Académique Documents
Professionnel Documents
Culture Documents
PROMOTION POLICY
ANDHRA UNIVERSITY
Ch Deepthi
Under The Guidance Of
D. RADIKA
Senior Manager (Personnel H.R DEPT)
RINL, VISAKHAPATNAM STEEL PLANT
O.R.Mohan Rao
M.L.Srinivasa
Varma
AGM(HRD) RINL/VSP
AM(HRD) RINL/VSP
CERTIFICATE
PLACE: VISAKHAPATNAM
DATE:
D. RADHIKA
Senior Manager (Personnel)
RINL, VISAKHAPATNAM STEEL PLANT
POLICY
with
submitted
in
partial
fulfillment
of
the
by
CH.DEEPTHI,
under
my
PLACE: VISAKHAPATNAM
DATE:
D. RADHIKA
Senior Manager (Personnel)
RINL, VISAKHAPATNAM STEEL PLANT
DECLARATION
Place: VISAKHAPATNAM
Date:
CH.DEEPTHI
ACKNOWLEDGEMENT
D.
department)
Radhika,
RINL,
Senior
Manager
Visakhapatnam
Steel
(Personnel
Plant
for
HR
her
outstanding co-operation.
I also want to extend my sincere gratitude to all the functional
members at RINL, Visakhapatnam Steel Plant, Visakhapatnam,
for their kind co-operation and helping me to do my project
successfully with them.
I would also like to express my true sincere gratitude to Dr. W.C.
Singh summer training and placement advisor, MIMS, for
constant guidance, encouragement and inspiration for this study.
I am also thankful to the faculty members and staff of SIR. C,R.REDDY
COLLEGE FOR WOMEN,ELURU,ANDHRA UNIVERSITY for their valuable inputs,
CH.DEEPTHI
INDEX
CHAPTER I
Introduction
CHAPTER II
Industry Profile
CHAPTER III
Company Profile
CHAPTER - IV
Promotion Policy
CHAPTER V
Promotion Policy at
CHAPTER VI
conclusion
Questionnaire
Bibliography
suggestions
and
CHAPTER I
INTRODUCTION
OBJECTIVES
The following are the specific objective of the present study. To
study the promotion policy history and their activities in VSP.
1.
To
study
and
accesses
the
executive
promotion
and
effectiveness.
2.
3.
4.
5.
To
study,
identify
and
suggest
measures
to
improve
7.
8.
9.
SCOPE OF RESEARCH
RESEARCH DESIGN
METHODOLOGY:
Questionnaire:
Organization Profile:
Author Books:
LIMITATIONS:
The study does not cover the entire executive fraternity and the
officials at the rank of Directors and Chairman Cum Managing
Director. The study confers itself only to executives ranking from
Assistant Managers to General Managers.
Only the existing system has been studied and no attempt has
been made to identify and complete new and dynamic promotion
due to this constraints.
BRIEF DESCRIPTION
1 Promotion policy is the systematic description of an employees jobrelevant strengths and weaknesses.
2 The basic purpose is to find out how well the employee is promoting the
job and establish a plan of improvement.
PURPOSE:
Promotion policy aims at attaining the different purposes. They are:
1
To
ensure
organizational
effectiveness,
through
correcting
Regularity of attendance
Initiative
Technical skill
Ability to Reason
10
11
Creative Skills
12
Area of Interests
13
Area of Suitability
14
Judgment Skills
15
Integrity
16
17
Establish Goals
For Programmes
Develop Policies
For Feeding back Data
Obtain Top
Management
Design physical
Commitment
Facilities
Conduct
Programme
Do Detailed
Job Analysis
Select Exercises
And Participants
Define
Dimensions to
Design Assessor
Be assessed
Trainings
Programme
Provide Feed
Back
Train
Assessors
Evaluate Participants
and Centre Against
Job Success Criteria
Human
policies
Promotion
policy
Employee
Feedback
Promotion
Measures
Promotion Related
Standards
Human
Resources
Decisions
Employee
Records
PROMOTION POLICY
It
is
well
recognized
everywhere
that
human
competency
the recognition
CONCEPT OF HRD :
of
importance of
develop
and
organizational
culture
where
superior-subordinate
FEATURES OF HRD:
1
Human Resources
Development
is
an
inter
disciplinary
concept.
4
OBJECTIVES OF HRD:
Competent
and
motivated
employees
are
essential
for
Stability itself
Growing
Diversifying
Monitor
effectively
the
implementation
of
various
subsystem / mechanisms.
6
HRD
Conduct
human
process
research,
organizational
health
HRD MECHANISMS:
Promotion policy
Career planning
Training
Organizational development
Rewards
PROMOTION POLICY:
CAREER PLANNING:
The HRD philosophy is that people perform better when they feel
and see meaning in what they are doing. In the HRD system, corporate
growth plans are not kept secret dong-range plans for the organizations
are made known to the employees. Employees are helped to prepare for
change whenever such change is planned, in fact the employees help to
facilitate the change.
TRAINING:
Training is linked with promotion policy and career development.
