A PROJECT REPORT ON

EFFECTIVENESS OF
PERFORMANCE MANAGEMENT
SYSTEM

AT

NTPC Kahalgaon

Based on Survey conducted on Executives at NTPC Kahalgaon in the

month of June-July 2010

July, 26, 2010

1
 HR Department
Kahalgaon super Thermal Power Project
Bhagalpur

A PROJECT REPORT ON

EFFECTIVENESS OF
PERFORMANCE MANAGEMENT
SYSTEM

AT
NTPC Kahalgaon

Submitted to- Submitted by-

Employee Development Center Ambesh Kumar

NTPC Kahalgaon Rajeev Kumar
MBA(HR) 2009-2011
Copy to- MBA Dept. TMBU Bhagalpur

HOD, MBA Program

TMBU Bhagalpur

July, 26, 2010

2
 Declaration

We hereby declare that the project entitled “Effectiveness of Performance

Management System” at KHSTPP is submitted for partial fulfillment of our course
curriculum i.e.- MBA(HR) from TMBU Bhagalpur (session 2009-2011) The
project was carried out by the survey done by us with the sincere intention of
benefitting the company . Project duration was from June, 10, 2010 to July, 26,
2010. To the best of my knowledge it is original work carried out by us and is not
submitted in any other college.

Ambesh Kumar
Rajeev kumar
MBA(HR),Session 2009-2011
MBA Dept. TMBU Bhagalpur

3
 Acknowledgement
To accomplish a project work like this efforts of many people are required and
ours is not an exception, a number of people have helped us. First of all we would
like to thank Sri Shubhasis Ghosh(GM,khstpp), and Sri Rajnish Rastogi (DGM-
HR). We convey our special thanks to Miss Pallavi (Officer-HR) for her guidance
during the course of our project study. We express our sincere thanks to Mr. Nalin
vikash (Officer-Rajbhasha), Mr.Anurag Sinha (Sr.Engineer, EDC), Mr Pravin
Mundaria(Officer-Finance), Mr. Kanchan Chourasia (Sr. Engineer-O&M) and
Mr. A. K. Das (Sr. PR Officer).

We like to thank Mr. B.R.Prasoon (EDC), Mr. R.Raghunathan (Officer-

CSR), Mr. B. P. Yadav(Sr. Manager-Finance), Mr. Naveen Choudhary(Officer-
Law), Mr. Atul Parashar(Officer-EW), Mr. P. K. Shamal(Sr. Officer-EW) and all
those persons who helped us in getting grass root information about NTPC and the
performance management system working there, from whom we received valuable
co-operation, useful suggestions and relevant data and information pertaining to
our project and responses to questionnaire. We are thankful to all of our friends
who have been a source of motivation to us.
At last but not least we convey our heartily gratitude to our Director Prof.
Ratnesh Sinha and all the faculty members of MBA program, TMBU Bhagalpur
for their constant guidance and help. Finally we thank God who blessed us in our
endeavor.

Ambesh kumar
Rajeev kumar
MBA-HR (2009-2011)
MBA program, TMBU Bhagalpur

4
 Table of contents
Page

Declaration 3
Acknowledgement 4

Introduction to NTPC 7

NTPC Kahalgaon-An overview 29

Performance Management-What, Why and How 41

PMS at NTPC 47

Methodology Used for Study and Data Collection 53

Graphical Representation of Feedback given by

Executives 55

Suggestions 76

Conclusion 77

Limitations of The Research 78

Appendix-
Bibliography 79
Questionnaire 80

5
 Table of Figures
Page

NTPC at a Glance: - Details of power stations 9-10

Subsidiary companies 11

Joint Ventures 11

National awards for performance of thermal

Power stations 16

Project under construction 16-17

Capacity addition in 2009-2010 18

Planned capacity addition in 2010-2011 18

NTPC’s share in total electricity generation 20

Ash utilization 26

Milestone dates of Kahalgaon units 38

KPA setting process 49

Weightage of PMS parameter for different grades 50

Performance linked pay 51

Response to questionnaire 56-75

6
Introduction To NTPC

7
 INTRODUCTION TO NTPC

NTPC: India’s largest power company

Established on 7th November 1975 to play a major role in the development of

Indian Power Sector: NTPC Limited is today India’s largest power company with
an installed capacity of 31,704 MW Lighting up more than one fourth of India
through its 15 coal based 7 gas based and 5 joint venture projects, NTPC Limited
plans to become a 75,000 MW Company by the year 2017 with a vision to become
a world class integrated power major with increasing global presence. NTPC
Ranked No. 1 Independent Power Producer in Asia and 2 nd in the world in the
Platts Top 250 Global Energy Company list for 2009. Ranked number ONE in the
category the 'Best Workplaces for Large Organizations' and number tenth overall
for the year 2009 by Great Places to Work Institute’s India chapter in
collaboration with Economic Times.

8
NTPC: At a Glance
Category No. of stations Capacity (MW)
Coal based station 15 24,885
Gas based station 7 3,955
Joint venture 5 2,864
Total 31,704

Details of power Stations(NTPC)

Capacity(M
Project State W)

a. Coal Based

Singrauli Uttar Pradesh 2000

Korba Chhattisgarh 2100
Ramagundam Andhra Pradesh 2600
Farakka West Bengal 1600
Vindhyachal Madhya Pradesh 3260
Rihand Uttar Pradesh 2000
Kahalgaon Bihar 2340
Dadri Uttar Pradesh 1330
Talchar Kaniha Orissa 3000
Unchahar Uttar Pradesh 1050
Talchar Thermal Orissa 460
Tanda Uttar Pradesh 440
Simhadri Andhra Pradesh 1000
Badarpur Delhi 705
Sipat-II Chhattisgarh 1000
Total 24885

9
b. Gas Based

Anta Rajsthan 413

Auraiya Uttar Pradesh 652
Kawas Gujrat 645
Dadri Uttar Pradesh 817
Jhanor Gujrat 648
Rajeev 350
Gandhi(Kayamkula) Kerela
Faridabad Haryana 430
3955
Total

c. Joint Venture

Roukela Orissa 120

Durgapur West Bengal 120
Bhilai Chhattisgarh 574
Ratnagiri Maharashtra 1940
Kanti Bihar 110

Total 2864

Total Production(a+b+c) 31704

10
Subsidiary companies of NTPC

NTPC – Joint Ventures (15)

