PART1

CHAPTER 1 COMPANY PROFILE 1.1 INTRODUCTION

ORIENTAL BANK OF COMMERCE

PROFILE OF THE COMPANY:
Oriental Bank of Commerce India was established in the year 1943 on 19th February in Lahore. After partition, Oriental bank of commerce is shifted from Lahore to Amritsar paying every rupee to its departing customers. Oriental bank of commerce was nationalized on 15th April in 1980.Then OBC bank had 307 branches with Rs.282.61 crores as deposits and as advance Rs 152.69.The National Institute of Bank Management(NIBM),rated OBC bank as Customer Friendly Bank

PART2

CHAPTER 2 PROJECT

2.1Participative forums In Management

INTRODUCTION

Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations cover all aspects of the employment relationship, including human resource management, employee relations, and unionmanagement (or labour) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labourmanagement relations, while human resource management is a separate, largely distinct field that deals with non-union employment relationships and the personnel practices and policies of employers. The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these
4

relationships are expressed such as, collective bargaining, workers participation in decision-making, and grievance and dispute settlement, and the management of conflict between employers, workers and trade unions, when it arises.

DEFINITION
For management, it is joint consultation prior to decision-making. Management experts look upon it as a tool for improving the overall performance of an enterprise. For them, it means that workers are given an opportunity to take part in those decisions which affect their wages, their working conditions, their very jobs, and this participation paves the way to harmonious industrial relations which are conductive to increasing productivity and efficiency. For laborers, it is just like co-decision or co-determination. The trade unions view the concept as a new order of social relationship and a new set of power equations within organizations. This does not mean that they are concerned with improving organizational performance; but in terms of relative importance and priorities, they hold the view that the functioning of economic activity is, by its very nature, social. The objective is to gain control over the decision-making process within an enterprise. ILO: Participative forums may broadly be taken to cover all terms of association of workers and their representatives with the decision-making process, ranging from exchange of information, consultations, decisions and negotiations, to more institutionalized forms such as the presence of workers member on management or supervisory boards or even management by workers themselves.
5

CONCEPT
The concept of Participative forums in management crystallizes the concept industrial democracy, and indicates an attempt on the part of an employer to build his employees into a team, which works towards the realization of a common objective. In the words of Devise "it is a mental and emotional involvement of a person in a group situation which encourages him to contribute to goals and share responsibilities with them." Within the orbit of these different definitions a continuum of men management relationship can be conceived: Workers' Control - Joint Management - Joint Consultation - Work Place consultation - Management supremacy In this continuum, workers' control represents one extreme, which suggests concentration of all powers in workers, and management supremacy represents the other extreme, which implies a zealous defense of managerial prerogatives. Sometimes participation is regarded as basically synonymous with Taylor's "Scientific management", the aim of which is to secure the maximum prosperity of employers and the employed. However, the approach is somewhat different, for "Scientific management' lays emphasis on the technical aspect of work whereas the "participation" lays primary emphasis on the human element and rests on the assumption that a worker is major than a pair of hands, he is a human resource. When operationally, the term workers' participation implies a formal method of providing an opportunity for every member of the organization to contribute his effort.
6

ESSENCE OF PARTICIPATIVE FORUMS IN MANAGEMENT

The essence of Participative forums in management lies in the firm belief and confidence in the individual, his capacity for growth and learning, ability of contribution significantly with his hands, head as well as his heart; this implies discarding the narrow conventional outlook of antagonism of interests and substituting in its place a community of purpose

and extending co-operation in promoting the well being of labour and management in industry. It should be remembered that Workers' participation in management is not the same thing as participative management. While Workers' participation in management refers to institutional and formal arrangements resulting into the creation of PARTICIPATIVE FORUMS to associate workers' representatives with management, participative management refers to managers' specific style in which he interacts with his people. Workers' participation can be thus summarized as a system of communication and consultation, cither formal or informal, by which employees of an organization are kept informed about the affairs of the undertaking and through which they express their opinions. The broad goal of workers participation is to change basically the organizational aspect of production and transfer the management function entirely to the workers so that they can experience intricacies of 'auto management'.

2.2

OBJECTIVE OF RESEARCH

To study about the functioning of various participative forums in NTPCRIHAND To know the satisfaction level of employees in accordance with employeremployee relationship. To determine the efficiency and effectiveness of participative forums in NTPC-RIHAND To study about the involvement of team members on various issues concerned. To determine the level of communication between management and employees and benefits derived thereof.

2.3 SCOPE AND IMPORTANCE

To improve the quality of working life by allowing the workers greater influence and involvement in work and the satisfaction obtained from work.

To secure the mutual cooperation of employees and employers in achieving industrial peace, greater efficiency and productivity in the interest of the enterprise, the workers, the consumers and the nation

The above mentioned importance determines the success or failures of any systems of participative management. It is difficult for any institutional Participative machinery to succeed in the long run in the absence of at least some unity regarding the objectives of participation among the parties.

PARTICIPATIVE FORUMS IN NTPC, RIHAND

PROLOGUE

In order to bring about a sense of involvement and effective participation amongst the employees at various levels, towards a coordinated and determined effort for better all-round performance and improved efficiency, it is imperative to provide institutionalized forums for joint participation/consultation of the employees in the timely completion of projects and their smooth functioning. It is desirable to have such forums not only in the areas of construction/production,

productivity/efficiency, target-setting, reduction of cost, elimination of waste, safety, house-keeping, and physical working conditions, etc. but also in the areas of day-to-day concern of the employees away from their workplace, such as in the areas of recreation and cultural activities, horticulture, environment, etc.

