A REPORT ON HUMAN RESOURCE MANAGEMENT SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE

DEGREE OF Industrial Relation and Personnel Management

SUBMITTED By SAVITA Roll. No. Enroll. No.

UNDER THE GUIDANCE OF Mrs. Ruma De Sharma (HR manager)

SUBMITTED To

MAHATMA GANDHI KASHI VIDYAPEETH SHAKTINAGAR

1

(2007-2009)

CANDIDATE DECLARATION I here by declare that this project titled Human Resource submitted for the partial fulfillment for the award of Degree in Personnel Management and industrial Relation is an authentic record of my efforts carried out under the kind guidance of Mrs. Ruma De Sharma. I have not submitted the
2

matter enrolled in this project for the award of any other degree.

ACKNOWLEDGEMENT
This project is the fruitful outcome of the sampling of my hard work and determination. I express gratitude to Mrs. Ruma De Sharma for reviewing the entire idea behind this project with

meticulous attention for details and more so for this uncanny ability to spot the mistakes during and more during implementations of our project. I like to thank HoDs. Of Hr department who stand apart from all other contributors to our project. They not only supervised but also made available whole of the Human Resource functions and its resources whenever and wherever
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needed. I also express my heartfelt appreciation to the staff of HR department. Finally I thanks to the Almighty GOD for providing me through all the channels to achieve this stage. anita

HoDs. Mrs. Ruma De Sharma Manager (HR) Mr. R.N.Sahai (HR-ES) Mr. S.S. Das (HR-IR) Mrs. Ekta Sahu (HR-EB) Mr. Atul Shrivastava (HR-ED)

CERTIFICATE OF APPROVAL
I hereby approve this report entitled
NATIONAL THERMAL POWER CORPORATION SINGRAULI (SHAKTI NAGAR)

Is submitted by
4

ROLLNO: 41061 Enroll. No: KA2K8/25712

Name: anita yadav

In partial fulfillment of the requirement for the award of INDUSTRIAL RELATION AND PERSONNEL MANAGEMENT From

MAHATMA GANDHI KASHI VIDYAPEETH, VARANASI

TRAINING DETAILS

Name of Student: SAVITA Organization Name: National Thermal Power Corporation, Singrauli, Shaktinagar, Sonebhadra (Dist), U.P. Duration of Training: 15th June 09 to 14th aug. 09 Department:
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Human Resource

Project Mentors: (H.R)

Mr. Atul ShrIvastava, Officer,

Mr. R.N.Sahai (HR-ES) Mr. S.S. Das (HR-IR) Mrs. Ekta Sahu (HR-EB)

Preface
I choose SSTPS as my organization for study as it has number one position in
6

generation and a flagship stations of NTPC, a Navratna Company During the introductory phase when I was being introduce my guide the whole personals and financial administrations positions only department through of NTPC/SSTPS. I came to know much about annual reports of different years of NTPC, & with help of journals. I know much more under guidance of finance manager. I decided working capital management of organization as my subject. My work is totally concerned with collecting the facts, figures and than compiling them so as to know what is the working position of organization (NTPC, SSTPS). capital

CORE VALUE
(B-COMIT) Business Ethics

Customer Focus

Organizational & Professional Pride Mutual Respect and trust

Innovation and speed

Total Quality for Excellence

NTPC VISION
TO

BE ONE OF THE WORLDS LARGEST AND BEST POWER UTILITIES, POWERING INDIAS GROWTH
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HR VISION
To enable our people to be a family of committed world class professionals, making NTPC a learning organization.

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Corporate mission
Make available reliable and quality power in increasingly large quantities at competitive prices and ensure timely realization of revenues. Adopt a broad based capacity portfolio including hydro power, LNG, nuclear power, and non-conventional and eco-friendly fuels. Plan and speedily implement power project using stateof the art technologies. Be an integrated utility by implementing strategic diversifications etc. Develop a strong portfolio of profitable businesses in overseas markets including technical services, generation assets etc. Continuously attract and develop competent and committed human resources to match world standards. Lead fundamental and applied research for adoption of state of the art technologies, breakthrough efficiency improvements and new fuels. in areas such as power trading, distribution, transmission, coal mining, coal beneficiation

11

 Lead developmental efforts in the Indian power sector including assisting stat utility reform, policy advocacy etc. Be a socially responsible corporate entity with thrust on environment protection, ash utilization, community development, and energy conservation. Speedily plan and implement power projects, with contempory technologies.

National Thermal Power Station Singrauli Super Thermal Power Station (NTPC)/SSTPS
NTPC established in 1975, NTPC limited, a premier Public Sector Enterprise, is Indias largest power utility with an installed capacity of 27,904 MW through 26 power stations including stations operated under joint venture companies. NTPC has emerged as integrated power major with presence in hydro power, coal mining oil & gas exploration, power distribution & trading and also plans to inter into nuclear power
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development. NTPC plans to become a 50,000 MW company by 2012 and 75,000 MW plus company by 2017. The companies contribute 29.25% of the total electricity generated in the country during 2007-07 with 20.71% share of the total installed capacity of the nation including capacity and generation of Joint Venture Companies. Honble Prime Minister, Dr. Manmohan Singh, while laying the foundation stone of Rajiv Gandhi combined cycle power project in February, 2005 observed: NTPC is a great success story of our times. It is imbued with the spirit of can do it. My best wishes for the future growth of this magnificent national enterprise.

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CORPORATE OBJECTIVES
In pursuance of the Vision and Mission, the following are the corporate Objectives of NTPC: To realize the vision and mission, eight key corporate objectives have been identified. These objectives would provide the link between the defined mission and the functional strategies.

Business portfolio growth:

To further consolidate NTPC position as the leading thermal power generation company in

14

India and establish a presence in hydro power segment. To broad base the generation mix by evaluating conventional and non-conventional source of energy to endure long run competitiveness and mitigate fuel risks. .

Customer Focus: To foster a

collaborative style of working with costumers, growing to be a preferred brand for supply of quality power.
To

expand 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. . Performance Leadership: To continuously improve on project execution time and cost in order to sustain long run competitiveness in generation. To operate& maintain NTPC stations at par with the best- run utilities in the world with respect
15

to

availability,

reliability,

efficiency,

productivity and costs.

To

Human Resource Development: enhance organizational an performance and by open

institutionalizing

objective

performance management system. To align individual and organizational needs and develop business leaders by implementing a career development system. To .

enhance

commitment

of

employee

by

recognizing and rewarding high performance. Financial Soundness: To maintain and improve the financial soundness of NTPC by prudent management of the financial resources. To continuously strive to reduce the cost of capital through prudent management of deployed funds, leveraging opportunities in domestic and international financial markets.

Sustainable Power Development: To contribute to sustainable power development by discharging corporate social responsibilities.

16

 To lead the sector in the areas of resettlement and rehabilitation and environment protection including effective ash-utilization, peripheral development and energy conservation practice.

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.

NTPC Limited is the largest power generating company of India. A public sector company, it was incorporated in the year 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by FIIs, Domestic Banks, Public and others. for shareholding pattern. Within a span of 32 years, NTPC has emerged as a truly national power company, with power generating facilities in all the major regions of the country.

