OT > 25083 > OT25083

To develop performance indicators for employee\u2019s on the basis of which incentive can be given to them.

BY Pankaj Kumar Singh (25083) Organizational Traineeship Segment PRM - 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 To develop performance indicators for employee\u2019s 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 Kothiyal Students\u2019 Name: Pankaj Kumar Singh. Project Title:

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 1.

The

Summary……………………………………………………………………..iii 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:………………………………11 9.1.1. Productivity ……………………………………………………….11 9.1.2. Personality traits…………………………………………………...12 9.1.3 Proficiency…………………………………………………………12 9.2 Determining who conducts the appraisal:…………...................................12 9.2.1. Employee………………………………………………………….13 9.2.2. Co-workers………………………………………………………...13 9.2.3. Supervisor…………………………………………………………13 9.2.4. Subordinate………………………………………………………..13 9.2.5. Outside the organization…………………………………………..14 9.3 Deciding on a rating philosophy…………………………………………...14 9.3.1. Comparison against others………………………………………...14 9.3.2. Rating against a standard………………………………………….14 9.4 Overcoming rating deficiencies……………………………………………14

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9.5 Creating a rating instrument………………………………………………15 9.5.1. Critical incidents…………………………………………………..15 9.5.2. Narratives………………………………………………………….15 9.5.3. Predetermined anchors…………………………………………….16 9.6 Guidelines for performance standards……………………………………16 9.6.1. Checking the Standards……………………………………………16 10. Educational Projects of NBJK……………………………………………………..18 10.1.

Methodology………………………………………………………………18

10.2. Performance Indicators for the Teachers……………………………….18 10.2.1. Implementation plan……………………………………………..20 10.3. Performance Indicators for Principal…………………………………...22 10.3.1. 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………………….25 11.3.1 Implementation plan……………………………………………...27 11.4 Performance indicators for block supervisors…………………………..28 11.4.1 Implementation plan……………………………………………...31 11.5 Performance indicators for project coordinators……………………….33 11.5.1 Implementation plan……………………………………………...34 12. Clean Jharkhand Project…………………………………………………………..37 12.1

Staff

structure……………………………………………………………...37

12.2 Performance indicators…………………………………………………...38 12.2.1 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…………………………………………………41 13.2.1 Credit Officers……………………………………………………41 13.2.2 Block Managers…………………………………………………..42 13.2.3 Area Manager……………………………………………………..42 13.2.4 Branch Manager…………………………………………………..42 13.2.5 Programme Manager……………………………………………...42

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13.2.6 MIS Assistant/Accountant……………………………………......42 13.3 Performance indicators…………………………………………………...42 13.3.1 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

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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.

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Table No. 1 S.n.

NBJK

Name of the Projects

Offices

1

Hazaribag Micro Credit, Credit

Total

Total

Total

Approx

Block

ward

Villages

Direct

s

s in

And Slums

Beneficiaries

7

towns 4 540 villages 27,000

Plus, RIP, Action Against

Villagers

Child Trafficking, Kopal,

&

PACS, Lok Samiti, FCC,

2000

CBR, CMH, Adopt a

households in

Mother Save her Child,

the town.

RACHNA, Reproductive Health Family Welfare, CJP, Maternal & Child Health, Strengthening Primary Education Program, Spandan, Small Group Support Program, Primary and 2

Ranchi

Secondary schools CJP, Micro Credit, Lok

12

14

463 villages 25,000

Samiti, Swashakti,

beneficisries

CBRE, Socio Economic

in villages

Development project of

&

the poor and people with

27,999

disability, Kopal,

househols in

Reproductive Health &

the town

family welfare, CBR, 3

Khunti &

Swasthya Apke Dwar, Integrated Tribal

Murhu

Development Program,

2

CBR, Reproductive

3

289 villages 32,000

Health & Family Welfare, Lok Samiti 4

Koderma

5

Chauparan

6

Pakuria

Setu Vidyalayas Micro Credit, RIP, Lok

4

5

60 villages

1000

Samiti, CJP, Rural

villagers &

Building Center Program

1200 HH in the town. 300 villages 4500

Eye Hospital, Low Cost1 Technology Application for integrated village development, Environment Enrichment program, RACHNA, Primary and Secondary Schools, NFE Centers and Lok Samiti Micro Credit, 1

42 villages

900

N.A 1

N.A 15 Slums

50 1500

24

1,694

91,950

Community Development Program, Watershed Program, Women group Strengthening and Nutrition Program, Rural 7 8

Building Center Program Bodh Gaya Orphanage 1 Patna Micro Credit, Lok 1 Samiti,

Community

Based SWM in Slums, NFE Centers SocioEconomic Development of women and children Total

in Slums

29

Villages and villagers and 15 Slums

31,199 households in

4

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 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 5

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. 6.2 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

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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.

