INTRODUCTION

1
 COMPANY PROFILE

National Thermal Power Corporation Limited (NTPC) is

the largest thermal power generating company of India.
A public sector company wholly owned by Government
of India, it was incorporated in the year 1975 to
accelerate power development in the country. Within a
span of 30 years, NTPC has emerged as a truly national
power company, with power generating facilities in all
the major regions of the country based on 1998 data,
carried out by data monitor UK, NTPC is the 6th largest in
terms of thermal power generation and the second most
efficient in terms of capacity utilization amongst the
thermal utilities in the world.

NTPC’s core business is engineering, construction and

operation of power generating plants and also provides
consultancy to power utilities in India and abroad. As on
date the installed capacity of NTPC is 21,749MW through
its 13 coal based (17480 MW), 7 gas based (3,955 MW)
and 3 Joint Ventures Projects (314 MW), NTPC acquired
50% equity of the SAIL Power Supply Corporation
Limited (SPSCL). This JV Company operates the captive
power plants of Durgapur (120 MW), Rourkela (120 MW)
and Bhilai (74 MW). NTPC is also
managing Badarpur Thermal Power Station (705 MW) of
Government of India.

2
NTPC’s share on 31st March in 2004 in the total installed
capacity of the country was 19.4% and it contributed
27.1% of the total power generation of the country
during 2003-04.

NTPC has set new benchmarks for the power industry

both in the area of power plant construction and
operations. It is providing power at the cheapest
average tariff in the country. With its experience and
expertise in the power sector, NTPC is extending
consultancy services to various organizations in the
power business. NTPC has entered into a joint venture
with Alstom, Germany for renovation and modernization
of power plants in India.

NTPC is committed to the environment, generating

power and minimal environmental cause and preserving
the ecology in the vicinity of the plants. NTPC has
undertaken massive afforestation in the vicinity of its
plants. Plantation have increased forest area and
reduced barren land. The massive afforestation by NTPC
in and around its Ramagundam Power Station (2100
MW) have contributed reducing the temperature in the
areas by about 3OC. NTPC has also taken proactive steps
for ash utilization division to manage efficient use of the
ash produced its coal stations. This quality of ash

3
produced is ideal for use in cement concrete, cellular
concrete and building material.

A “Center for Power Efficiency and Environment

Protection (CENPEEP)” has been established in NTPC
with assistance of United States Agencies for
International Development (USAID). Cenpeep is
efficiency oriented, eco-friendly and eco-nurturing
initiative-a symbol of NTPC’s concern towards
environmental protection and continued sustainable
power development in India.

As a responsible corporate citizen, NTPC is making

constant efforts to improve the socio-economic status of
the people affected by the projects. Through
rehabilitation and resettlement programmes, the
company endeavors to improve the overall socio-
economic status of Project Affected Persons.

NTPC was among the first Public Sector Enterprises to

enter into a Memorandum of Understanding (MoU) with
the Government in 1987-88. NTPC has been placed
under the ‘Excellent category’ (the best category) every
year since the MoU system became operative.
Recognizing its excellent performance and vast
potential, Government of India has identified NTPC as
one of the jewels of Public Sector ‘NAVRATNAS’-a

4
potential global giants inspired by its glorious past and
vibrant present, NTPC is well on its way to realize its
vision of being “One of the World’s largest and best
power utilities, powering India’s growth”.

5
 THE TOTAL POWER COMPANY

Important Highlights

NTPC has been the power behind India’s sustainable

power development since November 1975. Contributing
26% of the country’s entire power generation, NTPC
today lights up every fourth bulb in the country. With
ambitious growth plans to become 56,000 MW power
company by 2017, NTPC – the largest power utility of
India has already diversified into hydro sector. Further
initiatives for greater organization transformation have
been approved under PROJECT DISHA.

