SUMMER INTERNSHIP REPORT

ON
PERFORMANCE 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)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)

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

Introduction of HR Policy.
Introduction of Performance Management System(PMS).
Types of Performance Appraisal Methods.
Introduction of PACE policy of NTPC Ltd.
Objective for conducting Survey.
PMS survey questionnaire.
Responses.
Analysis and interpretation of responses.
Result.
Conclusion.
Recommendations.
References.

NTPC-Introduction
NTPC 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 capacity
Installed Capacity
Location
Coal Source
Water Source
Beneficiary States
Approved Investment
Unit Sizes

Units Commissioned

International Assistance

2000MW
2000 MW
Sonebhadra, Uttar Pradesh
Jayant/Bina Mines
Rihand Reservoir
Uttar Pradesh, Uttranchal ,Rajasthan, Punjab,
Haryana, Delhi and Jammu & Kashmir, Himachal
Pradesh, Chandigarh
Rs. 1190.69 Crore
Stage - I: 5x 200 MW
Stage -II: 2x 500 MW
Unit -I 200 MW February 1982
Unit -II 200 MW November 1982
Unit -III 200 MW March 1983
Unit -IV 200 MW November 1983
Unit -V 200 MW February 1984
Unit -VI 500 MW December 1986
Unit -VII 500 MW November 1987
IDA
KWF

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

Business Ethics

Environmentally & Economically Sustainable

Customer Focus

Organisational & Professional Pride

Mutual Respect & Trust

Motivating Self & others

Innovation & Speed

Total Quality for Excellence

Transparent & Respected Organisation

Enterprising

Devoted

(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."

Recruitment
NTPC 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 & Opportunities

They 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 & Recognitions

They 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, Compete

They 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-Life
NTPC is proud of its systems for providing a good quality of work-life for its
employees. In addition to providing beautiful and safe work places, NTPC
encourages a culture of mutual respect and trust amongst peers, superiors
and subordinates. Away from hectic city life, NTPC townships provide an
environment of serenity, natural beauty and close community living.
Numerous welfare and recreation 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 Schemes

To 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.

Awards
NTPC 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

AGM(HR-EDC)
AREA:EDC
MANAGER(HR)
Asstt.MANAGER(HR)
Area:ER/CISF/ES/EW/SCHOOLS/RT
I/ESTATE OFFICER/CANTEENS
Area:ES/EW/SCHOOLS

Sr.MANAGER(HR)
Area:ER/ES/EW/TA/HINDI/C
SR/PR
MANAGER(HR)
Area:TA/HINDI/CSR/PR/GUEST
HOUSE/FIELD.HOSTEL

Sr.MANAGER(HR)
Area:EB/HRD/IE
Asstt.MANAGER(LAW)
Area:LAW/LISIONING

MANAGER(TRG)

MANAGER(TRG)

MANAGER(HR)

Area:EDC

Area:EDC

Area:EB/TO/PMS

Asstt.MANAGER(HR)
Area:TA/GUEST/HOUSE/FI
ELD.HOSTEL

Asstt.MANAGER(
Rajb.)
Area:HINDI/CSR

OFFICER(CSR)
Area:CSR

Asstt. MANAGER(HRIndl Engg)

Area:IE/EB/SEP.Cell/HR
D

Asstt.MANAGER(PR)
Area:PR

HR POLICY

HR Policy includes:1) EMPLOYMENT AND SERVICE CONDITIONS

a)
b)
c)
d)
e)
f)

Recruitment policy and procedures

Service Rules
Conduct, discipline and appeal rules
Guidelines for disciplinary procedure
Working hours
Transfer policy

2) PAY SCALES AND ALLOWANCES

a)
b)
c)
d)
e)
f)
g)
h)
i)
j)

