Performance Appraisal and HR Practices at THDC Summer Internship Report

SUMMER INTERNSHIP PROJECT REPORT
ON
“A Study of HR Practices with study of Performance
Appraisal at THDC focusing on Employee Satisfaction
Level”
AT
Tehri Hydro Development Corporation Limited
(Rishikesh)
Summer Training Project Report
SUBMITTED FOR THE PARTIAL FULFILLMENT OF
MBA IIIrd
Semester
HIMALAYAN SCHOOL OF MANAGEMENT STUDIES
SWAMI RAMA HIMALAYAN
UNIVERSITY
(Batch 2023-2025) August 2024
Submitted By:
Aakash Bhalla
HSMS, SRHU
DD231105501001
SRHU16000606
Submitted To:
Dr. Apurvaa Trivedi
Associate Professor
HSMS, SRHU

Tehri Hydro Development Corporation | Summer Training Report
Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Submission Details
Name of the Organisation Tehri Hydro Development Corporation
Location Bhagirathi Bhawan, THDC Rishikesh
Duration July 15th
,2024 to August 31st
, 2024
Title of Report “A study of HR Practices with study of
Performance Appraisal at THDC focusing
on employee Satisfaction level”
Name Aakash Bhalla
College Himalayan School of Management
Studies
University Swami Rama Himalayan University
Discipline Master of Business Administration
(M.B.A)
Guides:
• Mr. Rama Reddy
• Mr. Anil Mundu
• Mr. Parmar
• Ms. Subhanshi Mani Tripathi
• Ms. Kritika

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Certificate
This is to certify that the Summer Internship Report entitled “A Study
of HR Practices with study of Performance Appraisal at THDC
focusing on Employee Satisfaction Level” by “Aakash Bhalla” is
his original work. He has worked under my guidance for the required
period. This dissertation fulfils the requirement of the ordinance
relating to Summer Internship Training.
No part of this report has ever been published by any other university
or institution for any purpose whatsoever.
Dr. Apurvaa Trivedi
Associate Professor, HSMS
SRHU

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Training Completion Certificate

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Declaration By the Student
Dated: 31st
August 2024
This is to certify that the present Summer Internship Report entitled
“A Study of HR Practices with study of Performance Appraisal at
THDC focusing on Employee Satisfaction Level” is my original
work. This Summer Internship Report fulfils the requirement of the
“Master of Business Administration (M.B.A)” degree of this
University. it does not form the basis for the award of any other degree
or diploma from any other university or institution.
Aakash Bhalla
Swami Rama Himalayan University
Reg No: DD231105501001
Enrolment No: SRHU16000606

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Acknowledgement
I would like to thank Mr. Rama Reddy, Senior Manager (HR
Establishment) THDC, for his immense support and guidance that
has made this training possible. I would like to thanks Mr. Parmar Sir,
Mr. Anil Mundu, Ms. Kritika and Ms. Subhanshi Mani Tripathi and I
would like to thank them whole heartedly for the efforts they put in to
make us understand the working and principal behind every
operation.
Moreover, wish to express my profound gratitude to Dr. Apurva
Trivedi, Associate Professor at HSMS, SRHU, Dehradun, who served
as my guide. His consistent encouragement and invaluable guidance
have been indispensable throughout the entirety of this project, and I
acknowledge that without his support, I would not have progressed
to this stage. I extend my heartfelt thanks to all the Faculty Members
and staff in the Management Department at SRHU, Dehradun, who
have supported me in various ways.
Aakash Bhalla
Swami Rama Himalayan University
Reg No: DD231105501001

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Index
Sr. No. Chapter Name Page No
1 Introduction Pg. 1 - 32
2 HR Policies at THDC Pg. 33 - 45
3 Performance Appraisal Intro Pg. 46 - 57
4 Performance Appraisal at THDC Pg. 58 - 70
5 Research Methodology Pg. 71 - 74
6 Data Analysis Pg. 75 - 108
7 Findings & Conclusion Pg. 109 - 115
8 Learnings from SIP Pg. 116 - 120
9 Appendix & Bibliography Pg. 121 - 124

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 1
1. INTRODUCTION

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 2
About THDC
THDC India Limited, also known as Tehri Hydro Development Corporation Limited, is
a premier power utility in India, primarily engaged in the generation of power through
hydro and renewable energy sources. Established in July 1988, the company was
created to develop, operate, and maintain the Tehri Hydro Power Complex and other
hydro projects. Over the years, THDC has diversified its portfolio to include wind and
solar power projects, aligning with India's renewable energy goals.
Earlier the equity of the Company was held by Government of India and Government
of Uttar Pradesh in the ratio of 75:25. Pursuant to the strategic sale, a Share Purchase
Agreement was executed on 25th March 2020 between NTPC Limited and President of
India for acquisition of legal and beneficial ownership of the equity held by President
of India in THDC India Limited. Post the strategic sale, the equity shareholding in THDC
India Limited will be divided between NTPC Limited and UP. The shareholding of the
company is 74.496% and that of the Government in the ratio of 25.504%. The
authorized share capital of the company is Rs. 4000 crore and the paid-up capital is
Rs. 3665.88 crore as on 29th February 2024 THDCIL started earning profit from the first
year (2006-07) of commercial operation of its first project i.e. Tehri HPP (1000 MW) and
since then THDCIL has been a continuous profit-making company.
At present THDCIL has a portfolio of 09 projects (Hydro, Thermal, Wind and Solar)
having a total capacity of 4351 MW. This includes 1587 MW operational projects (Tehri
HPP - 1000 MW, Koteshwar HEP - 400 MW, Dhukwan SHP - 24 MW, Patan Wind Power
Farm - 50 MW, Devbhoomi Dwarka Wind Power Farm - 63 MW and Kasargod Solar
Power Plant - 50 MW) and 2764 MW projects under construction (Tehri PSP - 1000 MW,
VPHEP 444 MW and Khurja 1320 MW). In addition, 2000 MW UMREPPs (Solar Parks of
600 MW capacity each in Jhansi and Lalitpur Districts and 800 MW Solar Park in
Chitrakoot District of UP) are also being developed in the State of Uttar Pradesh
through THDCIL SPV (TUSCO', a joint venture of THDCIL' and 'UPNEDA').
THDC India Limited's corporate structure is designed to ensure effective governance
and operational efficiency. The company is governed by a Board of Directors, which
includes both executive and non-executive members who provide strategic direction
and oversight. The board is responsible for major policy decisions, while the day-to-
day operations are managed by an executive management team led by the Chairman
and Managing Director. This team oversees various aspects of the company's
operations, including project development, financial management, human resources,
and corporate planning.
The company’s organizational structure includes multiple divisions, each focusing on
specific areas such as power generation, project management, finance, human

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Bhalla,
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Swami
Rama
Himalayan
University
Pa g e | 3
resources, and corporate planning. These divisions work collaboratively to achieve the
company’s strategic objectives and ensure smooth operations across its projects. The
structure allows for a streamlined decision-making process and efficient
management of resources.
THDC India Limited is a joint venture between the Government of India and the
Government of Uttar Pradesh, with the majority stake held by the Government of India.
This ownership structure underscores the strategic importance of the company in the
national energy landscape. The Government of India’s majority stake ensures
alignment with national energy policies and priorities, while the Government of Uttar
Pradesh's participation highlights the regional significance of THDC's projects.
The company operates several major hydropower projects, including the Tehri Hydro
Power Complex, which is one of the largest and most important hydroelectric projects
in India. This complex includes the Tehri Dam and Hydro Power Plant, the Koteshwar
Hydro Electric Project, and other associated projects. These projects not only
contribute significantly to the country's power supply but also play a crucial role in
regional development and water management.
In addition to hydropower, THDC India Limited has expanded into the wind and solar
energy sectors. The company has commissioned several wind power projects and is
actively developing solar power projects to diversify its energy portfolio and support
India’s renewable energy targets. These initiatives reflect THDC’s commitment to
sustainable development and reducing the carbon footprint of its operations.
THDC India Limited also places a strong emphasis on corporate social responsibility
(CSR) and sustainable development. The company undertakes various CSR initiatives
aimed at improving the quality of life of communities in the areas where it operates.
These initiatives include projects in education, healthcare, infrastructure
development, and environmental conservation. THDC’s focus on CSR demonstrates
its commitment to social and environmental responsibility, alongside its business
objectives.
The company has received numerous awards and recognitions for its contributions to
the power sector and its commitment to sustainability and corporate governance.
These accolades underscore THDC’s reputation as a reliable and responsible power
utility in India.
As India continues to pursue its energy transition goals, THDC India Limited is well-
positioned to play a significant role in this transformation. The company’s focus on
hydropower and renewable energy, combined with its strong corporate governance
and commitment to sustainable development, makes it a key player in the country’s

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 4
energy sector. With ongoing projects and future for expansion, THDC is set to
contribute substantially to India's goal of achieving a cleaner and more sustainable
energy future.
Objectives of THDC
• Provide clean and affordable energy from diverse sources.
• Explore emerging energy technologies and deliver quality sustainable solutions
to enable smooth transition.
• Build organizational capabilities to embrace change while empowering and
developing individuals.
• Adhere to the highest ethical standards and integrity in business activities.
• Act in socially responsible manner and committed to environmental concerns.
• Adopt cutting edge technologies to achieve higher productivity and efficiency.
• Promote creativity and innovation for optimal utilization of resources.
Vision of THDC
An integrated global energy entity that finds sustainable solutions to India’s net-zero
aspirations.
Essential Values
ASPIRE
A = Accountability
S = Sustainability
P = Passion
I = Innovation
R = Respect
E = Ethics

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
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Board of Directors

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 6
Organisation Structure

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 7
Joint Venture Company
1. TASCO Limited
A Joint Venture Company of THDC India Limited and Uttar Pradesh New and
Renewable Energy Development Agency (UPNEDA). TASCO Limited has been formed
as a Joint Venture Company for implementation of Ultra Mega Renewable Energy
Power Park in the State of Uttar Pradesh.
Objectives of TASCO Limited
• To identify, survey, plan, promote, develop, operate, maintain solar parks in
India and abroad.
• To plan, construct, develop infrastructure including land acquisition, land
development, internal roads, watersystems, supply, installation and to operate
and maintain associated transmission lines for power evacuation.
• To invite selected developers for setting up solar/renewable energy power
projects and other projects under renewable energy sector and for this purpose
to provide land use rights and related facilities to the developers for setting up
the projects.
• Settingup, operating, maintaining, renovating, modernizing, selling, leasingout
power stations, solar power projects including ultra-mega solar power projects
either by itself or in joint partnership with public or private developers.
• Trading of electricity with distribution utilities or other beneficiaries or other
power trading companies or any other entities.
• Providing finance to developers for setting up solar power projects or any other
project under renewable sector.
• To carry on the business of management consultancy in preparing preliminary,
feasibility and definitive project reports, planning, promoting, developing,
operating and maintaining all types of plants relating to renewable energy
sector including transmission systems.
• To carry on the business of designing, developing, researching, manufacturing,
exporting, importing all types of mechanical, electrical equipment and other
related renewable energy systems.
2. Tradeco Rajasthan Limited
Tradeco Rajasthan Limited was incorporated on 25.03.2023 in partnership with
Rajasthan Renewable Energy Corporation Limited (RRECL) for development of 0.000
MW Ultra Mega Renewable Energy Power Park in the State of Rajasthan. THDC India
Limited and RRECL have formed a Joint Venture Company with 74:26 shareholding

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Bhalla,
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Swami
Rama
Himalayan
University
Pa g e | 8
respectively. The authorized share capital of the Company is Rs. 50 (fifty) crores and
the paid up capital of the Joint Venture Company shall be Rs. 5 (five) crores.
The objective of the Joint Venture Company is to develop, operate and maintain Ultra
Mega Renewable Energy Power Parks including setting up of 0,000 MW capacity
renewable power projects in a phased manner at various locations in the State of
Rajasthan.
Objectives of Tradeco Rajasthan Limited
• To identify, survey, plan, promote, develop, operate and maintain Renewable
Energy Power Parks in the State of Rajasthan.
• To plan, develop, operate and maintain infrastructure facilities including land
acquisition, land development, construction of internal roads, development of
water systems, supply, installation, operation and maintenance of associated
transmission lines for evacuation of power.
• To select developers for setting up solar/renewable energy power projects and
other projects under renewable energy sector and for this purpose to provide
necessary land use rights and related facilities to the developers for setting up
the projects.
• To allot projects under Renewable Energy Power Parks to developers through
tariff based competitive bidding/any other transparent mechanism as per the
guidelines of Government of India/Government of Rajasthan.
• Planning such other solar/wind/hybrid/green hydrogen based renewable
energy projects with or without storage as may be decided by the joint venture
company as developer or under any other arrangement from time to time as per
the policy of Government of India and Government of Rajasthan.
• Developing energy parks in the form of floating solar power parks on
government or private land, purchased/leased land as well as water
bodies/reservoirs.
• Setting up renewable energy projects including ultra-mega solar power
projects either on its own or in partnership with public or private developers,
operating, maintaining, renovating, modernizing, selling, leasing power
stations.
• Engaging in the business of management consultants in planning, promoting,
developing, operating and maintaining all types of plants related to renewable
energy sector including transmission systems, preparation of preliminary,
feasible and definitive project reports. Memorandum of Association & Articles
of Association.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 9
Business Development
In recent decades, renewable energy is becoming a major focus of the international
agenda to tackle the adverse effects of climate change.
During COP-26 held in Glasgow in 2021, Hon'ble Prime Minister announced India's
target of zero emissions by 2070. During COP-27 held in Sharm-el-Sheikh, Egypt, India
has indicated a long-term production strategy to produce minimum carbon emissions
in key economic sectors. India has launched far-reaching new initiatives in renewable
energy, e-mobility, ethanol blended fuel and green hydrogen as alternative energy
sources.
To achieve the above goals, a paradigm shift in the energy sector is the need of the
hour. Expansion in the energy sector will play a key role in achieving the goal.
Development and implementation of non-conventional energy resources such as
solar energy, wind energy, geothermal energy, energy from waste, green hydrogen, etc.
will be a key initiative towards a clean and green world.
THDCIL is actively participating in achieving the above objectives. THDCIL is
accelerating the growth of renewable energy sector by participating and developing
various renewable energy projects, mainly solar and wind power. THDCIL is also
seriously focusing on overcoming the natural limitation of renewable energy resource
technologies such as bundling of power, energy mix etc. to ensure grid stability and
round the clock power.
Green Hydrogen is also becoming a potential and clean source of energy and is
emerging as the fuel of the future. In line with the "National Green Hydrogen Mission"
launched by the Hon'ble Prime Minister of India during his address to the nation on
75th Independence Day celebrated on 15th August 2021, THDCIL is actively involved
in the implementation of Green Hydrogen Pilot Project. THDCIL is exploring
possibilities of setting up Green Hydrogen Plants on commercial scale.
Development of new hydropower projects along with pumped storage plants are also
being explored and implemented by THDCIL for capacity addition in the hydropower
sector.
THDCIL is also striving to enter the business of setting up and operating EV charging
infrastructure across the country.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 10
Capacity Addition Plan
Present installed capacity of THDCIL is 1587 MW having three hydro, two wind and one
solar power plant. THDCIL envisaged to add 2764 MW upto 2026-27 with anticipated
commissioning of its three under construction power projects namely Tehri PSP
(4x250 MW), Vishnugad Pipalkoti HEP (4x111 MW) and Khurja STPP (2x660 MW). The
installed capacity of THDCIL is envisaged to be 4351 MW during the year 2026-27.
THDCIL is developing 2000 MW Ultra Mega Solar Power Parks in U.P through TUSCO
Ltd. Accordingly, 600 MW Solar Power Park each in Distt Jhansi & Distt. Lalitpur and
800 MW Solar Park in Distt Chitrakoot are being developed.
Further, THDCIL is developing 10,000 MW Ultra Mega Renewable Energy Parks in the
Rajasthan state through JV Co. TREDCO Rajasthan Ltd.
THDCIL is also in process of implementing a Pilot Project for Carbon capture at Khurja
STPP (2x660MW) with a newly emerging cost-effective Carbon capture technology.
Based on outcome of this pilot project, the capacity shall be scaled up which shall
help in removing majority of carbon-based emission (CO2, etc) from exhaust gases.
Also, 11 MW Floating Solar Power plant on raw water reservoir in Khurja STPP is under
implementation.
THDCIL has signed MoUs with Karnataka Power Corporation Limited (KPCL) and
Karnataka Renewable Energy Development Limited (KREDL) in Nov'2023 for a diverse
range of renewable energy projects totaling to 3270 MW including various Ground
mounted, Roof top and Floating Solar PV Plant, PSP, Hybrid. THDCIL has initiated the
1587 1587
3907 3907
4351
2022-23 2023-24 2024-25 2025-26 2026-27
Cumulative Present and Planned Installed
Capacity (MW)

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Bhalla,
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Rama
Himalayan
University
Pa g e | 11
process of PFR/ DPR preparation and land identification for solar/ floating solar plants
development.
Memorandum of Agreement (MoA) for the implementation of the 1200 MW Kalai-11
Hydro Electric Project in the Anjaw District of Arunachal Pradesh was signed between
GoAR (Govt. of Arunachal Pradesh) and THDCIL in Dec'2023. Other Hydro Projects in
Arunachal Pradesh with cumulative capacity of 5455.50 MW are being pursued for
allotment.
Govt. of Uttarakhand has granted the responsibility for the development of 05 Hydro
Electric projects with a total capacity 1719 MW in Uttarakhand to 'TUECO Limited' (A
JV Company between THDCIL and 'Uttarakhand Jal Vidyut Nigam Limited') during
Energy Conclave-2023 in Dec'2023.
Ministry of Power, GOI has accorded its 'In-principle' approval in Jan'2024, to form a JV
with Karnataka Power Corporation Limited (KPCL) for implementation of Godhna TPP
(2x800 MW) along with development of dedicated coal mines provided the
administrative control of the JV remains with THDCIL. Subsequently, THDCIL is in
process of formation of JV with KPCL.
THDCIL is also exploring Potential Floating Solar Power capacities in Uttarakhand,
Chhattisgarh, Kerala, Maharashtra and Karnataka.
THDCIL endeavors to undertake projects and participate in Govt. of India's National
Hydrogen Mission. Accordingly, a pilot project of 'Green Hydrogen' with 1 MW capacity
(Electrolyser & Fuel-cell based micro-grid system) has been commissioned at THDCIL
Office Complex, Rishikesh (Uttarakhand).
THDCIL is also exploring possibilities of development of Hydro Electric, Pumped
Storage and Renewable Energy Schemes in various parts of the country as well as
neighbouring Countries.

