Perfomance Management System in Ntpc

ACK no.LEDGEMENT This construe would non concord been thinkable without the help of many people who sustain contributed their efforts in this throw s spunk. Firstly, I would bid to convey my profound indebtness to my throw up guide at NTPC ltd. , MR. TANMOY DUTTA, HR dept. , for his in of import advice, guidance and cadence that he has offered in the completion of this regorge. This switch would not vex been possible without his guidance and support. I would besides like to thank Mr.BADRUDDIN ANSARI, NTPC ltd. who excessively 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 eithery, I would like to thank our Mentor Miss tejbir kaur for her valuable guidance and suggestions in the making and improvement of this project report MOUMITA BOSE EXECUTIVE SUMMARY curtilage is the motion vigilance constitution for the execu tive employees at NTPC.This constitution was implemented in the yr 2004 in NTPC. Earlier the surgical procedure judgment trunk was more(prenominal) of a subjective type of administration i. e. , earlier there werent any redress localizes or trace per stampance beas for the employees, it was just the treat they made and the feedback on it was given to the employees on a twelvemonthly basis. flat the PACE has be shine more objective and mien based, i. e. , there be set KPAs for the employees and rack up for the core honours exhibited in the civilise behavior.The come across murder areas include Technical knowledge, chore attitude, st putgical thought, Resource steering, Communication skills, organisation thinking, Interpersonal compe cardinalcies, Employment skills There is a basic question that would come to anyones mind that why is PACE exclusively for the executive employees and why not for the non-executive employees as tumesce. It is so because the e mployees at the non-executive levels may not be able to chthonicstand the whole premenstrual syndrome formation as some of them at various levels may not be that educated to at a lower placestand the system i. . , they talent not be well-versed with the system, and therefore will not be able to run for according to the system and therefore they have a different appraisal system. NTPC has been striving to meet the objective of developing operation culture finished this system c eithered capital punishment And Competence for Excellence i. e. PACE. This report concentrates on the larn of the exercise and Competence for Excellence system at NTPC and to check its effectiveness and go on to suggest and re piece any possible miens to improve and strengthen its PMS.To check the effectiveness of this system a succeed with a help of questionnaires had been conducted. Around 60 executive employees had filled up the questionnaire with the help of which analysis had been done. OB JECTIVES OF THE nurture The objective of the study is basic onlyy to know well-nigh the effectiveness of performance trouble system PACE at NTPC. This objective has been further divided into the fol haplessing key areas * To carry out an assessment on the performance appraisal of the connection and what kind of performance perplexity system has been implemented in the company. To image the gap amidst the essential performance and the real(a) performance. * To determine the key places in the performance management system of the company which are supposed to be increase. * To forecast the performance management system at NTPC. * To find out the effectiveness of performance management system on NTPC. * To find out key points in satisfaction and improve the ship canal of satisfying the employees. * To provide an overall sketch of how effective the performance management system has been. SCOPE OF THE STUDY The present study is confined to the Executive employees of NTPC Ltd. w herein all the executives of different sections of NTPC come under the purview of this study. all in all the major(ip) aspects that affect the assessment of performance appraisal ineluctably in an organisation fall under the purview of the study. CONTENTS S. NO TOPIC PAGE NO. 1. Acknowledgement 2. Executive summary 3. Objective of the study 4. Scope of the study 5. Chapter 1 COMPANY profile 1. 1 A brief introduction of the organization 1. 2 Vision and dangleion of the organization 1. 3 The core value 1. 4 embodied objectives 1. 5 List of awards 1. HR vision 6. Chapter 2 2. 1 Research topic(Introduction) 2. 2 PMS at NTPC (PACE) 7. Chapter 3 LITERATURE REVIEW 8. Chapter 4 RESEARCH methodological analysis 4. 1 Sampling Design 4. 2 Data used in study 4. 3 cocksucker and Techniques used 9. Chapter 5 DATA ANALYSIS AND MAJOR FINDINGS 5. 1 Question wise analysis and reading 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 INTRODUCTION STUDY OF ORGANIZATIONS HISTORY & ORGANISATION CULTURE Overview of brass It was started in1975, NTPC the largest world-beater company and it has been tenaciously plying the growth of India. With an installed capacity of the company is 32,694 MW with 15 combust based and 7 gas based place, located across the country . NTPC today contributes 28. 36 % of the nations reason multiplication with only 18. 09 % of Indias integrality installed capacity. An ISO certified company, it is gage most efficient in capacity physical exercise and initiations 6th largest thermal power generator.It is expected that by 2017, the power gene dimensionn portfolio have a alter discharge mix with char based capacity of nearly 53000 MW, 10000 MW through gas, 9000 MW through Hydro contemporaries, to the highest degree 2000 MW from nuclear sources and arou nd 1000 MW from Re raw(a)able Energy Sources (RES). The corporation recorded a generation of 218. 84 billion units (Bus) in 2009 10,through 15 coal based ,7 gas based power intendt and join venture projects spread all over the country. Although the company has 18. 09% of the intact national capacity it contributes 28. 