17

NTPC's core business is engineering, construction and operation of power generating plants. It also provides consultancy in the area of power plant constructions and power generation to companies in India and abroad. As on date the installed capacity of NTPC is 29,144 MW through its 15 coal based (23,395 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects (1,794 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPC also has 28.33% stake in Ratnagiri Gas & Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL, Indian Financial Institutions and Maharashtra SEB Holding Co.Ltd. The present capacity of RGPPL NTPC's share on 31 Mar 2008 in install capacity of the country was 19.1% and it contributed 28.50% of the total power generation of the country during 2007-08. NTPC has set new benchmarks for the power industry both in the area of power plant construction and operations. It is providing power at the cheapest average tariff in the country. With its experience and expertise in the power sector, NTPC is extending consultancy services to various organisations in the power business.
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NTPC is committed to the environment, generating power at minimal environmental cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive afforestation by NTPC in and around its Ramagundam Power station (2600 MW) have contributed reducing the temperature in the areas by about 3c. NTPC has also taken proactive steps for ash utilisation. In 1991, it set up Ash Utilisation 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 concrete, building material. 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. Recognising its excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public Sector 'Navratnas'- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realise it's vision of being "A world class integrated power major, powering India's growth, with increasing global presence".

19

20

ORGANIZATION PROFILE:NATIONAL LTD. THERMAL POWER CORPORAION

The year 1975 witnessed birth of an organization that went on to achieve great feats in performance in a

the

sector that was, until then, characterized largely by lack of investment, severe supply shortage and operational practices that made the commercial viability of the sector unsustainable. On November 7 1975, NTPC came into being and with it came a bold way of looking at the power infrastructure that could support the economy, then reeling under the oil crisis. Since then, NTPC has led the power sector with the creation of an immensely efficient and reliable power generation infrastructure which was till then largely in the hands of state electricity boards. NTPC was set up in the central sector to build, own and operate large thermal power stations the risks. NTPC symbolized hope of the country suffering from crippling power blackouts, the government of India, which was trying to put an ailing, economy back on track and the World Bank, which was supporting the country
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in

many

development

initiatives. Thus, NTPC was created not only to redraw the power map of India but also to excel in its performance and set benchmarks for others to follow. It succeeded on both counts. In 1978 it was a clean state. Until the first sketches of an idea were scribbled on it. And them, in no time, it seems, what was a dream became a reality power. Today, Singrauli stands tall among Indias foremost power plants. Cleared by the Government of India on 8th Dec.76, the project began to take shape in early78. An intrepid group of site engineers, supervisors and workmen braved the elements to lay the foundations of what at the time was thought to be a dream. Finally on 13th Feb.1982 the turbine was steam rolled and the first unit of NTPC was successfully synchronized with the Northern Grid at Shaktinagar. The peak load of 200MW was touched in April82. The fifth and last one on 20th Feb.84, bringing the curtain down on stage I of the project. National Thermal Power Corporation is the largest power generation company in India. The.

NTPC's core business is engineering, construction and

operation of power generating plants and also providing consultancy to power utilities in India and A total of 170.88 BUs of electricity was produced across all the stations of the company in the financial year 2005-2006. The Net
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Profit after Tax on March 31, 2006 was INR 58, 202 million. Net Profit after Tax for the quarter ended June 30, 2006 was INR 15528 million, which is 18.65% more than the same quarter in the previous financial year (2004-2005) where the profit was INR 13087 million. Pursuant to special resolution passed by the Shareholders at the Companys Annual General Meeting held on September 23, 2005 and the approval of the Central Government under section 21 of the Companies Act, 1956, the name of the facilities in all the major regions of the country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the second most efficient in terms of capacity utilization amongst the thermal utilities in the world

NTPC's core business is engineering, construction and operation of power generating plants and also providing
23

consultancy to power utilities in India and abroad. As on date the installed capacity Of NTPC is 24,954 MW through its 14 coal based (20,685MW), 7 gas based (3,955 MW) and 3 Joint Venture Projects (314 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPCs share on 31 Mar environmental cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive a forestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive a forestation by NTPC in and around its Ramagundam Power station (2100 MW) have contributed reducing the temperature in the areas by about 3c. NTPC has also taken 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 concrete, building material. A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has been established in NTPC with the assistance of United States Agency for 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
24

'Excellent category' (the best category) every year since the MOU system became operative. Recognizing its excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public Sector Navratnas- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its vision of being A world class integrated power major, powering Indias growth, with increasing global presence.

INSTALLED CAPICITY No. of Projects Commissione d Capacity (MW) 22,395 3,955 26,350 314* 740** 27,404

Projects NTPC OWNED COAL GAS/LIQ. FUEL TOTAL OWNED BY JVCs Coal Gas/LIQ. FUEL GRAND TOTAL

14 07 21 3 1 25

* Captive Power Plant under JVs with SAIL ** Power Plant under JV with GAIL, FIs & MSEB

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Coal Based Power Stations

Coal based 1. 2. Singrauli Korba State Uttar Pradesh Chattisgarh Andhra Pradesh West Bengal Madhya Pradesh Uttar Pradesh Bihar Uttar Pradesh Orissa Uttar Pradesh Orissa Andhra Pradesh Uttar Pradesh Delhi
26

Commissione d Capacity (MW) 2,000 2,100 2,600 1,600 3,260 2,000 1,340 840 3,000 1,050 460 1,000 440 705

3. Ramagundam 4. 5. 6. 7. 8. Farakka Vindhyachal Rihand Kahalgaon NTCPP

9. Talcher Kaniha 10. 11. 12. 13. 14. Unchahar Talcher Thermal Simhadri Tanda Badarpur

Total (Coal)

22,395

Gas/Liq. Fuel Based Power Stations

Gas based 1 5. 1 6. 1 7. Anta Auraiya Kawas

State Rajasthan Uttar Pradesh Gujarat

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Commissione d Capacity (MW) 413 652 645

1 8. 1 9. 2 0. 2 1.

Dadri JhanorGandhar Rajiv Gandhi CCPP Kayamkulam Faridabad

Uttar Pradesh Gujarat Kerala Haryana

817 648 350 430 3,955

Total (Gas)

Projects under Implementation

Additional Capacity Under Implemen tation (MW) 500 500 1980 1000

Coal / Hydro

State

Fuel

1.

Kahalgaon Stage II (Phase I) (Phase II)

Bihar

Coal

2.

Sipat (Stage Chhattis I) (Stage II) garh

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Coal

3. 4.

Barh Bhilai (Exp. Power Project-JV with SAIL)

Bihar Chhattis garh

Coal Coal

1980 500

5. 6. 7. 8. 9. 1 0. 1 1.