10

KINDS OFPARTICIPATIVE FORUMS

11

SAFETY COMMITTEE
Objective: The objective of the Safety Committee would be to create safety consciousness among employees and suggest ways and measure to the management for creating safe working conditions and a safe working culture. Constitution: Committee would be as follows: Erection/Operation Construction Department Senior-most employee in the Safety Officer Secretary Officer(HR-Welfare) One Executive from Civil Dy. General Manager Chairman Manager/Dy. Manager from The constitution of the Safety

Supervisory category from Mechanical Erection. Senior-most employee in the

Supervisory category from Electrical Erection. Senior-most employee in the

Workman category from Mechanical Erection

Senior-most

employee

in

the

Workman category from Electrical Erection.

12

Meetings: The Committee will meet once in three months or at such frequent intervals as felt necessary. The Safety Officer, who would work as the Member Secretary, will do necessary follow-up for the implementation of conclusions reached at in these meetings.

TOWNSHIP ADVISORY COMMITTEE

Objective:

The objective of the Township Advisory Committee would be to advise the management in the administration of matters relating to municipal affairs and township maintenance and to make suggestions for the provision of township facilities, horticulture and environment, etc.
Constitution:

The constitution of the Safety Committee would be as follows: Dy. General Manager/Chief Construction Manager Chairman

Sr. Manager (Safety)

One Officer from Finance Department. One Officer from any other department.

Senior-most employees in the categories of unskilled and semiskilled workers taken together.

Senior-most employee in the category of skilled workers.

13

Senior-most employee in the supervisory category .

Meetings:

The Committee will meet once in a month or at such frequent intervals as felt necessary. The Manager (HR), Secretary of the Committee, would do necessary follow-up on the conclusions arrived .

14

JOINT PLANT/PROJECT LEVEL COUNCIL (PLC)

The PLC is the apex level participative forum at the project level and is chaired by the Head of Project. Objective: It is constituted to discuss and resolve plant level issues information sharing on generation & production targets, productivity, elimination of wasteful practices, inventory reduction, general health, welfare & safety, and issues referred by shop councils. Constitution: The constitution of the PLC would be as follows: Head of Project/Station Chairman An Executive from the HR Department Secretary The number of representatives of employees and the Management would be equal and would vary between 8 and 12 depending on the employee strength. The Management representatives would be recommended by the Heads of Department and approved by the Head of Project. They would consist of representatives from the Supervisory category whose number would be 1 or 2 depending on whether the total number of Management representatives is 4 or 6.

15

Workers representatives would be elected by the workers representatives in the Shop/Departmental Councils. The members once nominated or elected would hold position for one year. Any vacancies arising during the term would be filled in the same manner as mentioned earlier, but only for the remaining period of the term. Meetings: The Council will meet once in a quarter or at such frequent intervals as felt necessary. The Secretary of the Council will prepare the minutes of the discussions and will follow-up the implementation of the conclusions. Functions of Plant Level Council: To study operational results and current and long term production problems of the work as a whole. Function of one Shop-council which has a bearing on another shop or unit as a whole. Matters emanating from Shop-councils, which remain unresolved. Development of skills of workmen and adequate facilities for training. General health, welfare, safety measures for the plant. To advice management on all matters concerning the working of organization in the fields of production, welfare, quality of work life and quality of life. Quality and technological improvements. Plant performance in financial terms, labour and managerial cost etc.

16

To review the progress and working of various forums such as Canteen Management Committee, Employees Welfare Association, Shop Level council and TADC.

SHOP (DEPARTMENTAL) LEVEL COUNCIL (SLC)

The SLC is the participative forum at the departmental level and is chaired by Head of Department. The number of SLCs is to be decided depending on the strength of the employees. The factors to be kept in view are: a) Homogeneity of the group; b) Size of the group; and c) Major areas to constitute separate identifiable groups, smaller areas can be pooled together to constitute a Departmental Council.

Objective: It is constituted to discuss department level issues Improvement of production, productivity & efficiency, elimination of wastage, improvement in working conditions, safety, etc.

Constitution: The constitution of the SLC would be as follows: Head of Department Chairman An Executive from the HR Department Secretary

17

The number of representatives of employees and the Management would be equal and would vary between 8 and 12 depending on the employee strength. The Management representatives would be recommended by the Heads of Department and approved by the Head of Project. They would consist of representatives from the Supervisory category whose number would be 1 or 2 depending on whether the total number of Management representatives is 4 or 6. Workers representatives would be elected by secret ballot. The members once nominated or elected would hold position for one year. Any vacancies arising during the term would be filled in the same manner as mentioned earlier, but only for the remaining period of the term. Meetings: The Council will meet once in a month or at such frequent intervals as felt necessary. The Secretary of the Council will prepare the minutes of the discussions and will follow-up the implementation of the conclusions.

Functions of Shop Level Council: To study operational results and

current and long term departmental production problems. the departmental level. monthly/ yearly production target. To improve shop floor discipline. Assist management in achieving To advice on steps necessary at

18

 production. to lowering cost. precautions and devices.

To

promote

and

rationalise

To effect economies with a view

To promote efficient use of safety

Physical conditions of working

such as lighting, ventilation, noise, dust etc. To study absenteeism in the

department and recommend steps to reduce them.

To encourage suggestions.
To ensure proper flow of adequate

two-way communication between the management and workers. better functioning of the departments. of decisions taken by PLC. To implement the recommendations To improve working conditions and

19

OTHER PARTICIPATIVE FORUMS

A number of other participative forums would be set up to deal with specific areas, as mentioned below, and would comprise of equal number of employee and management representatives.