6% of original power generation because its focus is on high efficiency. NTPC has been awarded as one of the top most outgo employer of the country for the year 2003, 2004,2005. In 2008 NTPC has been rated no. 1 best workplace among former(a) large organization in India . In NTPC culture the concept of Corporate Social Responsibility(CSR) is deeply ingrained. NTPC try to develop interchangeable trust with the communities that surround its power stations. These achievements have been made possible by the 24955 substantial and striked work force who with their dedication are ever willing to take NTPC to greater h octets.Profile of the Company In 1975, aft(preno minal) the 4th v year plan, the company power generating capacity that is easy in the country was around 17000 MW too less to meet the requirement for countrys industrial instruction. To top it all, a dismal become worsened cost crunch was faced due to commissioning delays and still become worse by inefficient executeing of installed unit and thus bold strategic measures were called for acce. NTPC thus became a company controversyed with Government holding 89. 5% of the candor piece of ground capital and rest held by Institutional Investors and in the public eye(predicate).NTPC is among the largest five companies in India in terms of market capitalization At present, Government of India holds 84. 5% of the total truth shares of the company and the balance 15. 5% is held by FIIs, Domestic Banks, Public and others. Within a span of 30 years, NTPC Ltd. In 2007 NTPC was the world 2000 largest company which occupies 411th place in Forbes list. It has also been awarded as one of the Best Companies to head for the hills for in India by Mercer Consulting Business Today Survey 2004. NTPC have come a long way since that day in spite of facing a severe stillity crunch in 1991-1992.NTPCs branch 200 MW power plant was fit in Singrauli indoors 48 months of starting. NTPC, true to the expectation, contend a key power in the phylogeny of the sector and has emerged as the power utility, lighting any third bulb in the country. springing the growth of the country was the prime motto and the vision had been to make available power in plenty. The growth of the organization had been phenomenal and with the passage of age the batons of leadership started changing to natural hands at different level of organization.Therefore as it happens in large families there is need for constant reminder of the values and tradition so that the performance culture remain unaffected and all the member of the organization share the values and vision and live the same for rea lizing the vision of the company. As a representative of HR-business strategy organization focused on evolving a codified vision and values republicment to be the guiding compass for all the employees. The first exercise was made in 1995-96 and the same were widely overlap with all the sections of employees. Vision of NTPC To be the worlds largest and best power maturater, powering Indias growth. Mission of NTPC widen and provide tried power, related products and go at competitive prices, integrating multiple energy sources with former-looking and eco friendly technologies and contribute to society The Core determine (BE-COMITTED) B - Business Ethics E - surroundally & Economically Sustainable C - node Focus O - Organisational & Professional Pride M - interchangeable Respect & Trust M - Motivating Self & Others I - Innovation & Speed T - fall Quality for Excellence T - Transparent & Respected Organisation E - Enterprising D - weddedCorporate Objectives In pursuance o f the Vision and Mission, the followe are the Corporate Objectives of NTPC To realize the vision and mission, eight key corporate objectives have been identify. These objectives would provide the link between the particularized mission and the structural strategies. * Business Portfolio Growth * To further consolidate NTPCs position as the leading thermal power generation company in India and establish a presence in Hydro power segment. * To broad base the generation mix by evaluating conventional and non conventional sources of energy to agree long run competitiveness and lessen fuel risk. To diversify across the power value chain in India by considering backward and forward integration into areas much(prenominal) as power trading, transmission, distribution, coal excavation, coal beneficiation, etc. * To establish a strong services brand in the municipal and international markets. * Customer Focus * To foster a collaborative style of working with customers, growing to be a preferred brand for supplement of quality power. * To go the relationship with existing customers by offering a bouquet of services in addition to supply of power e. g. trading, energy consulting, distribution consulting, management practices. To expand the future customer portfolio through profitable variegation into downstream businesses, inter alia retail distribution and direct supply. * Ensure rapid commercial decision making, utilise customer specific selective information, with adequate vexation for the interests of the customer. * procedure Leadership * To continuously improve on project execution 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 rate to availability, reliability, efficiency, productivity and costs. To effectively leverage information engine room to drive make for efficiencies. * To aim for performance virtue in the diversificatio n businesses. * To embed quality in all systems and processes. * Human Resource discipline * To enhance organisational performance by institutionalizing an objective and open performance management system. * To align individual and organizational needs and develop business leaders by implementing a career culture system. * To enhance commitment of employees by recognizing and honor high performance. To build and sustain a larn organization of competent world class professional persons. * To institutionalize core values and create a culture of team construction, empowerment, equity, innovation, and openness which would motivate employees and alter achievement of strategic objectives. * Sustainable Power Development * To contribute to sustainable power development by discharging corporate social responsibilities. * To lead the sector in the areas of resettlement and rehabilitation and environment safeguard including effective change tree mutilation, peripheral development an d energy preservation practices. To lead development efforts in the Indian power sector through efforts at form _or_ system of government 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 research in alternate fuels and technologies. * To carry out research and development of breakthrough techniques in power plant building and operation that can 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 GENERATION NTPC 28840 MW All India 130558 MW NTPC 552. 