Chapter-1 1.

1 A PROFILE
Gas Authority of India Limited (GAIL) is one of the outstanding public sector enterprises (PSEs) in the country today. It is one of the a!aratna" enterprises and ran#s among the top ten companies in India. $uring %&&&'()))* the company registered a turno!er of +s.,-.%. billion /ith net profits of +s.,.0% billion. Gas transmission and distribution forms the bul# of GAIL"s business today follo/ed by gas processing for LPG production and production of petrochemicals. 1he company operates o!er -()) 23 of pipelines in all four regions of the country supplying about 0) million cubic meters (33S43) of gas per day as fuel to po/er plants for generation of o!er -)))35 of po/er* as feedstoc# for gas based fertili6er plants to produce about %) 331PA of urea* and to o!er %.) other industrial units to meet their energy and process re7uirements. Gas throughput during %&&&'())) /as to the tune of 0).(8 33S43$ as against .8.8. 33S43$ of the preceding year. GAIL /as established by Go!ernment of India in August %&,- for handling post'e9ploration acti!ities relating to atural Gas* /ith the 1

ob:ecti!e of accelerating and optimi6ing the effecti!e and economic use of atural Gas and its fractions to the benefit of national economy. 5ithin a period if %0 years* GAIL has emerged and maintained its position as the o.% Gas 4ompany in India. It has /on the E9cellent Performance A/ard for the past fi!e years consecuti!ely* and safety a/ards from the ;il Industry Safety $irectorate (;IS$) and <ritish Safety 4ouncil. It has an IS; &))( 4ertification for its pipeline systems* LPG plants and the Gas 1echnology Institute and also IS; %-))% 4ertification for its LPG plants at =i:aipur* =aghodia* 4ompressor Stations at >a6ira and along the ><? Pipeline* ma#ing it amongst the first Indian 4ompanies in the Petroleum sector to secure this certification. In line /ith its status as a gro/th in the future. 1.2 NATURAL GAS MARKETING atural Gas constitutes the core business of GAIL. Gas throughput during %&&&'())) /as to the tune of 0).(8 33S43$. ;f this* GAIL today supplies about @@ 33S43$ (million cubic meters per day) of gas consumers /hich are ser!iced by the ><? and its spur pipelines and about (8 33S43$ to customers /hich are ser!iced through its not >P? net/or#s. 1he demand for natural gas for outstrips a!ailability today. Auture pro:ections indicate some increase in the 2G (2rishna' Goda!ari) basin and the 4au!ery basin in the south. GAIL is already augmenting its transmission infrastructure in these areas to facilitate 2 a!aratna 4ompany* GAIL has identified

se!eral areas for e9pansion and di!ersification to ensure continuous

the consumers in these regions. GAIL is also /or#ing in se!eral directions li#e gas imports* L G and E9ploration and Production to increase the a!ailability of gas. 1.3 TELECOM GAIL has recently entered the 1elecom sector as a ser!ice pro!ider for the basic operators. It has already signed memorandum of understandings (3;Bs) for the :oint operations /ith Po/er Grid 4orporation of India Ltd. 5ith this* the combined e9isting and proposed net/or#s of the t/o companies /ould be the largest operati!e long distance net/or# in the country after $o1. 1he a!ailability of such integrated net/or# /ould enable basic* cellular* Internet Ser!ice pro!iders and long distance operators to establish and commence operations at the earliest and at the same time pro!ide higher degree of reliability to their operation. It has already signed 3;Bs /ith four ma:or 1elecom operators for leasing band/idth capacity. 1hese are <harti 1elesonics* <PL broadband* Shyam 1elecom and Escotel 3obiles. GAIL has planned to set up a orth'5est'South broadband cross'

country net/or# of o!er &.)) #m in phases. 1he net/or# /ill pro!ide high band/idth (-) G<PS) capacity across %% states of the country connecting more than &) cities including three metros and four mini metros. 1he net/or# /ould pro!ide end'to'end capacity to both operators and end users and /ould enable connecti!ity to all ma:or international gate/ays* both satellite and fibre. GAIL also plans as part

of its net/or# to set up capacity hubsCband/idth capacity e9changes. 1his /ould entail an in!estment of about +s.%))) crore. As part of the first phase* GAIL /ould connect more than @) ma:or cities in orth and 5estern part of the country. 1hese /ould include cities in 3aharashtra* Gu:arat* +a:asthan* >aryana* $elhi* Bttar Pradesh and 3adhya Pradesh. 1he second phase /ould co!er more than .8 cities spread o!er eight states in the orth'5est region. At the end of this phase* GAILs net/or# /ould be spread o!er 0.)) #m.* /ould connect three metros and four mini'metros and /ould pro!ide connecti!ity to &8 cities in the country. 1.4 JOINT VENTURES MAHANAGAR GAS LIMITED (MGL) A :oint !enture /ith <ritish gas and Go!t. of 3aharashtra /as incorporated to supply gas to domestic* commercial and small industrial consumers in 3umbai and 4 G for transport sector. INDRAPRASTHA GAS LIMITED (IGL). A :oint !enture 4ompany /ith <P4L and Go!t. of $elhi /as incorporated in %&&, for the distribution of natural gas to the domestic* commercial and transport sector in $elhi. PETRONET LNG LIMITED (PLL). A :oint !enture /ith ; G4* <P4L and /as I;4 incorporated for the import of L G in the country.

1.5 FINANCIAL OPEARTIONS GAIL has been a consistently good performer and is hopeful of maintaining its current performance trends. It has an authori6ed share capital of +s.%) billion of /hich +s.,.-0 billion has been paid up. 08.@ percent of the shares of the company are o/ned by Go!ernment of India. $uring %&&&'()))* the company paid a di!idend of @. percent. GAIL has achie!ed a turno!er of +s.,-%. crore in %&&&'())) and a net profit of +s.,0% crore. Gross operation 3argin has increased to +s.%0(8 crore as compared to +s.%-&( crore of %&&,'&&. GAIL"s engineers ha!e achie!ed up to %@)D capacity utili6ation at its LPG plant and ha!e o!ercome ma:or challenges in pipeline /or#. 1hey ha!e also maintained &&.&D pipeline a!ailability. GAIL"s tight pro:ect control and monitoring systems ha!e enabled it to maintain its pro:ect costs schedule and its financial systems ha!e enabled it to generate internal resources from its initial stage of operations.

1.5 HUMAN RESOURCE AND MANAGEMENT

At GAIL* >uman +esources 3anagement and $e!elopment is a core functional and thrust area. $uring the last %. years GAIL has e!ol!ed a set of comprehensi!e >uman +esources Policies* Practices and Systems. 1.5.1 Hum ! R"#$u%&" M'##'$! 1he >uman +esource 3ission of GAIL is to create a resourceful en!ironment that shall be conduci!e to the sustainable gro/th of the organi6ation through synergistic de!elopment of >uman +esources and 1echnology /ith emphasis on indi!idual e9cellence and self' de!elopment. 1.5.2 HR( R"#" %&) 1he 4ompany also underta#es studies from time to time (internally as /ell as /ith the help of e9ternal e9perts) on issues relating to employee satisfaction* 7uality of /or# life* internal customer satisfaction etc. 1.5.3 S$&' * O+*', -'$!# GAIL has been committed to the cause of upliftment and de!elopment of the bac#/ard and underpri!ileged sections of the society. GAIL is firm in its belief that 4orporates ha!e a ma:or responsibility in the area of human /elfare specially in de!eloping countries li#e India and the therefore the 4ompany supports se!eral Go!ernment sponsored social /elfare and humanitarian programmes. 1he programmes are in the 6

nature of infrastructural facilities* electrification and street lighting* drin#ing /ater* health and sanitation* community de!elopment* =ocational training etc. 1.5.4 T% '!'!, !. D"/"*$0m"!GAIL lays considerable stress on employee 1raining and $e!elopment acti!ities and these are coordinated by a separate department under the $irectorate of Personnel. 1he 1raining efforts are need focussed and co!er in'house training programmes spread o!er a /ide range of sub:ects as also e9ternal training including speciali6ed programmes abroad. 5ith the ob:ecti!e of building up of its o/n in'house infrastructure* GAIL has set up a Gas 1echnology Institute (G1I) /ith collaboration of $anish Go!ernment at ;I$A (B.P). G1I functions are the 4orporate >+$ and Synergy $epartment of GAIL /ith mission to pro!ide sustainable gro/th opportunities to the gas sector through synergistic de!elopment of human resource and technology.

