1. On
“The Annual Performance
Appraisal System Of
CDAC, Noida”
In partial fulfillment of the requirement for the
MASTER OF BUSINESS ADMINISTRATION
Submitted by:
Anjalika Khurana
MBA (IV Sem.)
Roll No. 0507270171
Session 2005-07
Under the Guidance of: Submitted to:
MR. JAY P GUPTA U P TECHNICAL
(HOD Management) UNIVERSITY, LUCKNOW
1

2. CERTIFICATE BY THE
INSTITUTE
2

3. ACKNOWLEDGEMENT
I would like to express my deep and sincere gratitude to CDAC,
Noida for having provided me with the opportunity to do my
project on an interesting area.
Making it a success, greatly depends on the encouragement,
inspiration, and help given by Mr. Samar Pal Singh (Senior HR
Manager) and all of the employees of CDAC, Noida. For
completion of this project various people have put lots of efforts.
I would like to thank Mr. Jay P Gupta, the internal guide and other
faculty members of IIMT Management College, Meerut for their
invaluable guidance, immense support and help.
Anjalika Khurana
MBA 4th Sem
3

4. PREFACE
This is an attempt to present a progressive detailed discussion on THE ANNUAL
PERFORMANCE APPRAISAL SYSTEM OF CDAC, NOIDA.
Performance appraisal is a total evaluation of an employee’s performance throughout the
year undertaken by his/her superior wherefrom the junior gets to know his/her own
standing in the organization. This system is a very important aspect, which given the true
picture of the company’s driving in a particular year. I have, over here, tried to make
almost a research work on the company’s APA system and fought out my utmost level to
bring the best in my research study.
The study comprises of the first textual connotation of the performance appraisal system,
in general, then continued with a small paragraph explaining the APA system of CDAC.
But to go into the details of this topic, I had build two sets of questionnaires for
employees working in the organization based on the four sets of the APA forms. In these
questionnaires, I have tried to understand the general psyche of the people regarding the
APA system operating in this organization. After observing the results, I interpreted into a
conclusion, which further directed me to find out the loopholes and backlogs.
Accordingly, with the meager knowledge and some kind of intelligence that I carry, I
have tried to give necessary suggestions to the corporate body as to how to overcome its
weakness in this system and build up their strengths. No matter, how ordinary they might
be, according to me, they were the actual recommendations that I could suggest to
CDAC.
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5. TABLE OF CONTENTS
1) OBJECTIVE OF THE STUDY 6
3) INTROUDCTION 7
4) COMPANY PROFILE 24-31
- About the Company 25
- Human Resources Philosophy & Policy 31
5) DEPARTMENT OF CDAC, NOIDA 32-53
- Multingual Technologies 37
- Open Source 39
- System Development 41
- Education & Training 48
6) APA IN CDAC 54-65
- Annual Assessment 54
- Annual Assessment Report 56
7) RESEARCH METHODOLOGY 66
8) FINDINGS AND DATA ANALYSIS 65-78
- Analysis 67
- Findings 76
- A few lines from employees 77
9) CONCLUSIONS 79
10) RECOMMENDATIONS 80
11) LIMITATIONS 81
12) DISCUSSIONS 82-92
- Appraisal Cops
82 - PA benefits anyone ?
84 - Is PA system free from bias ?
87 - Good feedback : Way to a smart appraisal
91
13) QUESTIONNAIRE
93
14) BIBLIOGRAPHY 95
5

6. OBJECTIVE OF THE STUDY
To study THE ANNUAL PERFORMANCE APPRAISAL SYSTEM OF CDAC,
NOIDA.
To find out the loopholes in THE ANNUAL PERFORMANCE APPRAISAL SYSTEM
OF CDAC, NOIDA.
INTRODUCTION
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7. Performance Appraisal
The history of performance appraisal is quite brief. Its roots in the early 20th century can
be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for
the same may be said about almost everything in the field of modern human resources
management.
As a distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War - not more
than 60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things
historical, it might well lay claim to being the world's second oldest profession!
There is, says Dulewicz (1989), "... a basic human tendency to make judgements about
those one is working with, as well as about oneself." Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully structured system of appraisal,
people will tend to judge the work performance of others, including subordinates,
naturally, informally and arbitrarily.
The human inclination to judge can create serious motivational, ethical and legal
problems in the workplace. Without a structured appraisal system, there is little chance of
ensuring that the judgements made will be lawful, fair, defensible and accurate.
Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee
was justified.
The process was firmly linked to material outcomes. If an employee's performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better than the supervisor expected, a pay rise was in order.
Little consideration, if any, was given to the developmental possibilities of appraisal. If
was felt that a cut in pay, or a rise, should provide the only required impetus for an
employee to either improve or continue to perform well.
Sometimes this basic system succeeded in getting the results that were intended; but more
often than not, it failed.
For example, early motivational researchers were aware that different people with
roughly equal work abilities could be paid the same amount of money and yet have quite
different levels of motivation and performance.
These observations were confirmed in empirical studies. Pay rates were important, yes;
but they were not the only element that had an impact on employee performance. It was
found that other issues, such as morale and self-esteem, could also have a major
influence.
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8. As a result, the traditional emphasis on reward outcomes was progressively rejected. In
the 1950s in the United States, the potential usefulness of appraisal as tool for motivation
and development was gradually recognized. The general model of performance appraisal,
as it is known today, began from that time.
Modern appraisal
Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development.
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit
pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers who may
require some form of counseling, or in extreme cases, demotion, dismissal or decreases in
pay. (Organizations need to be aware of laws in their country that might restrict their
capacity to dismiss employees or decrease pay.)
Whether this is an appropriate use of performance appraisal - the assignment and
justification of rewards and penalties - is a very uncertain and contentious matter.
Controversy, Controversy
Few issues in management stir up more controversy than performance appraisal.
There are many reputable sources - researchers, management commentators,
psychometricians - who have expressed doubts about the validity and reliability of the
performance appraisal process. Some have even suggested that the process is so
inherently flawed that it may be impossible to perfect it
At the other extreme, there are many strong advocates of performance appraisal. Some
view it as potentially "... the most crucial aspect of organizational life" Between these two
extremes lie various schools of belief. While all endorse the use of performance appraisal,
there are many different opinions on how and when to apply it.
There are those, for instance, who believe that performance appraisal has many important
employee development uses, but scorn any attempt to link the process to reward outcomes
- such as pay rises and promotions.
This group believes that the linkage to reward outcomes reduces or eliminates the
developmental value of appraisals. Rather than an opportunity for constructive review and
encouragement, the reward-linked process is perceived as judgmental, punitive and
harrowing.
For example, how many people would gladly admit their work problems if, at the same
time, they knew that their next pay rise or a much-wanted promotion was riding on an
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9. appraisal result? Very likely, in that situation, many people would deny or downplay their
weaknesses.
Nor is the desire to distort or deny the truth confined to the person being appraised. Many
appraisers feel uncomfortable with the combined role of judge and executioner.
Such reluctance is not difficult to understand. Appraisers often know their appraisees
well, and are typically in a direct subordinate-supervisor relationship. They work together
on a daily basis and may, at times, mix socially. Suggesting that a subordinate needs to
brush up on certain work skills is one thing; giving an appraisal result that has the direct
effect of negating a promotion is another.
The result can be resentment and serious morale damage, leading to workplace disruption,
soured relationships and productivity declines.
On the other hand, there is a strong rival argument which claims that performance
appraisal must unequivocally be linked to reward outcomes.
The advocates of this approach say that organizations must have a process by which
rewards - which are not an unlimited resource - may be openly and fairly distributed to
those most deserving on the basis of merit, effort and results.
There is a critical need for remunerative justice in organizations. Performance appraisal -
whatever its practical flaws - is the only process available to help achieve fair, decent and
consistent reward outcomes.
It has also been claimed that appraisees themselves are inclined to believe that appraisal
results should be linked directly to reward outcomes - and are suspicious and
disappointed when told this is not the case. Rather than feeling relieved, appraisees may
suspect that they are not being told the whole truth, or that the appraisal process is a sham
and waste of time.
The Link to Rewards
Recent research (Bannister & Balkin, 1990) has reported that appraisees seem to have
greater acceptance of the appraisal process, and feel more satisfied with it, when the
process is directly linked to rewards. Such findings are a serious challenge to those who
feel that appraisal results and reward outcomes must be strictly isolated from each other.
There is also a group who argues that the evaluation of employees for reward purposes,
and frank communication with them about their performance, are part of the basic
responsibilities of management. The practice of not discussing reward issues while
appraising performance is, say critics, based on inconsistent and muddled ideas of
motivation.
In many organizations, this inconsistency is aggravated by the practice of having separate
wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and
often secretly, by supervisors and managers.
9

