35768341 hr ntpc performance appraisal 1
TRANSCRIPT
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A
RESEARCH REPORT
ON"TO ANALYZE THE PRESENT
PERFORMANCE APPRAISAL SYSTEM OF NTPC LTD."
REPORT SUBMITTED FOR THE REQUIREMENT OF
THE DEGREE OFMBA (IV SEM) (AFFILIATED TO U.P. TECHNICAL
UNIVERSITY, LUCKNOW)
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ACKNOWLEDGMENT
research is incomplete and tas# is not accomplished if a note and mentioning
of the persons involved is not made$ !ithout !hom the pro%ect !ould have not
been completed.
To begin !ith I am indebted ! $ my pro%ect guide$ for his valuable guidance &
help throughout my !or#. I am also than#ful to all the faculty members for the
inspiration and discussion provided by them$ !hich led to the present shape ofthe pro%ect. It has been an honour to !or# on the pro%ect under the supervision of
these people.
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PREFACE
It gives me great pleasure to bring out this pro%ect study entitled( )T! #$%&'
' *'+'# '*!*-#' */+$ +%+'- ! N/!#$ T'*-$ P!0'*
C!*!*/!# L1.*. It is interesting and at the same time$ challenging also to
analy+e the performance appraisal system of such a large organi+ation.
This pro%ect study contains necessary information related to the company vi+. (
its %ourney from the year it !as founded to the present year$ total capacity$
product profile$ mar#et share$ sales figure$ functions of various departments etc.
It covers the opinions and e,pectations of the employees in the form of findings.
-ecommendations to improve the appraisal system have also been included. The
procedure adopted to conduct the survey and collection of information is also
described in the study.
It is hoped that the suggestions recommended in the study !ould be !elcomed
and implemented by the management of the organi+ation after proper
consideration.
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TABLE OF CONTENTS
CHAPTER 23 E4ECUTIVE SUMMARY
CHAPTER 5( PROFILE OF THE COMPANY
(A) INTRODUCTION
(B) HUMAN RESOURCE POLICY
(C) FUNCTIONS OF VARIOUS SECTIONS
OF HR DEPARTMENT
(D) HISTORY
(E) PRODUCT PROFILE
(F) SALES FIGURES6 MARKET SHARES
(G) ORGANISATION CHART
CHAPTER 73 PERFORMANCE APPRAISAL
CHAPTER 83 RESEARCH METHODOLOGY
(A) OB9ECTIVE OF STUDY
(B) SCOPE OF STUDY
(C) RESEARCH PROCEDURE
(D) TYPE OF DATA
(E) DATA COLLECTION
(F) STATISTICAL TOOLS USED
(G) LIMITATIONS OF STUDY
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CHAPTER :3 FINDINGS AND ANALYSIS
CHAPTER ;3 CONCLUSION AND SUGGESTIONS
ANNE4URE
2. BIBLIOGRAPHY
5. QUESTIONNAIRE
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E4ECUTIVE SUMMARY
In my pro%ect$ entitled()T! #$%&' ' *'+'# '*!*-#' */+$ +%+'-
! N/!#$ T'*-$ P!0'* C!*!*/!# L1.*$ I have studied the present
appraisal system of TP by analy+ing the details of the appraisal system$
articulate the organi+ational$ functional$ departmental & individual ob%ectives $
factors in business dynamics to grade employees on ob%ectives & transparent
productivity parameters$ self appraisal follo!ed by reporting officer & higher
authority3s assessment $ lin# bet!een re!ards and performance to increase
motivation level of employees $ assessment of training & developmental needs of
the individuals and ma#e them a!are about the parameters used to evaluate their
performance.
In my o!n style$ I have tried to find out !hether the present appraisal system is
effective enough to serve the purpose of performance appraisal i.e. to understand
the needs of employees and provide them formal & regular feedbac# related to
their performance. 4or this purpose$ I used questionnaires to get the opinions of
employees at different levels. I also !ent through different boo#s$ !ebsites and
maga+ines to gather material related to the topic. fter collecting the
information$ I analy+ed the data and provide the necessary suggestions to
improve the system.
