Ntpc Rihand Project
-
Upload
umesh-chandra -
Category
Documents
-
view
131 -
download
4
Transcript of Ntpc Rihand Project
PART1
1
CHAPTER 1
COMPANY PROFILE
1.1 INTRODUCTION
ORIENTAL BANK OF COMMERCE
PROFILE OF THE COMPANY:
Oriental Bank of Commerce India was established in the year 1943 on 19th February in
Lahore. After partition, Oriental bank of commerce is shifted from Lahore to Amritsar
paying every rupee to its departing customers.
Oriental bank of commerce was nationalized on 15th April in 1980.Then OBC bank had
307 branches with Rs.282.61 crores as deposits and as advance Rs 152.69.The National
Institute of Bank Management(NIBM),rated OBC bank as “Customer Friendly” Bank
2
PART2
3
CHAPTER 2
PROJECT
2.1Participative forums In Management
INTRODUCTION
Industrial relations are the relationships between employees and
employers within the organizational settings. The field of industrial
relations looks at the relationship between management and workers,
particularly groups of workers represented by a union.
Industrial relations broadly defined to include the relationships and
interactions between employers and employees. From this perspective,
industrial relations cover all aspects of the employment relationship,
including human resource management, employee relations, and union-
management (or labour) relations. Now its meaning has become more
specific and restricted. Accordingly, industrial relations pertains to the
study and practice of collective bargaining, trade unionism, and labour-
management relations, while human resource management is a separate,
largely distinct field that deals with non-union employment relationships
and the personnel practices and policies of employers. The relationships
which arise at and out of the workplace generally include the relationships
between individual workers, the relationships between workers and their
employer, the relationships between employers, the relationships
employers and workers have with the organizations formed to promote
their respective interests, and the relations between those organizations, at
all levels. Industrial relations also includes the processes through which
4
these relationships are expressed such as, collective bargaining,
workers’ participation in decision-making, and grievance and dispute
settlement, and the management of conflict between employers,
workers and trade unions, when it arises.
DEFINITION
For management, “it is joint consultation prior to decision-making”. Management
experts look upon it as “a tool for improving the overall performance of an
enterprise”. For them, it means that workers are given an opportunity to take part
in those decisions which affect their wages, their working conditions, their very
jobs, and this participation paves the way to harmonious industrial relations which
are conductive to increasing productivity and efficiency.
For laborers, it is just like co-decision or co-determination. The trade unions view
the concept as “a new order of social relationship and a new set of power equations
within organizations.” This does not mean that they are concerned with improving
organizational performance; but in terms of relative importance and priorities, they
hold the view that the functioning of economic activity is, by its very nature,
social. The objective is to gain control over the decision-making process within an
enterprise.
ILO: Participative forums may broadly be taken to cover all terms of association
of workers and their representatives with the decision-making process, ranging
from exchange of information, consultations, decisions and negotiations, to more
institutionalized forms such as the presence of workers’ member on management
or supervisory boards or even management by workers themselves.”
5
CONCEPT
The concept of Participative forums in management crystallizes the concept
industrial democracy, and indicates an attempt on the part of an employer to build
his employees into a team, which works towards the realization of a common
objective. In the words of Devise "it is a mental and emotional involvement of a
person in a group situation which encourages him to contribute to goals and
share responsibilities with them."
Within the orbit of these different definitions a continuum of men management
relationship can be conceived:
Workers' Control - Joint Management - Joint Consultation - Work Place
consultation - Management supremacy
In this continuum, workers' control represents one extreme, which suggests
concentration of all powers in workers, and management supremacy represents the
other extreme, which implies a zealous defense of managerial prerogatives.
Sometimes participation is regarded as basically synonymous with Taylor's
"Scientific management", the aim of which is to secure the maximum prosperity
of employers and the employed. However, the approach is somewhat different, for
"Scientific management' lays emphasis on the technical aspect of work whereas the
"participation" lays primary emphasis on the human element and rests on the
assumption that a worker is major than a pair of hands, he is a human resource.
When operationally, the term workers' participation implies “a formal method of
providing an opportunity for every member of the organization to contribute his
effort.
6
ESSENCE OF PARTICIPATIVE FORUMS IN MANAGEMENT
The essence of Participative forums in management lies in the firm belief and confidence
in the individual, his capacity for growth and learning, ability of contribution significantly
with his hands, head as well as his heart; this implies discarding the narrow conventional
outlook of antagonism of interests and substituting in its place a community of purpose
and extending co-operation in promoting the well being of labour and management
in industry.
It should be remembered that Workers' participation in management is not the
same thing as participative management. While Workers' participation in
management refers to institutional and formal arrangements resulting into the
creation of PARTICIPATIVE FORUMS to associate workers' representatives with
management, participative management refers to managers' specific style in which
he interacts with his people.
Workers' participation can be thus summarized as a system of communication
and consultation, cither formal or informal, by which employees of an
organization are kept informed about the affairs of the undertaking and
through which they express their opinions.
The broad goal of workers’ participation is to change basically the organizational
aspect of production and transfer the management function entirely to the workers
so that they can experience intricacies of 'auto management'.
7
2.2 OBJECTIVE OF RESEARCH
To study about the functioning of various participative forums in NTPC-
RIHAND
To know the satisfaction level of employees in accordance with employer-
employee relationship.
To determine the efficiency and effectiveness of participative forums in
NTPC-RIHAND
To study about the involvement of team members on various issues
concerned.
To determine the level of communication between management and
employees and benefits derived thereof.
8
2.3 SCOPE AND IMPORTANCE
To improve the quality of working life by allowing the workers greater
influence and involvement in work and the satisfaction obtained from work.
To secure the mutual cooperation of employees and employers in achieving
industrial peace, greater efficiency and productivity in the interest of the
enterprise, the workers, the consumers and the nation
The above mentioned importance determines the success or failures of any systems
of participative management. It is difficult for any institutional Participative
machinery to succeed in the long run in the absence of at least some unity
regarding the objectives of participation among the parties.
