Summer Training Project Report
ON
EFFECTIVENESS OF PERFORMANCE
MANAGEMENT SYSTEM OF NTPC
Submitted in Partial fulfillment of requirement of award of MBA degree of
GGSIPU, New Delhi
Submitted By
Nidhi Aggarwal
0!"#$0%&""
'hird (eme(ter
)0"" Bat*h
Northern India +ngineering ,ollege
-Affiliated to GGSIPU.
/,0)$, Sha(tri Par1, Delhi0""00#%
Acknowledgement
'o a**om2li(h a 2ro3e*t wor1 li1e thi( effort( of many 2eo2le are required and our(
i( not an e4*e2tion, a number of 2eo2le ha5e hel2ed u(6 /ir(t of all we would li1e
to than1 Sri S.R Sahoo manager!"R RECIT#$Mr Chan%ramau&iSenior
manager!"R!'age(#6 I *on5ey our (2e*ial than1( to Mi(( Prati)haSr.
Manager!"R*age(## for her guidan*e during the *our(e of our 2ro3e*t (tudy and
all tho(e 2er(on( who hel2ed u( in getting gra(( root information about N'P, and
the 2erforman*e management (y(tem wor1ing there, from whom we re*ei5ed
5aluable *o0o2eration, u(eful (ugge(tion( and rele5ant data and information
2ertaining to our 2ro3e*t and re(2on(e( to que(tionnaire6 7e are than1ful to all of
our friend( who ha5e been a (our*e of moti5ation to u(6
At la(t but not lea(t we *on5ey our heartily gratitude to our M+A ".O., Mr
,.- Gupta and a&& the .acu&t/ mem)er( o. M+A program$ N.I.E.C for their
*on(tant guidan*e and hel26 /inally we than1 Go% who ble((ed u( in our endea5or6
Ni%hi Aggar*a&
MBA089 -)00""0)0"%.
MBA 2rogram, N6I6+6, Sha(tri Par1
IN,E0
S.NO TOPIC
PAGE NO. SIGNAT1RE
2.
Ac3no*&e%gement
4.
In%e5
6.
O)jecti7e( o. the (tu%/
8.
Intro%uction to the compan/9 topic
:.
;iterature Re7ie*
<.
Re(earch Metho%o&og/
=.
,ata Ana&/(i(
>.
Fin%ing( ? Conc&u(ion
@.
Recommen%ation(
2A.
Re.erence(
22.
Anne5ure
O+BECTIVES OF ST1,Y
• 'o identify fa*tor( in bu(ine(( dynami*( to grade em2loyee( on the
ob3e*ti5e( : tran(2arent 2rodu*ti5ity 2arameter(6
• 'o (tudy about the (y(tem of (elf a22rai(al, a22rai(al by re2orting offi*er, by
re5iewing offi*er and final a((e((ment by moderation *ommittee6
• 'o (tudy about *reate a dire*t lin1 between reward( : 2erforman*e to
in*rea(e the moti5ation le5el of em2loyee(6
• 'o (tudy about a((e((ment of training : de5elo2mental need( of indi5idual
em2loyee(6
• 'o (tudy and ma1e em2loyee( *om2letely aware about the 2arameter( u(ed
for e5aluation of their 2erforman*e6
INTRODUCTION
TO
NTPC
INTRODUCTION TO NTPC
NTPC: India’s largest power company
Established on 7
th
November 1975 to play a major role in the
development of Indian Power Sector: NP! "imited is today
India#s lar$est power company with an installed capacity of
%1&7'( )* "i$htin$ +p more than one fo+rth of India thro+$h its
15 coal based 7 $as based and 5 joint vent+re projects& NP!
"imited plans to become a 75&''' )* !ompany by the year ,'17
with a vision to become a world class inte$rated power major with
increasin$ $lobal presence- NP! .an/ed No- 1 Independent
Power Prod+cer in 0sia and ,
nd
in the world in the Platts op ,5'
1lobal Ener$y !ompany list for ,''9- .an/ed n+mber 2NE in the
cate$ory the 34est *or/places for "ar$e 2r$ani5ations3 and
n+mber tenth overall for the year ,''9 by 1reat Places to *or/
Instit+te#s India chapter in collaboration with Economic imes-
NTPC: At a Glance
!ate$ory No- of stations !apacity 6)*7
!oal based station 15 ,(&885
1as based station 7 %&955
9oint vent+re 5 ,&8
otal %1&7'(
Details of power Stations(NTPC)
Project State
!apacity6
)*7
a. Coal Based
Sin$ra+li ;ttar Pradesh ,'''
<orba !hhattis$arh ,1''
.ama$+ndam 0ndhra Pradesh ,:''
=ara//a *est 4en$al 1:''
>indhyachal )adhya Pradesh %,:'
.ihand ;ttar Pradesh ,'''
<ahal$aon 4ihar ,%('
?adri ;ttar Pradesh 1%%'
alchar <aniha 2rissa %'''
;nchahar ;ttar Pradesh 1'5'
alchar hermal 2rissa
'
anda ;ttar Pradesh (('
Simhadri 0ndhra Pradesh 1'''
4adarp+r ?elhi 7'5
Sipat@II !hhattis$arh 1'''
Total 24885
b. Gas ase!
0nta .ajsthan (1%
0+raiya ;ttar Pradesh :5,
<awas 1+jrat5
?adri ;ttar Pradesh 817
9hanor 1+jrat8
.ajeev
1andhi6<ayam/+la7 <erela %5'
=aridabad Aaryana (%'
Total "#55
c. $oint %ent&re
.o+/ela 2rissa 1,'
?+r$ap+r *est 4en$al 1,'
4hilai !hhattis$arh 57(
.atna$iri )aharashtra 19('
<anti 4ihar 11'
Total 28'4
Total
Pro!&ction(a(b(c) ")*+4
S!sidiary companies o" NTPC
NTPC # $oint %entres &'()
*lectri"ying per"ormance
he company recorded a total $eneration of ,18-8( 4illion ;nits
64+s7 showin$ an increase of :B over the pervio+s year#s
$eneration of ,':-9% 4+s with a share of ,'B 6Ines of 9>
company7 in the total installed capacity of the co+ntry NP!
$enerated ,8-:B electricity d+rin$ '9@1'- ECceeded the )o;
DECcellent# tar$et of ,17 4;s-
%ision
“A world class integrated power major, powering India’s Growth,
with increasing global presence.”
Core Values
• Business ethics
• Customer ocus
• !rgani"ational # $roessional $ride
• %utual &espect and 'rust
• Initiati(e and speed
• 'otal )ualit* or +,cellence
+IN,NCI,- +,CTS ...
• 1''B reali5ation of the billin$ for the seventh consec+tive
year-
• Provisional and +n@a+dited Net Sales of .s-&5'(-(7 crore
d+rin$ ,''9@1' as a$ainst .s- (1&791-%' crore re$isterin$ an
increase of 11-,8B- he provisional and +n@a+dited 1ross
.even+e is .s-(9&(78-8: crore d+rin$ ,''9@1' as a$ainst
.s-(5&,7,-7: crore for the year ,''8@'9& an increase of
9-,9B-
• Provisional and +n@a+dited ProEt after taC for the year ,''9@
1' is .s-8&:5:-5% crore as compared to .s-8&,'1-%' crore
d+rin$ the year ,''8@'9& an increase of 5-55B-
• Ai$hest interim dividend F %'B amo+ntin$ to .s- ,&(7%-
crore paid d+rin$ the year-
• !apital ECpendit+re of .s- 1'&1%7-18 crore d+rin$ ,''9@1'G
NP! 1ro+p#s capital eCpendit+re was .s- 1(&'',-11 crore-
• 0pproved o+tlay for ,'1'@11 for NP!#s capital schemes is
.s-,,&%5' croreG for NP! 1ro+p the o+tlay is aro+nd
.s-,9&1'(-': crore-
• !ontrib+ted .s-%&,:'-,1 crore to eCcheH+er on acco+nt of
!orporate taC& ?ividend and taC thereon and wealth taC-
S,are,ol!er -ealt,
hird lar$est mar/et capitali5ation of over .s-1&7'&''' crore as on
%1@'%@,'1'-
Growin. Stat&re
• .ecommended for I)aharatnaJ stat+s-
• EK!E""EN ratin$ +nder 1overnment of India )o; for the
year ,''8@'9-
&l/ Ten!erin.
enderin$ +nderta/en for 11 +nits of ::' )* 6incl+din$ , +nits
for ?>!7-
0&ral 1lectri2cation
;nder .ajiv 1andhi 1rameen >idy+ti/aran Lojana& NP! Electric
S+pply !ompany "td 6NES!"7 completed electriEcation of 8'17
villa$es and provided 8-:5 "a/hs 4P" connections& thereby
eCceedin$ 1oI tar$et of electriEcation of 75'' villa$es and 8-5
"a/hs 4P" connections-
Co33onwealt, Ga3es
2Mcial Power Partner of ?elhi ,'1' !ommonwealth 1ames-
4&rt,er P&blic 56er
1overnment shareholdin$ in NP! red+ced from 89-5B to 8(-5B
thro+$h divestment of 1overnment sta/e by 5B +nder =+rther
P+blic 2Ner 6=P27-
Accola!es
• op siC o+t of ei$ht National 0wards for )eritorio+s
Performance of hermal Power Stations for ,''8@'9
instit+ted by the 1overnment of India won by NP! coal
stations-
Simhadri
1''' )*
1old Shield
<orba
,1'' )*
Silver Shield
.ama$+ndam
,:'' )*
Silver Shield
?adri 6coal7
8(' )*
4ron5e Shield
.ihand
,''' )*
4ron5e Shield
>indhyachal %,:' )* 4ron5e Shield
• No- 1 Independent Power Prod+cer in 0sia and ,nd $lobally
in the Platts op ,5' 1lobal Ener$y !ompany .an/in$s ,''9
T/* 0RO1T/ STOR2 ...
• Installed capacity reaches %1&7'( )* 6incl+din$ ,8 )*
+nder 9>s7-
• 0ll time hi$hest sin$le day $eneration of :8(-55 );s from all
NP! stations on %1st )arch& ,'1'
• 17&8%' )* +nder constr+ction at 17 locations- -
Project 6=+el7 & State !apacity
Sipat@I 6!oal7& !hhattis$arh 198'
4arh OI 6!oal7& 4ihar 198'
<orba@III 6!oal7& !hhattis$arh 5''
?adri@II 6!oal7@;nit P ,& ;-P- (9'
=ara//a@III 6!oal7& *est 4en$al 5''
Simhadri@II 6!oal7& 0ndhra Pradesh 1'''
Indira 1andhi SPP @ 9> *ith AP1!" Q
IP1!" 6!oal7& Aaryana
15''
>all+r 6Phase @I Q Phase OII7 6!oal7 @ 9>
*ith NE4& amil Nad+
15''
Nabina$ar@9> *ith .ailways 6!oal7& 4ihar 1'''
4on$ai$aon 6!oal7& 0ssam 75'
)a+da@I 6!oal7& )aharashtra 1'''
4arh@II 6!oal7& 4ihar 1%,'
.ihand@III 6!oal7& ;P 1'''
>indhyachal@I> 6!oal7& )P 1'''
)+5aNarp+r@II 6!oal7& 9> *ith 4SE4& 4ihar %9'
<oldam 6Aydro7& A-P 8''
"oharina$ Pala 6 Aydro 7& ;ttaranchalR :''
apovan >ishn+$ad 6 Aydro 7& ;ttaranchal 5,'
otal 17&8%' )*
Capacit7 A!!ition in 2++#82+)+ ()5'+ 9-)
Pro:ect; <nit Capacit7 (9-)
NP! owned
<ahal$aon Sta$e@II 5''
?adri Sta$e@II& ;nit P 5 (9'
;nder 9>s
.1PP" 4loc/@ I'
"ess on acco+nt of overall de@ratin$ of
.1PP"
6@718'
<anti Sta$e@I 11'R
Net addition 15:'
Planne! Capacit7 A!!ition in 2+)+82+)) (4)5+ 9-)
ProjectS ;nit !apacity 6)*7
Sipat Sta$e@I& ;nit@1 ::'
9hajjar& ;nit@1 Q , 1'''
<orba Sta$e OIII& ;nit@7 5''
N!PP Sta$e O II& ;nit@: (9'
Simhadri& Sta$e@II& ;nit@% Q ( 1'''
=ara//a& Sta$e@III& ;nit@: 5''
otal (15'
+tre Capacity Under Di3erent Stages
Projects for which bids invited 7'9, )*
Projects for which =. approved (%(5
)*
Projects for which =. preparedS+nder preparation T15&'''
)*
0rowt4 in Commercial Capacity
• 1(9' )* declared commercial 6incl+din$ 5'' )* +nder 9>7-
• New national benchmar/: ?adri ;nit@5 6(9' )*7 be$ins
commercial operation in %9 months from 5ero date-
0eneration
=3pressi>e Growt, 0ate
1eneration increased by nearly :B to ,18-8( 4;s compared to
%B $eneration $rowth achieved in ,''8@'9G ECceeded the )o;
DECcellent# tar$et of ,17 4;s-
-../0.1 -..10.2 -..20.3 -..30.4 -..405.
52..33
533.12
-...31
-.1.46
-53.37
0eneration &BUs)
Sstaining 5ar6et -eaders4ip
Contrib&te! 28.'? of total electricit7 .enerate! in t,e
co&ntr7
otal electricity available in the co+ntry 771-17
4;s
Electricity import from 4h+tan 5-%( 4;s
otal Electricity 1eneration in the !o+ntry 7:5-8%
4;s
otal 1eneration from NP! ;nits ,18-8(
4;s
NTPC s,are in total electricit7 .eneration in
t,e co&ntr7
28.'?
1orld Class Capacity Utili7ation
*ith 9'-81B Plant "oad =actor 6P"=7 d+rin$ ,''9@1'
6National P"= 77-(8B7& coal stations achieved P"= of more
than 9'B for third consec+tive year-
SiC coal stations achieved P"= of more than 95B-
?adri 6!oal7 Sta$e I 6(K,1' )*7 achieved hi$hest ever P"=
of 1''-59 B-
SiCteen +nits recorded more than 1''B P"=-
Seven NP! coal stations E$+re amon$ the top 1' stations
in the co+ntry in terms of P"=-
Ai$hest ever P"= of $as stations at 78-%8B 6previo+s year
P"= :7-'1B7-
,gmenting +el Secrity
• )odel !oal S+pply 0$reement si$ned with !oal India "td
6!I"7 for s+pply of coal to NP! stations for ,' years-
• 1as s+pplies increase to 1%-88 ))S!)? 6+p ,9B over
previo+s year7-
• "on$ term contract for s+pply of ."N1 of ,-' ))S!)? on
Erm basis and '-5 ))S!)? on fallbac/ basis si$ned with
10I" for 1' years-
• ;nder NE"P >III& NP! has been allotted one bloc/ at
!ambay basin as a sole operator and three bloc/s as a
member of consorti+ms-
Coal 5ine De8elopment
*or/in$ on captive coal mines with tar$et of (7 )P0 by ,'17
from the : bloc/s allotted-
)ore than :7%5 acres of "and in Pa/ri 4arwadih and abo+t 159(
acres of land in !hatti 4ariat+ coal bloc/ have been acH+ired and
land acH+isition for ?+lan$a and alaipalli are in pro$ress-
.ehabilitation 0ction Plan 6.0P7 has been approved by NP!