Canteen Management Committee Day-to-day issues of Plant canteen management.

Employees Welfare Committee Organising welfare, recreational and cultural activities.

Sports Council Promoting sports consciousness.

House Allotment Committee Allotment of house to entitled employees.

20

The scheme for workers participation in industry at shop floor and plant level was introduced by Government on 30th October, 1975 and was made applicable only to manufacturing and mining units in the public, private and co-operative sectors as well as those run departmentally, employing 500 or more workers. Another scheme on workers participation was introduced on 4th January, 1977 in commercial and service organization in the public sector, which has large scale public dealing with a view tom rendering better customer service. The ministry of labour & rehabilitation, Government of India, has introduced on 30th December 1983 a new comprehensive scheme for workers participation in central public sector undertakings. Following are the salient features of the scheme: 1-Introduction: The scheme will be applicable to all central public sector undertakings except those undertakings which are given in specific exemption from the operation of the scheme by the administrative ministry/ department concerned in consultation with the department of labour, taking into account the nature of the undertaking, the products it is manufacturing etc. Any undertaking of the Central Government, which is run, departmentally, however, it will exclude from the new scheme. 2-Structure of the scheme: The scheme shall be operated both at the shop floor and plant levels in all public sector undertakings (other than those, which has been specifically exempted). As regards participation at the board level, the administrative ministry/ department
21

concerned (in -charge of the undertaking) will draw in consultation with the department of labour; a list of undertakings which it considers would be suitable for introduction of the scheme at the board level also. This list will be reviewed from time to time with a view to bringing in as many undertakings as possible within its scope. 3-Representation: The representation of the workers at the shop floor and plant levels would cover different categories of workers such as skilled and unskilled, technical and nontechnical. Managerial personnel would be excluded but supervisory categories such as supervisor, foreman, charge man etc. would be covered. Both the workers and the management will get equal representation at the shop floor and plant level forums. Each party will have a representation of five to ten members depending on the size of the work force. The exact number would be arrived at by the management in consultation with the trade union leaders in the undertaking. The management will also consult the concerned trade union leaders and evolve through consensus the mode for representation of workers at all levels at which the scheme would be implemented. In persuading the union leaders to reach a consensus, the management may point out that in the absence of such consensus, a scheme would not be capable of implementation. The management and the trade union leaders would ensure that there is adequate representation for women in the participative forums where women workers constitute 10 percent or more of the total work force. The management would also ensure that adequate provision is made to safeguard
22

workers independence from management pressure so as to ensure workers protection against any harassment or victimization. 4-Functions: The participating arrangement may cover the following functions at different levels: Shop Level: - Production facilities, storage facilities in a shop, material economy, operational problems, wastage control, hazards, safety problems, quality improvement, cleanliness, monthly targets and production schedules, cost reduction programmes formulation and implementation of work system, design group working, welfare measures related particularly to the shop. (b) Plant level: - Operational areas

Evolution of productivity schemes

taking into account the local conditions fulfillment;

Planning,

implementation,

fulfillment and review of monthly targets and schedules: general, and in critical areas in particular, consideration of suggestions; improvements;
23

Materials supply and its shortfall; Storage and inventories; Housekeeping; Improvements in productivity in

Encouragement

to

and

Quality

and

technological

 and development of new products; level or concerning more than one shop.

Machine utilization, knowledge

Operational performance figures; Matters not resolved at the shop

Economic and Financial areas: Profit and loss statements, balance sheets; Review of operating expenses, financial results, cost of sales; Plant performance in financial terms, labour and managerial costs, market conditions etc;

Personnel matter: Absenteeism; Special problems of women workers; Initiation and supervision of workers training programmes; Administration of social security schemes.

Welfare areas: Operational details; Implementation of welfare schemes, medical benefits and transport facilities Safety measures; Sports and games; Housing; Township administration, canteen etc;
24

Control of gambling, drinking, indebtedness etc;

Environmental areas: Extension activities and community development projects; Pollution control.
Board level- At the board level, the workers representatives will participate in all the functions of the board. One of the special functions assigned to the board would be reviewing the work of the shop and plant level participating forums.

WORKING OF THE FORUMS AT NTPC RIHAND: At the shop floor and the plant levels, the participating forums will attempt to arrive at a decision by consensus: but whereas no mutually acceptable consensus emerges, they will refer the matter to the next higher forums.

MODIFICATIONS OF THE FUNCTION OF THE FORUMS: The scope of the functions can be modified by mutual consensus between the workers and the management.

25

PROCEDURALS GUIDELINES FOR FUNCTIONING OF PARTICIPATIVE FORUMS

Participative forums functions within the following broad procedural guidelines: Any member of Participative forums absenting from the meeting continuously for five occasions without valid reasons automatically ceases to be the member of the council and the respective association / union nominates some other employee for the said forum. The term of the office of the member is one year (financial) and the member nominated to fill the vacancy will remain in office for the unexpired term of his predecessor. When a forum is re-constituted, the members are imparted with minimum three days training regarding the objectives, scope, manner of functioning and knowledge about how to participate effectively. A proper lay-out of Calendar of meeting is prepared at the time of reconstitution of forum and is circulated to all the members and displayed on internet. All members are informed at least four days before the meeting. Days and timings are fixed as per calendar.Each member is expected to participate effectively. There is an appointed President from the management representatives and in his absence in meeting; second senior-most management representative conducts the meeting. GM and in his absence, AGM presides over as chairman in the case PLC.