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 12
Corporate Information
Registered Office
Company Secretary and Compliance
Officer
THDC India Limited
CIN:U45203UR1988GOI009822
Bhagirathi Bhawan (Top Terrace)
Bhagirathipuram, Tehri Garhwal – 249001
Contact No. (0135) 2473403, 2439309
Website: www.thdc.co.in
Ms. Rashmi Sharma
Ganga Bhawan, Pragatipuram,
Bypass Road, Rishikesh-249201
Contact No. (0135) 2439309 & 2473403
Email: csrksh@thdc.co.in
Corporate Office Registrar and Share Transfer Agent
THDC India Limited
Ganga Bhawan, Pragatipuram
Bypass Road, Rishikesh 249201, Uttarakhand
KFin Technologies Ltd
Selenium Building, Tower-B,
Plot 31-32, Financial District,
Nanakramguda, Serilingampally Mandal,
Hyderabad - 500 032, Telangana,
Tel: +91-40-33211000,
Email: venu.spkfintech.com
Statutory Auditors Cost Auditors
M/s S.N. Kapur & Associates
Ajay Seth,1 Maitri Vihar,
Haridwar Bypass Road, Dehradun
M/s R. M. Bansal & Co. Cost Accountants,
Kanpur
M/s Balwinder & Associates, Cost
Accountants, Chandigarh
M/s Ramanath Iyer & Co., Cost
Accountants, New Delhi
M/s Sanjay Gupta Associates, Cost
Accountants, New Delhi
M/s Dhananjay V. Joshi & Associates,Cost
Accountants, Pune
M/s R. J. Goel & Co., Cost Accountants,
New Delhi
Debenture Trustee Bonds Listed at
VISTRA ITCL INDIA LIMITED
6TH Floor, The IL&FS Financial Centre,
Plot C-22, G-Block, Bandra Kurla Complex,
Bandra East, Mumbai-400051
National Stock Exchange of India Limited
BSE Limited
Depositories Bankers/Financial Institutions
Central Depository Service(India) Limited
Regd. Office: Marathon Futurex,
25th Floor, NM Joshi Marg,
Lower Parel (East) Mumbai-400013
National Securities Depository Limited
Trade World, A wing, 4th Floor, Kamala Mills
Compound,
Senapati Bapat Marg, Lower Parel, Mumbai-
400013
1. Punjab National Bank
2. Bank of Baroda
3. State Bank of India
4. HDFC Bank Ltd
5. World Bank
6. Jammu and Kashmir Bank
7. Power Finance Corporation Limited
8. REC Limited
9. Axis Bank
10. Union Bank of India
Credit Rating Agencies Secretarial Auditor
Care Ratings Limited
India Ratings & Research Pvt Limited
ICRA Limited
M/s Agarwal S.& Associates
D-427, 2nd Floor, Palam Extn,
Ramphal Chowk, Sector-7,
Dwarka, New Delhi-110075

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Bhalla,
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Rama
Himalayan
University
Pa g e | 13
Growth Outlook
India’s pursuit of becoming a $5 trillion economy by 2024-25 and the third-largest
economy in the World by 2030 has placed a renewed emphasis on reducing the
country’s carbon footprint and meeting Sustainable Development Goals (SDGs) set
during the Paris agreement.
To bring about a green revolution, the Government of India has set an ambitious target
of installing 500 GW of renewable energy capacity by 2030, including 280 GW of solar
power and 140 GW of wind power.
India is now committed to achieving approximately 50% of its cumulative electric
power installed capacity from non-fossil fuel sources by 2030. As of May 2023, India’s
total renewable energy capacity, excluding large hydro and nuclear plants, reached
126.77 GW, accounting for 30% of the country’s total installed generation capacity.
According to projections from the India Energy Security Scenarios (IESS) 2047 tool
developed by NITI Aayog, India would require a minimum of 75 GW of energy storage
capacity by 2047 to effectively balance the grid and accommodate the increasing
penetration of renewable energy sources. This highlights the crucial role that energy
storage technologies, including pumped storage, will play in India’s future energy
landscape.
THDCIL is in the final stage of commissioning the first pumped storage plant in the
central sector of 1,000 MW capacity in Tehri, Uttarakhand. First two units of Tehri
Pumped storage plant (4x250 MW) will be commissioned in F.Y. 2023-24 and rest two
units by June-2024.
Additionally, the Ministry of Power has indicated the initiation of 10 Pumped Storage
Projects with a potential installed capacity of 12,555 MW in the states of Uttarakhand,
Maharashtra, Tamil Nadu, and Kerala. THDC is in the process of finalizing project
feasibility reports and exploring pumped storage projects in other states as well.
THDCIL has also signed an MoU with Kerala State Electricity Board Ltd., (KSEBL) on
24.01.2023 for the implementation of pumped storage projects in Kerala.
THDC is tirelessly working with your esteemed support to explore every new
technology that can contribute to the government’s ambitious target of achieving net-
zero greenhouse gas emissions by 2070. The updated Nationally Determined
Contribution (NDC) emphasizes the promotion of a healthy and sustainable way of
living, incorporating traditions and values of conservation and moderation to combat
climate change.

Aakash
Bhalla,
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Rama
Himalayan
University
Pa g e | 14
Projects of THDC
TEHRI HYDRO POWER COMPLEX (TEHRI HPC)
THPC is a multipurpose scheme on river Bhagirathi, a tributary of river Ganges. It is
designed for storing surplus water of river Bhagirathi during monsoon and releasing
the stored water to fulfil the irrigation and drinking water needs of the population in the
Gangetic plains of Uttarakhand and Uttar Pradesh during non-monsoon period while
generating 2400MW of peaking power.
Tehri HPC consists of the following:
1. Tehri Hydro Power Plant (Tehri HPP) – 1000MW (4X250MW)
It comprises of a 260.Sm high earth & rockfill dam on river Bhagirathi at 1.5km
downstream of its confluence with river Bhilangana. Dam is located in a narrow S-
shaped valley with steep side slopes. Left abutment of the valley providing toe support
to the dam.
Its Spillway system is comprising of Chute Spillway on right bank with 3 bays, 2 nos.
Right Bank Shaft Spillways and 2 nos. Left Bank Shaft Spillways to bypass the surplus
water during monsoon. It is designed to cater the probable maximum flood (PMF)
discharge of 15540Cumecs corresponding to 1 in 10,000 years return period flood. The
routed Design Discharge at PMF is 13043 Cumecs.
In addition to above an Intermediate Level Outlet (ILO) with discharge capacity of
about 1125 cumecs at Full Reservoir Level (FRL) has been provided on the right bank
at EL 700m to control the rate of filling during initial filling of reservoir and to deplete
the reservoir below MDDL (EL 740m) during an emergency emerging as a result of
some problem in dam or water crisis in the Gangetic plains of Uttarakhand and Uttar
Pradesh.
Four head race tunnels of 8.5 m dia. each with intake at EL 720m and an underground
powerhouse on the left bank to accommodate four conventional type (Francis)
generating units of 250 MW each.
All four units (Unit-IV towards I) were synchronized with the Northern Grid in July' 2006,
Oct' 2006, Jan' 2007 & Mar' 2007 and are in commercial operation w.e.f. 22nd Sep'
2006, 9th Nov' 2006, 30th Mar' 2007 & 9th July' 2007 respectively.
Tehri HPP has become the landmark and pride of the Nation as a whole. Project is
functioning well since commissioning not only fulfilled drinking and irrigation water

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Bhalla,
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Himalayan
University
Pa g e | 15
requirements of the command area and much needed peaking power requirements of
the Northern Grid but also mitigated floods during heavy rains in the year 2010, 2011
& 2013.
Generation:
Details of generation from Tehri HPP for the current F.Y. 2024-25 are as under:
Sr.No. Quarter/Month
Generation
Target (MU) Achievement (MU)
1 Apr'24 204.9 189.86
2 May'24 79.7 126.98
3 Jun'24 0 8.49
Total Upto Jun'24 284.6 325.33
2. Koteshwar Hydro Power Project
Koteshwar HEP, about 22 km downstream of Tehri Dam, is an integral part of Tehri
Hydro Power Complex (2400 MW). It consists of a 97.5m high concrete gravity dam
across river Bhagirathi at Koteshwar and a surface powerhouse accommodating four
conventional type (Francis) generating units of 100MW each on the right-bank. The
dam is provided with spillway having 4 bays to pass the probable maximum flood
(PMF) discharge of 13243 Cumecs. The overflow spillway and energy dissipation
arrangement has been located centrally in the river course itself. The Koteshwar
reservoir has live storage capacity of 35.0 MCM and functions as lower (balancing)
reservoir for Tehri PSP.
Water released from Tehri Reservoir is regulated at Koteshwar HEP for maintaining
continuous flow of water in the river downstream of Koteshwar for irrigation purpose
and maintaining aquatic life as well as safety of population and pilgrims at places such
as Deoprayag, Rishikesh and Haridwar. At least, one machine of KHEP runs
continuously to help maintain continuous flow. KHEP is also facilitating the
functioning of Tehri Hydro Power Complex as a major peaking station in the Northern
Grid.
All four units (Unit-I to IV) were synchronized with the Northern Grid in Mar' 2011, Mar'
2011, Jan' 2012 & Mar' 2012 and are in commercial operation w.e.f. pt Apr' 2011, 26th
Oct' 2011, 13th Feb' 2012 & 1st Apr' 2012 respectively.
a. Peaking Power: 400MW

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Bhalla,
MBA
Swami
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Himalayan
University
Pa g e | 16
b. Design Energy: 1155MU (90% dependable year)
c. Regulation of water releases from Tehri Reservoir for irrigation Purposes.
d. Koteshwar Reservoir will function as the prerequisite lower reservoir for tehri
PSP.
Generation:
Details of generation from Koteshwar HEP for the current F.Y. 2024-25 are as under:
Generation
1 Apr'24 98.7 82.84
2 May'24 44.1 59.53
3 Jun'24 0 4.43
3. Dhukwan SHP
Govt of UP has entrusted implementation of 24 MW Dhukwan Small Hydro Project to
THDCIL. Project is located near village Sukhwan-Dhukwan in Tehsil Babina, in Jhansi
district of Uttar Pradesh on river Betwa. Implementation agreement was signed
between GOUP and THDCIL on 2nd Sep'09.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 17
Project is about 37 Km from Jhansi on Jhansi-Lalitpur road. The nearest rail head is
Jhansi. The project site falls in the survey of India toposheet No. 54 K/12/NW and is
connected with all weather metalled road. The geographical co-ordinates of the
project site are latitude 250 12' E and longitude 780 33' N.
The project is of 24 MW capacity, utilizing the storage of existing reservoir of Dhukwan
masonry cum Earthen Dam. The length of the Dam is 2972 m. The gross capacity of
the existing reservoir is 5780 MCum with top F.S.L. 273.7 m.
THDCIL has constructed 1433m long head race channel, 4nos of RCC Intake barrels,
Forebay, Penstock three numbers of 4.0 m dia each, Surface Powerhouse with three
units of 8 MW capacity vertical Kaplan turbine and a 961 m long Tail race Channel.
Annual Energy Generation shall be 97.82 MU at 46.53% load factor (as per availability
of water).
The project does not involve any R&R works. Gazette Notification for 39 Ha. Forest land
was issued on Jun-2014.
THDCIL Board has been approved RCE amounting to Rs. 294.60 Cr including IDC of
Rs. 19.04 Cr atJul-16 PL.
Commissioning:
Unit-1- Synchronized on 29.09.19
Dhukwan Project that was awaiting clearance for commercial operation since its
commissioning on 20.12.19 has finally been allowed to start generation and inject
power to the grid by UPSLDC and UPPCL. After availability of water, Project has started
commercial operation since evening of 05.05.2020 and running successfully as per
water head available. PPA signed with UPPCL of Dhukwan Project has also been
approved by Hon'ble UPERC during Online hearing held on 13.05.20. Capacity
addition of 24 MW w.e.f. 13.01.2020 at 00:00 Hrs. has also been accepted by UPSLDC
vide letter dtd. 13.05.2020
Generation:
Details of generation from Dhukwan SHP for the current F.Y. 2024-25 are as under:

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 18
Generation
1 Apr'24 0.00 0.38
2 May'24 5.00 5.23
3 Jun'24 5.00 0.00
WIND PROJECTS
1. PATAN WIND POWER PROJECT
The windpower project ofTHDCIndia Limited atPatanWind farm, Distt. Patan, Gujarat
having an installed capacity of 50 MW comprises of 25 nos. Wind Turbine Generators
(WTGs), each of 2 MW capacity. These 25 WTGs, installed in four villages namely
Amrapur, Ved, Vahedpura and Anwarpura of distt. Patan, Gujarat are approximately
200 kms. from Ahmadabad and 120 kms. from Mehsana.
Commissioning of Project: The Project got commissioned on 29.06.2016, ahead of
the schedule. The expected Annual generation from the project is 110.5 MU with
25.22% capacity factor. The Power Purchase Agreement (PPA) for the project has been
signed with Gujarat Urja Vikas Nigam Limited (GUVNL) at a fixed tariff of Rs. 4.15 / unit
for 25 years.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 19
The project has been registered with IREDA for availing Generation Based Incentive
(GBI) @ Rs. 0.50 / kWh with a cap of 1 Crore per MW. The project is entitled to receive
a total GBI of 50 Crores under this scheme of Ministry of New & Renewable Energy. The
project has generated the total energy of 694.14 MU as on 30th June'2024 since the
commissioning of project.
Generation:
Sr.No. Quarter/Month Target (MU) Generation (MU) CUF %
1 Apr'24 5.00 6.01 16.69%
2 May'24 9.00 9.55 25.67%
3 Jun'24 12.00 9.07 25.20%
Total Upto Jun'24 26.00 24.63 22.56%
2. DEVBHUMI DWARKA WIND POWER PROJECT
The Project having an installed capacity of 63 MW, comprises of 30 nos. Wind Turbine
Generators (WTGs), each of 2.1 MW capacity These 30 WTGs are installed in seven
villages namely Jampar, Kotadiya, Fot, Kandorna, Gundala, Gunda & Bajana situated
in Bhanvad and Kandorna Windfarms in Distt. Devbhumi Dwarka, Gujarat which is
approx. 190 Kms. from Rajkot and 410 Kms. from Ahmedabad.
COMMISSIONING OF PROJECT: The Project has been commissioned on 31.03.2017.
The expected Annual Energy Production (AEP) from the Project is 144.9 MU with
26.27% CUF. The Power Purchase Agreement (PPA) for the project has been signed
with Gujarat Urja Vikas Nigam Limited (GUVNL) at a fixed tariff of Rs. 4.19 / unit for 25
years.
The project has been registered with IREDA for availing Generation Based Incentive
(GBI) @ Rs. 0.50 / kWh with a cap of 1 Crore per MW. The project is entitled to receive
a total GBI of 63 Crores under this scheme of Ministry of New & Renewable Energy. The
project has generated total energy of 1121.06 MU as on 30th June 2024 since
commissioning of the project.

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 20
Generation:
Sr.No. Quarter/Month Target (MU) Generation (MU) CUF %
1 Apr'24 7.60 8.65 19.07%
2 May'24 15.00 14.57 31.08%
3 Jun'24 16.00 13.49 29.74%
Total Upto Jun'24 38.60 36.71 26.68%
SOLAR PROJECTS
1. SOLAR PV POWER PLANT, KASARAGOD (50MW)
THDCIL's maiden 50 MW Solar Power Project is situated at Kasaragod District of
Kerala. It is situated 50 KM from Mangalore International Airport, Karnataka and 575
Km to the north of Thiruvanathapuram, the capital of the state Kera la. Solar Energy
Corporation of India (SECI) signed an MOU on 13.02.2015 for setting up 250 MW Solar
PV Projects.
A Tripartite agreement amongst SECI, Kerala State Electricity Board (KSEB) and
THDCIL was signed on 31.03.2015 for development of 50 MW Solar Project at District
Kasaragod, Kerala. Land use Agreement and Implementation Agreement were signed
between THDCIL and Renewable Power Corporation of Kerala Limited (RPCKL) on
07.02.2019.
Power Purchase Agreement (PPA) has been signed between Kerala State Electricity
Board Limited (KSEB) and THDCIL on 11.08.2022. Tariff for the project has been
approved by the Kerala StateElectricityRegulatoryCommission(KSERC)at alevelised
tariff of Rs. 3.10/KWh for 25 years from the date of commissioning of the project i.e.
from 31.12.2020.
Commissioning of Project: The project was synchronized to the Grid and
commissioned on 31.12.2020. The Commercial Operation Date (COD) of the project
is 31.12.2020. This Project was inaugurated and dedicated to the Nation by Hon'ble
Prime Minister of India Sh. Narendra Modi Ji on 19.02.2021. The project started
generating electricity on full capacity from the month of May'2021. The expected

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 21
Annual Energy Production (AEP) from the Project is 100.56 MU with 23% CUF, with
annual degradation factor of 0.7%.
Sr.No. Quarter/Month Target (MU) Generation (MU)
1 Apr'24 8.00 9.16
2 May'24 8.00 7.24
3 Jun'24 5.50 5.44

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 22
PERFORMANCE HIGHLIGHTS IN FY 2022-23
THDC has consistently performed well and improved its robust fundamentals during
the financial year 2022-23. The dedication of our employees and the cooperation of
our stakeholders instill tremendous confidence in us to achieve higher objectives in
the future.
• THDC exceeded their CAPEX targets for FY 2022-23 by almost 43.9%, with a
capital expenditure of 4,615.02 Cr. compared to the target of 3,207.54 Cr.
• THDC operational plants achieved exceptional performance in energy
generation, with a total cumulative generation of 4,935.48 MU during 2022-23,
the highest in the last nine financial years.
• Tehri HPP and Koteshwar HEP achieved Plant Availability Factors (PAFs) of
84.09% and 68.62% respectively, surpassing the normative figures of 80% and
68%.
• The first unit of Tehri PSP (4x250 MW) was successfully boxed up on
30.03.2023.
• Boiler Hydro Test of the first unit of Khurja STPP was completed successfully on
15.03.2023.
• Coal extraction from Amelia Coal Mine started ahead of schedule on
18.02.2023, and we have already extracted over 0.3 million tons of coal as per
the targets given by the Ministry of Power/ Ministry of Coal.
• Amelia coal mine has also started generating revenue as coal dispatches
started to the NTPC Plant(s) well ahead of schedule.
• Signed an MoU with Uttarakhand Jal Vidyut Nigam Limited (UJVNL) on
06.03.2023 to harness the untapped potential of hydro power in Uttarakhand
through a JV Company.
• The Company has successfully raised funds through the issuance of
Unsecured Corporate Bonds Series – VIII, with a total issue size amounting to
763 Crore, and a tenor of 10 years at a coupon rate of 7.76% per annum. The
issue was oversubscribed 9 times of the base issue size. The company received
Bids for 2588 Crore against total issue size of 763 Cr. which reflects investor
confidence in the Company.
• Incorporateda JV Companynamed TREDCORajasthamLtd. inpartnershipwith
Rajasthan Renewable Energy Corporation Ltd (RRECL) for the development of
10,000 MW Ultra Mega Renewable Energy Power Parks in the state of
Rajasthan.
• Successfully organized a three days Asian Ranking Championship and Olympic
Qualifying Open Canoe Sprint Senior Men and Women Championship-2022
(Tehri Water Sports Cup) at Tehri Lake in Dec-2022.

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Bhalla,
MBA
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Himalayan
University
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CORPORATE SOCIAL RESPONSIBILITY (CSR)
At THDC India Limited, we understand the importance of corporate social
responsibility (CSR) and have undertaken extensive activities in our operational areas
through our company-sponsored society, SEWA THDC. We recognize that the CSR
funds provided by the company alone are insufficient to address the basic
requirements of all stakeholders. To overcome this challenge, we have entered into
partnership projects with various state and central government departments and
agencies, successfully mobilizing additional funds in agriculture, watershed
development, and health sectors, among others, to improve the lives of communities
in our operational areas.
Some noteworthy CSR initiatives include running allopathy and homeopathy
dispensaries in remote areas of Tehri and Dehradun districts, operating schools for
underprivileged children, distributing health equipment, constructing toilets,
installing atmospheric water kiosks in schools, establishing smart classrooms,
providing skill training, installing streetlights, and constructing rainwater harvesting
tanks.
CORPORATE GOVERNANCE PRACTICES
At THDCIL, we believe that sound corporate governance is critical to building and
retaining stakeholders’trust. Transparency, equity, integrity, accountability, and social
responsibility are the core principles of our corporate governance framework. We
adhere to all relevant laws, rules, and regulations, ensuring that our corporate
governance practices are of the highest standard.
THDC has continuously achieved an “Excellent” rating for compliance with ‘DPE
Guidelines on Corporate Governance’. We are committed to protecting stakeholders’
rights and promoting effective communication. To this end, we have established a
whistleblower policy that enables stakeholders to raise concerns about alleged
malpractice or wrongdoing that could impact the business or reputation of the
company. We also utilize the web based centralized grievance redressal system of
SEBI, SCORES, to address investor grievances. I am pleased to share that Our
Company has not received any investor grievances during the financial year.

