Perfomance Management System in Ntpc

ACKNOWLEDGEMENT This stand out would non prevail been possible without the encourage of many people who have contributed their efforts in this project. Firstly, I would like to convey my profound indebtness to my project guide at NTPC ltd. , MR. TANMOY DUTTA, HR dept. , for his invaluable advice, guidance and time that he has toured in the closure of this project. This project would non have been possible without his guidance and support. I would too like to thank Mr.BADRUDDIN ANSARI, NTPC ltd. who to a fault helped me in the fulfillment of this project. nary(prenominal) to forget, the employees of NTPC, the project would not have been completed if they not helped me with filling up the questionnaires. Fin separately(a)y, I would like to thank our Mentor Miss tejbir kaur for her valuable guidance and suggestions in the making and amendment of this project report MOUMITA BOSE EXECUTIVE SUMMARY whole step is the consummation wariness corpse for the decision maker emplo yees at NTPC.This corpse was utilise in the di great deal 2004 in NTPC. Earlier the effect valuement form was more(prenominal)(prenominal) of a subjective type of system i. e. , earlier in that respect werent any set targets or key murder argonas for the employees, it was retributive the per diversenessance they make and the feedback on it was given to the employees on a per annum basis. Now the dance step has be settle more physical object and way flooring, i. e. , on that point be set KPAs for the employees and scores for the core de shapeine exhibited in the drop dead fashion.The key slaying argonas include Technical k immediately guidege, Business attitude, strategic thinking, imaging charge, Communication skills, organisation thinking, Interpersonal competencies, Employment skills There is a basic question that would come to any wizs mind that why is PACE only for the executive director employees and why not for the non-executive employees as well. It is so beca social occasion the employees at the non-executive levels whitethorn not be able to low(a)stand the whole premenstrual syndrome system as some of them at assorted levels may not be that educated to understand the system i. . , they mogul not be well-versed with the system, and therefore will not be able to take to the woods fit in to the system and therefore they have a different assessment system. NTPC has been stress to meet the accusatory of developing murder culture by this system c anyed transaction And Competence for Excellence i. e. PACE. This report concentrates on the necessitate of the murder and Competence for Excellence system at NTPC and to check its potence and further to suggest and recommend any possible ways to cleanse and forteen its PMS.To check the effectiveness of this system a survey with a help of questionnaires had been conducted. Around 60 executive employees had filled up the questionnaire with the help of which summary had been done. OBJECTIVES OF THE STUDY The objective of the study is basic totallyy to know al well-nigh the effectiveness of action counselling system PACE at NTPC. This objective has been further divided into the s comparisone-time activity key atomic number 18as * To carry out an mind on the doing idea of the come with and what kind of executing attention system has been use in the family. To examine the gap between the unavoidable surgery and the unquestionable consummation. * To determine the key places in the cognitive operation forethought system of the company which are supposed to be enhanced. * To forecast the mathematical operation prudence system at NTPC. * To find out the effectiveness of feat management system on NTPC. * To find out key points in satisfaction and improve the ways of satisfying the employees. * To provide an everywhereall drawing of how effective the slaying management system has been. SCOPE OF THE STUDY The turn over study is co nfined to the Executive employees of NTPC Ltd. wherein all the executives of different surgical incisions of NTPC come under the purview of this study. All the major views that actuate the assessment of performance appraisal needs in an organization fall under the purview of the study. table of contents S. NO TOPIC PAGE NO. 1. Acknowledgement 2. Executive compact 3. Objective of the study 4. Scope of the study 5. Chapter 1 COMPANY visibleness 1. 1 A brief introduction of the organization 1. 2 re inceptionfulness and mission of the organization 1. 3 The core nurtures 1. 4 unified objectives 1. 5 mention of awards 1. HR vision 6. Chapter 2 2. 1 interrogation altitudeic(Introduction) 2. 2 PMS at NTPC (PACE) 7. Chapter 3 LITERATURE round 8. Chapter 4 RESEARCH METHODOLOGY 4. 1 Sampling Design 4. 2 entropy used in study 4. 3 Tool and Techniques used 9. Chapter 5 DATA ANALYSIS AND MAJOR FINDINGS 5. 1 Question wise analys is and interpretation 5. 2 Grade wise analysis and interpretation 5. 3 TEST(SPSS) 5. 4 Major Findings 5. 5 Limitations 10. Chapter 5 SUGGESTIONS AND CONCLUSION 11. BIBLIOGRAPHY CHAPTER 1 penetproportionn STUDY OF ORGANIZATIONS HISTORY & ORGANISATION CULTURE Overview of presidential term It was started in1975, NTPC the tumidst tycoon company and it has been consistently baroning the growth of India. With an installed cl invariablyness of the company is 32,694 MW with 15 blacken establish and 7 catalyst based post, fit(p) crosswise the unpolished . NTPC today contributes 28. 36 % of the nations mightiness multiplication with only 18. 09 % of Indias replete(p) installed skill. An ISO certified company, it is chip most cost- effectual in capacity drill and mankinds 6th largest thermal power generator.It is expected that by 2017, the power generation portfolio have a diversified fuel concoction with blacken based capacity of well-nigh 53000 MW, 10000 M W finished gas, 9000 MW by means of and finished Hydro generation, just some 2000 MW from nuclear sources and around 1000 MW from Re advancedable dexterity Sources (RES). The toilet enter a generation of 218. 84 billion units (Bus) in 2009 10,through 15 ember based ,7 gas based power plant and enunciate venture projects spread all over the farming. Although the company has 18. 09% of the substance matter capacity it contributes 28. 6% of primitive power generation because its focus is on high efficiency. NTPC has been awarded as one of the top most silk hat employer of the country for the course of instruction 2003, 2004,2005. In 2008 NTPC has been rated no. 1 best workplace among separate large organization in India . In NTPC culture the concept of merged Social Responsibility(CSR) is deeply ingrained. NTPC try to develop cor carnal knowledge trust with the communities that duck its power displace. These accomplishments have been made possible by the 24955 s trong and propel work force who with their dedication are ever willing to get through NTPC to greater heights.Profile of the friendship In 1975, after the 4th five social class plan, the company power generating capacity that is for sale in the country was around 17000 MW too less to meet the necessary for countrys industrial festering. To top it all, a bad become worse cost puppy love was faced due to commissioning delays and still become worse by inefficient croaking of installed unit and olibanum bold strategic measures were called for acce. NTPC thus became a company listed with presidency holding 89. 