9
PARTICIPATIVE FORUMS IN NTPC, RIHAND
PROLOGUE
In order to bring about a sense of involvement and effective participation amongst
the employees at various levels, towards a coordinated and determined effort for
better all-round performance and improved efficiency, it is imperative to provide
institutionalized forums for joint participation/consultation of the employees in the
timely completion of projects and their smooth functioning. It is desirable to have
such forums not only in the areas of construction/production,
productivity/efficiency, target-setting, reduction of cost, elimination of waste,
safety, house-keeping, and physical working conditions, etc. but also in the areas
of day-to-day concern of the employees away from their workplace, such as in the
areas of recreation and cultural activities, horticulture, environment, etc.
10
KINDS OFPARTICIPATIVE FORUMS
11
SAFETY COMMITTEE
Objective:
The objective of the Safety Committee would be to create safety consciousness
among employees and suggest ways and measure to the management for creating
safe working conditions and a safe working culture.
Constitution:
The constitution of the Safety
Committee would be as follows:
Dy. General Manager – Chairman
Manager/Dy. Manager from
Erection/Operation
Safety Officer – Secretary
Officer(HR-Welfare)
One Executive from Civil
Construction Department
Senior-most employee in the
Supervisory category from Mechanical Erection.
Senior-most employee in the
Supervisory category from Electrical Erection.
Senior-most employee in the
Workman category from Mechanical Erection
Senior-most employee in the
Workman category from Electrical Erection.
Meetings:
12
The Committee will meet once in three months or at such frequent intervals as felt
necessary. The Safety Officer, who would work as the Member Secretary, will do
necessary follow-up for the implementation of conclusions reached at in these
meetings.
TOWNSHIP ADVISORY COMMITTEE
Objective:
The objective of the Township Advisory Committee would be to advise the
management in the administration of matters relating to municipal affairs and
township maintenance and to make suggestions for the provision of township
facilities, horticulture and environment, etc.
Constitution:
The constitution of the Safety Committee would be as follows:
Dy. General Manager/Chief Construction Manager – Chairman
Sr. Manager (Safety)
One Officer from Finance Department.
One Officer from any other department.
Senior-most employees in the categories of unskilled and semi-
skilled workers taken together.
13
Senior-most employee in the category of skilled workers.
Senior-most employee in the supervisory category .
Meetings:
The Committee will meet once in a month or at such frequent
intervals as felt necessary. The Manager (HR), Secretary of the
Committee, would do necessary follow-up on the conclusions arrived .
14
JOINT PLANT/PROJECT LEVEL COUNCIL (PLC)
The PLC is the apex level participative forum at the project level and is chaired by
the Head of Project.
Objective:
It is constituted to discuss and resolve plant level issues – information sharing on
generation & production targets, productivity, elimination of wasteful practices,
inventory reduction, general health, welfare & safety, and issues referred by shop
councils.
Constitution:
The constitution of the PLC would be as follows:
Head of Project/Station – Chairman
An Executive from the HR Department – Secretary
The number of representatives of employees and the Management would be equal
and would vary between 8 and 12 depending on the employee strength. The
Management representatives would be recommended by the Heads of Department
and approved by the Head of Project. They would consist of representatives from
the Supervisory category whose number would be 1 or 2 depending on whether the
total number of Management representatives is 4 or 6.
15
Workers representatives would be elected by the workers representatives in the
Shop/Departmental Councils. The members once nominated or elected would hold
position for one year. Any vacancies arising during the term would be filled in the
same manner as mentioned earlier, but only for the remaining period of the term.
Meetings: The Council will meet once in a quarter or at such frequent intervals as
felt necessary. The Secretary of the Council will prepare the minutes of the
discussions and will follow-up the implementation of the conclusions.
Functions of Plant Level Council:
To study operational results and current and long term production problems
of the work as a whole.
Function of one Shop-council which has a bearing on another shop or unit
as a whole.
Matters emanating from Shop-councils, which remain unresolved.
Development of skills of workmen and adequate facilities for training.
General health, welfare, safety measures for the plant.
To advice management on all matters concerning the working of
organization in the fields of production, welfare, quality of work life and
quality of life.
Quality and technological improvements.
Plant performance in financial terms, labour and managerial cost etc.
16
To review the progress and working of various forums such as Canteen
Management Committee, Employees Welfare Association, Shop Level council
and TADC.
SHOP (DEPARTMENTAL) LEVEL COUNCIL (SLC)
The SLC is the participative forum at the departmental level and is chaired by
Head of Department. The number of SLCs is to be decided depending on the
strength of the employees. The factors to be kept in view are:
a) Homogeneity of the group;
b) Size of the group; and
c) Major areas to constitute separate identifiable groups, smaller areas can be
pooled together to constitute a Departmental Council.
Objective:
It is constituted to discuss department level issues – Improvement of production,
productivity & efficiency, elimination of wastage, improvement in working
conditions, safety, etc.
Constitution:
The constitution of the SLC would be as follows:
Head of Department – Chairman
An Executive from the HR Department – Secretary
17
The number of representatives of employees and the Management would be equal
and would vary between 8 and 12 depending on the employee strength.
The Management representatives would be recommended by the Heads of
Department and approved by the Head of Project. They would consist of
representatives from the Supervisory category whose number would be 1 or 2
depending on whether the total number of Management representatives is 4 or 6.
Workers representatives would be elected by secret ballot.
The members once nominated or elected would hold position for one year. Any
vacancies arising during the term would be filled in the same manner as mentioned
earlier, but only for the remaining period of the term.
Meetings:
The Council will meet once in a month or at such frequent intervals as felt
necessary. The Secretary of the Council will prepare the minutes of the discussions
and will follow-up the implementation of the conclusions.
Functions of Shop Level Council:
To study operational results and
current and long term departmental production problems.
