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ACKNOWLEDGEMENTIt has been an honour for me to have my vocational training in NTPC – Rihand. For the same, I am indebted to Sh. Rajnish Rastogi (AGM-HR) for giving me an opportunity for undergoing 45 days vocational training in NTPC. I am also thankful to Sh. Milan Kumar (DGM-EDC), Sh. R.N Singh (Officer EDC), Mr. Munish Dev (Dy.Manager-HR), for their guidance and support during my training in Rihand. I am also thankful to the following executives of HR Department viz., Sh. Manoj Kumar Verma, Sh.Ajay Singh, Sh.Rohit Pal, and Sh. R.K.Prajapati. My special thank to Mr. Munish Dev (Dy Manager-HR) who is my Project Guide, helped me through his vision and valuable experience. Without his valuable efforts, it could not have been possible for me to complete my project. I sincerely acknowledge the cooperation from all the executives of NTPC – RIHAND to show their interest and tendered their valuable opinions and suggestions which enriched my knowledge and helped me in the preparation of this Project Report.
Citation preview
Internship Report
On
Performance And Competence For Excellence (PACE)
Performance Management System
In
NTPC, Rihand
In the partial fulfillment of award of Master of Management Studies
Submitted By: Submitted By: Submitted To:Submitted To:
Vinod Kr. Pal Ms Swati Gupta
Course: MBA (Faculty member)
IIMT college of Manangement , Greater Noida
INDEXINDEXS.NO TOPIC S.NO TOPIC PAGE NO.PAGE NO.
1. Certificate from Organization………………………………………
2. Declaration…………………………………………………………....
3. Acknowledgement……………………………………………………….
4. Preface……………………………………………………………………..
5. Executive summary………………………………………………….
6. CHAPTER 1…………………………………………………………………
-Overview of the power sector…………………………………….
-Profile of NTPC………………………………………………….…. -Mission & vision………………………………………………… -Organizational Chart ………………………………………………
-Growth & Development………………………………………. -About NTPC Rihand………………………………………….
7. CHAPTER 2……………………………………………………………...
-Objectives and rationale of the project ……………………….
-Purpose & scope………………………………………………….. -HR Department Overview ……………………………………
8. CHAPTER 3 …………………………………………………………
Review of the literature 3.1 Overview of PMS…………………………..………….
3.2 Performance And Competence For Excellence…….….
3.3 PACE in NTPC……………………….………..
9. CHAPTER 4 :……………………………………………………..……….
Research methodology 4.1 Hypothesis…………………………………………….……..
4.2 Research design…………………………………….………....
4.3 Sample design & Sample size……………………………..…..
4.4 Research tools and questionnaire …………………..…
4.5 Data analysis………………………………….………
Research findings……………………………………………………..
Limitation of study……………………………………………...…….
Suggestion & Conclusion …………………………………….…...
Bibliography & References………………………………….……..
Annexure……………………………………………………………...
Questionnaire
DECLARATION
I hereby declare that vocational training report on “Performance Management
System also called as Performance And Competence for Excellence (PACE) in
NTPC Rihand” is a factual report of my own project work undertaken towards
partial fulfillment of the MASTERS DEGREE OF MANAGEMENT.
The facts and figures presented here is correct and true to best of my Knowledge
and belief.
VINOD KR. PAL
ACKNOWLEDGEMENT
It has been an honour for me to have my vocational training in NTPC – Rihand.
For the same, I am indebted to Sh. Rajnish Rastogi (AGM-HR) for giving me an
opportunity for undergoing 45 days vocational training in NTPC. I am also
thankful to Sh. Milan Kumar (DGM-EDC), Sh. R.N Singh (Officer EDC), Mr.
Munish Dev (Dy.Manager-HR), for their guidance and support during my training
in Rihand. I am also thankful to the following executives of HR Department viz.,
Sh. Manoj Kumar Verma, Sh.Ajay Singh, Sh.Rohit Pal, and Sh. R.K.Prajapati.
My special thank to Mr. Munish Dev (Dy Manager-HR) who is my Project Guide,
helped me through his vision and valuable experience. Without his valuable
efforts, it could not have been possible for me to complete my project.
I sincerely acknowledge the cooperation from all the executives of NTPC –
RIHAND to show their interest and tendered their valuable opinions and
suggestions which enriched my knowledge and helped me in the preparation of this
Project Report.
PREFACE
As a part of MBA Curriculum this Summer Training Project was undertaken. The
purpose of this training was to have practical experience of working in H.R.
organization and to have exposure to various management skills practices in the
field of Personnel Department.
During this training apart from having the practical experience this report was
assigned to me. No professional curriculum is considered complete without work
experience. Every individual who is doing management studies has to undergo this
phase of practical study before he can consider himself fully qualified.
As per the requirement of my course, I decided to do my internship at Rihand
Nagar. I officially started my training in the H.R. department of NTPC on JUNE,
2012. The summer training project assigned to me was to analyze the Performance
Management System (PACE) of NTPC.
In the current day and age, the role of HR has evolved and developed to new levels
. the focus of HR now is largely on the development of functional strategies to
help in corporate strategy implementation. HR works in tandem with corporate
strategies for optimum results, to improve employee performance, to create a
harmonious work environment and to involve employees in decision making and
planning for the corporate. It is the role of HR to provide these opportunities and
hence it has climbed a notch higher from being just an passive participant to an
enabler and facilitator. Performance management system in HR is a key
component to increase employee motivation and drive high performance.
EXECUTIVE SUMMARY
This vocational training project report was carried out in NTPC-Rihand,
Sonebhadra. The project title is “A study of Performance and Competence for
Excellence (PACE)/ Performance Management System in NTPC Rihand”
The objectives of this report are to seek employee’s feedback on performance
management system (PACE) and the level of satisfaction, and factors affecting it.
Descriptive research design is used to conduct the research .The universe is the
total number employees that is 1100 in the project. Among whom this instrument
is to be administered only on executives. Among them 210 are captured which is
my sample size. My sample area was Rihand.
Sample Size
Primary data and Secondary data are used in this report i.e, the survey was
conducted for collection of primary data through questionnaire. Whereas, The
secondary data was collected through internet and journals of NTPC.
Convenient sampling, a non probability sampling technique has been used.
For analysis and interpretation of the data five points scales are used in which
points from one to five are allotted to strongly agree to strongly disagree
respectively. The questionnaire was prepared on the basis of Five parameters.
Each question are analyzed with the help of bar graph and interpreted accordingly.