26

Concerned Executive of Employee Relations department functions as Member Secretary of Participative forums. The minutes of the meetings is circulated within seven days of the conclusion of the meeting and is also be displayed on the local net and suggestions are invited from the employees on the matters within the purview of the council. The minutes of meeting is drafted in Hindi. The meeting starts with the review of the progress of the resolution in the previous meeting and new points introduced after that and efforts will be made to take up the points of ideas and suggestions obtained from the employees. The PLC reviews the progress of all the forums and obtains feedback.

In case no action is initiated on any point of resolution of any of the Participative forums for three months, then the secretary is responsible for taking up the matter with GM and the issue is automatically referred to the PLC. The meetings of the forums are one of the platforms for making employees aware of the Policy changes and various other HR Interventions. The quorum fixed for the meeting is at least 50% attendance from each side. Members of the forum who are Non-management representatives equally participate in the implementation of the decisions. At the end of each financial year when the forums dissolve, an Annual Report is published and first read out in the First Plant Level Committee of the financial year. It is also circulated individually, highlighting its achievements and drawbacks besides on notice boards for information of all concerned. The point of discussion shall be such that it can represent all the employees specific to that area.
27

MEANS TO STRENGTHEN THE PARTICIPATIVE FORUM

From the year 2003-04, NTPC has introduced a Best Participative forum award, for effective and efficient functioning forum. The performance is accessed by PLC or by a duly constituted committee on specific parameters and best forum is given a Rolling shield. During the financial year the prizes are given for active participation and attendance to the members of the forum. After the constitution of the Council, the members new to participative forums are provided an in-house training and the copy of the scheme of Participative forums are distributed to all the members for ready reference. The pending issues are also discussed in the HODs meetings for early implementation. Teams are sent with an array of questions based on productivity, safety, cost control and quality of life related issues to other NR projects and based on their study, preparations are made before PLC.

28

EFFECT OF PARTICIPATIVE FORUMS

The most abiding outcome of the PLC AND SLCs are given below: employees involvement and commitment available to management Realistic management decisions Accommodation, motivation, Challenging work for workers Increased sense of responsibility Meaningful relationship to work Availability of innovative ideas Suggestions of workers are Medium of generating employees Strengthening of team spirit Sense of belongingness/ownership Harmonious/cordial relationship Faith/trust and openness Managements support to

creativity, innovation and commitment to implement decisions relationship

29

Effective communication system Better employer-employee

30

PERFORMANCE OF PARTICIPATIVE FORUMS 2008-09

The participative forums are functioning at NTPC projects, as per the Govt of India Guidelines (1983) for Public sector Undertakings. As per the above guidelines and NTPC Policy, the different participative forum functioning at NTPC, Rihand since 1994 are as under: Shop Level Councils (4.) Plant Level Council. TADC. (Township administration and development committee) CMC. (Canteen management committee) These Participative forums are represented by Management representatives and Union Representatives and the issues in terms of the objectives/subject matter of formation/Committee are discussed. The Shop Level Council are the root level Committee which covers the whole plant/project and issues pertaining to Productivity, safety, operational problems, cost reduction, absenteeism are discussed/resolved. The details of the shop level councils are as under: SLC I Operation SLC II - Maintenance Area (C&I, TMD, EMD, BMD, Offsite etc.) SLC III - Fuel Management. SLC IV - Services Area (HR, C&M, Fin, Construction, Erection, Hospital etc.) As the Companys emphasis is directed towards productivity, cost reduction, safety etc., these forums can prove to be highly effective in addressing these issues

31

apart from the issues taken up by the Unions/Associations in various communication meetings. In order to motivate and further promote/strengthen the Participative for a functioning at Rihand, an award scheme for the Best performing SLC was introduced during 2008-09. On the similar lines, it is proposed that we may continue the above scheme and give the Best SLC award in the First Plant Level Council Meeting of the financial year scheduled in April/May 09. During 2008-09, the meeting of these participative forums was conducted as per the year long meeting schedule drawn for the purpose. The Performance details of these forums are also enclosed.

32

BASIS OF PERFORMANCE MEASUREMENT AT SHOP LEVEL COUNCIL: The performance of these shop level council was compared on the basis of the following factors. Attendance. Number of issues discussed. Number of issues implemented. Number of meetings. Types of issues discussed (productivity/Safety/Cost Consciousness/Welfare related). Involvement of team members. THE OBSERVATION REGARDING THE PERFORMANCE OF SLCS: Attendance Percentage of SLC III & SLC I was the equal. It was observed that in SLC III meetings during the year, 87.5% of the issues have been implemented, which is the highest. During 2008-09, SLC I was adjudged as the Best Shop Level Council. As the main focuses of Shop Level Committees are improvement in productivity, in view of the above observations, it is proposed that we may give the Best Shop Level Council Award for the year 2008-09 to Shop Level Committee III (SLC III).
33

It is further proposed that, as a token, Memento may be given to the members of SLC III and Secretary/President of Unions/Association in the first PLC of the financial year, by the Chairman of Plant Level Committee. The appropriate cost of Memento will be Rs 6750 /-(Rupees Six thousand seven hundred fifty only)

i.e. @ Rs. 250/- per Memento.

