Professional Documents
Culture Documents
ON
“ANALYSIS OF PERFORMANCE MANAGEMENT SYSTEM”
IN
NTPC LTD
(FARIDABAD)
(1)
ACKNOWLEDGEMENT
The project would not have taken shape without the constant guidance,
advice and insight of Ms. S. BAHMANI (D.G.M, HR), Mr. R.k Niranjan
(Manager, EDC) whom I express my sincere thanks for their guidance.
BHART
I DEVI
M.B.A.
(2)
DECLARATION
BHARTI DEVI,
M.B.A
(3)
PREFACE
As per the curriculum of the University for the M.B.A. degree course in Human
Resource Project training has to be undertake in 2nd semester for the practical
overview of the industry.
To fulfill this requirement I took my 8 weeks training from 9th June to 31th July at
NTPC Ltd, Faridabad. During the training everything that I have learnt & studied
has been briefed in this report.
The report contains the necessary information in Human Resources in the main
parts of the plant. The information has been prepared to best of my knowledge and
the data made available by NTPC officials.
At the end I m confident that after this training I am well aware of the industrial
atmosphere & have an overview about the power industry & it would be helpful
for my future & career.
(4)
INDEX
- History
- Group
- Installed capacity
- NTPC Strategies
- NTPC Awards
- Objectives
- Role of HR
- Objectives
- Applicability
- PMS Process
- PMS Cycle
- Normalization process
- Audit of PMS
- Appendices
- Managing Performance
(6)
Corporate Vision:
“A world class integrated power major, powering India’s
growth, with increasing global presence”
Core Values:
B-Business Ethics
C-Customer Focus
O-Organizational & Professional pride
M-Mutual Respect and Trust
I- Innovation & Speed
T-Total quality for Excellence
(7)
EVOLUTION OF NTPC
1975 NTPC was set up in 1975 with 100% ownership by
the Government of India. In the last 30 years, NTPC
has grown into the largest power utility in India.
(10)
NTPC GROUP
NTPC Limited
Subsidiaries
Joint Ventures
NTPC-SAIL Power
Company Pvt.
Limited NTPC Alstom
Bhilai Electric Utility
Power
50% Supply Co. Pvt. Powertech
Limited Services Pvt.
NTPC-SAIL Power Limited
Limited
50% 50%
Company Pvt. 50%
Limited
50
NTPC
Tamilnadu Ratnagiri Gas
PTC India
& Power
Energy Co. Limited
Private Ltd
Limited
8%
28.33%
50%
(11)
Commissioned Capacity
Projects No. of Projects
(MW)
NTPC OWNED
COAL 15 22,895
TOTAL 22 26,850
OWNED BY JVCs
Coal 3 314*
Commissioned Capacity
Coal based State
(MW)
Commissioned Capacity
Gas based State
(MW)
Total(JV) 1054
Additional Capacity
Under
Coal / Hydro State Fuel
Implementation
(MW)
Kahalgaon 500
1. Bihar Coal
Stage II (Phase I) (Phase II) 500
1980
2. Sipat (Stage I) (Stage II) Chhattisgarh Coal
500
Himachal
9. Koldam (HEPP) Hydro 800
Pradesh
(15)
NTPC STRATEGIES
(16)
GROWTH PLANS
By the year 2017, NTPC would have successfully diversified its generation mix,
diversified across the power value chain and entered overseas markets. As a result
NTPC would have altered its profile significantly. Elements of the revised profile
that NTPC would seek to achieve are:
HUMAN RESOURCE
Powering India's Growth : Through people
NTPC believes in achieving organizational excellence through Human Resources and follows
"People First" approach to leverage the potential of its 23,500 employees to fulfill its
business plans. Human Resources Function has formulated an integrated HR strategy
which rests on four building blocks of HR viz. Competence building, Commitment
building, Culture building and Systems building. All HR initiatives are undertaken
within this broad framework to actualize the HR Vision of "enabling the employees to
be a family of committed world class professionals making NTPC a learning
organization.To induct talent and groom them into a dedicated cadre of power
professionals "Executive Trainee" Scheme was introduced in the year 1977 for
recruitment in the disciplines of Mechanical, Electrical, Civil, Control &
Instrumentation and now encompasses Computer Science, Chemistry, HR and Finance
disciplines also. Besides a comprehensive one year training comprising theoretical
inputs as well as on-the-job training, the new recruits are also attached with senior
executives under a systematic and formal 'Mentoring System' of the company to
integrate them into the Culture of the company.