To advice on steps necessary at
the departmental level.
Assist management in achieving
monthly/ yearly production target.
To improve shop floor discipline.
18
To promote and rationalise
production.
To effect economies with a view
to lowering cost.
To promote efficient use of safety
precautions and devices.
Physical conditions of working
such as lighting, ventilation, noise, dust etc.
To study absenteeism in the
department and recommend steps to reduce them.
To encourage suggestions.
To ensure proper flow of adequate
two-way communication between the management and workers.
To improve working conditions and
better functioning of the departments.
To implement the recommendations
of decisions taken by PLC.
19
OTHER PARTICIPATIVE FORUMS
A number of other participative forums would be set up to deal with specific areas,
as mentioned below, and would comprise of equal number of employee and
management representatives.
Canteen Management Committee
Day-to-day issues of Plant canteen management.
Employees’ Welfare Committee
Organising welfare, recreational and cultural activities.
Sports Council
Promoting sports consciousness.
House Allotment Committee
Allotment of house to entitled employees.
20
The scheme for workers’ participation in industry at shop floor and plant level was
introduced by Government on 30th October, 1975 and was made applicable only to
manufacturing and mining units in the public, private and co-operative sectors as
well as those run departmentally, employing 500 or more workers. Another
scheme on workers’ participation was introduced on 4th January, 1977 in
commercial and service organization in the public sector, which has large scale
public dealing with a view tom rendering better customer service. The ministry of
labour & rehabilitation, Government of India, has introduced on 30th December
1983 a new comprehensive scheme for workers’ participation in central public
sector undertakings.
Following are the salient features of the scheme:
1-Introduction:
The scheme will be applicable to all central public sector undertakings except
those undertakings which are given in specific exemption from the operation of the
scheme by the administrative ministry/ department concerned in consultation with
the department of labour, taking into account the nature of the undertaking, the
products it is manufacturing etc.
Any undertaking of the Central Government, which is run, departmentally,
however, it will exclude from the new scheme.
2-Structure of the scheme:
The scheme shall be operated both at the shop floor and plant levels in all public
sector undertakings (other than those, which has been specifically exempted). As
regards participation at the board level, the administrative ministry/ department
21
concerned (in -charge of the undertaking) will draw in consultation with the
department of labour; a list of undertakings which it considers would be suitable
for introduction of the scheme at the board level also. This list will be reviewed
from time to time with a view to bringing in as many undertakings as possible
within its scope.
3-Representation:
The representation of the workers at the shop floor and plant levels would cover
different categories of workers such as skilled and unskilled, technical and non-
technical. Managerial personnel would be excluded but supervisory categories
such as supervisor, foreman, charge man etc. would be covered. Both the workers
and the management will
get equal representation at the shop floor and plant level forums. Each party will
have a
representation of five to ten members depending on the size of the work force.
The exact number would be arrived at by the management in consultation with the
trade union leaders in the undertaking. The management will also consult the
concerned trade union leaders and evolve through consensus the mode for
representation of workers at all levels at which the scheme would be implemented.
In persuading the union leaders to reach a consensus, the management may point
out that in the absence of such consensus, a scheme would not be capable of
implementation. The management and the trade union leaders would ensure that
there is adequate representation for women in the participative forums where
women workers constitute 10 percent or more of the total work force. The
management would also ensure that adequate provision is made to safeguard
22
workers’ independence from management pressure so as to ensure workers’
protection against any harassment or victimization.
4-Functions:
The participating arrangement may cover the following functions at different
levels:
Shop Level: - Production facilities, storage facilities in a shop, material economy,
operational problems, wastage control, hazards, safety problems, quality
improvement, cleanliness, monthly targets and production schedules, cost
reduction programmes formulation and implementation of work system, design
group working, welfare measures related particularly to the shop.
(b) Plant level: - Operational areas
Evolution of productivity schemes
taking into account the local conditions fulfillment;
Planning, implementation,
fulfillment and review of monthly targets and schedules:
Materials supply and its shortfall;
Storage and inventories;
Housekeeping;
Improvements in productivity in
general, and in critical areas in particular,
Encouragement to and
consideration of suggestions;
Quality and technological
improvements;
23
Machine utilization, knowledge
and development of new products;
Operational performance figures;
Matters not resolved at the shop
level or concerning more than one shop.
Economic and Financial areas:
Profit and loss statements, balance sheets;
Review of operating expenses, financial results, cost of sales;
Plant performance in financial terms, labour and managerial costs, market
conditions etc;
Personnel matter:
Absenteeism;
Special problems of women workers;
Initiation and supervision of workers’ training programmes;
Administration of social security schemes.
Welfare areas:
Operational details;
Implementation of welfare schemes, medical benefits and transport facilities
Safety measures;
Sports and games;
Housing;
Township administration, canteen etc;
24
Control of gambling, drinking, indebtedness etc;
Environmental areas:
Extension activities and community development projects;
Pollution control.
Board level- At the board level, the workers representatives will participate in all the
functions of the board. One of the special functions assigned to the board would be
reviewing the work of the shop and plant level participating forums.
WORKING OF THE FORUMS AT NTPC RIHAND:
At the shop floor and the plant levels, the participating forums will attempt to
arrive at a decision by consensus: but whereas no mutually acceptable consensus
emerges, they will refer the matter to the next higher forums.
MODIFICATIONS OF THE FUNCTION OF THE FORUMS:
The scope of the functions can be modified by mutual consensus between the
workers and the management.
25
PROCEDURALS GUIDELINES FOR FUNCTIONING OF
PARTICIPATIVE FORUMS
Participative forums functions within the following broad procedural guidelines:
Any member of Participative forums absenting from the meeting continuously for
five occasions without valid reasons automatically ceases to be the member of the
council and the respective association / union nominates some other employee for
the said forum.
The term of the office of the member is one year (financial) and the member
nominated to fill the vacancy will remain in office for the unexpired term of his
predecessor.
