 2 7
67 A
Project on HAL
Performance Appraisal System
a b c d
68 A
Project on HAL
Performance Appraisal System
a b c d
22 8 15 5
69 A
Project on HAL
Performance Appraisal System
a b c d
19 10 13 8
70 A
Project on HAL
Performance Appraisal System
a b c d
17 5 20 8
71 A
Project on HAL
Performance Appraisal System
a b c d
14 17 9 10
72 A
Project on HAL
Performance Appraisal System
a b c d
8 4 34 4
73 A
Project on HAL
Performance Appraisal System
a b c d
14 6 20 10
74 A
Project on HAL
Performance Appraisal System
a b c d
9 15 24 2
75 A
Project on HAL
Performance Appraisal System
a b c d
10 18 16 6
76 A
Project on HAL
Performance Appraisal System
a b c d
22 20 3 5
77 A
Project on HAL
Performance Appraisal System
a b c d
24 14 6 6
78 A
Project on HAL
Performance Appraisal System
a b c d
5 32 6 7
SUGGESTIONS
79 A
Project on HAL
Performance Appraisal System
him/her.
3. Organisational goal or tasks should be conveyed to every employee in advance.
4. Both strengths and drawbacks should be communicated to the appraisee.
5. Channel of communication should be completed should be given to the appraisee.
6. For further improving the performance of appraisee, a review counselling session
should be held at regular basis.
7. Training, if required, should be given the priority.
8. Sense of self-appraisal should be culminated in the employee’s also.
9. Aptitude test and other such tests should be held to determine the potential of the
employee for the further advancement.
10. Psychological tests should be held to measure the level of motivation in the
employees.
11. Important decisions should be conveyed through face-to-face communication and
paper correspondence should be minimized.
12. Provision for towards (monetory and non-monetory) should be made for
excellent performances.
13. Performance Appraisal System and its policies should be regularly reviewed to
bring out any amendments, if required, to make the system more effective.
CONCLUSION
80 A
Project on HAL
Performance Appraisal System
Bibliography
81 A
Project on HAL
Performance Appraisal System
82 A
Project on HAL