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PROFILE OF THEPROFILE OF THE
COMPANYCOMPANY
INTRODUCTION
ational Thermal Po!er orporation 6imited 7TP8
is the largest thermal po!er generating company of
India. public sector company !holly o!ned by
9overnment of India$ it !as incorporated in the year
1:0 to accelerate po!er development in the country. ;ithin a span of "< years$ TP
has emerged as a truly national po!er company= !ith po!er generating facilities in all
the ma%or regions of the country. Based on 1::5 data$ carried out by >ata monitor U?$
TP is the /th largest in terms of thermal po!er generation and the second most
efficient in terms of capacity utili+ation amongst the thermal utilities in the !orld.
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TP@s core business is engineering$ construction and operation of po!er generating
plants and also provides consultancy to po!er utilities in India and abroad. s on date
the installed capacity of TP is 21$0': M; through its 1" coal based 710$'5< M;8$ 0
gas based 7"$: M;8 and " Aoint enture Pro%ects 7"1' M;8. TP acquired urgapur 712< M;8$ -our#ela 712< M;8 and Bhilai 70'
M;8. TP is also managing Badarpur thermal po!er station 70
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Understanding 7MHU8 !ith the 9overnment in 1:50(55. TP has been Placed under
the @G,cellent category@ 7the best category8 every year since the MHU system became
operative.
-ecogni+ing its e,cellent performance and vast potential$ 9overnment of the
India has identified TP as one of the %e!els of Public Dector @avratnas@( a potential
global giant. Inspired by its glorious past and vibrant present$ TP is !ell on its !ay to
reali+e its vision of being Fone of the !orld@s largest and best po!er utilities$ po!ering
India@s gro!thF.
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HUMAN RESOURCE POLICY
POWERING INDIA
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development opportunities$ a systematic Training plan has been formulated for
ensuring minimum seven man days training per employee per year and includes
level(!ise planned intervention designed to groom people for assuming positions
of higher responsibility$ as !ell as specific need(based interventions based on
scientific Training eeds nalysis. TP has created 1 pro%ect training
centres$ 2 simulator training centres and an ape, institute namely @Po!er
Management Institute@ 7PMI8. ;hile the pro%ect training centres 7Gmployee
>evelopment entres8 have speciali+ed in imparting technical s#ills and
#no!ledge$ PMI places emphasis on management development. Besides
opportunities for long term education are also provided through tie ups !ith
reputed Institutions li#e IIT$ >elhi$ 7M.Tech in Po!er 9eneration Technology8$
M>I$ 9urgaon 7G,ecutive MB programme8$ BITD$ Pilani 7B.Tech8 etc.
In order to reali+e the - ision of ma#ing TP a learning Hrgani+ation by
providing opportunities to continually learn ne! capabilities a number of
initiatives have been ta#en. TP Hpen ompetition for G,ecutive Talent
7NOCET8 is organi+ed every year in !hich teams of e,ecutives compete
annually through oral and !ritten presentation on a topical theme. Dimilarly
FP*!'++/!#$ C/*$'+F have been formed department(!ise !here G,ecutives of
the department meet every fortnight to share their #no!ledge and e,periences
and discuss topical issues. In order to tap the latent talent among non e,ecutives
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and ma#e use of their potential for creativity and innovation$ Q>$/% C/*$'+
have been set up in various unitsJoffices in TP. Besides a management
%ournal called FH!*/&!#F is published quarterly to enable the employees to share
their ideas and e,periences across the organi+ation. >emonstrating its high
concern for people$ TP has developed strong employee !elfare$ health &
!ell(being and social security systems leading to high level of commitment.
TP offers best quality of life through beautiful to!nships !ith all amenities
such as educational$ medical and recreational opportunities for employees and
their family members. The motivation to perform and e,cel is further enhanced
through comprehensive TP -e!ards and -ecognition system.
In order to institutionali+e a strong ulture based on alues a number of
initiatives are ta#en to actuali+e the ision and ore alues 7HMIT8 across the
company. culture of celebrating achievements and a strong focus on
performance are a !ay of life in TP. TP has institutionali+ed
F>evelopment entersF in the company to systematically diagnose the current
and potential competency requirements of the employees !ith the ob%ective of
enhancing their development in a planned manner. These enters give a good
insight to the employees about their strengths and !ea#nesses$ the gaps in their
competencies !hich they can bridge through suitable support from company.