Korba (Stage Chhattis III) garh Farakka (Stage III) West Bengal

Coal Coal Coal Coal

500 500 980 1000 800 600 520 11,360

NCTPP (Stage Uttar II) Pradesh Simhadri (Stage II) Koldam (HEPP) Loharinag Pala (HEPP) Tapovan Vishnugad (HEPP) Andhra Pradesh

Himacha l Hydro Pradesh Uttarak Hydro hand Uttarak Hydro hand

Total (Coal + Hydro)

ORGANIZATIONAL STRUCTURE
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Depending on the objectives & goals, a structure of any organization needs to be carried out in order to achieve the set objectives & goals. NTPC has accordingly defined an organizational structure. Chairmen cum Managing Director Director Executive Director (E8) Additional General Manager (E7A) Deputy General Manager (E7) Senior Manager (E6) Manager (E5) Deputy Manager (E4) Senior Engineer (E3) Engineer (E2A) Senior Assistant Engineer (E2) Assistant Engineer (E1) Foremen/ Supervisor (S) Workmen (W)

GROWTH IN HUMAN RESOURCE

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NTPC Fiscal2006
No of Employees Man/ M.W Ratio Generation/ Employees 21,870 0.91 7.81

Fiscal2005
21,420 0.91 7.43

Subsidiaries & Joint Ventures

Employees of NTPC posted in Subsidiaries & joint ventures 2,174 24,044 2,071 23,491 Total No of employees

The success of HR initiatives of the company is reflected in the low attrition rate of 0.41% for the executives of the company. To achieve the ambitious growth targets the company has evolved a leadership assessment and development system for identifying potential leader for strengthen the succession planning process.

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Future Plan
Best in Class:A. Strong financials B. Setting Benchmarks for project construction and operation C. Preferred Supplier for customer D. Employer of choice

Catalyst for Indias growth:A. Driving development of state utilities B. Catalyzing industries private investment in other

C. Adding to investor wealth D. Discharge social responsibilities E.

Overseas Ambassador:A. Putting the Indian power sector on the world map 1) Competitive player in global mkt 2) Biz alliances with global players 3) World class efficiencies
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NTP C

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HUMAN RESOURCES AT NTPC

Powering Indias Growth: - through people NTPC strongly believes in achieving organizational excellence through Human Resources and follows People First approach to leverage the potential of its 23,500 employees to fulfill its business plans. Human Resources Function has formulated an integrated HR strategy, which is rests on four building blocks of HR viz. competence building, commitment building, culture building and system building. All HR initiates are undertaken within this broad framework to actualize the HR vision of enabling the employees to be a family of commitment world class professionals making NTPC a learning organization. To induct talent and groom them into dedicated cadre of power professionals Executive Trainee Scheme was introduced in the year 1977 for recruitment in the discipline of Mechanical, Civil, Electrical, Control &Instrumentation and now encompasses Computer Science, Chemistry, HR and Finance disciplines also. NTPC has created 15 project-training centers, 2 simulator training centers and an apex institute namely Power Management Institute (PMI). While the project training centers (Employee Development Centers) have specialized in imparting technical
34

skills and knowledge, PMI places emphasis on management development. Besides opportunities for long-term education are also provided through tie-ups with reputed institutions like IIT Delhi, (M.Tech in Power Generation Technology), MDI Gurgaon (Executive MBA programmes), BITS Pilani (B.Tech) etc. in order to realize the HR vision of making NTPC a learning organization by providing opportunities to continually learn new capabilities a number of initiatives have been taken. Besides a management journal called Horizon is published quarterly to enable the employees to share their ideas and experiences across the organization. Demonstrating its high concern for people, NTPC has developed strong employee welfare, health &well-being and social security systems leading to high level of commitment. NTPC offers best quality of life through beautiful township with all amenities such as educational, medical and recreational opportunities for bridge through suitable support from company. Due to innovative people management practices there is a high level of pride and commitment amongst employees as reflected in the Best Employees in India-2003 survey by Hewitt Associates in which NTPC bagged coveted third rank. Further continuous efforts are being made by HR function to leverage the potential of its employees and become a strategic business partner.

Pressure on the HR Function

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Many personnel/human resource functions are showing signs of insecurity, desperately searching for an identity and justification within their organization. As a service function, HR/Personnel is well aware that it primarily a supporting role to the main business and therefore needs to be seen to deliver something that contributes to overall values. . Increasing pressure There have been three rising pressures on personnel practitioners: Self-preservation The need to be seen to effective Insular Bureaucratic Reactive Rigid and Process-driven And not Business-oriented Responsive Proactive and Strategic Flexible

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The pace of change is also evident in the way the personnel function has responded to new technology. Operational staff will usually be the first to benefit from new hardware or software systems. Personnel remain the Cinderella function when seeking new systems within the department. This is because of: to identify and deliver benefits to clients

HR Department has several parts:

1. Employee Development and promotion Recruitment policy The purpose of recruitment is to search for the most appropriate candidate from different sources, and encourage them to apply for jobs. Recruitment sources for employees include:
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advertisement in news papers and magazines, campus recruitment, trade unions, professional agencies friends and relatives, casual applicants etc. INDUCTION LEVEL Category
NON-EXECUTIVE IN WORKMEN CATEGORY

Grade W0 W3 S1 E1/E2

a) Unskilled group b) Skilled group

NON-EXECUTIVE IN SUPERVISORY GRADE EXECUTIVE

PROBATION (a) Probation on first appointment Including employees appointed to a higher grade on the basis of an open selection: One year (b) Probation on promotion Executives: Executive promoted from manager (E5) to senior manager (E6) and above: One year from the date of assumption of charge of the higher post. Non-Executive: Six months that may be extended wherever necessary.

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 Performance appraisal Performance of employees was appraised systematically with a view to improve the employee performance to meet the organizational objectives and to develop the needy employees. Under the 360* performance appraisal system performance of the employee is appraised by the immediate superior, middle management, top management, co-workers, employees themselves and the customers.

# Step 1: Performance Planning

Role Band: E1 to E5 shall continue to be in the same role band
SNo. 1. 2 (a) 2 (b) 3 4 KPA Functional Competency Assessment Executive/Managerial Competency Assessment Core Values Assessment Potential Assessment Total PMS Parameter E1-E3 65 10 10 05 10 100 E4 Existing 65 10 10 05 10 100 65 10 10 05 10 100 80 10 05 05 Nil 100 E5 E1-E3 E4 Revised 75 10 05 05 05 100 65 10 10 05 10 100 E5

In E1 to E4, the Managerial competencies shall be referred as Executive competencies E6 & above, the weightages shall remain the same

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# Step 3: Annual Assessment

Second Level Review by PMC Member
Existing At present as per Clause 4 of the PACE policy circulated vide CHRC No. 522/2004 dated 28.5.2004 , there are only two levels of assessment, viz., Reporting & Reviewing, prior to the stage of PMC. Revised It has been decided to bring another level of assessment prior to the conduct of PMC. This second reviewing pattern officer in shall also be a of member of the PMC and shall ensure a normal distribution the assessment executives working in his domain prior to the final assessment done by the PMC. Every level of assessment shall be done after discussion and consultation with the immediately next lower level of reviewing officer / reporting officer. Sectional Head, if any, in the hierarchy before the second level review shall also be required to sign the report.

