A

STUDY REPORT
ON
"TO EVALUATE THE PRESENT
PERFORMANCE APPRAISAL SYSTEM OF NTPC LTD."

A Project Submitted in Partial fulfillment for the award of Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

KOMALLA GOUTHAMI

[Roll No: 17UC1E0029]

Under The Guidance Of

SHAIK AHMED
Assistant Professor

TALLA PADMAVATHI COLLEGE OF ENGINEERING

(Approved by AICTE, Affiliated To JNTU, Hyderabad)
SOMIDI, KAZIPET, WARANGAL-506003
(2017-2019)
 CERTIFICATE

This is to certify that the project work titled “TO EVALUATE THE PRESENT

PERFORMANCE APPRAISAL SYSTEM OF NTPC LTD being submitted

by KOMALLA GOUTHAMI (Roll No : 17UC1E0029) carried out in

partial fulfillment of the requirements for the award of degree of Master of

Business Administration for the academic year 2017-2019 of JNTU

Hyderabad. This Project work is original and not submitted earlier for the award

of any degree/Diploma or associate ship to any other University / Institution.

Internal Guide Head of the Department

EXTERNAL EXAMINER
 ACKNOWLEDGEMENT

I take this opportunity to remember and acknowledge the co-operation

extended by several individuals out of whom this project has evolved. I shall
always cherish my association with them.

I Thank Shri S. Kaliya Moorthy Garu and his Team for their enormous
support in furnishing the data and details, where their guidance fetched me a lot
of onsite knowledge and making this project complete.

I owe my sincere thanks to my project guide SHAIK AHMED

Assistant Professor who has been guiding me in fine manner and has been a
source of motivation, support & advice.

I owe thanks to S. VIJAYA LAKSHMI Head of the Department of

Business Administration who has been a source of inspiration and advice and the
encouragement given throughout for the accomplishment of the project.

I owe special thanks to Dr. P. YELLAIAH principal of TALLA

PADMAVATHI COLLEGE OF ENGINEERING, for his encouragement in
doing this project. I owe special thanks to chairman of TALLA PADMAVATHI
COLLEGE OF ENGINEERING, for his encouragement in doing this project.

I owe my sincere thanks to faculty and staff, members of TALLA

PADMAVATHI COLLEGE OF ENGINEERING, for their vital guidance
throughout the project.

My verbal abilities limit the expression of heartfelt feelings towards my

parents and family members, friends whose untiring efforts have helped me to
great extent. God has been always with me giving hope and courage to accomplish
task in time.

KOMALLA GOUTHAMI

H NO: 17UC1E0029
 DECLARATION

I “KOMALLA GOUTHAMI” bearing H No: 17UC1E0029, hereby declare

that the project report entitled “TO EVALUATE THE PRESENT

PERFORMANCE APPRAISAL SYSTEM OF NTPC LTD”, under the

esteemed guidance of SHAIK AHMED Assistant Professor Department of

MBA submitted in partial fulfillment of the requirements for the award of the

degree of Master of Business Administration.

I declare that this submitted work is done solemnly be me and to the best

of my knowledge, no such work has been submitted by any other person for the

award of Degree or Diploma.

I also declare that all the information collected from various secondary sources

has been duly acknowledged in this project report.

Date: KOMALLA GOUTHAMI

Place: HTNO: 17UC1E0029

 TABLE OF CONTENTS
EXECUTIVE
CHAPTER 1 PAGE NO: 1
SUMMARY

PROFILE OF THE
CHAPTER 2 PAGE NO: 2 TO 28
COMPANY

CHAPTER 3 PERFORMANCE PAGE NO: 29 TO 321

APPRAISAL

RESEARCH
CHAPTER 4 PAGE NO: 33 TO 43
METHODOLOGY

PAGE NO: 44
CHAPTER 5 STUDY OUTCOMES

CONCLUSION AND PAGE NO: 45 TO 46

CHAPTER 6
SUGGESTIONS

1. QUESTIONNAIRE
ANNEXURE PAGE NO: 47 TO 49
2. BIBILIOGRAPHY
CHAPTER-1
EXECUTIVE
SUMMARY
 The project, entitled-“To analyze the current performance appraisal system of
National Thermal Power Corporation Ltd.”, I even have studied the current appraisal system
of NTPC by analyzing the main points of the appraisal system, articulate the structure,
functional, division & individual objectives , factors in business dynamics to grade staff on
objectives productivity parameters, self-appraisal followed by reportage officer & higher
authority’s assessment , link between rewards and performance to extend motivation level of
staff , assessment of training desires of the people and create them privy to the parameters
accustomed measure their performance.

In the very own trend of the study, it is actually tried to search whether or not the

current appraisal system is effective enough to serve the aim of performance appraisal i.e. to

know the wants of staff and supply them formal & regular feedback associated with their

performance.

For this purpose, I used questionnaires to induce the opinions of staff at totally

different levels. I conjointly went through completely different books, websites and

magazines to assemble material associated with the subject. When grouping the data, I

analyzed the information and supply the mandatory suggestions to boost the system.
 1

CHAPTER – II
NTPC COMPANY PROFILE
VISION OF THE COMPANY

“TO BE THE WORLD’S LEADING POWER COMPANY, ENERGIZING INDIA’S

GROWTH”

MISSION OF THE COMPANY

“PROVIDE RELIABLE POWER AND RELATED SOLUTIONS IN AN ECONOMICAL,

EFFICIENT AND ENVIRONMENT FRIENDLY MANNER, DRIVEN BY INNOVATION AND
AGILITY”

COMPANY OVERVIEW
NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to
accelerate power development in India. Since then it has established itself as the dominant
power major with presence in the entire value chain of the power generation business. From
fossil fuels it has forayed into generating electricity via hydro, nuclear and renewable energy
sources. This foray will play a major role in lowering its carbon footprint by reducing
greenhouse gas emissions. To strengthen its core business, the corporation has diversified
into the fields of consultancy, power trading, training of power professionals, rural
electrification, ash utilization and coal mining as well.

NTPC became a Maharatna company in May 2010, one of the only four companies to
be awarded this status. NTPC ranked 492nd in the ‘2019, Forbes Global 2000’ ranking of the
World’s biggest companies.

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GROWTH OF NTPC INSTALLED CAPACITY AND GENERATION

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 The total installed capacity of the company is 55,126 MW (including JVs) with 21
coal based, 7 gas based stations, 2 Hydro based station and 1 Wind based station. 9 Joint
Venture stations are coal based and 11 Solar PV projects. The capacity will have a diversified
fuel mix and by 2032, non-fossil fuel based generation capacity shall make up nearly 30% of
NTPC’s portfolio.

NTPC has been operating its plants at high efficiency levels. Although the company
has 15.56% of the total national capacity, it contributes 22.74% of total power generation due
to its focus on high efficiency.