As part of post employment training and development opportunities, a systematic Training plan
has been formulated for ensuring minimum seven man days training per employee per year and
includes level-wise planned intervention designed to groom people for assuming positions of
higher responsibility, as well as specific need-based interventions based on scientific Training
Needs Analysis. NTPC has set up 15 project training centres, 2 simulator training centres and an
apex institute namely 'Power Management Institute' (PMI). While the project training centres
(Employee Development Centres) have specialized in imparting technical skills and knowledge,
PMI places emphasis on management development. Besides opportunities for long term
education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in
Power Generation Technology),MDI, Gurgaon (Executive MBA programme), BITS, Pilani
(B.Tech) etc. In order to realize the HR Vision of making NTPC a learning Organization by
providing opportunities to continually learn new capabilities a number of initiatives have been
taken. NTPC Open Competition for Executive Talent (NOCET) is organized every year in which
teams of executives compete annually through oral and written presentation on a topical theme.
(19)
Similarly "Professional Circles" have been formed department-wise where Executives of the
department meet every fortnight to share their knowledge and experiences and discuss topical
issues. In order to tap the latent talent among non executives and make use of their potential for
creativity and innovation, Quality Circles have been set up in various units/offices in NTPC.
Besides a management journal called "Horizon" is published quarterly to enable employees to
share their ideas and experiences across the organization.
Demonstrating its high concern for people, NTPC has developed strong employee welfare, health
& well-being and social security systems leading to high level of commitment. NTPC offers best
quality-of-life through beautiful townships with all amenities such as educational, medical and
recreational opportunities for employees and their family members. The motivation to perform
and excel is further enhanced through a comprehensive NTPC Rewards and Recognition system.
In order to institutionalize a strong Culture based on Values a number of initiatives are taken to
actualize the Vision and Core Values (BCOMIT) across the company. A culture of celebrating
achievements and a strong focus on performance are a way of life in NTPC.
OBJECTIVES OF HR
O r g a n is a
(22)
p e r fo r m a
c o m m itm
astregicPn
R
H
CHAPTER-2
RESEARCH METHODOLOGY
(23)
RESEARCH METHODOLOGY
THE RESEARCH:
Research has to be undertaken in a systematic manner, to ensure that problems are dealt with properly and that
nothing overlooked. The systematic way in which research was undertaken and referred to as the research
process to which there are a number of stages. Each stage is explained in brief in context with the project
undertaken as written as under:
Information plays an important role in helping firm to make decisions. A firm undertakes marketing research to
(30)
1. Main building
3. Off sites
a) Administration building: - this building of the plant has all the departments other than of
plant maintenance and operation, such as HUMAN RESOURSE, FINANCE AND
ACCOUNTS, SALES, SAFETY, RESETTLEMENT AND REHABILATION, LIBRARY,
TELEPHONE, MATERIAL AND CONTROL, CONTRACTS, PURCHASE AND
STORES.
b) SERVICE BUILDING: - This building mainly consists of maintenance and operations
departments and all other which directly deals with functioning of the plant and all the
technical jobs. It has departments such as :- EM( ELECTRICAL MAINTENANCE), MM
1&2(Mechanical maintenance), o&m(operations and maintenance) and stores.