Aakash
Bhalla,
MBA
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Rama
Himalayan
University
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DIVERSIFICATION IN POWER GENERATION
In line with our ambition of growing our share of renewable energy, THDCIL has
focused on energy diversification driven by clean, green and affordable power for
future generations. THDCIL is among one of the few power PSUs, which has Hydro,
Hydro (Pump storage Plant), Thermal, Solar, Wind Energy projects in its project
portfolio.
THDCIL recognizes a responsibility towards providing 24x7 power for all at affordable
prices. Over the years, THDCIL has made conscious efforts to steadily increase
renewables in the energy mix. During the year, THDCIL has incorporated a JV Company
named TREDCO Ltd. in partnership with Rajasthan Renewable Energy Corporation Ltd
(RRECL)for the Developmentof 10,000MW UltraMegaRenewable EnergyPower Parks
in the state of Rajasthan. THDCIL has also signed MoU with UJVNL to form a JV
company for faster development of untapped power potential in Uttarakhand. In
addition to the above THDCIL has also started a Green Hydrogen Pilot project in
Rishikesh.
THDCIL has taken proactive steps and pursued with the State of Arunachal Pradesh
for allotment of two high-potential hydroelectric projects, namely 1200 MW Kalai-II
and 1750 MW Demwe-Lower. THDCIL has initiated the preparation of a Project
Feasibility Report (PFR) to develop six Pumped Storage Power Plants (PSPs) in
Maharashtra and one in Uttarakhand. THDCIL also signed MoU with Kerala State
Electricity Board Ltd. (KSEBL) on 24.01.23 for preparation of PFR for Idukki Pumped

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 25
Storage (300 MW) and Pallivasal Pumped Storage Project (600 MW) in the State of
Kerala.
Feasibility Report of 6 Floating Solar Power Projects of total 2563 MW allotted to
THDCIL by IWRD, UP was prepared and now DPRs of 3 feasible projects are being
taken up for development on different Reservoirs in Uttar Pradesh.
Hydro Electric Plants Tehri HPP 1000 MW, Koteshwar HEP 400 MW &
Dhukwan SHP 24 MW are operational Hydro
Projects. First unit of Vishnuagad Pipalkoti (444 MW)
is anticipated to be commissioned by Mar-2026.
Pump Storage Plant First unit of Tehri PSP (1000 MW) is anticipated to be
commissioned by Mar-2024.
Wind Power 63 MW Dwarka & 50 MW Patan are operational Wind
Power Plants.
Development of Solar
Power Parks
Three Solar Power parks in the state of Uttar Pradesh
is under construction through JV Company TUSCO
Limited. TREDCO Rajasthan Limited (A Joint Venture
Company of THDCIL & RRECL is incorporated for
developmentofSolarPowerPark of 10000MW inthe
state of Rajasthan.
Thermal Power First unit of Khurja STPP (1320 MW) is anticipated to
be commissioned by Feb-2024.
Solar Power 50 MW Kasargod Solar Plant is operational Solar
Project.
Green Hydrogen Plant THDCIL has planned to install Green Hydrogen
production and Hydrogen fuel cell based micro-grid.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 26
RESEARCH AND DEVELOPMENT INITIATIVES
THDC commitment to innovation and continuous improvement is underscored by our
robust in-house Research and Development (R&D) activities. These initiatives are
aimed at absorbing cutting-edge technologies, devising state-of-the-art solutions to
recurring project challenges, and fostering collaborations with national organizations
and academic institutions. This approach ensures the efficient and reliable operation
and maintenance of our hydro power stations.
To oversee these endeavors, a dedicated R&D Department was established at our
Corporate Office in Rishikesh. The ongoing R&D activities encompass a spectrum of
areas, each contributing to our pursuit of excellence. Here’s a glimpse of our current
R&D focus:
• Seismological Study and Network Enhancement: We are conducting a
meticulous seismological study through a Microseismological network
surrounding the Tehri Dam region. This is complemented by the establishment
of a Strong Motion Accelerographs network. The insights from these endeavors
not only bolster our understanding of seismic activity but also aid in fortifying
our infrastructure against potential seismic events.
• Enhancing Equipment Longevity: THDC key areas of concentration involves
periodic studies to ascertain the rate of deterioration of power station
equipment at Tehri and Koteshwar power stations. The recommendations
stemming from these studies are instrumental in extending the life and
optimizing the performance of these vital assets. Our efforts in this regard are
geared towards the fiscal year 2022-23.
• Oscillation Analysis and Mitigation: THDC are diligently addressing oscillations
in hydro generators that impact high voltage transmission lines. Our analysis
aims to pinpoint these disturbances and implement effective measures to
mitigate their effects, thereby ensuring the reliability of our power transmission
systems.
• Structural Integrity Assessment: An ongoing study investigates the structural
integrity of submerged intake structures in the context of varying Tehri reservoir
water levels. This study, which includes a specific focus on construction and
lift joints, is pivotal in enhancing our understanding of the complex dynamics
of these structures.
• Integrated Operation Decision Support: Our R&D efforts extend to developing a
decision support system for the integrated operation of the Tehri Hydropower

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Bhalla,
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Himalayan
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Pa g e | 27
Complex. This intricate complex comprises the Tehri Hydro Power Plant,
Koteshwar Hydroelectric Plant, and the variable speed Tehri Pumped Storage
Plant. The development of this system empowers us to optimize operations
across these interconnected facilities.
• Cybersecurity for Plant Control: We are actively engaged in the development of
a robust and hack-free hydro plant control system. This initiative underscores
our commitment to safeguarding our operational infrastructure from
cybersecurity threats.
At THDCIL our R&D pursuits epitomize our dedication to technological advancement,
operational excellence, and sustainable growth. We look forward to the positive
impact these initiatives will have on our hydro power operations and the broader
energy landscape.
Reservoir Operation & Flood Mitigation Measures in THDCIL
Tehri reservoir filling normally begins every year from 21st June utilizing the excess
inflow during the monsoon period in order to achieve full reservoir level. Reservoir
filling from MDDL, EL 740m up to its FRL, EL 830m is done as per reservoir rule curve
provided in the Operation & Maintenance manual of Tehri dam. The rule curve helps in
filling the reservoir at predetermined rate and keeping reasonable storage space for
incoming floods during active monsoon period so that, most of the time, regulated
controlled discharge is
passed to minimize the
direct consequences
of floods downstream
of the dam. The water
stored in the reservoir
during the monsoon
period is utilized to
meet irrigation demand
during lean flow
season while providing
peaking support to
grid. The live storage of Tehri reservoir is utilized based on dynamic reservoir operation
module, so as to optimize the power generation over the year, while releasing the water
as per irrigation requirement, which in-turn is governed by the cropping pattern. In-
principle, the live storage augments the river inflow to fulfill the irrigation requirement
from November to onset of monsoon of the next year. Since its commissioning, the
reservoir has been able to fulfill this requirement every year. Flood early warning
system is Imperative for such a large reservoir as it can cause large scale inundation

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Bhalla,
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Himalayan
University
Pa g e | 28
in the downstream in case of uncontrolled release of water. Flood early warning
system for Tehri reservoir is consisting of an inflow forecasting system in the upstream
and an early warning system in the downstream. The inflow forecasting system of Tehri
reservoir having its control room at Tehri dam is operational since 2016 and presently
issuing forecasts with 6 and 24 hours lead time which helps in better management of
the reservoir from energy generation as well as flood management perspective. The
Early Warning System (EWS) consisting of speakers/sirens at eight locations in the
downstream of Koteshwar dam up to Rishikesh having its control rooms at Koteshwar
dam and State Emergency Operation Centre, Dehradun is operational since 2017.
EWS helps to alert / warn downstream population along the river through voice
massages and sirens when water is released from the dam.
A cornerstone of THDCIL's flood mitigation strategy is the use of advanced forecasting
techniques and real-time data analytics. These tools enable the corporation to predict
potential flood events with high accuracy and to take pre-emptive measures. During
the monsoon season, THDCIL proactively lowers reservoir levels to create buffer
storage capacity. This practice ensures that there is adequate space to capture and
manage the surge of floodwaters, thereby reducing the risk of downstream flooding.
In addition to operational strategies, THDCIL employs a range of structural measures,
such as the construction of spillways designed to release excess water in a controlled
manner. These spillways are crucial for managing sudden increases in water volume,
preventing overflow and potential damage to the dam infrastructure and surrounding
areas. Complementing these physical structures, THDCIL also implements
comprehensive floodplain management practices, which include zoning regulations
and land use planning to minimize flood risks in vulnerable regions.
Collaboration with local authorities and stakeholders is another key component of
THDCIL's flood mitigation approach. By coordinating closely with these entities,
THDCILdevelops andexecutes robustemergencyresponse plans. These plans ensure
timely and effective actions during flood events, safeguarding communities and
reducing the impact of floods on lives and property.
By integrating modern technology with sustainable practices, THDCIL enhances the
resilience of the regions it serves. The corporation's efforts in flood mitigation not only
contribute to energy security through reliable hydroelectric power generation but also
play a vital role in disaster risk reduction, ensuring the safety and well-being of people
in flood-prone areas.

Aakash
Bhalla,
MBA
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Himalayan
University
Pa g e | 29
HUMAN CAPITAL
Human capital is intangible collective resources possessed by individuals and groups.
These resources include all the knowledge, talents, skills, abilities, experience,
intelligence, training, judgment, and wisdom possessed individually and collectively,
the cumulative total of which represents a form of wealth available to organizations to
accomplish their goals. The success of every organization is critically predicated on
the competency and motivation of its workforce. The significance of‘human capital’is
even more pronounced in a sector that is inherently high risk, capital intensive and
technology-led. Our Company hires executives in various specialized disciplines viz
HR, Engineering, Finance, Legal, Mass Communication, Environment etc. through All
India Test, GATE, UGCNET, Campus Interviews. ‘Strengthen capabilities’ has been the
focus area all along in the Company’s pursuits towards structured Human Resource
Development.
Our Human Capital and their strengthening
THDCIL has a human capital of 1563 personnel as on 31.03.2023 comprising of 780
Executives, 263 Supervisors, 520 Workmen. A high quality, motivated workforce is a
key enabler for achieving strategic objectives; therefore THDC is making all efforts to
take all possible steps to enable its employees to perform to their fullest of ability.
• Man/Megawatt Ratio: There has been persistent fall in the man/megawatt
ratio which depicts the effective engagement of manpower.
• THDCIL has been consistently working to improve its Technical to Non-
Technical Manpower ratio. During the construction phase of Tehri – HPP (1000
MW) mass recruitment of the locals was done and large chunk of UPID staff
was immersed with the THDCIL, resulted into low technical to non-technical
manpower ratio.

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Himalayan
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• Manpower Trend: As stated, it not only resulted in skewed ratios but also
contributed to the high human resource cost. THDCIL planned its recruitment
strategy in such a way to address the excess manpower and ensure effective
succession planning for the future. A downward trend in manpower can be
observed below:
Training and Learning
THDC firmly believes investing in learning initiatives and
for this it has a well-articulated learning development
system. THDC’s endeavour is to unleash the potentials
of its employees through strategic HRD interventions by
aligning with the business. The Company has been able
to link the Development Plans of employees as per the
business requirement, which helps the organization to
keep updating the competencies of employees to meet
current and future requirements. A dedicated state of the art HRD centre at Rishikesh
caters to the training needs of the company. Various skill trainings, behaviour trainings
and paper presentations are conducted at THDCIL by in-house experts as well as

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Bhalla,
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Himalayan
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external trainers, to improve the potential, capability and skill set of our employees.
Talent replenishment and bridging competency gap become crucial aspect for human
resource development. Structured training programmes have been developed to
impart required skills to the people in identified critical areas. Our Company has in-
house expertise in a range of related engineering disciplines, viz. hydrology, electrical,
civil, geotechnical design and HR. This year a total of 4032 Training Mandays have been
achieved by organizing total 44 nos. dedicated training programs besides external
floated nomination to Premier Institutes e.g., ASCI, Hyderabad, IIMs, IITs, IICA, NTPC
School of Business, NOIDA, AIMA, NPTI, INCOLD M/S Tractebel Engg, France etc. Out
of total Mandays achieved, 42% Mandays have been covered through Technical
Training programs. Training Mandays per employee during the F.Y 2022-23 comes to
2.5 Mandays.
Training of Board Members
THDCIL firmly believes the importance of leadership and development of leadership
pipeline. To cater specific training needs of Board Members for building leadership
qualities, Corporate Governance etc. Independent Directors are also nominated for
external training programmes organised on Corporate Governance, Company Law and
new enactments in force.
Employee Engagement through Social Media and Social Interaction
Platforms
Corporate Communication is a key department in any organization. The corporate
communication department assumes a paramount role in fostering the
interdepartmental synergy within an organization. THDCIL acknowledges the power of
social media in reaching out to masses and stakeholders through this medium. To
enhance employee engagement, corporate branding, and interaction with
stakeholders, the Corporate Communication department of Our Company is
efficiently using social media platforms as turnkey platforms to engage, activate,
inspire, and aware the external as well as internal stakeholders of the company.
THDCIL has an active and verified Facebook page & twitter handle which are also
linked to Facebook page and twitter handle of Ministry of Power & PMO. These
platforms are used to disseminate information to our stakeholders and employees
also constantly share their views and feedback on these digital platforms, thus these
social media handles provide a two-way communication and gateway for knowledge
and information sharing.

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Bhalla,
MBA
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Himalayan
University
Pa g e | 32
Employee Welfare Activities
THDC also took structured initiatives to provide a desirable work-life balance to the
employees as well as improving the living and working conditions. The company
through various initiatives has always aimed at increasing the Happiness and
Wellness quotient of its employees. THDC organized several welfare activities during
the year ranging from organizing inter CPSU sports etc and won medals in sports
events organized under the aegis of ICPSU. THDCIL firmly affirms the importance of
physical, emotional and social wellness and therefore, the company has established
various platforms of social interaction, maintaining work life balance and to
strengthen the internal communication. THDC organizes Cultural Programmes
regularly for promoting healthy community living. Various festivals like Diwali, Holi,
Durga Puja, New Year, Raising Day etc. are celebrated collectively by organizing
cultural activities etc. THDC realizes the holistic importance of Yoga for better living
and therefore has deputed trained and qualified Yoga instructors for imparting
continuous yoga training to employees and their families. Celebration of Yoga Day,
arrangement of workshops on several health-related issues, Medical Check–up
camps at different units and blood donation, vaccination camps etc. were also an
additional feature throughout the year.
HUMAN RESOURCE MANAGEMENT
Heart of the organization lies in its workforce and the biggest resource that drives it –
human. Our Company believes that employees are the foundation and the
cornerstone of any organization. Human resource management employs a
comprehensive approach to managing an organization’s most valuable asset, its
workforce. HR plays a significant role in relationship management, communication,
employee development and engagement, and building a positive culture within the
organization. By having an effective and responsive HR team, leaders within a
companyhave true partners tocontinuouslysolve problems, implementsolutions and
move the company forward despite the everchanging workplace dynamics. In a
Complex and Resource scare business environment, it is the inner strength of the
organization, which lead on the path of Success and Growth. Our Company has a
human capital of 1563 as on 31.03.2023 comprising of 780 executives, 263
Supervisors and 520 Workmen. Our Company believes in constant growth of its
human resource and has contributed its best to bring company to its present heights.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
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2. HR POLICIES THDC

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 34
Advances at THDC
Conveyance Advance Rules
These rules shall be applicable to all regular employees of the Company except:
• Lien holders
• Deputationists
• Apprentices/ Trainees, whether engaged under Company’s own training
scheme or under the Apprentices Act, 1961
• Muster roll, daily rated, casual, and those on consolidated wages.
Eligibility
• The advance will be granted only to such employees as have completed at least
one year service in the regular establishment of the Company and who have
been subscribing for at least one year either to the THDCIL Provident Fund
Account or any other recognized Provident Fund Account.
• The category of employees entitled for the grant of advance for various types of
conveyance is as under: -
S. No. Type of Conveyance Category of employees entitled
1 Motor Car (including jeep) All Executives, Supervisors including
Workmen in the grade of W-8 & above.
2 Two Wheelers All employees of the Company
• An employee will be eligible for the advance only if an earlier conveyance
advance sanctioned to him, if any, has been recovered in full and minimum
period of 04 years, reckoned from the date of drawal of the last advance has
elapsed. Provided that the above restriction of 04 years shall not apply in case
of purchase of a motorcar where the earlier advance was drawn for the
purchase of a scooter/motorcycle.
• An employee who has transferred the ownership (other than by way of sale) of
his vehicle, owned and registered in his name within the last one year of the
date of making an application shall not be eligible for grant of the advance.
• Conveyance Advance will be sanctioned to only such employees who have not
less than 36 months of service left before superannuation or otherwise.
• An employee during his suspension period shall not be eligible for the advance.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 35
Amount of Advance
• Supervisor & Executives (Upto E-3 Grades): Equivalent to 12 months Basic
Pay for Electric Vehicles (maximum ceiling Rs.9.00 Lakh); or
10 Months Basic Pay for other Vehicles (Max ceiling Rs.6.00 Lakh): or Actual
cost of Vehicle, whichever is lower.
• Executives (E-4 to E-7): Equivalent to 12 months Basic Pay for Electric Vehicles
(maximum ceiling Rs.12.00 Lakh); or
10 Months Basic Pay for other Vehicles (Max ceiling Rs.9.00 Lakh): or the cost
of Vehicle whichever is lower.
• Executives (E-8 & above): Equivalent to 12 months Basic Pay for Electric
Vehicles (maximum ceiling Rs.15.00 Lakh); or
10 Months Basic Pay for other Vehicles (Max ceiling Rs. 12.00 Lakh): or
The cost of Vehicle whichever is lower.
• Workmen: For purpose of four-wheeler (including Electric Vehicles)
For Workmen in the grade of W-8 & above
Equivalent to 12 months Basic Pay for Electric Vehicle (Maximum ceiling
Rs.5.00 Lakh) or
10 Months Basic Pay for other Vehicles (Max ceiling Rs.5.00 Lakh) or
The cost of vehicle whichever is less.
Note: If a vehicle owned and registered in the name of an employee has been sold off
by him within the last one year of the date of making an application, the amount of
advance will be restricted to the difference between the cost of the vehicle to be
purchased and the sale proceeds of the vehicle (provided the sale proceeds are lesser
than the cost of the vehicle to be purchased) subject to the ceiling of the maximum,
permissible amount of advance admissible. If the sale proceeds have been utilized for
repayment of an earlier conveyance advance, only such portion of the sale proceeds
as is left over with the employee will be taken into account for calculating the aforesaid
difference. Further, loan amount will be restrictedin away so that total deductiondoes
not exceed 75% of gross salary. Gross salary means Basic + DA + other allowances
excluding HRA/Lease.
Procedure
• An employee, who satisfies the conditions of eligibility laid down herein, may
apply in the prescribed proforma through proper channel to his Head of
Department. If the Head of Department is prima facie satisfied that it is
necessary for the applicant to maintain and use his own conveyance in the

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 36
interest of Company’s work, he will recommend for the grant of advance and
refer the application to the concerned HR Department.
• On receipt of the application in the HR Department, the concerned dealing
officer will scrutinize the application with reference to the eligibility conditions
as provided herein and budget availability as well as the repaying capacity of
the concerned employee, and will thereafter put up the case alongwith his
observations for the consideration of the Sanctioning Authority as per
delegation of powers. If the Sanctioning Authority is satisfied, he will accord his
approvalto the grantof conveyance advance. Thereuponthe sanction orderwill
be issued by the concerned HR Department.
• Onreceiptofthe sanctionorderbythe employee concerned, he willbe required
to execute an Agreement, in the prescribed proforma, to hypothecate the
vehicle in favour of the Company on a non-judicial stamp paper of the requisite
value as also a Surety Bond, in the prescribed proforma, from a confirmed
employee of the Company,
• The applicant shall be required to get executed a Surety Bond from another
substitute surety in the event of the surety employee’s leaving the services of
the Company before the applicant has hypothecated the vehicle in favour of
the Company.
• The liability of the surety will continue so long as the vehicle is not
hypothecated to the Company or till the advance, in full (including interest
thereon), is repaid to the Company, whichever event happens earlier.
• Onreceiptof the AgreementandSurety Bondinthe concernedHR Department,
the same will be got vetted by the Legal Department. After the documents are
foundtobe in order, the same willbe returned to the concerned HR Department
and a communication advising the concerned Accounts Department to release
the amount to the concerned individual will be issued by the concerned HR
Department whereupon the amount will be released by the Accounts
Department.
Interest
• An advance granted under these rules shall carry simple interest from the date
of payment of the advance, the amount of interest being calculated on the
balance outstanding on the last date of each month.
• The rate of interest will be as below :

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 37
Type of Vehicle
Rate of Interest
(per annum)
Four-Wheelers(Motor Car/Jeep) 7.5%
Two-Wheelers 6.5%
Electric Vehicles(Both Four-wheelers & Two wheelers) 5.5%
• Notwithstanding anything contained above, failure of an employee to faithful
observance of any of the terms and conditions attached to the advance
sanctioned will make him liable to pay the interest at the bank lending interest
rate.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 38

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 39
House Building Advance Rules
These rules are framed entirely as a Welfare measure and do not confer any right or
benefit on the employees nor impose any obligation or liability, whatsoever, on the
Company and shall not be deemed to be any contract or condition of service between
the Company and any such employee. The House Building Advance will be admissible
for constructing a house including purchase of land for that purpose, purchase of
house, enlarging an existing accommodation, preferably in the areas falling within a
radius of 40 kms of the Company’s project and/ or its permanent offices; or anywhere
in India, where an employee of the Company intends to settle down after retirement.
Eligibility
• Subject to rule 4.4, all employees who, on the date of making application for
advance, have rendered not less than three years continuous service in the
regular establishment (i.e. excluding service as work charged, muster roll or
trainee) shall be eligible for grant of the advance.
• Employee of the Company who have left the services of Government/Public
Sector undertaking/Statutory Corporation/ Quasi-Government Bodies in order
to join services in the Company or who initially join THDCIL on deputation/lien
and subsequently get absorbed in the services of the Company, will be given
the benefit of their earlier “continuous permanent service” rendered in the
parent organization immediately prior to joining the Company for the purpose
of computation of continuous service.
• Where both the husband and wife are employees of the Company and are
otherwise eligible for the grant of advance, the advance shall be admissible to
only one of them, at their option.
• He is to leave the services of the Company within 36 months of the grant of
advance either on superannuation or otherwise.
• He has not satisfactorily completed the period of probation on initial
appointment/joining or has not put in at least one year’s continuous service in
the Company, whichever is later.
• He or any member of his family already holds or owns a house/flat in his own
name or jointly with any other member(s) of his family anywhere in the
town/Urban Agglomeration where the house/flat is proposed to be constructed
or acquired with the advance from the Company except where the advance is
required for the purpose of extension of the house as provided in sub-rule.

