LEADERSHIP QUALITY OF Dr. A.P.J.

Abdul Kalam
I admire the President of India, Mr. Avul Pakir Jainulabdeen Abdul Kalam.
President Kalam was born in a middle-class family in Rameswarm, India on
October 15, 1931. During his childhood, he always wanted to study but there
was no public library in his town. So he went to his brother’s friend’s house
to borrow books from his library.

He inherited honesty and self-discipline from his father and faith in

goodness and kindness from his mother. One day in his elementary school, a
new teacher saw Kalam, a Muslim and his friend, a Hindu sitting together in
the class. She asked Kalam to sit on the backbench because she didn’t want
a Hindu boy sitting next to a Muslim boy. Later that day, the two boys told
their parents what happened at school. The next day Kalam’s friend’s father
asked the teacher not to judge students by their religion. The teacher
apologized. That event taught Kalamthat people from all religions should be
treated fairly.

Even as a child, Kalam worked very hard. He worked with his cousin to
bundle up the newspapers and then deliver those to people.

After elementary school, he went to Schwartz High School in

Ramanathapuram and St. Josephs College, Trichinopoly. Then he joined
Madras Institute of Technology to study aeronautical engineering.

After completing his studies, he wanted to fly planes. So he interviewed for

an Indian Air Force job. But he stood ninth in a batch of twenty-five when
there were only eight openings. He was very disappointed. He went to
Swami Sivananda and asked for his advice. Swami Sivananda said, “Accept
your destiny and go ahead with your life. Forget this failure, as it was
essential to lead you to your destined path. Search, instead, for the true
purpose of your existence.”

Immediately after that he got a job with Directorate of Technical

Development and Production (DTD&P). Kalam thought about what
Swamiji had advised. He really wanted to fly planes but instead settled to
make planes at DTD&P.

-1-
Later on Kalam went to America for higher studies. There he learned that
Americans don’t waste time and instead solve their problems immediately.
When he came back to India, he wanted Indians to solve their problems as
well and not just bear them.

He later on helped make the first Indian satellite - the Rohini. During the
80s’, Kalam helped make the first five missiles in India. These were named
as Nag, Prithvi, Akash, Trishul and Agni. For all his hard work in science, he
was awarded Padma Bhushan in 1981 and Bharat Ratna in 1997.

President Kalam believes in dreaming, thinking and then acting to achieve

his dreams. His advice to the youngsters is to “dream, convert dreams into
thoughts and later into actions.” He now focuses on the children of India to
awaken love for science in their minds.

I admire President Kalam for all the great things he has done and is still
doing for my motherland India. I dream of following his footsteps.

What are some of the good qualities of Dr. A. P. J. Abdul Kalam?

1.ThirstforKnowledge

Kalam was born in Rameshwaram in Tamil Nadu. His father was a

boatman whose earnings were hardly enough to take care of the entire
family. This meant that in addition to going to school, Kalam often took up
odd jobs in his spare time to supplement the family’s income. Despite all the
difficulties, what set Kalam apart was his love for studies. He was an
average student in school but had a strong desire to learn more about the
world.
This enthusiasm and thirst for knowledge stayed with him his entire life and
was one of the fundamental factors for his success as a scientist.

2.Perseverance
Even as a child, Kalam would begin his day at 4 am – with a
mathematics class taught by a teacher who would only accept 5 students in a

-2-
session. Post the class, he and a cousin would distribute newspapers around
town in order to supplement his family’s income. With Kalam’s town having
no electricity, kerosene lamps would be used in the evening/night. This
hardly deterred the young Kalam who would study till 11 pm, long after
everyone else in his family had gone to bed.It was this perseverance that
made an average student first get a degree in Physics and then another in
aerospace engineering (having gotten bored with Physics) from Madras
Institute of Technology, join DRDO as a scientist, lead an advanced missile
programme, serve as Chief Scientific Advisor to the Prime Minister, receive
the Bharat Ratna – India’s highest civilian honour and finally become one of
India’s most popular presidents!

3. Humility

With a strong belief in treating everyone as equal, APJ Abdul Kalam never
cared too much about status or designations.
At a student’s convocation at IIT Varanasi recently, where APJ Abdul Kalam
was invited as the chief guest, he refused to sit on the chair that was offered
to him, since it was bigger in size than the rest of the chairs nearby. He
offered it instead, to the Vice Chancellor.
Kalam was also known for his handwritten messages and thank you cards
that he took out the time to write.

