Professional Documents
Culture Documents
Performance Management System at NTPC
Performance Management System at NTPC
EFFECTIVENESS OF
PERFORMANCE MANAGEMENT
SYSTEM
AT
NTPC Kahalgaon
1
HR Department
Kahalgaon super Thermal Power Project
Bhagalpur
A PROJECT REPORT ON
EFFECTIVENESS OF
PERFORMANCE MANAGEMENT
SYSTEM
AT
NTPC Kahalgaon
2
Declaration
Ambesh Kumar
Rajeev kumar
MBA(HR),Session 2009-2011
MBA Dept. TMBU Bhagalpur
3
Acknowledgement
To accomplish a project work like this efforts of many people are required and
ours is not an exception, a number of people have helped us. First of all we would
like to thank Sri Shubhasis Ghosh(GM,khstpp), and Sri Rajnish Rastogi (DGM-
HR). We convey our special thanks to Miss Pallavi (Officer-HR) for her guidance
during the course of our project study. We express our sincere thanks to Mr. Nalin
vikash (Officer-Rajbhasha), Mr.Anurag Sinha (Sr.Engineer, EDC), Mr Pravin
Mundaria(Officer-Finance), Mr. Kanchan Chourasia (Sr. Engineer-O&M) and
Mr. A. K. Das (Sr. PR Officer).
Ambesh kumar
Rajeev kumar
MBA-HR (2009-2011)
MBA program, TMBU Bhagalpur
4
Table of contents
Page
Declaration 3
Acknowledgement 4
Introduction to NTPC 7
PMS at NTPC 47
Suggestions 76
Conclusion 77
Appendix-
Bibliography 79
Questionnaire 80
5
Table of Figures
Page
Subsidiary companies 11
Joint Ventures 11
Ash utilization 26
6
Introduction To NTPC
7
INTRODUCTION TO NTPC
8
NTPC: At a Glance
Category No. of stations Capacity (MW)
Coal based station 15 24,885
Gas based station 7 3,955
Joint venture 5 2,864
Total 31,704
Capacity(M
Project State W)
a. Coal Based
9
b. Gas Based
c. Joint Venture
Total 2864
10
Subsidiary companies of NTPC
11
NTPC – Joint Ventures (15)
GENERATION SERVICES POWER EQUIPMENT COAL
ARAVALI POWER TRADING MANUFACTRUI ACQUISITION
COMPNAY PVT LTD UTILITY G
PTC INDIA INTERNATIONAL
50% POWERTECH LTD LTD NTPC BHEL COAL VENTURES
50% 5.28% POWER PROJECTS LTD
NTPC TAMIL NADU
PVT LTD 14.28%
ENERGY COMPNAY LTD NTPC ALSTOM NATIONAL
POWER SERVICES 50%
50% POWER NTPC SCCL
PVT LTD EXCHNAGE BF NTPC ENERGY GLOBAL
NABINAGAR POWER
50% LTD SYSTEMS LTD VENTURES PVT
GENERATING
16.67% 49% LTD
COMPNAY LTD NATIONAL HIGH
POWER TEST 50%
50%
LABORATORY PVT
MEJA URJA NIGAM LTD
LTD
50%
25%
NTPC SAIL POWER
COMPNAY PVT LTD
50%
RATNAGIRI GAS AND
POWER PVT LTD
29.65%
Electrifying performance
The company recorded a total generation of 218.84 Billion Units (Bus) showing an
increase of 6% over the pervious year’s generation of 206.93 Bus with a share of
20% (Ines of JV company) in the total installed capacity of the country NTPC
generated 28.6% electricity during 09-10. Exceeded the MoU ‘Excellent’ target of
217 BUs.
12
Vision
Business ethics
Customer focus
Organizational & Professional Pride
Mutual Respect and Trust
Initiative and speed
Total Quality for Excellence
Provisional and un-audited Net Sales of Rs. 46,504.47 crore during 2009-10
as against Rs. 41,791.30 crore registering an increase of 11.28%. The
provisional and un-audited Gross Revenue is Rs.49,478.86 crore during
2009-10 as against Rs.45,272.76 crore for the year 2008-09, an increase of
9.29%.