GAIL1S VISION
Be the Dominant Natural Gas Company with Significant Global Presence, Integrate in !nergy an Petrochemicals"

1.2 Am0*'3'& -'$! $3 GAIL1# V'#'$! E*"m"!-#

Dominant <e the undisputed leader in the natural gas mar#et in India by gro/ing aggressi!ely to bridge the demand'supply gap and meet the needs of e9isting and potential customers. Natural Gas Company Aocus on all aspects of the natural gas !alue chain including e9ploration* and ser!ices. Significant Global Presence 4reate and strengthen meaningful regional and global presence to pursue strategic* attracti!e opportunities /hile effecti!ely managing business ris#s. Integrate in !nergy an Petrochemicals E9pand beyond the traditional natural gas business by integrating into additional hydrocarbon based sources and end uses to pro!ide superior !alue to customers through con!ergence of products and ser!ices. production* transmission* e9traction* processing* distribution and mar#eting of natural gas related processes* products

10

1.4 C$%" O%, !'5 -'$! * V *u"#

E-)'&# 1hey are transparent* fair and consistent in dealing /ith all people. 1hey insist on honesty* integrity and trust/orthiness in all their acti!ities. P"$0*" 1hey belie!e that their success is dri!en by the commitment and e9cellence of their people. 1hey attract and retain result'oriented people /ho are proud of their /or# and are satisfied nothing less than the !ery best in e!erything they do. 1hey encourage indi!idual initiati!e by creating opportunities for their people to learn and gro/. 1hey respect the indi!idual rights and dignity of all people. Cu#-$m"% 1hey stri!e relentlessly to e9ceed the e9pectations of their customers* both internal and e9ternal. 1heir customers prefer them. S) %")$*."%# 1hey meet the ob:ecti!es of their shareholders by pro!iding them superior returns and !alue through their in!estment in GAIL. T"&)!$*$,6 1hey belie!e technology is a #ey to the future success of their organi6ation. 1hey ad!ocate use of best'in'class" technologies.

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Chapter-# REVIE7 OF LITERATUE

2.1 7) - '# P"%3$%m !&" A00% '# *8 Performance Appraisal is a system for achie!ing organi6ational goals through the re!ie/ of employee performance against indi!idual or group ob:ecti!es. In a performance appraisal system ob:ecti!es are de!eloped for indi!iduals or groups. 1hese ob:ecti!es are deri!ed from the organi6ationEs goals. ;n a regular basis* usually annually or half yearly* employee performance is re!ie/ed against their ob:ecti!es. 1his occurs for t/o reasons. Airstly to determine areas /hich need de!elopment or further learning. Secondly to re/ard employees for ob:ecti!es they ha!e met and for areas /here their performance is good. In simple terms performance appraisal may be understood as the measurement of an indi!idual"s performance in a systematic /ay* the performance being measured against such factors as :ob #no/ledge* 7uality and 7uantity output* initiati!e* leadership abilities* super!ision* dependability* co'operation* :udgment* !ersatility* health and the li#e. Assessment should be confined to the past performance alone. Potentials of an employee for the future must also be assessed.

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A formal definition of performance appraisal is Fit is the systematic e!aluation of the indi!idual /ith respect to his or her performance on the :ob and his or her potential for de!elopmentG. A more comprehensi!e definition isH FPerformance Appraisal is a formal* structured system of measuring and e!aluating an employees :ob* related beha!iors and outcomes to disco!er ho/ and /hy the employee is presently performing on the :ob and ho/ the employee can perform more effecti!ely in the future so that the employee* organi6ation* and society all benefitG. 1he second definition includes employees" beha!ior as part of the assessment. <eha!ior can be acti!e or passi!e I $o something or do nothing. Either /ay* beha!ior affects :ob results. 1he other terms used for performance appraisal areH performance rating* employee assessment* employee performance re!ie/* personnel appraisal* performance e!aluation* employee e!aluation and merit rating (perhaps the oldest of the terms used). 2.2 O+9"&-'/"# $3 0"%3$%m !&" 00% '# * $ata relating to performance assessment of employees are recorded* stored and used for se!eral purposes. 1he main purposes of employee assessment areH %. (. 1o effect promotions based on competence and performance. 1o confirm the ser!ices of probationary employees upon there completing the probationary periods satisfactorily.

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@. -.

1o assess the training and de!elopment needs of employees. 1o decide upon a pay raise /here (as in the unorgani6ed sector) /here regular pay scales ha!e not been fi9ed.

..

1o let the employees #no/ /here they stand and so far as there performance is concerned and to assist them /ith constructi!e criticism and guidance for the purpose of there de!elopment.

0.

1o impro!e communication. Performance Appraisal pro!ides a formal dialogue bet/een the superior and the subordinate* and impro!es understanding of personal goals and concerns. 1his can also ha!e the effect of increasing the trust bet/een the appraiser and the appraisee.

8.

Ainally* performance appraisal can be used to determine /hether >+ programmes such* as selection* training and transfers ha!e been effecti!e or not.

2.3 A00% '# * P%$&"## 1he abo!e figure outlines the performance appraisal process. Each step in the process is crucial and arranged logically. 1he process as sho/n in the abo!e figure is some /hat ideali6ed. 3any organi6ations ma#e e!ery effort to appro9imate the ideal process* resulting in first'rate appraisal systems. Bnfortunately* many others fail to consider one or more of the steps and* therefore* ha!e less' effecti!e appraisal systems.

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T)" P"%3$%m !&" A00% '# * P%$&"##.

O+9"&-'/"# $3 -)" P"%3$%m !&" A00% '# * E#- +*'#) J$+ E;0"&- -'$!#

D"#',! ! A00% '# * P%$,% mm" A00% '#" P"%3$%m !&"

P"%3$%m !&" I!-"%/'"<

U#" A00% '# * D - 3$% A00%$0%' -" Pu%0$#"#

2.4 O:JECTIVES OF APPRAISAL ;b:ecti!es of appraisal include effecting promotions and transfers* assessing training needs a/arding pay increases* and the hi#e. 1he emphasis in all these is to correct the problems. 1hese ob:ecti!es are appropriate as long as the approach in appraisal is indi!idual. Appraisal* in future* /ould assume systems orientation. In the systems approach* the ob:ecti!es of appraisal stretch beyond the traditional ones. In the systems approach* appraisal aims impro!ing the performance* instead of merely assessing it. 1o/ards this end* appraisal system 15

see#s to e!aluate opportunity factors. ;pportunity factors include the physical en!ironment such as noise* !entilation and lightings a!ailable resource such as human and computer assistance. In the systems approach* the emphasis is not on indi!idual assessment and re/ards or punishments. <ut it is on ho/ the /or# system affects an indi!idual"s performance. In order to use a systems approach* managers must learn to appreciate the impact that the system le!el factors ha!e on indi!idual performance* and subordinates must ad:ust to the lac# of competition among indi!iduals. 1hus* systems approach is going to be successful* the employee must belie!e that by /or#ing to/ards shared goals* e!eryone /ill benefit. 2.5 ESTA:LISH JO: E=PECTATIONS 1he second step in the appraisal process is to establish :ob e9pectations. 1his includes informing the employee /hat is e9pected of himC her on the :ob. ormally* a discussion is held /ith hisC her superior to re!ie/ the ma:or duties contained in the :ob description. Indi!iduals should not be e9pected to begin the :ob until they understand /hat is e9pected of them.

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2.> DESIGN THE APPRAISAL PROGRAMME $esigning an appraisal programme poses se!eral 7uestions* /hich need ans/ers. 1hey are* (i) Aormal !ersus informal appraisalJ(ii) 5hose performance is to be assessedK (iii) 5ho are the ratersK (i!) 5hat should be ratedK F$%m * V"%#u# I!3$%m * A00% '# *? 1he first step in designing an appraisal programme is to decide /hether the appraisal should be formal or informal. Aormal appraisals occur usually at specified time periods' once or t/ice a year. Aormal appraisals are most often re7uired by the organi6ation for the purpose of employee e!aluation. Informal performance appraisal can occur /hene!er the super!isor feels the need for communication. Aor e9ample* if the employee has been consistently meeting or e9ecuting standards* an informal appraisal may be in order to simply recogni6e this fact. $iscussions can ta#e place any/here in the organi6ation* ranging from the manager"s office to the canteen. <ut care needs to be ta#en in to ensure that the discussion is held in pri!ate. 3any organi6ations encourage a mi9ture of both formal and informal appraisals. 1he formal appraisal is most often used as a primary e!aluation. >o/e!er* the informal appraisal is !ery helpful for more performance feedbac#. Informal appraisals should not ta#e the place of formal performance e!aluation. 7)$#" 0"%3$%m !&" #)$u*. +" % -".? 1o the 7uestion as to

/hose performance should be rated* the ans/er is ob!ious' 17

employees. 5hen /e say employees* is it indi!iduals or teamsK Specifically* the ratee may be defined as the indi!idual* /or# group* di!ision or organi6ation. It is also possible to define the ratee at multiple le!els. Aor e9ample* under some conditions it may be desirable appraise performance both at the /or#'group le!el for merit pay increases and at the indi!idual le!el to assess training needs. 1/o conditions necessitates a group'le!el appraisal' group cohesi!eness and difficult in identifying indi!idual performance. Group cohesi!eness refers to the shared feeling among /or# team members. 1here is cooperation and clear understanding to accomplish tas#s* /hich are interdependent. Any attempt to assess indi!idual performance shall undermine group cohesi!eness and tend to promote indi!idualistic or e!en competiti!e orientation. 1he difficulty in identifying indi!idual contribution is also important to consider. In some cases* interdependence of tas# is so complete that it is difficult to identify /ho has contributed /hat. 1here is no other choice but to !ie/ the tas# as a team effort. <ut the point to be remembered is that the performance of all employees must be rated. All must become ratees. 7)$ %" R -"%#8 ? from the +aters can be immediate super!isors* >+ department* subordinates* peers*

specialists

committees* clients* self'appraisals* or a combination of se!eral. Immediate super!isor is the fit candidate to appraise the performance of hisC her subordinates. 1here are three reasons in support of this choice. o one is more familiar /ith subordinates 18

performance than hisC her superior. Another reason is that the superior has the responsibility of managing a particular unit. 5hen the tas# of e!aluating a subordinate is gi!en to another person*the superior authority may be undermined seriously.Ainally* training and de!elopment of subordinates is an important element in e!ery manager"s :ob. Since appraisal programmes are often clearly lin#ed to training and de!elopment* the immediate super!isor may be the logical choice to conduct the performance e!aluation. Subordinates can assess the performance of their superiors.1he use of this choice may be useful in assessing an employee"s ability to communicate* delegate /or#* allocate resources* disseminate information* resol!e intra'personal conflict* and deal /ith employees on a fair basis. <ut the problem /ith subordinate e!aluation is that the super!iosrs tend to become more popular* not by effecti!e leadership* but by mere gimmic#s. Peers are in a better position to e!aluate certain facts of :ob performance /hich the subordinates or super!isors cannot do. Such facts include contribution to /or# group pro:ects* interpersonal effecti!eness* communication s#ills* reliability and initiati!e. Aurther* /hen re/ard allocation is based on peer e!aluation* serious conflicts among co'/or#ers may de!elop. Ainally* all the peers may :oin together to rate each other high. Although clients are seldom used for rating employee performance* nothing pre!ents an organisation from using this source. 4lients may be members /ithin the organisation /ho ha!e direct contact

