35768341 HR NTPC Performance Appraisal 1

8/14/2019 35768341 HR NTPC Performance Appraisal 1

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A

RESEARCH REPORT

ON"TO ANALYZE THE PRESENT

PERFORMANCE APPRAISAL SYSTEM OF NTPC LTD."

REPORT SUBMITTED FOR THE REQUIREMENT OF

THE DEGREE OFMBA (IV SEM) (AFFILIATED TO U.P. TECHNICAL

UNIVERSITY, LUCKNOW)


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ACKNOWLEDGMENT

research is incomplete and tas# is not accomplished if a note and mentioning

of the persons involved is not made$ !ithout !hom the pro%ect !ould have not

been completed.

To begin !ith I am indebted ! $ my pro%ect guide$ for his valuable guidance &

help throughout my !or#. I am also than#ful to all the faculty members for the

inspiration and discussion provided by them$ !hich led to the present shape ofthe pro%ect. It has been an honour to !or# on the pro%ect under the supervision of

these people.


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PREFACE

It gives me great pleasure to bring out this pro%ect study entitled( )T! #$%&'

' *'+'# '*!*-#' */+$ +%+'- ! N/!#$ T'*-$ P!0'*

C!*!*/!# L1.*. It is interesting and at the same time$ challenging also to

analy+e the performance appraisal system of such a large organi+ation.

This pro%ect study contains necessary information related to the company vi+. (

its %ourney from the year it !as founded to the present year$ total capacity$

product profile$ mar#et share$ sales figure$ functions of various departments etc.

It covers the opinions and e,pectations of the employees in the form of findings.

-ecommendations to improve the appraisal system have also been included. The

procedure adopted to conduct the survey and collection of information is also

described in the study.

It is hoped that the suggestions recommended in the study !ould be !elcomed

and implemented by the management of the organi+ation after proper

consideration.


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TABLE OF CONTENTS

CHAPTER 23 E4ECUTIVE SUMMARY

CHAPTER 5( PROFILE OF THE COMPANY

(A) INTRODUCTION

(B) HUMAN RESOURCE POLICY

(C) FUNCTIONS OF VARIOUS SECTIONS

OF HR DEPARTMENT

(D) HISTORY

(E) PRODUCT PROFILE

(F) SALES FIGURES6 MARKET SHARES

(G) ORGANISATION CHART

CHAPTER 73 PERFORMANCE APPRAISAL

CHAPTER 83 RESEARCH METHODOLOGY

(A) OB9ECTIVE OF STUDY

(B) SCOPE OF STUDY

(C) RESEARCH PROCEDURE

(D) TYPE OF DATA

(E) DATA COLLECTION

(F) STATISTICAL TOOLS USED

(G) LIMITATIONS OF STUDY


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CHAPTER :3 FINDINGS AND ANALYSIS

CHAPTER ;3 CONCLUSION AND SUGGESTIONS

ANNE4URE

2. BIBLIOGRAPHY

5. QUESTIONNAIRE


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E4ECUTIVE SUMMARY

In my pro%ect$ entitled()T! #$%&' ' *'+'# '*!*-#' */+$ +%+'-

! N/!#$ T'*-$ P!0'* C!*!*/!# L1.*$ I have studied the present

appraisal system of TP by analy+ing the details of the appraisal system$

articulate the organi+ational$ functional$ departmental & individual ob%ectives $

factors in business dynamics to grade employees on ob%ectives & transparent

productivity parameters$ self appraisal follo!ed by reporting officer & higher

authority3s assessment $ lin# bet!een re!ards and performance to increase

motivation level of employees $ assessment of training & developmental needs of

the individuals and ma#e them a!are about the parameters used to evaluate their

performance.

In my o!n style$ I have tried to find out !hether the present appraisal system is

effective enough to serve the purpose of performance appraisal i.e. to understand

the needs of employees and provide them formal & regular feedbac# related to

their performance. 4or this purpose$ I used questionnaires to get the opinions of

employees at different levels. I also !ent through different boo#s$ !ebsites and

maga+ines to gather material related to the topic. fter collecting the

information$ I analy+ed the data and provide the necessary suggestions to

improve the system.


