PROJECT REPORT

HUMAN RESOURCES MANAGEMENT ON EMPLOYEE RELATION CLIMATE

SUBMITTED TO
Miss Rishu Mangla

SUBMITTED BY
Priti Reg. no-11000620 LPU

DECLARATION

This is to certify that Priti the student of LOVELY INSTITUTE OF MANAGEMENT. LPU PHAGWARA studying in MBA (IIIrd Sem.). Roll no. RT1001,b-44 has undergone summer/industrial training in NTPC (KOLDAM) BILASPUR H.P. for six weeks and have submitted a project/industrial report on the title "EMPLOYEE RELATION OF NTPC KOLDAM as assigned by the Company, for partial fulfillment of Degree of Master of Business Administration (M.B.A.) to LOVELY PROFESSIONAL UNIVERSITY PHAGWARA.. I solemnly declared that the work done by me is original and no copy of it has been submitted to any other Universities for award of any other degree/diploma/fellowship or on similar title and topic.

ACKNOWLEDGEMENT

Gratitude is hardest of emotions to express and often one does not find adequate words to convey all that one feels. I am extremely management of KOLDAM NTPC grateful to the DISTT. BILASPUR. for giving me an

opportunity to pursue summer training at the OFFICE OF HR OF KOLDAM. I express my deepest and most sincere thanks to my faculty guide Ms.Nidhi bhardwaj The project could not be complete without their support and guidance.

At the outset, I would take this excellent opportunity to render my sincere gratitude toms Ms.Rishu Mangla. It is because of his kind assistance that I was able to complete this project successfully.

I pay my heartly thanks to. MR. Satish sharma, Mr. AJAY , last but not least Mr.lakshman. NTPC, for helping me and providing me with useful informations and their pinpoint guidance. Their enthusiastic collaboration with sustained interest made it possible to undertake this project.

I am deeply indebted to all Faculty members of the institute for their invaluable contribution during the session which will always be the basis for my progress.

Priti

CONTENTS Table of Contents

1. 2. 3.

HISTORY OF KOLDAM INTRODUCTIONOF HRM. INTRODUCTION OF EMPLOYEE RELATION. EMPLOYEE RELATION IN NTPC. QUESTIONNAIRE.. RESEARCH METHODOLGY. REVIEW OF LITERATURE FACTOR ANALYSIS.

4. 5. 6. 7. 8.

9.

STANDARD DEVIATION..

10. GRAPHS. 11. CONCLUSION. 12. REFERANCES..

INTRODUCTION
NATIONAL THERMAL POWER PROJECT KOLDAM
The Himachal Pradesh Government had decided to construct a Project namely Koldam Hydroelectric Power Project of 800 MW (4x200 MW) in Bilaspur District. It is situated about 25 km from District HQ on river Satluj and 4 km upstream of Dehar Power Plant. The construction of this project has to be done by NTPC Limited (formerly known as National Thermal Power Corporation Limited), a Govt. of India Undertaking. In this connection an agreement was signed between H.P. Govt. and NTPC on 26 February 2000. The Honble Prime Minister ShriAtal Bihari Bajpai laid the foundation stone on 5 June, 2000.The estimated annual generation of electricity will be 3,054 GWH (90% Dependable year). From the Koldam Project alone, Himachal Pradesh will get 12% of the power production free of cost and another 15% at bus-bar rate. The Koldam Project will not only provide suitable compensation to the property and agricultural land owners but also generate employment opportunities for them. The Koldam Project, along with other such projects, shall bring prosperity in Himachal Pradesh, which in turn, shall contribute to the prosperity of the country. MAIN FEATURE OF DAM The main dimensional characteristics of the upstream cofferdam shall be as follows: Type : Rock and gravel fill with impervious central clay core Crest of dam : EL.+ 558 m Max height of dam above natural ground : 58 m Max height of dam above foundation : 73 m Crest length : 243.5 m Crest width : 14 m

 Main Dam - Height 167 m - Crest Level EL.+ 648 - Type Rock & gravel fill with clay core - Crest Length 474 m - Crest Width 14 m - Maximum Reservoir Level EL.+ 646 - Full Reservoir Level EL.+ 642 - Minimum Draw Down Level EL.+ 636 Diversion Tunnels - Number / Length 2 nos. (T1 900 m. & T2 920 m) - Finished Diameter 14 m ( Horseshoe shaped ) - Design Capacity 6,500 cu m/sec. Penstocks - Number / Type 4 nos. Circular Steel Lined - Size 6.45 m - Length 400 m per each Power House - Type of Power House Surface - Type of Turbine 4 nos. Francis (Vertical)

 Project Title Project Location Employer

: Koldam Hydroelectric Power Project (4x200MW) : Kyan, P.O. Slapper, Teh. Sunder Nagar, Distt. Mandi (H.P.) 174 403, Himachal Pradesh, India. : NTPC Limited (formerly known as National Thermal Power Corporation Limited). (A Government of India Enterprise) NTPC Bhawan, SCOPE Complex, 7, Institutional Area, Lodhi Road, New Delhi 110 003.

