1

DECLARATION

I, Dibyendu Mondal, A student of MBA III Semester in the year 2010-11 (Roll
no. 14), hereby declare that, I have undergone training at COAL INDIA LIMITED,
KOLKATA. The report is an original wok carried out by me and the report has not been
submitted to any other University for the award of any degree or diploma.






Date: Dibyendu Mondal
Place: Bilaspur MBA III Semester 2010-11











2

PREFACE

The MBA programme is well structured and integrated course of business studies.
The main objective of practical training at MBA level is to develop skill in student by
supplement to the theoretical study of business management in general. Industrial training
helps to gain real life knowledge about the industrial environment and business practices.
The MBA programme provides student with a fundamental knowledge of business and
organizational functions and activities as well as an exposure to strategic thinking of
management.
In every professional course, training is an important factor. Professors give us
theoretical knowledge of various subjects in the college but we are practically exposed of
such subjects when we get the training in the organization. It is only the training through
which I come to know that what an industry is and how it works. I can learn about
various departmental operations being performed in the industry, which would, in return,
help me in the future when I will enter the practical field.
Training is an integral part of MBA and each and every student has to undergo the
training for 6 to 8 weeks in a company and then prepare a project report on the same after
the completion of training.
During this whole training I got lot of experience and came to know about the
management practices in real that how it differs from those of theoretical knowledge and
the practically in the real life.
In todays globalize world, where cutthroat competition is prevailing in the market,
theoretical knowledge is not sufficient. Beside this one need to have practical
knowledge, which would help an individual in his/her carrier activities and it is true that
Experience is the best teacher.






3

ACKNOWLEDGEMENT

I express my sincere gratitude to Shri B. Mukhopadhyay (Manager HRD; Coal
India Limited) for giving me this opportunity to undertake the summer project in Coal
India Limited.

It gives me great pleasure to thank my project guide Shri K.S Arya (Dy. CPM;
Coal India India), whose constant encouragement, support and valuable guidance made
this project successful.

I am very much thankful to my institute lecturer, Rupal Shrivastava and C. Kujur
for her continuous suggestions during this project.

I also express my gratitude to Shri Vijay Swaroop (Dy CPM; Coal India Limited),
B.Trivedi (Dy. CPM; Coal India Limited) and Shri B.N. Das (PM; Coal India Limited)
for their support throughout the project.

Lastly my acknowledgement would be incomplete without expressing my thanks
to all the employees who actively helped me in every respect while providing relevant
data and information pertaining to my project.






4

TABLE OF CONTENTS

Content Page No
Executive Summary 5
Introduction 7
Company Profile 19
Review of Literature 30
Methodology 31
Limitations of the study 33
Analysis 34
Data Tabulation 45
Finding & Inferences 49
Recommendations 50
Conclusion 52
Appendices 53
Bibliography 56









5

EXECUTIVE SUMMARY

In the business world of today the focus of HR has shifted to the business of the
organization rather than focusing on the organization of business. The intention of the
new HR thinking is to achieve an alignment among structure, strategy & culture of the
organization. Hence HR, nowadays is treated as a component of the enterprise value
proposition, in both vision and mission achievement.

A good Performance Management System empowers every employee in the
organization, to align their performance with the set corporate goals and lets them
identify their avenues of opportunity & also helps them in plugging the gaps in their
performance. 360 Degree Appraisal is a rather new technique of performance appraisal
wherein the performance of an employee is adjudicated not just by his/her immediate
manager but also by other concerned parties with whom the particular employee comes in
contact with. That could be his internal customers like his subordinates, peers or external
customers like the customers of the organization, suppliers or other interested
stakeholders.

Nowadays, the trend of performance appraisal is towards greater transparency,
accountability and increased participation, while evaluating an individual's effectiveness
in an organization. 360 degree appraisal answers this issue effectively.

360 degree feedback is arguably the best procedure through which a person can
obtain information about how others perceive his/her performance & effectiveness. 360
degree feedback can therefore be a powerful tool in informing an employee about
personal development, planning and individual training needs analysis. However, these
benefits can only be gained if 360 feedbacks is properly introduced, managed &
implemented in a positive manner.

6

This project discusses the effectiveness of the 360 degree appraisal procedure
and the essential features that must be included to make this method of appraisal truly
successful. For this project, a sample of 13 employees was selected from the HR
department of the company. For each employee, the appraisers were asked to rate the
appraise on the basis of leadership skills, communication, team work, decision making
skills, risk taking, strategic orientation, managing change, delegation, conflicts and stress
management. Based on this rating, further analysis has been done. Recommendation has
been provided to enhance the overall performance of these 13 employees.



Findings:

The high and the low performers on the basis of all the attributes were
Identified

The study shows certain attributes like leadership skills, communication, team
work decision making skills, risk taking, strategic orientation, managing change,
delegation skills, conflicts and stress management and where training is specially
required.

The analysis of the self assessment score and the score given by other members.

The overall performance assessment of these 13 employees.



7

INTRODUCTION
1.1 NEED FOR THE STUDY

Performance appraisal is a management tool which is helpful in motivating and
effectively utilizing human resources. Assessment of human potential is difficult, no
matter how well designed and appropriates the performance planning and appraisal
system is. Performance appraisal has different objectives for management and for the
employees. Therefore an employee would desire that the appraisal system should aim at:

Their personal development,
Their work satisfaction and
Their involvement in the organization.