PERFORMANCE OF PARTICIPATIVE FORUM (2009-2010)

Forums

Meetings held

Issues discussed

% of issues implemented

SLC I SLC II SLC III SLC IV PLC

12 12 12 12 03

11 9 8 11 10

72.73 % 66.67 % 87.50 % 72.73% 70 %

SHOP LEVEL COMMITEES SLC I- OPERATIONS SLC-II- MAINTAINENCE SLCIII-CHP/MGR SLCIV-GENERAL ADMINISTRATION PLC- PLANT LEVEL COMMITTEE

CHAPTER 3

34

LITERATURE REVIEW

3.1 INTRODUCTION TO LITERATURE REVIEW

We are, in fact, presently in the midst of something of a renaissance of research on the various aspects of participation of workers in decisions within undertakings. Vast amount of literature is available and numerous studies are underway. Numerous field studies, experiments, case studies and surveys have been conducted in the organizational setting to understand the dynamics of Participation. However, most of the studies have tried to determine the influence of Participative forums on workers, their performance in a one to one fashion. Thus as far as the literature review is concerned I studied the EFFECTIVENESS OF PARTICIPATIVE FORAS in two developing countries Bangladesh and India. (WPM-M.A.MANNAN)

Since for my project sample size as well as area was limited I thought of using simple average method for the analysis as compared to the ANNOVA technique used in the mentioned book.

Source1

-M.A. Manhan.-W.P.M. Page no. 125-15

35

3.1.1 HUMAN RESOURCE MANAGEMENT

NTPC believes in achieving organizational excellence through Human Resources and follows "People First" approach to leverage the potential of its 23,500 employees to fulfill its business plans. Human Resources Function has formulated an integrated HR strategy which rests on four building blocks of HR viz. Competence building, Commitment building, Culture building and Systems building. All HR initiatives are undertaken within this broad framework to actualize the HR Vision of "enabling the employees to be a family of committed world class professionals making NTPC a learning organization. To induct talent and groom them into a dedicated cadre of power professionals "Executive Trainee" Scheme was introduced in the year 1977 for recruitment in the disciplines of Mechanical, Electrical, Civil, Control & Instrumentation and now encompasses Computer Science, Chemistry, HR and Finance disciplines also. Besides a comprehensive one year training comprising theoretical inputs as well as on-the-job training, the new recruits are also attached with senior executives under a systematic and formal 'Mentoring System' of the company to integrate them into the Culture of the company. As part of post employment training and development opportunities, a systematic Training plan has been formulated for ensuring minimum seven man days training per employee per year and includes level-wise planned intervention designed to groom people for assuming positions of higher responsibility, as well as specific need-based interventions based on scientific Training Needs Analysis. NTPC has
36

set up 15 project training centres, 2 simulator training centres and an apex institute namely 'Power Management Institute' (PMI). While the project training centres (Employee Development Centres) have specialized in imparting technical skills and knowledge, PMI places emphasis on management development. Besides opportunities for long term education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani (B.Tech) etc.

In order to realize the HR Vision of making NTPC a learning Organization by providing opportunities to continually learn new capabilities a number of initiatives have been taken. NTPC Open Competition for Executive Talent (NOCET) is organized every year in which teams of executives compete annually through oral and written presentation on a topical theme. Similarly "Professional Circles" have been formed department-wise where Executives of the department meet every fortnight to share their knowledge and experiences and discuss topical issues. In order to tap the latent talent among non executives and make use of their potential for creativity and innovation, Quality Circles have been set up in various units/offices in NTPC. Besides a management journal called "Horizon" is published quarterly to enable employees to share their ideas and experiences across the organization. Demonstrating its high concern for people, NTPC has developed strong employee welfare, health & well-being and social security systems leading to high level of commitment. NTPC offers best quality-of-life through beautiful townships with all amenities such as educational, medical and recreational opportunities for
37

employees and their family members. The motivation to perform and excel is further enhanced through a comprehensive NTPC Rewards and Recognition system. In order to institutionalize a strong Culture based on Values a number of initiatives are taken to actualize the Vision and Core Values (BCOMIT) across the company. A culture of celebrating achievements and a strong focus on performance are a way of life in NTPC. NTPC has institutionalized "Development Centers" in the company to systematically diagnose the current and potential competency requirements of the employees with the objective of enhancing their development in a planned manner. These Centers give a good insight to the employees about their strengths and weaknesses, the gaps in their competencies which they can bridge through suitable support from company. Due to innovative people management practices there is a high level of pride and commitment amongst employees as reflected in the various external surveys including Great Places to Work for in India in which NTPC was rated third Great Place to work for in the country in 2005. The term HR can be thought of as; the total knowledge, skills, creative abilities, talents and aptitudes of an organizations workforce, as well as the value, attitudes and beliefs of the individuals involved. Human Resource can also be explained in the sense that it is a resource like any natural resource. It does means that the management can get and use the skills, knowledge, ability etc, through the development of skills, tapping and utilizing them again and again by developing a positive attitude among employees.

38

In simple word, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in the tune with jobs & organizational requirements with a view to contribute to the goals of the organization, individual and the society. Human Resource Management can be defined as the, managing, planning, organizing, directing and controlling the functions of employing, developing and compensating human resources resulting in the creation and development of the human relations with a view to contribute proportionately due to them to the organizational, individual and social goals.

39

3.2 ORGANISATIONAL CHART OF NTPC HR DEPARTMENT IN RIHAND

GENERAL MANAGER

PLANT DEPARTMENT

ADMINISTRATION DEPARTMENT

OPERATIONS MAINTAINENCE MERRY GO ROUND CHP SECTION

HR DEPARTMENT FINANCE & ACCOUNTS

CONTRACTS

DGM HR

DGM EDC

E.R.

E.D.

I.R.

E.B.

LAW

P.R.

C.S.R.

E.S.

OFFICER (E.D.C.)

