EXECUTIVE SUMMARY

OBJECTIVES:

The project deals with evaluation efficiency of existing PAR system in ONGC and
at the same time its drawbacks. The study also focuses on the problems faced by
the employees of the organization in respect to its PAR system. The purpose of the
study is to qualitatively evaluate the methodology as well as the procedure for
performance appraisal of the employees from the perspective of 3 tiers that is the
accepting authority, the reporting authority and the reviewing authority of the
company so as to transform the HR field from merely being strategy implementers
to a function that drives an organization strategically and hasmajor impacts.

RESULTS:

Employees of Oil and Natural Gas Corporation limited are satisfied with the
existing PAR system in order to evaluate their performance. However, a change in
the system is required to evaluate the performance effectively as well as
efficiently.

CONCLUSIONS:

Percentage of employee satisfied with the present performance appraisal system is

more than that of dissatisfied employees. According to the survey I conducted, the
employees are facing many problems such as lack of transparency in the process,
manipulation of results and many more. So even though the satisfied employees
are more in numbers, a change is required in the system.
RECCOMENDATIONS:

- The form used to analyse the performance of employees in the organisation

should be more objective rather than being subjective.
- KPAs and KRIs should be well known to all the employees and it should be
set according to the prevailing conditions in the organisation.
- 360 degree feedback system should be introduced to ONGC in order to
avoid the transparency issues.
- Introduction to e-PAR
- A proper feedback system should be there in order to make employees
understand what they require to improve their performance.

1
2
OBJECTIVES OF THE STUDY

 To evaluate the efficiency of the existing Performance Appraisal Report

(PAR) system in ONGC.

 To find out the difficulties faced by the employees of the organisation with

the existing PAR system in ONGC.

 To find out whether the employees are satisfied with the present system of

performance appraisal in the organisation or not.

SCOPE OF THE STUDY

 It creates a culture of excellence that inspires every employee. It matches

organisational objectives to individual aspirations. It equips people with

skills necessary to perform their duties. It clears growth paths for especially

talented individuals.

 It empowers employees to take decisions without fear of failing. It

embedded teamwork in all operational processes. Forge a partnership with

people for managing their careers.

3
AIM OF THE STUDY

4
The aim of doing Performance Appraisal is to:

 Determine promotion of employees- Performance appraisal

helps in charting progress of employees. Such charts can be used by the
employer to determine whether or not to promote their employees.

 Measure performance accurately- Every company has to set

mutually acceptable criteria or performance standards so that it could
compare employee’s performance with it.

 Identify area of weakness of employees- All employees

may not be an all-rounder. Some employees may have weak points as well,
which if not sorted out in time, might be a liability for the company.

 Evaluate effectiveness of HRM functions-Recruitment ,

selection , employees training , rewarding ,etc. are some functions of human
resource management whose effectiveness can only be analyzed when the
performance of employees are appraised.

 Motivate superior performance- When performance of

employees are timely appraised, they are motivated to make the superior
performance. It is because :

1. They want to enjoy the perk of being an excellent employee.

2. They fear negative reactions from the supervisors

 Evaluation- Performance appraisal helps to evaluate how well

employees have conducted their duty. Performance appraisal keeps a record
of each employee’s job performance, including what efforts they have made
and what have they achieved.
a.

5
6
Methodology is the systematic, theoretical analysis of the methods applied to a
field of study, or the theoretical analysis of the body of methods and principles
associated with a branch of knowledge. It typically encompasses concepts such as
paradigm, theoretical model, phases and quantitative or qualitative techniques.

A methodology does not set out to provide solutions but offers the theoretical
underpinning for understanding which method, set of methods or so called “best
practices” can be applied to a specific case.

It has been defined also as follows:

1. "The analysis of the principles of methods, rules, and postulates employed

by a discipline".
2. "the systematic study of methods that are, can be, or have been applied
within a discipline";
3. "The study or description of methods".

Research Design

Research design is the conceptual structure within which research should be

conducted.
A research design specifies the methods and procedure for conducting particular
study.

7
Descriptive Research

A descriptive study is undertaken when the researcher wants to know the

characteristics of certain groups as age, sex, educational level, income, occupation
etc. In contrast to exploratory studies, descriptive studies are well structured.

Sampling Plan
The samples are taken of selective sample plan and Random Stratified Sampling
Method has been adopted for the purpose of study.

Sampling Size
The Sampling Size is 50.

Types of Data Collection

PRIMARY DATA–
The primary data were collected by interaction with various levels of employees
belonging to different department and performing various functions. For this a
questionnaire was formed through the deep study of subject matter. The whole
questionnaire was divided into five categories. After forming the final
questionnaire survey was conducted. As a result of this survey primary data was
collected which was unorganized and unsystematic so collected which was
interpreted in the form of pie charts to have a clear understanding of the data.

8
SECONDARY DATA–
The sources of secondary data were the ONGC’s HR manual and the
performance appraisal forms used for different levels and also through the
earlier studies being done on the related topic as was provided by the high level
executives and library supplements.

9
INTRODUCTION

10
Performance appraisal is the single most powerful instrument for mobilizing
employees in sophisticated andwell managed organizations in order toachieve the
strategic goals. No other management process has as much influence
overindividuals’ careers and work lives as the performance appraisal system .In
the words ofHeyel., (1968) “It is the process of evaluating the performance
and qualifications of theemployee’s in terms of the requirements of the job
for which he is employed, for thepurpose of administration including
placement, selection for promotions, providingfinancial rewards and other
actions”. Further, Scott &Spriegel (1962) opine“Performance appraisal is a
step where the management finds out how effective it hasbeen at hiring and
placing employees”

Some of the FEATURESof performance appraisal are given below:

 Performance appraisal is the systematic description of an

employee’s job relevant strengths and weaknesses.

 The basic purpose is to find out how well the employee is

performing the job and establish a plan of improvement.

 Appraisals are arranged periodically according to a definite plan.

 Performance appraisal is not a job evaluation. Performance

appraisal refers to how well someone is doing the assigned job. Job
evaluation determines how much a job is worth to the organization and,
therefore, what range of pay should be assigned to job.

 Performance appraisal is a continuous process in every large scale

organization

11
OBJECTIVES

 Identify the level of performance expected and set a standard for all
members ofthe organization.

 Creation of forms related to performance appraisal

 Design the system

 Communicate to the organizational members to gather support and

wideacceptance of the new system.