11
 NTPC – Joint Ventures (15)
GENERATION SERVICES POWER EQUIPMENT COAL
ARAVALI POWER TRADING MANUFACTRUI ACQUISITION
COMPNAY PVT LTD UTILITY G
PTC INDIA INTERNATIONAL
50% POWERTECH LTD LTD NTPC BHEL COAL VENTURES
50% 5.28% POWER PROJECTS LTD
NTPC TAMIL NADU
PVT LTD 14.28%
ENERGY COMPNAY LTD NTPC ALSTOM NATIONAL
POWER SERVICES 50%
50% POWER NTPC SCCL
PVT LTD EXCHNAGE BF NTPC ENERGY GLOBAL
NABINAGAR POWER
50% LTD SYSTEMS LTD VENTURES PVT
GENERATING
16.67% 49% LTD
COMPNAY LTD NATIONAL HIGH
POWER TEST 50%
50%
LABORATORY PVT
MEJA URJA NIGAM LTD
LTD
50%
25%
NTPC SAIL POWER
COMPNAY PVT LTD
50%
RATNAGIRI GAS AND
POWER PVT LTD
29.65%

Electrifying performance

The company recorded a total generation of 218.84 Billion Units (Bus) showing an
increase of 6% over the pervious year’s generation of 206.93 Bus with a share of
20% (Ines of JV company) in the total installed capacity of the country NTPC
generated 28.6% electricity during 09-10. Exceeded the MoU ‘Excellent’ target of
217 BUs.

12
 Vision

“A world class integrated power major, powering India’s Growth, with

increasing global presence.”
Core Values

 Business ethics
 Customer focus
 Organizational & Professional Pride
 Mutual Respect and Trust
 Initiative and speed
 Total Quality for Excellence

FINANCIAL FACTS >>>

100% realization of the billing for the seventh consecutive year.

Provisional and un-audited Net Sales of Rs. 46,504.47 crore during 2009-10
as against Rs. 41,791.30 crore registering an increase of 11.28%. The
provisional and un-audited Gross Revenue is Rs.49,478.86 crore during
2009-10 as against Rs.45,272.76 crore for the year 2008-09, an increase of
9.29%.

Provisional and un-audited Profit after tax for the year 2009-10 is
Rs.8,656.53 crore as compared to Rs.8,201.30 crore during the year 2008-09,
an increase of 5.55%.

Highest interim dividend @ 30% amounting to Rs. 2,473.64 crore paid

during the year.

Capital Expenditure of Rs. 10,137.18 crore during 2009-10; NTPC Group’s

capital expenditure was Rs. 14,002.11 crore.

13
 Approved outlay for 2010-11 for NTPC’s capital schemes is Rs.22,350 crore;
for NTPC Group the outlay is around Rs.29,104.06 crore.
Contributed Rs.3,260.21 crore to exchequer on account of Corporate tax,
Dividend and tax thereon and wealth tax.

Shareholder Wealth
Third largest market capitalization of over Rs.1,70,000 crore as on 31-03-2010.

Growing Stature
Recommended for “Maharatna” status.
EXCELLENT rating under Government of India MoU for the year 2008-09.
Bulk Tendering
Tendering undertaken for 11 units of 660 MW (including 2 units for DVC).

Rural Electrification
Under Rajiv Gandhi Grameen Vidyutikaran Yojana, NTPC Electric Supply Company
Ltd (NESCL) completed electrification of 8017 villages and provided 8.65 Lakhs
BPL connections, thereby exceeding GoI target of electrification of 7500 villages
and 8.5 Lakhs BPL connections.

Commonwealth Games

Official Power Partner of Delhi 2010 Commonwealth Games.

14
Further Public Offer

Government shareholding in NTPC reduced from 89.5% to 84.5% through

divestment of Government stake by 5% under Further Public Offer (FPO).

Accolades

Top six out of eight National Awards for Meritorious Performance of

Thermal Power Stations for 2008-09 instituted by the Government of India
won by NTPC coal stations.

15
Simhadri 1000 MW Gold Shield
Korba 2100 MW Silver Shield
Ramagundam 2600 MW Silver Shield
Dadri (coal) 840 MW Bronze Shield
Rihand 2000 MW Bronze Shield
Vindhyachal 3260 MW Bronze Shield

No. 1 Independent Power Producer in Asia and 2nd globally in the Platts Top
250 Global Energy Company Rankings 2009

THE GROWTH STORY >>>

16
 Installed capacity reaches 31,704 MW (including 2864 MW under JVs).
All time highest single day generation of 684.55 MUs from all NTPC stations
on 31st March, 2010
17,830 MW under construction at 17 locations. .

Project (Fuel) , State Capacity

Sipat-I (Coal), Chhattisgarh 1980

Barh –I (Coal), Bihar 1980
Korba-III (Coal), Chhattisgarh 500
Dadri-II (Coal)-Unit # 2, U.P. 490
Farakka-III (Coal), West Bengal 500
Simhadri-II (Coal), Andhra Pradesh 1000
Indira Gandhi STPP - JV With HPGCL & IPGCL 1500
(Coal), Haryana
Vallur (Phase -I & Phase –II) (Coal) - JV With TNEB, 1500
Tamil Nadu
Nabinagar-JV With Railways (Coal), Bihar 1000
Bongaigaon (Coal), Assam 750
Mauda-I (Coal), Maharashtra 1000
Barh-II (Coal), Bihar 1320
Rihand-III (Coal), UP 1000
Vindhyachal-IV (Coal), MP 1000
Muzaffarpur-II (Coal), JV With BSEB, Bihar 390

17
Koldam (Hydro), H.P 800
Loharinag Pala ( Hydro ), Uttaranchal* 600
Tapovan Vishnugad ( Hydro ), Uttaranchal 520
Total 17,830 MW

Capacity Addition in 2009-2010 (1560 MW)

Project/ Unit Capacity (MW)
NTPC owned
Kahalgaon Stage-II 500
Dadri Stage-II, Unit # 5 490
Under JVs
RGPPL Block- I 640
Less on account of overall de-rating of RGPPL (-)180
Kanti Stage-I 110*
Net addition 1560

Planned Capacity Addition in 2010-2011 (4150 MW)

Project/ Unit Capacity (MW)
Sipat Stage-I, Unit-1 660
Jhajjar, Unit-1 & 2 1000
Korba Stage –III, Unit-7 500
NCTPP Stage – II, Unit-6 490
Simhadri, Stage-II, Unit-3 & 4 1000
Farakka, Stage-III, Unit-6 500
Total 4150
Future Capacity Under Different Stages

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Projects for which bids invited 7092 MW
Projects for which FR approved 4345 MW
Projects for which FR prepared/under preparation ~15,000 MW

Growth in Commercial Capacity

1490 MW declared commercial (including 500 MW under JV).
New national benchmark: Dadri Unit-5 (490 MW) begins commercial
operation in 39 months from zero date.