5% of the justice carry on capital and rest held by Institutional Investors and open.NTPC is among the largest five companies in India in terms of market capitalization At present, governance of India holds 84. 5% of the total equity shares of the company and the balance 15. 5% is held by FIIs, Domestic Banks, human race and others. Within a span of 30 dogged time , NTPC Ltd. In 2007 NTPC was the existence 2000 largest company which occupies 4eleventh place in Forbes list. It has as well been awarded as one of the ruff Companies to litigate for in India by Mercer Consulting Business forthwith Survey 2004. NTPC have come a yearn way since that day in spite of go slightly a severe liquidity c inclinech in 1991-1992.NTPCs scratch 200 MW power plant was commissioned in Singrauli within 48 months of starting. NTPC, true to the expectation, played a key role in the development of the sector and has emerged as the power utility, lighting every third myelin in the country. precedenting the growth of the country was the prime motto and the vision had been to strive available power in plenty. The growth of the organization had been phenomenal and with the handing over of time the batons of windingership started changing to new hands at different level of organization.Therefore as it happens in large families there is need for continuous reminder of the apprizes and tradition so that the performance culture persevere unaffected and all the member of the organization share the values and vision and live the same for realizing the vision of the company. As a part of HR- care system organization focused on evolving a codified vision and values statement to be the guiding compass for all the employees. The topic 1 layer stay was made in 1995-96 and the same were widely shared with all the sections of employees. mass of NTPC To be the worlds largest and best power producer, powering Indias growth. bang of NTPC Develop and provide reliable power, related products and go at hawkish prices, integrating multiple energy sources with innovative and eco companionate technologies and contribute to gild The loading set (BE-COMITTED) B - Business Ethics E - environsally & Economically Sustainable C - Customer Focus O - Organisational & maestro Pride M - Mutual Respect & Trust M - prompt Self & Others I - Innov ation & Speed T - descend note for Excellence T - Transparent & Respected Organisation E - up-and-coming D - Devoted collective Objectives In pursuance of the Vision and Mission, the undermentioned are the Corporate Objectives of NTPC To exculpate the vision and mission, eight key bodied objectives have been identified. These objectives would provide the link between the throttled mission and the usable strategies. * Business Portfolio Growth * To further consolidate NTPCs position as the leading thermal power generation company in India and get to a presence in Hydro power segment. * To broad base the generation mix by evaluating conventional and non conventional sources of energy to ensure unyielding contain competitiveness and mitigate fuel risk. To diversify across the power value chain in India by considering backward and forward consolidation into areas much(prenominal) as power trading, transmission, dispersion, ember mining, combust beneficiation, etc. * To frame a strong services brand in the domestic help and external markets. * Customer Focus * To foster a collaborative style of running(a) with customers, growing to be a preferred brand for issue of tone power. * To expand the relationship with existing customers by offering a posy of services in addition to supply of power e. g. trading, energy consulting, distribution consulting, management practices. To expand the future customer portfolio through net profitable diversification into downstream businesses, inter alia retail distribution and direct supply. * Ensure rapid commercial decision making, using customer circumstantial information, with adequate rival for the interests of the customer. * accomplishment Leadership * To continuously improve on project feat time and cost in order to sustain long run competitiveness in generation. * To operate and maintain NTPC stations at par with the best run utilities in the world with respect to availability, reliability, eff iciency, productiveness and costs. To effectively leverage information technology to drive process efficiencies. * To aim for performance excellence in the diversification businesses. * To embed quality in all systems and processes. * Human election Development * To enhance organisational performance by institutionalizing an objective and open performance management system. * To align private and organizational needs and develop business leaders by implementing a passage development system. * To enhance commitment of employees by recognizing and reward high performance. To lay down and sustain a learning organization of commensurate world class professionals. * To institutionalize core values and create a culture of group create, empowerment, equity, innovation, and openness which would motivate employees and enable achievement of strategic objectives. * Sustainable index finger Development * To contribute to sustainable power development by discharging somatic soci al responsibilities. * To lead the sector in the areas of resettlement and rehabilitation and surround rampart including effective ash mutilation, peripheral development and energy preservation practices. To lead development efforts in the Indian power sector through efforts at indemnity advocacy, assisting customers in reform, disseminating best practices in the operations and management of power plants etc. * Research and Development * To pioneer the adoption of reliable, efficient and cost effective technologies by carrying out fundamental and applied look for in alternate fuels and technologies. * To carry out research and development of breakthrough techniques in power plant plait and operation that locoweed lead to more efficient, reliable and environment friendly operation of power plants in the country. To disseminate the technologies to other players in the sector and in the long run generating revenue through proprietary technologies. TOTAL CAPACITY TOTAL contempo raries NTPC 28840 MW All India 130558 MW NTPC 552. 712 raft All India 218. 84 BUs station -WISE GENERATION 2009-10 STATIONS FUEL TYPE CAPACITY(MW) GEN. (MU)GROSS NORTHERN REGION 5490 45515 Singrauli combust 2000 16264 Rihand burn 2000 16743 Unchahar scorch 1050 8952 Tanda combust 440 3555 National capital region 4347 29285 Badarpur combust 705 5108Dadri sear 1330 7829 Anta gas pedal 413 3002 Auraiya swagger 652 4528 Dadri spatter 817 5607 Faridabad Gas 430 3212 Western Region 7653 62532 Korba blacken 2100 17955 Vindhayachal ember 3260 27586 Sipat Coal 1000 8175 Kawas Gas 645 4327 Jhanor gandhar Gas 648 4488 Eastern region 7400 48974 Farakka Coal 1600 10239 Kahalgaon Coal 2340 11314 Talcher-Kaniha Coal 3000 23759Talcher-Thermal Coal 460 3662 Southern Region 3950 32533 Ramagundan Coal 2600 21595 Simhadri Coal 1000 8521 Rajiv Gandhi CCP Liquid Fuel 350 2418 TOTAL 28840 218840 NTPC PLF Vs Average PLF Of other Generators in India Growth in Generation NTPC vs Rest of India FINA NCING OF NEW PROJECTS The capacity addition chopines shall be financed with a debt to equity ratio of 7030. music directors of NTPC opine that internal accruals of the company would be sufficient to finance the equity gene for the new projects. Given its low gearing and strong credit ratings, your company is well positioned to raise the involve borrowings. NTPC is exploring domestic as well as international borrowing options including overseas development assistance provided by bilaterally symmetric agencies to mobilize the debt required for the planned capacity expansion program. During the year 2009-10, NTPC has trussed up loans of Rs. 168,190 trillion including a large ticket loan of Rs. 85,000 one thousand thousand with secern Bank of India and Rs. 7,500 billion with Canara Bank for part funding of debt emergency in respect of cap ex for succeeding(a) 3 years. In addition, loans amounting to Rs. 55,690 one thousand thousand have excessively been fastened with other banks to fulfill the debt requirement for next three years. Bonds amounting to Rs. 15,000 million were raised from domestic market for finance the capital expenditure and refinancing of the loans. FIXED DEPOSITS The cumulative deposits accepted by NTPC from 277 depositors as at march 3 inaugural, 20210 stood at 13. 