SUMMER INTERNSHIP REPORTONPERFORMANCE MANAGEMENT SYSTEM(NTPC, SHAKTINAGAR, SINGRAULI)

Under Guidance Of:-Mrs. Navneeta Shome(Manager (HR))

Submitted By:-Gunja Singh (MBA-HR)(ABV-IIITM, Gwalior)

ACKNOWLEDGEMENT

I express my heartiest gratitude to all honourable people who helped me during my summer training at NTPC, Shaktinagar, Singrauli.I would like to thank Mr. Charanjit Kumar, Sr. Manager(HR), for granting me the permission for doing my summer training at this project.I am also thankful to Mrs Navneeta Shome , Manager(HR), for providing the necessary guidance during my training period.

CONTENTS

1) Introduction of NTPC Ltd.2) Introduction of NTPC Singrauli.3) Introduction of NTPC HR Deptt.4) Organization structure (HR dept.)- NTPC Ltd Shaktinagar, Singrauli.5) Introduction of HR Policy.6) Introduction of Performance Management System(PMS).7) Types of Performance Appraisal Methods.8) Introduction of PACE policy of NTPC Ltd.9) Objective for conducting Survey.10) PMS survey questionnaire.11) Responses.12) Analysis and interpretation of responses.13) Result.14) Conclusion.15) Recommendations.16) References.

NTPC-IntroductionNTPC Limited (formerly National Thermal Power Corporation) (BSE:532555, NSE:NTPC) is the largest Indian state-owned electric utilities company based in New Delhi, India. It is listed in Forbes Global 2000 for 2012 ranked at 337th in the world. It is an Indian public sector company listed on the Bombay Stock Exchange in which at present the Government of India holds 84.5% (after divestment of the stake by Indian government on 19 October 2009) of its equity. With an electric power generating capacity of 41,184 MW, NTPC has embarked on plans to become a 128,000 MW company by 2032. It was founded on 7 November 1975.On 21 May 2010, NTPC was conferred Maharatna status by the Union Government of India.NTPC's core business is engineering, construction and operation of power generating plants and providing consultancy to power utilities in India and abroad.The total installed capacity of the company is 36,514 MW (including JVs) with 16 coal based and 7 gas based stations, located across the country. In addition under JVs(Joint Venture), 6 stations are coal-based, and another station uses naphtha/LNG as fuel. By 2017, the power generation portfolio is expected to have a diversified fuel mix with coal based capacity of around 27,535 MW, 3,955 MW through gas, 1,328 MW through Hydro generation, about 1400 MW from nuclear sources and around 1000 MW from Renewable Energy Sources (RES). NTPC has adopted a multi-pronged growth strategy which includes capacity addition through green field projects, expansion of existing stations, joint ventures, subsidiaries and takeover of stations.

NTPC has been operating its plants at high efficiency levels. Although the company has 19% of the total national capacity it contributes 29% of total power generation due to its focus on high efficiency. NTPCs share at 31 Mar 2001 of the total installed capacity of the country was 24.51% and it generated 29.68% of the power of the country in 200809. Every fourth home in India is lit by NTPC. As at 31 Mar 2011 NTPC's share of the country's total installed capacity is 17.18% and it generated 27.4% of the power generation of the country in 201011. NTPC is lighting every third bulb in India. 170.88BU of electricity was produced by its stations in the financial year 20052006. The Net Profit after Tax on 31 March 2006 was 58.202 billion. Net profit after tax for the quarter ended 30 June 2006 was 15.528 billion, which is 18.65% more than that for the same quarter in the previous financial year. It is listed in Forbes Global 2000 for 2011 ranked it 348th[3] in the world.