10. Performance Appraisal
Basic Purposes
Effective performance appraisal systems contain two basic systems operating in
conjunction: an evaluation system and a feedback system.
The main aim of the evaluation system is to identify the performance gap (if any). This
gap is the shortfall that occurs when performance does not meet the standard set by the
organization as acceptable.
The main aim of the feedback system is to inform the employee about the quality of his or
her performance. (However, the information flow is not exclusively one way. The
appraisers also receives feedback from the employee about job problems, etc.)
One of the best ways to appreciate the purposes of performance appraisal is to look at it
from the different viewpoints of the main stakeholders: the employee and the
organization.
Employee Viewpoint
From the employee viewpoint, the purpose of performance appraisal is four-fold:
(1) Tell me what you want me to do
(2) Tell me how well I have done it
(3) Help me improve my performance
(4) Reward me for doing well.
Organizational Viewpoint
From the organization's viewpoint, one of the most important reasons for having a system
of performance appraisal is to establish and uphold the principle of accountability.
For decades it has been known to researchers that one of the chief causes of
organizational failure is "non-alignment of responsibility and accountability." Non-
alignment occurs where employees are given responsibilities and duties, but are not held
accountable for the way in which those responsibilities and duties are performed. What
typically happens is that several individuals or work units appear to have overlapping
roles.
The overlap allows - indeed actively encourages - each individual or business unit to
"pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is
accountable for anything. In this event, the principle of accountability breaks down
completely. Organizational failure is the only possible outcome.
In cases where the non-alignment is not so severe, the organization may continue to
function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned
organization may run, but it will be sluggish, costly and unreliable. One of the principal
aims of performance appraisal is to make people accountable. The objective is to align
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11. responsibility and accountability at every organizational level.
Appraisal Methods
1. Essay appraisal
In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on. In most selection situations,
particularly those involving professional, sales, or managerial positions, essay appraisals
from former employers, teachers, or associates carry significant weight. The assumption
seems to be that an honest and informed statement -either by word of mouth or in writing-
from someone who knows a man well, is fully as valid as more
formal and more complicated methods.
The biggest drawback to essay appraisals is their variability in length and content.
Moreover, since different essays touch on different aspects of a man's performance or
personal qualifications, essay ratings are difficult to combine or compare. For
comparability, some type of more formal method, like the graphic rating scale, is
desirable.
2. Graphic rating scale
This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his
work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of
other factors that vary with the job but usually include personal traits like reliability and
cooperation. It may also include specific performance items like oral and written
communication.
The graphic scale has come under frequent attack, but remains the most widely used
rating method. In a classic comparison between the "old-fashioned" graphic scale and the
much more sophisticated forced-choice technique, the former proved to be fully as valid
as the best of the forced-choice forms, and better than most of them. It is also cheaper to
develop and more acceptable to raters than the forced-choice form. For many purposes
there is no need to use anything more complicated than a graphic scale supplemented by a
few essay questions.
3. Field review
When there is reason to suspect rater bias, when some raters appear to be using higher
standards than others, or when comparability of ratings is essential, essay or graphic
ratings are often combined with a systematic review process. The field review is one of
several techniques for doing this. A member of the personnel or central administrative
staff meets with small groups of raters from each supervisory unit and goes over each
employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the
11

12. group arrive at a consensus, and (c) determine that each rater conceives the standards
similarly.
This group-judgment technique tends to be fairer and more valid than individual ratings
and permits the central staff to develop an awareness of the varying degrees of leniency
or severity -as well as bias- exhibited by raters in different departments. On the negative
side, the process is very time consuming.
4. Forced-choice rating
Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the intervention of a
third party. Although there are many variations of this method, the most common one
asks raters to choose from among groups of statements those which best fit the individual
being rated and those which least fit him. The statements are then weighted or scored,
very much the way a psychological test is scored. People with high scores are, by
definition, the better employees; those with low scores are the poorer ones. Since the rater
does not know what the scoring weights for each statement are, in theory at least, he
cannot play favorites. He simply describes his people, and someone in the personnel
department applies the scoring weights to determine who gets the best rating.
The rationale behind this technique is difficult to fault. It is the same rationale used in
developing selection test batteries. In practice, however, the forced-choice method tends
to irritate raters, who feel they are not being trusted. They want to say openly how they
rate someone and not be second-guessed or tricked into making "honest" appraisals.
An additional drawback is the difficulty and cost of developing forms. Consequently, the
technique is usually limited to middle- and lower-management levels where the jobs are
sufficiently similar to make standard or common forms feasible.
Finally, forced-choice forms tend to be of little value- and probably have a negative
effect- when used in performance appraisal interviews.
5. Critical incident appraisal
The discussion of ratings with employees has, in many companies, proved to be a
traumatic experience for supervisors. Some have learned from bitter experience what
General Electric later documented; people who receive honest but negative feedback are
typically not motivated to do better - and often do worse - after the appraisal interview.
Consequently, supervisors tend to avoid such interviews, or if forced to hold them, avoid
giving negative ratings when the ratings have to be shown to the employee.
One stumbling block has no doubt been the unsatisfactory rating form used. Typically,
these are graphic scales that often include rather vague traits like initiative,
cooperativeness, reliability, and even personality. Discussing these with an employee can
be difficult.
The critical incident technique looks like a natural to some people for performance review
interviews, because it gives a supervisor actual, factual incidents to discuss with an
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13. employee. Supervisors are asked to keep a record, a "little black book," on each employee
and to record actual incidents of positive or negative behavior
There are, however, several drawbacks to this approach. It requires that supervisors jot
down incidents on a daily or, at the very least, a weekly basis. This can become a chore.
Furthermore, the critical incident rating technique need not, but may, cause a supervisor
to delay feedback to employees. And it is hardly desirable to wait six months or a year to
confront an employee with a misdeed or mistake.
Finally, the supervisor sets the standards. If they seem unfair to a subordinate, might he
not be more motivated if he at least has some say in setting, or at least agreeing to, the
standards against which he is judged?
6. Management by objectives
To avoid, or to deal with, the feeling that they are being judged by unfairly high
standards, employees in some organizations are being asked to set - or help set - their own
performance goals. Within the past five or six years, MBO has become something of a
fad and is familiar to most managers.
It should be noted, however, that when MBO is applied at lower organizational levels,
employees do not always want to be involved in their own goal setting. As Arthur N.
Turner and Paul R. Lawrence discovered, many do not want self-direction or autonomy.
As a result, more coercive variations of MBO are becoming increasingly common, and
some critics see MBO drifting into a kind of manipulative form of management in which
pseudo-participation substitutes for the real thing. Employees are consulted, but
management ends up imposing its standards and its objectives.
Some organizations, therefore, are introducing a work-standards approach to goal setting
in which the goals are openly set by management. In fact, there appears to be something
of a vogue in the setting of such work standards in white-collar and service areas.
7. Work-standards approach
Instead of asking employees to set their own performance goals, many organizations set
measured daily work standards. In short, the work standards technique establishes work
and staffing targets aimed at improving productivity. When realistically used, it can make
possible an objective and accurate appraisal of the work of employees and supervisors.
To be effective, the standards must be visible and fair. Hence a good deal of time is spent
observing employees on the job, simplifying and improving the job where possible, and
attempting to arrive at realistic output standards.
It is not clear, in every case, that work standards have been integrated with an
organization's performance appraisal program. However, since the work-standards
program provides each employee with a more or less complete set of his job duties, it
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14. would seem only natural that supervisors will eventually relate performance appraisal and
interview comments to these duties. I would expect this to happen increasingly where
work standards exist. The use of work standards should make performance interviews less
threatening than the use of personal, more subjective standards alone.
The most serious drawback appears to be the problem of comparability. If people are
evaluated on different standards, how can the ratings be brought together for comparison
purposes when decisions have to be made on promotions or on salary increases? For these
purposes some form of ranking is necessary.
8. Ranking methods
For comparative purposes, particularly when it is necessary to compare people who work
for different supervisors, individual statements, ratings, or appraisal forms are not
particularly useful. Instead, it is necessary to recognize that comparisons involve an
overall subjective judgment to which a host of additional facts and impressions must
somehow be added. There is no single form or way to do this.
Comparing people in different units for the purpose of, say, choosing a service supervisor
or determining the relative size of salary increases for different supervisors, requires
subjective judgment, not statistics. The best approach appears to be a ranking technique
involving pooled judgment. The two most effective methods are alternation ranking and
paired comparison ranking.
Alternation ranking: In this method, the names of employees are listed on the left-hand
side of a sheet of paper – preferably in random order. If the rankings are for salary
purposes, a supervisor is asked to choose the "most valuable" employee on the list, cross
his name off, and put it at the top of the column on the right-hand side of the sheet. Next,
he selects the "least valuable" employee on the list, crosses his name off, and puts it at the
bottom of the right-hand column. The ranker then selects the "most valuable" person from
the remaining list, crosses his name off and enters it below the top name on the right-hand
list, and so on.
Paired-comparison ranking: This technique is probably just as accurate as alternation
ranking and might be more so. But with large numbers of employees it becomes
extremely time consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when
two or more people are asked to make independent rankings of the same work group and
their lists are averaged), are among the best available for generating valid order-of-merit
rankings for salary administration purposes.
9. Assessment centers
So far, we have been talking about assessing past performance. What about the
assessment of future performance or potential? In any placement decision and even more
so in promotion decisions, some prediction of future performance is necessary. How can
this kind of prediction be made most validly and most fairly?
14