 The new system is integrated with the HR systems existing.

 Prepare material needed for training and conduct programs for all members.

 Develop a plan to the effectiveness of the new performance appraisal

system.

CONTENTS TO BE APPRAISED IN AN EXECUTIVE’SJOB

12
 Regularity of attendance.
 Self Expression: Written and oral.
 Ability to work with others.
 Leadership Style and Abilities.
 Initiative.
 Technical Skill.
 Technical Ability.
 Ability to Grasp New Things.
 Ability to Reason.
 Originality and Resourcefulness
 Creative Skills.
 Areas of Interest.
 Area of Suitability.
 Integrity.
 Capability for Assuming Responsibility.
 Level of Acceptance by Subordinates.
 Honesty and Sincerity.
 Thoroughness in job and Procedures.
 Knowledge of Suggestions and procedures.
 Quality of Suggestions offered for improvement

PERFORMANCE EVALUATION TO PERFORMANCE

ANALYSIS AND DEVELOPMENT
13
 Performance appraisal was formerly used for the purpose of evaluating the
employee performance and controlling the performance against the set
standards. This technique was used to control the employee ignoring the human
aspect. But, with the emergence of human resource concept, organizations are to
further improve or develop it. Thus, this technique is now usedas an enabling
and motivating to improve the performance.

The PERFORMANCE ANALYSIS AND DEVELOPMENT helps the

organization to meet the following challenges:

 Creates a culture of excellence that inspires every employee.

 Match organizational objectives to individual aspirations.

 Equip people with skills necessary to perform their duties.

 Clear growth paths for especially talented individuals.

 Provide new challenges to rejuvenate plateau careers.

 Forge a partnership with people for managing their careers.

 Empower employees to take decisions without fear of failing.

 Embed teamwork in all operational processes.

 De-bureaucratize the structure for free flows of information.

PERFORMANCE APPRAISAL IN INDIAN INDUSTRIES

14
The systematic assessment of employees’ performance covering 32 firms in
5major industrial towns in India assessed that only 21 units used a formal
and a systematic personal appraisal program in respect of white-collar
employees. The remaining, as such had no formal system of appraisal. All
organizations relied on the impression of superiors and top management for
giving rewards and punishments to their employees.
Table 1 Purpose of Appraisal Programs
PURPOSE WHITE COLLAR BLUE COLLAR
EMPLOYEES EMPLOYEES

WAGE INCREASES 100% 100%

PROMOTIONS 80% 83%

TRAINING NEEDS 50% 50%

CONTROLLING 60% 51%

EMPLOYEE

EMPLOYEE NEEDS 25% 22%

15
Process and Methods of Performance Appraisal

16
17
METHODS OF PERFORMANCE APPRAISAL

A: TRADITIONAL METHODS

1. Graphic Rating Scale:

Graphic rating scales compare individual performance to an absolute standard. In

this method, judgments about performance are recorded on the scale. The

appraiser are supplied with printed forms containing a number of objectives,

behavior and trait based qualities and characters to be rated like quality and

volume of work etc. This character is known by the point given by rater. The

points given by the rater to each character are added up to find out the

performance. Employees are ranked on the basis of total points assigned to each

one of them.

2. Ranking Method

Under this method the employees are ranked from best to worst on some
characteristics. The rater first finds the employee with the lowest performance in
that particular job category and rates the former as the best and the latter as the
poorest. Then the appraiser selects all the employees inthat group and ranks them.

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 3. Paired Comparison Method

This method is relatively simple. Under this method, the appraiser ranks the
employees by comparing one employee with all other employees in the group, one
at a time. This method results in each employee being given a positive comparison
total and a certain percentage of total positive evaluation.

4. Forced Distribution Method

Forced distribution method is developed to prevent the appraiser too high or too
low. Under this method, the rater after assigning the points to theperformance of
each employee has to distribute his ratings in a pattern to conform to normal
frequency distribution.

5. Checklist Method

The checklist is simple rating technique in which the supervisor is given a list of
statement or words and asked to check statements representing the characteristics
and performanceofeach employee. There are three types of checklists methods viz.
simple checklists, weighted checklist and forced choice method.

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 6. Essay Appraisal

This method requires the manager to write a short essay describing each
employee’s performance during the rating period. This format emphasizes
evaluation of overall performance based on strengths/ weaknesses of employee
performance, rather than specific job dimensions. By asking supervisors to
enumerate specific examples of employee’s behaviors, the essay technique
minimizes supervisory bias and halo effect.

7. Group Appraisal

Under this method, an employee is appraised by a group of appraisers. This group

consists of the immediate supervisor of who have close contact with employee, to
other supervisors who supervisor who have close contact with employee, work,
manager or head of the department. The immediate supervisor enlightens others
member ´s about the job character, demands, standards of performance.

8. Confidential Reports

Assessing the employee’s performance confidentially is a traditional method of

performance appraisal. Under this method, superior appraises the performance of
his subordinates based on his observation, judgment, and intuitions. The superior
keeps his judgment and report confidentially.

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 9. Grading Method

In this method, certain categories of worth are established in advance and carefully
defined. There can be three categories established for employees: outstanding,
satisfactory, and unsatisfactory. There can be more than three grades. Employee
performance is compared with grade definitions. The employee is, then, allocated
to the grade that best describes his/her performance.

10.Forced Choice Method

The forced-choice method is developed by J.P. GUILFORD. It contains a series

of groups of statement, and rater rates how effectively a statement describes each
individual being evaluated. Common method of forced-choice method contains
two statements, both positive and negative.

11.Field Review Method

When there is a reason to suspect rater’s biasedness or his/her rating appears to be

quite higher than others, these are neutralized with the help of a review process.
The review process is usually conducted by the personnel officer in the HR
department.

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B. MODERN METHODS

1. 360 Degree Appraisal

In human resources, 360 Degree feedback also known as ‘multi-rater feedback’,

‘multi source feedback or ‘multi source assessment’ is the employee
development feedback that comes from all around the employee. “360” refers to
the 360 degrees in a circle. The feedback would come from subordinates, peers,
and managers in the organizational hierarchy, as well as self- assessment, and in
some cases external sources such as customers and suppliers or other interested
stakeholders. It may be contrasted with upward feedback by their direct reports, or
a traditional performance appraisal, where the employees are most often reviewed
only by their manager.