Pursuant to a special resolution passed by the Shareholders at the Companys Annual General Meeting on 23 September 2005 and the approval of the Central Government under section 21 of the Companies Act, 1956, the name of the Company "National Thermal Power Corporation Limited" has been changed to "NTPC Limited" with effect from 28 October 2005. The primary reason for this is the company's foray into hydro and nuclear based power generation along with backward integration by coal mining.(Source-wikipedia)

NTPC Singrauli-Introduction

Approved capacity2000MW

Installed Capacity2000 MW

Location Sonebhadra, Uttar Pradesh

Coal SourceJayant/Bina Mines

Water Source Rihand Reservoir

Beneficiary StatesUttar Pradesh, Uttranchal ,Rajasthan, Punjab, Haryana, Delhi and Jammu & Kashmir, Himachal Pradesh, Chandigarh

Approved Investment Rs. 1190.69 Crore

Unit SizesStage - I: 5x 200 MWStage -II: 2x 500 MW

Units CommissionedUnit -I 200 MW February 1982Unit -II 200 MW November 1982Unit -III 200 MW March 1983Unit -IV 200 MW November 1983Unit -V 200 MW February 1984Unit -VI 500 MW December 1986Unit -VII 500 MW November 1987

International AssistanceIDAKWF

VISION To be the worlds largest and best power producer, powering Indias growth.

MISSIONDevelop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.Core Values BE COMMITTED

BBusiness Ethics

EEnvironmentally & Economically Sustainable

CCustomer Focus

OOrganisational & Professional Pride

MMutual Respect & Trust

MMotivating Self & others

IInnovation & Speed

TTotal Quality for Excellence

TTransparent & Respected Organisation

EEnterprising

DDevoted

(Source-www.ntpc.co.in)

NTPC HR- Introduction'People before PLF (Plant Load Factor)' is the guiding philosophy behind the entire gamut of HR policies at NTPC. We are strongly committed to the development and growth of all our employees as individuals and not just as employees. We currently employ approximately 26,000 people at NTPC.Competence building, Commitment building, Culture building and Systems building are the four building blocks on which our HR systems are based.

HR Vision

"To enable our people to be a family of committed world class professionals."

RecruitmentNTPC believes in the philosophy of 'Grow your own timber'. Their '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 & OpportunitiesThey have a well established talent management system in place, to ensure that they deliver on our promise of meaningful growth and relevant challenges for their employees. Their talent management system comprises PERFORMANCE MANAGEMENT, CAREER PATHS and LEADERSHIP DEVELOPMENT.Rewards & RecognitionsThey have, from inception, created a culture of rewards and recognitions through celebration of various achievements and events and recognising the contributions behind such success.Innovate, Create, CompeteThey 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 organisation.Quality of Work-LifeNTPC 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 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 their ultimate objective of becoming a learning organisation, 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 organisation, depends largely on the skills, abilities and commitment of the employees who constitute the most important asset of the organisation. They have developed our own comprehensive training infrastructure.Education Up-gradation SchemesTo meet the academic aspirations of employees and match them with the needs of the organisation, NTPC has tie-ups with institutes of repute like MDI, Gurgaon; IIT Delhi; BITS Pilani, etc. NTPC sponsors 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 sabbaticals, employees undergoing these courses do not forego their salary or growth during the duration of the course.Seeking Feedback NTPC actively seek and encourage employee feedback to ensure that our HR interventions and practices remain relevant and meaningful. We regularly conduct Employee Satisfaction and Organisational Climate Surveys.AwardsNTPC derive immense satisfaction from the awards we receive and the resulting recognition they bestow. The awards are key indicators and milestones on our HR journey, and reinforce our HR philosophy and practices. NTPC has been awarded No.1, Best Workplace in India among large organisations for the year 2012, by the Great Places to Work Institute, India Chapter in collaboration with The Economic Times.(source-www.ntpc.co.in)

