ntpc project for mba

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Internship Report On Performance And Competence For Excellence (PACE) Performance Management System In NTPC, Rihand In the partial fulfillment of award of Master of Management Studies

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ACKNOWLEDGEMENTIt has been an honour for me to have my vocational training in NTPC – Rihand. For the same, I am indebted to Sh. Rajnish Rastogi (AGM-HR) for giving me an opportunity for undergoing 45 days vocational training in NTPC. I am also thankful to Sh. Milan Kumar (DGM-EDC), Sh. R.N Singh (Officer EDC), Mr. Munish Dev (Dy.Manager-HR), for their guidance and support during my training in Rihand. I am also thankful to the following executives of HR Department viz., Sh. Manoj Kumar Verma, Sh.Ajay Singh, Sh.Rohit Pal, and Sh. R.K.Prajapati. My special thank to Mr. Munish Dev (Dy Manager-HR) who is my Project Guide, helped me through his vision and valuable experience. Without his valuable efforts, it could not have been possible for me to complete my project. I sincerely acknowledge the cooperation from all the executives of NTPC – RIHAND to show their interest and tendered their valuable opinions and suggestions which enriched my knowledge and helped me in the preparation of this Project Report.

Transcript of ntpc project for mba

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Internship Report

On

Performance And Competence For Excellence (PACE)

Performance Management System

In

NTPC, Rihand

In the partial fulfillment of award of Master of Management Studies

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Submitted By: Submitted By: Submitted To:Submitted To:

Vinod Kr. Pal Ms Swati Gupta

Course: MBA (Faculty member)

IIMT college of Manangement , Greater Noida

INDEXINDEXS.NO TOPIC S.NO TOPIC PAGE NO.PAGE NO.

1. Certificate from Organization………………………………………

2. Declaration…………………………………………………………....

3. Acknowledgement……………………………………………………….

4. Preface……………………………………………………………………..

5. Executive summary………………………………………………….

6. CHAPTER 1…………………………………………………………………

-Overview of the power sector…………………………………….

-Profile of NTPC………………………………………………….…. -Mission & vision………………………………………………… -Organizational Chart ………………………………………………

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-Growth & Development………………………………………. -About NTPC Rihand………………………………………….

7. CHAPTER 2……………………………………………………………...

-Objectives and rationale of the project ……………………….

-Purpose & scope………………………………………………….. -HR Department Overview ……………………………………

8. CHAPTER 3 …………………………………………………………

Review of the literature 3.1 Overview of PMS…………………………..………….

3.2 Performance And Competence For Excellence…….….

3.3 PACE in NTPC……………………….………..

9. CHAPTER 4 :……………………………………………………..……….

Research methodology 4.1 Hypothesis…………………………………………….……..

4.2 Research design…………………………………….………....

4.3 Sample design & Sample size……………………………..…..

4.4 Research tools and questionnaire …………………..…

4.5 Data analysis………………………………….………

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Research findings……………………………………………………..

Limitation of study……………………………………………...…….

Suggestion & Conclusion …………………………………….…...

Bibliography & References………………………………….……..

Annexure……………………………………………………………...

Questionnaire

DECLARATION

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I hereby declare that vocational training report on “Performance Management

System also called as Performance And Competence for Excellence (PACE) in

NTPC Rihand” is a factual report of my own project work undertaken towards

partial fulfillment of the MASTERS DEGREE OF MANAGEMENT.

The facts and figures presented here is correct and true to best of my Knowledge

and belief.

VINOD KR. PAL

ACKNOWLEDGEMENT

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It has been an honour for me to have my vocational training in NTPC – Rihand.

For the same, I am indebted to Sh. Rajnish Rastogi (AGM-HR) for giving me an

opportunity for undergoing 45 days vocational training in NTPC. I am also

thankful to Sh. Milan Kumar (DGM-EDC), Sh. R.N Singh (Officer EDC), Mr.

Munish Dev (Dy.Manager-HR), for their guidance and support during my training

in Rihand. I am also thankful to the following executives of HR Department viz.,

Sh. Manoj Kumar Verma, Sh.Ajay Singh, Sh.Rohit Pal, and Sh. R.K.Prajapati.

My special thank to Mr. Munish Dev (Dy Manager-HR) who is my Project Guide,

helped me through his vision and valuable experience. Without his valuable

efforts, it could not have been possible for me to complete my project.

I sincerely acknowledge the cooperation from all the executives of NTPC –

RIHAND to show their interest and tendered their valuable opinions and

suggestions which enriched my knowledge and helped me in the preparation of this

Project Report.

PREFACE

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As a part of MBA Curriculum this Summer Training Project was undertaken. The

purpose of this training was to have practical experience of working in H.R.

organization and to have exposure to various management skills practices in the

field of Personnel Department.

During this training apart from having the practical experience this report was

assigned to me. No professional curriculum is considered complete without work

experience. Every individual who is doing management studies has to undergo this

phase of practical study before he can consider himself fully qualified.

As per the requirement of my course, I decided to do my internship at Rihand

Nagar. I officially started my training in the H.R. department of NTPC on JUNE,

2012. The summer training project assigned to me was to analyze the Performance

Management System (PACE) of NTPC.

In the current day and age, the role of HR has evolved and developed to new levels

.  the focus of HR now  is largely on the development of functional strategies to

help in corporate strategy implementation. HR works in tandem with corporate

strategies for optimum results, to improve employee performance, to create a

harmonious work environment and to involve employees in decision making and

planning for the corporate.  It is the role of HR to provide these opportunities and

hence it has climbed a notch higher from being just an  passive participant  to an

enabler and facilitator. Performance management system in HR is  a key

component to increase employee motivation and drive high performance.

EXECUTIVE SUMMARY

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This vocational training project report was carried out in NTPC-Rihand,

Sonebhadra. The project title is “A study of Performance and Competence for

Excellence (PACE)/ Performance Management System in NTPC Rihand”

The objectives of this report are to seek employee’s feedback on performance

management system (PACE) and the level of satisfaction, and factors affecting it.

Descriptive research design is used to conduct the research .The universe is the

total number employees that is 1100 in the project. Among whom this instrument

is to be administered only on executives. Among them 210 are captured which is

my sample size. My sample area was Rihand.

Sample Size

Primary data and Secondary data are used in this report i.e, the survey was

conducted for collection of primary data through questionnaire. Whereas, The

secondary data was collected through internet and journals of NTPC.

Convenient sampling, a non probability sampling technique has been used.

For analysis and interpretation of the data five points scales are used in which

points from one to five are allotted to strongly agree to strongly disagree

respectively. The questionnaire was prepared on the basis of Five parameters.

Each question are analyzed with the help of bar graph and interpreted accordingly.