4oard for Pa/ri 4arwadih& !hatti 4ariat+ and <erandari-
)inin$ Plan approved for ?+lan$a 67 )P07 and alaipalli 618
)P07-
9> a$reement has been si$ned with !I" for development&
operation and maintenance of !oal 4loc/s and Inte$rated Power
Projects-
Coal Bloc6 ,c9isition ,!road
• ?+e dili$ence for acH+isition of sta/es in two coal mines in
Indonesia is +nder pro$ress and cons+ltant appointed for
carryin$ o+t d+e dili$ence for one coal bloc/ in )o5ambiH+e-
• International !oal >ent+res "td 6I!>"7 has been incorporated
on ,'-'5-,''9 as a 9> company of NP!& .IN"& S0I"& N)?!
and !I" for so+rcin$ co/in$ and thermal coal from overseas
co+ntries li/e 0+stralia& )o5ambiH+e& !anada& Indonesia and
;S0- I!>" is p+rs+in$ % thermal coal opport+nities in
Indonesia& 0+stralia and So+th 0frica-
0etting into Nclear
9> a$reement is eCpected to be si$ned shortly with N+clear Power
!orporation of India "imited 6NP!I"7- 0pproval has been obtained
from ?epartment of 0tomic Ener$y 6?0E7-
+ocs on Renewa!les
4y ,'17& NP! plans to have at least 1''' )* thro+$h
renewable ener$y reso+rces s+ch as wind& hydro& solar& biomass
and $eo@thermal-
-ong Term Corporate Plan pto :;<:
=inali5in$ the "on$ erm !orporate Plan of NP! to set the $oals
and directions for a period of ,'%, with a view to positionin$
NP! as the world#s lar$est and best power prod+cer-
Tec4nology Roadmap pto :;<:
!hal/in$ o+t a lon$ term technolo$y roadmap +pto ,'%, which
involves development& adoption and promotion of safe& eMcient
and clean technolo$ies for entire val+e chain of power $eneration
b+siness-
*N%IRON5*NT 5,N,0*5*NT
• NP! has adopted advanced and hi$h eMciency
technolo$ies s+ch as s+per critical boilers for the +p@comin$
$reenEeld projects 6e-$ 4arh& Sipat etc7- 2+t of total coal
based capacities to be developed d+rin$ 1,th plan period&
over 9'B will be based on s+percritical technolo$ies-
• In addition to adoptin$ advanced and hi$h eMciency
technolo$ies& NP! has been p+rs+in$ the objective of
s+stainable power development with followin$ initiatives:
• !2, meas+rement systems are bein$ installed at all
o+r stations in the chimney stac/s-
• :1 0mbient 0ir U+ality )onitorin$ System 600U)S7
installed in all NP! stations-
• Installed 4ioOmethanation Plant at =aridabad-
• !reation of $reen wealth of more than 18-8' million
trees-
,S/ UTI-IS,TION
• 0chieved ash +tili5ation of 59-7%B i-e- ,7-:1 million tons of
ash-
• 1'-85 million tons Vy ash iss+ed to cement and concrete
ind+stry which is 8-5 B more than last year-
• 5(5 million ash bric/s have been man+fact+red in Pilot ash
bric/ man+fact+rin$ plants-
• 1-1% million tons of ash from alcher@hermal has been
+tili5ed for Ellin$ of abandoned So+th 4alanda coal mine of
)!" in 2rissa-
• )o; has been si$ned with .esearch ?esi$ns Q Standards
2r$ani5ation 6.?S27& "+c/now to eCplore +se of ash in
.ailway emban/ment-
/U5,N R*SOURC* 5,N,0*5*NT
/R %ision:
To enable o&r people to be a fa3il7 of co33itte! worl!
class professionals@ 3a/in. NTPC a learnin. or.aniAation-
he A. ?ept- has a lon$ history in NP!- his dept- was earlier
/nown as personnel dept- then Enally A.S6A+man .eso+rce
Services7
A.S contrib+tes its eCpertise in handlin$
and eCec+tin$ the ECistin$ and ?evelopin$ A. trends and
innovations- =ollowin$ are the areas of operation-
13plo7ee -elfare
13plo7ee ene2ts
13plo7ee 0elations (=n!&strial 0elations)
13plo7ee Ser>ices (5Bce A!3in.)An! Pensions
13plo7ee Ser>ices (Town A!3in.)
Trainin. an! De>elop3ent (1DC)
Perfor3ance 9ana.e3ent S7ste3 an! C&3an 0eso&rce
De>elop3ent
Corporate Social 0esponsibilit7
0a:b,as,a (Cin!i)
Daw
Peoplesoft E C09S (10P Software)
P&blic 0elations
• he A. strate$y of NP! has been desi$ned aro+nd the fo+r
b+ildin$ bloc/s of competence b+ildin$& commitment
b+ildin$& c+lt+re b+ildin$ and system b+ildin$- !+lt+re
b+ildin$ is done by creatin$ transparency& openness and
ease of comm+nication& stren$thenin$ m+t+al respect and
tr+st& leadin$ to establishment of a people oriented and
people sensitive or$ani5ation- his has res+lted in
reco$nition of NP! as one of the best employers in the
co+ntry as well as obtainin$ consistently hi$h ran/in$s in
s+rveys s+ch as I1reat place to wor/J and I4est companies
to wor/ forJ-
• Employee ?evelopment !enters 6E?!7 have been set +p to
cater to the need of appropriate rainin$ and ?evelopment
of employees-
• "eadership 0ssessment and ?evelopment System 6"E0?S7:
*ith a view to developin$ a pipeline of leaders for /ey
leadership positions in the company& an initiative named
"E0?S has been la+nched- 0 "eadership ?evelopment
!entre 6"?!7 at corporate centre has been set +p to
form+late the process of identifyin$ and $roomin$ potential
leaders-
• Ai$h Prod+ctivity of eam@NP!: ?+rin$ ,''9@1'& sales per
employee increased from .s- 1-77 crore to .s-1-9: crore&
proEt per employee increased from .s- %(-7 la/h to .s-
%:-(5 la/h& val+e added per employee increased from .s-
59-%: la/h to .s- 7,-9: la/h and the man* ratio improved
from '-85 to '-8,-
• otal employee stren$th is ,(&955 as on %1-'%-,'1'& as
a$ainst ,(&71% on %1-'%-,''9 6incl+din$ employees in 9>s Q
S+bsidiaries7-
-ITR,TUR* R*%I*1
14at Per"ormance 5anagement Is Not=
• it#s not j+st an ann+al performance appraisal
• it#s not imposin$ tar$etsS$oals on an employee by his
s+pervisor
• it#s not only eval+atin$ individ+al job performance
14at is Per"ormance 5anagement:
• it#s )ana$ement 4y 2bjectives 6)427
• it#s abo+t settin$ S)0.E. $oals
• it#s abo+t plannin$ to perform
• it#s abo+t periodically reviewin$ pro$ress in performance
• it#s abo+t eval+atin$ performance for f+rther improvement
• it#s abo+t deliverin$ reinforcement for performance s+ccess
and performance fail+re
+ENEFITS OF PERFORMANCE APPRAISA;
EMP;OYERCS PERSPECTIVE
"6 De(2ite im2erfe*t mea(urement te*hnique(, indi5idual differen*e( in
2erforman*e *an ma1e a differen*e to the *om2any;( 2erforman*e6
)6 Do*umentation of 2erforman*e a22rai(al and feedba*1 may be needed for legal
defen(e6
%6 Performan*e a22rai(al dimen(ion( and (tandard( *an hel2 to im2lement (trategi*
goal( and *larify 2erforman*e e42e*tation(6
6 It 2ro5ide( a rational ba(i( for *on(tru*ting a bonu( or merit (y(tem6
#6 Pro5iding feedba*1 i( a 2art of the 2erforman*e management 2ro*e((6
$6 De(2ite traditional fo*u( on the indi5idual, a22rai(al *riteria *an in*lude
teamwor1 and team( *an be the fo*u( of teamwor16
EMP;OYEECS PERSPECTIVE
"6 Performan*e feedba*1 i( needed and de(ired by the indi5idual em2loyee to
im2ro5e hi(<her 2erforman*e6
)6 /airne(( require( that differen*e( in 2erforman*e le5el( a*ro(( wor1er( be
mea(ured and ha5e an effe*t on the out*ome(6
%6 A((e((ment and re*ognition of 2erforman*e le5el( *an moti5ate wor1er( to
im2ro5e their 2erforman*e6
PRO+;EMS AFFECTING T"E VA;I,ITY OF
PERFORMANCE APPRAISA; SYSTEM
"6 "A;O EFFECT
'hi( ty2e of error o**ur( when the rater allow( one a(2e*t of a man;( *hara*ter or
2erforman*e to influen*e hi( entire e5aluation6
)6 CENTRA; TEN,ENCY
'hi( error o**ur( when the rater i( in doubt about the (ubordinate( or ha(
inadequate information about them or i( gi5ing le(( attention and effort to the
rating 2ro*e((6
%6 ;ENIENCY ERROR
Some (u2er5i(or( ha5e a tenden*y to be ea(y rater(6 =enient rater( *on(i(tently
a((ign high 5alue( to their (ubordinate(6 'hi( ty2e of error re(ult( in wrong
e5aluation of the 2erforman*e of (ubordinate6
6 STRICTNESS ERROR
Some other ty2e( of (u2er5i(or( ha5e a tenden*y to be har(h in their rating(6 'hey
*ontinuou(ly gi5e low rating( to their (ubordinate(6
#6 RECENCY EFFECT
>ften (ome rater( e5aluate 2er(on( on the ba(i( of their 2erforman*e in re*ent few
wee1(, a5erage *on(tant beha5iour i( not *he*1ed6
Perfor3ance
9ana.e3ent
S7ste3
At
NTPC
P5S ,T NTPC
P)S is a Eve step process
Mi% D /ear Re7ie*
Annua& A((e((ment
Per.ormance p&anning
Fee%)ac3
Norma&i(ation Proce((
Step 2
Step :
Step 8
Step 6
Step 4
PMS Proce((
2. Per.ormance P&anning
Performan*e Planning i( the 2ro*e(( of?
• @Defining e42e*tation( i6e6 the wor1 to be done, the re(ult(<target( to be
a*hie5ed and (1ill(<*om2eten*ie( needed to a*hie5e the(e ob3e*ti5e(
• Setting AMea(ure(B and ATarget(B, determining 2rioritie( and weightage( of
re(ult( to be a*hie5ed
• Identifying and allo*ating a22ro2riate re(our*e( -(u*h a( man2ower, tool(,
training, budget et*6. to enable the e4e*uti5e to a*hie5e the target( 7hile
defining wor1 ob3e*ti5e( and mea(ure(, it i( ne*e((ary to en(ure that?
• Goal(< 'arget(< >b3e*ti5e( are SMA9' -S2e*ifi*, Mea(urable, Agreed,
9eali(ti* and 'ime bound.
• 9e(ult( are (ub(tantially within the e4e*uti5e;( *ontrol
• Mea(ure( relate to re(ult(
• Data i( a5ailable for mea(urement
• Agreement on mutually agreeable and a*hie5able 2erforman*e target( i(
arri5ed at after (uffi*ient di(*u((ion between re2orting offi*er and e4e*uti5e
ha( ta1e
4. Mi% Year Re7ie*
Performan*e management i( not an e5ent but an ongoing 2ro*e((6 Mid year
re5iew( hel2 in the following way(?
• 9einfor*ing good 2erforman*e in time
• U2dating the (tatu( of target( i6e6 2rogre(( re5iew
• Identifying area( for Amid0*our(eB *orre*tion
-%!.
• 9e5i(iting CPA( and goal(, if ne*e((ary
• A((e((ing re(our*e and (1ill requirement( affe*ting the indi5idual;(
2erforman*e
• Di(*u((ion and feedba*1 on fun*tional *om2eten*ie(, managerial
*om2eten*ie(,
• 2otential *om2eten*ie( and *ore 5alue( a*tualiDation
• Pro5iding early warning( of non02erforman*e, i6e6 a5oiding year end
(ur2ri(e(
6. Annua& A((e((ment
'he ob3e*ti5e( of Annual A((e((ment are to?
• Di(*u(( and arri5e at an a((e((ment of 2erforman*e with re(2e*t to agreed
target(
• A((e(( the *om2eten*ie(, 2otential and *ore 5alue( a*tualiDation by the
indi5idual
• Agree u2on im2ro5ement 2lan( and de5elo2ment need( for the indi5idual
6
8 Norma&iEation
'he ob3e*ti5e( of the NormaliDation Sy(tem in PMS are to?
+n(ure 2arity and integrity by minimiDing 5ariation in rating by different re2orting
offi*er( a*ro(( 5ariou( de2artment( and lo*ation( +nhan*e ob3e*ti5ity and
tran(2aren*y in the a22rai(al (y(tem 'o 5iew indi5idual 2erforman*e from the
2er(2e*ti5e of organiDational a*hie5ement6
: Fee%)ac3$ Coaching an% Coun(e&&ing
In order to ma1e PMS an o2en (y(tem and to enhan*e de5elo2ment orientation
a*ro(( the organiDationE feedba*1, *oa*hing and *oun(elling are e((ential
*om2onent(6 ,ommuni*ating the final 2erforman*e re(ult( of the e4e*uti5e and
2ro5iding de5elo2mental feedba*1 are *riti*al to thi( 2ro*e((6
:.2 Fee%)ac3
Pro5iding feedba*1 on 2erforman*e 2re(ent( the following benefit(?
• ,reate( tran(2aren*y ma1ing PMS more a**e2table to indi5idual(
• 9einfor*e( good 2erforman*e on time
• +nable( de5elo2ment of *oa*hing and mentoring relation(hi2 between
re2orting offi*er and e4e*uti5e
• +n(ure( that organiDational ob3e*ti5e( are a*hie5ed to an a**e2table (tandard
and in an a**e2table form
Pro5iding 2erforman*e feedba*1 i( a deli*ate matter and the re2orting offi*er
(hould *reate (uitable *ondition( for 2ro5iding 2erforman*e feedba*1 in the mo(t
effe*ti5e manner6 -9efer to a22endi4 for ti2( to re2orting offi*er( on *ondu*ting
effe*ti5e a22rai(al meeting(6. In general?
• /eedba*1 (hould be fo*u(ed on the (2e*ifi* 2erforman*e a*tion( and not on
the 2er(onality of the e4e*uti5e
• /eedba*1 (hould be generated after re5iewing all a*hie5ement( and i((ue(
throughout the a((e((ment 2eriod and not fo*u(ed on i(olated in*ident(
• /eedba*1 *all( for maintaining a log of *riti*al in*ident( o**urring during
the a((e((ment 2eriod for re*ording both a*hie5ement( and failure( with
detail(, a( an aid to memory during 2erforman*e di(*u((ion( with the
e4e*uti5e
• /eedba*1 be gi5en a( regularly a( 2o((ible (o that enough o22ortunitie( are
*reated for e4e*uti5e to bridge 2erforman*e ga2( through (elf0de5elo2ment
:.4 Coaching an% Coun(e&&ing
,oa*hing i( an on0the03ob a22roa*h to hel2 indi5idual( to de5elo2 and rai(e their
(1ill( and le5el( of *om2eten*e6 ,oa*hing ty2i*ally *on(i(t( of?