Employees generally are trained on the job or through special in house
training programs. For some employees (including executive) outside
training may be utilized to enhance, update to develop specific skills. This
is especially valuable if the external training can provide expertise,
equipments, or sharing of experience that is not available within the
organization.
ORGANIZATION DEVELOPMENT:
The function includes research to ascertain the psychological health
of the organization. This is generally accomplished by means of periodic
employee surveys. Efforts are made to improve organizational health
through various means in order to maintain a psychological climate that is
REWARDS:
Rewarding employees promotion and behavior is important part of
HRD, Appropriate rewards no only recognize and motivate employees, but
also communicate the organization value to the employees. In HRD
systems, innovations and use of capabilities are rewarded in order to
encourage the acquisition and application, newsletter announcements,
increase in salary bonuses, special privileges and desired training reward
may be given to individuals as well as to teams, department, main and
other units within the organization.
The VSP has a nice HRD department with talented and experienced
staff. It is following more or less all the above mentioned HRD
mechanisms. The HRD staff is very friendly and co-operative.
PHILOSOPHY OF HRD:
1 People are more than mere resource and therefore it will be a person with
all the respect and sensitivity that are all the respect and sensitivity
that is warranted when employees are seen as more than more
instrumentality.
2 HRD as a management function will be given a place of strategic priority
along with function like production, maintenance, materials or finance
in the overall scheme of management action in the company.
3 HRD does not refer to training alone or it is just a new name for training.
In
RINL/VSP,
HRD
several
management
functions,
for
the
HRD OBJECTIVES:
1
To
provide
initially
suitable
match
between
employee
Corporate presentation
10
CHAPTER II
INTRODUCTION TO STEEL INDUSTRY IN INDIA
STEEL INDUSTRY:
implements
boilers,
ship
fabrication,
railway
materials,
The great investment that has gone into the fundamental research
in iron and steel technology has helped both directly and indirectly in
many modern fields of todays science and technology. It would have been
very painful to imagine the fate of todays civilization if steel has not been
there. Steel is versatile and indispensable item. The versatility steel has
not been there. Steel is versatile and indispensable item. The versatility
steel can be traced mainly of three reasons.
cannot spend more for pollution control. The energy consumption per ton
is 50-10% higher than that of the international norms.
The Indian Steel industries have developed a bit in the recent years.
The production is growing on properly. Many techniques are being
implemented in the steel industries. The countrys aim is to sell quality
steel. The government is also helping the steel industries in this basis. The
apparent consumption of steel is shown below.
consciously
and
strategically
decides
to
invest
into
steel
production.
6 Preference is given to superior quality products and high value item
production.
7 Customer oriented approach in view of product oriented approach
8 Emergence of new technology like scraps preheating
Year
Growth
1830
1874
1899
1906
Formation of TISCO.
1911
1918
1940
1981-1956
1956-1961
10
1961-1966
11
1964
12
1966-1969
13
1969-1974
15
1979-1980
16
1980-1985
17
1985-1991
18
1992-1997
19
1997-2002
Ninth
five-year
planRestructuring
of
Visakhapatnam steel plant and other public
sector undertakings.
Plant
Collaboration Capacity of
West Germany
Erstwhile USSR
Britain
Erstwhile USSR
Sl.N
Plant
o.
Collaboration Capacity
Annual
of Finished Steel
Production
Productions
1
Rourkela
Steel
West Germany
7,20,000 Tones
Erstwhile USSR
7,70,000 Tones
Britain
8,00,000 Tones
Plant
2
Durgapur
Steel
Plant
Since 1941, India steel and iron industry was almost completely
state regulated. Both prices and distribution of steel were under control of
government. The Govt. decided to remove statutory control over the price
and distribution of all, but a few categories with effect from 1 st March 26,
1964 the Govt. supervise the steel and iron inducted according to the
recommendation of Raja Committee. But Raj committee in fixing the steel
price didnt regulate the price of raw materials.
CHAPTER III
COMPANY PROFILE
Introduction
Visakhapatnam Steel Plant (VSP), the first coast based Steel
Plant of India is located, 16 KM South West of city of Destiny i.e.
Visakhapatnam. Bestowed with modern technologies, VSP has an installed
capacity of 3 million Tons per annum of Liquid Steel and 2.656 million Tons
of saleable steel. At VSP there is emphasis on total automation, seamless
integration and efficient up- gradations, which result in wide range of long
and structural products to meet stringent demands of discerning
customers
within India
and abroad.
VSP products
meet
exacting
VSP by successfully installing & operating efficiently Rs. 460 crores worth
of Pollution Control and Environment Control Equipments and converting
the barren landscape by planting more than 3 million plants has made the
Steel Plant, Steel Township and surrounding areas into a heaven of lush
greenery. This has made Steel Township a greener, cleaner and cooler
place, which can boast of 3 to 4 C lesser temperature even in the peak
summer compared to Visakhapatnam City.
VSP exports Quality Pig Iron & Steel products' to Sri Lanka, Myanmar,
Nepal, Middle East, USA, China and South East Asia. RINL-VSP was
awarded
"Star
Trading
House"
status
during
1997-2000.