15. One widely used rule of thumb is that "what a man has done is the best predictor of what
he will do in the future." But suppose you are picking a man to be a supervisor and this
person has never held supervisory responsibility? Or suppose you are selecting a man for
a job from among a group of candidates, none of whom has done the job or one like it? In
these situations, many organizations use assessment centers to predict future performance
more accurately.
Typically, individuals from different departments are brought together to spend two or
three days working on individual and group assignments similar to the ones they will be
handling if they are promoted. The pooled judgment of observers - sometimes derived by
paired comparison or alternation ranking - leads to an order-of-merit ranking for each
participant. Less structured, subjective judgments are also made.
There is a good deal of evidence that people chosen by assessment center methods work
out better than those not chosen by these methods. The center also makes it possible for
people who are working for departments of low status or low visibility in an organization
to become visible and, in the competitive situation of an assessment center, show how
they stack up against people from more well-known departments. This has the effect of
equalizing opportunity, improving morale, and enlarging the pool of possible promotion
candidates.
Benefits of Appraisal
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily
working life, it offers a rare chance for a supervisor and subordinate to have "time out"
for a one-on-one discussion of important work issues that might not otherwise be
addressed.
Almost universally, where performance appraisal is conducted properly, both supervisors
and subordinates have reported the experience as beneficial and positive.
Appraisal offers a valuable opportunity to focus on work activities and goals, to identify
and correct existing problems, and to encourage better future performance. Thus the
performance of the whole organization is enhanced.
For many employees, an "official" appraisal interview may be the only time they get to
have exclusive, uninterrupted access to their supervisor. Said one employee of a large
organization after his first formal performance appraisal, "In twenty years of work, that's
the first time anyone has ever bothered to sit down and tell me how I'm doing."
The value of this intense and purposeful interaction between a supervisors and
subordinate should not be underestimated.
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16. Motivation and Satisfaction
Performance appraisal can have a profound effect on levels of employee motivation and
satisfaction - for better as well as for worse.
Performance appraisal provides employees with recognition for their work efforts. The
power of social recognition as an incentive has been long noted. In fact, there is evidence
that human beings will even prefer negative recognition in preference to no recognition at
all.
If nothing else, the existence of an appraisal program indicates to an employee that the
organization is genuinely interested in their individual performance and development.
This alone can have a positive influence on the individual's sense of worth, commitment
and belonging.
The strength and prevalence of this natural human desire for individual recognition
should not be overlooked. Absenteeism and turnover rates in some organizations might be
greatly reduced if more attention were paid to it. Regular performance appraisal, at least,
is a good start.
Training and Development
Performance appraisal offers an excellent opportunity - perhaps the best that will ever
occur - for a supervisor and subordinate to recognize and agree upon individual training
and development needs.
During the discussion of an employee's work performance, the presence or absence of
work skills can become very obvious - even to those who habitually reject the idea of
training for them!
Performance appraisal can make the need for training more pressing and relevant by
linking it clearly to performance outcomes and future career aspirations.
From the point of view of the organization as a whole, consolidated appraisal data can
form a picture of the overall demand for training. This data may be analyzed by variables
such as sex, department, etc. In this respect, performance appraisal can provide a regular
and efficient training needs audit for the entire organization.
Recruitment and Induction
Appraisal data can be used to monitor the success of the organization's recruitment and
induction practices. For example, how well are the employees performing who were hired
in the past two years?
Appraisal data can also be used to monitor the effectiveness of changes in recruitment
strategies. By following the yearly data related to new hires (and given sufficient numbers
on which to base the analysis) it is possible to assess whether the general quality of the
workforce is improving, staying steady, or declining.
16

17. Employee Evaluation
Though often understated or even denied, evaluation is a legitimate and major objective
of performance appraisal.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since
evaluative and developmental priorities appear to frequently clash. Yet at its most basic
level, performance appraisal is the process of examining and evaluating the performance
of an individual.
Though organizations have a clear right - some would say a duty - to conduct such
evaluations of performance, many still recoil from the idea. To them, the explicit process
of judgement can be dehumanizing and demoralizing and a source of anxiety and distress
to employees.
It is been said by some that appraisal cannot serve the needs of evaluation and
development at the same time; it must be one or the other.
But there may be an acceptable middle ground, where the need to evaluate employees
objectively, and the need to encourage and develop them, can be balanced.
Conflict and Confrontation
Invariably the need arises during a performance appraisal to provide an employee with
less than flattering feedback.
The skill and sensitivity used to handle these often difficult sessions is critical. If the
appraisee accepts the negative feedback and resolves to improve, all is well. But if the
result is an angry or hurt employee, then the process of correction has failed. The
performance of an employee in such cases is unlikely to improve and may deteriorate
even further.
Self-Auditing
According to Krein (1990), appraisers should not confront employees directly with
criticism. Rather, they should aim to let the evidence of poor performance emerge
"naturally" during the course of the appraisal interview. This is done by way of open-
ended questioning techniques that encourage the employee to identify their own
performance problems.
Instead of blunt statements or accusations, the appraisers should encourage an employee
to talk freely about their own impressions of their performance. For example, consider the
case of employee who has had too many absent days. The appraiser, in accusatory mode,
might say:
Your attendance record is unacceptable. You'll have to improve it.
A better way to handle this might be to say:
Your attendance record shows that you had 7 days off work in 6 months. What can you
tell me about this?
17

18. The technique is to calmly present the evidence (resisting the temptation to label it as
good or bad) and then invite the employee to comment. In many cases, with just a gentle
nudge from the appraiser here and there, an employee with problems will admit that
weaknesses do exist.
This is much more likely when an employee does not feel accused of anything, nor forced
to make admissions that they do not wish to make.
If an appraiser can get an employee to the stage of voluntary admission, half the battle is
won. The technique described by Krein is a type of self-auditing, since it encourages the
employee to confront themselves with their own work and performance issues.
The technique is useful because it is more likely to promote discussion and agreement on
the need for change. Confrontation techniques that rely on "charge and counter-charge"
tend to promote adversarialism - and that leads to denial and resentment.
Ownership of Problems
Perhaps the most powerful aspect of the self- auditing process is that employees are more
willing generally to accept personal "ownership" of problems that have been self-
identified. This sense of ownership provides an effective basis for stimulating change and
development. (Some would argue that it provides the only basis.)
Nevertheless there are individuals who will not admit to anything that appears to reflect
poorly on them. With ego defenses on full-alert, they will resist the process of self-
auditing very strongly. In such cases, appraisers may have no choice but to confront the
poor performer directly and firmly with the evidence they have.
Sometimes the shock of direct confrontation will result in the employee admitting that
they do need to make improvements. But sometimes it will just make their denial of the
problem worse.
In providing any feedback - especially negative feedback - appraisers should be willing
and able to support their opinions with specific and clear examples. Vague
generalizations should be avoided.
The focus should be on job-related behaviors and attitudes. If a specific observation
cannot be supported by clear evidence, or touches on issues that are not job-related, it
may be best to exclude all mention of it.
Appraisers must carefully scrutinize their own perceptions, motives and prejudices.
Common Mistakes
Where performance appraisal fails to work as well as it should, lack of support from the
top levels of management is often cited as a major contributing reason.
Opposition may be based on political motives, or more simply, on ignorance or disbelief
in the effectiveness of the appraisal process.
18