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 40
• He or any member(s) of his family, either singly or jointly, has acquired a house
on hire-purchase basis.
• He or any member of his family has/had taken advance (other than an advance
from the Provident Fund) or any assistance of like nature for the purpose of
construction or purchase of a house from any source whatsoever prior to
obtaining advance from THDCIL.
Multipurpose Advance

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 41
Post Retirement Benefits
Every Organization needs to provide a proper Superannuation Plan to its employees in
order to facilitate smooth transition from active work life. THDCIL take good care of the
employees, even when they Superannuate, Statutory payments like payment of
Gratuity Fund, Statutory Pension etc. is taken care of. Apart from Statutory payments,
there are provisions of Post Retirement Medical Facility and THDCIL Employees
Defined Contribution Pension Scheme for retired employees in the Corporation. In line
with Post Retirement Benefits Plan, Pension Schemes has been implemented in the
Company w.e.f. 01.01.2007 after approval of Ministry of Power.
Salient features of the above schemes are given below: -
1. Employee's Pension Scheme, 1995
Employee's Pension is subsidiary scheme of Employee Provident Fund. All Employees
are covered under EPS 1995. The contribution of 8.33% of wage (Basic+DA) shall be
remitted by the employer to the Employee's pension fund. The maximum wage ceiling
under the scheme is Rs. 15000. Employees joined after 01.09.2014 are not covered
under this scheme.
2. THDCIL Employees' Defined Contribution Pension Scheme
Employees on regular rolls of THDCIL on or before 01.01.2007 are covered under the
Scheme. The Ordinary monthly mandatory contribution payable by an employee is 1%
of his / her Basic + DA from the date of notification of the Scheme. The Employer
Contribution in respect of each employee is 30% of his Basic Pay and DA minus
Employer's contribution towards CPF, Gratuity and Post Retirement Medical Scheme.
They have the option to make the Voluntary contribution towards Pension Scheme, the
minimum service condition for payment of pension in THDCIL is 15 years. Service
rendered in any other CPSEs prior to joining THDCIL would also be counted for this
purpose, providedsimilarscheme exists there. Employee is eligible for pensionincase
of Superannuation, death while in service, separation on medical grounds, i.e; total
permanent disablement leading to cessation of service. Employees Superannuated
from the Corporation in between 01.01.2007 to 31.12.2007 have the option to
withdraw the entire accumulation.
3. Contribution Provident Fund (CPF)
Employees are covered under THDC Provident Fund Rules. The contribution payable
by employees under these rules is 12% of Basic Pay & DA. Equal contribution is

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 42
payable by the Company. Out of the contribution payable by the Company, 8.33% of
the Basic Pay & DA is remitted to Employee's Pension Fund.
4. Gratuity
For every completed year of service or part thereof in excess of six months, employer
shall pay Gratuity to an employee at the rate of fifteen days wages based on the rate of
wages last drawn by the employee concerned, subject to maximum of Rs. 20 Lakh.
5. GSLI - Group Saving Linked Insurance Scheme
Board of Directors has approved the Introduction of GSLI scheme with Double
Accident Benefits (DAB). The GSLI Policy has been implemented w.ef. 01.04.2007
through LIC.
After Retirement: Total Dependent Contribution + 8% Interest
After Death: Claim Settled By LIC

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 43
6. THDCIL EMPLOYEES DEATH BENEVOLENT FUND SCHEME
“THDCIL Employees’ Death Benevolent Fund Scheme” is introduced with a view to
provide financial assistance to the families of members of the Fund who die while in
the employment of the Corporation. The Scheme will cover all employees (Executives/
Supervisors/ Workmen) borne on the regular rolls of the Corporation but will exclude
the deputationists, lien holders, trainees/ apprentices.
• All Executives/Supervisor / Workmen borne on the regular rolls of the
Corporation, excluding deputationists, lien holders, trainees/ apprentices, will
be the Members of this Scheme unless he/ she explicitly opts otherwise in
writing.
• An amount of Rs. 1000/- (Rupees One Thousand only) shall be deducted from
the member-employees’ salary only in the event of death of the member-
employee.
THDCIL MEDICAL ATTENDANCE RULES
The THDCIL Medical Attendance Rules will apply to all regular employees and Trainees
(other than Act Apprentices) and their families and also Deputationists unless it is
specified otherwise in the terms and conditions of their deputation. Act apprentices
and temporary/Daily rated employee (not their families) will be entitled to treatment
for injuries sustained during or in the course of their duty/training as the case may be.
An Authorized Medical Attendant (AMA) is the Medical Officer appointed by the
Company who is the Company’s employee or one who is authorized under these rules
to attend to the employees of the Company. Until such time that an AMA is appointed
or where there is no provision for such an appointment in a place where company’s
unit/establishment may be located, the GM/Project In-charge will exercise the powers
of AMA specifically for referring the patient to the empanelled hospitals.
• Government Hospital: Includes Military Hospital, hospitals maintained by
local authorities, or hospitals with arrangements with Central/State
Governments. Hospitals run by Railway Administration and Public Sector
Undertakings are also covered.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 44
• Empanelled Hospital: Non-government hospitals notified by the Corporation
for employee treatment and for restricting reimbursement from other private
hospitals.
• Employee: Whole-time employee of THDCIL, including deputationists,
trainees, and casual employees (daily-rated only).
• Family: Employee's spouse, up to two surviving children below 25 years, and
parents (if dependent on the employee). Exceptions include special provisions
for multiple births and dependent physically handicapped or mentally retarded
children. Female employees may include either parents or parents-in-law as
dependents.
• Medical Attendance: Attendance in registered hospitals, at an employee’s
residence, or through diagnostic tests considered necessary by AMA, covered
under specific hospital categories (company’s, government, empanelled).
• Patient: THDCIL employee or family member requiring medical attention as
per the rules.
• Treatment: Includes all medical and surgical facilities essential for recovery or
preventing health deterioration.
TREATMENT AS INDOOR PATIENTS AT GOVERNMENT HOSPITALS
• If an employee’s workplace doesn’t have a Company Hospital or the treatment
they need isn’t available there, the Company’s doctor (AMA) can refer them to
a nearby Government or Empanelled Hospital. This also applies if the
employee lives more than 15 kilometres away from the Company Hospital. The
list of approved hospitals and diagnostic centres for different types of
treatment and tests will be updated regularly with approval from the Director of
Personnel.
• When an employee or their family needs to stay in an empanelled hospital, the
Company will pay the hospital directly. If the employee has to pay for the
treatment first, they can get reimbursed according to their entitlement.
However, costs for extra food, drinks, and non-essential items like toiletries,
phone bills, or medicines not approved by the hospital won’t be covered.
• Employees and their dependents can stay in rooms as per their allowed
entitlement, which is decided and updated from time to time. If they choose a

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 45
room that costs more than what is covered by the Company, they will have to
pay the extra costs themselves.
• Employee and his family members can also take treatment in non-empanelled
hospitals in which case reimbursement will be limited as under: -
Type of City Rate of reimbursement for room & other
treatment
Category X: (Cities with population of 50
Lakhs and above)
Restricted to the rates prevalent in Sir
Ganga Ram Hospital, New Delhi
Category Y: (Cities with population of more
than 5 Lakhs but less than 50 Lakhs)
Restricted to the rates prevalent in Holy
Family Hospital, New Delhi.
Category Z: (All other places) Restricted to the rates prevalent in
Himalayan Institute Hospital Trust, Jolly
Grant, Dehradun
In case of treatment taken in AIIMS/Govt. Hospitals/PSU
Hospitals/Railway/Defence Hospitals, the reimbursement shall be allowed as
per rates charged by concerned Hospital. In case of treatment taken in private
hospitals with which Central/State Govt. has arrangement for treatment of
Govt. servant, reimbursement of expenditure will be restricted to the rates as
mentioned.
For any treatment / procedure undertaken in any Hospital other than the
empanelled hospitals of the concerned city and in case rate for such
treatment/procedure is not available in the referral hospital for the city
approved for rate purpose, the reimbursement shall be limited to the rates of
Sir Ganga Ram hospital for such treatment/ procedure.
• If the Medical Superintendent of the hospital certifies that such
accommodation was not available and his admission to hospital could not be
delayed without danger to his health, accommodation of the next higher class
may be allotted but, if such higher accommodation is allotted only at the
request of the employee he will himself have to bear the additional charges for
the same.
• Charges for any special nursing will also have to be paid for by the employee
unless it is especially directed by the A.M.A. or the Medical Superintendent of
the hospital.
• Ambulance charges for admission to the Government Hospital, if
recommended by A.M.A. will be reimbursed. Company’s transport should
normally be utilized.

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 46
PERFORMANCE
APPRAISAL INTRO
3.

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Bhalla,
MBA
Swami
Rama
Himalayan
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INTRODUCTION
Performance appraisal is a key component of modern organizational practices that
serve to assess and enhance the performance of employees over a given period. It is
a structured and systematic process that enables managers to evaluate their
employees' performance against established criteria, provide feedback, and set
objectives for future improvement. This process is critical in aligning the goals of
employees with the overarching objectives of the organization, fostering both
individual and organizational growth.
One of the core functions of performance appraisal is to offer employees constructive
feedback. Feedback is essential for continuous development, allowing employees to
understand their strengths and identify areas for improvement. As Peter Drucker aptly
put it, “What gets measured, gets managed.” This highlights the importance of having
a formal and systematic approach to performance evaluation. By regularly assessing
employee performance through clear metrics and benchmarks, management can
provide actionable insights. This not only enhances productivity but also supports
employees in understanding how their work aligns with the organization’s broader
goals. Employees are more likely to stay motivated and engaged when they receive
feedback that recognizes their contributions and provides guidance for their future
performance.
Another critical aspect of performance appraisal is its role in motivation. Abraham
Maslow, in his hierarchy of needs, emphasized self-actualization—the fulfillment of
one’s potential—as a significant driver of human behavior. A well-executed appraisal
process taps into this need by demonstrating to employees how their individual
contributions fit into the larger picture of the organization. Employees are more likely
to experience a sense of purpose and fulfillment when they see the impact of their
work on the organization's success. Recognizing and rewarding high performers
through promotions, salary increases, or new opportunities for growth can reinforce
this motivation, leading to increased job satisfaction and retention.
Performance appraisal is not only about evaluating the past but also about planning
for the future. It helps in identifying the development needs of employees, which can
be addressed through targeted training programs and professional development
opportunities. By focusing on continuous learning and improvement, companies can
Edwin B Flippo, "Performance appraisal is a
systematic, periodic and so far as humanly
possible, an impartial rating of an employee's
excellence inmatters pertaining to his present
job and to his potentialities for a better job.”

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Bhalla,
MBA
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Himalayan
University
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ensure that their workforce remains adaptable and equipped to handle future
challenges. As Jack Welch, the former CEO of General Electric, once said, “An
organization’s ability to learn, and translate that learning into action rapidly, is the
ultimate competitive advantage.” Performance appraisal plays a key role in this by
helping employees grow and adapt, ultimately contributing to the organization's
competitive edge.
Furthermore, performance appraisals help organizations make informed decisions
related to compensation, promotions, demotions, and even terminations. The use of
clear, objective criteria ensures that these decisions are based on merit and
performance rather than subjective opinions or biases. W. Edwards Deming, a pioneer
in the field of quality management, once stated, “Without data, you’re just another
personwith anopinion.”This insighthighlights the importance of data-driven decision-
making in the appraisal process. By relying on measurable outcomes, organizations
can create a fair and transparent system for evaluating employee performance, which
in turn fosters trust and accountability within the workplace.
Performance appraisal also serves a broader organizational function by helping
managers and leaders identify potential leaders and high performers within their
teams. This talent identification process is crucial for succession planning, ensuring
that the organization has a pipeline of capable leaders ready to take on greater
responsibilities as needed. As Jim Collins, the author of Good to Great, remarked,
“Great vision without great people is irrelevant.” Performance appraisals help
organizations nurture and retain their talent, allowing them to build a workforce
capable of achieving their long-term vision.
The process also fosters better communication between employees and
management. Regular performance reviews create a platform for open dialogue,
allowing employees to express their goals, concerns, and aspirations. This dialogue
enhances the employee-manager relationship and helps in creating a more supportive
work environment. Effective communication during appraisals ensures that
employees feel heard and valued, which can lead to greater job satisfaction and
loyalty to the organization.
OBJECTIVES OF PERFORMANCE APPRAISAL
Objectives of performance appraisal encompass several key areas that contribute to
the overall development of both employees and the organization. These objectives are
designed to create a structured framework for evaluating and improving employee
performance, while also aligning individual goals with organizational needs. Broadly
speaking, the objectives include:

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 49
1. Performance Evaluation and Measurement
The primary objective of performance appraisal is to evaluate and measure employee
performance against predefined standards or criteria. This provides a systematic way
to assess how well employees are performing their job roles, identify their strengths
and weaknesses, and gauge their contribution to the organization. Accurate
measurement helps in setting clear expectations and defining the criteria for success.
2. Feedback and Communication
Performance appraisal aims to provide constructive feedback to employees about
their work. By offering specific, actionable insights into areas of strength and
improvement, the appraisal process enhances communication between employees
and managers. This feedback loop is essential for maintaining ongoing dialogue,
resolving performance-related issues, and fostering personal and professional
development.
3. Goal Setting and Alignment
One of the key objectives is to align employee goals with the organization’s strategic
objectives. Performance appraisal facilitates the setting of clear, achievable goals for
employees, which are linked to the organization’s broader mission. By establishing
measurable targets, employees understand their role in contributing to the overall
success of the organization, creating a sense of purpose and direction.
4. Recognition and Reward
Another important objective is to recognize and reward outstanding performance.
Performance appraisal provides a formal mechanism for identifying high-performing
employees who deserve promotions, salary increases, bonuses, or other forms of
recognition. By linking rewards to performance, organizations can boost morale,
increase motivation, and retain top talent.
5. Development and Training
Performance appraisal helps identify areas where employees may require additional
training or development. By pinpointing skill gaps or areas for improvement, the
organization can invest in targeted training programs to enhance employee
capabilities. This objective ensures that employees have the tools and resources
needed to improve their performance and grow within their roles.

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6. Career Planning and Succession
Performance appraisal supports long-term career planning for employees by
identifying their potential for future roles. It helps in determining employees' career
aspirations, strengths, and areas where they can progress. Additionally, it plays a role
in succession planning, ensuring that the organization develops a pipeline of talent
ready to step into leadership or critical positions when needed.
7. Performance Improvement
One key objective is to help employees improve their performance by identifying
obstacles that may be hindering their productivity or effectiveness. Through a
structured review process, performance appraisals provide insights into behaviors,
skills, or habits that need adjustment, setting the stage for a performance
improvement plan and continuous growth.
8. Decision-Making Support
Performance appraisal serves as a critical tool for informed decision-making within an
organization. The data gathered during appraisals assist management in making
decisions about promotions, terminations, transfers, and compensation
adjustments. These decisions are based on concrete evidence of employee
performance rather than subjective opinions, ensuring fairness and transparency.
9. Accountability and Motivation
The appraisal process holds employees accountable for their performance, ensuring
that they meet expectations and contribute meaningfully to the organization. By
setting clear goals and providing regular feedback, performance appraisals also serve
as a motivational tool. Employees who know their performance will be evaluated are
more likely to stay focused, engaged, and committed to achieving their objectives.
IMPORTANCE OF PERFORMANCE APPRAISAL
The importance of performance appraisal in organizational management cannot be
overstated. It is a fundamental process that benefits both employees and
organizations by providing a structured mechanism for evaluating and enhancing
performance. Performance appraisals are critical for maintaining high standards,
fostering growth, and ensuring that individual contributions align with broader
organizational objectives. Here are the key reasons why performance appraisals are
important:

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Bhalla,
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1. Performance Measurement and Improvement
Performance appraisal allows organizations to measure and evaluate employee
performance in a structured manner. By setting clear expectations and comparing
actual performance against these benchmarks, management can identify areas
where employees excel and where improvements are needed. Regular appraisals
promote continuous performance improvement by providing employees with a
roadmap for enhancing their skills, productivity, and effectiveness.
2. Employee Development and Growth
One of the most important functions of performance appraisal is to identify
employees’ strengths and development needs. This process helps employees
understand their capabilities and offers opportunities for growth through targeted
training and development programs. It encourages employees to develop their skills,
address weaknesses, and pursue professional growth, which ultimately contributes to
their career progression and job satisfaction.
3. Motivation and Job Satisfaction
Performance appraisals play a significant role in motivating employees. By providing
recognition for accomplishments, appraisals validate employees’ efforts and boost
their morale. Positive reinforcement through rewards, promotions, or bonuses can
lead to higher job satisfaction and motivate employees to maintain or improve their
performance. On the other hand, constructive feedback on areas that need
improvement helps employees focus on specific aspects of their work, driving them
toward personal and professional excellence.
4. Alignment of Individual and Organizational Goals
Performance appraisals help align individual performance with the organization’s
strategic objectives. By setting specific, measurable goals for employees that are
linked to the organization’s overall vision, performance appraisals ensure that
employees understand their role in contributing to the success of the company. This
alignment fosters a sense of purpose, as employees see how their efforts are integral
to the organization’s achievements.
5. Fairness and Transparency
An effective performance appraisal system fosters fairness and transparency in the
workplace. When performance is evaluated based on clear, objective criteria,
employees are more likely to perceive the process as fair. These builds trust between

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Bhalla,
MBA
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Himalayan
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employees and management, reducing the potential for conflicts or
misunderstandings. Transparent evaluations also provide employees with a clearer
understanding of what is expected of them and what they need to do to succeed.
6. Decision-Making Support
Performance appraisals provide valuable data that support decision-making in areas
such as promotions, salary adjustments, and transfers. By basing these decisions on
documented performance evaluations, organizations ensure that rewards and
promotions are given to deserving employees, which in turn enhances morale and
retention. Similarly, performance appraisals help identify underperformers, allowing
managers to take appropriate actions, whether through additional training or
corrective measures.
7. Employee Retention and Talent Management
When employees feel that their work is recognized and that they have opportunities
for advancement, they are more likely to remain with the organization. Performance
appraisals help identify top talent, recognize their contributions, and provide them
with opportunities for career progression. This not only helps in retaining valuable
employees but also assists in managing talent effectively by ensuring that high-
potential individuals are nurtured for leadership roles.
8. Enhanced Communication
Performance appraisals facilitate open communication between employees and
management. They create a formal opportunity for dialogue, allowing employees to
voice concerns, discuss career aspirations, and seek clarification on expectations.
This two-way communication strengthens relationships, fosters a culture of
openness, and encourages employees to be more engaged in their work.
9. Accountability and Responsibility
Through performance appraisals, employees are held accountable for their
performance. Regular evaluations ensure that employees are meeting their targets
and fulfilling their responsibilities. Knowing that their performance will be periodically
reviewed encourages employees to remain committed, responsible, and focused on
achieving their goals.

