A

RESEARCH PAPER

ON
PERFORMANCE APPRAISAL IN
C.E.L

Submitted to:
Dr. Vidhi Agrawal

Submitted By:
Alok Singh Chauhan
Manish Tripathi
Navneet Kumar
Nitesh Bhardwaj

Ajay Kumar Garg Institute of Management,

Ghaziabad.

ACKNOWLEDGEMENT
 “Gurur brahma Gurur Vishnu Gurudev Maheshwara
Guru sakshaat parambramha jasmai sri guruve namah”

Not words but perhaps the “shloka” quoted above express my gratitude and
debt to Dr. Vidhi Agrawal, my Supervisor and Guru, who helped me all through
in this academic endeavor.

I m grateful to those who have helped me in compiling the

matter for this study. While I take this opportunity to thank all of them, they
were to numerous to be mentioned in this brief acknowledgement. I would like to
acknowledge my deep sense of gratitude to Dr. Vidhi Agrawal, for her
ungrudging help at all stages. Right from selection of the title of the thesis to
submission stage Dr. Vidhi Agrawal helped me in this academic endeavor.
 CERTIFICATE

This is to certify that the research report based on “

Performance appraisal in C.E.L which is being
submitted by Mr. Alok Singh Chauhan, Mr. Manish
Tripathi, Mr. Navneet kumar & Mr. Nitesh Bhardwaj
students of AKGIM (Ajay Kumar Garg Institute of
Management) affiliated to AICTE for the fulfillment of
the needs of PGDM. This research report has been
successfully completed under the complete guidance
and supervision of Dr. Vidhi Agrawal.

Dr. Vidhi Agrawal

Contents:

 PREFACE
 INTRODUCTION
 COMPANY PROFILE
 COMPANY OBJECTIVE
 PRODUCT PROFILE
 MAIN COMPETITORS
 WHAT IS PERFORMANCE APPRAISAL IN CEL
 HR FUNCTIONS IN CEL
 360˚ APPRAISAL
 RESEARCH METHODOLOGY
 LIMITATIONS
 CONCLUSION & SUGGESTIONS
 QUESTIONNAIRES
 BIBLIOGRAPHY
 PREFACE

The importance of business management is being increasing

realized in the industrial and non industrial area both in India.
This realization has come because of increasing complexity of
the task of managers and administration. To meet the problem
we have to know the different functions in any organization like
functioning of H.R.D. Dept., Marketing Dept., and Finance
Dept., etc.

As I am pursuing PGDM from Ajay Kumar Garg Institute of

Management, Ghaziabad, mere getting theoretical knowledge
is not sufficient. It is necessary to have an insight of the
organization for the same. These basics facts of becoming
crystal clear to me during my course of summer training my
academic achievement. I was loaded with suspicion regarding
my training period. The ever-ready help attitude of few persons
has completely erased my all doubts during my training and
would profoundly augment my personal life in near future.

The main aim of this project is to stuffy thoroughly the existing

performance appraisal policy HR practices/programme and
understand the awareness of employees about the
Performance Appraisal System of CEL. The project gave me an
exposure to the actual organization environment, which would
certainly add to my experience to the corporate world.
 INTRODUCTION

In these days of ‘energy crunch’ emphases is rightly being shifted towards the non-
conventional energy sources. A mankind from time immemorial is using energy for several of
various purposes. Mere recent application of solar energy, like its direct conversion of
electricity and transformation to thermal energy at various temperatures has expanded its
potential use enormously.

Solar Photovoltaic Energy Sources are ideally suited for remote location area with small
power requirement. Provision for water for drinking and irrigation, household, lighting,
telecommunication, health and are all essential components of rural development. These
systems are generally stand-alone; produce no ecological imbalance requires minimal
maintenances and running cost.

Providing energy for basic needs such as water lifting, household lighting or to introduce
health, education and telecommunication services in rural remote areas is a well recognized,
component of rural development. However ‘Rural Energy’ has attracted relatively little
attention due to small quantities of energy involved and expensive rural electrification. Most
of the developing countries have a large population thinly scattered over remote areas, away
from the conventional grid. To extend the transmission lines to such places for small energy
needs is neither economical nor feasible.