Organization structure (HR dept.)- NTPC Ltd Shaktinagar, Singrauli

AGM(HR)Area:HR

MANAGER(HR)Area:TA/HINDI/CSR/PR/GUEST HOUSE/FIELD.HOSTELAsstt.MANAGER(LAW)Area:LAW/LISIONINGAsstt.MANAGER(HR)Area:ES/EW/SCHOOLSMANAGER(HR)Area:ER/CISF/ES/EW/SCHOOLS/RTI/ESTATE OFFICER/CANTEENSAGM(HR-EDC)AREA:EDCSr.MANAGER(HR)Area:EB/HRD/IESr.MANAGER(HR)Area:ER/ES/EW/TA/HINDI/CSR/PR

MANAGER(TRG)Area:EDCMANAGER(TRG)Area:EDCAsstt. MANAGER(HR-Indl Engg)Area:IE/EB/SEP.Cell/HRDMANAGER(HR)Area:EB/TO/PMS

Asstt.MANAGER(HR)Area:TA/GUEST/HOUSE/FIELD.HOSTELAsstt.MANAGER(PR)Area:PRAsstt.MANAGER(Rajb.)Area:HINDI/CSR

OFFICER(CSR)Area:CSR

HR POLICY

HR Policy includes:-1) EMPLOYMENT AND SERVICE CONDITIONS

a) Recruitment policy and proceduresb) Service Rulesc) Conduct, discipline and appeal rulesd) Guidelines for disciplinary proceduree) Working hoursf) Transfer policy

2) PAY SCALES AND ALLOWANCES

a) Pay scalesb) Pay fixation rulesc) Dearness allowanced) Non - practicing allowance for medical executivese) Locational allowancesf) House rent allowance rulesg) Rules relating to company leased residential accommodation for executivesh) Cafeteria approachi) Travelling allowance rulesj) Compensation for working on overtime to the employees in workman category at projects/stations where one or more units have been commissionedk) Miscellaneous allowancesl) Negative pay advance

3) EMPLOYEE BENEFITS

a) NTPC leave rulesb) Special disability leave rulesc) Holidaysd) Medical attendance and leave rulese) Wedding giftf) Scheme of grant of family accommodation at a location other than the place of postingg) Scheme for providing laptop for official purposes

h) Scheme of reimbursement of expenditure for local travel for official purposes

4) SOCIAL SECURITY

a) NTPC LTD. employees provident fund trust rulesb) Rules and regulations of employees' gratuity fundc) NTPC employees' group insurance schemed) Group personal accident insurance schemee) NTPC employee benevolent fund schemef) Scheme for providing assistance for performance of customary rituals on the demise of employeesg) NTPC employees (HBA) group insurance schemeh) NTPC employees' family economic rehabilitation schemei) NTPC LTD. self contributory superannuation benefit (pension) scheme (managed by NTPC LTD. self contributory superannuation benefit (pension) trust)j) NPTC employees death relief scheme

5) ADVANCES

a) House building advance rulesb) NTPC conveyance advance rulesc) NTPC personal computer advance rulesd) Scheme for sanction of advance for purchase of furniture/household itemse) Multi purpose advance rulesf) NTPC children higher education loan scheme

6) INCENTIVES AND ADVANCE

a) Generation incentive schemeb) NTPC incentive scheme for acquiring higher/additional qualificationsc) Incentive scheme for promoting small family normsd) Incentive scheme for national and all india awardse) Scheme for grant of non-monetary incentivef) Long service award schemeg) NTPC swarn shakti awardh) NTPC reward systemi) Award scheme for articles published in horizonj) NTPC incentive scheme

7) HUMAN RESOURCE DEVELOPMENT

a) Paceb) Promotion policyc) Employee development schemed) Scheme for acquiring qualifications required for promotions of employees in the supervisory grade of s4 to the executive grade of E1 (non-technical)e) NTPC scheme of facilities for higher studies1f) Scheme for job rotation and career growth pathg) Scheme for acquiring energy auditor certificate (bee) for ntpc executivesh) Scheme for facilitating ntpc employees with its qualification to acquire diploma in engineeringi) Scheme for certification program for project management professionalsj) NTPC open competition for executive talentk) System of mentoring ankur in NTPCl) NTPC leadership development systemm) Training system in NTPCn) System for management games business minds in NTPCo) Honorarium for faculty on training and management developmentp) Programmes & honorarium to external experts for selection interviewsq) Guidelines for conduct of surveyr) HR audit system