• Ma1ing e4e*uti5e( aware of how well they are 2erforming and their 2re(ent
le5el of 1nowledge and (1ill
• Pro5iding guidan*e to indi5idual( to enable them to *om2lete their wor1
(ati(fa*torily
• Moti5ating indi5idual( to learn new (1ill( and de5elo2 them(el5e(
-%&.
• /a*ilitating indi5idual( to rai(e their le5el of *ontribution and a*hie5ement6
,oun(elling in the PMS *onte4t e((entially i( a 2ro*e(( by whi*h e4e*uti5e( *an
re*ei5e a((i(tan*e in (orting out i((ue( and related to *urrent and future
re(2on(ibilitie( and a(2iration(6 'herefore, re2orting offi*er( are required to
en*ourage indi5idual( to 2lan for their own (elf0de5elo2ment6 'he 2ro*e(( of
*oun(elling i( through?
• 9e*ognition and under(tanding of e4i(ting (trength(
• +m2owering, i6e6 enabling the indi5idual to re*ogniDe their own 2roblem(
and e42re((ing the (ame6
• /a*ilitating a*tion through guidan*e and e42erti(e, i6e6 fa*ilitating the
2ro*e(( whereby the indi5idual e5aluate( alternati5e( and formulate( a*tion
2lan( to a*hie5e the mo(t (uitable *our(e of a*tion
• 8el2ing indi5idual( to ta1e owner(hi2 of the out*ome( of their *ho(en
a*tion6
,oa*hing and *oun(elling together a*t a( a feedba*1 me*hani(m for the indi5idual
on hi(<her 2erforman*e6 It i( often u(ed by re5iewer<re2orting offi*er to
*ommuni*ate the area( for de5elo2ment and im2ro5ement to the e4e*uti5e6
FPA Settin. Process:
P)S !2)P.ISES 0SSESS)EN 2N =2;. P0.0)EE.S *IA
?I==E.EN *EI1A01ES =2. >0.I2;S "E>E"S
S.N5. P9S
PA0A91T10
-1=GCTAG1S 450 D=44101NT G0AD1S
1)81" 14 15 1'81*
1*A818 1#
Initiati7e(
Corporate
p&an
1nit Goa&(
Compan/ Goa&(
MO1(
Functiona&
9,epartmenta& Goa&(
In%i7i%ua& Goa&(
Specia& ta(3
1 <P0 8' 75 :5 :' 5' 5'
, a- =+nctional
competency
assessment
1' 1' 1' 1' 1' '5
b- )ana$erial
competency
assessment
'5 '5 1' 1' 15 15
% Potential
assessment
Nil '5 1' 1' 1' 1'
( >al+e
assessment
'5 '5 '5 1' 15 ,'
otal 1'' 1'' 1'' 1'' 1'' 1''
• =or j+nior eCec+tives there is hi$her wei$hta$e on <P0s and
f+nctional competencies as there is hi$her foc+s on
achievin$ the immediate f+nctional tas/-
• he wei$hta$e on )ana$erial competencies and val+es
increases for an eCec+tive as the $rade increases beca+se of
importance of achievin$ b+siness $oals by mana$in$ wor/ of
other employees thro+$h ethical means-
0t NP! 2nline Performance )ana$ement System is bein$
practiced for ECec+tives- =or Non ECec+tives it is still
man+al-
hre are three major challen$es in eNective implementation
of P)S at NP!
1- Involvement of bi$ n+mber of eCec+tives 6approC 1,''7
in desi$nin$ of <P0s and !ompetency ?irectory-
,- S/ill $ap in feedbac/ and performance co+nselin$-
%- ransformation from le$acy to transparent system-
VARIO1S -IN,S OF PERFORMANCE APPRAISA; SYSTEMS
? Per(ona&it/ )a(e% per.ormance apprai(a& (/(temF
8ere the a22rai(er i( (u22o(ed to rate the 2er(onality trait( of the 2er(on being
a22rai(ed6 'hi( i( not in mu*h in organi(ation( a( it 5ery (ub3e*ti5e and 3udgmental6 It
*ould al(o be bia(ed and 2re3udi*ed6
? Competence )a(e% per.ormance apprai(a& (/(temF
8ere the 3ob analy(i( i( u(ed and the em2loyee i( a22rai(ed for the (1ill( he
e4hibit(6 /or e6g6 if hi( 3ob entail( dealing with the *lient( then he i( 3udged foe hi(
effe*ti5ene(( in dealing with them6 'hi( enable( both the organi(ation and the
em2loyee a( to what defi*ien*ie( are to be o5er*ome and *an be u(eful in
2ro5iding training to the em2loyee to better hi( 2erforman*e6
? Re(u&t )a(e% per.ormance apprai(a& (/(temF
'hi( (y(tem *on*entrate( on the final re(ult( a*hie5ed by the em2loyee irre(2e*ti5e
of hi( 2er(onality or defi*ien*ie(6 'hi( i( totally related to the 3ob and *on*entrate(
on the end re(ult( that are more im2ortant to the organiDation6
'hu( Performan*e A22rai(al i( the 2ro*e(( to e(tabli(h the *om2eten*y
and the learning ga2 in addition to reward (y(tem6 Performan*e in*rement would
de2end on the 2erforman*e a22rai(al in2ut for the de2artment and the management
for de*i(ion ma1ing6 8uman 9e(our*e( would *raft the noti*e and letter to
*ommuni*ate to the em2loyee(6 'hi( i( al(o an im2ortant i((ue6 8uman 9e(our*e(
i( the *or2orate *ommuni*ator and i( re(2on(ible for em2loyee( *ommuni*ation
-#$.
Ro&e( an% Re(pon(i)i&itie(
2 Ro&e o. E5ecuti7eF
• 'he e4e*uti5e (hall fill out a22ro2riate 2ortion( of the form, attend the PMS
meeting( at all (tage( -2erforman*e 2lanning, mid0year re5iew and annual
a((e((ment. and be 2re2ared to ha5e an o2en and fran1 di(*u((ion about
hi(<her 2erforman*e6
• 'he PMS aim( at *reating amity and *on5ergen*e of indi5idual and
organiDational goal( and it (hould be ta1en in that (2irit6
• 'he e4e*uti5e i( required to (how the ne*e((ary fle4ibility and ada2tability
to the organi(ational need( and di(2lay (y(tem di(*i2line through adheren*e
to all PMS requirement(6
4 Ro&e o. Reporting O..icer
• 'he re2orting offi*er (hall *a(*ade the CPA( ba(ed on MoU target( to the
e4e*uti5e( re2orting to him in a fair and a*hie5able manner with ne*e((ary
(tret*h for indi5idual e4*ellen*e6
• 'he re2orting offi*er (hould (et u2 2erforman*e 2lanning, mid0year re5iew
and annual a((e((ment meeting( with all the e4e*uti5e( re2orting to him
within the (2e*ified 2eriod( a( 2er the PMS *alendar6
• 'he re2orting offi*er (hall maintain a brief log of all *riti*al in*ident(
o**urring within hi( (*o2e of wor1 a( an aid to memory while *om2leting
the mid year re5iew, annual a((e((ment and gi5ing feedba*1 to the
e4e*uti5e6
• 'he re2orting offi*er (hall *arry out the PMS (*oring of all e4e*uti5e(
re2orting to him in an ob3e*ti5e manner and (u*h that the (*ore( are
di(tributed in a manner requiring minimum ad3u(tment and<or normali(ation
by either the re5iewing offi*er or the Performan*e Management ,ommittee6
• In the e5ent of *hange of CPA(, mea(ure(, target( et*6, the re2orting offi*er
i( required to obtain *learan*e from 9e5iewing >ffi*er 2rior to ma1ing the
*hange6
-#!.
6 Ro&e o. Re7ie*ing O..icer
• 'he re5iewing offi*er (hall go through PMS form( for all e4e*uti5e( under
hi( 2ur5iew and en(ure that the re2orting offi*er ha( been ob3e*ti5e and
unbia(ed in hi( (*oring of 5ariou( e4e*uti5e(, 2arti*ularly with re(2e*t to the
(e*tion( relating to ,om2eten*ie(, Falue( and Potential
• 7here required, the re5iewing offi*er may re*ommend (ome *hange( to the
(*ore( after *arrying out a detailed di(*u((ion with the re(2e*ti5e re2orting
offi*er
• 'he re5iewing offi*er (hall al(o *arry out an integrity *he*1 to en(ure that
the (*ore( awarded to all the e4e*uti5e( under hi(<her 2ur5iew are di(tributed
in a manner requiring minimum normali(ation by the Performan*e
Management ,ommittee6
• 7here an e4e*uti5e ha( a grie5an*e again(t the re2orting offi*er regarding
the PMS 2ro*e((, the re5iewing offi*er (hall inter5ene and (ettle the
grie5an*e in a fair and ob3e*ti5e manner6
• 'he re5iewing offi*er (hall al(o be re(2on(ible for en(uring A(tret*h target(B
for e4e*uti5e( under hi( *harge6
• 'he 9e5iewing >ffi*er (hall *a(*ade the CPA( in an o2en and tran(2arent
manner with ea*h re2orting offi*er by (haring hi( CPA( and target(6
8 Ro&e o. PMS O..icer
• A PMS >ffi*er would be de(ignated for ea*h lo*ation -2lant< 2ro3e*t< region<
*or2orate.
• 'he PMS >ffi*er would be re(2on(ible for im2lementing PMS a( well a( for
2eriodi* admini(tration, follow0u2, tra*1ing and analy(i( of PMS a*ti5itie(
a( 2er (*hedule in hi(<her re(2e*ti5e lo*ation6
• 'o en(ure *olle*tion, *ollation and forwarding the Indi5idual De5elo2ment
Need( form( to the *on*erned +D,< 9egional 89D< PMI6
RESEARC" RESEARC"
MET"O,O;OGY MET"O,O;OGY
O+BECTIVES OF ST1,Y
• 'o identify fa*tor( in bu(ine(( dynami*( to grade em2loyee( on the
ob3e*ti5e( : tran(2arent 2rodu*ti5ity 2arameter(6
• 'o (tudy about the (y(tem of (elf a22rai(al, a22rai(al by re2orting offi*er, by
re5iewing offi*er and final a((e((ment by moderation *ommittee6
• 'o (tudy about *reate a dire*t lin1 between reward( : 2erforman*e to
in*rea(e the moti5ation le5el of em2loyee(6
• 'o (tudy about a((e((ment of training : de5elo2mental need( of indi5idual
em2loyee(6
• 'o (tudy and ma1e em2loyee( *om2letely aware about the 2arameter( u(ed
for e5aluation of their 2erforman*e6
RESEARC" ,ESIGN
9e(ear*h de(ign wa( ado2ted for the AE5p&orator/ Re(earch Stu%/B6 'he main
2ur2o(e of the (tudy wa( to formulate the 2roblem in a22rai(al (y(tem for
in5e(tigation6 'he ma3or em2ha(i( wa( on the di(*o5ery of idea( : o2inion( of the
em2loyee( at different le5el( to im2ro5e the e4i(ting a22rai(al (y(tem6 'wo
method( were u(ed for the (tudy0?
"6 'he (ur5ey of *on*erning literature6
)6 'he e42erien*e (ur5ey
SAMP;ING ,ESIGN
'he (am2ling de(ign u(ed for the (tudy wa( AStrati.ie% Samp&ingB6 'he different
(trata or homogeneou( grou2 formed wa(0?
• +,ecuti(es
SAMP;ING 1NIT
'he (am2ling unit wa( ANationa& Therma& Po*er StationB, =odhi road, New
Delhi6
SAMP;E SIGE
In total 84 em2loyee(-e4e*uti5e(. were inter5iewed during the (tudy6
,ATA CO;;ECTION MET"O,S
In the (ur5ey two ty2e( of data were *olle*ted0?
"6 PRIMARY ,ATA
Primary data are tho(e whi*h are *olle*ted for the fir(t time and therefore original
in nature6
)6 SECON,ARY ,ATA
Se*ondary data are tho(e whi*h ha5e already been *olle*ted by (omeone el(e and
hen*e 2a((ed through the (tati(ti*al 2ro*e((6
For the co&&ection o. primar/ %ata metho%( u(e%!F
• >U*STIONN,IR* 5*T/OD
I 2re2ared a (tru*tured que(tionnaire on the ba(i( of information *olle*ted from
different (our*e(6 'he que(tionnaire *ontain( both o2en : *lo(ed ended que(tion(6
)6 SECON,ARY ,ATA CO;;ECTION
Se*ondary data were *olle*ted from the following (our*e(0?
-A. Boo1( related to the to2i*
-B. ,om2any do*ument(
-,. MagaDine(
-D. 7eb(ite(
STATISTICA; TOO;S 1SE,
Stati(ti*al tool( u(ed in the 2ro3e*t (tudy are0?
2. TA+;ES
4. PIE C"ARTS
Data Analysis
Of
Feedback Given
By
Executives
Hue(tF!2 /our jo) %e(cription c&ear&/ %e.ine -PAC( on *hich /our
per.ormance i( rate%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5- -3
AG&++ -2 17
CA8>' :A= . .
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! They were well aware about there !As and felt that it is
according to there "ob #rofile as $%& Executives agreed to it'
Hue(tF 4 !The goa&( -PAC(# (et are a&*a/( mutua&&/ agree% upon i.e.
/our con(ent i( ta3en into con(i%eration *hi&e (etting -PAC(.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 3 54
AG&++ 6- 21
CA8>' :A= . .
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF ! The res#onse was divided although () & Executives agreed about
their consent being taken into the !A setting #rocess* +& disagreed' ,t says that
in general executives #artici#ate in the !A setting #rocess but there is some
dissatisfaction'
Hue(tF 6 Do you feel that the mutually agreed u2on target( <timeline( are (oft and *an be
(tret*hed further for im2ro5ed 2erforman*e6
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ 53 76
CA8>' :A= 2 52
;I:AG&++ 5- -3
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF ! %-& of res#ondents disagreed about the softness of their timelines
and .(& don/t want to answer' There is a sort of dissatisfaction regarding
Timelines or targets that are unable to im#rove the #erformance of executives'
Hue(tF 8! You are (ati(.ie% *ith the *eightage( gi7en again(t each
acti7it/ that /ou are (uppo(e% to per.orm in the (peci.ie% perio%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 3 54
AG&++ -2 17
CA8>' :A= 7 4
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!0ostly* they agreed about the ade1uacy of weightages given against
each activity which they are su##osed to #erform in a given #eriod'
Hue(tF :! The %ea%&ine( (et to comp&ete an% (u)mit the per.ormance
%ocument( are (u..icient.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 55 -1
AG&++ -1 1-
CA8>' :A= 7 4
;I:AG&++ 5 -
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! 0ostly they are satisfied with the o#erations of !erformance
0anagement system'
Hue(tF < ! The -PAC( are in accor%ance *ith the MO1 target( o. the
compan/ an% the target( o. the p&ant.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5- -3
AG&++ -- /-
CA8>' :A= 1 57
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! ,t sim#ly shows the awareness level of Executives' ))& of them
were agree and felt that individual goals matches well with unit goals and
com#any goals'
Hue(tF =! A&& the .actor( .aci&itating an% hin%ering per.ormance are
ta3en into con(i%eration *hi&e apprai(ing the per.ormance.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ 52 7.