The results from 360 Degree feedback are often used by the person receiving the
feedback to plan their training and development. The results are also used by some
organization for making promotional or pay decisions, which are sometimes called
“360-Degree Review.”

2. Assessment Centre

In this approach individuals from various departments are brought together to

spend two or three days working on an individual or group assignment similar to
the ones they would be handling when promoted. Observers rank the performance
of each and every participant in order of merit. Since assessment centers
arebasically meant for evaluating the potential of candidates to be considered
forpromotion, training, or development, they offer an excellent means for
conducting evaluation in an objective way.

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 3. Management by Objective:

Management by Objectives (MBO) is a process of agreeing upon objectives within

an organization so that management and employees agree to the objectives and
understand what they are. Management by objectives term was first popularized
by Peter Drucker in 1954in his book ‘The Practice of Management’. It is all
too easy for managers to fail to outline, and agree with their employees, what it is
that everyone is trying to achieve. MBO substitutes for good intentions a process
that requires rather precise written description of objectives (for the period ahead)
and timelines for their monitoring and achievement. The process requires that the
manager and the employee agree to what the employee will attempt to achieve in
the period ahead, and (importantly) that the employee accepts and agree to the
objectives (otherwise commitment will be lacking).

4.Psychological Appraisals

Psychological appraisals are conducted to assess the employee’s potential. It

consists of:

a) In depth interviews

b) Psychological tests

c) Consultations and discussions with the employee

d) Discussions with superiors sub-ordinates and peers

e) Reviews of other evaluation.

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Evaluation is conducted in the areas of

a) Employee’s intellectual abilities

b) Emotional stability

c) Motivational responses

d) Reasoning and analytical skills

e) Interpretation and judgment skill

f) Sociability

g) Employee’s ability to comprehend the vents

h) Ability to foresee the future.

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 5. Behaviorally Anchored Rating Scales (BARS)

The problem of judgmental performance evaluation inherent in the

traditional methods of performance evaluation led to some organization to go
for objective evaluation by developing a technique known as ‘Behavioral
Anchored Rating Scale(BARS)’ around 1960’s. BARS are descriptions of
various degrees of behavior with regard to a specific performance dimension.

It combines the benefits of narratives, critical incidents, and quantified

ratings by anchoring a quantified scale with specific behavioral examples of
good or poor performance. The proponents of BARS claim that it offers
better and more equitable appraisals than do the other techniques of
performance appraisal we discussed so far. Developing BARS typically
involves five steps:

1. Generating critical incidents

2. Developing performance dimension

3. Reallocating incidents

4. Scaling incidents

5. Developing final BARS instrument

6. Cost Accounting Method

This method evaluates an employee’s performance from the monetary

benefits the employee yields to his/her organization. This is ascertained
by establishing a relationship between the costs involved in retaining the
employee, and the benefits an organization derives from him/her.

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USES OF PERFORMANCE APPRAISAL

 Performance Improvement: Performance feedback allows the

employee, manager and personnel specialists to intervene with appropriate
actions to improve performance.

 Compensation Adjustment: Performance evaluation help

decision maker to determine who should receive pay raise.

 Placement Decisions: Promotions, transfer, and demotion are usually

based on part anticipated performance.

 Training and development needs: Poor performance may

indicate for retaining. Likewise, good performance may indicate untapped
potential that should be developed.

 Career planning and development: Performance feedback

guides career decisions about specific career paths one should investigate.

 Staffing process deficiencies: Good or bad performance implies

strengths or weakness in the personnel departments staffing procedures.

26
  Job Design Errors: Poor performance may be a symptom of ill-
conceived job designs. Appraisals help diagnose of ill-conceived job designs.
Appraisals help diagnose these errors.

 Equal Employment Opportunity:Accurate performance appraisals

that actually measure job- related performance ensure that internal placement
decisions are not discriminatory.

 Feedback to HumaneResource:Good/Bad performance

throughout the organization indicate how well the human resource function is
performing.

27
LIMITATIONS OF PERFORMANCE APPRAISAL
The major problems in performance appraisal are:

Rating Biases: The problem with subjective measure has the opportunity for bias.

The rater bias includes:

 Halo effect

 The error of central tendency

 The leniency and strictness bias

 Personal prejudice

 The Regency Effect

 Failure of the superior in conducting performance appraisal and post

appraisal interviews.

 Most part of the appraisal is based on subjectivity.

 Less reliability and validity of the performance appraisal techniques.

 Negative rating affects interpersonal relations and industrial relations

systems.

 Influence of external environmental factors and uncontrollable internal

factors.

28
29
TYPE: Indian Multinational Oil and Gas Company.

Traded As: NSE: ONGC

BSE:500312
BSE SENSEX Constituent
CNX NIFTY Constituent

INDUSTRY: Oil and Gas Industry FMCG Sector

FOUNDED: 14th AUG,1956

HEADQUARTERS: Dehradun,Uttarakhand,India

AREA SERVED: Worldwide

KEY PEOPLE: Shashi Shankar-Chairman and Managing Director

PRODUCTS: Petroleum,Natural Gas and other Petrochemicals

OWNER: Government of India

NUMBER OF EMPLOYEES:33,000+(2018)

30
Maharatna ONGC, which stands for Oil and Natural Gas Corporation
Limited, is the largest producer of crude oil and natural gas in India, contributing
around 70 per cent of Indian domestic production. The crude oil is the raw
material used by downstream companies like IOC, BPCL, and HPCL to produce
petroleum products like Petrol, Diesel, Kerosene, Naphtha, and Cooking Gas-
LPG.

ONGC is India’s Top Energy Company and ranks 20th among global energy

majors’ plants. ONGC ranks 14th in ‘Oil and Gas operations’ and
220th overall in Forbes Global 2000. Acclaimed for its Corporate Governance
practices, Transparency International has ranked ONGC 26th among the biggest
publicly traded global giants. It is one of the most valued public enterprise in
India, and one of the highest profit-making and dividend-paying. ONGC has a
unique distinction of being a company with in-house service capabilities in all
areas of Exploration and Production of oil & gas and related oil-field services.
Winner of the Best Employer award, a dedicated team of over 33,927
professionals toil round the clock in challenging locations.