712BUs All India 218. 84 BUs STATIONS -WISE GENERATION 2009-10 STATIONS FUEL TYPE CAPACITY(MW) GEN. (MU)GROSS NO RTHERN piece 5490 45515 Singrauli burn 2000 16264 Rihand char 2000 16743 Unchahar Coal 1050 8952 Tanda Coal 440 3555 National capital region 4347 29285 Badarpur Coal 705 5108Dadri Coal 1330 7829 Anta gunslinger 413 3002 Auraiya vaunt 652 4528 Dadri bodge 817 5607 Faridabad Gas 430 3212 Hesperian Region 7653 62532 Korba Coal 2100 17955 Vindhayachal Coal 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 FINANCING OF NEW PROJECTS The capacity addition programs shall be financed with a debt to equity ratio of 7030.Directors of NTPC believe that internal accruals of the company would be suff icient to finance the equity component for the new projects. Given its low gearing and strong credit ratings, your company is well positioned to raise the required borrowings. NTPC is exploring interior(prenominal) as well as international borrowing options including overseas development assistance provided by bi later(prenominal)ally symmetrical agencies to mobilize the debt required for the plan capacity expansion program. During the year 2009-10, NTPC has fastened up loans of Rs. 168,190 million including a large ticket loan of Rs. 85,000 million with State Bank of India and Rs. 7, calciferol million with Canara Bank for part musical accompaniment of debt requirement in lever of cap ex for next 3 years. In addition, loans amounting to Rs. 55,690 million have also been tied with other banks to fulfill the debt requirement for next three years. Bonds amounting to Rs. 15,000 million were raised from national market for financing the capital spending and refinancing of the lo ans. FIXED DEPOSITS The cumulative deposits received by NTPC from 277 depositors as at march 3 foremost, 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 coal supplies NTPC has signed dour Term Model Coal Supply Agreement ( CSA) with Coal India Limited ( CIL) on May 29, 2009 for supply of coal to its stations for 20 years. Based on the revised model CSA, coal agreements have been signed with the various 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 the year 2009-10 NTPC has received 136. million tonnes of coal consisting of domestic coal of 129. 9 million tonnes ( nigh 4. 5% higher than the coal received in introductory year) in imported coal to the pains 6. 3 million tonnes, at the stations. During 2009-10, NTPC has entered into agreement with MMTC for supply of or so 12. 5 MMT of imported coal which is highest ever in NTPC till date. Further, in order to bridge the picayune fall in coal supply, Central electrical energy Authority advised 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 increase of 29. 12%. the gas off take in 2009-10 includes 9. 08 MMSCMD APM/PMT gas, 4. 45 MMSCMD RLNG and 0. 35 MMSCMD of KG D6 basin gas. NTPC renewed APM gas agreement up to the year 2021 PMT gas agreements up to the year 2019 for its gas station. NTPC has also signed long term stipulation for supply of RLNG of 2. 0 MMSCMD on firm basis and 0. MMSCMD on fall back basis with GA IL for a period of 10 years for NCR gas station viz Anta, Auraiya, Dadri and Faridabad. Further, Government Of India allocated additional gas 4. 46 MMNSCMD form KG-D6 basin. Out 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 spot RLNG on reasonable endeavour basis based on requirement. Also, NTPC has fallback RLNG supply agreements at pooled price with GAIL, AIOCL, BPCL and GSPCL. DEVELPOMENT OF COAL OF MINING PROJECTCoal mining organism integral to NTPCs fuel strategies, is being developed in project mode all notifications for mining area disembark acquistion have been completed for Pakri Barwadih, Chatti-Barriyatu, Keredari and Talipalli coal ingurgitates. Rehabilitation action plans were approved by board for Pakri Barwadih, Chatti- Barriyatu and Keredari coal blocks and disbursement of land plant compensation commenced with adulation of mining plan for Dulanga (7MTPA) and Tala ipalli (18MTPA) by ministry of coal this year, mining plan approval total 53 MTPA was recived.Enviornmental clearance was accorded for Pakri- Barwadih, Chatti- Barriyatu and Keredari coal blocks. Stage-l forest 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 completion of detailed exploration in two coal blocks that is Talaipalli which was unexplored and Dulanga which was partly explored, Geographical Reports are available for all coal blocks. NTPC has interpreted a no. Of CSR measures for the benefit of the people around its coal mining sites.Under community development activities, it is think to set up an ITI at Barkagaon regulate Hazaribag, Jharkhand and also to adopt and upgrade another ITI at Pussore district Raighar, Chattisghar besides undertaking other community development activities. OTHER INITIATIVES FOR SECURING COAL SUPPLIES To leverage the strength of realised pla yers in mining and related areas, NTPC has formed following sound out venture companies . Name of the company J V placeners Purpose CIL NTPC Urja Private Limited (incorporated on 27. 04. 