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.

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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 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:

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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 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

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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. 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.

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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. 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 11

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 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.

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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 coworkers 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. 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.

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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 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

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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. 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

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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 quali ty 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. 2. Are the standards specific? Standards should tell an employee exactly which specific actions and results he or she is expected to accomplish.

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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.

10. Educational Projects of NBJK:

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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 SL. NO. 1.

INDICATORS

What

is

the

performance/success rate*

18

of

his

WEIGHTAGE

TARGET

(MARKS) 20

(%)

80

2.

class/subject? 10 Pedagogy adopted (interactive class) and involvement

#

3.

with students. 10the Punctuality (Does he reach the class on time?). Is

99

4. 5.

number of leave taken is more than the prescribed limits? 10 Personal attention to each student. 10 Planning (Does he make lesson plan, weekly plan

95 95

6. 7. 8.

monthly plan and stick to it?) Is he able to finish the assign curriculum on time? 5 5 Does he maintain the attendance register daily? 5 Does he regularly gives assignments and provides

99 99 90

9. 10.

feedback on them? Promptness in conducting extracurricular activities.5 5 by Willingness to carryout other responsibility assigned

# #

11.

the superiors. Teaches about various other aspect of life like health, 5

#

cleanliness, good habits, character building and leads his 12.

students by setting examples. Feedback from students:

10

•

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)

10.2.1. Implementation plan: 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

19

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. 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. 20

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. SL. NO. 1.

WEIGHTAGE

INDICATORS

Financial

planning,

budgeting

and

timely

reporting. 20

(MARKS)

2. 3.

Maintaining the receipt and expenses balance at optimal level. Ensuring timely receipt of the fee. 5 Supervising the teachers (random class visits, feedback from 10

4. 5. 6.

students) to ensure quality education. Efforts made to increase the enrolment. 10 Efforts made to decrease the drop out rate. 5 Regular checking of the lesson plan, weekly plan and monthly 5

21

7.

plan submitted by the teachers and providing feedback on them. Steps taken to identify the weak students and assistance 5

8. 9.

provided to them. Regular and proper conduct of extra-curricular activities. 5 Performance/success Rate of the different class. (Internal 5as well

as

external

i.e.

Board

Examinations

where

ever

applicable). 10. Proper maintenance of the library, laboratory, hostel, mess and 5 11.

other infrastructure facility. Proper maintenance of the transportation facilities and proper 5

record keeping. 12. Regular monitoring of attendance records of teachers and 4 students both. 13. Conducting staff meetings at regular interval to motivate the 3 staff members. 14. Ensuring that curriculum is cover in the assigned time. 3 15. Ensuring proper use and maintenance of the teaching aids and 4 their stock register. 16. Ensuring cleanliness in the class and in the campus. 3 17. Whether regular parents teacher meeting are held and follow3up 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

22

∗

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 reduce the chance of any subjectivity being creeping in the evaluation.

11. Health Projects of NBJK:

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 23

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 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.

INDICATORS

N. 1.

Timely completion of the planned

M ARKS 75

TARGET

ACHIEVE

MARKS

(%) Number of

D

AWARDED

activities and the extent to which its

these

outcome helps in attaining the

activities will

programme objective:

depend on the

i.

project plan.

No. of village health committee (5) formed, meeting attended and 24

The target

no. of health related activities

should be to

taken up by the VHC.

attain at least

ii. Selection & training of Sahiyaa* to ensure proper care of pregnant(5) mothers.

completion of

iii. No. of new cases of pregnancy

the planned

identified and follow up through

(5)

home visit. iv. No. of pregnant women groups

(5)

attached with such group.

health worker or above of the given targets should

v. No. of pregnant women getting two doses of TT.