Generation
Impressive Growth Rate
Generation increased by nearly 6% to 218.84 BUs compared to 3% generation
growth achieved in 2008-09; Exceeded the MoU ‘Excellent’ target of 217 BUs.

Generation (BUs)

218.84
206.93
200.86
188.67

170.88

2005-06 2006-07 2007-08 2008-09 2009-10

Sustaining Market Leadership

19
Contributed 28.6% of total electricity generated in the country

Total electricity available in the country 771.17 BUs

Electricity import from Bhutan 5.34 BUs
Total Electricity Generation in the Country 765.83 BUs
Total Generation from NTPC Units 218.84 BUs
NTPC share in total electricity generation in the country 28.6%

World Class Capacity Utilization

20
 With 90.81% Plant Load Factor (PLF) during 2009-10 (National PLF
77.48%), coal stations achieved PLF of more than 90% for third consecutive
year.
Six coal stations achieved PLF of more than 95%.
Dadri (Coal) Stage I (4X210 MW) achieved highest ever PLF of 100.59 %.
Sixteen units recorded more than 100% PLF.
Seven NTPC coal stations figure among the top 10 stations in the country in
terms of PLF.
Highest ever PLF of gas stations at 78.38% (previous year PLF 67.01%).

Augmenting Fuel Security

21
 Model Coal Supply Agreement signed with Coal India Ltd (CIL) for supply of
coal to NTPC stations for 20 years.
Gas supplies increase to 13.88 MMSCMD (up 29% over previous year).
Long term contract for supply of RLNG of 2.0 MMSCMD on firm basis and 0.5
MMSCMD on fallback basis signed with GAIL for 10 years.
Under NELP VIII, NTPC has been allotted one block at Cambay basin as a
sole operator and three blocks as a member of consortiums.

Coal Mine Development

Working on captive coal mines with target of 47 MTPA by 2017 from the 6 blocks
allotted.
More than 6735 acres of Land in Pakri Barwadih and about 1594 acres of land in
Chatti Bariatu coal block have been acquired and land acquisition for Dulanga
and Talaipalli are in progress.
Rehabilitation Action Plan (RAP) has been approved by NTPC Board for Pakri
Barwadih, Chatti Bariatu and Kerandari.
Mining Plan approved for Dulanga (7 MTPA) and Talaipalli (18 MTPA).
JV agreement has been signed with CIL for development, operation and
maintenance of Coal Blocks and Integrated Power Projects.

Coal Block Acquisition Abroad

22
 Due diligence for acquisition of stakes in two coal mines in Indonesia is
under progress and consultant appointed for carrying out due diligence for
one coal block in Mozambique.
International Coal Ventures Ltd (ICVL) has been incorporated on 20.05.2009
as a JV company of NTPC, RINL, SAIL, NMDC and CIL for sourcing coking and
thermal coal from overseas countries like Australia, Mozambique, Canada,
Indonesia and USA. ICVL is pursuing 3 thermal coal opportunities in
Indonesia, Australia and South Africa.

Getting into Nuclear

JV agreement is expected to be signed shortly with Nuclear Power Corporation of

India Limited (NPCIL). Approval has been obtained from Department of Atomic
Energy (DAE).

Focus on Renewables

By 2017, NTPC plans to have at least 1000 MW through renewable energy

resources such as wind, hydro, solar, biomass and geo-thermal.

Long Term Corporate Plan upto 2032

23
Finalizing the Long Term Corporate Plan of NTPC to set the goals and directions
for a period of 2032 with a view to positioning NTPC as the world’s largest and
best power producer.

Technology Roadmap upto 2032

Chalking out a long term technology roadmap upto 2032 which involves
development, adoption and promotion of safe, efficient and clean technologies for
entire value chain of power generation business.

ENVIRONMENT MANAGEMENT

NTPC has adopted advanced and high efficiency technologies such as super
critical boilers for the up-coming greenfield projects (e.g Barh, Sipat etc).
Out of total coal based capacities to be developed during 12th plan period,
over 90% will be based on supercritical technologies.
In addition to adopting advanced and high efficiency technologies, NTPC has
been pursuing the objective of sustainable power development with
following initiatives:

CO2 measurement systems are being installed at all our stations in the
chimney stacks.
24
 61 Ambient Air Quality Monitoring System (AAQMS) installed in all
NTPC stations.
Installed Bio–methanation Plant at Faridabad.
Creation of green wealth of more than 18.80 million trees.

ASH UTILISATION

25
 Achieved ash utilization of 59.73% i.e. 27.61 million tons of ash.

10.85 million tons fly ash issued to cement and concrete industry which is
8.5 % more than last year.
545 million ash bricks have been manufactured in Pilot ash brick
manufacturing plants.
1.13 million tons of ash from Talcher-Thermal has been utilized for filling of
abandoned South Balanda coal mine of MCL in Orissa.
MoU has been signed with Research Designs & Standards Organization
(RDSO), Lucknow to explore use of ash in Railway embankment.

HUMAN RESOURCE MANAGEMENT

26
HR Vision:
To enable our people to be a family of committed world class professionals, making
NTPC a learning organization.

The HR Dept. has a long history in NTPC. This dept. was earlier known as
personnel dept. then finally HRS(Human Resource Services)
HRS contributes its expertise in handling and executing the
Existing and Developing HR trends and innovations. Following are the areas of
operation. :-

Employee Welfare
Employee Benefits
Employee Relations (Industrial Relations)
Employee Services (Office Admin.)And Pensions
Employee Services (Town Admin.)
Training and Development (EDC)
Performance Management System and Human Resource Development
Corporate Social Responsibility
Rajbhasha (Hindi)
Law
Peoplesoft – HRMS (ERP Software)
Public Relations

27
The HR strategy of NTPC has been designed around the four building blocks
of competence building, commitment building, culture building and system
building. Culture building is done by creating transparency, openness and
ease of communication, strengthening mutual respect and trust, leading to
establishment of a people oriented and people sensitive organization. This
has resulted in recognition of NTPC as one of the best employers in the
country as well as obtaining consistently high rankings in surveys such as
“Great place to work” and “Best companies to work for”.
Employee Development Centers (EDC) have been set up to cater to the need
of appropriate Training and Development of employees.
Leadership Assessment and Development System (LEADS): With a view to
developing a pipeline of leaders for key leadership positions in the company,
an initiative named LEADS has been launched. A Leadership Development
Centre (LDC) at corporate centre has been set up to formulate the process of
identifying and grooming potential leaders.
High Productivity of Team-NTPC: During 2009-10, sales per employee
increased from Rs. 1.77 crore to Rs.1.96 crore, profit per employee increased
from Rs. 34.7 lakh to Rs. 36.45 lakh, value added per employee increased
from Rs. 59.36 lakh to Rs. 72.96 lakh and the man:MW ratio improved from
0.85 to 0.82.
Total employee strength is 24,955 as on 31.03.2010, as against 24,713 on
31.03.2009 (including employees in JVs & Subsidiaries).