Provisional and un-audited Profit after tax for the year 2009-10 is
Rs.8,656.53 crore as compared to Rs.8,201.30 crore during the year 2008-09,
an increase of 5.55%.
13
Approved outlay for 2010-11 for NTPC’s capital schemes is Rs.22,350 crore;
for NTPC Group the outlay is around Rs.29,104.06 crore.
Contributed Rs.3,260.21 crore to exchequer on account of Corporate tax,
Dividend and tax thereon and wealth tax.
Shareholder Wealth
Third largest market capitalization of over Rs.1,70,000 crore as on 31-03-2010.
Growing Stature
Recommended for “Maharatna” status.
EXCELLENT rating under Government of India MoU for the year 2008-09.
Bulk Tendering
Tendering undertaken for 11 units of 660 MW (including 2 units for DVC).
Rural Electrification
Under Rajiv Gandhi Grameen Vidyutikaran Yojana, NTPC Electric Supply Company
Ltd (NESCL) completed electrification of 8017 villages and provided 8.65 Lakhs
BPL connections, thereby exceeding GoI target of electrification of 7500 villages
and 8.5 Lakhs BPL connections.
Commonwealth Games
14
Further Public Offer
Accolades
15
Simhadri 1000 MW Gold Shield
Korba 2100 MW Silver Shield
Ramagundam 2600 MW Silver Shield
Dadri (coal) 840 MW Bronze Shield
Rihand 2000 MW Bronze Shield
Vindhyachal 3260 MW Bronze Shield
No. 1 Independent Power Producer in Asia and 2nd globally in the Platts Top
250 Global Energy Company Rankings 2009
17
Koldam (Hydro), H.P 800
Loharinag Pala ( Hydro ), Uttaranchal* 600
Tapovan Vishnugad ( Hydro ), Uttaranchal 520
Total 17,830 MW
18
Projects for which bids invited 7092 MW
Projects for which FR approved 4345 MW
Projects for which FR prepared/under preparation ~15,000 MW
Generation
Impressive Growth Rate
Generation increased by nearly 6% to 218.84 BUs compared to 3% generation
growth achieved in 2008-09; Exceeded the MoU ‘Excellent’ target of 217 BUs.
Generation (BUs)
218.84
206.93
200.86
188.67
170.88
19
Contributed 28.6% of total electricity generated in the country
20
With 90.81% Plant Load Factor (PLF) during 2009-10 (National PLF
77.48%), coal stations achieved PLF of more than 90% for third consecutive
year.
Six coal stations achieved PLF of more than 95%.
Dadri (Coal) Stage I (4X210 MW) achieved highest ever PLF of 100.59 %.
Sixteen units recorded more than 100% PLF.
Seven NTPC coal stations figure among the top 10 stations in the country in
terms of PLF.
Highest ever PLF of gas stations at 78.38% (previous year PLF 67.01%).
21
Model Coal Supply Agreement signed with Coal India Ltd (CIL) for supply of
coal to NTPC stations for 20 years.
Gas supplies increase to 13.88 MMSCMD (up 29% over previous year).
Long term contract for supply of RLNG of 2.0 MMSCMD on firm basis and 0.5
MMSCMD on fallback basis signed with GAIL for 10 years.
Under NELP VIII, NTPC has been allotted one block at Cambay basin as a
sole operator and three blocks as a member of consortiums.
Working on captive coal mines with target of 47 MTPA by 2017 from the 6 blocks
allotted.
More than 6735 acres of Land in Pakri Barwadih and about 1594 acres of land in
Chatti Bariatu coal block have been acquired and land acquisition for Dulanga
and Talaipalli are in progress.
Rehabilitation Action Plan (RAP) has been approved by NTPC Board for Pakri
Barwadih, Chatti Bariatu and Kerandari.
Mining Plan approved for Dulanga (7 MTPA) and Talaipalli (18 MTPA).
JV agreement has been signed with CIL for development, operation and
maintenance of Coal Blocks and Integrated Power Projects.