Pay scales
Pay fixation rules
Dearness allowance
Non - practicing allowance for medical executives
Locational allowances
House rent allowance rules
Rules relating to company leased residential accommodation for executives
Cafeteria approach
Travelling allowance rules
Compensation for working on overtime to the employees in workman category at
projects/stations where one or more units have been commissioned
k) Miscellaneous allowances
l) Negative pay advance

3) EMPLOYEE BENEFITS
a)
b)
c)
d)
e)
f)
g)

NTPC leave rules

Special disability leave rules
Holidays
Medical attendance and leave rules
Wedding gift
Scheme of grant of family accommodation at a location other than the place of posting
Scheme for providing laptop for official purposes

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

4) SOCIAL SECURITY
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)

NTPC LTD. employees provident fund trust rules

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

5) ADVANCES
a)
b)
c)
d)
e)
f)

House building advance rules

NTPC conveyance advance rules
NTPC personal computer advance rules
Scheme for sanction of advance for purchase of furniture/household items
Multi purpose advance rules
NTPC children higher education loan scheme

6) INCENTIVES AND ADVANCE

a)
b)
c)
d)
e)
f)
g)
h)
i)
j)

Generation incentive scheme

NTPC incentive scheme for acquiring higher/additional qualifications
Incentive scheme for promoting small family norms
Incentive scheme for national and all india awards
Scheme for grant of non-monetary incentive
Long service award scheme
NTPC swarn shakti award
NTPC reward system
Award scheme for articles published in horizon
NTPC incentive scheme

7) HUMAN RESOURCE DEVELOPMENT

a) Pace

b) Promotion policy
c) Employee development scheme
d) 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 studies1
f) Scheme for job rotation and career growth path
g) Scheme for acquiring energy auditor certificate (bee) for ntpc executives
h) Scheme for facilitating ntpc employees with its qualification to acquire diploma in
engineering
i) Scheme for certification program for project management professionals
j) NTPC open competition for executive talent
k) System of mentoring ankur in NTPC
l) NTPC leadership development system
m) Training system in NTPC
n) System for management games business minds in NTPC
o) Honorarium for faculty on training and management development
p) Programmes & honorarium to external experts for selection interviews
q) Guidelines for conduct of survey
r) HR audit system

8) EMPLOYEE RELATIONS AND WELFARE

a)
b)
c)
d)
e)

Participative forums in NTPC

Grievance procedure (for executives)
Grievance procedure (for non-executives)
Workers education scheme
Adult education scheme

9) EMPLOYEE SERVICES
a) Allotment of residential accommodation rules
b) Guidelines for providing various fittings and white/colour washing of company
quarters at project sites/ townships
c) Guidelines on providing accommodation to outside agencies
d) NTPC guest house rules
e) Recoveries
f) Procedure to be followed in case company's vehicle meets with an accident
g) Norms for stationery items, furniture & office space etc.
h) System for disposal of old personal computers / laptops and peripherals
i) NTPC scheme for reimbursement of litigation expenses to executives in cases arising
out of motivated false complaints against them
j) 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 employee

Why 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

APPRAISAL PERFORMANCE

PERFORMANCE INTERVIEW

ARCHIEVE APPRAISAL DATA

Performance management
USE APPRAISAL DATA FOR
APPROPRIATE PURPOSES

Types Of Performance Appraisals

a) Past-oriented methods

Feedback

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)

i.
ii.
iii.
iv.

Given by Peter F. Drucker

It consists of:Establish goals
Setting performance standards
Actual level of goal attainment is compaired with the goals agreed upon
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 jobrelated 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)

Introduction to Performance Management System (PMS)

Philosophy of Performance Management System
To build a culture of performance by aligning individual and organizational objectives
and encouraging open communication and continuous feedback.