4. Compassion

APJ Abdul Kalam has given all his life savings and earnings to a trust called
PURA (Providing Urban Amenities to Rural Areas). In India, if someone is
chosen as the country’s President, then the government takes care of their
expenses even after their term as President ends. Knowing this, Dr Kalam
decided to give away all his wealth for the betterment of rural India.

5. Simplicity

Nitin Wakankar, who was his Officer on Special Duty at the Rashtrapati
Bhawan, called Sir Kalam a great person to be associated with. While
appreciating him for being a simple man, Wakankar quoted, “He always
encouraged all to be innovative, had no ego and was a simple man at heart.
His connect with youth was something to see. A man young at heart.”

-3-
Once, a student presented a pen to APJ Abdul Kalam at a student’s event. To
his surprise, he did not accept it and gave it back to him, reminding him that
it’s the youngsters who can write and voice for a more progressive nation.
Such was the man’s simple and positive approach.

6. Passion

At the age of 83, APJ Abdul Kalam never gave up on his dream of making a
better India. In his last moments too, he was addressing students at IIM
Shillong; telling them that chasing success is not important, but creating
more paths to open new avenues of opportunities and aiming high to achieve
one’s goals is what matters the most.

7. Vision&Leadership

The good man was one of the early scientists at ISRO when they didn’t
have enough funds or infrastructure at their disposal. Did you know that the
first rocket launchpad was set up at a nearby beach?!
Kalam dreamt of seeing India having sophisticated satellite programs,
missiles and nuclear science prowess at a time when cycles and bullock carts
were being used to ferry rocket parts and satellites! It was also Kalam who
convinced the then Prime Minister, Indira Gandhi, that India ought to have
an advanced missile program – despite opposition from the Union Cabinet at
the time.His book “India 2020” which talks about his dream of seeing India
being a super power by the year 2020 is truly inspiring and a must read for
youngsters.

-4-
 Monetary & Non monetary incentives in
WBSEDCL”

INDEX

SR.NO
PARTICULAR

1 Company profile

2
Vision and mission

3
Board of directors
Types of rewards
4

5
Management of rewards and incentive

6 Performance appraisal

7 Conclusion

8 Biblography
Company Profile:
The Government of West Bengal unbundled the erstwhile West Bengal State
Electricity Board (WBSEB) into two companies viz., West Bengal State Electricity

-5-
Distribution Company Limited (WBSEDCL) and West Bengal State Electricity
Transmission Company Limited (WBSETCL).
The main business of WBSEDCL is distribution and hydro generation of electricity.
It is also the nodal Agency of the Government of West Bengal for undertaking
Rural Electrification task in the State with objective of providing access of
electricity to all rural households in the state in line with the National Rural
Electrification Policy.
The Company is managed by a Board of Directors comprising eleven members out
of which six are Executive Directors including Chairman & Managing Director.
Besides one Woman Director and four Independent Directors constitute the
Board.
Over the years, WBSEDCL has been continually evolving to position itself as a
leading Power Utility services organization of the Country. In the changing
landscape, post recent global slowdown, it is anticipated that demand for
electricity will change rapidly and expectations will also increase exponentially.
WBSEDCL continually strives to enhance the quality of services delivered to its
customers. WBSEDCL provides quality power to a gargantuan customer base of
more than 1.68 crore across West Bengal through its service network spanning 5
Zones, 19 Regional Offices, 70 Distribution Divisions and 505 Customer Care
Centers.
These are indeed exciting times for the Company, given its rapid progression from
providing engineering solutions, to solving complex customer challenges, to
providing innovative solutions. WBSEDCL has implemented Enterprise Resource
Planning – SAP in Financial Accounting & Control, Material Management, HR with
Payroll, Plant Maintenance and Project System.
After successful implementation of Purulia Pumped Stotage Project in 10th Plan
period with a capacity of 900 MW hydel power, the Company has taken up the
ambitious plan of implementing Turga Pumped Storage Project in the 13th Plan
period with installed capacity of 4 x 250 MW.
For solving complex customer challenges and for providing more efficient service
to the consumers, a Project titled Integrated Power Development Scheme for
strengthening of sub transmission and Distribution networks, metering of
Distribution transformers etc. in the urban areas has been undertaken. A
programme for system improvement under Sech Bandhu Scheme has also been
conceived for rural areas.
WBSEDCL is innovating and embarking upon an IT-enabled system across the
organisation to ensure greater engineering predictability and to position itself
into the best utility in the country in terms of customer service, efficiency and
financial viability.