28
NTPC Kahalgaon
An Overview

29
 NTPC KAHALGAON -An Overview

At Kahalgaon, a place from where light of wisdom eradicated darkness from

the minds of millions, it is the dawn of a new era. Kahalgaon super thermal power
project is the seventh in a series of STPs set up by the NTPC and first of it’s kind in
Bihar and second in the entire Eastern Region. Contributing to NTPC’s good health
is one of its unit at Kahalgaon in Bihar which was set up in 1987 with a technical
collaboration from the then USSR. The location of the plant is such that the raw
material for the plant like coal is easily available from the Rajmahal collieries
(31km from Kahalgaon) and the water requirement is met from river Ganges.
The project with Stage-I capacity of 840 MW has already been completed
comprising 4X210 MW unit is under commercial operation. Further expansion of
500X2=1000MW in State-II, Phase-I & 500X1=500 MW in phase-II during 10 th year
is under commercial operation. The ultimate capacity is 2340 MW.

30
Destination Kahalgaon

A lush green, picturesque Kahalgaon is set like an emerald on the bank of holy
river Ganga. The place was, once, the abode of saints and Sufis and has a history
dating back to Vedic times. According to legend, the place derived its name from
Kohol Muni. Another story is that Saint Durvasha, famous from his bad temper
(‘Kalaha’), hailed from this place. The Kashri Hill where Saint Durvasha had
hisashram is about 6.5 Km north-east of the town.
The ancient temple of shiva & kali at Bateswarsthan (Known as Gupt Kasi) is
situated at Kahalgaon on the bank of Ganga. The Chinese pilgrims Hieun Tsiang
and Fa Hien are said to have visited this place. Lord Budha’s feet are also believed
to imprint on this holy place.
The site of ancient university of vikramshila of the 8 th centure A.D., established
by king dhrampal, is only 15 Km from the town. Students from all over the world
came to this place in search of knowledge. It was from here, Saint Deepankar
Janapada, the renowned Buddhist scholar and Vice-chancellor of Vikramshila
University spread the light of wisdom and love. Kahalgoan is also known as the
land of seven sages (‘Sapt Rishis’). The place was also an important centre of trade
and commerce during the Britishers.

Deeptinagar- A Mini India

The Deeptinagar Township is built ina planned and systematic way, with wide
open streets, spaces, parks and greeneries. The pristine glory and ecology of the
surroundings area is least disturbed. A permanent township with all modern
facilities completed and employees residing here represent the culture of mini
India.
NTPC has developed its own shopping complex where all essential
commodities and services are available. Besides, the NTPC employees also run a
Co-oprative store. The Banking & Postal needs of residents of Deeptinagar and
surrounding areas are taken care by branches of state Bank of India, Allahabad
Bank with ATM facilities and full fledged Post Office with speed post facilities
established in our Township. Deeptinagar officers ample opportunities for healthy
recreation and Socio cultural activities. These needs are taken care of by the
employee’s welfare Association, Vikramshila club and Srishti Samaj by organizing
various cultural programmes from time to time.

31
 The NTPC sport council and apex body of sports enthusiasts conducts
interdepartmental tournament into institute in various games and sports besides
regularly conducting rural sports & inter duty football tournament.

Health Care

“Our hospital is an ISO 9001, 14001, 18001 &5’S certified hospital with all
specialties &
equipped with modern set up provide diagnostic & therapeutic services including
promotive & preventive health care to the residents of Deepti Nagar & its
surrounding areas.”

Education- A foremost Objective

Imparting excellent education to the children of employees has been one of the
foremost welfare measure of NTPC. There are three teaching institution affiliated
to C.B.S.E. stream, namely St. Joseph’s School, DAV Public School and Kendriya
Vidyalaya. The schools are running effectively and are imparting education to the
children of employees and surroundings. In additin to basic education, these
institutions. Srishti Samaj of Deeptinager also runs Little flowers school and Vidya
Bhawan School. The former imparts pre-schools education to tiny-tots by play-way
technique and the later imparts free primary education to the children of
neighbouring villages.

32
Environmental Excellence

The Kahalgaon plant of NTPC integrates many environmental provisions in the

plant design in order to keep emission, effluents and ambient air quality well
within acceptable limits, it has provided the best available equipments, devices
and systems such as high efficiency electrostatic, precipitators (ESPs) Tall stacks
and Low Nox Burners for control of stack emissions, dust extrication and dust
suppression system for control of fugitive dust. Effluent treatment plants
Neurtalisation Pits and Ash ponds for control of the effluent quality, Ash water Re-
circulation system and cooling Towers for control of the effluent quality as well as
conservation of water and sewage Treatment plant (STP) for treatment of the
domestic sewage from its plant and township areas.
All pollutants discharged from the power plant are monitored at the
stipulated frequency at the source itself and at the points of discharge Besides
ambient air, surface water and ground water quality around NTPC Plants are
regularly monitored to assess any adverse impacts as a result of operation of the
power plant NTPC has drawn a programme for changing ash disposal systems at
its existing power plants from once through system to recycling system, where
clear effluent from ash pond s recycled and only little quality of blow down is
required to be discharged after treatment. The ash water recycling system has
already been installed and is in operation at Kahalgaon. The scheme has helped
the station to save huge quantity of fresh water required as makeup water for
disposal of ash .

33
 In order to control fugitive dust from these ash ponds during strong
wind conditions, a continuous water cove is maintained in the ash pond for the
disposal of Bio-Medical waster as per the MOEP notification one autoclave has
been installed at the hospital which is in operation. At regularly intervals training
and awareness programme for Brick kiln owners/ manufactures for use of ash
Brick manufacturing are being conducted. Not only that, recently a Kisan Mela for
the farmers of affected villages was conducted- for promoting use of flv ash in
agriculture as a source of micronutrients and improvement in soil structure and
water holding capacity. What’s more in a concreted bid to counter the growing
ecological threat, NTPC is undertaking afforestation programme covering vast
areas of land in the plant areas Appropriate afforestation programme for plants
township and green belt areas of the project are prepared for implementations at
the site. The species are selected on the basis of their adaptability and local soil
condition. In Kahalgaon 8.7 lakh trees have already been planted till the date. Only
in the financial year 2009-10, more than 10,000 trees have been planted. The
afforestation has not only contributed to the aesthetics but also has been serving
as a ‘sink’ for the pollutants release from the station and thereby protecting the
quality of ecology and environment in and around the project.