Grades No. of Executives

E1 – E4 162

E5 – E6 36

E7- Above 12

Total 210

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The hypothesis which was taken for the project was that the service functions

provided by various department of NTPC are conducive. After the data analysis we

found out that the hypothesis is proved right. The total average score for the

executives is 3.83 in a scale of 1-5, which means that the Performance level in the

executives is good at NTPC, Rihand. The average score for the Executives for each

grade were above 3, which reflect that the Performance Management is good at

NTPC Rihand.

A performance management system consists of the processes used to identify,

encourage, measure, evaluate, improve, and reward employee performance at work

Employees’ job performance is an important issue for all employers. Performance

management is about getting results. It is concerned with getting the best from

people and helping them to achieve their potential. It is an approach to achieving a

shared vision of the purpose and aims of the organization. It is concerned with

helping individuals and teams achieve their potential and recognize their role in

contributing to the goals of the organization.

ABOUT THE ORGANIZATION

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CHAPTER: 1 NTPC (COMPANY PROFILE)

Overview of the Power sector

Profile of NTPC

Mission & vision

Joint Ventures

Organizational Chart

Growth and Development

NTPC Rihand

NTPC

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AN OVERVIEW

National Thermal Power Corporation Limited (NTPC) is the largest thermal power generating company of India. A public sector company incorporated in the year 7 th

November 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by Domestic Banks, Public and others. Within a span of 30 years, NTPC has emerged as a truly national power company, with power generating facilities in all the major regions of the country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the second most efficient in terms of capacity utilization amongst the thermal utilities in the world.

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Genesis of NTPC

The Electricity (Supply) Act of 1948 provided for, among other things, setting up

of State Electricity Boards (SEBs) in each State, with the responsibility for

generation transmission and distribution of Electric Power. In 1975, the above act

was amended and the National Thermal Power Corporation Limited (NTPC) for

formed. This was done with a view to supplement the efforts of the “States” for

quicker and greater capacity addition. The mandate given to this new entity was

planning, promoting and organizing integrated development of Thermal Power

(including Associated Transmission Systems) in the country. The transmission

business was transferred from NTPC to POWERGRID, a Govt. of India

Enterprise. POWERGRID was established in the year 1989 under the Indian

Companies Act 1956 with an initial authorized share capital of Rs.50, 000 million.

The Company  NTPC, the largest power Company in

India, was setup in 1975 to accelerate

power development in the country. It

is among the world’s largest and most

efficient power generation

companies. In Forbes list of World’s

2000 Largest Companies for the year

2007, NTPC occupies 411th place.

 

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India’s 3 rd Best Power House of Human resource

In a remarkable achievement, the recently conducted Business Today – Hewitt Associates Best Employers Survey 2003 ranked NTPC the 3rd best among 220 major companies in India.

NTPC takes immense pride in its highly motivated and trained Human Resource. The Corporation’s continuous effort to augment its installed capacity and improve manpower utilization has seen its Man-MW ratio improve consistently. Great importance is attached to Training & Development using both pre and post employment training scheme.

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NTPC (COMPANYPROFILE)

Type Public

Founded 1975

Headquarters New Delhi, India

Key people Mr. Arup Roy Choudhury, Chairman & Managing Director

Industry Electricity generation

Products Electrical power, Natural gas

Services Electricity Generation & distribution, Natural gas exploration, production, transportation & distribution

Revenue INR 690.36 billion (2011-2012) or US$ 12 billion

Net income INR 98.14 billion (2011-2012) or US$ 1.7 billion

Employees 26,000 (2012)

Website http://www.ntpc.co.in

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NTPC is emerging as a diversified power major with presence in the entire value

chain of the power generation business. Apart from power generation, which is the

mainstay of the company, NTPC has already ventured into consultancy, power

trading, ash utilisation and coal mining. NTPC ranked 337th in the ‘2012, Forbes

Global 2000’ ranking of the World’s biggest companies. NTPC became a

Maharatna company in May, 2010, one of the only four companies to be awarded

this status. The total installed capacity of the company is 41,184 MW (including

JVs) with 16 coal based and 7 gas based stations, located across the country. In

addition under JVs, 7 stations are coal based & another station uses naptha/LNG as

fuel and 2 renewable energy projects. The company has set a target to have an

installed power generating capacity of 1,28,000 MW by the year 2032. The

capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11%

Nuclear and 17% Renewable Energy Sources(RES) including hydro. By 2032, non

fossil fuel based generation capacity shall make up nearly 28% of NTPC’s

portfolio.

NTPC has been operating its plants at high efficiency levels. Although the

company has 17.75% of the total national capacity, it contributes 27.40% of total

power generation due to its focus on high efficiency.

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In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of

5.25% as fresh issue and 5.25% as offer for sale by Government of India. NTPC

thus became a listed company in November 2004 with the Government holding

89.5% of the equity share capital. In February 2010, the Shareholding of

Government of India was reduced from 89.5% to 84.5% through Further Public

Offer. The rest is held by Institutional Investors and the Public.

At NTPC, People before Plant Load Factor is the mantra that guides all HR related

policies. NTPC has been awarded No.1, Best Workplace in India among large

organizations and the best PSU for the year 2010, by the Great Places to Work

Institute, India Chapter in collaboration with The Economic Times.

The concept of Corporate Social Responsibility is deeply ingrained in NTPC's

culture. Through its expansive CSR initiatives, NTPC strives to develop mutual

trust with the communities that surround its power stations.

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VISION

“ To be the world’s largest and best

power producer, powering India’s

growth.”

MISSION

“Develop and provide reliable power,

related products and services at

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competitive prices, integrating

multiple energy sources with

innovative and eco-friendly

technologies and contribute to

society.”

Core Values – BE COMMITTED

B - Business EthicsE - Environmentally & Economically SustainableC - Customer Focus

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O - Organizational & Professional PrideM - Mutual Respect & TrustM - Motivating Self & othersI - Innovation & SpeedT - Total Quality for ExcellenceT - Transparent & Respected OrganizationE - EnterprisingD – Devoted

JOINT VENTURE COMPANIES OF NTPC

Subsidiary companies of NTPC

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ORGANISATIONAL CHARTOPERATIONAL/ ORGANIZATIONAL STRUCTURE OF NTPC

NTPC Ltd. has a 3 tier structure comprising Corporate Centre (CC), Regional Headquarter

(Seven in numbers) – NCR, NR, SR, ER-I, ER-II ,WR & Hydro) and Stations/Projects. The

Board of Director is headed by the Chairman and Managing Director (CMD) and there are six

functional Directors, two independent Directors and four Independent Directors

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THE GROWTH STORY

Installed capacity reaches 39,174 MW (including 4364 MW under JVs).