From the organizations point of view it serves the following purposes:

Providing information about human resources and their development.

Measuring the efficiency with which human resources are being used and
improved.

Providing compensation packages to employees and

Maintaining organizational control.

360 degree feedback is probably the most direct and useful information a
person can obtain about how others perceive their effectiveness. 360 degree feedback can
8

therefore be a powerful mechanism to inform personal development planning and
individual training needs analysis. However, these benefits can only be gained if 360
feedbacks is properly introduced and managed.


1.2. OBJECTIVES OF THE STUDY

The project has been undertaken to better understand the subject Performance Appraisal.
In particular the following have been the main objectives for undertaking this project:

To understand what is 360 degree appraisal.

360 degree appraisal system Vs Traditional performance appraisal methods.

Uses of 360-degree feedback.

Advantages of 360 degree appraisal.

Drawbacks associated with 360-degree feedback.

How to develop and implement 360 degree appraisal effectively.

Understanding the practical issues faced while carrying out performance
appraisal.




9

1.2(1).CONCEPT OF 360 DEGREE FEEDBACKS

360 degree feedback is known as 'multi-rater feedback', is the most
comprehensive appraisal where the feedback about the employees' performance comes
from all the sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e.
superior), subordinates, team members, customers, suppliers/ vendors - anyone who
comes into contact with the employee and can provide valuable insights and information
or feedback regarding the "on-the-job" performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal
2. Superior's appraisal
3. Subordinate's appraisal
4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and
weaknesses, his achievements, and judge his own performance. Superior's appraisal
forms the traditional part of the 360 degree appraisal where the employees'
responsibilities and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters
like communication and motivating abilities, superior's ability to delegate the work,
leadership qualities etc. Also known as internal customers, the correct feedback given by
peers can help to find employees' abilities to work in a team, co-operation and sensitivity
towards others.

10

Self assessment is an indispensable part of 360 degree appraisals and therefore
360 degree Performance appraisal have high employee involvement and also have the
strongest impact on behavior and performance. It provides a "360-degree review" of the
employees' performance and is considered to be one of the most credible performance
appraisal methods.

360 degree appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the changes others'
perceptions about the employees. A 360 degree appraisal is generally found more suitable
for the managers as it helps to assess their leadership and managing styles. This technique
is being effectively used across the globe for performance appraisals. Some of the
organizations following it are Wipro, Infosys, and Reliance Industries etc.



PEER-TO-PEER EMPLOYEE PERFORMANCE EVALUATIONS

Peer-to-peer employee performance evaluations require employees at the same
level to review each other. The thinking behind peer-to-peer employee performance
evaluations is that nobody knows a workers ability better than his or her co-workers.
While this can be an effective review format for some groups of workers (for example, a
team of doctors working on a research project together, where specific content
knowledge is required), it can also cause controversy because of the way it affects future
group dynamics. When evaluating the use of these types of employee performance
evaluations, consider the maturity level of the employees involved and the long-term
effects that could result from the source of negative reviews getting back to the team
members




11

SELF-ASSESSMENTPERFORMANCEREVIEWS

Self-Assessment performance reviews are effective when combined with any of
the other three types of performance reviews. With this type of review, employees are
asked to rate themselves, often using the same form that a manager will use to review
them. Self-assessment performance reviews help make the employees an active part of
the process and provide a vehicle for them to reflect on their own performance prior to
the formal review.
Studies have shown that employees are usually harder on themselves in self-
assessment performance reviews, than their managers and generally give themselves
lower ratings. Having employees do self assessment performance reviews prior to a
managers review can set a positive tone for the meeting, as the manager will often have
better things to say than the employee has said about him or herself.



DOWN TO TOP EMPLOYEE PERFORMANCE EVALUATIONS

Down-Top employee performance evaluations tend to be one of the most
common and most effective method, because they involve the assessment of an employee
by its subordinate. Down to top employee performance evaluations are most useful when
given by an employees immediate subordinate someone who works with that
employee everyday and knows his or her strengths and weaknesses. The Down-Top
employee performance evaluation becomes less effective when given by a Human
Resources manager who has only second-hand knowledge of an employees
performance.


TopDOWN EMPLOYEE PERFORMANCE EVALUATIONS

Top-down employee performance evaluations tend to be the most common and
most effective, because they involve the assessment of an employee by a direct manager.
Top-down employee performance evaluations are most useful when given by an
employees immediate supervisor someone who works with that employee everyday
and knows his or her strengths and weaknesses. The top-down employee performance
evaluation becomes less effective when given by a Human Resources manager who has
only second-hand knowledge of an employees performance.
12

One offshoot of top-down employee performance evaluations are matrix
employee performance evaluations, where multiple managers rate the same employee.
This is a good choice when the employee works for multiple managers, or engages in
various fixed-time length projects













360 DEGREE FEEDBACKS






MANAGER

INDIVIDUAL

INTERNAL
CUSTOMER
PEERS
DIRECT REPORTS
13

1.2(2) 360 DEGREE APPRAISAL SYSTEM
VS
TRADITIONAL APPRAISAL METHOD

"360" refers to the 360 degrees in a circle, with an individual figuratively in the
centre of the circle. Feedback is provided by subordinates, peers, and supervisors. It also
includes a self-assessment and in some cases, feedback from external sources such as
customers and suppliers or other interested stakeholders. It may be contrasted with
"upward feedback," where managers are given feedback by their direct reports whereas in
a "Traditional performance appraisal," employees are most often reviewed only by
their managers.