In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of 5.25%
as fresh issue and 5.25% as offer for sale by the Government of India. NTPC thus became a
listed company in November 2004 with the Government holding 89.5% of the equity share
capital. In February 2010, the Shareholding of Government of India was reduced from 89.5%
to 84.5% through a further public offer. Government of India has further divested 9.5%
shares through OFS route in February 2013. With this, GOI's holding in NTPC has reduced
from 84.5% to 75%. The rest is held by Institutional Investors, banks and Public. Presently,
Government of India is holding in NTPC has reduced to 56.41%.

NTPC is not only the foremost power generator; it is also among the great places to
work. The company is guided by the “People before Plant Load Factor” mantra which is the
template for all its human resource related policies. In 2018, NTPC was recognized as
“Laureate” for consistently ranking among “Top 50 Best Companies to Work for in India” for
last 10 years in the Great Place to Work and Economic Times survey. Besides, NTPC was
also recognized as the best among PSUs and in Manufacturing.

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THE BOARD OF DIRECTORS
Shri Gurdeep Singh Shri S. Roy
Chairman & Managing Director Director (HR)
Shri A.K. Gupta Shri Susanta Kumar Roy
Director (Commercial) Director (Projects)
Shri P.K. Mohapatra Shri Prakash Tiwari
Director (Technical) Director (Operations)

Shri Vivek Kumar

Shri K. Sreekant
JS & FA, Ministry of Power - Government
Director (Finance)
Nominee Director
Shri Anurag
Shri M.P. Singh
Additional Secretary & Financial Adviser,
(Independent Director)
Ministry of Power
Shri P.K. Shri Shashi Shekhar
(Independent Director) (Independent Director)
Shri Subhash Joshi Shri Vinod Kumar
(Independent Director) (Independent Director)
Dr. K.P.K Pillay
Dr. Bhim Singh
(Independent Director)
(Independent Director)

Dr. Gauri
Independent Director

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DIVERSIFIED GROWTH

 NTPC to be a 130 GW company by 2032 with diversified fuel mix and a 600 BU
company in terms of generation

 Coal would continue as predominant fuel with 65% share of coal based capacity in the
portfolio.

 Non-fossil fuel based capacity would achieve a share of 30% and Thermal based
generating capacity share would be 70%.

 Share of RE (including hydro) would be 28%

 NTPC targets a market share of 25% in ancillary services and storage

 NTPC aims to achieve 10% of the estimated market share for supply of electricity in
E-mobility business

SUBSIDARIES

NTPC Electric Supply Company Ltd. (NESCL)

The company was formed on August 21, 2002. It is a wholly owned subsidiary
company of NTPC with the objective of making a foray into the business of distribution and
supply of electrical power, as a sequel to reforms initiated in the power sector. The company
was also mandated to take up consultancy and other assignments in the area of Electrical
Distribution Management System.

Its maiden entry into power distribution was by forming a 50:50 JV company
‘KINESCO Power and Utility Private Ltd.’ with Kerala Industrial Infrastructure
Development Corporation (KINFRA). It is already distributing power in KINFRA owned
industrial theme parks.

With the objective of sectoral support in the area of distribution, NESCL has been
assigned the responsibility of implementing rural electrification works under the Rajiv
Gandhi Grameen Vidyutikaran Yojana (RGGVY).

NTPC Vidyut Vyapar Nigam Ltd. (NVVN)

NTPC Vidyut Vyapar Nigam Ltd. (NVVN) was formed by NTPC Ltd, as its wholly owned
subsidiary to tap the potential of power trading in the country thereby promoting optimum
capacity utilization of generation and transmission assets in the country and to act as a
catalyst in the development of a vibrant electricity market in India. The company holds the
highest category ‘I’ trading license from CERC.

The Government of India has designated the company as the nodal agency for Phase I
of the Jawaharlal Nehru National Solar Mission (JNNSM) with a mandate for purchase of

6
power from Solar Power Projects connected to grid at 33 KV and above and for sale of such
power bundled with the power sourced from NTPC Coal Power Stations to distribution
utilities under Phase I (2010-2013) of JNNSM, which envisages setting up of 1000 MW solar
capacity.

The Company has been designated as the nodal agency for cross-border trading with
Bhutan and Bangladesh and has entered into an agreement with Bangladesh (BPDB) for
supply of 250 MW power for 25 years from various central generating stations of NTPC.

The Company is also engaged in ash business involving sale of Fly Ash and
Cenosphere from various coal power stations of NTPC. Read more »

Kanti Bijlee Utpadan Nigam Limited, (formerly known as Vaishali Power Generating
Company Limited)

To take over the Muzaffarpur Thermal Power Station (2*110MW), a subsidiary

company named ‘Vaishali Power Generating Company Limited (VPGCL)’ was incorporated
on September 6, 2006 with NTPC contributing 51% of equity and the balance equity was
contributed by the Bihar State Electricity Board. The company was rechristened as ‘Kanti
Bijlee Utpadan Nigam Limited’ on April 10, 2008. Present equity holding is NTPC 64.57%
& BSEB 35.43%. The company is upgrading the existing unit and establishing new plant.

Bharatiya Rail Bijlee Company Limited (BRBCL)

A subsidiary of NTPC under the name of ‘Bharatiya Rail Bijlee Company Limited’ was
incorporated on November 22, 2007 with 74:26 equity contribution from NTPC and Ministry
of Railways, Govt. of India respectively for setting up of four units of 250 MW each of coal
based power plant at Nabinagar, Bihar. Investment approval of the project was accorded in
January, 2008. 90% power from this project is to be supplied to Railways to meet the traction
and non-traction power requirements.

Patratu Vidyut Utpadan Nigam Limited (PVUNL)

PVUNL has been incorporated on 15.10.2015 as a subsidiary of NTPC with 74% stake in the
Company and 26% of stake held by JBVNL to acquire, establish, operate, maintain, revive,
refurbish, renovate and modernize the performing existing units and further expand capacity
of Patratu Thermal Power Station, District Ramgarh, Jharkhand in two phases i.e. Phase-I
(3x800 MW) and Phase-II (2x800 MW).

Government of Jharkhand has issued the Notification dated 01.04.2016 for transfer of assets
of Patratu Thermal Power Station to Patratu Vidyut Utpadan Nigam Limited.

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Nabinagar Power Generating Co. Ltd.
The Company was incorporated on 09.09.2008 as a Private Limited Company with Bihar
State Power Generation Company Ltd. (erstwhile BSEB) with a view to set up 3x660 MW
Thermal Power Plant at New Nabinagar, Bihar and operation & maintenance thereof.
Consequent upon transfer of shares held by BSPGCL to NTPC, the Company became wholly
owned subsidiary of NTPC w.e.f. 29th June 2018. Subsequently, word “Private” was
removed from its name.