22
Due diligence for acquisition of stakes in two coal mines in Indonesia is
under progress and consultant appointed for carrying out due diligence for
one coal block in Mozambique.
International Coal Ventures Ltd (ICVL) has been incorporated on 20.05.2009
as a JV company of NTPC, RINL, SAIL, NMDC and CIL for sourcing coking and
thermal coal from overseas countries like Australia, Mozambique, Canada,
Indonesia and USA. ICVL is pursuing 3 thermal coal opportunities in
Indonesia, Australia and South Africa.
Focus on Renewables
23
Finalizing the Long Term Corporate Plan of NTPC to set the goals and directions
for a period of 2032 with a view to positioning NTPC as the world’s largest and
best power producer.
Chalking out a long term technology roadmap upto 2032 which involves
development, adoption and promotion of safe, efficient and clean technologies for
entire value chain of power generation business.
ENVIRONMENT MANAGEMENT
NTPC has adopted advanced and high efficiency technologies such as super
critical boilers for the up-coming greenfield projects (e.g Barh, Sipat etc).
Out of total coal based capacities to be developed during 12th plan period,
over 90% will be based on supercritical technologies.
In addition to adopting advanced and high efficiency technologies, NTPC has
been pursuing the objective of sustainable power development with
following initiatives:
CO2 measurement systems are being installed at all our stations in the
chimney stacks.
24
61 Ambient Air Quality Monitoring System (AAQMS) installed in all
NTPC stations.
Installed Bio–methanation Plant at Faridabad.
Creation of green wealth of more than 18.80 million trees.
ASH UTILISATION
25
Achieved ash utilization of 59.73% i.e. 27.61 million tons of ash.
10.85 million tons fly ash issued to cement and concrete industry which is
8.5 % more than last year.
545 million ash bricks have been manufactured in Pilot ash brick
manufacturing plants.
1.13 million tons of ash from Talcher-Thermal has been utilized for filling of
abandoned South Balanda coal mine of MCL in Orissa.
MoU has been signed with Research Designs & Standards Organization
(RDSO), Lucknow to explore use of ash in Railway embankment.
26
HR Vision:
To enable our people to be a family of committed world class professionals, making
NTPC a learning organization.
The HR Dept. has a long history in NTPC. This dept. was earlier known as
personnel dept. then finally HRS(Human Resource Services)
HRS contributes its expertise in handling and executing the
Existing and Developing HR trends and innovations. Following are the areas of
operation. :-
Employee Welfare
Employee Benefits
Employee Relations (Industrial Relations)
Employee Services (Office Admin.)And Pensions
Employee Services (Town Admin.)
Training and Development (EDC)
Performance Management System and Human Resource Development
Corporate Social Responsibility
Rajbhasha (Hindi)
Law
Peoplesoft – HRMS (ERP Software)
Public Relations
27
The HR strategy of NTPC has been designed around the four building blocks
of competence building, commitment building, culture building and system
building. Culture building is done by creating transparency, openness and
ease of communication, strengthening mutual respect and trust, leading to
establishment of a people oriented and people sensitive organization. This
has resulted in recognition of NTPC as one of the best employers in the
country as well as obtaining consistently high rankings in surveys such as
“Great place to work” and “Best companies to work for”.
Employee Development Centers (EDC) have been set up to cater to the need
of appropriate Training and Development of employees.
Leadership Assessment and Development System (LEADS): With a view to
developing a pipeline of leaders for key leadership positions in the company,
an initiative named LEADS has been launched. A Leadership Development
Centre (LDC) at corporate centre has been set up to formulate the process of
identifying and grooming potential leaders.
High Productivity of Team-NTPC: During 2009-10, sales per employee
increased from Rs. 1.77 crore to Rs.1.96 crore, profit per employee increased
from Rs. 34.7 lakh to Rs. 36.45 lakh, value added per employee increased
from Rs. 59.36 lakh to Rs. 72.96 lakh and the man:MW ratio improved from
0.85 to 0.82.