All time highest single day generation of 684.55 MUs from all NTPC

stations on 31st March, 2011

17,830 MW under construction at 17 locations.

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COAL BASED(Owned by

NTPC)STATE

COMMISSIONEDCAPACITY(MW)

1. Singrauli Uttar Pradesh 2,000

2. Korba Chhattisgarh 2,600

3. Ramagundam Andhra Pradesh 2,600

4. Farakka West Bengal 2,100

5. Vindhyachal Madhya Pradesh 3,760

6. Rihand Uttar Pradesh 2,500

7. Kahalgaon Bihar 2,340

8. Dadri Uttar Pradesh 1,820

9. Talcher Kaniha Orissa 3,000

10.Feroze Gandhi, Unchahar

Uttar Pradesh 1,050

11. Talcher Thermal Orissa 460

12. Simhadri Andhra Pradesh 2,000

13. Tanda Uttar Pradesh 440

14. Badarpur Delhi 705

15. Sipat Chhattisgarh 2,980

16. Mauda Maharashta 500

Total 30,855

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Future Capacity Additions

NTPC has formulated a long term Corporate Plan upto 2032. In line with the Corporate Plan, the capacity addition under implementation stage is presented:

PROJECT STATE MW

Coal

1.Indira Gandhi STPP- JV with IPGCL &

HPGCL (500)Haryana 500

2. Mauda I( 500) Andhra Pradesh 500

3. Vallur I -JV with TNEB ( 500) Tamilnadu 500

4.Vallur Stage-I Phase-II -JV with TNEB

(500)Tamilnadu 500

5. Bongaigaon I (3 x 250) Assam 750

6. Mauda II Maharashta 1320

7. Rihand Stage-III(500) Uttar Pradesh 500

8. Vindhyachal-IV (500) Madhya Pradesh 500

9.Muzaffarpur Expansion (2x195) – JV

with BSEBBihar 390

10.Nabinagar TPP-JV with Railways (4 x

250)Bihar 1000

11. Barh II (2 X 660) Bihar 1320

12. Barh I (3 X 660) Bihar 1980

13. Solapur I (2 X 660) Maharashtra 1320

14. Kudgi(3 X 800) Karnataka 2400

15. Meja (2 X 660) Uttar Pradesh 1320

16. Vindhyachal (500) Madhya Pradesh 500

Hydro

1. Koldam HEPP ( 4 x 200)Himachal

Pradesh800

2. Tapovan Vishnugad HEPP (4 x 130) Uttarakhand 520

3. Singrauli CW Discharge(Small Hydro) Uttar Pradesh 8

Solar

1. A & N Solar PV (5) Port Blair 5

2. Dadri Solar PV (5) Uttar Pradesh 5

Total 16,638

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ABOUT NTPC - RIHAND

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Address: P.O. Rihandnagar-231 223,Dist. Sonebhadra, Uttar Pradesh

Telephone: (STD-05446) - 242020-21

Fax: 242115

Email:

Approved Capacity 3000 MW

Installed CapacityStage I : 1000 MWStage II : 1000 MWStage III : 1000 MW (Under Construction)

Location Sonebhadra, Uttar Pradesh

Coal Source Amlori Mines & Dudhichua Mines & Amloric Expansion Mines

Water Source Rihand Reservoir

Beneficiary States

Uttar Pradesh, Uttranchal ,Haryana, Punjab,Rajasthan, Jammu & Kashmir,Himachal Pradesh, Delhi andChandigarh

Approved Investment Rs. 2387.40Cr (Stage-I) Rs. 3451.97Cr (Stage-II)

Unit Sizes 6x 500 MW

Units Commissioned

Unit -I 500 MW March 1988Unit -II 500 MW July 1989Unit -III 500 MW January 2005

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Unit -IV 500 MW September 2005Unit -V 500 MW (Full Load on 25th May 2012)Unit -VI 500 MW (Under Construction) 

The NTPC Rihand is situated on the south shore of the Rihand Reservoir in Uttar Pradesh. The first development of the power station is referred to as Rihand STPP Stage-I and comprises the installation of 2 x 500 MW boiler & steam turbine generator units and associated plant. Future extension of four or perhaps six units is envisaged and the site is laid out to allow for the full site development of 3000 MW.

The stage I of power station was designed and constructed by NEI P.L.C. UNITED KINGDOM

Currently NTPC Rihand has the capacity of (6 x 500) 3000 MW. The Rihand reservoir is the main resource of water, which is used in power generation system. Stage I , Stage II & Stage 3 (5 x 500) MW are under running condition. Stage II is advanced version of Stage I. Stage II designed and constructed by BHEL (Bharat Heavy Electricals Limited).

The generated power is supplied to various north states such as Jammu & Kashmir, Haryana, Uttar Pradesh, Delhi.

NTPC is awarded with:-

1. GOLD MEDAL for ‘Best reproductively award’.2. GREENTAKE AWARD.

Brief Description of the Power Plant

RhSTTPP has strength of 558 Executives and 523 Workers. Technically the

executive team has a strong professional qualification base. Most of the core

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functions like O&M, HR, Contracts and Materials, Finance, Projects are carried

out by dedicated trained and highly educated employees. Some of the non-core

activities like housekeeping and security have been out sourced through agencies

that are expert in their own areas like CISF having been retained for Plant and

Colony Security and Fire services. The employees selected into NTPC undergo

medical fitness check before appointment. They are provided with all medical

facilities during their services to remain fit and healthy.

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CHAPTER: 2

OBJECTIVES OF THE PROJECT

PURPOSE & SCOPE OF THE PROJECT

OVERVIEW OF HR DEPT. NTPC RIHAND

OBJECTIVES OF THE PROJECT

Following are the objectives of the project Performance Management System

(PACE):-

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To study Performance Management System in NTPC Rihand.

To know the attitude /perception of employees towards PACE.

To know the extent up to which PACE is used in NTPC RIHAND.

Basically there are five parameters in PACE:-

1. Linkages

2. Goal Setting

3. Role of HR

4. Evaluation’s Method

5. Manager’s Support

PURPOSE

The purposes of the performance management system are to ensure that:

1. Provide the basis for establishing the base pay of all employees & any temporary payments;

2. Employees have an understanding of the quality & quantity of work expected from them;

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3. Employees receive ongoing information about how effectively they are performing relative to expectations;

4. Awards & salary increases based on employees performance & are distributed accordingly;

5. Opportunities for employee development are identified;

SCOPE

The performance management system applies to all staff of any organizations.