JOINT VENTURES

JVs FOR POWER GENERATION

NTPC-SAIL POWER COMPANY (PVT) LTD (NSPCL

1. A Joint Venture Company of NTPC and SAIL (50: 50 equity) was incorporated on
08.02.1999.
2. BESCL (Bhilai Electric Supply Co. Pvt Ltd), another JV Co. of NTPC and SAIL with
50:50 equity participation), has merged with NSPCL w.e.f 2nd August 2006.
OBJECTIVE : To own and operate captive power plants for SAIL’s steel manufacturing
facilities located at Durgapur, Rourkela and Bhilai. To undertake expansion of Bhilai plants.

NTPC TAMILNADU ENERGY COMPANY LIMITED (NTECL

This JV was incorporated on 23.05.2003 with Tamil Nadu Electricity Board, a State
run Electricity Board in the State of Tamil Nadu engaged in generation, transmission and
distribution of electricity.
OBJECTIVE To set up a 1500 MW coal based power station at vallur, Ennore in Tamil
Nadu utilising the existing infrastructure facility at Ennore and supply power mainly to Tamil
Nadu and the states of Kerala, Karnataka and Pondicherry.
PROMOTERS' EQUITY NTPC: 50%
TNEB : 50%
ARAVALI POWER COMPANY PRIVATE LTD (APCPL
The JV Company was Incorporated on 21.12.2006 with, Indraprastha Power
Generation Company Ltd. (IPGCL) and Haryana Power Generation Company Ltd (HPGCL).
OBJECTIVE To set up a coal-based power station of 1500MW capacity in Distt. Jhajjar,
Haryana, in joint venture with IPGCL and HPGCL to supply power to Delhi and Haryana.
PROMOTERS' EQUITY NTPC-50%, IPGCL-25%, HPGCL-25%

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MEJA URJA NIGAM PRIVATE LIMITED
The Joint Venture Company has been incorporated on 02.04.2008 with UPRVUNL.
OBJECTIVE To set up a 2 X 660MW Thermal Power Plant at Meja, Distt. Allahabad in UP
PROMOTERS' EQUITY NTPC: 50%
UPRVUNL : 50%
RATNAGIRI GAS & POWER PVT., LIMITED
This Joint Venture Company was incorporated on 08.07.2005
OBJECTIVE To own and operate the assets of the erstwhile Dhabol Power Company ( 1967
MW) and 5 MMTPA LNG Re-gasification Terminal
Entire Power Block (1967 MW) of the Gas Power project is under commercial operation.
Domestic gas from KG basin has been made available by MoPNG for long term requirement
for the operation of Gas Power Plant.
JVS FOR SERVICES
NTPC GE POWER SERVICES PVT., LTD.
The JV Company was incorporated on 27.09.1999 and formerly known as NTPC-
ABB ALSTOM POWER SERVICES PVT. LTD)
OBJECTIVE Undertake Renovation & Modernization of power stations in India and other
SAARC countries
PROMOTERS' EQUITY NTPC: 50% GE : 50%
The Company is engaged in undertaking work of renovation & modernization of
Power Plants, performance optimization and improvement of availability & efficiency of
Power plants and their life extension.
UTILITY POWER TECH LTD
This JV company incorporated on 23.11.1995 has been promoted with Reliance
Infrastructure Limited (formerly BSES Limited), a private sector Indian power company.
OBJECTIVE To undertake project construction, erection and supervision in power sector
and other sectors in India and abroad
PROMOTERS' EQUITY NTPC: 50%
Reliance Infrastructure Ltd.: 50%

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NATIONAL HIGH POWER TEST LABORATORY PVT., LTD. (NHPTL)
This JV was incorporated along with NHPC, PGCIL and DVC on 22.05.2009
OBJECTIVE To set up an Online High Power Test Laboratory for short circuit testing
facility of electrical equipment
JVs FOR COAL MINING
NTPC – SCCL GLOBAL VENTURES PRIVATE LTD
The JV Company with Singareni Coalieries Company Limited (SCCL) was incorporated on
31.07.2007
OBJECTIVE To jointly undertake Development and O & M of Coal Blocks(s) and
Integrated Coal based Power Projects in India and overseas.
Promoters’ EQUITY NTPC - 50 %
SCCL – 50 %
*NTPC - SCCL is under voluntary winding-up

INTERNATIONAL COAL VENTURES PVT., LIMITED (ICVL)

The JV Company was incorporated on 20.05.2009
OBJECTIVE For procurement of metallurgical coking coal and thermal coal from overseas
& acquisition of coal assets abroad
*NTPC has resolved to withdraw from ICVL

JVs FOR MANUFACTURING & SUPPLY OF EQUIPMENT

NTPC-BHEL POWER PROJECTS PVT.LTD
The Joint Venture Company was incorporated on 28.04.2008 with BHEL
OBJECTIVE To explore, secure and execute EPC contracts for Power plants and other
Infrastructure projects in India and abroad.
To engage in manufacturing and supply of equipment for power plants and other
infrastructure projects in India and abroad.
Promoters’ EQUITY NTPC: 50%
BHEL : 50%
*NTPC has resolved to withdraw from BHEL
BF NTPC ENERGY SYSTEM LIMITED.
This JV Company with Bharat Forge Limited (BF) was incorporated on 19.06.2008

10
OBJECTIVE To provide facilities for manufacturing of castings, forgings, fittings and high
Pressure piping, required for Power and other industries, Balance of Plant (BOP) equipment
for the power sector etc.
PROMOTERS' EQUITY NTPC: 49%
BF : 51%
NTPC-TELK
The shares of Transformers & Electricals Kerala Ltd. (TELK) was bought by NTPC on
19.12. 2009
OBJECTIVE For Manufacturing and repairs of Transformers
PROMOTERS' EQUITY NTPC: 44.6%
Govt. of Kerala: 54.56%
Public: 0.84%
NTPC has resolved from TELK
ENERGY EFFICIENCY SERVICES LTD. (EESL)
This JV was incorporated on 10.12.2009 amongst NTPC, PFC, POWERGRID and REC with
equal equity participation.
OBJECTIVE To carry out and promote the business of Energy Efficiency, Energy
Conservation and Climate Change including manufacture and supply of energy efficiency
services and products.
CIL-NTPC URJA PRIVATE LIMITED (CNUPL)
This JV was incorporated on 27.04.2010 with Coal India Limited (CIL) in New Delhi for
incorporation of Joint Venture Company with 50:50 equity participation
OBJECTIVE
Development of Brahmini & Chichro Patsimal coal mine blocks for meeting coal
requirement of Farakka and Kahalgaon expansion projects of NTPC
PROMOTERS' EQUITY NTPC: 50%
CIL: 50%
ANUSHAKTI VIDHYUT NIGAM LIMITED (ASHVINI)
This JV was incorporated on 27.01.2011 with Nuclear Power Corporation of India Ltd
(NPCIL) for entering into the business of nuclear power generation
OBJECTIVE Setting up of nuclear power projects
PROMOTERS' EQUITY NPCIL: 51%
NTPC: 49%
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PAN-ASIAN RENEWABLES PRIVATE LIMITED