Total employee strength is 24,955 as on 31.03.2010, as against 24,713 on
31.03.2009 (including employees in JVs & Subsidiaries).
28
NTPC Kahalgaon
An Overview
29
NTPC KAHALGAON -An Overview
30
Destination Kahalgaon
A lush green, picturesque Kahalgaon is set like an emerald on the bank of holy
river Ganga. The place was, once, the abode of saints and Sufis and has a history
dating back to Vedic times. According to legend, the place derived its name from
Kohol Muni. Another story is that Saint Durvasha, famous from his bad temper
(‘Kalaha’), hailed from this place. The Kashri Hill where Saint Durvasha had
hisashram is about 6.5 Km north-east of the town.
The ancient temple of shiva & kali at Bateswarsthan (Known as Gupt Kasi) is
situated at Kahalgaon on the bank of Ganga. The Chinese pilgrims Hieun Tsiang
and Fa Hien are said to have visited this place. Lord Budha’s feet are also believed
to imprint on this holy place.
The site of ancient university of vikramshila of the 8 th centure A.D., established
by king dhrampal, is only 15 Km from the town. Students from all over the world
came to this place in search of knowledge. It was from here, Saint Deepankar
Janapada, the renowned Buddhist scholar and Vice-chancellor of Vikramshila
University spread the light of wisdom and love. Kahalgoan is also known as the
land of seven sages (‘Sapt Rishis’). The place was also an important centre of trade
and commerce during the Britishers.
The Deeptinagar Township is built ina planned and systematic way, with wide
open streets, spaces, parks and greeneries. The pristine glory and ecology of the
surroundings area is least disturbed. A permanent township with all modern
facilities completed and employees residing here represent the culture of mini
India.
NTPC has developed its own shopping complex where all essential
commodities and services are available. Besides, the NTPC employees also run a
Co-oprative store. The Banking & Postal needs of residents of Deeptinagar and
surrounding areas are taken care by branches of state Bank of India, Allahabad
Bank with ATM facilities and full fledged Post Office with speed post facilities
established in our Township. Deeptinagar officers ample opportunities for healthy
recreation and Socio cultural activities. These needs are taken care of by the
employee’s welfare Association, Vikramshila club and Srishti Samaj by organizing
various cultural programmes from time to time.
31
The NTPC sport council and apex body of sports enthusiasts conducts
interdepartmental tournament into institute in various games and sports besides
regularly conducting rural sports & inter duty football tournament.
Health Care
“Our hospital is an ISO 9001, 14001, 18001 &5’S certified hospital with all
specialties &
equipped with modern set up provide diagnostic & therapeutic services including
promotive & preventive health care to the residents of Deepti Nagar & its
surrounding areas.”
Imparting excellent education to the children of employees has been one of the
foremost welfare measure of NTPC. There are three teaching institution affiliated
to C.B.S.E. stream, namely St. Joseph’s School, DAV Public School and Kendriya
Vidyalaya. The schools are running effectively and are imparting education to the
children of employees and surroundings. In additin to basic education, these
institutions. Srishti Samaj of Deeptinager also runs Little flowers school and Vidya
Bhawan School. The former imparts pre-schools education to tiny-tots by play-way
technique and the later imparts free primary education to the children of
neighbouring villages.
32
Environmental Excellence
33
In order to control fugitive dust from these ash ponds during strong
wind conditions, a continuous water cove is maintained in the ash pond for the
disposal of Bio-Medical waster as per the MOEP notification one autoclave has
been installed at the hospital which is in operation. At regularly intervals training
and awareness programme for Brick kiln owners/ manufactures for use of ash
Brick manufacturing are being conducted. Not only that, recently a Kisan Mela for
the farmers of affected villages was conducted- for promoting use of flv ash in
agriculture as a source of micronutrients and improvement in soil structure and
water holding capacity. What’s more in a concreted bid to counter the growing
ecological threat, NTPC is undertaking afforestation programme covering vast
areas of land in the plant areas Appropriate afforestation programme for plants
township and green belt areas of the project are prepared for implementations at
the site. The species are selected on the basis of their adaptability and local soil
condition. In Kahalgaon 8.7 lakh trees have already been planted till the date. Only
in the financial year 2009-10, more than 10,000 trees have been planted. The
afforestation has not only contributed to the aesthetics but also has been serving
as a ‘sink’ for the pollutants release from the station and thereby protecting the
quality of ecology and environment in and around the project.