Its wholly-owned subsidiary ONGC Videsh Limited (OVL) is the biggest Indian
multinational in the energy space, participating in 36 oil and gas properties in 17
countries. ONGC subsidiary Mangalore Refinery and Petrochemicals Limited
(MRPL) is a Schedule ‘A’ Miniratna, with a single-location refining capacity of
15 million tons per annum.

31
 Vision

To be global leader in integrated energy business through sustainable growth,

knowledge excellence and exemplary governance practices.

Mission
World Class

 Dedicated to excellence by leveraging competitive advantages in R&D and

technology with involved people.
 Imbibe high standards of business ethics and organizational values.
 Abiding commitment to safety, health and environment to enrich quality of
community life.
 Foster a culture of trust, openness and mutual concern to make working a
stimulating and challenging experience for our people.
 Strive for customer delight through quality products and services.

Integrated In Energy Business

 Focus on domestic and international oil and gas exploration and production
business opportunities.
 Provide value linkages in other sectors of energy business.
 Create growth opportunities and maximize shareholder value.

32
 Dominant Indian Leadership

 Retain dominant position in Indian petroleum sector and enhance India's

energy availability.

ACTIVITIES:

Exploration

 Discovered six out of seven producing Basins in India. Located 8.78 billion
tones of Oil & Oil Equivalent in Indian Basins with over 400 discoveries
 ONGC is the largest exploration acreage and mining lease holder in India
 83% of established reserves (out of 10.9 BT) in the country have been
discovered by ONGC.
 22 new discoveries - 10 new prospects, 12 new pools in FY’15
 Reserve Replenishment Ratio (RRR) for the last ten years has been more
than One (3P Reserves)

33
  

Production

 ONGC has been able to arrest decline in majority of its matured fields (of
vintage 30-50 years) that contribute 72% of the company’s O+OEG production
through its majorly successful technology-intensive IOR and EOR.
 1184 oil wells and 151 gas wells in offshore and 4735 oil wells and 606 gas
wells in onshore as on  April 1, 2015
 Western Offshore production up by 7.5% (16.20 MMT in FY’15 against
15.54 MMT in FY’14)
 Produces 1.2 million barrels of oil equivalent per day
 ONGC accounts 69% of Crude oil & 70% of Natural Gas production
 Produced 1,743 Million Metric Tons of Oil Equivalent so far
 Arrested decline in 14 major fields producing for over 30 years, vis-a-vis
global decline rate of 7% from matured fields

34
ONGC Group of Companies

35
ONGC as an integrated Oil & Gas Corporate has developed in-house capability in
all aspects of exploration and production business i.e., Acquisition, Processing &
Interpretation (API) of Seismic data, drilling, work-over and well stimulation
operations, engineering & construction, production, processing, refining,
transportation, marketing, applied R&D and training, etc.
Today, ONGC has the highest market capitalization (among Indian public
enterprises) of over INR 3 lakh crores with 4,84,544 shareholders and the
highest net Profit earning Indian public enterprise with the net profit of Rs
22,095 Crores (after Tax) for the fiscal year 2014-15.It is a Public Sector
Undertaking(PSU) of the Government of India’s largest oil and gas exploration
and production company. It produces around 77% of India’s crude oil
(quivalent to around 30% of the country’s total demand) and around 62% of
its natural gas.

DIRCTORS:

CMD SHASHI SHANKAR

DIRECTOR(EXPLORATION) A.K. DWIVEDI
DIRECTOR(FINANCE) SUBHASH KUMAR
DIRECTOR(OFFSHORE) RAJESH KAKKAR
DIRECTOR(ONSHORE) S.K. MOITRA
DIRECTOR(T&FS) SHASHI SHANKAR(CMD)
DIRECTOR(HR) D.D. MISHRA

36
37
38
Performance Appraisal Report is an index of an Employee / Executive’s work
performance over a given period of time. It is crucial for his /her career growth
as it indicates the Strengths, Weaknesses (if any ), Training needs, nature of job
being performed, problems faced in work situation.

EVALUATION:

The Performance Appraisal seeks to evaluate:

 The Work Performance of an employee on the present job in relation to the

expected levels of performance, both qualitative and quantitative.

 The extent of development achieved by the employee during the period

under review.

 Evaluation of behavioral Attributes Attitudes and Abilities.

 Evaluation of potentials for assuming higher responsibility.

39
COVERAGE:
The Performance Appraisal covers:

 Performance of an employee during the period from 1st April to 31st

March of every year.

 All regular employees of the company. There shall, however be five

different formats for under-mentioned category of employees.

a. Class III and IV

b. E-0.
c. E-1to E-3
d. E-4 to E-6 &
e. E -7 and above (PESB Format)

The appraisal form commonly known as PAR/ACR will have to be filled in

respect of all such employees who have served for a period of at least 4 months in
the organization during the relevant year.

PROCEDURE:

PAR /ACR in respect of an employee are required to be assessed / written by

levels indicated below:-

a. By the Reporting Officer under whom employee is

working.

40
 b. By the Reviewing Officer

CLASS III / IV & E-O EMPLOYEES:

The reporting officer for writing PAR of an employee of class III / IV and E-O
level category will be the executive under whose control the employee is
working .The Reviewing Officer will be of one grade above the grade of
Reporting Officer.

ThePAR in respect of class III and IV employees duly reviewed /Accepted is

maintained at Region / Institutes / Headquarters Group – wise in concerned
establishment section /PAR sections.

The PAR in respect of E-0 to E-6 level executives is being maintained in PAR
Department at Headquarters of Corporate R & P Division. As regards, E-7 and
above level, all such reports which are received from Regions / Institutes/
Headquarters are maintained at the Office of Chairman -cum – Managing Director.

The Reporting Officer will be the Officer to whom the executive reports for his
day-to-day work. Review of the PAR will be done by the executives to whom the
Reporting Officer is responsible for his functions. Accepting authority will be the
executive higher than the Reviewing Officer at different stages depending upon
the nature of the grades, as per Delegation of Powers in PAR Rules

41
 a. The Performance Appraisal Reports of Executive of E-6 level i.e. Deputy

General Manager and above will be submitted to concern Functional

Director for final review and acceptance.

b. The Performance Appraisal Reports of Executives up to E-5 level i.e. CM

and equivalent will be accepted by Asset/Basin/Project Manager.

c. The Performance Appraisal Reports of Executives up to E-4 level i.e.