# Step 4: Normalization
Place of Normalization in case of Transfer
The PACE reports of executives who have been transferred during the course of an assessment year shall be normalized at the place of posting where he/she is working as on the last day of the relevant assessment cycle. The normalized scores of all such cases of transfer (along with PACE Scores of last 5 years) of every unit shall be scrutinized by a committee consisting of Head of P&M and Head of HR at the regional level and GM(CP) and GM(HR) at the Corporate level. In case based on the scrutiny it is found that the concerned executive has been discriminated against on account of such transfer, then the details of such cases shall be put up for review (along with records of previous years performance) Assessment Year E1-E5 E6 & Above 31st December 31st March

Intra-Region Transfer E1-E4 E5/E6 E1-E4 E5/E6 Concerned Regional Executive Director Director (HR) Inter-Region Transfer Donor & Recipient Executive Directors Director (HR)

Any change of score as decided by the above mentioned authoritie s shall constitute the final performance score of the concerned executive in the relevant clu ster

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Marks for PACE Components

Grades KPA Functional Competencies Managerial /Executive Competencies Values Potential Competencies Total

E1 to E3 E4 E5 E6 to E8 E9

80 75 65 50 50

10 10 10 10 5

5 5 10 15 15

5 5 5 15 20

5 10 10 10

100 100 100 100 100

Promotion Eligibility Period The minimum period in the existing grade on completion of which an employee is considered for promotion to the next higher grade on the standard date of promotion, subject to provision of promotion channel and availability of vacancies and other condition. Category E2 E1, E2A, E3 & E4 E5 & E6 Eligibility period 1 year 3 year 4 year
41

S1, S2, S3 S4 W0 W1 & W2 W3 to W8

3 year 4 year fore SG 1 year for E1 10 year 8/5 year 4 year

Employee Development Scheme Qualification equivalent to graduation Qualification for Promotion Pay fixation Rules Transfer Policy Job rotation/ Career Growth B.S. in power Engineering NOCET
System of mentoring in NTPC

Training System

Performance appraisal indicates that the deficiencies of employees in the present job, which necessitate overcoming these through training. Training is provided due to skill deficiencies, technological changes and in methods of production/operations which indicate the prospective deficiencies of the employee in the new job. Employer train employees through on-the job and off-the-job training methods, depending upon the nature of training content and suitability of training methods.
42

2. Service Condition
Service Rules/ CDA Rules

Employees are required to comply with the provisions of the companys CDA Rules/Standing orders, as the case may be, as well as Service Rules, a copy of each of which is supplied to each employee at the time of their appointment. Disciplinary Procedure 3. Pay Scales and Allowances Pay Scale a) Executives b) Supervisors c) Workmen d) Rate of increment All allowances and benefits/ recoveries of W0 shall be at the same rate as applicable in case of non-executives in the grade of W1. new benefits/ advances viz. Reimbursement of cost of newspaper / magazines, Entitlement for travel by AC-3 tier, multipurpose advance, furniture/ household items advance, conveyance advance for scooter/motorcycle and computer advance, as part of wage revision shall not be made applicable to W0 grade.

The employee in W0 grade shall be considered for promotion to the next grade. Grade Rate of increment (% of basic pay)
43

W0 W1-W7 W8/S1-S4 Executive/selection grade

2.5 3 3.5 4

Dearness Allowance (D.A.) Periodicity of Revision: Every quarter with effect from 1st April, 1st July, 1st oct & 1st Jan. the percentage Neutralization would be 100% for all employees. NPA NPA for company Doctors shall be @ 25% of basic pay. NPA will not be counted for any other purpose. CCA CCA will be paid as the rates, based on the revised classification of cities as announced by the Government of India. FCA/SCA FCA/SCA is payable to the eligible employees posted at places where city compensatory allowance is not payable. HRA HRA is payable to the eligible employee who are not provided with residential accommodation by the company at places where the company has its projects /units/offices. Co. leased accommodation

44

To provide subsidized residential accommodation to employees in executive category in cities where the company does not have its own residential township. Conveyance expenditure Emplyees in regular pay scale of company including such deputationists who have been taken against the post in the regular pay scale of the company. a) Executives b) Non-executives Rates Type of vehicle CAR E7 & above E5-E6 E2A-E4 E1-E2 Scooter/motor cycle All executives Selection grade W8/S1 & above W1-W7 Moped All executives Selection grade W8/S1 & above W1/W0-W7 Transport subsidy Employees not in receipt of monthly reimbursement of conveyance expenditure are entitled to transport subsidy. Reimbursement limit (Rs./p.m.) 2925 2660 2400 1860 900 900 670 445 485 385 365 305

4. Facilities
45

 Leave Types of leave 1) Casual leave: Entitlement: A) EXECUTIVES/SUPERVISORS/EXECUTIVE TRANEES 12 days in a calendar year. B) WORKMEN 1) Up to 10 years of service 10 days 2) More than 10 years of service 12 days. 2) Earned leave: Entitlement: EXECUTIVES/SUPERVISORS/WORKMEN 30 days per year 3) Half pay leave: Executives, supervisors and workmen are entitled to HPL @ 20 days per year. 4) Extra ordinary leave: Extra ordinary leave means leave sanctioned under special circumstances without any pay and allowances when no other kind of leave is due or when the employee specially applies for extra ordinary leave. 5) Special disability leave: Employees who are disabled and become temporarily unfit to work on account of injuries due to accidents arising out of and in the course of employment shall be allowed Special Disability Leave with full wages/
46

salary subject to detailed rules framed in this regard. Such employee who avail of the special disability leave shall not be entitled receives benefits under group personal accident insurance scheme or vice- versa.

Holidays

All employees are eligible for: 8 closed holidays (inclusive of 3 national holidays) & 6restricted holidays. The list of closed & holidays will be notified by the respective project/ station / offices. The list of RH shall also include the following days. Birthday of self , spouse and children World disability day Wedding anniversary day of the employee/ wedding or engagement day. Medical attendance rules LTC Professional bodies / Internet Children education Newspaper riemberance Wedding gift Merit scholarship 5. Social Security Provident fund Gratuity
47

 Group Insurance GPAIS Benevolent fund Funeral expenses HBA Insurance NTPC Pension scheme PRMS a) Executives b) Non-executives 6. Advance/ Loans HBA Conveyance advance Computer advance Furniture advance Multipurpose advance Advance/ Loans In NTPC Loans & Advances are also donated as the part of Working Capital and it having too important part in the organization together with other things. This thing are use in organization for motivate to the employees in the organization by providing some types of loans under this head. There are basically two types of loans are provided by the company to their employees, which are as follow: Interest free loans:-

In this the company provide such types of loans which having no any interest charges. And this contain
48

following loans Multipurpose loans (yearly bases), Furniture advance loans. Interest payable loans:-

In this company provided such types of loans which having interest charges on the amount of loan. And this contain following types of loans: Computer loan Car loan Scooter loan

House loan, etc. Advances are also provide to the supplier like BHEL, mobilizations advances are given to the contractor but mainly this loans and advances are use for the employees of the company, it is part of the current assets.