"360 degree feedback" requires a culture of trust and cooperation in order to make it
work effectively. In fact it is this very trust & culture that's making 360 degree feedback a
resounding success in the corporate world. Whereas in a "Traditional performance
Appraisal", the results are thought to be more dependable because the feedback is only
provided by their managers who are primarily responsible to provide feedback and
information to employees about their performance, though it runs a huge risk of being
manipulative, too autocratic & biased in nature. A manager may use the feedback process
to satisfy his personal grudge against his subordinate, which is highly unlikely in a 360
degree feedback process because of the number of people giving feedback.

"360 degree feedback" process though runs the risk of being wrong because there
are too many untrained people giving feedback & these feedbacks are supposed to be
taken into account for further action but if a proper process is followed & the people
giving a feedback are properly trained there is no reason why the results can't be used to
improve productivity whereas in a "Traditional performance appraisal" the managers
are only responsible in giving feedback who although are trained to give proper feedback,
but their intent is always under the scanner.
14


In a "360 degree feedback" process there are some legal complexities, in the event
an employee alleges that his or her employment was terminated due to the results of the
feedback. The company cannot possibly defend against those actions, even if they know
where the feedback in question originated. This is because the company also has an
obligation to protect promises of anonymity from feedback providers whereas a
"Traditional performance appraisal" process doesn't run that risk, because the
feedback is provided by the manager & there is no promise to protect anonymity.




1.2(3) USES OF 360 DEGREE FEEDBACKS

360 degree feedback is used for a number of purposes. Followings are some of the
purposes of the 360 Degree feedback system:

It can be used solely to support learning and development.

It can be used to support a number of HR processes such as appraisal, resourcing
and succession planning.

It can be used to support pay decision.

It can cover assessment of performance as well as potential for development.

It can look after the needs of both the individual and the organization.

15

It can generate information for personnel development and career planning.
Rewards linked to achievements.

Suggest appropriate person-task matching.

1.2(4) DEVELOPMENTS AND IMPLEMENTATION OF 360
DEGREE FEEDBACK SYSTEMS

In many organizations, appraisal systems from other organizations are
copied and implemented. Blindly without any linkage with organizational requirements
and its people's need. 360 degree feedback is probably the most direct and useful
information a person can obtain about how others perceive their effectiveness. 360 degree
feedback can therefore be a powerful mechanism to inform personal development
planning and individual training needs analysis. However, these benefits can only be
gained if 360 feedbacks is properly introduced and managed. To develop and implement
360 degree feedback the following steps need to be taken care:

Define the Objective assessment.
Decide on recipients for the assessment.
Decide on who will give the feedback.
Decide on the method of collecting the data.
Decide on data analysis and presentation.
Plan initial implementation programme of the assessment.
Analyse outcome of pilot scheme.
Plan and implement full programme.
Monitor and evaluate the outcomes.


16

1.2(5) ADVANTAGES OF 360 DEGREE FEEDBACKS

Individuals get a broader perspective of how they are perceived by others than
previously possible.
Increased awareness of and relevance of competencies.
Increased awareness by senior management that they too have development
needs.
More reliable feedback to senior managers about their performance.
Encouraging more open feedback - new insights.
Identifying key development areas for the individual, a department and the
organization as a whole.
Opens up feedback and gives people a more rounded view of performance than
they had previously.
Employees get to know the perception about them from others point of view; this
helps them know more about themselves.
It is supporting a climate of continuous improvement.


1.2(6) DISADVANTAGES OF 360 DEGREE FEEDBACKS

People sometime hesitate to give honest feedback.
Sometime people put themselves under stress in receiving or giving feedback.
Lack of action following the feedback can make the process useless.
Too much bureaucracy hampers the process of the feedback system.

These can be minimized if not avoided completely by careful design,
communication, training and follow-up.

17

1.2(7) PRACTICAL ISSUES FACED WHILE CARRYING OUT
THE SURVEY

The activity of carrying out a brief 360 degree feedback exerciser proved to be a great
learning experience in understanding the practical difficulties that may be faced while
carrying out 360 degree feedback. Though the study was done only on 13 employees, but
in future if it is implemented then the organization and its people first will have to
understand themselves the true benefit of a 360 degree appraisal system.

The following are the main lessons learned:
UNAWARENESS OF PEOPLE: Need for educating the staff before carrying
out 360 degree appraisal. It may sound surprising but still there are a number of
people who do not know anything about 360 degree feedback. The first and
foremost lesson that has been learned that it is of utmost importance that before
carrying out any kind of new activity in an organization, the staff first must be
made aware about it.

INHIBITIONS ABOUT GIVING FEEDBACK: Making people understand the
importance of an honest feedback. It was found that people have a lot of
inhibitions about giving any kind of feedback. Hence for carrying out 360 degree
appraisal, the employees must first be educated about the importance of giving an
honest feedback. They must also be trained about how and what to observe and
evaluate in an employee.