Transforming Lives
NTPC belives in growth with a human face and pursuing people centered
development NTPC is a socially comittel organsation and socially responsible
corporate citizen. It attaches great importance of discharging its overall
responsibilities to the community and the society at large where its project and
stations are located there is sharp focus on all round development of the
community which is why the efforts do not stop at the individual or family level
redressal but take a holistic approach. The NTPC limited has a defined corporate
social responsibility policy. The objectives of CSR have been marked for booth the
national level and the unit leve. The national objectives contained providing help
to physically challenged persons, making relief at the time of natural calamities,
maintaining national mouments and promoting self employment and co-
operatives among the unemployed youths. The unit level objectives deal with the
core issue of the communities, residing in the neighborhood of the operative
stations.
34
At Kahalgaon the following CSR Activities done during the period
of 2009-10.
10 nos. High Mast Lights erected at Bhagalpur. 6 nos. High Mast Lights are
proposed at Kahalgaon.
Free education, books and school bags, to poor children of nearby villages
350 Nos. in Vidya Bhawan School in NTPC Township from Class-I to Class-
IV.
Sewing Training & Adult Education is imparted to the women/ young girls
of nearby villages.
35
Financial Support for purchase of Newspapers and Magazines to
Vikramshila Vihar Library, Ganguly Park, Kahalgaon for educational access
to the general public.
Construction of Girls & Teachers' Common Room with Toilet in SSV College,
Kahalgaon
Widening of Siri Ghat (From Sati Ghat to Durga Sthan LCT Ghat),
Kahalgaon
36
Developmental work in Kahalgaon Railway Station
Repair of PCC Road & drainage – Kalpana Cinema Road (Station chowk to
Charodham – 1.5 Km), Kahalgaon
37
Developmental work in RC-I
38
Beneficiary States :
Transmission systems :
400 KV: 10 Lines i/s & 2 Lines under installation.
132 KV to Bihar Grid at Sabour & Kahalgaon and Jharkhand grid at Lalmatia,
40
Performance Management
41
PERFORMANCE MANAGEMENT-What, Why & How?
Historical Perspective :-
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.
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.
42
WHAT COUNTS GET
MEASURED
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
43
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.
44
What is the Performance Management Process/Cycle :
A goal setting session between the PMS administration and the employee.
listing down the major goals to be achieved in a year in line with functional
objectives.
Reviewing goals to assess the feasibility of their accomplishments; making
sure the goals are SMARTER- Specific, Measurable, Actionable, Realistic,
Time-framed, Extended & Rewarding.
finalizing goals for a year.
planning about how to achieve the goals.
identifying the possible barriers in achieving them.
planning on ways to overcome those barriers.
45
Performance Appraisal
Performance Performance
Rating Scale Outputs
Assessment Measures
Performance
Preset Goals 5-points New goal setting
Evaluation
Required
Competency Development
competencies of 5-points
Evaluation Plan
current role
Required Career
Potential
competencies of 5-points Development
Evaluation
future role Plan
46
Performance Management System
at NTPC
47
PMS AT NTPC
PMS is a five step process:-
Step 1 Step 2
PMS Process
Step 3
Feedback
Annual
Step 5
Assessment
Normalisation
Process
Step 4
Step 1
48
Step 2
Step 3
Step 5
Communication of score
Developmental feedback
Corporate
plan Company Goals MOUs
Functional
/Departmental Goals
Special task
Individual Goals
49
PMS COMPRISES ASSESSMENT ON FOUR PARAMETERS WITH DIFFERENT
WEIGHTAGES FOR VARIOUS LEVELS
2 a. Functional 10 10 10 10 10 05
competency
assessment
b. Managerial 05 05 10 10 15 15
competency
assessment
3 Potential Nil 05 10 10 10 10
assessment
4 Value assessment 05 05 05 10 15 20
50
Thre are three major challenges in effective implementation of PMS at NTPC
EMPLOYEE
COMPENSATION
INDIVIDUAL
PERFORMANCE
UNIT PERFORMANCE
COMPANY
PERFORMANCE
51
Relative Weightage for company Unit and Individual
Performance.