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PROFILE OF THEPROFILE OF THE

COMPANYCOMPANY

INTRODUCTION

ational Thermal Po!er orporation 6imited 7TP8

is the largest thermal po!er generating company of

India. public sector company !holly o!ned by

9overnment of India$ it !as incorporated in the year

1:0 to accelerate po!er development in the country. ;ithin a span of "< years$ TP

has emerged as a truly national po!er company= !ith po!er generating facilities in all

the ma%or regions of the country. Based on 1::5 data$ carried out by >ata monitor U?$

TP is the /th largest in terms of thermal po!er generation and the second most

efficient in terms of capacity utili+ation amongst the thermal utilities in the !orld.


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TP@s core business is engineering$ construction and operation of po!er generating

plants and also provides consultancy to po!er utilities in India and abroad. s on date

the installed capacity of TP is 21$0': M; through its 1" coal based 710$'5< M;8$ 0

gas based 7"$: M;8 and " Aoint enture Pro%ects 7"1' M;8. TP acquired urgapur 712< M;8$ -our#ela 712< M;8 and Bhilai 70'

M;8. TP is also managing Badarpur thermal po!er station 70


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Understanding 7MHU8 !ith the 9overnment in 1:50(55. TP has been Placed under

the @G,cellent category@ 7the best category8 every year since the MHU system became

operative.

-ecogni+ing its e,cellent performance and vast potential$ 9overnment of the

India has identified TP as one of the %e!els of Public Dector @avratnas@( a potential

global giant. Inspired by its glorious past and vibrant present$ TP is !ell on its !ay to

reali+e its vision of being Fone of the !orld@s largest and best po!er utilities$ po!ering

India@s gro!thF.


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HUMAN RESOURCE POLICY

POWERING INDIA


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development opportunities$ a systematic Training plan has been formulated for

ensuring minimum seven man days training per employee per year and includes

level(!ise planned intervention designed to groom people for assuming positions

of higher responsibility$ as !ell as specific need(based interventions based on

scientific Training eeds nalysis. TP has created 1 pro%ect training

centres$ 2 simulator training centres and an ape, institute namely @Po!er

Management Institute@ 7PMI8. ;hile the pro%ect training centres 7Gmployee

>evelopment entres8 have speciali+ed in imparting technical s#ills and

#no!ledge$ PMI places emphasis on management development. Besides

opportunities for long term education are also provided through tie ups !ith

reputed Institutions li#e IIT$ >elhi$ 7M.Tech in Po!er 9eneration Technology8$

M>I$ 9urgaon 7G,ecutive MB programme8$ BITD$ Pilani 7B.Tech8 etc.

In order to reali+e the - ision of ma#ing TP a learning Hrgani+ation by

providing opportunities to continually learn ne! capabilities a number of

initiatives have been ta#en. TP Hpen ompetition for G,ecutive Talent

7NOCET8 is organi+ed every year in !hich teams of e,ecutives compete

annually through oral and !ritten presentation on a topical theme. Dimilarly

FP*!'++/!#$ C/*$'+F have been formed department(!ise !here G,ecutives of

the department meet every fortnight to share their #no!ledge and e,periences

and discuss topical issues. In order to tap the latent talent among non e,ecutives


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and ma#e use of their potential for creativity and innovation$ Q>$/% C/*$'+

have been set up in various unitsJoffices in TP. Besides a management

%ournal called FH!*/&!#F is published quarterly to enable the employees to share

their ideas and e,periences across the organi+ation. >emonstrating its high

concern for people$ TP has developed strong employee !elfare$ health &

!ell(being and social security systems leading to high level of commitment.

TP offers best quality of life through beautiful to!nships !ith all amenities

such as educational$ medical and recreational opportunities for employees and

their family members. The motivation to perform and e,cel is further enhanced

through comprehensive TP -e!ards and -ecognition system.