APPROPRIATE APPRAISAL FORMS: The appraisal form that is to be
designed for the purpose of gathering data must be designed with utmost care.
The form should neither be too long nor too short. It must contain relevant
questions.

18

1.3 COMPANY PROFILE

Coal India Limited

Coal India Limited (CIL) is public sector undertaking in India. It is the largest coal
mining company in India and in the World. It is owned entirely by the Union
Government, under the administrative control of the Ministry of Coal. On 22"
d
July 1997
Coal India Limited got the 'Navaratna' status (a company enhanced financial and
operational autonomy and empowers it to invest up to Rs. 1000 crore or 15% of their net
worth on a single project without seeking government approval). In a year, CIL can spend
up to 30% of their net worth not exceeding Rs. 1000 cr. CIL also have the freedom to
enter joint ventures, form alliances and float subsidiaries abroad due to this
Navaratnastatus.lt is involved in coal mining and production industry. Coal India
Limited was formed in 1975 as a holding company with five subsidiaries:

Bharat Coking Coal Limited (BCCL)
Central Coalfields Limited (CCL)
Western Coalfields Limited (WCL)
Eastern Coalfields Limited (ECL)
Central Mine Planning and Design Institute Limited (CMPDIL)

Several years later, four more subsidiaries were added:

Mahanadi Coalfields Limited (MCL)
South Eastern Coalfields Limited (SECL)
North Eastern Coalfields Limited (NECL),(directly under control of coal India
limited)
Northern Coalfields Limited, Singrauli (NCL, Singrauli)

19


















COAL INDIA AND ITS SUBSIDARY

Year of Establishment:

Coal India Limited was formed as a holding Company with 5 subsidiaries on
21.10.1975.

Central Coal
Field Limited
Ranchi
South
Eastern
Coalfield
Limited
Bilaspur
Eastern
Coalfield
Limited
Asansol
Bharat Coking
Coal Limited
Dhanbad
Central Mine
Planning&Design
Institute Limited
Mahanadi
coalfield
Limited
Sambalpur
Northern
Coalfield Limited
Singrauli
Western
Coalfield
Limited
Nagpur
Coal India
Limited
Kolkata
North eastern
Coalfield
GAWAHATI
20

Corporate status:
o The Company is incorporated under the Companies Act, 1956 and is
wholly owned by the Government of India (GOI).

Business Type: Engaged in the mining of coal, coal based products & mining
consultancy.

Official Website:
o http://www.coalindia.nic.in/

Key Highlights:
It contributes around 85% of coal production in India.
Its the largest company of the world in terms of coal Production.
Employees nearly 4.25 Lakh persons & is India's largest Corporate
employer
Easily one of the largest companies in the country with a turnover of
around Rs. 386.31 billion in 2007-2008.
One of the largest taxpayer (tax of Rs 35.75 billion 2007-08).
Has paid dividend amounting to Rs 17.054 billion.

21





Mines Coal India limited


22

No.of Staff: 4.39 lakh (2007)




Turnover: Rs. 386.31 billion in 2007-08

Production:
2003 - 2004 - 496.90 Million tones
2004 - 2005 -516.11 Million tonnes
2005 - 2006 - 533.95 Million tonnes
2006 - 2007 - 537.65 Million tonnes
2007- 2008-607.56 Million tones
2008 - 2009 - 645.13 Million tones
0
100000
200000
300000
400000
500000
600000
700000
1.4.19981.4.19991.4.20001.4.20011.4.20021.4.20031.4.20041.4.20051.4.20061.4.2007
611689
586882
562071
542051
519922
501419
484903
468450
452287
439843
23

Products:
Coking coal
Semi-coking coal
Non-coking coal
Assam coal
Hard Coke.

Standard Certification:
o ISO certification

Reviving of abandoned mines:

Coal India Ltd (CIL) will extract coal from 18 abandoned underground
mines owned by three of its subsidiaries in partnership with private
players. Underground mining would be revived in 6 abandoned mines of
Eastern Coalfields, 8 mines of Bharat Coking Coal, and 4 mines of Central
Coalfields. These 18 mines have an approximate reserve of 1,647 million
tonnes of coal.


Mine Safety:

Coal India Ltd has always given the highest priority towards "safety". In
CIL, safety is considered as a part of its core production process & is
embodied in the mission statement.CIL has also framed a distinct &
definite safety policy & formed multidisciplinary Internal Safety
Organization (ISO) in every subsidiary company & also at CIL. Over the
years the safety performance at CIL has significantly improved due to the
following major reasons:
24

o Commitment by the management, workers & regulators
o Well thought out & conscientious safety awareness drives
o Advanced & continuous training of the workforce
o Technological advances in the field of mining methods & better
equipment design.
o Strong oversight & required assistance from the MINISTRY of COAL





OBJECTIVE OF CIL SAFETY:

To achieve "ZERO HARM POTENTIAL in all mines.