PERFORMANC WEIGHTAGE
E TOP MGMT. MIDDLE MGMT. JUNIOR MGMT.
COMPANY’S 50% 35% 15%
UNIT’S 30% 25% 20%
INDIVIDUAL’S 20% 40% 65%
52
Methodology Used
For
RESEARCH METHODOLOGY
53
This Project was made to study how effective the current performance
management system is and how convenient is the newly introduced online
performance management system at NTPC.
The method of survey was rather very simple. We used sampling method to
conduct survey. Sampling was done on random basis covering all departments. A
total of 50 executives from different departments of NTPC Kahalgaon were
surveyed. We personally met them and took their views during conversation .We
also supplied a questionnaire to each of them and collected back later according
to their convenience giving them appropriate time to respond to the
questionnaire.
54
Graphical Representation
Of
Feedback Given
By
Executives
55
Quest: 1- you feel convenient with computerized online performance
management system at NTPC.
percentage
2
40
Agree
Neutral
Strongly agree
58
56
Quest:-2 your job description clearly define KPA’s on which your
performance is rated.
Percentage
24% 16%
Agree
Neutral
Strongly Agree
60%
Inference:- They were well aware about there KPAs and felt that it is according
to there job profile as 84% Executives agreed to it.
57
Quest:3 -The goals (KPA’s) set are always mutually agreed upon i.e.
your consent is taken into consideration while setting KPA’s.
Percentage
14
38 38%
Agree
Disagree
Neutral
Strongly agree
38
10
58
Quest: 4- The performance goal set by the appraiser for you are in
alignment with your career aspirations.
Percentage
6% 2%
Agree
Disagree
44% 38% Neutral
Strongly Agree
Strongly disagree
10%
59
Quest: 5- The deadlines set to complete and submit the performance
documents are sufficient.
percentage
6% 14%
12%
Agree
Disagree
Neutral
Strongly Agree
68%
60
Quest: 6 - The KPA’s are in accordance with the MOU targets of the
company and the targets of the plant.
Percentage
8%
26%
8%
Agree
Disagree
Neutral
58% Strongly
Agree
Inference:- It simply shows the awareness level of Executives. 66% of them were
agree and felt that individual goals matches well with unit goals and company
goals.
61
Quest: 7- All the factors facilitating and hindering performance are
taken into consideration while appraising the performance.
Percentage
4% 2%
40% Agree
44% Disagree
Neutral
Strongly Agree
strongly Disagree
10%
62
Quest: 8- Your seniors assist you at the time of your need.
Percentage
18% 18%
Agree
Neutral
Strongly Agree
64%
63
Quest: 9- Your final rating is doesn’t only on your competencies and
KPA’s but also on several other factors are like your corporate image
and interpersonal relation with the rater.
Percentage
16%
4%
Agree
40% Disagree
Neutral
Strongly Agree
40%
Inference:- Along with the competencies and KPA achievements the factors like
corporate image and communication skills of the executives matter while rating
their performance.
64
Quest: 10- Your doubts and queries are addressed by the PMS
administrator while operating online PMS.
Percentage
14% 4%
Agree
Disagree
Neutral
Strongly Agree
38% 40% strongly Disagree
4%
Inference:- Except a few disagreement most of the employees agree that their
doubts and queries are addressed by the PMS administrator.
65
Quest: 11- PMS is very useful for career planning.
Percentage
4%
24%
8%
Agree
Disagree
Neutral
Strongly Agree
64%
66
Quest: 12- The process is used mainly for improving the future
performance along with reviewing the present performance.
Percentage
2%
14%
Agree
26% Disagree
Neutral
Strongly Agree
strongly Disagree
52%
6%
67
Quest: 13- You feel free to express to your appraiser your
disagreement regarding the appraisal decision.
