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To develop performance indicators for employee’s on the basis of
which incentive can be given to them.
BYPankaj Kumar Singh (25083)
Organizational Traineeship SegmentPRM - 25
Faculty Guide:Prof. Nivedita Kothiyal
Submitted to:Nav Bharat Jagriti Kendra, Hazaribagh.
August, 2005
INSTITUTE OF RURAL MANAGEMENT, ANAND
Acknowledgement
I would heartily acknowledge my OTS coordinator Prof. Jayant Negi and Mr. Girija
Satish, Executive Director, NBJK for bestowing me the opportunity to have a closer look at
the working of an organization and to appreciate the intricacies of working in a typical
organizational setting.
I would also like to thank my faculty guide Prof. Nivedita Kothiyal for providing me
guidance and enabling me to develop a conceptual understanding of my topic. Her keen
interest and direction helped me to look beyond the obvious and thus fathom the topic to a
deeper extent.
I would also like to thank Mr. Sudhir Upadhay, Programme Coordinator, Micro
Credit Dept. who was my reporting officer on behalf of the Executive Director, NBJK and
who provided me with his invaluable suggestions at all stages of this study. His personal
attention was instrumental in making this experience extremely insightful and enjoyable.
Last but not the least, I would like to thank all the other staff of NBJK for their
valuable time and cooperation. Without their help and support this project would not have
seen the light of the day.
Pankaj Kumar Singh
IRMA.
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EXECUTIVE SUMMARY
Project Title: To develop performance indicators for employee’s on the basis of which incentives can be given to them. Organisation: Nav Bharat Jagriti Kendra, Hazaribagh.Reporting Officer: Mr. Girija Satish, Executive Director, NBJK, Hazaribagh.Faculty Guide: Prof. Nivedita KothiyalStudents’ Name: Pankaj Kumar Singh.
Objectives: 1) To understand and analyze the functioning of the staff of NBJK. 2) To understand the existing performance appraisal system of NBJK. 3) To design a set of performance indicators for staffs working at different levels in different projects viz Education, Health, Clean Jharkhand Project & Micro Credit, on the basis of which their performance will be appraised and incentive will be given.Scope of the study: The study is limited to the employees working in NBJK in the above four projects only. The indicators for the health project are based on the RCH project while that of the education is based on the formal education centers and is not applicable for the non-formal centers.
Methodology: In-depth interview with the Project Coordinators, Block Supervisors and Field Staffs, School visits and informal interview and interaction with the teachers & principals. Field visits and interaction with the stake-holders. Available literature about the Projects, its objective and activities were consulted. Sources of Data: Primary data and information was collected through interviews of the employees of NBJK. Records at NBJK served as source of Secondary data and information.
Major Findings: NBJK is the largest NGO in Jharkhand in terms of number of employees, infrastructure, capacity, area covered and number of projects implemented. At present there are 348 employees coming from various background and working at various level. No incentive based pay system is in place to motivate the employees. The performance appraisal is done subjectively and there is no uniformity in the incentive/increments given to staffs at same level which de-motivates the hard working employees and it is one of the reasons of high turnover of the employees. High turnover hinders the smooth implementation of the projects and the outcome of the interventions is not as desired.
Conclusion: NBJK will be able to retain and motivate its experienced employees if some objective performance indicators are in place and are used for all the employees. This will also bring in a sense of distributive and procedural justice among the employees. Motivated employees will work more sincerely and the projects will attain its objective. This will also help the organization in attaining its over all goal and mission.
Recommendations: 1) Performance indicators should be developed for all the projects. 2) The amount of incentive or the increment should be substantial to motivate the employees. 3) The appraisal on the basis of the performance indicators should be done at regular interval instead of once in a year. 4) Employees who have consistently performed better should be given public recognition.
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TABLE OF CONTENTS
Acknowledgement …………………………………………………………………….....ii
Executive Summary……………………………………………………………………..iii
1. The Project: ………………………………………………………………………...…1
2. Objective of The Study:……………………………………………………………….1
3. Methodology…………………………………………………………………………...1
4. Limitation of the Study:………………………………………………………………2
5. Organization Background:………………………………………………………...…2
5.1 Geographical area of operation:…………………………………………….2
5.2 Functional area of operation:……………………………………………….5
6. Staff Structure:………………………………………………………………………..6
6.1 Recruitment:…………………………………………………………………6
6.2 Induction & socialization:…………………………………………………...7
6.3 Staff turnover:………………………………………………………………..7
7. The Existing System of Performance Appraisal at NBJK:………………………....7
8. Need For Performance Indicators:…………………………………………………...8
9. The Process of Developing Performance Indicators:……………………………...11
9.1 Selecting what performance data to collect:………………………………119.1.1. Productivity ……………………………………………………….119.1.2. Personality traits…………………………………………………...129.1.3 Proficiency…………………………………………………………12
9.2 Determining who conducts the appraisal:…………...................................129.2.1. Employee………………………………………………………….139.2.2. Co-workers………………………………………………………...139.2.3. Supervisor…………………………………………………………139.2.4. Subordinate………………………………………………………..139.2.5. Outside the organization…………………………………………..14
9.3 Deciding on a rating philosophy…………………………………………...149.3.1. Comparison against others………………………………………...149.3.2. Rating against a standard………………………………………….14
9.4 Overcoming rating deficiencies……………………………………………14
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9.5 Creating a rating instrument………………………………………………159.5.1. Critical incidents…………………………………………………..159.5.2. Narratives………………………………………………………….159.5.3. Predetermined anchors…………………………………………….16
9.6 Guidelines for performance standards……………………………………169.6.1. Checking the Standards……………………………………………16
10. Educational Projects of NBJK……………………………………………………..18
10.1. Methodology………………………………………………………………18
10.2. Performance Indicators for the Teachers……………………………….1810.2.1. Implementation plan……………………………………………..20
10.3. Performance Indicators for Principal…………………………………...2210.3.1. Implementation plan……………………………………………..23
10.4 Recommendations…………………………………………………………23
11. Health Projects of NBJK…………………………………………………………...24
11.1 Staff structure of health projects…………………………………………24
11.2 Methodology……………………………………………………………….25
11.3 Performance indicators for field level health workers………………….2511.3.1 Implementation plan……………………………………………...27
11.4 Performance indicators for block supervisors…………………………..2811.4.1 Implementation plan……………………………………………...31
11.5 Performance indicators for project coordinators……………………….3311.5.1 Implementation plan……………………………………………...34
12. Clean Jharkhand Project…………………………………………………………..37
12.1 Staff structure……………………………………………………………...37
12.2 Performance indicators…………………………………………………...3812.2.1 Implementation Plan……………………………………………...38
12.3 Performance indicators for other staffs………………………………….39
13. Micro Credit Programme…………………………………………………………..39
13.1 Staff structure……………………………………………………………...40
13.2 Roles and responsibilities…………………………………………………4113.2.1 Credit Officers……………………………………………………4113.2.2 Block Managers…………………………………………………..4213.2.3 Area Manager……………………………………………………..4213.2.4 Branch Manager…………………………………………………..4213.2.5 Programme Manager……………………………………………...42
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13.2.6 MIS Assistant/Accountant……………………………………......42
13.3 Performance indicators…………………………………………………...4213.3.1 Implementation Plan……………………………………………...43
13.4 Performance indicators for credit officers………………………………44
13.5 Performance Indicators for Accountant…………………………………44
14. Conclusion…………………………………………………………………………..45
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1. The Project:
To develop performance indicators for employee’s of Nav Bharat Jagriti Kendra, on
the basis of which incentive can be given to them.
2. Objective of the Study:
The specific objectives of the study were:
a.To understand and analyze the functioning of the staff of NBJK.
b. To understand the existing performance appraisal system of NBJK.
c.To design a set of performance indicators for staffs working at different positions in
different projects, on the basis of which their performance will be appraised and
incentive will be given.
3. Methodology:
The study was conducted in two stages. The first stage of the study was exploratory in
nature, mainly to understand the organization structure and develop a preliminary
understanding of the functioning of the organization at the coordination office level. For this,
in-depth interviews of the Project Coordinators and Assistant Project Coordinators. The focus
of these interviews was to get to know NBJK from their perspective, how they feel about the
various components of the organization functioning, whether the organization is really
serving its vision and mission and also whether they are really helping the poor and the
people in need improve their living standards. Besides, information about their job profile
was also gathered from these interviews, which was then used to design an appraisal system
for them.
In the second stage informal interview and interaction was done with the teachers and
principals (in educational projects), Block Supervisors, and the Field workers (Health
projects). Field visits were done to understand the various activities undertaken and to learn
1
about the implementation of the projects. Reports and other project related documents of
NBJK were also consulted and they were the source of the secondary data.
4. Limitation of the Study:
The study is limited to the Educational projects, Health projects & Clean Jharkhand
Project only. Under the broad heading of Educational and Health Projects different projects
with different objectives are run. The performance indicators developed may not be
applicable as such to all the projects and may need some editing according to the objective
and activities of the individual projects.
5. Organization Background:
The foundation stone of Nav Bharat Jagriti Kendra was laid in 1971, by four engineering
graduates who were sensitive to the cause of deprivation of the poverty stricken masses.
Highly moved by the condition of the poor villagers in Bihar, trapped in the vicious circle of
poverty they decided to shun their career and plunge into nation building and service to the
poor. Deeply influenced and motivated by Jai Prakash Narayan, they initiated social work
with a small hamlet of Dalits in Bahera village of Hazaribagh District. They gradually
extended in many villages.
Nav Bharat Jagriti Kendra (NBJK) formally came into existence in 1974, when it got
registered under Society Registration Act, XXI, 1860 and under Foreign Contribution
Regulation Act, 1976 in the year 1985.
Over the years it has extend to many new areas and at present through its branch
offices and network organizations, it provide various services to the poor and needy of over
30 districts of Jharkhand and Bihar.
5.1 Geographical area of operation:
NBJK is directly implementing its activities through its eight branch offices in five
districts of Jharkhand and two districts of Bihar, covering 29 blocks and above 1500 villages.
Table No. 1 and Figure No. 1 depicts its wide area of operation.
2
Table No. 1
S.n. NBJK
Offices
Name of the Projects Total
Block
s
Total
ward
s in
towns
Total
Villages
And Slums
Approx
Direct
Beneficiaries
1 Hazaribag Micro Credit, Credit
Plus, RIP, Action
Against Child
Trafficking, Kopal,
PACS, Lok Samiti, FCC,
CBR, CMH, Adopt a
Mother Save her Child,
RACHNA, Reproductive
Health Family Welfare,
CJP, Maternal & Child
Health, Strengthening
Primary Education
Program, Spandan,
Small Group Support
Program, Primary and
Secondary schools
7 4 540 villages 27,000
Villagers
&
2000
households in
the town.