HUMAN RESOURCES MANAGEMENT

Human Resource Management is an integral part of management. It helps the management in taking a strategic view of a very important resource i.e. Human Resource. It helps management in identifying key skill sets, knowledge, values required in the employee and the rewards that are

needed to be given to the employees so that the organisation goals are fulfilled. Also like other management functions, it has to ensure that these resources are available at an optimal cost. It has to look into various training and development activities to ensure this. This is a key area for Human Resource Management as it shows their contribution in terms of 5 money. The money here would be the opportunity cost incurred due to appointing of new employees instead of developing current employees for the task in hand.

FUNCTIONS
From recruiting to orienting new employees, from writing job descriptions to tracking Vacation and sick leave, and from instituting and monitoring policies to monitoring benefits, there has been a need for an HR generalist to assist senior management in both establishing a "structure" to holding down costs of administration.HRM is a function that helps managers recruit, select, train, and develop employees for an organization. 1. Human Resource Planning: is understood as the process of forecasting an organizations future demand for, and supply of, the right type of people in the right number. 2. Job Analysis: is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification. 3. Recruitment: is the process of finding and attracting capable applicants for employment.The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. 4. Selection: is the process of differentiating between applicants in order to identify (and hire) those with greater likelihood of success in a job. 5. Placement: is understood as the allocation of people to jobs. It is the assignment or reassignmentof an employee to a new or different job. 6. Training and development: It is an attempt to improve current or future employee

performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The needfor training and development is determined by employees performance deficiency, 6computed as follows: Training and development need = Standard performance Actualperformance. 7. Remuneration: is the compensation an employee receives in return for his or her contribution to the organization. 8. Motivation: is a process that starts with a psychological or physiological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. 9. Participative management: Workers participation may broadly be taken to cover all terms of association of workers and their representatives with the decision making process, ranging from exchange of information, consultations, decisions and negotiations to more institutionalized forms such as the presence of workers members on management or supervisory boards or even management by workers themselves as practiced inYugoslavia. ((ILO) 10. Communication: may be understood as the process of exchanging information, andunderstanding among people. 11. Safety and health: Safety means freedom from the occurrence or risk of injury or loss. In order to ensure the continuing good health of their employees, the HRM focuses on the need for healthy workers and health services. 12. Welfare: as defined by ILO at its Asian Regional Conference, defined labour welfare as a term which is understood to include such services, facilities, and amenities as may be established in or in the vicinity of undertakings to enable the person employed in them to perform their work in healthy, congenial surroundings and to provide them with amenities conducive to good health and high morale. 13. Transfer: involves a change in the job (accompanied by a change in the place of the job)of an employee without a change in the responsibilities or remuneration. 14. Separations: Lay-offs, resignations and dismissals separate employees from the

employers. 15. Employee Relations: is concerned with the systems, rules and procedures used by unions and employers to determine the reward for effort and other conditions of employment, to7protect the interests of the employed and their employers, and to regulate the ways in which employers treat their employees. 16. Disputes and their settlement: Industrial disputes mean any dispute or difference between employers and employers, or between employers and workmen, or between workmen and workmen, which is connected with the employment or nonemployment or terms of employment or with the conditions of labour of any person.

EMPLOYEE RELATIONS
INTRODUCTION
People in organisations interact with each other during work, formally and officially as well as socially and informally. During the course of interaction, relationships develop, whichare invisible connecting links, coloured by emotions of love, hate, repulsion, respect, fear, HUMAN RESOURCES MANAGEMENT Human Resource Management is an integral part of management. It helps the management in taking a strategic view of a very important resource i.e. Human Resource. It helps management in identifying key skill sets, knowledge, values required in the employee and the rewards that are needed to be given to the employees so that the organisation goals are fulfilled. Also like other management functions, it has to ensure that these resources are available at an optimal cost. It has to look into various training and development activities to ensure this.This is a key area for Human Resource Management as it shows their contribution in terms of 5 money. The money here would be the opportunity cost incurred due to appointing of new employees instead of developing current employees for the task in hand.

FUNCTIONS From recruiting to orienting new employees, from writing job descriptions to tracking vacation and sick leave, and from instituting and monitoring policies to monitoring benefits,there has been a need for an HR generalist to assist senior management in both establishing a "structure" to holding down costs of administration. HRM is a function that helps managers recruit, select, train, and develop employees for an organization. 1. Human Resource Planning: is understood as the process of forecasting an organizationsfuture demand for, and supply of, the right type of people in the right number. 2. Job Analysis: is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification. 3. Recruitment: is the process of finding and attracting capable applicants for employment.The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. 4. Selection: is the process of differentiating between applicants in order to identify (andhire) those with greater likelihood of success in a job. 5. Placement: is understood as the allocation of people to jobs. It is the assignment or reassignmentof an employee to a new or different job. 6. Training and development: It is an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The needfor training and development is determined by employees performance deficiency, 6computed as follows: Training and development need = Standard performance Actual performance 7. Remuneration: is the compensation an employee receives in return for his or her contribution to the organization.