This JV was incorporated on 14.10.2011 with the Asian Development Bank and Kyuden
International Corporation (Kyushu) to develop renewable energy projects.
OBJECTIVE
To develop projects and establish over a period of three years, a portfolio of about 500 MW
of renewable power generation in India

INTERNATIONAL JOINT VENTURES

TRINCOMALEE POWER COMPANY LIMITED
This JV was incorporated on 26.09.2011 with the Ceylon Electricity Board, Sri Lanka (
CEB).
OBJECTIVE To set up a 2 X 250 MW coal based power project in the Trincomalee region.
PROMOTERS' EQUITY NTPC: 50%
CEB: 50%
BANGLADESH-INDIA FRIENDSHIP POWER COMPANY PRIVATE LIMITED
(BIFPCL)
Bangladesh-India Friendship Power Company (Pvt.) Limited (BIFPCL)...Click here.
This JV was incorporated on 31.10.2012 with the Bangladesh Power Development Board,
Bangladesh (BPDB).
OBJECTIVE To develop and operate coal based power projects in Bangladesh.
PROMOTERS' EQUITY NTPC: 50%
BPDB: 50%

JOINT VENTURE FOR FERTILIZERS

HINDUSTAN URVARAK & RASAYAN LIMITED (HURL)
This JV was incorporated on 15.06.2016 with the NTPC - COAL INDIA LIMITED
OBJECTIVE For taking up revival of fertilizer plants of Fertilizer Corporation of India
Limited at Sindri, Jharkhand and Gorakhpur, Uttar Pradesh by setting up ammonia urea plant
at each location.
PROMOTERS' EQUITY NTPC: 33.28%
CIL: 66.7

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BUSINESS DEVELOPMENT

NTPC the top power company of India with a commissioned capacity of 54,326 MW
It feeds a fourth of India's electricity needs or as we say "NTPC lights up every fourth bulb in
the country". It is one of the most efficient power companies in India, having operations that
match global standards.

Commensurate with our country's growth challenges, NTPC has embarked upon an ambitious
plan to attain a total installed capacity of 130 GW by 2032. Towards this goal, NTPC has
adopted a multi prong strategy which includes Greenfield projects, Brownfield projects, joint
ventures and acquisition of existing plants route. Besides, the corporation has also adopted
the diversification strategy in related business areas such as coal mining, power trading, and
manufacturing etc., to ensure robust growth of the company.

HUMAN RESOURCE AT NTPC

People before PLF (Plant Load Factor)' is the guiding philosophy behind the entire
gamut of HR policies at NTPC. We are strongly committed to the development and growth of
all our employees as individuals and not just as employees. We currently employ 20600+
people at NTPC (including JVs and Subsidiaries). Productivity in terms of Man: MW ratio
has improved from 0.51 in 2016-17 to 0.44 in 2017-18.

Our HR Vision
To enable our people to be a family of committed world class professionals, making
NTPC a learning organization. Competence building, Commitment building, Culture building
and Systems building are the four building blocks on which our HR systems are based.

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Recruitment
We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee'
program was introduced in 1977 with the objective of raising a cadre of homegrown
professionals. ETs are hired based on GATE score (Engineers) or nation-wide open
competitive examinations (for functions like HR/Finance, etc.,). Recently we have introduced
psychometric tests to map the culture fit of the candidate with the organization. For non-
executive positions, induction is done at the level of Diploma Trainee (DT) & Artisan
Trainee (AT). For short-term requirements of particular skill, fixed tenure recruitments have
been introduced in NTPC.

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 Hiring is followed by 52 weeks of fully paid induction training consisting of
theoretical input, on job training, personality development & management modules. The
induction program helps to assimilate the new recruits coming from diverse backgrounds into
the organizational values / culture and to impart the required knowledge & skills to perform
the job.

Career Advancement & Opportunities

A well-established talent management system comprising of Performance
Management System, Leadership Development System, Career Development Scheme and
Succession Planning Scheme is in place to ensure that we fulfill our promise of meaningful
growth and relevant challenges for our employees.
The career development of individuals is linked to diverse job exposure, location exposure,
learning input through planned interventions, clearance of online e-learning functional &
cross-functional modules and administration of assessment tools.
Rewards & Recognitions
We recognize the importance of Rewards and Recognition to employees in building
the performance culture of the organization. To this end, we have created a culture of rewards
and appreciation through celebration of various achievements and recognizing the
contributions behind each success.

Learning & Development

Training needs identified during performance discussion and filling of Individual
Development Plans form the basis of training calendar.
Access to e-Learning courses on Management and technical topics from renowned
bodies has been given to NTPC employees to facilitate anytime/anywhere self-paced training
facility where employee can schedule his/her learning at own ease. The modules are
accessible through Web based portal. In 2017-18, 2000 identified executives were allowed
access to Harvard Manage Mentor (HMM) online courses where each user had to complete
21 online modules in 11 months. 2000 more executives have been allowed access for the
same in 2018-19.1000 NTPC employees have been provided General Physics e-Learning on
Power Plant related technical modules on various areas of Power Plant functionalities. 150
modules on Power Plant Familiarization and Safety are to be completed in a period of one
year.
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 To meet the academic aspirations of employees and match them with the needs of the
organization, NTPC has a policy for Company Sponsorship and Study Leave for Higher
Education.

INNOVATE, CREATE, COMPETE

NTPC has introduced numerous initiatives that seek to enhance the creativity,
innovation and spirit of healthy competition among its employees. These platforms give
individuals the opportunity to enhance their personal growth, and at the same time, contribute
to the organization. These initiatives include NTPC Open Competition for Executive Talent
(NOCET-a theme based annual competition), NTPC Business Minds (Simulation Game
Challenge). Last year 50 teams all over NTPC participated in the NOCET competition and
1100 executives participated in NTPC Business Minds games. Medha Pratiyogita, an annual
quizzing event for employees and families is a unique employee engagement activity which
witnessed an overwhelming participation of 3050 contestants this year . There are 150+
active Professional circles in NTPC and nearly 2000 employees participate in the Quality
Circles to find solutions to problems in shop floor level.

KNOWLEDGE MANAGEMENT IN NTPC

An IT enabled Knowledge Management System helps in capturing, assimilating and
retrieving unstructured and structured knowledge in NTPC.
QUALITY OF WORK-LIFE

NTPC is committed to provide the best available work life for its employees. Far
removed from the buzz of cities, our townships are the epitome of serenity, natural beauty
and close community living. A range of welfare and recreation facilities including schools,
hospitals, shopping Centers, recreation Centers, club, gym, pool etc. are provided at the
townships to enhance the quality of life & the well-being of employees and their families.