Transforming Lives

NTPC belives in growth with a human face and pursuing people centered
development NTPC is a socially comittel organsation and socially responsible
corporate citizen. It attaches great importance of discharging its overall
responsibilities to the community and the society at large where its project and
stations are located there is sharp focus on all round development of the
community which is why the efforts do not stop at the individual or family level
redressal but take a holistic approach. The NTPC limited has a defined corporate
social responsibility policy. The objectives of CSR have been marked for booth the
national level and the unit leve. The national objectives contained providing help
to physically challenged persons, making relief at the time of natural calamities,
maintaining national mouments and promoting self employment and co-
operatives among the unemployed youths. The unit level objectives deal with the
core issue of the communities, residing in the neighborhood of the operative
stations.

34
At Kahalgaon the following CSR Activities done during the period
of 2009-10.

10 nos. High Mast Lights erected at Bhagalpur. 6 nos. High Mast Lights are
proposed at Kahalgaon.

Total project affected villages – 66 (In Bhagalpur Distt. of Bihar-37 & in

Godda Distt of Jharkhand-29). Resettled in Indira Awas & Basant Vihar
Colony (RC-I & RC-II) – 285 Nos.

Construction/repair of approx.3.00 Km Road at village Anadipur, Katoria –

to- Mazdaha and at Kahalgaon. Work in progress:

Construction/renovation of 03 Community Hall at Chhopaltola,

Sobhnathpur & Mahagama.

Free education, books and school bags, to poor children of nearby villages
350 Nos. in Vidya Bhawan School in NTPC Township from Class-I to Class-
IV.

Sewing Training & Adult Education is imparted to the women/ young girls
of nearby villages.

Distribution of Relief Materials for Fire Victims at Krishandaspur(70) &

Naya Nagar Ranideora(11) of Kahalgaon Block. Distributed Relief
Materials for Fire Victims at Babupur Deora(152) of Pirpainti Block. Relief
materials provided to the fire victim of Jamunia Tola.

EYE CAMP organized in Nov.2009 by our Hospital and patients operated-

155.

Distribution of study materials/stationeries and woolen clothes to the

children of Ramadevi Hindu Anathalay at Bhagalpur.

Relief materials distributed to fire victims at Daulatpur-22 families in

association with Srishti Samaj.

35
 Financial Support for purchase of Newspapers and Magazines to
Vikramshila Vihar Library, Ganguly Park, Kahalgaon for educational access
to the general public.

Sponsored Sports and Games tournament at Kahalgaon, Akbarpur, Lailakh,

Belbadda & Banshipur to encourage local youths under CSR budget.

03 Nos. Tubewells installed in nearby villages.

CSR FUTURE PLANS

Adoption of 06 villages (03 in Bhagalpur District of Bihar & 03 in Godda

District of Jharkhand)

Installation of 14 High Mast Lights (08 in Godda District and 06 in

Bhagalpur District)

Providing opportunity under job contract for engagement to equired

number of PAPs of unskilled and semi-skilled categories.

Encouraging formation of Co-operatives of PAPs by giving membership to

land oustees for awarding job contract in plant and township area.

Work proposed in 2010-11 :-

Construction of Girls & Teachers' Common Room with Toilet in SSV College,
Kahalgaon

Widening of Siri Ghat (From Sati Ghat to Durga Sthan LCT Ghat),
Kahalgaon

36
Developmental work in Kahalgaon Railway Station

Construction of drain on both sides from Vikramshila Park Chowk to

Irrigation Dept's Bandh Chowk, Kahalgaon

Repair of PCC Road & drainage – Kalpana Cinema Road (Station chowk to
Charodham – 1.5 Km), Kahalgaon

Construction of Madya Vidyalaya (Middle School),Choudhary Tola,

Kahalgaon.

Construction of road & drainage (from Choudhary Tola Madya Vidyalaya to

Late Raghunath Sah & upto residence of Laxmi Prasad Choudhary – 1
Km),Choudhary Tola, Kahalgaon.

Construction of two rooms in High School, Gajhanda (Godda)

Construction of common room at Mahavidyalaya at Mahagama (Godda)

Construction of steps in Champa Talab in Kalgiganj.

Construction of retaining wall and development of site construction of

school building in Ogri Village

Construction of Community Hall with Toilet, Shobhnathpur

Construction of boundary wall, steps in pond, approach road & gate at

Yogbir Pahad

37
 Developmental work in RC-I

Developmental work in RC-II

Milestones dates of Kahalgaon Units

Sl Units Date of Synch. Date of Coal Firing Date of

Commercialisation
1 Unit # 1 24/03/1994 18/08/1994 01.01.1995
2 Unit # 2 01/03/1994 30/11/1994 01.04.1995
3 Unit # 3 24/03/1995 31/08/1995 01.02.1996
4 Unit # 4 18/03/1996 31/03/1996 01.08.1996
5 Unit # 5 31/03/2007 02/02/2008 01.08.2008
6 Unit # 6 16/03/2008 03/11/2008 30.12.2008
7 Unit # 7 28/06/2009 28/06/2009 20.03.2010

38
Beneficiary States :

- States & Union territories of ER, NR, WR, SR & NER.

Transmission systems :
400 KV: 10 Lines i/s & 2 Lines under installation.

400 KV D/C to Farakka, Maithon, Patna.

400 KV 2 D/C to Biharsharif.
400 KV D/C Farakka line- 3 & 4 work being executed by PGCIL.

132 KV to Bihar Grid at Sabour & Kahalgaon and Jharkhand grid at Lalmatia,

KAHALGAON STATION PROFILE

39
Location : Kahalgaon
District - Bhagalpur
State - Bihar
Nearest Rail head : Kahalgaon
Nearest Airport : Patna (250KM) &
Kolkata (380 KM)
Capacity Installed : Stage-I (4 X 210 MW)
: Stage-II: Phase-I & II(3 X 500 MW)

Total Land Available: 3360 Acres

Plant - 883 Acres

Township - 432 Acres
MGR - 522 Acres
Ash dyke - 1395 Acres
Make-up & Roads - 128 Acres

Land Required for MGR up to New Coal Mines:

HURRA “C”: 99.55 Acres.

(Godda District- 99.55 Acres)

CHUPERBITTA: 334.62 Acres

Godda District:-103.69 Acres.