7.
Definition : The maintenance of employee/employer relationships that contribute to satisfactory productivity, motivate employees and ensure healthy employee morale. Among many ways to successfully manage employee relations is performance management and open communication. INTRODUCTION:

49

Employee relations, however, is primarily a matter of attitudes , i.e., how does the management feel about the labor and vice versa. Good relationship cannot, however, be grown overnight, but has to be developed and nurtured by both the parties, over a period. It is only through an attitude of mutual trust and respect that harmonious and cordial employee relations can develop in an organization or industry. Harmonious employee relation within an organization is essential for its efficient running. No organization can function effectively and produce the goods and services if there are constant strifes and turmoil between the management and the labor. It is impossible to introduce any innovation or effect any productivity improvement exclusively through the various industrial techniques. Looking at employee relations, therefore, from a broader national and economic viewpoint, it is an important prerequisite for national and economic growth of a country. One of the major problems of a developing country is to increase the per capita income of the population through the rapid industrialization as well as through improvement in agricultural field. Industrialization will create more employment opportunities and will help in achieving a better standard of living. For rapid industrialization, climate has to be created which will encourage investment and attract entrepreneurs. One of the major factors which attract investment is the state of industrial peace. No nation can take up a programme of industrialization unless the proper climate prevails. Strifes, unrests and lockouts only lead to loss of man-days in industries and consequent monetary loss to the nation in terms of lost production.

Basically Employee Relations has three sections in NTPC:

50

ER SECTIONS

TRADE UNIONS

CONTRACT LABORS

PARTICIPATIVE FORA MEETINGS

Participative Fora They are platform where representatives management as well as workers sit together to discuss their issues related to the working conditions, safety management, quality management, reduction of wastage and brainstorming for better and innovative ways of doing the same. Various Participative Foras are: 1) Four Shop Level Committees (SLC) i. SLC-1 Operation Department ii. SLC-2 Maintenance Department iii. SLC-3 Coal Handling Plant(CHP) iv. SLC-4 Services Department(Human Resource, Finance,etc.) 2) Plant Labor Committee(PLC) 3) Site Management Committee(SMC) 4) Canteen Management Committee(CMC) 5) Hospital Advisory Committee(HAC) 6) House Allotment Committee 7) Township Advisory Development Committee(TADC) In NTPC SLC, PLC and SMC are followed.

51

INTRODUCTION ON PARTICIPATIVE MANAGEMENT The Constitution (Forty- second) act, 1976 makes pioneer attempt to provide for workers participation in management in industries by suitable legislation by articles 43 A. A retrospect of scheme of workers participation through governmental a plant policies are some of the areas which set the boundaries of present chapter. The extension of organizational responsibility to who man instrumentally which served the industrial organization as worker or employee, has expanded the horizons of industrial philosophy in India. Since the evolution of the idea of socialistic patterns of society, the workers as one of the primary constituents of the industrial society have attracted increasing attention from all sector of the community. Workers participation is broad concept. It varies from country to country an industry to industry. Its main aim is to seek cooperation of those engaged in the production, in the fields of ethical, politico-social and economic. So for as the ethical kind is concerned participation is conceived of as a means of developing personality, satisfying human urge for self expression and recognizing the dignity of man as man. Employee participation in management is nothing new. It is as the institution of owners and workers. But it important has increase and has been brought into sharp focus with industrial revolution and the advent of large enterprises.
52

Management refers to the constitution of consultative councils and committees, comprising representative of employees and employers to recommend step for improving productivity, machine utilization, job loading, for effecting saving in power, light, for identifying lazy workers, safety, so on and so forth. MEANING OF PARTICIPATIVE MANAGEMENT In its broads sense, employee participation means associating representatives of workers at every stage of decision making, as is done informer east Germany & Yugoslavia. Participative management is considered as a process by which the workers share in decision- making extends beyond the decisions that are implicit in the specific contents of the jobs they do. This in actual practice, amounts to the workers having a share in the reaching of final management decisions in an enterprise. The workers participation has been differently defined by sociologists, psychologists, economists and lawyers. The sociologists view workers participation as an instrument of varying potentialities to improve industrial relations and promote industrial peace. The psychologists consider participation as a mental and emotional involvement of a person in a group situation which encourages workers to share managerial responsibility. According to them workers participation is a psychological process by which encourages workers become self- involved in an establishment and see that it works successfully. The economists think that the real basis of workers participation is the higher productivity of labour and utilization of collective conditions of production. Lawyers,
53

however,

view

workers

participation asn a legal obligation upon the management to permit and provide for involvement of workers of industrial establishment through proper representation of workers at all levels of management in the entire range of managerial section.

DEFINITION A clear and more comprehensive definition is: 1. Workers participation, may broadly, be taken to cover all terms of association of workers and their representatives with the decision making process, ranging from exchange of information, consultations, decisions and negotiations to more in institutionalized from such as the presence of the workers member of management or supervisory boards or even management by workers them self practiced in Yugoslavia (According to ILO) 2. Worker participation in management is synonymous with codeterminationGermany 3. to a terms popularly this used informer east describe participation. Participation

management is also called employee involvement. Participation management refers to the process of involving employees or employer representative at all levels of decision making. Co-determination is another terms of participative management. EVOLUTION OF PARTICIPATION MANAGEMENT Participative management is a constitutional commitment in India. Article 43-A of the Constitution 42nd Amendment provides.
54

The State shall take steps, by suitable legislation or in any other5 way to secure the participation of workers in the management of undertakings, establishments or other organizations engaged in any industry. A beginning towards workers participation was made with the passing of the industrial Dispute Act. 1947, which made it mandatory for every large industrial undertaking to constitute works committee comprising representative of employers and employees. In 1956, the Industrial Policy Resolution was adopted by the government , which stated that there should be some joint consultation to ensure industrial peace, and improve employeremployee relations. Subsequently, a study team, under the chairmanship of Vishnu Sahay, Secretary in the Ministry of Labour, Government of India, was sent to the UK Sweden, France, Belgium, former West Germany and Yugoslavia to study the problems involved in the scheme which was similar to the British system of joint management councils and committees. The functions of these joint bodies were to be consultative and were not binding on the management. The response to the scheme was very encouraging, to start with. Soon however, interest in it waned. Till now, all the measures to introduce participative management have been non statutory. The non- statutory measures have obviously failed to elicit uniform response from all employers. Therefore, the government introduced on May 30, 1990, a billThe Participation of Workers in Management Bill- in the Rajya Sabha. Three reasons have been advanced in support of the bill: 1. 2. Step in tune with the Article 43 of the Constitution, The non statutory measures were not effective, and
55

3.

The statutory works committees have proved to be ineffective.

The committees were since then abolished. The bill requires every industrial enterprise to constitute one or mere shop floor councils at the shop floor level, and an Establishment Council at the establishment level. These councils were to have and equal number of representatives of employers and employees. A Shop- floor council has such powers and functions as it deems necessary in relation to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Production Storing Materials economy Operational problems Wastage control Hazards of safety problems Quality improvement Cleanliness, Monthly targets and production schedules

10. Cost- reduction efforts, 11. Formulation and implementation of work- systems, 12. Design group working and 13. Welfare measures particularly related to the shops. Modern management is so complex that no worker is in a position to play an effective role at he micro- level in terms of raising production and productivity. Decision making on larger issues is better left to specialist managers.
56

But participative management is staging a come- back. The compulsions of emerging competitive environment have made employee involvement more relevant than ever before. Manager and the managed are forced to forget their known stands, break barriers and work unitedly. The old adag- a worker is a worker, a manager a manager, never the twain shall meet, should be replaced by manager and worker are partners in the progress of business. SCOPES AND WAYS OF PARTICIPATIN There are three groups of international decisions which have a direct impact on the workers of any industrial establishment. 1. 2. 3. Social. Personnel. Economics.