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EMPLOYEE WELFARE
An entire gamut of benefits, from paid Childcare leave to Post-retirement Medical
benefits to Family Economic Rehabilitation are extended to employees to meet any exigency
that may arise in a person’s life. Providing Urban Facilities at Projects/Stations(PUPs) of
NTPC has been another unique initiative to create better working & living conditions for
employees & their families, to meet the changing needs & aspirations of young employees.
From feedback of employees the concept of Club Cinema through for screening of latest
movies , wi-fi facilities in hostels, recreation centers, guest houses and offices , facility for e
book in the libraries of recreation centers have been started in the power stations.
MEDICAL- TELEMEDICINE, SMART CARD
NTPC provides full medical cover to the employee and his/her dependents. The
medical cover consists of cost of consultation, hospitalization, medical tests and
hospitalization of all dependent members of the family.

NTPC owned hospitals provide round the clock service to its employees posted at
NTPC townships situated at far-off locations with the support of its full time doctors, nurses
and hospital administration staff. We also have empaneled 250+ specialty and super specialty
hospitals across approx. 25 cities/towns for providing specialist treatment to our employees.
Any employee can walk in and avail medical treatment billed to company by producing his
Medical Smart Card (for hospitalization cases). There is no cap on the expense incurred on
treatment of the employee or his dependent members of the family. With the objective of
providing best medical facilities to its employees, even at the remotest of the locations, NTPC
recently rolled out an initiative called "Tele Medicine". Under this initiative, patients could
consult live with specialists of reputed super-specialty hospitals through tele-video
conferencing. The initiative has met with resounding success. Ambulances equipped with
Advanced Life Support systems are available at power plants to cater to medical
emergencies.

100 % preventive medical checkup is aimed at for all employees. Also awareness
programs - lectures & camps by specialists on medical & lifestyle are conducted regularly for
greater awareness.
We have been awarded with Platinum award-2017-18 from Arogya World for health
initiatives.
17
 We value our people and their contributions for the company even after their
retirement. Post-Retirement Medical Scheme (PRMS) is in place for employees who have
retired from the services of the Company and their spouses.
Seeking Feedback
Regular feedback is taken from employees by conducting organizational climate
surveys and employee satisfaction surveys. The purpose is to seek employee feedback on
various systems. Through surveys, employee contributes towards improvement of various
systems within organization by giving their valuable feedback.
The Employee satisfaction index from internal surveys improved to 64.32% in 2017-
18 from 62.63% in 2016-17.
The Trust Index score by the well-known Great Places to Work survey is 81 % where
organizational pride is well above the national average at 90%.

Shared Services
NTPC introduced HR Unified Services wherein certain HR functions of all units of a
region have been centralized. A Unified HR Services portal facilitates the process where
employees can login into the portal and raise their service requests.
A Shared HR Services Group from a common location in the region delivers these
services resulting in reduction of manpower engaged in these activities and greater economies
of scale due to centralization of activities. Application status can be tracked at employee’s
end resulting in greater accountability. Also, with no requirement of sending hard copies to
HR the functioning supports the paperless initiative of the company.

Branding
Over the years, NTPC has received numerous awards and recognitions that reinforce
our HR philosophy and practices.
In 2018, NTPC was recognized as “Laureate” for consistently ranking among “Top 50
Best Companies to Work for in India” for last 10 years in the Great Place to Work and
Economic Times survey. Besides, NTPC was also recognized as the best among PSUs and in
Manufacturing.
The prestigious ATD best Award 2018 for talent development initiatives has
recognized our L&D and Talent management practices for successively two years.

18
 Our annual event- Electron Quiz for students of reputed Engineering colleges and
management institutes from all over the country saw a participation from nearly 800 teams
this year.

Equal Opportunity Employer

At NTPC Limited, We recognize the value of diverse workforce. NTPC Limited is

committed to provide equal opportunities in employment and creating an inclusive work
place and work culture in which all employees are treated equally with respect and dignity.

Contributing to the neighborhood

NTPC has always been at the forefront in uplifting the lives of women and girl child
and help them become self-reliant. In May 2018, NTPC launched "Girl Empowerment
Mission" to empower and educate girls in and around NTPC projects. In this unique CSR
initiative to support the cause of Girl Child, there are 392 girls in the age group of 10-12
years participating in a four-week Residential Workshop

19
 FUNCTIONS OF HR-ES (EMPLOYEE SERVICE) SECTION

1. OPERATIVE SERVICES MANAGEMENT SYSTEM

(A) To satisfy the necessities of furnishings in numerous departments of the company.

(B) Provision of various things to varied workers with within the company.

(C) To make sure correct allotment of workplace area for officer’s cabins.

(D) To manage all activities associated with VVIP’S visits.

2. Administrative division ADMINISTRATION

(A) Allotment of quarters to workers in line with the supply of quarters & priority of
the worker.

FUNCTIONS OF HR-IE (INDUSTRIAL ENGINEERING) SECTION

1. RECRUITING

(A) This section is chargeable for recruiting of trainees/apprentices (ITI, credentials

and certificate holders).

(B) They combined interact visiting doctors for the clinic of the corporate on
temporary basis.

(C) There's a provision of enlisting of mounted range of physically unfit workers

within the company.

20
2. WORK FORCE COMING UP WITH

(A) Deployment of workers like draftsman, operator etc. to different departments,

wherever they're needed.

(B) EST section conjointly take care of the entire Human Resource Management
System of the corporate.

(C) They address the grievances of the workers and supply data to the management.

(D) They're engaged within the transfers of the workers with within the project i.e.
BTPS.

(E) They furnish incentives to the workers for his or her smart performance.

TYPES OF INCENTIVES
(a) ‘Meritorious productivity award’ given on twenty sixth Jan August within the kind
of money.
(b) ‘Star of the month award’ given on monthly basis in non-financial type.
(c) Special Performance award is given yearly to those workers whose last three years
performance is outstanding.

3. WORKER DEVELOPMENT
(A) There's a suggestion theme for workers within which they'll provide their
suggestions to the management of the corporate.

(B) Company conjointly has job rotation policy for the workers.

(C) This section conjointly carries out a quarterly magazine known as ‘Sankalp’
within which completely different data is enclosed.

21
 4. PROMOTION
(A) Promotions of non-government workers are disbursed
(B) They supply data to the company workplace relating to promotion of government
workers.

FUNCTIONS OF HR-ER&W (EMPLOYEE RELATION & WELFARE) SECTION

Ramagundam Thermal powerhouse has 2 tier system of working-
(A) staff (from eight.30 a.m. to 5.00 p.m )
(B) Operation workers (work in three shifts)

The operation department has the most range of workers. It takes care of operation of
the varied equipment’s and controls within the plant. The operation department takes care of
the unit management rooms (UCBs). an influence plant operates 24×7 thus, the operation
department works in shifts to require care of the units the least bit times.
Regarding welfare activities of the workers, each statutory & non statutory facilities
are provided.