25







WORLD TOP TEN HARD COAL PRODUCTION
CHINA 47%
USA 19%
INDIA 9%
AUSTRELIA 6%
SOUTH AFRICA 5%
RUSSIA 5%
INDONESIA 4%
POLAND 2%
KAZAKHSTAN 2%
COLOMBIA 1%
State wise share of coal reserve in india
JHARKHAND 33%
ORISSA 27%
CHHATISGARH 18%
MADHYA PRADESH 9%
ANDRA PREDESH 8%
MAHARASHTRA 4%
WEST BENGAL 1%
26


27

HIERARCHICAL STRUCTURE OF THE ORGANISATION
(MEMBERS OF THE BOARD)



























CHAIRMAN
VIGILANCE CORPORATE
COMMUNICATION
PARLIAMENTARY
AFFAIRS
TS TO CHAIRMAN
DIRECTOR
OF
FINANCE
TECHNICAL
DIRECTOR
MARKETING
DIRECTOR
CMDS
SUBSIDERIES
28

HIERARCHICAL STRUCTURE OF PERSONNAL DEPARTMENT












GENERAL MANAGER
H.KUJUR
DY.CPM
K.S ARYA
DY.CPM
VIJAY SWAROOP
DY.CPM
B.TRIVEDI
PM
B.N. DAS
PM
R.P. YADAV
PM
R. KUMAR
29

1.4 REVIEW OF LITERATURE

This project is aimed at providing information about 360 degree appraisal, its
various aspects, its strengths & opportunity areas, its comparison with traditional
appraisal methods, the usage of the feedback provided in the 360 degree method of
appraisal, also learn about an effective implementation & development of 360 degree
feedback. It will also focus on the practical challenges faced by an appraise while
implementing, developing & decision making in a 360 degree feedback process.





















30


1. METHODOLOGY


Following are the steps I followed while conducting the 360 Degree Feedback:

Select Universe: As I was doing my project in the Personnel department
of Coal India Limited, so 1 choose the Personnel department as my field
of survey.

Sample Selection: My sample was selected by the Deputy CPM
(Vijay Swaroop). He chooses 13 members for the study of 360 Degree
Feedback.


Data Collection: Primary data was collected by means of Questionnaire.
This data was collected from the employees of the company.
Questionnaires were formed on the different attributes of managerial skills
while secondary data were collected from different management books
and journals.

Construction of the 360 Degree Feedback form: This was the most
challenging role. Questionnaires were made on different attributes like
Leadership Skills, Communication, Team Work, Decision making,
Delegation, Stress Management and conflict, etc. The rating of the
questionnaires was selected as 1 to 5, which is considered to be the
standard one for a 360 degree feedback.


31

Make the employees aware: This is really a very hard task to do. I have
to seat with each of my sample and some other employees to make them
understand what 360 Degree Feedback is, why it is used and what is the
importance of giving a true and unbiased feedback. The employees were
also informed about why this activity was being carried out.

Distributing the Form: While giving the appraisal forms to the
employees, all the doubts regarding the questionnaire were clarified, and
the data was gathered.


Data Analysis: Filled in forms were collected and the task of analysis
start after that. To analyze the data statistical tool was used. The main
motive behind this was to find out the areas where the employees had
excelled as per the rater's perspective and the areas where they required
training and development for further improvement. This would further
help in deciding upon the needs and developing the career paths for them.
It also threw light upon the skills where maximum employees lagged
behind and skills where most of the employees had met with the desired
levels. The data analysis also helped in making a comparative study
among the selected employees on the basis of the different attributes.

Feedback: The most important objective of 360 degree feedback is that it
should provide useful insights to the person with respect to his overall
organizational effectiveness. The positive changes/ improvements seen
after receiving 360 degree feedback, especially on leadership
competencies, could certainly be used as an additional input in taking
promotional decisions. Feedback was provided to each appraise by his
superior, peer, subordinate and also by the person himself. The appraise
32

got to know what his subordinate and peer thinks of his developmental
action, but without actually knowing their names, i.e., the anonymity
factor was maintained. It is to be remembered that, though everyone's
suggestion was taken into account; maximum weight age was being given
to the decision of the appraise himself, and his superior.


2. LIMITATIONS OF THE STUDY

Sincere attempt has been made to keep the project away from any kind of
redundancies, biases or errors, yet the readers may find certain limitations in the project
which maybe because of one or more of the following reasons.

Some parts of the questionnaires are unfilled. This is because of the company
policy of not disclosing all the data to external parties.

The feedback has been gathered for only 13 employees. This is because of the
limited scope of the project.


The universe sample is only from one department i.e. Personnel Department. If
the study could have been done on some other departments as well, it could be
more interesting.

As the sample size is too small so the results which came may not be same when
it is done on
a large sample.


33


ANALYSIS OF THE DATA

The following graph shows a comparative study of the employees on different
attributes which is represent by self score and other employee's score (including boss,
subordinates and peers). To get a better understanding of the attributes, we will do a
SWOT analysis. SWOT represents one's strength, weakness, opportunity and threat. So
my purpose of doing SWOT is to understand each individual performance traits. After
analyzing the data I have categorized each individual into four broad category - an
individual highest score is his strength and lowest as the threat. The 2
nd
highest is the
opportunity area and 2
nd
lowest being his weakness.

This analysis will help the organization and the individual to improve on their
key attributes & to step up the ladder by converting their threat to weakness, a weakness
to an opportunity area, an opportunity into strength and maintain their strength.