(5)

vi. No. of IFA tablets distributed and no. of pregnant women

(5)

using them. vii. No. of cases at risk identified, referred to hospitals and other

(5)

services provided. viii.No. of deliveries attended by

trained TBA or done in hospitals. (6) ix. No. of children immunized. x. No. of adolescent group and eligible couple group formed and (7) their meetings attended and (5) activities undertaken by such groups. xi. No. of contraceptives distributed and no. of eligible couple aware planning methods.

activities. Any reaching 90%

formed and number of women

of reproductive health & family

90%

(7)

25

be given full marks.

xii. No. of awareness generation activities like wall writing, group meetings etc. undertaken. xiii.No. of people attending the

(5)

health camps and no. of pregnant women getting two ANC and two PNC checkups.

(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.

S.N.

INDICATORS

MARKS

2. 3. 4.

5 Weekly planning and reporting. 5 Punctuality in the field visit. Rapport enjoyed in the community and 10

5.

ability to mobilize the community. Level of awareness about family

5

TARGET (%) 100 95 #

ACHIEVE D

MARKS AWARDE D

#

planning methods, reproductive and child health among the eligible couples and others in their area of operation. 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

26

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. 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.

27

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. 1.

INDICATORS

MARKS

TARGET

60

(%) Number

Timely completion of the planned activities

and the extent to which its outcome helps in

of these

attaining the programme objective:

activities will

i. No. of village health committee formed, meeting attended and no. of

(5)

depend on

health related activities taken up by

the project

the VHC.

plan.

ii. Selection & training of Sahiyaa to ensure proper care of pregnant

(5)

The target should be

mothers. iii. No. of health camp organized and no. of people attending the health camps

to attain at (10)

and no. of pregnant women getting

formed, number of women attached with such group and no. of meetings attended. 28

completio n of the

two ANC and two PNC checkups. iv. No. of pregnant women groups

least 90%

planned (5)

activities. Any Block

ACHIEV

MARKS

ED

AWARDED

v. No. of cases at risk identified, referred to hospitals and other services

Supervisor

(5)

provided.

reaching 90% or

vi. No. of children of the area immunized. (10) vii. No. of adolescent group and eligible (5) couple group formed and their

above of the given targets

meetings attended and activities

should be

undertaken by such groups.

given full marks.

viii. No. of contraceptives distributed and no. of eligible couple aware of reproductive health & family planning

(5)

methods. ix. No. of awareness generation activities like wall writing, group meetings etc.

(5)

undertaken. x. Decrease in the infant mortality rate and the death of mother during

(5)

delivery in their area. 2.

Regular monitoring of the field workers &

5

90

3.

providing guidance to them. Liaisoning with govt. health dept. officials

5

#

4.

and rapport enjoyed with them. Training the TBA and health workers to

5

As per the

5.

ensure safe delivery. Stock & issue register of the audio-visual aid

5

schedule 100

6. 7.

and others maintained properly or not. Budget control and proper utilization. Transparency in financial dealing and timely

8 5

95 100

8.

settlement of advances. Timely performance appraisal of the junior

2

95

9.

staffs. Rapport with the villagers, seniors, juniors

5

#

and other staff and willingness to accept

29

additional responsibility.

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 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

30

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 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

31

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

. 3

MARKS Timely reporting and compliance to 15 funding agencies Timely completion of the planned 10 activities Extent to which the outcome of these

.

activities have helped in achieving the

4

programme objectives. Budget control and proper utilization

. 5

Transparency in financial dealing and

. 6

timely settlement of advances. Timely internal reporting (Daily,

. 7

weekly and monthly) Proper coordination and monitoring of

.

the project staffs & Ensuring proper

1 . 2

follow up action by the block

TARGET (%) 100 90

10

90

10

95

5

100

5

100

10

#

10

#

5

No. of

supervisors and the field health 8

workers. Liaisoning with the Govt. Official

. 9

Ensuring that the field staff and block

32

ACHIEVED

MARKS AWARDED

training

supervisors are properly trained.

programs as in the project 1

Timely performances appraisal of the

0

junior staffs.

