Under the Guidance of Prof . J . B . Pattnaik Prof . M . D . Faisal Hussain Faculty of MBA ( HRM ), BRMIMIT Company Guide Mr. K. C. Jena HR Manager,OPGC

Presentation Outline
Chapter 1: OBJECTIVE of the study Chapter 2:Research Methodology Chapter 3:Organisational Climate- Literature survey Chapter 4:OPGC Overview,Organisational Climate at OPGC Chapter 5:Research and Findings Chapter 6:Limitation of the Study Chapter 7: Conclusion Chapter 8: Suggestion Chapter 9:Appendix Chapter 10:Refferences

Chapter 1

Objective of the study
• To understand the working environment of OPGC • To identify areas of improvement in HR domain and present the findings for consideration of OPGC for adoption.


The scope of the project was to include the employees of the organization. The views of executives were taken through primary as well as secondary sources The corporate office at Bhubaneswar was covered as a part of study

Research Methodology

Chapter 2

• The tools used were Questionnaire on organization climate, semi-structured and un-structured interviews, discussion with the employees and regular observation of the work of the organization. The Questionnaire consists of 45 questions. Some of the questions are included on YES or NO and rest of the questions on a 5 point scale. Each Questionnaire was given to executive of OPGC (BBSR) and total number was 24. • Sources of Data: Primary sources of data included interaction with HR managers and employees.

Chapter 3

Literature Survey

 

About Organizational Climate The organizational climate is a reflection of thoughts, perceptions, emotions and feelings of people. Climate surveys give employees a voice to assist in making desired transitions as smooth as possible. It also serves as a basis for quality improvements. By identifying areas of inefficiency and acting on performance barriers identified by employees of all levels, an organization gains a fresh and different perspective.

• • • • • • •

Organizational climate surveys increase productivity. Survey analysis identifies areas of employee satisfaction and dissatisfaction to facilitate management in the creation of greater workplace harmony and, therefore, increased productivity. Factors 1. Clarity: everyone in the organization knows what is expected of them. 2. Standards: challenging but attainable goals are set. 3. Responsibility: employees are given authority to accomplish tasks. 4. Flexibility: there are no unnecessary rules, policies and procedures. 5. Rewards: employees are recognized and rewarded for good performance. 6. Team commitment: people are proud to belong to the organization.


Chapter 3

1. Individual’s satisfaction with their job and working conditions –  Factors such as: role clarity; role over load; working arrangements; intrinsic and extrinsic rewards; Opportunities to develop; physical work environment; access to resources; e: g-lack of information/authority; equipment and time.

2. Individual satisfaction with their managers –  Factors related to how management treats employees, such as :perceived justice and fairness (performance management and appraisal, application of rewards, honesty); management behavior (e: g -communication, decision making, involvement, empowerment, support and approach ability); and trust in managers.

3. Individual’s satisfaction with team work and the way people work together –  Factors such as; team morale; clarity of team purpose; goals and time frames; obstacles to performance(e:g –politicking; red tape); support and collaboration; interpersonal relationship; communication; and diversity. 

4. Individual’s satisfaction with the leadership of the organization –  Factors such as; organizational structure, strategy efficiency and effectiveness

         

Chapter 3

a. Personnel Policies  I. Recruitment ii. Selection iii. Performance appraisal – iv. Promotion – v. Compensation – vi. Training and development – vii. Grievance – viii. Attrition –

b. Environment –

     

c. Team Work  d. Management effectiveness  e. Competency 

OPGC Review

C h a p te r 4

Orissa power Generation Corporation limited (OPGC) was incorporated as a wholly owned government company on November 14, 1984 under the company act 1956. Accordingly OPGC set up two units of 210MW each under phase I of Ib Thermal power station (ITPS) in the Ib valley area. Unit 1 was commissioned on December 21, 1994 and unit 2 on June 20, 1996. The total project cost for phase I was Rs 11,350 million.

POWER SECTOR REFORMS:  Govt. of Orissa as part of the reform process in the energy sector, has divested 49% of its share capital in favour of strategic investor namely AES Corporation, USA in the month of January, SHARE HOLDING: 1999.
 