On the basis of the data the SWOT analysis of each of the employees is stated below:-

1. B. Swaroop:
Strength: Managing change (4.3)
Weakness: Decision Making and Risk (3.4)
Opportunity: Leadership Skills (3.9)
Threat: Conflict and Stress Management (2.6)

2. B. N. Das:
Strength: Conflict & Stress Management (4.6)
Weakness: Decision Making & Risk taking (2.2)
Opportunity: Leadership Skills (3.8)
Threat: Team Work (1.9)
34

3. R.P. Yadav:
Strength: Delegation (4.3)
Weakness: Decision Making & Risk Taking (2.2)
Opportunity: Managing Change (3.6)
Threat: Team Work (2.8)

4. R. Kumar:
Strength: Leadership Skills (3.7)
Weakness: Team Work (2.3)
Opportunity: Strategic Orientation & Managing Change (3.4)
Threat: Decision Taking & Risk Taking (2.1)

5. V. R. Reddi:
Strength: Decision Making & Risk Taking (4.7)
Weakness: Leadership Skills & Team Work (3.8)
Opportunity: Delegation (4.3)
Threat: Trust (3.6)

6. D. Bhose:
Strength: Team Work (4.8)
Weakness: Conflict & Stress management (3.1)
Opportunity: strategic Orientation (4.6)
Threat: Managing Change (3.1)

7. R. C. Ghosh:
Strength: Strategic Orientation (4.6)
Weakness: Decision Making & Risk Taking (3.1)
Opportunity: Conflict & Stress Management (4.2)
Threat: Leadership Skills (3)
35


8. S. Bhattacharya:
Strength: Managing Change (4.6)
Weakness: Strategic Orientation (2.5)
Opportunity: Communication, Team Work (4.5)
Threat: Managing Change (2.3)

9. S. Mukherjee:
Strength: Team Work, Decision Making (4)
Weakness: Trust (2.9)
Opportunity: Strategic Orientation (3.8)
Threat: Conflict & Stress Management (2.8)

10. S. Som:
Strength: Decision Making and Risk Taking (4.5)
Weakness: Communication (2.9)
Opportunity: Delegation (4.3)
Threat: Team Work (1.8)

11. S. Basu:
Strength: Managing Change (4.3)
Weakness: Strategic Orientation (2.6)
Opportunity: Communication (4.2)
Threat: Team work, Trust (2.4)

12. N. Patra:
Strength: Team Work (4.8)
Weakness: Delegation (2.8)
Opportunity: Strategic Orientation (4.6)
36

Threat: Managing Change (2.7)


13. T. Majumder:
Strength: Managing Change & Conflict and Stress Management (4.4)
Weakness: Decision Making & Risk Taking (3) Opportunity: Leadership Skills,
Delegation, Trust (4.2)
Threat: strategic Orientation (2.6)


From the data which 1 got through SWOT analysis, the following information came:


Leadership Skills: 3.9 + 3.8 + 3.7 + 3.8 + 3 + 4.2 = 22.4
Communication: 2.9 + 4.2 = 7.1
Team Work: 1.9 + 2.8 + 2.3 + 3.8 + 4.8 + 4.5 + 4 + 1.8 + 2.4 + 4.8 = 33.1
Decision making & Risk taking: 3.4 + 2.2 + 2.2 + 2.1 +4.7 + 3.1 +4.5 + 3 = 25.2
Strategic Orientation: 2.6 + 4.6 + 2.6 + 3.8 + 2.5 + 4.6 + 4.6 + 3.4 = 28.7
Managing Change: 4.3 + 3.6 + 3.1 + 4.6 + 4.3 + 2.7 + 4.4 = 27
Delegation: 4.2 + 2.8 + 4.3 + 4.3 + 4.3 = 19.9
Conflict & Stress Management: 2.6 + 4.6 + 3.1 + 4.2 + 2.8 + 4.4 =21.7
Trust: 3.6 + 2.9 + 2.4 =8.9







37

SHOWING REQUIREMENT OF TRAINING &DEVELOPEMENT


The above diagram shows the overall rank of the attributes. From the above
diagram we can see the Communication Skill got the lowest score, followed up by Trust.
So from this we can derive that there is a lack of Communication efficiency in the
department. To improve the Communication Skill, different training session can be
arranged.

For Trust, which is totally an interpersonal matter is almost impossible to
inculcate through training. All a company can do is to ensure that there is a relation of
trust between its employee and the organization. It can also to some extent ensure that the
people managers are trusted by their team members at least in the professional front.




22.4
7.1
33.1
25.2
28.7
27
19.9
21.7
8.9
showing requirements of training ane
developement
38

Overall performance assessment of the 13 employees
The following graphs show the mean of each of the attributes to show performance
assessment of each employee on the same flat form. The graph helps us to get an idea of
the person who got the highest and lowest score at a glance. On the basis of this, an
individual's analysis has been done to enlighten the areas for training and development of
each of the employees.

LEADERSHIP SKILL


COMMUNICATION SKILL

0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
39




FINDINGS:

LEADERSHIP SKILLS
T.Mazumder has ability to influence his subordinates where as S.Basu has been
rated lowest.


COMMUNICATION SKILLS
T.Mazumder has tremendous communication skills where as S.Basu must
concentrate on this particular matter.