>ue to innovative people management practices there is a high level of pride and
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commitment amongst employees as reflected in the FB'+E-$!%'*+ /# I#1/3
5??7F survey by e!itt ssociates in !hich TP bagged coveted third ran#.
4urther continuous efforts are being made by - function to leverage the
potential of its employees and become a strategic business partner.
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FUNCTIONS OF VARIOUS SECTIONS OF H.R.
DEPARTMENT
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FUNCTIONS OF HR3EB (EMPLOYEE BENEFIT)
SECTION
1.ESTABLISHMENT
78 erification of characters & antecedent as per govt. directions 7procedurebeing follo!ed in & > categories8.
7B8 hec#ing of Dubmission of relevant and complete document before %oining.
78 hec# !hether the personal file is complete in all respect$ especially
nomination papers$ %oining formalities etc.
7>8 G,tent of annual assessment being done in case of employees 7i.e. no. ofcomplete reports received & total no. of employees8.
7G8 -evie! discussion !ith e,ecutive before annual assessment.
748 ppoint appraising authorities for different levels.
798 ommunication of adverse remar#s.
78 Test for promotion of steno typist & stenographer.
7I8 Promotion of ; 2 to ; " & ; / to D 1 employees.
7A8 o! is period of unauthori+ed absence being treated in promotion cases.
7?8 Promotion of employees against !hom disciplinary action has been ta#en.
768 Promotion in different categories in time !ith promotion policyJ channel ofpromotion.
7M8 Period for !hich leave is credited in advance for both e,ecutive & non(e,ecutives.
78 alculation of amount of salary deducted during P6.
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7H8 9rant of study leave as per rules. umber of employees !ho have beengranted study leave.
7P8 >iseases for !hich quantitative leave is sanctioned.
2. ADVANCES
78 ouse building advance J conveyance advance sanctioned strictly as perrules.
7a8 Gligibility7b8 mount of house building advance.7c8 2ndadvance in case of conveyance.
7B8 Penal interest being charged in case of default under conveyance advancescheme.
78 Dystem of chec# in case surety resigns in B.
7>8 ypothecation of vehicle being ensured or not.
7G8 ommencement of recovery of B.
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28 To manage all activities related to IP3D visits.
2. TOWNSHIP ADMINISTRATION
78 llotment of quarters to employees according to the availability of quarters& priority of the employee.
TYPES OF QUARTERS
type ( 4or all employees
B type ( 4or ;5 & above
type ( 4or G" & above
> type ( 4or G & above
7B8 -egarding education policy TP provides only infrastructural help li#ebuilding$ furniture etc. for education institute.
78 -esponsibility of security of plant & to!nship both. 4or plant security ID4personnel are deployed !hile for to!nship security private guards are used.
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7>8 ;elfare activities include ladies clubs$ canteen$ resident3s !elfareassociations etc.
7a8 ompany provides -s. 11
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FUNCTIONS OF HR3IE (INDUSTRIAL
ENGINEERING) SECTION
1. RECRUITMENT
78 IG section is responsible for recruitment of traineesJapprentices 7ITI$diploma and certificate holders8.
7B8 They also engage visiting doctors for the dispensary of the company ontemporary basis.
78 There is a provision of recruitment of fi,ed number of physicallyhandicapped employees in the company.
2. MANPOWER PLANNING
78 -edeployment of employees li#e draftsman$ operator etc. to otherdepartments$ !here they are required.
7B8 IG section also loo# after the complete uman -esource Management
Dystem of the company.
78 They address the grievances of the employees and provide information to themanagement.
7>8 They are engaged in the transfers of the employees !ith in the pro%ect i.e.BTPD.
7G8 They give incentives to the employees for their good performance.
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TYPES OF INCENTIVES
7a8 M'*/!*/!>+ *!1>//% 0*1
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FUNCTIONS OF HR3ER@W (EMPLOYEE RELATION
@ WELFARE) SECTION
Badarpur Thermal Po!er Dtation has t!o tier system of !or#ing(
78 9eneral staff 7from 5."< a.m. to .