19. It is crucial that top management believe in the value of appraisal and express their visible
commitment to it. Top managers are powerful role models for other managers and
employees.
Those attempting to introduce performance appraisal, or even to reform an existing
system, must be acutely aware of the importance of political issues and symbolism in the
success of such projects.
Fear of Failure
There is a stubborn suspicion among many appraisers that a poor appraisal result tends to
reflect badly upon them also, since they are usually the employee's supervisor. Many
appraisers have a vested interest in making their subordinates "look good" on paper.
When this problem exists (and it can be found in many organizations), it may point to a
problem in the organization culture. The cause may be a culture that is intolerant of
failure. In other words, appraisers may fear the possibility of repercussions - both for
themselves and the appraisee.
Longenecker (1989) argues that accuracy in performance appraisal is impossible to
achieve, since people play social and political games, and they protect their own interests.
"No savvy manager...", says Longenecker, "... is going to use the appraisal process to
shoot himself or herself in the foot."
No matter what safeguards are in place, "... when you turn managers loose in the real
world, they consciously fudge the numbers." What Longenecker is saying is that
appraisers will, for all sorts of reasons, deliberately distort the evaluations that they give
to employees.
Indeed, surveys have shown that not only do many managers admit to a little fudging,
they actually defend it as a tactic necessary for effective management.
The fudging motives of appraisers have, at times, certain plausibility. For instance, a
supervisor who has given an overly generous appraisal to a marginal performer might
claim that their 'legitimate' motive was the hope of encouraging a better performance.
On the other hand, fudging motives can be a lot less admirable and sometimes devious:
the appraiser who fudges to avoid the possibility of an unpleasant confrontation, the
appraiser who fudges to hide employee difficulties from senior managers, the appraiser
who fudges in order to punish or reward employees.
Judgement Aversion
Many people have a natural reluctance to "play judge" and create a permanent record
which may affect an employee's future career. This is the case especially where there may
be a need to make negative appraisal remarks.
Training in the techniques of constructive evaluation (such as self-auditing) may help.
Appraisers need to recognize that problems left unchecked could ultimately cause more
harm to an employee's career than early detection and correction.
Organizations might consider the confidential archiving of appraisal records more than,
say, three years old.
19

20. Feedback-Seeking
Larson (1989) has described a social game played by poor performers. Many supervisors
will recognize the game at once and may have been its victims.
The game is called feedback-seeking. It occurs where a poor performing employee
regularly seeks informal praise from his or her supervisor at inappropriate moments.
Often the feedback-seeker will get the praise they want, since they choose the time and
place to ask for it. In effect, they "ambush" the supervisor by seeking feedback at
moments when the supervisor is unable or unprepared to give them a full and proper
answer, or in settings that are inappropriate for a frank assessment.
The supervisor may feel "put on the spot", but will often provide a few encouraging
words of support. The game seems innocent enough until appraisal time comes around.
Then the supervisor will find that the employee recalls, with perfect clarity, every casual
word of praise ever spoken!
This places the supervisor in a difficult bind. Either the supervisor lied when giving the
praise, or least, misled the employee into thinking that their performance was acceptable
(in fact, this is the argument that feedback-seekers will often make).
The aim of the game is that the feedback- seeker wants to deflect responsibility for their
own poor performance. They also seek to bolster their appraisal rating by bringing in all
the "evidence" of casual praise. Very often the feedback seeker will succeed in making
the supervisor feel at least partly responsible. As a result, their appraisal result may be
upgraded.
Was the supervisor partly responsible? Not really. The truth of the matter is that they have
been "blackmailed" by a subtle social game. But like most social games, the play depends
on the unconscious participation of both sides. Making supervisors aware of the game is
usually sufficient to stop it. They must learn to say, when asked for casual praise, "I can't
talk about it now... but see me in my office later."
This puts the supervisor back in control of the appraisal process.
Appraiser Preparation
The bane of any performance appraisal system is the appraiser who wants to "play it by
ear". Such attitudes should be actively discouraged by stressing the importance and
technical challenge of good performance appraisal. Perhaps drawing their attention to the
contents of this web site, for example, may help them to see the critical issues that must
be considered.
Employee Participation
Employees should participate with their supervisors in the creation of their own
performance goals and development plans. Mutual agreement is a key to success. A plan
wherein the employee feels some degree of ownership is more likely to be accepted than
one that is imposed. This does not mean that employees do not desire guidance from their
supervisor; indeed they very much do.
20

21. Performance Management
One of the most common mistakes in the practice of performance appraisal is to perceive
appraisal as an isolated event rather than an ongoing process.
Employees generally require more feedback, and more frequently, than can be provided
in an annual appraisal. While it may not be necessary to conduct full appraisal sessions
more than once or twice a year, performance management should be viewed as an
ongoing process.
Frequent mini-appraisals and feedback sessions will help ensure that employees receive
the ongoing guidance, support and encouragement they need.
Of course many supervisors complain they don't have the time to provide this sort of
ongoing feedback. This is hardly likely. What supervisors really mean when they say this
is that the supervision and development of subordinates is not as high a priority as certain
other tasks.
In this case, the organization may need to review the priorities and values that it has
instilled in its supervisory ranks. After all, supervisors who haven't got time to monitor
and facilitate the performance of their subordinates are like chefs who haven't got time to
cook, or dentists who are too busy to look at teeth. It just doesn't make sense.
If appraisal is viewed as an isolated event, it is only natural that supervisors will come to
view their responsibilities in the same way. Just as worrying, employees may come to see
their own effort and commitment levels as something that needs a bit of a polish up in the
month or two preceding appraisals.
performance Appraisal
Bias Effects
Gabris & Mitchell have reported a disruptive bias in performance appraisal known as the
Matthew Effect.
It is named after the Matthew of biblical fame who wrote, "To him who has shall be
given, and he shall have abundance: but from him who does not have, even that which he
has shall be taken away."
In performance appraisal the Matthew Effect is said to occur where employees tend to
keep receiving the same appraisal results, year in and year out. That is, their appraisal
results tend to become self-fulfilling: if they have done well, they will continue to do
well; if they have done poorly, they will continue to do poorly.
The Matthew Effect suggests that no matter how hard an employee strives, their past
appraisal records will prejudice their future attempts to improve.
21

22. There is other research to support the theory that poor performers might not be given a
fair chance to improve. A study of supervisors in nearly 40 different organizations found
that subordinates tend to be divided into two groups: in-groupers and out-groupers.
This study, by Heneman, Greenberger & Anonyou (1989) reported that ingroupers are
subordinates who seem to be favored by their supervisors. In their relationship with the
boss, they enjoy "a high degree of trust, interaction, support and rewards."
On the other hand, outgroupers don't do as well. They appear to be permanently out of
favor and are likely to bear the brunt of supervisory distrust and criticism. The effect is
therefore similar to the horns and halo effect; supervisors tend to judge employees as
either good or bad, and then seek evidence that supports that opinion.
It was found that when an ingrouper did poorly on a task, supervisors tended to overlook
the failure or attribute to causes such as bad luck or bad timing; when they did well, their
success was attributed to effort and ability.
But when a outgrouper performed well, it was rarely attributed to their effort or ability.
And when an outgrouper performed poorly, there was little hesitation it citing the cause
as laziness or incompetence.
It is not clear how supervisors make the distinction between ingroupers and outgroupers.
Whatever the criteria, it is clearly not objective, equitable or reliable.
This bias must inevitably lead to a distortion of the appraisal process. It must also be a
source of frustration for those employees who are discriminated against.
Frustration
The extent of this frustration was explored by Gabris & Mitchell. They studied an
organization with a quarterly performance appraisal system. The workforce was divided
into two groups: those who had been given high appraisal results consistently, and those
who had low results consistently.
When the groups were asked if the appraisal system was fair and equitable, 63 per cent of
the high performers agreed, compared to only 5 per cent of the lower performers.
The groups were asked if their supervisors listened to them. Of the high performers, 69
per cent said yes, while among the low performers, 95 per cent said no.
Finally, when asked if their supervisors were supportive, nearly half of the high
performers agreed that they were, while none (nil, zilch, zero!) of the low performers
agreed.
Of course, not everyone who gets a poor appraisal result is a victim of supervisory bias.
Nor are all supervisors prone to making the same degree of ingroup and outgroup
distinction. The effects discussed here are tendencies, not immutable effects.
22

23. But to some extent, it appears that certain employees may be unfairly advantaged, while
others are disadvantaged, by bias effects in the judgements of supervisors.
It is a cardinal principle of performance appraisal that employees should have the chance
to improve their appraisal results - especially if their past results have not been so good. It
is a very serious flaw in the process of appraisal if this principle is denied in practice.
There are reasonable steps which can be taken to limit the effects of supervisory bias.
Awareness Training
The first line of defense lies in raising awareness of the problem. Supervisors need to be
informed of the types of subtle bias that can interfere with their performance as
appraisers. They need to understand that the ingroup / outgroup bias, for instance, reduces
the morale and motivation of their subordinates.
Developing Poor Performers
Incentives, financial or non-financial, may offered to encourage supervisors to make
special efforts to help poor performers improve. Supervisory appraisals, for example,
might stress the importance of working with poor performers to upgrade their
performance. The possibilities are extensive.
Counseling, Transfer, Termination
There is always the possibility that an employee who receives poor appraisal results is in
fact a chronic poor performer. No employer is obliged to tolerate poor performance
forever. Consistently poor appraisal results will indicate a need for counseling, transfer or
termination. The exact remedy will depend on the circumstances.
23