8. Motivation: is a process that starts with a psychological or physiological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. 9. Participative management: Workers participation may broadly be taken to cover all terms of association of workers and their representatives with the decision making process, ranging from exchange of information, consultations, decisions and negotiationsto more institutionalized forms such as the presence of workers members on managementor supervisory boards or even management by workers themselves as practiced inYugoslavia. ((ILO) 10. Communication: may be understood as the process of exchanging information, andunderstanding among people. 11. Safety and health: Safety means freedom from the occurrence or risk of injury or loss. Inorder to ensure the continuing good health of their employees, the HRM focuses on theneed for healthy workers and health services. 12. Welfare: as defined by ILO at its Asian Regional Conference, defined labour welfare asa term which is understood to include such services, facilities, and amenities as may beestablished in or in the vicinity of undertakings to enable the person employed in them toperform their work in healthy, congenial surroundings and to provide them with amenities conducive to good health and high morale. 13. Transfer: involves a change in the job (accompanied by a change in the place of the job)of an employee without a change in the responsibilities or remuneration. 14. Separations: Lay-offs, resignations and dismissals separate employees from the employers. 15. Employee Relations: is concerned with the systems, rules and procedures used by unionsand employers to determine the reward for effort and other conditions of employment, to7protect the interests of the employed and their employers, and to regulate the ways inwhich employers treat their employees. 16. Disputes and their settlement: Industrial disputes mean any dispute or difference

between employers and employers, or between employers and workmen, or between workmen and workmen, which is connected with the employment or nonemployment or terms of employment or with the conditions of labour of any person.

EMPLOYEE RELATIONS IN NTPC

According to me, Employee Relations can be classified in 3 types, with HRM intervening.First is the downward communication flowing from employer to the employees Second is upward flowing from employees to employer and Third is horizontal communication amongst the employees. Downward communication (employer to employees) 1) Training and Induction Every new employee needs a company orientation, but most supervisors forget that employees also need to be orientated to the company's VISION in addition to learning their coworkers' names, company policies, and what not to eat in the cafeteria. The company's vision statement tells the employee where the company is going, what their role will be, and how success and achievement will be measured.Achieving great performance in the company is a journey, not a destination. For any business to succeed one must first recognize that the people are the greatest asset, and service is your most valuable product. Continuous improvement by training and developing employees is critical for business survival.Recent U.S. workforce demographics provided by the Bureau of Labor Statistics make acompelling case for businesses of all sizes to begin planning for ongoing training of employees. Experts project that 60% of new jobs in the early 21st century will require skills possessed by only 20% of todays workforce. Technology is raising the skill level requirements for the best and fastest growing jobs, but schools and adult learning programs are not keeping pace.The likely result is that demand for highly skilled workers will outstrip the supply of qualified workers in the coming years. These statistics would seem to move training and employee development to the list of services in high demand. 2) Benefits Benefits often have a higher impact on employee recruitment and retention than compensation. Employees who know their needs are met are also more likely to contribute to apositivemorale.Besides the customary Allowance like

 For Workers

12Attendance bonus, Over Time Allowance which is double the Basic, House Rent Allowance,Education Allowance, Conveyance Allowance which is fixed as per 6 scales of the workers, and Leave Travel Allowance amongst others.

For Staff

(Basic)TA/DA, Attendance Bonus, Production Incentive, Over Time Allowance which is equal to one and half times, House Rent Allowance, Education, Leave Travel Allowance, and Annual Bonus amongst others.( Sodexho Meal Vouchers, medical reimbursement )Companies also provide Monetary Benefits, ( Insurance) and Medical Facilities to the workforce. 3 ) Safety Health and safety risks may arise from physically dangerous work, such as work with hazardous machinery or relate to less immediately visible factors such as exposure to pollution.Accidents and ill health may ruin or seriously impair the lives of employees and their dependents. An employer must encompass necessary safety measures for the trust from the employee. 4) Career Development and job opportunities Career Paths are constructed in order to determine the optimum movement and utilization of people in the organisation. Therefore, due care should be given to various elements of the position including job analysis and the competency requirements at each stage. 5) Stress management and Recreation facilities Working Hours and Holidays need to reflect an adequate balance of the quality of work life of all employees. It is recognized that for certain categories of employees business relatedwork may transcend the routine office timings; whilst for other categories business may be13purely confined to the work hours and timings. The quotation all work and no play can makejack a dull boy is apt for the company to understand the importance of recreation facilities. 6) Collective problem solving It is the duty of the HR to find ways of resolving issues between employees on one hand and employees and Management on the other. As long as there are human beings at the workplace there would always be need for arbitration amongst them. It is at this time that HR should use the "grape vine channel" to its advantage and call officers to a round table for reconciliation and if it is between workers and Management shouldways of brokering peace. Although the trade unions are