In order to institutionali+e a strong ulture based on alues a number of

initiatives are ta#en to actuali+e the ision and ore alues 7HMIT8 across the

company. culture of celebrating achievements and a strong focus on

performance are a !ay of life in TP. TP has institutionali+ed

F>evelopment entersF in the company to systematically diagnose the current

and potential competency requirements of the employees !ith the ob%ective of

enhancing their development in a planned manner. These enters give a good

insight to the employees about their strengths and !ea#nesses$ the gaps in their

competencies !hich they can bridge through suitable support from company.

>ue to innovative people management practices there is a high level of pride and


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commitment amongst employees as reflected in the FB'+E-$!%'*+ /# I#1/3

5??7F survey by e!itt ssociates in !hich TP bagged coveted third ran#.

4urther continuous efforts are being made by - function to leverage the

potential of its employees and become a strategic business partner.


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FUNCTIONS OF VARIOUS SECTIONS OF H.R.

DEPARTMENT


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FUNCTIONS OF HR3EB (EMPLOYEE BENEFIT)

SECTION

1.ESTABLISHMENT

78 erification of characters & antecedent as per govt. directions 7procedurebeing follo!ed in & > categories8.

7B8 hec#ing of Dubmission of relevant and complete document before %oining.

78 hec# !hether the personal file is complete in all respect$ especially

nomination papers$ %oining formalities etc.

7>8 G,tent of annual assessment being done in case of employees 7i.e. no. ofcomplete reports received & total no. of employees8.

7G8 -evie! discussion !ith e,ecutive before annual assessment.

748 ppoint appraising authorities for different levels.

798 ommunication of adverse remar#s.

78 Test for promotion of steno typist & stenographer.

7I8 Promotion of ; 2 to ; " & ; / to D 1 employees.

7A8 o! is period of unauthori+ed absence being treated in promotion cases.

7?8 Promotion of employees against !hom disciplinary action has been ta#en.

768 Promotion in different categories in time !ith promotion policyJ channel ofpromotion.

7M8 Period for !hich leave is credited in advance for both e,ecutive & non(e,ecutives.

78 alculation of amount of salary deducted during P6.


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7H8 9rant of study leave as per rules. umber of employees !ho have beengranted study leave.

7P8 >iseases for !hich quantitative leave is sanctioned.

2. ADVANCES

78 ouse building advance J conveyance advance sanctioned strictly as perrules.

7a8 Gligibility7b8 mount of house building advance.7c8 2ndadvance in case of conveyance.

7B8 Penal interest being charged in case of default under conveyance advancescheme.

78 Dystem of chec# in case surety resigns in B.

7>8 ypothecation of vehicle being ensured or not.

7G8 ommencement of recovery of B.


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28 To manage all activities related to IP3D visits.

2. TOWNSHIP ADMINISTRATION

78 llotment of quarters to employees according to the availability of quarters& priority of the employee.

TYPES OF QUARTERS

type ( 4or all employees

B type ( 4or ;5 & above

type ( 4or G" & above

> type ( 4or G & above

7B8 -egarding education policy TP provides only infrastructural help li#ebuilding$ furniture etc. for education institute.

78 -esponsibility of security of plant & to!nship both. 4or plant security ID4personnel are deployed !hile for to!nship security private guards are used.


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7>8 ;elfare activities include ladies clubs$ canteen$ resident3s !elfareassociations etc.

7a8 ompany provides -s. 11


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FUNCTIONS OF HR3IE (INDUSTRIAL

ENGINEERING) SECTION

1. RECRUITMENT

78 IG section is responsible for recruitment of traineesJapprentices 7ITI$diploma and certificate holders8.

7B8 They also engage visiting doctors for the dispensary of the company ontemporary basis.

78 There is a provision of recruitment of fi,ed number of physicallyhandicapped employees in the company.

2. MANPOWER PLANNING

78 -edeployment of employees li#e draftsman$ operator etc. to otherdepartments$ !here they are required.

7B8 IG section also loo# after the complete uman -esource Management

Dystem of the company.

78 They address the grievances of the employees and provide information to themanagement.

7>8 They are engaged in the transfers of the employees !ith in the pro%ect i.e.BTPD.