. 1

Rapport with the seniors, juniors and

1

other staff and willingness to accept

. 1

additional responsibility. Efforts made to expand the programme

2

in new areas and to search new funding

.

agencies to support the ongoing

plan. 5

100

5

#

10

#

programme for extended duration. 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

33

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. 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.

34

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 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.

35

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:

Project Mana er g

Assist. Project Mana er g

Community Coordinator

Awareness Coordinator

Environment Education Coordinator

Policy & Liaisoning Officer

Training Coordinator Production & Research Manager

Assist. Community Coordinator (2) Community Su ervisor (12)

Site Su ervisor

p

p

Animator

Safai Mitra

37

Market Su ervisor p

Sales A ents (2) g

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 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 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 38

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 full use of the budget. If an employee manages to get the quality work done in 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 groupsextending by credit facilities and other support services. The programme was based on the Gramin Model of Bangladesh.

39

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.

•

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:

Head/Coordination Office

Branch/District Office

Block Office

40

The staff structure is as follows:

Executive Director

Programme Manager (Coordination)

HR Manager

Branch/District Manager (Coordinator)

Manager Finance

MIS Asstt./Accountant

Asstt./Area Manager (Coordinator)

Block Manager

Credit Officers

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

41

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, predisbursement 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. 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.

42

DESIGNATION UNDER THE PACKAGE SL. NO. 1 2 *3 4 5 6 7 8 9

INDICATORS

BLOCK MANAGER MARKS

AREA MANAGER MARKS

30

20

15

35

25

20

10

10

10

5

10

20

5

15

10

5

5

5

5

5

5

5

5

5

5

10

100

100

DISBURSEMENT TARGET REPAYMENT RATE TARGET (AVERAGE) INCREMENT IN REPAYMENT RATE STAFF MANAGEMENT AND SUPPORT PROPER MONITORING AND APPRAISAL RECORD CHECKING AND KEEPING AT OFFICE GROUP STRUCTURE (PARTICIPATION OFMEMBER, RECORD AT GROUP LEVEL ETC.) TRANSPIRANCY IN ACCOUNTS AND REPORTS SPECIAL/INNOVATIVE/OTHER CONTRIBUTION TO THE PROGRAMME TOTAL

100

PROGRAMME MANAGER MARKS

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.

1. 1. 1

1. 2 1. 3 1. 4

WORK DETAILS MICRO CREDIT RELATED 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.) Perfect ness in Micro credit computerized A/c on time Disbursement target

Repayment Rate Target (Average)

FULL MARKS

20

15 5 5

44

MARKS OBTAINED

1. Other Special/innovative contribution 5 2. INTERNAL AUDIT

5

2. Completion of assigned internal audit on time 1 2. Quality/level of completed internal audit 2 3. PROJECT RELATED 3. 1

7.5 7.5

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.) Monitoring of budget/fund project wise

3. 2 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) Monitoring of budget/fund project wise

4. 2 5. OTHER WORK 5. 1 5. 2

Day Book maintenance (Manual)

8 4

8

4

5

Finalization of Stri Shakti Accounts on yearly 6 basis, Completion of other delegated work on time 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

45

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 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

46

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. 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

S.No. 1. S. NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Criteria

Weightage

Marks

(100) 10

awarded

Transparency in financial

dealing ACTIVITY BUDGET 2. Effectiveness 25 Plan Report Planned Actual 3. Budget Control and its proper 20 PDC Festival utilization (economical). 10000 Seminar SWM settlement of accounts 10000 4. onTimely Development of 2 8000 5. Punctuality in reporting model school (internal as well as external) Launch of env. Club 2000 6. Independent & Professional Workshop for NCC 15000 cadets Attitude Eco-Exposure 7. Rapport with colleague3000 and Data bank preparation 5000 other staff Pamphlets 6000 8. Willingness to accept Green bazaar 6000 programmeadditional responsibility 9. for Over all sincerity toward the Memento guest 7500 CD of film on CJP 20000 work Book on EE 50000

Weight age 10

10 5

14 10 6

10

10

5

6

5 10

10 10 5 3 6 10

PART ‘A’ ACCOUNTS FOR 80% OF THE INCENTIVE AMOUNT PART ‘B’ ACCOUNTS FOR 20% OF THE INCENTIVE AMOUNT

50

Marks obtained

ANNEXURE - II Functional Budget for 2005-2006 Community Division Budget Projection for the Year 2005-2006 Particulars