19

/ith the ratee and ma#e use of an output(goods or ser!ice)this employee pro!ides. 5here appraisal is made by superiors* peers* subordinates and clients* it is called the @0) I degree system of appraisal. Airst de!eloped at General Electric BS in %&&(* the system has become popular in our country too. G<(India)* +eliance Industries* 4rompton Grea!es* Godre: Soaps*5ipro*Infosys*1herma9 and 1homas 4oo# are using the method /ith greater benefits. 1he Arthur Anderson Sur!ey(%&&8) re!eals that () per cent of the organisations use the @0)'degree method. In the @0)'degree method*besides assessing performance* other attributes of the assessee I talents* beha!ioural 7uir#s* !alues*ethical standards* tempers and loyalty are e!aluated by people /ho are best placed to do it. 7) - #)$u*. +" R -".8? ;ne of the steps in designing an appraisal programme is to determine the e!aluation criteria.It is ob!ious that the criteria should be related to the :ob.1he si9 criteria for assessing performance areH 1. Quality 1he degree to /hich the process or result of carrying out an acti!ity approaches perfection in terms of either conforming to some ideal /ay of performing the acti!ity* or fulfilling the acti!ity"s intended purpose. 2. Quantity 1he amount produced* e9pressed in monetary terms* number of units* or number of completed acti!ity cycles.

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3. Timeliness 1he degree to /hich an acti!ity is completed or a result produced* at the earliest time desirable from the standpoints of both co'ordinating /ith the outputs of others and of ma9imising the time a!ailable for other acti!ities. 4. Cost effectiveness 1he degree to /hich the use of the organisation"s resources(e.g.human*monetary*technological and material) is ma9imised in the sense of getting the highest gain or reduction in loss from each unit or instance of use of a resource. Need for supervision 1he degree to /hich a :ob performer can carry out a :ob function /ithout either ha!ing to re7uest super!isory assistance or re7uiring super!isory inter!ention to pre!ent an ad!erse outcome.

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Chapter-$ O:JECTIVES OF THE STUD@

1he follo/ing are the main and specific ob:ecti!es of the study. M '! O+9"&-'/" 1o Study the Effecti!eness of the e9isting Performance Appraisal System of GAIL. S0"&'3'& O+9"&-'/"# %. 1o findout the Problems* difficulties and shortcomings of the e9isting system. (. 1o ascertain /hether the e9isting system ta#es care of the 1raining and $e!elopment needs of the e9ecuti!es.

SCOPE OF THE STUD@

1he scope of this study is pertained to the $elhi based offices of GAIL /hich comprises of GAIL corporate office* Gas 1echnology Institute located in oida and their +egional office at oida. 1he study focuses on the e9ecuti!es Perception of their performance Appraisal System. 1he study focuses on !arious factors that e9ecuti!es loo# for an effecti!e Performance Appraisal System.

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Chapter-% METHODOLOG@
1he chapter describes the research procedure i.e. o!erall research design* sampling procedues* data collection method and the procedure follo/ed for analysis. 4.1 RESEARCH DESIGN +esearch in common parlance refers to a search for #no/ledge. 1he purpose of research is to disco!er ans/ers to 7uestions through the application of scientific procedure. 1he main aim of research is to findout the truth /hich is hidden and /hich has not been disco!ered as yet. 1his study /as underta#en to test a hypothesis of a causal relationship bet/een !ariables. 4.2 PRO:LEM IDENTIFICATION 1his step in!ol!ed initial problem identification* literature sur!ey and scheduling of the pro:ect. 1he problem /as identified by an elaborate discussion /ith Senior >+ $epartment 3anagers /or#ing in the GAIL 4orporate ;ffice. 1his pro:ect mainly deals /ith the effecti!eness of the e9isting performance appraisal system in GAIL.

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4.3 DATA COLLECTION 1he tas# of data collection begins after a research problem has been defined and research design C plan chal#edout.1he tabulated data is then analysed by using the percentage techni7ue and 5eighted a!erage method. 1his stage in!ol!ed collection of primary data . 1he primary data are those /hich are collected for the first time* and thus happen to be original in character. 1he acti!ities under this stage in!ol!edH Luestionnaire Preparation Structured Inter!ie/ Getting the Luestionnaires filled by the e9ecuti!es from E'% to E'&. 4.4 ANAL@SING THE PERFORMANCE +ecording the findings and suggestions. Lualitati!e Analysis of the Primary data. Interpretation of the Primary data. 4.5 CENTRES TARGETED %. Gas Authority of India Limited ( 4orporate ;ffice) %0* <hi#a:i 4ama Place e/ $elhi'%%))00 (. Gas Authority of India Limited Sector %* Gautam <uddha agar oida @. Gas 1echnology Institute oida 24

4.> RESPONDANTS E9ecuti!e from le!el E'% to E'& /or#ing in the 4entres 1argeted. 4.A SAMPLING TECHNIBUE Stratified +andom Sampling If a population from /hich a sample is to be dra/n does not constitute a homogeneous group* stratified sampling techni7ue is used in order to obtain a representati!e sample.Bnder stratified sampling the population /as di!ided into se!eral sub populations that are indi!idually more homogeneous than the total population and then selected the items from each stratum to constitute a sample. Since each stratum /as more homogeneous than the total population* /e are able to dra/ more precise estimates for each stratum and by estimating more accurately each of the parts* /e get a better estimate of the /hole. 1he follo/ing are the reasons for choosing stratified random sampling methodH %. 1he researcher /anted to get response from different people in!ol!ed in the performance appraisal process such as +eporting officer* +e!ie/ing officer* Accepting officer and the Appraisee. (. <y this method /e are able to co!er people /or#ing in different disciplines as /ell as different le!els in the organisation. 4.2 COMMUNICATE FINDINGS +ecommendations 1o Gas Authority of India Limited. 1he pro:ect /ould end /ith the submission of a consolidated report on the entire pro:ect. 25

METHODOLOG@
START

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L'-"% -u%" R"/'"< L'#-'!, O3 -)" E;"&u-'/"# <$%C'!, <'-) GAIL O33'&"#.

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26

Chapter-& AN INTRODUCTION TO THE GAIL1# S@STEM

T)" E;'#-'!, P"%3$%m !&" A00% '# * S6#-"m - GAIL 1he Performance Appraisal System in GAIL has been designed to e!aluate employee performance /ith a !ie/ to enhance indi!idual contribution* greater :ob responsibility and build an o!erall achie!ement oriented organisational culture. 5.1 O:JECTIVES

1he ob:ecti!es of the performance system at GAIL areH ..%.% 1o set norms and targets of /or# performance as /ell as monitor the /or# progress of employees. ..%.( 1o facilitate placement of employees in accordance /ith their suitability for different types of assignments. ..%.@ 1o pro!ide an ob:ecti!e basis for determination of merit* efficiency and suitability for purposes of promotion. ..%.- 1o identify areas re7uiring e9posure for 1raining C $e!elopment. ..%.. 1o plan the career groth of employees.

27

5.2 EVALUATION 1he performance appraisal see#s to e!aluateH ..(.% 1he /or# performance of an employee on the present :ob in relation to the e9pected le!els of performance* both 7ualitati!e and 7uantitati!e. ..(.( 1he e9tent of de!elopment achie!ed by the employee during the period under re!ie/. ..(.@ E!aluation of beha!ioural attributes* attitudes and abilities. ..(.- E!aluation of potetinal for assuming higher responsibilities. 5.3 COVERAGE 1he Appraisal shall co!er H ..@.% Performance during the financial year i.e for %( months period from %st April to @%st 3arch.. ..@.( All regular employees of the company. 1here shall ho/e!er be three different formats for H Employees in the on'e9ecuti!e cadres. E9ecuti!es upto the le!el of Sr. $y. 3anager. E9ecuti!es of the le!el of 3anager and abo!e. ..@.@ 1he Appraisal form /ill ha!e to be filled in respect of all such employees /ho ha!e ser!ed for a period of atleast @ monthsin the organi6ation during the rele!ant year. 28

5.4 PROCEDURE ..-.% Annual 4onfidential +eport (A4+) in respect of an employee is re7uired to be assessedC /ritten by three higher le!elsH ..-.( <y the +eporting ;fficer under /hom the employee is /or#ing ..-.@ <y the +e!ie/ingC 4ounter signing ;fficer and ..-.- <y the Accepting Authoruty. 5.5 A.C.R# FOR E=ECUTIVES ....% 1he +eporting ;fficer /ill be the ;fficer to /hom the employee reports for his day'to'day /or#. +e!ie/ of the Annual 4onfidential +eports /ill be done by the E9ecuti!e to /hom the reporting ;fficer is responsible for his functions. Accepting Authority /ill be the E9ecuti!e higher than the +e!i/ing ;fficer. ....( Aollo/ing time schedule shall be follo/ed for the completion of Annual 4onfidential +eport for E9ecuti!esH ....@ <lan# forms /ill be sent by the Personnel $epartment to the concerned >ead of the $epartmentC <ranch by %.th 3arch . ....- Aorms to be gi!en by >ead of the $epartment to the concerned E9ecuti!e for self appraisal by (.th 3arch. ..... 4ompletion of Self Appraisal by concerned officer and submission to +eporting ;fficer by %)th April.