Objectives
To accomplish the overall organisational vision and mission by linking individual
performance to company objectives
To cascade companys strategic goals to individual level
To promote professional excellence
To encourage twoway communication between the executive and the reporting
officer and bring about transparency in the performance assessment process
To evaluate the potential of the executive to assume higher responsibilities in the
organisation
To provide a source of talent for meeting the organisations growth requirements
through a process of mapping the competencies and potential of executives
To translate future skill requirements of the organization into individual development
plans
To identify high performers and recognise them through rewards and incentives, and
To facilitate fulfillment of individual aspirations

Applicability

 PMS is applicable to all executives of NTPC (E1 E7A)

Executives who join NTPC on deputation or those retaining lien while in service of
NTPC are also covered by this scheme
Executives who join in the middle of the PMS cycle (see next section), but have served
for a minimum period of three months
NTPC executives who are on secondment or are lent on service to subsidiaries and
joint ventures with NTPC management.

PMS CYCLE
Performance Assessment year
Performance assessment years have been set up as follows:
For E6 to E7A: The performance assessment year commences from 1st April of
each year and continues until 31st March of the following year
For E1 to E5: The performance assessment year commences from 1st January of each
year and continues until 31st December of the same year.

PMS CALENDER
Stages of PACE
Performance Planning
Mid Year Review

E1 to E5
1st to 25th January
1st to 15th July

Annual Assessment

15th Dec to 7th Jan

Normalization

15th to 31st January

E6 to E7A
1st to 25th April
1st to 15th October
1st to 25th April
1st to 25th May

Communication of scores

7th February

31st May

Appeal

12th February

5th June

PMS Process

The PMS process is broadly divided into the following stages

Performance Planning
Mid Year Review
Annual Assessment
Normalisation
Feedback, Coaching and Counselling

Performance Planning
Performance Planning is the process of:
Defining expectations i.e. the work to be done, the results/targets to be achieved and
skills/competencies needed to achieve these objectives
Setting Measures and Targets, determining priorities and weightages of results to
be achieved
Identifying and allocating appropriate resources (such as manpower, tools, training,
budget etc.) to enable the executive to achieve the targets
While defining work objectives and measures, it is necessary to ensure that:
Goals/ Targets/ Objectives are SMART (Specific, Measurable, Agreed, Realistic
and Time bound)
Results are substantially within the executives control
Measures relate to results
Data is available for measurement
Agreement on mutually agreeable and achievable performance targets is arrived at
after sufficient discussion between reporting officer and executive has taken place.

Mid Year Review

Performance management is not an event but an ongoing process. Mid year
reviews help in the following ways: Reinforcing good performance in time
Updating the status of targets i.e. progress review
Identifying areas for midcourse correction
Revisiting KPAs and goals, if necessary
Assessing resource and skill requirements affecting the individuals performance
Discussion and feedback on functional competencies, managerial competencies,
potential competencies and core values actualisation

 Providing early warnings of nonperformance, i.e. avoiding year end surprises

Annual Assessment
The objectives of Annual Assessment are to:
Discuss and arrive at an assessment of performance with respect to agreed targets
Assess the competencies, potential and core values actualisation by the individual
Agree upon improvement plans and development needs for the individual.

Normalisation
The objectives of the Normalisation System in PMS are to:
Ensure parity and integrity by minimizing variation in rating by different reporting
officers across various departments and locations
Enhance objectivity and transparency in the appraisal system
To view individual performance from the perspective of organizational achievement.

Feedback, Coaching and Counselling

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
developmental feedback are critical to this process.

Feedback
Providing feedback on performance presents the following benefits:
Creates transparency making PMS more acceptable to individuals
Reinforces good performance on time
Enables development of coaching and mentoring relationship between reporting
officer and executive
Ensures that organizational objectives are achieved to an acceptable standard and in
an acceptable form

Coaching and Counselling

Coaching is an onthejob approach to help individuals to develop and raise their skills
and levels of competence. Coaching typically consists of:
Making executives aware of how well they are performing and their present level of
knowledge and skill
Providing guidance to individuals to enable them to complete their work satisfactorily
Motivating individuals to learn new skills and develop themselves
Facilitating individuals to raise their level of contribution and achievement.