Having
Background
to
establish
Integrated
Steel
Plant
in
Public
Sector
at
Company called Rashtriya Ispat Nigam Ltd. (RINL) and transferred the
responsibility of constructing, commissioning & operating the Plant at
Visakhapatnam from Steel Authority of India Ltd. to RINL.
Due to poor resource availability, the construction could not keep
pace with the plans, which led to appreciable revision of the plant cost. In
view of the critical fund situation and need to check further increase in the
plant costs, a rationalized concept was approved which was to cost Rs.
6849 crores based on 4th Quarter of 1988. The rationalized concept was
based on obtaining the maximum output from the equipment already
installed, planned / ordered for procurement and achieving higher levels of
operational efficiency and labor productivity. Thus, the plant capacity was
limited to 3.0 Million Tons of Liquid Steel per annum. In the process, one of
the Steel Melt Shops and one of the mills were curtailed. The availability of
resources were continued to be lower than what was planned and this
further delayed the completion of the construction of the plant. Finally all
the units were constructed and commissioned by July' 92 at a cost of
Rs.8529 Crores. The then prime Minister of India Late Sri P. V. Narasimha
Rao dedicated the plant to nation on 1st August 1992.
To attain 16 million ton liquid steel capacity through technological upgradation, operational efficiency and expansion: augmentation of assured
supply of raw materials; to produce steel at international standards of cost
and quality: and to meet the aspirations of the stakeholders.
VISION
OBJECTIVES
1 Expand plant capacity to 6.3 Mt by 2011-12 with the mission to expand
further in subsequent phases as per Corporate Plan.
2 Revamp existing Blast furnaces to make them energy efficient to
contemporary levels and in the process increase their capacity by 1 Mt;
thus total hot metal capacity to 7.5 Mt.
3 Be amongst top five lowest cost liquid steel producers in the world.
CORE VALUES
Commitment
Customer Satisfaction
Continuous Improvement
As on
As on
As on
As on
As on
31.03.20
07
31.03.20
08
31.03.20
09
31.03.20
10
01.07.20
11
EXECUTIVES
3532
4201
5218
5263
5258
WORKS
2145
2584
3249
3153
3231
PROJECTS
225
280
329
327
340
MINES
54
64
93
104
94
OTHERS
1108
1273
1547
2110
1593
NON
EXECUTIVES
11937
11544
12007
12567
12500
WORKS
10687
10387
10476
11163
11256
PROJECTS
68
64
63
58
50
MINES
281
265
267
262
247
OTHERS
901
828
1201
1404
947
TOTAL
16574
16433
17225
17830
17758
WORKS
13608
13463
13725
14316
14487
PROJECTS
320
353
392
385
390
MINES
357
350
360
366
360
OTHERS
2289
2267
2748
3514
2521
Production Performance:
Commercial Performance
Year
Sales
Domestic
Exports
2006-2007
2007-2008
2008-2009
2009-2010
Turnover
9151
10433
10458
10634
Sales
8726
9878
10379
10283
424
555
79
351
Financial Performance
CHAPTER IV
PROMOTION POLICY
INTRODUCTION:
if
any
problems
are
identified,
steps
are
taken
to
Item
Terminolog
Former Emphasis
Merit-rating
Present Focus
Promotion policy
y
Purpose
Determine
wage
increase, Development
of
the
Application
For
managerial
and
technical personnel
Factors
Personal traits
rated
Techniques
Promotion
result
or
accomplishment
Rating scales with emphasis Mutual goal-setting.
upon
Definition:
Promotion evaluation of Promotion policy is the process of assessing
the promotion and progress of an employee or of a group of employees on
a given job and his potential for future development.
Formal Definition:
it is the systematic evaluation of the individual with respect to his /
her promotion on the job and his / her potential for development.
According to Flippo
Characteristics:
1
for
making
objective
and
correct
decisions
on
employees.
Objectives:
1
Uses:
1
Measuring
performance
this
require
choosing
the
right
7
METHODS OF PERFORMANCE APPRAISAL
Several methods and techniques are used for evaluating employee
performance. These may be classified into Traditional and modern
methods.
Traditional Methods:
1 Ranking Method: is technique, evaluator assigns relative ranks to all
employee performance. These may be classified into Traditional and
Modern methods.
1 Grading method Under this method, the rater considers certain factors,
and marks them accordingly to a scale. The selected factor may be
analytical
ability,
co-operation,
dependability
self-expression,
job
1 Free Essay Method In this method, the supervisor makes a free form,
open-ended appraisal of an employee in his own words and puts down his
impression about the employee. The description is always as factual and
concrete as possible.
Criticism
increased
antagonism
and
defensiveness
among
Some
managers
discourage
good
performances
by
over
Means
(average)
and
standards
deviations
are
then
1 Develop final instrument A subset of the incidents that meet both the
retranslation and standard deviation criteria is used a behavioral anchor
for the final performance dimensions. A final BARS instrument typically
comprises a series of vertical scales that are endorsed by the include
incidents. Each incident is positioned on the scaled according to its mean
value.