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NON STATUTORY FACILITIES
78 ccommodation facility is provided to the employees of the company.
7B8 There is a provision of education facility to the !ards of the employees.
78 Balbhavan for small childrens for the purpose of their development.
7>8 6adies club & TP club for recreation purpose of the employees
7G8 ompany also provides personal accident insurance to the employee.
748 ouse building and conveyance advances are given to the employees.
.
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COMPANY PROFILE
November, 1975
4oundation laid for TP.
December, 1976,
The first super thermal po!er pro%ect at Dingrauli !as cleared by 9overnment of
India. modest beginning !ith strong determination and high spirits$ movingahead$ gathering pace and heading on to !hat is today pro%ected as a benchmar#
in the po!er generation sector. TP ( n organi+ation symboli+ing reliability$
strength and a responsible gro!th !as born. The e,pansion and advancement of
the company !as continuous and speedy.
Year 1978
The year sa! the initiation of a lot of developmental activities.
Implementation of -amagundam and ?orba Pro%ects !as cleared by
9overnment of India. onstruction of the Dingrauli(?anpur line of '
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cleared by 9overnment of India !ith British assistance. The first unit of the
?orba pro%ect !as commissioned and the -amagundam pro%ect began
commercial operation by 1:5".
Year 1984
technological revolution ( a brea#through in po!er transmission. for the first
time$ the > 7igh oltage >irector urrent8 technology employed for
po!er transmission from -ihand to >elhi. The ;orld Ban# agrees to provide L
'5 million for three combined cycle pro%ects at ?a!as$ uraiya and nta.
Year 1986
TP entered into the
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capacity addition of "$2"' M; !as made at ?orba$ -amagundam$ indhyachal$
-ihand$ uraiya and nta together.
Year 1990
TP@s first gas based combined cycle po!er plant at nta$ -a%asthan achieves
full capacity. ear 1::1 sa! the commissioning of the first unit of the >adri
pro%ect.
Year 1992
Unchahar pro%ect !ith a capacity of '2< M; !as ta#en over from the Uttar
Pradesh -a%ya idyut Utpadan igam 7UP-U8. TP achieved a complete
turnaround in the operation of the station. T!o units !ith a capacity of 21< M;
each !ere commissioned by TP after ta#e over. ?ahalgaon Pro%ect !ent on
stream by synchroni+ing its first unit. The ?a!as pro%ect !ith a capacity of /'
M; became fully operational by year 1::".
Year 1994
The first unit of Ahanor(9andhar 9as Pro%ect !as synchroni+ed. The entre for
Po!er Gfficiency and Gnvironmental Pro%ect 7GPGGP8 !as set up.
To acquire state(of(the(art technologies and practices to optimi+e
performance by plants.
To improve efficiency and profitability$ aimed at reducing environmental
pollution.
To achieve a synergy bet!een environmental concerns and utility needs.
The centre proved a great help in minimi+ing the environmental impacts
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of the stations and also preserving the natural ecology in the vicinity of the
stations.
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management culture. >uly recogni+ing the socio(economic needs and aspirations
of its employees and underta#ing full scale efforts to meet them. ll these moves
leading to industrial harmony and progress of the company. TP( globally
recogni+ed organi+ation for commitment to Nuality in !or#s and services.
?eeping pace !ith its ongoing mission of constant$ responsible development and
continuous progress and gro!th$ the organi+ation strove to!ards$ improvement
everyday. enturing out$ innovating$ leading on and reaching pinnacles of
success. ;inning laurel$ acclaim and appreciation and above all assuming the
role of a mar#et leader in the field of po!er generation.
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SALES FIGURES AND MARKET SHARES
TP has sho!n a remar#able performance in the areas of operation and
maintenance. It once again surpassed all MoU targets for the year 2
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0. 1
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D-.M9-.7-(G>8
D-.M9-.7-(G>8G,ec.&;JM Trg.G> activities
D-.M9-.7-(GD8
D-.M9-.76;8lso loo# afterG- functions
M9-.7P-8
DTT.H44.7D-8
M9-.7-(GD8
M9-.7-a%bhasha8
>.M9-.7-(GD8
D-.M9-.7-(GB8lso loo# after!elfare functions
>.M9-.7-(G-8;.4
H44.7-(GB8
D-.H44.7-(GBJIG8
GM
DGM (HR)
>.M9-. 7-(G-8>iscp.Matters
M9-. 7-(GD8Dchools & 9..