Sahebganj District: 230.93 Acres.

Source of Water : River Ganges

Make-up water : Stage-I - 3000 M3/Hr

requirement Stage-II - 6000 M3/Hr

Cooling system : Closed cycle induced draft Cooling towers system.

40
Performance Management

What, Why & How?

41
 PERFORMANCE MANAGEMENT-What, Why & How?

Historical Perspective :-

 Measuring and appraising performance is probably the most researched area

within HRM,the last hundred years have seen continuous evolution in
approaches to Managing employee performance.

 The earliest recorded instance of a formal evolution report was in 1813.

 The start of the industrial age in the 1800s saw trends of performance
appraisal in industry.

 In the 1890s Frederick Taylor’s scientific approach and Fayal & Weber’s
bureaucratic theories suggested that financial inducements stimulated
production performance.

 The Hawthorne studies in 1927 - 1932 emphasized the influence of supportive

and caring supervision.

 It was only after world war–I that appraisals in industry became accepted. The
appraisal of managers was not extensively practiced until after world war – II.

 The appraisal system that evolved over the period

 Narrative/Essay report: Used mainly by Armed forces , Civil
service and Large organization in public sector.
 Traits were the focus of performance Management in 1970s.
 MBO concept came into picture in 1980s.

42
 WHAT COUNTS GET
MEASURED

WHAT GETS REWARDED WHAT GETS MEASURED

COUNTS GETS DONE

WHAT GETS DONE GETS

REWARDED

When we talk about the five dimensions of Human Resource Management

(HRM), we list down the following, namely,
Performance Management,
Career Management,
Recruitment & Selection,
Training & Development, and
Compensation & Benefits Management.

These five dimensions, though equally important, often fail to secure equal
attention from Human Resource (HR) managers. The facts that performance
management is not just an annual performance appraisal and training is not the

43
only solution to effective performance are forgotten by the HR managers and the
management team. As a result, successful organizations, happy with their existing
success status, is actually deprived of a potential growth that could have been
achieved should they have invested more attention to performance management
than only performance appraisal For instance, the total HR performance of a
company is worth Rs 1000, which means the employees’ performance is resulting
revenue worth Rs 1000. Among this set of employees, some are excellent
performers, some are good, some moderate and some poor. This difference in
performance level are due to the fact that some are using 100% of their potentials,
some working below their full potentials and some working at zero or marginal
potentials. The challenge of equalizing the difference in performance level lies in
an objective performance management system.

What Performance Management Is Not:

it’s not just an annual performance appraisal

it’s not imposing targets/goals on an employee by his supervisor
it’s not only evaluating individual job performance

What is Performance Management:

it’s Management By Objectives (MBO)

it’s about setting SMARTER goals
it’s about planning to perform
it’s about periodically reviewing progress in performance
it’s about evaluating performance for further improvement
it’s about delivering reinforcement for performance success and
performance failure

44
What is the Performance Management Process/Cycle :

The steps of Performance Management Process are as follows:-

Individual Goal Setting & Performance Planning

A goal setting session between the PMS administration and the employee.
listing down the major goals to be achieved in a year in line with functional
objectives.
Reviewing goals to assess the feasibility of their accomplishments; making
sure the goals are SMARTER- Specific, Measurable, Actionable, Realistic,
Time-framed, Extended & Rewarding.
finalizing goals for a year.
planning about how to achieve the goals.
identifying the possible barriers in achieving them.
planning on ways to overcome those barriers.

Mid Year Performance Review

A performance review session between the PMS administration and the

employee
discussing performance progress status.
revising performance plan (if needed) with new deadlines for goals

45
Performance Appraisal

A performance appraisal session between the PMS administration and the

employee.
measuring performance as against preset goals.
measuring competencies required for current role.
measuring potentials as against required competencies set for future role.
chalking out Individual Development Plan outlining to fill skill gap,
motivation & aspiration gap and communication & cooperation gap.
chalking out Reinforcement plan to reward/recognize for success and
punish for deliberate failure.

The beauty of this Performance Management process is that it has three

dimensions only, which give three major outputs that can be fed into other four
dimensions of HRM and not to mention Performance Management also. The
beauty is illustrated as follows:

Performance Performance
Rating Scale Outputs
Assessment Measures
Performance
Preset Goals 5-points New goal setting
Evaluation
Required
Competency Development
competencies of 5-points
Evaluation Plan
current role
Required Career
Potential
competencies of 5-points Development
Evaluation
future role Plan

46
Performance Management System
at NTPC

47
 PMS AT NTPC
PMS is a five step process:-

Step 1 Step 2

Performance Mid – year

planning Review

PMS Process
Step 3

Feedback
Annual
Step 5
Assessment

Normalisation
Process
Step 4

Step 1

Identifying KPAs, Constituents, Weightages, Measures and Targets.

Identifying Functional and Managerial Competencies for the appraise.

48
 Step 2

Joint review of performance

Document Changes in KPAs if any
Document mid year review discussion

Step 3

Assessment of KPAs, Competencies, Values and potential by appraiser .

Training and development plans.
Review by reviewing officer

Step 5

Communication of score
Developmental feedback

KPA Setting Process:

Corporate
plan Company Goals MOUs

Initiatives Unit Goals

Functional
/Departmental Goals

Special task
Individual Goals
49
PMS COMPRISES ASSESSMENT ON FOUR PARAMETERS WITH DIFFERENT
WEIGHTAGES FOR VARIOUS LEVELS

S.NO. PMS PARAMETER WEIGHTAGES FOR DIFFERENT GRADES

E1-E3 E4 E5 E6-E7 E7A-E8 E9
1 KPA 80 75 65 60 50 50

2 a. Functional 10 10 10 10 10 05
competency
assessment
b. Managerial 05 05 10 10 15 15
competency
assessment
3 Potential Nil 05 10 10 10 10
assessment
4 Value assessment 05 05 05 10 15 20

Total 100 100 100 100 100 100

For junior executives there is higher weightage on KPAs and functional

competencies as there is higher focus on achieving the immediate functional
task.

The weightage on Managerial competencies and values increases for an

executive as the grade increases because of importance of achieving
business goals by managing work of other employees through ethical means.

At NTPC Online Performance Management System is being practiced for

Executives. For Non Executives it is still manual.

50
 Thre are three major challenges in effective implementation of PMS at NTPC

1. Involvement of big number of executives (approx 1200) in designing

of KPAs and Competency Directory.
2. Skill gap in feedback and performance counseling.
3. Transformation from legacy to transparent system.