With its growing ability to meet such demands, solar PV (SPV) technology are the most
promising energy sources. With the added emphasis on eco friendly generation of energy,
SPV technology is being projected as the world. It is projected that in the next ten years, the
global demand of SPV products/systems shall be around 500-600Mwp per annum.

Many multinational companies from the western world are pushing their products in these
countries. However the socio-economic condition in other developing countries being very
similar to that in India, the India SPV experience can be readily adapted in these counties.
With the expertise available in CEL on the SPV technology, a vast export market of the
Indian SPV technology and products could be explored in these countries. We should attempt
to capture a larger share of this export market.

With consistent efforts a larger share of this export market can be captured. It includes the
export of solar PV products as well as SPV manufacturing technology. By establishing joint
ventures and / or transfer of manufacturing technology, a strong base can be created in these
countries, which would ensure continuous flow of business in coming years in case we are
able to tap, even 5% for Indian SPV products and technology of the exports positional, we
could earn approximately US $ 100 million worth of foreign exchange for the country.
COMPANY PROFILE
Central Electronics Limited, (CEL) is a public sector Enterprises under the administrative
control of Development of Scientific and Industrial Research (DSIR), Ministry of Science
and Technology Govt. of India was established in June 1974.

CEL is the pioneer in the country and none of the leading manufactures in the world for
manufacturing Mono Crystalline Silicon Solar cells/ Modules. It is the major and the only
Indian Supplier of Digital Axle Counters to Indian Railways. In the field of strategic
electronics, CEL is supplying a no. of critical items of Defense. It is also the first in the
Country in the field of Piezo Ceramics.

CEL has supplied a wide range of Solar PV systems in India and aboard. These includes
systems for village and street lighting, water pumping for drinking and irrigation, rural
telecommunication, vaccine storage refrigerators of public health centers, TV transmitters,
very low power TV transmitters (VLJPT’s) and host of industrial applications, PV systems
have been exported to countries like Indonesia, Bhutan, Bangladesh, Egypt, Cuba, Oman,
Mali, Syria, Nigeria, Ghana, Myanmar and Senegal. Owing to its pioneering R&D efforts, the
company has successfully installed and commissioned a solar PV module.

The company is managed by top-notch professionals drawn in from various segments of

Industry and all set to revolutionize the concept of renewable energy globally.
 COMPANY OBJECTIVES
“SHAPING THE FUTURE WITH THE SUN”
Is the main objective of the company for which all the members [of the “Central Electronics
Limited” is producing together as a family.

“Central Electronics Limited” is producing the solar products (SPV), which are completely
pollution free (Noise, Water, and Air). It is not only working for the India, it also gives
Services to the foreign countries. This proves that in actual the Central Electronics Limited is
working for the whole society to make the proper utilization of the solar (SUN) energy.

CEL knows the development and widespread use of solar energy have become urgent and
necessary both to meet out growing energy needs and for promoting environment friendly
energy technology.

All the natural energy giving fuels are scarce resources which can be finished after sometime
but the sun energy is resource which is unlimited. It is given by the god and on running the
path the CEL is producing the solar equipments which would be help to whole society for the
proper utilization of these God gift resources.

COMPANY’S MISSION
The mission of the company is to excellence in the technology, manufactures and marketing
of renewable energy system and selected electronics material, components and system.

COMPANY’S QUALITY POLICY

CEL is committed to strive for the leadership in its product market by way of continuous
improvement in the quality of its products and services and meeting the customer’s needs in
time at competitive price.

This shall be achieved through continuous up gradation of Technology and process

improvement by involving all the employees, Vender, dealers, and customers.