39 million. Further, an amount of Rs 4 million has not been claimed on maturity by 33 depositors as on that date.FUEL SECURITY sear supplies NTPC has signed Long Term Model Coal Supply Agreement ( CSA) with Coal India trammel ( CIL) on May 29, 2009 for supply of coal to its stations for 20 years. establish on the revised moulding CSA, coal agreements have been signed with the assorted subsidiary coal companies of CIL by coal based stations except Farakka and Kahalgaon. Additional 7. 35 MMT of coal has been tied up with CIL and singareni collieries Co. Ltd for Farakka, Kahalgaon and other projects. This include 0. 55 MMT of coal procured through E- auction. During th e year 2009-10 NTPC has received 136. million tonnes of coal consisting of domestic coal of 129. 9 million tonnes ( about 4. 5% higher than the coal received in previous year) in imported coal to the tune 6. 3 million tonnes, at the stations. During 2009-10, NTPC has entered into agreement with MMTC for supply of about 12. 5 MMT of imported coal which is highest ever in NTPC till date. Further, in order to bridge the of a sudden fall in coal supply, Central Electricity Authority discuss the power utilities to set target for import of coal during 2010-11 NTPC has been advised by CEA to place the orders for import of coal aggregating to 13. 0 Mts during 2010-11. GAS SUPPLIES During the year 2009-10 NTPC received 13. 8 MMSCMD of gas/RLNG as against 10. 75 MMSCMD received during 2008-09 registering an amplification of 29. 12%. the gas off exhaust in 2009-10 includes 9. 08 MMSCMD APM/PMT gas, 4. 45 MMSCMD RLNG and 0. 35 MMSCMD of KG D6 handbasin gas. NTPC renewed APM gas agreement u p to the year 2021 PMT gas agreements up to the year 2019 for its gas station. NTPC has overly signed long term contract for supply of RLNG of 2. 0 MMSCMD on firm basis and 0. MMSCMD on fall back basis with GAIL for a period of 10 years for NCR gas station viz Anta, Auraiya, Dadri and Faridabad. Further, Government Of India al locate additional gas 4. 46 MMNSCMD form KG-D6 basin. out(p) of this quantity, 1. 81 MMSCMD has already been tied up and the balance would be tied up during the year 2010-11. NTPC has arranged for tying up of power RLNG on reasonable endeavour basis based on requirement. Also, NTPC has pullout RLNG supply agreements at pooled price with GAIL, AIOCL, BPCL and GSPCL. DEVELPOMENT OF COAL OF MINING PROJECTCoal mining be integral to NTPCs fuel strategies, is being developed in project expressive style all notifications for mining area land acquistion have been completed for Pakri Barwadih, Chatti-Barriyatu, Keredari and Talipalli coal blocks. Rehabilitation a ction plans were approved by board for Pakri Barwadih, Chatti- Barriyatu and Keredari coal blocks and disbursement of land plant compensation commenced with approval of mining plan for Dulanga (7MTPA) and Talaipalli (18MTPA) by ministry of coal this year, mining plan approval total 53 MTPA was recived.Enviornmental dynamic headroom was accorded for Pakri- Barwadih, Chatti- Barriyatu and Keredari coal blocks. Stage-l woodwind instrument clearance for Pakri barwadih coal block was accorded by MOEF. NTPC has tied up with NESCD for permanent power arrangement for coal mining project. With bound of detailed exploration in both coal blocks that is Talaipalli which was unexplored and Dulanga which was partly explored, Geographical Reports are available for all coal blocks. NTPC has taken a no. Of CSR measures for the benefit of the people around its coal mining sites.Under participation development activities, it is planned to set up an ITI at Barkagaon territorial dominion Hazarib ag, Jharkhand and also to adopt and upgrade another ITI at Pussore district Raighar, Chattisghar besides initiate other community development activities. OTHER INITIATIVES FOR SECURING COAL SUPPLIES To leverage the strength of established players in mining and related areas, NTPC has formed following adjunction venture companies . Name of the company J V parcelners Purpose CIL NTPC Urja nonpublic control (incorporated on 27. 04. 010) Coal India Limited For Under fetching the Development, O&M of Brahmini and Chichro Patsimal coal blocks and integrated power projects NTPC SCCL Global Ventures pvt Ltd, (incorporated on 31. 07. 2007) The Singareni Collieries company Ltd. For labor development and O&M of coal blocks in India and abroad multinational Coal Ventures Pvt. Ltd. (incorporated on 20. 05. 2009) SAIL, CIL, RINL and NMDC For exploring various opportunities in Australia, Mozambique, Canada , Indonesia and USA, etc for acquisition of stake in coal mining and thermal coal min es. Exploration ActivitiesUnder NEPL 7,company has been allotted one block at combay basin as a sole operator and three blocks out of which ii blocks are in KG basin and another in Andaman, as a member of consortium led by ONGC with 10% participating interest in each block. renovation & Modernization(R & M) NTPC undertakes R&M under project mode with focus on feasible and cost effective technology upgrade,efficiency improvement to process the modish design to old vintage unit . It gi ves an opportunity to leverage the technological advancement which has taken place in power sedulousness so as to continue economical power generation.It may also help to reduce emission to green house gases and avail pluck Development Mechanism benefits apart from life extension of plants.. Apart from the higher up ,Company is providing consultancy services for R&M of old units of state electrical energy boards through a department ARDP-R&M. Vigilance Company is striving to bring more transpar ency to its business processes and as a step in this direction has signed a memorandum of understanding with Transparency supranational India December 2008 . The Integrity Pact is being implemented for all contracts having value exceeding Rs 100 millions.Two independent External Monitors have been nominated by the Commission for all contracts values exceeding Rs 1000 million. Human Resource Management Company takes pride in its highly motivated and competent human resource that has contributed its best to bring the company to its present heights. The productivity of employees is reflected in the consistent improvement of MAN- MW ratio of the year. The boilersuit Man MW ratio for the year 2009-10 excluding JV / subsidiaries capacity is 0. 