CA8>' :A= 56 65
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
3
In.erenceF! A healthy #ro#ortion of them agreed to this' Generally most of the
factors affecting the #erformance of an em#loyee are taken into considereation'
Hue(tF >! Your (enior( a((i(t /ou at the time o. /our nee%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 53 76
AG&++ -6 //
CA8>' :A= 5 -
;I:AG&++ . .
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! The res#onse says that that there is a healthy environment of
working* seniors assist their subordinates whenever there is any need'
Hue(tF @! Your .ina& rating i( %oe(nCt on&/ on /our competencie( an%
-PAC( )ut a&(o on (e7era& other .actor( are &i3e /our interper(ona&
re&ation *ith the rater.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 2 52
AG&++ -5 /.
CA8>' :A= 5. -7
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! Along with the com#etencies and !A achievements the factors
like communication skills of the executives matter while rating their
#erformance'
Hue(tF 2A! Your %ou)t( an% Iuerie( are a%%re((e% )/ the PMS
a%mini(trator *hi&e operating on&ine PMS.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ -2 17
CA8>' :A= 6 2
;I:AG&++ 5 -
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
5.
In.erenceF! Exce#t a few disagreement most of the em#loyees agree that their
doubts and 1ueries are addressed by the !02 administrator'
Hue(tF 22! The proce(( i( u(e% main&/ .or impro7ing the .uture
per.ormance
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ -6 //
CA8>' :A= 5. -7
;I:AG&++ 7 4
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!!erformance management is meant for im#roving future
#erformance of em#loyees and most of them agreed to it' The rewards and
recognitions are #art of #erformance u#gradation'
Hue(tF 24! You .ee& .ree to e5pre(( to /our apprai(er /our
%i(agreement regar%ing the apprai(a& %eci(ion.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 5- /-
CA8>' :A= 3 54
;I:AG&++ 1 57
:'!8G<= ;I:AG&++ 5 .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!,t seems that u#to some extent the em#loyees are hesitant to
ex#ress their disagreement regarding the a##raisal decision to their a##raiser*
but overall the system is o#en and flexible as +%& of them agreed to it and
almost the same no were neutral'
Hue(tF 26! Your (enior( pro7i%e( /ou *ith continuou( .ee%)ac3 to
he&p /ou achie7e /our -PAC(.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ -. 73
CA8>' :A= 1 57
;I:AG&++ / 5-
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!0ostly Executives are well aware about their !As and seniors
kee# #roviding them feedback to achieve that* although some of them disagreed
to it which may be due to miscommunication between senior and subordinates'
Hue(tF 28 ! The recognition gi7en to high per.ormance i(
appropriate an% he&p( in moti7ating the emp&o/ee.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 4 -5
AG&++ -. 73
CA8>' :A= 2 52
;I:AG&++ / 5-
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The recognition given to 3igh #erformers is a##ro#riate' There are
sco#es of evolution of the recognition system so that even those who disagreed to
the a##ro#riateness of the recognition system get satisfied'
)uest? 5/0;oes the $%: e@ecti(el* captures the training
needs o e,ecuti(es.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ 51 63
CA8>' :A= 4 -5
;I:AG&++ 55 -1
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
Hue(tF 2<! Appropriate training i( gi7en to emp&o/ee( *ho .ai& to
meet the e5pecte% per.ormance &e7e&.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 6 2
AG&++ / 5-
CA8>' :A= 53 76
;I:AG&++ 57 66
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!Although half of the executives surveyed #referred to not to say
anything* There is a need to im#rove the training system so that a##ro#riate
training could be given to those who need it'
Hue(tF 2=! The on&ine PMS i( %/namic an% 3eep( /ou a*are a)out
/our in(tantaneou( *ea3 an% (trong area o. per.ormance e..ecti7e&/.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 57 66
CA8>' :A= 4 -5
;I:AG&++ 5. -7
:'!8G<= ;I:AG&++ - /
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The online !02 may be dynamic as com#ared to the manual
system but it does not #rovide instantaneous feedback about one/s !As'
Hue(tF 2>! Manager( an% Emp&o/ee( tru(t the apprai(a& proce((.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 53 76
CA8>' :A= 55 -1
;I:AG&++ 1 57
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The a##raisal #rocess is trustworthy'
FIN,INGS AN, ANA;YSIS
>n the ba(i( of the (ur5ey *ondu*ted, following 2oint( ha( emerged out whi*h
require the attention of the management0?
"6 'he 2re(ent 2erforman*e a22rai(al (y(tem below +! le5el i( not effe*ti5e
enough to (er5e the 2ur2o(e of em2loyee;( a22rai(al6
)6 Below +$ le5el the AManagement by >b3e*ti5e(B a22roa*h i( not followed and
hen*e the em2loyee( are not *lear about their fun*tion( ba(ed on the(e ob3e*ti5e(6
%6 Pro2er weightage( are not a((igned to different attribute( whi*h differ in their
im2ortan*e6
6 Many em2loyee( are not aware about the *riterion u(ed for their a22rai(al6
#6 A**ording to tho(e who 1now about the *riterion, it i( not (uffi*ient to 3udge
their 2erforman*e6
$6 'here i( a wide ga2 between the (elf a((e((ment by the em2loyee and the formal
a22rai(al done by the organiDation6
!6 'here i( no 2ro5i(ion of in*enti5e( to the indi5idual em2loyee ba(ed on hi(<her
2erforman*e a22rai(al rating6
G6 /ormal feedba*1 i( not 2ro5ided to the em2loyee( on regular ba(i(6
&6 'he a22rai(al (y(tem doe( not hel2 the em2loyee( to di(*o5er their true 2otential
for higher re(2on(ibilitie(6
"06 +m2loyee( do not get (uffi*ient o22ortunity to a22eal to the higher authoritie(
in *a(e of ad5er(e entry6
""6 'here i( *on(iderable amount of *ommuni*ation ga2 between the (u2erior( :
(ubordinate(6
")6 No em2ha(i( i( gi5en on the beha5ioral a(2e*t of the em2loyee( whi*h affe*t
their 2erforman*e *on(iderably6
"%6 'raining i( not 2ro5ided to the em2loyee( on the ba(i( of hi(< her 2erforman*e
a22rai(al rating6
CON;1SION AN, RECOMMEN,ATIONS CON;1SION AN, RECOMMEN,ATIONS
RECOMMEN,ATIONS RECOMMEN,ATIONS
"6 AManagement by ob3e*ti5eB a22roa*h (hould be introdu*ed below +$ le5el and
u2to +" le5el, (o that e4e*uti5e( at lower le5el( (hould al(o be aware about their
fun*tion( ba(ed on the(e ob3e*ti5e(6
)6 Before (etting the C9A;(, the em2loyee( (hould 2re2are them(el5e( by
re5iewing their wor1 beforehand, identifying barrier( they fa*ed in doing their 3ob(
and refamiliari(e them(el5e( with their 3ob de(*ri2tion(, 3ob re(2on(ibilitie( et*6
%6 A22rai(e (hould be allowed to 2re(ent their own o2inion( and 2er*e2tion( freely
but in a *alm and fa*tual manner6
6 Performan*e a22rai(al (hould not be *on*entrated to form( only but on it(
2ur2o(e of 2erforman*e im2ro5ement by remo5ing barrier( to 3ob (u**e((6
#6 Both a22rai(er : a22rai(e (hould *ombinedly (et reali(ti* target( that *an be
a*hie5able, otherwi(e the 2ro*edure of (etting C9A;( i( wa(tage of time6
$6 7eightage( (hould be a((igned to different attribute( a**ording to their
im2ortan*e6
!6 /ormal feedba*1 (hould be 2ro5ided on regular ba(i( to the em2loyee(, (o that
2roblem( *an be 2re5ented in their early (tage(6 It;( a two way *ommuni*ation
2ro*e((, therefore a (ubordinate *an al(o initiate the 2ro*e((6
G6 9e2orting offi*er (hould ma1e the em2loyee( aware about the *riterion u(ed for
their 2erforman*e a22rai(al6
&6 Monetary : non monetary in*enti5e( (hould be gi5en to the indi5idual
em2loyee on the (2ot, by the manager, ba(ed on their 2erforman*e6 It will moti5ate
the em2loyee6
"06 Beha5ioral a(2e*t of the em2loyee (hould be gi5en due im2ortan*e while
re5iewing hi( 2erforman*e6
""6 'raining (hould be 2ro5ided to the em2loyee on the ba(i( of hi(< her
2erforman*e a22rai(al rating6 It will hel2 him<her to get new (1ill(6
")6 'he 2ro*edure of 2erforman*e a22rai(al (hould be tran(2arent in the (en(e that
the em2loyee (hould be aware about hi(<her a22rai(al rating6
"%6 ,ommuni*ation ga2 between the a22rai(er : a22rai(e (hould be redu*ed by
mean( of 2erforman*e a22rai(al : regular meeting(6
"6 Ma1e em2loyee( more a**ountable toward( their dutie( and re(2on(ibilitie(6
"#6 After the le5el of manager, there (hould not be fi4ed time limit for 2romotion
and em2loyee( get higher re(2on(ibilitie( on the ba(i( of their 2otential and
a2titude6 So, there (hould be 2otential a22rai(al along with 2erforman*e a22rai(al
at thi( le5el and abo5e6
"$6 A *om2uteriDed (y(tem (hould be introdu*ed to fill the form( and (ubmi((ion at
(u2er5i(or le5el and abo5e6 It will redu*e the time required to do a22rai(al and at
the (ame time bring tran(2aren*y between the a22rai(er( and a22rai(e, a( he<(he
*an (ee hi(<her rating( on the *om2uter whene5er they want6 A 2a((word (hould
al(o be a((igned to the em2loyee to 1ee2 hi(<her rating( *onfidential6
CON;1SION CON;1SION
'he aim of 2erforman*e management (y(tem i( en(uring the
ma4imiDation of effort( by the em2loyee( of the organiDation to realiDe
the de(ired goal(6 More effe*ti5e the 2erforman*e management of an
organiDation more 2rodu*ti5e the organiDation would be6 N'P, a( a
whole i( a big organiDation with 5a(t number of em2loyee( wor1ing
there, to manage the 2erforman*e of (u*h a great number of 2eo2le
effi*iently i( a her*ulean ta(16
'he (ur5ey and 2er(onal inter5iew( *ondu*ted during the
2ro3e*t wor1 (ay( that an effe*ti5e 2erforman*e management (y(tem i(
on 2la*e but a( we 1now e5erything in thi( world 1ee2 e5ol5ing it(elf for
betterment, the 2erforman*e management (y(tem i( not an e4*e2tion6
N'P, *an tou*h new height( in the field of energy
management by managing it( man2ower more effi*iently, addre((ing
there training need(, re*ogniDing the high 2erforman*e( and ma1ing
them feel the freedom of e42re((ing their 2oint(6
;imitation( o. the Re(earch
• 'he subject was too big but time a(ailable was too
less. 'he sur(e* was not conducted among all the
emplo*ees o 8'$C but on a sample o randoml*
selected e,ecuti(es.
• At times it was oten elt that there is a di@erence
between the real eeling and the eedbacA gi(en b*
e,ecuti(es. +,act eedbacA must be gi(en so that the
anal*sis done would be correct.
•
me o the e,ecuti(es were not interested in the
subject metter.
• Be were unable to discuss issues related to our
project with some people and onl* responses to
Cuestionnaire were collected.
REFERENCES
3uman 4esource and !ersonal 0anagement 5 ' Ashwatha#a
Organi6ational Behavior 5 2te#hen #' 4obins
htt#7intranet . 8 32T!!
htt2?<<www6nt2*6*o6in<inde462h2H
o2tionI*omJ*ontent:5iewIarti*le:idI)G:ItemidI":langIen
www'citehr'com
www'nt#c'co'in
ANNEXURE
S1RVEY ON PERFORMANCE APPRAISA; SYSTEM
This survey will only be used as an instrument for my summer training report for MBA.
PERSONA; INFORMATION
GRA,EF JJJJJJ
,EPARTMENTF JJJJJJJJJJ. SECTIONF JJJJJJJJJJJJ
N1M+ER OF YEARS OF SERVICE IN NTPCF JJJJ.
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
' =our job description
clearl* deDnes E$A’s
FEe* perorming areasG
on which *our
perormance is rated.
: ;o *ou eel that goals
FE$A’sG set are alwa*s
mutuall* agreed upon
i.e. H *our consent is
taAen into
consideration while
setting E$A’s.
< ;o *ou eel that the
mutuall* agreed upon
targets Itimelines are
sot and can be
stretched urther or
impro(ed
perormance.
? Are *ou satisDed with
the weightage gi(en
against each acti(it*
that *ou are supposed
to perorm in the
speciDed period
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
( 'he deadlines set to
complete and submit
the perormance
documents are
suJcient.
@ =our E$A,s are in
accordance with the
%!K targets o the
compan* and the
targets o the unit.
A All the actors
acilitating and
hindering perormance
are taAen into
consideration while
appraising the
perormance
B =our seniors assist *ou
at the time o *our
need.
C =our Dnal rating is
based not onl* on *our
competencies and
E$A’s but also on
se(eral other actors
liAe interpersonal
relation with the rater.
'; =our doubtsI)ueries
are addressed b* the
$%: administrator
while operating online
$%:.
'' 'he process is used
mainl* or impro(ing
the present
perormance.
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
': ;o =ou eel ree to
e,press to *our
appraiser *our
disagreement
regarding the
appraisal decision
'< =our senior manager
pro(ides *ou with
continuous eedbacA
to help *ou achie(e
*our E$A’s.
'? 'he recognition gi(en
to high perormance is
appropriate and helps
in moti(ating the
emplo*ees
'( ;oes the pms
e@ecti(el* capture
training needs o
e,ecuti(es.
'@ Appropriate training is
gi(en to emplo*ees
who ail to meet the
e,pected perormance
le(el.
'A ;o *ou eel the online
$%: is d*namic and
Aeeps *ou aware
about *our
instantaneous weaA or
strong area o
perormance
e@ecti(el*
'B ;o *ou eel %anagers
and +mplo*ees trust
the appraisal process
YO1R S1GGESTIONS TO IMPROVE T"E E0ISTING PERFORMANCE APPRAISA;
SYSTEMF
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJ
T"AN- YO1$
NI,"I ST1,ENT!M+A$ NIEC$ NE' ,E;"I#
doc_902892516.docx
ON
EFFECTIVENESS OF PERFORMANCE
MANAGEMENT SYSTEM OF NTPC
Submitted in Partial fulfillment of requirement of award of MBA degree of
GGSIPU, New Delhi
Submitted By
Nidhi Aggarwal
0!"#$0%&""
'hird (eme(ter
)0"" Bat*h
Northern India +ngineering ,ollege
-Affiliated to GGSIPU.