PERFORMANCE LINKED PAY

EMPLOYEE
COMPENSATION

VARIABLE FIXED COMPONENT

COMPONENT

Proportion increases with seniority Proportion decreases with seniority

INDIVIDUAL
PERFORMANCE

UNIT PERFORMANCE

COMPANY
PERFORMANCE

51
Relative Weightage for company Unit and Individual
Performance.

PERFORMANC WEIGHTAGE
E TOP MGMT. MIDDLE MGMT. JUNIOR MGMT.
COMPANY’S 50% 35% 15%
UNIT’S 30% 25% 20%
INDIVIDUAL’S 20% 40% 65%

52
 Methodology Used

For

Study and Data Collection

RESEARCH METHODOLOGY
53
This Project was made to study how effective the current performance
management system is and how convenient is the newly introduced online
performance management system at NTPC.

The method of survey was rather very simple. We used sampling method to
conduct survey. Sampling was done on random basis covering all departments. A
total of 50 executives from different departments of NTPC Kahalgaon were
surveyed. We personally met them and took their views during conversation .We
also supplied a questionnaire to each of them and collected back later according
to their convenience giving them appropriate time to respond to the
questionnaire.

A total of 20 questions were there in the questionnaire.

Analysis of raw data was done with the help of graphical representation.

54
Graphical Representation
Of
Feedback Given
By
Executives

55
Quest: 1- you feel convenient with computerized online performance
management system at NTPC.

percentage
2

40
Agree
Neutral
Strongly agree

58

Agree 58% Neutral 2% Strongly Agree 40%

Inference :- No one disagreed and only 2 % Executives were neutral so we can

say that most of them are tech savvy and feel convenient with online PMS.

56
Quest:-2 your job description clearly define KPA’s on which your
performance is rated.

Percentage

24% 16%

Agree
Neutral
Strongly Agree

60%

Agree 60% Neutral 24% Strongly Agree 16%

Inference:- They were well aware about there KPAs and felt that it is according
to there job profile as 84% Executives agreed to it.

57
Quest:3 -The goals (KPA’s) set are always mutually agreed upon i.e.
your consent is taken into consideration while setting KPA’s.

Percentage
14

38 38%
Agree
Disagree
Neutral
Strongly agree

38

10

Agree - 38% Disagree - 10% Neutral - 38% Strongly Agree - 14%

Inference: - The response was divided although 52 % Executives agreed about

their consent being taken into the KPA setting process, 10% disagreed and 38%
preferred not to answer. It says that in general executives participate in the KPA
setting process but there is some dissatisfaction.

58
Quest: 4- The performance goal set by the appraiser for you are in
alignment with your career aspirations.

Percentage

6% 2%
Agree
Disagree
44% 38% Neutral
Strongly Agree
Strongly disagree
10%

Agree-- 38% Disagree--10% Neutral -- 44% Strongly Agree – 6%

Strongly Disagree --2%

Inference :- This shows the level of job satisfaction of employees. As 44% of

them agreed and 0nly 12% disagreed to the fact that their KPAs matches their
career aspirations, we can say mostly they are satisfied

59
Quest: 5- The deadlines set to complete and submit the performance
documents are sufficient.

percentage
6% 14%

12%

Agree
Disagree
Neutral
Strongly Agree

68%

Agree—68% Disagree—6% Neutral—14% Strongly Agree—12%

Inference:- Mostly they are satisfied with the operations of Performance

Management system.

60
Quest: 6 - The KPA’s are in accordance with the MOU targets of the
company and the targets of the plant.

Percentage
8%
26%

8%

Agree
Disagree
Neutral
58% Strongly
Agree

Agree—58% Disagree—8% Neutral—26% Strongly Agree-- 8%

Inference:- It simply shows the awareness level of Executives. 66% of them were
agree and felt that individual goals matches well with unit goals and company
goals.

61
Quest: 7- All the factors facilitating and hindering performance are
taken into consideration while appraising the performance.

Percentage
4% 2%

40% Agree
44% Disagree
Neutral
Strongly Agree
strongly Disagree

10%

Agree—40% Disagree—10% Neutral – 44% Strongly Disagree—2%

Strongly Agree—4%

Inference:- Although 12 % of executives disagreed a healthy proportion of them

agreed to this. Generally most of the factors affecting the performance of an
employee are taken into considereation.

62
Quest: 8- Your seniors assist you at the time of your need.

Percentage
18% 18%

Agree
Neutral
Strongly Agree

64%

Agree—64% Neutral—18% Strongly Agree—18%

Inference:- The response says that that there is a healthy environment of

working, seniors assist their subordinates whenever there is any need.

63
Quest: 9- Your final rating is doesn’t only on your competencies and
KPA’s but also on several other factors are like your corporate image
and interpersonal relation with the rater.

Percentage
16%
4%

Agree
40% Disagree
Neutral
Strongly Agree

40%

Agree—40% Disagree—4% Neutral—16% Strongly Agree—40%

Inference:- Along with the competencies and KPA achievements the factors like
corporate image and communication skills of the executives matter while rating
their performance.

64
Quest: 10- Your doubts and queries are addressed by the PMS
administrator while operating online PMS.

Percentage

14% 4%

Agree
Disagree
Neutral
Strongly Agree
38% 40% strongly Disagree

4%

Agree—40% Disagree—4% Neutral—35% Strongly Agree—14%

Strongly Disagree—4%

Inference:- Except a few disagreement most of the employees agree that their
doubts and queries are addressed by the PMS administrator.

65
Quest: 11- PMS is very useful for career planning.

Percentage
4%
24%

8%
Agree
Disagree
Neutral
Strongly Agree

64%

Agree—64% Disagree—4% Neutral—24% Strongly Agree—8%

Inference:-Most of the executive advocate the need of performance management

in career planning.

66
Quest: 12- The process is used mainly for improving the future
performance along with reviewing the present performance.

Percentage

2%
14%

Agree
26% Disagree
Neutral
Strongly Agree
strongly Disagree

52%
6%

Agree—52% Disagree—6% Neutral—26% Strongly Agree—28% Strongly

Disagree—2%

Inference:-Performance management is meant for improving future

performance of employees and most of them agreed to it. The rewards and
recognitions are part of performance upgradation.

67
Quest: 13- You feel free to express to your appraiser your
disagreement regarding the appraisal decision.

Percentage

4%
38%

38% Agree
Disagree
Neutral
Strongly disagree

20%

Agree—38% Disagree—20% Neutral—38% Strongly Agree—2%

Inference:-It seems that upto some extent the employees are hesitant to express
their disagreement regarding the appraisal decision to their appraiser, but overall
the system is open and flexible as 40% of them agreed to it and almost the same no
were neutral.