82 and 0. 80 including capacity of JV /subsidiary.Generation per employee has increased to 9. 22 MUs registering an increase of 5. 37 % over the finis year. The total employee strength of the company stood that 24,955 as on 31. 3. 2010 against 24, 713 as on 3 foremost march 2009. The attrition rate executives during the year reduced to 1% from 1. 88% from the previous year. Fiscal 2010 Fiscal 2009 NTPC Number of employees 23743 23639 Subsidiaries & Joint Ventures Employees of NTPC in subsidiaries & Joint Ventures 1212 1074 Total employees 24955 24713 EMPLOYEE RELATIONDuring the year employees relation scenario in the company act to be conducive marked by industrial harmony and mutual trust. Regular interactions takes place amongst the management and apex forums of workmen called National Bipartite perpetration and with the executive forum named NTPC Executive Federation of India. Employees participation in management has been boosting morale of employees. The process of pay revision of wage and benefits structure for employees in executive category and workmen category was completed on 16. 09. 2009 and 7. 07. 2010 respectively nurture AND DEVELOPMENTInline with its long term objectives of being a learning organization com pany has policy of continuously investing in training and development of not only its own employee but also of its professionals of the power sectors. The imparts training at its sites as well as at the corporate level in diverse areas including general management,power station operations and maintenance,project constructions,erection and commissioning and information technology. educate imparted is always in tune with new emerging needs in diverse areas like nuclear ,coal mining,hydro power,super critical technology,power trading etc.Growth of NTPC NTPC has set new bench attach for the power industry both in the area of power plants construction and operations. It is providing power at the cheapest average tariffs in the country. With its experience and expertise in the power sector, NTPC is extending Consultancy services to various organizations in the power businesses. NTPC is committed to the environment generating power at minimal environment cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive af qualityation in the vicinity of its plants. Plantations have increased forest area and reduced barren land.The massive afforestation of NTPC in and around its Ramakundam power station (2100 MW) has contributed in reducing the surrounding area temperature by about 3 degree c. NTPC has also undertaken proactive steps for ash utilization. In 1991, it set up ash utilization Division to manage efficient use of the ash produced at its coal stations. This quality of ash produced is exemplification for use in cement, concrete, cellular, building material. centre for power efficiency and environment protection (CENPEEP) has been established in NTPC with the assistance of United states Agency for supranational Development. (USAID).Company is efficiency oriented, eco-friendly and eco-nurturing initiative a symbol of NTPCs concern towards environment protection and continued commitment to sustainable power development in India. As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-economic attitude of the people affected by its projects. Through its Rehabilitation and Resettlement program the company causes to improve the general socio-economic status of project affected population. NTPC was among the prime(prenominal) Public sector enterprises to enter into a Memorandum of understanding (MOU) with the Government in 1987-88.NTPC has been placed under the Excellent category (the best category) every year since the MOU system became operative. Recognizing the excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public sector Maharatnas- a potential global giant. inspire by its glorious past and vibrant, NTPC is well on its way to realize its vision of being one of the worlds largest and best power utilities, powering Indias growth. NTPC registered even so another impressive performance and has earned a provisional pr ofit of 8826. 6 crore in financial year 2010-11 as compared to 8728. 2 crore refinement year. The highest ever capacity addition of 2490 MW (including 500 MW in JV) and the operational excellence is achieved during the financial year. There are sixteen coal based stations of NTPC which has achieved a plant load factor of more then 88. 29%. Overview- Installed capacity Growth in Capacity Installed capacity reaches 34,194 MW ( including 3364 MW under Jvs) Highest ever capacity addition of 2490 MW (including 500 MW IN JV) 14,748 MW is under construction at 15 locations. go fors No. f projects licensed capacity (MW) Coal 15 24395 Gas/ liquid fuel 7 3955 Total 22 28350 owned by JVCs Coal and gas 4 2294 Grand Total 26 30644 Regional Spread of generating Facilities Region Coal Gas Total blue 7035 2312 9347 Western 6360 1293 7653 Southern 3600 350 3950 Eastern 7400 - 7400 JVs 814 1480 2294 Total 25209 5435 30644 SL No. Coal based (owned by NTPC) State Commissioned Capacity (MW) 1 Singrauli Uttar Pradesh 2000 2 Korba Chhattisgarh 2100 3 Ramakundam Andhra Pradesh 2600 Farakka West Bengal 1600 5 Vindhyachal Madhya Pradesh 3260 6 Rihand Uttar Pradesh 2000 7 Kahalgaon Bihar 2340 8 Dadri Uttar Pradesh 840 9 Talcher Kaniha Orissa 3000 10 Unchahar Uttar Pradesh 1050 11 Talcher Thermal Orissa 460 12 Simhadri Andhra Pradesh 1000 13 Tanda Uttar Pradesh 440 14 Badarpur Delhi 705 15 Sipat- II Chhattisgarh 1000 Total 24,395 Coal based Joint Ventures SL No. Coal Based (owned by JVs) State Commissioned Capacity 1 Durgapur West Bengal 120 2 Rourkela Orissa 120 Bhilai Chhattisgarh 574 Total 814 Hydro based world power communicates (Under Implementation) NTPC has increased thrust on hydro development for a balanced portfolio for long term sustainability. The first step in this direction was taken by initiating investment in Koldam Hydroelectric role Project located on Satluj river in Bilaspur district of Himachal pradesh. Two other hydro projects construction are Tapov an Vishnugad and Loharinag Pala. On all these projects construction activities are in full swing. SL No. Hydro Based State Approved Capacity (MW) Koldam (HEPP) Himachal Pradesh 800 2 Loharinag Pala Uttarakhand 600 3 Tapovan Vishnugad (HEPP) Uttarakhand 520 Total 1920 Gas /Liquid Fuel Based Power Stations NTPC Ltd. has a have gas based commissioned capacity of 3955 MW. NTPC caters to the peeking demand of power. SL No. Gas Based (owned by NTPC) State Commissioned Capacity (MW) 1 Anta Rajasthan 413 2 Auriya Uttar Pradesh 652 3 Kawas Gujarat 645 4 Dadri Uttar Pradesh 817 5 Jhanor-Gandhar Gujarat 648 6 Rajiv Gandhi CCPP Kayamkulam Kerala 350 Faridabad Haryana 430 Total 3955 Gas based joint ventures SL No. Coal Based (owned by JVs) State Commissioned Capacity 1 RGPPL Maharashtra 1480 Total 1480 The energy conservation parameters like specific oil consumption and auxiliary power consumption have also shown considerable improvement over the years. Renewable & Distributed Generation Renewable heartiness Renewable energy (RE) is being perceived as an alternative source of energy for Energy Security and subsequently Energy Independence by 2020.Renewable energy technologies provide not only electricity but offer an environmentally clean and low noise source of power. Objectives NTPC plans to broad base generation mix by evaluating conventional and non-conventional sources of energy to ensure long run competitiveness and mitigate fuel risks Portfolio of Renewable Power NTPC has also formulated its businesses plan of capacity addition of about 1,000 MW through renewable resources. SL No. Renewable Energy Sources Capacity 1 Wind Energy Farms 650 MW 2 Small Hydro Project 300 MW Solar Power Project 704 MW 4 Biomass Power Project 15 MW 5 Geothermal Power Project 30 MW Total 1010 MW Long Term Growth Plans NTPC has alert a corporate plan oscilloscope a targer of becoming a 1,28,000 MW company by 2032 with 28% capacity from non-fossil sources. NTPC is working on a bas ket of new projects of more then 45,000 MW for carrying into action. Government of India has approved allocation of 50% power to the home states from fourteen power projects of NTPC, with total capacity of 35,680 MW. Sustaining Market Leadership Highest ever generation of 220. 