7G8 They give incentives to the employees for their good performance.


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TYPES OF INCENTIVES

7a8 M'*/!*/!>+ *!1>//% 0*1


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FUNCTIONS OF HR3ER@W (EMPLOYEE RELATION

@ WELFARE) SECTION

Badarpur Thermal Po!er Dtation has t!o tier system of !or#ing(

78 9eneral staff 7from 5."< a.m. to .


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NON STATUTORY FACILITIES

78 ccommodation facility is provided to the employees of the company.

7B8 There is a provision of education facility to the !ards of the employees.

78 Balbhavan for small childrens for the purpose of their development.

7>8 6adies club & TP club for recreation purpose of the employees

7G8 ompany also provides personal accident insurance to the employee.

748 ouse building and conveyance advances are given to the employees.

.


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COMPANY PROFILE

November, 1975

4oundation laid for TP.

December, 1976,

The first super thermal po!er pro%ect at Dingrauli !as cleared by 9overnment of

India. modest beginning !ith strong determination and high spirits$ movingahead$ gathering pace and heading on to !hat is today pro%ected as a benchmar#

in the po!er generation sector. TP ( n organi+ation symboli+ing reliability$

strength and a responsible gro!th !as born. The e,pansion and advancement of

the company !as continuous and speedy.

Year 1978

The year sa! the initiation of a lot of developmental activities.

Implementation of -amagundam and ?orba Pro%ects !as cleared by

9overnment of India. onstruction of the Dingrauli(?anpur line of '


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cleared by 9overnment of India !ith British assistance. The first unit of the

?orba pro%ect !as commissioned and the -amagundam pro%ect began

commercial operation by 1:5".

Year 1984

technological revolution ( a brea#through in po!er transmission. for the first

time$ the > 7igh oltage >irector urrent8 technology employed for

po!er transmission from -ihand to >elhi. The ;orld Ban# agrees to provide L

'5 million for three combined cycle pro%ects at ?a!as$ uraiya and nta.

Year 1986

TP entered into the


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capacity addition of "$2"' M; !as made at ?orba$ -amagundam$ indhyachal$

-ihand$ uraiya and nta together.

Year 1990

TP@s first gas based combined cycle po!er plant at nta$ -a%asthan achieves

full capacity. ear 1::1 sa! the commissioning of the first unit of the >adri

pro%ect.

Year 1992

Unchahar pro%ect !ith a capacity of '2< M; !as ta#en over from the Uttar

Pradesh -a%ya idyut Utpadan igam 7UP-U8. TP achieved a complete

turnaround in the operation of the station. T!o units !ith a capacity of 21< M;

each !ere commissioned by TP after ta#e over. ?ahalgaon Pro%ect !ent on

stream by synchroni+ing its first unit. The ?a!as pro%ect !ith a capacity of /'

M; became fully operational by year 1::".

Year 1994

The first unit of Ahanor(9andhar 9as Pro%ect !as synchroni+ed. The entre for

Po!er Gfficiency and Gnvironmental Pro%ect 7GPGGP8 !as set up.

To acquire state(of(the(art technologies and practices to optimi+e

performance by plants.

To improve efficiency and profitability$ aimed at reducing environmental

pollution.

To achieve a synergy bet!een environmental concerns and utility needs.

The centre proved a great help in minimi+ing the environmental impacts


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of the stations and also preserving the natural ecology in the vicinity of the

stations.


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management culture. >uly recogni+ing the socio(economic needs and aspirations

of its employees and underta#ing full scale efforts to meet them. ll these moves

leading to industrial harmony and progress of the company. TP( globally

recogni+ed organi+ation for commitment to Nuality in !or#s and services.

?eeping pace !ith its ongoing mission of constant$ responsible development and

continuous progress and gro!th$ the organi+ation strove to!ards$ improvement

everyday. enturing out$ innovating$ leading on and reaching pinnacles of

success. ;inning laurel$ acclaim and appreciation and above all assuming the

role of a mar#et leader in the field of po!er generation.