24. 24

25. Corporate Profile
The Centre for Development of Advanced Computing (C-DAC) is a national initiative to
mot its indigenous human and technical resources in a bid to attain technological
competency I evolving arena of Information Technology and proliferate its inherent
benefit toward advancement of its citizens as well society.
Corporate Presentation
To integrate High-end Research and Development with education.
Vision, Mission and Values
To emerge as a pemier R&D institution for the design, development and deployment of
class electronic and IT solutions for economic and human advancement.
Work Environment
C-DAC’s focus on diversity in research and work creates a competitive advantage for
customers, our employees, and our company.
Areas of Expertise
• Professional Software Development
• Communication Interfaces and Networking
• Natural Language Processing
• Corporate Consultancy
• Security System
• Hardware
Human Resource Philosophy and Policy
C-DAC’S HR philosophy holds the employee, its ‘Member’ (of the C-DAC family), as
being a center stage of the organization.
25

26. Corporate Profile
The Centre for Development of Advanced Computing (C-DAC) is a national initiative
mobilize its indigenous human and technical resources in a bid to attain technology
competency in the evolving arena of Information Technology and proliferate its inherent
be towards the advancement of its citizens as well as society.
Established in March 1988, as a Scientific Society of the Ministry of Communications
Information Technology (formerly the Department of Electronics,), Government of India,
Center for Development of Advanced Computing (C-DAC), is primarily an R&D
institution involve the design, development and deployment of electronics and
deployment of electronics and advanced Information Technology (IT) products and
solutions. C-DAC’S operations are mission oriented and driven by its for and target
objectives.
In a decade and a half since its inception, C-DAC has established its brand image as a pre
R&D institution of national and international repute working in advanced areas of
electronic and information technology and developing and deploying IT PRODUCTS and
solutions for div sectors of economy. The technologies that C-DAC has dealt with are
High performance computing (HPC), Natural Language Processing (NLP), Artificial
Intelligence (AI), e-Lear Multilingual-Multimedia computing, Geomatics, Cyber security,
Real time systems software, Data warehousing Data mining, Digital/broadband wireless
networks, Scier modeling & visualization. The key sectors addressed by C-DAC are
Finance, Healthcare, Po Steel, Defense, Telecom, Agriculture, Industrial Controls,
Broadcasting, Education and Governance.
Pioneers of the Open Frame Architecture and acknowledged globally for its PARAM
series Supercomputers, C-DAC has applied its High Performance Computing and
Communication (HPCC) expertise to the fields of Computational Atmospheric Sciences,
Computational Dynamics, Computational Structural Mechanics, Seismic Data Processing,
Bioinforma Quantum Chemistry, Ab-initio Molecular Dynamics, Imaging, Financial
Modeling and Decide Support systems. These applications on PARAM supercomputers
are powered by C-D interconnect switch PARAM Net providing high speeds and low
latencies and its HPCC software suit, designed to provide Flexible, Parallel and
Distributed Software environment for Linux Unix Clusters.
C-DAC’S relentless R&D effort in the HPCC area has led to the foundation of the Nat
PARAM Supercomputing Facility (NPSF) at Pune, and C-DAC’s Terascale
supercomputer Facility (CTSF) at Bangalore, which houses the PARAM Padma, with a
peak computing power one Teraflop, ranked in the List of Top 500 powerful
supercomputers of the world.
C-DAC’S Language Technology mission has helped to create a framework for the co-
existes of all the living languages of the world, with diverse scripts, on standard
computers. In initiative, C-DAC evolved the Graphics and Intelligence based Script
Technology (GIST proliferate the benefits of Information Technology to the vast and
diversified multilin population of India.
26

27. C-DAC’s has continuously developed and provided a number of advanced products for
the us computers in Indian languages as well as foreign languages like Tibetian,
Bhutanese, Perso-Arabic and so on for hundreds of thousands of users. The ISCII
standard for multilin initied and adopted by C-DAC though a proactive support by the
Ministry of Information Technology, Government of India.
As the era of a digital economy evolves, the concept of eGovernance assumes grew
significance. Recognizing the importance of eGovernance and capitalizing on its skills
technologies developed over the years, C-DAC has taken major initiatives by develop
systems for Land Management and GIS based Planning, Telephone Revenue bill
computerization of Municipal Corporations, Election Commission, Stamps and Registrar
PWD, Seed Corporation, State Legislative Assembly, Hospital Information Systems,
Electo Commerce and other similar systems to address specific needs of government
department and organisations.
C-DAC established the Advanced Computing Training school (ACTS) in order to build
mobilize high quality and skilled manpower in the extremely fast moving sector of ICT.
There the ACTS, C-DAC offers a variety of specializes courses covering crucial domains
of IT industries. There include VLSI, Embedded System Design, Enterprise System
Management Bioinformatics, Geomatics, Digital Multimedia, Business Computing and
Computer Software Development, Specific Masters training courses in Computer
Science, Information Technology Electronic Product Design are also offered by C-DAC.
C-DAC, as an institute of fundamental R&D, in its new unified framework seeks to
strength its brand equity and crate a higher value for its activities in contributing to the
economy the society at large. The key focus areas of High Performance Computing
Bioinforma Networking, Internet Computing, Cyber Security, Real-Time Systems and
software, Geoma Multinugual and Multimedia Computing, Digital/Broadband Wireless
Networks, Open so software and ICT for Healthcare, Agriculture and Education.
It is C-DAC reborn and strengthened that will define the terms of success both for itself
the nation. The opportunities have been identified, and C-DAC stands poised to deliver as
R&D institute dealing with ‘Tomorrows’ Computing Technologies’ today.
27

28. Vision, Mission and Values
Vision of C-DAC
• To emerge as a pemier R&D institution for the design, development and
deploymer world class electronic and IT solutions for economic and human
advancement.
Mission Statement
• To carve out a niche in a global arena of advanced information technology and
enha our brand image.
• To continue to crate and deploy the finest talent in our quest for further expanse
the frontiers of High Performance Computing and Communication technologies
and applications.
• To achieve rapid and effective spread of knowledge by overcoming language barr
using natural language oriented computing and multimedia technologies.
• To share our vast reservoir of experience for education and knwoeldgge
enrichment the field of Information Technology.
• To utilize the intellectual property thus generated, bring benefits of Information
Technology to society, by converting it into an exciting business opportunity
establishing a self-sustaining and wealth creating operation.
Our Core Values
The essence of C-DAC’s philosophy and the bed rock of our corporate culture
• Innovation and pursuit of excellence in ‘Applications’, ‘Research and
Technology’
• Integrity, transparency and openness in all our action.
• Working with and through the Teams in our way of life.
• Distributed Leadership across the organization at various levels.
• Strive to continuously improve our processes and quality.
• Address needs of the society through user centre initiatives.
28

29. Work Environment
C-DAC’s focus on diversity in research and work crates a competitive advantage for
customers, our employees, and our company.
Every day’ at all levels of C-DAC’S business, we strive to crate an environment of trust
respect, where each individual is included and valued. This environment enables all C
members to develop and contribute to their full potential.
The Human Resource group in C-DAC is continuously involved in effectively
implementer philosophy of employee centric policies, a great learning platform freedom
to think, evolved implement and an informal work culture that is second to none. Thus
creating a conducive environment to facilitate the C-DAC employees to develop and
contribute in keeping with stated vision & mission objectives of C-DAC.
C-DAC designs and offers a number of solutions to markets that include defense, lingui
striving to make ourselves self-reliant by marketing our products and solutions nationally
internationally. Thus we offer an environment to our employees to make their crate
economically viable and profitable to the organization.
C-DAC is committed to conducting its business in an ethical, socially responsible
environmentally sustainable manner. This commitment is consistent with our corporate
object and is essential to continued business success.
29