4 BU from NTPC units as against 218. 84 BU in 2009-2010. NTPCs share in countrys generation was 27. 4% in 2010-11, with 17. 75% of the national capacity. World class capacity utilization Seven NTPC coal stations portend among the top 10 stations in the country in terms of PLF (Plant Load Factor). It has achieved PLF of 88. 29% during 2010-11 (National PLF 75. 07%). Three coal stations achieved PLF of over 95%, seven other stations achieved more than 90% PLF. Robust Financials 100% realization of the billing is there for the eighth serial year. Provisional and unaudited net sales of Rs. 4,488 crore in Q4 2010-11 as against Rs. 12,305 crore (unaudited) in Q4 2009-1, registering an increase of 17. 74%. Provisi onal and unaudited Gross revenue of Rs. 15,106 crore in Q4 2010-11 as against Rs. 12,981 crore (unaudited) in Q4 2009-10, registering an increase of 16. 37%. Sustaining Market Leadership Total electricity available in the country 811. 104 BUs Electricity import from Bhutan 5. 61 BUs Total electricity generation in the country 805. 494 BUs Total generation from NTPC 220. 54 BUs NTPCs share in total electricity generation in the country 27. 40%Financial murder gravid expenditure of Rs. 12,817. 61 crore during 2010-11, an increase of 22. 46% over the last years figure of rs. 10,467. 13 crore. NTPC concourses Capital Expenditure was rs. 16,326. 58 crore as against Rs. 14,334. 54 crore over the last year, an increase of 14%. It has declared an interim dividend of Rs. 3 per equity share having face value of rs. 10 being 30% of ante up capital translating into a dividend payout of Rs. 2,473. 64 crore. New loans aggregating to Rs. 3,479 crore tied up with domestic Banks and other Financ ials institutions during 2010-11 including Rs. 000 crore from HUDCO and Rs. 1000 crore from HDFC Bank. Cumulative loans of Rs. 52,787. 35 crore tied up so far. Five series of bonds on Private Placements Basis issued to eligible institutions aggregating Rs. 720 crore. Out of the five series of Bonds issued during the year, four series of Bonds aggregating to Rs. 420 crore have been issued to Army Group Insurance Fund (AGIF) under the funding line extended by AGIF for Rs. 1,200 crore. Outstanding amounts of Bonds as on 31. 03. 2011 is Rs. 9. 570 crore as against total amount of Rs. 14,755. 35 crore raised so far.NTPC PAKRI-BARWADIHS ORGANIZATIONAL PROFILE The NTPC Ltd, the sixty largest company of the world in thermal power generation has taken up Pakri-Barwadih Coal excavation Project as a basket mine for all its projects located in eastern and northern regions. The project is going to affect 19 villages including 16 from Barkagaon block and 3 from Keradari block in the district of Hazaribag, Jharkhand. In the wake of the setting up of the project, large acres of residential and agriculture lands will be acquired, besides the acquisition of government and forest land.The Pakri-Barwadih Coal Mining block is the NTPCs first mining venture located at North Karanpura coalfields of Hazaribagh district in Jharkhand state. It is bounded by longitudes 85? 10 to 85? 15E and latitude 23 ? 5130 to 23 ? 5530. In 2004-05, the ministry of coal, Government of India has allocated the 43. 27sq. km Pakri-Barwadih block to national thermal power corporation now NTPC Ltd. For captive mining for supply of coal to their super thermal power stations. The entire block of Pakri-PBarwadih blocks falls in the Hazaribagh district.The Hazaribagh -Khelar-Ranchi state highway passes through the eastern part of the block touching Barkagaon and Tandwa villages. The hot township is Hazaribag located at a distance of 25km from Barkagaon in the southern part of the block. The nearest rail stati ons are Ranchi Road and chitarpur on the Gomoh-Barkahana-Dehri-on sone loop lines of SE Railway both around 70-75 km from the block. Ranchi, The state capital, is around 120-130 km from the block. The mine is planned for annual issue capacity of 15 million tones (MT) The geological reserves of the coal block are estimated at 1436MT.Project Highlights owing(p) Features of Pakri Barwadih Coal Mining Project Total project area 3319. 42 hectare Production 15 Million tons per year Mineable Reserves 519. 35 M. Te (? 300 m Depth Five coal seams, Avg. burdensomeness 2-3 m D to G grade coal Method of consort Mechanized open-cast mining Life of mine 39 yearsEnvironment clearance obtained On 19. 05. 09 Forest clearance( demo-II) obtained On 17. 09. 10 The Project The Pakri-Barwadih Coal Mining Project is going to acquire about 8787 acres of land of which about 62% is private land including residential and agricultural land and the rest is government land. NTPC and Coal Mining To broad -base its businesses and also to ensure growth, diversification in the areas related to NTPCs core businesses of power generation such as hydro power, distribution, trading, Coal Mining , LNG, etc. ave been identified as priority areas. The power majors strip down into cal mining is aimed at ensuring timely availability of fuel for its stations and at controlling fuel costs. NTPC has eight blocks in all. It has been allotted two coal blocks-Brahmini and Chicharao Patsimal both in Jharkhand where coal would be extracted through a 5050 joint ventures with CIL. The centre has also allotted five more blocks to NTPC. These are Kerandari and chatti Bariatu in North Karanpura, Chhatrasal in Singrauli, Dulanga in the ib valley and Talaipalli in Chhattisgarh. All the eight block, including the Pakri-Barwadih block that was allotted earlier, have a total mineable reserves of about 5. 7 billion Tonnes of coal. Production is expected by 2008 in Pakri Barwadih block. NTPC is all set to e merge as a coal mining major with production capacities of at least 60 MT in the next eight years. Mine developer and Operator for Pakri-Barwadih Coal Mining Block (311. 7 Million MT over 27 years). NTPCs objectives for foraying into Coal mining 1) To have fuel security. 2) To secure assured Quality and bar of coal supply. 