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SALES FIGURES AND MARKET SHARES

TP has sho!n a remar#able performance in the areas of operation and

maintenance. It once again surpassed all MoU targets for the year 2


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0. 1


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ORGANISATION CHART OF HR DEPARTMENT AT BADARPUR THERMAL

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PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

DEFINITION

Performance appraisal includes all formal procedures used to evaluate

personalities$ contributions & potentials of group members in a !or#ing

organi+ation. It is a continuous process to secure information necessary

for ma#ing correct and ob%ective decisions on employees.

In simple !ords$ performance appraisal is the systematic evaluation of

the individual !ith respect to his performance on the %ob and his

potential for development.

PURPOSES OF PERFORMANCE APPRAISAL

1. Promotions

2. Transfers". ;age and Dalary dministration

'. Training and >evelopment

. Personnel -esearch

/. Delf Improvement


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METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS

1. Unstructured ppraisal

2. Gmployee -an#ing

". 4orced >istribution

'. 9raphic(-ating Dcales

. hec#(6ists/. ritical Incidents

0. 4ield -evie!

MODERN METHODS

1. Management by Hb%ectives

2. Behaviorally nchored -ating Dcales


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EMPLOYEE


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'


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RESEARCHRESEARCH

METHODOLOGYMETHODOLOGY

OB9ECTIVES OF STUDY

To identify factors in business dynamics to grade employees on

the ob%ectives & transparent productivity parameters.

To study about the system of self appraisal$ appraisal by reporting

officer$ by revie!ing officer and final assessment by moderation

committee.

To study about create a direct lin# bet!een re!ards &

performance to increase the motivation level of employees.

To study about assessment of training & developmental needs of

individual employees.

To study and ma#e employees completely a!are about the

parameters used for evaluation of their performance.


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SCOPE OF STUDY

In Badarpur Thermal Po!er Dtation$ managed by ational Thermal

Po!er orporation 6td.$ there is still sufficient scope for improvementin the performance appraisal system belo! G0 level.

1 .Belo! this level no !eightages are assigned to different attributes

!hich differ according to their importance.

2. Belo! G/ level )Management By Hb%ectives* is not follo!ed and

hence the employees are not clear about their functions based on these

ob%ectives.

". There is no direct lin# bet!een the re!ards and performance of

individual employee.

'. 4ormal feedbac# is not provided to the employees on regular basis.

. They are not a!are about the parameters on !hich their performance

is measured.

/. There e,ist communication gap bet!een superiors & their

subordinates.

ll the above mentioned problems need immediate improvement and

attention of the management of the company.


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RESEARCH PROCEDURE

STEPS IN RESEARCH

1. Understanding the nature & scope of business$ the organi+ational &

departmental structure.

2. Dtudy the e,isting revie! system of the company.

". To collect information from functional heads about the technicalities

involved in performance appraisal vi+. ?-3s & suggested !eightages.

'. >iscussion !ith senior officers to understand the e,pectations of the

company.

. Meetings !ith employees of different departments to incorporate

their vie!s.

/. Prepare questionnaires on the basis of above information.

0. Hbtaining the opinions & e,pectations of employees at different

levels of the company.

5. 9ather information from different sources li#e boo#s$ maga+ines$

internet etc. about performance appraisal.


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:. Hn the basis of responses from the employees and the information

gathered from other sources$ prepared the report !ith mentioning the

necessary changes required in the appraisal system.

RESEARCH DESIGN

-esearch design !as adopted for the )E$!*!*% R'+'* S>1%*.

The main purpose of the study !as to formulate the problem in

appraisal system for investigation. The ma%or emphasis !as on the

discovery of ideas & opinions of the employees at different levels to

improve the e,isting appraisal system. T!o methods !ere used for the

study(O

1. The survey of concerning literature.

2. The e,perience survey

SAMPLING DESIGN

The sampling design used for the study !as )S*//'1 S-$/#*. The

different strata or homogeneous groups formed !ere(O

1. G,ecutives

2. Dupervisors". ;or#man3s


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SAMPLING UNIT

The sampling unit !as )B1*>* T'*-$ P!0'* S/!#*$Badarpur$ e! >elhi.