8) EMPLOYEE RELATIONS AND WELFARE

a) Participative forums in NTPCb) Grievance procedure (for executives)c) Grievance procedure (for non-executives)d) Workers education schemee) Adult education scheme

9) EMPLOYEE SERVICES

a) Allotment of residential accommodation rulesb) Guidelines for providing various fittings and white/colour washing of company quarters at project sites/ townshipsc) Guidelines on providing accommodation to outside agenciesd) NTPC guest house rulese) Recoveriesf) Procedure to be followed in case company's vehicle meets with an accidentg) Norms for stationery items, furniture & office space etc.h) System for disposal of old personal computers / laptops and peripheralsi) NTPC scheme for reimbursement of litigation expenses to executives in cases arising out of motivated false complaints against themj) NTPC policy on HIV-aids at workplace. (source-NTPC Ltd HR Policy manual )PMS-INTRODUCTION

The evaluation of an employees current and past performance relative to performance standards . An appraisal involves: Setting work standards Assessing actual performance vs. these standards Providing feedback to the employeeWhy Appraise Performance? Appraisals provide information for promotion and salary decisions Provides opportunity to review an employees work related behavior with the goal of correcting deficiencies Is part of the career-planning process Appraisals help manage and improve your firms performance

Performance Appraisal Process

OBJECTIVES OF PERFORMANCE APPRAISAL

ESTABLISH JOB EXPECTATIONS

DESIGN AN APPRAISAL PROGRAM Feedback

APPRAISAL PERFORMANCE

PERFORMANCE INTERVIEW

ARCHIEVE APPRAISAL DATA

USE APPRAISAL DATA FOR APPROPRIATE PURPOSESPerformance management

Types Of Performance Appraisalsa) Past-oriented methods

1) Graphic Rating Scale Method

It consists of job-related performance criterion such as dependability, initiative, attendance etc. Scale ranges from excellent to poor. Checking of appropriate performance level on each criterion. Simple and most popular.

2) Checklist

Checklist of statements on the traits of the employee and his/her job is prepared in 2 columns. If answer positive then YES else NO. Forwarded to HR deptt and each YES is awarded by points. After point allocation, technique becomes a weighted checklist.

3) Forced choice method

Rater is given a series of statements about an employee. Describes which statement is most or least descriptive of the employee.

4) Forced distribution method

Rater distribute the ratees on all points on the rating scale.

5) Critical incidents method

Focuses mainly certain critical behaviors of an employee that effect difference between effective and non-effective performance of a job.

6) Behaviorally anchored rating scales

It uses numerical rating scale with examples of good or poor performance.

7) Some other methods are:-

Field review method Performance tests and observations Confidential records Essay method Cost accounting method Comparative evaluation Alternate ranking method Paired comparison method

b) Future-oriented appraisals

1) MBO(Management By Objective)

Given by Peter F. Drucker It consists of:-i. Establish goalsii. Setting performance standardsiii. Actual level of goal attainment is compaired with the goals agreed uponiv. Establishing new goals and new strategies

2) Psychological appraisals

It is slow and costly method Focus on future performance /potential and not actual performance

3) Assessment centres

Use for executive hiring It is centre location where managers may come together to their participation in job-related exercises evaluated by observers

4) 360o feedback

Ratings collected from ALL AROUND-an employee, supervisors, subordinates, peers, and internal or external customers. It is use for development rather than pay increament.NTPC Ltd (Shaktinagar) follows MBO(management by objective) appraisal method to assess the performance of their employees.