AES OPGC Govt.India Shareholder Holding of Orissa (incorporate in Mauritius)

100 32.75 16.25 51.00 Percentage

49,02,174 16,05,887 7,96,178 25,00,109 No. of Shares

49,02,174,000 160.5887 79,6178 250.0109 Amount (Rs. In cores)

C h a p te r 4

  

OBJECTIVE OF OPGC: The objective of the OPGC is to provide safe, clean, reliable power to the community and give the utmost priority to safety its own employees, contract, laborers, visitors, suppliers, vendors etc.

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  • To be one of the best and reliable power utilities of India. • To make every work place a safe work place. • To keep the environment clean. • To be socially responsible for employees and society.

Organisational Climate at OPGC

Chapter 5


OPGC give the advertisement in press and also distribute circulation among department of govt. and public sector enterprise where candidates with requisite qualification and experiences are likely to be available. It makes personal contact for recruitment to posts requiring specialized knowledge or expertise and or exceptional ability, qualification and merit.

  • RECRUITMENT AND SELECTION FOR NON Selection is conducted by corporate selection committee (CSC). The CSC evaluatesEXECUTIVES : if considered necessary by the chairman. It is career record,
conducted through written test and interview.
  

OPGC notifying the vacancies to the local employment exchanges, advertising the vacancies in daily news paper having good circulation in the concerned locality and by notifying the vacancies in the notice boards of the establishment. This applications received within the stipulated date which Continued.. are complete in the relevant required details will only be considered.

There shall be two selection committees, one for recruitment of w-1 & w-2

C h a p te r 5

 

TRAINING & DEVELOPMENT:  OPGC provides to every employee 5days training programs compulsory. It includes in-house training, behavioural training and so on according to the requirements of the employees. In development program it includes:

    

1. 2. 3. 4. 5.

Management development program Skill development Safety, Health and Environment program Seminar, Conference and workshop Quality circle and conventions.

  PERFORMANCE APPRAISAL:    There are two types of performance appraisal for executive and nonexecutive. For executive; it is measure performance management system.  It conducted once in a year that is 1st April to 31st March as a financial year.  For non- executive; it is conducted from 1st January to 31st December on the basis of calendar year  In non-executive; the grade W1, W2 and W3 are measured by two tire system.  This two tire systems consist of Reporting and

SL. NO 1 2 3 4 5 6 DATE 1.7.2006 1.1.2007 1.7.2007 1.1.2008 1.7.2008 1.1.2009 PERCENTAGE OF D.A 2% 6% 9% 12% 16% 22%

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C i cre a se i .cre a se ti . A s io a m eas .iI a yew r. th e d a te th em d a te0 fro m 22 0 0 6 ato g i n n O PG C D A tw o Dm e tw n tiye r nt sh o a s I sh o w s fro 2 0 6 to 0 0 9 t ve n t 2 0 0 9 a t g i n a b o ve . ve O PG C a l p ro vi e s h o u se re n t a l o w a n ce 2 0 % a t B h u b a n e sw a r a n d so d l C u tta ck ; 1 0 % a t I P S / B e rh a m p u r a n d o th e r l ca ti n s. T o o O PG C g i s o th e r b e n e fi su ch a s e d u ca ti n l a n fo r ch i d re n a n d h i h e r ve ts o o l g e d u ca ti n fa ci i o l ty o f e m p l ye e s fo r th e i ca re e r g ro w th . T h e e d u ca ti n l a n sh a l ttra ct a o r o o la si p l i te re st ra te m e n

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Sl. No 1 2 3 4 Total Year 2006 2007 2008 2009 up to July Resignation 5 27 14 9 55 Retirement 2 2 1 5 Death 2 4 2 8 Termination/ Dismiss 4 1 1 6 Total 9 31 21 13 74

A ttri o n ra te i so h i h i O P G C b e ca u se m o re resignation i o ccu rre d ; ti s g n s co m p a re to th e re ti m e n t, d e a th a n d te rm i a ti n / d i i . T h e m a i re n o sm ss n re a so n i th a t th e o th e r o rg a n i ti n p ro vi e s b e tte r p a y , b e tte r ca re e r s za o d d e ve l p m e n t a n d b e tte r o p p o rtu n i . I i p a rti l rl h a p p e n e d i se n i r o ty t s cu a y n o a n d m i d l l ve l exe cu ti s. d e e ve

Organization Structure Of OPGC

C h a p te r 5

Managing Director

Director of Finance

Senior General Secretarial H.R Project Manager Finance

Company Senior General Secretary Manager (S.G.M.)