STATUTORY FACILITIES

(A) Canteen facility for breakfast, lunch & dinner is provided to the workers.
(B) Rest rooms for the aim of relaxation also are on the market for workers.
(C) There are separate bogs for girls & gents within the company.
NON STATUTORY FACILITIES

(A) Accommodation facility is provided to the workers of the corporate.

(B) There's a provision of education facility to the wards of the workers.
(C) Youngsters bhavan for tiny children’s, for the aim of their development.
(D) Girls club & NTPC club for recreation purpose of the workers
(E) Company conjointly provides personal accident insurance to the worker.
(F) House building and conveyance advances are given to the workers.

22
 NTPC – RAMAGUNDAM
NTPC Ramagundam, a part of National Thermal Power Corporation, is a 2600 MW
Power station situated at Ramagundam in Peddapalli district in the Indian state of Telangana,
India. It is the current largest power station in South India. It is the first ISO 14001 certified
"Super Thermal Power Station" in India.

The TG Hall or the Turbo-Generator hall or the Turbine-Generator Hall is the hall or
space where the turbine-generator sets are present.

NTPC Ltd., Ramagundam has two TG Halls one for STAGE-I and the other common for
STAGE-II and STAGE-III. These TG halls are equipped with heavy overhead cranes that
assist in transportation of material within the TG hall. These cranes find their use greatly
during overhauls.

UNIT WISE POWER GENERATION

The whole plant is divided into 3 stages, each stage being planned at one time.

STAGE 1 (3×200 MW)

This stage consists of three units(Unit-1, Unit-2, Unit-3) each with a generation capacity of
200 MW. The turbines for these three units were manufactured by The Ansaldo Energia Ltd.
The construction began in the late 1970s and these units have performed well over a long
period setting many records regarding maintenance and generation over the other two stages.
but stage (1,2,3) cwp motors are manufactured by BHEL and all motors are manufactured by
Ansaldo. S-I coal mill motors are 240 KW and PA fans are 400 KW. All equipment is very
important in plant.

STAGE 2 (3×500 MW)

This stage again consists of three units (Unit-4, Unit-5, Unit-6) each with a generation
capacity of 500MW. The turbines for these three units were manufactured by Bharat Heavy
Electricals Limited (BHEL).

23
Outside view of STAGE-III (Unit#7)

Stage 3 (1×500 MW)

This stage comprises only one unit (Unit - 7). This is a first of its kind in South India being a
computer operated unit. A wide disparity may be seen between the control rooms of the other
two stages and this computerised unit. To this day, many Power plant engineers train in this
unit to upgrade themselves to this new mode of operation. This unit also has the tallest
chimney in India (height: 275 metres).

Overhauls

Once in two years, these units are stopped and overhauled, one unit at a time. The overhauls
are usually taken up during the months June to September as the monsoons activate hydel
power generation which substitute the power generation lost due to the overhaul of the unit.
The same practice is followed all through the country. The overhauls usually take 15 to 20
days per unit provided there is no major repair involved. Major repairs include turbine casing,
turbine rotor damage and other damages that require transporting the equipment to another
location (usually the manufacturer). The overhauls are the dissipaters of the annual PLF of
any power plant.

24
 DEPARTMENTS
Generator
Generator Transformer
Conveyor motors and other motors
All power transmissions
Civil Maintenance
Civil Maintenance takes care of all the civil activities in the plant such as non-mechanical
constructions, maintenance of locations, scrap removal and ensuring a proper working
condition of minor equipment.

MGR (Merry-go-Round) Department

This dept. takes care of the coal transport to the plant.

CHP (Coal Handling Plant)

This dept. takes care of all coal handling processes.

Coal collection
Coal crushing
Consequent milling
Mechanical Maintenance
This dept. has the following sections
Boiler Maintenance

Boiler feeders
Primary and secondary air pumps
Boiler feed pumps
Boiler core parts

Turbine Maintenance
Turbine core parts
Turbine governing system
Control & Instrumentation
25
This department deals with the maintenance of various control devices and instruments. It is
considered to be a part of the maintenance section. It has got the following sections.
Boi
Turbine C&I

Departments under non-O&M

HR
Finance
Materials and contracts
IT...etc...

STAFF
The plant is headed by the General Manager (GM) to whom the AGM's report. The O&M
group being reported by the Additional General Manager (O&M) again to whom the AGMs
of concerned departments report.
The AGM's are again reported to by the Heads of various departments (DGM level) and so
on following the order below
GM
AGM
DGM
Senior Superintendent
Manager
Deputy Manager
Senior Engineer
Engineer
ET (Executive trainee)
Assistant Engineer
Township
NTPC, Ramagundam has a very beautiful and a serene township. The TTS is the temporary
township constructed during the early stages of the plant. It is now resided by the secondary
employees of the organization (contractors, allied organization employees, and service
organizations to the township like Dooradarshan Ali automobiles.)

26
The PTS is the permanent township where most of the employees reside with their families. It
is known for its serenity, cleanliness, vegetation and its parks.

Schools
The township has three schools. Kendriya Vidyalaya NTPC Ramagundam, St.Claire High
school and the Sachdeva school of excellence (formerly Chinmaya Vidyalaya).

Shopping
The township has a main shopping Center and Four small shopping Centers where the
residents may shop for groceries and other regular needs.

Facilities
The township is well facilitated with banking(The State Bank of India with an on-site ATM),
postal services, telephone and internet services(BSNL), adequate water supply, 24×7
electricity right from the plant, civil services and its own security.
TSRTC-Godavarikhani bus depot runs city and long distance buses from NTPC busstop to
Ramagundam railway station and various neighborhood areas.

Guest Houses and Restaurants

There are two Guest houses. Jyothi bhavan for executives, Godavari Bhavan (Field Hostel)
for other employees, students and trainees and Satavahana Restaurant for the families
These are maintained by the Indian Coffee House employees and are equipped with dining
facilities thus forming as restaurants for the township residents.

Parks
The township has beautiful parks namely the Ambedkar park, the Chacha Nehru park, the
priyadarshini park and other small parks.

27
 SALES FIGURES AND MARKET SHARES

NTPC has shown a remarkable performance in the areas of operation and

maintenance till 2018-19. Some of the highlights of its excellence are-:

1. For 3QFY2019, the company posted robust sales growth of 16.1% yoy to
end the period at Rs. 24,120cr On the Operating front, EBITDA margins
came in at 26.0% v/s 25.2% in 3QFY2018.
2. NTPC India (NTPC) is the largest power utility in the Indian Power
sector, having 24% & 16% market share in the power generation &
installed capacity in India respectively.
3. In line with our estimate, NTPC’s revenue grew by 13% YoY in 2QFY19
led by higher blended realisation (10%) despite a muted 1.9% YoY rise in
generation.
4. Capacity addition of over 16000 MW planned totaling 5300 MW capacity
under various stages of construction

28
CHAPTER –III
PERFORMANCE
APPRAISAL
 Performance Appraisal is the systematic evaluation of the performance of employees
and to understand the abilities of a person for further growth and development. Performance
appraisal is generally done in systematic ways which are as follows:

 The supervisors measure the pay of employees and compare it with targets and plans.
 The supervisor analyses the factors behind work performances of employees.
 The employers are in position to guide the employees for a better performance.