29

....0 +eporting ;fficer /ill complete his assessment and submit to the +e!i/ingC 4ountersigning officer by ()th April. ....8 +e!ie/ingC 4ountersigning ;fficer /ill countersign the Annual 4onfidential +eportC PAA /ith or /ithout his remar#s and send to Accepting Authority by @)th April. ...., Annual 4onfidential +eports to be returned to Personnel $epartment of +egionC 4orporate ;ffice after persualC remar#s of the Accepting Authority by %)th 3ay. ....& Personnel $epartment of +egional ;ffice /ill send the Annual 4onfidential +eports of all E9ecuti!es to 4orporate ;ffice by ()th 3ay. ....%) 1he follo/ing is also re7uired to be done in respect of the Annual 4onfidential +eportsC PAA in respect ofE9ecuti!esH ....%%Annual 4onfidential +eports CPerformance Appraisals in respect of E9ecuti!es in the le!els of E'@ and E'- /ill be submitted to the General 3anagerand the $irector concerned /here!er such authority is not the +e!i/ing C Accepting Authority. ....%(1he +eports in respect of E9ecuti!es in the le!el of E'. /ill be submitted to concerned $irector /here!er he is not the +e!ie/ing C Accepting Authority. ....%@1he +eports in respect of E9ecuti!es in the le!el of E'0 and abo!e /ill be put up to the 43$.

30

5.> ADVERSE REPORT D REMARKS ..0.% In the e!ent of the o!erall assessment being not satisfactory or carrying some ad!erse remar#s* a communication /ill need to be issued to the concerned employee after the report has been accepted by the concerned authority. ..0.( 1he ad!erse remar#s /ill be con!eyed to the concerned employee by the Personnel $epartmentand this acti!ity shall be completed by @)th ?une. ..0.@ An employee /ho may not be aggrei!ed by the ad!erse remar#s in the A4+C Performance Appraisal as communicated to him and /ho desires to prefer an appeal against the same /ill be re7uired to follo/ the follo/ing procedureH ..0.- An employee aggrei!ed by ad!erse remar#s may ma#e an appeal /ithin &) days of the days of communiction. ..0.. 1he appeal made by the employee shall contain briefly his contention along /ith documentary e!idence* if any* in support of teh same and shall be routed through proper channel. A copy of the appeal made may be submitted to the Personnel $epartment. ..0.0 1he +eporting C 4ontrolling ;fficer shall for/ard the appealalong /ith his remar#s to the +e!i/ing CAccepting ;fficer /ho in turn may gi!e his comments on the representation made and for/ard the same to the Appellete Authority /ithin one month of its receipt. 31

..0.8 1he decision of the Appellete Authority /ill be communicated to the employee concerned through proper channel /ithin a period of three months of the date of receipt of the appeal. CLARIFICATION Aor the purpose of these +ules an ad!erse remar# /ould mean a remar# /hich indicates the defects or defeciencies in the 7uality of /or# or performance or conduct of an employee but does not include any /ords in the nature of counsel or ad!ice to the employee. Also* a!erage reports are not treated as ad!erse. Aurther* in case of doubt /hether a particular remar# recorded in the confidential report of an employee is an ad!erse remar# or not* the same /ill be referred to the concerned $irector for decision. ..0., 1he Appellate Authority /ill normally be an officer one ran# abo!e the Accepting ;fficer. In cases /here the 43$ is the Accepting ;fficer* the Appellate Authority shall also be the 43$. 5.A GENERAL 3asculine gender also refers to feminine gender.

32

Chapter-' O:SERVATION
Aollo/ing are the important obser!ations* /hich the resercher had studied during the training period at Gas Authority of India Limited. 1otal number of e9ecuti!es /or#ing in the GAIL 4orporate office is %.%. umber of e9ecuti!es ta#en at +andom for the purpose of filling of the Lustionnaires is 0.. umber of responses recei!ed from the 4orporate office is .). umber of e9ecuti!es /or#ing in the GAIL* oida office &-. umber of e9ecuti!es ta#en at +andom for the purpose of filling of the Lustionnaires at GAIL* oida office is @). umber of responses recei!ed is %..

33

Chapter-( ANAL@SIS
%) 1here is a need foe E9ecuti!e Performance Appraisal system* in your companyK Arom the abo!e finding* /e are able to dra/ a conclusion that the E9ecuti!es feel there is a strong need for E9ecuti!e Performance Appraisal. And there are e9ecuti!es /ho feel that there is no need for E9ecuti!e performance appraisal. V %' !-# S-%$!,*6 A,%"" +esponses(D) 8@D (.D (D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" il

34

() E9ecuti!es are satisfied /ith the present E9ecuti!e Performance Appraisal systemK E9ecuti!es are 7uite satisfied /ith the Performance Appraisal. <ut li#e in many organi6ations there are people /ho are not satisfied for the e9isting Performance Appraisal System. V %' !-# S-%$!,*6 A,%"" A,%"" +esponses(D) 0.,D --D -%D D'# ,%"" S-%$!,*6 D'# ,%"" .D N$ R"#0$!#" (.@D

35

@) 1he E9ecuti!e Performance Appraisal is a re/ard mechanism and aimed at de!elopment of e9ecuti!es. E9ecuti!es ha!e feeling that it is a source of re/ard mechanism and has a !ery strong lin#age /ith the de!elopmental acti!ities. V %' !-# S-%$!,*6 A,%"" +esponses(D) (8D @8D @0D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" il

36

-) 1here is a need to lin# the appraisal system /ith the salary re!ie/ system to ma#e it more ob:ecti!e and de!elopment orientedK +espondents feel that salary re!ie/ system is an inbuilt part of Performance Appraisal system and it cannot be separated. V %' !-# S-%$!,*6 A,%"" +esponses (D) (8.(D @,.0D @%.,D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" (.(D N$ R"#0$!#" (.(D

.)

EPA is lin#ed /ith the promotional policy and carries higher /eight age at the time of promotion.

37

E9ecuti!es feel that there is a strong lin# bet/een the E9ecuti!e performance appraisal and promotional policies as most of the time the results are lin#ed to each other. V %' !-# S-%$!,*6 A,%"" +esponses (D) -@.%D -..-D -..D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" (.8D N$ R"#0$!#" (.8D

0) 1he self'appraisal part in the e9isting performance appraisal form pro!ides ade7uate opportunity to the e9ecuti!es to assess hisC her performance.

38

1he e9ecuti!es feel that self appraisal part e9isting in the performance appraisal form pro!ides sufficient opportunity to the e9ecuti!es to assess hisC her performance. V %' !-# S-%$!,*6 A,%"" D'# ,%"" A,%"" +esponses(D) %,D -..-D -..D S-%$!,*6 D'# ,%"" (.8D N$ R"#0$!#" (.8D

39

8)

on'assigning of rating in the self appeaisal part affects the effecti!eness of the e9ecuti!e performance appraisal. E9ecuti!es agree to the fact that non ssigning of rating effects the

effecti!eness of the Performance Appraisal System. V %' !-# S-%$!,*6 A,%"" +esponses(D) (8D @8D @0D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" il

40

,) E!ery e9ecuti!e should be gi!en an opportunity to rate hisC her o/n performance and such rating should carry some /eightage in the entire Performance Appraisal systemK 1he E9ecuti!es are of the opinion that e!eryone should be gi!en an opportunity to rate hisC her o/n performance and such rating should carry some /eightage in the entire EPA system. In the absence of any /eigthtage there is no point in retaining the same in the Performance Appraisal System. V %' !-# +esponses (D) S-%$!,*6 A,%"" (&..D A,%"" @0.@D D'# ,%"" (.D S-%$!,*6 D'# ,%"" &.)&D N$ R"#0$!#" (.(8D

41

&) 1he Performance Appraisal System helps the e9ecuti!e to find their strengths M /ea#nesses relating to their performance and facilitates in impro!ing sufficient opportunities for further de!elopment. 1he e9ecuti!es feel that since the entire performance appraisal system is sub:ecti!e in nature *its !ery difficult to find out the strengths M /ea#nesses as most of the Superiors misuse them and fa!ouritism ta#es place. >ence* by ma#ing the affair a routine procedure.
V %' !-# S-%$!,*6 A,%"" +esponses(D) %,.%D @%.,D -).&D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" %%.@0D