Frequency of appraisals Ongoing feedback Access to pay decisions Rewards Career Development

OVERVIEW OF HR DEPT. NTPC RIHAND

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“TO ENABLE OUR PEOPLE TO BE A FAMILY OF COMMITTED WORLD CLASS PROFESSIONALSMAKING NTPC A LEARNING

ORGANISATION”

HR STRATEGY

HR Departments AT NTPC - RIHAND

The three R’s have been properly taken care of in NTPC viz., Recruiting, Retaining and Retiring. The HR Function in NTPC-Rihand comprises of the different functions which has been grouped under the following sections:

HR STRATEGY

Competence Building

Commitment Building

System Building

Culture Building

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1.EMPLOYEE BENEFITS

The EB Section looks after the various employee advances, employee benefits, facilities, incentives and other benefits. Its functions are manifold. Its functions are as under:

i) Recruitment of employees in the Non – Executive Cadre

ii) Joining of an employee – Fresh and on Transfer

iii) Clearing of probation

iv) Promotion of employees

v) Adherence to the Annual Appraisal of the employees

vi) Employee Benefits / Facilities

Leave Travel Concession to its employees

Medical Attendance and Treatment of the Employees

Special Disability Leave

Facilities for Higher Studies

Reimbursement of Membership Fees for Professional Bodies / Institutes

Reimbursement of expenditure on Children’s Education

2. PUBLIC RELATIONS

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This Department looks after all the internal and external communications areas

including press relations, house magazines, advertising, films etc. The total

advertisement activity of NTPC, including releasing of tenders notices and job

advertising are being coordinated by the PR Department.

• Press relation,

• House magazines,

• Advertising, films etc. the total advertisement activities of NTPC ltd.

• Including releasing of tender notices and job advertising are being co-coordinated by the PR section.

• Video Magazine and House Journals are published on regular basis to update the knowledge of employee regarding all kind of activities within project and its vicinity.

3. EMPLOYEES SERVICES

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Important Functions:

Medical Assistance & Treatments

Facilities for Higher Studies

Workers Education Scheme

Adults Education Scheme

Employees Education Programmes

Scheme for grant of Merit Scholarships to Children of NTPC’s Employees

Transportation Facilities for Employees & their Family Members

House for Employees

Township Security etc.

4. EMPLOYEES WELFARE

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Welfare is a broad term encompassing measures aimed at providing Housing, Medical, Schooling, Sports & games, Social, Cultural & Recreational etc. facilities.

Welfare activities may be grouped under two broad categories

STATUTORY WELFARE ACTIVITIES(Factories Act,1948)

NON STATUTORY WELFARE ACTIVITIES(KalyanKendra, Sports Council)

• Festival Celebration

• Sharad Mela

• Schools Maintenance in our township.

• Being a remote project, bus facilities are available for nearby railway stations and college going children.

5.EMPLOYEES DEVELOPMENT

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• Various competition organized like NOCET, NCYM, Business

Minds, Business Quiz, Medha Pratiyogita to promote the overall growth of the employees.

• Skill up gradation scheme for non-executives, DPGE program already being conducted at Rihand

• New Leadership development policy introduced.

• NTPC Reward and Recognition System

• Conducting various surveys such as Bodh, E-darpan and customer service satisfaction surveys etc.

• Training & Development needs.

• Career Growth needs, Motivation and Moral Support needs etc.

6. EMPLOYEES RELATIONS

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To manage organization’s overall relations with Employees Associations –

Executives and Worker’s unions

To manage Industrial Relations – handle Unions and Associations meetings

and resolves employee’s issues

To manage Employees Relation System & various participative forums

like Safety Committee, Township Advisory Council, Joint Plant Level Council,

Shop Level Council etc.

To interact on a formal as well as informal basis with key Employees

Association’ members.

To identify and address employee’s needs and concerns

To coordinate with Regional & Corporate HR on Employee Relations issues.

To coordinate with other HR groups and station for seamless delivery of HR

TRADE UNIONS AT RIHAND

1. NTPC MAZDOOR SANGH

2. NTPC KARMACHARI SANGATHAN

3. RIHAND KARMCHARI AWAM VISTHAPIT MORCHA

4. NTPC BAHUJAN SHRAMIK SANGH

5. NTPC VIDYUT SHRAMIK SANGH (AFFILIATED TO BMS)

7. CORPORATE SOCIAL RESPONSIBILITY AND R&R

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Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and families as well as local community and society at large”.

• Direct employment in NTPC for PAPs

• Employment through PAP society

• Training for self employment

• Providing basic infrastructure in resettlement colonies

• Various initiative through Education, Health care and Rural sports.

• Several distributed generation projects in the nearby villages.

• Assistance through employee NGO like Chetna, Malviya Mission, Diamond club running various primary and secondary schools.

• Afforestation of barren Areas in and around project sites.

• Improve Health and Hygiene all around

• Providing Social Security for old age.

8. LAW SECTION

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• To provide legal supports to various department.

• To make preventive measures for avoiding in fructuous litigation by legal vetting of various types of contracts, agreements and security documents prior to their final execution.

• To minimize the cost of litigation wherever possible.

• To standardize various types of contracts, bank guarantees, indemnity bond and other security document for achieving informality in approach.

(9) HR- RAJBHASHA

• This section looks after the recommendation/guidance of departments of official languages

• Promoting Hindi

• It also coordinates for conducting the PRAVIN, PRAGYA and PRABODH examination organized by department of official languages for promotion of Hindi

Hindi Incentive Public Relations

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CHAPTER: - 3 REVIEW OF THE LITERATURE

3.1 OVERVIEW OF PM

3.2 Performance Management

System

3.3 PACE IN NTPC RIHAND

Performance Management

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What, Why & How?

Historical Perspective :-

Measuring and appraising performance is probably the most researched area

within HRM; the last hundred years have seen continuous evolution in

approaches to managing employee performance.

The earliest recorded instance of a formal evolution report was in 1813.

The start of the industrial age in the 1800s saw trends of performance

appraisal in industry.

In the 1890s Frederick Taylor’s scientific approach and Fayal & Weber’s

bureaucratic theories suggested that financial inducements stimulated

production performance.

The Hawthorne studies in 1927 - 1932 emphasized the influence of

supportive and caring supervision. It was only after world war–I that

appraisals in industry became accepted.

The appraisal of managers was not extensively practiced until after world

war – II. The appraisal system that evolved over the period

Narrative/Essay report: Used mainly by Armed forces, Civil service and

Large organization in public sector.

Traits were the focus of performance Management in 1970s.

MBO concept came into picture in 1980s.

Performance management as referenced on this page in a broad term coined by Dr.

Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in

applications methods) for managing both behavior and results, two critical

elements of what is known as performance.

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When we talk about the five dimensions of Human Resource Management (HRM),

we list down the following, namely,

Performance Management,

Career Management,

Recruitment & Selection,

Training & Development, and

Compensation & Benefits Management.