PACE POLICY OF NTPC Ltd--PERFORMANCE AND COMPETENCE FOR EXCELLENCE(PERFORMANCE MANAGEMENT SYSTEM)

IntroductiontoPerformanceManagementSystem(PMS) PhilosophyofPerformanceManagementSystem

To build a culture of performance by aligning individual and organizational objectives andencouragingopencommunicationandcontinuousfeedback.

Objectives

To accomplish the overall organisational vision and mission by linking individual performancetocompanyobjectives Tocascadecompanysstrategicgoalstoindividuallevel Topromoteprofessionalexcellence To encourage twoway communication between the executive and the reportingofficerandbringabouttransparencyintheperformanceassessmentprocess To evaluate the potential of the executive to assume higher responsibilities in theorganisation To provide a source of talent for meeting the organisations growth requirementsthroughaprocessofmappingthecompetenciesandpotentialofexecutives Totranslatefutureskillrequirementsoftheorganizationintoindividualdevelopmentplans Toidentifyhighperformersandrecognisethemthroughrewardsandincentives,and Tofacilitatefulfillmentofindividualaspirations

Applicability

PMSisapplicabletoallexecutivesofNTPC(E1E7A) ExecutiveswhojoinNTPCondeputationorthoseretaininglienwhileinserviceof NTPCarealsocoveredbythisscheme ExecutiveswhojoininthemiddleofthePMScycle(seenextsection),buthaveserved foraminimumperiodofthreemonths NTPC executives who are on secondment or are lent on service to subsidiaries and jointventureswithNTPCmanagement.

PMS CYCLE

PerformanceAssessmentyear

Performanceassessmentyearshavebeensetupasfollows:

For E6 to E7A: The performance assessment year commences from 1st April of each yearandcontinuesuntil31stMarchofthefollowingyear

ForE1toE5:Theperformanceassessmentyearcommencesfrom1stJanuaryofeach yearandcontinuesuntil31stDecemberofthesameyear.

PMS CALENDER

StagesofPACE E1toE5 E6toE7A

PerformancePlanning 1stto25thJanuary 1stto25thApril MidYearReview 1stto15thJuly 1stto15thOctober

AnnualAssessment 15thDecto7thJan 1stto25thApril Normalization 15thto31stJanuary 1stto25thMay

Communicationofscores 7thFebruary 31stMay Appeal 12thFebruary 5thJune

PMSProcess

ThePMSprocessisbroadlydividedintothefollowingstages

PerformancePlanning MidYearReview AnnualAssessment Normalisation Feedback,CoachingandCounselling PerformancePlanning

PerformancePlanningistheprocessof:

Definingexpectationsi.e.theworktobedone,theresults/targetstobeachievedand skills/competenciesneededtoachievetheseobjectives SettingMeasuresandTargets,determiningprioritiesandweightagesofresultsto beachieved Identifying and allocating appropriate resources (such as manpower, tools, training,budgetetc.)toenabletheexecutivetoachievethetargets

Whiledefiningworkobjectivesandmeasures,itisnecessarytoensurethat:

Goals/ Targets/ Objectives are SMART (Specific, Measurable, Agreed, Realistic andTimebound) Resultsaresubstantiallywithintheexecutivescontrol Measuresrelatetoresults Dataisavailableformeasurement Agreement on mutually agreeable and achievable performance targets is arrived ataftersufficientdiscussionbetweenreportingofficerandexecutivehastakenplace.

MidYearReview

Performance management is not an event but an ongoing process. Mid year reviewshelp in the following ways:-

Reinforcinggoodperformanceintime Updatingthestatusoftargetsi.e.progressreview Identifyingareasformidcoursecorrection RevisitingKPAsandgoals,ifnecessary Assessingresourceandskillrequirementsaffectingtheindividualsperformance Discussion and feedback on functional competencies, managerial competencies, potentialcompetenciesandcorevaluesactualisation Providingearlywarningsofnonperformance,i.e.avoidingyearendsurprises

AnnualAssessment

TheobjectivesofAnnualAssessmentareto:

Discussandarriveatanassessmentofperformancewithrespecttoagreedtargets Assessthecompetencies,potentialandcorevaluesactualisationbytheindividual Agreeuponimprovementplansanddevelopmentneedsfortheindividual.