NTPC
Installed Capacity
(AS ON 10.11.2008)

STATION PLANT MW
Coal Based 13 17,480
Gas/ Liquid Fuel 7 3,955
JV Coal 3 314
TOTAL 23 21749

6
Excellence in Power Generation With the commendable
performance in the areas of operation and
maintenance, NTPC once surpassed all MOU targets
for the year 2002-2003 in the excellent category,
NTPC station recorded the highest ever PLF of
83.6% since inception of the corporation. Some
highlights of excellence are:-

 Turnover of RS 19,984.58 crore and Net Profit

After Tax Rs 3607.57 crore.

 With 19% of the country’s installed capacity,

NTPC contributed 26% of electricity.

 Generated 140.85 Billions units (BU), an

increase of 5.76% over previous year’s generation of
133.19 BU.

 This is besides the generation of the NTPC,

SAIL, and JV companies.

 Achieved all MOU targets in the excellence

rating during the year 2002-2003 for 16th consecutive
year.

 Return on Capital Employed (ROCE) and Return

On Net worth (RONW) 10.88% and 12.13%
respectively.

7
  Total Dividend paid for 2002-2003 is Rs 708
crore.

 1000 MW capacity added during 2002-2003.

The fourth 500 MW units at Talcher-Kaniha have also
been synchronized in October 2003.

 Capacity addition of over 9370MW planned for

Xth Plan and 11210 MW Plan.

 Projects totaling 5300MW capacities under

various stages of construction.

NTPC takes immense pride in its highly motivated and

trained human resources. The corporation’s continuous
efforts of augment its installed capacity and improve
consistently. Great importance is attached to training
and development using pre and post employment
training schemes. Business Today Hewitt Associate Best
employers Survey 2003 ranked NTPC the third Best
among 220 major companies in India. Surging ahead
with diversification &Joint Ventures

NTPC Vidyut Vihar Nigam (NVVN) incorporated to tap

vast potential of power trading for optimizing of capacity
utilization. NTPC electric supply company Ltd. Formed to
take up power distribution activities. Joint Venture

8
companies with SAIL are operating and maintaining
captive power plants at Durgapur, Rourkela and Bhilai. A
subsidiary company, NTPC Hydro Ltd. A JV company with
49% equity participation by NTPC and 51% by Railways
will be incorporated to set up a 1000 MW power plant at
Nabinagar in Bihar.

9
NTPC Tamil Nadu Energy Company Ltd. has been
incorporated to set up a coal-based power station of
1000 MW at Ennore with Tamil Nadu Electricity Board
Utility Power Technique. A NTPC JV with BSES, is
constructing, erecting and super using assignments in
power and other sectors both locally and globally. MoU
with BHEL to take up EPC jobs, NTPC is pursuing
business opportunities in Oman, Saudi Arabia, Iran and
UK. It has been imputed by prospective investor in UK to
do due diligence of two coal-based power stations by
undertaking O&M activities.

10
 NTPC OBJECTIVES

1. To add generating capacity with prescribe time and

cost.
2. To operate and maintain power stations at high
availability ensuring minimum cost of generation.
3. To maintain the financial operation in accordance
with good commercial utility practice.
4. To develop appropriate commercial policy leading to
remunerative tariffs and minimum receivables.
5. To function as a responsible corporate citizen and
discharge social responsibility, in respect of
environment protection and rehabilitation.

 The corporation will strive to utilize the

ash produced at its stations to the maximum extent
possible through production of ash bricks buildings
materials etc.
 To adopt appropriate human resources
development policy leading to creation of team of
motivated and competent power professionals.

 To introduce, assimilate and attain self-

sufficiency in technology, acquire expertise in utility
management practices and to disseminate knowledge
essentially as a contribution to other constituents of
the power sector in the country.
 Achieving improved plant reliability.