These five dimensions, though equally important, often fail to secure equal

attention from Human Resource (HR) managers. The facts that performance

management is not just an annual performance appraisal and training is not the

only solution to effective performance are forgotten by the HR managers and

the management team. As a result, successful organizations, happy with their

existing success status, is actually deprived of a potential growth that could

have been achieved should they have invested more attention to performance

management than only performance appraisal For instance, the total HR

performance of a company is worth Rs 1000, which means the employees’

performance is resulting revenue worth Rs 1000. Among this set of employees,

some are excellent performers, some are good, some moderate and some poor.

This difference in performance level are due to the fact that some are using

100% of their potentials, some working below their full potentials and some

working at zero or marginal potentials. The challenge of equalizing the

difference in performance level lies in an objective performance management

system.

What is Performance Management:

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Performance management (PM) includes activities which ensure that goals are

consistently being met in an effective and efficient manner. Performance

management can focus on the performance of an organization, a department,

employee, or even the processes to build a product of service, as well as many

other areas.

PM is also known as a process by which organizations align their resources,

systems and employees to strategic objectives and priorities

Performance management is about getting results. It is concerned with getting the

best from people and helping them to achieve their potential. It is an approach to

achieving a shared vision of the purpose and aims of the organization. It is

concerned with helping individuals and teams achieve their potential and recognize

their role in contributing to the goals of the organization.

It’s Management By Objectives (MBO)

It’s about setting SMARTER goals

It’s about planning to perform

It’s about periodically reviewing progress in performance

It’s about evaluating performance for further improvement

It’s about delivering reinforcement for performance success and

performance failure

PERFORMANCE MANAGEMENT SYSTEM

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In the current day and age, the role of HR has evolved and developed to new

levels.  the focus of HR now  is largely on the development of functional strategies

to help in corporate strategy implementation. HR works in tandem with corporate

strategies for optimum results, to improve employee performance, to create a

harmonious work environment and to involve employees in decision making and

planning for the corporate.  It is the role of HR to provide these opportunities and

hence it has climbed a notch higher from being just an passive participant to an

enabler and facilitator. Performance management system in HR is a key

component to increase employee motivation and drive high performance.

What is a Performance Management System?

Performance management systems set in line an organized and systematic way of

progress review, goal setting, communication, recognizing and rewarding

achievement, providing feedback for better performance and implementing

employee development programs. It is a continuous process, which is carried out

right from the time when an employee joins an organization till the time he or she

leaves . A performance management system consists of the processes used to

identify, encourage, measure, evaluate, improve, and reward employee

performance at work

Performance management in HR is aimed at improving the overall corporate

performance by enhancing individual performance within the framework of a team.

It pushes for optimum performance by setting the right expectations,

communicating effectively, defining clear roles, and setting achievable objectives.

Working of Corporate Performance Management

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The following actions are included in corporate performance management systems:

Development of precise job descriptions and creating detailed employee

performance plans inclusive of their performance indicators and key result

areas (KRA).

Setting up a strong selection process in lines with the company policies so

that the right candidates are selected for the job.

Discussing and setting performance standards to measure productivity and

output set against benchmarks that have been predefined.

Giving the employee feedback and coaching on a continuous basis right

through his performance delivery period.

Catering to development and training needs by measuring productivity and

performance quality.

Having discussions on the employees’ quarterly performance and evaluating

them based on the performance plan.

Developing and implementing a set rewarding and compensation system for

employees who exceed performance benchmarks or those who excel in their

jobs based on their performance plans.

Facilitating guidance sessions, career development support and promotional

discussions for employees on a regular basis.

Holding comprehensive exit interviews to find out the reasons for an

employee’s discontentment with the company and the reason for his or her

departure.

Components of an Effective Performance Management System

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Performance planning : This is the basis of performance appraisals and it is a

crucial component of a corporate performance management system. Both the

appraiser and the reviewee carry out performance planning at the start of a work

session. KRA’s and performance budgets are decided after mutual agreements

between the employee and reporting officer.

Performance appraisal and reviewing: Organizations usually have mid-

year and annual reviews in which the employees’ performance is reviewed; based

on achievements and fulfillment of his goals as well as overall performance, he/she

is appraised. The process combines both self-review as well as a review by the

reporting officer. Measurable and quantifiable achievements are rated and causes

for loopholes are detected and analyzed.

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Performance feedback and personal counseling : This is a very important

step in which the appraiser and employee sit in discussion. The appraiser talks to

the employee about areas of improvement and about his levels of contribution,

expected performance achievement, etc. Along with transparent feedback, the need

for training and development is also identified. The appraiser needs to adopt

necessary measures to ensure that the employee meets the company’s expectation

levels and that he improves overall performance.

Rewarding good performance: The motivation of an employee is

determined when his good performance is recognized and rewarded. It could

directly influence the self-esteem of a person. It is very sensitive in propelling his

achievement orientation too. When an organization recognizes an employee’s

contribution and rewards him for it, he strives to do be better because of the

motivation.

Performance improvement planning: This calls for setting of new goals

and deadlines for employees. Key areas of improvement are made aware to the

employee and he is also assigned a stipulated deadline for the same. He must show

improvement within the jointly finalized and mutually accepted time-frame.

Potential Appraisal :  The employee’s lateral and vertical movement is

influenced by this factor. Competency mapping and assessment techniques need to

be carried out for successful appraisal. This needs to include crucial points such as

job rotation and succession planning.

Key benefits of Performance Management Systems

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In short, successful implementation of corporate performance management systems

can result in overall benefit of the organization, the manager and the employee.

Organization:

It improves overall performance of the organization and increases employee

loyalty and retention.

It improves productivity of the company and also delivers cost advantages.

It sets clear accountabilities and overcomes communication barriers in the

organization.

Manager:

It saves on a lot of precious time and reduces conflicts within the team or

department

It increases efficiency levels of team members and motivates better,

consistent high performance.

Employee:

It clarifies all the expectations of an employee including his exact role and

KRA

It gives him an opportunity for self review, assessment and introspection

It directly contributes to enhanced performance and better productivity

levels.

Career paths are defined and it promotes job satisfaction and a positive

mindset.

PACE IN NTPC RIHAND

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PACE is the performance appraisal/ management system (PMS, as it is commonly

known) for the executive employees at NTPC. This system was implemented in the

year 2004 in NTPC.

Earlier the performance appraisal system was more of a subjective sort of sought of

system i.e., earlier there weren’t any set targets or key performance areas for the

employees, it was just the performance they made and the feedback on it was given

to the employees on a yearly basis.