30. Area of Expertise
Professional Software Development Communication Interfaces and Networking
• ERP Solutions • Professional Audio Broadcasting
• GIS Applications • Professional Graphic Broadcasting
• Decision Support Systems • Newsroom Automation
• Certificate Authentication Servers • Digital Storage and Retrieval
• Property Management Systems
• Examination Systems • WAP based Systems
• Internet via cable
Natural Language Processing
• VISHWAKOSH
• Machine-Aided Translation Corporate Consultancy
• Bilingual Dictionaries • IT- Strategy Planning
• IT Terminology • Requirement Analysis and Study
• LEKHIKA • Networking (LAN, WAN, Intranet
• Language Conversion Tools etc.)
• CHITRAKSHARIKA • System Implementation and
• Parallel CORPORA Supervision
Security System • Quality Assurance and Certification
• Access Control Systems
• Integrated Perimetry Protection
Systems
Hardware
• Digital Set Top Box
• Attendance Recording System • Neuron –Thin Client
• Wireless Access Control System • Solar based SMPS
• UPS / Inverters / Converters
• Embedded Systems
• Special Applications
• Cable Modem
30

31. Human Resource Philosophy and Policy
C-DAC’s HR philosophy holds the employee, its Member (of the C-DAC family), as
being at center stage of the organization.
C-DAC’s achievements are clearly attributed to the 575 strong human resource spread
over six different locations across the country, and manifest itself in employee centric
policies great learning platform freedom to think, innovate, challenging areas to work and
an inform work culture that is second to none.
C-DAC greatly values the contribution of its employees and keeps its human resource is
under constant review, drawing inputs in this regard both through internal climate surveys
the external environmental considerations.
The management at C-DAC is confident that wit a sound combination of a good
hierarchal functionally flat structure, an effective inter personal communication system
already in pl newer HR thrust areas currently on steam, the employee centric HR
philosophy will further boost and reinforce a belief in the minds of IT professionals that
C-DAC is truly a place to be in .
31

32. DEPARTMENT OF CDAC, NOIDA
• Embedded System
• Multilingual Technologies
• Open Source Technologies
• Health care e-Sushrut Hospital Management
Information System
• Education & Training
• Events and Conferences
32

33. Embedded System
Design and Development of Digital Set Top Box
Set Top Box is a device that can be connected to a TV for watching digital channels. It
supports all cable, terrestrial and satellite transmission system and has following
features –
• Support for DBC-S, DVB-T, and DBV-C through different NIM modules.
• Transport Input from front ends (Satellite, terrestrial, Cable).
• A category-based user friendly multilingual OSC (in Engli9sh & one other
regional languages) will be provided.
• Support PAL/NTSC picture formats.
• Cable Modem integrated.
• Euro DOSCSIS Compliant.
• Email on T.V.
• Web-browsing on T.V.
• Conditional Access.
• Smart and Integration – 2.
• I.R. ACTIVATED Remote, Keyboard and mouse.
The specifications of the product have been frozen and schematic design prepared. The
pro is in development stage.
Design & Development of Standard Indigenous Call Centre Equipment Application
Software with Multilingual Capacities.
In the current scenario establishing a Call Centre involves procurement of expensive
Switch servers and Application Software etc. at exorbitant cost. This project aims at
providing a cost solution for the entire application needs of a Call Centre.
The Solution being developed is soft switch based, which eliminates the need of buying
switches. The objective of the project is to provide and integrated solution for Call Centre
like features for incoming and outgoing calls, Web Integration with e-mail client and
33

34. program, chat program, Web Callback etc. A part from this, a small CRM application is
integrated, which can be modified as per the customer needs. Automatic Call Distributors
features are also included.
The development of the project is under going.
Hardware/Embedded Systems Projects
In line with its mandate to be an R&D organization, the Unit has augmented its R&D
base in terms of availability of qualified manpower and latest systems/tools like sun work
static cadence design software, ARM Development Tools and RTOS Tolls software. A
number projects, sponsored and in-house, were taken up during the year. The major
projects in taken and products developed are :-
Thin Client (Neuron)
Neuron has been designed to be a complete solution for network clients. Each Neuron has
own embedded memory, processor, Ethernet, graphics, sound and most other capabilities
a modern PC has. At its heart is a versatile STPC-Atlas x 86 based processor integrated
modern capabilities like 2D graphics acceleration, multimedia processing capabilities,
SDI controller and several other features. The main board has a sound card; an Ethernet
Card SD Ram. The storage memory Device is a Disk on Chil (DOC). This DOC works
exactly lit normal Hard Disk. It is loaded with one or more OS and a combination of
utilities, architecture gives Neuron fast and powerful processing capabilities. A small
external m adapter supplies the power to neuron, thus preventing the server from getting
overburden The Neuron runs on a Linux platform but can work with most windows
programs as well, t the software costs for Neuron is very less and software are required
only at the server.
A Thin Client terminal only processes keyboard and mouse input and screen output,
leavin application processing and storage to the server.
Unlike a traditional PC with high-speed processors and data storage, these terminals
optimized to act solely as windows to the server where user's applications and data res
Instead of applications running on individual PCs, all applications are run from a single
ser greatly simplifying the administration and support needed to run a network.
The note worthy features of the Neuron are:-
• Very economical setup of networks
• Only server up-gradation required to upgrade the network
• Stable, robust and secure networks
• Compatible with windows as well as UNIX platforms
34

35. • Integrated on board Ethernet, display, sound and serial port
• 2D graphics acceleration
• Provision for USB, hard disk CD, floppy drives and modem
• No threat of viruses
• No danger of data loss due to improper shutdown
The transfer of technology of the product is being explored.
External (serial) and Internal (pci) Modem
The unit has developed a modem based on a single chipset from Conexant Inc. USA. The
design is aimed at highest functionality at lowest cost, to meet the current 56Kbps
standard The technology has been transferred to BPL & Wipro.
Home Inventory Management System
The project, which was taken up in-house was aimed at designing and developing a
system monitoring of home inventories like soaps, toothpaste and other household items
of day-to-use. The system is capable of connecting to the racks in which each drawer is
marked I wise. The system will keep track of all the drawers and once a particular item
goes belc predefined limit, the system will send email to the vendor and the order is pic
automatically.
The project has been successfully completed.
Solar Power Grain Moisture Measurement System
The moisture content plays a vital role in determining the period of grain storage in the
downs. Higher moisture content attract various fungi and bacteria thereby causing
damage the grain whereas very low moisture content affect the nutrient content of the
grain.
Solar Power Grain Moisture Measurement Unit (SPGMMU) measures the moisture
center grain/seeds. In addition, the system will be utilized to know the optimum stage of
harvest storage for extended period and for research work in the laboratory. The system
has applications in pre-dominantly agricultural communities/regions.
Photovoltaic Main Electronic Interface Unit
The conventional sources of energy are depleting rather fast. Keeping in view techno
development on PV utility taking place elsewhere and as an import substitution effort, a
prc was undertaken to design, develop and fabricate a 2 KVA PV utility interface. The
sys consisting of the following 6 modules has been successfully developed:-
35

36. • DC to DC Converter
• DC to AC converter
• SMPS Power Supply for Control Card, drive Circuits and Fan
• Power flow and Synchronization Control
• Supervisory Control and Metering and Load Management
• CP Control Card
This system is ideal for rural areas where the electricity supply from the grid is
infrequent, surplus power generated can also be fed into the grid.
Solar Powered Uninterruptible Switch Mode Power Supply for PC
System
Solar powered uninterruptible switch mode power supply is used to generate various voll
levels (regulated) required to run a PC. The system consists of an uninterrupted power
surf an AC to DC converter and a DC to AC converter. The system takes solar energy as
prim source of power. It switches to AC line, when solar power is not available and
switched Battery bank when both solar and AC Power are not available. Software
monitoring facility also provided to monitor the power status of the system.
This technology/product has immense for use in the rural/remote areas where the electric
supply is scarce or unstable.
Development of Technology for Tele TV Conferencing using
Conventional Telephone Lines
The project aims at developing technology for transmission of audio and video
conventional telephone lines. The main features include, the compression of audio and v
data and data transmission over line. The compression used for the video is as per H,
standard, for audio is as per G.723.1. The video for transmission is PAL based, the video
w be transmitted QCIF resolution. The audio would be compressed to as low as 5.3 kbp:
against the standard 64 kbps.
The project is in development stage.
Solar Home Lantern
This system is designed to work as a night lamp in homes, particularly in the remote areas
:
36

37. 37

38. • Lekhika - Platform Independent Word Processor
• Translation Support System
• Bilingual Electronic Dictionaries
• On-Line Hindi Vishwakosh
• Address Management System
• e-Content Creation
• Unicode Interface System for Applications
• Multilingual Corpora
• Hindi OCR
• Text to Speech (TTS)
38