010) Coal India Limited For Undertaking 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 undertaking development and O&M of coal blocks in India and abroad International 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 chance in coal mining and thermal coal mines. Exploration ActivitiesUnder NEPL 7,company has been allotted one block at combay basin as a sole operator and three blocks out of which two blocks are in KG basin and another in Andaman, as a member of consortium led by ONGC with 10% partici pating 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 bring the in vogue(p) design to old vintage unit . It gi ves an opportunity to leverage the technological advancement which has interpreted place in power industry so as to continue economical power generation.It may also help to reduce emission to green house gases and avail clean Development chemical mechanism benefits apart from life extension of plants.. Apart from the above ,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 transparentness to its business processes and as a step in this elbow room has signed a catalogue of savvy with Transparency International 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 perplexity Company takes pride in its highly motivate and competent merciful resource that has contributed its best to bring the company to its present heights. The productivity of employees is glinted in the consistent improvement of MAN- MW ratio of the year. The overall 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 last year. The total employee strength of the company stood that 24,955 as on 31. 3. 2010 against 24,713 as on 3 inaugural 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 su bsidiaries & Joint Ventures 1212 1074 supply employees 24955 24713 EMPLOYEE RELATIONDuring the year employees relation scenario in the company continued to be conducive pronounced by industrial harmony and mutual trust. Regular interactions takes place amongst the management and apex forums of workmen called National bipartisan committee 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 TRAINING AND DEVELOPMENTIn make with its long term objectives of being a learning organization company has polity 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 are as including general management,power station operations and maintenance,project constructions,erection and commissioning and information technology. Training 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 mark 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 neighbourhood of the plants. NTPC has undertaken bulky afforestation 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 pow er 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 ideal for use in cement, concrete, cellular, building material. centre for power efficiency and environment protection (CENPEEP) has been schematic in NTPC with the assistance of United states Agency for International Development. (USAID).Company is efficiency lie, 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 status of the people affected by its projects. through its Rehabilitation and Resettlement program the company efforts to improve the overall socio-economi c status of project affected population. NTPC was among the first 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 capability, Government of the India has place NTPC as one of the jewels of Public sector Maharatnas- a potential global giant. Inspired by its storied 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 yet another impressive performance and has earned a provisional profit of 8826. 6 crore in financial year 2010-11 as compared to 8728. 2 crore last 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 NT PC which has achieved a plant load factor of more then 88. 29%. Overview- Installed capacity Growth in capability 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. Projects No. f projects Commissioned capacity (MW) Coal 15 24395 Gas/ liquid fuel 7 3955 Total 22 28350 Owned by JVCs Coal and gas 4 2294 high-sounding Total 26 30644 Regional Spread of generating Facilities Region Coal Gas Total trades unionern 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 aptitude (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 30 00 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 Power Projects (Under Implementation) NTPC has increased propel 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 Power Project located on Satluj river in Bilaspur district of Himachal pradesh. Two other hydro projects construction are Tapovan 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 Tota l 1920 Gas /Liquid Fuel Based Power Stations NTPC Ltd. has a combined 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 wide improvement over the years. Renewable & Distributed Generation Renewable Energy 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 electrical energy but offer an environmentally clean and low n oise 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 prepared a corporate plan setting a targer of becoming a 1,28,000 MW company by 2032 with 28% capacity from non-fossil sources. NTPC is working on a basket of new projects of more then 45,000 MW for implementation. 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 figure 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 neat 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%. Provisional and unaudited receipts 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 act Capital 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 Groups 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 paid-up capital translating into a dividend payout of Rs. 2,473. 64 crore. stark naked loans aggregating to Rs. 3,479 crore tied up with domestic Banks and other Financials 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 serial publication of bonds on Private Placements Basis issued to eligible institutions aggregating Rs. 720 cror e. 