Manager and equivalent would be reviewed by the Sectional Head /GM/
GGM not less than E-7

ACCEPTING AUTHORITY:

A very senior officer who is designated under the Rules to re-look atPerformance
of the Appraise and review the observations of the first and second Appraisers. He
would finally determine and evaluate the performance of the Appraise, In case of
disparity between his assessment and that of the first and second Appraisers; he
has to record the basis of his revised assessment. He is expected to record
specifically his comments in cases of overall performance grading A+ or D, and
low score for personality traits by either of the earlier two Appraisers.

42
 PERFORMANCE APPRAISAL REPORTS (PAR) OFFICER

The PAR activities are a part of personal function, but the PAR system is
essentially based on support of various departments. This demands that senior
officer not less than E4 of the personnel department is designated as PAR
Officer, who will have responsibility to respond quickly to the enquiry. Each
Regional Office / Institute will have a PAR Officer. PAR Officer will report
directly to Head of P&A in Regional Offices, who has the overall responsibility of
development of human resources. In respect of offices in ONGC HQ in
Dehradun and Delhi corporate PAR Officer will function under General
Manager (Corporate Recruitment and Promotion).

ROLE AND RESPONSIBILITY OF THE REPORTING

AUTHORITY

The overall performance classification in grades is to be determined by examining

both (a) Performance (b) Personality of the appraise. The parameters of this task
are listed in Part II of the PAR format in blocks, A, B, C, D, E and F.

43
  In evaluating performance (block A) due consideration is to be given
to the bench marks indicated there in and one numerical block only is
to be ticked.

 In respect of personality traits, in blocks B, C, D, E and F only one

numerical block is to be ticked after considering the bench marks
indicated there in.
 The Reporting Authority must offer explanation for his assessment
for the special features while ticking the numerical blocks (A to F).
 The Grade Classifications with explanation are given in the following
pages. The performance and the grade / marks assigned to an
Appraise by the Reporting Officer (1st Appraiser) may be shown to
the Appraise by the Reporting Officer at an informal meeting. To
begin with, this system is adopted in respect of Executives of E-5
level and above. To be reviewed after two years

OVERALL ASSESSMENT BY ACCEPTING AUTHORITY

 The accepting authority will minutely examine the

observations made by the first appraiser and the Reviewing
Authority,and the self-appraisal of the appraise, and after taking due
consideration of all the aspects, determine overall grade and also
comment on the total performance.

 There should be specific observation about any adverse comment

which needs to be communicated to the appraise. He could also

44
 mention personality traits on which appraise need to be counseled /
advised for further improvement. Of his performance and which is
not being considered as an adverse entry.

DIFFERENT APPRAISAL SYSYTEM IN ONGC:

1. Grading System

The two PAR formats belonging to junior (E-1 to E-3) and middle (E-4 to E-6)
reflect both performance and managerial competency components. These have
been assigned numerical scores that are notional and merely act as a guide. The
grades of performance are purely dependent on the judgment of the first appraisers
and the total job situation. However, the final grade maybe at variance with the
total score. The 2nd Appraiser takes an overall view, both of the performance and
the personality of the Appraise, while determining the ‘FINAL GRADING’. A
prudent approach by the Accepting Authority is required to judge the assessment
of the Reviewing Authority, who may belong to functional discipline of the
Appraisee along with the detailed assessment of the Reporting Authority.

The overall rating in grades in respect of Appraisals isas under:

A+- Exceptional
A -Top performer
B-Very good
C -Adequate
D–Inadequate

The Accepting Authority gives the final grade after the judgment of 1st and 2 nd
Appraisers, and is the DESCISIVE GRADE of the Appraisee executive. In case of

45
any discrepancy, Accepting Authority and 1st and 2nd Appraisers MUST mention
adequate justification. In the absence of adequate explanation the report is
considered incomplete and returned to the Appraisers for confirming to the

instructions. The employees are deputed to different places after a span of

specified time period and requirement. Job Rotation is a feature that is prevalent in
the corporation. In case, the tenure of an employee is extended after the
completion of a specified one, a separate form is designed.

Job Parameters in Performance Appraisal System of ONGC

ONGC conducts an annual exercise of Memorandum of Understanding as directed

by the Ministry Petroleum in respect of Technical, Non-Technical, Financial
and Personnel matters for executives at different level. For Executive Appraisal
parameters are situation- specific and refer to a benchmark to comprehend job
responsibilities. The nature of Appraisee’s contribution to the organization is well
demarcated in Key Result Areas (KRAs) which are predetermined between
superior and subordinate. Mutually agreed KRAs have subjective aspects and
make it difficult to assess a group of executives realistically. That is why
predetermined job parameters allow the appraiser to appraise the appraisee with
known and standardized benchmark.

A set of 4-5 items of parameter are ascribed to an individual’s job. An executive

and his appraiser pick up few items, out of the list, as relevant to the position and

46
these are considered for assessment of performance. Additional blank space has
been provided in the appraisal format.

The appraiser assesses the performance of an Executive in totality and grades him
A+(Excellent), A (Very Good), B(Good), C (Adequate), D (Not adequate) after
assigning one of the numerical blocks and personality traits. ONGC doesn’t
believe in detail relative ranking and hence running numbers like 40-45 are not
suggested. Furthermore, the Appraiser would always ascertain an executive’s
effort whiledetermining results. Job parameter is not the sole criteria for assessing
contribution of asenior executive, particularly because he achieves results through
others. Dueweightage is to be given to executive’s personality trait also.

2. Assessment Development Centre in ONGC

“To identify in house talent”
Assessment Development Centre(ADC)inaugurated by Dr. A.K.Balyan,
Director (HR) in Mumbai in the new millennium said “the top management
hasreposed trust and confidence in this team and I am confident that you will live
up to theexpectations”. The centre primarily develops the behavioural and
managerial skills andcompetencies to man the top positions of the corporation
such as Asset Manager, BasinManager and Chief of Services efficiently and
effectively. These managers i.e. assessesare about 12 in number; are taken in
isolation and are given a few work related tasks.Workgroups can be with leaders
or without leaders. It is seen for a period of two to three days as to how do they
perform. Their performances are measured by conductingvarious exercises such as
in-basket exercises, simulation exercises and psychometricanalysis. They are
monitored constantly (by HR Specialists and psychologists, i.e.assessors are about

47
four in number) for nine to ten hours daily. Subsequently, they are interviewed for
hours together and are thereafter a feedback is given. The frequency ofADCs is
three courses conducted for twelve participants each, once a year.