3) To attain price competitiveness on the delivered coal. central Thrust range To develop and operate the mine in and efficient manner, using in style(p) technology. So as to produce coal of required quantity and of sought after quality parameters , in a cost effective and environment friendly manner, with due opine to safety and compliance of all legal aspects. s send packingtness Risk Assessment In mining-induced displacement and resettlement projects, eight categories of risks are identified that the PAPs are likely to suffer from. They are a) Landlessness b) Joblessness c) Homelessness d) Marginalization e) increase Morbidity f) Loss of access to common property resources g) Food peril ) Community disarticulation HR- Employee Benefits (EB)-(Establishment) This section of the HR department looks after the employees and their benefits right from fall in the company till the retirement. It deals with the following Employee Development Centre-Training Section The training section shall cover all regular employees of the company nominated for training. It shall be endeavor of the company to provide seven man eld of training in a training year to every employee. Employees shall make full use of the training systems to support this endeavor to create a learning organization. It has following objectivesPublic Relation Section Legal Section Industrial applied science Department Employee services (General Administration) NTPC LIST OF portion outS FOR EXCELLENCE IN accomplishment NTPC Limited has been be top awarded for MoU Award for Excellence in cognitive process, instituted by DPE, consecutively for two years, 2004-05 and 2005-06 w ith Excellent rating. Dr. Manmohan Singh, Honble Prime Minister of India presented the MoU Awards to Shri T. Sankaralingam, CMD, NTPC Ltd. * NTPC-AN EMPLOYER OF CHOICE NTPC has been ranked fifth among the top ten Best companies to work for in India by Mercer HR Consulting-Business Today Survey 2005. CONSULTANCY NTPC provides consultancy in all its aspects of power plant construction and management right from concept of commissioning and beyond. Combining the technical, managerial and financial skills, it provides the holistic solutions to power businesses all over the world, * NTPC DISTRIBUTED GENERATION NTPC Limited has initiated the concept of electrification of outside villages by setting up Distributed Generation projects and demonstrating a sustainable business model leading to integrated growth of villages for achieving the goal of Electricity for all. ENVIRONMENT-GREEN POWER NTPC delivers power at minimal environment cost, and achieves it. Right from the stage of its project conceptualization, technology selection to operations, care is taken to preserve the graphic ecology and minimize environmental impact. * CENPEEP (The Center for Power Efficiency environmental Protection) , resource center for state of art technologies for performance optimization, continues to strive for performance optimization of power plants.NTPC Limited has been presented Scope Meritorious Award for Best Practices in Human Resource Management Shri presented 2004-05 for Innovative Human Resource Management Practices well integrated with the business requirements of the Company. Sontosh Mohan Dev, Honble Minister of Heavy Industries and Public Enterprises to Shri T. Sankaralingam, CMD, NTPC Limited in New Delhi, on 8th November 2006. Shri Chandan Roy, Director (Operations), NTPC Limited has been conferred with Eminent Engineer Award by the Institution of Engineers (India), for his distinguished services inEngineering Sector during the year 2006 in the area of NCT of Delhi. On the occasion of Power Line magazines Tenth Anniversary celebrations, on 11th October, 2006 in New Delhi, Mr. Sushi Kumar Shinde, and Union Minister of Power presented Expert prime(prenominal) Awards to honor the leading achievers in the power sector. NTPC was recognized as the Best Organization in Central Sector. NTPC WINS GOLDEN PEACOCK AWARD FOR CORPORATE SOCIAL RESPONSIBILITY NTPC has been bestowed with Golden Peacock Award for Corporate Social Responsibility (CSR) 2012 constituted by Institute of Directors (IOD), New Delhi. Shri Arup Roy Choudhury, CMD, NTPC figures at 56 in the listing of India Incs 100 Most Powerful CEOs, 2012 by the Economics Times, Indias leading business newspaper. He is at 2 among the CEOs of the State Owned Enterprises (SOEs) * NTPC Limited has been ranked 7th overall in Indias Best Companies to crop for 2010, a study by The massive Places to impart Institute India and The Economic Times. The Company is also ranked 1st among large organizations wit h over 10,000 employees, 1st in the Public Sector Enterprises segment and 1st in the Manufacturing and Production Industry segment.Shri R K Rustagi, Executive Director (HR PMI), Shri N N Misra, Executive Director (HR ER), Shri A K Bhatnagar, GM (HR Corporate Communications) NTPC received the awards from Mr Prasenjit Bhattacharya of Great Places to Work Institute, India. * Study conducted by Great Place to Work Institute, India in collaboration with The Economic Times. NTPC, New Delhi has been ranked 7th in the earn 10 Great Places to Work (GPTW) and has the notation of being only PSU in the Top 10 Best Companies to Work For.NTPC also has the distinction of being a part of the Best Workplaces List continuously for the last six studies. This years Top 50 list has emerged from 427 organizations be to 17 different industries with employee strength in the range of 100 to 33,000. HR VISION To enable our people to be a family of committed world class professionals, making NTPC a lear ning organization. Research root PACE THE surgical procedure MANAGEMENT transcription NTPC PERFORMANCE MANAGEMENT SYSTEM AN INTRODUCTIONThe role of HR in the present scenario has undergone a sea mixture and its focus is on evolving such figure outal strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and modify the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and gentility employee motif.So, it rouse be interpreted that the role of HR has evolved from merely an valuator to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throa t competition and the organizational involvement for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous betterment review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements.The process of performance management starts with the joining of a new superjacent in a system and ends when an employee quits the organization. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework. It is a means for promoting passkey performance by communicating expectations, defining roles within a required competence framework and establishing achievable benchtag. Objectives To accomplish organizational goals through a system of performance assessment linked to companys objectives. * To hasten fulfillment of individual aspirations and promotion of professional excellence. * To encourage a two way communication process between the appraise and the reporting incumbent for binging objectivity in performance appraisal system. * To evaluate the potential of the executive to assume higher responsibilities along the hierarchy. * To involve the appraise through various stages of performance management, thereby reducing the performance gaps. To map competencies and potential of executives for alter the organization to source the talent generally from within the company for conflict organizational growth. * To involve the executive to share the responsibility and become accountable for efficient management of the business for result oriented performance through mutual involvement. * To provide a transparent system to help each executive to evaluate his own performance and develop himself with the help of reporting officer. * To provide for re moval of differences, if any, in performance appraisal through interference of the reviewing