2 Ranchi CJP, Micro Credit, Lok
Samiti, Swashakti,
CBRE, Socio Economic
Development project of
the poor and people with
disability, Kopal,
Reproductive Health &
family welfare, CBR,
Swasthya Apke Dwar,
12 14 463 villages 25,000
beneficisries
in villages
&
27,999
househols in
the town
3 Khunti & Integrated Tribal 2 289 villages 32,000
3
Murhu Development Program,
CBR, Reproductive
Health & Family
Welfare, Lok Samiti
Setu Vidyalayas
4 Koderma Micro Credit, RIP, Lok
Samiti, CJP, Rural
Building Center Program
4 5 60 villages 1000
villagers &
1200 HH in
the town.
5 Chauparan Eye Hospital, Low Cost Technology Application for integrated village development,Environment Enrichment program, RACHNA, Primary and Secondary Schools, NFE Centers and Lok Samiti
1 300 villages 4500
6 Pakuria Micro Credit,
Community
Development Program,
Watershed Program,
Women group
Strengthening and
Nutrition Program, Rural
Building Center Program
1 42 villages 900
7 Bodh Gaya Orphanage 1 N.A N.A 50
8 Patna Micro Credit, Lok
Samiti, Community
Based SWM in Slums,
NFE Centers Socio-
Economic Development
of women and children
in Slums
1 1 15 Slums 1500
4
Total 29 24 1,694
Villages and
15 Slums
91,950
villagers and
31,199
households in
the towns
(Source: Annual Report, NBJK 2005)
Figure No. 1
(Source: Annual Report, NBJK 2005)
5.2 Functional area of operation: The major functional area in which NBJK works
includes:
1. Education
2. Health
3. Small Group Support Programme
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4. Mass Awareness and Social Action Programme
5. Natural Resource Management and Development
6. Micro Finance
Different projects are implemented under the above six functional areas. For example
in health sector, NBJK implements projects like Reproductive and Child Health, Community
Based Rehabilitation of Disables, Adopt a Mother Save Her Child, RACHNA (Reproductive
and Child Health, Nutrition and AIDS), Swasthya Aapke Dwar etc.
6. Staff Structure:
At present NBJK is having 348 employees who work at different branches at different
position. Each project is handled by a Project Coordinator who is assisted by one or two
Assistant Project Coordinators. The APCs oversee the work of Block Supervisors who in turn
monitor the Field Staffs. Field level staffs are at the lowest level. Project Coordinators report
to Executive Director. There are around 50 employees at the PC/APC level. Rest are Block
Supervisors and Field Staffs.
6.1 Recruitment: For the post of PC/APC suitable candidates are selected directly from
colleges imparting social work and rural management degree like XISS, Ranchi. The
organization also advertises in leading local & national dailies about job description and
qualifications needed for various posts, which need to be filled. Selection criteria are
different for different designations like they prefer professionals from rural development
field or from social work field for PC and APC. Besides these NBJK need support staffs also,
and their qualifications are different.
Applications from interested candidates are short listed on the basis of their
educational qualifications and experiences. After short-listing the candidates, personal
interviews by a panel of experts are conducted. Through this interview they try to judge
suitability of candidates in terms of various competencies, strengths, past experience and
aptitude etc. Every appointed person is kept on probation for a period of three months. The
probation may be extended if required. If the service of an employee is not up to mark he can
be removed after giving a notice of one to three months. An employee contract is renewed
for further one year if his service is satisfactory.
6
6.2 Induction & socialization: There is no formal mechanism for the proper induction and
socialization of the newly recruited employee in the organization. The employee is just
introduced to the others and that’s all in the name of socialization. Employees establish
relationship with the others in due course of time through their own efforts. At the PC/APC
level it is because each staff is busy in his/her work and since there hasn’t been any tradition
of socialization it is not given much importance. At the level of field staffs, new employees
are introduced to another field staff by the Block Supervisor who briefs him about the work
and how to do it.
6.3 Staff turnover: The employee turn over is high, especially at the PC /APC level. The
main reason for high turnover in case of professionals is the poor pay structure and second
reason is the lack of growth and chance of promotion as it is a very flat organization. There
are more opportunities of growth outside after attaining few years of experience as compared
to opportunities when one decides to remain in the organization. So these professional use
NBJK as a launch pad and as soon as they get any better offer they leave the organization.
The turn over is not so high in the case of the Block supervisors and the field workers
because in the given environment there is lack of opportunity and this is the best they can get
with their educational qualification and skills.
7. The Existing System of Performance Appraisal at NBJK:
At present the performance appraisal of the employees is not based on indicators.
They are more subjective than objective and often there is a lot of dissatisfaction among the
employees over the issue of performance based incentives. Majority of employees feel that
incentive is decided solely by the top management and instead of performance relationship
with the management is more important. This de-motivates the employees as they are not
sure of the procedural and distributive justice*.
Procedural Justice – the perceived fairness of the process used to determine the distribution of rewards. Distributive Justice – perceived fairness of the amount and allocation of rewards among individuals.
7
This along with the fact that the wages are not good prompts the employees to leave
the job when ever they get a better offer and is the main reason of high turnover rate of the
employees especially at the PC and APC level. Of late management has realized the issue
and have started working to get objective performance indicators in place. This study was
also a part of this exercise.
8. Need For Performance Indicators:
The sole intent of every performance appraisal system should be to improve
performance, to provide feedback on quality of performance and then review progress on the
desired improvement in performance. In other words, the purpose of appraisal is to improve
the organization’s performance through the enhanced performance of individuals.
When we think about performance appraisal, we often refer to a number of more
specific positive objectives such as:
o To review past performance
o To assess training needs
o To help develop individuals
o To audit the skills within an organization
o To set targets for future performance
o To identify potential for promotion
More negatively some of us may believe that performance appraisal is simply used by
the organization to apportion blame and to provide a basis for disciplinary action. Some
people see it as a stick that management has introduced with which to beat people. It is
therefore important that performance appraisal should have specific objectives. Not only
8
should the objectives be clear but also they should form a part of organization’s whole
strategy. In this way, the key objectives can be incorporated into the appraisals, highlighting
areas for improvement, new directions and opportunities.
The benefits of a successful appraisal scheme can be summed up as follows:
For the Organization
1. Improved performance throughout the organization due to:
o More effective communication of the organization’s objectives and values;
o Increased sense of cohesiveness and loyalty;
o Improved relationships between managers and staff
o Managers who are better equipped to use their leadership skills and to
motivate and develop their staff
2. Improved overview of the tasks performed by each member of the staff
3. Identification of ideas for improvement
4. Expectations and long term views can be improved
5. Training and development needs identified more clearly
6. A culture for continuous improvement and success can be created and maintained
7. People with potential can be identified and career development plans formulated to
cater to future staff requirements
8. The message is conveyed that people are valued
For the appraiser:
1. The opportunity to develop an overview of individual jobs and complete departments
9
2. Identification of ideas for improvements
3. Increased job satisfaction
4. Increased sense of personal value
5. The opportunity to link team and individual objectives and targets with departmental
and organizational objectives
6. The opportunity to clarify expectations of the contribution the manager expects from
teams and individuals
7. The opportunity to re-prioritize targets
8. A means of forming a more productive relationship with staff based on mutual trust
and understanding
For the appraisee:
1. Increased motivation
2. Increased job satisfaction
3. Increased sense of personal value
4. A clear understanding of what is expected and what needs to be done to meet
expectations
5. The opportunity to discuss work problems and how they can be overcome
6. The opportunity to discuss aspirations and any guidance, support or training needed
to fulfill these aspirations
7. Improved working relationships with the manager
8. Self-Assessment.
10
A good performance appraisal system can be developed and implemented only when
the indicators of the performance are in place. Also to give incentive to the staffs their
performance has to be measured on the basis of common indicators which are applicable to
all the staff at similar position. Performance indicators also help in reducing subjectivity in
the performance appraisal and provide a feeling of distributive justice to the staffs.
In the present context, NBJK wants to have a performance appraisal system in place
in order to evaluate the performance of its staff, and to have a common basis, in form of
performance indicators, to give incentive to its well performing staffs. The objective of
getting a system designed has primarily been to measure and quantify the performance of the
field staff and also the coordination office staff.
9. The Process of Developing Performance Indicators:
Some key steps toward developing effective performance indicators -ones that can be
used to validate the selection process as well as to make decisions about pay or
promotions/incentives are as follows:
(1) Select what performance data to collect
(2) Determine who conducts the appraisal
(3) Decide on a rating philosophy
(4) Overcome rating deficiencies
(5) Create a rating instrument
(6) Deliver useful information to employees
9.1 Selecting what performance data to collect: One way to classify on-the-job worker
behaviour is by considering the three "P’s"--productivity (what was done), personality traits
(how it was done, conduct) and proficiency (skill).
9.1.1. Productivity can be measured in terms of specific performance accomplishments.
11
9.1.2. Personality traits such as motivation, willingness to take criticism, cooperation,
initiative, dependability, and appearance (dress and grooming) may be considered. Personal
trait ratings are useful, even though they sometimes say more about how supervisors get
along with an employee than how well the employee performs on the job. Top management
is unlikely to want to reward performance—no matter how excellent it is—if a worker only
performs grudgingly and after repeated admonitions. When personal traits are considered as
part of a performance appraisal, specific characteristics should be related to the job. Often, a
personal trait issue can be translated into an achievement. Instead of talking about worker
dependability (personal trait), for instance, one may want to address how well an employee
reports on assignment completions (productivity).
9.1.3 Proficiency—skill, knowledge, and ability—plays an important role in employee’s
performance. When appraisals address worker proficiency factors, they help assure
employees interest in overcoming deficiencies that may be blocking future performance or
growth.
In evaluations, organizations need to strike the right balance between productivity and
personality traits. Jobs vary in the importance that can be attached to such factors. For
example for the PC the personality traits play an important role when they are dealing with
the donor agencies. But for the field workers though the personality traits do play a role, it’s
the productivity which is more important component. Over-emphasis on personality traits
may increase compliance at the expense of both creativity and performance. Stressing
achievement over personality traits may lead to a philosophy where the end justifies the
means—no matter how dysfunctional or unethical the behaviour.