“QUALITY IS OUR BASIC BUSINESS PRINCIPLE”

CEL MAIN COMPETITORS IN INDIA
S.NO. SPV MANUFACTURES MARKET
SHARE
1. Central Electronics Ltd., Sahibabad 17%
2. Tata B P Solar India Ltd., Bangalore 15%
3. Bharat Heavy Electrical Ltd., Bangalore 8%
4. Rajasthan Electronics & Instruments Ltd., Jaipur 6%
5. Bharat Electronics Ltd., Bangalore 5%
6. Renewable Energy Systems Ltd., Hyderabad 4%
7. Webel – SL Energy Systems Ltd., Kolkata 4%
8. Advance Radio Masta Ltd., Hyderabad 3%
9. Bihar State Electronics Development Corp., Patna 3%
10. Udhaya Semiconductors (P) Ltd., 3%
11. Photon Energy Systems Ltd., Hyderabad 2%
12. Titan Energy Systems Ltd., Secundrabad 2%
13. Prakritik Lighting & Urge Systems Pvt. Ltd., New Delhi 2%
14. Shiv Shakti Electronics Pvt. Ltd, Faridabad 2%
15. Usha lndia Ltd., Faridabad. 1%
16. Telemats India P. Ltd, New Delhi 1%
17. Pentafour Solace Technology P. Ltd., Chennai 2%
SCALES OF PAY
Grade Pay Scales (Rs.)

Board level

Chief managing director 25750-650-30950

EXECUTIVES:

Below Board level

Executive Director 20500-500-26500

General Manager 1800-450-23900
Joint General Manager 18500-450-23900
Assistant General Manger 17500-400-22300
Chief Manager 1600-400-20800
Senior Technical Manager 14500-350-18700
Technical Manager 13000-350-18250
Assistant Technical Manager 10750-300-16750
Deputy Engineer 8600-250-14600
Assistant Engineer 6550-200-11350
Junior Engineer 6400-180-10000

Non Executives:

NE-I 3500-65-4150-70-6040

NE-II 3660-75-4410-80-6810

NE-III 3830-85-4680-90-7110

NE-IV 4020-100-5020-105-7435

NE-V 4400-125-5650-105-7435

NE-VI 4620-135-5970-140-8350

NE-VII 4870-155-6420-160-8920

NE-VIII 5130-165-6780-170-9160
NE-IX 5600-180-7400-190-10060

NE-X 5860-195-7810-200-10610

 IDA and HRA as applicable.

ORGANISATION STRUCTURE

The organization chart of the company indicating the responsibility, authority and inter-
relation of all personnel’s, who manage, perform and verify work affecting quality is
shown organization chart below:
 INTRODUCTION OF PERFORMANCE
APPRAISAL
Every organization exists to achieve goals, the degree of success that individual employee
have in reaching their individual goals is important in determining organization
effectiveness. To assess how successful employees have been at meeting their individual
goals becomes a critical part of HRM.

MEANING OF PERFORMANCE APPRAISAL:

Once the employee has been selected, trained and motivated, he is then appraised for his
performance. Performance appraisal is the step where the management finds out how
effective it has been at hiring and placing employees. If any problems are identified, steps
are taken to communicate with the employee and to remedy them.

“A performance appraisal is a process of evaluating an employee’s performance of a job

in terms of its requirements”

HEYEL observes “It is process of evaluating the performance and qualifications of the
employees in terms of the requirements of the job for which he is employed, for purpose
of administration including placement, selection for promotions, providing financial
rewards and other actions which require differential treatment among the members of a
group as distinguished from actions affecting all members equally”.

Others regards it s a “process of estimating or judging the value, excellence, quantities or

status or some object, person or thing.”

Individually and collectively, it is a part of all other staffing processes, viz., requirement,
selection, placement and indoctrination.
TERMINOLOGY USED
Employees appraisal techniques are said to have been used for the first time during the First
World War, when at the instance of Walter dill Scott, the US army adopted the “Man-to-
Man” rating system for evaluating military personnel. During the 1920-30 periods, rational
wage structures for hourly paid workers were adopted in industrial units. Under this system,
the policy of giving grade wage increments on the basis of merits was accepted. These early
employee plans were called merit rating programmed, which continued to be so called up to
the mid-fifties, by then, most of these planed were of the rating-scale type, where emphasis
was given to factors, degrees and points. In the early fifties, however, attention began to be
devoted to the performance then, as a result of experiments and a great deal of stuffy, the
philosophy of performance appraisal has undergone tremendous used. Now, the older phrase
merit rating has largely restricted to the rating of hourly paid employees, and is used
frequently in developing criteria for, personnel appraisal, places emphasis on the
development of the individual as and widely used to evaluate technical, professional and
managerial personnel.