42

%)) 1as#sC 1argets indicating the 2ey Performance Areas are set for each e9ecuti!e by hisC her +eporting officer in consultation /ith the former at the beginning of the year. .)D of the E9ecuti!es don"t agree to the fact that certain targets are set for them in the beginning of the year. 1herefore* they feel that target setting is not re7uiredC possible in the company in the present scenario. V %' !-# +esponses (D) S-%$!,*6 A,%"" &.)&D A,%"" ((.8(D D'# ,%"" .)D S-%$!,*6 D'# ,%"" %@.0D N$ R"#0$!#" -..D

43

%%) Periodic re!ie/s of tas#C targets assigned are done at reasonable inter!als by the +eporting officer in order to ascertain the achie!ements and constraints faced by the appraisee. E9ecuti!es feel that there is no need to re!ie/ the targetsC tas#s assigned as /hen the targets are not set properly there is no 7uestion of re!ie/ing the same. Although there are employees /ho say that indi!idual targets are not set but group targets are set* and the re!ie/s are ta#en on time by their +eporting ;fficers. V %' !-# +esponses (D) S-%$!,*6 A,%"" &.)&D A,%"" @-.)&D D'# ,%"" -@.%,D S-%$!,*6 D'# ,%"" %%.@0D N$ R"#0$!#" (.(8D

44

%() +eporting officer during such re!ie/ meeting tries to remo!e the constraints faced by the appraisee and suggests impro!isation in carrying out the tas#. E9ecuti!es do not #no/ that such meetings form a part of the appraisal system* as they don"t ta#e place . 1hus* by ma#ing the system /ea#. V %' !-# +esponses (D) S-%$!,*6 A,%"" &.)&D A,%"" (&..-D D'# ,%"" -@.%,D S-%$!,*6 D'# ,%"" &.)&D N$ R"#0$!#" %)D

45

%@) 1he E9ecuti!es are gi!en sufficient opportunities to e9press their feeling /ith regard to the constraints that sheC he has faced during the assessment year. 1he general response is positi!e in some cases as /e can see that @0D employees agree to this* but there is a ma:ority /ho feels that no such opportunities are gi!en to e9press the indi!idual constraints faced during the year. V %' !-# +esponses (D) S-%$!,*6 A,%"" (.(8D A,%"" @0.@D D'# ,%"" -8.8D S-%$!,*6 D'# ,%"" %%.@0D N$ R"#0$!#" (.(8D

46

%-) 1he suggestions gi!en by the employees are in!ariably considered and /here!er C to /hate!er e9tent possible* implemented by the management. E9ecuti!es mostly do not agree to the fact that their suggestions are e!er implemented by the management. <ut among the E9ecuti!es /ho agree to this* feel that although the company re/ards suitably but they personally ha!e not gi!en any suggestions to comment on this. V %' !-# +esponses (D) S-%$!,*6 A,%"" (.(8D A,%"" (&..-D D'# ,%"" .)D S-%$!,*6 D'# ,%"" &.)&D N$ R"#0$!#" &.)&D

47

%.) 1he suggestions* /hich are implemented in the company* are re/arded suitably. .)D of the e9ecuti!es agree to this as *it is mentioned in the company policy and precedure that any employee /ho gi!es any !aluable suggestion shall be re/arded suitably. V %' !-# +esponses (D) S-%$!,*6 A,%"" il A,%"" .)D D'# ,%"" @0.@D S-%$!,*6 D'# ,%"" (.(8D N$ R"#0$!#" %%.@0D

48

%0) 1he E9isting EPA system pro!ides that the +eporting officer is in!ariably the immediate super!isor. 1he e9ecuti!es mostly agree to this as their reporting officer is the immediate super!isor in most of the cases. V %' !-# S-%$!,*6 A,%"" +esponses (D) &.)&D .&.)&D ((.8(D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" (.(8D N$ R"#0$!#" -..D

49

%8) 1he pro!ision for getting feedbac# on the issue as /hether e9ecuti!e has submitted hisC her return of mo!ableC immo!able property and E9ecuti!e record updating form ha!e no rele!ance in the E9isting Performance Appraisal System. E9ecuti!es agree to this as these things don"t form a part of the appraisal system . <ut some e9ecuti!es feel that this is a good opportunity gi!en to the people /ho ha!e not filed their returns on time. Since* these things don"t form a part of the EPA system they should be remo!ed. V %' !-# +esponses (D) S-%$!,*6 A,%"" ((.8(D A,%"" -8.8(D D'# ,%"" (.D S-%$!,*6 D'# ,%"" -..D

50

%,) 1he assignments gi!en to th e9ecuti!es best match /ith their educational bac#ground* aspirations M :ob satisfaction. -%D employees agree as they are gi!en assignments #eeping in mind the abo!e factors. V %' !-# S-%$!,*6 A,%"" +esponses (D) -..D -).&)D @0.@D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" %..&D N$ R"#0$!#" (.(8D

51

%&) 1he E9ecuti!es feel that their appraisals generally match /ith their indi!idual ob:ecti!es. 1he employees are not satisfied /ith the fact that their appraisals match /ith their indi!idual ob:ecti!es as they are not made a/are of their ratings and hence by ma#ing the process closed. V %' !-# S-%$!,*6 A,%"" +esponses (D) 0.,D (&..D -8.8D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" (.(8D N$ R"#0$!#" %%.@0D

50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Strongly Agree Agree Disagree Strongly Disagree No Response

52

()) 1he pro!ision for getting the feedbac# from the appraisee in respect of the assignments alloted to himC her is /ell ta#en into consideration by the appraiser. Arom the abo!e findings /e can see that there -,D e9ecuti!es /ho are not satisfied /ith the feedbac# ta#en by their super!isors. V %' !-# S-%$!,*6 A,%"" +esponses (D) 0.,D @,.0D -8.8D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" il N$ R"#0$!#" 0.,D

50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Strongly Agree Agree Disagree Strongly Disagree No Response

53

(%) 1he factors C parameters* against /hich the performance of an e9ecuti!e is being assessed* are sufficient. 1he E9ecuti!es feel that the factorsC parameters e9isting under the system against /hich the performance of an e9ecuti!e is assessed are not sufficient. 3ost of the respondents are of opinion that there are certain factors /hich suit only to the 1echnical e9ecuti!es( Engineers) and not to the non technical e9ecuti!es li#e Ainance* 3ar#eting anmd >+ E9ecuti!es. V %' !-# +esponses (D) S-%$!,*6 A,%"" &.)&D A,%"" @,.0D D'# ,%"" -@.%,D S-%$!,*6 D'# ,%"" -..D N$ R"#0$!#" -..D

54

((). 1he pro!ision for pro!iding /rite'up in support of ;utstanding" or belo/ satisfactory" by the +eporting ;fficer is sufficient. Although suitable opportunity is gi!en to the Assessors but e9ecuti!es feel that these opportunities are not used to their best possible e9tents. V %' !-# S-%$!,*6 A,%"" +esponses (D) 0.,%D .&.)&D %,.%,D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" %%.@0D N$ R"#0$!#" -..-D

55

(@) 1he assessment of integrity by the reporting officer is ade7uate for arri!ing at a conclusion. -.D of the e9ecuti!es agree to this as it is sufficient for the >+ $epartment to arri!e at any #ind of conclusion about an e9ecuti!e. 1he conflict arises /hene!er the ratings bet/een the +e!ie/ing officer* +eporting officer and Accepting officer differs. V %' !-# S-%$!,*6 A,%"" +esponses (D) %@.0D -..-.D @-.)&D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" 0.,%D N$ R"#0$!#" (.(8D

56

(-). 1he ad!erse remar#s recei!ed in respect of any appraisee is communicated and his submissionCrepresentation is also ta#en into consideration by the Appellate Authority before the e9pungingCupholding such ad!erse remar#s. V %' !-# +esponses (D) S-%$!,*6 A,%"" %..&)D A,%"" -8.8(D D'# ,%"" %@.0D S-%$!,*6 D'# ,%"" -..-D N$ R"#0$!#" %,.%,D

57

(.). 1he opinion of subordinates should also be ta#en into account at the time of performance re!ie/. 1he e9ecuti!es mostly agree to it. <ut presently since the system is not fully open* it is !ery difficult to say that to /hat e9tent they are ready to ta#e the feedbac#. V %' !-# +esponses (D) S-%$!,*6 A,%"" -).&D A,%"" @0.@D D'# ,%"" %@.0D S-%$!,*6 D'# ,%"" 0.,%D

58

%. 1he appraisal process pro!ides M ma#es easy to identfy the training needs of each M e!ery e9ecuti!e. 1he respondents agree to the fact that appraisal ma#es it easy to identify training needs. <ut the e9ecuti!es also feel that the training needs identified through appraisals ne!er turn into realities. V %' !-# +esponses (D) S-%$!,*6 A,%"" %,.%D A,%"" .(.(D D'# ,%"" ((.8D S-%$!,*6 D'# ,%"" (.(D N$ R"#0$!#" (.(D

59

(. 1he training programs (identified through the performance appraisal system) th:at are underta#en generally match /ith the e9ecuti!es functionalCpersonal de!elopment plans. -.D of the respondents feel that the training programs do not match /ith /hat has been mentioned by them in their appraisal forms. At the same time there are another (8D respondents /ho feel that the training programs are underta#en. V %' !-# +esponses (D) S-%$!,*6 A,%"" 0.,D A,%"" (8.(D D'# ,%"" -..-D S-%$!,*6 D'# ,%"" %@.0D N$ R"#0$!#" 0.,%D

60

@. In the appraisal !ery little /eightage is gi!e on de!elopment aspects and more /eightage on promotionalCcompensation aspects. +espondents agree to the fact that !ery little /eightage is gi!en to promotionalC compensational aspects. V %' !-# S-%$!,*6 A,%"" +esponses (D) %,.%D .-..D ((.8D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" il N$ R"#0$!#" -..-D

61

-. 1he Performance Appraisal System ta#es into account the career de!elopment of e9ecuties and indi!idual performance related pay. -8D of respondents feel that the Performance Appraisals are not oriented to/ards their career de!elopments. <ut on the other hand* there are (&D respondents /ho feel that it is de!elopment oriented. V %' !-# +esponses (D) S-%$!,*6 A,%"" &.)&D A,%"" (&..D D'# ,%"" -8.8D S-%$!,*6 D'# ,%"" %%.@0D N$ R"#0$!#" (.,D

62

..