9.2 Determining who conducts the appraisal: The next step is to determine who will be
conducting the appraisal. Input into the appraisal of worker performance may come from
many sources including the employee, co-workers, supervisors, subordinates, or even persons
outside the organization. Ratings from multiple sources usually yield more reliable
performance appraisals*. As the number of evaluators increases, the probability of attaining
more accurate information increases. If rater error tends to follow a normal curve, an increase
12
in the number of the appraiser will tend to find the majority congregating about the middle.
But employing more number of appraisers may be costly and time consuming.
* J.D. Facteau and S.B. Craig, “Are Performance Appraisal Ratings from Different Rating Sources Compatible?” Journal of Applied Psychology, April 2001, pp. 215-27.
9.2.1. Employee: Usually, but not always, the employee has a good understanding of his
daily performance and how it can be improved. Employees can be the most important
persons in the evaluation process. Nevertheless, employees have a vested interest in making
positive comments about their own performance, and no matter how motivated they are, can
usually benefit from outside evaluation.
9.2.2. Co-workers: At times co-workers have a better grasp for a colleague’s performance
than the supervisor, but co-worker evaluations have a tendency to be lenient. Sometimes co-
workers hope management will read between the lines and praise irrelevant or insignificant
factors. At times a co-worker may be particularly hard on a disliked worker. Peer review is
usually anonymous and several peers are involved in the evaluation. This anonymity, while
often needed, can also lend itself to abuses.
9.2.3. Supervisor: Performance appraisal data obtained from the immediate supervisor is the
most common rating source. Supervisors are often in the best position to give workers an
honest evaluation. The danger in supervisory evaluations is the substantial amount of power
and influence wielded, often by the hand of a single rater.
9.2.4. Subordinate: Formal evaluation by subordinates is unusual, although from time to time
subordinates may be asked for input into the evaluation of their supervisor. When
subordinates have an input into their supervisor’s evaluation, supervisors have been known to
improve their interpersonal relations and reduce management by intimidation. Issues of
anonymity and adequate sampling of subordinates may be important in traditional appraisals.
13
9.2.5. Outside the organization: Evaluations by outside clientele may be useful in instances
when there is much personal contact with outsiders or when the person being evaluated
knows more about aspects of the job than the supervisor.
9.3 Deciding on a rating philosophy: Next stage is to decide on the rating philosophy.
Performance appraisal data can be classified according to whether employees are compared
against others or are rated against a standard.
9.3.1. Comparison against others: Normally, when comparing employees against each other,
a few employees end up at the top and a few at the bottom in what is known as a normal
distribution curve (also known as “grading by the curve”). The majority end up somewhere
in the middle. Where the employee is ranked depends on how a person performs in
comparison to others.
The principal advantage of the comparison method is preventing raters from placing
all employees in one category (for example, all superior). Two disadvantages—especially
when very few workers are involved—include assuming (1) employees fall in a normal
distribution (there may be four excellent performers in a group of five, or none in a group of
three), and (2) there are similar differences in performance between two adjacent employees,
for instance, between those ranked 1 and 2 and those ranked 4 and 5.
9.3.2. Rating against a standard: It permits a supervisor to classify employee performance
independently from that of other employees. Both supervisor and employee have a reference
point for accurately looking at an employee’s long-term performance growth. In a healthy
organization, one employee’s success need not mean another’s failure. If all can succeed,
much the better.
9.4 Overcoming rating deficiencies: Supervisory evaluations often suffer from numerous
rating deficiencies. One particularly good or poor trait may contaminate other performance
areas considered in the evaluation. Once a worker is classified as a poor performer, it may
take a long time for a supervisor to notice the worker has improved. Supervisors tend to
remember events more recent to the evaluation. Workers, realizing this, may strive to
improve performance as time for appraisals near. Supervisors may tend to rate workers as
14
average, especially when rating forms require a written justification for a high or low rating.
Others may tend toward being either overly strict or lenient. Lenient raters may later appear
to contradict themselves (e.g., when a worker is disciplined or does not get a raise).
Raters may also be influenced by an employee’s personal attributes such as origin,
level of education, union membership, philosophy, age, race, gender, or even attractiveness
Studies show attractive people are often judged to be more intelligent and have other positive
qualities*.
*Feingold, A. (1992). Good-looking people are not what we think. Psychological Bulletin, 112 (1), 125-139; Fletcher, C. (1999) ’The implication of research on gender differences in self-assessment and 360 degree appraisal’, Human Resource Management Journal, 9, 1, 39-46.
9.5 Creating a rating instrument: We can choose from several data collection and
evaluation techniques, or rating scales. Whatever instrument is used, its aim should be to
provide meaningful information to both employees and management. There are a number of
ways of classifying performance appraisal instruments. Data can be presented in terms of
critical incidents, narratives, or predetermined anchors. A combination of approaches is often
necessary to end up with a useful performance appraisal. Appraisal instruments require
substantial rater training if results are to be meaningful.
9.5.1. Critical incidents: This technique involves noting instances where workers reacted
particularly well or poorly. To be effective and accurate, critical incidents need to be jotted
down as they take place and are still fresh in the supervisor’s mind. The strength of the
process is in the concreteness of the examples provided. If care is not taken, though, the
critical incident is susceptible to emphasizing negative worker behaviour. When used alone,
employees may have difficulty translating critical incident reports into improved day-to-day
performance. Further, long periods of time may not yield any particularly good or poor
behaviour. The critical incident approach can be used to come up with data and ideas to
develop more complex rating scales.
9.5.2. Narratives: As compared to the critical incident, narratives provide a broader outlook
on worker performance. Narratives work best when raters have the skills and take the time to
provide a thorough, analytical report while maintaining a positive tone.
15
9.5.3. Predetermined anchors: Appraisals where raters simply check or circle the most
appropriate answer can potentially make for more standardized evaluations than either the
narrative or critical incidents and are less time consuming for the supervisor. Their ease in
use may be deceiving, and raters may give the appraisal less thought than it deserves.
Anchor-based appraisals include rating factors with a numerical scale (e.g., 0 to 3), or an
adjective-descriptive scale (e.g., superior, good, below average) or weightage can be assigned
to various anchors and employees can be awarded against that particular anchor according to
the performance.
9.6 Guidelines for performance standards: The following guidelines have been kept in
mind while developing the performance indicators.
Performance standards should be related to the employee's assigned work and job
requirements.
The reporting systems should be adequate to measure and report any quantitative
data.
Quantifiable measures may not apply to all functions. Attempt has been made to
describe in clear and specific terms the characteristics of performance quality that are
verifiable and that would meet or exceed expectations.
Accomplishment of organizational objectives has been included where appropriate,
such as cost-control, improved efficiency, productivity, project completion, process
redesign, or public service.
9.6.1. Checking the Standards: After performance standards have been written, they have
been checked against the questions in the following list:
1. Are the standards realistic? Standards should be attainable and consistent with what
is necessary to get the job done. Standards for performance which meets expectations
represent the minimum acceptable level of performance for all employees in that
position.
16
2. Are the standards specific? Standards should tell an employee exactly which
specific actions and results he or she is expected to accomplish.
3. Are the standards based on measurable data, observation, or verifiable
information? Performance can be measured in terms of timeliness, cost, quality and
quantity.
4. Are the standards consistent with organizational goals? Standards link individual
(and team) performance to organizational goals and should be consistent with these
goals. The success of the Organization and the projects depends on this strategic
connection.
5. Are the standards challenging? Standards may describe performance that exceeds
expectations. Recognizing performance that is above expectations or outstanding is
crucial to motivating employees.
6. Are the standards clear and understandable? The employees whose work is to be
evaluated on the basis of the standards should understand them. Standards should use
the language of the job.
7. Are the standards dynamic? As organizational goals, technologies, operations or
experiences change, standards should evolve.
Keeping the above factors in mind an attempt had been made to develop the
performance indicators for the employees of the NBJK. The indicators developed, try to
cover the productivity, personal traits and proficiency of the employees. On the basis of
these indicators performance appraisal will be done by the supervisors i.e. seniors. Due to
the cost involved and the time constraint which the organization faces ratings from
multiple sources will not be used. These indicators will rate the performance against set
standards. Predetermined anchors will be used for appraising the performance of the
employees.
17
10. Educational Projects of NBJK:
NBJK runs a variety of schools under its educational projects with an objective to
provide quality education to the poor and at-risk children. It is running bridge camp schools
for the poor and the deprived girls from the interiors. Besides it runs schools with latest
equipments and facilities also with subsidized fees. Out of the total 116 educational centers 1
is for the mentally retarded children, 101 is Bridge Camp School, 1 primary school, 1 middle
school, 4 high school out of which 1 is an English medium school and the rest 8 are NFE.
These educational centers are run under different projects which are funded by
different funding agencies and have different objectives. Similarly some of the activities
undertaken by the staffs employed in these centers are quite different from each other. Since
different project demands different set of activities, it is not possible to develop indicators
that are applicable comprehensively in all projects. The attempt is in the direction of evolving
a set of performance indicators that will help in assessing the performance of teachers and
principals of different formal schools that are being run by NBJK. Though the underlying
theme is same, some editing needs to be done to apply it to different centers. The staff
structure at the different formal school is same. The school is headed by a Principal and there
are a number of teachers to assist him in teaching the students.
10.1. Methodology: For developing the performance indicators for the teachers and the
principals of the various formal education centers run by the NBJK, in-depth interviews of
the teachers and principals were conducted. Four schools were visited to get a better
understanding of the role and responsibility of the teachers and the principals. Informal
interactions with the students were also done. The records maintained were checked and the
project proposals were also consulted.
10.2. Performance Indicators for the Teachers: The performance of the teachers can be
measured against the following indicators:
Performance Indicators for Teachers
18
SL.
NO. INDICATORSWEIGHTAGE
(MARKS)
TARGET
(%)
1. What is the performance/success rate* of his
class/subject?
20 80
2. Pedagogy adopted (interactive class) and involvement
with students.
10 #
3. Punctuality (Does he reach the class on time?). Is the
number of leave taken is more than the prescribed limits?
10 99
4. Personal attention to each student. 10 95
5. Planning (Does he make lesson plan, weekly plan
monthly plan and stick to it?)
10 95
6. Is he able to finish the assign curriculum on time? 5 99
7. Does he maintain the attendance register daily? 5 99
8. Does he regularly gives assignments and provides
feedback on them?
5 90
9. Promptness in conducting extracurricular activities. 5 #
10. Willingness to carryout other responsibility assigned by
the superiors.
5 #
11. Teaches about various other aspect of life like health,
cleanliness, good habits, character building and leads his
students by setting examples.