PMS Linkage with Other HR systems

Training and development system
Reward system
Career development system

The PMS Form

The PMS form is divided into following parts
SNo

Topic

E1E3

E4E7A

Performance Planning and Assessment

Part I

Part I

Dashboard of Key Performance Areas (K

PAs)

Part IA

Part IA

Details of KPA

Part IA

Part IA

Mid Year Review

Part IB

Part IB

Competency Assessment

Part II

Part II

Functional/ Technical Competencies

Part IIA

Part IIA

Executive/Managerial Competencies

Part IIB

Part IIB

Core Values

Part III

Part III

Potential Competencies

-----

Part IV

Special Achievements

Part IV

Part V

Total Marks

Part V

Part VI

Individual Training and Development Pl

an

Part VI

Part VII

Distribution of Marks
Level

KPA

Functional/
Technical
Competenci
es

Managerial
/Executive
Competenci
es

Values

Potential
Competenci
es

Total

E1 to E3
E4
E5
E6 to E7A

80
75
65
50

10
10
10
10

5
5
10
15

5
5
5
15

---5
10
10

100
100
100
100

(Source- NTPC Ltd PACE Policy manual)

Objective
a) 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 QUESTIONNAIRE

Answer to be given in the 5 point scale:12345-

Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree

1)
2)
3)
4)
5)

Performance commitments has direct impact on career advancement.

Regular performance feedbacks are taken at the end of the performance cycle.
Nomination of employees to any training involves career goals and performance gaps.
System related queries is effectively answered by HR.
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)
18)
19)
20)
21)
22)

PACE form has a simple and practical format.

Employees contributions to the organizations success are fairly rewarded.
PMS helps employees o improve their performance.
Goals are jointly set by managers with subordinates for proper cascading of targets.
KPAs are set by considering individuals career as well as organizations goals.
PACE process has become more transparent by the system of appeals.

RESPONSES

QUESTIO
(1)
(2)
N NO.
1
13
25
2
10
39
3
24
44
4
8
32
5
13
42
6
29
43
7
29
41
8
13
35
9
16
31
10
14
34
11
16
23
12
17
20
13
3
2
14
10
22
15
20
44
16
10
24
17
15
20
18
25
41
19
15
31
20
12
31
21
17
32
22
15
32
Interpretation of Responses

(3)
30
38
36
43
49
30
37
44
33
45
35
50
14
41
42
34
39
31
49
37
40
46

(4)
75
56
42
63
40
39
38
54
55
48
67
53
85
64
41
64
72
48
53
58
58
54

(5)
14
14
11
11
13
16
12
11
22
16
16
17
53
20
10
25
11
12
9
19
10
10

Analysis
and

Total number of executives who filled the survey=157

QUESTIO

(1)

(2)

(3)

(4)

(5)

N
NO.
1

10

11

12

(13/157)*10
0
=8.28%
(10/157)*10
0
=6.39%
(24/157)*10
0
=15.28%
(8/157)*100
=5.09%
(13/157)*10
0
=8.28%
(29/157)*10
0
=18.47%
(29/157)*10
0
=18.47%
(13/157)*10
0
=8.28%
(16/157)*10
0
=10.19%
(14/157)*10
0
=8.91%
(16/157)*10
0
=10.19%
(17/157)*10

(25/157)*10
0
=15.92%
(39/157)*10
0
=24.84%
(44/157)*10
0
=28.02%
(32/157)*10
0
=20.38%
(42/157)*10
0
=26.75%
(43/157)*10
0
=27.38%
(41/157)*10
0
=26.11%
(35/157)*10
0
=22.29%
(31/157)*10
0
=19.74%
(34/157)*10
0
=21.65%
(23/157)*10
0
=14.64%
(20/157)*10