ADVANTAGES:
1
Limitations:
1
CHAPTER V
PROMOTIONS POLICY AT RINL-VSP
PROMOTION POLICY AND RULES FOR EXECUTIVES
1.0 INTRODUCTION
RINL/VSP has a vision to emerge as an excellent organisation in the comity
of steel producers of the country. This calls for dynamic organisation
date of entry into E-1 grade i.e. 3 years in E-1 grade, subject to fulfilling
other criteria.
iii) For promotions from E-2 to E-3 and thereafter, they shall be governed
by the Policy and
Rules for Executives issued vide circular No. 16/97 dated 07.11.1997, as
amended from
time to time.
(b) The period of training as Management Trainee in E-0 grade will be
taken into acount for the
purpose of computation of eligibility period in E-1 grade, subject to the
condition that the
executive has worked for a minimum of 2 years after placement in E-1
grade.
(c) Where an executive avails of extra-ordinary leave exceeding a period
of three months in one
or more spells during the eligibility period, the total period of such extraordinary leave will be
excluded while computing the eligibility period.
(d) The period of study leave granted by the Company will be taken into
account in determining
the minimum eligibility period for promotion, subject to the condition that
the executive has
completed the course satisfactorily.
6.2 MINIMUM PERFORMANCE CRITERIA
(a) An executive should secure a minimum of 150 credit points out of a
combined total of 300
points of the three preceding Annual Performance Appraisal Reports.
(b) In case of executives recruited as Management Trainees where only
two Annual Appraisal
Reports may be available, the marks obtained by them during training will
be taken into account
in lieu of the third report. For this purpose, the aggregate percentage of
marks obtained in the
examination including viva-voce etc., at the end of the training period will
be converted on prorata
basis to a maximum of 100 points.
6.3 VIGILANCE & DISCIPLINARY CLEARANCE
The executive should be clear from vigilance and disciplinary angles in
terms of Personnel
Policy Circular No.PL/RR/3(10) dated 23.11.83 read with Personnel Policy
Circular No.
PL/RR/3(5)/97 dated 25.3.97.
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.1.5
6.4 ZONE OF CONSIDERATION
For consideration for promotion from E-4 to E-5 grade and above, the
Executive should be
within the zone of consideration based on relative merit in the LOP, as
provided in clause 7.2.3.
7.0 METHODOLOGY
All promotions are promotions by selection based on merit as reflected in
the Appraisal
Reports and the potential assessment by DPCs, as prescribed hereunder:
7.1 Promotions from E-1 to E-2, E-2 to E-3 & E-3 to E-4 grades :
7.1.1 Promotions from E-1 to E-2, E-2 to E-3 & E-3 to E-4 grades shall be
delinked from vacancies
and linked to the prescribed performance of the executives as assessed in
their annual
performance appraisal reports.
7.1.2 Promotions within the cluster i.e.E-1 to E-2, E-2 to E-3 & E-3 to E-4
grades will be conducted
twice in a year.
7.1.3 Personnel Deptt. shall prepare list of executives in E-1, E-2, E-3
grades who fulfil the eligibility
criteria as prescribed in clauses - 6.1, 6.2 and 6.3. Those executives who
do not fulfil the
prescribed eligibility criteria shall not be considered for promotion ab
initio.
7.1.4 Personnel Deptt. will also prepare separately the list of such
executives whose names have
not been included in the merit list and who are not eligible to be
considered for promotion on
account of not fulfilling the criteria under clauses - 6.1, 6.2 and 6.3 and
place the same before
the Departmental Promotion Committee (DPC) for its information and
perusal.
7.1.5 From out of the list of executives prepared as per caluse - 7.1.3,
- executives having three years of service in the next below grade and
60% of credit
points in the preceding three appraisal reports, i.e. a total of 180 points
out of 300, subject
to a minimum of 60% in atleast two appraisals including the latest one,
shall be promoted.
- executives having four years of service in the next below grade and 55%
of credit points
in the preceding four appraisal reports, i.e. a total of 220 points out of
400, subject to
a minimum of 50% in atleast two appraisals including the latest one, shall
be promoted.
- executives having five years of service in the next below grade and 50%
of credit points
in the preceding five appraisal reports, i.e. a total of 250 points out of 500,
shall be
promoted.
7.1.6 The executives promoted shall be entitled for monetary benefit from
the date of assumption
of charge only.
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.1.6
7.2 PROMOTION FROM E-4 TO E-5 AND ABOVE :
7.2.1 Promotions from E-4 to E-5 and above will be vacancy based and will
be effected only on
availability of vacancies in the respective LOPs and based on the need to
fill up such vacancies.
7.2.2 Personnel Department will draw up lists of eligible executives in
respective LOPs on the basis
of merit as determined from the total credit points of Annual Appraisal
Reports of the
preceding 3 years. Against each vacancy, not more than 5 eligible
executives will be
considered from the list in the descending order of merit. However, in case
of a tie between
the last executive in zone of consideration and the next below
executive(s) as a result of their
obtaining equal number of credit points, all the executives involved in the
tie will be considered
along with other eligible executives by the DPC. In such an event the
number of executives
to be considered for promotion against a vacancy may exceed 5.