AWARDS SCHEME
1.1- The system of giving annual awards at the corporate level was introduced
for the 1st time in 1986 in the category of manager of the year for
outstanding contribution. This was approved by executives committees in
its 24th meeting held on 31.3.1986.subsequently through a decision of 26th
EC held on 30.9.1986, the scope & categories of annual award was
expanded to include additional awards as follows:-

 Manager of the year

 Scientist of the year

 Engineer of year

1.2- In 36th meeting of EC held on 10.5.1988 ‘YOUNG EXECUTIVE

OFTHE YEAR’ and ‘TECHNICIAN OF THE YEAR’ were included in
the scheme .it was also decided that seven names from each business group
for ‘YOUNG EXECUTIVE OF THE YEAR’ and five names each from
EBG/DBG/OBG AND 15 names from TBG for ‘TECHNICIAN OF THE
YEAR’ may be considered for these awards.

1.3- Further ,EC it’s 47th meeting approved inclusion of ‘DOCTOR OF THE
YEAR’ .The various discipline covered under ‘SCIENTIST OF THE
YEAR’ AND ‘ENGINEER OF THE YEAR’ were categorised as:-

SCIENTIST OF THE YEAR

 Chemist
 Computer
 Geologist
 Mathematician

48
  Reservoir engineer

ENGINEER OF THE YEAR

 Civil
 C&M
 Drilling
 Electrical
 Mechanical
 Production
 Instrumentation

1.4-One more award for ‘COMMUNICATION OF THE YEAR’ was approved

in 66th meeting of EC and given only for the year 1990.

EXISTING AWARD SCHEME

Awards offer an array of recognition possibilities that must be flexible enough to

recognize and award difference between individual/groups performance. The
award also help to meet employee’s aspirations for recognition,growth and
responsibility.

5 Merit certificates categories under award scheme:

 ONGC Ratna:Leadership and all round brilliance

 Manager of the year: General management
 Professional of the year: professional in service/engineer/support services
 Young executive of the year: In recognition of young talent
 Supervision/technician:Award in non-executive levels .These awards
shall be linked with career growth.

49
ONGC RATNA:

 Creativity
 Business processes
 Courage of conviction
 Leadership style
 Effective teamwork
 Motivation PAR excellence

Quantitative criteria Maximum marks Marks obtained

ACR Rating 10 2 4 6 8 10
Image of ONGC 10 2 4 6 8 10
Courage of conviction 10 2 4 6 8 10
Clarity of objective 10 2 4 6 8 10
Leadership and
10 2 4 6 8 10
communication skill

AWARD FOR MANAGER: The following attributes will be considered for the
award

 High performer
 Processes
 HR management
 Concept of HSE
 Mobility
 Cost consciousness

50
Quantitative criteria Maximum marks Marks obtained
ACR Rating 20 4 8 12 16 20
Physical targets 10 2 4 6 8 10
Control parameters
Time optimization 7 1 3 5 7
Others –inventory
5 1 2 3 4 5
optimization
Cost optimization 8 2 4 6 8

PROFESSIONAL OF THE YEAR:-

 Significantly advance the understanding, knowledge and /or mastery of

respective discipline.

 Significant contribution in maximizing utilizing of existing /legacy

technology/system without compromising quality.

 Opening up new fields of opportunity.

 Redefining major issues related to investigative tools and techniques.

 Developingnew system ,methods and procedure .

 Significant experience in activities related to parent discipline.

Quantitative critiria Maximum marks Marks obtained

ACR 20 4 8 12 16 20
HR management team
5 1 2 3 4 5
building
Mobility 2 1 2
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 HSE 6 2 4 6
Control parameters 10 2 4 6 8 10

AWARD FOR YOUNG TALENT EXCELLENCEOF THE YEAR:

The following attributes will be considered for young excellence of the year
award.

 Significantly advance the understanding and knowledge of respective

discipline.

 Radically advance the current state of the art technology.

 Significantly contribution in maximum utilization of existing

legacy/technologies/system without compromising quality.

Quantitative Maximum marks Marks obtained

criteria
ACR rating 20 4 8 12 16 20
ONGC working 5 1 2 3 4 5
Discipline 5 1 2 3 4 5
Time optimization 5 1 2 3 4 5
HSE 5 1 2 3 4 5

AWARD FOR SUPERVISORY/TECHNICIAN OF THE YEAR:

Significant understanding and knowledge of respective jobs:

 Excellent performance.

 Right attitude towards work

52
  High moral,honesty ,dependability and discipline.

Quantitative Criteria Maximum marks Marks obtained

ACR rating 25 5 10 15 20 25
HSE 5 1 2 3 4 5
Discipline/time
15 3 6 9 12 15
optimization
Any other individual
5 1 2 3 4 5
aspect
Working relationship
10 2 4 6 8 10
with colleges

ELIGIBILITY

The basic points regarding the eligibility for group cash awards would be.

2.1-Record performance:

This would include only those cases where highest performance has been
achieved, for instance time taken in rig movement, record performance of rig in a
single day/month, rig building time, time taken in well completion etc.

2.2:-Substantive savings to the organization

To include those tasks which have yielded gains to the organization like
salvaging/ recovery of an equipment in repair and fabrication of an equipment ,
development of a chemical process, in house development of a computer program
etc.

2.3: - Exemplary action in crisis. this would involve those cases where timely
action has saved the corporation’s property,humane life etc.,or theaction has led to
prevention of huge losses to the organization.

2.4: - Grant of group award can also be considered in other cases where the
authorities feel that it would enhance the general morale in the organization.

53
2.5: -The appropriate amount to this effect would be provided for in the budget.
Award of certificate in this context would be within the preview of executive.

Table 2Level Structure of the Organization

LEVEL DESIGNATION

CLASS 1

Executive Director
E9
Group of Gen. Managers
E8
E7 General Manager
E6 Deputy Gen. Manager
E5 Chief Manager
E4 Manager
E3 Deputy Manager
E2 Senior (P&A) Officer
E1
P&A Officer

Assistant (P & A)Officer

CLASS 2 E0

CLASS 3 Assistant Grade 1

3-4
Assistant Grade 11
3-3 Assistant Grade 111
3-2 Assistant Grade IV

CLASS 4 4-3 Attendant Grade 111

4-2 Attendant Grade 11
Attendant Grade 1
4-1

54
 IMPORTANCE OF THE STUDY

It creates and maintains a satisfactory level of performance. It contributes to the

employee’s growth and development through training, self and management
development programs.