-6-
Vision :

To Be The Best Power Utility In India

In Terms Of Customer Service,
Efficiency And Financial Viability.

Mission :

Our Mission is to supply

Uniterrupted and Quality Power to All.

Board Of Directors
Mr. Rajesh Pandey,IAS
Chairman & Managing Director
033-2359 1915
cmd@wbsedcl.in
Mrs. Saswati Banerjee,IAS
Independent & Woman Director
Mr. Gopal Krishna Saxena
Independent Director

Mr. Sujay Sarkar, WBCS (Exec.)

Director (Human Resources)

033-2359 1917
Mr. Kalyan Kumar Ghosh
Director (Finance)
033-2358 7627
Mr. Kausik Basak
Goverment Nominee Director

-7-
Mr. Ajay Kumar Pandey

Director (Regulatory & Trading)

033-2358 1908
Mr. Sisir Kumar Chakrabarti
Independent Director
Mr. Shyam Dhar Dubey
Independent Director

TYPES OF REWARDS :
Rewards serve many purposes in organizations. They serve to build a better
employment deal, hold on to good employees and to reduce turnover. The
principal goal is to increase people's willingness to work in one’s company, to
enhance their productivity.
Most people assimilate "rewards", with salary raise or bonuses, but this is only
one kind of reward, extrinsic reward. Studies proves that salespeople prefer pay
raises because they feel frustrated by their inability to obtain other rewards, but
this behavior can be modified by applying a complete reward strategy.
Besides verbal appreciation, tokens of appreciation, rewards (award trophies,
framed certificates, special parking spaces, gift cards, pens or a free day off.) etc.
are generally given to employees. The principal difficulty is to find a balance
between employees' performance (extrinsic) and happiness (intrinsic)
There are two kinds of rewards:
Extrinsic Rewards- Tangible / Concrete Rewards.
Intrinsic Rewards- Non Tangible / to give satisfaction to Individual.

Various categories of rewards that are given and can be given are:
Basic Pay: Basic Pay is defined as the rate fixed by applicable law or
regulation. Examples of special types of pay included in Basic Pay are:

 Night differential pay for wage employees

 Environmental differential pay for employees who work under hazardous

situations.

 Premium pay for groups such as law enforcement officers

-8-
 Locality-based comparability payments.

It is an essential factor which is closely related to job satisfaction and

motivation. Although pay may not be a reward as this is a static amount
which an employee will be paid every month, it will be considered as a
reward if similar worker is paid less.
Additional Hour’s Rewards: This is similar to that of overtime. However,
it is paid to employees if they put in an extra hour of work for working at
unsocial hours or for working long hours on top of overtime hours.

Commission: Many organizations pay commission to sales staff based on

the sales that they have generated. The commission is based on the number
of successful sales and the total business revenue that they have made. This
is a popular method of incentive.

Performance Related Pay: This is typically paid to employees

(Contractual) who have met or exceeded their targets and objectives. This
method of reward can be measured at either team or department level.

Profit Related Pay: Profits related pay is associated with if an organization

is incurring a profit situation. If the organization is getting more than the
expected profits, then employees receive an addition amount of money that
has been defined as a variable component of the salary.

Bonuses: Bonuses will be paid to employees for all (Regular and

Contractual) on Eid and Durga Puja vacation etc.

Recognition: Employees will not always be motivated by monetary value

alone. They do require recognition to be motivated and to perform well in
their work.
Job Enrichment: This is a common type of recognition that is aimed at
employees to get motivated. Job enrichment allows more challenging tasks
to be included in the day-to-day tasks performed by the employee.

Job Rotation: Unlike job enrichment, job rotation refers to shifting

employees between different functions. This will give them more experience
and a sense of achievement.

-9-
Teamwork: Teamwork is also considered as recognition. Creating
teamwork between team members will improve performance at work. Social
relationships at work are essential for any organization.

Empowerment: Empowerment refers to when employees are given

authority to make certain decisions. This decision making authority is
restricted only to the day to day tasks.

Training: Many organizations place a greater emphasis on training. This is

considered as recognition for employees. Training could vary from on the
job training to personal development training.