Normalisation

TheobjectivesoftheNormalisationSysteminPMSareto:

Ensure parity and integrity by minimizing variation in rating by different reporting officersacrossvariousdepartmentsandlocations Enhanceobjectivityandtransparencyintheappraisalsystem Toviewindividualperformancefromtheperspectiveoforganizationalachievement.

Feedback,CoachingandCounselling

In order to make PMS an open system and to enhance development orientation across the organization; feedback, coaching and counselling are essential components. Communicating the final performance results of the executive and providing developmentalfeedbackarecriticaltothisprocess.

Feedback

Providingfeedbackonperformancepresentsthefollowingbenefits: CreatestransparencymakingPMSmoreacceptabletoindividuals Reinforcesgoodperformanceontime Enables development of coaching and mentoring relationship between reporting officerandexecutive Ensuresthatorganizationalobjectivesareachievedtoanacceptablestandardandin anacceptableform

CoachingandCounselling

Coachingisanonthejobapproachtohelpindividualstodevelopandraisetheirskills andlevelsofcompetence.Coachingtypicallyconsistsof:

Makingexecutivesawareofhowwelltheyareperformingandtheirpresentlevelof knowledgeandskill Providingguidancetoindividualstoenablethemtocompletetheirworksatisfactorily Motivatingindividualstolearnnewskillsanddevelopthemselves Facilitatingindividualstoraisetheirlevelofcontributionandachievement.

PMSLinkagewithOtherHRsystems

Training and development system Reward system Career development system

ThePMSForm

ThePMSformisdividedintofollowingparts

SNo

Topic

E1E3

E4E7A

1PerformancePlanningandAssessment

PartI

PartI

aDashboardofKeyPerformanceAreas(KPAs)

PartIA

PartIA

bDetailsofKPA

PartIA

PartIA

cMidYearReview

PartIB

PartIB

2CompetencyAssessment

PartII

PartII

aFunctional/TechnicalCompetencies

PartIIA

PartIIA

bExecutive/ManagerialCompetencies

PartIIB

PartIIB

3CoreValues

PartIII

PartIII

4PotentialCompetencies

-----PartIV

5SpecialAchievements

PartIV

PartV

6TotalMarks

PartV

PartVI

7IndividualTrainingandDevelopmentPlan

PartVI

PartVII

Distributionof Marks

Level

KPA

Functional/ TechnicalCompetencies

Managerial /ExecutiveCompetencies

Values

PotentialCompetencies

Total

E1 to E3801055----100

E47510555100

E5651010510100

E6 to E7A5010151510100

(Source- NTPC Ltd PACE Policy manual)Objectivea) To study the PMS of NTPC Ltd, Shaktinagar, Singrauli.b) To study the response of executive class employees on PMS survey and to examine their satisfaction level.

1. EXPLORATORY STUDY

a.) Secondary data analysis-it includes studying the website of the company and also going through the various articles published in different sources(magazines, books, internet, newspapers)b.) Experience surveys and a proper questionnaire is conducted by us to gain knowledge about the nature of Performance Appraisal System followed in the organization. The questionnaire is qualitative and quantified.