Percentage
4%
38%
38% Agree
Disagree
Neutral
Strongly disagree
20%
Inference:-It seems that upto some extent the employees are hesitant to express
their disagreement regarding the appraisal decision to their appraiser, but overall
the system is open and flexible as 40% of them agreed to it and almost the same no
were neutral.
68
Quest: 14- Your seniors provides you with continuous feedback to
help you achieve your KPA’s.
Percentage
36% 2%
Agree
Disagree
Neutral
Strongly Agree
46%
16%
Inference:-Mostly Executives are well aware about there KPAs and seniors keep
providing them feedback to achieve that, although some of them disagreed to it
which may be due to miscommunication between senior and subordinates.
69
Quest: 15 - The recognition given to high performance is appropriate
and helps in motivating the employee.
Percentage
8%
32%
Agree
Disagree
Neutral
42%
Strongly Agree
18%
70
Quest: 16- Appropriate training is given to employees who fail to meet
the expected performance level.
Percentage
2% 8% 18%
Agree
Disagree
Neutral
Strongly Agree
48% strongly Disagree
24%
71
Quest: 17- The online PMS is dynamic and keeps you aware about
your instantaneous weak and strong area of performance effectively.
Percentage
2% 10%
30%
Agree
Disagree
Neutral
Strongly Agree
32%
strongly Disagree
26%
72
Quest: 18- You are satisfied with the weightages given against each
activity that you are supposed to perform in the specified period.
Percentage
10%
Agree
36% 44% Disagree
Neutral
Strongly Agree
10%
73
Quest: 19- your training need should be identified through the
midyear review.
Percentage
12% 6%
22%
Agree
Disagree
Neutral
Strongly Agree
60%
Agree
Disagree
Neutral
Strongly Agree
56%
8%
Suggestions
75
PMS should be linked to Business strategy.
The KPA setting process should ensure the active participation of executives.
76
Conclusion
The aim of performance management system is ensuring the
maximization of efforts by the employees of the organization to realize
the desired goals. More effective the performance management of an
organization more productive the organization would be. NTPC as a
whole is a big organization with vast number of employees working
there, to manage the performance of such a great number of people
efficiently is a herculean task.
77
Limitations of the Research
The subject was too big but time available was too less. The survey
was not conducted among all the employees of NTPC but on a
sample of randomly selected executives.
At times it was often felt that there is a difference between the real
feeling and the feedback given by executives. Exact feedback must
be given so that the analysis done would be correct.
78
Bibliography
Human Resource and Personal Management - K. Ashwathapa
http/intranet 1 – KHSTPP
www.google.com
www.wikipedia.org
www.citehr.com
www.ntpc.co.in
79
Questionnaire
On
Effectiveness of Performance Management System
You feel convenient with computerized online performance management
system at NTPC
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Your job description clearly defines KPA’s (Key performing areas) on which
your performance is rated.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
The goals (KPA’s) set are always mutually agreed upon ie – your consent is
taken into consideration while setting KPA’s.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
The performance goal set by the appraiser for you are in alignment with your
career aspirations.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
80
The deadlines set to complete and submit the performance documents are
sufficient.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Your KPA,s are in accordance with the MOU targets of the company and the
targets of the plant.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
All the factors facilitating and hindering performance are taken into
consideration while appraising the performance
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
81
Your final rating is based not only on your competencies and KPA’s but also
on several other factors like your corporate image and interpersonal relation
with the rater.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
The process is used mainly for improving the future performance along with
reviewing the present performance.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
82
You feel free to express to your appraiser your disagreement regarding the
appraisal decision.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Your senior manager provides you with continuous feedback to help you
achieve your KPA’s.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
83
The online PMS is dynamic and keeps you aware about your instantaneous
weak or strong area of performance effectively.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
You are satisfied with the weightages given against each activity that you are
supposed to perform in the specified period.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Your training need should be identified through the mid year review.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
1. strongly disagree
2. . Disagree
3. Neutral
4. Agree
5. Strongly agree
84