3:- OFF SITES: - These comprise all the other units which otherwise are very
much necessary in the proper working of the main generating units. They are:-
1. BFP building
2. Chlorination plant
3. CW plant
4. PT plant
5. ET plant
6. DM plant
8. CMB plant
(31)
11. Workshop
Above are the necessary department of the plant which are responsible for the generation
and supply of the fuels required in the plant while other than these plants one of the major
unit responsible for the transmission of the electricity to all the required customer is being
done by a separate unit known as Power Grid Corporation of India LTD.
(32)
CHAPTER-4
PMS SYSTEM IN NTPC, FARIDABAD.
(33)
PMS IS ONLY FOR EXECUTIVES. IN NTPC, FARIDABAD.
THERE ARE 143 EMPLOYEES OUT OF WHICH 5 ARE
SUPERVISORS, 94 EXECUTIVES, 44 WORKMEN AND 23
DEPARTMENTS SHOWN AS FOLLOWS:-
1. P&S
2. TS-IT
3. TS-FQA
4. TS-EMG
5. TS
6. Safety
7. R&M
8. O&M-Opn
9. O&M-O&E
10. O&M-MTP
11. O&M-MM
12. O&M-EM
13. O&M-EEMG
14. O&M-Civil
15. O&M-Chem
16. O&M-C&I
17. O&M-BE
18. O&M
19. MEDICAL
20. HR
21. GM Office
22. F&A
23. C&M
(34)
(35)
OBJECTIVES:
• To accomplish the overall organizational vision and mission by linking
individual performance to company objectives
• To cascade company’s strategic goals to individual level
• To promote professional excellence
• To encourage two-way 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 organization
• To provide a source of talent for meeting the organization’s 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 recognize them through rewards and
incentives, Sand
• To facilitate fulfillment of individual aspirations
APPLICABILITY:
• PMS is applicable to all executives of NTPC (E1- E9)
• 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.
(36)
PMS PROCESS
The PMS process is broadly divided into the following stages
• Performance Planning
• Mid Year Review
• Annual Assessment
• Normalization
• Feedback, Coaching and Counseling
1. Performance Planning
(37)
• Revisiting KPAs and goals, if necessary
• Assessing resource and skill requirements affecting the individual’s
performance
• Discussion and feedback on functional competencies, managerial
competencies,
• potential competencies and core values actualization
• Providing early warnings of non-performance, i.e. avoiding year end
surprises
3. Annual Assessment
(38)
5.1 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
Providing performance feedback is a delicate matter and the reporting officer
should create suitable conditions for providing performance feedback in the most
effective manner. (Refer to appendix for tips to reporting officers on conducting
effective appraisal meetings.) In general:
• Feedback should be focused on the specific performance actions and not on
the personality of the executive
• Feedback should be generated after reviewing all achievements and issues
throughout the assessment period and not focused on isolated incidents
• Feedback calls for maintaining a log of critical incidents occurring during
the assessment period for recording both achievements and failures with
details, as an aid to memory during performance discussions with the
executive
• Feedback be given as regularly as possible so that enough opportunities are
created for executive to bridge performance gaps through self-development
(40)
PMS Cycle
For E6 and above: The performance assessment year commences from 1st April
of each year and continues until 31st March of the following year
For E1 – E5: The performance assessment year commences from 1st January of
each year and continues until 31st December of the same year.
General Definitions
Demonstration E1-E5 E6-E7 E7A-E8 E9
“Live” and act out
values in day-to-Ser s serve as role Ins inspire and Set set directions
day interaction models through motivate entire and create an
All Values with all ethical behavior work force and orientation,
constituencies, and personal encourage all develop and
both internal involvement in employees to demonstrate
and external planning, contribute, to clear and
communications, develop, learn visible values,
coaching, and grow and high
development of performance
future leaders, expectations
review of
organizational
performance, and
employee
recognition
(47)
VARIOUS KINDS OF PERFORMANCE APPRAISAL SYSTEMS
Here the appraiser is supposed to rate the personality traits of the person being
appraised. This is not in much in organisations as it very subjective and judgmental. It
could also be biased and prejudiced.
