National Power Corporation (NPC) Short History of NPC National Power Corporations started its operations on January 11,

1937 by the power of Commonwealth Act no. 120 approved by Pres. Manuel L. Quezon. Initial efforts of the company were directed towards the completion for a market survey of the electricity supply industry, hydrologic, and hydrographic data of the main river system in the country. NPC constructed the first hydro power plant on December 1939 the 24 Mw Caliraya Hydro Power Plant Project. Construction of more hydro power plants in Luzon, Visayas, and Mindanao were done during the 50s to 70s. Republic Act no. 2641 converted NPC into a wholly government owned stock corporation. The passage of Republic Act no. 9136 (Electric Power Industry Reform Act of 2001) privatized the stateowned NPC, breaking it up into three separate corporations: NPC, TRANSCO, and PSALM. After privatizing all NPC assets, Small Power Utility Group (SPUG) - a residual of NPC, is mandated to continue the missionary electrification program of the government. Organizational Profile Mission We shall adhere to the highest standards of business practices, making optimum use of Indigenous energy resources. We shall continuously improve technologies and processes, empower our employees, and provide reasonable returns to stakeholders. We shall be the showcase of corporate responsibility, always caring for society and the environment. All these for God and Country. Vision We are a world-class, globally competitive Filipino power corporation committed to the highest standards of customer satisfaction in providing quality and reliable electricity with due care for society and the environment.

Table of Organization

HR PLANNING NPC-Cebus HR Planning is primarily focused on training and development. NPC-Cebu starts with what they call as training checklist. The purpose of this checklist is for the corporation to assess the personal goals/needs of their employees with regards to their jobs that is, if they want to improve on a certain skill or if they want to move to a higher position. They conduct it annually with the supervisors, the HR Manager, an ISO standards coordinator and a qualified speaker for a particular training being involved in this HR practice. They call this group of people as the training team of the corporation. The reason behind why they conduct it annually is because their HR Planning should go together with the annual budget of the government allotted for the corporation. The HR managers roles in this practice are (1) the HR manager is responsible for the implementation of the needs assessment program and (2) monitoring the expenses of the said practice so that it will always be in line with the given budget. The key feature that makes the NPC-Cebus HR Planning different from the theories is its focus on training, development, and assessing the needs of their employees. The theoretical PERSPECTIVE on HR Planning does not only focus on the said features of HR practices but it also includes all the other HR practices (job analysis, recruitment, selection, induction, training and development, compensation and benefits, performance management, etc.). The reason why there is a gap between the theoretical perspective and the actual features of HR Planning in NPC-Cebu is the fact that it is only a regional office. HR Planning is a critical practice in a firm and it needs enough information about the whole organization that is why the ideal HR Planning, in this kind of business is usually done in the main office. NPC-Cebu, being only a small unit of the whole organization will have hard time gathering information. Also it cannot go through with this practice without the approval of the higher office. NPC-Cebu cannot take this for granted because its actions will affect the whole organization (e.g. budget allocation). NPC-Cebus HR Planning is effective for us because the goal of their HR Planning is very much successful in terms of responding correctly with their employees needs. Its HR Planning is very different though from the theoretical perspective but we really cannot criticize it because they have rules to be followed from a higher office. They do not have full control of their actions. JOB ANALYSIS NPC-Cebu does not conduct job analysis because all their job analyses are conducted in their main office in Quezon City. All the job analyses are already prepared for all positions. All they need to do if there is a need to conduct a job analysis in the regional office is to write a proposal/ request to the HR Manager in the main office. The HR Managers roles in this practice are to facilitate the request for job analysis so that it will be given at the right time and give inputs, ideas, and relevant information in the job analysis in case additional features must be added to the job. Once again, Job Analysis in NPC-Cebu is different from the theoretical perspective since they have rules to be followed. NPC, being a well-established corporation entails that their job analyses have also been used for a long time. NPC conducts their JAs in their main office so that their subsidiary offices will have uniform JAs across locations. In fact, our interviewee even mentioned that it is good to have this kind of system because it assures them that the element of fairness is present in the whole organization. He said that their clerk here in Cebu has the same salary grade with a clerk from their main office as an example. Conducting JA in the regional offices will just take time and will be considered as redundant considering that there is already a well-established JA prepared. We can

also say that the role of the HR Manager in NPC-Cebu is limited. We came to the idea that this is because of the organizational structure of NPC. He does not have full control over things. We can say that their job analysis practice is effective taking into account that it is already prepared but we think that it should also be efficient. Because of the organizational structure, getting the information from the job analysis would take time. TRAINING AND DEVELOPMENT As practiced by the company, training is done after a Needs Assessment is conducted by the HR. In doing the Needs Assessment, the HR takes hold of the information about what each employee needs to work on to improve work efficiency. Usually, NPC-Cebu conducts training for plant operator and engineers that is why a qualified resource person must be present during training. The company invites internal or external resource persons to conduct the training depending on immediate concerns. If the company has no substantial knowledge of what is to be trained, they outsource speakers. On the other hand, if the company is knowledgeable of the aspect of work that needs training, they let a qualified resource person from the company to conduct training. Three months after the completion of the training program, the company conducts a training evaluation/assessment. This is done through letting the supervisor as well as the employee to fill up an evaluation form. The form contains assessment of the employees job performance after training to see if there has been any improvement in the aspect of work he/she has been trained on. It is the direct supervisors of the employees that have undergone training who will conduct the training assessment. With regards to development, the company does this before the appointment of the employee. The development focuses on the minimum qualifications needed for the job that is to be filled. It aims to enhance the performance of the employee groomed to fill the position and also for him/her to acquire the needed competencies. The training and development practice of NPC-Cebu does not veer away from what is in theory. As what we have learned, they follow the normal process of training beginning with a Needs Assessment and ending with an evaluation of the training program. There might be problems in development since it is done before appointment. As in theory, the employee might be demotivated lest he/she does not get the position he/she has been developed for since it is also a matter of competition among the other qualified employees. PERFORMANCE MANAGEMENT As part of HR practices, a company should have a performance appraisal system or should have performance management. NPC Cebu also has performance appraisals for its employees. Appraisal forms for performance appraisal are made by the HR department in the Manila main office of NPC. The regional HR here in Cebu does not have its own PA forms. The supervisor for every department has the task to do the performance appraisal. The managers are then appraised by the management. The performance appraisal form or the evaluation form consists of the following components: functional activities, behavioral and timeliness. The actual performance of the employee in each component is compared to the target performance. The employees were inducted or oriented about the target performance on functional activities, behavioral, and timeliness. As much as possible there

should be no gap or little gap between the target and the actual performance. The performance appraisal is then noted by the Department managers, the Divisional Managers, and the Vice President of NPC. So the performance appraisal done by the supervisors are passed on to the HR department of NPC in the main office. The performance appraisal is done twice a year or every six months. One on one feedback is employed on the performance management of NPC. This is done still, by the supervisor. Their performance appraisal form contains the following: I. II. III. Overall Assessment & Commitment Performance Management Standards A. Behavioral Customer Service Attendance Communication Skills B. Professional Development plans Career Interest and Goal Acknowledgement Portion and Review Compared to the theoretical perspective on performance management, there is little distortion in the way it is used in NPC. The problem with NPCs process in doing performance management is very time-consuming because they have to send it to the main office to be reviewed and evaluated by the VP of NPC. Also, the organization just relies on one method of performance appraisal. They do not do peer evaluation which is also another way of verifying the results of their performance appraisal forms.

IV.