Grades No. of Executives
E1 – E4 162
E5 – E6 36
E7- Above 12
Total 210
The hypothesis which was taken for the project was that the service functions
provided by various department of NTPC are conducive. After the data analysis we
found out that the hypothesis is proved right. The total average score for the
executives is 3.83 in a scale of 1-5, which means that the Performance level in the
executives is good at NTPC, Rihand. The average score for the Executives for each
grade were above 3, which reflect that the Performance Management is good at
NTPC Rihand.
A performance management system consists of the processes used to identify,
encourage, measure, evaluate, improve, and reward employee performance at work
Employees’ job performance is an important issue for all employers. Performance
management is about getting results. It is concerned with getting the best from
people and helping them to achieve their potential. It is an approach to achieving a
shared vision of the purpose and aims of the organization. It is concerned with
helping individuals and teams achieve their potential and recognize their role in
contributing to the goals of the organization.
ABOUT THE ORGANIZATION
CHAPTER: 1 NTPC (COMPANY PROFILE)
Overview of the Power sector
Profile of NTPC
Mission & vision
Joint Ventures
Organizational Chart
Growth and Development
NTPC Rihand
NTPC
AN OVERVIEW
National Thermal Power Corporation Limited (NTPC) is the largest thermal power generating company of India. A public sector company incorporated in the year 7 th
November 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by Domestic Banks, Public and others. Within a span of 30 years, NTPC has emerged as a truly national power company, with power generating facilities in all the major regions of the country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the second most efficient in terms of capacity utilization amongst the thermal utilities in the world.
Genesis of NTPC
The Electricity (Supply) Act of 1948 provided for, among other things, setting up
of State Electricity Boards (SEBs) in each State, with the responsibility for
generation transmission and distribution of Electric Power. In 1975, the above act
was amended and the National Thermal Power Corporation Limited (NTPC) for
formed. This was done with a view to supplement the efforts of the “States” for
quicker and greater capacity addition. The mandate given to this new entity was
planning, promoting and organizing integrated development of Thermal Power
(including Associated Transmission Systems) in the country. The transmission
business was transferred from NTPC to POWERGRID, a Govt. of India
Enterprise. POWERGRID was established in the year 1989 under the Indian
Companies Act 1956 with an initial authorized share capital of Rs.50, 000 million.
The Company NTPC, the largest power Company in
India, was setup in 1975 to accelerate
power development in the country. It
is among the world’s largest and most
efficient power generation
companies. In Forbes list of World’s
2000 Largest Companies for the year
2007, NTPC occupies 411th place.
India’s 3 rd Best Power House of Human resource
In a remarkable achievement, the recently conducted Business Today – Hewitt Associates Best Employers Survey 2003 ranked NTPC the 3rd best among 220 major companies in India.
NTPC takes immense pride in its highly motivated and trained Human Resource. The Corporation’s continuous effort to augment its installed capacity and improve manpower utilization has seen its Man-MW ratio improve consistently. Great importance is attached to Training & Development using both pre and post employment training scheme.
NTPC (COMPANYPROFILE)
Type Public
Founded 1975
Headquarters New Delhi, India
Key people Mr. Arup Roy Choudhury, Chairman & Managing Director
Industry Electricity generation
Products Electrical power, Natural gas
Services Electricity Generation & distribution, Natural gas exploration, production, transportation & distribution
Revenue INR 690.36 billion (2011-2012) or US$ 12 billion
Net income INR 98.14 billion (2011-2012) or US$ 1.7 billion
Employees 26,000 (2012)
Website http://www.ntpc.co.in
NTPC is emerging as a diversified power major with presence in the entire value
chain of the power generation business. Apart from power generation, which is the
mainstay of the company, NTPC has already ventured into consultancy, power
trading, ash utilisation and coal mining. NTPC ranked 337th in the ‘2012, Forbes
Global 2000’ ranking of the World’s biggest companies. NTPC became a
Maharatna company in May, 2010, one of the only four companies to be awarded
this status. The total installed capacity of the company is 41,184 MW (including
JVs) with 16 coal based and 7 gas based stations, located across the country. In
addition under JVs, 7 stations are coal based & another station uses naptha/LNG as
fuel and 2 renewable energy projects. The company has set a target to have an
installed power generating capacity of 1,28,000 MW by the year 2032. The
capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11%
Nuclear and 17% Renewable Energy Sources(RES) including hydro. By 2032, non
fossil fuel based generation capacity shall make up nearly 28% of NTPC’s
portfolio.
NTPC has been operating its plants at high efficiency levels. Although the
company has 17.75% of the total national capacity, it contributes 27.40% of total
power generation due to its focus on high efficiency.
In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of
5.25% as fresh issue and 5.25% as offer for sale by Government of India. NTPC
thus became a listed company in November 2004 with the Government holding
89.5% of the equity share capital. In February 2010, the Shareholding of
Government of India was reduced from 89.5% to 84.5% through Further Public
Offer. The rest is held by Institutional Investors and the Public.
At NTPC, People before Plant Load Factor is the mantra that guides all HR related
policies. NTPC has been awarded No.1, Best Workplace in India among large
organizations and the best PSU for the year 2010, by the Great Places to Work
Institute, India Chapter in collaboration with The Economic Times.
The concept of Corporate Social Responsibility is deeply ingrained in NTPC's
culture. Through its expansive CSR initiatives, NTPC strives to develop mutual
trust with the communities that surround its power stations.
VISION
“ To be the world’s largest and best
power producer, powering India’s
growth.”
MISSION
“Develop and provide reliable power,
related products and services at
competitive prices, integrating
multiple energy sources with
innovative and eco-friendly
technologies and contribute to
society.”
Core Values – BE COMMITTED
B - Business EthicsE - Environmentally & Economically SustainableC - Customer Focus
O - Organizational & Professional PrideM - Mutual Respect & TrustM - Motivating Self & othersI - Innovation & SpeedT - Total Quality for ExcellenceT - Transparent & Respected OrganizationE - EnterprisingD – Devoted
JOINT VENTURE COMPANIES OF NTPC
Subsidiary companies of NTPC
ORGANISATIONAL CHARTOPERATIONAL/ ORGANIZATIONAL STRUCTURE OF NTPC
NTPC Ltd. has a 3 tier structure comprising Corporate Centre (CC), Regional Headquarter
(Seven in numbers) – NCR, NR, SR, ER-I, ER-II ,WR & Hydro) and Stations/Projects. The
Board of Director is headed by the Chairman and Managing Director (CMD) and there are six
functional Directors, two independent Directors and four Independent Directors
THE GROWTH STORY
Installed capacity reaches 39,174 MW (including 4364 MW under JVs).
All time highest single day generation of 684.55 MUs from all NTPC
stations on 31st March, 2011
17,830 MW under construction at 17 locations.