/,0)$, Sha(tri Par1, Delhi0""00#%
Acknowledgement
'o a**om2li(h a 2ro3e*t wor1 li1e thi( effort( of many 2eo2le are required and our(
i( not an e4*e2tion, a number of 2eo2le ha5e hel2ed u(6 /ir(t of all we would li1e
to than1 Sri S.R Sahoo manager!"R RECIT#$Mr Chan%ramau&iSenior
manager!"R!'age(#6 I *on5ey our (2e*ial than1( to Mi(( Prati)haSr.
Manager!"R*age(## for her guidan*e during the *our(e of our 2ro3e*t (tudy and
all tho(e 2er(on( who hel2ed u( in getting gra(( root information about N'P, and
the 2erforman*e management (y(tem wor1ing there, from whom we re*ei5ed
5aluable *o0o2eration, u(eful (ugge(tion( and rele5ant data and information
2ertaining to our 2ro3e*t and re(2on(e( to que(tionnaire6 7e are than1ful to all of
our friend( who ha5e been a (our*e of moti5ation to u(6
At la(t but not lea(t we *on5ey our heartily gratitude to our M+A ".O., Mr
,.- Gupta and a&& the .acu&t/ mem)er( o. M+A program$ N.I.E.C for their
*on(tant guidan*e and hel26 /inally we than1 Go% who ble((ed u( in our endea5or6
Ni%hi Aggar*a&
MBA089 -)00""0)0"%.
MBA 2rogram, N6I6+6, Sha(tri Par1
IN,E0
S.NO TOPIC
PAGE NO. SIGNAT1RE
2.
Ac3no*&e%gement
4.
In%e5
6.
O)jecti7e( o. the (tu%/
8.
Intro%uction to the compan/9 topic
:.
;iterature Re7ie*
<.
Re(earch Metho%o&og/
=.
,ata Ana&/(i(
>.
Fin%ing( ? Conc&u(ion
@.
Recommen%ation(
2A.
Re.erence(
22.
Anne5ure
O+BECTIVES OF ST1,Y
• 'o identify fa*tor( in bu(ine(( dynami*( to grade em2loyee( on the
ob3e*ti5e( : tran(2arent 2rodu*ti5ity 2arameter(6
• 'o (tudy about the (y(tem of (elf a22rai(al, a22rai(al by re2orting offi*er, by
re5iewing offi*er and final a((e((ment by moderation *ommittee6
• 'o (tudy about *reate a dire*t lin1 between reward( : 2erforman*e to
in*rea(e the moti5ation le5el of em2loyee(6
• 'o (tudy about a((e((ment of training : de5elo2mental need( of indi5idual
em2loyee(6
• 'o (tudy and ma1e em2loyee( *om2letely aware about the 2arameter( u(ed
for e5aluation of their 2erforman*e6
INTRODUCTION
TO
NTPC
INTRODUCTION TO NTPC
NTPC: India’s largest power company
Established on 7
th
November 1975 to play a major role in the
development of Indian Power Sector: NP! "imited is today
India#s lar$est power company with an installed capacity of
%1&7'( )* "i$htin$ +p more than one fo+rth of India thro+$h its
15 coal based 7 $as based and 5 joint vent+re projects& NP!
"imited plans to become a 75&''' )* !ompany by the year ,'17
with a vision to become a world class inte$rated power major with
increasin$ $lobal presence- NP! .an/ed No- 1 Independent
Power Prod+cer in 0sia and ,
nd
in the world in the Platts op ,5'
1lobal Ener$y !ompany list for ,''9- .an/ed n+mber 2NE in the
cate$ory the 34est *or/places for "ar$e 2r$ani5ations3 and
n+mber tenth overall for the year ,''9 by 1reat Places to *or/
Instit+te#s India chapter in collaboration with Economic imes-
NTPC: At a Glance
!ate$ory No- of stations !apacity 6)*7
!oal based station 15 ,(&885
1as based station 7 %&955
9oint vent+re 5 ,&8
otal %1&7'(
Details of power Stations(NTPC)
Project State
!apacity6
)*7
a. Coal Based
Sin$ra+li ;ttar Pradesh ,'''
<orba !hhattis$arh ,1''
.ama$+ndam 0ndhra Pradesh ,:''
=ara//a *est 4en$al 1:''
>indhyachal )adhya Pradesh %,:'
.ihand ;ttar Pradesh ,'''
<ahal$aon 4ihar ,%('
?adri ;ttar Pradesh 1%%'
alchar <aniha 2rissa %'''
;nchahar ;ttar Pradesh 1'5'
alchar hermal 2rissa
'anda ;ttar Pradesh (('
Simhadri 0ndhra Pradesh 1'''
4adarp+r ?elhi 7'5
Sipat@II !hhattis$arh 1'''
Total 24885
b. Gas ase!
0nta .ajsthan (1%
0+raiya ;ttar Pradesh :5,
<awas 1+jrat
5?adri ;ttar Pradesh 817
9hanor 1+jrat
8.ajeev
1andhi6<ayam/+la7 <erela %5'
=aridabad Aaryana (%'
Total "#55
c. $oint %ent&re
.o+/ela 2rissa 1,'
?+r$ap+r *est 4en$al 1,'
4hilai !hhattis$arh 57(
.atna$iri )aharashtra 19('
<anti 4ihar 11'
Total 28'4
Total
Pro!&ction(a(b(c) ")*+4
S!sidiary companies o" NTPC
NTPC # $oint %entres &'()
*lectri"ying per"ormance
he company recorded a total $eneration of ,18-8( 4illion ;nits
64+s7 showin$ an increase of :B over the pervio+s year#s
$eneration of ,':-9% 4+s with a share of ,'B 6Ines of 9>
company7 in the total installed capacity of the co+ntry NP!
$enerated ,8-:B electricity d+rin$ '9@1'- ECceeded the )o;
DECcellent# tar$et of ,17 4;s-
%ision
“A world class integrated power major, powering India’s Growth,
with increasing global presence.”
Core Values
• Business ethics
• Customer ocus
• !rgani"ational # $roessional $ride
• %utual &espect and 'rust
• Initiati(e and speed
• 'otal )ualit* or +,cellence
+IN,NCI,- +,CTS ...
• 1''B reali5ation of the billin$ for the seventh consec+tive
year-
• Provisional and +n@a+dited Net Sales of .s-
&5'(-(7 crored+rin$ ,''9@1' as a$ainst .s- (1&791-%' crore re$isterin$ an
increase of 11-,8B- he provisional and +n@a+dited 1ross
.even+e is .s-(9&(78-8: crore d+rin$ ,''9@1' as a$ainst
.s-(5&,7,-7: crore for the year ,''8@'9& an increase of
9-,9B-
• Provisional and +n@a+dited ProEt after taC for the year ,''9@
1' is .s-8&:5:-5% crore as compared to .s-8&,'1-%' crore
d+rin$ the year ,''8@'9& an increase of 5-55B-
• Ai$hest interim dividend F %'B amo+ntin$ to .s- ,&(7%-
crore paid d+rin$ the year-
• !apital ECpendit+re of .s- 1'&1%7-18 crore d+rin$ ,''9@1'G
NP! 1ro+p#s capital eCpendit+re was .s- 1(&'',-11 crore-
• 0pproved o+tlay for ,'1'@11 for NP!#s capital schemes is
.s-,,&%5' croreG for NP! 1ro+p the o+tlay is aro+nd
.s-,9&1'(-': crore-
• !ontrib+ted .s-%&,:'-,1 crore to eCcheH+er on acco+nt of
!orporate taC& ?ividend and taC thereon and wealth taC-
S,are,ol!er -ealt,
hird lar$est mar/et capitali5ation of over .s-1&7'&''' crore as on
%1@'%@,'1'-
Growin. Stat&re
• .ecommended for I)aharatnaJ stat+s-
• EK!E""EN ratin$ +nder 1overnment of India )o; for the
year ,''8@'9-
&l/ Ten!erin.
enderin$ +nderta/en for 11 +nits of ::' )* 6incl+din$ , +nits
for ?>!7-
0&ral 1lectri2cation
;nder .ajiv 1andhi 1rameen >idy+ti/aran Lojana& NP! Electric
S+pply !ompany "td 6NES!"7 completed electriEcation of 8'17
villa$es and provided 8-:5 "a/hs 4P" connections& thereby
eCceedin$ 1oI tar$et of electriEcation of 75'' villa$es and 8-5
"a/hs 4P" connections-
Co33onwealt, Ga3es
2Mcial Power Partner of ?elhi ,'1' !ommonwealth 1ames-
4&rt,er P&blic 56er
1overnment shareholdin$ in NP! red+ced from 89-5B to 8(-5B
thro+$h divestment of 1overnment sta/e by 5B +nder =+rther
P+blic 2Ner 6=P27-
Accola!es
• op siC o+t of ei$ht National 0wards for )eritorio+s
Performance of hermal Power Stations for ,''8@'9
instit+ted by the 1overnment of India won by NP! coal
stations-
Simhadri
1''' )*
1old Shield
<orba
,1'' )*
Silver Shield
.ama$+ndam
,:'' )*
Silver Shield
?adri 6coal7
8(' )*
4ron5e Shield
.ihand
,''' )*
4ron5e Shield
>indhyachal %,:' )* 4ron5e Shield
• No- 1 Independent Power Prod+cer in 0sia and ,nd $lobally
in the Platts op ,5' 1lobal Ener$y !ompany .an/in$s ,''9
T/* 0RO1T/ STOR2 ...
• Installed capacity reaches %1&7'( )* 6incl+din$ ,8
)*+nder 9>s7-
• 0ll time hi$hest sin$le day $eneration of :8(-55 );s from all
NP! stations on %1st )arch& ,'1'
• 17&8%' )* +nder constr+ction at 17 locations- -
Project 6=+el7 & State !apacity
Sipat@I 6!oal7& !hhattis$arh 198'
4arh OI 6!oal7& 4ihar 198'
<orba@III 6!oal7& !hhattis$arh 5''
?adri@II 6!oal7@;nit P ,& ;-P- (9'
=ara//a@III 6!oal7& *est 4en$al 5''
Simhadri@II 6!oal7& 0ndhra Pradesh 1'''
Indira 1andhi SPP @ 9> *ith AP1!" Q
IP1!" 6!oal7& Aaryana
15''
>all+r 6Phase @I Q Phase OII7 6!oal7 @ 9>
*ith NE4& amil Nad+
15''
Nabina$ar@9> *ith .ailways 6!oal7& 4ihar 1'''
4on$ai$aon 6!oal7& 0ssam 75'
)a+da@I 6!oal7& )aharashtra 1'''
4arh@II 6!oal7& 4ihar 1%,'
.ihand@III 6!oal7& ;P 1'''
>indhyachal@I> 6!oal7& )P 1'''
)+5aNarp+r@II 6!oal7& 9> *ith 4SE4& 4ihar %9'
<oldam 6Aydro7& A-P 8''
"oharina$ Pala 6 Aydro 7& ;ttaranchalR :''
apovan >ishn+$ad 6 Aydro 7& ;ttaranchal 5,'
otal 17&8%' )*
Capacit7 A!!ition in 2++#82+)+ ()5'+ 9-)
Pro:ect; <nit Capacit7 (9-)
NP! owned
<ahal$aon Sta$e@II 5''
?adri Sta$e@II& ;nit P 5 (9'
;nder 9>s
.1PP" 4loc/@ I
'"ess on acco+nt of overall de@ratin$ of
.1PP"
6@718'
<anti Sta$e@I 11'R
Net addition 15:'
Planne! Capacit7 A!!ition in 2+)+82+)) (4)5+ 9-)
ProjectS ;nit !apacity 6)*7
Sipat Sta$e@I& ;nit@1 ::'
9hajjar& ;nit@1 Q , 1'''
<orba Sta$e OIII& ;nit@7 5''
N!PP Sta$e O II& ;nit@: (9'
Simhadri& Sta$e@II& ;nit@% Q ( 1'''
=ara//a& Sta$e@III& ;nit@: 5''
otal (15'
+tre Capacity Under Di3erent Stages
Projects for which bids invited 7'9, )*
Projects for which =. approved (%(5
)*
Projects for which =. preparedS+nder preparation T15&'''
)*
0rowt4 in Commercial Capacity
• 1(9' )* declared commercial 6incl+din$ 5'' )* +nder 9>7-
• New national benchmar/: ?adri ;nit@5 6(9' )*7 be$ins
commercial operation in %9 months from 5ero date-
0eneration
=3pressi>e Growt, 0ate
1eneration increased by nearly :B to ,18-8( 4;s compared to
%B $eneration $rowth achieved in ,''8@'9G ECceeded the )o;
DECcellent# tar$et of ,17 4;s-
-../0.1 -..10.2 -..20.3 -..30.4 -..405.
52..33
533.12
-...31
-.1.46
-53.37
0eneration &BUs)
Sstaining 5ar6et -eaders4ip
Contrib&te! 28.'? of total electricit7 .enerate! in t,e
co&ntr7
otal electricity available in the co+ntry 771-17
4;s
Electricity import from 4h+tan 5-%( 4;s
otal Electricity 1eneration in the !o+ntry 7:5-8%
4;s
otal 1eneration from NP! ;nits ,18-8(
4;s
NTPC s,are in total electricit7 .eneration in
t,e co&ntr7
28.'?
1orld Class Capacity Utili7ation
*ith 9'-81B Plant "oad =actor 6P"=7 d+rin$ ,''9@1'
6National P"= 77-(8B7& coal stations achieved P"= of more
than 9'B for third consec+tive year-
SiC coal stations achieved P"= of more than 95B-
?adri 6!oal7 Sta$e I 6(K,1' )*7 achieved hi$hest ever P"=
of 1''-59 B-
SiCteen +nits recorded more than 1''B P"=-
Seven NP! coal stations E$+re amon$ the top 1' stations
in the co+ntry in terms of P"=-
Ai$hest ever P"= of $as stations at 78-%8B 6previo+s year
P"= :7-'1B7-
,gmenting +el Secrity
• )odel !oal S+pply 0$reement si$ned with !oal India "td
6!I"7 for s+pply of coal to NP! stations for ,' years-
• 1as s+pplies increase to 1%-88 ))S!)? 6+p ,9B over
previo+s year7-
• "on$ term contract for s+pply of ."N1 of ,-' ))S!)? on
Erm basis and '-5 ))S!)? on fallbac/ basis si$ned with
10I" for 1' years-
• ;nder NE"P >III& NP! has been allotted one bloc/ at
!ambay basin as a sole operator and three bloc/s as a
member of consorti+ms-
Coal 5ine De8elopment
*or/in$ on captive coal mines with tar$et of (7 )P0 by ,'17
from the : bloc/s allotted-
)ore than :7%5 acres of "and in Pa/ri 4arwadih and abo+t 159(
acres of land in !hatti 4ariat+ coal bloc/ have been acH+ired and
land acH+isition for ?+lan$a and alaipalli are in pro$ress-
.ehabilitation 0ction Plan 6.0P7 has been approved by NP!