Manager Deputy General Manager Senior Manager


Deputy Manager Manager Manager




C o m p e te n cy

Commitmen t


Appraisal System


Involveme nt

Training and Development

Research and Findings

Personnel policies; 1st variable shows the highest percentage such as75% recruitment process is fair in OPGC. 2nd variable indicates75% OPGC has written HR policy. 3rd variable shows 62.5% employees read the HR policy, 29.17% not read it and 8.33% has no response. 4th variable 54.17% employees are satisfied with current working environment, 37.5% employees are adjustable and rests are not satisfied. 5th variable case 16.67% employees wants to improve the T.A, 29.17% D.A, 29.17% local conveyance and 20.83% accommodation within city. But outside city around 30% employees wants to improve T.A, D.A and Accommodation. 75% employees are satisfied with telephone facility. 6th variable; 83.33% employees are satisfied with pay structure. 7th variable; 75% employees are satisfied with education policies. 8th variable; 58.33% are satisfied with the reimbursement of education expenses for children but 41.67% wants to improve. 9th variable; 29.17% are not aware about other benefits.

C h a p te r 6

ENVIRONMENT • The working environment is clean and well organized. As 62.50%of employees are in favour of the working environment. • The resources are sufficient for the employees to perform their job effectively. TEAM WORK • The team members are co-operative. • The new ways of the doing things are liked by all team members. MANAGEMENT EFFECTIVENESS • The employees are not satisfied with their senior management as 41.67% of employees can’t communicate regarding their work with senior management. • Management takes employees ‘s suggestion seriously as the 60% employees are satisfied • Skills are well utilized by the management as the 41.66% of employees are in favour of management is utilization of individual’s skill. Competency • 45.84% of the employees are in support of that their work is not challenging. So they have not much work pressure. • 41.67% of the employees are satisfied with the freedom to do their job. • 33.33% are agreeing with that they can handle the size of their work load. It means the work load is not heavier C o n ti u e d .. n • Most of the employees viewed that they had the sufficient skills when they joined to their job.

C h a p te r 6

Research and Findings

Commitment As 50% employees are committed that they are very clear about the values of OPGC. Most respondent gave their opinion that they are pleased about the management.

• •

Compensation As 50% employees are viewed that they are aware about their pay. As the 33.33% of the employees are not satisfied with the salary whereas 25% of them are not given any suggestion.

• •

Appraisal System Most of the employees are not satisfied with the performance appraisal system of OPGC. As 41.66% employees are satisfied with their team leader and only 37.50% are not satisfied .it means the team leaders are cooperative.

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Involvement Most of the employees as the 45.83% are satisfied about the orientation. 50% employees agree about their involvement with the management in decision making process.

• •

Limitations of the study

C h a p te r 6

Although the study was based on the primary data for the relevant sources of information. This is not free from limitations. They are:-


The study was carried out within the corporate office in Bhubaneswar which restricted the scope of the study.


The study includes the white collar workers and not the entire levels of the management. The study lacks the visit to the actual plant site where actual working conditions would have been determined.


o The study was limited to a brief period of 6weeks only. Most of the time was spent in preparation of the questionnaire. Also due to the busy schedule of the employees responses were delayed and subsequently less time was spent in analyzing the results.


C h a p te r 7


The purpose of the study was to determine the aspects of organizational climate that promote and enhance job satisfaction, to determine the degree of job satisfaction among the organizational employees and to recommend changes that can be made to improve job satisfaction, performance levels and reducing the turnover wastage.

The climate study indicates that OPGC has talented, skilled and motivated workforce to meet its present requirements and take up future challenges of expansion.

The climate study identifies the employees’ perception and perspectives of

Chapter 8


All team members are cooperative and supportive with each other, but their contribution towards the decision making, ideas are negligible. By which the ideas are not utilized to their optimal level to get the best possible output in their work. For this priority should be given to all team members to contribute their innovative ideas at work.