7.2.3 List of eligible executives falling within the zone of consideration
drawn up on the basis
provided in clause -7.2.2 will be placed before the Departmental
Promotion Committee
(DPC). The DPC will assess the suitability of the executives based on the
performance as
rated in the annual performance appraisals, service in the grade and the
potential of the
executive as assessed by DPC.
The assessment of the potential will be done as per the format enclosed
at Annexure-I. For
the purpose of determining the total marks obtained by the eligible
executives, the performance,
service in the grade and potential will carry the following marks :
Parameter Marks
Performance 50
Service 20
Potential 30
- Performance to be counted in terms of average credit points of the
preceding 3 years.
- Service weightage will carry a total of 20 marks with each month beyond
the eligible
period of service in the grade having a credit of 0.55 marks.
- A minimum of 18 marks of 30 in potential assessment will be required for
being
promoted.
7.2.4 The DPC will draw up select list of the promotable executives in
order of merit on the basis
of total marks obtained, subject to the number of vacancies. Potential
assessment will be made
by the DPC by way of interview in case of promotion from E-4 to E-5 and
E-5 to E-6. There
will, however, be no interview for promotion from E-6 to E-7 and E-7 to E-8
grades and the
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.1.7
memoranda of settlement.
1.0 OBJECTIVES :
1.1 To boost and sustain the morale of the VSP employees in order to enable
them to make allout
efforts for achieving the Mission and Objectives of the Organisation by working at
peak
levels of efficiency.
1.2 To ensure optimum utilisation of manpower with a view to achieving the
productivity level
of not less than 230 tonnes per man year.
1.3 To man non-executive positions in the Company with competent personnel
having growth
potential and to utilise their capability to the maximum.
1.4 To improve job satisfaction among non-executive employees through job
enlargement,
training, etc., and to encourage them to work with enriched job contents and
accept flexible
work practices for optimum utilisation of manpower.
1.5 To recognise and reward good performance consistent with the needs of the
organisation.
1.6 To provide for a system which is conducive to equity, fairness and objectivity
in matters
concerning promotions of non-executives.
1.7 To provide mechanics for determining the suitability of non-executives for
promotion on a
standard pattern and in an objective manner.
2.0 SCOPE :
2.1 The policy and rules will be applicable to all the regular non-executive
employees of Rashtriya
Ispat Nigam Limited, including the employees working in out-station Units,
Offices and
Mines.
Amendement vide Memerandum of Settlement dated 02.08.2000 will be effective from
30.06.2000.
1
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.2
2.2 'Employee' means all non-executives who are appointed on a regular basis
and does not
include Trainees/Apprentices and persons appointed on casual or temporary
basis or
appointed on tenure basis after retirement, etc.
3.0 CLUSTERS(CADRES) :
3.1 For the purpose of promotion, non-executive employees in different pay
scales have been
grouped in the following clusters/cadres:
3.1.1 1The work grades will be grouped into the following clusters/cadres
Cluster Grades
A S-1, S-2, S-3, S-4, S-5 & S-6
`A' Sub-cluster S-4, S-5 & S-6
B S-3, S-4, S-5, S-6, S-7 & S-8
C S-6, S-7, S-8, S-9(P) & 2S-10(P)
3.1.2 3Ministerial Grades
S-6, S-7, S-8, S-9(P) & 2S-10(P)
3.1.3 `Personal grade' will be retained in S-9(P) for cluster `C' only.
3.1.4 With the cadre approach, the job will be understood in a composite manner
so that flexibility
of employees within the cadre becomes viable and optimum utilisation of
manpower is
achieved.
4.0 SYSTEMS OF PROMOTION :
4.1 There will be two systems of promotion for non-executives as follows:
a. Promotion within the Cadre
b. Promotion between the Cadres
1
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.3
4.2 Promotion from one scale of pay to another within the cadre including
"Personal grade" will
be delinked from vacancies. An employee can be considered for promotion on
completion
of prescribed years of qualifying service and subject to fulfilling other eligibility
criteria.
4.3 Promotion from one cadre to another will depend on the availability of
vacancies in the higher
cadre in the prescribed LOP.
4.41 As a special case, `A' -Sub cluster will be created with maximum strength of
20% of the total
manpower in `A' -cluster in each department in technical stream as on
30.6.2000. Employees
in S-4 grade with 2 years of service in Cluster `A' subject to passing of job test,
interview and
possessing satisfactory ACRs for the preceding 2 (two) years and fulfilling such
other
conditions as may be prescribed, will be considered for placement on horizontal
basis in
`A'-Sub cluster. However, the vacancies will be filled up in phases.
4.51 On placement in `A'-sub cluster, they will be designated as Helper-cum-Jr.
Technician/
Helper-cum-Jr. OCM, etc. Such employees will continue to perform existing
unskilled jobs
and will also carry out skilled jobs as and when assigned.
5.0 ELIGIBILITY AND CONDITIONS FOR PROMOTION :
5.1 Employees will be considered for promotion subject to the following
conditions:
a. that the employee has earned promotable gradings (minimum 'C', i.e.,
Satisfactory) in
the Annual Confidential Reports(ACR)/Appraisal Reports for at least two years,
including the last year, out of the reports for the preceding three consecutive
appraisal
years and no adverse entry has been made in his Annual Confidential Report
(ACR)/
Appraisal Reports. Any adverse entry in the ACR/Appraisal Report for a year not
communicated to the employee concerned by 31st May of the following year will
not be
taken into account and will not adversely affect his promotion.