5 #
12. Feedback from students:
Is he available to students after class hours? (5)
Does he provide constant feedback to students?
(3)
Do students feel free to discuss their problems
with him? (2)
10 #
10.2.1. Implementation plan:
19
1. * Performance/success Rate = Number of students who graduate from the class
Number of students enrolled in the class in that particular year.
The minimum acceptable level of the Performance/success Rate will be decided by
the organization but it should not be below 0.8 i.e. 80%. Now this can also be achieved by
increasing the value of numerator, by decreasing the denominator or by applying both
simultaneously. That is teacher may be tempted to pass more students by setting relatively
easy examination paper, giving more marks etc. This has to be checked by the Principal, he
may have a say in setting the question paper and may summon a sample of corrected answer
sheet to see the marking pattern.
2. Pedagogy adopted by the teachers should be checked at regular intervals by the Principal
who should randomly visit the class during teaching hours.
3. Punctuality can be checked by the attendance register and the leave records.
4. One of the indicators of whether the teacher is giving personal attention to each student
especially the weak students is - Does he know the name of each students of his class?
5. Planning and its implementation can be checked by Principal by the help of a teacher’s
diary which each teacher has to maintain and get the lesson plan, weekly plan and monthly
plan approved by the Principal.
6. Principal should see that teachers are finishing the assigned curriculum on time. This can
be checked by the help of teacher’s diary. Feedback from students will also help.
7. Attendance register should be checked daily by the Principal.
8. Principal can call checked copies of the students periodically and can verify if assignments
and feedback on them are given regularly.
9. Number of extra curricular activities carried out and the involvement of the particular
teacher can be measured.
10. Principal will be able to comment on this topic. The willingness to carry out other
responsibilities assigned by superior will also be reflected in the service records.
11. Students learn a lot from their teachers and follow them. Therefore, teachers should set
examples for their students. The way the teacher is dressed, their habits and conducts will
reflect this attribute.
20
12. The real evaluation of a teacher can be done by the student only. Feedback from the
students should form a major indicator of the performance of a teacher. The Principal or
other monitoring agents can collect feedback from the students by class visits and informal
interviews where students can be asked questions like:
How the classes are going on?
Is the teacher teaching well?
Are you able to understand the topic well?
Are teachers available after class if you have any problem? Etc.
Note: Targets for the indicators marked # can not be quantified and has to be judged
qualitatively.
For implementing a performance based incentive programme, the minimum
acceptable level of performance as measured on the above scale should be decided by the
organization but in my opinion it should be minimum 70%. For teachers performing above
the minimum level, the incentive should be that much percent of the fixed incentive. For
example if the incentive has been fixed as Rs.500 and the performance rating is 80% then the
teacher should be given 500*0.8 = Rs.400 as incentive plus their salary.
10.3. Performance Indicators for Principal:
The performance of the principal can be judged on the basis of the following indicators.
21
SL.
NO. INDICATORSWEIGHTAGE
(MARKS)
1. Financial planning, budgeting and timely reporting.
Maintaining the receipt and expenses balance at optimal level.
20
2. Ensuring timely receipt of the fee. 5
3. Supervising the teachers (random class visits, feedback from
students) to ensure quality education.
10
4. Efforts made to increase the enrolment. 10
5. Efforts made to decrease the drop out rate. 5
6. Regular checking of the lesson plan, weekly plan and monthly
plan submitted by the teachers and providing feedback on them.
5
7. Steps taken to identify the weak students and assistance
provided to them.
5
8. Regular and proper conduct of extra-curricular activities. 5
9. Performance/success Rate of the different class. (Internal as
well as external i.e. Board Examinations where ever
applicable).
5
10. Proper maintenance of the library, laboratory, hostel, mess and
other infrastructure facility.
5
11. Proper maintenance of the transportation facilities and proper
record keeping.
5
12. Regular monitoring of attendance records of teachers and
students both.
4
13. Conducting staff meetings at regular interval to motivate the
staff members.
3
14. Ensuring that curriculum is cover in the assigned time. 3
15. Ensuring proper use and maintenance of the teaching aids and
their stock register.
4
16. Ensuring cleanliness in the class and in the campus. 3
17. Whether regular parents teacher meeting are held and follow up 3
22
actions taken on the issues discussed or not.
10.3.1. Implementation plan: An external observer should visit the school at random to assess
the performance of the Principals. The observer can be the project director himself or any
other person working in the organization and appointed by him or the Executive Director.
The observer should interact with teachers and students, attend a few classes and observe the
surrounding to get the feedback before assigning marks. The natures of indicators are such
that no targets can be fixed.
10.4 Recommendations:
A good performance appraisal should be void of subjectivity and reliance on memory.
It should be a continuous and comprehensive evaluation that incorporates both scholastic and
non-scholastic aspects of education spread over the total span of instruction time. It is
recommended that
Instead of annual appraisal, quarterly or monthly appraisal should be done.
A neutral monitoring agent, any one from the organization, should also be employed
along with the Principal of the school for appraising the performance of the teachers.
This will help in decreasing the subjectivity and any chance of favoritism by the
Principal.
Principal is the head of the school and it is his responsibility that school functions
properly and fulfills its mission and objectives. For this reason he should be given
complete control over the matters of the school and external intervention should be
kept to minimum.
Same external observer should not be sent to the same school time and again to
reduce the chance of any subjectivity being creeping in the evaluation.
11. Health Projects of NBJK:
23
NBJK runs several different projects that deal with various aspects of health, viz
Reproductive and Child Health, Disability, Cleanliness, Eye defects, etc. with the objective
to provide health facilities to the poor and resource less people of the area.
Reproductive and Child Health (RCH) programme is one of the most important project
among all other health projects. Since this programme is of long duration and there is
possibility of such programmes being extended to new area and to continue for longer
duration, it was required to develop performance indicators for this programme. At present
three projects viz, RACHNA funded by CARE, Jharkhand; Reproductive Health and Family
Welfare Program funded by David and Lucile Packard Foundation, USA and Maternal &
Child Health funded by CINI (Child in Need Institute) – PFI (Population Foundation of
India) are being implemented under RCH programme.
11.1 Staff structure of health projects: The RCH programme is being implemented through
a three-tier staff structure. The staff structure comprises of field level health workers, block
coordinators/supervisors and the assistant project coordinators and project coordinators. Staff
at different level undertakes different activities. The activities also vary slightly according to
the project objectives. Effort has been in the direction to develop some performance
indicators, which can be applied to all such projects after editing to match the project
objectives.
Most of the projects are implemented after conducting a baseline survey. The overall
improvement in the reproductive and child health status in the project area is the objective of
RCH projects. For achieving these objectives various activities are undertaken. Measuring
the outcome of these planned activities will be more meaningful in judging the performance
of the staff at field level and also at other levels. More weight age (75%) has been assigned
for the outcome of these activities while 25% has been assigned for other administrative
works for the field level health workers. For Block Supervisors and Project Coordinators the
weight age between these two components will be different and has been described along
with indicators in subsequent pages.
11.2 Methodology: Project proposal was studied to understand the role and responsibility of
the various levels of staffs of the health project. The activities outlined in the project proposal
24
were noted and field visits was undertaken to see their implementation. Informal interaction
with the field workers and the block supervisors were done to understand their job. Health
camps were also attended to understand their function and role of health worker in
mobilizing the community.
11.3 Performance indicators for field level health workers:
The performance of the Field level health workers can be measured against these indicators:
S.
N.INDICATORS
MAR
KSTARGET
(%)
ACHIEVE
D
MARKS
AWARDED
1. Timely completion of the planned
activities and the extent to which its
outcome helps in attaining the
programme objective:
i. No. of village health committee
formed, meeting attended and
no. of health related activities
taken up by the VHC.
ii. Selection & training of Sahiyaa*
to ensure proper care of pregnant
mothers.
iii.No. of new cases of pregnancy
identified and follow up through
home visit.
iv.No. of pregnant women groups
formed and number of women
attached with such group.
v. No. of pregnant women getting
two doses of TT.
vi.No. of IFA tablets distributed and
75
(5)
(5)
(5)
(5)
(5)
Number of
these
activities will
depend on the
project plan.
The target
should be to
attain at least
90%
completion of
the planned
activities. Any
health worker
reaching 90%
or above of
the given
targets should
be given full
marks.
25
no. of pregnant women using
them.
vii. No. of cases at risk identified,
referred to hospitals and other
services provided.
viii. No. of deliveries attended by
trained TBA or done in
hospitals.
ix.No. of children immunized.
x. No. of adolescent group and
eligible couple group formed and
their meetings attended and
activities undertaken by such
groups.
xi.No. of contraceptives distributed
and no. of eligible couple aware
of reproductive health & family
planning methods.
xii. No. of awareness generation
activities like wall writing, group
meetings etc. undertaken.
xiii. No. of people attending the
health camps and no. of pregnant
women getting two ANC and
two PNC checkups.
(5)
(5)
(6)
(7)
(5)
(7)
(5)
(10)
*Sahiyaa is a lady from the group who is given the basic training.
For the above indicators appraisal should be done on a quarterly basis, as performance will
be more evident in a quarter than in a month. For the other activities listed below appraisal
can be done at monthly intervals.
26
S.N. INDICATORS MARKS TARGET
(%)
ACHIEVE
D
MARKS
AWARD
ED
2. Weekly planning and reporting. 5 100
3. Punctuality in the field visit. 5 95
4. Rapport enjoyed in the community and
ability to mobilize the community.
10 #
5. Level of awareness about family
planning methods, reproductive and
child health among the eligible couples
and others in their area of operation.
5 #
11.3.1 Implementation plan: - The marks awarded will depend on the target achieved. The
total marks obtained will be calculated and on the basis of the percentage of marks obtained
the incentive/increment will be determined.
1. Timely completion of the planned activities: The performance of the field level
health worker against this indicator can be measured by the weekly plan report
submitted to and approved by the Block Supervisor. A quarterly progress report
indicating the previous status, the achievement of this quarter and the final status at
the end of the quarter should be submitted by the health workers. The Block
Supervisor should visit the field to cross check the report submitted by the field staff.
The Block Supervisor can also attend some of the meetings of the VHC and other
groups. The Project Coordinator during their field visits can verify the report by
interacting with a sample of women and villagers of the area.
2. Weekly planning and reporting: Timely submission of the weekly plan and report
by the Health worker and punctuality in attending the weekly meeting will determine
their performance against this indicator. The APC/PC should also get a copy of this
report so that they can monitor the programme.