Social Social decision relate to hours or work, welfare measures, questions affecting work rules and the conduct of individual workers safety, health, sanitation and noise control.

Personnel Personnel decisions refer to recruitment and selection, promotions, demotions, transfers, grievance settlement, work distribution, and so on. Economic
57

Economic decisions include financial aspects- the methods of manufacturing, automation, shut- down, lay- offs, mergers and similar other functions. But there is a difference of opinion about the scope and the extent to which workers can participate in social, personnel and economic decisions. One school of thought is of the opinion that the workers or the trade unions should, on parity basis, sit with the management as equal partners and make joint managerial decision on all matters. The other school propounds the view that the workers should only be given and opportunity, through their representatives, to influence managerial decision at various levels. The first view could lead to the workers actual participation in the decision- making process of the management, while the second aspect will work out to be consultation of workers in managerial decisions.

METHOD OF PARTICIPATIVE MANAGEMENT

Financial participation

Board level participation

Ownership participation

Workers Participation in Job management enlargement 58

and enrichment

Complete control Staff or Joint councils Collective works and bargaining councils committees

TQM

Empowered teams

Quality circles Suggestion schemes

REQUIRMENT ( PRE-CONDITINS) OF EFFECTIVE WORKERS PARTICIPATION It is suggested that to ensure effective workers participation in management, the following conditions must be fulfilled: (i) (ii) (iii) Democratic Attitude of Management Strong Union. Mutual Trust and Faith.
59

(iv) (v) (vi) (vii)

Clarity of Objectives of workers Participation. Continuity. Cordial Industrial Relations Training in Participation.

WORKERS PARTICIPATION IN MANAGEMENT IN INDIA The idea of workers participation in management in India in India has a long history. Its initiation was made around 1910 when it was introduced in the textile industry. Soon after the First World War, Tata Iron and Steel Company at Jamshedpur set up a Works Committee with workers cooperation. This committee has to be Ahmedabad and Calcutta also, Works Committees were set up, but with little success. The Royal Commission on Labour in India recommended works committee at the plant and resolution of disputes. The fate of these committees also, however, was no better than those set up earlier. They could not make much headway. After 1940, with the emergence of tripartite labour organization (Which eventually became Indian Labour Conference), trade unionists and political leaders made demand for labours association with management. But the scheme of joint consultation got a firm legislative foundation only when the Government of India enacted Industrial Disputes Act in 1947. The act made it obligatory for all units employing more than one hundred workers to constitute works committees. Since then the Government has introduced several scheme of workers participation in management of which Joint Management Councils ( 1956) and shop Councils and Joint Councils (1975) are of significance.
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WORKER PARTICIPATION IN MANAGEMENT AN INDIAN SCENE Indian is passing through a period of transition and demands selfsufficiency in production. Rapid industrialization is one of the principal instruments for achieving economic growth. It is a means for the availability of goods and services in abundance and larger job opportunities. The success of the strategy for economic development is dependant on the industrial programme. In a developing country like India the key to the progress is increased productivity. A country cannot progress unless the management and labour adopt a co-operative attitude towards each other so that conflicting interesting do not hamper the pace of productivity.

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FORMS OF PARTICIPATION The form or way in which workers can and do participate in management varies a great deal. To some extent this variation is related to the variations in the level of management, subjects or are as in which participation is sought, as also the pattern of labour management relationship prevalent in an organization. Miss Dorothea- de Scheweinitz in her research work, Labour and management in a Common Enterprise describes three stages of the development of labour management co-operation. The first stage is designated as information sharing in which an employer looks upon the Joint Committee as a means of informing Employees about business conditions and the outlook of their company, as well as telling them about changes in operating methods before they are put into effect. The second stage of development is designated problem sharing in which the employer recognizes that workers can make a contribution in certain areas such as material costs, quality or waste etc and that the management presents of development the management indicates a willingness to have labour to initiate ideas in any kind of production and personnel activities and labour with certain safeguards, is willing to contribute to the operation of the business. This stage is designated as Idea-Sharing.
62

According to K.C. Alexander the Important form in which workers can participate in management are. 1. 2. 3. 4. Collective Bargaining Joint Administration. Joint decision- making Consultation and information sharing. IMPORTANCE OF PARTICIPATION Participative management results in improved performance. Improved performance is the outcome of three variables. 1. 2. 3. Removal of conditions of powerlessness, Enhancement of self efficacy Employee perception of empowerment.

In other word The greatest benefit of participative management is that the employee identifies himself or herself with the work and this leads to an improved performance.
1.

Participation tends to improve motivation because employees feel more accepted and involved in the situation.

2.

Self esteem, job satisfaction, and cooperation with the management will also improve. Seduced conflict and stress. Employees may also reduce turnover and absence. Participation in itself establishes better communication. The Management tends to provide workers with increased information about the organizations. Reduced industrial unrest.
63

3. 4. 5. 6.

7.

8. 9. 10. 11. 12. 13. 14. 15.

Reduced misunderstanding. Increased organization balance. Improve Communication. Higher productivity. Increased commitment. Industrial Democracy. Development of individual Less resistance to change.

LEVELS OF WORKERS PARTICIPATION A review of management literature on participation reveals that (since Elton Mayo first advocated the idea) three schools of thought have emerged. The first looks at participation as a process of decision- making in which subordinates are allowed to have a say in or to influence the decision- marking. The second views participation as actual. Influencing through Information sharing:- According to he first view, participation takes place when the solicits the opinion of workers before taking a active participation in the process of decision- making. Their representatives sit across the table with the representatives of management to take important decisions particularly on matters affecting the worker. Workers may be member of works committee, Joint management council, etc
64

management decision.

Joint Decision- making:- Joint decision making, the workers are

Self Control- The essential feature of self- control (or selfmanagement) is that management and workers are not visualized as two distinct groups but as active members with equal voting rights. Every member participates right from decision- making to execution of decisions. MODES OF PARTICIPATION Participation of workers in management of industrial enterprises in achieved by the following methods:Works Committee. A works committee consists of equal number of representative of both employers and workers. It meets frequently for discussion on common problems of the workers and the management. After discussion, joint decisions are taken and such decisions are binding on both the parties. Matters like wage payment, bonus, training, discipline, etc. ate discussed in such meetings. Work committees are extremely popular and effective in France and also in England. Joint management Council-Joint consultation scheme was started in the UK with the formation of whitely Councils ( works councils, district council and national council) on the recommendations of the whitely Committee which was appointed by the British Government to recommend measures for the permanent settlement of differences between the workers and the management. Joint consultation involves setting up of joint committee represented by the workers and the management to discuss and give suggestions for improvement with regard to matters of mutual interest. The decisions of such committees are not binding on either party, yet they ate implemented as they
65