1
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.4
WORKS GRADES
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.5
C S-6 to S-7 4 years No -do- --C S-7 to S-8 5 years No -do- --C S-8 to S-9(P) 5 years No -do- -1
MINISTERIAL GRADES :
S-6 to S-7 4 Years No Graduation --S-7 to S-8 5 years No -do- --S-8 to S-9(P) 5 years No -do- --1
NB-1 : In respect of employees who have been directly inducted in S-2 grade
after
successful completion of their training as Asst. Technician Trainees, the eligibility
period for promotion to S-3 grade shall be 3 years of service in S-2 grade. Also,
the
stipulation of minimum qualification of Matriculation for promotion to Cluster B
will
be relaxed in respect of such employees.
1
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.6
NB-5: For promotion within cadres in the same line of promotion no trade test/job
test has
been prescribed. However, in specific cases where job requirements demand,
suitable test(s) may be prescribed.
NB-6 : For the purpose of promotion within the Ministerial Cadre, the stipulation
of minimum
qualification of Graduation will be relaxed in respect of the employees in SL-1/
SL-2/SL-3 and SL-4 grades who are in position as on date of the introduction of
this
promotion policy.
NB-71:DELETED
NB-81:DELETED
NB-91: Employees in `A' Sub-cluster will be eligible for promotion to Cluster `B'
on
availability of vacancies in Cluster`B' and subject to possessing prescribed
qualification
and fulfilment of other conditions as prescribed.
However, Note NB-1 of Memorandum of Settlement dt.25.1.1990 will not be
applicable for employees in `A' Sub-cluster.
NB-101:On availability of vacancies and subject to possessing prescribed
qualifications and
fulfilment of other conditions, employees in cluster `A' and `A'-Sub cluster
promoted
to the positions in cluster`B' will be placed in parallel grade of `B' cluster with
protection of grade seniority. However, their cluster seniority for the purpose of
inter-cluster promotion will be reckoned from the date of entry into `B' cluster.
NB-111:On availability of vacancies and subject to possessing prescribed
qualifications and
1
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.7
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.8
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.9
of employees within the cadre becomes viable and optimum utilisation of human
resources
is achieved.
11.2 On promotion, employees will be suitably designated in their lines of
promotion keeping in
view the requirements of work.
12.0 CONSEQUENCES OF REFUSAL :
12.1 If an employee does not appear in the Trade test/Written test/Job test, etc.,
for which he has
been duly informed in writing, he will not be considered for promotion for a
period of 6 months
from the date of holding the said test.
12.2 In case an employee refuses to accept promotion, he will not be considered
for such
promotion for a period of one year from the date of last such promotion which
was refused.
13.0 RESERVATION OF VACANCIES FOR SC/ST :
13.1 Reservation of posts for SC/ST candidates shall be provided in respect of
vacancy based
promotions in accordance with the Presidential Directives and instructions of the
Government
in this regard issued from time to time.
Note: Clause 13.0 will be applicable subject to OM No.36012/23/96- Estt. (Res),
dated
22.07.1997 issued by the Ministry of Personnel, Public Grievances & Pensions, as
given at Annexure- I.
14.0 TENURE :
14.1 This Policy and Rules will come into force with effect from 01-01-1990.
14.2 The Management may at its discretion relax the eligibility criteria in
exceptional cases, for
reasons to be recorded.
14.3 The Management will issue such clarifications, procedures, instructions,
guidelines, etc., as
PERSONNEL MANUAL
RASHTRIYA ISPAT NIGAM LTD. 2.4.10
ANNEXURE - I
No. 36012/23/96-Estt. (Res)
Govt. of India
Ministry of Personnel, Public Grievances & Pensions
( DEPARTMENT OF PERSONNEL & TRAINING )
North Block, New Delhi
Dated the 22nd July, 1997
OFFICE MEMORANDUM
Sub: Reservation in promotion - Prescription of lower qualifying
marks/lesser standard of
evaluation.
The undersigned is directed to say that in terms of instructions noted in
the margin, certain
relaxations/concessions in the matter of qualifying marks/standards of
evaluation of performance
are to be made in favour of candidates belonging to the Scheduled Castes
and the Sceheduled
Tribes while considering them for promotion.
2. The validity of such lower qualifying marks/lesser standards of
evaluation was called into
question in Courts in the context of the judgement of the Supreme Court
in the case of Indira
Sawhney Vs. Union of India. The Supreme Court, in the case of S.Vinod
Kumar Vs. Union of
India {JT 1996 (8) SC 643} has held that the provision for lower qualifying
marks/lesser level of
evaluation, in the matter of promotion, provided for candidates belonging
to the Scheduled Castes
and the Scheduled Tribes under Government's instructions, is not
permissible under Article 16(4)
in view of the command contained in Article 335 of the Constitution. The
Court has further
observed that even if it is assumed for the sake of argument that
reservation is permitted by Article
16 (4) in the matter of promotion, a provision for lower qualifying marks or
lesser level of evaluation
is not permissible in the matter of promotion, by virtue of Article 335. The
Court also held that
the protection for reservation in promotion for five years, given by the
Supreme Court, vide para
829 of the judgement in Indira Sawhney's case, did not save the
provisions for lower qualifying
marks/lesser level of evaluation.