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10.Organizational Success and Competitiveness
Ultimately, performance appraisals contribute to organizational success by ensuring
that employees are performing at their best and contributing to the company’s goals.
By fostering a culture of continuous improvement, recognizing talent, and ensuring
alignment with strategic objectives, organizations can maintain a competitive edge in
their industry. Performance appraisals drive productivity and innovation, which are
critical to long-term success.
11.Encouraging Accountability and Self-Reflection
Performance appraisals not only hold employees accountable for their performance
but also encourage self-reflection. By regularly reviewing their own progress,
employees become more self-aware of their strengths and areas needing
improvement. This introspection promotes personal responsibility and allows
employees to take ownership of their professional development. When employees
actively engage in their own growth process, they are more likely to be proactive in
addressing challenges, setting personal goals, and striving for excellence. This fosters
a culture of self-improvement and accountability across the organization, enhancing
overall performance and job satisfaction.

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TYPES OF PERFORMANCE APPRAISAL
1. Negotiated appraisal
Negotiated appraisals involve the use of a mediator during employee evaluation.
Before offering any criticisms, the reviewer highlights what the employee is doing well.
This type of evaluation is beneficial in situations where there is tension or
disagreement between the employee and the manager.
2. Management by objective
Management by objective (MBO) is an appraisal method that involves both the
manager and employee working together to identify goals for the employee. Following
the establishment of a goal, both parties discuss the employee's progress towards
achieving the said goals. When the review period is over, the manager assesses
whether the employee met their goals and, in some cases, provides incentives for
doing so.
Negotiated Appraisal
Management by objective
Assessment centre
Self-appraisal
Peer reviews
Customer or client reviews
Behaviourally anchored rating scale
Human resource accounting
PERFORMANCE
APPRAISAL
TYPES

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3. Assessment centre
The assessment centre method allows employees to understand how others perceive
them. This helps them understand the impact of their performance. Pre-assessment,
assessment and post-assessment are the three stages involved in the assessment
centre method. During the evaluation, the manager puts the person in role-play
scenarios and exercises to see how successful they are in their current role.
4. Self-appraisal
A self-appraisal is when an employee reflects on their own performance. They can
identify their strengths and weaknesses using this method. They can also highlight
their achievements with the company, such as completing a large number of sales in
a particular month. This type of appraisal usually entails filling out a form, and the
manager may choose to follow up with a one-on-one meeting based on the written
self-assessment.
5. Peer reviews
Peer reviews use coworkers as the evaluator for a particular employee. This type of
performance evaluation can help determine whether a person works well in a team
and contributes to their fair share of the workload. The employee who reviews the
individual is usually someone who works closely with them and is familiar with their
abilities and attitude.
6. Customer or client reviews
Customer or client reviews occur when those who use a company's product or service
provide an evaluation. This gives the company insight into how others perceive the
employee and their company. This type of evaluation can aid in improving employee
performance and customer interactions.
7. Behaviourally anchored rating scale
Behaviourally anchored rating scale (BARS) appraisals measure an employee's
performance by comparing it to specific behavioural examples. Businesses assign a
score to each example to aid in collecting qualitative and quantitative data. This data
helps managers evaluate an employee's performance against predetermined
standards for their position.

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8. Human resource accounting
The human resource accounting method or cost accounting method looks at the
monetary value an employee brings to a company. It also considers how much it costs
the company to keep the employee on the payroll. Service value and interpersonal
relationships are two factors that this type of appraisal considers and lays emphasis
on.
RESEARCH IN INDIA REGARDING PERFORMANCE APPRAISAL
Research studies on performance appraisal in India have explored various
dimensions, including employee satisfaction, performance measurement
effectiveness, its influence on productivity, and the overall impact on organizational
growth. These studies are conducted in both public and private sectors and often
focus on specific industries such as banking, education, manufacturing, and public
sector enterprises (PSUs). Below are some notable research studies, their outcomes,
statistical data, and broad conclusions:
1. Study on the Effectiveness of Performance Appraisal Systems in Indian PSUs
(2022)
Researcher: M. Kumar and S. Singh
Purpose: To evaluate the effectiveness of performance appraisal systems in Indian
PSUs and their impact on employee performance and satisfaction.
Statistical Data:
• Sample Size: 300 employees from five major PSUs.
• Method: Mixed methods, including surveys and in-depth interviews.
• Respondents: Included senior and middle management, as well as junior
staff.
Outcomes and Findings:
• Effectiveness: The study found that while performance appraisal systems
were in place, their effectiveness varied significantly across different PSUs.
• Employee Satisfaction: Approximately 55% of employees reported
dissatisfaction with the appraisal process due to perceived bias and lack of
transparency.
• Performance Impact: There was a positive impact on performance where
feedback was frequent and actionable.

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Conclusion: The research concluded that PSUs need to reform their performance
appraisal systems to enhance transparency and fairness. Improvements in feedback
mechanisms could lead to better employee satisfaction and performance.
Need for Research: The study was needed to identify gaps in appraisal practices and
suggest improvements for better employee engagement and performance outcomes
in PSUs.
2. Impact of Performance Appraisal on Employee Motivation in Indian PSUs
(2023)
Researcher: R. Agarwal and P. Sharma
Purpose: To investigate how performance appraisal affects employee motivation in
Indian PSUs.
Statistical Data:
• Sample Size: 250 employees from various PSUs.
• Method: Quantitative surveys and performance data analysis.
• Respondents: A mix of employees at different levels.
Outcomes and Findings:
• Motivation Levels: The study found that performance appraisals had a mixed
impact on motivation. While 60% of employees felt motivated by constructive
feedback, 40% felt demotivated due to infrequent evaluations and lack of
reward alignment.
• Feedback Quality: High-quality, actionable feedback was associated with
higher motivation and job satisfaction.
Conclusion: Effective performance appraisals can enhance employee motivation if
they are conducted regularly and linked to meaningful rewards. The study suggested
that PSUs need to improve their feedback processes and ensure alignment between
performance outcomes and rewards.
Need for Research: Addressing motivation issues and improving feedback
mechanisms were crucial for enhancing employee engagement and performance in
PSUs.

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4. PERFORMANCE
APPRAISAL THDC

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INTRODUCTION
Performance management can be defined as a continuous process of assessing and
measuring the performance of an individual and aligning it with the organizational
goals.
An effective system should encourage collaboration, teamwork, and communication.
It's crucial for businesses to have systems in place to identify, recognize, reward, and
retain their top performers to achieve sustainable growth.
INTRODUCTION of PMS in THDCIL
The system of Annual confidential Report was a closed system and it appraised and
did not manage performance. The system has several gaps that limit its utility as an
effective appraisal tool. The previous Performance Appraisal System was based on
evaluation of personality traits and subjective achievements at the end of appraisal
period without the process of feedback.
DPE while approving the pay scale of executives effective from 01.01.2007 has
introduced the concept of Performance Related Pay based on physical and financial
performance. All PSUs have been directed to develop robust and transparent
Performance Management System. THDC India Ltd. Clearly understands the
importance of Performance Management and with this aim corporation introduced
the PMS. Accordingly, certain changes were brought from 2009-10 and it was decided
that KRAs are to be quantified in measurable terms.
Objectives of PMS in THDCIL
• To build a culture of performance by aligning individual and organizational
objectives and encouraging open communication and continuous feedback.
• To promote professional excellence.
• To evaluate the potential of the executive to assume higher responsibilities in
the organization.
• To translate future skill requirements of the organization into individual
development plans.
• To facilitate fair and equitable compensation based on performance.
• To help the superiors to have a proper understanding about their subordinates.
• To achieve culture change in the shape of the creation of a high-performance
culture.
• To contribute to the employee growth and development through training, self
and management development programmes.

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PMS PROCESS
The PMS process is broadly divided into the following stages:-
1. Performance Planning (KRAs Formation)
2. Mid Year Review
3. Annual Assessment
4. Communication of scores and Appeal Process
5. Normalization
PERFORMANCE PLANNING
This process involves setting of Targets/Key ResultAreas for the year. This steprequires
participation of the Appraisee and Reporting Officer. It is imperative upon the
Reporting officer to convene a meeting of the executives working under them and
discuss the expectations i.e. the work to be done and the specific targets to be
achieved during the financial year taking into account the MOU targets as well as
departmental targets.
GUIDELINES FOR KRA FORMATION
1. While drawing the KRAs it should be ensured that the targets are specific,
measurable in terms of time or level of service quality. The targets are set at equally
challenging levels across departments. Reference may be made to MOU targets,
Departmental targets/KRA directory available in our website for this purpose. The
Executives whose KRAs are not directly linked with the MOU Targets, they have to
frame up Department Targets.

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2. Weightage should be primarily assigned to each KRA depending upon the priority
and importance of such KRA. The Reporting Officer should prioritize the task based
upon SMART, Complexity of task, special skills, and innovation should be
paramount importance.
SMART concept to be followed while framing the KRAs.
Unacceptable Acceptable
Specific 'try to improve efficiencies' 'increase efficiencies by 10%.
Measurable 'Improve customer satisfaction' improve customer satisfaction so
that service complaints do not
exceed one per week on average'
Agreed Reporting officers should not
dictate what the performance
standard should be. Executive
should be left to set their own
targets.
Executives and reporting officers
should collaborate and contribute
to the planning of the performance
standards
Realistic Performance standard those are
unreasonable and unreachable.
Performance standard those are
set too low, diminishing the
employee’s motivation and
removing the challenge of a job.
Performance standards should be
consistent with the organizations
corporate strategies. Performance
standards should also be within
the employee’s skills and
capabilities.
Time
framed
A number of performance
standards without any time
frame or to be achieved all at
once.
A time span for each task. The
time frame must be realistic. A
number of asks should be
staggered through the period.
SI NO NATURE OF TASKS
CATEGORY
OF TASKS
MARKS
1 Whether Task is routine nature and to be timely achieved A 1-2
2 Whether the Task requires application of skill and is also
to be timely achieved.
B >2-4
3 Whether the task is complex, special skill required and is
to be timely achieved.
C >4-6
4 Whether the task is complex, sophisticated skill required,
dependent on external agency and is to be timely
achieved.
D >6-8
5 Whether the task is complex, requires sophisticated skill
and innovation, dependent on external agency and also to
be timely achieved.
E >8-10
3. In certain roles viz. Shift operation, supervision of construction sites, Personal
Secretary, Liaison jobs, etc., there may not be much scope for differentiation. In
such cases the weightage of task may be based on relative importance as per the
assessment of Reporting Officer and volume of work with quality delivery.

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4. Reporting Officer should ensure that proper data is maintained by the Appraisee
which may be requested for measurement during the midterm review as well as
final assessment. Effort should be made that the number of KRAs is restricted to
12.
BALANCED SCORE CARD BASED KRAs FOR (E6 to E7)
It is a tool for translating and deploying organizational strategy in performance. It
provides a balanced view of an organization's performance strategy across the four
perspectives - Financial, Customer, Process Improvement and Employee Learning
and growth.
Financial perspective:
• Takes into account the traditional way
of valuing the business.
• Includes measures such as operating
income, return on capital employed,
economic value added, etc.
Customer Perspective:
➢ Emphasizes on the increasing
realization of the importance of
customer focus and customer
satisfaction in business.
➢ If customers are not satisfied, they
will eventually find other suppliers
that will meet their needs and in turn
impact business.
Process improvement:
• This perspective allows the managers
to know how well their business is
running, and whether its products
and services confirm to customer
requirement.
Learning and growth:
• This perspective includes employee
training and organization's cultural
attitudes related to both individual
and organization's self development.
Balanced Scorecard was popularized by Robert Kaplan and David Norton in 1992
1. Targets based on Financial Perspective:
The targets on financial perspective have two dimensions i.e. increase in revenue and
reduction in cost. While all departments do not directly deal with increase in revenue,
reduction in operating cost in terms of their departmental operating expenses is
applicable to all departments. The KRAs which are quantifiable having financial
implication such as saving in Cost or percentage utilization of budget or generation or
project realization amount or any such financial aspects leading to savings/ revenue
generation will fall under financial perspective. No other KRAs should be narrated
under this perspective.

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2. The customer perspective has two dimensions i.e. internal customers and external
customers. All departments provide service to other departments thus
departments receiving their service are their customers. OMS Departments has
been assigned the work to carry out a survey on various service parameters with
their customer department twice a year i.e. half yearly and annually before
evaluation. Thereafter based on the formula devised by IE department final rating
is conveyed to the concerned department.
3. Targets based on Process Improvement Perspective:
This pertains to the targets to be worked out by the appraisee in consultation with the
reporting officer for bringing about certain improvements in the work being carried
outby them.
4. Targets based on Employee learning and growth perspective:
This perspective has two parts:
• Pertaining to meeting the training requirement as per the company training policy
and initiatives for creating a learning culture in the department and
• Completion of annual appraisal of self and subordinates within the stipulated
time. The training imparted to the Sub-ordinates irrespective of being arranged by
the department itself or through HRD deptt. is to be narrated under the Employee
Capability Perspective. This particular KRA is not applicable to those executives
who are having no subordinates.
MID YEAR REVIEW (for E-2 to E-7 grades):
Mid Year Review is an important process in which the appraisee can re-visit the KRAs
and goals in the light of reasons which may be beyond the control of the appraisee.
The review also helps the Reporting Officer to review the progress of the agreed targets
and provide early warnings of non-performance to the Appraisee for improvement.
During the mid-term review, the targets are to be revisited and may be modified/
added/deleted depending upon the prevailing circumstances for the balance period.
All the Reporting Officer should counsel each subordinate and give proper feedback
on their performance so that they can improve during the next part of the year.

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ANNUAL ASSESSMENT/FINAL EVALUATION:
This is the annual performance where actual stock of performance achieved is to be
taken vis-a-vis target and marks are to be assigned against each target to arrive at
overall achievements against performance targets. The objective of the annual
assessmentis todiscuss andarrive atreal performance withrespectto agreedtargets.
COMPETENCIES AND CORE VALUES
Competencies are the combination of knowledge, skills, abilities, and behaviors that
contribute to individual and organizational performance. Knowledge is information
developed or learned through experience, study or investigation. Skill is the result of
repeatedly applying knowledge or ability. Ability is an innate potential to perform
mental and physical actions or tasks. Behaviour is the observable reaction of an
individual to a certain situation. The evaluation of these competencies helps in
appreciating the preparedness /suitability of the executive for higher responsibilities
along the hierarchy. Core values are such values which are essence of the organization
and it guides the ethical and moral conduct of the executive.
Rating of Competencies (E2 to E7)
Sr.No. Competencies Applicability Definition
E2-E5 E6 &E7
1 Communication Yes Yes The ability to communicate
ideas/intimation effectively to the
Management/Counterparts by way of
verbal/written presentation.
2 Analytical
ability
Yes Yes The ability to co-relate the problem with
facts and other related infomiation and
formulating feasible alternatives for
decision making.
3 Learning Yes Yes The ability to update the knowledge by
way of reading joumals/discussion with
others /acquiring higher education in
respect of the current development in his
field of work.
4 Relationship
Management
Yes Yes The ability to develop a collaborated
relationship with intemaVextemal
customers of the organization in order to
meet departmental objectives.
5 Cost
Consciousness
Yes Yes The ability to plan the work and
implement with optimum cost within the
budget.

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6 Quality
Consciousness
Yes Yes The ability to execute a work in a time
bound manner within the cost and
without compromising with the quality.
7 -slung
Ownership
Yes Yes The ability to take a responsibility to
accomplish a task
assigned with Minimum involvement of
higher officials.
8 Team Work Yes No The ability to work with many individuals
to accomplish a task assigned with
Minimum involvement of higher officials.
9 Problem
Solving
Yes No The ability to solve problems involving
varied levels of complexity, ambiguity and
risks with confidence.
10 Pro activeness Yes No The ability to take advance step in order
to accomplish the task.
11 Leadership No Yes The ability to supervise and motivate
others to foster their development by
facilitating an environment for enhanced
performance and professional growth.
12 Team Building No Yes The ability to supervise and motivate
others to foster their development by
facilitating an environment for enhanced
performance and professional growth.
13 Innovation/
Creativity
No Yes The ability to create new ideas, giving
them a concrete shape through action
plan with confidence.
14 Timely decision
making
No Yes The ability to anticipate problems,
formulating feasible alternatives and
make prompt decision, willingness to
take calculated risks and responsibilities
for decisions.
15 Empowering &
motivational
ability
No Yes The ability to develop subordinates by
guidance, training, delegation,
encouraging and supporting them to work
with confidence independently.
16 Planning and
organizing
No Yes The ability to establish both long term and
short term objectives, course for
achievement and ensure resource
optimization.
17 Achievement
Orientation
No Yes The ability to maintain an absolute focus
on business goals while setting high
standards for himself.
18 With standing
influence
No Yes The ability to withstand the
internal/external influences and
pressures.

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Ratings of Values for E6 and E-7
Sr.
No.
Values Definition
1 Fairness Decisions are made objectively, free from patronage and
reflect the just treatment of employees and applicants
2 Transparency There is open communication about every aspect of
Managerial decisions which concern people.
3 Trust Trustworthiness leading to confidence, allow staff the
freedom to grow and develop, relate to others on the basis of
mutual aspect courage to stand by your mistake.
4 Candour Frank and forthright, give and receive constructive criticism
/suggestions, openly discuss performance deficiencies and
take corrective action, appreciate good performance, be
consistent in works and deeds, face up to your mistake
5 Collaboration Working in tandem, be open in sharing information and in
seeking suggestions/opinion, be sensitive to concems of
others honour your commitment, encourage teamwork
across departments /function
6 Involvement Total commitment, be committed, be dedicated and
committed to work, build commitment by encouraging wide
participation in decision making process to the period
maximum extent.
7 Flexibility Ability to participate and adapt to changing circumstances
using sound judgment, be open to accepting new ideas, be
willing to learn from anyone and to do things differently, be
prepared to operate and adapt to different environments.
8 Willingness to
accept challenge
Be willing to experiment, allow for freedom to fail, but learn
from it too.
9 Discipline Adherence to accepted norms, honours the promises and
adhere to agreed system, respect for over time, exercise self
control
10 Ethical behaviour Demonstrate honesty and sincerity in very action, apply
sound business and professional ethics, show consistency
with principles, values and behaviour.
"Your beliefs become your thoughts. Your thoughts
become your words. Your words become your actions.
Your actions become your habits. Your habits become
your values. Your values become your destiny."
- Mahatma Gandhi

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COMMUNICATION OF SCORES AND APPEAL PROCEDURE
In the interest of improving fairness and transparency in performance appraisal
process the executives will be provided copies of Performance Management Report
(PMR) to the Appraisee and also to afford an opportunity to make appeal against the
assessment made by the Accepting Authority through the hierarchical channel.
The Appellate Authority for different categories of executives is designated as under:
Accepting Authority Appellate Authority
Concerned GM Concerned Functional Director
Concerned Functional Director CMD
CMD The Remuneration Sub-Committee of
the Board
Following guidelines shall be applicable for submitting of appeal by an Appraisee in
respect of his/her PMR.
• After the performance appraisal process is concluded, a copy of the PMR
indicating the final numerical score shall be provided to Appraisee. In case
Appraisee feels aggrieved, appeal can be made.
• Appeal will generally be restricted to the agreed Key Result Areas (KRAs) and
marks finally allotted thereon in Part-1(d) for E2 to E7 grades and point 6 of
section III of the PMR for E8 & E9 subject to the condition that there is a
difference between the score awarded by Reporting Officer and Accepting
Authority against individual KRAs is equal to or more than 15%.
• For the executives in E2 to E7 Appeal against scores under Part-II Additional
Task shall only be entertained if such achievements are in conformity with
guidelines circulated.
• As far as scoring related to Competencies and Values is concerned, such
matters of opinion will not be subject matter of appeal in ordinary course.
Review will be considered only in exceptional cases, where bonafide grounds
are evidenced.
• Appeal shall be made in the prescribed format, should be very brief and
specific. Enclosures/Annexures should be avoided. Appeal shall be confined to
appellant's own appraisal and reference/comparison to others is not
permissible. Any use of derogatory words and baseless allegations, shall not

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only render the appeal as dismissed but would attract appropriate actions
against such appellant.
Time schedule for settlement of appeal: -
Sl.No. Activities Time line
1 Appeal by the appraisee to Corporate
Personnel on receipt of score.
Within 10 days
2 Corporate personnel to forward the appeal to
the reviewing officer for comments.
Within 07 days
3 Submission of comments by reviewing
officer to accepting officer.
Within 07 days
4 Submission of comments by accepting
authority to Corporate Personnel.
Within 07 days
5 Submission of comments of accepting
authority by Corporate Personnel to
Appellate Authority.
Immediately on receipt of
comments by Accepting
Authority.
6 Appellate Authority to Communicate his
decision to Corporate Personnel.
Within 15 days from the
date of submission of
appeal to Appellate
Authority.
7 Communication of decision of appellate
authority to appellant by the Corporate
Personnel.
Within 07 days from the
date of communication of
decision of appellate
authority.