OBJECTIVES OF PERFORMANCE APPRAISAL

Performance Appraisal can be done with following objectives in mind:

 To maintain records in order to determine compensation packages, wage structure,

salaries raises, etc.
 To identify the strengths and weaknesses of employees to place right men on right job
 To maintain and assess the potential present in a person for further growth and
development
 To provide a feedback to employees regarding their performance and related status
 To provide a feedback to employees regarding their performance and related status
 It serves as a basis for influencing working habits of the employees.
 To review and retain the promotional and other training program

29
MODERN METHODS OF PERFORMANCE APPRAISAL

30
BENEFITS OF PERFORMACE APPRAISAL

 Every employee’s distinct enactment impacts how all the team or even the firm
(especially if it is small) is doing.
 It elucidates the employee’s role and eminence in the organization. Some workers
like to know where they stand vis-à-vis their job enactment and want to see what
else (useful) they can do for the company.
 Self-development is the most important advantage for the employee. Performance
appraisal permits you to be responsible for positive opinion as well as
recognizing areas for enhancement. An employee can discuss and even create a
progressive (training) plan with the manager so he can progress his skills.
 It persuades employees if supported by a good merit-based payment system. Best
performers get better pay and benefits packages. Similarly, those employees that
lag behind get reprimanded.
 It provides a planned process for an employee to approach the management for
deliberations, identify hitches, clarify opportunities and plan for the future. It lets
both manager and employee set up long- and short-term goals.
 The statistics can be used to monitor the success of the organization’s
employment and training practices.
 Performance appraisal system also helps the management in decisive about the
promotions, relocations and rewards of the employee.
 It is easy to identify the under-performers and decide whether you want to keep
them hoping for upgrading or sometimes have to let them go.
 Both manager and employee, keep performance appraisal records and can all
together review the changes in the enactment in future.

31
 PROBLEMS AFFECTING THE VALIDITY OF
PERFORMANCE APPRAISAL SYSTEM

1. Halo Effect
The Halo effect bias is roughly defined as when a manager forms a generalized positive
impression of an employee on the basis of one or two things, qualities or features.

2. Central tendency: It is the inclination of managers to rate all their subordinates with an
“average” score during performance appraisal

3. Leniency error is a rater's bias that occurs because of the rater rating an individual too
positively. This type of error generally occurs during a performance appraisal or an interview.
A Performance appraisal and an interview are highly subjective in nature

4. Strictness Error The result is that subordinates are rated consistently high, medium, or
low on all performance appraisal dimensions. called the recency of events error. ... Strictness
or leniency, central tendency, halo effect, and recency of events all result in inaccurate
performance appraisals of employees

5. Recency Effect: When reviewers suffer from recency bias, they tend to remember the most
recent work the employee has done. ... On the other hand, if an employee performs well
throughout the year, but before the review, their performance drops, then despite their
previous good performance, they are going to get a bad review

32
CHAPTER-IV
RESEARCH
METHODOLOGY
OBJECTIVES OF STUDY
• To determine factors in business dynamics to grade staff on the objectives productivity
parameters.
• To study concerning the system of self-appraisal, appraisal by coverage officer, by
reviewing officer and final assessment by moderation committee.
• To study regarding create an immediate link between rewards & performance to extend
the motivation level of staff.
• To study concerning assessment of coaching desires of individual workers.
• To study and create staff fully privy to the parameters used for analysis of their
performance.
SCOPE OF STUDY

In Ramagundam Thermal power station, managed by National Thermal Power Corporation

Ltd., there's still ample scope for improvement within the performance appraisal system
below E7 level.
1 .Below this level no weightages are allotted to completely different attributes that differ in
keeping with their importance.
2. Below E6 level “Management By Objectives” isn't followed and therefore the staff don't
seem to be clear regarding their functions supported these objectives.
3. There's no direct link between the rewards and performance of individual worker.
4. Formal feedback isn't provided to the staff on regular basis.
5. They're not aware of the parameters on that their performance is measured.
6. There exist communication gap between superiors & their subordinates.
All the on top of mentioned issues would like immediate improvement and a focus of the
management of the company.

33
RESEARCH PROCEDURE
STEPS IN RESEARCH
1. Understanding the nature & scope of business, the structure.

2. Study the present review system of the company.

3. To gather data from practical heads concerning the technicalities concerned in performance
appraisal viz. KRA’s weightages.

4. Discussion with senior officers to know the expectations of the corporate.

5. Conferences with workers of various departments to include their views.

6. Prepare questionnaires on the idea of on top of data.

7. Getting the opinions & expectations of workers at totally different levels of the corporate.

8. Gather data from totally different sources like books, magazines, net etc. concerning
performance appraisal.

9. On the idea of responses from the staff and also the data gathered from different sources,
ready the report with mentioning the changes required within the appraisal system.

RESEARCH DESIGN
Research design was implemented for the “Exploratory Research Study”. The main
persistence of the study was to express the issues in appraisal system for analysis. The major
prominence was on the discovery of ideas & views of the employees at diverse levels to
improve the current appraisal system. Two methods were used for the study-:

1. The survey of concerning literature.

2. The experience survey

SAMPLING DESIGN
The sampling design used for the study was “Stratified Sampling”. The different
strata or homogeneous groups formed were-:
1. Executives
2. Supervisors
3. Workman’s
34
SAMPLING UNIT
The sampling unit was “Ramagundam Thermal Power Station”, Ramagundam, Telangana.

SAMPLE SIZE
In total 34 employees were interviewed during the study.

DATA COLLECTION METHODS

In the survey two types of data were collected-:
Primary data: Data collected by the investigator himself/ herself for a specific purpose.
Examples: Data collected by a student for his/her thesis or research project.

Sources for Primary Data

i) Direct personal investigation.
(ii) Indirect oral investigation.
(iii) Through local correspondents.
(iv) Mailed Questionnaire.
(v) Schedules sent through enumerators.

Secondary data: Data collected by someone else for some other purpose (but being utilized
by the investigator for another purpose)
Secondary data were collected from the following sources-:
(A) Books associated to the context
(B) From the previous records of the Company
(C) Various Magazines & News Articles
(D) From the URL (Website)

35
RESTRITIONS OR LIMITATIONS OF STUDY

1. The Confidential documents are not accessible

2. Lack of time for the employees to respond
3. Some employees shown unwillingness to answer the questionnaire
4. Some respondents were influenced if there may be any consequences from the
Management or their colleagues
5. Could not reach out the other Shift Employees due to various shift timings
6. Couldn’t cover all the departments because they were spread in to many
7. Employees are on Leave.