3. Punctuality in the field visit: Block Supervisors/APC/PC during their field visit can
inquire from the villagers about the punctuality of the health worker.
27
4. Rapport enjoyed in the community and ability to mobilize the community: This
can also be judged during the field visits of Block Supervisors/APC/PC by interacting
with the villagers. The number of villagers participating in the health camps
organized in the area will also reflect on the field health workers ability to mobilize
the community. The field health workers should spread the information about the
health camp to be organized and should ensure active participation of the villagers.
The turnout of the villagers at such camps will be the basis of judging their effort in
this direction. They should also ensure that these health camps are able to meet its
objective i.e. all pregnant women get IFA tablets, 2 doses of TT and children are
immunized.
5. Level of awareness about family planning methods, reproductive and child
health among the eligible couples and others in their area of operation: This can
be measured by asking questions from the villagers/group members or conducting an
informal survey of the area by the Block Supervisor. The number of wall writings,
meetings organized etc will also help in measuring the performance of the health
worker against this indicator.
Note: The indicators marked as # are subjective and targets could not be fixed for these
indicators. The appraisal will be based on the various factors, which has been indicated in the
implementation plan.
11.4 Performance indicators for block supervisors:
The main activity of the block supervisor is to coordinate and monitor the activities of
the field level heath worker, liaisoning with the officials at PHC level and planning and
reporting. The activities can be divided broadly in two parts. One dealing with the
administrative part likes reporting and planning, and the other part, which is the ground level
implementation of the project. The performance of the Block Supervisor can be judged on
the basis of the following indicators.
S.
N.INDICATORS MARKS TARGET
(%)
ACHIEV
ED
MARKS
AWARDED
28
1. Timely completion of the planned activities
and the extent to which its outcome helps in
attaining the programme objective:
i. No. of village health committee
formed, meeting attended and no. of
health related activities taken up by
the VHC.
ii. Selection & training of Sahiyaa to
ensure proper care of pregnant
mothers.
iii. No. of health camp organized and no.
of people attending the health camps
and no. of pregnant women getting
two ANC and two PNC checkups.
iv. No. of pregnant women groups
formed, number of women attached
with such group and no. of meetings
attended.
v. No. of cases at risk identified, referred
to hospitals and other services
provided.
vi. No. of children of the area immunized.
vii. No. of adolescent group and eligible
couple group formed and their
meetings attended and activities
undertaken by such groups.
viii. No. of contraceptives distributed and
no. of eligible couple aware of
reproductive health & family planning
methods.
ix. No. of awareness generation activities
60
(5)
(5)
(10)
(5)
(5)
(10) (5)
(5)
(5)
Number
of these
activities
will
depend on
the project
plan.
The target
should be
to attain at
least 90%
completio
n of the
planned
activities.
Any
Block
Supervisor
reaching
90% or
above of
the given
targets
should be
given full
marks.
29
like wall writing, group meetings etc.
undertaken.
x. Decrease in the infant mortality rate
and the death of mother during
delivery in their area.
(5)
2. Regular monitoring of the field workers &
providing guidance to them.
5 90
3. Liaisoning with govt. health dept. officials
and rapport enjoyed with them.
5 #
4. Training the TBA and health workers to
ensure safe delivery.
5 As per the
schedule
5. Stock & issue register of the audio-visual aid
and others maintained properly or not.
5 100
6. Budget control and proper utilization. 8 95
7. Transparency in financial dealing and timely
settlement of advances.
5 100
8. Timely performance appraisal of the junior
staffs.
2 95
9. Rapport with the villagers, seniors, juniors
and other staff and willingness to accept
additional responsibility.
5 #
11.4.1 Implementation plan: - The marks awarded will depend on the target achieved. The
total marks obtained will be calculated and on the basis of the percentage of marks obtained
the incentive/increment will be determined.
1. Timely completion of the planned activities and the extent to which its outcome
helps in attaining the programme objective: The performance of the Block
Supervisors against this indicator can be measured by the weekly plan report
submitted to and approved by the Project Coordinator. A quarterly progress report
30
indicating the previous status, the achievement of this quarter and the final status at
the end of the quarter should be submitted by the Block Supervisors. The Project
Coordinator should visit the field to cross check the report submitted by the Block
Supervisor. The Project Coordinator during their field visits can verify the report by
interacting with a sample of women and villagers of the area.
2. Regular monitoring of the field workers & providing guidance to them: Regular
visit to the field by the Block Supervisor will motivate the Health workers and the
random visit and appraisal at site will keep them focus. The Project Coordinator
should time to time interact with the health workers to judge the performance of the
Block Supervisor against this indicator. He should also attend some of the weekly
meetings time to time.
3. Liaisoning with govt. health dept. officials and rapport enjoyed with them:
Performance against this indicator is subjective and should be measured keeping
certain factors in mind like the level of participation and support provided by the
Govt. official in the various programmes. The level of participation of the PHC in the
various health camp organized by the organization will also reflect the level of effort
being put in by the Block Supervisors.
4. Training the TBA and health workers to ensure safe delivery: Block Supervisor
should ensure that the Health worker and the TBA working in the area are fully
trained. For this Block Supervisors should be instrumental in organizing the training
programme as per the schedule. The performance against this indicator will be
reflected in the monthly plan and report as the number of training programme
organized. The Block Supervisors should access the training need of the health
worker and the TBA and accordingly arrange for the training.
5. Stock & issue register of the audio-visual aid and others maintained properly or
not: The stock and issue register of the various instruments like audio-visual aids
should be maintained properly and should be checked regularly by the Project
Coordinators.
6. Budget control and proper utilization: Performance against this indicator will be
reflected in the monthly plan and report in the form of activities conducted and
expenses incurred. Project coordinator should ensure that the budget is utilized
31
properly and there is no misappropriation. Report from the accounts department will
also help in measuring performance against this indicator.
7. Transparency in financial dealing and timely settlement of advances: All the
personal and project advances should be settled in time and transparency in financial
dealing should be maintained. Failing to maintain transparency should be penalized.
The report from the accounts dept. will help in judging performance against this
indicator.
8. Timely performance appraisal of the junior staffs: Block Supervisor should
submit the performance appraisal report of the junior on time. This report can be
submitted along with the monthly report to the Project Coordinator.
9. Rapport with the villagers, seniors, juniors and other staff and willingness to
accept additional responsibility: This can also be judged during the field visits of
APC/PC by interacting with the villagers. The number of villagers participating in the
health camps organized in the area will also reflect on the Block Supervisors ability to
mobilize the community. The turnout of the villagers at such camps will be the basis
of judging their effort in this direction. They should also ensure that these health
camps are able to meet its objective i.e. all pregnant women get IFA tablets, 2 dose of
TT and children are immunized. Good rapport with the health worker will help in
keeping them motivated and to get the desired results. Willingness to accept
additional responsibility assigned from time to time should also be taken in account
while judging the overall performance of the Block Supervisors.
Note: The indicators marked as # are subjective and targets could not be fixed for these
indicators. The appraisal will be based on the various factors, which has been indicated in the
implementation plan.
11.5 Performance indicators for project coordinators:
The Project Coordinator is the in-charge of any project and it’s his responsibility to see that
project is being implemented in true sense, all the listed activities are carried out on time and
that the subordinates are working properly. The performance of the project coordinators can
be measured against following indicators:
S.N. INDICATORS TOTAL TARGET ACHIEVED MARKS
32
MARKS (%) AWARDED
1. Timely reporting and compliance to
funding agencies15 100
2. Timely completion of the planned
activities10 90
3. Extent to which the outcome of these
activities have helped in achieving the
programme objectives.
10 90
4. Budget control and proper utilization 10 95
5. Transparency in financial dealing and
timely settlement of advances.5 100
6. Timely internal reporting (Daily,
weekly and monthly)5 100
7. Proper coordination and monitoring of
the project staffs & Ensuring proper
follow up action by the block
supervisors and the field health
workers.
10 #
8. Liaisoning with the Govt. Official 10 #
9. Ensuring that the field staff and block
supervisors are properly trained.
5
No. of
training
programs
as in the
project
plan.
10. Timely performances appraisal of the
junior staffs.5 100
11. Rapport with the seniors, juniors and
other staff and willingness to accept
additional responsibility.
5 #
33
12. Efforts made to expand the programme
in new areas and to search new funding
agencies to support the ongoing
programme for extended duration.
10 #
11.5.1 Implementation plan: The marks awarded will depend on the target achieved. The
total marks obtained will be calculated and on the basis of the percentage of marks obtained
the incentive/increment will be determined.
1. Timely reporting to funding agencies: - Timely reporting to the funding agencies is
important for the next installment of the funds and also the rapport of the
organization. It is of utmost importance that all the queries raised by the funding
agencies are dealt with urgency. All reports should be sent on time and the top
management should see that it is being done.
2. Timely completion of the planned activities: - All planned activities for the project
should be completed on time. It can be checked through the weekly and monthly
internal reporting.
3. Extent to which the outcomes of these activities have helped in achieving the
programme objectives: Most of the programmes start with a baseline survey to
know the status before the intervention. Amount of difference made on the various
parameters after intervention will be a good indicator of the success of the
programme as well as the efforts made by the PC. The information about the
availability of services and changes in the situation will be collected over a period of
time at various levels and once a year or at 6 months a sample survey can be done by
an external agent to assess the progress.
4. Budget control and proper utilization: - This can also be checked through the
internal reporting and the account section. PC should ensure that no amount is left
unused & also that there is no wastage and misappropriation of the budget.
5. Transparency in financial dealing and timely settlement of advances: - All
advances should be settled on time and transparency in financial dealings should be
maintained. Accounts department should not release any amount in absence of proper
vouchers.
34
6. Timely internal reporting: - The daily, weekly and monthly plans and reports
should be submitted on time and get approved by the Executive Director. Executive
Director should sought clarification, if any.
7. Proper coordination and monitoring of the project staffs: - Project Coordinators
should properly coordinate the activities of all the staff working in the project. He
should ask for the weekly plan and reports from the junior staffs and provide
guidance. Regular meetings should be organized with the block supervisors and he
should randomly attend the meeting of the block supervisor and the field health
worker. Inputs about the performance of the field staff can be obtained by randomly
visiting their fields and interacting with the villagers. The top management should see
that PC visits the field at regular interval. This can be checked from the daily/weekly
planning and reporting.
8. Liaisoning with the Govt. Official: - This can be measured by the support provided
by the government officials to the project, number of meeting held with the govt.
officials, workshop arranged and attended and rapport with the govt. official. The top
management will have to assess what kind of rapport the PC shares with Govt.