arte arrived at by mutual consultations. The welfare, safety measure, grievance redressal, training, working hours, etc. Collective Bargaining. It is an industrial relations process in which employees through their elected leaders participate on equal basis with management and in redressing grievances of the workers. Co- Partnership.- In co- partnership workers are allowed to purchase shares of the company and thus become its co-owners. In this way, they can participate in the management of the company through their elected representatives on the Board of Directors. As shareholders, the workers can also attend general meeting of shareholders and exercise their voting rights. Worker Director- Should labour association with management result in a workers representative being given a seat on the board of directors? Many trade unionists have themselves pointed out such and idea is illogical. In countries where the trade unions are very strong as in Britain and U.S.A., the trade union definitely reject the idea. A workers- director would be in a minority and thus his view would carry little weight with the Board. Suggestion scheme - Under suggestion scheme, the workers are encouraged to give their suggestions to the management on various administrative matters, and their suggestions are considered carefully and accepted, if found suitable. In addition, rewards are also given to those who make constructive suggestions. Grievance Procedure- A grievance procedure also providers an opportunity to the workers to participate in decisions on matters
66

affecting their interests. It is established for an early settlement of workers grievances. Quality Circle- A quality circle is a unique concept which provides for voluntary participation by the workers in the direction of quality improvement and self development. Quality circle firs originated in Japan during 1962 and then spread too many other countries. SCHEME FOR EMPLOYEE PARTICIPATION IN MANAGEMENT IN NTPC Introduction: - The scheme will be applicable to all central public sector undertaking accept those undertaking which are giving specifics exception from the operation of the scheme by the administrative ministry/department consumer in consultation with the department of labour taking into account the nature of the undertaking the product it is manufacturing etc. Any undertaking of the central government which is

departmentally. However will be excluded from this new scheme. STRUCTURE OF THE SCHEME The scheme salary operated both at the shop floor and plant levels in all public sector undertaking as regard participation at the board level. The administrative ministry/ department council will draw in constitution with the department of labour. A list of undertaking which it considered would be suitable for introduction of the scheme at the board level also. This list will be reviewed
67

from time to time with a view bringing in as meaning undertaking as possible scope.

REPRESENTATIVE The representation of the worker at shop floor and plant level would covered different categories, of worker such as skilled an unskilled, technical & Non- technical, Managerial personnel would be excluded, but supervisory category such as foreman, charge man etc. would be covered both the worker and the management will get equal representation at the shop floor and plant level forum. Each party have a representation of five takes member depending on the size workforce. The exact number would be arrived at by the management in consultation with the trade union leader in the under taking the management will also consult the concerned trade union leader and evolve through consensus the made for representation of worker at all level at which the scheme would be implemented. The management trade union leader would ensure that there is adequate representation for woman in the participative forum where woman workers constitute 10% or more of the total work force. The management would also ensure that adequate provision as made to safe guard workers. Independence from management pressure so as to ensure worker, protection against any harassment or victimization.
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FUNCTION The participative arrangement may cover the following function at different levels.
69

A. shop level:- Production facilities, storages foul material economy operational problem, wastage

in shop control,

hazards , safety target and production schedule construction program formulation and implementation work system design group working welfare major related particularly to the shop B. Plant level:- Operational area a. Evolution of productivity scheme taking into account the local condition b. Planning implementation of undertaking an revised of monthly target and schedule c. Material supply and its short full d. Storages & inventories e. House keeping f. Improvement in productivity in general and in a critical area in particular g. Encouragement to and consideration of suggestion h. Quality and technological improvement i. Machine Utilization knowledge and development of new product j. Operational performance figure. k. Matter not resolved at the shop level or concerning more than one shop l. Review of the working of the shop level bodies. ECONOMIC & FINANCIAL AREA 1. Profit & loss statement balance sheet 2. Review of operating, expenses, Financial Result, cost of rules 3. Plant performance in financial terms, labour & managerial cost, Market Condition etc.
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PERSONNEL MATTER 1. Absenteeism 2. Special Problem woman worker. 3. Intimation and supper vision of worker training programs . 4. Administration of social security scheme WELFARE AREA 1. 2. 3. 4. 5. 6. 7. Operational details implementation of welfare scheme, medical benefit and transport facility Safety major. Sports & Game Housing. Township Administration, canteen etc. Control of gambling, drinking,

ENVIRMENTAL AREA 1.
2.

Extension activities & communities development project Pollution Control.

BOARD LEVEL. At the board level the workers representative will participate in all the function of the board. One of the special function assigned to the board would be covering the work shop & plant level participating forum, WORKING OF THE FORUM At the shop floor & Plant level, the participating forum will to arrived at a decision by consensus but ware no mutually
71

acceptable consensus emerges, they will refer the matter for the next fire forum

MODIFICATION OF THE FUNCTION OF THE FORUM The scope of the function can be modified by mutual consensus between the worker in the management. MONITERING OF THE SCHEME As time bound programme for implementation of the scheme with in ONE YEAR will be drawn up by the administrative ministries/ department concerned, the programme of the working of the scheme in individual undertaking will be reviewed quarterly GENERALS No legislation would be undertaking immediately give any legislative backing to the scheme, such as step would however be considered after educate experience has been gained in the working of the scheme.

PARTICIPATIVE FORUM 1. Safety committee 2. Township Advisory committee. 3. Joint Plant/ Project level council 4. Shop/ Department level council 5. Canteen management committee.
72

6. Employee welfare Committee. 7. Sports Council. 8. House Allotment Committee

1.0 PREAMBLE In order to bring about a sense of involvement and effective participation amongst the employees at various levels, towards a coordinated and determined effort for better allround performance and improved efficiency, it is imperative to provide institutionalized forums for joint participation/consultation of the employees in the timely completion of projects and their smooth functioning. It is desirable to have such forums not only in the areas of construction/production, productivity/efficiency, targetsetting, reduction of cost, elimination of waste, safety, house-keeping, and physical working conditions, etc. but also in the areas of day-to-day concern of the employees away from their workplace, such as in the areas of recreation and cultural activities, horticulture, environment, etc.

2.0 PARTICIPATIVE FORUMS

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2.1 With the above broad objective of giving a sense of oneness with the organization and the feeling of involvement, to make employees feel about the various measures in hand for improving their working and living conditions, to make use of the valuable suggestions put forth by the employees for the benefit of the organization and the personnel working in it, it is desirable to have various institutionalized forums. 2.2 During the construction stage when even the first unit has not been commissioned, keeping in view the employee strength and other relevant factors, the following committees may be constituted to start with: 2.2.1Safety Committee 2.2.2Township Advisory Committee 2.3 During the phase when both generation and

construction activities are going on simultaneously as well as after completion of construction activities, the participative forums would be as follows: 2.3.1Safety Committee 2.3.2Township Advisory Committee 2.3.3Joint Plant/Project Level Council 2.3.4Shop/Departmental Level Council 2.3.5Canteen Management Committee 2.3.6Employees Welfare Committee 2.3.7Sports Council 2.3.8House Allotment Committee
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3.0 SAFETY COMMITTEE 3.1 Objective The objective of the Safety Committee would be to create safety consciousness among employees and suggest ways and measure to the management for creating safe working conditions and a safe working culture. 3.2 Constitution The constitution of the Safety Committee would be as follows: 3.2.1Dy. General Manager Chairman 3.2.2Manager/Dy. Manager from Erection/Operation 3.2.3Safety Officer Secretary 3.2.4Officer(HR-Welfare) 3.2.5One Executive from Civil Construction Department 3.2.6Senior-most employee in the Supervisory category from Mechanical Erection. 3.2.7Senior-most employee in the Supervisory category from Electrical Erection. 3.2.8Senior-most employee in the Workman category from Mechanical Erection. 3.2.9Senior-most employee in the Workman category from Electrical Erection.