40

3.3 HR VISION

To enable our people to be a family of committed world class professionals, making NTPC a learning organization.

Recruitment We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee' scheme was introduced in 1977 with the objective of raising a cadre of home grown professionals. First Division Graduate Engineers/ Post graduates are hired through nation-wide open competitive examinations and campus recruitments. Hiring is followed by 52 weeks of fully paid induction training. Career Advancement & Opportunities We have a well established talent management system in place, to ensure that we deliver on our promise of meaningful growth and relevant challenges for our employees. Our talent management system comprises PERFORMANCE MANAGEMENT, CAREER PATHS and LEADERSHIP DEVELOPMENT Rewards & Recognitions We have, from inception, created a culture of rewards and recognitions through celebration of various achievements and events and recognizing the contributions behind such success.

Innovate, Create, Compete We have introduced numerous initiatives which seek to enhance the creativity,

41

innovation, functional aptitude and teamwork of our employees. These initiatives include National Open Competition for Executive Talent (NOCET), Professional Circles, Quality Circles, Business Minds and Medha Pratiyogita (a quiz for our employees). A management journal called Horizon is published quarterly to enable the employees to share their ideas and experiences across the organization.

Quality of Work-Life NTPC is proud of its systems for providing a good quality of work-life for its employees. In addition to providing beautiful and safe work places, NTPC encourages a culture of mutual respect and trust amongst peers, superiors and subordinates. Away from hectic city life, NTPC townships provide an environment of serenity, natural beauty and close community living. Numerous welfare and recreation facilities including schools, hospitals and clubs are provided at the townships to enhance quality of life & the well being of employees and their families. An entire range of benefits, from child care leave to post retirement medical benefits are extended to employees to meet any exigency that may arise in a person's life. Knowledge Management in NTPC To meet our ultimate objective of becoming a learning organization, an integrated Knowledge Management System has been developed, which facilitates tacit knowledge in the form of learning and experiences of employees to be captured and summarized for future reference. Training & Development NTPC subscribes to the belief that efficiency, effectiveness and success of the organization, depends largely on the skills, abilities and commitment of the
42

employees who constitute the most important asset of the organization. Our Training Policy envisages a minimum of 7 man days of training per employee per year. We have developed our own comprehensive training infrastructure. Education Up-gradation Schemes To meet the academic aspirations of employees and match them with the needs of the organization, NTPC has tie-ups with institutes of repute like MDI, Gurgaon; IIT Delhi; BITS Pilani, etc. NTPC sponsors fixed size batches of employees who are inducted into these courses based on their performance rating in the company and their performance in the entrance exam conducted by the respective institute. Unlike other study leave and sabbaticals, employees undergoing these courses do not forego their salary or growth during the duration of the course. Seeking Feedback We actively seek and encourage employee feedback to ensure that our HR interventions and practices remain relevant and meaningful. We regularly conduct Employee Satisfaction and Organizational Climate Surveys. Awards We derive immense satisfaction from the awards we receive and the resulting recognition they bestow. NTPC has been awarded No.1, Best Workplace in India among large organizations for the year 2008, by the Work Institute, India Chapter in collaboration with The Economic Times.

3.4 DIFFERENT SECTIONS OF HR DEPARTMENTAND ITS FUNCTIONS

Employee Relations section
43

Liaisoning with trade unions

Contract labour and their statutory provision Conducting meetings with unions and associations Participative forums Smooth IR in administration and Plant

Employee development section

44

 Employees Training Executives Training Vocational Training and Diploma apprenticeship through employment exchange ITI training Total quality management(5-S) Simulation Training(technical workers) Performance Management systems Employees benefit section Car loan advance House Building advance to executives Retirement/VRS

Gratuity, Provident fund

Post retirement Medical scheme(PRMS) Personnel computer advance loans Public relations section etc Publication of tenders are made under NIT(Notice inviting tenders) Conducts a press clipping services for the daily for the daily survey Media liaisoning with the editors of the newspaper, correspondents

of newspapers for main relevant news and its circulation from hierarchy to deputy manager,chief manager and finally General manager
45

Publication ofNTPC News Pratibimb local video channel enrichment to make society aware of

corporation

Diary, corporate files distribution.

Law section To provide legal support to various departments of the corporation

wherever required To take preventive measures for avoiding in fructuous litigation

wherever possible

To standardize various types of contract, Bank Guarantees,

Indemnity bonds & other security documents for achieving uniformity in approach To render legal opinion on the complex issues To prosecute/defend the court cases arising out of arbitration cases in

Supreme court/High court/Tribunals/Arbitrators To liaison with advocates and to provide support in preparing of

pleadings/written submission /arguments To procure legal opinion from outside legal experts such as AGI,SGI

Employee services (General administration) Coordinating with CISF(Central industrial security force) for the

issues pertaining to securities Liaisoning with local authorities

46

Distribution of fixed assets etc.. to the departments

Employee/Industrial relations section Maintains the trade unionism in NTPC Ensures employees satisfaction with the corporation Focus on Increasing production and productivity

CSR (Corporate social Responsibility section) Focusing on development of PAPs(Project affected persons) Providing education and medical facilities to Land out sees R&R(Resettlement and rehabilitation) of the PAPs Providing employment to at least one of the member of these group

47

CHAPTER 4

4.1 RESEARCH METHODOLOGY

RESEARCH PROBLEM The research problem undertaken for study must be carefully selected. The task is the difficult one, although it may not appear to be so. For this purpose I took help from my research guide. Nevertheless, every researcher must find its own salvation for research problem as it cant be borrowed. Therefore I decided to make a study on industrial relations. Thus, on the basis of above definition the Research Problem for my study was to study about: The various parameters of participative foras in NTPC-RIHAND is effective to the corporation