Here the job analysis is used and the employee is appraised for the skills he
exhibits. For e.g. if his job entails dealing with the clients then he is judged foe his
effectiveness in dealing with them. This enables both the organisation and the
employee as to what deficiencies are to be overcome and can be useful in
providing training to the employee to better his performance.
This system concentrates on the final results achieved by the employee irrespective
of his personality or deficiencies. This is totally related to the job and concentrates
on the end results that are more important to the organization.
(56)
Roles and Responsibilities
1 Role of Executive:
• The executive shall fill out appropriate portions of the form, attend the PMS
meetings at all stages (performance planning, mid-year review and annual
assessment) and be prepared to have an open and frank discussion about
his/her performance.
• The PMS aims at creating amity and convergence of individual and
organizational goals and it should be taken in that spirit.
• The executive is required to show the necessary flexibility and adaptability
to the organisational needs and display system discipline through adherence
to all PMS requirements.
• The reporting officer shall cascade the KPAs based on MoU targets to the
executives reporting to him in a fair and achievable manner with necessary
stretch for individual excellence.
• The reporting officer should set up performance planning, mid-year review
and annual assessment meetings with all the executives reporting to him
within the specified periods as per the PMS calendar.
• The reporting officer shall maintain a brief log of all critical incidents
occurring within his scope of work as an aid to memory while completing
the mid year review, annual assessment and giving feedback to the
executive.
• The reporting officer shall carry out the PMS scoring of all executives
reporting to him in an objective manner and such that the scores are
distributed in a manner requiring minimum adjustment and/or normalisation
by either the reviewing officer or the Performance Management Committee.
• In the event of change of KPAs, measures, targets etc., the reporting officer
is required to obtain clearance from Reviewing Officer prior to making the
change.
(57)
3 Role of Reviewing Officer
• The reviewing officer shall go through PMS forms for all executives under
his purview and ensure that the reporting officer has been objective and
unbiased in his scoring of various executives, particularly with respect to the
sections relating to Competencies, Values and Potential
• Where required, the reviewing officer may recommend some changes to the
scores after carrying out a detailed discussion with the respective reporting
officer
• The reviewing officer shall also carry out an integrity check to ensure that
the scores awarded to all the executives under his/her purview are distributed
in a manner requiring minimum normalisation by the Performance
Management Committee.
• Where an executive has a grievance against the reporting officer regarding
the PMS process, the reviewing officer shall intervene and settle the
grievance in a fair and objective manner.
• The reviewing officer shall also be responsible for ensuring “stretch targets”
for executives under his charge.
• The Reviewing Officer shall cascade the KPAs in an open and transparent
manner with each reporting officer by sharing his KPAs and targets.
• A PMS Officer would be designated for each location (plant/ project/ region/
corporate)
• The PMS Officer would be responsible for implementing PMS as well as for
periodic administration, follow-up, tracking and analysis of PMS activities
as per schedule in his/her respective location.
• To ensure collection, collation and forwarding the Individual Development
Needs forms to the concerned EDC/ Regional HRD/ PMI.
(58)
Normalization Process
Normalization Steps
2.The Performance Management Committee plots the distribution of the scores for the cluster to
determine whether there is any skewing towards higher or lower scores in any of the departments
vis-à-vis the other departments within the cluster.
3. Checks are made for data incompatibility resulting in skewing of scores. The data integrity
checks could be on the following areas:
• KPA Targets
(59)
� Whether targets have been set at equally challenging levels across departments
� Whether “stretch targets” are truly stretch within a department
Competencies
� Whether ratings have been very generous
� Whether competencies (functional/technical or managerial) have been assessed\ reasonably
i.e. at “Meets Expectations” level.
� Whether too many executives in a department have been overrated (or underrated) on
competencies (exceeds expectations)
� Whether certain executives have been overrated (or underrated) consistently on all the
functional and managerial competencies
Core values
� Whether ratings have been very generous
� Whether too many executives in a department have been overrated (or underrated) on core
values
� Whether certain executives have been overrated (or underrated) consistently on
all the core values
.