It helps the superior to have proper understanding about their subordinates. It

guides the job change with the help to continuous ranking. It facilitates fair and
equitable compensation based on performance. It ensures organization
effectiveness through correcting employee for standard and improved
performance, and suggesting the change in employee behaviour.

55
 STEPS OF IMPLEMENTATION
The following steps are recommended for the implementation of performance
appraisal system in ONGC:

 Discuss the basic principles of the appraisal

systemwith key employees, for example, you can decide on the types of
questions asked and how they are used- whether you base them on the core
values of your company or use questions that apply to specific positions.
Discussing the questions and evaluation as a team helps employees adjust to
the appraisal system and helps explain why it is necessary.

 Prepare at least some specific appraisal questionswith

a larger number of managers. For example u can prepare value-based
questions and the main occupational group-based questions.

 Introduce the appraisal system’s technicalities and content.

People like to know in advance what is going to happen.

 Conduct a smaller and simple(team spirit) appraisalto

introduce the technicalities of the system. It is an easy and fast method
which gives people the opportunity to evaluate the technical solutions used
and you can also find out if everybody knows how to use it.

 Use a test appraisalwhile implementing the appraisal system, test

appraisals can be conducted before the actual appraisals.

 Implement the appraisal on the basis of function or

division

56
57
  Performance Appraisal System gives a proper assessment of employee’s
contribution to the Organization.
strongly agree agree neutral disagree strongly disagree

4% 38%
33%

21%

4%

INTERPRETATION- Although majority of the employees feel that performance

appraisal system gives a proper assessment of employee’s contribution to the
organization. Still about 33% of the employees do not agree.

 All the aspects and standards used for the evaluation of performance are known
by the employees.
strongly agree agree neutral disagree strongly disagree
18%

2%

10% 50%

20%

58
INTERPRETATION- Majority of the employees is aware of the prevailing
Performance Appraisal System in ONGC.

 A training programme should be provided in order to clarify the appraisal

procedure.
strongly agree agree neutral disagree strongly disagree

10% 6%
4%

80%

INTERPRETATION- Majority of the employees feels that a training programme

should be provided in order to clarify the appraisal procedure for a better
understanding.

 Self assessment should be there in the organisation for proper performance

appraisal.

59
 strongly agree agree neutral disagree strongly disagree

10% 32%
2% 2%

54%

INTERPRETATION- Majority of the employees agrees that there should be self-

appraisal in PAR system.

 Transparency should be maintained in the process of performance appraisal and

it should be done in an open manner.
strongly agree agree neutral disagree strongly disagree

10%
20%

60%

10%

60
INTERPRETATION- Majority of the employees wants the performance appraisal
system to be open and transparent in order to avoid any biasness.

 Performance assessment done in the organisation always matches employee’s

expectations.

strongly agree agree neutral disagree strongly disagree

20%

6%

40%

4%

30%

INTERPRETATION-Majority of the employees feels that assessment done in the

organization do not always matches their expectations and some steps need to be
taken for the same.

 Personal Disputes between different levels of organisation affects performance

appraisal report.

61
 strongly agree agree neutral disagree strongly disagree
9%

9% 9%

23%

50%

INTERPRETATION- 59% of employees feels that personal relations of the

employee with his/her Competent Reporting, Reviewing or Accepting Authority
affect the PAR judgment. About 18% disagree with the statement and 23% have
no idea about it.

 360-degree feedback should be introduced again to performance appraisal

procedure.
strongly agree agree neutral disagree strongly disagree
7%
5%
3%

20%

65%

62
 INTERPRETATION- 85% of the employees feels that 360-degree feedback
should be brought back in performance appraisal procedure of ONGC.

 Introducing performance appraisal norms and policies during induction

programme will be helpful in order to improve the performance of the employees.

strongly agree agree neutral disgaree strongly disagree

15 10
40

15

25

INTERPRETATION- 24% of the employees do not think that introducing norms and
policies of performance appraisal during induction programme will be helpful to
employees. But at the same time majority of the employees are in support of the
statement.

63
 Action plans for improvement of poor performing employees exists.

strongly agree agree neutral disagree strongly disagree

32% 5%

5%

23%

35%

INTERPRETATION- 40% of the employees agrees that counseling to an extent is

provided in (PAR) system. About 23% of employees have no idea, whereas 37%
disagree with the statement.

 Performance related pay (PRP) should be based on performance appraisal

report (PAR).

20
10

20

Strongly agree
Agree
15 Neutral
Disagree
Strongly disagree

35

64
 INTERPRETATION- 35% of the employees feel that PRP should be based on PAR
as it is justifies the efforts of employees whereas 30% of them disagree to the
statement.

 Job rotation, promotion, suspension and dismissal should be based on

performance appraisal

5
3 2

30 strongly agree
agree
neutral
disagree
60 strongly disagree

INTERPRETATION-Majority of the employees shows positive response towards

this statement as they feel that, their promotions are based on their performance
appraisal whereas some of them are neutral about this.

 KRA(key result areas/key performance indicators) help in achieving

organisation goal

65
 10 20
5

10
strongly agree
agree
neutral
disagree
strongly disagree

45

Interpretation –45% of the employee’s agrees that KRA is a strategic factor

which provides positive results are realized to achieve organization goals and are
needed. About 15% of them disagree with the fact.

 Performance appraisal helps to increasing employees motivation time to

time

5
3 2

50 strongly agree
agree
neutral
disagree
40 strongly disagree

Interpretation- Majority of them says that performance appraisal helps to

increase their level of motivation as it provides satisfied results with respect to
their job involvement.

66
  The performance appraisal helps to win co-operation and team work

15
5 30

10 strongly agree
agree
neutral
disagree
strongly disagree

40

Interpretation –40% of the employees feels that performance appraisal

helps in winning co-operation and team work where as 15% employees
feels that co-operation and team is obtained through proper communication
networks in the organization.

 Performance appraisal helps in improving personnel skills of the

employees

20
10

20

strongly agree
agree
neutral
disagree
strongly disagree

15 35

67
Interpretation-35% of the employees agrees with the statement that
performance appraisal improves employees personnel skill and brings new
innovative ideas in work place.