11
 NTPC CORE VALUES

 BUSINESS ETHICS

 CUSTOMER FOCUS

 ORGANISATIONAL & PROFESSIONAL PRIDE

 MUTUAL RESPECT AND TRUST

 INNOVATION AND SPEED

 TOTAL QUALITY FOR EXCELLENCE

12
 NTPC VISION

“A world class integrated

Power major, powering
India’s growth, with
Increasing global presence”

NTPC 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”

13
NEED AND SIGNIFICANCE OF STUDY

NTPC Limited is the largest thermal power generating

company of India, a truly national power company, with
power generating facilities in all the major regions of the
country playing a significant role in the nation’s
economic development and growth. In recent years
several changes have been observed in Indian business
environment as a result of liberalization, privatization
and globalization in Public Sector undertakings and
enterprises. This resulted in increased competition not
only with in the country but also on the international
frontiers. Therefore there is a need for study of training
and development to improve the efficiency of the
employees and in turn the efficiency of the company in
the wake of the global competition. The Corporation
believes that the key to organizational excellence is
Human Resource Management
The corporation aims at the process of improving
the skills of the employees to meet the fast changing
environment by understanding their employee needs.
Human Resource department is ensuring focus in
enhancing the capabilities of the employees of the
corporation to rise up to the emerging challenges in the
power sector.
Employees are the most valuable resources of any
organization like all other resources of the organization;

14
the employees possess value because of providing future
services.
National Thermal Power Corporation considers
human dimensions as the key to organization’s
success. The quality of employees and their development
through training and education are major factors in
determining long-term profitability of a small business.
Hiring and keeping good employees is the key to the first
factor. If you hire and keep , it is good policy to invest
in the development oftheir skills, so they can increase
their productivity.

Traditionally, about two-thirds of the training

expenses have been devoted to developing professional
managers and one-third to first-line workers. But that
proportion is changing. Organizations are realizing that
they need to develop theTcapabilities of their first-line
workers just as much as the capabilities of their
managers. Something else is changing as well. An old
axiom in HR management was, "When times get tough,
training is the first expenditure cut." Accordingly, often
raining expenditures are reduced significantly.
But a growing number of em ployers have recognized
that training is not just a cost; it is an investment in the
human capital of the organization that benefits the
entire organization. So this gives rise the need to study
the training and development practices followed by
NTPC.

15
 OBJECTIVES OF THE STUDY

• To obtain a detailed idea about the training and

development programs adopted in NTPC
• to analyze the programs adopted
• to find out the effectiveness of the training
programs
• To examine the employees perception towards the
training and development programs
• to find out the drawbacks in the programs
• To offer suggestions wherever necessary

SCOPE OF THE STUDY

• The scope of the study is the detailed understanding
of the training and development policies implemented
to bring in improvement in the skill levels of the
employees.
• To have a general idea about the organization as a
whole
• The company’s contribution to the power sector of
the nation.

The following departments have been given a wide berth

during the study:-
• Training and Development Center
• Human Resource Development Department

16
EFFECTIVENESS
OF
PERFORMANCE
MANAGEMENT
SYSTEM

17
 PERFORMANCE MANAGEMENT
SYSTEM

Philosophy of performance Management

System

To build a culture of performance by aligning individual

and organizational objectives and encourage open
communication and continuous feedback.

OBJECTIVES

 To accomplish the overall organization 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

18
 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 requirement of the

organization into individual development plans.

 To identify high performance and recognize them

through rewards and incentives.

 To facilitate fulfillment of individual aspirations.

19
 PMS CYCLE

Performance Assessment Year

Performance assessment years have been set up as

follows:

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.

20
 PMS PROCESS

The PMS process is broadly divided into the following

stages :

1 Performance Planning

2 Mid Year Review

3 Annual Assessment

4 Normalization

5 Feedback , Coaching and Counseling

21
 Performance Planning
Performance Planning is the process of:

1 Defining expectations i.e. the work to be done , the

result/target to be achieved and skill/competencies
needed to achieved these objectives

2 Setting “Measures” and “Targets”, determining

priorities and weightage of results to be achieved.