Potential
� Whether ratings have been very generous
� Whether too many in a department have been overrated (or underrated) on potential
competencies
� Whether certain executives have been overrated (or underrated) consistently on all the
potential competencies
4. After checking the integrity of the above data, the Performance Management Committee
makes suitable adjustments in the scores in the relevant sections of the\ concerned
individuals.
5. If the reviewing officer is not part of the Performance Management Committee, then if
required, the Committee may call the reviewing officer to discuss the scores or evaluation carried
out for a particular executive.
6. The final scores and the reasons for adjustments, (if made), are documented in the PMS form
in the section provided. An indicative list of reasons for PMS score adjustment is provided in the
Annexure.
7. After the above steps, executives within each cluster will be categorised into Top 20% of the
cluster, Middle 70% of the cluster and Bottom 10% of the cluster. The normalisation process
would be iterative until the above categorization is achieved.
8. The consolidated list of executives categorized as above for each cluster together with the final
score for each employee will be signed by all members of the respective Performance
Management Committee.
(60)
9. The concerned HR would facilitate the entire process of normalisation in the role of a
convenor.
10. Individual PMS forms of executives would be signed by the Member Convenor of the
respective PMC as per the table below:
(61)
Audit of PMS
1. Guidelines
To achieve the objectives of the PMS, an audit procedure has been put in place to
ensure that all users follow PMS guidelines consistently.
Audit by Corporate HR
Corporate HR reserves the right to conduct sample checks at any location for PMS
policy and system adherence at their sole discretion
(63)
APPENDICES
There are eight simple steps that a reporting officer must follow in order to
conduct an effective assessment meeting:
2. State the purpose of the discussion: Discuss the advantages of the discussion
including:
a. Assessment of progress towards goals
(64)
b. Identification of ways to improve performance
c. Identification of current or potential problems
d. Improvement in communication
3. Ask for the executive’s opinion: Ask executive to discuss what he/she has
written in self-appraisal. Ask clarifying questions, if needed. Listen carefully and
attentively. Keep an open mind. Control your emotions or defensive reactions.
5. Build on executive’s strengths: This will lay the groundwork for a positive
approach for future performance. Specifically:
a. Ask the executive to name his/her strengths
b. Share your opinion of the executive’s strengths
c. Recap the strengths you have discussed and relate them to specific future goals
d. Focus on performance and not the person
e. Be aware of not focusing too much on recent events; take the entire year’s
performance into consideration.
7. Discuss specific goals: Set specific future goals for performance as well as
training and development needs. Discuss career progression at this stage and the
steps to be taken to achieve the same.
8. Close the discussion: Plan for a good ending. Summarize the discussion and
discuss the scheduled next steps.
(65)
3- Tips on providing feedback
The most objectively designed performance management system in the world can
fail if it is not implemented with care and caution. Some common issues of PMS
implementation can be successfully avoided by following some of the simple tips
mentioned below:
What To Do Steps
• Ensure frequent communication • Ensure frequent two-way communication between
reporting officers and executives
• Take active steps to remove obstacles limiting
executive performance
• Create an atmosphere where executives are encouraged
to ask questions and clarifications
• Ensure that executive’s perceptions of performance
match the reporting officer’s
• Mutually agreed-upon goals • Share and communicate goals received from top
management for your unit/department
• Involve executives in goal-setting
• Document them so that there is a common
understanding of what is expected
• Evaluate your own performance first • Take time to evaluate your own performance first
• Get feedback from others (peers and superiors) to see
how well you are creating an achieving atmosphere for
your executive
• Document performance between appraisal meetings • Document examples of superior performance or
attitude
• Document failures to achieve and poor behaviour
• Avoid effect of the most recent event (halo effect or
horn Effect
• Prepare yourself and the executive for the discussion • Set a date, time and place after consulting with
executive
• Ensure that executive is aware of the purpose of the
meeting. Show the same professional courtesy that is
awarded to any business associate
• Give the executive the opportunity to ask clarifying
questions prior to and during the meeting
• Conduct the meeting successfully • Control the environment and do not allow interruptions
• Put the executive at ease
• Plan your opening remarks
• State the purpose of the discussion and the information
being used (e.g. statement of goals, written
documentation, peer feedback etc.)