1he e9ecuti!es recogni6e that performance Appraisal /ill be effecti!e only /hen the appraiser recei!es the correct feedbac#. 1he e9ecuti!es feel that the appraisal /ill be effecti!e only /hen

the appraiser recei!es the correct feedbac# about the appraisee. V %' !-# +esponses (D) S-%$!,*6 A,%"" .(.(D A,%"" @,.0D D'# ,%"" -..-D S-%$!,*6 D'# ,%"" (.(D N$ R"#0$!#" (.(D

63

0. 1he system pro!ides a scope for employee counselling by the accepting office to impro!e their performance. .)D of the respondents feel that there is scope for employee counselling to moti!ate the e9ecuti!es for better performance. V %' !-# +esponses (D) S-%$!,*6 A,%"" -..D A,%"" .)D D'# ,%"" @%.,D S-%$!,*6 D'# ,%"" -..D N$ R"#0$!#" -..D

64

8. E9ecuti!esC Appraisee consider that counselling is an important toolCinstrument to bring out confidence among them. 1he response sho/s that e9ecuti!esC appraisees see counselling as an important toolC instrument. V %' !-# +esponses (D) S-%$!,*6 A,%"" @%.,D A,%"" .(.(8D D'# ,%"" %@.0D S-%$!,*6 D'# ,%"" il N$ R"#0$!#" (.(D

65

,. 1he e9isting E9ecuti!e Performance appraisal pro!ides scope for team ob:ecti!e. E9ecuti!es feel that indi!idual performance is gi!en more importance and as a result* team ob:ecti!es are losing their importance in the organisation. V %' !-# +esponses (D) S-%$!,*6 A,%"" 0.,%D A,%"" @%.,D D'# ,%"" -@.%D S-%$!,*6 D'# ,%"" %0D N$ R"#0$!#" (.(8D

66

&. E!ery appraise should be made a/are of hisCher o/n ratings at the end of Performance Appraisal. Although mentioned in the manual* the e9ecuti!es are not made a/are of their ratings. V %' !-# S-%$!,*6 A,%"" +esponses (D) .-..D %,.&D ().-D A,%"" D'# ,%"" S-%$!,*6 D'# ,%"" (.(D N$ R"#0$!#" -..D

67

%).In your opinion* /hat should be the periodicity of performance re!ie/K ..D of the respondents feel that the periodicity of appraisals should be one year* @0D feel that the periodicity should be t/ice a year* 8D feel that it should be four times in a year. V %' !-# O!&" '! 6" % +esponses (D) .-..D T<'&" '! 6" % @0.@D F$u% -'m"# '! 6" % (.(D O-)"%#

0.,)D

68

%%.$o you feel that e9isting performance appraisal system does not fulfill the re7uirement of organi6ation in the present scenarioK 1he e9ecuti!es agree to the fact that the e9isting performance appraisal does not fulfill the re7uirements of the organisation in the present scenario. V %' !-# +esponses (D) @"# 0%.@D N$ (8.(D N$ R"#0$!#" %%.@D

69

%(.@0)'$egree appraisal system in necessary for e9ecuti!es in the present scenario. 1hough most of the respondents agreed to this Luestion. <ut the 7uestion that arises in e!eryone"s mind is that F5ill the employees be ready to ta#e inputs from their peers* subordinates* internal M e9ternal customersKG V %' !-# +esponses (D) @"# 0%.@D N$ (8.(D N$ R"#0$!#" %%.@D

70

%@.$o you thin# potential appraisal system should not be a part of Appraisal system but a separate oneK E9ecuti!es feel that there is no need to separate the potential appraisal system in the present scenario V %' !-# S"0 % -" S"0 % -" !$R"Eu'%". +esponses (D) @%.,D .(.(8D %..&D N$ R"#0$!#"

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

Separate

Separate not Required

No Response

71

FINDINGS
At the end of the study * /e are able to dra/ certain tentati!e conclusions. 1hey are as follo/s. %) E9ecuti!e Appraisal is seen as a !aluable source of authentic dataCinput about an e9ecuti!e and his performance. It is partly open in the sense a portion for self appraisal e9isting in the EPA system is open. <ut unli#e other parts it does not carry any /eightage. 1hus assessee does not ta#e it seriously and becomes a routine :ob. As other parts are confidential* assessee feel that assessors gi!e their !ie/s in an unguarded manner. Since becomes confidential. () 1he e9isting system pro!ides scope for assessment of performance against the tas#sCtargets set but ma9imum respondents feel that there is often no clarity and agreement* on the tas#sCtargets bet/een the assessor and the assessee. >ence E9ecuti!e are not happy /ith the e9isting e!aluation process /hen they found that managers ha!e been appraising them on tas#sCtargets underta#en during the year. E9ecuti!es also feel that since there has been no clear tas#Ctarget it becomes a fruitless e9ercise and the appraiser some times becomes /himsical in apprasing the appraisee the abased on the statementsC feedbac# gi!en by the assessee. Bnder the e9isting system* assessee is re7uired to mention the tas#Ctarget achie!ed during the assesment self appraisal does not carry any /eightage the total EPA system

72

year. Assee generally a!oids the tas#Ctargets /hich heCshe has not accomplished. @) E9ecuti!es feel that the focus is gi!en on indi!idual performance rather than groupCteam performance resulting into losing of groupCteam ob:ecti!es in the organisation. -) Although training needs of the indi!idual e9ecuti!es are identified based on the input gi!en by the assessee in their self appraisal* but the same does not translate into realities. 3ost of the e9ecuti!es are not satisfied /ith their training and de!elopment part as most of them ha!e not attended the training as identified by them in their performance appraisal form. .) As in all large organi6ations there are many respondents at GAIL /ho are not happy /ith the performance appraisal re!ie/ system. >o/e!er* top e9ecuti!es see performance appraisal as a system that brings out !aluable inputsCfeedbac# about an e9ecuti!e* /hich helps them to compare the performance of one e9ecuti!e /ith another. 0) 1here are certain difficulties /hich are faced by the >+ $epartment /hile consolidating the ratings in the appraisals. A fe/ such problems /ere highlighted by the E9ecuti!es /ho deal /ith such sub:ects. 1hey are as follo/s. A conflict arises bet/een the ratings gi!en by the +eporting ;fficer* +e!ie/ing ;fficer and Accepting ;fficer /hene!er their ratings differ drastically.

73

 5hile identifying the training needs* the opinion of all the assesors (+eporting officer* +e!ie/ing officer and Accepting officer) are ta#en into account ignoring the suggestions of the appraisee. 1his creates discontinment among such appraisees /ho feel that they are generally ignored /hile determining the needs of the company as /hole. 8) 1he e9isting policy permits that the ad!erse remar#s are to be communicated to the concerned e9ecuti!e but in actual practice the ad!erse remar#s are not communicated to the e9ecuti!es. 1he basic ob:ecti!e of both pro!ision is to encourage employee for impro!ement in the performance this not practically done. 3ost of the e9ecuti!es are of the !ie/s that the ad!erse remar#s including the feedbac# a irrespecti!e of ratings should be communicated. ,) 3ost of the e9ecuti!es /ant themsel!es to be assessed by their subordinates* but are not billing to be assessed by their peers* internal and e9ternal customers. In this #ind of climate it is construed that e9ecuti!es are not in fa!our of @0) appraisal system. Some open discussions should be conducted bet/een the assessors and the assessees. &) E9ecuti!es also feel that the time duration gi!en by the company for pro!iding inputs in terms of filling up appraisal forms is !ery less resulting in to delay in the o!erall process. %)) E9ecuti!es feel that counselling is an inbuild e9ercise and part of the entire Performance Appraisal System and is necessary for all 74

the appraisees

irrespecti!e of their ratings. >o/e!er* this is

re7uired and important for poor performers to moti!ate them. At the same time it is also re7uired for the e9ecuti!es /ho get good ratings* to moti!ate them for further better performance. %%) Ainally* e9ecuti!es are of the !ie/ that there is no need to separate the potential appraisal system. It should remain in its present format. 1he parameters as indicated in the potential appraisal are not ade7uate to assess the potential of the e9ecuti!es. E9ecuti!es feel that more factorsCparameters are re7uired to be added.