68
Quest: 14- Your seniors provides you with continuous feedback to
help you achieve your KPA’s.

Percentage
36% 2%

Agree
Disagree
Neutral
Strongly Agree
46%

16%

Agree—46% Disagree—16% Neutral—36% Strongly Agree—2%

Inference:-Mostly Executives are well aware about there KPAs and seniors keep
providing them feedback to achieve that, although some of them disagreed to it
which may be due to miscommunication between senior and subordinates.

69
Quest: 15 - The recognition given to high performance is appropriate
and helps in motivating the employee.

Percentage
8%
32%

Agree
Disagree
Neutral
42%
Strongly Agree

18%

Agree—42% Disagree—18% Neutral---32% Strongly Agree—8%

Inference:-The recognition given to High performers is appropriate. There are

scopes of evolution of the recognition system so that even those who disagreed to
the appropriateness of the recognition system get satisfied.

70
Quest: 16- Appropriate training is given to employees who fail to meet
the expected performance level.

Percentage
2% 8% 18%

Agree
Disagree
Neutral
Strongly Agree
48% strongly Disagree

24%

Agree—18% Disagree—24% Neutral—48% Strongly Agree—2%

Strongly Disagree—8%

Inference:-Although half of the executives surveyed preferred to be neutral,

There is a need to improve the training system so that appropriate training could
be given to those who need it.

71
Quest: 17- The online PMS is dynamic and keeps you aware about
your instantaneous weak and strong area of performance effectively.

Percentage
2% 10%
30%

Agree
Disagree
Neutral
Strongly Agree
32%
strongly Disagree

26%

Agree—32% Disagree—26% Neutral—30% Strongly Agree—2% Strongly

Disagree—10%

Inference:-The online PMS may be dynamic as compared to the manual system

but it does not provide instantaneous feedback about one’s KPAs.

72
Quest: 18- You are satisfied with the weightages given against each
activity that you are supposed to perform in the specified period.

Percentage
10%

Agree
36% 44% Disagree
Neutral
Strongly Agree

10%

Agree—44% Disagree—10% Neutral—36% Strongly Agree—10%

Inference:-Mostly they agreed about the adequacy of weightages given against

each activity which they are supposed to perform in a given period.

73
Quest: 19- your training need should be identified through the
midyear review.

Percentage
12% 6%

22%

Agree
Disagree
Neutral
Strongly Agree

60%

Agree—60% Disagree—12% Neutral—6% Strongly Agree—22%

Inference:-Mostly they agreed that their training needs should be identified in

mid term. It shows the employees are eager to go through appropriate training if
any and improve their performance.

Quest: 20- Managers and Employees trust the appraisal process.

74
 percentage
4%
32%

Agree
Disagree
Neutral
Strongly Agree

56%

8%

Agree—56% Disagree—8% Neutral—32% Strongly Agree—4%

Inference:-The appraisal process is trustworthy.

Suggestions
75
PMS should be linked to Business strategy.

Performance assessment should be objective and efficient.

PMS should be an “open and participative system” with feedback loops

where everyone feels free to express their views with the appraiser.

PMS should distinguish high performers from low performers. The

recognition to high performers should be done with more efficiency.

PMS should have a “developmental focus” with appropriate training system

to cater the training need of employees.

The process should be monitored efficiently addressing the doubts and

queries of the employees.

The KPA setting process should ensure the active participation of executives.

There should not be any communication gap between seniors and

subordinates as it is of utmost importance in performance management.

Persuasive sessions should be organized to emphasize the need of

performance management and how the active participation of employees
without any biases help in improving performance management system.

76
 Conclusion
The aim of performance management system is ensuring the
maximization of efforts by the employees of the organization to realize
the desired goals. More effective the performance management of an
organization more productive the organization would be. NTPC as a
whole is a big organization with vast number of employees working
there, to manage the performance of such a great number of people
efficiently is a herculean task.

The survey and personal interviews conducted during the

project work says that an effective performance management system is
on place but as we know everything in this world keep evolving itself for
betterment, the performance management system is not an exception.

NTPC can touch new heights in the field of energy

management by managing its manpower more efficiently, addressing
there training needs, recognizing the high performances and making
them feel the freedom of expressing their points.

77
 Limitations of the Research
The subject was too big but time available was too less. The survey
was not conducted among all the employees of NTPC but on a
sample of randomly selected executives.

At times it was often felt that there is a difference between the real
feeling and the feedback given by executives. Exact feedback must
be given so that the analysis done would be correct.

Some of the executives were not interested in the subject metter.

We were unable to discuss issues related to our project with some

people and only responses to questionnaire were collected.

78
 Bibliography
Human Resource and Personal Management - K. Ashwathapa

Organizational Behavior - Stephen p. Robins

http/intranet 1 – KHSTPP

www.google.com

www.wikipedia.org

www.citehr.com

www.ntpc.co.in

79
 Questionnaire
On
Effectiveness of Performance Management System
 You feel convenient with computerized online performance management
system at NTPC

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your job description clearly defines KPA’s (Key performing areas) on which
your performance is rated.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 The goals (KPA’s) set are always mutually agreed upon ie – your consent is
taken into consideration while setting KPA’s.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 The performance goal set by the appraiser for you are in alignment with your
career aspirations.
1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

80
 The deadlines set to complete and submit the performance documents are
sufficient.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your KPA,s are in accordance with the MOU targets of the company and the
targets of the plant.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 All the factors facilitating and hindering performance are taken into
consideration while appraising the performance

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your seniors assist you at the time of your need.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

81
 Your final rating is based not only on your competencies and KPA’s but also
on several other factors like your corporate image and interpersonal relation
with the rater.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your doubts/Queries are addressed by the PMS administrator while operating

online PMS.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Performance management system is very useful for career planning.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 The process is used mainly for improving the future performance along with
reviewing the present performance.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

82
 You feel free to express to your appraiser your disagreement regarding the
appraisal decision.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your senior manager provides you with continuous feedback to help you
achieve your KPA’s.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 The recognition given to high performance is appropriate and helps in

motivating the employees.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Appropriate training is given to employees who fail to meet the expected

performance level.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

83
 The online PMS is dynamic and keeps you aware about your instantaneous
weak or strong area of performance effectively.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 You are satisfied with the weightages given against each activity that you are
supposed to perform in the specified period.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Your training need should be identified through the mid year review.

1. strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

 Managers and Employees trust the appraisal process.

1. strongly disagree
2. . Disagree
3. Neutral
4. Agree
5. Strongly agree

84