39. 39

40. Open Source Technologies- CDAC, Noida Initiatives
Open Source Technologies like linux are being widely implemented globally on the ser
desktop PC's and Laptops or even embedded devices like Mobile Phones, PDA's, Honor
industrial appliances etc. The Linux Clusters rank highly among the top 500 supercomp
worldwide. Many mission critical applications of NASA and US military are simulated
implemented on Linux.
Indian market is also opening up to new opportunities being offered at very low costs by
Source Technologies. CDAC, Noida has taken various initiatives by providing products,
soli and consultancy support services for adopting open source technologies. Some
initiative' CDAC, Noida are:
• Machine Aided Translation- English to Hindi translation system
• Lekhika- A platform independent word processor with addon utilities like Hindi :
checker, transliteration, dictionaries etc.
• Neuron Thin Client- Thin client provides desktop environment at very low cost
com|: to PC's over a network. It can work in both windows as well as Linux
environment.
• Open Source Set-Top-Box- with embedded Conax CAS. The implementation is
will open source web browser to provide internet on TV.
• Hospital Information System- Total HIS package implementation
• ISP Setup with Mail server, Web server, DNS, RADIUS, Proxy server all
configure Linux
• Data centre with 2 clusters - one application cluster and the other one as data ck
The data cluster is configured with Oracle 9i RAC and the data applications are
host* the application servers cluster.
• Q-mail implementation at NTPC, Noida - providing consultancy and handheld
suppc big corporate like NTPC in enabling them to adopt Open source
technologies.
• Migration of existing legacy applications and databases to Linux
• Advanced Linux Training programs for departments like Cabinet Secretariat,
Minis Home, Rajasthan Electricity Board etc.
• Organising and actively sponsoring seminar/workshops like Linux Asia.
40

41. 41

42. Dimension
e-Sushrut C-DAC's Hospital Management Information System is a major step towards
ada technology to improve healthcare.
e-Sushrut incorporates an integrated computerized clinical information system for imp
hospital administration and patient health care. It also provides an accurate, electronically
medical record of the patient. A data warehouse of such records can be utilized for static
requirements and for research.
The real time e-Sushrut streamlines the treatment flow of patients and simulate
empowering workforce to perform to their peak ability, in an optimized and efficient
manner modeled on the unique combination of a 'patient centric and medical staff centric'
paradigm, providing benefits to both the recipients and the providers of healthcare. It
ensures improvement in performance along with reducing the costs.
e-Sushrut can be customized for a variety of hospitals such as medium sized clinics, large
hospital which could be Government hospitals, Super specialty hospital or Purely
Pr hospitals. Advantages
• Connects people, processes and data in real time across all the hospital on a s
platform.
• Workflow routes documents and Information electronically.
• & Flexibility and Integration abilities manage change.
• Customized Clinical data according to each Department, Laboratory etc
• Access to Financial information and Performance indicators help in managing
resource costs and margins.
• Fast and reliable information storage, querying and retrieval. Retrieval could be
eighth< generation of reports based on demographics, gender, and age or for
research & Ml classification.
Technical Specs
• Based on C-DAC’s n-tier Internet Architecture.
• Takes Full adv
• Advantage of extensive markup Language (XML).
• Provides Bar coding Interface for areas such as patient Registration, Stores,
Sample collection etc.
42

43. • Provision for Machine Interface
• Integration with Code sets like ICD (International Classification of Diseases),
SNOMED
• Based on RDBMS for easy retrieval and better performance
• Portable across a variety of platforms
• Easy GUI interface
• Director, 3 D Studio,
• AutoCAD Map, PC Arc
• Info Solaris & JAVA
• Sun Solaris & JAVA
Tools
salient features of Diet Kitchen are Meal Scheduling, Meal Cancellation and Prescribed
Therapeutic Diet
Patient Medical Records
The Patient Record Management Module is crucial in the overall integrated hospital
manage system. The rationale behind computerization of PMR is to maximize the usage
of the patient medical information.
Blood Bank
The Blood Bank is one of the major components of a hospital, concerned with various re
activities including donor registration, physical examination, blood grouping, blood infect
tests, component separation, blood requisition and cross match.
Central Stores
This module deals with Hospital Equipment/Material/Inventory Purchase and Supply to
differ Departments. Requisitions for different items/equipment are sent to this store from
different departments and accordingly the CSD issues items/equipment to various
departments. The also maintains records of purchases, stock, and supplier list,
item/equipment/material m tables, and also takes care of the inspection details.
Bio-Medical Engineering Department
The Bio-Medical Engineering Department (BMED) module keeps track of the details of
the medical equipment of the hospital. The details include equipment code, category,
depart name, location, and vendor's name and purchase details. This module also handles
comply and service details of different equipment.
43

44. Enquiry
This module provides information related to enquires regarding the hospital or the pat
admitted or registered in the hospital.
Master Management
The functioning of the Hospital Information System depends on a large set of data that
run static for a long period of time.
The Master module is used to enter, modify and validate the Master data that is used by a
other modules. It is the responsibility of the System Administrator to maintain the
integrate this data.
User Management
User Management is Instrumental in assigning Privileges to users according to their Roles
Work Area. The Privileges are of two kinds Application Level and Data Level.
Personnel Information System
The PIS Module deals with the maintenance of employee records in the hospital. The
function this module includes Employee Personnel Information, Employee Service
Details, L Management, Disciplinary Action, Recruitment Process, Manpower Planning,
and Manage Module, which specifically looks after Vehicle Management &
Accommodation Manager Training Management. The PIS Module is integrated with
Payroll System.
Finance Management System
The FMS module consists of Payroll System, which deals with generation of salary of
emplaced with dues, deduction and income tax processing. Bill Processing System, which
gene various types of bills (both employee specific and office related). The Asset
Management M< which deals with purchase, allotment, location tracking, maintenance,
contract details of a and generation of Fixed Asset register. The Account Module
maintains accounts, generating Accounts Book such as Bank Book, Journal Book, and
Cash Book etc. It also includes Void generation, Ledger, Trial Balance, Sub-Trial
Balance, Balance Sheet, and Profit-Loss account the accounts section.
Stores Management System
The Stores Management System keeps the inventory of various items such as station
furniture etc. It also keep record of items in the inventory, reorder level of items, items all'
to various department, no of items that can be allotted to the department, vendor detail*
details of the items, item requisition, request approval and generating various reports.
44

45. Library Management System
The Library Information System comprises of the following sub modules; Books acquits
cataloguing, circulation serialization, OPAC (Online Public Access Catalogue), Funds
accounts and Printing Desired Reports.
Experience in health care
• SGPGI Lucknow – Since 1998
• GTBH Delhi – Since 2000
• Central Hospital, Northern Railway, New Delhi – Since 2002
• GB Pant, Port Blair – Since July 2004
• General Hospital, Chandigarh, Implementation in progress
• MGIMS, Sevagram (Nagpur), Customization in Progress
Registration
Emergency
Out Patient Transport
In – Patient Enquiry
Labs Service Appointment
O.T. Services Diet & Kitchen
Blood Bank C.S.S.D. PMIS
Pharmacy Linen & Laundry FMS
Patient Med. Record Bio-Med Waste MNS
Patient Billing Maintenance LIS
Core Services Support Service Back Office
Administration
Advanced Hospital Information System
• Based on Windows - 95/98/2000 and NT front end with NT/Unix/Solaris as
backend
• Audit logging of transactions
• Comprehensive User Management & Security.
45

46. • Integration with PACS and Telemedicine.
Features
Registration
Every patient who approaches a hospital has to get registered prior to getting any
consultant treatment, and investigations done from the hospital. Registration of patients
involves certain general and demographic information about the patient and assigning a
unique re-registration number (CR No) to the Patient.
Out Patient Management
The outpatient module deals with the entire gamut of activities pertaining to the manage
me out-patients. It consists of the creating Patient Visit and storing details like
complaints, his clinical summary, provisional diagnosis, drugs etc corresponding to each
visit.
Pharmacy Management
The Pharmacy Module deals with the maintenance of drugs and consumables in the
hospital functions of this module include, online drug prescription, inventory
management of d consumables and sutures.
Billing
The Billing module deals with collection of money for services availed by a patient.
Investigation
In the routine functioning of a hospital, various types of investigations are carried out.
The module handles the processes right from raising investigations to making the results
available
In Patient Management
The In-patient module commences when the patient is being allotted a bed in the ward
and after preparing the final discharge for a patient. In Patient Management deals with the
comp treatment administered during the patient stay in the hospital.
46