When a forum is re-constituted, the members are imparted with minimum three
days training regarding the objectives, scope, manner of functioning and
knowledge about how to participate effectively.
A proper lay-out of “Calendar of meeting” is prepared at the time of reconstitution
of forum and is circulated to all the members and displayed on internet.
All members are informed at least four days before the meeting. Days and timings
are fixed as per calendar.Each member is expected to participate effectively.
There is an appointed President from the management representatives and in his
absence in meeting; second senior-most management representative conducts the
meeting. GM and in his absence, AGM presides over as chairman in the case PLC.
26
Concerned Executive of Employee Relations department functions as Member
Secretary of Participative forums. The minutes of the meetings is circulated within
seven days of the conclusion of the meeting and is also be displayed on the local
net and suggestions are invited from the employees on the matters within the
purview of the council. The minutes of meeting is drafted in Hindi. The meeting
starts with the review of the progress of the resolution in the previous meeting and
new points introduced after that and efforts will be made to take up the points of
ideas and suggestions obtained from the employees.
The PLC reviews the progress of all the forums and obtains feedback.
In case no action is initiated on any point of resolution of any of the Participative
forums for three months, then the secretary is responsible for taking up the matter
with GM and the issue is automatically referred to the PLC.
The meetings of the forums are one of the platforms for making employees aware
of the Policy changes and various other HR Interventions.
The quorum fixed for the meeting is at least 50% attendance from each side.
Members of the forum who are Non-management representatives equally
participate in the implementation of the decisions.
At the end of each financial year when the forums dissolve, an Annual Report is
published and first read out in the First Plant Level Committee of the financial
year. It is also circulated individually, highlighting its achievements and
drawbacks besides on notice boards for information of all concerned.
The point of discussion shall be such that it can represent all the employees’
specific to that area.
27
MEANS TO STRENGTHEN THE PARTICIPATIVE FORUM
From the year 2003-04, NTPC has introduced a Best Participative forum award,
for effective and efficient functioning forum. The performance is accessed by PLC
or by a duly constituted committee on specific parameters and best forum is given
a Rolling shield.
During the financial year the prizes are given for active participation and
attendance to the members of the forum.
After the constitution of the Council, the members new to participative forums are
provided an in-house training and the copy of the scheme of Participative forums
are distributed to all the members for ready reference.
The pending issues are also discussed in the HODs meetings for early
implementation.
Teams are sent with an array of questions based on productivity, safety, cost
control and quality of life related issues to other NR projects and based on their
study, preparations are made before PLC.
28
EFFECT OF PARTICIPATIVE FORUMS
The most abiding outcome of the PLC AND SLCs are given below:
Strengthening of team spirit
Sense of belongingness/ownership
Harmonious/cordial relationship
Faith/trust and openness
Management’s support to
employees
Medium of generating employees’
involvement and commitment
Challenging work for workers
Increased sense of responsibility
Meaningful relationship to work
Availability of innovative ideas
Suggestions of workers are
available to management
Realistic management decisions
Accommodation, motivation,
creativity, innovation and commitment to implement decisions
Effective communication system
Better employer-employee
relationship
29
30
PERFORMANCE OF PARTICIPATIVE FORUMS 2008-09
The participative forums are functioning at NTPC projects, as per the Govt of
India Guidelines (1983) for Public sector Undertakings. As per the above
guidelines and NTPC Policy, the different participative forum functioning at
NTPC, Rihand since 1994 are as under:
Shop Level Councils (4.)
Plant Level Council.
TADC. (Township administration and development committee)
CMC. (Canteen management committee)
These Participative forums are represented by Management representatives and
Union Representatives and the issues in terms of the objectives/subject matter of
formation/Committee are discussed.
The Shop Level Council are the root level Committee which covers the whole
plant/project and issues pertaining to Productivity, safety, operational problems,
cost reduction, absenteeism are discussed/resolved. The details of the shop level
councils are as under:
SLC I – Operation
SLC II - Maintenance Area (C&I, TMD, EMD, BMD, Offsite etc.)
SLC III - Fuel Management.
SLC IV - Services Area (HR, C&M, Fin, Construction, Erection, Hospital
etc.)
As the Company’s emphasis is directed towards productivity, cost reduction,
safety etc., these forums can prove to be highly effective in addressing these issues
31
apart from the issues taken up by the Unions/Associations in various
communication meetings.
In order to motivate and further promote/strengthen the Participative for a
functioning at Rihand, an award scheme for the Best performing SLC was
introduced during 2008-09. On the similar lines, it is proposed that we may
continue the above scheme and give the Best SLC award in the First Plant Level
Council Meeting of the financial year scheduled in April/May 09.
During 2008-09, the meeting of these participative forums was conducted as per
the year long meeting schedule drawn for the purpose. The Performance details of
these forums are also enclosed.
32
BASIS OF PERFORMANCE MEASUREMENT AT SHOP LEVEL
COUNCIL:
The performance of these shop level council was compared on the basis of the
following factors.
Attendance.
Number of issues discussed.
Number of issues implemented.
Number of meetings.
Types of issues discussed (productivity/Safety/Cost Consciousness/Welfare
related).
Involvement of team members.
THE OBSERVATION REGARDING THE PERFORMANCE OF SLCS:
Attendance Percentage of SLC III & SLC I was the equal.
It was observed that in SLC III meetings during the year, 87.5% of the issues have
been implemented, which is the highest.
During 2008-09, SLC I was adjudged as the Best Shop Level Council.
33
As the main focuses of Shop Level Committees are improvement in productivity,
in view of the above observations, it is proposed that we may give the Best Shop
Level Council Award for the year 2008-09 to Shop Level Committee III (SLC III).
It is further proposed that, as a token, Memento may be given to the members of
SLC III and Secretary/President of Unions/Association in the first PLC of the
financial year, by the Chairman of Plant Level Committee. The appropriate cost of
Memento will be Rs 6750 /-(Rupees Six thousand seven hundred fifty only)
i.e. @ Rs. 250/- per Memento.