 The performance appraisal is helpful in reducing grievance among

the employees and the employer

15 15

strongly agree
agree
neutral
disagree
30 30 strongly disagree

10

Interpretation- As employer is not directly connected with an employee

performance appraisal is not being carried out by the employer but by the
sectional head, therefore there is a reduction in grievance between the
employees and their employer.

68
 Training and development programmes are effective for individual and
organisation development
10
3 2

15
strongly agree
agree
neutral
disagree
strongly disagree

70

Interpretation – Training programs increases employees’ skills and

knowledge towards their particular job and therefore 70% of the
employees takes training process as a necessity for their company’s
development.

 The performance rating is helpful for the management to provide employees

counselling

8
7

10

strongly agree
agree
55 neutral
disagree
strongly disagree

20

69
Interpretation- 55% of the employees agrees with the statement that performance
rating helps employees to provide proper counselling whenever the requirement
arises whereas most of them disagrees with the statement.

 Performance appraisal helps in career development path within the

organisation

12 5
3

50 strongly agree
agree
neutral
disagree
strongly disagree

30

Interpretation- Increase in performance ratings leads to career development and

hence it makes employees recognised in their workplace, therefore majority of the
employees agree with a percentage of 55%.

70
  The performance appraisal system helps to identify the strength and
weakness of the employees

5
3 2

20

strongly agree
agree
neutral
disagree
strongly disagree

65

Interpretation-65% of the employees agrees with the statement whereas 3% of

them disagrees’ with it.

71
72
 The employees of ONGC have different views about the
PerformanceAppraisal System in ONGC. Some employees of this
organization think that Performance Appraisal is effectively run in this
organization but according to the employees that there is a great need to
improve the Performance Appraisal System procedure.

 In the survey I had prepared a questionnaire in which 11 questions based on

Performance Appraisal System are mentioned.

 In the survey I have found that employee of different level have different
view about the Performance Appraisal System.

 All the employees are fully aware of the Performance Appraisal procedure
followed in organization and about the positive as well as negative aspect of
Performance Appraisal System in ONGC.

However, there is still a need to create awareness makes employees

understand the importance of performance appraisal in the organization.

 There is still a confusion regarding performance related pay. According to

the study,almost an equal number of employees are in favour as well as
against of the fact that performance related pay should be based on
performance appraisal report.

73
74
During the course of study I interacted with various levels of employees belonging

to different department and performing various functions. After forming the final

questionnaire, survey was conducted. As a result of this survey primary data was

collected and the information so collected was complied to give data and make

analysis to give suggestion for improvement. After analysis it can be said that

percentage of employee satisfied with the present performance appraisal system is

more than that of dissatisfied employees. Those satisfied with the PAR forms said

that ONGC normally takes every step to make changes in the PAR from time to

time to cope up with the changing situation and HR policies of the company as

and when it is felt necessary but the disagreeing group suggested that there should

be transparency in the system.

75
76
In my view following recommendations may be considered while
designing the Performance appraisal system.

1) The current appraisal system is subjective and is not contributing to

achieve the desired results. Hence it is suggested that the appraisal
system should be more objective and there is a need to develop a well
designed instrument for performance and potential appraisal.

2) Proper instruction should be given by the PAR section to the reporting

and the accepting officer.

3) The past parameters of PAR should be modified and communicated to all

concerned bodies. This will further facilitate the reporting officer to judge
their performance.

4) A proper feedback should be given at the end of appraisal exercise so that

he/she can overcome their weakness and can perform their duties in the
more responsible manner.

5) The questions regarding the parameters set in the PAR form satisfy most
of the employees but there are some executives who were not satisfied
withthe parameters set in the PAR form and they suggested that
parameters should be set according to the role and assignment.

77
78
1. Some of the employees were not frank enough to give proper feedback as well

as information regarding anything.

2. One of the major limitations was time constraint. The most important factor
which limits the research is the time factor.

3. Area constraint is also one of the major limitations for trainees because I was
restricted to a particular area only that is HR department.

4. Trainees are provided limited resources.

5.The next limitation is some respondents gave biased response for fear of their

position in the company. This may influence the results.

79
QUESTIONNAIRES

80
 Questionnaires related to study the efficiency of
performance appraisal system in ONGC

 Performance Appraisal System gives a proper assessment of employee’s

contribution to the Organization.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 All the aspects and standards used for the evaluation of performance are known by
the employees

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 A training programme should be provided in order to clarify the appraisal

procedure.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Self assessment should be there in the organisation for proper performance

appraisal.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Transparency should be maintained in the process of performance appraisal and it

should be done in an open manner.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

81
 Performance assessment done in the organisation always matches employee’s
expectations.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Personal Disputes between different levels of organisation affects performance

appraisal report.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 360-degree feedback should be introduced to performance appraisal procedure of

ONGC.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Introducing performance appraisal norms and policies during induction

programme will be helpful in order to improve the performance of the employees.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Action plans for improvement of poor performing employees exists.

A) Strongly disagree B) Disagree C) Neutral D) Disagree

E) Strongly Disagree

 Performance related pay (PRP) should be based on performance appraisal report

(PAR).

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

82
 Job rotation, promotion, suspension and dismissal should be based on performance

appraisal

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 KRA(key result areas/key performance indicators) helps in achieving organisation

goals

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Performance appraisal helps to increases employees motivation

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 The performance appraisal helps to win co-operation and team work

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 The performance appraisal is helpful for improving personnel skill

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 The performance appraisal is helpful in reducing grievance among the employees

and the employer.

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

83
  Training programmes are effective for individual and organisation development

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly disagree

 The performance rating is helpful for the management to provide employees

counselling

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 Performance appraisal helps in career development path within the organisation

A) Strongly Agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree

 The performance appraisal system helps to identify the strength and weaknesses
of the employees
A) Strongly Agree B) AgreeC) Neutral D)Disagree
E) Strongly Disagree

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85
BOOKS

HUMAN RESOURCE MANUAL

“HUMAN RESOURCE MANAGEMENT” – L.M. Prasad

“HUMAN RESOURCE MANAGEMENT”- P. Subba Rao

INTERNET REFERENCES

www.google.co.in

www.ongcreports.net

www.ongcindia.com

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