expected to only deal with mattersconcerning workers, it can be argued that everything that happens within a company, includingproduct development and business strategies, affect workers one way or other and trade unionshave gradually sought to extend their areas of concerns. The managements attempts to contestsuch expansions on the ground of management prerogative have by and large not succeeded.These activities involve a number of skills crucial to human resource managers. HRspecialists are also involved in issues which are considerably legislated and touch on home lifeand health as well as more familiar workplace topics such as discipline and conflict. 7) Involvement and Engagement Participation of employees has been a subject of discussion since the 1930s when Elton Mayos experiments led to the development of the human relations school. Participation can be14and has been provided in the structure of the organisations. Participative management involves associating employees at every level in the decision making process. Participation may be at the board level, collective bargaining, job enlargement, job enrichment, suggestion schemes, quality circles, and empowered teams. Participative management is also called Employee involvement.The Industrial Disputes Act provided for participation in the management of the shop floor. Representatives of the workers would be appointed to various committees to decide uponmatters affecting the worker at the shop floor.The rationale behind the concept of involving workers in bodies that decide on matters concerning them is that the principle of democracyThe lesson is that the advantages from the practice of participation cannot be derived from creating appropriate structures alone. The nature of the processes within the structures, are important.At the basic level, calling for suggestions is participation. In terms of Hertzbergs motivation-hygiene theory, participation in decision making is a powerful motivator, because in that process, there is recognition and achievement, a sense of being wanted, of being important.Employees may also reduce turnover and absences when they begin to feel that working conditions are satisfactory and that they are becoming more successful in their jobs. The identify themselves with the work and this leads to an improved performance. 3.1.8 Rewards and Recognition The purpose of an employee recognition and reward program is to express the employers appreciation for a job well done. Employee recognition and rewards can take many forms, from a simple thank you note to cash to an extravagant awards ceremony, just to name a few.Generally, recognition and rewards can be distinguished in two categories. At all these companies, recognition is distinguished as a pat on the back or a word of

praise, growth prospects and competent supervision amongst others.Alternativemonetary15rewards include incentives, bonuses, and commissions. In addition, employees put a great value on benefits such as life insurance, disability insurance, health and/or retirement benefits, and perks.Top performing companies have begun documenting "best practices" which show a direct relationship between employee morale and productivity, profitability, turnover andretention, thus measuring the value of human resources.

2. Upward relation (employee to employer)

1) Feedback It is the job of the supervisor to guide the employee into understanding which of their ideas for change will be helpful in meeting the company's goals. A good supervisor also guides each of their employees differently because similar to Pokmon, each employee offers unique talents and will evolve into different forms of advanced employees 2 PERFORMANCE APPRAISAL Most managers say they want to pay for performance, but few sit down and conduct a performance review with an employee. Raises, Career paths, training plans, and departmental productivity are impacted by an employees performance.In addition, a well-designed, effectively implemented appraisal system can provide solid documentation of performance accomplishments or problems that the supervisor can use to justify or defend a wide range of personnel actions or decisions.

3 Horizontal Relation (amongst Employees)

1) Annual events and magazines 16Annual events are a way of getting to know the employee on a personal level. It is also a teambuilding exercise and is common in all companies In house magazines too are common. They tell the employee about the company and employee participation is encouraged by articles. 2 )Welfare activities The objective of providing welfare facilities is to ensure that employee attention is not diverted from work to maintenance activities. It also aims to provide a caring environment that enhances the satisfaction of the employee with working conditions 4 ADVANTAGES OF MAINTAINING GOOD EMPLOYEE RELATIONS.

The Gallup Organization published research proved that a more engaged employee is also a more productive employee. The research also proved, that a more engaged employee is also amore profitable employee, a more customer-focused employee, a safer employee, and an17employee who is more likely to withstand temptations to jump ship and in turn it is also true that he longer employees stay with an organization, the less engaged they become.

Following are the advantages of maintaining good relations with the employees.
1. Reduced Absenteeism One reason, outside of illness, that employees are absent is stress, and the number one reason employees are stressed has to do with their relationship with their manager/supervisor.Management styles that are too authoritarian tend to promote high levels of absenteeism among employees also increase turnover, job burnout, and employee health problems such as backaches and headaches. Employees may also reduce turnover and absences when they begin to feel that working conditions are satisfactory and that they are becoming more successful in their jobs Absenteeism rate at GPI is around 1314 % on an average but a little high during summer holidays. ( Does it include approved leaves?..why elaborate/justify..)Absenteeism at TAJ is under control as per the norms.The absenteeism rate at PARLE is 8 % and increases by 3 % reaching to 11 % during the summer holidays.In addition, these programs help reduce turnover thereby reducing your training,recruiting, and administrative human resource expenses. 2. Improved Morale & Motivation. The secret of creating a motivating employee review lies in the relationship between accuracy and money( not a correct expression...expectations of the employee & the C&B) The right combination provides with a highly motivated employee. Maintaining good Employee Relations creates an environment of trust and increases morale. This improves the motivation of the employee. A motivated employee is contagious and is beneficial for the growth of thecompany18. 3. Harmony in the organisation Increase in the level of job satisfaction has a direct relation with the smooth workflow. There will be lesser arguments and more discussions. Employees will be ready to share