FINDINGS AND ANALYSIS

1. Do you have a Performance Appraisal System?

36
2. Do you think that your Performance Appraisal System is effective?

3. Will you discuss your Key Responsible Areas (KRA’s) and performance with no
hesitation to your reporting Officer?

37
4. Do you know what is the Norms used in your Performance Appraisal?

5. Do you think that the Criteria used is sufficient to judge your performance?

38
6. Do you make your self-assessment and does it match with the Organization formal
appraisal

7. Are your Monetary and non- monetary benefits based on performance appraisal
rating?

39
8. Development of new or better job related skills are in accordance with your
performance appraisal?

9. Do you get enough opportunity to request your higher authorities in any situation

40
10. Will you have timely communication in case of adverse entry?

11. Do you think that the formal appraisal system would find your ability for higher
positions?

41
12. Do you have sufficient time for and guidance to improve your performance?

13. Do you think that the performance appraisal system will make the Superiors or
seniors know about your performance?

42
14. Do you think that performance appraisal system would reduce the communication gap
with the top level management?

15. Do you prefer Mid-term review or annual review of your performance

43
CHAPTER –V
STUDY
OUTCOMES
On the premise of the survey conducted, following points has emerged out that need the eye
of the management-:

1. The current performance appraisal system below E7 level isn't effective enough to serve
the aim of employee’s appraisal.

2. Below E6 level the “Management by Objectives” approach isn't followed and thus the staff
isn’t clear regarding their functions supported these objectives.

3. Correct weightages aren't assigned to attributes that differ in their importance.

4. Several staff isn’t privy to the criterion used for his or her appraisal.

5. Consistent with those that comprehend the criterion, it's not adequate to gauge their
performance.

6. There's a large gap between the self-assessment by the worker and therefore the formal
appraisal done by the organization.

7. There's no provision of incentives to the individual worker supported his/her performance

appraisal rating.

8. Formal feedback isn't provided to the staff on regular basis.

9. The appraisal system doesn't facilitate the staff to find their true potential for higher
responsibilities.

10. Staff doesn’t get adequate chance to charm to the upper authorities just in case of adverse
entry.

11. There's significant quantity of communication gap between the superiors &subordinates.

12. No stress is given on the behavioral side of the staff that has an effect on their
performance significantly.

13. Coaching isn't provided to the staff on the premise of his/ her performance appraisal
rating.

44
 CHAPTER –VI
CONCLUSION AND
RECOMMENDATIONS
1. “Management by objective” approach ought to be introduced below E6 level and up to E1
level, so executives at lower levels ought to even be privy to their functions supported
these objectives.

2. Before setting the KRA’s, the staff ought to prepare themselves by reviewing their work
beforehand, distinctive barriers they baby-faced in doing their jobs and refamiliarise
themselves with their job descriptions, job responsibilities etc.

3. Appraise ought to be allowed to gift their own opinions and perceptions freely however in
an exceedingly calm and factual manner.

4. Performance appraisal mustn't be targeted to forms solely however on its purpose of

performance improvement by removing barriers to job success.

5. Each appraiser ought to combine and set realistic targets that may be doable, otherwise the
procedure of setting KRA’s is wastage of your time.

6. Weightages ought to be appointed to completely different attributes consistent with their

importance.

7. Formal feedback ought to be provided on regular basis to the staff, so issues may be
prevented in their early stages. It’s a 2 approach communication method, so a
subordinate also can initiate the method.

8. reportage officer ought to create the staff privy to the criterion used for his or her
performance appraisal.

9. Monetary & non-monetary incentives ought to be to the individual worker on the spot, by
the manager, by supporting their performance. It’ll inspire the worker.

10. Behavioral side of the worker ought to be due importance whereas reviewing his
performance.

45
11. Coaching ought to be provided to the worker on the idea of his/ her performance appraisal
rating. It’ll facilitate him/her to urge new skills.

12. The procedure of performance appraisal ought to be clear within the sense that the worker
should bear in mind concerning his/her appraisal rating.

13. Communication gap between the appraiser & appraise ought to be reduced by means that
of performance appraisal &regular conferences.

14. Create workers a lot of responsible towards their duties and responsibilities.

15. When the extent of manager, there mustn't be fastened cut-off date for promotion and
workers get higher responsibilities on the idea of their potential and ability. So, there
ought to be potential appraisal alongside performance appraisal at this level and on top
of.

16. A computerized system ought to be introduced to fill the forms and submission at
supervisor level and on top of. it'll scale back the time needed to try to appraisal and at
identical time bring transparency between the appraisers and appraise, as he/she will see
his/her ratings on the pc whenever they require. A secret ought to even be appointed to
the worker to stay his/her ratings confidential.

46
QUESTIONNAIRE
Please tick your Option
1. Do you have a Performance Appraisal System?
Yes ____ No ____ May be ___
2. Do you think that your Performance Appraisal System is effective?
Yes ____ No ____ May be ___
3. Will you discuss your Key Responsible Areas (KRA’s) and performance with no
hesitation to your reporting Officer?
Yes ____ No ____ May be ___
4. Do you know what is the Norms used in your Performance Appraisal?
Yes ____ No ____ May be ___
5. Do you think that the Criteria used is sufficient to judge your performance?
Yes ____ No ____ May be ___
6. Do you make your self-assessment and does it match with the Organization formal
appraisal
Yes ____ No ____ May be ___
7. Are your Monetary and non- monetary benefits based on performance appraisal
rating?
Yes ____ No ____ May be ___
8. Development of new or better job related skills are in accordance with your
performance appraisal?
Yes ____ No ____ May be ___
9. Do you get enough opportunity to request your higher authorities in any situation
Yes ____ No ____ May be ___
10. Will you have timely communication in case of adverse entry?
Yes ____ No ____ May be ___

47
11. Do you think that the formal appraisal system would find your ability for higher
positions?
Yes ____ No ____ May be ___
12. Do you have sufficient time for and guidance to improve your performance?
Yes ____ No ____ May be ___
13. Do you think that the performance appraisal system will make the Superiors or seniors
know about your performance?
Yes ____ No ____ May be ___
14. Do you think that performance appraisal system would reduce the communication gap
with the top level management?
Yes ____ No ____ May be ___
15. Do you prefer Mid-term review or annual review of your performance?
Yes ____ No ____ May be ___

48
 BIBILIOGRAPHY

BOOKS

 Human Resource Management – P.G. Aquinas

 Human Resource Management - Pearson
 Human Resource & Personnel Management - K.Ashwathappa
 Research Methodology - C.R.Kothari

MAGAZINES

 Business World
 Business Today
 Outlook
 The Times of India
 The Hindu Business Standard Line

WEBSITES

 www.ntpcindia.com
 www.ntpc.co.in
 www.google.com
 Wikipidea

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