4oard for Pa/ri 4arwadih& !hatti 4ariat+ and <erandari-
)inin$ Plan approved for ?+lan$a 67 )P07 and alaipalli 618
)P07-
9> a$reement has been si$ned with !I" for development&
operation and maintenance of !oal 4loc/s and Inte$rated Power
Projects-
Coal Bloc6 ,c9isition ,!road
• ?+e dili$ence for acH+isition of sta/es in two coal mines in
Indonesia is +nder pro$ress and cons+ltant appointed for
carryin$ o+t d+e dili$ence for one coal bloc/ in )o5ambiH+e-
• International !oal >ent+res "td 6I!>"7 has been incorporated
on ,'-'5-,''9 as a 9> company of NP!& .IN"& S0I"& N)?!
and !I" for so+rcin$ co/in$ and thermal coal from overseas
co+ntries li/e 0+stralia& )o5ambiH+e& !anada& Indonesia and
;S0- I!>" is p+rs+in$ % thermal coal opport+nities in
Indonesia& 0+stralia and So+th 0frica-
0etting into Nclear
9> a$reement is eCpected to be si$ned shortly with N+clear Power
!orporation of India "imited 6NP!I"7- 0pproval has been obtained
from ?epartment of 0tomic Ener$y 6?0E7-
+ocs on Renewa!les
4y ,'17& NP! plans to have at least 1''' )* thro+$h
renewable ener$y reso+rces s+ch as wind& hydro& solar& biomass
and $eo@thermal-
-ong Term Corporate Plan pto :;<:
=inali5in$ the "on$ erm !orporate Plan of NP! to set the $oals
and directions for a period of ,'%, with a view to positionin$
NP! as the world#s lar$est and best power prod+cer-
Tec4nology Roadmap pto :;<:
!hal/in$ o+t a lon$ term technolo$y roadmap +pto ,'%, which
involves development& adoption and promotion of safe& eMcient
and clean technolo$ies for entire val+e chain of power $eneration
b+siness-
*N%IRON5*NT 5,N,0*5*NT
• NP! has adopted advanced and hi$h eMciency
technolo$ies s+ch as s+per critical boilers for the +p@comin$
$reenEeld projects 6e-$ 4arh& Sipat etc7- 2+t of total coal
based capacities to be developed d+rin$ 1,th plan period&
over 9'B will be based on s+percritical technolo$ies-
• In addition to adoptin$ advanced and hi$h eMciency
technolo$ies& NP! has been p+rs+in$ the objective of
s+stainable power development with followin$ initiatives:
• !2, meas+rement systems are bein$ installed at all
o+r stations in the chimney stac/s-
• :1 0mbient 0ir U+ality )onitorin$ System 600U)S7
installed in all NP! stations-
• Installed 4ioOmethanation Plant at =aridabad-
• !reation of $reen wealth of more than 18-8' million
trees-
,S/ UTI-IS,TION
• 0chieved ash +tili5ation of 59-7%B i-e- ,7-:1 million tons of
ash-
• 1'-85 million tons Vy ash iss+ed to cement and concrete
ind+stry which is 8-5 B more than last year-
• 5(5 million ash bric/s have been man+fact+red in Pilot ash
bric/ man+fact+rin$ plants-
• 1-1% million tons of ash from alcher@hermal has been
+tili5ed for Ellin$ of abandoned So+th 4alanda coal mine of
)!" in 2rissa-
• )o; has been si$ned with .esearch ?esi$ns Q Standards
2r$ani5ation 6.?S27& "+c/now to eCplore +se of ash in
.ailway emban/ment-
/U5,N R*SOURC* 5,N,0*5*NT
/R %ision:
To enable o&r people to be a fa3il7 of co33itte! worl!
class professionals@ 3a/in. NTPC a learnin. or.aniAation-
he A. ?ept- has a lon$ history in NP!- his dept- was earlier
/nown as personnel dept- then Enally A.S6A+man .eso+rce
Services7
A.S contrib+tes its eCpertise in handlin$
and eCec+tin$ the ECistin$ and ?evelopin$ A. trends and
innovations- =ollowin$ are the areas of operation-
13plo7ee -elfare
13plo7ee ene2ts
13plo7ee 0elations (=n!&strial 0elations)
13plo7ee Ser>ices (5Bce A!3in.)An! Pensions
13plo7ee Ser>ices (Town A!3in.)
Trainin. an! De>elop3ent (1DC)
Perfor3ance 9ana.e3ent S7ste3 an! C&3an 0eso&rce
De>elop3ent
Corporate Social 0esponsibilit7
0a:b,as,a (Cin!i)
Daw
Peoplesoft E C09S (10P Software)
P&blic 0elations
• he A. strate$y of NP! has been desi$ned aro+nd the fo+r
b+ildin$ bloc/s of competence b+ildin$& commitment
b+ildin$& c+lt+re b+ildin$ and system b+ildin$- !+lt+re
b+ildin$ is done by creatin$ transparency& openness and
ease of comm+nication& stren$thenin$ m+t+al respect and
tr+st& leadin$ to establishment of a people oriented and
people sensitive or$ani5ation- his has res+lted in
reco$nition of NP! as one of the best employers in the
co+ntry as well as obtainin$ consistently hi$h ran/in$s in
s+rveys s+ch as I1reat place to wor/J and I4est companies
to wor/ forJ-
• Employee ?evelopment !enters 6E?!7 have been set +p to
cater to the need of appropriate rainin$ and ?evelopment
of employees-
• "eadership 0ssessment and ?evelopment System 6"E0?S7:
*ith a view to developin$ a pipeline of leaders for /ey
leadership positions in the company& an initiative named
"E0?S has been la+nched- 0 "eadership ?evelopment
!entre 6"?!7 at corporate centre has been set +p to
form+late the process of identifyin$ and $roomin$ potential
leaders-
• Ai$h Prod+ctivity of eam@NP!: ?+rin$ ,''9@1'& sales per
employee increased from .s- 1-77 crore to .s-1-9: crore&
proEt per employee increased from .s- %(-7 la/h to .s-
%:-(5 la/h& val+e added per employee increased from .s-
59-%: la/h to .s- 7,-9: la/h and the man
* ratio improvedfrom '-85 to '-8,-
• otal employee stren$th is ,(&955 as on %1-'%-,'1'& as
a$ainst ,(&71% on %1-'%-,''9 6incl+din$ employees in 9>s Q
S+bsidiaries7-
-ITR,TUR* R*%I*1
14at Per"ormance 5anagement Is Not=
• it#s not j+st an ann+al performance appraisal
• it#s not imposin$ tar$etsS$oals on an employee by his
s+pervisor
• it#s not only eval+atin$ individ+al job performance
14at is Per"ormance 5anagement:
• it#s )ana$ement 4y 2bjectives 6)427
• it#s abo+t settin$ S)0.E. $oals
• it#s abo+t plannin$ to perform
• it#s abo+t periodically reviewin$ pro$ress in performance
• it#s abo+t eval+atin$ performance for f+rther improvement
• it#s abo+t deliverin$ reinforcement for performance s+ccess
and performance fail+re
+ENEFITS OF PERFORMANCE APPRAISA;
EMP;OYERCS PERSPECTIVE
"6 De(2ite im2erfe*t mea(urement te*hnique(, indi5idual differen*e( in
2erforman*e *an ma1e a differen*e to the *om2any;( 2erforman*e6
)6 Do*umentation of 2erforman*e a22rai(al and feedba*1 may be needed for legal
defen(e6
%6 Performan*e a22rai(al dimen(ion( and (tandard( *an hel2 to im2lement (trategi*
goal( and *larify 2erforman*e e42e*tation(6
6 It 2ro5ide( a rational ba(i( for *on(tru*ting a bonu( or merit (y(tem6
#6 Pro5iding feedba*1 i( a 2art of the 2erforman*e management 2ro*e((6
$6 De(2ite traditional fo*u( on the indi5idual, a22rai(al *riteria *an in*lude
teamwor1 and team( *an be the fo*u( of teamwor16
EMP;OYEECS PERSPECTIVE
"6 Performan*e feedba*1 i( needed and de(ired by the indi5idual em2loyee to
im2ro5e hi(<her 2erforman*e6
)6 /airne(( require( that differen*e( in 2erforman*e le5el( a*ro(( wor1er( be
mea(ured and ha5e an effe*t on the out*ome(6
%6 A((e((ment and re*ognition of 2erforman*e le5el( *an moti5ate wor1er( to
im2ro5e their 2erforman*e6
PRO+;EMS AFFECTING T"E VA;I,ITY OF
PERFORMANCE APPRAISA; SYSTEM
"6 "A;O EFFECT
'hi( ty2e of error o**ur( when the rater allow( one a(2e*t of a man;( *hara*ter or
2erforman*e to influen*e hi( entire e5aluation6
)6 CENTRA; TEN,ENCY
'hi( error o**ur( when the rater i( in doubt about the (ubordinate( or ha(
inadequate information about them or i( gi5ing le(( attention and effort to the
rating 2ro*e((6
%6 ;ENIENCY ERROR
Some (u2er5i(or( ha5e a tenden*y to be ea(y rater(6 =enient rater( *on(i(tently
a((ign high 5alue( to their (ubordinate(6 'hi( ty2e of error re(ult( in wrong
e5aluation of the 2erforman*e of (ubordinate6
6 STRICTNESS ERROR
Some other ty2e( of (u2er5i(or( ha5e a tenden*y to be har(h in their rating(6 'hey
*ontinuou(ly gi5e low rating( to their (ubordinate(6
#6 RECENCY EFFECT
>ften (ome rater( e5aluate 2er(on( on the ba(i( of their 2erforman*e in re*ent few
wee1(, a5erage *on(tant beha5iour i( not *he*1ed6
Perfor3ance
9ana.e3ent
S7ste3
At
NTPC
P5S ,T NTPC
P)S is a Eve step process
Mi% D /ear Re7ie*
Annua& A((e((ment
Per.ormance p&anning
Fee%)ac3
Norma&i(ation Proce((
Step 2
Step :
Step 8
Step 6
Step 4
PMS Proce((
2. Per.ormance P&anning
Performan*e Planning i( the 2ro*e(( of?
• @Defining e42e*tation( i6e6 the wor1 to be done, the re(ult(<target( to be
a*hie5ed and (1ill(<*om2eten*ie( needed to a*hie5e the(e ob3e*ti5e(
• Setting AMea(ure(B and ATarget(B, determining 2rioritie( and weightage( of
re(ult( to be a*hie5ed
• Identifying and allo*ating a22ro2riate re(our*e( -(u*h a( man2ower, tool(,
training, budget et*6. to enable the e4e*uti5e to a*hie5e the target( 7hile
defining wor1 ob3e*ti5e( and mea(ure(, it i( ne*e((ary to en(ure that?
• Goal(< 'arget(< >b3e*ti5e( are SMA9' -S2e*ifi*, Mea(urable, Agreed,
9eali(ti* and 'ime bound.
• 9e(ult( are (ub(tantially within the e4e*uti5e;( *ontrol
• Mea(ure( relate to re(ult(
• Data i( a5ailable for mea(urement
• Agreement on mutually agreeable and a*hie5able 2erforman*e target( i(
arri5ed at after (uffi*ient di(*u((ion between re2orting offi*er and e4e*uti5e
ha( ta1e
4. Mi% Year Re7ie*
Performan*e management i( not an e5ent but an ongoing 2ro*e((6 Mid year
re5iew( hel2 in the following way(?
• 9einfor*ing good 2erforman*e in time
• U2dating the (tatu( of target( i6e6 2rogre(( re5iew
• Identifying area( for Amid0*our(eB *orre*tion
-%!.
• 9e5i(iting CPA( and goal(, if ne*e((ary
• A((e((ing re(our*e and (1ill requirement( affe*ting the indi5idual;(
2erforman*e
• Di(*u((ion and feedba*1 on fun*tional *om2eten*ie(, managerial
*om2eten*ie(,
• 2otential *om2eten*ie( and *ore 5alue( a*tualiDation
• Pro5iding early warning( of non02erforman*e, i6e6 a5oiding year end
(ur2ri(e(
6. Annua& A((e((ment
'he ob3e*ti5e( of Annual A((e((ment are to?
• Di(*u(( and arri5e at an a((e((ment of 2erforman*e with re(2e*t to agreed
target(
• A((e(( the *om2eten*ie(, 2otential and *ore 5alue( a*tualiDation by the
indi5idual
• Agree u2on im2ro5ement 2lan( and de5elo2ment need( for the indi5idual
6
8 Norma&iEation
'he ob3e*ti5e( of the NormaliDation Sy(tem in PMS are to?
+n(ure 2arity and integrity by minimiDing 5ariation in rating by different re2orting
offi*er( a*ro(( 5ariou( de2artment( and lo*ation( +nhan*e ob3e*ti5ity and
tran(2aren*y in the a22rai(al (y(tem 'o 5iew indi5idual 2erforman*e from the
2er(2e*ti5e of organiDational a*hie5ement6
: Fee%)ac3$ Coaching an% Coun(e&&ing
In order to ma1e PMS an o2en (y(tem and to enhan*e de5elo2ment orientation
a*ro(( the organiDationE feedba*1, *oa*hing and *oun(elling are e((ential
*om2onent(6 ,ommuni*ating the final 2erforman*e re(ult( of the e4e*uti5e and
2ro5iding de5elo2mental feedba*1 are *riti*al to thi( 2ro*e((6
:.2 Fee%)ac3
Pro5iding feedba*1 on 2erforman*e 2re(ent( the following benefit(?
• ,reate( tran(2aren*y ma1ing PMS more a**e2table to indi5idual(
• 9einfor*e( good 2erforman*e on time
• +nable( de5elo2ment of *oa*hing and mentoring relation(hi2 between
re2orting offi*er and e4e*uti5e
• +n(ure( that organiDational ob3e*ti5e( are a*hie5ed to an a**e2table (tandard
and in an a**e2table form
Pro5iding 2erforman*e feedba*1 i( a deli*ate matter and the re2orting offi*er
(hould *reate (uitable *ondition( for 2ro5iding 2erforman*e feedba*1 in the mo(t
effe*ti5e manner6 -9efer to a22endi4 for ti2( to re2orting offi*er( on *ondu*ting
effe*ti5e a22rai(al meeting(6. In general?
• /eedba*1 (hould be fo*u(ed on the (2e*ifi* 2erforman*e a*tion( and not on
the 2er(onality of the e4e*uti5e
• /eedba*1 (hould be generated after re5iewing all a*hie5ement( and i((ue(
throughout the a((e((ment 2eriod and not fo*u(ed on i(olated in*ident(
• /eedba*1 *all( for maintaining a log of *riti*al in*ident( o**urring during
the a((e((ment 2eriod for re*ording both a*hie5ement( and failure( with
detail(, a( an aid to memory during 2erforman*e di(*u((ion( with the
e4e*uti5e
• /eedba*1 be gi5en a( regularly a( 2o((ible (o that enough o22ortunitie( are
*reated for e4e*uti5e to bridge 2erforman*e ga2( through (elf0de5elo2ment
:.4 Coaching an% Coun(e&&ing
,oa*hing i( an on0the03ob a22roa*h to hel2 indi5idual( to de5elo2 and rai(e their
(1ill( and le5el( of *om2eten*e6 ,oa*hing ty2i*ally *on(i(t( of?