DTT.H44.7-(G-&;8
H44.7-(GB8
G9-.7-(IG8
ORGANISATION CHART OF HR DEPARTMENT AT BADARPUR THERMAL
POWER STATION
.G.7-(G>8
DTT.H447-(IG8
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PERFORMANCE APPRAISALPERFORMANCE APPRAISAL
DEFINITION
Performance appraisal includes all formal procedures used to evaluate
personalities$ contributions & potentials of group members in a !or#ing
organi+ation. It is a continuous process to secure information necessary
for ma#ing correct and ob%ective decisions on employees.
In simple !ords$ performance appraisal is the systematic evaluation of
the individual !ith respect to his performance on the %ob and his
potential for development.
PURPOSES OF PERFORMANCE APPRAISAL
1. Promotions
2. Transfers". ;age and Dalary dministration
'. Training and >evelopment
. Personnel -esearch
/. Delf Improvement
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METHODS OF PERFORMANCE APPRAISAL
TRADITIONAL METHODS
1. Unstructured ppraisal
2. Gmployee -an#ing
". 4orced >istribution
'. 9raphic(-ating Dcales
. hec#(6ists/. ritical Incidents
0. 4ield -evie!
MODERN METHODS
1. Management by Hb%ectives
2. Behaviorally nchored -ating Dcales
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EMPLOYEE
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RESEARCHRESEARCH
METHODOLOGYMETHODOLOGY
OB9ECTIVES OF STUDY
To identify factors in business dynamics to grade employees on
the ob%ectives & transparent productivity parameters.
To study about the system of self appraisal$ appraisal by reporting
officer$ by revie!ing officer and final assessment by moderation
committee.
To study about create a direct lin# bet!een re!ards &
performance to increase the motivation level of employees.
To study about assessment of training & developmental needs of
individual employees.
To study and ma#e employees completely a!are about the
parameters used for evaluation of their performance.
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SCOPE OF STUDY
In Badarpur Thermal Po!er Dtation$ managed by ational Thermal
Po!er orporation 6td.$ there is still sufficient scope for improvementin the performance appraisal system belo! G0 level.
1 .Belo! this level no !eightages are assigned to different attributes
!hich differ according to their importance.
2. Belo! G/ level )Management By Hb%ectives* is not follo!ed and
hence the employees are not clear about their functions based on these
ob%ectives.
". There is no direct lin# bet!een the re!ards and performance of
individual employee.
'. 4ormal feedbac# is not provided to the employees on regular basis.
. They are not a!are about the parameters on !hich their performance
is measured.
/. There e,ist communication gap bet!een superiors & their
subordinates.
ll the above mentioned problems need immediate improvement and
attention of the management of the company.
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RESEARCH PROCEDURE
STEPS IN RESEARCH
1. Understanding the nature & scope of business$ the organi+ational &
departmental structure.
2. Dtudy the e,isting revie! system of the company.
". To collect information from functional heads about the technicalities
involved in performance appraisal vi+. ?-3s & suggested !eightages.
'. >iscussion !ith senior officers to understand the e,pectations of the
company.
. Meetings !ith employees of different departments to incorporate
their vie!s.
/. Prepare questionnaires on the basis of above information.
0. Hbtaining the opinions & e,pectations of employees at different
levels of the company.
5. 9ather information from different sources li#e boo#s$ maga+ines$
internet etc. about performance appraisal.
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:. Hn the basis of responses from the employees and the information
gathered from other sources$ prepared the report !ith mentioning the
necessary changes required in the appraisal system.
RESEARCH DESIGN
-esearch design !as adopted for the )E$!*!*% R'+'* S>1%*.