COAL BASED(Owned by
NTPC)STATE
COMMISSIONEDCAPACITY(MW)
1. Singrauli Uttar Pradesh 2,000
2. Korba Chhattisgarh 2,600
3. Ramagundam Andhra Pradesh 2,600
4. Farakka West Bengal 2,100
5. Vindhyachal Madhya Pradesh 3,760
6. Rihand Uttar Pradesh 2,500
7. Kahalgaon Bihar 2,340
8. Dadri Uttar Pradesh 1,820
9. Talcher Kaniha Orissa 3,000
10.Feroze Gandhi, Unchahar
Uttar Pradesh 1,050
11. Talcher Thermal Orissa 460
12. Simhadri Andhra Pradesh 2,000
13. Tanda Uttar Pradesh 440
14. Badarpur Delhi 705
15. Sipat Chhattisgarh 2,980
16. Mauda Maharashta 500
Total 30,855
Future Capacity Additions
NTPC has formulated a long term Corporate Plan upto 2032. In line with the Corporate Plan, the capacity addition under implementation stage is presented:
PROJECT STATE MW
Coal
1.Indira Gandhi STPP- JV with IPGCL &
HPGCL (500)Haryana 500
2. Mauda I( 500) Andhra Pradesh 500
3. Vallur I -JV with TNEB ( 500) Tamilnadu 500
4.Vallur Stage-I Phase-II -JV with TNEB
(500)Tamilnadu 500
5. Bongaigaon I (3 x 250) Assam 750
6. Mauda II Maharashta 1320
7. Rihand Stage-III(500) Uttar Pradesh 500
8. Vindhyachal-IV (500) Madhya Pradesh 500
9.Muzaffarpur Expansion (2x195) – JV
with BSEBBihar 390
10.Nabinagar TPP-JV with Railways (4 x
250)Bihar 1000
11. Barh II (2 X 660) Bihar 1320
12. Barh I (3 X 660) Bihar 1980
13. Solapur I (2 X 660) Maharashtra 1320
14. Kudgi(3 X 800) Karnataka 2400
15. Meja (2 X 660) Uttar Pradesh 1320
16. Vindhyachal (500) Madhya Pradesh 500
Hydro
1. Koldam HEPP ( 4 x 200)Himachal
Pradesh800
2. Tapovan Vishnugad HEPP (4 x 130) Uttarakhand 520
3. Singrauli CW Discharge(Small Hydro) Uttar Pradesh 8
Solar
1. A & N Solar PV (5) Port Blair 5
2. Dadri Solar PV (5) Uttar Pradesh 5
Total 16,638
ABOUT NTPC - RIHAND
Address: P.O. Rihandnagar-231 223,Dist. Sonebhadra, Uttar Pradesh
Telephone: (STD-05446) - 242020-21
Fax: 242115
Email:
Approved Capacity 3000 MW
Installed CapacityStage I : 1000 MWStage II : 1000 MWStage III : 1000 MW (Under Construction)
Location Sonebhadra, Uttar Pradesh
Coal Source Amlori Mines & Dudhichua Mines & Amloric Expansion Mines
Water Source Rihand Reservoir
Beneficiary States
Uttar Pradesh, Uttranchal ,Haryana, Punjab,Rajasthan, Jammu & Kashmir,Himachal Pradesh, Delhi andChandigarh
Approved Investment Rs. 2387.40Cr (Stage-I) Rs. 3451.97Cr (Stage-II)
Unit Sizes 6x 500 MW
Units Commissioned
Unit -I 500 MW March 1988Unit -II 500 MW July 1989Unit -III 500 MW January 2005
Unit -IV 500 MW September 2005Unit -V 500 MW (Full Load on 25th May 2012)Unit -VI 500 MW (Under Construction)
The NTPC Rihand is situated on the south shore of the Rihand Reservoir in Uttar Pradesh. The first development of the power station is referred to as Rihand STPP Stage-I and comprises the installation of 2 x 500 MW boiler & steam turbine generator units and associated plant. Future extension of four or perhaps six units is envisaged and the site is laid out to allow for the full site development of 3000 MW.
The stage I of power station was designed and constructed by NEI P.L.C. UNITED KINGDOM
Currently NTPC Rihand has the capacity of (6 x 500) 3000 MW. The Rihand reservoir is the main resource of water, which is used in power generation system. Stage I , Stage II & Stage 3 (5 x 500) MW are under running condition. Stage II is advanced version of Stage I. Stage II designed and constructed by BHEL (Bharat Heavy Electricals Limited).
The generated power is supplied to various north states such as Jammu & Kashmir, Haryana, Uttar Pradesh, Delhi.
NTPC is awarded with:-
1. GOLD MEDAL for ‘Best reproductively award’.2. GREENTAKE AWARD.
Brief Description of the Power Plant
RhSTTPP has strength of 558 Executives and 523 Workers. Technically the
executive team has a strong professional qualification base. Most of the core
functions like O&M, HR, Contracts and Materials, Finance, Projects are carried
out by dedicated trained and highly educated employees. Some of the non-core
activities like housekeeping and security have been out sourced through agencies
that are expert in their own areas like CISF having been retained for Plant and
Colony Security and Fire services. The employees selected into NTPC undergo
medical fitness check before appointment. They are provided with all medical
facilities during their services to remain fit and healthy.
CHAPTER: 2
OBJECTIVES OF THE PROJECT
PURPOSE & SCOPE OF THE PROJECT
OVERVIEW OF HR DEPT. NTPC RIHAND
OBJECTIVES OF THE PROJECT
Following are the objectives of the project Performance Management System
(PACE):-
To study Performance Management System in NTPC Rihand.
To know the attitude /perception of employees towards PACE.
To know the extent up to which PACE is used in NTPC RIHAND.
Basically there are five parameters in PACE:-
1. Linkages
2. Goal Setting
3. Role of HR
4. Evaluation’s Method
5. Manager’s Support
PURPOSE
The purposes of the performance management system are to ensure that:
1. Provide the basis for establishing the base pay of all employees & any temporary payments;
2. Employees have an understanding of the quality & quantity of work expected from them;
3. Employees receive ongoing information about how effectively they are performing relative to expectations;
4. Awards & salary increases based on employees performance & are distributed accordingly;
5. Opportunities for employee development are identified;
SCOPE
The performance management system applies to all staff of any organizations.