Now the PACE has become more objective – oriented, i.e., there are set KPA’s for

the employees. The key performance areas include:

Technical knowledge

Business attitude

Strategic thinking

Resource management

Communication skills

System thinking

Interpersonal competencies

Employment skills

There is a basic question that would come to anyone’s mind that why is PACE

only for the executive employees and why not for the non – executive employees

as well. It is so because the employees at the non – executive levels may not be

able to understand the whole PMS system as some of them at different levels may

not be that educated to understand the system; i.e., they might not be well – versed

with the system, and therefore will not be able to work according to the system and

therefore they have a different appraisal system.

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Mid – year Review

Annual Assessment

Annual Assessment

Performance planning

Feedback

Normalization Process

Step 1

Step 5

Step 4

Step 3

Step 2

PMS Process

PMS is a five step process:-

Step 1

Identifying KPAs, Constituents, Weightages, Measures and Targets.

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Identifying Functional and Managerial Competencies for the executive.

Step 2

Joint review of performance(KPAs ,Competencies, Values and Potential)

Document mid-year review discussions

Document changes in KPAs, if any

Step 3

Assessment of KPAs, Competencies, Values and Potential by reporting

officer

Training and Development Plans

Review by reviewing officer

Step 4

Parity and integrity by minimizing rater variation across various

departments is ensured

Objectivity and transparency in the appraisal system is enhanced

Step 5

Communication of score and relative performance

Developmental feedback

Step #1: Performance Planning KPA Setting Process

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Process Steps

Set KPAs

KPA setting for all executives in consultation with the reporting officer

KPAs to be set by referring to the KPA Directory and taking inputs from the

MoU targets, functional plans, individual responsibilities and cascading of

KPAs from the top

The KPAs, once finalised, to be signed off by the reporting officer and the

executive

Identify Competencies

Corporate plan

MOUsCompany Goals

Unit GoalsInitiatives

Functional/ Departmental Goals

Special taskIndividual Goals

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Functional competencies for the executive to be identified and written in the

PMS form by referring to the Competency Directory

Managerial competencies to be identified from the prescribed set on the

PMS form

Competencies to be signed off by the reporting officer and the executive

Step #2: Mid-year Review

Process Steps

Self appraisal to be completed

Discussion on KPAs, Competencies, Potential and Values to be

conducted

Reporting officer to document discussion

Reporting officer and executive to discuss changes in KPAs, if

necesary

All KPAs to be re-filled in the form if any changes made in either the

KPAs, weightages or targets

Justification for change to be documented

Step #3: Annual Assessment

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Process Steps for Reporting Officer and Executive

Evaluate performance against KPAs by comparing actual performance to

targets set

Evaluate

Functional/technical competencies (chosen at the beginning of the year)

Managerial competencies (3 mandatory and 3 optional)

Values

Potential

Complete section on Special Achievements

Transfer scores from all sections to the section on Total Marks for

consolidation

Complete Individual Training and Development Plan

Process Steps for Reviewing Officer

Review the marks given for each section by the reporting officer –check for

overrating or underrating

Hold discussion with reporting officer in case changes in scores are required

Rationale for changes in scores must be documented on PMS form

Reviewing officer and reporting officer sign-off on the PMS form

Step #4: Normalisation Process

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Objectives of Normalisation Process

Ensure parity and integrity by minimizing rate variation across various departments

Enhance objectivity and transparency in the appraisal system

Process Steps

Assess the overall achievement of the business unit MoUs and functional

goals; normalisationwould be done in view of the overall achievement of

these goals

Plot distribution of scores for the cluster to check

for skewing within and across departments

Checks to be made whether employees have been overrated or

underrated on various PMS parameters such as:

KPA assessment Competencies, Values and Potential assessment

Make suitable adjustments to scores, where necessary,

Scores (revised and unchanged) and reasons for normalization to be

documented in PMS form

All executives in the cluster must be categorized into Top 20%, Middle

70% and Bottom 10%

PMS scores from

reporting officer

Reviewer to check integrity

Performance

Management

Committee

Final Output

Top 20%,

Middle 70%,

Bottom 10%

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Step#5: Communication of Score and Developmental Feedback

Process Steps

• Performance Management Committee output to be sent to HR

•Final individual scores

•Relative ranking

•Rationale for any changes made

• HR to consolidate final scores, relative ranking and feedback from Performance

Management Committee for all employees

• HR to send final score sheet with relative ranking and feedback from

Performance Management Committee (if any) to respective reporting officers

• Reporting officers to communicate final score, relative performance as well as

developmental feedback to executive

Performance Management Committee Output

Human Resources

Reporting Officer

Executive

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Reporting officers to be provided training on performance feedback and

counseling skills

PMS would comprise assessment on four parameters with different

wieghtages for various levels

S.NO. PMS PARAMETER WEIGHTAGES FOR DIFFERENT GRADES

E1-E5 E6-E7 E7A-E8 E9

1 KPA 65 50 50 50

2 a. Functional

competency

assessment

10 10 10 5

b. Managerial

competency

assessment

10 15 15 15

3 Potential assessment 5 15 15 20

4 Value assessment 10 10 10 10

Total 100 100 100 100

For executives in lower grades, there is higher weightage on KPAs

and functional competencies as the there is higher focus on

achieving the immediate functional tasks

The weightage on managerial competencies and values increases for an

executive as the grade increases because the role requires achieving business

goals by managing work of other employees through ethical means.

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PMS calendar (E6 –E9)

PROCESS ACTIVITY TARGET

DATES

RESPONSIBILITY

Performance

Planning

Issues of PMS Forms

15th Dec – 31st Dec

HR Department

Performance Planning

1st Jan – 25th Jan ExecutivesReporting Officer

Submission to HR

30th Jan Reporting Officer

Mid-year

Review

Issue of PMS form for mid-year review

20th Jun – 30th Jun

HR Department

Mid-year performance review

1st – 15th October

ExecutivesReporting Officer

Submission to HR

21st October Reporting Officer

Annual

Assessment

Issue of PMS form for annual assessment

15th Mar-31st Mar

HR Department

Annual Assessment

1st April-25th April

ExecutivesReporting OfficerReviewing Officer

Submission to HR

30th April Reviewing Officer

Normalisatio

n

Normalisation 1st May-25th May

Performance Management Committee

Feedback Performance Communication & Feedback

31st May Reporting Officer (admin support form HR)

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PMS calendar (E1 -E5)

Act

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ty

PROCESS ACTIVITY TARGET

DATES

RESPONSIBILITY

Performance

Planning

Issues of PMS Forms

15th Dec – 31st Dec

HR Department

Performance Planning

1st Jan – 25th Jan ExecutivesReporting Officer

Submission to HR

30th Jan Reporting Officer

Mid-year

Review

Issue of PMS form for mid-year review

20th Jun – 30th Jun

HR Department

Mid-year performance review

1st July– 15th July

ExecutivesReporting Officer

Submission to HR

21st July Reporting Officer

Annual

Assessment

Issue of PMS form for annual assessment

15th Dec - 31st Dec

HR Department

Annual Assessment

1st Jan - 25th Jan ExecutivesReporting OfficerReviewing Officer

Submission to HR

30th Jan Reviewing Officer

Normalisatio

n

Normalisation 1st Feb-15th Feb Performance Management Committee

Feedback Performance Communication & Feedback

28th Feb Reporting Officer

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CHAPTER: - 4 HYPOTHESIS

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RESEARCH DESIGN

SAMPLE DESIGN

SAMPLE SIZE

DATA ANALYSIS

HYPOTHESIS

A hypothesis may be defined as a proposition or a set proposition set forth as an

explanation for the occurrence of some specified group of phenomena either

asserted merely as a provisional conjecture to guide some investigation or accepted

as highly probable in the light of established facts.