75

RECOMMENDATION
%) In the company no format targets are set for the e9ecuti!es or teams before the commencement of the assessment year. <ut in the e9isting system the appraisee is re7uired to gi!e hisCher feedbac# for achie!ements* inno!ations* constraints etc* as part of the e9isting system. So formal targets should be set for each e9e!uti!e. () Performance appraisal should not be lin#ed /ith the indi!idual achi!ements until e!ery indi!idual in the organisation is con!enced on /hatCho/ appraiser e9pects himCher to perform. It is !ery difficult to achie!e* so it is better to ha!e a !ariety of re/ards. 1he re/ards could be either in monetary terms or non' monetary terms* some of the could beH (a) Employees /ho ha!e done some e9ceptional /or# in their specialised area* their names can be published in the GAIL monetary re/ards. @) Indi!idual managers performance should be the focal point of discussion rather than rating as en!isaged in the e9isting system i.e. . point scale or 8 point scale for measuring performance. 3utual discusssions /ith regard to understanding and measuring of performance bet/een the assessors and assessees should be encouraged* /hich facilitate /hat has been e9pected and /hat has been achie!ed. e/s letter or may be gi!en a F4ertificate of Achie!ementG /ith suitable

76

-)

1he present system does not ha!e any mechanism* /hich gi!es regular feedbac# on the performnce of the assessee. 1he e9isting system should be impro!ed upon pro!iding such scope /here by employees are helped to #no/ their strengthes and /ea#nesses by /hich the appraisee tries to impro!e and de!elop during the assessment year.

.)

In the training needs the appraisee should not be as#ed to fill up the details of the training undergone during pre!ious years since this information is already a!ailable /ith the 1raining $epartment.

8) 5or#shops at least t/ice in a year on the sub:ect for +eporting and +e!ie/ing ;fficers should be conducted in order to pro!ide them some #no/ledge about the system and procedures for assessing the appraisee. ,) A boo#let should be supplied containing detail guidelines that may help the appraisee to assess hisCher subordinate. Some illustration of targets and assessment for e9ecuti!es in different departments and grades can be prepared /ith the help of managers and can be included in the boo#let. &) 5ith respect to the parameters on /hich the appraisee is assessed* it is suggested that certain parameters should be common for both technicalCnon'technical e9ecuti!es. 1he e9isting system pro!ides common parameters for both technical and non'technical e9ecuti!es. >ence certain speciali6ed parameters should be

77

incorporated for technical or non'technical e9ecuti!es* suiting their :ob re7uirments. %)) 1he Potential Appraisal System should not be a in built one*

rather it should be a separate one. 1he e9isting EPA system is lin#ed /ith the promotion policy and compensationCsalary administration. In !ie/ of this* the prime ob:ecti!e of the EPA system that is aimed at de!elopment of e9ecuti!es is defeated. It is also !ery difficult to delin# the e9isting EPA system from promotionCcompensation policies. ;n the other hand it is also not good to ignore the de!elopment needs of the e9ecuti!es. 1hus the main emphasis should be on e9ecuti!e de!elopment. 1his can be achie!ed /hen E9eucit!e Potential Appraisal system is delin#ed from the Performance Appraisal System and made a separate one /ith primary focus on de!elopment of e9ecuti!es.

78

CONCLUSION
1he primary ob:ecti!e of Perofrmance Appraisal System is to ser!e as an aid in the total process for career progressionCpromotion of the appraisee promotion as /ell as a de!elopmental tool. >o/e!er* since the e9erciseJ (Performance Appraisal +e!ie/ rating Performance Appraisal +e!ie/ System is strongly lin#ed /ith the constituting the most important criteria for career progression from one le!el to the other) it is percei!ed more as means in the hands of the reportingCre!ie/ing officer to control their subordinates. 1he other important aspect of employee de!elopment" is not getting due importance in the e9isting system. It can thus be conclusi!ely stated that the present Performance Appraisal +e!ie/ System needs to be re!ie/ed and refocussed such that it can ser!e the purpose for /hich it is intended* in a more comprehensi!e manner.

79

:I:LIOGRAPH@

///. >r.com ///.humancapital .com Employee 3anual of GAIL ///.humanresources.com //.hrd.com ///.indiainfoline.com

80

CERTIFICATE
1his is to certify that the Problem Sol!ing Pro:ect /or# on F A S-u.6 $! -)" E33"&-'/"!"## $3 -)" E;'#-'!, P"%3$%m !&" A00% '# * S6#-"m $3 G # Au-)$%'-6 $3 I!.' L'm'-". (GAIL)F is an original /or# and that this /or# has not been submitted to SriSim or else/here in any form. 3y indebtedness to other /or#sC publications has been duly ac#no/ledged at the rele!ant places. 1he pro:ect /or# /as carried during %8th ;ctober ())) to %,th April ())) in the 4orporate ;ffice in <hi#a:i 4ama Place* e/ $elhi. $ate H V. V'.)6 PG$<3 (%&&&'())%)

M.R.GERA (Prof)* SriSim* =asant =ihar e/ $elhi'%%)).8

VANDANA CHANANA Sr.3anager* >+ $epartment Gas Authority of India Ltd. <hi#a:i 4ama Place e/ $elhi'%%))00

81

ACKNO7LEDGEMENT
I am than#ful to GAS AUTHORIT@ OF INDIA LIMITED (GAIL) for gi!ing me an opportunity to /or# in the >+ $epartment for my Problem Sol!ing Pro:ect (PSP) and ensuring the smooth completion of the same. All throughout the pro:ect has gone under the blessings of S)%'. K. V '-)""#< % !* S)%'. S. N'6$,' (D'%"&-$%(HR)G M%. M.R.G"% (I!-"%! * Gu'."( S%'SIM) !. M%#. V !. ! C) ! ! (S%.M ! ,"%)G HR D"0 %-m"!- (E;-"%! * Gu'."). 3y foremost than#s shall be to/ards my coordinators M%.K.C.D # H M%.:) % - M")- (HR(E;"&u-'/"#) under /hose sincere and de!oted guidance I could prepare and complete the pro:ect report. I duly ac#no/ledge the timely help of e!eryone /ho has contributed in many /ays and made the pro:ect a successful endea!or.

(V.VIDH@A)

82

PREFACE
1he history of Performance Appraisal is 7uite brief. As a formal management procedure it /as used in the e!aluation of /or# performance* it has e9isted from the time of the Second 5orld 5ar barely .) years. Performance Appraisal system began as a simple method of income :ustification. Later it has been used for de!elopment and other acti!ities. 5ith competition becoming tougher and foreign in!estment and multinationals being /elcomed in this country* there is a pressure on the Indian companies to perform. 1his pressure is for the sur!i!al in some cases and to e9cel and e9pand in some other cases M the one sector constantly under pressure to perform are the e9ecuti!es. 4ompetent e9ecuti!es are becoming e9pensi!e and rare. 5ith this* e!ery e9ecuti!e is being continuously assessed for the !alue he is adding to the company. Performance Appraisal therefore has become important instrument for assessing and determining the /orth of each e9ecuti!e in relation to the company. 1his pro:ect /as basically underta#en to study the effecti!eness of the e9isting E9ecuti!e Performance Appraisal of GAIL. And in the second part of this pro:ect it has been compared /ith some other leading publicC pri!ate sector companies. V.V'.)6

83

E=ECUTIVE SUMMAR@
Performance Appraisal is an important mechanism in an organi6ation for ad:udging the employee"s performance in realising its o!erall ob:ecti!es. GAIL is in the process of re!ie/ing the e9isting Performance Appraisal system in respect of both E9ecuti!es and on' E9ecuti!es. 5ith a !ie/ to ta#e the feedbac# of the e9ecuti!es in respect of e9isting Appraisal C format System* I /as assigned the pro:ect on FThe Effectiveness of the Existing Performance Appraisal SystemG. 1he Scope of the Pro:ect includes e9ecuti!es" perception and their suggestions /ith respect to the e9isting Performance Appraisal system and specific recommendations for further impro!ement. 1he methodology adopted in the e9ercise /as the de!elopment of a Luestionnaire /ith a -'point scale and a fe/ open'ended 7uestions. Primary data /as collected /ith the help of Luestionnaire and direct inter!ie/s .1he secondary data /as collected /ith the help of personnel manual* e9isting performance appraisal system and format. In order to cross chec# the feedbac# recei!ed from different respondents and to get into the details of the effecti!eness of the system direct inter!ie/ method /as also adopted. +esponses recei!ed from all cross'sections of e9ecuti!e ranging from the E'% to E'& le!el /ere collated. 1he respondents /ere selected from the 4orporate and oida office. 1hereafter the respondents among the e9ecuti!es /ere chosen from the employee"s list on the basis of 4on!enient Sampling". 1he collected data /as compiled and analy6ed and /ere sho/n in percentage method* pie charts and bar diagrams. 84