Officials keeping the above factors in mind.
9. Ensuring that the field staff and block supervisors are properly trained: -
Number of trainings camps and exposure visits arranged will reflect this. Occasional
interaction of the field workers with the top management either at coordination office
or in the field will also help in appraising the performance of the PC in this regard.
10. Timely appraisal of the junior staffs: - PC should do the appraisal of the junior staff
at monthly interval and should get it approved by the top management. The appraisal
can be submitted along with the monthly plan reports.
11. Rapport with the seniors, juniors and other staff and willingness to accept
additional responsibility: - This will be judged by the general behavior of the PC on
day-to-day basis. Since they are in the coordination office most of the time, the top
management can easily judge it.
12. Efforts made to expand the programme in new areas and to search new funding
agencies to support the ongoing programme for extended duration: The health
projects should run for a longer duration to make any real difference on the ground
35
level. Most of the projects are funded by the donor agencies for a time period of 3-5
years. To make a real difference in the lives of the poor villagers the PC should make
effort to find new donors interested in this type of project and should try to mobilize
resources to expand the programme in new areas. The top management on the basis
of the sincerity shown by the PC can judge the performance on this account.
Note: The indicators marked as # are subjective and targets could not be fixed for these
indicators. The appraisal will be based on the various factors, which has been indicated in the
implementation plan.
12. Clean Jharkhand Project: Clean Jharkhand Project was launched in 2002 with the support of ICEF (India
Canada Environment Facility) in Ranchi municipality area. The project aims at solid waste
management through the community with the help of municipality, training and capacity
building of Municipal staffs and other stakeholders, awareness generation, institutional
resource recovery and policy formulation on waste management. Today the programme has
been extended to cover Hazaribagh and Koderma municipality area also.
36
12.1 Staff structure:
Organization wants to have the incentive system for the Awareness Coordinator,
Environment Education Coordinator, Policy & Liaisoning Officer, Training Coordinator,
Production & Research Manager, Community Coordinator, Assistant Community
Coordinator, Community Supervisor and the Community Animators. For this the
organization wants performance indicators to be in place.
12.2 Performance indicators: The Awareness Coordinator, Environment Education
Coordinator, Policy & Liaisoning Officer, Training Coordinator and Production & Research
Manager work as support for the project. For them the performance will be measured in two
parts. Part I - the performance will be measured against the activities planned & conducted
Project Manager
Assist. Project Manager
Community Coordinator
Awareness Coordinator
Environment Education
Coordinator
Policy & Liaisoning
Officer
Training Coordinator
Production & Research
Manager
Site Supervisor
Market Supervisor
Sales Agents (2)
Assist. Community
Coordinator (2)
Community Supervisor (12)
Animator Safai Mitra
37
during the month and the utilization of the allocated budget. Each activity will be given
certain weightage by the employee himself and will be finalized after approval of the Project
Manager. Over the month the activities will be conducted and the budget spent will be
compared with the budget allocated and accordingly points will be awarded. The Part-I will
account for 70% of the total incentive amount. The incentive will be applicable in case of
completion of 70% of the activities planned for the month. The rest 20% of the total
incentive amount will be decided by the performance against Part – II based on nine criteria
viz, transparency in financial dealing, effectiveness, budget control and its proper utilization,
timeliness in reporting & account settlement, independent & professional attitude, rapport
with colleague and other employee, willingness to accept additional responsibility if any and
over all sincerity towards the job. The indicators and implementation plan for Environment
Education Coordinator has been attached as Annexure – I.
12.2.1 Implementation Plan: The incentive plan will be implemented as follows:
Incentive should be given only if the staff gets above 70% of the total weightage
assigned to the planned activities.
Whole incentive amount of the Part A should be given to the staff if he is able to
score 100% of the total weightage.
Out of the total amount assigned to Part A, 50% of it should be given as incentive if a
staff scores 70% of the total weightage.
Rest of the 50% of the incentive for Part A will be divided into 30 parts and for each
percentage score above 70 the employee will get that much part of it. E.g. if the total
incentive for the Part A is Rs. 1000 and an employee scores 80% of the total
weightage assigned to the planned activities for the month, he will get Rs. 500 for
scoring 70% plus Rs. 166.6 for scoring above 70% (500*10/30 = 166.6).
The activities planned for the month for each employee should be in accordance with
the Project Targets but it should be set after discussion with the employees so as not
to overburden them.
More emphasis should be on the economical use of the allocated budget instead of
full use of the budget. If an employee manages to get the quality work done in
38
amount less than the allocated budget he should get some bonus points and it should
be considered that he has utilized the complete budget.
The weightage for the activities should be decided in consultation with the
employees.
12.3 Performance indicators for other staffs: For the Community Coordinator, Assistant
Community Coordinator, Community Supervisor and the Community Animators the
incentive plan is based on the household covered and service charge collected from them.
The incentive provided to the Community Coordinator & Assistant Community Coordinator
is in the form of percentage of total collection. As per the functional budget and sustainability
budget (attached as Annexure-II) prepared for the Programme, targets for number of
household covered on the monthly basis have been calculated and the amount to be collected
has been fixed. The percentage of incentive is increased if the collection is above the target.
Similarly for Community Animators & Community supervisors’ targets has been fixed
quarter wise. The incentive is dependent on the amount collected. The performance
indicators and the incentive plan for these staffs have been attached as Annexure – III.
13. Micro Credit Programme:
Micro Finance Programme of the N.B.J.K. was started in March 1994 as Women
Entrepreneurship Development Programme with an objective to promote Income Generation
Activities among the poor women organized in groups by extending credit facilities and
other support services. The programme was based on the Gramin Model of Bangladesh.
CORDAID provided the initial financial support for the programme in the form of revolving
fund to cover the operational cost. Today the programme is self-sustaining and works with
the objective:
To create self employment through income generation activities.
To make available easy, timely and appropriate credit and other financial/support
services to the target group.
To reduce the dependence on local money lenders or other middle man for capital.
To stop land/asset mortgage, advance Crop selling and other income eroding process.
39
To reduce women discrimination and increase their dignity and status in the society.
The programme has come a long way since its inception. At present the area of
operation includes Hazaribag (including Ramgarh), Ranchi, Koderma and Pakur districts of
Jharkhand & Slums in Patna, the capital city of Bihar. Programme is running in 15 blocks of
the above districts.
The detail of the microfinance programme has been given in the Annexure – IV.
13.1 Staff structure: The operational structure is as follows:
The staff structure is as follows:
Branch/District Office
Block Office
Head/Coordination Office
Executive Director
Programme Manager
(Coordination)
40
13.2 Roles and responsibilities:
13.2.1 Credit Officers – Credit Officers/Field Workers are the interface of the organization
with the community. They form the SHG groups and over see its activities. The up keeping
of the book of accounts of the SHG is done by them. After the group has stabilized and have
sufficient savings, members become eligible for loans. The loan application is filled by the
Credit Officers and submitted to the Branch Office. Timely loan recovery is the other major
job of the Credit Officer. They have to deposit the daily collection in Bank and in the
afternoon update the journal and ledger. They also have to help the Block Manager in
completing the pre-disbursement formalities like preparation of Muster Roll and agreement
Paper.
13.2.2 Block Managers: The responsibility of the Block Manager include collection of
installments in absence of Credit Officers, checking the loan application forms, pre-
disbursement formalities, general ledger and journal entries, budget preparation, day wise
report checking, monthly basis account checking, preparation of cheque requisition,
monitoring the Credit Officers and SHGs.
HR Manager Manager Finance
Branch/District Manager (Coordinator)
MIS Asstt./Accountant
Block Manager
Credit Officers (Works within 20-25 km of radius)
Asstt./Area Manager (Coordinator)
41
13.2.3 Area Manager: Apart from monitoring the Block Managers and the Credit Officers,
Area Manager has to prepare cash flow and manage the fund at the Branch Level. He also
has to appraise the performance of the juniors as well as the SHGs. Area manager also has to
check the monthly accounts prepared by the Block Manager.
13.2.4 Branch Manager: Apart from monitoring the whole programme in his branch, the
Branch Manager has to appraise the performance of all the Staffs below him. It’s his
responsibility to see that programme expands in his area. He also has to prepare the budget
for his branch and manage the fund for his branch.
13.2.5 Programme Manager: The work of Programme Manager is similar to the Branch
Manager only the scale is high. He has to look over the programme at the organization level,
prepare the budget at the organization level and manage the fund. He is also responsible for
the appraisal of all the junior staffs and the success of the programme.
13.2.6 MIS Assistant/Accountant: The role of the accountant is to up-keep the books of
account and up-date it on regular basis. He is the person who deals with the Bank Accounts,
issue of cheque, staff’s advance account and others.
13.3 Performance indicators: The following performance indicators have been developed
for the Block Manager, Area/Branch Manager and the Programme Manager. Total nine
indicators have been identified and for these nine indicators different weightage has been
assigned for the staff at different level.
SL. NO. INDICATORS
DESIGNATION UNDER THE PACKAGE
BLOCK MANAGER
AREA MANAGER
PROGRAMME MANAGER
MARKS MARKS MARKS1 DISBURSEMENT TARGET 30 20 15
2 REPAYMENT RATE TARGET (AVERAGE) 35 25 20
*3 INCREMENT IN REPAYMENT 10 10 10
42
RATE
4 STAFF MANAGEMENT AND SUPPORT 5 10 20
5 PROPER MONITORING AND APPRAISAL 5 15 10
6 RECORD CHECKING AND KEEPING AT OFFICE 5 5 5
7
GROUP STRUCTURE (PARTICIPATION OFMEMBER, RECORD AT GROUP LEVEL ETC.)
5 5 5
8 TRANSPIRANCY IN ACCOUNTS AND REPORTS 5 5 5
9SPECIAL/INNOVATIVE/OTHER CONTRIBUTION TO THE PROGRAMME
5 10
TOTAL 100 100 100
13.3.1 Implementation Plan:
1) Incentive will be calculated on half yearly basis i.e. April-September/October-March.
2) Staff who will get 100% marks will be eligible for amount equal to 40% of their salary as
monthly incentive.
3) No Incentive will be provided for the marks obtained less than 50
Increment in repayment rate refers to the increment in average repayment rate in respect of
previous six month.
43
* To get 100% marks under this criteria Block Manager should be on 4% average increment,
Area Manager should be on 3% average increment and Programme Manager should be on
2% average increment.