47. Operation Theatre
The Operation Theatre module contains information about the availability of all the
Equipment/Tools etc. Scheduling of operations is the main function of this module. Pro
provision for raising and validating an operation. Automatic preparation of Operation dc
Entering and validating the detailed Operation and Anesthesia record along with the
provisic maintaining Post-op progress.
Appointment
This module deals in allotting appointments to patients for a visit to the hospital. It keeps
of available slots in various categories of appointments. This module also deals with
cancel of existing appointments.
The module deals with two types of appointments
• Consultant Appointment
• Equipment Appointment.
Central Sterile Services
The Central Sterile Services Department's (CSSD) main function is to provide sterile
items, I equipment to wards and OT's. This could be reusable equipment, linen from
various wards OT's for sterilization or it could be fresh sterilized items, which is issued to
wards/OT's as per requisition received from their side.
Diet Kitchen
The functionality of the kitchen module is to manage the patients' meal services. This me
depends on the In-patient module. The diet can be prescribed only to the In-patients.
47

48. 48

49. Setting Up of "Centre of Excellence" for R&D and Education
A Unit has initiated steps for setting up of a Centre of Excellence for Research &
Education the areas of Information Technology, Communications and Bio-informatics
with IT Indu participation. A five acres land has been acquired in Noida, adjacent to C-
DAC, NOIDA O for the proposed Centre.
The Centre of Excellence would offer various knowledge and skill based graduate,
postgradi and Ph.D. programmes integrating R&D and Education in the areas of
Information Technol" Communications and Bio-informatics.
The proposal has already been approved by the Governing Council and Secretary,
Ministry Communications and IT and is under process for SFC approval.
C-DAC, Education & Certification Services
With a view to integrate high-end education and research in the field of
Informs Technology, the Education & Certification Services include:
• BOSP : Business - Oriented Specialized Programme
• CDP : Career Development Programme
• SUP : Skill Up gradation Programme
Structured training methodology and advanced learning techniques are deployed to pro
goal-based learning.
Education & Certification Services aim at updating the technical knowledge and manage^
performance with:
• Education/Training in Information Technology, in alliance with World Leaders
• Practice - Oriented Training Programmes to build knowledge based skills
• Effective Training Methodologies for enhancing the quality
• Instructor Facilitation - encouraging deployment of experts from academia
and industries
• Comprehensive curriculum
The programmes offered include
Master Degree programmes
• M. Tech(IT) (jointly with University of Roorkee)
• MCA (In affiliation with IP University)
• M. Tech.(Computer Science & Engineering) in affiliation with IP Univ.
49

50. • M. Tech.(Information Technology) in affiliation with IP
Univ. M. Tech.(VLSI Design) in affiliation with IP Univ.
PG Diploma Programmes
PG Diploma in Advanced Software Design & Development (Based on IIT, Delhi
Curricula).
PG Diploma in Embedded System in VLSI Design ^ PG
Diploma in System and Database Administration Diploma
in Geographic Information System
Specialized Programmes
• Application Developer
• Oracle 9i SQL
• Oracle 95 PLSQL
• Internet Form Application-I
• Internet Form Application-II
• Building Internet
• Oracle 9i DBA Track
• SQL
• Oracle 9i DBA Fundamental-I
• Oracle9i DBA Fundamental-II
• Oracle 9i DBA Performance & Tuning
• ERP
• People Soft
TECHNICAL MANPOWER
C-DAC, NOIDA, employs about 300 professionals.
50

51. INFRASTRUCTURE
C-DAC, NOIDA, has full-fledged sate-of-the-art infrastructure and facilitated labs. The
facil include:
Software Hardware Networking
• IBM S-390
• SAP R/3 4.OB • 3-Com Switched
• IBM AS/400
• SIEBEL/CINCOM Network
• Compaq non – stop
• SCO Unix/Linux • Routers
Servers
• Windows NT Novell
• Compaq • 8 MB Fibre Optical Ltd
Net
Clients/workstation
• Oracle 8i, Sybase II • Nortel Switch for Call
• IBM Work Stations
• Developer 2000, Centres
• Digital Work Station
Power builder 5.0, 6.0
• Network on 10 Mbps
• 240 KW UPS
• COBOL II, MVS, JCL, CICS, Ethernet Cat 5 cabling
• SUN Work Stations
VSAM etc. on IBM S-390
• Printers & Plotters • Siemens System for
• ILE COBOL, OS-400,
• Scanners
RPG-400, CL-400 etc. on • Network Management
AS/400 • Projection Systems Centre
• Domino Lotus Notes • Generator
• SNPS
• VCU Visual Studio
• 2 MB leased line for
Internet
• IPLC to USA/UK
51

52. e-Governance
Buddham Sh.am.axn Gach.cham.ee Dhamara
52

53. Business – Oriented Specialized Programme (BOSP)
Sr. Long/Short No. of Products
Programmes Duration
No. Term Seats per year
Professional Courses
Design Building & Deploy
1. Internet Applications with Oracle Short Term 10 Days 10 4
Developer 6i
2. Java with Oracle9i Long Term 45 Days 30 4
3. ERP Long Term 6 Weeks 15 6
4. CRM Long Term 1 Months 10 8
5. Oracle 8 DBA Short Term 10 Days 10 4
6. Enterprise Network Management Short Term 5 Days 15 12
7. Unix & Networking Short Term 5 Days 24 8
8. Oracle 9 (i) Short Term 5 Days 12 8
9. Oracle 8 (i) for Developer Short Term 8 Days 15 4
10. Oracle Developer 6 (i) Short Term 13 Days 15 4
11. Red Hat Linux Essentials Short Term 5 Days 24 4
12. Linux System Administration Short Term 5 Days 24 4
13. Administering Oracle 9i AS Short Term 5 Days 16 4
53

54. ANNUAL ASSESSMENT
Objectives:
The Annual assessment System for executive and non-executive Categories seeks to meet
the following objectives:
PROMOTION: To form an important basis for promotion along with seniority.
TRAINING AND DEVELOPMENT: To understand the gaps in knowledge and skill
with reference to the present assignment of an employee and with reference to his future
development; and fill the same by planned guidance and training
Coverage:
There will be different formats for assessment as per the following broad categories:
(a) Executive – technical
(b) Executive – non-technical
(c) Non – executive – technical
(d) Non- executive – non – technical
Assessment:
- The assessment will be annual and cover performance during the financial
year.
- The annual assessment form provides for evaluation on certain attributes and
abilities on a 3-point scale ‘Outstanding’, ‘satisfactory’, and ‘unsatisfactory’.
Periodic performance records and critical incidents maintained by persons
reporting, with respect to each employee, will form the basis, which will aid
in filling the annual assessment. This, it is hoped, will contribute towards
making the appraisal objectives.
- The assessment form also provides for an overall evaluation on a 5-point
scale. Keeping in view the relative priorities/ratings on each attribute on the
3-point scale, the overall assessment may be arrived upon.
- In addition to the above, the annual assessment form provides for
identification of training needs and rotational assignment to fill the gaps in
knowledge and skills.
Who Appraises
- The annual assessment for each non-executive will be done by the
person to whom he reports. However, the minimum level of the reporting
person will not be less than a head of the department, of a employee .
54

55. - The annual report will further be reviewed by the officer to whom the
reporting person in turn reports. The minimum level of reviewing authority
both in case of technical & non-technical will be that of an executive.
- The report will further be seen & signed by the sectional head in case he us
not the reviewing officer, and countersigned by the HOD may enter remarks
if any.
- In the event of the overall assessment being rated ‘Unsatisfactory’ a written
communication will be issued to the concerned employee by the HOD.
The communication will be accompanied with specific facts and figures
substantiating the adverse remarks.
In case of representation by the concerned employee the same will be
examined by the HOD who will record his final decision along with reasons.
The final decision will be communicated to the employee with regard to:
The earlier assessment being retained.
After due consideration the earlier remarks are expunged and the same being
noted in the annual assessment form.
- If an employee has worked with more than one reporting person for three
months or more, he will be assessed by all the concerned reporting persons.
- As in case of executive, an important outcome of the follow up of annual
assessment will be counseling, counseling in case of ‘unsatisfactory
performers’ will be done by the HOD.
55

56. ANNUAL ASSESSMENT REPORT: EXECUTIVE – TECHNICAL
YEAR:_____________
FROM:_____________
TO:________________
NAME: EMPLOYEE NO:
GRADE: SECTION:
TRADE: DEPARTMENT:
DT OF ENTRY IN THE PRESENT
GRADE:
OUTSTANDING SATISFACTORY UNSATISFACTORY
Technical Expertise
Technical
Competence
Technical
Acquaintance
Learning
Areas
Follow up of work
at appropriate
checkpoints and
taking timely action/
decision where
required
Ability to direct and
get work done
Job knowledge,
adequacy of his
knowledge and
skills and
application for the
same.
Cost consciousness
Responsibility
towards work
Ability to maintain
proper records
Handling of
confidential
document
Proficiency with
regard to written
communication/skill
in drafting
Regularity and
56