• Ma1ing e4e*uti5e( aware of how well they are 2erforming and their 2re(ent
le5el of 1nowledge and (1ill
• Pro5iding guidan*e to indi5idual( to enable them to *om2lete their wor1
(ati(fa*torily
• Moti5ating indi5idual( to learn new (1ill( and de5elo2 them(el5e(
-%&.
• /a*ilitating indi5idual( to rai(e their le5el of *ontribution and a*hie5ement6
,oun(elling in the PMS *onte4t e((entially i( a 2ro*e(( by whi*h e4e*uti5e( *an
re*ei5e a((i(tan*e in (orting out i((ue( and related to *urrent and future
re(2on(ibilitie( and a(2iration(6 'herefore, re2orting offi*er( are required to
en*ourage indi5idual( to 2lan for their own (elf0de5elo2ment6 'he 2ro*e(( of
*oun(elling i( through?
• 9e*ognition and under(tanding of e4i(ting (trength(
• +m2owering, i6e6 enabling the indi5idual to re*ogniDe their own 2roblem(
and e42re((ing the (ame6
• /a*ilitating a*tion through guidan*e and e42erti(e, i6e6 fa*ilitating the
2ro*e(( whereby the indi5idual e5aluate( alternati5e( and formulate( a*tion
2lan( to a*hie5e the mo(t (uitable *our(e of a*tion
• 8el2ing indi5idual( to ta1e owner(hi2 of the out*ome( of their *ho(en
a*tion6
,oa*hing and *oun(elling together a*t a( a feedba*1 me*hani(m for the indi5idual
on hi(<her 2erforman*e6 It i( often u(ed by re5iewer<re2orting offi*er to
*ommuni*ate the area( for de5elo2ment and im2ro5ement to the e4e*uti5e6
FPA Settin. Process:
P)S !2)P.ISES 0SSESS)EN 2N =2;. P0.0)EE.S *IA
?I==E.EN *EI1A01ES =2. >0.I2;S "E>E"S
S.N5. P9S
PA0A91T10
-1=GCTAG1S 450 D=44101NT G0AD1S
1)81" 14 15 1'81*
1*A818 1#
Initiati7e(
Corporate
p&an
1nit Goa&(
Compan/ Goa&(
MO1(
Functiona&
9,epartmenta& Goa&(
In%i7i%ua& Goa&(
Specia& ta(3
1 <P0 8' 75 :5 :' 5' 5'
, a- =+nctional
competency
assessment
1' 1' 1' 1' 1' '5
b- )ana$erial
competency
assessment
'5 '5 1' 1' 15 15
% Potential
assessment
Nil '5 1' 1' 1' 1'
( >al+e
assessment
'5 '5 '5 1' 15 ,'
otal 1'' 1'' 1'' 1'' 1'' 1''
• =or j+nior eCec+tives there is hi$her wei$hta$e on <P0s and
f+nctional competencies as there is hi$her foc+s on
achievin$ the immediate f+nctional tas/-
• he wei$hta$e on )ana$erial competencies and val+es
increases for an eCec+tive as the $rade increases beca+se of
importance of achievin$ b+siness $oals by mana$in$ wor/ of
other employees thro+$h ethical means-
0t NP! 2nline Performance )ana$ement System is bein$
practiced for ECec+tives- =or Non ECec+tives it is still
man+al-
hre are three major challen$es in eNective implementation
of P)S at NP!
1- Involvement of bi$ n+mber of eCec+tives 6approC 1,''7
in desi$nin$ of <P0s and !ompetency ?irectory-
,- S/ill $ap in feedbac/ and performance co+nselin$-
%- ransformation from le$acy to transparent system-
VARIO1S -IN,S OF PERFORMANCE APPRAISA; SYSTEMS
? Per(ona&it/ )a(e% per.ormance apprai(a& (/(temF
8ere the a22rai(er i( (u22o(ed to rate the 2er(onality trait( of the 2er(on being
a22rai(ed6 'hi( i( not in mu*h in organi(ation( a( it 5ery (ub3e*ti5e and 3udgmental6 It
*ould al(o be bia(ed and 2re3udi*ed6
? Competence )a(e% per.ormance apprai(a& (/(temF
8ere the 3ob analy(i( i( u(ed and the em2loyee i( a22rai(ed for the (1ill( he
e4hibit(6 /or e6g6 if hi( 3ob entail( dealing with the *lient( then he i( 3udged foe hi(
effe*ti5ene(( in dealing with them6 'hi( enable( both the organi(ation and the
em2loyee a( to what defi*ien*ie( are to be o5er*ome and *an be u(eful in
2ro5iding training to the em2loyee to better hi( 2erforman*e6
? Re(u&t )a(e% per.ormance apprai(a& (/(temF
'hi( (y(tem *on*entrate( on the final re(ult( a*hie5ed by the em2loyee irre(2e*ti5e
of hi( 2er(onality or defi*ien*ie(6 'hi( i( totally related to the 3ob and *on*entrate(
on the end re(ult( that are more im2ortant to the organiDation6
'hu( Performan*e A22rai(al i( the 2ro*e(( to e(tabli(h the *om2eten*y
and the learning ga2 in addition to reward (y(tem6 Performan*e in*rement would
de2end on the 2erforman*e a22rai(al in2ut for the de2artment and the management
for de*i(ion ma1ing6 8uman 9e(our*e( would *raft the noti*e and letter to
*ommuni*ate to the em2loyee(6 'hi( i( al(o an im2ortant i((ue6 8uman 9e(our*e(
i( the *or2orate *ommuni*ator and i( re(2on(ible for em2loyee( *ommuni*ation
-#$.
Ro&e( an% Re(pon(i)i&itie(
2 Ro&e o. E5ecuti7eF
• 'he e4e*uti5e (hall fill out a22ro2riate 2ortion( of the form, attend the PMS
meeting( at all (tage( -2erforman*e 2lanning, mid0year re5iew and annual
a((e((ment. and be 2re2ared to ha5e an o2en and fran1 di(*u((ion about
hi(<her 2erforman*e6
• 'he PMS aim( at *reating amity and *on5ergen*e of indi5idual and
organiDational goal( and it (hould be ta1en in that (2irit6
• 'he e4e*uti5e i( required to (how the ne*e((ary fle4ibility and ada2tability
to the organi(ational need( and di(2lay (y(tem di(*i2line through adheren*e
to all PMS requirement(6
4 Ro&e o. Reporting O..icer
• 'he re2orting offi*er (hall *a(*ade the CPA( ba(ed on MoU target( to the
e4e*uti5e( re2orting to him in a fair and a*hie5able manner with ne*e((ary
(tret*h for indi5idual e4*ellen*e6
• 'he re2orting offi*er (hould (et u2 2erforman*e 2lanning, mid0year re5iew
and annual a((e((ment meeting( with all the e4e*uti5e( re2orting to him
within the (2e*ified 2eriod( a( 2er the PMS *alendar6
• 'he re2orting offi*er (hall maintain a brief log of all *riti*al in*ident(
o**urring within hi( (*o2e of wor1 a( an aid to memory while *om2leting
the mid year re5iew, annual a((e((ment and gi5ing feedba*1 to the
e4e*uti5e6
• 'he re2orting offi*er (hall *arry out the PMS (*oring of all e4e*uti5e(
re2orting to him in an ob3e*ti5e manner and (u*h that the (*ore( are
di(tributed in a manner requiring minimum ad3u(tment and<or normali(ation
by either the re5iewing offi*er or the Performan*e Management ,ommittee6
• In the e5ent of *hange of CPA(, mea(ure(, target( et*6, the re2orting offi*er
i( required to obtain *learan*e from 9e5iewing >ffi*er 2rior to ma1ing the
*hange6
-#!.
6 Ro&e o. Re7ie*ing O..icer
• 'he re5iewing offi*er (hall go through PMS form( for all e4e*uti5e( under
hi( 2ur5iew and en(ure that the re2orting offi*er ha( been ob3e*ti5e and
unbia(ed in hi( (*oring of 5ariou( e4e*uti5e(, 2arti*ularly with re(2e*t to the
(e*tion( relating to ,om2eten*ie(, Falue( and Potential
• 7here required, the re5iewing offi*er may re*ommend (ome *hange( to the
(*ore( after *arrying out a detailed di(*u((ion with the re(2e*ti5e re2orting
offi*er
• 'he re5iewing offi*er (hall al(o *arry out an integrity *he*1 to en(ure that
the (*ore( awarded to all the e4e*uti5e( under hi(<her 2ur5iew are di(tributed
in a manner requiring minimum normali(ation by the Performan*e
Management ,ommittee6
• 7here an e4e*uti5e ha( a grie5an*e again(t the re2orting offi*er regarding
the PMS 2ro*e((, the re5iewing offi*er (hall inter5ene and (ettle the
grie5an*e in a fair and ob3e*ti5e manner6
• 'he re5iewing offi*er (hall al(o be re(2on(ible for en(uring A(tret*h target(B
for e4e*uti5e( under hi( *harge6
• 'he 9e5iewing >ffi*er (hall *a(*ade the CPA( in an o2en and tran(2arent
manner with ea*h re2orting offi*er by (haring hi( CPA( and target(6
8 Ro&e o. PMS O..icer
• A PMS >ffi*er would be de(ignated for ea*h lo*ation -2lant< 2ro3e*t< region<
*or2orate.
• 'he PMS >ffi*er would be re(2on(ible for im2lementing PMS a( well a( for
2eriodi* admini(tration, follow0u2, tra*1ing and analy(i( of PMS a*ti5itie(
a( 2er (*hedule in hi(<her re(2e*ti5e lo*ation6
• 'o en(ure *olle*tion, *ollation and forwarding the Indi5idual De5elo2ment
Need( form( to the *on*erned +D,< 9egional 89D< PMI6
RESEARC" RESEARC"
MET"O,O;OGY MET"O,O;OGY
O+BECTIVES OF ST1,Y
• 'o identify fa*tor( in bu(ine(( dynami*( to grade em2loyee( on the
ob3e*ti5e( : tran(2arent 2rodu*ti5ity 2arameter(6
• 'o (tudy about the (y(tem of (elf a22rai(al, a22rai(al by re2orting offi*er, by
re5iewing offi*er and final a((e((ment by moderation *ommittee6
• 'o (tudy about *reate a dire*t lin1 between reward( : 2erforman*e to
in*rea(e the moti5ation le5el of em2loyee(6
• 'o (tudy about a((e((ment of training : de5elo2mental need( of indi5idual
em2loyee(6
• 'o (tudy and ma1e em2loyee( *om2letely aware about the 2arameter( u(ed
for e5aluation of their 2erforman*e6
RESEARC" ,ESIGN
9e(ear*h de(ign wa( ado2ted for the AE5p&orator/ Re(earch Stu%/B6 'he main
2ur2o(e of the (tudy wa( to formulate the 2roblem in a22rai(al (y(tem for
in5e(tigation6 'he ma3or em2ha(i( wa( on the di(*o5ery of idea( : o2inion( of the
em2loyee( at different le5el( to im2ro5e the e4i(ting a22rai(al (y(tem6 'wo
method( were u(ed for the (tudy0?
"6 'he (ur5ey of *on*erning literature6
)6 'he e42erien*e (ur5ey
SAMP;ING ,ESIGN
'he (am2ling de(ign u(ed for the (tudy wa( AStrati.ie% Samp&ingB6 'he different
(trata or homogeneou( grou2 formed wa(0?
• +,ecuti(es
SAMP;ING 1NIT
'he (am2ling unit wa( ANationa& Therma& Po*er StationB, =odhi road, New
Delhi6
SAMP;E SIGE
In total 84 em2loyee(-e4e*uti5e(. were inter5iewed during the (tudy6
,ATA CO;;ECTION MET"O,S
In the (ur5ey two ty2e( of data were *olle*ted0?
"6 PRIMARY ,ATA
Primary data are tho(e whi*h are *olle*ted for the fir(t time and therefore original
in nature6
)6 SECON,ARY ,ATA
Se*ondary data are tho(e whi*h ha5e already been *olle*ted by (omeone el(e and
hen*e 2a((ed through the (tati(ti*al 2ro*e((6
For the co&&ection o. primar/ %ata metho%( u(e%!F
• >U*STIONN,IR* 5*T/OD
I 2re2ared a (tru*tured que(tionnaire on the ba(i( of information *olle*ted from
different (our*e(6 'he que(tionnaire *ontain( both o2en : *lo(ed ended que(tion(6
)6 SECON,ARY ,ATA CO;;ECTION
Se*ondary data were *olle*ted from the following (our*e(0?
-A. Boo1( related to the to2i*
-B. ,om2any do*ument(
-,. MagaDine(
-D. 7eb(ite(
STATISTICA; TOO;S 1SE,
Stati(ti*al tool( u(ed in the 2ro3e*t (tudy are0?
2. TA+;ES
4. PIE C"ARTS
Data Analysis
Of
Feedback Given
By
Executives
Hue(tF!2 /our jo) %e(cription c&ear&/ %e.ine -PAC( on *hich /our
per.ormance i( rate%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5- -3
AG&++ -2 17
CA8>' :A= . .
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! They were well aware about there !As and felt that it is
according to there "ob #rofile as $%& Executives agreed to it'
Hue(tF 4 !The goa&( -PAC(# (et are a&*a/( mutua&&/ agree% upon i.e.
/our con(ent i( ta3en into con(i%eration *hi&e (etting -PAC(.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 3 54
AG&++ 6- 21
CA8>' :A= . .
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF ! The res#onse was divided although () & Executives agreed about
their consent being taken into the !A setting #rocess* +& disagreed' ,t says that
in general executives #artici#ate in the !A setting #rocess but there is some
dissatisfaction'
Hue(tF 6 Do you feel that the mutually agreed u2on target( <timeline( are (oft and *an be
(tret*hed further for im2ro5ed 2erforman*e6
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ 53 76
CA8>' :A= 2 52
;I:AG&++ 5- -3
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF ! %-& of res#ondents disagreed about the softness of their timelines
and .(& don/t want to answer' There is a sort of dissatisfaction regarding
Timelines or targets that are unable to im#rove the #erformance of executives'
Hue(tF 8! You are (ati(.ie% *ith the *eightage( gi7en again(t each
acti7it/ that /ou are (uppo(e% to per.orm in the (peci.ie% perio%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 3 54
AG&++ -2 17
CA8>' :A= 7 4
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!0ostly* they agreed about the ade1uacy of weightages given against
each activity which they are su##osed to #erform in a given #eriod'
Hue(tF :! The %ea%&ine( (et to comp&ete an% (u)mit the per.ormance
%ocument( are (u..icient.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 55 -1
AG&++ -1 1-
CA8>' :A= 7 4
;I:AG&++ 5 -
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! 0ostly they are satisfied with the o#erations of !erformance
0anagement system'
Hue(tF < ! The -PAC( are in accor%ance *ith the MO1 target( o. the
compan/ an% the target( o. the p&ant.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5- -3
AG&++ -- /-
CA8>' :A= 1 57
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! ,t sim#ly shows the awareness level of Executives' ))& of them
were agree and felt that individual goals matches well with unit goals and
com#any goals'
Hue(tF =! A&& the .actor( .aci&itating an% hin%ering per.ormance are
ta3en into con(i%eration *hi&e apprai(ing the per.ormance.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ 52 7.