Frequency of appraisals Ongoing feedback Access to pay decisions Rewards Career Development
OVERVIEW OF HR DEPT. NTPC RIHAND
“TO ENABLE OUR PEOPLE TO BE A FAMILY OF COMMITTED WORLD CLASS PROFESSIONALSMAKING NTPC A LEARNING
ORGANISATION”
HR STRATEGY
HR Departments AT NTPC - RIHAND
The three R’s have been properly taken care of in NTPC viz., Recruiting, Retaining and Retiring. The HR Function in NTPC-Rihand comprises of the different functions which has been grouped under the following sections:
HR STRATEGY
Competence Building
Commitment Building
System Building
Culture Building
1.EMPLOYEE BENEFITS
The EB Section looks after the various employee advances, employee benefits, facilities, incentives and other benefits. Its functions are manifold. Its functions are as under:
i) Recruitment of employees in the Non – Executive Cadre
ii) Joining of an employee – Fresh and on Transfer
iii) Clearing of probation
iv) Promotion of employees
v) Adherence to the Annual Appraisal of the employees
vi) Employee Benefits / Facilities
Leave Travel Concession to its employees
Medical Attendance and Treatment of the Employees
Special Disability Leave
Facilities for Higher Studies
Reimbursement of Membership Fees for Professional Bodies / Institutes
Reimbursement of expenditure on Children’s Education
2. PUBLIC RELATIONS
This Department looks after all the internal and external communications areas
including press relations, house magazines, advertising, films etc. The total
advertisement activity of NTPC, including releasing of tenders notices and job
advertising are being coordinated by the PR Department.
• Press relation,
• House magazines,
• Advertising, films etc. the total advertisement activities of NTPC ltd.
• Including releasing of tender notices and job advertising are being co-coordinated by the PR section.
• Video Magazine and House Journals are published on regular basis to update the knowledge of employee regarding all kind of activities within project and its vicinity.
3. EMPLOYEES SERVICES
Important Functions:
Medical Assistance & Treatments
Facilities for Higher Studies
Workers Education Scheme
Adults Education Scheme
Employees Education Programmes
Scheme for grant of Merit Scholarships to Children of NTPC’s Employees
Transportation Facilities for Employees & their Family Members
House for Employees
Township Security etc.
4. EMPLOYEES WELFARE
Welfare is a broad term encompassing measures aimed at providing Housing, Medical, Schooling, Sports & games, Social, Cultural & Recreational etc. facilities.
Welfare activities may be grouped under two broad categories
STATUTORY WELFARE ACTIVITIES(Factories Act,1948)
NON STATUTORY WELFARE ACTIVITIES(KalyanKendra, Sports Council)
• Festival Celebration
• Sharad Mela
• Schools Maintenance in our township.
• Being a remote project, bus facilities are available for nearby railway stations and college going children.
5.EMPLOYEES DEVELOPMENT
• Various competition organized like NOCET, NCYM, Business
Minds, Business Quiz, Medha Pratiyogita to promote the overall growth of the employees.
• Skill up gradation scheme for non-executives, DPGE program already being conducted at Rihand
• New Leadership development policy introduced.
• NTPC Reward and Recognition System
• Conducting various surveys such as Bodh, E-darpan and customer service satisfaction surveys etc.
• Training & Development needs.
• Career Growth needs, Motivation and Moral Support needs etc.
6. EMPLOYEES RELATIONS
To manage organization’s overall relations with Employees Associations –
Executives and Worker’s unions
To manage Industrial Relations – handle Unions and Associations meetings
and resolves employee’s issues
To manage Employees Relation System & various participative forums
like Safety Committee, Township Advisory Council, Joint Plant Level Council,
Shop Level Council etc.
To interact on a formal as well as informal basis with key Employees
Association’ members.
To identify and address employee’s needs and concerns
To coordinate with Regional & Corporate HR on Employee Relations issues.
To coordinate with other HR groups and station for seamless delivery of HR
TRADE UNIONS AT RIHAND
1. NTPC MAZDOOR SANGH
2. NTPC KARMACHARI SANGATHAN
3. RIHAND KARMCHARI AWAM VISTHAPIT MORCHA
4. NTPC BAHUJAN SHRAMIK SANGH
5. NTPC VIDYUT SHRAMIK SANGH (AFFILIATED TO BMS)
7. CORPORATE SOCIAL RESPONSIBILITY AND R&R
Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and families as well as local community and society at large”.
• Direct employment in NTPC for PAPs
• Employment through PAP society
• Training for self employment
• Providing basic infrastructure in resettlement colonies
• Various initiative through Education, Health care and Rural sports.
• Several distributed generation projects in the nearby villages.
• Assistance through employee NGO like Chetna, Malviya Mission, Diamond club running various primary and secondary schools.
• Afforestation of barren Areas in and around project sites.
• Improve Health and Hygiene all around
• Providing Social Security for old age.
8. LAW SECTION
• To provide legal supports to various department.
• To make preventive measures for avoiding in fructuous litigation by legal vetting of various types of contracts, agreements and security documents prior to their final execution.
• To minimize the cost of litigation wherever possible.
• To standardize various types of contracts, bank guarantees, indemnity bond and other security document for achieving informality in approach.
(9) HR- RAJBHASHA
• This section looks after the recommendation/guidance of departments of official languages
• Promoting Hindi
• It also coordinates for conducting the PRAVIN, PRAGYA and PRABODH examination organized by department of official languages for promotion of Hindi
Hindi Incentive Public Relations
CHAPTER: - 3 REVIEW OF THE LITERATURE
3.1 OVERVIEW OF PM
3.2 Performance Management
System
3.3 PACE IN NTPC RIHAND
Performance Management
What, Why & How?
Historical Perspective :-
Measuring and appraising performance is probably the most researched area
within HRM; the last hundred years have seen continuous evolution in
approaches to managing employee performance.
The earliest recorded instance of a formal evolution report was in 1813.
The start of the industrial age in the 1800s saw trends of performance
appraisal in industry.
In the 1890s Frederick Taylor’s scientific approach and Fayal & Weber’s
bureaucratic theories suggested that financial inducements stimulated
production performance.
The Hawthorne studies in 1927 - 1932 emphasized the influence of
supportive and caring supervision. It was only after world war–I that
appraisals in industry became accepted.
The appraisal of managers was not extensively practiced until after world
war – II. The appraisal system that evolved over the period
Narrative/Essay report: Used mainly by Armed forces, Civil service and
Large organization in public sector.
Traits were the focus of performance Management in 1970s.
MBO concept came into picture in 1980s.
Performance management as referenced on this page in a broad term coined by Dr.
Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in
applications methods) for managing both behavior and results, two critical
elements of what is known as performance.
When we talk about the five dimensions of Human Resource Management (HRM),
we list down the following, namely,
Performance Management,
Career Management,
Recruitment & Selection,
Training & Development, and
Compensation & Benefits Management.