officer.To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. Its about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance ESTABLISHING PERFORMANCE STANDARDS PROCESS OF PERFORMANCE APPRAISAL COMMUNICATING STANDARDS AND EXPECTATIONS MEASURING THE ACTUAL PERFORMANCE COMPARING WITH STANDARDS DISCUSSING RESULTS (PROVIDING FEEDBACK)DECISION reservation TAKING CORRECTIVE ACTIONS Focus of Performance Management * The focus of the performance management system for senior executives is to appraise them on different components of managerial responsibilities, consisting of performance, generic managerial competencies, values and potential, totaling to 100 attach. * The performance component as identified and measures evolved would have 50% wieghtage in total appraisal. * The companys concern for actualization of organizational core values is reflected in the performance management . Generic Managerial competencies exhibited by an Appraise while discharging duties have been given . * The Companys concern for actualization of organizational Core Values is reflected in the Performance Management . * The Performance Management dust brings to focus important managerial attributes and strikes a balance between Performance and other aspects of managerial talents/skills. Executives will have a set of mainstay Performance Areas to be identified through discussion and achieve them during the performance period. The system is to develop the competencies by involving the executive in setting targets and identifying name Performance Areas. * To utilize the Performance Management System for facilitating individual career development and bring organization wide HR int ervention at senior levels to bridge competency gaps. PERIODICITY * The Performance Appraisal finis would run concurrent with the financial year i. e. from 1st April to 31st March. * The System provides for setting up of signalise Performance Areas (KPAs) and reviewing the same in two fractional-yearly periods. The first half year is from 1st April to 30th family line and the second half- year is from 1st Oct. to 31st March. * art object reviewing the KPAs of the first half-year, the targets for Key Performance Areas for the second half year are evolved. * While reviewing the KPAs of the first half year, the targets for Key Performance Areas for the second half year are evolved. * At the end of the Performance Appraisal year, the review for the second half of the year is undertaken. The review would also involve annual appraisal of KPAs, Competencies, Values and Potential Appraisal.COMPONENTS OF PERFORMANCE REVIEW * The Performance Management System, consisting of the following components is implemented through Performance Appraisal Form. * distinguish I PERFORMANCE * Part IA first half year performance * Part IB second year performance Review of KPAs for 2nd half year * Part IC annual performance * Part ID comments on performance * PART II competencies * PART III values * PART IV potential appraisal * PART V performance and potential visibleness PART I-PERFORMANCE Part IA FIRST HALF form PERFROMANCE The System provides for the insurance coverage Officer (Appraiser) and the executive (Appraise) to identify through discussion and agree upon a set of Key Performance Areas (KPAs) in brief at the beginning of the first half-year. * While identifying KPAs, actual Measures for each KPA is to be defined and written. The Measure could have valued Targets, Time Schedule for achieving KPAs fully/partially, Qualitative Improvements etc. , based on the nature of the KPA item * The KPA Targets may be having different weightings and limited to 8 Key Performanc e Areas only.The idea is to enable the executive to focus on given deliverables and not miss important critical areas. The KPAs should be more focused, concrete and measureable. They should be more than the Norm i. e. normal standard of performance expected. The KPAs reflect Stretch Standard which is in excess of Norm. The KPAs should be SMART i. e. Specific, Measurable, Agreed (mutually arrived at by the Appraiser and the Appraise), Realistic and Time-Bound. * superstar of the KPAs should be Staff Development, as building a do team is an essential target for senior executives.The measures for this could be man days of training & development activities for the Unit/ Department/function vis-a-vis the Companys training targets, HR initiatives like Professional Circles, Quality Circles, and vestige Scheme etc. * The Appraiser and Appraise collectively evolve KPAs, define measures and allocate marks for each KPA at the beginning of first half-year by fifteenth April. * The Performan ce under Part IA is jointly reviewed and performance evaluated at the beginning of 2nd half year and not later than 15th October. At the time of joint review, actual achievement is briefly recorded against each KPA and marks obtained w. r. t. each KPA is indicated in relevant column. * The aggregate of marks obtained for different KPAs is worked out and indicated as aggregate of IA. Both the Appraise and the coverage Officer sign the Part IA. PART IB SECOND HALF YEAR PERFORMANCE * The System helps to review the Key Performance Area Targets for the instant Half-Year based on the evaluation of 1st half-year KPAs depending on actual achievements. The reworked KPA targets are briefly recorded, Measures for each KPA defined and Marks allocated. KPAs which extend beyond the 1st half year may be re-recorded in the targets of the 2nd half-year. * The KPAs may undergo win over owing to target accomplished, new targets coming up, change of role etc. * The Performance Evaluation of 2nd hal f-year Performance is jointly undertaken on completion of 2nd half year/Annual Performance year and not later than 15th April. * During the Performance Evaluation, the actual achievement is assessed against each KPA and marks obtained against each KPA are indicated. The marks obtained are aggregative at the bottom out of 50 marks as aggregate. PART IC ANNUAL PERFORMANCE * This part consolidates the 1st half-year and 2nd half-year Performance of the Appraise by aggregating Performance Marks obtained in Part IA and Part IB. * The Annual Performance Marks out of 50 marks be computed based on the formula mentioned in Part 1C and marks obtained be indicated in the Box. * The marks so obtained out of 50 would be the marks secured for Annual Performance in the achievement of KPAs. The Appraise and the Reporting Officer would jointly endorse the Annual Performance by signatures. standardization Process Objectives of Normalization Process Ensure parity and integrity by minimizing rater va riation various departments. Enhance objectivity and transparency in the appraisal system. PMS Scores from Reporting Reviewer to check integrity Top 30% Middle 65% Performance Management Assess the overall achievement of the businesses unit MoUs and functional goals normalization would be done in view of the overall achievement of these goals. Plot distribution of scores for the bunch to check for skewing within and across departments. Checks to be made whether employees have been overrated or underrated on various PMS parameters such as (a) KPA assessment (b) Competencies, value and Potential assessment Make suitable adjustments to scores, where necessary. Scores (revised and unchanged) and reasons for normalization to be documented in the PMS form. All executives in the cluster essential be categorized