3 Identify 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:

1 Goals/Targets/Objectives are SMART (Specific,

Measurable, Agreed, Realistic and Time bound)

2 Results are substantially within the executive’s control

3 Measures relate to result.

4 Data is available for measurement.

5 Agreement on mutually agreeable and achievement

performance targets is arrived at after sufficient
discussion between reporting officer and executive
has taken place.

22
 Mid Year Review

Performance management is not an event but an

ongoing process. Mid year review help in the following
ways:

1. Reinforcing good performance in time.

2. Updating the status of targets i.e. progress review.

3. Identifying areas for “mid-course” correction.

4. Revisiting KPA’s and goals, if necessary

5. Assessing resources and skill requirement affecting

the individual’s performance

6. Discussion and feedback on functional competencies ,

managerial competencies, potential competencies and
core values actualization

7. Providing early warning of non-performance, i.e.

avoiding year and surprises

23
 Annual Assessment

The objectives of Annual Assessment are to:

1 Discuss and arrive at an assessment of performance

with respect to agreed target.

2 Assess the competencies, potential and core values

actualization by the individual.

3 Agree upon improvement plans and development

needs for the individual.

24
 Normalization

The objectives of the Normalization system in PMS are

to:

1 Ensure parity and integrity by minimizing variation

in rating by different reporting officer across
various departments and locations.

2 Enhance objectivity and transparency in the

appraisal system.

3 To view individual performance from the

perspective of organizational achievement.

25
 Feedback, Coaching, and
Counseling

Feedback :

Providing feedback on performance present the

following benefits:

1 Creates transparency making PMS more acceptable

to individuals

2 Reinforces good performance on time

3 Enables development of coaching and mentoring

relationship between reporting officer and executive

4 Ensure that organizational objective 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 condition for
providing performance feedback in the most effective
manner.

26
 Coaching and counseling

Coaching is an on-the-job approach to help individuals to

development and raise their skills and levels of
competence. Coaching typically consists of:

1 Making executives aware of how well they are

performing and their present level of knowledge and
skill

2 Providing guidance to individual to enable them to

complete their work satisfactorily

3 Motivating individual to learn new skill and

development themselves

4 Facilitating individual to raise level of contribution

and achievement.

Counseling in the PMS context essentially is a process by

which executives can receive assistance in sorting out
issues and related to current and future responsibilities
and aspirations. Therefore, reporting officer are required
to encourage individuals to plan for their own self-
development. The process of counseling is through:

27
 1. Recognition and understanding of existing strengths

2. Empowering. I.e. enabling the individual to

recognize their own problems and expressing the
same.

3. Facilitating action through guidance and expertise,

i.e. facilitating the process whereby the individual
evaluates alternatives and formulates action plans to
achieve the most suitable course of action

4. Helping individuals to take ownership of the

outcomes of their chosen action.

Coaching and counseling together act as a feedback

mechanism for the individual on his/her performance. It
is often used by reviewer/reporting officer to
communicate the areas for development to the
executive.

28
FINDINGS

AND

ANALYSIS

29
Question vise Analysis:

Q1) I am aware of all the rules & guidelines regarding

filling up of the PACE forms and their assessment.

STRONGLY
AGREE

12% 6% 3%
AGREE
15%

NEITHER
AGREE NOR
DISAGREE
DISAGREE

64%
STRONGLY
DISAGREE

Analysis: During our survey, 74% of the covered

executives agreed that they were well aware of all the
rules and guidelines for filling up the PACE forms. This
indicates that the PACE policy and its procedure has
been well communicated to all the employees by HR
Department.

30
Q2). I look forward to the PACE process each year.

STRONGLY AGREE
12% 0%
21%
AGREE

NEITHER AGREE
NOR DISAGREE
38% DISAGREE
29%
STRONGLY
DISAGREE

Analysis: The agreement to the above statement came

from 69% of the executives. This indicates that a
majority of the executives look forward to the
performance management process. However, it is felt
that there is further scope of improvement on the same.