The main purpose of the study !as to formulate the problem in
appraisal system for investigation. The ma%or emphasis !as on the
discovery of ideas & opinions of the employees at different levels to
improve the e,isting appraisal system. T!o methods !ere used for the
study(O
1. The survey of concerning literature.
2. The e,perience survey
SAMPLING DESIGN
The sampling design used for the study !as )S*//'1 S-$/#*. The
different strata or homogeneous groups formed !ere(O
1. G,ecutives
2. Dupervisors". ;or#man3s
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SAMPLING UNIT
The sampling unit !as )B1*>* T'*-$ P!0'* S/!#*$Badarpur$ e! >elhi.
SAMPLE SIZE
In total 78employees !ere intervie!ed during the study.
DATA COLLECTION METHODS
In the survey t!o types of data !ere collected(O
1. PRIMARY DATA
Primary data are those !hich are collected for the first time and
therefore original in nature.
2. SECONDARY DATA
Decondary data are those !hich have already been collected by someone
else and hence passed through the statistical process.
4or the collection of primary data follo!ing methods !ere used(O
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78 OBSERVATION METHOD
In observation method$ I observed the behaviour & tone of the
employees !hile giving the ans!ers. But the style of observation !asunstructured.
7B8 INTERVIEW METHOD
I too# personal intervie!s of the employees at different levels to gettheir opinions & e,pectations. nd the intervie!s !ere structured innature.
78 QUESTIONNAIRE METHOD
I prepared a structured questionnaire on the basis of informationcollected from different sources. The questionnaire contains both open& closed ended questions.
2. SECONDARY DATA COLLECTION
Decondary data !ere collected from the follo!ing sources(O
78 Boo#s related to the topic
7B8 ompany documents
78 Maga+ines
7>8 ;ebsites
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STATISTICAL TOOLS USED
Dtatistical tools used in the pro%ect study are(O
2. TABLES
5. PIE CHARTS
7. BAR GRAPHS
8. LINE GRAPHS
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LIMITATIONS OF STUDY
1. Dome of the documents of the company !ere not accessible due toconfidentiality.
2. Many employees didn3t have time to give intervie!s.
". Dome of the employees !ere not very forthcoming in their responses
& reluctant to ans!er the questionnaire.
'. -esponses of fe! of them !ere biased due to fear of the management.
nd some are influenced by the opinions of their colleagues.
. ight shift employees !ere unapproachable due to odd timings of
their %ob.
/. Dome of the employees !ere inaccessible as they !ere absent during
the period of survey.
0. The organi+ation !as very large$ so it !as not possible to cover all
the departments.
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FINDINGS AND ANALYSISFINDINGS AND ANALYSIS
N1. The present appraisal system$ according to you$ is an effective one.
N2. >o you feel comfortable !ith your reporting officer !hile
discussing your ?-3sJ performance
7
:?
25
Y'+
N!
C#
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N. The formal appraisal done by the organi+ation matches your selfassessment.
N/. Monetary & non monetary re!ards are given to you are based onyour performance appraisal rating.
5258
::
Y'+
N!
C#
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N0. The formal feedbac# and development of ne! or better %ob relateds#ills are in accordance !ith your performance appraisal.
N5. In case of adverse entry$ is it properly and timely communicated toyou and do you get sufficient opportunity to appeal to the higherauthorities
755;
85
Y'+
N!
C#
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N:. 4ormal appraisal system helps in discovering your true potential forhigher responsibilities.
N1o you thin# sufficient time has been given to you for discussionand guidance to improve your performance
7552
8
Y'+
N!
C#
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N11.The performance appraisal system helps superiors to #no! theiremployees in better !ay.
N12. Performance appraisal system helps in reducing thecommunication gap bet!een the superiors and subordinates.
2:
:?7:
Y'+
N!
C#
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N1". Mid(term revie! 7after / months8 of employee3s performance$belo! G/ level$ instead of annual revie! is beneficial.
N1'. Introduction of a computeri+ed system !ill ma#e the performanceappraisal system more effective.
:
75
Y'+
N!
C#
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FINDINGS AND ANALYSIS
Hn the basis of the survey conducted$ follo!ing points has emerged out
!hich require the attention of the management(O
1. The present performance appraisal system belo! G0 level is not
effective enough to serve the purpose of employee3s appraisal.
2. Belo! G/ level the )Management by Hb%ectives* approach is not
follo!ed and hence the employees are not clear about their functions
based on these ob%ectives.