These five dimensions, though equally important, often fail to secure equal
attention from Human Resource (HR) managers. The facts that performance
management is not just an annual performance appraisal and training is not the
only solution to effective performance are forgotten by the HR managers and
the management team. As a result, successful organizations, happy with their
existing success status, is actually deprived of a potential growth that could
have been achieved should they have invested more attention to performance
management than only performance appraisal For instance, the total HR
performance of a company is worth Rs 1000, which means the employees’
performance is resulting revenue worth Rs 1000. Among this set of employees,
some are excellent performers, some are good, some moderate and some poor.
This difference in performance level are due to the fact that some are using
100% of their potentials, some working below their full potentials and some
working at zero or marginal potentials. The challenge of equalizing the
difference in performance level lies in an objective performance management
system.
What is Performance Management:
Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance
management can focus on the performance of an organization, a department,
employee, or even the processes to build a product of service, as well as many
other areas.
PM is also known as a process by which organizations align their resources,
systems and employees to strategic objectives and priorities
Performance management is about getting results. It is concerned with getting the
best from people and helping them to achieve their potential. It is an approach to
achieving a shared vision of the purpose and aims of the organization. It is
concerned with helping individuals and teams achieve their potential and recognize
their role in contributing to the goals of the organization.
It’s Management By Objectives (MBO)
It’s about setting SMARTER goals
It’s about planning to perform
It’s about periodically reviewing progress in performance
It’s about evaluating performance for further improvement
It’s about delivering reinforcement for performance success and
performance failure
PERFORMANCE MANAGEMENT SYSTEM
In the current day and age, the role of HR has evolved and developed to new
levels. the focus of HR now is largely on the development of functional strategies
to help in corporate strategy implementation. HR works in tandem with corporate
strategies for optimum results, to improve employee performance, to create a
harmonious work environment and to involve employees in decision making and
planning for the corporate. It is the role of HR to provide these opportunities and
hence it has climbed a notch higher from being just an passive participant to an
enabler and facilitator. Performance management system in HR is a key
component to increase employee motivation and drive high performance.
What is a Performance Management System?
Performance management systems set in line an organized and systematic way of
progress review, goal setting, communication, recognizing and rewarding
achievement, providing feedback for better performance and implementing
employee development programs. It is a continuous process, which is carried out
right from the time when an employee joins an organization till the time he or she
leaves . A performance management system consists of the processes used to
identify, encourage, measure, evaluate, improve, and reward employee
performance at work
Performance management in HR is aimed at improving the overall corporate
performance by enhancing individual performance within the framework of a team.
It pushes for optimum performance by setting the right expectations,
communicating effectively, defining clear roles, and setting achievable objectives.
Working of Corporate Performance Management
The following actions are included in corporate performance management systems:
Development of precise job descriptions and creating detailed employee
performance plans inclusive of their performance indicators and key result
areas (KRA).
Setting up a strong selection process in lines with the company policies so
that the right candidates are selected for the job.
Discussing and setting performance standards to measure productivity and
output set against benchmarks that have been predefined.
Giving the employee feedback and coaching on a continuous basis right
through his performance delivery period.
Catering to development and training needs by measuring productivity and
performance quality.
Having discussions on the employees’ quarterly performance and evaluating
them based on the performance plan.
Developing and implementing a set rewarding and compensation system for
employees who exceed performance benchmarks or those who excel in their
jobs based on their performance plans.
Facilitating guidance sessions, career development support and promotional
discussions for employees on a regular basis.
Holding comprehensive exit interviews to find out the reasons for an
employee’s discontentment with the company and the reason for his or her
departure.
Components of an Effective Performance Management System
Performance planning : This is the basis of performance appraisals and it is a
crucial component of a corporate performance management system. Both the
appraiser and the reviewee carry out performance planning at the start of a work
session. KRA’s and performance budgets are decided after mutual agreements
between the employee and reporting officer.
Performance appraisal and reviewing: Organizations usually have mid-
year and annual reviews in which the employees’ performance is reviewed; based
on achievements and fulfillment of his goals as well as overall performance, he/she
is appraised. The process combines both self-review as well as a review by the
reporting officer. Measurable and quantifiable achievements are rated and causes
for loopholes are detected and analyzed.
Performance feedback and personal counseling : This is a very important
step in which the appraiser and employee sit in discussion. The appraiser talks to
the employee about areas of improvement and about his levels of contribution,
expected performance achievement, etc. Along with transparent feedback, the need
for training and development is also identified. The appraiser needs to adopt
necessary measures to ensure that the employee meets the company’s expectation
levels and that he improves overall performance.
Rewarding good performance: The motivation of an employee is
determined when his good performance is recognized and rewarded. It could
directly influence the self-esteem of a person. It is very sensitive in propelling his
achievement orientation too. When an organization recognizes an employee’s
contribution and rewards him for it, he strives to do be better because of the
motivation.
Performance improvement planning: This calls for setting of new goals
and deadlines for employees. Key areas of improvement are made aware to the
employee and he is also assigned a stipulated deadline for the same. He must show
improvement within the jointly finalized and mutually accepted time-frame.
Potential Appraisal : The employee’s lateral and vertical movement is
influenced by this factor. Competency mapping and assessment techniques need to
be carried out for successful appraisal. This needs to include crucial points such as
job rotation and succession planning.
Key benefits of Performance Management Systems
In short, successful implementation of corporate performance management systems
can result in overall benefit of the organization, the manager and the employee.
Organization:
It improves overall performance of the organization and increases employee
loyalty and retention.
It improves productivity of the company and also delivers cost advantages.
It sets clear accountabilities and overcomes communication barriers in the
organization.
Manager:
It saves on a lot of precious time and reduces conflicts within the team or
department
It increases efficiency levels of team members and motivates better,
consistent high performance.
Employee:
It clarifies all the expectations of an employee including his exact role and
KRA
It gives him an opportunity for self review, assessment and introspection
It directly contributes to enhanced performance and better productivity
levels.
Career paths are defined and it promotes job satisfaction and a positive
mindset.
PACE IN NTPC RIHAND
PACE is the performance appraisal/ management system (PMS, as it is commonly
known) for the executive employees at NTPC. This system was implemented in the
year 2004 in NTPC.
Earlier the performance appraisal system was more of a subjective sort of sought of
system i.e., earlier there weren’t any set targets or key performance areas for the
employees, it was just the performance they made and the feedback on it was given
to the employees on a yearly basis.
Now the PACE has become more objective – oriented, i.e., there are set KPA’s for
the employees. The key performance areas include:
Technical knowledge
Business attitude
Strategic thinking
Resource management
Communication skills
System thinking
Interpersonal competencies
Employment skills
There is a basic question that would come to anyone’s mind that why is PACE
only for the executive employees and why not for the non – executive employees
as well. It is so because the employees at the non – executive levels may not be
able to understand the whole PMS system as some of them at different levels may
not be that educated to understand the system; i.e., they might not be well – versed
with the system, and therefore will not be able to work according to the system and
therefore they have a different appraisal system.