31
Q3) The PACE process directly contributes to effective
Achievement of goals.

STRONGLY AGREE
0% 15%
29% AGREE

NEITHER AGREE
24% NOR DISAGREE
DISAGREE

32% STRONGLY
DISAGREE

Analysis: During our survey, 55% of the executives

agreed that the PACE process directly contributes to
effective achievement of goals. However, it is felt that
there is further scope of improvement.

32
Q4) The KPAs (Key Performance Area) reflect my actual
work responsibility.

STRONGLY AGREE
0% 12%
26%
AGREE

21% NEITHER AGREE

NOR DISAGREE
DISAGREE

STRONGLY
41%
DISAGREE

Analysis: The agreement to the above statement came

from 76% of the executives. This is very high score of all
questions, which the Key Performance Areas reflect my
actual work responsibility. This indicates that the PACE
policy and its procedure has been well communicated to
all the employees

33
Q5) I do not have any problem in quantifying my
targets.

9%
STRONGLY AGREE
18% 3%

3% AGREE

NEITHER AGREE
NOR DISAGREE
DISAGREE

STRONGLY
67%
DISAGREE

Analysis: During our survey, 76% of the executives

agreed that the don’t have any problem in quantifying
my targets and to achieve the goal in easy way.

34
Q6) The stretch targets set in KPA are often out of reach
practically.

STRONGLY AGREE
6% 3%

21% AGREE

38% NEITHER AGREE

NOR DISAGREE
DISAGREE

32% STRONGLY
DISAGREE

Analysis: According to survey only 57% of the

executives agreed that the stretch target set in KPA are
often out of reach practically and it is felt so
improvement of this scope.

35
Q7) I have access to MOU, Business Plan, Departmental
Plans and other documents for facilitating my target
setting.

STRONGLY AGREE
9% 0%
21%
AGREE

NEITHER AGREE
12% NOR DISAGREE
DISAGREE

58%
STRONGLY
DISAGREE

Analysis: The agreement to the above statement came

from 71% of the executives. This indicates that the
executives have access to MOU, Business Plans and
other documents for facilitating my target setting.

36
Q8) My boss gives enough time and support and we
discuss on targets & Performance with him in detail.

STRONGLY AGREE
9%
21%
AGREE
21%
NEITHER AGREE
NOR DISAGREE
DISAGREE
25%

24% STRONGLY
DISAGREE

Analysis: During our survey, 65% of the executives

agreed that the boss gives enough time and support and
we discuss on targets & performance with him in detail
and it is felt so improvement of this scope.

37
Q9) People in my department are given marks purely on
their merit and not based on some other
considerations.

STRONGLY AGREE
3%

AGREE
35%
35%
NEITHER AGREE
NOR DISAGREE
DISAGREE

6%
STRONGLY
21%
DISAGREE

Analysis: According to survey only 67% of the

executives agreed that People in my department are
given marks purely on their merit and not based on
some other considerations. It is felt so improvement of
this scope.

38
Q10) I have the resources available at my disposal for
achieving my targets.

STRONGLY A GREE
12% 6% 3%

A GREE

NEITHER A GREE
32%
NOR DISA GREE
DISA GREE
47%
STRONGLY
DISA GREE

Analysis: The agreement to the above statement came

from 71% of the executives and that the executive have
the resources available at my disposal for achieving my
targets.

39
Q11) PMS system is implemented in a fair & impartial
manner.

0%

3% STRONGLY AGREE

18%
AGREE

43%
NEITHER AGREE
NOR DISAGREE
DISAGREE

36% STRONGLY
DISAGREE

Analysis: During our survey, 61% of the executives

agreed that The PMS system is implemented in a fair &
impartial manner. However, it is felt that there is further
scope of improvement.

40
Q12) The actual change necessary for the successful
implementation Of PACE are at available in NTPC.

STRONGLY AGREE
0% 15%
21%
AGREE

NEITHER AGREE
26% NOR DISAGREE
DISAGREE

38% STRONGLY
DISAGREE

Analysis: According to survey 71% of the executives

agreed that the actual change necessary for the
successful implementation of PACE are at available in
NTPC.