By

Community Contribution April'05

(28,000 HH @ Rs.20/-) X 40%

May'05

(28,500 HH @ Rs.20/-) X 40%

June'05

(29,000 HH @ Rs.20/-) X 45%

July'05

(29,500 HH @ Rs.20/-) X 45%

Augusf05

(30,000 HH @ Rs.20/-) X 50%

September'05

(30,000 HH @ Rs.20/-) X 50%

October'05

(30,500 HH @ Rs.20/-) X 55%

November'05

(31,000 HH @ Rs.20/-) X 60%

December'05

(31,000 HH @ Rs.20/-) X 60%

January'06

(31,500 HH @ Rs.20/-) X 60%

Feburary'06

(30,000 HH @ Rs.20/-) X 60%

March'06

(30,000 HH @ Rs.20/-) X 60%

Amount in Rs.

22400 0 22800 0 26100 0 26550 0 30000 0 30000 0 33550 0 37200 0 37200 0 37800 0 38400 0 38400 0

Particulars

To

713000

865500

To

Honorarium/Coordination Allowance

PM

Met through the Project Mgt. costs

APM

Met through the Project Mgt. costs

CC

Met through the Proiect Mgt. costs

CS

Met through the Project Mgt. costs

PDC Accountant

RS.3,500 * 12 months

Ward labour Incentive to RMC tractor

To

42000

Cleanliness Cost

Safai Mitra

1079500

Amount in Rs.

140+145+150+155 PDC for 4 months+160PDC for 8 months 14 Ward labour @ RS.1950 for 12 Months

driver

Rs. 5,0o0/- p.m. x 12 Monthsx

Incentive

Annexure B

3490500 327600

60000 882840

C. Animator

1146000

CS Total Receipts

4E+06

3804000

CC To

51

Repair & Maint (Rickshaw Trolly)

243000

Annexure C To

Consumables

Nuvan Bleaching Lime Rs. 500/- x 12 CS x 12 Months

72000

Safai Mitra dress

320 Sets @ Rs. 250/- (December Dist.)

80000

Health camp

4 Health Camp @ 7500/-

30000

Raincoat R trolly/painting Iwriting

Rs. 150 x 460 No.

69000

Rs. 100 x 160 Trolley

16000

wall writing

Rs. 2000 per ward x 12 Ward

24000

Cleanliness Drive

160 PDC x 2 days x 5 labor x Rs. 70 x 3 times

Broom To

By

-208114 0

Deficit

TO

Prog. Related Exp.

Stationary

PDC receipt book

TOTAL

1722860

To

To

5000

PDC Cash book

New NGO/CJP PDCs

ORE related

NA

40000 0

Conference Meeting

PDC Meetina

Rs. 150 x 12 Ward X 12 Months

21600

WDC Meeting Purchase of New Rickshaw

Rs. 150 x 12 Ward X 12 Months

21600

20 Trolley @ Rs. 6200/TOTAL

52

336000

124000 5885140

Sustainability Budget for 2005-2006 Community Division Budget Projection for the Year 2005-2006

By

By

Opening Balance

Particulars

Amount in Rs.

Particulars 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

PDC Accountant

Rs.3,500 * 12 months

Community Contribution (28,000 HH @ Rs.20/-) X April'05 40%

June'05

(28,500 HH @ Rs.20/-) X 40% (29,000 HH @ Rs.20/-) X 45%

July'05

(29,500 HH @ Rs.20/-) X 45%

May'05

To Cleanliness Cost

228000

Safai Mitra

140+145+150+155 PDC for 4 months+160PDC for 8 months 3490500

Ward labour

14 Ward labour @ Rs.1950 for 12 Months

Incentive to RMC tractor driver

Met through the Project

Incentive

Annexure B

882840

Annexure C

243000

261000

January'06

(31,500 HH @ Rs.20/-) X 60%

378000

Feburary'06

(30,000 HH @ Rs.20/-) X 60%

384000

October'05 November'05

Rs.20/-) X Rs.20/-) X Rs.20/-) X Rs.20/-) X

713000

265500

December'05

September'05

Rs.20/-) X

42000

224000

(30,000 HH @ 50% (30,000 HH @ 50% (30,500 HH @ 55% (31,000 HH @ 60% (31,000 HH @ 60%

Augusf05

Amount in Rs.