Mid – year Review
Annual Assessment
Annual Assessment
Performance planning
Feedback
Normalization Process
Step 1
Step 5
Step 4
Step 3
Step 2
PMS Process
PMS is a five step process:-
Step 1
Identifying KPAs, Constituents, Weightages, Measures and Targets.
Identifying Functional and Managerial Competencies for the executive.
Step 2
Joint review of performance(KPAs ,Competencies, Values and Potential)
Document mid-year review discussions
Document changes in KPAs, if any
Step 3
Assessment of KPAs, Competencies, Values and Potential by reporting
officer
Training and Development Plans
Review by reviewing officer
Step 4
Parity and integrity by minimizing rater variation across various
departments is ensured
Objectivity and transparency in the appraisal system is enhanced
Step 5
Communication of score and relative performance
Developmental feedback
Step #1: Performance Planning KPA Setting Process
Process Steps
Set KPAs
KPA setting for all executives in consultation with the reporting officer
KPAs to be set by referring to the KPA Directory and taking inputs from the
MoU targets, functional plans, individual responsibilities and cascading of
KPAs from the top
The KPAs, once finalised, to be signed off by the reporting officer and the
executive
Identify Competencies
Corporate plan
MOUsCompany Goals
Unit GoalsInitiatives
Functional/ Departmental Goals
Special taskIndividual Goals
Functional competencies for the executive to be identified and written in the
PMS form by referring to the Competency Directory
Managerial competencies to be identified from the prescribed set on the
PMS form
Competencies to be signed off by the reporting officer and the executive
Step #2: Mid-year Review
Process Steps
Self appraisal to be completed
Discussion on KPAs, Competencies, Potential and Values to be
conducted
Reporting officer to document discussion
Reporting officer and executive to discuss changes in KPAs, if
necesary
All KPAs to be re-filled in the form if any changes made in either the
KPAs, weightages or targets
Justification for change to be documented
Step #3: Annual Assessment
Process Steps for Reporting Officer and Executive
Evaluate performance against KPAs by comparing actual performance to
targets set
Evaluate
Functional/technical competencies (chosen at the beginning of the year)
Managerial competencies (3 mandatory and 3 optional)
Values
Potential
Complete section on Special Achievements
Transfer scores from all sections to the section on Total Marks for
consolidation
Complete Individual Training and Development Plan
Process Steps for Reviewing Officer
Review the marks given for each section by the reporting officer –check for
overrating or underrating
Hold discussion with reporting officer in case changes in scores are required
Rationale for changes in scores must be documented on PMS form
Reviewing officer and reporting officer sign-off on the PMS form
Step #4: Normalisation Process
Objectives of Normalisation Process
Ensure parity and integrity by minimizing rate variation across various departments
Enhance objectivity and transparency in the appraisal system
Process Steps
Assess the overall achievement of the business unit MoUs and functional
goals; normalisationwould be done in view of the overall achievement of
these goals
Plot distribution of scores for the cluster to check
for skewing within and across departments
Checks to be made whether employees have been overrated or
underrated on various PMS parameters such as:
KPA assessment Competencies, Values and Potential assessment
Make suitable adjustments to scores, where necessary,
Scores (revised and unchanged) and reasons for normalization to be
documented in PMS form
All executives in the cluster must be categorized into Top 20%, Middle
70% and Bottom 10%
PMS scores from
reporting officer
Reviewer to check integrity
Performance
Management
Committee
Final Output
Top 20%,
Middle 70%,
Bottom 10%
Step#5: Communication of Score and Developmental Feedback
Process Steps
• Performance Management Committee output to be sent to HR
•Final individual scores
•Relative ranking
•Rationale for any changes made
• HR to consolidate final scores, relative ranking and feedback from Performance
Management Committee for all employees
• HR to send final score sheet with relative ranking and feedback from
Performance Management Committee (if any) to respective reporting officers
• Reporting officers to communicate final score, relative performance as well as
developmental feedback to executive
Performance Management Committee Output
Human Resources
Reporting Officer
Executive
Reporting officers to be provided training on performance feedback and
counseling skills
PMS would comprise assessment on four parameters with different
wieghtages for various levels
S.NO. PMS PARAMETER WEIGHTAGES FOR DIFFERENT GRADES
E1-E5 E6-E7 E7A-E8 E9
1 KPA 65 50 50 50
2 a. Functional
competency
assessment
10 10 10 5
b. Managerial
competency
assessment
10 15 15 15
3 Potential assessment 5 15 15 20
4 Value assessment 10 10 10 10
Total 100 100 100 100
For executives in lower grades, there is higher weightage on KPAs
and functional competencies as the there is higher focus on
achieving the immediate functional tasks
The weightage on managerial competencies and values increases for an
executive as the grade increases because the role requires achieving business
goals by managing work of other employees through ethical means.
PMS calendar (E6 –E9)
PROCESS ACTIVITY TARGET
DATES
RESPONSIBILITY
Performance
Planning
Issues of PMS Forms
15th Dec – 31st Dec
HR Department
Performance Planning
1st Jan – 25th Jan ExecutivesReporting Officer
Submission to HR
30th Jan Reporting Officer
Mid-year
Review
Issue of PMS form for mid-year review
20th Jun – 30th Jun
HR Department
Mid-year performance review
1st – 15th October
ExecutivesReporting Officer
Submission to HR
21st October Reporting Officer
Annual
Assessment
Issue of PMS form for annual assessment
15th Mar-31st Mar
HR Department
Annual Assessment
1st April-25th April
ExecutivesReporting OfficerReviewing Officer
Submission to HR
30th April Reviewing Officer
Normalisatio
n
Normalisation 1st May-25th May
Performance Management Committee
Feedback Performance Communication & Feedback
31st May Reporting Officer (admin support form HR)
PMS calendar (E1 -E5)
Act
ty
PROCESS ACTIVITY TARGET
DATES
RESPONSIBILITY
Performance
Planning
Issues of PMS Forms
15th Dec – 31st Dec
HR Department
Performance Planning
1st Jan – 25th Jan ExecutivesReporting Officer
Submission to HR
30th Jan Reporting Officer
Mid-year
Review
Issue of PMS form for mid-year review
20th Jun – 30th Jun
HR Department
Mid-year performance review
1st July– 15th July
ExecutivesReporting Officer
Submission to HR
21st July Reporting Officer
Annual
Assessment
Issue of PMS form for annual assessment
15th Dec - 31st Dec
HR Department
Annual Assessment
1st Jan - 25th Jan ExecutivesReporting OfficerReviewing Officer
Submission to HR
30th Jan Reviewing Officer
Normalisatio
n
Normalisation 1st Feb-15th Feb Performance Management Committee
Feedback Performance Communication & Feedback
28th Feb Reporting Officer
CHAPTER: - 4 HYPOTHESIS
RESEARCH DESIGN
SAMPLE DESIGN
SAMPLE SIZE
DATA ANALYSIS
HYPOTHESIS
A hypothesis may be defined as a proposition or a set proposition set forth as an
explanation for the occurrence of some specified group of phenomena either
asserted merely as a provisional conjecture to guide some investigation or accepted
as highly probable in the light of established facts.