41
Q13) I m given feedback regarding my performance by
my boss at the end of the performance cycle.

3%
STRONGLY AGREE
6%
3%
AGREE

NEITHER AGREE
42% NOR DISAGREE
46%
DISAGREE

STRONGLY
DISAGREE

Analysis: The agreement to the above statement came

from 70% of the executives and that the given feedback
regarding my performance by my boss at the end of the
performance cycle. This indicates that the PACE policy
and its procedure has been well communicated to all the
employees.

42
Q14) The actual change necessary for the successful
implementation of PACE are at available in NTPC.

STRONGLY AGREE
9% 0%
18%
AGREE

29% NEITHER AGREE

NOR DISAGREE
DISAGREE

44% STRONGLY
DISAGREE

Analysis: During our survey, 65% of the covered

executives agreed that the actual change necessary for
the successful implementation of PACE are at available
in NTPC and It is felt so improvement of this scope.

43
Q15) I think that the preview Confidential Rating (CR)
system was superior to PACE. If Yes or No.

DIAGRAMATICAL GRAPHICAL
REPRESENTATION

18%

YES
NO

82%

Analysis: The agreement to the above statement came

from 82% of the executives are NO and 18% of
executives are YES. that means the PACE is more
superior comparison than Confidential Rating.

44
 RESEARCH
METHODOLOGY

45
Data collection methods

SOURCES OF DATA:

While deciding about the method of data to be used

for the study, the topic of research which is training and
development has to be kept in mind and two types of
data is to be collected. The two types are:

• Primary data;
• Secondary data;

46
COLLECTION OF DATA:

The data as seen previously will be collected in two

forms which are primary and secondary data.

Primary Data:

Primary data are those which are collected afresh

and for the first time and that happens to be original in
character.
The primary data will be collected through a
Questionnaire and personal interaction. The data will be
collected through questionnaire method because exact
and first hand information can be gained. This is more
helpful rather than adopting any other method.
The primary data is collected by having personal
interaction with officials involved in Human Resource
Management department national thermal power
corporation, secundrabad.

A detailed questionnaire was given to the

employees which was the primary source of my study.
o The questionnaire consisted of 20 questions
o The employees were requested to select the
answer which suited him/her the

47
 o The total sample of the employees survey was
25 respondents

Secondary Data:

The secondary data comprises of information from

internal records of the organization, text books, journals
and various literature available in and outside of the
corporation, presentation reports on various topics,
standing orders.
This is the data which is already available, published
or unpublished and is collected from the company
records and manuals which are maintained by it.

48
DATA ANALYSIS:

The data is analysed mainly from the questionnaire.

Data interpretation is done with the help of stastical
tools like bar charts, pie diagrams and graphs .The
process of analyzing the data will begin with first
collecting the data which is obtained from the
questionnaire and then tabulating it. Then the tabulated
data is then depicted in diagrammatic form that is in
terms of a graph. Then from the graph an interpretation
is made.

49
PRESENTATION OF DATA:

The data is being collected for the topic of training

and development in National Thermal Power
Corporation.

The data on this topic will be presented by first

starting of with the topic Human Resource management
and training and development is then introduced
through the concept, definition and current trends.
secondly, the history of the power sector in which
aspects even like the present trends and prospects and
industry growth in the economy would be discussed.
And the company’s profile would be introduced
through, the company’s history, mission, objective,
nature of activities, its hierarchy, the recent trends it is
following along with its financial statements.
thirdly, the information obtained from the
questionnaire would be analysed by tabulating the
responses obtained and then accordingly representing
the information in graphic form. This would then be
followed by an interpretation of what the graph depicts.
Lastly, a summary of the report would be presented
alongwith the findings which have been generated out of
this study followed by a few suggestions for
improvements.