CA8>' :A= 56 65
;I:AG&++ - /
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
3
In.erenceF! A healthy #ro#ortion of them agreed to this' Generally most of the
factors affecting the #erformance of an em#loyee are taken into considereation'
Hue(tF >! Your (enior( a((i(t /ou at the time o. /our nee%.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 53 76
AG&++ -6 //
CA8>' :A= 5 -
;I:AG&++ . .
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! The res#onse says that that there is a healthy environment of
working* seniors assist their subordinates whenever there is any need'
Hue(tF @! Your .ina& rating i( %oe(nCt on&/ on /our competencie( an%
-PAC( )ut a&(o on (e7era& other .actor( are &i3e /our interper(ona&
re&ation *ith the rater.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 2 52
AG&++ -5 /.
CA8>' :A= 5. -7
;I:AG&++ 6 2
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF! Along with the com#etencies and !A achievements the factors
like communication skills of the executives matter while rating their
#erformance'
Hue(tF 2A! Your %ou)t( an% Iuerie( are a%%re((e% )/ the PMS
a%mini(trator *hi&e operating on&ine PMS.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ -2 17
CA8>' :A= 6 2
;I:AG&++ 5 -
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
5.
In.erenceF! Exce#t a few disagreement most of the em#loyees agree that their
doubts and 1ueries are addressed by the !02 administrator'
Hue(tF 22! The proce(( i( u(e% main&/ .or impro7ing the .uture
per.ormance
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ -6 //
CA8>' :A= 5. -7
;I:AG&++ 7 4
:'!8G<= ;I:AG&++ . .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!!erformance management is meant for im#roving future
#erformance of em#loyees and most of them agreed to it' The rewards and
recognitions are #art of #erformance u#gradation'
Hue(tF 24! You .ee& .ree to e5pre(( to /our apprai(er /our
%i(agreement regar%ing the apprai(a& %eci(ion.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 5- /-
CA8>' :A= 3 54
;I:AG&++ 1 57
:'!8G<= ;I:AG&++ 5 .
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!,t seems that u#to some extent the em#loyees are hesitant to
ex#ress their disagreement regarding the a##raisal decision to their a##raiser*
but overall the system is o#en and flexible as +%& of them agreed to it and
almost the same no were neutral'
Hue(tF 26! Your (enior( pro7i%e( /ou *ith continuou( .ee%)ac3 to
he&p /ou achie7e /our -PAC(.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 5. -7
AG&++ -. 73
CA8>' :A= 1 57
;I:AG&++ / 5-
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!0ostly Executives are well aware about their !As and seniors
kee# #roviding them feedback to achieve that* although some of them disagreed
to it which may be due to miscommunication between senior and subordinates'
Hue(tF 28 ! The recognition gi7en to high per.ormance i(
appropriate an% he&p( in moti7ating the emp&o/ee.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 4 -5
AG&++ -. 73
CA8>' :A= 2 52
;I:AG&++ / 5-
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The recognition given to 3igh #erformers is a##ro#riate' There are
sco#es of evolution of the recognition system so that even those who disagreed to
the a##ro#riateness of the recognition system get satisfied'
)uest? 5/0;oes the $%: e@ecti(el* captures the training
needs o e,ecuti(es.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ / 5-
AG&++ 51 63
CA8>' :A= 4 -5
;I:AG&++ 55 -1
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
Hue(tF 2<! Appropriate training i( gi7en to emp&o/ee( *ho .ai& to
meet the e5pecte% per.ormance &e7e&.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 6 2
AG&++ / 5-
CA8>' :A= 53 76
;I:AG&++ 57 66
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!Although half of the executives surveyed #referred to not to say
anything* There is a need to im#rove the training system so that a##ro#riate
training could be given to those who need it'
Hue(tF 2=! The on&ine PMS i( %/namic an% 3eep( /ou a*are a)out
/our in(tantaneou( *ea3 an% (trong area o. per.ormance e..ecti7e&/.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 57 66
CA8>' :A= 4 -5
;I:AG&++ 5. -7
:'!8G<= ;I:AG&++ - /
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The online !02 may be dynamic as com#ared to the manual
system but it does not #rovide instantaneous feedback about one/s !As'
Hue(tF 2>! Manager( an% Emp&o/ee( tru(t the apprai(a& proce((.
!$I8I!8
8!. !9
&+:$!8;+8':
$+&C+8'A
G+
:'&!8G<= AG&++ 1 57
AG&++ 53 76
CA8>' :A= 55 -1
;I:AG&++ 1 57
:'!8G<= ;I:AG&++ 5 -
NO. O+ R*SPOND*NTS
:'&!8G<= AG&++
AG&++
CA8>' :A=
;I:AG&++
:'!8G<= ;I:AG&++
In.erenceF!The a##raisal #rocess is trustworthy'
FIN,INGS AN, ANA;YSIS
>n the ba(i( of the (ur5ey *ondu*ted, following 2oint( ha( emerged out whi*h
require the attention of the management0?
"6 'he 2re(ent 2erforman*e a22rai(al (y(tem below +! le5el i( not effe*ti5e
enough to (er5e the 2ur2o(e of em2loyee;( a22rai(al6
)6 Below +$ le5el the AManagement by >b3e*ti5e(B a22roa*h i( not followed and
hen*e the em2loyee( are not *lear about their fun*tion( ba(ed on the(e ob3e*ti5e(6
%6 Pro2er weightage( are not a((igned to different attribute( whi*h differ in their
im2ortan*e6
6 Many em2loyee( are not aware about the *riterion u(ed for their a22rai(al6
#6 A**ording to tho(e who 1now about the *riterion, it i( not (uffi*ient to 3udge
their 2erforman*e6
$6 'here i( a wide ga2 between the (elf a((e((ment by the em2loyee and the formal
a22rai(al done by the organiDation6
!6 'here i( no 2ro5i(ion of in*enti5e( to the indi5idual em2loyee ba(ed on hi(<her
2erforman*e a22rai(al rating6
G6 /ormal feedba*1 i( not 2ro5ided to the em2loyee( on regular ba(i(6
&6 'he a22rai(al (y(tem doe( not hel2 the em2loyee( to di(*o5er their true 2otential
for higher re(2on(ibilitie(6
"06 +m2loyee( do not get (uffi*ient o22ortunity to a22eal to the higher authoritie(
in *a(e of ad5er(e entry6
""6 'here i( *on(iderable amount of *ommuni*ation ga2 between the (u2erior( :
(ubordinate(6
")6 No em2ha(i( i( gi5en on the beha5ioral a(2e*t of the em2loyee( whi*h affe*t
their 2erforman*e *on(iderably6
"%6 'raining i( not 2ro5ided to the em2loyee( on the ba(i( of hi(< her 2erforman*e
a22rai(al rating6
CON;1SION AN, RECOMMEN,ATIONS CON;1SION AN, RECOMMEN,ATIONS
RECOMMEN,ATIONS RECOMMEN,ATIONS
"6 AManagement by ob3e*ti5eB a22roa*h (hould be introdu*ed below +$ le5el and
u2to +" le5el, (o that e4e*uti5e( at lower le5el( (hould al(o be aware about their
fun*tion( ba(ed on the(e ob3e*ti5e(6
)6 Before (etting the C9A;(, the em2loyee( (hould 2re2are them(el5e( by
re5iewing their wor1 beforehand, identifying barrier( they fa*ed in doing their 3ob(
and refamiliari(e them(el5e( with their 3ob de(*ri2tion(, 3ob re(2on(ibilitie( et*6
%6 A22rai(e (hould be allowed to 2re(ent their own o2inion( and 2er*e2tion( freely
but in a *alm and fa*tual manner6
6 Performan*e a22rai(al (hould not be *on*entrated to form( only but on it(
2ur2o(e of 2erforman*e im2ro5ement by remo5ing barrier( to 3ob (u**e((6
#6 Both a22rai(er : a22rai(e (hould *ombinedly (et reali(ti* target( that *an be
a*hie5able, otherwi(e the 2ro*edure of (etting C9A;( i( wa(tage of time6
$6 7eightage( (hould be a((igned to different attribute( a**ording to their
im2ortan*e6
!6 /ormal feedba*1 (hould be 2ro5ided on regular ba(i( to the em2loyee(, (o that
2roblem( *an be 2re5ented in their early (tage(6 It;( a two way *ommuni*ation
2ro*e((, therefore a (ubordinate *an al(o initiate the 2ro*e((6
G6 9e2orting offi*er (hould ma1e the em2loyee( aware about the *riterion u(ed for
their 2erforman*e a22rai(al6
&6 Monetary : non monetary in*enti5e( (hould be gi5en to the indi5idual
em2loyee on the (2ot, by the manager, ba(ed on their 2erforman*e6 It will moti5ate
the em2loyee6
"06 Beha5ioral a(2e*t of the em2loyee (hould be gi5en due im2ortan*e while
re5iewing hi( 2erforman*e6
""6 'raining (hould be 2ro5ided to the em2loyee on the ba(i( of hi(< her
2erforman*e a22rai(al rating6 It will hel2 him<her to get new (1ill(6
")6 'he 2ro*edure of 2erforman*e a22rai(al (hould be tran(2arent in the (en(e that
the em2loyee (hould be aware about hi(<her a22rai(al rating6
"%6 ,ommuni*ation ga2 between the a22rai(er : a22rai(e (hould be redu*ed by
mean( of 2erforman*e a22rai(al : regular meeting(6
"6 Ma1e em2loyee( more a**ountable toward( their dutie( and re(2on(ibilitie(6
"#6 After the le5el of manager, there (hould not be fi4ed time limit for 2romotion
and em2loyee( get higher re(2on(ibilitie( on the ba(i( of their 2otential and
a2titude6 So, there (hould be 2otential a22rai(al along with 2erforman*e a22rai(al
at thi( le5el and abo5e6
"$6 A *om2uteriDed (y(tem (hould be introdu*ed to fill the form( and (ubmi((ion at
(u2er5i(or le5el and abo5e6 It will redu*e the time required to do a22rai(al and at
the (ame time bring tran(2aren*y between the a22rai(er( and a22rai(e, a( he<(he
*an (ee hi(<her rating( on the *om2uter whene5er they want6 A 2a((word (hould
al(o be a((igned to the em2loyee to 1ee2 hi(<her rating( *onfidential6
CON;1SION CON;1SION
'he aim of 2erforman*e management (y(tem i( en(uring the
ma4imiDation of effort( by the em2loyee( of the organiDation to realiDe
the de(ired goal(6 More effe*ti5e the 2erforman*e management of an
organiDation more 2rodu*ti5e the organiDation would be6 N'P, a( a
whole i( a big organiDation with 5a(t number of em2loyee( wor1ing
there, to manage the 2erforman*e of (u*h a great number of 2eo2le
effi*iently i( a her*ulean ta(16
'he (ur5ey and 2er(onal inter5iew( *ondu*ted during the
2ro3e*t wor1 (ay( that an effe*ti5e 2erforman*e management (y(tem i(
on 2la*e but a( we 1now e5erything in thi( world 1ee2 e5ol5ing it(elf for
betterment, the 2erforman*e management (y(tem i( not an e4*e2tion6
N'P, *an tou*h new height( in the field of energy
management by managing it( man2ower more effi*iently, addre((ing
there training need(, re*ogniDing the high 2erforman*e( and ma1ing
them feel the freedom of e42re((ing their 2oint(6
;imitation( o. the Re(earch
• 'he subject was too big but time a(ailable was too
less. 'he sur(e* was not conducted among all the
emplo*ees o 8'$C but on a sample o randoml*
selected e,ecuti(es.
• At times it was oten elt that there is a di@erence
between the real eeling and the eedbacA gi(en b*
e,ecuti(es. +,act eedbacA must be gi(en so that the
anal*sis done would be correct.
•
me o the e,ecuti(es were not interested in the subject metter.
• Be were unable to discuss issues related to our
project with some people and onl* responses to
Cuestionnaire were collected.
REFERENCES
3uman 4esource and !ersonal 0anagement 5 ' Ashwatha#a
Organi6ational Behavior 5 2te#hen #' 4obins
htt#7intranet . 8 32T!!
htt2?<<www6nt2*6*o6in<inde462h2H
o2tionI*omJ*ontent:5iewIarti*le:idI)G:ItemidI":langIen
www'citehr'com
www'nt#c'co'in
ANNEXURE
S1RVEY ON PERFORMANCE APPRAISA; SYSTEM
This survey will only be used as an instrument for my summer training report for MBA.
PERSONA; INFORMATION
GRA,EF JJJJJJ
,EPARTMENTF JJJJJJJJJJ. SECTIONF JJJJJJJJJJJJ
N1M+ER OF YEARS OF SERVICE IN NTPCF JJJJ.
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
' =our job description
clearl* deDnes E$A’s
FEe* perorming areasG
on which *our
perormance is rated.
: ;o *ou eel that goals
FE$A’sG set are alwa*s
mutuall* agreed upon
i.e. H *our consent is
taAen into
consideration while
setting E$A’s.
< ;o *ou eel that the
mutuall* agreed upon
targets Itimelines are
sot and can be
stretched urther or
impro(ed
perormance.
? Are *ou satisDed with
the weightage gi(en
against each acti(it*
that *ou are supposed
to perorm in the
speciDed period
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
( 'he deadlines set to
complete and submit
the perormance
documents are
suJcient.
@ =our E$A,s are in
accordance with the
%!K targets o the
compan* and the
targets o the unit.
A All the actors
acilitating and
hindering perormance
are taAen into
consideration while
appraising the
perormance
B =our seniors assist *ou
at the time o *our
need.
C =our Dnal rating is
based not onl* on *our
competencies and
E$A’s but also on
se(eral other actors
liAe interpersonal
relation with the rater.
'; =our doubtsI)ueries
are addressed b* the
$%: administrator
while operating online
$%:.
'' 'he process is used
mainl* or impro(ing
the present
perormance.
S.N
O
>U*STIONS STRON
0-2
,0R**
,0R
**
C,N’
T S,2
DIS,0
R**
STRON
0-2
DIS,0
R**
': ;o =ou eel ree to
e,press to *our
appraiser *our
disagreement
regarding the
appraisal decision
'< =our senior manager
pro(ides *ou with
continuous eedbacA
to help *ou achie(e
*our E$A’s.
'? 'he recognition gi(en
to high perormance is
appropriate and helps
in moti(ating the
emplo*ees
'( ;oes the pms
e@ecti(el* capture
training needs o
e,ecuti(es.
'@ Appropriate training is
gi(en to emplo*ees
who ail to meet the
e,pected perormance
le(el.
'A ;o *ou eel the online
$%: is d*namic and
Aeeps *ou aware
about *our
instantaneous weaA or
strong area o
perormance
e@ecti(el*
'B ;o *ou eel %anagers
and +mplo*ees trust
the appraisal process
YO1R S1GGESTIONS TO IMPROVE T"E E0ISTING PERFORMANCE APPRAISA;
SYSTEMF
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
JJJJJJJJJJJJJJJJJJJJJ
T"AN- YO1$
NI,"I ST1,ENT!M+A$ NIEC$ NE' ,E;"I#
doc_902892516.docx