An effective Performance Management System is followed in NTPC Rihand.
RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and the analysis
of data in a manner that aims to combine relevance to the research purpose with
economy in procedure.”
SAMPLING DESIGN
For completion of the research work a survey was conducted. Following is the
description of the Sample Design considered for the survey:
Sample Unit:
The sample unit constitutes the Executive Employees of NTPC of the level E1 –
E7 & Above.
Sample Size:
The sample size, which has selected for this project is 210. The sample size
constitutes of the executive employees of NTPC.
Sampling Technique:
The sampling technique used in the study is ‘random sampling technique’.
Collection of Data:
The method of Data collection used in the study is ‘Survey/ Feedback’ methods.
Research Instrument:
The research instrument for the study is ‘Questionnaire’.
DATA USED IN STUDY
The data collected for the purpose of the study has been collected from two main
sources; they are primary data and secondary data;
(a) Primary data:
The primary data are those which are collected afresh and for the first time, and
thus happen to be original in character. The primary data have been collected
through a Online Questionnaire and personal interaction. The data will be collected
Determining the SampleOnce the questionnaire has been framed it may be administered on sample of a randomly selected
employee.The sample size may be calculated as-
Sample size=384/(1+(383/p))Where p is the population of the plant
For example, if there are 1000 employees in the plant, thenSample size = 384(1+ (383/1000))
= 384/1.383= 277.66 ~ 278
Hence, sample size for above population is 278.After deciding the sample size, ensure that it is representative of the population, i.e.,
distributed evenly for all levels. Since numbers of levels in NTPC are many, we can divide them in brands for purpose as follows-Grade W0-W11=Brand 1 (workmen)
Grade E1-E4=Brand 2 (Team Member)Grade E5-E6=Brand 3 (Team leader)
Grade E7+=Brand 4 (HoDs)
through questionnaire method because exact and first-hand information can be
gained. This is more helpful rather than adopting any other method.
A detailed questionnaire was given to the employees which was the primary source
of my study.
The questionnaire consisted of 22 questions based on Five parameters
The employees were requested to select the answer which suited
him/her the
The total sample of the employees survey was 210 respondents
(b) Secondary Data:
The secondary data comprises of information from internal records of the
organization, text books, journals and various literature available in and outside of
the corporation, presentation reports on various topics, standing orders.
This is the data which is already available, published or unpublished and is
collected from the company records and manuals which are maintained by it.
TOOLS AND TECHNIQUES USED FOR ANALYSIS
MS Excel
MS Word
Bar – charts
DATA ANALYSIS AND INTERPRETATION
The data analysis has been done on basis of five parameter and grade wise as well.
The Questionnaire has 22 statements designed around 5 Performance Management
aspects/parameters:
S No. PARAMETERS INCLUDES (Questions)1 LINKAGES 1, 3, 9, 18, 192 GOAL SETTING 13, 17, 20, 213 ROLE OF HR 4, 11, 154 EVALUATION METHOD 2, 5, 6, 7, 8, 10, 22 5 MANAGER’S SUPPORT 12, 14, 16
S No. GRADE BAND NO. OF RESPONDENTS
1 E1-E4 1622 E5-E6 363 E7- Above 12
TOTAL 210
PARAMETERS
LINKAGES
GOAL SETTING
ROLE OF HREVALUATION
METHOD
MANAGER'S SUPPORTS
Grade Band -Wise result
E7-Above Grade
S No. Parameters Scores(E7-Above)
1 Linkages 3.312 Goal Setting 3.563 Role Of HR 3.694 Evaluation Method 2.965 Manager’s Support 3.16
Linkages Goal Setting Role Of HR Evaluation Method
Manager's Support
0
0.5
1
1.5
2
2.5
3
3.5
43.31
3.56 3.69
2.963.16
E7- Above Band
Scores
ANALYSIS:
• Highest Score (Score= 3.69) has been obtained by ‘Role of HR’ parameter.
• ‘Evaluation Method’ parameter has got lowest score (Score= 2.96) by E7 + band.
• Rest all other factors have received rating above 3 (Score >=3 is good score.)
E5-E6 Grade
S No. Parameters Scores
1 Linkages 3.372 Goal Setting 3.703 Role Of HR 3.474 Evaluation Method 3.065 Manager’s Support 3.58
Linkages Goal Setting Role Of HR Evaluation Method
Manager's Support
0
0.5
1
1.5
2
2.5
3
3.5
43.37
3.73.47
3.06
3.58
E5-E6 Band
Scores
ANALYSIS:
• Highest Score (Score= 3.70) has been obtained by Goal Setting parameter by E5-E6 band.
• ‘Evaluation Method’’ has been rated as lowest score with rating of 3.06 by E5 & E6band.
• Overall, all the factors have received rating above 3.
E1-E4 Grade
S No.
Parameters Scores
1 Linkages 3.252 Goal Setting 3.443 Role Of HR 3.224 Evaluation Method 3.145 Manager’s Support 3.41
Linkages Goal Setting Role of HR Evaluation Method
Manager's Support
2.953
3.053.1
3.153.2
3.253.3
3.353.4
3.45
3.25
3.44
3.22
3.14
3.41
E1-E4 Band
Scores
ANALYSIS:
• Highest Score (Score= 3.44) has been obtained by ‘Goal Setting’ parameter.
• ‘Evaluation Method’ has been rated as Lowest score (score= 3.14) by E1 to E4 band.
TOTAL -GRADE WISE/PARAMETER WISE SCORE
Average Score
S. no. Parameter/Grade E1-E4 E5-E6 E7-Above
Avg. Score
1 LINKAGES 3.25 3.37 3.31 3.312 GOAL SETTING 3.44 3.70 3.56 3.563 ROLE OF HR 3.22 3.47 3.69 3.464 EVALUATION METHOD 3.14 3.06 3.96 3.065 MANAGER’S SUPPORT 3.41 3.58 3.16 3.38
Avg. Scores 3.32 3.44 3.34
Graph showing Grade wise Average Score of Different Parameters.