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PERFORMANCE MANAGEMENT SYSTEM PROCESS FLOW
PERFORMANCE APPRAISAL FOR THE EXECUTIVES IN E-8 AND E-9
GRADE.
Description of Personal Attributes and Functional Competencies for E-8 & E-9
S. No. Values Definition
1 Fairness Decisions are made objectively, free from
patronage and reflect the just treatment of
employees and applicants
2 Transparency There is open communication about every
aspect of Managerial decisions which concern
people.
3 Trust Trustworthiness leading to confidence, allow
staff the freedom to grow and develop, relate to
others on the basis of mutual aspect courage to
stand by your mistake.

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4 Candour Frank and forthright, give and receive
constructive criticism /suggestions, openly
discuss performance deficiencies and take
corrective action, appreciate good
performance, be consistent in works and
deeds, face up to your mistake
5 Collaboration Working in tandem, be open in sharing
information and in seeking suggestions/opinion,
be sensitive to concems of others honour your
commitment, encourage teamwork across
departments /function
6 Involvement Totalcommitment, becommitted, be dedicated
and committed to work, build commitment by
encouraging wide participation in decision
making process to the period maximum extent.
7 Flexibility Ability to participate and adapt to changing
circumstances using sound judgment, be open
to accepting new ideas, be willing to learn from
anyone and to do things differently, be prepared
to operate and adapt to different environments.
8 Willingness to accept
challenge
Be willing to experiment, allow for freedom to
fail, but learn from it too.
9 Discipline Adherence to accepted norms, honours the
promises and adhere to agreed system, respect
for over time, exercise self control
10 Ethical behaviour Demonstrate honesty and sincerity in very
action, apply sound business and professional
ethics, show consistency with principles,
values and behaviour.

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5. RESEACH METHOD

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OBJECTIVE OF THE STUDY
The main objective to conduct this research is to understand the Employee
Satisfaction with respect to Performance Appraisal at THDC.
NEED OF STUDY
At THDCIL, performance appraisal systems are implemented to assess employee
performance, align individual goals with organizational objectives, and promote a
culture of meritocracy. However, the satisfaction levels of employees with the
appraisal process can determine the success of these objectives. A well-perceived
appraisal system enhances trust, motivation, and loyalty, while a poorly perceived one
can lead to dissatisfaction, reduced morale, and increased turnover. Therefore, a
study is needed to evaluate whether the existing performance appraisal system at
THDCIL is meeting the expectations of employees, and to identify areas for
improvement to ensure that it supports both individual development and
organizational growth.
This research will help THDCIL management gain insights into the effectiveness of
their appraisal systems and their correlation with employee satisfaction. In the long
run, the findings can lead to more informed decision-making regarding HR policies,
contributing to a more motivated and satisfied workforce.
RESEARCH OBJECTIVES
• To assess employee satisfaction levels with the current performance appraisal
system at THDCIL.
• To identify the strengths and weaknesses of the performance appraisal process
as perceived by employees.
• To examine the impact of the appraisal system on employee motivation,
morale, and job satisfaction.
• To explore whether the appraisal system aligns with employees' career
development and organizational goals.
• To provide recommendations for improving the performance appraisal process
to enhance employee satisfaction and organizational performance at THDCIL.

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SCOPE OF STUDY
This study focuses on understanding the satisfaction levels of employees at THDC
India Ltd. (THDCIL) with respect to the current performance appraisal system. It will
cover various aspects of the appraisal process, including how it affects employee
motivation, morale, job satisfaction, and career development. The study will gather
feedback from employees across different departments and levels within the
organization to capture a broad perspective on the appraisal system.
The scope of the research will include:
• Examining the existing performance appraisal methods used at THDCIL.
• Analyzing employee perceptions and satisfaction with the fairness,
transparency, and effectiveness of the appraisal process.
• Identifying the key factors that influence employee satisfaction or
dissatisfaction with the appraisal system.
• Studying the link between performance appraisal outcomes and employee
engagement, productivity, and retention.
• Suggesting possible improvements to the appraisal process that can better
align with employee expectations and organizational objectives.
This study will be limited to employees of THDCIL and will primarily focus on gathering
insights from current appraisal practices within the organization. The findings may be
used to inform policy changes and enhance HR strategies at THDCIL.
RESEARCH METHODOLOGY
• A structured questionnaire was used as the sole tool for data collection.
• The questionnaire was designed to assess employee satisfaction with the
performance appraisal system at THDCIL.
• It included questions covering aspects like fairness, transparency,
effectiveness, and overall satisfaction with the appraisal process.
• A random sampling method was employed to select participants for the survey.

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University
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• Data collected through the questionnaire was quantitatively analyzed to
identify trends and insights regarding employee satisfaction with performance
appraisals.
Generally speaking, persons in modern world are most reserve persons on the planet
and they are not flattered by attention and this sometimes overcomes any inhibitions
so that matters quite secret are paraded before the observer with seeming abandon.
At other times, particularly where an issue has been the subject of recent press
attention, the shutters go up and there is no way in. All you can do in such
circumstances is to give up and try something else likely to be more productive - you
haven't the time to spend on lengthy negotiation. Crucial to the business of initially
gaining access is the whole matter of assurances of confidentiality, anonymity, etc,
which I consider below. Your stance, once granted access, depends on how much of
an active participant you want to be in the arena you are observing - the more obviously
committed you are to one particular stance or ideology the more others will take this
into account when revealing their thoughts or their actions to you.
In this context the questionnaire was not a fully-fledged one and was made with an
intention of getting the main information as manufacturers don’t have that much time
to spare and also a long questionnaire may irritate them. So, the questionnaire used
in my research was really crisp and was aimed at getting the required information in
the least time, also the questionnaire was used for primary purpose only.
SAMPLING PLAN
Sampling Method: Questionnaire
Sample Size: 50 Employees

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Bhalla,
MBA
Swami
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Himalayan
University
Pa g e | 75
6. DATA ANALYSIS

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Bhalla,
MBA
Swami
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Himalayan
University
Pa g e | 76
DATA ANALYSIS CONCEPT
Data are analysed from the raw data is ordered and prepared so that useful
information may be extracted from it. The procedure of organizing and thinking about
information is fundamental to expertise what the statistics does and does not
comprise. There are a number of methods in which people can approach data analysis
(together with by questionnaire, interviews, conferences etc.) and it is notoriously easy
to manipulate records during the evaluation phase to push positive conclusions or
agendas. For this reason, it is crucial to pay attention while records evaluation is
supplied, and to assume severely about the statistics and the conclusions which have
been drawn. This Research conducted for 50 participants.
Raw data can take a whole lot of paperwork, which includes measurements, survey
responses, and observations. In its raw form, this information can be extraordinarily
useful, however additionally overwhelming. Over the direction of the records analysis
technique, the raw facts is ordered in a manner so as to be useful. For instance, survey
results may be tallied, so that people can see at a glance what number of people
answered the survey, and the way people answered to particular questions.
In the direction of organizing the information, developments often emerge; modelling
the records with the use of arithmetic and different tools can sometimes exaggerate
such factors of interest within the facts, making them less complicated for the
researcher to peer. Charts, graphs, and textual writeups of records are all sorts of data
evaluation. These methods are designed to refine and distill the facts so that readers
can glean exciting records without having to type through all of the data on their
personal.
DATA ANALYSIS PROCESS
Once the necessary data collected, the next task is to aggregate the data in a
meaningful manner. A number of tables are prepared to bring out the main
characteristics of the data. The researcher should have a well thought out framework
for processing and analysing data, and this should be done prior to the collection.
It includes the following activities:
1. Editing: The first task in data processing is the editing. Editing is the process of
examining errors and omissions in the collected data and making necessary
corrections in the same.
2. Analysing: Analysing is necessary to carry out the subsequent operations of
tabulating data. If analysing is not done, it will not be possible to reduce a large

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 77
number of heterogeneous data into meaningful categories with the result that the
analysis of data would be weak and ineffective, and without proper focus.
3. Tabulation: Data attained are now sorted and each data category area made
accordingly in which data are kept in a subsequent manner.
4. Result: After the all three above steps, the charts and the pivot summary is made
available to easily understand the consequence of the data and the market of the
company easily to attain the best possible outcomes.

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 78
DATA ANALYSIS
Q: Age Group
The data from the questionnaire titled "Study of Performance Appraisal at THDC
Focusingon Employee Satisfaction Level" shows that most respondents were from the
youngerage group. A large portion, 66%, of the respondents were between18–30 years
old. This suggests that younger employees are more engaged in giving feedback on
how performance appraisal systems are working for them.
The next age group, 31–40 years, made up 22% of the responses, showing that while
this group is also interested in the performance appraisal system, they are less
involved compared to the younger employees. Only 12% of the responses came from
employees aged 41–50 years. This indicates that as employees grow older, their
participation in such surveys decreases.
Interestingly, no employees aged above 50 years responded to the questionnaire. This
could mean that older employees might not be as concerned about the performance
appraisal process, or they may feel less inclined to share their views.
Overall, the data shows that younger employees are the most active in providing
feedback on performance appraisals, while participation decreases as the age group
gets older. This trend may reflect differences in how age groups perceive the
importance of performance appraisals in their work experience.
66%
22%
12%
0%
18-30 years 31-40 years 41-50 years >50 years

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 79
Q: Job Level
The data from the questionnaire titled "Study of Performance Appraisal at THDC
Focusing on Employee Satisfaction Level" reveals that responses came primarily from
mid-level staff. A significant 66% of respondents belong to the mid-level group,
indicating that this group is most interested in providing feedback on the performance
appraisal system.
Senior-level staff accounted for 22% of the responses, showing that they are
somewhat engaged but not as involved as the mid-level employees. Meanwhile, only
12% of respondents were managerial staff, suggesting that this group is less
concerned about or involved in sharing their thoughts on the performance appraisal
process.
Interestingly, no junior-level or executive-level employees responded to the
questionnaire, with 0% participation from these groups. This couldindicatethat junior-
level staff may feel less confident or less affected by the performance appraisal
process, while executives might consider themselves beyond the direct influence of
such systems.
Overall, the data shows that mid-level staff are the most engaged in performance
appraisals, possibly because these evaluations impact their career growth the most.
Participation decreases as job levels move higher or lower, potentially reflecting
varying levels of interest, influence, or concern about performance appraisals across
different job levels.
0%
66%
22%
12%
0%
Junior Level Mid Level
Staff
Senior Staff Managerial Executive

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Bhalla,
MBA
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Rama
Himalayan
University
Pa g e | 80
Q: Years at THDC
The data from the questionnaire on employee satisfaction with performance
appraisals atTHDCshows avarieddistribution ofyears of service amongrespondents.
No employees with less than one year of service responded to the survey, meaning
newer employees may not have been included in this study. The largest group of
respondents, 60%, had between 3 to 5 years of service, suggesting that employees
with a moderate amount of experience were the most engaged or interested in sharing
their views. This group likely has enough exposure to the performance appraisal
system to provide informed opinions.
Meanwhile, 28% of the respondents had between 1 to 3 years of service, representing
a smaller but still significant portion of employees with relatively less experience.
Finally, only 12% of the respondents had more than 5 years of service, indicating that
more experienced employees were less represented in the survey.
Overall, the data highlights that the feedback on performance appraisals is primarily
coming from employees with 1 to 5 years of experience, and it is possible that their
satisfaction levels could reflect issues specific to this phase of their careers at THDC.
0%
28%
60%
12%
Less than 1
year
1-3 years 3-5 years More than 5
years

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 81
Group 1: General Perception of Performance Appraisal System
Q1. How satisfied are you with the overall performance appraisal process at
THDCIL?
The responses to the question "How satisfied are you with the overall performance
appraisal process at THDCIL?" show a diverse range of opinions among employees. A
total of 34% of respondents stated that they are "Satisfied," indicating that the largest
group of employees has a positive view of the performance appraisal system.
Additionally, 20% of respondents expressed that they are "Very Satisfied," suggesting
that a notable portion of employees is highly pleased with the process.
On the other hand, 20% of employees reported being "Dissatisfied" with the appraisal
system, while 8% were "Very Dissatisfied," highlighting that a significant portion of the
workforce has concerns or negative experiences with the process. Interestingly, 18%
of respondents chose to remain "Neutral," indicating that they neither felt strongly
positive nor negative about the system.
Overall, while the majority of employees (54%) appear to be satisfied to some degree
with the performance appraisal system at THDCIL, there is still a sizable group (28%)
that is dissatisfied. The neutral responses may reflect uncertainty or indifference,
suggesting areas for improvement in communicating or implementing the appraisal
process.
20%
34%
18%
20%
8%
Very
Satisfied
Satisfied Neutral Dissatisfied Very
Dissatisfied

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 82
Q2. Do you believe the performance appraisal system at THDCIL is fair and
unbiased?
The responses to the question "Do you believe the performance appraisal system at
THDCIL is fair and unbiased?" reveal mixed opinions among employees. Only 6% of
respondents "Strongly Agree" that the system is fair and unbiased, while 28% "Agree."
This suggests that a smaller portion of employees feel positively about the fairness of
the appraisal system, with a combined 34% holding a favorable view.
On the other hand, a significant number of employees have concerns. About 30% of
respondents "Disagree" that the system is fair, and 16% "Strongly Disagree," indicating
that almost half of the employees (46%) feel that the performance appraisal process
may be biased or unfair in some way. This highlights a notable level of dissatisfaction
regarding the fairness of the system.
Additionally, 20% of respondents are "Neutral," meaning they neither agree nor
disagree, which could indicate uncertainty or a lack of strong feelings about the
fairness of the appraisal process.
In summary, while a minority of employees believe that the performance appraisal
system at THDCIL is fair and unbiased, a larger proportion has concerns about its
fairness, suggesting that improvements might be necessary to build greater trust in the
system.
6%
28%
20%
30%
16%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 83
Q3. How well do you understand the criteria used for performance appraisal at
THDCIL?
The responses to the question "How well do you understand the criteria used for
performance appraisal at THDCIL?" indicate varying levels of clarity among employees
regarding the appraisal process. A significant portion of respondents, 36%, stated that
they understand the criteria "Well," while 24% reported they understand it "Very Well."
This suggests that a combined 60% of employees feel confident in their understanding
of the performance appraisal criteria.
However, 24% of respondents selected "Neutral," meaning they neither feel strongly
about their understanding nor express uncertainty. This group may be unclear about
specific details of the appraisal process but doesn't feel entirely lost.
On the other hand, 12% of respondents indicated that they understand the criteria
"Poorly," and 4% said "Very Poorly," highlighting that about 16% of employees struggle
with comprehending how their performance is being evaluated.
In conclusion, while the majority of employees have a good understanding of the
criteria used for performance appraisals at THDCIL, a noticeable portion either lacks
clarity or has neutral feelings about the criteria. This suggests there may be a need for
better communication or training to help all employees fully grasp the appraisal
process.
24%
36%
24%
12%
4%
Very Well Well Neutral Poorly Very Poorly

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Bhalla,
MBA
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Rama
Himalayan
University
Pa g e | 84
Q4. Do you feel the performance appraisal system accurately reflects your job
performance?
The responses to the question "Do you feel the performance appraisal system
accurately reflects your job performance?" show a range of opinions among
employees. A significant portion, 34%, "Strongly Agree" that the appraisal system
accurately reflects their job performance, while 14% "Agree." Together, this indicates
that 48% of employees have confidence in the appraisal system's accuracy, with a
large group feeling strongly positive about it.
On the other hand, 20% of employees "Strongly Disagree," and 18% "Disagree" with
the statement, meaning 38% of respondents believe that the performance appraisal
system does not accurately represent their job performance. This highlights concerns
among a sizable portion of employees about the system's effectiveness in evaluating
their work fairly.
Additionally, 14% of respondents selected "Neutral," indicating that they neither agree
nor disagree, possibly suggesting uncertainty or a lack of strong opinion on whether
the appraisal system reflects their performance accurately.
In summary, while nearly half of the employees feel the appraisal system accurately
reflects their job performance, a notable percentage of the workforce disagrees,
indicating potential issues in how performance is assessed that may need to be
addressed to improve employee satisfaction and trust in the system.
34%
14% 14%
18%
20%
Strongly
Agree
Disagree

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 85
Group 2: Feedback and Communication, Performance Appraisal
Q5. How regularly do you receive feedback on your performance?
The responses to the question "How regularly do you receive feedback on your
performance?"reveal thatfeedback is provided to employees atvarying intervals. Only
14% of respondents reported receiving feedback "Very Regularly," while 24% stated
they receive it "Regularly." This means that 38% of employees feel they receive
consistent feedback on their performance, which is beneficial for their development
and understanding of expectations.
The majority, however, receive feedback less frequently. About 40% of employees
indicated they receive feedback "Occasionally," suggesting that while they do get
some input on their performance, it is not as frequent or structured as it could be.
Additionally, 22% of respondents stated they "Rarely" receive feedback, highlighting
that more than one-fifth of employees may feel disconnected from regular
performance-related discussions.
Interestingly, none of the respondents selected "Never," meaning that all employees
receive some level of feedback, although the regularity varies widely.
Overall, the data shows that while some employees receive regular feedback on their
performance, a significant number only receive it occasionally or rarely. This suggests
there may be a need for more consistent and structured feedback processes at
THDCIL to help employees stay informed about their performance and make
improvements where necessary.
14%
24%
40%
22%
0%
Very
Regularly
Regularly Occasionally Rarely Never

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Bhalla,
MBA
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Rama
Himalayan
University
Pa g e | 86
Q6. How satisfied are you with the quality of feedback provided during the
performance appraisal?
The responses to the question "How satisfied are you with the quality of feedback
provided during the performance appraisal?" show varied levels of satisfaction among
employees. Only 4% of respondents are "Very Satisfied" with the quality of feedback
they receive, while 20% are "Satisfied." This means that only a small portion of
employees, 24%, feel positive about the feedback provided during appraisals.
On the other hand, 24% of employees are "Very Dissatisfied," and 22% are
"Dissatisfied," indicating that nearly half of the respondents (46%) are unhappy with
the quality of feedback they receive. This suggests that many employees feel the
feedback may not be helpful, clear, or relevant to their performance.
Additionally, 30% of employees chose a "Neutral" stance, meaning they neither feel
satisfied nor dissatisfied with the feedback. This group might feel indifferent or unsure
about the quality of feedback, which could reflect inconsistencies in the way feedback
is delivered across the organization.
In summary, the data indicates that the majority of employees are either dissatisfied
or neutral about the quality of feedback during performance appraisals, pointing to a
potential area for improvement in delivering more constructive and meaningful
feedback to enhance employee satisfaction.
4%
20%
30%
22%
24%
Very
Satisfied
Dissatisfied