PERFORMANCE OF PARTICIPATIVE FORUM (2009-2010)
Forums Meetings held Issues discussed % of issues
implemented
SLC I 12 11 72.73 %
SLC II 12 9 66.67 %
SLC III 12 8 87.50 %
SLC IV 12 11 72.73%
PLC 03 10 70 %
SHOP LEVEL COMMITEES
SLC I- OPERATIONS
34
SLC-II- MAINTAINENCE
SLCIII-CHP/MGR
SLCIV-GENERAL ADMINISTRATION
PLC- PLANT LEVEL COMMITTEE
CHAPTER 3
LITERATURE REVIEW
3.1 INTRODUCTION TO LITERATURE REVIEW
We are, in fact, presently in the midst of something of a renaissance of research on
the various aspects of participation of workers in decisions within undertakings.
Vast amount of literature is available and numerous studies are underway.
Numerous field studies, experiments, case studies and surveys have been
conducted in the organizational setting to understand the dynamics of
Participation. However, most of the studies have tried to determine the influence of
Participative forums on workers, their performance in a one to one fashion.
Thus as far as the literature review is concerned I studied the EFFECTIVENESS
OF PARTICIPATIVE FORAS in two developing countries Bangladesh and India.
(WPM-M.A.MANNAN)
35
Since for my project sample size as well as area was limited I thought of using
simple average method for the analysis as compared to the ANNOVA technique
used in the mentioned book.
Source1-M.A. Manhan.-W.P.M. Page no. 125-15
3.1.1 HUMAN RESOURCE MANAGEMENT
NTPC believes in achieving organizational excellence through Human Resources
and follows "People First" approach to leverage the potential of its 23,500
employees to fulfill its business plans. Human Resources Function has formulated
an integrated HR strategy which rests on four building blocks of HR viz.
Competence building, Commitment building, Culture building and Systems
building. All HR initiatives are undertaken within this broad framework to
actualize the HR Vision of "enabling the employees to be a family of committed
world class professionals making NTPC a learning organization.
To induct talent and groom them into a dedicated cadre of power professionals
"Executive Trainee" Scheme was introduced in the year 1977 for recruitment in
the disciplines of Mechanical, Electrical, Civil, Control & Instrumentation and
now encompasses Computer Science, Chemistry, HR and Finance disciplines also.
Besides a comprehensive one year training comprising theoretical inputs as well as
on-the-job training, the new recruits are also attached with senior executives under
36
a systematic and formal 'Mentoring System' of the company to integrate them into
the Culture of the company.
As part of post employment training and development opportunities, a systematic
Training plan has been formulated for ensuring minimum seven man days training
per employee per year and includes level-wise planned intervention designed to
groom people for assuming positions of higher responsibility, as well as specific
need-based interventions based on scientific Training Needs Analysis. NTPC has
set up 15 project training centres, 2 simulator training centres and an apex institute
namely 'Power Management Institute' (PMI). While the project training centres
(Employee Development Centres) have specialized in imparting technical skills
and knowledge, PMI places emphasis on management development. Besides
opportunities for long term education are also provided through tie ups with
reputed Institutions like IIT, Delhi, (M.Tech in Power Generation Technology),
MDI, Gurgaon (Executive MBA programme), BITS, Pilani (B.Tech) etc.
In order to realize the HR Vision of making NTPC a learning Organization by
providing opportunities to continually learn new capabilities a number of
initiatives have been taken. NTPC Open Competition for Executive Talent
(NOCET) is organized every year in which teams of executives compete annually
through oral and written presentation on a topical theme. Similarly "Professional
Circles" have been formed department-wise where Executives of the department
meet every fortnight to share their knowledge and experiences and discuss topical
issues. In order to tap the latent talent among non executives and make use of their
potential for creativity and innovation, Quality Circles have been set up in various
37
units/offices in NTPC. Besides a management journal called "Horizon" is
published quarterly to enable employees to share their ideas and experiences
across the organization.
Demonstrating its high concern for people, NTPC has developed strong employee
welfare, health & well-being and social security systems leading to high level of
commitment. NTPC offers best quality-of-life through beautiful townships with all
amenities such as educational, medical and recreational opportunities for
employees and their family members. The motivation to perform and excel is
further enhanced through a comprehensive NTPC Rewards and Recognition
system.
In order to institutionalize a strong Culture based on Values a number of initiatives
are taken to actualize the Vision and Core Values (BCOMIT) across the company.
A culture of celebrating achievements and a strong focus on performance are a
way of life in NTPC.
NTPC has institutionalized "Development Centers" in the company to
systematically diagnose the current and potential competency requirements of the
employees with the objective of enhancing their development in a planned manner.
These Centers give a good insight to the employees about their strengths and
weaknesses, the gaps in their competencies which they can bridge through suitable
support from company. Due to innovative people management practices there is a
high level of pride and commitment amongst employees as reflected in the various
external surveys including “Great Places to Work for in India” in which NTPC
was rated third Great Place to work for in the country in 2005.
38
“The term HR can be thought of as; the total knowledge, skills, creative abilities,
talents and aptitudes of an organization’s workforce, as well as the value, attitudes
and beliefs of the individuals involved. Human Resource can also be explained in
the sense that it is a resource like any natural resource. It does means that the
management can get and use the skills, knowledge, ability etc, through the
development of skills, tapping and utilizing them again and again by developing a
positive attitude among employees.
In simple word, HRM means employing people, developing their resources,
utilizing, maintaining and compensating their services in the tune with jobs &
organizational requirements with a view to contribute to the goals of the
organization, individual and the society.
“Human Resource Management can be defined as the, managing, planning,
organizing, directing and controlling the functions of employing, developing and
compensating human resources resulting in the creation and development of the
human relations with a view to contribute proportionately due to them to the
organizational, individual and social goals.”