information and help each other out.A good relation with the employee also inculcates discipline. Thus harmony is maintained. 4. Lesser attrition - reduced cost on training, less cost of retention A reduced attrition rate will reduce the cost of training and induction. No new employees will need to start afresh. The company can save on getting to know new employees. GPI spends around Rs.5 Lakhs (isnt it less?..) on training every year with the attrition rate being less than 2 %.For TAJ, There is a bloodbath in Mumbai today, with seven hotels cheek-by-jowl near the airport. Retention of talent is the chief challenge. Staff is routinely poached by not just industry competitors but also banks, call centers and others. On the upside, they are the biggest and the most profitable chain and apparently enjoy an attrition rate which is lowest in the industry. They are most in the news, too. They must be doing something right( What are the doing?..)At PARLE, it seems the employees are not interested in leaving at all. The attrition rate is a minimal at 2-3% for staff, and between 1-2% for its workers.( Please re-check the figures!! Itcantbe!! Last one year it should be around 15%..which Parle location is this?..) 5. Attract good talent Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. A good company with good Employee Relations will be talked about. There is a brand image created in the mind of the employees which attracts them to the company like a drop of honey. Like for example there is companies like TATA, HLL, Birlas, or Infosys where people Would be glad to work. TAJ wants to create an image where, if 10 employees are interviewed19and 1 gets selected, then the rest should feel sorry, not for being unemployed (selected) but for losing getting an wonderful opportunity to work for an interview with for TAJ Knowledge about satisfying work places with comfortable working conditions and friendly work culture and transparency in the organisation are always passed through the grapevine and thus attract employees. Later its the job of the recruitment cell to hire employees as per the requirements. 6. Responsible for increase in productivity. As the saying goes, a happy worker is a productive worker. Thus a satisfied worker will take lesser breaks, spend lesser time in the canteen gossiping and more time working for the company. There will be Greater commitment which means quality output.

There will be loyalty and less wastage of company resources. The employee will seek for opportunities for intensifying the business and look out for new chances of expanding the company. They identify themselves with the work and this leads to an improved performance.Finally, the act of participation in itself establishes better communication, as people mutually discuss work problems. 7. Open to organizational / hierarchical changes (flexibility) The workers self-esteem, job satisfaction, and cooperative with the management is improved. The results often are reduced conflict and stress, more commitment to goals, and better acceptance of a change.

QUESTIONNAIRE

Dear respondent, I Priti would be grateful to you if you could spare few minutes to participate. And thanks for your cooperation.

The following questionnaire has been designed to study employee relation climate at your unit. Please give your free and candid opinion. Your responses shell be treated with almost confidentiality .Please rate the following statement on 1-5 scale,1 being strongly disagree, by putting a tick mark () in the appropriate cell.

GREDE:

DEPARTMENT:

STATEMENT

STRONGLY DISAGREE

DISAGREE

NEITHER AGREE NOR DISAGREE

AGREE

STRONGLY AGREE

1. Senior management conducts 1 open town hall meetings from time to time. 2. Senior management regularly interacts with employees at informal functions and get together. 1

3. Managers clearly 1 communicates what is expected of subordinates. 4. Management shares information on company goals and accomplishment with employees. 5. Seniors management visits the shop floor to interact with employees. 6. Senior management believes in open door policy. 1

2 2

3 3

4 4

5 5

7. Management is open towards 1 receiving feedback and suggestion to employees. 8. Employees feel free to discuss their professional concerns with their managers. 1

9. Employees feel free to 1 discuss their personal problems with their managers that may affect their work. 10. Managments seeks employee feedback from time to time. 11.There is open two way interaction between 1

SUBJECTIVE QESTIONS:1.

How employees relation s can be improved? Give your suggestions ........................................................................................................................... ................................................................

2 .According to you, what is main obstacle which hinders the employees

relations in your organization?................................................................... ..

THANK YOU.

TOPIC- EMPLOYEE RELATION

PROBLEM:-Conflict between employees and management.

OBJECTIVE
1) 2)

T0 know about the relation of employees and management. To know how the management balance the relationship of employees and management.

NEED OF THE STUDY:-

To overcome from the problem of conflicts of employees and management for policies and etc. of NTPC.I have decide to do research on employee relation.

RESEARCH METHODOLOGY
Methodology is defined as 1. "the analysis of the principles of methods, rules, and postulates employed by a discipline"; 2. "the systematic study of methods that are, can be, or have been applied within a discipline"; or 3. "A particular procedure or set of procedures." This section describes the design of the research methodology and aims to improve assurance that appropriate procedures were followed. This research seeks to examine the employee relation climate in NTPC.

Research Design Descriptive Research: ooks to iDescriptive research is to describe things such as market potential,

demographics and attitude of consumers etc. Descriptive research we analyzed on qualitative parameters we take the personal interview of the respondent this research is undertaken to collect the primary information. The research design of the term paper is a type of descriptive research particularly cross-sectional design has been used here. It involves the collection of information from any given sample of population

elements only once. This is because the research ldentify the factors underlying consumers perception about the employee relation in NTPC.

Sources and Tools of Data Collection

Primary Data: Primary data consists of the information which is freshly collected for the specific purpose at hand. Newly / Freshly gathered information is known as primary data. For our project sources for primary data are personal interview with luxury hotel customers For getting the primary data we have visited the all areas of NTPC. The data is gathered through a survey based research approach with the help of a questionnaire. And its and easy source for an researcher by economical bases and for the respondent in filling it up .