". Proper !eightages are not assigned to different attributes !hich differ
in their importance.
'. Many employees are not a!are about the criterion used for their
appraisal.
. ccording to those !ho #no! about the criterion$ it is not sufficient
to %udge their performance.
/. There is a !ide gap bet!een the self assessment by the employee and
the formal appraisal done by the organi+ation.
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0. There is no provision of incentives to the individual employee based
on hisJher performance appraisal rating.
5. 4ormal feedbac# is not provided to the employees on regular basis.
:. The appraisal system does not help the employees to discover their
true potential for higher responsibilities.
1
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CONLUSION AND SUGGESTIONSCONLUSION AND SUGGESTIONS
1. )Management by ob%ective* approach should be introduced belo! G/
level and upto G1 level$ so that e,ecutives at lo!er levels should also be
a!are about their functions based on these ob%ectives.
2. Before setting the ?-3s$ the employees should prepare themselves
by revie!ing their !or# beforehand$ identifying barriers they faced in
doing their %obs and refamiliarise themselves !ith their %ob descriptions$
%ob responsibilities etc.
". ppraise should be allo!ed to present their o!n opinions and
perceptions freely but in a calm and factual manner.
'. Performance appraisal should not be concentrated to forms only but
on its purpose of performance improvement by removing barriers to %ob
success.
. Both appraiser & appraise should combinedly set realistic targets that
can be achievable$ other!ise the procedure of setting ?-3s is !astage
of time.
/. ;eightages should be assigned to different attributes according to
their importance.
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0. 4ormal feedbac# should be provided on regular basis to the
employees$ so that problems can be prevented in their early stages. It3s a
t!o !ay communication process$ therefore a subordinate can also
initiate the process.
5. -eporting officer should ma#e the employees a!are about the
criterion used for their performance appraisal.
:. Monetary & non monetary incentives should be given to the
individual employee on the spot$ by the manager$ based on theirperformance. It !ill motivate the employee.
1
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BIBLIOGRAPHY
BOOKS
uman -esource Management ( T. . hhabra
uman -esource Management ( 9ary >essler
uman -esource & Personnel Management ( ?.sh!athappa
-esearch Methodology ( .6.?othari
Mar#eting -esearch ( arper ;. Boyd$ -alph ;estfall$ Dtanley4. Dtasch
MAGAZINES
Business ;orld
Business Today
Hutloo#
The Times of India
The indu Business Dtandard 6ine
WEBSITES
!!!.ntpcindia.com
!!!.ntpc.co.in
!!!.google.com
!!!.toolpac#.com
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!!!.bpubs.com
QUESTIONNAIRE
1 The present appraisal system$ according to you$ is an effective one.
GD H 3T D
2 >o you feel comfortable !ith your reporting officer !hile discussingyour ?-3sJperformance
GD H 3T D
" re you a!are of the criteria used for your performance appraisal
GD H 3T D
' Is this criterion sufficient to %udge your performance
GD H 3T D
The formal appraisal done by the organi+ation matches your self
assessment.
GD H 3T D
/ Monetary and non monetary re!ards given to you are based on your
performance appraisal rating.
GD H 3T D
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0 The formal feedbac# and development of ne! or better %ob related
s#ills are in accordance !ith your performance appraisal.
GD H 3T D
5 In case of adverse entry$ is it properly and timely communicated to
you and do you get sufficient opportunity to appeal to the higher
authorities
GD H 3T D
: 4ormal appraisal systems help in discovering your true potential for
higher responsibilities.
GD H 3T D
1< >o you thin# sufficient time has been given to you for discussion and
guidance to improve your performance
GD H 3T D
11 The performance appraisal system helps superiors to #no! their
employees in better !ay.
GD H 3T D
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12 Performance appraisal system helps in reducing the communication
gap bet!een the superiors and subordinates.
GD H 3T D
1" Mid(term revie! 7after / months8 of employee3s performance$ belo!
G/ level$ instead of annual revie! is beneficial.
GD H 3T D
1' Introduction of a computeri+ed system !ill ma#e the performance
appraisal system more effective.
GD H 3T D
R'+!#+= 2
2
"
1 our valuable suggestions to further improve the performance
appraisal system.
DuggestionsO 1