3. It has accordingly been decided to withdraw the instructions contained
in this Department's
OM No.8/12/69-Estt. (SCT) dated 23.12.1970 and OM No.36021/10/76-Estt.
(SCT) dated
21.1.1977, in so far as these provide for lower qualifying marks for
Scheduled Castes/Scheduled
Tribes candidates in departmental qualifying/competitive examinations for
promotion. Similarly,
the relevant portions of para-6.3.2 of the DPC guidelines circulated vide
this Department's OM
No.22011/5/86-Estt.(D) dated 10.4.1989, to the extent that they provide
for consideration of
***
CHAPTER VI
Statement No. 1
Are you happy working with RINL at VSP ?
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
50
100%
NO
0%
50
100%
Total
Interpretation
The above tabulation format shows that the 100% employees of VSP are
satisfied with the work with the organization.
Statement No. 2
What are the factors you are happy with RINL at VSP ?
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
Job security
23
46%
Opportunity to learn
12%
Job satisfaction
16
32%
10%
50
100
Total
Interpretation
satisfaction with the above statement 12% that says that opportunity to learn & 32%
Respondented expressed of job satisfaction and 10% expressed pay & perks of VSP
factors. Employees happy with the organisation.
Statement No. 3
Sl.No.
1
Rating
Promotion-designation
Respondents
Percentage
36
72%
14
28%
50
100%
Interpretation
The above table explains that the best way to rewards 72% of employees
opined promotion designation wise and pay wise 28% of employees OK(YES).
Reward schemes where they get recognition and same amount as gift.
Statement No. 4
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
Training
43
86%
Counseling
14%
Demoting
0%
50
100%
Total
Interpretation
The above table explains that the performance can be improved 86% of
employees
statement.
Statement No. 5
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
40
80%
NO
10
20%
50
100%
Total
Interpretation
The above tabular format explains the 80% of the employees suggest that the
counselling required to improve performance 20% of the employees say that
counselling required not improve performance.
Statement No. 6
Sl.No.
Rating
Respondents
Percentage
Time bound
16
32%
Vacancy bound
12%
28
56%
50
100%
Interpretation
Statement No. 7
Sl.No.
Rating
Respondents
Percentage
YES
35
70%
NO
15
30%
50
100%
Total
Interpretation
The above table explains that 70% of them say that YES for reward &
promotion policy running currently in the organisation.30% of them say that NO
then reward & promotion policy is not running currently in the organisation.
Statement No. 8
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
42
84%
16%
50
100%
employee.
2
Interpretation
Statement No. 9
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
Monitory
12
24%
Non- monitory
10%
Both
30
60%
No defined rewards
6%
50
100%
Total
Interpretation
This table explains various types of rewards usually given to the employees .
24% employees monitory. 10% of employees non-monitory. 60% both & 6%
employees NO defined rewards.
Statement No. 10
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
41
82%
NO
18%
50
100%
Total
Interpretation
Statement No. 11
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
35
70%
NO
15
30%
50
100%
Total
Interpretation
The above table explains the 70% employees says that the promotion policy
transparent and clearly laid down in your organisation.30% employees says that
promotion policy statement and not clearly down in your organisation.
Statement No. 12
Tabulation Format
Sl.No.
1
Rating
Through a job
Respondents
Percentage
30
60%
6%
17
34%
50
100%
anouncement
2
Follow the
employee
Interpretation
The above table form explains 60% employees say that through job
announcement in the RINL at the job learn about. 6% of them say that follow the
employee with the above statement. 34% of them say that follow the superiorwith the
above statement.
Statement No. 13
Are the HRD programmes being arranged are sufficient for development of
the executives ?
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
31
62%
NO
19
38%
Total
50
100%
Interpretation
Statement No. 14
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
considered
42
84%
Not-considered
16%
50
100%
Total
Interpretation
The above tabulation form explain 84% of them say considered as the
experience and years of service taken care for the promotion.16% of them says that
not considered by the experience and years of service taken care for the promotion.
Statement No. 15
What is the upper and lower limit. Incase of monitory rewards for
recognition ?
Tabulation Format
Sl.No.
Rating rupees
Respondents
Percentage
14
88 %
4%
12
24%
22
44%
50
100%
Interpretation
The above table shows that the employees upper & lower limit incase of
monitory rewards for recognition that 28% of the employees less than 500, 4% of the
employees more than 500 but less than 1000, and 24% of the employees more than
1000 but less than 2000 and 44% of the employees more than 2000.
Statement No. 16
Sl.No.
Rating
Respondents
Percentage
YES
50
100%
NO
0%
50
100%
Total
Interpretation
The above table explains 100% of then say that training & development
improve performance.
Statement No. 17
Tabulation Format
Sl.No.