<ased on the feedbac# recei!ed /ith the help of inter!ie/ /ith some of the respondents as /ell as representati!es of >+ and 1raining department* !arious problemsC shortcomingsC procedural bottlenec#s /ere identified. 1hese problems and shortcomings ha!e been ta#en into account /hile arri!ing at findings and subse7uently gi!ing recommendations thereon. 1he findings of the o!erall Performance Appraisal System is that generally the e9ecuti!es are 7uite satisfied /ith the e9isting system. <ut li#e in many large organisations* there is a section of employees at GAIL /ho are not happy /ith the e9isting performance appraisal system and feel that a greater degree of ob:ecti!ity needs to be built into the system. 1he Performance Appraisal +e!ie/ System must also lend itself to identifying de!elopmental needs of the employee and be used not merely as an instrument of re/arding the employee by means of promotion* but also for employees de!elopment. Some of the other obser!ations included the follo/ingH 1he Present System does not ha!e any mechanism* /hich gi!es regular feedbac# on the performance of the assessee. 1he e9isting system should be impro!ed upon pro!ing such scope /hereby employees are helped to their strengths and /ea#nesses* by /hich the appraisee tries to impro!e and de!elop during the assessment year. 5or#shops at least t/ice in a year on the sub:ect for +eporting and +e!ie/ing ;fficers should be conducted in order to pro!ide them some #no/ledge about the system and procedures for assessing the appraisee. 85

Bu"#-'$!! '%"
%) 1here is a need for E9ecuti!e Performance Appraisal system* in your company. Strongly Agree Agree $isagree Strongly $isagree E9ecuti!es are satisfied /ith the present E9ecuti!e performance appraisal system Strongly Agree Agree $isagree Strongly $isagree 1he E9ecuti!e performance appraisal (EPA) is a re/ard mechanism and aimed at de!elopment of e9ecuti!es. Strongly Agree Agree $isagree Strongly $isagree 1here is a need to delin# the appraisal system from the salary re!ie/ system to ma#e it more ob:ecti!e and de!elopment oriented.. Strongly Agree Agree $isagree Strongly $isagree EPA is lin#ed /ith the promotional policy and carries higher /eightage at the time of promotion. Strongly Agree Agree $isagree Strongly $isagree 86

()

@)

-)

.)

0)

1he self'appraisal part in the e9isting performance appraisal form pro!ides ade7uate opportunity to the e9ecuti!es to assess hisCher performance. Strongly Agree Agree $isagree Strongly $isagree on'assigning of rating in the self'appraisal part affects the effecti!eness of the E9ecuti!e Performance Appraisal. Strongly Agree Agree $isagree Strongly $isagree E!ery e9ecuti!e should be gi!en an opportunity to rate hisCher o/n performance and such rating should carry some /eightage in the entire Performance appraisal System. Strongly Agree Agree $isagree Strongly $isagree 1he Performance Appraisal System helps the e9ecuti!es to find their strengths M /ea#nesses relating to their performance and facilitates in pro!iding sufficient opportunities for further de!elopment. Strongly Agree Agree $isagree Strongly $isagree

8)

,)

&)

87

%)) 1as#sC1argets indicating the #ey Performance Areas are set for each e9ecuti!e by hisCher +eporting officer in consultation /ith the former at the beginning of the year. Strongly Agree Agree $isagree Strongly $isagree

%%) Periodic +e!ie/s of tas#Ctarget assigned are done at reasonable inter!als by the +eporting officer in order to ascertain the achie!ement and constraints faced by the appraisee. Strongly Agree Agree $isagree Strongly disagree %() +eporting officer during such re!ie/ meeting tires to remo!e the constraints faced by the appraisee and suggests impro!isation in carrying out the tas#. Strongly Agree Agree $isagree Strongly $isagree %@) 1he e9ecuti!es are gi!en sufficient opportunities to e9press their feeling /ith regard to the constraints that sheChe has faced during the assessment year. Strongly Agree Agree $isagree Strongly $isagree

88

%-) 1he suggestions gi!en by the employees are in!ariably considered and /here!er to /hate!er e9tent possible* implemented by the management. Strongly Agree Agree $isagree Strongly $isagree %.) 1he suggestions* /hich are implemented in the company* are re/arded suitably. Strongly Agree Agree $isagree Strongly $isagree %0) 1he e9isting EPA system pro!ides that the +eporting ;fficer is in!ariably the immediate super!isor. Strongly Agree Agree $isagree Strongly $isagree %8) 1he pro!ision for getting feedbac# on the issue as /hether e9ecuti!e has submitted hisCher return of mo!ableCimmo!able property and E9ecuti!e record updating form ha!e no rele!ance in the E9ecuti!e Performance Appraisal System. Strongly Agree Agree $isagree Strongly $isagree %,) 1he assignments are gi!en to the e9ecuti!es best match /ith their educational bac#ground* aspirations and :ob satisfaction. Strongly Agree Agree $isagree Strongly $isagree 89

%&) 1he e9ecuti!es feel that their appraisals generally match /ith their indi!idual ob:ecti!es. Strongly Agree Agree $isagree Strongly $isagree ()) 1he pro!ision for getting the feedbac# from the appraise in respect of the assignments allotted to himCher is /ell ta#en into consideration by the appraiser. Strongly Agree Agree $isagree Strongly $isagree (%) 1he factorsCparameters* against /hich the performance of an e9ecuti!e is being assessed* are sufficient. Strongly Agree Agree $isagree Strongly $isagree (() 1he pro!ision for pro!iding /rite'up in support of ;utstanding" or belo/ satisfactory" by the +eporting ;fficer is sufficient. Strongly Agree Agree $isagree Strongly $isagree (@) 1he assessment of integrity by the +eporting officer is ade7uate for arri!ing at a conclusion. Strongly Agree Agree $isagree Strongly $isagree

90

(-) 1he ad!erse remar#s recei!ed in respect of any appraisee is communicated and his submissionCrepresentation is also ta#en into consideration by the Appellate Authority before the e9pungingCupholding such ad!erse remar#s. Strongly Agree Agree $isagree Strongly $isagree (.) 1he opinion of subordinates should also be ta#en into account at the time of performance re!ie/. Strongly Agree Agree $isagree Strongly $isagree (0) 1he appraisal process pro!ides and ma#es easy to identify the training needs of each and e!ery e9ecuti!e. Strongly Agree Agree $isagree Strongly $isagree (8) 1he training progrms (identified through the performance appraisal system) that are underta#en generally match /ith the e9ecuti!es functionalCpersonal de!elopment plans. Strongly Agree Agree $isagree Strongly $isagree (,) In the appraisal !ery little /eightage is gi!en on de!elopment aspects and more /eightage on promotionalCcompensation aspects. Strongly Agree Agree $isagree Strongly $isagree 91

(&) 1he Performance Appraisal System ta#es into account the career de!elopment of e9ecuti!es and indi!idual performance related pay. Strongly Agree Agree $isagree Strongly $isagree @)) 1he e9ecuti!es recogni6e that performance appraisal /ill be effecti!e only /hen the appraiser recei!es the correct feedbac#. Strongly Agree Agree $isagree Strongly $isagree @%) 1he system pro!ides a scope for employee counselling by the accepting office to impro!e their performance. Strongly Agree Agree $isagree Strongly $isagree @() E9ecuti!esCAppraisee consider that counseling is an important toolCinstrument to bring out confidence among them. Strongly Agree Agree $isagree Strongly $isagree @@) 1he e9isting E9ecuti!e Performance appraisal pro!ides scope for team ob:ecti!e. Strongly Agree Agree $isagree Strongly $isagree

92

@-) E!ery appraise should be made a/are of hisCher o/n rating at the end of Performance Appraisal. Strongly Agree Agree $isagree Strongly $isagree @.) In your opinion* /hat should be the periodicity of performance re!ie/K Strongly Agree Agree $isagree Strongly $isagree @0) $o you feel that e9isting performance appraisal system does not fulfill the re7uirement of organi6ation in the present scenarioK Nes o @8) $o you feel that the appraisee should not only be assessed by hisCher superior but also by hisCher superior* peers* customers (<oth internal and E9ternal). Subordinates Peers Internal 4ustomers E9ternal 4ustomers @,) @0)'$egree Appraisal System is necessary for e9ecuti!es in the present scenario. Nes o @&) In your opinion /hat should be the additional factorsCparameters by /hich the performance of the assess is to be assessed. OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO

93

-)) $o you thin# potential appraisal system should not be a part of Appraisal system but a separate oneK OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO -%)In your opinion /hat impro!ement can be brought in the e9isting systemK OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO -() Please /rite do/n any other comments you /ish to ma#e on your e9perience of appraisal. OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO

O-)"% D"- '*# ame of the EmployeeOOOOOOOOOOOOOOOOOOOOOOOOOOOO Employee umberOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO Grade C $esignationOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO $epartmentOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO $ateOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO

94

Qes. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37.

Strongly Agree

Agree

Disagree

Strongly Disagree

95

CONTENTS
T$0'&# C"%-'3'& -" A&C!$<*".,"m"!P%"3 &" E;"&u-'/" Summ %6 CHAPTER(1 4ompany Profile CHAPTER(2 +e!ie/ of Literature CHAPTER(3 ;b:ecti!e of the study CHAPTER(4 3ethodology CHAPTER(5 An Introduction to the GAIL system CHAPTER(> ;bser!ations CHAPTER(A Analysis F'!.'!,# !. R"&$mm"!. -'$!# C$!&*u#'$!# :'+*'$,% 0)6 A!!";u%"# AI(A5 A> AA 32(>4 31 2>(3I 22(25 21 12(2I 1(11 P ," N$.

96

Chapter-1

COMPANY PROFILE

97

Chapter-2

Review of literature

98

Chapter-3

OBJECTIVE OF THE STUDY

99

Chapter-4

methodology

100

Chapter-5

An introduction to the GAIL s system

101

Chapter-6

observation

102

Chapter-7

ANALYSIS

103