• Ask for executive’s opinion • Ensure that executive does most of the talking
• Ask open ended questions that start with ‘Tell me
how.’, ‘Why do you think…’, and so on that provide an
executive to open up and talk at greater length
• Be open, candid and specific • Present your assessment openly, clearly and rationally
• Be prepared to present the facts and rationale if
challenged
• Give both good and bad news
• Discuss executive accomplishments
• Focus on performance, not personality
• Close the discussion in a professional manner • Summarize the discussion
• Ask for executive’s impression on how the meeting
went
• Thank the executive
• Explain the follow-up steps
(67)
Ma
(68)
CHAPTER-5
QUESTIONNAIRE AND DATA ANALYSIS
(69)
QUESTIONAIRRE ON PERFORMANCE MANAGEMENT
SYSTEM
Q1:-I know how my job contributes to the mission and goals of department and
organization:
1. STRONGLY AGREE __________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
2. AGREE __________
3. DISAGREE ___________
4. NEUTRAL ___________
(70)
Q6:-I feel enchanced to come up with new and better ways of doing thing:
1. STRONGLY AGREE ___________
2. AGREE ___________
3. DISAGREE ___________
4. NEUTRAL ___________
2. AGREE ___________
3. DISAGREE ___________
4. NEUTRAL ___________
2. AGREE ___________
3. DISAGREE ___________
4. NEUTRAL ___________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
Q10:-I receive the training I need to perform my job:
1. STRONGLY AGREE __________
2. AGREE __________
3. DISAGREE __________
4. NEUTRAL __________
(71)
2. AGREE ________
3. DISAGREE ________
4. NEUTRAL _________
Q12:- Reward & Recognition depends on how well employees perform their jobs:
2. AGREE ________
3. DISAGREE ________
4. NEUTRAL ________
Q13:-Through PMS, steps are taken to deal with a poor performer who can’t or
will not improve:
2. AGREE _________
3. DISAGREE _________
4. NEUTRAL _________
Q14:-In my work area, we set goals and objectives to meet our long range plan,
assisted by our reporting officers:
2. AGREE _________
3. DISAGREE _________
4. NEUTRAL _________
2. AGREE _________
3. DISAGREE _________
4. NEUTRAL _________
(72)
DATA ANALYSIS AND SUMMARY
Q1:- I know how my job contributes to the mission and goals of department and
organization.
Q6:-I feel enchanced to come up with new and better ways of doing
thing:
OPINIONS NO. OF RESPONDENTS %
STRONGLY AGREE 5 33.3%
AGREE 6 40%
DISAGREE 2 13.3%
NEUTRAL 2 13.3%
TOTAL 15 100
(78)
Q7:-My performance appraisal is fair reflection of my performance:
OPINIONS NO. OF RESPONDENTS %
STRONGLY AGREE 6 40%
AGREE 7 46.6%
DISAGREE 1 6.66%
NEUTRAL 1 6.66%
TOTAL 15 100
(79)
Q13:-Through PMS, steps are taken to deal with a poor performer who
can’t or will not improve:
OPINIONS NO. OF RESPONDENTS %
STRONGLY AGREE 0 0
AGREE 6 40%
DISAGREE 5 33.3%
NEUTRAL 4 26.6%
TOTAL 15 100
(85)
Q14:-In my work area, we set goals and objectives to meet our long
range plan, assisted by our reporting officers
(89)
• Maximum employees agree that PMS is contributed to the mission and goals
of department and organization. (93.33%)
• Maximum employees agree that they are held accountable for achieving
results. (93.2%)
• Maximum employees feel that the key performance Area (KPA) helps them
to do their job well (80%).