Rating
Respondents
Percentage
YES
35
70%
NO
15
30%
50
100%
Total
Interpretation
The tabular format explains that 70% of them say that YES then policy for
de-formation. 30% of them say that NO then policy for de-formation.
Statement No. 18
Sl.No.
Rating
Respondents
Percentage
YES
37
74%
NO
13
26%
50
100%
Total
Interpretation
The above tabulation form explain that 74% of them says that YES is clear laid
down promotion policy.26% of them say that NO that is not clear laid down
promotion policy.
Statement No. 19
Promotions
Tabulation Format
S. no
Rating
Respondents
Percentage
YES
33
66%
NO
17
34%
50
100%
Total
Interpretation
The above tabulation form explain that 66% of them say that
YES promotion are required to keep the morale of the
employees are high. 34% of them say that NO . promotion
are required to keep the morale of the employees are low.
Statement No. 20
Tabulation Format
S.NO
Rating
Respondents
Percentage
YES
19
38%
NO
31
62%
Total
50
100%
Interpretation
Statement No. 21
Tabulation Format
s.no
YES
33
66%
NO
17
34%
Total
50
100%
Interpretation
Statement No. 22
Is the laid down promotion policy followed in letter & spirit i.e.,
strictly ?
Tabulation Format
s.no
rating
respondents
percentage
YES
23
46%
NO
27
54%
Total
50
100%
Interpretation
Statement No. 23
Tabulation Format
s.no
rating
respondents
percentage
YES
21
42%
NO
29
58%
total
50
100%
Interpretation
Statement No. 24
Tabulation Format
s.no
rating
respondents
percentage
YES
41
82%
NO
18%
Total
50
100%
Interpretation
Conclusions:
data
using
the
simple
random
sample
technique,
some
When asked if they are you happy working with RINL at VSP, is
observed that 100% of the employees of VSP are satisfied with the work
with the organization.
job satisfaction, 12% with the opportunity to learn & 32% with job
satisfaction and 10% with pay & perks of VSP factors. It is observed that
the best way to reward employees, 72% of employees opined promotion
designation wise and pay wise 28% of employees OK(YES). Reward
schemes where they get recognition and same amount as gift.
It has been collected that the most successful policies in general are
that of employees according to 84% of the employees and 16 % of the
employees say that the Policies are motivating the family members of
employees.
As regards learning of the job, 60% of the employees said they learn
job through job announcement in the RINL, 6% of them follow the
employee and 34% of them say that they follow the superiors. As regards
the HRD programmes being arranged are sufficient for development of the
executives, 62% employees say Yes and 38% said No. When asked if
experience and years of service taken care for your promotion, e 84% of
them say considered and 16% say not considered.
As regards, the upper & lower limit in case of monitory rewards for
recognition, 28% of the employees say that the limit should be less than
500, 4% of the employees more than 500 but less than 1000, and 24% of
the employees more than 1000 but less than 2000 and 44% of the
employees more than 2000. All the 100% say that training & development
do improve performance.
70% of the employees feel that there should be a policy for depromotion and 30% say no to it. When asked if there is a clear promotion
policy in the organisation, 74% of them says that YES and 26% of them
said NO. 66% of the sample opines that promotions are required to keep
the morale of the employees high and 34% that that it not so. 38% say
that the promotions are required to keep the employees with the
organisation and 62% opine that of it is not so. 66% said that performance
should be the criteria for promotions and 34% said that performance is
not the only factor.
Suggestions :
In general it is observed that the employees of RINL/Visakhapatnam
Steel Plant are happy working in an organisation like this with a good
stature but there are little suggestions which the organisation may adopt
to make it an even better place to work. Along with good pay and perks
and growth opportunities, it may provide good learning opportunities too.
It looks employees are looking for more training and counsellings which
QUESTIONNAIRE
I am MS CH.DEEPTHI, a student of SIR C.R.REDDY COLLEGE
FOR WOMEN, ELURU doing my MBA project at RINL/VSP. I
request you to kindly spare your valuable time to give some
feedback on PROMOTION&REWARD POLICIES and the
information provided will be kept confidential and will be used
on for academic purpose.
(CH.DEEPTHI)
Name (optional): ..
Designation
Department ..
(b) No
2. What are the factors you are happy with RINL at VSP?
(a) Yes
(b) No
(b) No
(b) No
(b) No
13. Are the HRD programmes being arranged are sufficient for
development of the executives?
(a) Yes
(b) No
(b) Not
(b) No
(b) No
(b) No
(b) No
(b) No
(b) No
(b) No
(b) No
(b) No
BIBLIOGRAPHY
S. KHANDKHA
K.K.AHUJAS (HRM)
S. CHAND PUBLICATION
KALYANI PUBLISHERS
PERSONAL MANAGEMENT
TATA McGRAWHILL
ASWATHPPA
MANAGEMENT
HRM&PERSONAL
TATA McGRAWHILL
P.SUBBA RAO
HRM&IR
HIMALYA PUBLISHERS
MANAGEMENT
PREMIER BOOK COMPANY
C.B.MAMORIA
S.V.GANKAR
*****