300000 300000

To 865500

C. Animator

335500

CS

372000

CC

372000

327600

1079500 To

Repair & Maint (Rickshaw Trolly)

53

March'06

By

(30,000 HH @ Rs.20/-) X 60%

384000

1146000

To

Miscellaneous Receipts (30,000 HH @ Rs.2/-) X 12% 720000

720000

To

TO

Consumables Nuvan

Met through the Proiect

Bleaching

Met through the Proiect

Lime

Met through the Project

Broom

Met through the Proiect

Prog. Related Exp. 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

Stationary PDC receipt book

10000

PDC Cash book

40000

ORE related

By

Deficit

1418482

To

Buffer

Total Yealy Collection/12

306542

To

Contingencies

10000*12 months

120000

To

Conference Meeting Met through Proiect

54

To

Depreciation Rickshaw Trolly Other (Belcha, Kudal)

To TOTAL

Note

Purchase of New Rickshaw

5942482

Rs.5,OOO*160/24*12

400000

Rs.500*160/12*12

80000

Met through the Project TOTAL

5942482

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 B INCENTIVE CALCULATION FOR THE YEAR 2005-2006 MONTH

april may june july aug sept oct nov dec jan feb march total

TOTAL COLLECTION

224000 228000 261000 265500 300000 300000 330000 330000 360000 360000 360000 360000 3678500

COMM. ANIMATOR (15%)

33600 34200 39150 39825 45000 45000 49500 49500 54000 54000 54000 54000 551775

COMM. SUPERVISOR (7%)

15680 15960 18270 18585 21000 21000 23100 23100 25200 25200 25200 25200 257495

55

COMM. COORDINATOR (2%)

4480 4560 5220 5310 6000 6000 6600 6600 7200 7200 7200 7200 73570

Annexure C repair & maintenance of rickshaw trolly year 2005-06

Amount in Rs.

Month

Particulars

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

apr

70 rickshaw@Rs 500 70 rickshaw@Rs 100

90 rickshaw@Rs 100

35000 7000

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

16000

ANNEXURE – III

Incentive Calculation Sheet For C.A. & C. S.

56

Month: Ward No.: Qtr.

Qtr.1

House hold coverage by C.S.

Collection (Rs.)

2000

13000 15000

Incentive to C.A. Planned

Actual

1000 1750

800 2750

1000

23000 Qtr.2

2200

25000

Planned

300

18000 20000

Incentive to C.S.

1200 3750

1600 1800

28000 Qtr.3

2500

30000 33000

2000 4250

2500 2900

35000 Qtr.4

2750

38000 40000

4750 3500

5250

* Fixed incentive = Rs. 600

57

Actual

Actual Household coverage by C.S.

Incentive calculation for CC/ACC MONTH

APRIL MAY JUNE JULY AUGUST SEPT OCT NOV DEC JAN FEB MAR

DETAILS

28000HH@Rs 20 *40% 28500HH@Rs 20*40% 29000HH@Rs 20*45% 29500HH@Rs20 * 45% 30000HH@Rs 20*50% 30000HH@Rs 20*50% 30500HH@Rs 20*55% 31000HH@Rs 20*60% 31000HH@RS 20*60% 31500HH@Rs 20*60% 32000HH@Rs 20*60% 32000HH@Rs 20*60%

AMOUNT COLLECT ED

224000 228000 261000 265500 300000 300000 335500 372000 372000 378000 384000 384000

INCENTI VE 2 %

4480 4560 5220 5310 6000 6000 6710 7440 7440 7560 7680 7680

AMOUNT COLLECTE D

250000 250000 275000 280000 325000 325000 350000 400000 400000 400000 400000 425000

58

INCENTIV E 3%

7500 7500 8250 8400 9750 9750 10050 12000 12000 12000 12000 12750

AMOUNT COLLECTE D

2750000 275000 300000 300000 350000 350000 375000 425000 425000 425000 425000 450000

INCENTIV E 4%

11000 11000 12000 12000 14000 14000 15000 17000 17000 17000 17000 18000

AMOUN T REALIS ED

INCENTI VE GAINED

59

ANNEXURE - IV

SL. NO.