Linkages Goal Setting Role of HR Evaluation Method
Manager's Support
Avg. Score0
0.5
1
1.5
2
2.5
3
3.5
43.37
3.73.47
3.06
3.58 3.44
E1-E4E5-E6E7- AboveAvg. Score
ANALYSIS:
• Highest Avg Score for all parameters (Score=3.44) has been given by E5 & E6.
• Lowest Avg Score for all parameters (Score=3.32) has been given by E1-E4 Band.
• ‘Evaluatio Method’ parameter has been rated lowest by all bands (Score=3.06).
• ‘Goal Setting’ parameter has been rated highest by all bands (Score=3.56).
FINDINGS
Employee’s performance has a significant impact on his career advancements at
NTPC. The employees are rewarded fairly for the contributions they make to
success of the organization. But, some employees feel that career goals and
performance gaps are not considered while nominating them for the training
programs.
Employee’s feel that individual goals are not given much importance as
compared to organizational goals while setting the KPA’s for the performance.
Employees are not satisfied with the evaluation process in the PACE system.
Many employees have said that their PMC marks are not in line with their
actual performance; also they feel that regular documentation of the
individual’s work, which can help the appraiser in the appraisal of the
performance of an individual. This again effects their marks.
Manager’s at NTPC play a important role in the performance of their
subordinates. Employees agree that their superiors help them out in
understanding the performance gaps, they inspire the employees to higher levels
of performance etc.
Although most of the employees feel that the PACE form has a simple and a
practical format, some of them feel the HR doesn’t help them out with their
queries related to the system.
As it’s a public sector there is no much scope for offering the employees with
regular promotions, there is no scope for improvement in this area as there are
limited resources available with the government and the company itself.
LIMITATIONS OF STUDY
I have sincerely tried my best to prepare this project report in precise manner with
accuracy. During the completion of the project the limitation faced by me are as
under.
As the duration of the summer training was four weeks and the time was one
of the major constraints for carry out study and to complete the project on
time.
As the project required the surveys, and necessary advice of the executives
the busy schedule of the employees was also constraint for completing the
project in the given time frame.
The survey of the employees was to be conducted in different departments
which was geographically separated.
CONCLUSION
By going through the analysis of data & following conclusions are found:-
1. Responses against most of the parameters come under the grading Good. It
denotes that the perception of the employees in connection with the PACE
provided by is near to the expectation of the employees.
2. By going through department wise study it can be seen that the employees of
most of the departments are satisfied with the goal setting.
3. Most executives agree that PACE gives direct benefits to the employees
regarding pays & promotion.
4. A good level of communication exists between the HR Dept.,employees,
unions & associations.
5. It can be concluded that without any doubt that both the management &
workers are working properly for the betterment of organization.
SUGGESTIONS
Presently in the PMS the performance of the candidate is evaluated annually
as a result employees are not highly satisfied with it so the evaluation can be
conducted half yearly so that employees can get to know the area in which
they are lacking so that get the training at the correct time and also get to
know their productivity and efficiency as a result their performance improve
at a faster rate.
The PMS should provide sufficient scope to the employee for
accomplishment of their group objective along with their individual
objective by evaluating their performance in a group because
achievement of group objective is also important.
The onl ine way of f i l l ing the PACE form was adopted in
2009 but th is form should be s impl i f ied as employees f ind i t
complex and t r icky to f i l l i t . Training on e-PMS may be
p lanned annual ly for a l l execut ives .
In the PMS, the employees’ feedback is being provided only by the reporting
officer, but, instead, it should also be given by the HoDs on the basis of the
performance of the entire group. This would enable the employee to know
his/ her performance vis-à-vis other employees in the group and thus know
his true position in the organization and the areas where s/he can improve
her/himself.
BIBLIOGRAPHY
Websites:
www.ntpc.co.in
www.ntpc.nic.in
Local intranet of NTPC, Rihand
www.google.com
References:
Records from HR Department of NTPC, Rihand.
House Journals of NTPC (NTPC News etc.)
House Journals of NTPC Rihand
HR Manual of NTPC available in intranet.
NTPC News Samachar
ANNEXURE
PACE Questionnaire
INSTRUCTIONS:
The following questionnaire is designed to study the PACE process and factor affecting it. Please give us your free and candid opinion. Your answers are important to us and shall be treated with utmost confidentiality.
Please rate the following statements on 1-5 scale, “1” being “Strongly Disagree”, by putting a tick mark in the appropriate cell
Respondent details: -Grade: _________ Department: __________
SNo. Statement Strongly
Disagree
Disage Neither
Agree nor
Disagree
Agree Strongly
Agree
1. The ability to deliver performance
commitments strongly influences career
advancement at this organization
1 2 3 4 5
2. My manager gives me regular performance
feedback so that there are no surprises at
the end of the performance cycle
1 2 3 4 5
3. Career goals and performance gaps are
considered while nominating employees to
any training program
1 2 3 4 5
4. HR is able to effectively answer system
related queries put forward by me
1 2 3 4 5
5. There is regular documentation of
individual's work which can be easily
referred to during annual performance
appraisal.
1 2 3 4 5
6. My manager explains me the reasons for
change in marks, if any, after
normalization
1 2 3 4 5
7. I feel PMC marks are in line with my
actual performance
1 2 3 4 5
8. My manager directly addresses issues of
poor performance
1 2 3 4 5
9. My performance has a significant impact
on my rewards
1 2 3 4 5
10. My manager is able to effectively explain
my performance gaps to me
1 2 3 4 5
11. HR helps me in understanding the PACE
process
1 2 3 4 5
12. My manager takes time to help each
employee achieve their best
1 2 3 4 5
13. I set my KPA's at the beginning of
performance cycle
1 2 3 4 5
14. My manager helps me understand the how
my work contributes to organization's goals
1 2 3 4 5
15. HR provides regular training and reading
material to help employees understand
PMS better
1 2 3 4 5
16. My manager inspires me to higher levels of
performance
1 2 3 4 5
17. PACE form has a simple and practical
format
1 2 3 4 5
18. I am rewarded fairly for the contributions I
make to the organization's success
1 2 3 4 5
19. The performance assessment process helps
me improve my performance
1 2 3 4 5
20. Managers jointly set goals with
subordinates to ensure proper cascading of
targets.
1 2 3 4 5
21. Individual's career goals, and not only
organization's goals, are taken into account
while setting KPA's
1 2 3 4 5
22. The system of Appeals has helped in
making PACE process more transparent.
1 2 3 4 5