2. DESCRIPTIVE STUDY

After carrying out initial Exploratory studies to bring clarity on the subject under study, Descriptive study is carried out to know the actual PMS being followed at NTPC in Shaktinagar, U.P. The knowledge of actual PMS is needed to document the process and suggest improvements in the current system to make it more effective. The tools used to carry out Descriptive study includes both monitoring and Interrogation.PMS SURVEY QUESTIONNAIREAnswer to be given in the 5 point scale:- 1- Strongly disagree2- Disagree3- Neither agree nor disagree4- Agree5- Strongly agree

1) Performance commitments has direct impact on career advancement. 2) Regular performance feedbacks are taken at the end of the performance cycle.3) Nomination of employees to any training involves career goals and performance gaps.4) System related queries is effectively answered by HR.5) Individuals work is regularly documented which can be refered during performance appraisal.6) Any changes after normalization is clearly explain by the manager.7) There is transparency between PMS marks and actual performance.8) Manager takes action against poor performance.9) There is significant impact of performance on rewards.10) Performance gaps is effectively explain by the manager.11) HR helps in understanding the PACE process.12) Manager helps employees to achieve their target/best.13) KPAs are set at the beginning of performance cycle.14) Managers helps employees to know how their work contributes to organization goals.15) For better understanding of PMS, regular training and reading material are provided by HR to employees.16) Manager motivates employees to higher levels of performance.17) PACE form has a simple and practical format.18) Employees contributions to the organizations success are fairly rewarded.19) PMS helps employees o improve their performance.20) Goals are jointly set by managers with subordinates for proper cascading of targets.21) KPAs are set by considering individuals career as well as organizations goals.22) PACE process has become more transparent by the system of appeals. RESPONSESQUESTION NO. (1) (2) (3) (4) (5)

11325307514

21039385614

32444364211

4832436311

51342494013

62943303916

72941373812

81335445411

91631335522

101434454816

111623356716

121720505317

1332148553

141022416420

152044424110

161024346425

171520397211

182541314812

19153149539

201231375819

211732405810

221532465410

Analysis and Interpretation of ResponsesTotal number of executives who filled the survey=157QUESTIONNO. (1) (2) (3) (4) (5)

1(13/157)*100=8.28%(25/157)*100=15.92%(30/157)*100=19.10%(75/157)*100=47.77%(14/157)*100=8.91%

2(10/157)*100=6.39%(39/157)*100=24.84%(38/157)*100=24.20%(56/157)*100=35.66%(14/157)*100=8.91%

3(24/157)*100=15.28%(44/157)*100=28.02%(36/157*100=22.92%(42/157)*100=22.92%(11/157)*100=7.00%

4(8/157)*100=5.09%(32/157)*100=20.38%(43/157)*100=27.38%(63/157)*100=40.12%(11/157)*100=7.00%

5(13/157)*100=8.28%(42/157)*100=26.75%(49/157)*100=31.21%(40/157)*100=25.47%(13/157)*100=8.28%

6(29/157)*100=18.47%(43/157)*100=27.38%(30/157)*100=19.10%(39/157)*100=24.84%(16/157)*100=10.19%

7(29/157)*100=18.47%(41/157)*100=26.11%(37/157)*100=23.56%(38/157)*100=24.20%(12/157)*100=7.64%

8(13/157)*100=8.28%(35/157)*100=22.29%(44/157)*100=28.02%(54/157)*100=34.39%(11/157)*100=7.00%

9(16/157)*100=10.19%(31/157)*100=19.74%(33/157)*100=21.01%(55/157)*100=35.03%(22/157)*100=14.01%

10(14/157)*100=8.91%(34/157)*100=21.65%(45/157)*100=28.66%(48/157)*100=30.57%(16/157)*100=10.91%

11(16/157)*100=10.19%(23/157)*100=14.64%(35/157)*100=22.29%(67/157)*100=42.67%(16/157)*100=10.19%

12(17/157)*100=10.82%(20/157)*100=12.73%(50/157)*100=31.84%(53/157)*100=33.75%(17/157)*100=10.82%

13(3/157)*100=1.91%(2/157)*100=1.27%(14/157)*100=8.91%(85/157)*100=54.14%(53/157)*100=33.75%

14(10/157)*100=6.36%(22/157)*100=14.01%(41/157)*100=26.11%(64/157)*100=40.76%(20/157)*100=12.73%

15(20/157)*100=12.73%(44/157)*100=28.02%(42/157)*100=26.75%(41/157)*100=26.11%(10/157)*100=6.36%