  The lack of communication between the senior management and employees can affect the productivity of the organization. So this communication gap has to be resolved and there should be a two way effective communication between the senior management and the employees in order to bring changes in organization.

  Employees are satisfied with their current packages after the 6th pay commission scales were implemented, but still some feel the room for in increment in terms of project allowances and retirement pension plans.

  There is a need for structuring the Human resources department so that the synergies of teams can better be driven to achieve organizational effectiveness and there is still room for improving the organizational morale.


Personnel Policies:

Questionnaires •

Chapter 9

5. What things do you to be change or Improve in HR policy.

1. The recruitment process in OPGC is fair (YES/NO). If No please give details. a. b.

Sl. No

Item Yes/ No

2. Dose OPGC has written HR policy(Y/N, Or Don’t know) 3. Have you read it(Y/N) If No please give details. No time to read Do not have access Any other

If Yes give suggestion

1 2 3 4 5 6 7 8

Annual Leave  Sick Leave Casual Leave Maternity / Paternity Leave Compensatory Leave Working hours Working days in a week

4. Are you satisfied with you current working conditions in OPGC. a. Highly satisfying b. Satisfying c. Moderate

a. Travel Policy Within City I.TA  II. DA III .Local Conveyance

Ranking: Strongly Agree Agree Neutral Disagree Strongly disagree Environment: 10. My work Area offers me clean and well organized working environment 1 2 3 4 5 11. I have resources to perform my job effectively

Competency : 24. I find my job challenging. 1 2 3 4 5 25. I had sufficient skills when I was hired to the job. 1 2 3 4 5 26. I have been given fair amount of freedom to do my job. 1 2 3 4 5 27. I can handle the size of my work load. 1 2 3 4 5 28. My organization helps me to enhance my carrier development. 1 2 3 4 5 Commitment : 29. I am willing to put extra effort when necessary to complete the assigned job. 1 2 3 4 5  30. I am committed to the values of my organization. 1 2 3 4 5 31. I am proud to say that I am part of OPGC family. 1 2 3 4 5 Compensation : 32. I have got adequate information regarding my compensation and benefit. 1 2 3 4 5 33. Considering my position I am paid fairly. 1 2 3 4 5 34. Overall I am satisfied with my benefit packages (TA, DA, Gratuity and Insurance e

Chapter 9

1 2 3 4 5 Appraisal System : 1 2 3 4 5 35. Performance appraisal system is effectively conducted by our organization. 1 2 3 4 5 12. My work environment is stressful 36. I received positive feedback and to improve in some aspects. 1 2 3 4 5  1 2 3 4 5 37. Recommendation has taken place as per the discussion with our team leaders after 1 2 3 4 5 Team Work: Involvement : 38. 13. My team members’ one giving need based support to perform my I receive proper induction while joining OPGC. 1 2 3 4 5 role 39. Management seeks the involvement of the employees’ opinion when making important effectively. 1 2 3 4 5 40. Organization is sensitive to individual needs.  1 2 3 4 5 1 2 3 4 5 41. I know what is happening in other parts of my organization. 14. My work in team is appreciated and recognized. 1 2 3 4 5 Training and Development  1 2 3 4 5 42. All staff has equitable access to training. 1 2 3 4 5 15. The people in our team work well together. 43. Training and development program enhance my skill. 1 2 3 4  1 2 3 4 5 44. I am satisfied with the training program. 1 2 3 4 16. Innovation /new ways of doing things are liked by all team 45. Any change is required in training and development program. members. 1 2 3 4 5
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1 1

2 2

3 3

4 4

5 5

17. My team is effectively managed by team leader. Management effectiveness:





  Khanka S.S. Human Resources Management

  Rao V.S.P Personnel/Human Resource Management

  Rao P.Subba Prof. Essentials of Human Resource Management (2008)

  Aswathapa K Human Resource & Personnel Management (2008)

  Dessler Gary Human Resource Management

  Pareek,U Delhi Understanding Organizational Behaviour, Oxford New (2006)

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  Stephen P. Robbins   L M PRASAD Organizational Behaviour. (2005) pp.411-436 Organizational Behaviour. (1995) pp.600-619

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Q & A



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