• 100% employees agree that they know what is expected from them on the
job.
• 100% feels that they receive sufficient supervision to get job done.
• 70.3% are strongly agree that they feel enhanced to come up with new and
better ways of doing thing.
• 86.6% are agree that their performance appraisal is fair reflection of their
performance.
(90)
• 59.9% agree while 33.3% are disagree that Reward & Recognition depends
on how well employees perform their jobs.
• 40% are agree while 33.3% are disagree, also 26.6% don’t know whether
Through PMS, steps are taken to deal with a poor performer who can’t or
will not improve.
• 93.3% are agree that In their work area, they set goals and objectives to
meet their long range plan, assisted by their reporting officers
• 40% are agree while 33.3% are disagree that In NTPC, PMS system is
effective. Also 26.6% don’t know whether PMS is effective or not.
CONCLUSION
• From the above analysis, it is clear that NTPC FARIDABAD has a good and
effective PMS system. This is evident from the fact that all the employees
are aware of the meaning of PMS and they also know what is expected from
them on the job.
Also 100% feels that they receive sufficient supervision to get job
done. It has also been seen that PMS is contributing to the mission and goals
of department and organization.
It also appears that in the PMS system, both the management and workers
are equal partners.
(91)
CHAPTER-6
RECOMMENDATIONS
(92)
RECOMMENDATIONS
1) 59.9% agree while 33.3% are disagree that Reward & Recognition depends
on how well employees perform their jobs, so NTPC Should have taken
measures to tackle with this problem.
2) 40% are agree while 33.3% Employees are disagree, and 26.6% don’t know
whether Through PMS, steps are taken to deal with a poor performer who
can’t or will not improve, so It is the another issue which NTPC should have
to be considered.
(93)
CHAPTER-7
LIMITATIONS
(94)
Limitations:
• Being students we have our own limitations so this report is not a complete
reflection of the industry.
• And moreover the time was major constraint in our project as being student we
had our own time constraints.,
• More over our research depends on the behavior of the respondents. So it can also
vary from person to person.
(95)
BIBLOGRAPHY
AND
WEBOGRAPHY
(96)
BIBLOGRAPHY
www.hrworld.com
WEBOGRAPHY
• www.ntpc.co.in
• www.google.com
(97)
ANNEXURES
(98)
ANNEXURES
Interoffice Memo
Date:
You are requested to attend a meeting regarding the following aspect of the
Performance
Management System for the current year (tick one):
• Performance Planning
• Mid Year Review
• Annual Assessment
The meeting will be held on date at time at venue. Please come prepared for the
discussion.
(99)
2. Final Score Feedback Form
Name: Level:
Unit/Project/Department: Location:
Final Scores: Relative Ranking (√)
Part I:
Part II: Top 20%
Part III: Middle 70%
Part IV: Bottom 10%
Total Score:
Comments (if any):
Reporting Officer Name:
Reporting Officer Signature:
(100)
3. PMS Audit Format
NATIONAL THERMAL POWER CORPORATION LTD.
PMS Audit Format
Level: L1 / L2 / L3
Corporate / Region / Plant
Audit Dept.1 Dept.2 Dept.3 Dept.4 Remarks on
Parameters Sample Size Sample Size Sample Size Sample Size non
Conformance
Cascading Of
KPAs
Parity in Target
Setting
Targets based on
Data
Optional
Competencies in
Line with the Job
holders
responsibility
and roles
Consistency in
Interdepartmental
Target Setting
Mid Year KPA
changes should
be as per PMS
Alignment of the
individual scores
reflect the
departmental
performance
Accuracy in
calculation of
scores
Evaluation has
been fair with
limited raters
bias
Deviations from
the Principles of
Normalization
Review of the
final top
performers list
(101)
EMPLOYEES DETAILS
Employee Name………………………………………………….
Designation……………………………………………………….
Department…………………………………………………………
Education detail
Years of service
(102)