50
QUESTIONNAIRE

51
 QUESTIONNAIRE

Age- Dept-

Qualification-
Experience-

Grade/Level-

PMS Questionnaire

ON A-5-POINT SCALE, PLEASE RATE THE FOLLOWING

QUESTIONS.

5 4 3 2 1
Strongly Agree Neither Disagree Strongly
Agree Agree Disagree

Nor
Disagree

52
 1. I am aware of all the rules & guidelines
regarding filling up of the PACE forms and their
assessment.
( )
2. I look forward to the PACE process each year.
( ).
3. The PACE process directly contributes to effective
achievement of goals. ( ).

4. The KPAs (Key Performance Area) reflect my actual

work responsibility. ( )

5. I do not have any problem in qualifying my targets.

( )
6. The stretch targets set in KPA are often out of reach
practically. ( )

7. I have access to MOU, Business Plan, Departmental

Plans and other documents for facilitating my target
setting. ( )

8. My boss gives enough time and support and we

discuss on targets & performance with him in detail.
( )

9 People in my department are given marks purely on

their merit and not based on some other
considerations. ( )

53
 10. I have the resources available at my disposal for
achieving my targets. ( )

11. PMS system is implemented in a fair & impartial

manner. ( )

12. The competencies identified in the PMS are in line

with any job requirement. ( )

13. I m given feedback regarding my performance by

my boss at the end of the performance cycle.
( )

14. The actual change necessary for the successful

implementation of PACE are at available NTPC.
( )

15. I think that the preview Confidential Rating (RC)

system was superior to PACE. If Yes or No, why
( )
………………………………………………………………………………

16. Give any three positive features of PACE.

………………………………………………………………………………
17. Give any three drawbacks of PACE with supportive
modifications.

54
 SUGGESTION

My suggestions are based on the response received and

discussed with employees for improvement
PERFORMANCE MANAGEMENT SYSTEM, salient
suggestion of employees are:

• There should be evaluating the potential of the

executive to assume higher responsibilities in the
organization.

• They should be translating future skill requirement

of the organization into individual development plans.

• To provide a source of talent for meeting the

organization’s growth requirements through a process
of mapping the competencies and potential of
executives.

• PMS should be further aligned with the

organizational goals.

• Change Management techniques should be used for

effective implementation of the PMS System in NTPC.

• Culture of frank feedback should be created.

• Employees at the higher level should be given

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 suitable training to act as Performance Coaches.

LIMITATIONS

Some problems I faced while completing this project

report are:

 Few Employees were not present at the time

when I went for survey, so I could not take a large
numbers of samples.

 Due to shortage of time I could not do detailed

survey so the actual data is not written in the project
report.

 Many employees did not give correct answer of

some questions and something were kept
confidential.

 Some respondent did not show interest in survey

and they ignored my effort.

 Only five employees attempt my last question

which was:

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 CONCLUSION
The main reason behind selecting this topic was to get
acquainted with the practice aspect of performance
management system that is followed in NTPC. After
analyzing the questionnaire, personal interview and
telephonic interview, I came out with the conclusion that
there are no frequencies in the system.

• The main thing, I got that most of the employees

are having some satisfaction and few are not satisfied
of PMS in NTPC.

• Finally I found that satisfaction levels of employees

are very high in these follows PMS

• Aware of all the rules & guidelines

• KPAs reflect my actual work responsibility.

• Don’t have any problem in quantifying targets.

• Access to MOU, Business Plan, Departmental Plans

for facilitating target setting.

• The resources available at my disposal for achieving

targets.

• The actual change necessary for the successful

implementation of PACE are at available in NTPC.

• Given feedback regarding my performance by boss

at the end of the performance cycle

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BIBLIOGRAPHY

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 REFERENCE

Magazines:-
 Human Resource Management (C.R. Kothari).

 Business India (Weekly)

 NTPC Journal
 Business Today

Web Sites:
 Google.com
 ntpc.in

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THANKS

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