TARGET POPULATION
Target population refers to the group of individual which researchers are interested in generalizing the conclusions. The target population usually has

varying characteristics and it is also known as the theoretical population. In this study the target populations are the employee of NTPC.

SAMPLE SIZE
Sampling size refers to the number of items to be selected from the population to constitute a sample. This is the biggest problem for the researcher. The size of the sample should neither be large nor too small; it should be optimum to gather the accurate results. In our research the sample size of the respondents is 150.

SAMPLING TECHNIQUE
Sampling procedure means how the respondent should be chosen. There are two types of sampling procedure.

Probability Non probability.

On the Probability - bases sample, where each element of population has

given equal chance of getting selected. In our report we have done survey according to the probability methods

On the Non-Probability - bases sample, where each element of population has not given equal chance of getting selected. In our report we are not going to survey according to the non-probability methods.

REVI

Cougneshan Suresh, donovane attempts to address this need by practices through a survey of la characterised in terms of Simon objective is to in favour of emp agree that board size and comp representatives on the board Sm objective is toimprovements in although these were non-signif area with plants and increased s Gulsen(2011)I find from this th the most effecting factor of cus

SPSS FACTOR ANALYSIS

The techniques of factor analysis provide a fascinating way of reducing the number of variables in a research problem to a smaller and more by combining related ones into factor. Communality can be defined as the proportion of variance in any one of the original variables, which is captured by the extracted factors.

KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. .888 2.139E3 325 .000

INTERPRETATION:The result of KMO show that our data is valid for the application of factor analysis as we see that the result of kaizen Mayer olkein is . 888 which is under the standard limit i.e.- between .5 to 1 so we can say that our data is reliable and suitable for factor analysis.

Total Variance Explained

Initial Eigenvalues Compon ent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Total 9.781 2.335 1.825 1.221 1.127 .988 .889 .829 .778 .681 .629 .576 .545 .457 .428 .381 .377 .335 .308 .300 .261 .253 .211 .185 .168 .134 % of Variance 37.619 8.981 7.018 4.696 4.335 3.801 3.418 3.190 2.993 2.619 2.420 2.215 2.094 1.757 1.645 1.466 1.448 1.287 1.183 1.152 1.004 .975 .812 .711 .646 .515 Cumulative % 37.619 46.600 53.618 58.314 62.650 66.451 69.869 73.058 76.052 78.671 81.090 83.305 85.399 87.156 88.802 90.267 91.716 93.003 94.186 95.339 96.342 97.317 98.128 98.839 99.485 100.000 Total 9.781 2.335 1.825 1.221 1.127 Extraction Sums of Squared Loadings % of Variance 37.619 8.981 7.018 4.696 4.335 Cumulative % 37.619 46.600 53.618 58.314 62.650 Total 5.034 3.925 3.252 2.822 1.257 Rotation Sums of Squared Loadings % of Variance 19.360 15.094 12.508 10.853 4.834 Cumulative % 19.360 34.454 46.963 57.816 62.650

Extraction Method: Principal Component Analysis.

INTERPERTATION:The output is to look at the factors extracted, their Eigen values and the cumulative percentage of variance. We see the cumulative percentage in the above table that the six factors extracted together account for 62.65% of the total variance. While we lost only 38.4% of the information content (62.6% is retained by the 6factors extracted out of 20 original variables).

Rotated Component Matrix

Component 1 senior managemnt conducts open hall meetings from time to time senior managment regularly intracts with employees at informal function and get togethaer managers clearly communicate what is expected of subordinate managment shares information on company goals and accomplishment with employees senior managment visists the shop flor to intract with employees senior management beliefs in open door policy managment is open towards recieving feedback and suggestion to employees employees feel free to discuss their professtional concerens with their managers employees feels free to discuss their personal problems with their managers that may affect their work managment seekds employees feedback from .138 .598 .365 .212 .073 .244 .121 .619 .197 -.292 .220 .097 .726 .379 -.073 .328 .241 .591 .222 .098 .043 .300 .778 -.035 .163 .075 .026 .582 .161 .393 .156 .102 .333 .636 -.281 .298 .136 .475 .531 -.097 .068 .346 .244 .606 .218 .034 .246 .175 .701 .234 2 3 4 5

Rotated Component Matrix

Component 1 senior managemnt conducts open hall meetings from time to time senior managment regularly intracts with employees at informal function and get togethaer managers clearly communicate what is expected of subordinate managment shares information on company goals and accomplishment with employees senior managment visists the shop flor to intract with employees senior management beliefs in open door policy managment is open towards recieving feedback and suggestion to employees employees feel free to discuss their professtional concerens with their managers employees feels free to discuss their personal problems with their managers that may affect their work managment seekds employees feedback from .138 .598 .365 .212 .073 .244 .121 .619 .197 -.292 .220 .097 .726 .379 -.073 .328 .241 .591 .222 .098 .043 .300 .778 -.035 .163 .075 .026 .582 .161 .393 .156 .102 .333 .636 -.281 .298 .136 .475 .531 -.097 .068 .346 .244 .606 .218 .034 .246 .175 .701 .234 2 3 4 5

INTERPERTATION:For reducing the errors we see the rotated matrix which gives the accurate answers. now we interpreting what these factors represent. Factor 1 is the combination the 0.775(0 balance opening account), 0.755. So we can give the name of this factor is COMPLIANCES FOR EMPLOYEE
WELFARE.