13.4 Performance indicators for credit officers: The Credit Officers are not given any
salary by the N.B.J.K. instead they are given commission in the form of incentives. The
incentive is dependent on two bases, the monthly repayment rate base and the monthly loan
disbursement base. Organization was already following this system but some improvement
was suggested because due to various reasons the Credit Officers of Barkagaon and
Chauparan Block were not getting enough commissions. Sometimes the aggregate
commission was below Rs. 2000. So to motivate them higher % was proposed. The reasons
for lower commission was low return rate by some group of these blocks, dysfunctional
SHGs, less number of SHGs and less number of members as programme was introduced in
these blocks recently. Other reason to propose higher percentage of commission was to pay
the Credit Officers above the minimum wages announced by the Government so that legal
conditions can be fulfilled. This was suggested only as a temporary measure till the situation
improves and the rates are subject to revision. The incentive calculation sheet for the Credit
Officers for Hazaribagh District is given in the Annexure – V.
13.5 Performance Indicators for Accountant: The performance of the MIS
Assistant/Accountant will be measured against the following indicators.
WORK DETAILSFULL
MARKSMARKS
OBTAINED1. MICRO CREDIT RELATED
20
1.1 Perfect ness in record checking and keeping on time (Loan ledger/cash book/ledger/vouchers/Receipt & Payment A/c/Loan Status format/Cheque Utilisation/Cheque Requisition etc.)
1.2 Perfect ness in Micro credit computerized A/c on time 15
1.3 Disbursement target 5 1.4 Repayment Rate Target (Average) 5 1.5 Other Special/innovative contribution 5
44
2. INTERNAL AUDIT 2.1 Completion of assigned internal audit on time 7.5 2.2 Quality/level of completed internal audit 7.5 3. PROJECT RELATED 3.1 Perfect ness in A/c checking and keeping
(Manual/computerized) of assigned project (CORDAID, Credit Plus, SIDBI Capacity Build., CAA, Help Age India, Caritas India, IGSSS etc.)
8
3.2 Monitoring of budget/fund project wise 4 4. BRANCH RELATED 4.1 Perfect ness in A/c checking and keeping details
in computer regarding branch's projects like RIP, Building Centre, WDRF of Koderma and Caritas India, Building Centre, GF, WDRF Watershed, IGSSS etc. of Pakur)
8
4.2 Monitoring of budget/fund project wise 4 5. OTHER WORK 5.1 Day Book maintenance (Manual) 5 5.2 Finalization of Stri Shakti Accounts on yearly
basis, Completion of other delegated work on time 6
TOTAL 100
TOTAL MARKS OBTAINED =
14. Conclusion:
Performance appraisal for evaluation of employees serves the following purposes:
1. Promotion, separation, and transfer decisions
2. Feedback to the employee regarding how the organization viewed the employee's
performance
3. Evaluations of relative contributions made by individuals and entire departments in
achieving higher level organization goals
4. Reward decisions, including merit increases, promotions, and other rewards
5. Ascertaining and diagnosing training and development decisions
6. Criteria for evaluating the success of training and development decisions
7. Information upon which work scheduling plans, budgeting, and human resources
planning can be used
45
It also serves the following additional purposes:
1. Provided employees the opportunity to formally indicate the direction and level of the
employee's ambition
2. Show organizational interest in employee development, which was cited to help the
enterprise retain ambitious, capable employees instead of losing the employees to
competitors
3. Provided a structure for communications between employees and management to help
clarify expectations of the employee by management and the employee
4. Provide satisfaction and encouragement to the employee who has been trying to perform
well.
Important steps to obtaining useful performance appraisals include determining the
type of data to be collected as well as who will conduct the appraisal, establishing a rating
philosophy, overcoming typical rating deficiencies, creating a rating instrument, and
engaging the employee in making decisions on future performance changes.
An effective negotiated performance appraisal helps the employee take additional
ownership for both continuing effective performance and improving weak areas. Employee
goals set through performance appraisals should be difficult but achievable, as goals that are
overly ambitious are doomed for failure. Some employees tend to boycott their own progress
by setting impossible goals to achieve. Finally, employees want to know what the
management thinks of their work. Letting workers know that management have noticed their
efforts goes a long way towards having a more motivated workforce.
The study is of significance in the context that NBJK is growing and diversifying in
many diverse areas of activities. NBJK needs dedicated human resources to cater to this
demand. Dedication will arise only when the employees will feel that their efforts are noted
and suitably rewarded. The performance appraisal should be based on measurable indicators
so that there is very little chance of subjectivity. Based on these indicators not only the
performance of employees will be measured, it will also help in identifying the training needs
of the employees. Lack of subjectivity will also increase the employees’ motivation and the
results will come fast when employees feel that their efforts are being noted and rewarded.
46
The new indicators have been in lines with the existing one with slight changes in an attempt
to make it more objective and measurable.
Based on my interactions and observations in NBJK, there are very few Human
Resource policies set in place and NBJK currently does not have a full fledged Human
Resource system in place. As student of Management, I see this as an issue that needs
immediate attention. NBJK is one of the biggest NGO in Jharkhand and has been able to
reach this stage because of excellent track record and also because of the good reputation it
has slowly but steadily built over the last 37 years, ever since its inception. Considering that
NBJK is still growing, changes in its outlook and way of functioning are a natural process.
Therefore, a more pro-active Human Resource system would certainly aid NBJK in smoother
and more efficient functioning in the overall sense. This is an important point of
consideration because; Human Resource is one of the four pillars that build and bind an
Organization.
47
List of Reference
1. Annual Report (2004 & 2005), Nav Bharat Jagriti Kendra, Hazaribagh, Jharkhand
2. Dessler, Gary Human Resource Management, Ninth Edition, Delhi: Pearson
Education (Singapore) Pte. Ltd., Indian Branch (2005).
3. Garg, Ajay Labour Laws One Should Know, 21st Revised Edition, New Delhi: Nabhi
Publications (2005).
4. Robbins, Stephen P Organizational Behaviour, Tenth Edition, Delhi: Pearson
Education (Singapore) Pte. Ltd., Indian Branch (2004).
5. Robbins, Stephen P Organization Theory, Third Edition, New Delhi: Prentice Hall of
India Private Limited (2003)
6. www.cnr.berkeley.edu
7. www.gallup.com
.
48
ANNEXURE – I
INCENTIVE CALCULATION SHEET FOR EE COORDINATOR FOR THE MONTH OF_____________
PART - I
49
PART - II
PART ‘A’ ACCOUNTS FOR 80% OF THE INCENTIVE AMOUNTPART ‘B’ ACCOUNTS FOR 20% OF THE INCENTIVE AMOUNT
S. NO.
ACTIVITY BUDGETPlan Report Planned Actual Weigh
tage Marks
obtained1. PDC Festival 10000 102. Seminar on SWM 10000 143. Development of 2
model school8000 10
4. Launch of env. Club 2000 65. Workshop for NCC
cadets15000 10
6. Eco-Exposure 3000 67. Data bank preparation 5000 108. Pamphlets 6000 109. Green bazaar
programme6000 5
10. Memento for guest 7500 311. CD of film on CJP 20000 612. Book on EE 50000 10
S.No. Criteria Weightage
(100)
Marks
awarded
1. Transparency in financial
dealing
10
2. Effectiveness 25
3. Budget Control and its proper
utilization (economical).
20
4. Timely settlement of accounts 10
5. Punctuality in reporting
(internal as well as external)
5
6. Independent & Professional
Attitude
10
7. Rapport with colleague and
other staff
5
8. Willingness to accept
additional responsibility
5
9. Over all sincerity toward the
work
10
50
ANNEXURE - II Functional Budget for 2005-2006 Community Division Budget Projection for the Year 2005-2006
Particulars Amount in Rs. ParticularsAmount
in Rs.
By Community Contribution To Honorarium/Coordination Allowance
April'05 (28,000 HH @ Rs.20/-) X 40% 224000 PM Met through the Project Mgt. costs
May'05 (28,500 HH @ Rs.20/-) X 40% 228000 APM Met through the Project Mgt. costs
June'05 (29,000 HH @ Rs.20/-) X 45% 261000 713000 CC Met through the Proiect Mgt. costs
July'05 (29,500 HH @ Rs.20/-) X 45% 265500 CS Met through the Project Mgt. costs
Augusf05 (30,000 HH @ Rs.20/-) X 50% 300000 PDC Accountant RS.3,500 * 12 months 42000
September'05 (30,000 HH @ Rs.20/-) X 50% 300000 865500 To Cleanliness Cost
October'05 (30,500 HH @ Rs.20/-) X 55% 335500 Safai Mitra140+145+150+155 PDC for 4 months+160PDC for 8 months 3490500
November'05 (31,000 HH @ Rs.20/-) X 60% 372000 Ward labour14 Ward labour @ RS.1950 for 12 Months 327600
December'05 (31,000 HH @ Rs.20/-) X 60% 372000 1079500 Incentive to RMC tractor
January'06 (31,500 HH @ Rs.20/-) X 60% 378000 driver Rs. 5,0o0/- p.m. x 12 Monthsx 60000
Feburary'06 (30,000 HH @ Rs.20/-) X 60% 384000 To Incentive Annexure B 882840
March'06 (30,000 HH @ Rs.20/-) X 60% 384000 1146000 C. Animator
CS
Total Receipts 4E+06 3804000 CC
To Repair & Maint (Rickshaw Trolly) 243000
Annexure C
To Consumables
51
Nuvan
Bleaching
Lime
Broom Rs. 500/- x 12 CS x 12 Months 72000
To Prog. Related Exp.
Safai Mitra dress 320 Sets @ Rs. 250/- (December Dist.) 80000
Health camp 4 Health Camp @ 7500/- 30000
Raincoat Rs. 150 x 460 No. 69000
R trolly/painting Iwriting Rs. 100 x 160 Trolley 16000
wall writing Rs. 2000 per ward x 12 Ward 24000
Cleanliness Drive160 PDC x 2 days x 5 labor x Rs. 70 x 3 times 336000
By Deficit -
2081140 TO Stationary
PDC receipt book 5000
PDC Cash book New NGO/CJP PDCs 40000
TOTAL 1722860 ORE related NA 0
To Conference Meeting
PDC Meetina Rs. 150 x 12 Ward X 12 Months 21600
WDC Meeting Rs. 150 x 12 Ward X 12 Months 21600
ToPurchase of New Rickshaw 20 Trolley @ Rs. 6200/- 124000
TOTAL 5885140
Sustainability Budget for 2005-2006
Community Division Budget Projection for the Year 2005-2006
52
Particulars Amount in Rs. ParticularsAmount in Rs.