39
3.2 ORGANISATIONAL CHART OF NTPC HR
DEPARTMENT IN RIHAND
GENERAL MANAGER
PLANT DEPARTMENT ADMINISTRATION DEPARTMENT
OPERATIONS MAINTAINENCE MERRY GO ROUND CHP SECTION
HR DEPARTMENT FINANCE & CONTRACTS
ACCOUNTS
DGM HR DGM EDC
E.R. E.D. I.R. E.B. LAW P.R. C.S.R. E.S.
OFFICER (E.D.C.)
40
3.3 HR VISION
“To enable our people to be a family of committed world class
professionals, making NTPC a learning organization”.
Recruitment
We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee'
scheme was introduced in 1977 with the objective of raising a cadre of home
grown professionals. First Division Graduate Engineers/ Post graduates are hired
through nation-wide open competitive examinations and campus recruitments.
Hiring is followed by 52 weeks of fully paid induction training.
Career Advancement & Opportunities
We have a well established talent management system in place, to ensure that we
deliver on our promise of meaningful growth and relevant challenges for our
41
employees. Our talent management system comprises PERFORMANCE
MANAGEMENT, CAREER PATHS and LEADERSHIP DEVELOPMENT
Rewards & Recognitions
We have, from inception, created a culture of rewards and recognitions through
celebration of various achievements and events and recognizing the contributions
behind such success.
Innovate, Create, Compete
We have introduced numerous initiatives which seek to enhance the creativity,
innovation, functional aptitude and teamwork of our employees. These initiatives
include National Open Competition for Executive Talent (NOCET), Professional
Circles, Quality Circles, Business Minds and Medha Pratiyogita (a quiz for our
employees). A management journal called “Horizon” is published quarterly to
enable the employees to share their ideas and experiences across the organization.
Quality of Work-Life
NTPC is proud of its systems for providing a good quality of work-life for its
employees. In addition to providing beautiful and safe work places, NTPC
encourages a culture of mutual respect and trust amongst peers, superiors and
subordinates.
Away from hectic city life, NTPC townships provide an environment of serenity,
natural beauty and close community living. Numerous welfare and recreation
42
facilities including schools, hospitals and clubs are provided at the townships to
enhance quality of life & the well being of employees and their families. An
entire range of benefits, from child care leave to post retirement medical benefits
are extended to employees to meet any exigency that may arise in a person's life.
Knowledge Management in NTPC
To meet our ultimate objective of becoming a learning organization, an integrated
Knowledge Management System has been developed, which facilitates tacit
knowledge in the form of learning and experiences of employees to be captured
and summarized for future reference.
Training & Development
NTPC subscribes to the belief that efficiency, effectiveness and success of the
organization, depends largely on the skills, abilities and commitment of the
employees who constitute the most important asset of the organization.
Our Training Policy envisages a minimum of 7 man days of training per
employee per year. We have developed our own comprehensive training
infrastructure.
Education Up-gradation Schemes
To meet the academic aspirations of employees and match them with the
needs of the organization, NTPC has tie-ups with institutes of repute like
MDI, Gurgaon; IIT Delhi; BITS Pilani, etc. NTPC sponsors fixed size
batches of employees who are inducted into these courses based on their
performance rating in the company and their performance in the entrance
exam conducted by the respective institute. Unlike other study leave and
43
sabbaticals, employees undergoing these courses do not forego their salary or
growth during the duration of the course.
Seeking Feedback
We actively seek and encourage employee feedback to ensure that our HR
interventions and practices remain relevant and meaningful. We regularly conduct
Employee Satisfaction and Organizational Climate Surveys.
Awards
We derive immense satisfaction from the awards we receive and the resulting
recognition they bestow. NTPC has been awarded No.1, Best Workplace in India
among large organizations for the year 2008, by the Work Institute, India Chapter
in collaboration with The Economic Times.
3.4 DIFFERENT SECTIONS OF HR DEPARTMENTAND ITS
FUNCTIONS
Employee Relations section
Liaisoning with trade unions
Contract labour and their statutory provision
Conducting meetings with unions and associations
Participative forums
Smooth IR in administration and Plant
44
Employee development section
45
Employees Training
Executives Training
Vocational Training and Diploma apprenticeship through employment
exchange
ITI training
Total quality management(5-S)
Simulation Training(technical workers)
Performance Management systems
Employees benefit section
Car loan advance
House Building advance to executives
Retirement/VRS
Gratuity, Provident fund
Post retirement Medical scheme(PRMS)
Personnel computer advance loans
Public relations section
Media liaisoning with the editors of the newspaper, correspondents etc
Publication of tenders are made under NIT(Notice inviting tenders)
46
Conducts a press clipping services for the daily for the daily survey of
newspapers for main relevant news and its circulation from hierarchy to
deputy manager,chief manager and finally General manager
Publication ofNTPC News
Pratibimb local video channel enrichment to make society aware of
corporation
Diary, corporate files distribution.
Law section
To provide legal support to various departments of the corporation
wherever required
To take preventive measures for avoiding in fructuous litigation wherever
possible
To standardize various types of contract, Bank Guarantees, Indemnity
bonds & other security documents for achieving uniformity in approach
To render legal opinion on the complex issues
To prosecute/defend the court cases arising out of arbitration cases in
Supreme court/High court/Tribunals/Arbitrators
To liaison with advocates and to provide support in preparing of
pleadings/written submission /arguments
To procure legal opinion from outside legal experts such as AGI,SGI
47
Employee services (General administration)
Coordinating with CISF(Central industrial security force) for the issues
pertaining to securities
Liaisoning with local authorities
Distribution of fixed assets etc.. to the departments
Employee/Industrial relations section
Maintains the trade unionism in NTPC
Ensures employees satisfaction with the corporation
Focus on Increasing production and productivity
CSR (Corporate social Responsibility section)
Focusing on development of PAP’s(Project affected persons)
Providing education and medical facilities to Land out sees
R&R(Resettlement and rehabilitation) of the PAP’s
Providing employment to at least one of the member of these group
48
CHAPTER 4
4.1 RESEARCH METHODOLOGY
RESEARCH PROBLEM
The research problem undertaken for study must be carefully selected. The task is
the difficult one, although it may not appear to be so. For this purpose I took help
from my research guide. Nevertheless, every researcher must find its own
salvation for research problem as it can’t be borrowed. Therefore I decided to
make a study on industrial relations. Thus, on the basis of above definition the
Research Problem for my study was to study about:
“The various parameters of participative foras in NTPC-RIHAND is effective
to the corporation”
RESEARCH DESIGN:
MEANING OF RESEARCH DESIGN
The formidable problem that follows the task of defining the research problem is
the preparation of the design of the research project, popularly known as the
49
“research design”. Decisions regarding what, where, when, how much, by what
means concerning an inquiry or a research study constitute a research design.