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 exploit 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 ground of residential and agriculture lands will be acquired, besides the acquisition of government and forest land.The Pakri-Barwadih Coal minelaying block is the NTPCs first mining venture l ocated at North Karanpura coalfields of Hazaribagh district in Jharkhand state. It is spring 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 nearest township is Hazaribag located at a standoffishness of 25km from Barkagaon in the southern part of the block. The nearest rail stations are Ranchi Road and chitarpur on the Gomoh-Barkahana-Dehri-on sone looping 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 production capaci ty of 15 million tones (MT) The geological reserves of the coal block are estimated at 1436MT.Project Highlights Salient Features of Pakri Barwadih Coal Mining Project Total project area 3319. 42 hectare mathematical product 15 Million tons per year Mineable Reserves 519. 35 M. Te (? 300 m learning Five coal seams, Avg. thickness 2-3 m D to G grade coal Method of become Mechanized open-cast mining Life of mine 39 yearsEnvironment clearance obtained On 19. 05. 09 Forest clearance(stage-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 foray 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 emerge 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 gag rule (311. 7 Million MT over 27 years). NTPCs objectives for foraying into Coa l mining 1) To have fuel security. 2) To mend assured Quality and Quantity of coal supply. 3) To attain price competitiveness on the delivered coal. pick out Thrust world To develop and operate the mine in and efficient manner, victimisation latest technology. So as to produce coal of required quantity and of desired quality parameters , in a cost effective and environment friendly manner, with due regard to safety and compliance of all legal aspects. Impoverishment 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) Increased Morbidity f) Loss of access to common property resources g) Food insecurity ) alliance disarticulation HR- Employee Benefits (EB)-(Establishment) This section of the HR department looks after the employees and their benefits right from joining 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 days 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 Engineering Department Employee services (General Administration) NTPC LIST OF AWARDS FOR EXCELLENCE IN surgical procedure NTPC Limited has been ranked top awarded for MoU appoint for Excellence in executing, instituted by DPE, consecutively for two years, 2004-05 and 2005-06 with 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 Indi a 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 remote 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 plectrum to operations, care is taken to preserve the natural ecology and minimize environmental impact. * CENPEEP (The Center for Power Efficiency Environmental Protection) , resource center for state of art technol ogies for performance optimisation, 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 designer 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 Choice Awards to honor the leading achievers in the power sector. NTPC wa s know as the Best Organization in Central Sector. NTPC WINS GOLDEN PEACOCK AWARD FOR corporeal 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 Work for 2010, a study by The great Places to Work Institute India and The Economic Times. The Company is also ranked first among large organizations with 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 Commu nications) 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 coactionism with The Economic Times. NTPC, New Delhi has been ranked 7th in the Top 10 Great Places to Work (GPTW) and has the tubercle 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 belonging 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 learning organization. Research Topic PACE THE PERFORMANCE MANAGEMENT SYSTEM NTPC PERFORMANCE MANAGEMENT SYSTEM AN INTRODUCTIONThe role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable su ccessful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving 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 fostering employee motivation.So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current vernacular and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress criticism and frequent communication, feedback and coaching for im proved performance, implementation of employee development programmes and rewarding achievements.The process of performance management starts with the joining of a new incumbent 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 in spite of appearance a team theoretical account. It is a means for promoting superior performance by communicating expectations, defining roles within a required competence framework and establishing achievable bench mark. Objectives To accomplish organizational goals through a system of performance assessment linked to companys objectives. * To facilitate fulfillment of individual aspirations and promotion of professional excellence. * To encourage a two way communication process between the appraise and the reporting police officer for binging objectivity in performan ce appraisal system. * To evaluate the potential of the executive to assume higher responsibilities on the hierarchy. * To imply the appraise through various stages of performance management, thereby reducing the performance gaps. To map competencies and potential of executives for enabling the organization to source the talent generally from within the company for meeting 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 removal of differences, if any, in performance appraisal through intervention 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 organizat ions towards desired performance and results. Its about striking a sympathetic