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 87
Q7. Do you feel that your feedback and concerns are taken into consideration
during the appraisal process?
The responses to the question "Do you feel that your feedback and concerns are taken
into consideration during the appraisal process?" at THDC, Rishikesh, show a wide
range of opinions. Only 14% of respondents "Strongly Agree," and 26% "Agree" that
their feedback and concerns are considered during the appraisal process. This means
that 40% of employees feel their input is acknowledged, suggesting that a portion of
the workforce believes the appraisal system is responsive to their concerns.
However, a significant portion of employees feels differently. About 34% "Strongly
Disagree" and 20% "Disagree" with the statement, indicating that 54% of respondents
believe their feedback is not taken into account. This shows a high level of
dissatisfaction among employees regarding how well their concerns are addressed
during the appraisal process.
Meanwhile, 6% of employees are "Neutral," suggesting they neither feel particularly
heard nor ignored, which may indicate a lack of strong opinion or uncertainty about
the process.
In conclusion, while some employees feel that their feedback is considered during
appraisals, the majority believe their concerns are not adequately addressed,
highlighting an area where the appraisal process at THDC, Rishikesh, could be
improved to better incorporate employee input.
14%
26%
6%
20%
34%
Strongly
Agree
Disagree

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 88
Q8. How effective do you find the communication between you and your appraiser
during the performance appraisal process?
The responses to the question "How effective do you find the communication between
you and your appraiser during the performance appraisal process?" at THDC,
Rishikesh, reveal mixed feelings among employees. Only 8% of respondents consider
the communication "Very Effective," and 24% find it "Effective." This suggests that 32%
of employees feel communication with their appraiser is working well and helps them
during the performance appraisal process.
However, a large portion of respondents expressed dissatisfaction with the
communication. Around 26% of employees found it "Ineffective," and 14% considered
it "Very Ineffective," meaning 40% of employees feel that communication with their
appraiser is not effective. This indicates significant concerns about the clarity or
quality of discussions during the appraisal process.
Meanwhile, 28% of respondents chose a "Neutral" response, indicating they may not
have strong feelings either way, or perhaps they feel the communication is
inconsistent.
In summary, while a third of employees find communication during appraisals
effective, a notable percentage does not, with many feeling that the communication
could be improved. The high percentage of neutral responses also suggests that
communication might not be clear or impactful for a large group of employees,
highlighting an area for potential improvement at THDC, Rishikesh.
8%
24%
28%
26%
14%
Very
Effective
Effective Neutral Ineffective Very
Ineffective

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Bhalla,
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Rama
Himalayan
University
Pa g e | 89
Group 3: Goal Setting and Achievement, Performance Appraisal
Q9. How clear are the performance goals and expectations set for you at the
beginning of the appraisal period?
The responses to the question "How clear are the performance goals and expectations
set for you at the beginning of the appraisal period?" at THDC, Rishikesh, show a mixed
understanding among employees. About 22% of respondents feel the goals are "Very
Clear," and 18% find them "Clear." This indicates that 40% of employees feel confident
about the clarity of the performance goals and expectations set for them.
On the other hand, a similar portion of employees is dissatisfied with the clarity of their
goals. Around 22% of respondents stated that the goals are "Unclear," and 18%
reported them as "Very Unclear." This adds up to 40% of employees who struggle with
understanding what is expected of them, which could impact their ability to perform
effectively.
Meanwhile, 20% of respondents chose a "Neutral" stance, indicating that they neither
find the goals particularly clear nor unclear. This group might experience some
ambiguity but does not feel strongly about it.
In summary, while some employees at THDC, Rishikesh, feel that their performance
goals and expectations are clearly communicated, an equal number experience a lack
of clarity. This suggests a need for better communication and goal-setting practices to
ensure all employees have a clear understanding of their expectations.
22%
18%
20%
22%
18%
Very Clear Clear Neutral Unclear Very
Unclear

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Bhalla,
MBA
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Rama
Himalayan
University
Pa g e | 90
Q10. How achievable do you find the performance goals set for you?
The responses to the question "How achievable do you find the performance goals set
for you?" at THDC, Rishikesh, indicate that employees generally view their goals
positively. A significant 56% of respondents find their performance goals "Very
Achievable," while 44% consider them "Achievable." This means that 100% of
employees believe their goals can be met, showing a strong alignment between set
goals and employees' perceived ability to achieve them.
Interestingly, none of the respondents chose options indicating difficulties with goal
achievement, such as "Neutral," "Unachievable," or "Very Unachievable." This absence
of negative responses suggests that employees do not view their goals as unrealistic
or beyond their capabilities.
Overall, the data reflects a positive outlook on goal setting at THDC, Rishikesh, with all
employees feeling that their performance goals are within reach. This could be an
encouraging sign that the goals are well-aligned with employees' abilities and
resources, contributing to a more motivated and confident workforce.
56%
44%
0% 0% 0%
Very
Achievable
Achievable Neutral Unachievable Very
Unachievable

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Bhalla,
MBA
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Rama
Himalayan
University
Pa g e | 91
Q11. Do you feel that the performance appraisal process helps you in setting and
achieving your career goals?
The responses to the question "Do you feel that the performance appraisal process
helps you in setting and achieving your career goals?" at THDC, Rishikesh, show a
range of opinions. Only 16% of respondents "Strongly Agree" that the appraisal
process aids them in setting and achieving their career goals, and 18% "Agree." This
means that 34% of employees find some benefit in the appraisal process for their
career development.
However, a significant portion of employees does not see the same value. About 26%
of respondents are "Neutral," indicating they neither strongly agree nor disagree, which
might reflect uncertainty or indifference about the appraisal's impact on their career
goals. Additionally, 14% ofemployees "Disagree,"and26% "Strongly Disagree" that the
process helps with career goal setting and achievement. This combined 40% of
respondents feel that the performance appraisal process is not effective in supporting
their career development.
In summary, while some employees believe the appraisal process supports their
career goals, a substantial portion feels it does not. This suggests that improvements
may be needed in how performance appraisals are used to help employees with their
career planning and advancement.
16%
18%
26%
14%
26%
Strongly
Agree
Disagree

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 92
Q12. How often are the goals and objectives reviewed and adjusted during the
appraisal period?
The responses to the question "How often are the goals and objectives reviewed and
adjusted during the appraisal period?" at THDC, Rishikesh, show how frequently
employees experience updates to their goals.
A combined 38% of respondents report that their goals are reviewed and adjusted
either "Very Often" (24%) or "Often" (14%). This suggests that a notable portion of
employees experience regular updates to their goals and objectives, which can help
keep them aligned with current expectations and performance.
However, a larger portion, 46%, experience these reviews "Occasionally," indicating
that goal adjustments happen periodically but not on a consistent basis. This
frequency might be sufficient for some employees but could leave others feeling less
supported in aligning their work with evolving expectations.
Additionally, 16% of respondents said that goal reviews and adjustments occur
"Rarely," which may imply that these employees receive infrequent updates,
potentially leading to misalignment between their work and performance goals.
Interestingly, no respondents reported that goals are never reviewed or adjusted,
suggesting that all employees do receive some level of feedback and adjustments.
Overall, the data indicates that while some employees benefit from regular updates to
their goals, a significant portion experience these changes less frequently, which
could impact their ability to stay aligned with their performance objectives.
24%
14%
46%
16%
0%
Very Often Often Occasionally Rarely Never

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Bhalla,
MBA
Swami
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Himalayan
University
Pa g e | 93
Group 4: Training and Development, Performance Appraisal
Q13. How satisfied are you with the training and development opportunities
provided by THDCIL based on your performance appraisal?
The responses to the question "How satisfied are you with the training and
development opportunities provided by THDCIL based on your performance
appraisal?" at THDC, Rishikesh, show varied levels of satisfaction among employees.
A combined 46% of respondents feel positively about the training and development
opportunities, with 26% "Very Satisfied" and 20% "Satisfied." This indicates that nearly
half of the employees believe that the training opportunities they receive, based on
their performance appraisal, meet their expectations and contribute to their
development.
On the other hand, a significant portion of employees is not satisfied. Around 24% of
respondents are "Dissatisfied" with the training and development opportunities, and
12% are "Very Dissatisfied." This suggests that over one-third of employees feel that
the opportunities provided do not effectively address their needs for growth and
improvement. Meanwhile, 18% of respondents are "Neutral," indicating that these
employees may feel indifferent about the training opportunities or have not formed a
strong opinion on their effectiveness.
Overall, while many employees are satisfied with the training and development
opportunities at THDCIL, a notable number of employees are dissatisfied, signaling
room for improvement in this area to better meet the needs of the workforce.
26%
20%
18%
24%
12%
Very
Satisfied
Dissatisfied

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Bhalla,
MBA
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Himalayan
University
Pa g e | 94
Q14. Do you believe that the performance appraisal process identifies your
training and development needs effectively?
The interpretation of the responses to the question "Do you believe that the
performance appraisal process identifies your training and development needs
effectively?" shows mixed feedback from employees at THDC, Rishikesh.
A significant portion, 38%, agree that the performance appraisal process is effective
in identifying their training and development needs. Additionally, 10% strongly agree
with this view. This indicates that nearly half of the employees (48% combined) feel
that the performance appraisal process helps them understand their areas for growth
and development.
On the other hand, 14% disagree, and a notable 22% strongly disagree, showing that
over one-third of the employees (36%) feel that the process is ineffective in identifying
their training needs. This suggests that a significant portion of the workforce believes
the current system does not adequately address their development requirements.
Meanwhile, 16% of respondents are neutral, indicating that these employees may
have mixed feelings or are unsure about how well the appraisal process identifies their
training needs. Overall, while many employees find the system helpful, the
dissatisfaction expressed by a significant number suggests that improvements are
needed to better align the appraisal process with identifying and addressing employee
training and development needs.
10%
38%
16%
14%
22%
Strongly
Agree
Disagree

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Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 95
Q15. How often do you receive training or development opportunities as a result
of your performance appraisal?
The interpretation of the responses to the question "How often do you receive training
or development opportunities as a result of your performance appraisal?" highlights
varied experiences among employees at THDC, Rishikesh.
A combined 50% of employees report receiving training or development opportunities
either "Very Often" (14%) or "Often" (36%) based on their performance appraisal. This
indicates that half of the employees feel that the appraisal process frequently leads to
opportunities for skill enhancement and career development.
However, 40% of respondents say they receive such opportunities only "Occasionally,"
suggesting that while training is provided, it may not be consistent or regular for a large
portion of the workforce. This points to a gap in the consistent application of training
and development opportunities following appraisals.
A smaller percentage, 8%, say they "Rarely" receive opportunities, and 2% say they
"Never" receive them. While this group is relatively small, it still reflects that some
employees do not experience tangible development opportunities as a result of their
performance appraisals.
Overall, while the majority of employees seem to benefit from training linked to their
appraisals, the responses suggest room for improvement in ensuring more consistent
opportunities across the organization.
14%
36%
40%
8%
2%
Very Often Often Occasionally Rarely Never

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
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Q16. How relevant are the training and development programs to your job role and
career growth?
The interpretation of the responses to the question "How relevant are the training and
development programs to your job role and career growth?" at THDC, Rishikesh,
shows largely positive feedback from employees.
A significant majority, 40%, find the training and development programs to be "Very
Relevant" to their job roles and career growth. Additionally, 44% feel the programs are
"Relevant." This combined 84% indicates that most employees believe the training
provided by THDCIL is well-aligned with their work responsibilities and career
advancement goals.
A smaller portion, 16%, are neutral, indicating that these employees may have mixed
feelings about the relevance of the training or are unsure of its impact on their roles
and career paths.
Notably, none of the respondents feel that the training programs are "Irrelevant" or
"Very Irrelevant." This suggests that, overall, THDCIL is doing well in ensuring that the
training and developmentopportunities offered are pertinent to the employees' needs.
In summary, the majority of employees view the training as meaningful and beneficial
to their job roles and career growth, with little to no dissatisfaction regarding the
relevance of these programs. However, there is still a small percentage of employees
who remain neutral.
40%
44%
16%
0% 0%
Very
Relevant
Relevant Neutral Irrelevant Very
Irrelevant

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Group 5: Rewards and Recognition, Performance Appraisal
Q17. How satisfied are you with the rewards and recognition system linked to the
performance appraisal at THDCIL?
The interpretation of the responses to the question "How satisfied are you with the
rewards and recognition system linked to the performance appraisal at THDCIL?"
reveals a range of opinions among employees at THDC, Rishikesh.
A significant portion of employees, 30%, are "Very Satisfied" with the rewards and
recognition system, and another 24% are "Satisfied." This combined 54% indicates
that over half of the employees feel positively about the rewards and recognition
systemconnectedto theirperformance appraisals. Theylikely believe thattheirefforts
are recognized and rewarded appropriately.
However, 22% of employees are "Dissatisfied," and 14% are "Very Dissatisfied,"
meaning that 36% of employees have concerns or frustrations with the current
system. This suggests that a notable portion of the workforce feels that the rewards
and recognition process could be improved, potentially because it does not
consistently acknowledge their contributions. Additionally, 10% of employees
responded with "Neutral," indicating that they neither feel strongly satisfied nor
dissatisfied with the system, possibly reflecting uncertainty or a lack of clear impact
from the rewards and recognition process.
Overall, while more than half of the employees express satisfaction, there is still a
sizable group that feels the rewards and recognition system could be better aligned
with their performance appraisals.
30%
24%
10%
22%
14%
Very
Satisfied
Dissatisfied

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Q18. Do you believe that the rewards and recognition you receive are
commensurate with your performance?
The interpretation of the responses to the question "Do you believe that the rewards
and recognition you receive are commensurate with your performance?" at THDC,
Rishikesh, reveals mostly positive feedback from employees.
A significant portion, 30%, "Strongly Agree," and 34% "Agree" that the rewards and
recognition they receive match their performance. This combined 64% indicates that
a majority of employees feel that their efforts and contributions are properly
acknowledged and rewarded, suggesting that the reward system is fair and in
alignment with employee performance.
On the other hand, 10% "Disagree" and 8% "Strongly Disagree" with this sentiment,
which means 18% of employees believe that the rewards and recognition they receive
do not reflect their performance adequately. This reflects that some employees feel
that the system could be improved to better recognize their efforts.
Additionally, 18% of respondents are "Neutral,"implying that these employees maynot
have strong feelings about whether the rewards and recognition they receive are fair,
or they may have mixed opinions.
Overall, while the majority of employees are satisfied with the fairness of the rewards
and recognition they receive for their performance, there remains a small yet
noticeable portion of the workforce who feel that improvements are needed.
30%
34%
18%
10%
8%
Strongly
Agree
Disagree

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Q19. How well does the performance appraisal system at THDCIL motivate you to
perform better?
The interpretation of the responses to the question "How well does the performance
appraisal system at THDCIL motivate you to perform better?" reveals diverse opinions
among employees at THDC, Rishikesh.
A combined 44% of employees responded that the performance appraisal system
motivates them to perform better, with 28% saying it motivates them "Very Well" and
16% saying it motivates them "Well." This indicates that nearly half of the employees
feel encouraged and driven by the appraisal system to improve their work
performance.
However, 16% feel that the appraisal system motivates them "Poorly," and 18% feel it
motivates them "Very Poorly." This combined 34% reflects a significant portion of
employees who believe that the current system is not effective in encouraging better
performance. This suggests that improvements may be needed to make the appraisal
process more inspiring and beneficial to all employees.
Additionally, 22% of respondents are "Neutral," indicating that they neither feel
particularly motivated nor unmotivated by the performance appraisal system. They
may feel indifferent about its impact on their motivation.
Overall, while many employees find the appraisal system motivating, a considerable
portion feels it does not inspire them to improve, pointing to potential areas for
enhancement.
28%
16%
22%
16%
18%
Very Well Well Neutral Poorly Very Poorly

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Q20. How transparent do you find the reward and recognition process linked to
performance appraisal?
The interpretation of the responses to the question "How transparent do you find the
reward and recognition process linked to performance appraisal?" at THDC,
Rishikesh, reveals mixed views among employees.
A total of 50% of employees perceive the reward and recognition process as
transparent, with 30% finding it "Very Transparent" and 20% considering it
"Transparent." This indicates that half of the workforce feels that the process is clear
and open, and they understand how rewards and recognition are determined based
on their performance.
On the other hand, 16% of employees find the process "Opaque," and 10% consider it
"Very Opaque." This combined 26% suggests that a significant number of employees
believe the reward and recognition system lacks transparency, leaving them unclear
on how decisions are made.
Additionally, 24% of employees remain "Neutral," indicating that they neither see the
process as particularly transparent nor opaque. They may feel indifferent or uncertain
about the level of openness in the reward system.
Overall, while half of the employees are satisfied with the transparency of the reward
and recognition process, a notable portion feels that greater clarity and openness are
needed to ensure fairness and understanding across the organization.
30%
20%
24%
16%
10%
Very
Transparent
Transparent Neutral Opaque Very
Opaque

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Group 6: Appeal and Review System, Performance Appraisal
Q21. How aware are you of the process to appeal against the outcomes of the
performance appraisal at THDCIL?
The responses to the question "How aware are you of the process to appeal against
the outcomes of the performance appraisal at THDCIL?" at THDC, Rishikesh, show
that employees are well-informed about the appeal process.
A total of 32% of employees report being "Very Aware" of the appeal process, and an
additional 68% state they are "Aware." This means that 100% of the respondents have
a clear understanding of the process to challenge the results of their performance
appraisals if they find them unsatisfactory. The fact that no respondents are "Neutral,"
"Unaware," or "Very Unaware" indicates that THDCIL has effectively communicated
the appeal procedure to its employees, leaving nooneuncertainabout howtoproceed
if they disagree with their appraisal outcomes.
This high level of awareness suggests that employees feel empowered to take action
if they perceive any unfairness in their evaluations. It also reflects positively on
THDCIL's efforts to ensure transparency and fairness in the performance appraisal
process by making the appeal mechanism well-known to all.
In summary, employees at THDCIL are well-aware of their right to appeal appraisal
outcomes, reflecting the organization's success in communicating this important
aspect of the appraisal system.
32%
68%
0% 0% 0%
Very Aware Aware Neutral Unaware Very
Unaware

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Q22. How fair do you believe the appeal process is for addressing concerns with
performance appraisal outcomes?
The responses to the question "How fair do you believe the appeal process is for
addressing concerns with performance appraisal outcomes?" at THDC, Rishikesh,
show mixed opinions about the fairness of the appeal process.
Only 14% of employees feel that the appeal process is "Very Fair," and 10% think it is
"Fair." This combined 24% indicates that a small portion of employees view the
process positively. However, 22% are "Neutral," meaning they do not have strong
opinions about the fairness of the appeal process, which could reflect uncertainty or
a lack of experience with it.
A larger percentage, 18%, find the process "Unfair," and 36% think it is "Very Unfair."
This combined 54% of employees feel negatively about how the appeal process
handles concerns. They believe that the process does not adequately address their
issues or concerns about performance appraisals.
Overall, the responses suggest that there are significant concerns about the fairness
of the appeal process at THDCIL. Many employees feel that it is not fair or effective in
resolving their appraisal-related issues, indicating a need for improvements to
enhance its fairness and effectiveness.
14%
10%
22%
18%
36%
Very Fair Fair Neutral Unfair Very Unfair