As far as my project report is concerned it is solely based on The research design
adopted by in this research for reaching down the most appropriate conclusion is
exploratory in nature. Exploratory research has the goal of formulating problems
more precisely, clarifying concepts, gathering explanations, gaining insights and
forming hypotheses. Exploratory research can be performed using a literature
search, surveying certain people about their experiences, focus groups and case
studies. When surveying people, exploratory research studies would not try to
acquire a representative sample, but, rather seek to interview those who are
knowledgeable and who might be able to provide insights concerning the
relationship among variables. Exploratory research may develop hypothesis, but it
does not seek to test them. Exploratory research is characterized by its flexibility.
Sample design:
As far as my Project Report is concerned the technique or method which I have
used for selecting the sample is Judgment sampling. I acquired a list of 100
representatives of various participative forum including Executives,
supervisors ,and workmen’s which served the purpose of sampling frame out of
the total population.
Sample size: 100
a) Universe- Finite universe (1000 employees)
b) Sampling unit- Social unit (members of participative forums in general
administration, township administration and project administration)
50
c) Source list- Executives, supervisors, workmen of participative forums in
NTPC-RIHAND of operations, maintenance, CHP/MGR, Gen. administration,
township administration and canteen management committee
d) Parameter of interest-To measure the effectiveness of participative forums at
NTPC-RIHAND
4.1.1 RESEARCH TOOLS AND QUESTIONNAIRE
Sources of data collection:
Primary Data:
The primary data has been collected by:
Questionnaire method: Feedback from the representatives of various
participative forums has been derived on the basis of three categories viz.
workmen. Executive and supervisors. The questionnaire consisted of 12 statements
based upon the degree of agreement and disagreement.
Secondary data:
Secondary data has been collected through NTPC-RIHAND manuals, Exranet and
reference books of participative forums.
51
4.2 THE TECHNIQUE ADOPTED FOR DOING THE SURVEY
FORUMS EXECUTIVES SUPERVISIORS WORKMENS
SLC I 7 7 NIL
SLC II 4 4 NIL
SLC III 2 3 NIL
SLC IV(G.A.) 25 15 10
TADC 2 NIL 2
CMC 3 3 3
PLC 4 4 2
TOTAL 47 36 17
OVERALL RESPONDENTS- 100
SLC I (OPERATIONS) :
Manufacturing unit – 7 executives Turbine unit- 7 supervisors = 14 respondents
SLC II (MAINTAINENCE):
Boiler section- 7 executives Compressed air section- 4 supervisors= 8 respondents
SLC III (CHP/MGR):
Coal Handling plant-2 executives Merry-go-round- 3 supervisors= 5 respondents
PLANT LEVEL COMMITTEE:
52
Boiler/turbine section-4executives Blast furnace section-4 supervisors Control room- 2
workmen
GENERAL ADMINISTRATION (HR, FINANCE, and CONTARACTS): = 50
respondents
TOWNSHIP ADMINISTRATION & DEVELOPMENT COMMITTEE: = 4 respondents
CANTEEN MANAGEMENT COMMITTEE: = 9 respondents
4.3 GRAPHICAL ANALYSISOF THE SURVEY
Based on the Questionnaire I made the various PARAMETERS and on the basis of
scoring and total average scoring we can easily justify on the ‘EFFECTIVENESS
OF THE PARTICIPATIVE FORUMS at NTPC, RIHAND.’
PARAMETERS
1.EFFECTIVENESS Q1,Q2,Q5,Q10,Q12
2.MOTIVATION Q6, Q8
3.COMMUNICATION Q3, Q4
4.EMPLOYER-
EMPLOYEE REL Q7
5.INVOLVEMENT Q9, Q11
SCALE:
Five Scale Questionnaires.
Strongly disagree: 1
53
Disagree: 2
Not sure: 3
Agree: 4
Strongly agree 5
4.3.1 DATA ANALYSIS
1. Based on Total Executives Responses
Table1-Parameters designed for total Executives responses
PARAMETER ITEMS SCORE
EFFECTIVENESS Q1,Q2,Q5,Q10,Q12 4.29
MOTIVATION Q6, Q8 4.1
COMMUNICATION Q3, Q4 4.03
EMPLOYER-
EMPLOYEE REL Q7 4.28
INVOLVEMENT Q9, Q11 4.13
Fig 1-Parameters designed for total executives responses
54
Finding- Executives are mostly satisfied with the Effectiveness Of the Participative forum as
chart is indicating good Employer -Employee Relationship good communication, motivation and
involvement of employees.