16(10/157)*100=6.36%(24/157)*100=15.28%(34/157)*100=21.65%(64/157)*100=40.76%(25/157)*100=15.92%

17(15/157)*100=9.55%(20/157)*100=12.73%(39/157)*100=24.84%(72/157)*100=45.85%(11/157)*100=7.00%

18(25/157)*100=15.92%(41/157)*100=26.11%(31/157)*100=19.74%(48/157)*100=30.57%(12/157)*100=7.64%

19(15/157)*100=9.55%(31/157)*100=19.74%(49/157)*100=31.21%(53/157)*100=33.75%(9/157)*100=5.73%

20(12/157)*100=7.64%(31/157)*100=19.74%(37/157)*100=23.56%(58/157)*100=36.94%(19/157)*100=12.10%

21(17/157)*100=10.82%(32/157)*100=20.38%(40/157)*100=25.47%(58/157)*100=36.94%(10/157)*100=6.36%

22(15/157)*100=9.55%(32/157)*100=20.38%(46/157)*100=29.29%(54/157)*100=34.39%(10/157)*100=6.36%

Result a) Out of 22 questions, 17 questions are answered with option 4 i.e. AGREE.b) 47.77% executives agree that performance commitments has direct impact on their career advancement. c) 35.66% executives agree that feedbacks are taken at the end of the performance cycle regularly.d) 28.02% executives disagree that nomination requires career goals and performance gaps.e) 40.12% executives agree that queries are answered by HR.f) 31.21% executives do not know that there is regular documentation of individuals work.g) 27.38% executives disagree that changes after normalization is explain by managers.h) 26.11% executives disagree that there is transparency between PMS marks and actual performance.i) 34.39% executives agree that manager takes action against poor performance.j) 35.03% executives agree that there is significant impact of performance on rewards.k) 30.57% executives agree that performance gaps is effectively explain by the manager.l) 42.67% executives agree that HR helps in understanding the PACE process.m) 33.75% executives agree that manager helps employees to achieve their target/best.n) 54.15% executives agree that KPAs are set at the beginning of performance cycle.o) 40.76% executives agree that managers helps employees to know how their work contributes to organization goals.p) 28.02% executives disagree that regular training and reading material are provided by HR to employees.q) 40.76% executives agree that manager motivates employees to higher levels of performance.r) 45.85% executives agree that PACE form has a simple and practical format.s) 30.57% executives agree that employees contributions to the organizations success are fairly rewarded.t) 33.75% executives agree that PMS helps employees to improve their performance.u) 36.94% executives agree that goals are jointly set by managers with subordinates for proper cascading of targets.v) 36.94% executives agree that KPAs are set by considering individuals career as well as organizations goals.w) 34.39% executives agree that PACE process has become more transparent by the system of appeals.

Conclusiona) PMS of NTPC Ltd can be easily studied.b) From the above analysis it is clearly seen that there is positive response of executives for PMS. As out of 22, 17 questions are answered as AGREE(response 4) which clearly shows that executives are satisfied by the Performance Management System of NTPC, Ltd.Recommendations

From the above analysis it is clearly seen that:-a) Executives disagree for question no-3,6,7,15. Proper action should be taken against these feedbacks from the executives, so that these problems can be resolved.b) Nomination of employees to any training should involve career goals and performance gaps.c) Any changes after normalization should be clearly explain by the manager.d) There should be transparency between PMS marks and actual performance.e) For better understanding of PMS, regular training and reading material should be provided by HR to employees.f) Executives neither agree nor disagree that whether individuals work is regularly documented or not which can be referred during performance appraisal, so proper action should be taken by management to resolve this issue.

REFERENCES

1) NTPC LTD. website-www.ntpc.co.in2) Pace policy manual of NTPC LTD.3) HR policy manual of NTPC LTD.4) HRM by Gary Dessler5) HRM by K Aswathappa