40

TEAM WORK




DECISSIONMAKING AND RISK TAKING




0
1
2
3
4
5
6
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
41


FINDINGS:

TEAM WORK
T.Mazumder has scored 4.1 which mean that he is even good at team
buildings.
B.N Das has scored lowest in team work.

DECISION MAKING AND RISK TAKING:

V.R Reddi has quality of fast decision making and risk taking while
B.N. Das needs improvement.











42


STRATEGIC ORIENTATION


MANAGING CHANGING


0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
43



Findings:


STRATEGIC ORIENTATION:

D. Bhose is highly strategic which shows a positive sign for the
company where as B.N. Das has a negative impression regarding this
particular matter.


MANAGING CHANGING:

E_1cOOc c1 -CO _ Os
1CO1 1 c OsC csO
C scC- O c1 _ c1 1
1CCO OC csO OO sCCc OC
CO CCCC_








44



DELEGATION


CONFLICT AND STRESS MANAGEMENT

0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Column3
45



Findings:

Delegation:

T.Mazumder delegates maximum of authority to its subordinates
where as B.N Das is weak at delegation of authority.

Conflict and stress management:

T.Mazumder is good enough in conflict and stress management where
as S. Basu needs improvement.









46







Findings:

Trust:
T.Mazumder is very trustworthy where as S.Som cannot be relied
upon easily.





0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
TRUST
TRUST
47

INTERPRETATION

Here we study detail on all the attributes on the basis of the score given by the
employees (except self score). From the above bar graph we can see the details of all
scorers in the different attributes. The table given below shows the highest and lowest
scorers;-

Attributes Highest Score Lowest Score
Leadership Skills T. Mazumder 4.2 S. Basu 2.7
Communication T. Mazumder 4.1 S. Basu 2.6
Team Work T. Mazumder 4.1. B. N. Das 1.9
Decision making & Risk
taking
V. R. Reddi 4.1 B. N. Das 2.6
Strategic Orientation D. Bhose 4.2 B. N. Das 2.6
Managing Change T. Mazumder 4.6 S. Basu 2.6
Delegation T. Mazumder 4.2 S.
Bhattacharya
2.4
Conflict & Stress
Management
T. Mazumder 4.4 S. Basu 2.2
Trust T. Mazumder 4.2 S.Basu 2.4

T. Majumder got the highest score in most of the attributes and S. Basu followed by
B. N. Das got the lowest score in most of the attributes. So individual Training and
Development Programmes are specially required in those areas where there are the low
scores. Areas like Team Work, Conflict & Stress Management and Trust should be taken
care of on individual basis.

48

DATA TABULATION

On the basis of data that was collected for each of the employees, the analysis of
data was made. On the basis of this analyzed data conclusions were then drawn. The
analysis has been divided into sections:
Individual employee analysis
Analysis of the Attributes
Comparison among the appraises on the basis of the self appraisal and other's
appraisal.
SWOT analysis of the appraises.

The following parameters were chosen for rating the employees:

5- MOST EFFECTIVE
4- EFFECTIVE
3-TO LARGE EXTENT
2-TO SOME EXTENT
1-LEAST EFFECTIVE








49

FINDINGS & INFERENCES

1. The high and the low performers on the basis of all the attributes:-
On the basis of the data T. Majumder is the high performer & S. Basu is the low
performer.

2. Requirement of training in the following areas:-
On the broad prospective of the whole organization Training and Development is
requiring specially on Communication Skills & on individual basis Team Work
Development, Conflict & Stress Management should be taken care through personal
attention of the bosses, peers & subordinates.

3. The analysis of the self assessment score and the score given by other members.
Mostly the trend is self scores are a bit higher than other scorer's score except some. In
case of T. Majumder it's opposite. There he got more points from his Boss, Subordinates
& Peers rather than his self score. He is the highest scorer among all. So from this picture
we can conclude that he is modest and is less aware of his potential, thus this behavior
can improve his future performance.
4. The overall performance assessment of these 13 employees.
The analysis gives us an idea about the attributes in which employees in general have
performed well or have not been able to live up to the expectations. This further will help
to design the training and development programme with particular emphasis on the
attributes concerned. The overall analysis is that there is a requirement of in house
training on skills like communication and delegation to most the employees and other
areas like trust and conflict should be taken care of by the company itself through
involving them more. Instead of criticizing them, they should be encouraged, so that they
get the moral boost to do better next time.


50

RECOMMENDATIONS

Though this is a huge organisation it is difficult to maintain an environment of
helpfulness where employees help each other in their work especially in overcoming their
drawbacks but it is not impossible only if each individual has a right intend and
willingness to do so. As they say "Where there is a will, there is a way".

In other words instead of criticizing them, they should be encouraged, so that they get
the moral boost to do better next time. It should always be remembered that the real task
is to train one on his weaker grounds and to bring perfection in him.

The colleagues should try to help the employees overcome their weakness. In
particular the following suggestions are made to the employees:

Superiors/Peers:

It is suggested that the employees are given small problems one at a time and ask
them to solve them fast.

They may be motivated by the seniors by showing appreciation or praises.


From time to time the employees must be told the importance of dealing well
even with colleagues.