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Q23. How accessible is the appeal process for employees who wish to contest
their performance appraisal results?
The responses to the question "How accessible is the appeal process for employees
who wish to contest their performance appraisal results?" at THDC, Rishikesh, show
that employees generally find the appeal process easy to access.
A total of 34% of employees consider the appeal process "Very Accessible," while 66%
find it "Accessible." This means that 100% of the respondents feel that they can easily
use the appeal process if they need to challenge their performance appraisal results.
There are no employees who think the process is "Neutral," "Inaccessible," or "Very
Inaccessible," which suggests that everyone feels the process is readily available to
them.
This highlevel ofsatisfactionwith the accessibilityofthe appeal process indicates that
THDCIL has successfully made sure that all employees can easily reach and use the
system if needed. The absence of any negative responses shows that there are no
major barriers or difficulties in accessing the appeal process.
Overall, the feedback suggests that employees are confident that they can effectively
access and utilize the appeal process, reflecting well on the organization's
commitment to making its performance appraisal system fair and approachable.
34%
66%
0% 0% 0%
Very
Accessible
Accessible Neutral Inaccessible Very
Inaccessible

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Q24. How effective do you find the resolution of appeals made against the
performance appraisal outcomes?
The responses to the question "How effective do you find the resolution of appeals
made against the performance appraisal outcomes?" at THDC, Rishikesh, reveal
mixed opinions about how well appeals are handled.
20% of employees find the resolution of appeals to be "Very Effective," and 36%
consider it "Effective." This combined 56% indicates that a majority of employees
believe the appeal process resolves issues fairly and successfully. They feel that their
concerns are addressed in a satisfactory manner.
However, 28% of employees find the resolution process "Ineffective," and 10%
consider it "Very Ineffective." This combined 38% of employees feel that the appeal
process does not resolve their issues adequately. They may believe that the system is
not effective in handling or addressing their concerns with performance appraisals.
Additionally, 6% of employees are "Neutral," meaning they do not have strong opinions
about the effectiveness of the resolution process, possibly indicating a lack of
experience or clarity on how appeals are resolved.
Overall, while more than half of the employees view the appeal resolution process
positively, a significant portion feels that improvements are needed to make it more
effective in addressing their concerns.
20%
36%
6%
28%
10%
Very
Effective
Effective Neutral Ineffective Very
Ineffective

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Q25. How confident are you that the appeal process can lead to a fair
reconsideration of the appraisal outcomes?
The responses to the question "How confident are you that the appeal process can
lead to a fair reconsideration of the appraisal outcomes?" at THDC, Rishikesh, show
varied levels of confidence among employees.
24% of employees are "Very Confident" that the appeal process will lead to a fair
reconsideration of their appraisal outcomes, and 22% are "Confident." This combined
46% of employees believe strongly in the fairness and effectiveness of the appeal
process.
However, 32% of employees are "Neutral," which means they do not have strong
feelings about the appeal process's ability to deliver a fair outcome. They might be
uncertain or indifferent about how effective the process is.
Additionally, 22% of employees are "Not Confident" in the appeal process, indicating
some level of doubt about its fairness and effectiveness. None of the respondents feel
"Not Very Confident," which means there is no extreme negative sentiment about the
appeal process.
Overall, while a significant portion of employees are confident in the appeal process,
there is a noticeable number who remain neutral or lack confidence. This suggests
that improvements could be made to increase trust and ensure all employees feel that
the process is fair and effective.
24%
22%
32%
22%
0%
Very
Confident
Confident Neutral Not
Confident
Not Very
Confident

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Group 7: Overall Impact and Suggestions, Performance Appraisal
Q26. How do you feel the performance appraisal system impacts your overall job
satisfaction at THDCIL?
The responses to the question "How do you feel the performance appraisal system
impacts your overall job satisfaction at THDCIL?" at THDC, Rishikesh, show a mix of
opinions about how the appraisal system affects job satisfaction.
34% of employees feel that the performance appraisal system impacts their job
satisfaction "Very Positively," and 32% feel it impacts them "Positively." This combined
66% of employees have a favorable view, indicating that they believe the appraisal
system contributes to their overall job satisfaction and helps them feel good about
their work. However, 14% of employees feel "Neutral" about the impact of the
performance appraisal system. They might not see a strong connection between the
appraisal process and their job satisfaction, or they may be unsure about its effects.
On the other hand, 18% of employees feel that the appraisal system impacts their job
satisfaction "Negatively," and 2% feel it impacts them "Very Negatively." This combined
20% of employees have a negative view, suggesting that they feel the appraisal system
detracts from their job satisfaction and may lead to dissatisfaction.
Overall, while a majority of employees view the appraisal system positively, there is a
notable portion who feel it negatively affects their job satisfaction. This suggests that
there is room for improvementinhow the appraisalsystemis implementedtoenhance
overall employee satisfaction.
34%
32%
14%
18%
2%
Very
Positively
Positively Neutral Negatively Very
Negatively

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Bhalla,
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Q27. How do you feel the performance appraisal system impacts your
productivity and performance?
The responses to the question "How do you feel the performance appraisal system
impacts your productivity and performance?" at THDC, Rishikesh, reflect a range of
opinions about how the appraisal system affects work outcomes.
34% of employees believe that the performance appraisal system impacts their
productivity and performance "Very Positively," and 28% think it impacts them
"Positively." This combined 62% of employees feel that the appraisal system has a
beneficial effect, helping to boost their productivity and performance at work.
16% of employees are "Neutral," meaning they do not see a strong impact—either
positive or negative—from the performance appraisal system on their productivity.
They might not notice any significant changes in their performance due to the
appraisal system.
However, 22% of employees feel that the system impacts their productivity and
performance "Negatively." These employees think that the appraisal system might
hinder their performance or reduce their productivity.
Overall, while a majority of employees view the performance appraisal system as
having a positive effect on their work, there is a significant group who feel it has a
negative impact. This suggests that while the appraisal system benefits many, there is
a need to address concerns to ensure it supports all employees effectively.
34%
28%
16%
22%
0%
Very
Positively
Negatively

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Bhalla,
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Himalayan
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Q28. How does the performance appraisal process influence your job
satisfaction?
The responses to the question "How does the performance appraisal process
influence your job satisfaction?" at THDC, Rishikesh, show a range of opinions on how
the appraisal process affects job satisfaction.
26% of employees feel that the performance appraisal process influences their job
satisfaction "Very Positively," and 36% believe it influences them "Positively." This
combined 62% of employees view the appraisal process in a favorable light, indicating
that they feel it enhances their job satisfaction and overall work experience.
12% of employees are "Neutral," meaning they do not see a significant effect of the
appraisal process on their job satisfaction. They might not be strongly affected by it or
may feel indifferent about its impact.
However, 26% of employees feel that the performance appraisal process influences
their job satisfaction "Negatively." These employees believe that the appraisal process
reduces their job satisfaction and might contribute to dissatisfaction at work.
Overall, while a majority of employees have a positive view of how the appraisal
process impacts their job satisfaction, there is a notable portion who feel negatively
affected. This suggests that improvements could be made to address the concerns of
those who are dissatisfied and ensure that the appraisal process benefits all
employees.
26%
36%
12%
26%
0%
Very
Positively
Negatively

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7.FINDINGS & CONCLUSION

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FINDINGS
• Most employees are satisfied with the overall performance appraisal process,
though a significant portion is dissatisfied or very dissatisfied.
• Many employees feel the performance appraisal system is not fair and
unbiased, with a substantial number disagreeing or strongly disagreeing.
• A majority of employees understand the criteria used for performance
appraisal either well or very well.
• Most employees believe the performance appraisal system accurately reflects
their job performance, though a notable portion disagrees or strongly
disagrees.
• Feedback on performance is received occasionally by most employees, with a
smaller portion getting it regularly or very regularly.
• The quality of feedback during the performance appraisal is seen as
unsatisfactory by many, with some being very dissatisfied.
• Many employees feel their feedback and concerns are not adequately
considered during the appraisal process.
• Communication between employees and appraisers is seen as neutral to
ineffective by a significant portion of employees.
• Performance goals and expectations are considered unclear or very unclear by
a notable number of employees.
• Most employees find their performance goals very achievable or achievable.
• Employees are divided on whether the performance appraisal process helps
them set and achieve career goals, with significant disagreement.
• Goals and objectives are reviewed and adjusted occasionally for most
employees, with some reporting this happens very often.
• Satisfaction with training and development opportunities provided based on
performance appraisals is mixed, with many being dissatisfied.

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• Employees are split on whether the performance appraisal process effectively
identifies their training and development needs.
• Training or development opportunities as a result of performance appraisals
are received often or occasionally by most employees.
• Training and development programs are seen as relevant or very relevant to
employees’ job roles and career growth.
• Satisfaction with the rewards and recognition system linked to performance
appraisal is mixed, with a notable portion dissatisfied or very dissatisfied.
• Many employees feel the rewards and recognition they receive are in line with
their performance.
• The performance appraisal system is seen as having a positive impact on
motivation by many employees, though some feel negatively.
• The transparency of the reward and recognition process linked to performance
appraisal is seen positively by many employees.
• Most employees are very aware or aware of the process to appeal against
appraisal outcomes.
• A large portion of employees feel the appeal process for addressing concerns
with appraisal outcomes is very unfair or unfair.
• The appeal process for contesting performance appraisal results is seen as
very accessible or accessible by most employees.
• The resolution of appeals against performance appraisal outcomes is
considered effective or very effective by many employees.
• The performance appraisal system is generally seen as having a positive impact
on overall job satisfaction.
• The performance appraisal system is mostly perceived as positively impacting
productivity and performance.
• The performance appraisal process is seen as positively influencing job
satisfaction by many employees, though some feel negatively.

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Himalayan
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Conclusion
The research on performance appraisal at THDC reveals several key insights:
• Employees have mixed feelings about the overall performance appraisal
process. While some are satisfied, there is also a notable percentage who are
dissatisfied or very dissatisfied with it.
• There is a lack of consensus on whether the performance appraisal system is
fair and unbiased, with a significant portion of employees disagreeing or
strongly disagreeing.
• Understanding of the criteria used for performance appraisal varies. Many
employees feel they understand it well, but some have difficulty grasping the
criteria.
• The performance appraisal system is viewed as accurately reflecting job
performance by a substantial number of employees, though some disagree or
strongly disagree.
• Feedback is received by employees on a somewhat regular basis, but not as
frequently as some might prefer.
• Satisfaction with the quality of feedback provided is low, with a considerable
number of employees feeling dissatisfied or very dissatisfied.
• Many employees feel their feedback and concerns are not adequately
considered during the appraisal process, as evidenced by a high percentage of
disagreement.
• Communication between employees and appraisers is viewed as ineffective by
a notable portion of employees, with some finding it very ineffective.
• The clarity of performance goals and expectations is inconsistent, with a
notable percentage finding them unclear or very unclear.
• Most employees find their performance goals achievable, with very few
considering them unachievable.
• There is mixed feedback on whether the performance appraisal process helps
in setting and achieving career goals, with a significant portion feeling it does
not.

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• Goals and objectives are reviewed and adjusted occasionally, with some
employees feeling they are not reviewed often enough.
• Employees show varying levels of satisfaction with the training and
development opportunities provided based on performance appraisals, with a
considerable portion dissatisfied.
• The performance appraisal process does not always effectively identify training
and development needs, as many employees disagree with this view.
• Training and development opportunities as a result of performance appraisals
are received with varying frequency, and some employees rarely or never
receive such opportunities.
• The relevance of training and development programs to job roles and career
growth is generally viewed positively by most employees.
• Satisfaction with the rewards and recognition system linked to performance
appraisals is somewhat mixed, with some employees very satisfied and others
dissatisfied.
• A majority of employees feel that the rewards and recognition they receive are
in line with their performance.
• The performance appraisal system is viewed as having a positive impact on job
satisfaction by many employees, although some feel negatively about it.
• Employees generally feel that the performance appraisal system positively
influences their productivity and performance, though some have a negative
view.
• The performance appraisal process has a mixed influence on job satisfaction,
with both positive and negative feedback from employees.

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Bhalla,
MBA
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Himalayan
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Suggestion for the THDC
• THDC should enhance the performance appraisal process by addressing the
concerns of dissatisfied employees, ensuring the system is fair and
transparent. A more inclusive and participatory appraisal system can foster
greater employee trust and reduce dissatisfaction.
• It is essential to create a clearer and more consistent understanding of the
performance appraisal criteria across the workforce. Offering training or
workshops that explain these criteria in simple terms will help employees
better grasp how their performance is being evaluated.
• The company should aim to provide feedback to employees more frequently
and ensure it is constructive and actionable. Regular, high-quality feedback
can help employees feel more engaged and supported, leading to better
performance and overall job satisfaction.
• THDC should prioritize taking employee feedback and concerns seriously
during the appraisal process. Creating a system where employees feel their
inputs are valued and addressed will build trust and encourage open
communication between appraisers and employees.
• Strengthening communication between employees and appraisers is vital.
Providing appraisers with training on effective communication techniques will
help them deliver feedback in a more clear and supportive manner, improving
employee perceptions of the appraisal process.
• The company should establish clearer performance goals and expectations at
the beginning of each appraisal period. Regular reviews and adjustments of
these goals throughout the year will help employees stay on track and feel more
supported in achieving their targets.
• THDC should make the performance appraisal process more focused on
career development by aligning appraisal outcomes with opportunities for
personal and professional growth. This will help employees feel that the system
supports their long-term career aspirations.
• Training and development programs should be more closely tied to the
outcomes of performance appraisals, ensuring employees receive
opportunities that are relevant to their job roles and career growth. Regular
reviews of these programs will help keep them effective and aligned with
employee needs.

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• THDC should improve the frequency and quality of training and development
opportunities provided as a result of appraisals. More frequent and relevant
training will help employees feel more supported in their development, leading
to greater job satisfaction and motivation.
• The company should review and enhance its rewards and recognition system
to better align with employee performance. Ensuring that employees feel fairly
rewarded for their efforts will increase motivation and overall satisfaction with
the appraisal process.
• THDC should work towards improving the effectiveness of the performance
appraisal process in helping employees set and achieve career goals. By
providing clear guidance and support, the system can be more beneficial in
aiding employees in their professional development.
• The company needs to make sure that performance goals and objectives are
reviewed more frequently during the appraisal period. Regular reviews will help
employees stay aligned with expectations and make necessary adjustments to
their performance.
• THDC should focus on improving the effectiveness of the performance
appraisal system in identifying training and development needs. Ensuring that
appraisals result in actionable development plans will help employees feel that
their growth is prioritized by the company.
• The company should address the mixed satisfaction levels with the rewards
and recognition system by ensuring that all employees are recognized and
rewarded appropriately for their performance. This will help create a more
motivating work environment and improve retention.
• THDC should continuously assess and improve the impact of the performance
appraisal system on employee satisfaction and productivity. Regular feedback
from employees about the system should be collected and used to make
adjustments that increase its effectiveness and positively influence job
performance.

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8. LEARNING FROM SIP

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OPERATIONAL LEARNING FROM THE ASSIGNMENT GIVEN TO YOU IN
THE ORGANIZATION
Operational learnings from THDCIL, focusing on HR-related processes and benefits
1. Medical Benefits for Employees and Families
THDCIL offers extensive medical coverage for employees and their families, ensuring
health care needs are met through hospitalization, regular check-ups, and other
medical services.
2. National Pension Scheme (NPS)
The organization ensures employees are enrolled in the National Pension Scheme,
helping them save for retirement with consistent contributions from both the
employee and employer.
3. Social Security Measures
THDCIL provides strong social security measures, including life insurance, accident
insurance, and disability benefits, offering protection against unforeseen events.
4. Advances for Personal and Professional Needs
THDCIL offers various financial advances for employees, such as loans for housing,
education, or emergencies, providing financial flexibility for personal and professional
situations.
5. Structured HR Establishment Process
The company has a clearly defined HR process, covering hiring, onboarding,
promotions, and employee management, with an emphasis on fairness and
transparency in policies.
6. Employee Welfare Schemes
The organization promotes employee well-being by offering welfare schemes such as
staff quarters, recreational activities, and emergency support, ensuring a balanced
work-life environment.

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7. Performance Appraisal System
THDCIL employs a structured performance appraisal system that evaluates
employees fairly, linking appraisal outcomes to rewards and recognition, ensuring
motivation and career progression.
8. Reward and Recognition System
The companyemphasizes rewardingemployees based on theirperformance, ensuring
that achievements are acknowledged and compensated through a transparent
rewards system.
9. Social Security Measures
THDCIL has a robust safety net that includes accident, life insurance, and disability
coverage, safeguarding employees against unexpected events and ensuring financial
stability.
10.Advances and Loans for Employees
Advances and Loans for Employees: The company offers loans and financial advances
for various personal needs, such as housing, education, and emergencies, ensuring
employees have access to financial support during critical times.

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BEHAVIOURAL LEARNING FROM THE ORGANIZATION
Behavioural Learning from THDCIL:
1. Importance of Clear Communication
Effective communication between employees and management is crucial. THDCIL
emphasizes clear, transparent, and open communication channels to ensure
everyone is on the same page and to avoid misunderstandings.
2. Fairness and Impartiality in Appraisals
The organization strives to maintain fairness and impartiality in performance
appraisals, though there is room for improvement as feedback from employees
indicates varying levels of satisfaction with how performance is evaluated.
3. Value of Regular Feedback
Regular feedback is vital for employee development. THDCIL provides feedback on
performance at various intervals, though there are opportunities to increase the
frequency and quality of this feedback.
4. Need for Transparent Reward Systems
Transparency in rewards and recognition helps build trust and motivation among
employees. THDCIL focuses on making the reward system as transparent as possible,
but there is ongoing feedback about the need for clearer communication on how
rewards are determined.
5. Understanding Performance Goals
Clear and achievable performance goals are essential for guiding employee efforts.
THDCIL sets goals for employees, but feedback indicates that clarity and achievability
of these goals can sometimes be improved.
6. Employee Involvement in Appraisal Process
Involving employees in the appraisal process and considering their feedback can
enhance the effectiveness of the process. THDCIL has mechanisms for employee
input, though some employees feel their concerns are not always adequately
addressed.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 120
7. Role of Training in Professional Growth
Training and development programs are key to employee growth. THDCIL offers
training opportunities, but there is feedback suggesting that aligning training more
closely with job roles and career goals could be beneficial.
8. Impact of Performance Appraisals on Motivation
Performance appraisals can significantly impact employee motivation. While
THDCIL’s appraisal system aims to motivate employees, there are varying opinions on
how effectively it achieves this goal.
9. Relevance of Social Security Measures
Social security measures are crucial for employee well-being. THDCIL’s
comprehensive approach to social security provides a sense of security, but
employees' perceptions of its adequacy vary.
10.Handling of Employee Concerns and Issues
Addressing employee concerns and issues promptly is essential for maintaining a
positive work environment. THDCIL has systems in place to handle employee
grievances, though some employees feel improvements could be made in addressing
their issues effectively.

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 121
9. APPENDIX &
BIBLIOGRAPHY

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 122
APPENDIX

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 123

Aakash
Bhalla,
MBA
Swami
Rama
Himalayan
University
Pa g e | 124
BIBLIOGRAPHY
• https://thdc.co.in/sites/default/files/VIII 01 CONVEYANCE ADVANCE
RULES..pdf
• https://thdc.co.in/en/project/712/
• https://thdc.co.in/en/content/capacity-addition-plan
• https://thdc.co.in/en/project/727/content/en/content/power-link
• https://thdc.co.in/sites/default/files/Chairman_speech_Eng_0.pdf
• https://thdc.co.in/en/content/patan-wind-power-project
• https://thdc.co.in/en/content/solar-pv-power-plant-kasaragod-50-mw
• https://thdc.co.in/en/project/713/
• https://thdc.co.in/en/content/company-thdcil
• https://borderlesshr.com/blog/the-role-of-hr-management-in-company-
culture/
• https://www.thdc.co.in/sites/default/files/VIII 02 HOUSE BUILDING ADVANCE
RULES._0.pdf
• https://thdc.co.in/sites/default/files/XI 07 Appeal System on PAR.pdf
• https://thdc.co.in/en/content/thdc-india-limited-thdcil-celebrates-
remarkable-achievementsfy-2022-23
• https://www.thdc.co.in/en/content/joint-venturessubsidiaries

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