into Top 30%, Middle 65%and can buoy 5%. COMPANY VALUES AND RATINGS The Corporate Values COMIT and the indicative noticeable behavior in respect of each value is as under A. Customer focus The Executive has conviction that the customer (Internal & External) is the center of all activity he is courteous, sincere, patient and sensitive to the customers and honours commitments on time. B. organisational pride The Executive holds the company in high esteem and rejoices in belonging to it he demonstrates loyalty and commitment to the organisation and has a adept of ownership and belongingness with it. C. Mutual respect and trustThe Executive has high regard for and faith in the fellow organisational members he believes in collaboration and openness and has good team spirit. D. Initiative and Speed The Executive believes in taking the first step, thinking new and ahead and being swift without conciliatory on quality he is creative and innovative and has the willingness to experiment and take risks. E. Total Quality The Executive believes in pursuing excellence in all spheres of activity he makes continuous efforts in improving standards of performance, sy stems and processes.LITERATURE REVIEW Performance Management System * Performance management is one of the most important requirement for successful business and human resource policy (Kessler, 2003). During the performance management revolution , many PMSs were developed such as the balanced scorecard (Kaplan, Norton, 1992), Performance pyramid (Lynch, cross, 1991) and the performance prism (Neely Adams , 2000) The objective of such systems is to help organizations define a set of measures that reflect their objectives and assess their performance accordingly.These system is usually multidimensional. * Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions, are essential to effective to human resource management (Pulakas, 2003). The ability to conduct Performance appraisals relies on the ability to assess an employeess performance in a fair and accurate manner. Evaluating em ployee performance is a difficult task. Performance evaluations have been conducted since the time of Aristotle (Landy, Zedeck, cleveland, 1983). The earliest formal employee Performance evaluation program is thought to have originated in the united states of soldiery establishment shortly after the birth of the republic ( Lopex, 1968). The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides raw information for the evaluation of the effectiveness of such personnel-system components and processes as recruiting policies, training programs , selection rules, promotional strategies and reward allocations (Landy, Zecleck, cleveland, 1983).In addition it provides the foundation for behaviorally based employee counseling. In the counseling setting , performance information provides the vehicles for increasing satisfaction , commitment * and motivation of the employees. Performance management and feedback can play a valuable role in effecting the grand compromise between the needs of the indivisual and the needs of the organization ( Landy, Zecleck, cleveland, 1983). * Kennerley, M. Neely, A, 2002. A framework of the factors affecting the evolution of performance measurement systems.International journal of operations and production management 22(11). 1222-1245. Laitinen E. K, 2002. A dynamic performance measurement system evidence from small finnish technology firms. Scandinavian journal of management 18, 65-99. Pritchard R. D, Holling H, Lammers, F. Clark, B. D 2002. Improving organization performance with the productivity measurement and sweetening system an international collaboration Nova Science, New York. Lebas, M. J, 1995, Performance management system. Jornal of production economics 41, 23-35. Neely, A. D.Adams . C, Crowe, P, 2001. The performance system revolution why not and what next? Journal 19(2), 205-228. Rouse, P, Putterill , M, 2003. An integral framework for perf ormance appraisal Management purpose 41(8), 791-805. * Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the managements interest in the progress of the employees. * Performance in a muse is a matter, which needs to be considered both in terms of results achieved and behavior demonstrated.Results required in relation to quantity, quality or timing can be established in most aspects if a large number of jobs. Comparing results reached to results required is essential in evaluating the performance. Reviewing results in the context of actions and behavior is necessary to develop a full understanding of individual performance. In determining what actions have led to success or the lack of it, this aspect of examining performance will represent a significant element in forming plans for the future, so that strengths can be built upon and weakness addressed. There are, of course, authentic jobs or features of certain jobs, where it is not always possible to state a required result or standard that clearly. In these instances considering behavior assumes a greater significance when appraising the performance. * The most important part of such job however, would concern the health and * In this case, examples of such action might be ensuring that specialized help is summoned when necessary, listening to residents who want to talk about their problems, or perhaps arra nging appropriate diversions and entertainment. Performance appraisal appraises performance of an operating unit, like department or section, or of an individual. The Government of India may appraise the performance of the BARC as an organization. The Director of BARC may appraise the performance or any department of division. These Performance appraisals start from facts/data, lead to opinions on adequacy/ appropriateness and should lead further to some decisions being made on whether any changes are necessary in the manner or direction of work of the appraised unit, individual.At the operating unit level the decision may relate to the allocations of resources. * * The decisions may also relate to the continuance. In the case of the individual, the appraisal may be of - * (a) His outputs (how well has the work been done). * (b) Inputs (what are his skills, behavior patterns, motivation etc. ) * A face-to-face discussion in which one employees work is discussed, reviewed, and apprai sed by another, using an agreed and understood framework.Usually, line managers conduct the appraisals of their provide, although peers can appraise each other, and line managers can themselves be appraised by their staff through 360 degree appraisal. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Many writers and consultants are using the term performance management as a commutation for the traditional appraisal system. I encourage you to think of the term in this broader work system context. Performance appraisal is a method of getting and processing the information needed to improve an individual employees performance and accomplishments. -(Douglass) * It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance. -(Newstrom ) * A prominent personality in the field of Human resources, performance a ppraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job. Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning -(Flippo) * According to Lawler (2000) when using the merit pay method, individual performance is appraised, usually by a supervisor, and as a resul