An effective Performance Management System is followed in NTPC Rihand.

RESEARCH DESIGN

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“A research design is the arrangement of conditions for collection and the analysis

of data in a manner that aims to combine relevance to the research purpose with

economy in procedure.”

SAMPLING DESIGN

For completion of the research work a survey was conducted. Following is the

description of the Sample Design considered for the survey:

Sample Unit:

The sample unit constitutes the Executive Employees of NTPC of the level E1 –

E7 & Above.

Sample Size:

The sample size, which has selected for this project is 210. The sample size

constitutes of the executive employees of NTPC.

Sampling Technique:

The sampling technique used in the study is ‘random sampling technique’.

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Collection of Data:

The method of Data collection used in the study is ‘Survey/ Feedback’ methods.

Research Instrument:

The research instrument for the study is ‘Questionnaire’.

DATA USED IN STUDY

The data collected for the purpose of the study has been collected from two main

sources; they are primary data and secondary data;

(a) Primary data:

The primary data are those which are collected afresh and for the first time, and

thus happen to be original in character. The primary data have been collected

through a Online Questionnaire and personal interaction. The data will be collected

Determining the SampleOnce the questionnaire has been framed it may be administered on sample of a randomly selected

employee.The sample size may be calculated as-

Sample size=384/(1+(383/p))Where p is the population of the plant

For example, if there are 1000 employees in the plant, thenSample size = 384(1+ (383/1000))

= 384/1.383= 277.66 ~ 278

Hence, sample size for above population is 278.After deciding the sample size, ensure that it is representative of the population, i.e.,

distributed evenly for all levels. Since numbers of levels in NTPC are many, we can divide them in brands for purpose as follows-Grade W0-W11=Brand 1 (workmen)

Grade E1-E4=Brand 2 (Team Member)Grade E5-E6=Brand 3 (Team leader)

Grade E7+=Brand 4 (HoDs)

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through questionnaire method because exact and first-hand information can be

gained. This is more helpful rather than adopting any other method.

A detailed questionnaire was given to the employees which was the primary source

of my study.

The questionnaire consisted of 22 questions based on Five parameters

The employees were requested to select the answer which suited

him/her the

The total sample of the employees survey was 210 respondents

(b) Secondary Data:

The secondary data comprises of information from internal records of the

organization, text books, journals and various literature available in and outside of

the corporation, presentation reports on various topics, standing orders.

This is the data which is already available, published or unpublished and is

collected from the company records and manuals which are maintained by it.

TOOLS AND TECHNIQUES USED FOR ANALYSIS

MS Excel

MS Word

Bar – charts

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DATA ANALYSIS AND INTERPRETATION

The data analysis has been done on basis of five parameter and grade wise as well.

The Questionnaire has 22 statements designed around 5 Performance Management

aspects/parameters:

S No. PARAMETERS INCLUDES (Questions)1 LINKAGES 1, 3, 9, 18, 192 GOAL SETTING 13, 17, 20, 213 ROLE OF HR 4, 11, 154 EVALUATION METHOD 2, 5, 6, 7, 8, 10, 22 5 MANAGER’S SUPPORT 12, 14, 16

S No. GRADE BAND NO. OF RESPONDENTS

1 E1-E4 1622 E5-E6 363 E7- Above 12

TOTAL 210

PARAMETERS

LINKAGES

GOAL SETTING

ROLE OF HREVALUATION

METHOD

MANAGER'S SUPPORTS

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Grade Band -Wise result

E7-Above Grade

S No. Parameters Scores(E7-Above)

1 Linkages 3.312 Goal Setting 3.563 Role Of HR 3.694 Evaluation Method 2.965 Manager’s Support 3.16

Linkages Goal Setting Role Of HR Evaluation Method

Manager's Support

0

0.5

1

1.5

2

2.5

3

3.5

43.31

3.56 3.69

2.963.16

E7- Above Band

Scores

ANALYSIS:

• Highest Score (Score= 3.69) has been obtained by ‘Role of HR’ parameter.

• ‘Evaluation Method’ parameter has got lowest score (Score= 2.96) by E7 + band.

• Rest all other factors have received rating above 3 (Score >=3 is good score.)

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E5-E6 Grade

S No. Parameters Scores

1 Linkages 3.372 Goal Setting 3.703 Role Of HR 3.474 Evaluation Method 3.065 Manager’s Support 3.58

Linkages Goal Setting Role Of HR Evaluation Method

Manager's Support

0

0.5

1

1.5

2

2.5

3

3.5

43.37

3.73.47

3.06

3.58

E5-E6 Band

Scores

ANALYSIS:

• Highest Score (Score= 3.70) has been obtained by Goal Setting parameter by E5-E6 band.

• ‘Evaluation Method’’ has been rated as lowest score with rating of 3.06 by E5 & E6band.

• Overall, all the factors have received rating above 3.

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E1-E4 Grade

S No.

Parameters Scores

1 Linkages 3.252 Goal Setting 3.443 Role Of HR 3.224 Evaluation Method 3.145 Manager’s Support 3.41

Linkages Goal Setting Role of HR Evaluation Method

Manager's Support

2.953

3.053.1

3.153.2

3.253.3

3.353.4

3.45

3.25

3.44

3.22

3.14

3.41

E1-E4 Band

Scores

ANALYSIS:

• Highest Score (Score= 3.44) has been obtained by ‘Goal Setting’ parameter.

• ‘Evaluation Method’ has been rated as Lowest score (score= 3.14) by E1 to E4 band.

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TOTAL -GRADE WISE/PARAMETER WISE SCORE

Average Score

S. no. Parameter/Grade E1-E4 E5-E6 E7-Above

Avg. Score

1 LINKAGES 3.25 3.37 3.31 3.312 GOAL SETTING 3.44 3.70 3.56 3.563 ROLE OF HR 3.22 3.47 3.69 3.464 EVALUATION METHOD 3.14 3.06 3.96 3.065 MANAGER’S SUPPORT 3.41 3.58 3.16 3.38

Avg. Scores 3.32 3.44 3.34

Graph showing Grade wise Average Score of Different Parameters.