APPROACHES TO PERFORMANCE APPRAISAL:

Generally specking three approaches are used in making performance appraisal:

(A). A casual, unsystematic, and often haphazard appraisal

This method was commonly used in the past, but now it has given place to a more formal
method, the main basis being seniority or quantitative measures of quality and quality of
output for the rank-and file personnel.

(B). The traditional and highly systematic measurements of:

(i) Employee characteristics, and (ii) employee contributions, or both. It evaluates all the
performances in the same manner, utilizing the same approach, so that the ratings obtained of
separate personnel are comparable.

(C) The behavioral approach, emphasizing mutual goals setting:

According to MCGregor in the traditional approach the supervisor is placed in the position
of “Playing Gods”. He judges and at time criticizes the personnel worth of his men.
Therefore, emphasis has been laid upon providing mutual goad-setting and appraisal is based
on the behavioral value of fundamental trust in the goodness, capability and responsibility of
human beings.
PROCESS OF PERFORMANCE APPRAISAL

ESTABLISHING PERFORMANCE STANDARDS

COMMUNICATION PERFORMANCE EXPECTATIONS

TO EMPLOYEES

MEASURE ACTUAL PERFORMANCE

COMPARE ACTUAL PERFORMANCE WITH

STANDARDS

Discuss the appraisal with the employee

IF NECESSARY, INITIATE CORRECTIVE ACTION

PERFORMANCE APPRAISAL USED IN CEL

THE IMMEDIATE SUPERVISOR:

Supervisor’s ratings are the heart of most appraisals. The supervisor should be and usually is
in the best position to observe and evaluate the subordinate’s performance, and is responsible
that person’s performance. It is mostly used in government organizations. In CEL also this
method is used or performance appraisal.

CONFIDENTIAL REPORT:
It is descriptive report prepared, generally at the end of every year, by the employee’s
immediate superior. The report highlights the strengths and weaknesses of the subordinate.
The report is not data based. The impressions of the superior about the subordinate are merely
recorded there. It does not offer any feedback to the appraise. The appraise is not very sure
about why his ratings have fallen despite his best efforts, why others are rated high when
compared to him, how to rectify his mistakes, if any: on what basis he is going to be
evaluated next year, etc., since the report is generally not made public and hence no feedback
is available, the subjective analysis of the superior is likely to be hotly contested. In recent
years due to pressure from courts and trade union, the details of the negative confidential
report are given to the appraise.
ROLE OF DEPARTMENTAL HEAD IN FILLING UP
APPRAISAL FORM:

 The role of head division/project is to ensure that the employee has been assess
impartially, accurately and in all fairness to the appraise, his colleagues as well as the
organizing to do so, he should carefully go through the assessment made by the
reporting officer in respect of any factor, he should discuss the same with the latter
and record it, if no mutually assessment is possible.
 The head of division/project should not also ensure that this reporting officer is nether
unduly strict not unduly lenient.
 All the report must go through and carry the signature of the head of the
division/project signifying his assent/dissent of the rating giving by the reporting
officer.

“It is emphasized once again that as his assessment will become an important part the
employee service record, the reporting officer should give it as much come and attention as
he expected when he himself is assessment.

FORM USED FOR PERFORMANCE APPRAISAL IN CEL :

 Form used Executive

 Form used Non Technical Staff
 Form used for Operators/Technical/JTAs/Tas Level
OPTIONS RESPONSE

YES 72

NO 28

Column2

NO
YES

OPTIONS RESPONSE
YES 68

NO 32
60
rankingmethod
50
pairedcomparison
40 critical incidents
30 mbo

20 assessment centre
360 degree
10
3-DColumn7
0
 BIBLIOGRAPHY
Books

• Aswathappa, performance appraisal- An introduction, Human Resource and personnel

management.
• Kothari, C.R. Research Methodology- An introduction
• C.B. Mamoria and S.V. Gankar, Personnel Management

Manuals:
• Personnel Manual of CEL

Sites:
• www.celsolar.com
• www.celindia.com
• www.google.com
• www.wikipedia.com