The second factor represents 0. 790 and 0.781 this variables shows SO we give the name of this factor is EMPLOYEE INVOLVEMENT. The third factor shows the variable 0.778and 0.726,so we give the name of this factor is FREENESS. The fourth factor shows the value 0.701 it show the CONDUCTION OPENNESS. Fifth factor show the value 0.798 so we give the name of this factor is JOINT MANAGMENT. So at last I can say those factors effect on the EMPLOYEE RELATION. Those factors mainly affect the RELATION OF EMPLOYEES AND MANAGMENT.

STANDARD DEVIATION
Q.1 N MISSING 150 0 Q.2 150 0 Q.3 150 0 Q.4 150 0 Q.5 150 0 Q.6 150 0 Q.7 150 0 Q.8 150 0 Q.9 150 0 Q.10 Q.11 Q.12 150 0 150 0 .910 150 0 .982

ST.DEVIATION 1.03 5

.975 .895 .869 1.07 4

.990 .984 .932 .991 .988

Q.13 Q.14 Q.15 Q.16 N MISSING ST DEVIATION 150 0 .946 150 0 .908 150 0 .857 150 0 1.02 3

Q.17 Q.18 Q.19 Q.20 Q.21 150 0 .861 150 0 .832 150 0 .900 150 0 .919 150 0 1.04 3

Q.22 Q.23 Q.24 Q.25 150 0 .986 150 0 .957 150 0 150 0

Q.26 150 0 .849

Q.24 1.00 0

senior management regularly interacts with employees at informal function and get together Cumulative Frequency Valid 1 2 3 4 5 Total 7 18 31 81 13 150 Percent 4.7 12.0 20.7 54.0 8.7 100.0 Valid Percent 4.7 12.0 20.7 54.0 8.7 100.0 Percent 4.7 16.7 37.3 91.3 100.0

managers clearly communicate what is expected of subordinate Cumulative Frequency Valid 1 2 3 4 5 Total 4 16 46 71 13 150 Percent 2.7 10.7 30.7 47.3 8.7 100.0 Valid Percent 2.7 10.7 30.7 47.3 8.7 100.0 Percent 2.7 13.3 44.0 91.3 100.0

management shares information on company goals and accomplishment with employees Cumulative Frequency Valid 1 2 3 4 5 Total 2 13 37 77 21 150 Percent 1.3 8.7 24.7 51.3 14.0 100.0 Valid Percent 1.3 8.7 24.7 51.3 14.0 100.0 Percent 1.3 10.0 34.7 86.0 100.0

senior management beliefs in open door policy Cumulative Frequency Valid 1 2 6 49 Percent 4.0 32.7 Valid Percent 4.0 32.7 Percent 4.0 36.7

3 43 28.7 28.7 65.3 senior management visits the shop floor to interact with employees 4 45 30.0 30.0 95.3 Frequency Percent Valid Percent Cumulative 5 7 4.7 4.7 100.0 Percent Valid Total 1 2 3 4 5 Total 150 10 31 37 60 12 150 100.0 6.7 20.7 24.7 40.0 8.0 100.0 100.0 6.7 20.7 24.7 40.0 8.0 100.0 6.7 27.3 52.0 92.0 100.0

management is open towards receiving feedback and suggestion to employees Cumulative Frequency Valid 1 2 3 4 5 Total 10 21 52 59 8 150 Percent 6.7 14.0 34.7 39.3 5.3 100.0 Valid Percent 6.7 14.0 34.7 39.3 5.3 100.0 Percent 6.7 20.7 55.3 94.7 100.0

senior management conducts open hall meetings from time to time Cumulative Frequency Valid 1 2 3 4 5 Total 9 35 25 76 5 150 Percent 6.0 23.3 16.7 50.7 3.3 100.0 Valid Percent 6.0 23.3 16.7 50.7 3.3 100.0 Percent 6.0 29.3 46.0 96.7 100.0

employees feel free to discuss their professional concerns with their managers Cumulative Frequency Valid 1 2 3 4 5 Total 5 17 44 70 14 150 Percent 3.3 11.3 29.3 46.7 9.3 100.0 Valid Percent 3.3 11.3 29.3 46.7 9.3 100.0 Percent 3.3 14.7 44.0 90.7 100.0

employees feels free to discuss their personal problems with their managers that may affect their work Cumulative Frequency Valid 1 2 3 4 5 Total 6 26 39 67 12 150 Percent 4.0 17.3 26.0 44.7 8.0 100.0 Valid Percent 4.0 17.3 26.0 44.7 8.0 100.0 Percent 4.0 21.3 47.3 92.0 100.0