The seniors must try to assign employees with small responsibilities of their
subordinates so that the employee comes in a regular contact /interaction with the
subordinates.

51

It would not only help the employee but may also remove the inhibitions or
grudges that his subordinates may have towards the employee

Subordinates: The subordinates should try to take up their small issues to the
employee and give them a chance to learn rather than abandoning the employee
outright because of a preconceived notion that he is not an efficient team worker.

As far as the personal attributes are concerned they can be given in-house training
on skills like communication, leadership and delegation skills.















52

CONCLUSION

A good Performance Management System empowers every employee in the
organization, to align their performance with the set corporate goals and lets them
identify their avenues of opportunity & also helps them in plugging the gaps in their
performance. 360 Degree Appraisal is a rather new technique of performance appraisal
wherein the performance of an employee is adjudicated not just by his/her immediate
manager but also by other concerned parties with whom the particular employee comes in
contact with. That could be his internal customers like his subordinates, peers or external
customers like the customers of the organization, suppliers or other interested
stakeholders.
To carry out the project first 1 have to choose the sample size but that part 1 don't
have to do as the sample size and the sample members were given to me by the company.
2ndly, I format a questionnaire on different managerial skills with a score point ranging 1
to 5, where 5 is the highest score and 1 as the lowest score. 3rdly 1 distribute all the
questionnaires to the employees and make them aware of 360 Degree Feedback System
and (a) what to do (b) Why to do (c) How to do, with their questionnaire. After that I start
collecting all the questionnaires which is a very hard task among all. There 1 learn a lot
about how to deal with people. Lastly, after getting the filled questionnaire I tabulate the
data and carefully analysed all the attributes and the employee's scores individually. After
analysing the data carefully 1 came to the conclusion that some areas need to be look
after for further improvement which can be done by some in house training sessions.
Apart from this 1 got some idea about the internal relation of the employee's.

The activity of carrying out a brief 360 degree feedback exerciser proved to be a
great learning experience in understanding the practical difficulties that may be faced
while carrying out 360 Degree Feedback. With the project 1 get to learn many practical
issues of the organization and how to deal with them. I came to know how to deal with
people on different situations.
53

APPENDICES

Following Questionnaire was used for survey:-

Score Range: 1-5(5 =Most Effective, 4=Effective, 3=To Large Extent, 2=To Some
Extent, l=Least Effective)

SI. No. Effectiveness Name of the
appraise
Score
1. Takes responsibility to resolve problems.
2. Is capable of leading a diverse group of employees.
Is capable of exercising influence in task groups.
4. Shares an open and trusting relationship with subordinates.
5. Act as a mentor to subordinates.
6. Can visualize and construct plans of any project
7. Is capable of influencing & persuading members in the
team.

8. Is able to align departments and units to achieve
organizations goals.

9. Commands respect from other team members.
10

Is Autocratic during work
11

Follows Democratic style of working
12

Gives autonomy to subordinates in performing tasks.
13 Is effective in planning and developing strategy.
54


14

Encourages innovative thinking in others.
15

Helps to clarify performance expectation for the
subordinates.

16

Can put his or her points across during any presentation or
meeting.

17 Listen to subordinate's views and opinions.
18

Keep subordinates well informed about developments
pertaining to their work

19

Shares timely and relevant information with others.
20

Conveys priorities with a sense of urgency and importance.
21

Is open to constructive feedback.
22

Recognises good work done by subordinates
23 Gives negative feedback with sensitivity
24

Is an effective team player
25

Conducts regular meetings to discuss job performance with
the work team.

26

Reviews progress of employees at regular intervals.
27

Collaborates for work with other departments.
28 Takes risks in making any decision.
55


29

While making decision listen to suggestions from others.
30

Identifies potential problems and develop appropriate
solutions.

31

Consults with team members while taking decision.
32

Makes unilateral decisions.
33

Tries to design and implement systems in alignment with
the organization's strategy

34

Understand the organization's vision.
35. Facilitates implementation of projects.
36. Initiates new systems and practices in the company.
37. Responds to the changes in organization.
38. Look forward to challenges.
39. Efficient delegation of responsibility among team
members and subordinates.

40. Provides adequate support and guidance to subordinates in
performing tasks

41. Checks results of the delegated work.
42. Helps in resolving conflicts in the organization.
43. Can handle stressful situations well.
44. Solve problems at root level instead of just addressing the
symptoms.

45. Peers and subordinates feel comfortable in sharing
sensitive information with him


56

BIBLIOGRAPHY

The power of 360 degree feedback; Maximising Managerial & Leadership
Effectiveness by-T.VRao & RajuRao.
Performance Management strategies > interventions > drivers By Srinivas R.
Kandula, 2006 by Prentice Hall of India Private limited, New Delhi.
Appraising & Developing Managerial Performance by- T.V Rao Fifth Edition.
Human Resource and Personnel Management by K. Aswathappa Fourth Edition
(TATA McGraw HILL).

Internet: www.google.com,
www.wikipedia.org

Annual reports of COAL INDIA















57









ENCOLSURE


1. DAILY MAINTAINED DIARY
2. SOFT COPY AND SOME NEWS RELATED TO COAL INDIA IN VARIOUS
NEWS CHANNEL IN A COMPACT DISK