Benefits: Another element in the total rewards approach includes employee

benefits. Benefits are programs that an employer uses to supplement the cash
compensation that employees receive. These benefits provide a level of
security for employees and their families, and may include health care
insurance, time off, disability insurance and retirement programs. As such,
benefits fall under the “satisfier” category.

AWARDS:
This again is an important type of recognition that is given to employees
who perform better. Organizations have introduced award systems such as
best performer of the month etc. and all these will lead employees to
perform better.
Rewards are basically the methods to extrinsically motivate employees.
These awards can be MONETARY or NON MONETARY. Some of the
commonly given awards in various organizations are:

Service Awards:
Each year that an employee commits to an employer, he offers great
advantages to the business or organization. Employees gain more knowledge
of their position and responsibilities over time, and the company does not
have to set aside time and money hiring and training new employees.
Employers often reward employees who remain committed with a
recognition pin or a certificate acknowledging the number of years of
continuous service. Employers may further reward long-term employees
with an extra gift such as a watch or a special desk set, typically engraved
with the employee’s name and the date they received the honor.

- 10 -
Attendance Awards:
Companies depend on employees to be punctual and perform tasks to their
potential so that the work load can be evenly distributed. Employees who
strive to be at work during every scheduled shift and never come in late
deserve to be recognized in a special way. Perfect attendance awards can be
given in the form of a certificate, plaque or even as a cash bonus. Sometimes
employers will give employees with perfect attendance a day off with pay or
a gift certificate to a local restaurant in appreciation for their commitment to
the company.

Safety Awards:
Safety awards are a great way for employers to recognize employees or
teams for their continued adherence to safety guidelines. This kind is
typically awarded when an employee or a group files no incident or accident
reports over a given period of time, such as a month or year. These
acknowledgements are often expressed in terms of the man (or woman)
hours since the team last experienced in injury. Cash bonuses or gifts such as
tickets to popular local events make great safety awards.

Company Advancement:
The ultimate reward that every employee tends to strive for is company
advancement. Employees generally work hard to earn recognition in an
attempt to be promoted to a higher position within the company or receive
an annual raise in pay. Employers should choose candidates for advancement
carefully, avoiding favoritism and ensuring that the most reliable and skilled
employees are advanced to higher positions.

Special Operating Unit Award:

Individual bureaus may establish award programs which are appropriate to
their particular interest in recognizing certain group of employees. There are
a large variety of programs, ranging from recognition for scientific
accomplishments to employee of the year. These award programs can be
cash or non-monetary.

On the Spot Award:

A small award which is granted as a means to recognize employees for those
day-to-day efforts which contribute in a special way to get the job done.

- 11 -
Certificates of Appreciation:
Certificates granted to employees or non-employees who have made
outstanding contributions or who have performed significant services to the
Department.

External Awards:
Awards sponsored by other agencies and non-government organizations
given to corporate employees.

Byidut Barta

Special awards and scholarship given to the son or daughter who have good
academics result (eg. Top rank in madhyamic, Joint etc) of the employees.

PERFORMANCE MANAGEMENT, REWARDS AND AWARDS :

Performance management is the systematic process by which an

organization involves its employees, as individuals and members of group,
in improving organizational effectiveness in the accomplishment of agency
mission and goals.
Employee performance management includes:

 Planning work and setting expectations.

 Continually monitor performance.

 Developing the capacity to perform.

 Periodically rating performance in a summarized fashion, and

 Rewarding good performance.

- 12 -
Performance appraisals and rewards are designed to show recognition to
employees. Those who exemplify outstanding abilities in the workplace are
celebrated through an appraisal and reward system. Managers may offer
employee praise in a one-on-one setting, such as a performance evaluation,
or in a group setting among peers.

Archer North, a company that designs and develops employee performance

appraisal and corporate evaluation systems, says that social recognition is
powerful and is an effective forum for showing value in employees.
Employee recognition programs boost the morale of employees and
positively change the health of an organization. By instituting performance
appraisal and reward systems, an employer lets its workers know that their
hard work pays off and is appreciated.
Reward system is a part of performance appraisal. When an employee do
performance appraisal he uses reward system to appreciate the work done by
the employee. Every company has its own reward system which has to be
linked with its performance appraisal method. Reward systems are
concerned with two major issues: performance and rewards. Performance
includes defining and evaluating performance and providing employees with
feedback. Rewards included bonus, salary increase, promotions, stock
awards and perquisites.
and innovation in work.