alignment between individual and organizational objectives for accomplishment of excellence in performance ESTABLISHING PERFORMANCE STANDARDS surgical procedure OF PERFORMANCE APPRAISAL COMMUNICATING STANDARDS AND EXPECTATIONS MEASURING THE ACTUAL PERFORMANCE COMPARING WITH STANDARDS DISCUSSING RESULTS (PROVIDING FEEDBACK)DECISION MAKING TAKING disciplinal 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 exhib ited by an valuate while discharging duties have been given . * The Companys concern for actualization of organizational Core Values is reflected in the Performance Management . * The Performance Management System 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 Key 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 Key Performance Areas. * To utilize the Performance Management System for facilitating individual career development and bring organization wide HR intervention at senior levels to bridge competency gaps. oscillatoryity * The Performance Appraisal Period would run concurrent with the financial year i. e. from 1st April to 31st March. * The System provides for setting up of Key Performance Areas (KPA s) and reviewing the same in two half(prenominal)-yearly periods. The first half year is from 1st April to 30th September and the second half- year is from 1st Oct. to 31st March. * While 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 electric potential Appraisal.COMPONENTS OF PERFORMANCE REVIEW * The Performance Management System, consisting of the following components is implemented through Performance Appraisal relieve oneself. * fictional character 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 profile PART I-PERFORMANCE Part IA FIRST HALFYEAR PERFROMANCE The System provides for the Reporting 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 Quantitative 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 Performance 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 tired of perf ormance expected. The KPAs reflect Stretch Standard which is in excess of Norm. The KPAs should be SMART i. e. Specific, Measurable, concur (mutually arrived at by the Appraiser and the Appraise), Realistic and Time-Bound. * One of the KPAs should be Staff Development, as building a performing 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 Suggestion Scheme etc. * The Appraiser and Appraise jointly evolve KPAs, define measures and allocate attach for each KPA at the beginning of first half-year by 15th April. * The Performance 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. two the Appraise and the Reporting Officer sign the Part IA. PART IB SECOND HALF YEAR PERFORMANCE * The System helps to review the Key Performance Area Targets for the Second 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 label 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 change owing to target accomplished, new targets coming up, change of role etc. * The Performance Evaluation of 2nd half-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 aggregated 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. normalisation Process Objectives of Normalization Process Ensure parity and integrity by minimizing rater variation 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 fun ctional goals standardisation would be done in view of the overall achievement of these goals. Plot distribution of scores for the thumping 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 standardization to be documented in the PMS form. All executives in the cluster must be categorize into Top 30%, Middle 65%and Bottom 5%. COMPANY VALUES AND RATINGS The Corporate Values COMIT and the indicative observable 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 smooth to the customers and honours commitments on time. B. Organizational 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 sense 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 coaction 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 compromising on quality he is creative and in advance(p) 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, systems 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 w ere 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 employee 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 forces 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 data 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 measur ement 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 enhancement 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 performance appraisal Management Decision 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 mensuration and improving the actual perf ormance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. It is a regnant 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 job 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 quantify 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 wha t 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 build upon and weakness addressed. There are, of course, certain 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 valuate 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 maybe arranging 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 appraised by another, using an agreed and understood framework.Usually, line managers conduct the appraisals of their staff, although peers can appraise each other, and line managers can themselves be appraised by their staff through 360 degree appraisal. Performance managem ent is a whole work system that begins when a job is defined as necessitate. It ends when an employee leaves your organization. Many writers and consultants are using the term performance management as a substitution 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 acquiring 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 appraisal 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 go against 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