SAMPLE SIZE

In total 78employees !ere intervie!ed during the study.

DATA COLLECTION METHODS

In the survey t!o types of data !ere collected(O

1. PRIMARY DATA

Primary data are those !hich are collected for the first time and

therefore original in nature.

2. SECONDARY DATA

Decondary data are those !hich have already been collected by someone

else and hence passed through the statistical process.

4or the collection of primary data follo!ing methods !ere used(O


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78 OBSERVATION METHOD

In observation method$ I observed the behaviour & tone of the

employees !hile giving the ans!ers. But the style of observation !asunstructured.

7B8 INTERVIEW METHOD

I too# personal intervie!s of the employees at different levels to gettheir opinions & e,pectations. nd the intervie!s !ere structured innature.

78 QUESTIONNAIRE METHOD

I prepared a structured questionnaire on the basis of informationcollected from different sources. The questionnaire contains both open& closed ended questions.

2. SECONDARY DATA COLLECTION

Decondary data !ere collected from the follo!ing sources(O

78 Boo#s related to the topic

7B8 ompany documents

78 Maga+ines

7>8 ;ebsites


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STATISTICAL TOOLS USED

Dtatistical tools used in the pro%ect study are(O

2. TABLES

5. PIE CHARTS

7. BAR GRAPHS

8. LINE GRAPHS


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LIMITATIONS OF STUDY

1. Dome of the documents of the company !ere not accessible due toconfidentiality.

2. Many employees didn3t have time to give intervie!s.

". Dome of the employees !ere not very forthcoming in their responses

& reluctant to ans!er the questionnaire.

'. -esponses of fe! of them !ere biased due to fear of the management.

nd some are influenced by the opinions of their colleagues.

. ight shift employees !ere unapproachable due to odd timings of

their %ob.

/. Dome of the employees !ere inaccessible as they !ere absent during

the period of survey.

0. The organi+ation !as very large$ so it !as not possible to cover all

the departments.


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FINDINGS AND ANALYSISFINDINGS AND ANALYSIS

N1. The present appraisal system$ according to you$ is an effective one.

N2. >o you feel comfortable !ith your reporting officer !hile

discussing your ?-3sJ performance

7

:?

25

Y'+

N!

C#


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N. The formal appraisal done by the organi+ation matches your selfassessment.

N/. Monetary & non monetary re!ards are given to you are based onyour performance appraisal rating.

5258

::

Y'+

N!

C#


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N0. The formal feedbac# and development of ne! or better %ob relateds#ills are in accordance !ith your performance appraisal.

N5. In case of adverse entry$ is it properly and timely communicated toyou and do you get sufficient opportunity to appeal to the higherauthorities

755;

85

Y'+

N!

C#


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N:. 4ormal appraisal system helps in discovering your true potential forhigher responsibilities.

N1o you thin# sufficient time has been given to you for discussionand guidance to improve your performance

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8

Y'+

N!

C#


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N11.The performance appraisal system helps superiors to #no! theiremployees in better !ay.

N12. Performance appraisal system helps in reducing thecommunication gap bet!een the superiors and subordinates.

2:

:?7:

Y'+

N!

C#


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N1". Mid(term revie! 7after / months8 of employee3s performance$belo! G/ level$ instead of annual revie! is beneficial.

N1'. Introduction of a computeri+ed system !ill ma#e the performanceappraisal system more effective.

:

75

Y'+

N!

C#


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FINDINGS AND ANALYSIS

Hn the basis of the survey conducted$ follo!ing points has emerged out

!hich require the attention of the management(O

1. The present performance appraisal system belo! G0 level is not

effective enough to serve the purpose of employee3s appraisal.

2. Belo! G/ level the )Management by Hb%ectives* approach is not

follo!ed and hence the employees are not clear about their functions

based on these ob%ectives.

". Proper !eightages are not assigned to different attributes !hich differ

in their importance.

'. Many employees are not a!are about the criterion used for their

appraisal.

. ccording to those !ho #no! about the criterion$ it is not sufficient

to %udge their performance.