- 13 -
 Rather than working on routine jobs, employees volunteer to work on
challenging jobs to increase their recognition levels in the working society. It
enforces healthy competition among individuals to perform better.

 Employee gets a chance to learn and enhance their skills, which highlights
their development in career.
For the real success of the system, it should be implemented without any
bias or oversight. When employees perform well, he should be
acknowledged rightly by the supervisors. HR department should not make
this process to follow over a night; its importance has to be stressed to the
supervisors and employees at all levels. When Purposes of Performance
Management

The purposes of performance management may be grouped as under:

a) Informational Purpose

 To let an employee know how his performance compares with job

standards.

 To assist in identifying special talents and abilities.

 To identify employees needing performance improvement.

 To allow employees to evaluate management.

b) Motivational Purpose

 To establish closer employer-employee relationships and communicate the

job development. Requirements and standards of performance in a periodic
basis.

 To provide financial rewards or recognition for a job well done.

 To work out plans to solve performance problems.

 To encourage initiative, creativity and develop a sense of ownership

amongst the employees.

- 14 -
c) Developmental Purpose

 To identify individual employee training needs.

 To identify individuals for potential development.

 To help the employee strengthen current performance and prepare for

higher responsibilities.

 To show organizational interest in attracting and retaining capable

employees.

d) Managerial Purpose

 To translate organizational goals into individual job/performance

objectives.

 To communicate management’s expectations regarding employee

performance.

 To provide feedback to the employee about job performance in the light of

management’s expectations.

 To coach the employee on how to improve job performance on a periodic

basis.

 To diagnose the employee’s strength and weakness.

 To determine what kind of development activities might help the

employee better utilize his competencies / skills on the job.

Benefits of Performance-based Rewarding approach

An effective Performance-based Rewarding approach can bring out multiple
benefits to an organization and employees,

 Decreased attrition rate, which empowers employee retention in long run

and commitment. Due to decreased attrition rate and increased employee
retention, recruitment cost is less which helps in the financial stability of the
organization.

- 15 -
 Motivate employees to perform better, aligning with the organizational
goals. Employees get a clear insight of what should be done to meet the
goals.

 Employee involvement (Participation Management) is increased which

results in autonomy, more productivity and satisfaction. Employees feel that
they are part of a big success, enabling more confidence a perfect system is
implemented, it results in higher retention of talented employees and greater
profits to the organization.
Management of rewards and incentives

An important aspect of human resource

management which needs special
attention in extension organizations is
the development of a reward system
which will attract, retain, and
motivate extension personnel, as well
as provide training and promotional
opportunities. Extension
organizations in Asian and African
countries have a poor reward system.
The extension agents are not only poorly paid but are paid late and after
reminders or visits to head-quarters. Most of the extension services are run
by government agencies and operate under rules and regulations of public
administration. These rules do not have provisions for rewarding superior
performance or for a wage system based on merit. Promotion criteria are
based on seniority and length of service. Thus the bureaucratic structure of
extension services is a basic hindrance to designing a better reward system.
Among many of the government departments, the agricultural department
and extension service have a low public esteem and poor pay structure.

The rewards and incentive system can be improved in several ways.

Rewarding Superior Performance:

Extension organizations have to develop a reward system which encourages

superior performance so that pay and wage administration will be an
effective tool to promote performance, motivation, and satisfaction. A clear

- 16 -
job description, performance standards, and performance appraisal will help
in evaluating extension work and rewarding people for meritorious service.
Ways and means have to be found within the existing framework of public
administration for basing pay on performance. For example, extension
workers on the basis of their performance can be sent for higher education.
Nonmonetary rewards such as recognizing the good ideas of field workers or
awarding honorable titles will also help in improving performance.
Extension personnel may also be encouraged to form professional societies
to develop and communicate high standards, as well as to recognize superior
performance.

A professional monthly journal or newsletter can help extension agents to

communicate innovative ideas and reinforce superior performance.

Improved Working Conditions at the Field Level:

The reward system must also be internally equitable. The relative

importance of field-level extension functionaries has to be realized in terms
of pay compensation and other amenities. Lower level extension workers
often have to work under unpleasant and isolated conditions. A carefully
planned system of field allowance will compensate this (Baxter, 1990). The
living conditions of field extension workers must be improved by providing
adequate facilities for housing, transport and medical and educational
allowances for children.