2.Based on Total Supervisors Responses
Table 2-Parameters designed for total Supervisors Responses
PARAMETER ITEMS SCORE
EFFECTIVENESS Q1,Q2,Q5,Q10,Q12 4.09
MOTIVATION Q6, Q8 4.15
COMMUNICATION Q3, Q4 3.93
EMPLOYER- EMPLOYEE
REL Q7 4.86
INVOLVEMENT Q9, Q11 3.5
Fig.2 Parameters designed for total supervisors
55
SUPERVISIOR
4.09 4.15 3.934.86
3.5
00.5
11.5
22.5
33.5
44.5
5
EFFECTIVENESS
MOTIV
ATION
COMM
UNICATIO
N
EMPLO
YER- EM
PLOYEE REL
INVOLV
EMENT
PARAMETER
SCORE
Findings – Supervisors responses towards strong Employer-Employee relationship is effective as
chart is indicating benificiary level of Effectiveness,Motivation,Communication and
Involvement of employees.
3. Based on Total Workmen Responses
Table3-Parameters designed for total Workmen Responses
PARAMETER ITEMS SCORE
EFFECTIVENESS Q1,Q2,Q5,Q10,Q12 3.96
MOTIVATION Q6, Q8 3.88
COMMUNICATION Q3, Q4 3.96
EMPLOYER- EMPLOYEE
REL Q7 3.89
INVOLVEMENT Q9, Q11 3.63
Fig.3 Parameters designed for total workmen
56
.
Findings – Workmen response towards Effectiveness,Motivation,Communication,
Employer-Employee relationship and Involvement. of participative forums is
Satisfactory as indicated by the above chart.
4.Based on total employees responses
Table 4: Parameters designed for total workmen responses
PARAMETER ITEMS SCORE
EFFECTIVENESS Q1,Q2,Q5,Q10,Q12 4.13
MOTIVATION Q6, Q8 4.01
COMMUNICATION Q3, Q4 4.02
EMPLOYER- EMPLOYEE
REL Q7 4.13
INVOLVEMENT Q9, Q11 3.87
57
Fig. 4 Parameters designed for overall employees
.
Findings – The Employees of NTPC, Rihand shows an good response towards the
Effectiveness,Motivation,Communication,Employer-Employee
Relation and Involvement.
4.4: RESEARCH FINDINGS
The participative forums of NTPC
RIHAND are sound and effective in nature.
Employees are satisfied to the large
extent of the issues being considered and its immediate action.
58
Participative forums are paying
keen attention to the wages and incentives issues thereby increasing
motivation.
The involvement of team members
is efficient thus promoting the concept of WPM to increase production and
productivity.
Communication level between
management and union is proper& hierarchical.
Really promoting peoples first
concept.
59
4.5: LIMITATIONS OF THE STUDY
Busy schedule of employees hindered the problem in filling the
questionnaire
Unawareness about the participative forums among some members
As the project required the surveys, interviews, and necessary advice of the
executives/ non-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
and which was geographically separated.
60
4.6 RESULTS AND CONCLUSIONS
As far as my research is considered, studying about the effectiveness of
participative forums in NTPC RIHAND. was really a pleasant experience.
Participative forums in NTPC Rihand have worked quite efficiently in the past
years and will empower the growth of the people and organization dynamics in the
successive years.
Also, the issues being discussed in participative forums focuses on prior scrutiny
of the organizational climate and employee grievances so that the productivity and
production of the corporation doesn’t gets affected and smooth functioning of the
organization can be carried out.
To sum up the Management shows a deep interest to the Human Resources, not
only their grievances but also about their welfare initiatives.
Last but not the least-“We are not a part of a family but each family is a crucial
part to us.”
61
4.7 RECOMMENDATIONS AND SUGGESTIONS
Attendance of the representative should be taken into consideration
Team involvement of illiterate or unskilled workers should be promoted
without any biasness
The no. of representatives of the various participative forums should be
increased
All the issues are originally implemented
62
4.8. BIBLIOGRAPHY AND REFERENCES
REFERENCES
NTPC News Samachar
Workers’ Participation in Management- John Watkins,
P. Venkatramana
The Hr Answer Book By Shawn A. Smith, Rebecca A. Mazin
WPM (M.A.Manhan)
WEBSITES REFERRED
www.ntpc.co.in
www.ntpc.nic.in
Local intranet of NTPC, Rihand
63
CHAPTER 5
ANNEXURE
QUESTIONNAIRE FOR MEASURING THE EFFECTIVENESS OF THE
PARTICIPATIVE FORUMS AT NTPC, RIHAND
(This survey is solely for the purpose of academic research study and is intended
to understand the effectiveness of the Participative forums at NTPC, Rihand and
to incorporate improvements if necessary. The information you provide will be
kept strictly confidential)
Member of: SLC-I SLC-II SLC III SLC-IV
PLC TADC CMC
Cadre: Executive Supervisor Workmen
Please write your responses according to the codes mentioned below:
Strongly disagree: 1
Disagree: 2
Not sure: 3
Agree: 4
Strongly agree: 5
1. The functioning of participative forums in NTPC, Rihand is satisfactory. ( )
2. The functioning of participative forums enhances the efficiency of the
employee and the productivity of the plant. ( )
3. The proper level of communication exists between the HR department and the
unions / association. ( )
64
4. You are satisfied with the functioning of union/association nominated
members in participative forums. ( )
5. You are satisfied with the general health, welfare, safety measures taken by
participative forum for the employees. ( )
6. Participative forums help to increase the efficiency, accommodation,
motivation and commitment to employees. ( )
7. Participative forums have built up the better employer-employee relationship
in the NTPC, Rihand. ( )
8. The participative forums help in increasing the productivity, cost reduction
and safety. ( )
9. The attendance in the meetings of participative forums is satisfactory. ( )
10. The issues discussed during the meetings of participative forum are
satisfactory. ( )
11. The involvement of team members in the meetings is satisfactory. ( )
12. Participative forums give direct benefits to the workers. ( )
Suggestions, if any:
65
ABBREVIATIONS
DGM- Deputy General Manager
E.D.C.- Employees Development Centre
E.R.- Employees Relations
E.D.- Employee Development
I.R.- Industrial Relations
E.B.- Employees Benefit
C.S.R.- Corporate Social Responsibility
E.S.- Employees Safety
66