(30/157)*10
0
=19.10%
(38/157)*10
0
=24.20%
(36/157*100
=22.92%
(43/157)*10
0
=27.38%
(49/157)*10
0
=31.21%
(30/157)*10
0
=19.10%
(37/157)*10
0
=23.56%
(44/157)*10
0
=28.02%
(33/157)*10
0
=21.01%
(45/157)*10
0
=28.66%
(35/157)*10
0
=22.29%
(50/157)*10

(75/157)*10
0
=47.77%
(56/157)*10
0
=35.66%
(42/157)*10
0
=22.92%
(63/157)*10
0
=40.12%
(40/157)*10
0
=25.47%
(39/157)*10
0
=24.84%
(38/157)*10
0
=24.20%
(54/157)*10
0
=34.39%
(55/157)*10
0
=35.03%
(48/157)*10
0
=30.57%
(67/157)*10
0
=42.67%
(53/157)*10

(14/157)*100
=8.91%
(14/157)*100
=8.91%
(11/157)*100
=7.00%
(11/157)*100
=7.00%
(13/157)*100
=8.28%
(16/157)*100
=10.19%
(12/157)*100
=7.64%
(11/157)*100
=7.00%
(22/157)*100
=14.01%
(16/157)*100
=10.91%
(16/157)*100
=10.19%
(17/157)*100

13

14

15

16

17

18

19

20

21

22

0
=10.82%
(3/157)*100
=1.91%

0
=12.73%
(2/157)*100
=1.27%

0
=33.75%
(85/157)*10
0
=54.14%
(64/157)*10
0
=40.76%
(41/157)*10
0
=26.11%

=10.82%

(22/157)*10
0
=14.01%
(44/157)*10
0
=28.02%

0
=31.84%
(14/157)*10
0
=8.91%
(41/157)*10
0
=26.11%
(42/157)*10
0
=26.75%

(10/157)*10
0
=6.36%
(20/157)*10
0
=12.73%
(10/157)*10
0
=6.36%
(15/157)*10
0
=9.55%
(25/157)*10
0
=15.92%
(15/157)*10
0
=9.55%
(12/157)*10
0
=7.64%
(17/157)*10
0
=10.82%
(15/157)*10
0
=9.55%

(24/157)*10
0
=15.28%
(20/157)*10
0
=12.73%
(41/157)*10
0
=26.11%
(31/157)*10
0
=19.74%
(31/157)*10
0
=19.74%
(32/157)*10
0
=20.38%
(32/157)*10
0
=20.38%

(34/157)*10
0
=21.65%
(39/157)*10
0
=24.84%
(31/157)*10
0
=19.74%
(49/157)*10
0
=31.21%
(37/157)*10
0
=23.56%
(40/157)*10
0
=25.47%
(46/157)*10
0
=29.29%

(64/157)*10
0
=40.76%
(72/157)*10
0
=45.85%
(48/157)*10
0
=30.57%
(53/157)*10
0
=33.75%
(58/157)*10
0
=36.94%
(58/157)*10
0
=36.94%
(54/157)*10
0
=34.39%

(25/157)*100
=15.92%

(53/157)*100
=33.75%
(20/157)*100
=12.73%
(10/157)*100
=6.36%

(11/157)*100
=7.00%
(12/157)*100
=7.64%
(9/157)*100
=5.73%
(19/157)*100
=12.10%
(10/157)*100
=6.36%
(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
i)
j)
k)
l)
m)
n)
o)

performance.
34.39% executives agree that manager takes action against poor performance.
35.03% executives agree that there is significant impact of performance on rewards.
30.57% executives agree that performance gaps is effectively explain by the manager.
42.67% executives agree that HR helps in understanding the PACE process.
33.75% executives agree that manager helps employees to achieve their target/best.
54.15% executives agree that KPAs are set at the beginning of performance cycle.
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.

Conclusion
a) 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)
2)
3)
4)
5)

NTPC LTD. website-www.ntpc.co.in

Pace policy manual of NTPC LTD.
HR policy manual of NTPC LTD.
HRM by Gary Dessler
HRM by K Aswathappa