RESEARCH DESIGN: MEANING OF RESEARCH DESIGN The formidable problem that follows the task of defining the research problem is the preparation of the design of the research project, popularly known as the research design. Decisions regarding what, where, when, how much, by what means concerning an inquiry or a research study constitute a research design. As far as my project report is concerned it is solely based on The research design adopted by in this research for reaching down the most appropriate conclusion is exploratory in nature. Exploratory research has the goal of formulating problems
48

more precisely, clarifying concepts, gathering explanations, gaining insights and forming hypotheses. Exploratory research can be performed using a literature search, surveying certain people about their experiences, focus groups and case studies. When surveying people, exploratory research studies would not try to acquire a representative sample, but, rather seek to interview those who are knowledgeable and who might be able to provide insights concerning the relationship among variables. Exploratory research may develop hypothesis, but it does not seek to test them. Exploratory research is characterized by its flexibility.

Sample design: As far as my Project Report is concerned the technique or method which I have used for selecting the sample is Judgment sampling. I acquired a list of 100 representatives of various participative forum including Executives, supervisors ,and workmens which served the purpose of sampling frame out of the total population. Sample size: 100 a) Universe- Finite universe (1000 employees) b) Sampling unit- Social unit (members of participative forums in general administration, township administration and project administration) c) Source list- Executives, supervisors, workmen of participative forums in NTPC-RIHAND of operations, maintenance, CHP/MGR, Gen. administration, township administration and canteen management committee d) Parameter of interest-To measure the effectiveness of participative forums at NTPC-RIHAND

49

4.1.1 RESEARCH TOOLS AND QUESTIONNAIRE

Sources of data collection:

Primary Data: The primary data has been collected by: Questionnaire method: Feedback from the representatives of various participative forums has been derived on the basis of three categories viz. workmen. Executive and supervisors. The questionnaire consisted of 12 statements based upon the degree of agreement and disagreement. Secondary data: Secondary data has been collected through NTPC-RIHAND manuals, Exranet and reference books of participative forums.

50

4.2 THE TECHNIQUE ADOPTED FOR DOING THE SURVEY FORUMS

SLC I SLC II SLC III SLC IV(G.A.) TADC CMC PLC TOTAL

EXECUTIVES

SUPERVISIORS

WORKMENS
NIL NIL NIL 10 2 3 2 17

7 7 4 4 2 3 25 15 2 NIL 3 3 4 4 47 36 OVERALL RESPONDENTS- 100

SLC I (OPERATIONS) : Manufacturing unit 7 executives SLC II (MAINTAINENCE): Boiler section- 7 executives SLC III (CHP/MGR): Coal Handling plant-2 executives PLANT LEVEL COMMITTEE: Boiler/turbine section-4executives Blast furnace section-4 supervisors Control room- 2 workmen GENERAL ADMINISTRATION (HR, FINANCE, and CONTARACTS): = 50 respondents TOWNSHIP ADMINISTRATION & DEVELOPMENT COMMITTEE: = 4 respondents CANTEEN MANAGEMENT COMMITTEE: = 9 respondents Merry-go-round- 3 supervisors= 5 respondents Compressed air section- 4 supervisors= 8 respondents Turbine unit- 7 supervisors = 14 respondents

4.3 GRAPHICAL ANALYSISOF THE SURVEY

51

Based on the Questionnaire I made the various PARAMETERS and on the basis of scoring and total average scoring we can easily justify on the EFFECTIVENESS OF THE PARTICIPATIVE FORUMS at NTPC, RIHAND.

PARAMETERS

1.EFFECTIVENESS 2.MOTIVATION 3.COMMUNICATION 4.EMPLOYEREMPLOYEE REL 5.INVOLVEMENT SCALE:

Q1,Q2,Q5,Q10,Q12 Q6, Q8 Q3, Q4 Q7 Q9, Q11

Five Scale Questionnaires. Strongly disagree: Disagree: Not sure: Agree: Strongly agree 1 2 3 4 5

4.3.1 DATA ANALYSIS

1. Based on Total Executives Responses Table1-Parameters designed for total Executives responses

52

PARAMETER EFFECTIVENESS MOTIVATION COMMUNICATION EMPLOYER-

ITEMS SCORE Q1,Q2,Q5,Q10,Q12 4.29 Q6, Q8 4.1 Q3, Q4 4.03 4.28 4.13

EMPLOYEE REL Q7 INVOLVEMENT Q9, Q11 Fig 1-Parameters designed for total executives responses

Finding- Executives are mostly satisfied with the Effectiveness Of the Participative forum as chart is indicating good Employer -Employee Relationship good communication, motivation and involvement of employees.

2.Based on Total Supervisors Responses Table 2-Parameters designed for total Supervisors Responses PARAMETER EFFECTIVENESS MOTIVATION COMMUNICATION EMPLOYER- EMPLOYEE ITEMS Q1,Q2,Q5,Q10,Q12 Q6, Q8 Q3, Q4 Q7 SCORE 4.09 4.15 3.93 4.86

53

REL INVOLVEMENT

Q9, Q11

3.5

Fig.2 Parameters designed for total supervisors

SUPERVISIOR
5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

SCORE

4.09

4.15

4.86 3.93 3.5

IO N

NE SS

NI CA T

VA T

CO

EF

EM

Findings Supervisors responses towards strong Employer-Employee relationship is effective as chart is indicating benificiary level of Effectiveness,Motivation,Communication and Involvement of employees.