. A career refers to all of the jobs that people hold during their working lives.
Career planning is the process by which employees plan their career goals
and paths. Career development refers to all of the technical and managerial
skills employees acquire to achieve their career plans. Career advancement,
which gives a picture of future opportunities in terms of promotion, is a
motivating factor for performance and development of skills. Unfortunately,
no career structure exists for extension personnel in many organizations. In
developing countries like India, there are many cases where one joins as a
village extension worker and retires in the same position after serving thirty
to thirty-five years. As part of improving the rewards and incentives system,
extension organizations have to develop suitable career paths and
advancement for different categories of extension personnel on a systematic
basis.

- 17 -
As part of career development, extension personnel should be provided with
opportunities to develop their technical and managerial skills to enable them
to occupy higher positions. Extension personnel should have a salary
structure as well as promotion opportunities comparable to other professions
like health or engineering. In Kenya, the pay and career opportunities of
extension workers are comparable to other government employees.
Recommendations have already been made to equate the status of
agricultural extension with that of agricultural research by offering an equal
salary structure, professional advancement, and incentives and rewards.

Performance appraisal
In the previous sections, we discussed how extension personnel are recruited
and trained and become part of a work group. These are all vital activities.
However, the ultimate measure of effective human resources within an
extension organization is the performance of extension personnel. Thus
performance appraisal is important for effective human resource
management. Performance appraisal is a process of evaluating employee
performance in order to guide and develop the employee's potential. In many
extension organizations which are government departments, the performance
appraisal is nothing more than a confidential judgments of work done and a
character report used to facilitate disciplinary action or promotion. The
employees do not get feedback about their performance. Extension
organizations need to have an open appraisal system to provide feedback and
opportunities for open discussion with employees on their performance,
because they have immense potential to grow and develop. This system can
create a healthy working climate and employee motivation.

The performance appraisal which aims at facilitating employee development

has the following major purposes:

(1) To provide feedback and guidance,

(2) To set performance goals,

(3) To identify training needs, and

(4) To provide inputs for management of pay administration, rewards, and

promotion.

- 18 -
The steps involved in effective performance appraisal are:

(1) Identification of key performance areas and setting yearly objectives

under each KPA,

(2) Identification of critical attributes for effective performance,

(3) Periodic review of performance,

(4) Discussion of performance with employees, and

(5) Identification of training and developmental needs

page 35

Potential Appraisal:

The potential appraisal is a future-oriented appraisal by which the potential

of an employee to occupy higher positions and to assume higher
responsibilities is evaluated. The potential appraisal can help the extension
staff to know their strengths and weaknesses and can motivate them to
further develop their skills. Thus the potential appraisal helps in planning
overall career development of employees. Some of the techniques used for
the appraisal are self-appraisals, peer rating, the management by objectives
(MBO) approach, psychological test and simulated work exercises, case
analyses, and leadership exercises.

Performance Review and Counseling

An important purpose of the performance appraisal is to counsel and guide

employees towards greater job effectiveness. Thus a system of performance
counseling is needed in extension organizations. Performance counseling is
provided by the manager to the subordinates to help them in the analysis of
job performance, identification of training needs, and finding solutions to the
problems which hinder job effectiveness. Counseling is an art of
communication involving two people - manager and employee. Counseling
differs from training in that the former involves a dyadic relationship and
establishes more mutuality and confidentiality. The success of performance
counseling depends upon the employee's interest, a climate of openness and
mutuality, and the counseling process. Extension managers can use directive,
nondirective, and cooperative counseling

- 19 -
CONCLUSION:
There is all the reward systems are being discussed briefly which
could be there in an organization and which could possibly give to
the employees by the management of an organization. There is also
defined that how the reward system could effect the organization
and also the employees life on the work place, it is also defined
that how the compensation could be responsible for the betterment
and success of a working organization.

Recommendations:
I just want to add one thing that they would have to overcome the
reference system and give the promotions who would be deserving
not to the person who has the huge reference or relation with some
high profiled.

Bibliography:
http://www.google.com
http://www.wbsedcl.in

OTHER SOURCES: - (BOOKS AND NOTES )

1. A. M. Sarma- “Performance Management & Rewards System”

published by Himalaya Publishing House Pvt. Ltd.

- 20 -