HEAD

MICRO CREDIT AT A GLANCE AS ON 31ST MARCH`2005 HAZARIBA RANCHI KODERM GH A

PAKUR PATNA

TOTAL

1 No. of blocks

7

4

3

1

15(slum s)

2 No. of SHGs

658

447

90

48

107

1,350

10644

10108

1502

772

1604

24,630

264

327

19

27

106

743

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 No. of JLGs loanee 9 members Saving generated in 10 SHGs

119

107

4

….

….

230

595

535

20

….

….

1,150

3 No. of SHGs members 4 No. of loanee SHGs No. of SHGs loanee 5 members

11 Loan disbursed to SHGs

12184049 17787000

12 Loan disbursed to JLGs 6810000

11472241

1147950339415

608085 2,57,51,740

11320000

1781000 626500

874000 3,23,88,500

3519000

13 Total loan disbursed Loan repayment from 14 SHGs Loan repayment from 15 JLGs

24597000

16 Total loan repayment Loan outstanding in 17 SHGs Loan outstanding in 18 JLGs TOTAL LOAN 19 OUTSTANDING

20689040

4221114

185000

14839000

16467926

….

….

1966000626500

11178776 3319421

1788400 33440

14498197 5979587

755250

4226512

1676883

151560

12695867

7656470

906810

1,05,14,000

874000 4,29,02,500

1333700 16935013,24,62,303 ….

1821840

9378201

59

30

….

75,73,975

1333700 16935014,00,36,278

444117 2046503 1,86,03,658 ….

….

60,54,955

444117 2046503 24658613

ANNEXURE – V

Incentive Chart for Credit Officers . MONTHLY LOAN DISBURSEMENT BASE

>RS.5,00,000/-

>RS.4,00,000/-

>RS.3,00,000/-

>RS.2,00,000/-

>RS.1,50,000/-

REPAYMENT RATE BASE NAME OF BLOCK SADAR ICHAK CHOUPARAN BARKAGAON KODERMA SADAR ICHAK CHOUPARAN BARKAGAON KODERMA SADAR ICHAK CHOUPARAN BARKAGAON KODERMA SADAR ICHAK CHOUPARAN BARKAGAON KODERMA SADAR ICHAK CHOUPARAN BARKAGAON KODERMA

### 98%

96%

4% 5% 7.5% 9.5% 4% 3% 4% 7% 8.5% 3% 2% 3% 6.5% 7.5% 2% 1.5% 2% 6% 6.5% 1.5%

94%

3% 4% 7% 9% 3% 2% 3% 6.5% 8% 2% 1.5% 2% 6% 7% 1.5% 1% 1.5% 5.5% 6% 1%

92%

90%

88%

2% 3% 6.5% 9%

2% 6% 9%

5.5% 8.5%

1.5% 2% 6% 8%

1.5% 5.5% 8%

1% 1.5% 5.5% 7%

1% 5% 7%

0.5% 1% 5% 6%

0.5% 4.5% 6%

6% 7% 9% 10% 6% 5% 6% 8% 9% 5% 4% 5% 7.5% 8% 4% 3% 4% 7% 7% 3%

5% 6% 8% 9.5% 5% 4% 5% 7.5% 8.5% 4% 3% 4% 7% 7.5% 3% 2% 3% 6.5% 6.5% 2%

3% 6.5% 6.5% 2.5%

2% 1.5% 1% 0.5% 0.25% 6% 5.5% 5% 4.5% 4% 3.5% 6% 6% 5.5% 5.5% 5.5% 5% 1.5% 1% 0.5%

86%

5% 4.5% 8.5% 8%

82%

80%

4% 8%

3.5% 8%

4% 7%

3.5% 7%

3% 7%

4% 3.5% 6.5% 6%

3% 6%

2.5% 6%

2.5% 5%

2% 5%

5% 4.5% 7.5% 7.5%

4.5% 6.5%

84%

4% 3.5% 5.5% 5.5%

3% 5%

3% 5%

2.5% 4.5%

2% 1.5% 4.5% 4.5%