management seeks employees feedback from time to time Cumulative Frequency Valid 1 2 3 4 5 Total 7 26 36 72 9 150 Percent 4.7 17.3 24.0 48.0 6.0 100.0 Valid Percent 4.7 17.3 24.0 48.0 6.0 100.0 Percent 4.7 22.0 46.0 94.0 100.0

their is open to way interaction between managment and employees at open house and meetings Cumulative Frequency Valid 1 2 3 4 5 Total 5 31 48 62 4 150 Percent 3.3 20.7 32.0 41.3 2.7 100.0 Valid Percent 3.3 20.7 32.0 41.3 2.7 100.0 Percent 3.3 24.0 56.0 97.3 100.0

employees feedback acted upon in this organiztion Cumulative Frequency Valid 1 2 3 4 5 Total 14 29 60 43 4 150 Percent 9.3 19.3 40.0 28.7 2.7 100.0 Valid Percent 9.3 19.3 40.0 28.7 2.7 100.0 Percent 9.3 28.7 68.7 97.3 100.0

management believes in consulting employees before taking decision that may impact them in some way Cumulative Frequency Valid 1 2 3 4 5 Total 11 36 58 42 3 150 Percent 7.3 24.0 38.7 28.0 2.0 100.0 Valid Percent 7.3 24.0 38.7 28.0 2.0 100.0 Percent 7.3 31.3 70.0 98.0 100.0

management believes participate management is in investment of the organization Cumulative Frequency Valid 1 2 3 4 5 Total 8 22 62 53 5 150 Percent 5.3 14.7 41.3 35.3 3.3 100.0 Valid Percent 5.3 14.7 41.3 35.3 3.3 100.0 Percent 5.3 20.0 61.3 96.7 100.0

in past joint management committees have been successful in resolving issues of vital concerns Cumulative Frequency Valid 1 2 3 4 5 Total 3 34 64 46 3 150 Percent 2.0 22.7 42.7 30.7 2.0 100.0 Valid Percent 2.0 22.7 42.7 30.7 2.0 100.0 Percent 2.0 24.7 67.3 98.0 100.0

management is continuously working towards walfare of employees Cumulative Frequency Valid 1 2 3 4 5 Total 7 18 55 62 8 150 Percent 4.7 12.0 36.7 41.3 5.3 100.0 Valid Percent 4.7 12.0 36.7 41.3 5.3 100.0 Percent 4.7 16.7 53.3 94.7 100.0

ntpc is ready for to dedicate resources tiwards employee walfare Cumulative Frequency Valid 1 2 3 4 5 Total 8 22 38 65 17 150 Percent 5.3 14.7 25.3 43.3 11.3 100.0 Valid Percent 5.3 14.7 25.3 43.3 11.3 100.0 Percent 5.3 20.0 45.3 88.7 100.0

i believe employee walfare in ntpc is alot better compare to other companies Cumulative Frequency Valid 1 2 3 4 5 Total 5 16 42 64 23 150 Percent 3.3 10.7 28.0 42.7 15.3 100.0 Valid Percent 3.3 10.7 28.0 42.7 15.3 100.0 Percent 3.3 14.0 42.0 84.7 100.0

employee walfare in ntpc has in line with changing times Cumulative Frequency Valid 1 2 3 4 5 Total 3 27 39 67 14 150 Percent 2.0 18.0 26.0 44.7 9.3 100.0 Valid Percent 2.0 18.0 26.0 44.7 9.3 100.0 Percent 2.0 20.0 46.0 90.7 100.0

company policies are directed towards improving employee work life balance Cumulative Frequency Valid 1 2 3 4 5 Total 7 26 40 70 7 150 Percent 4.7 17.3 26.7 46.7 4.7 100.0 Valid Percent 4.7 17.3 26.7 46.7 4.7 100.0 Percent 4.7 22.0 48.7 95.3 100.0

employee family is well cared for in ntpc Cumulative Frequency Valid 1 2 3 4 5 Total 6 23 34 72 15 150 Percent 4.0 15.3 22.7 48.0 10.0 100.0 Valid Percent 4.0 15.3 22.7 48.0 10.0 100.0 Percent 4.0 19.3 42.0 90.0 100.0

ntpc is going beyond just meeting statutory compliances for employee walfare. Cumulative Frequency Valid 1 2 3 4 5 Total 3 22 59 59 7 150 Percent 2.0 14.7 39.3 39.3 4.7 100.0 Valid Percent 2.0 14.7 39.3 39.3 4.7 100.0 Percent 2.0 16.7 56.0 95.3 100.0

GRAPHS OF FACTORS

Conclusion

Employee Relations is necessary in an organization as salt to food. As one cant imagine eating food without salt, a company cannot run without maintaining Employee Relations. I noticed that internal recruitment plays a very important role in employee relations. Internal recruitment is when the company recruits someone from within the organization to fill the vacancies, as opposed to external recruiting i.e. recruiting from the open market. Internal recruitment helps with the industrial relations since external recruitment can be seen as depriving the workforce of opportunity. NTPC is strong follower of Natural succession. It strongly believes in internal recruitment. If the company is looking at improving Employee Relations, then internal resources should be the first considerations when planning for recruitment. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill.

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