ByOpening Balance To Honorarium/Coordination Allowance
Contribution PM Met through the Proiect
Buffer stock APM Met through the Proiect
Depreciation CC Met through the Project
CS Met through the Proiect
By Community Contribution PDC Accountant Rs.3,500 * 12 months 42000
April'05(28,000 HH @ Rs.20/-) X
40% 224000 To Cleanliness Cost
May'05(28,500 HH @ Rs.20/-) X
40% 228000 Safai Mitra 140+145+150+155 PDC for 4 months+160PDC for 8 months 3490500
June'05(29,000 HH @ Rs.20/-) X
45% 261000 713000 Ward labour 14 Ward labour @ Rs.1950 for 12 Months 327600
July'05(29,500 HH @ Rs.20/-) X
45% 265500 Incentive to RMC tractor driver Met through the Project
Augusf05(30,000 HH @ Rs.20/-) X
50% 300000 To Incentive Annexure B 882840
September'05(30,000 HH @ Rs.20/-) X
50% 300000 865500 C. Animator
October'05(30,500 HH @ Rs.20/-) X
55% 335500 CS
November'05(31,000 HH @ Rs.20/-) X
60% 372000 CC
December'05(31,000 HH @ Rs.20/-) X
60% 372000 1079500
January'06(31,500 HH @ Rs.20/-) X
60% 378000 ToRepair & Maint (Rickshaw Trolly)
Feburary'06(30,000 HH @ Rs.20/-) X
60% 384000 Annexure C 243000
March'06(30,000 HH @ Rs.20/-) X
60% 384000 1146000 To Consumables
53
Nuvan Met through the Proiect
ByMiscellaneous Receipts Bleaching Met through the Proiect
(30,000 HH @ Rs.2/-) X 12% 720000 720000 Lime Met through the Project
Broom Met through the Proiect
Prog. Related Exp.
To
Safai Mitra dress Met through the Proiect
Health camp Met through the Project
Safai mitra Training Met through the Proiect
Team Trainina Met through the Project
Documentation Met through the Proiect
Raincoat Met through the Project
R trolly/painting /writing Met through the Proiect
wall writing Met through the Project
TO Stationary
PDC receipt book 10000
PDC Cash book 40000
ORE related
To Buffer Total Yealy Collection/12 306542
To Contingencies 10000*12 months 120000
By Deficit 1418482 To Conference Meeting Met through Proiect
To Depreciation
54
Rickshaw Trolly Rs.5,OOO*160/24*12 400000
Other (Belcha, Kudal) Rs.500*160/12*12 80000
ToPurchase of New Rickshaw Met through the Project
TOTAL 5942482 TOTAL 5942482
Note 1 > Several Expenditures as indicated in the above sheet are being met through the Project.
2> Depreciation & Buffer have been created to meet the related expenditure after completion of the Project.
Annexure BINCENTIVE CALCULATION FOR THE YEAR 2005-2006
MONTHTOTAL COLLECTION
COMM. ANIMATOR (15%)
COMM. SUPERVISOR (7%)
COMM. COORDINATOR (2%)
april 224000 33600 15680 4480may 228000 34200 15960 4560june 261000 39150 18270 5220july 265500 39825 18585 5310aug 300000 45000 21000 6000sept 300000 45000 21000 6000oct 330000 49500 23100 6600nov 330000 49500 23100 6600dec 360000 54000 25200 7200jan 360000 54000 25200 7200feb 360000 54000 25200 7200march 360000 54000 25200 7200total 3678500 551775 257495 73570
55
Annexure Crepair & maintenance of rickshaw trolly
year 2005-06
Month ParticularsAmount in Rs.
apr 70 rickshaw@Rs 500 3500070 rickshaw@Rs 100 7000
may 145 rickshaw@Rs100 14500
june 150 rickshas@Rs100 15000
july 155 richshaw@Rs 100 15500
aug 160 rickshaw@ Rs 100 16000
sept 160 rickshaw@ Rs 100 16000
oct 70 richshaw @ Rs 500 35000
90 rickshaw@Rs 100 9000
nov 160 rickshaw@ Rs 100 16000
dec 160 rickshaw@ Rs 100 16000
jan 160 rickshaw@ Rs 100 16000
feb 160 rickshaw@ Rs 100 16000
mar 160 rickshaw@ Rs 100 16000ANNEXURE – III
Incentive Calculation Sheet For C.A. & C. S.
Month:Ward No.:
56
Qtr. House hold coverage by
C.S.
Collection(Rs.)
Incentive to C.A. Incentive to C.S. Actual Household
coverage by C.S.Planned Actual Planned Actual
Qtr.1 2000 13000 1000 30015000 1750
18000 800
20000 2750 1000
23000 1200
Qtr.2 220025000 3750 1600
1800
28000 2000
Qtr.3 2500 30000 4250 250033000
2900
35000 4750
Qtr.4 2750 38000 350040000 5250
* Fixed incentive = Rs. 600
57
Incentive calculation for CC/ACC
MONTH DETAILS AMOUNT COLLECTED
INCENTIVE 2 %
AMOUNT COLLECTE
D
INCENTIVE 3%
AMOUNT COLLECTE
D
INCENTIVE 4%
AMOUNT
REALISED
INCENTIVE
GAINED
APRIL 28000HH@Rs 20 *40% 224000 4480 250000 7500 2750000 11000MAY 28500HH@Rs 20*40% 228000 4560 250000 7500 275000 11000JUNE 29000HH@Rs 20*45% 261000 5220 275000 8250 300000 12000JULY 29500HH@Rs20 * 45% 265500 5310 280000 8400 300000 12000
AUGUST 30000HH@Rs 20*50% 300000 6000 325000 9750 350000 14000SEPT 30000HH@Rs 20*50% 300000 6000 325000 9750 350000 14000OCT 30500HH@Rs 20*55% 335500 6710 350000 10050 375000 15000NOV 31000HH@Rs 20*60% 372000 7440 400000 12000 425000 17000DEC 31000HH@RS 20*60% 372000 7440 400000 12000 425000 17000JAN 31500HH@Rs 20*60% 378000 7560 400000 12000 425000 17000FEB 32000HH@Rs 20*60% 384000 7680 400000 12000 425000 17000MAR 32000HH@Rs 20*60% 384000 7680 425000 12750 450000 18000
58
ANNEXURE - IV MICRO CREDIT AT A GLANCE AS ON 31ST MARCH`2005SL. NO.
HEAD HAZARIBAGH
RANCHI KODERMA
PAKUR PATNA TOTAL
1 No. of blocks 7 4 3 115(slums) 30
2 No. of SHGs 658 447 90 48 107 1,350
3 No. of SHGs members 10644 10108 1502 772 1604 24,630
4 No. of loanee SHGs 264 327 19 27 106 743
5No. of SHGs loanee members 3136 3058 297 265 1317 8,073
6 No. of JLGs 119 107 4 …. …. 230
7 No. of JLGs members 595 535 20 …. …. 1,150
8 No. of loanee JLGs 119 107 4 …. …. 230
9No. of JLGs loanee members 595 535 20 …. …. 1,150
10Saving generated in SHGs 12184049 11472241 1147950 339415 608085 2,57,51,740
11 Loan disbursed to SHGs 17787000 11320000 1781000 626500 874000 3,23,88,500
12 Loan disbursed to JLGs 6810000 3519000 185000 …. …. 1,05,14,000
13 Total loan disbursed 24597000 14839000 1966000 626500 874000 4,29,02,500
14Loan repayment from SHGs 16467926 11178776 1788400 1333700 1693501 3,24,62,303
15Loan repayment from JLGs 4221114 3319421 33440 …. …. 75,73,975
16 Total loan repayment 20689040 14498197 1821840 1333700 1693501 4,00,36,278
17Loan outstanding in SHGs 9378201 5979587 755250 444117 2046503 1,86,03,658
18Loan outstanding in JLGs 4226512 1676883 151560 …. …. 60,54,955
19TOTAL LOAN OUTSTANDING 12695867 7656470 906810 444117 2046503 24658613
59
ANNEXURE – VIncentive Chart for Credit Officers.
MONTHLY LOAN
DISBURSEMENT BASE
REPAYMENT RATE BASE ### 98% 96% 94% 92% 90% 88% 86% 84% 82% 80%NAME OF BLOCK
>RS.5,00,000/-
SADAR 6% 5% 4% 3% 2% ICHAK 7% 6% 5% 4% 3% 2% CHOUPARAN 9% 8% 7.5% 7% 6.5% 6% 5.5% 5% 4.5% 4% 3.5%BARKAGAON 10% 9.5% 9.5% 9% 9% 9% 8.5% 8.5% 8% 8% 8%KODERMA 6% 5% 4% 3%
>RS.4,00,000/-
SADAR 5% 4% 3% 2% 1.5% ICHAK 6% 5% 4% 3% 2% 1.5% CHOUPARAN 8% 7.5% 7% 6.5% 6% 5.5% 5% 4.5% 4% 3.5% 3%BARKAGAON 9% 8.5% 8.5% 8% 8% 8% 7.5% 7.5% 7% 7% 7%KODERMA 5% 4% 3% 2%
>RS.3,00,000/-
SADAR 4% 3% 2% 1.5% 1% ICHAK 5% 4% 3% 2% 1.5% 1% CHOUPARAN 7.5% 7% 6.5% 6% 5.5% 5% 4.5% 4% 3.5% 3% 2.5%BARKAGAON 8% 7.5% 7.5% 7% 7% 7% 6.5% 6.5% 6% 6% 6%KODERMA 4% 3% 2% 1.5%
>RS.2,00,000/-
SADAR 3% 2% 1.5% 1% 0.5% ICHAK 4% 3% 2% 1.5% 1% 0.5% CHOUPARAN 7% 6.5% 6% 5.5% 5% 4.5% 4% 3.5% 3% 2.5% 2%BARKAGAON 7% 6.5% 6.5% 6% 6% 6% 5.5% 5.5% 5% 5% 5%KODERMA 3% 2% 1.5% 1%
>RS.1,50,000/-
SADAR ICHAK 3% 2% 1.5% 1% 0.5% 0.25% CHOUPARAN 6.5% 6% 5.5% 5% 4.5% 4% 3.5% 3% 2.5% 2% 1.5%BARKAGAON 6.5% 6% 6% 5.5% 5.5% 5.5% 5% 5% 4.5% 4.5% 4.5%KODERMA 2.5% 1.5% 1% 0.5%
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