/. There is a !ide gap bet!een the self assessment by the employee and

the formal appraisal done by the organi+ation.


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0. There is no provision of incentives to the individual employee based

on hisJher performance appraisal rating.

5. 4ormal feedbac# is not provided to the employees on regular basis.

:. The appraisal system does not help the employees to discover their

true potential for higher responsibilities.

1


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CONLUSION AND SUGGESTIONSCONLUSION AND SUGGESTIONS

1. )Management by ob%ective* approach should be introduced belo! G/

level and upto G1 level$ so that e,ecutives at lo!er levels should also be

a!are about their functions based on these ob%ectives.

2. Before setting the ?-3s$ the employees should prepare themselves

by revie!ing their !or# beforehand$ identifying barriers they faced in

doing their %obs and refamiliarise themselves !ith their %ob descriptions$

%ob responsibilities etc.

". ppraise should be allo!ed to present their o!n opinions and

perceptions freely but in a calm and factual manner.

'. Performance appraisal should not be concentrated to forms only but

on its purpose of performance improvement by removing barriers to %ob

success.

. Both appraiser & appraise should combinedly set realistic targets that

can be achievable$ other!ise the procedure of setting ?-3s is !astage

of time.

/. ;eightages should be assigned to different attributes according to

their importance.


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0. 4ormal feedbac# should be provided on regular basis to the

employees$ so that problems can be prevented in their early stages. It3s a

t!o !ay communication process$ therefore a subordinate can also

initiate the process.

5. -eporting officer should ma#e the employees a!are about the

criterion used for their performance appraisal.

:. Monetary & non monetary incentives should be given to the

individual employee on the spot$ by the manager$ based on theirperformance. It !ill motivate the employee.

1


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BIBLIOGRAPHY

BOOKS

uman -esource Management ( T. . hhabra

uman -esource Management ( 9ary >essler

uman -esource & Personnel Management ( ?.sh!athappa

-esearch Methodology ( .6.?othari

Mar#eting -esearch ( arper ;. Boyd$ -alph ;estfall$ Dtanley4. Dtasch

MAGAZINES

Business ;orld

Business Today

Hutloo#

The Times of India

The indu Business Dtandard 6ine

WEBSITES

!!!.ntpcindia.com

!!!.ntpc.co.in

!!!.google.com

!!!.toolpac#.com


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!!!.bpubs.com

QUESTIONNAIRE

1 The present appraisal system$ according to you$ is an effective one.

GD H 3T D

2 >o you feel comfortable !ith your reporting officer !hile discussingyour ?-3sJperformance

GD H 3T D

" re you a!are of the criteria used for your performance appraisal

GD H 3T D

' Is this criterion sufficient to %udge your performance

GD H 3T D

The formal appraisal done by the organi+ation matches your self

assessment.

GD H 3T D

/ Monetary and non monetary re!ards given to you are based on your

performance appraisal rating.

GD H 3T D


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0 The formal feedbac# and development of ne! or better %ob related

s#ills are in accordance !ith your performance appraisal.

GD H 3T D

5 In case of adverse entry$ is it properly and timely communicated to

you and do you get sufficient opportunity to appeal to the higher

authorities

GD H 3T D

: 4ormal appraisal systems help in discovering your true potential for

higher responsibilities.

GD H 3T D

1< >o you thin# sufficient time has been given to you for discussion and

guidance to improve your performance

GD H 3T D

11 The performance appraisal system helps superiors to #no! their

employees in better !ay.

GD H 3T D


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12 Performance appraisal system helps in reducing the communication

gap bet!een the superiors and subordinates.

GD H 3T D

1" Mid(term revie! 7after / months8 of employee3s performance$ belo!

G/ level$ instead of annual revie! is beneficial.

GD H 3T D

1' Introduction of a computeri+ed system !ill ma#e the performance

appraisal system more effective.

GD H 3T D

R'+!#+= 2

2

"

1 our valuable suggestions to further improve the performance

appraisal system.

DuggestionsO 1

Documents

35768341 HR NTPC Performance Appraisal 1