Linkages Goal Setting Role of HR Evaluation Method

Manager's Support

Avg. Score0

0.5

1

1.5

2

2.5

3

3.5

43.37

3.73.47

3.06

3.58 3.44

E1-E4E5-E6E7- AboveAvg. Score

ANALYSIS:

• Highest Avg Score for all parameters (Score=3.44) has been given by E5 & E6.

• Lowest Avg Score for all parameters (Score=3.32) has been given by E1-E4 Band.

• ‘Evaluatio Method’ parameter has been rated lowest by all bands (Score=3.06).

• ‘Goal Setting’ parameter has been rated highest by all bands (Score=3.56).

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FINDINGS

Employee’s performance has a significant impact on his career advancements at

NTPC. The employees are rewarded fairly for the contributions they make to

success of the organization. But, some employees feel that career goals and

performance gaps are not considered while nominating them for the training

programs.

Employee’s feel that individual goals are not given much importance as

compared to organizational goals while setting the KPA’s for the performance.

Employees are not satisfied with the evaluation process in the PACE system.

Many employees have said that their PMC marks are not in line with their

actual performance; also they feel that regular documentation of the

individual’s work, which can help the appraiser in the appraisal of the

performance of an individual. This again effects their marks.

Manager’s at NTPC play a important role in the performance of their

subordinates. Employees agree that their superiors help them out in

understanding the performance gaps, they inspire the employees to higher levels

of performance etc.

Although most of the employees feel that the PACE form has a simple and a

practical format, some of them feel the HR doesn’t help them out with their

queries related to the system.

As it’s a public sector there is no much scope for offering the employees with

regular promotions, there is no scope for improvement in this area as there are

limited resources available with the government and the company itself.

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LIMITATIONS OF STUDY

I have sincerely tried my best to prepare this project report in precise manner with

accuracy. During the completion of the project the limitation faced by me are as

under.

As the duration of the summer training was four weeks and the time was one

of the major constraints for carry out study and to complete the project on

time.

As the project required the surveys, and necessary advice of the executives

the busy schedule of the employees was also constraint for completing the

project in the given time frame.

The survey of the employees was to be conducted in different departments

which was geographically separated.

CONCLUSION

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By going through the analysis of data & following conclusions are found:-

1. Responses against most of the parameters come under the grading Good. It

denotes that the perception of the employees in connection with the PACE

provided by is near to the expectation of the employees.

2. By going through department wise study it can be seen that the employees of

most of the departments are satisfied with the goal setting.

3. Most executives agree that PACE gives direct benefits to the employees

regarding pays & promotion.

4. A good level of communication exists between the HR Dept.,employees,

unions & associations.

5. It can be concluded that without any doubt that both the management &

workers are working properly for the betterment of organization.

SUGGESTIONS

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Presently in the PMS the performance of the candidate is evaluated annually

as a result employees are not highly satisfied with it so the evaluation can be

conducted half yearly so that employees can get to know the area in which

they are lacking so that get the training at the correct time and also get to

know their productivity and efficiency as a result their performance improve

at a faster rate.

The PMS should provide sufficient scope to the employee for

accomplishment of their group objective along with their individual

objective by evaluating their performance in a group because

achievement of group objective is also important.

The onl ine way of f i l l ing the PACE form was adopted in

2009 but th is form should be s impl i f ied as employees f ind i t

complex and t r icky to f i l l i t . Training on e-PMS may be

p lanned annual ly for a l l execut ives .

In the PMS, the employees’ feedback is being provided only by the reporting

officer, but, instead, it should also be given by the HoDs on the basis of the

performance of the entire group. This would enable the employee to know

his/ her performance vis-à-vis other employees in the group and thus know

his true position in the organization and the areas where s/he can improve

her/himself.

BIBLIOGRAPHY

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Websites:

www.ntpc.co.in

www.ntpc.nic.in

Local intranet of NTPC, Rihand

www.google.com

References:

Records from HR Department of NTPC, Rihand.

House Journals of NTPC (NTPC News etc.)

House Journals of NTPC Rihand

HR Manual of NTPC available in intranet.

NTPC News Samachar

ANNEXURE

PACE Questionnaire

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INSTRUCTIONS:

The following questionnaire is designed to study the PACE process and factor affecting it. Please give us your free and candid opinion. Your answers are important to us and shall be treated with utmost confidentiality.

Please rate the following statements on 1-5 scale, “1” being “Strongly Disagree”, by putting a tick mark in the appropriate cell

Respondent details: -Grade: _________ Department: __________

SNo. Statement Strongly

Disagree

Disage Neither

Agree nor

Disagree

Agree Strongly

Agree

1. The ability to deliver performance

commitments strongly influences career

advancement at this organization

1 2 3 4 5

2. My manager gives me regular performance

feedback so that there are no surprises at

the end of the performance cycle

1 2 3 4 5

3. Career goals and performance gaps are

considered while nominating employees to

any training program

1 2 3 4 5

4. HR is able to effectively answer system

related queries put forward by me

1 2 3 4 5

5. There is regular documentation of

individual's work which can be easily

referred to during annual performance

appraisal.

1 2 3 4 5

6. My manager explains me the reasons for

change in marks, if any, after

normalization

1 2 3 4 5

7. I feel PMC marks are in line with my

actual performance

1 2 3 4 5

8. My manager directly addresses issues of

poor performance

1 2 3 4 5

9. My performance has a significant impact

on my rewards

1 2 3 4 5

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10. My manager is able to effectively explain

my performance gaps to me

1 2 3 4 5

11. HR helps me in understanding the PACE

process

1 2 3 4 5

12. My manager takes time to help each

employee achieve their best

1 2 3 4 5

13. I set my KPA's at the beginning of

performance cycle

1 2 3 4 5

14. My manager helps me understand the how

my work contributes to organization's goals

1 2 3 4 5

15. HR provides regular training and reading

material to help employees understand

PMS better

1 2 3 4 5

16. My manager inspires me to higher levels of

performance

1 2 3 4 5

17. PACE form has a simple and practical

format

1 2 3 4 5

18. I am rewarded fairly for the contributions I

make to the organization's success

1 2 3 4 5

19. The performance assessment process helps

me improve my performance

1 2 3 4 5

20. Managers jointly set goals with

subordinates to ensure proper cascading of

targets.

1 2 3 4 5

21. Individual's career goals, and not only

organization's goals, are taken into account

while setting KPA's

1 2 3 4 5

22. The system of Appeals has helped in

making PACE process more transparent.

1 2 3 4 5