3. Based on Total Workmen Responses Table3-Parameters designed for total Workmen Responses PARAMETER EFFECTIVENESS MOTIVATION COMMUNICATION EMPLOYER- EMPLOYEE REL INVOLVEMENT ITEMS Q1,Q2,Q5,Q10,Q12 Q6, Q8 Q3, Q4 Q7 Q9, Q11 SCORE 3.96 3.88 3.96 3.89 3.63

PL O

YE RE

PARAMETER

IN VO LV EM

FE C

M M

PL O YE E

TI VE

O TI

RE L

EN T

IO

54

Fig.3 Parameters designed for total workmen

Findings Workmen response towards Effectiveness,Motivation,Communication, Employer-Employee relationship and Involvement. of participative forums is Satisfactory as indicated by the above chart.

4.Based on total employees responses Table 4: Parameters designed for total workmen responses

PARAMETER EFFECTIVENESS MOTIVATION COMMUNICATION EMPLOYER- EMPLOYEE REL INVOLVEMENT

ITEMS Q1,Q2,Q5,Q10,Q12 Q6, Q8 Q3, Q4 Q7 Q9, Q11

SCORE 4.13 4.01 4.02 4.13 3.87

55

Fig. 4 Parameters designed for overall employees

. Findings The Employees of NTPC, Rihand shows an good response towards the Effectiveness,Motivation,Communication,Employer-Employee Relation and Involvement.

4.4: RESEARCH FINDINGS

The participative forums of NTPC RIHAND are sound and effective in nature.

Employees are satisfied to the large extent of the issues being considered and its immediate action.

56

Participative forums are paying keen attention to the wages and incentives issues thereby increasing motivation.

The involvement of team members is efficient thus promoting the concept of WPM to increase production and productivity.

Communication management and union is proper& hierarchical.

level

between

concept.

Really

promoting

peoples

first

4.5: LIMITATIONS OF THE STUDY

57

 Busy schedule of employees hindered the problem in filling the questionnaire Unawareness about the participative forums among some members As the project required the surveys, interviews, and necessary advice of the executives/ non-executives, the busy schedule of the employees was also constraint for completing the project in the given time frame.

The survey of the employees was to be conducted in different departments and which was geographically separated.

4.6 RESULTS AND CONCLUSIONS

58

As far as my research is considered, studying about the effectiveness of participative forums in NTPC RIHAND. was really a pleasant experience. Participative forums in NTPC Rihand have worked quite efficiently in the past years and will empower the growth of the people and organization dynamics in the successive years.

Also, the issues being discussed in participative forums focuses on prior scrutiny of the organizational climate and employee grievances so that the productivity and production of the corporation doesnt gets affected and smooth functioning of the organization can be carried out.

To sum up the Management shows a deep interest to the Human Resources, not only their grievances but also about their welfare initiatives. Last but not the least-We are not a part of a family but each family is a crucial part to us.

59

4.7 RECOMMENDATIONS AND SUGGESTIONS

Attendance of the representative should be taken into consideration Team involvement of illiterate or unskilled workers should be promoted without any biasness

The no. of representatives of the various participative forums should be increased

All the issues are originally implemented

60

4.8. BIBLIOGRAPHY AND REFERENCES

REFERENCES
NTPC News Samachar

Workers Participation in Management- John Watkins,

P. Venkatramana

The Hr Answer Book By Shawn A. Smith, Rebecca A. Mazin WPM (M.A.Manhan)

WEBSITES REFERRED

www.ntpc.co.in www.ntpc.nic.in Local intranet of NTPC, Rihand

61

CHAPTER 5 ANNEXURE
QUESTIONNAIRE FOR MEASURING THE EFFECTIVENESS OF THE PARTICIPATIVE FORUMS AT NTPC, RIHAND (This survey is solely for the purpose of academic research study and is intended to understand the effectiveness of the Participative forums at NTPC, Rihand and to incorporate improvements if necessary. The information you provide will be kept strictly confidential) Member of: SLC-I PLC Cadre: SLC-II TADC Executive CMC Supervisor Workmen SLC III SLC-IV

Please write your responses according to the codes mentioned below: Strongly disagree: 1 Disagree: Not sure: Agree: Strongly agree: 2 3 4 5 )

1. The functioning of participative forums in NTPC, Rihand is satisfactory. (

2. The functioning of participative forums enhances the efficiency of the

employee and the productivity of the plant. (

3. The proper level of communication exists between the HR department and the

unions / association. (

62

4. You are satisfied with the functioning of union/association nominated

members in participative forums. (

5. You are satisfied with the general health, welfare, safety measures taken by

participative forum for the employees. ( )

6. Participative forums help to increase the efficiency, accommodation,

motivation and commitment to employees. ( )

7. Participative forums have built up the better employer-employee relationship

in the NTPC, Rihand. ( )

8. The participative forums help in increasing the productivity, cost reduction

and safety. ( )
9. The attendance in the meetings of participative forums is satisfactory. ( ) 10. The issues discussed during the meetings of participative forum are

satisfactory. ( )
11. The involvement of team members in the meetings is satisfactory. ( ) 12. Participative forums give direct benefits to the workers. ( )

Suggestions, if any:

63

ABBREVIATIONS

DGM- Deputy General Manager E.D.C.- Employees Development Centre E.R.E.D.I.R.E.B.Employees Relations Employee Development Industrial Relations Employees Benefit

C.S.R.- Corporate Social Responsibility E.S.Employees Safety

64