3.3

Meetings The Committee will meet once in three months or at

75

such frequent intervals as felt necessary. The Safety Officer, who would work as the Member Secretary, will do necessary follow-up for the implementation of conclusions reached at in these meetings. 4.0 TOWNSHIP ADVISORY COMMITTEE 4.1 Objective The objective of the Township Advisory Committee would be to advise the management in the administration of matters relating to municipal affairs and township maintenance and to make suggestions for the provision of township facilities, horticulture and environment, etc.

5.1 1. 2. 3.

Constitution The constitution of the SLC would be as follows: Head of Department Chairman An Executive from the HR Department Secretary The number of representatives of employees and

the Management would be equal and would vary between 8 and 12 depending on the employee strength. The Management representatives would be recommended by the Heads of Department and approved by the Head of Project. They would consist of representatives from the Supervisory category depending whose on number would the total be 1 or 2 of whether
76

number

Management representatives is 4 or 6.

Workers representatives would be elected by secret ballot. The members once nominated or elected would hold position for one year. Any vacancies arising during the term would be filled in the same manner as mentioned earlier, but only for the remaining period of the term. Participative Forums Traditional management system is based upon span of control and chain of command and control and supervision . There is a clear division one group to manage, to take decision, to use brain-another group to work, to obey and use only hands. Money is considered the only motivator. The policy of carrot and stick is followed to govern them. The employee, in traditional management system, is treated as a cog in the machine, rather than as intelligent, capable human being who has a natural urge for association and cooperation. He under such a system becomes more interested in higher benefits and less work. Participative management is focused more on achieving commitment by providing al the motivational needs than simply extending decision making power to the employees. It requires a change in culture, which may include a series of items ranging from access to information, involvement in decision-making, sharing ownership and redistribution of rewards, etc. Some vital issues of participation
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Propensity to participate and participative potential are two basic pre-conditions for effective and meaningful implementation of participative management. The propensity to participate comprises willingness to participate and ability to participate, which can be developed by different HRD device. The participative potential involves a number of inter-related issues such as, (1) (2) (3) (4) schemes a) Executives b) Non-executives 7. Workers education Adult education Incentives & Awards Project Incentives Generation Incentives Incentives-additional qualification Small family norms National awards Suggestion scheme Quality circle Non-monetary Incentives Hindi Incentives
78

scope of participation mode and forms of representation structure and forums of participative Grievances

inherent conflict between different levels of participation

 8.

Long service award Best student award NTPC award scheme Employee Service Hours allotment Fitting & white / colour washing of quarters Accommodation to outside agencies GH/ Transit camp Recoveries Procedure for CO. vehicle accident Honorarium for faculty Fee / honorarium to consultant Norms for stationery item, furniture & office space etc.

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HR FUNCTIONS AT NTPC
The entire gamut of functions relating to HR in NTPC has been organized under three levels, viz. Corporate, Regional and Project levels. The responsibilities vary from level to level depending on the tasks assigned, accountability and implementation criteria. An overview of these functions is hereby given in this section.

Corporate Level
Major functions under this level are: (a) (b) (d) Industrial Engineering Employment and Placement Management Development, Organizational Development

(c)Training and Human Resource research (e) Employee Benefits (f) Policies and Rules (g) Employee Relation and Welfare Policies
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(h) HRD-Promotion, Performance Appraisal System and Employee Development (i) (j) Employee Services Corporate Office administration

(k) Public Relations.

Regional level
At the regional level the functions undertaken by HR department are (a) (b) (c) Employee Benefits Recruitment Employee Services

Project level
The major functions covered by this level are

HUMAN RESOURCE DEPARTMENTS

ED

EB Rajbhasha group

ER

ES

EDC

Employee Relation, Employee Services, Employee Development, Personal Relation, Employee Benefit, Employee Development Centre, Corporate Social Responsibility, Hindi Cell, Township Administration and Law.

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Employee Relation Section-

This section of HR sees and supervises activities pertaining to unions, associations and amicable employee relation scenario. It also coordinates the various participative forums in the plant. This section also covers various labors laws and statutory provisions under the law of land. This section also coordinates the C.I.S.F and plant security.

Employee Services section-

This section of HR sees through proper dispersement of intramural and extramural welfare that is Vanita Samaj, Bal Bhawan, it also sees various school and colleges of Shaktinagar.

Employee DevelopmentThis section of HR sees through the performance management system, the manpower development pattern through industrial engineering. It also coordinates the promotional activity of both executive and non-executive through various HR initiatives taken for the integrated development o NTPC employees.

Employee Benefit-

This section of HR takes care of various employee benefit aspects such as loan, advances, reimbursement etc.

Personal Relation-

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This section takes care of media management, the print/ electronic media in SSTPS.

Employee Development Centre-

The EDC takes care of training and development aspects of employees that cover employee induction training, training for career development and growth, training for skill up gradation.

Hindi Cell-

The rashtrabhasha cell of HR constantly endeavors and works for the enhancement of reading and writing of employees. It constant works to motivate employee to day to day official works in Hindi as per as possible.

Corporate Social Responsibility-

This section HR takes care of CSR initiatives taken by NTPC in the vicinity of adjoining villages of project that is arranging health camp, giving various amenities to school of adjoining villages or making arrangement of drinking water in the adjoining villages of project and providing sustainable employment opportunities to project effected people.

Township AdministrationThis section of HR takes care of quarter allotment to

employees, the township security, the administration of shopping complex and vigilance over the landed properties of NTPC in the area.
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HR Law-

This section of HR takes care of the judicial aspects starting from labor laws in the courts of NTPC, legal voting of contracts and various documents that are used in various HR activities.

Suggestions and conclusions

As the financial spotlight scans the organization for potential cost saving, personnel department often claim that they, like others, are being asked to do more for less. To maintain or justify resource
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levels, the department must be seen to be effective. Line managers and senior executives have become more demanding. Increasing delegation plus the introduction and utilization of new technology has raised both the expectations and the speed of response required. My first recommendation, therefore, is that you ensure that your staffs are trained and sufficiently skilled to take advantage of the technology available. A days training on graphics or interface software will give immediate returns in terms of report quality and timesaving. To succeed, the culture of the department must change. It needs to become client-oriented, outward-looking, responsive and most of all, focused on results. Such change requires courage. The department needs to find out exactly what the organization and its managers expect from personnel; it needs commitment to seek to improve areas of concern or criticism; it needs to set standards it can deliver ; and to ensure that it meets those agreed service levels.

Bibliography:I choose SSTPS/NTPC Corporation for my study of working capital position, when I do the research; in this connection following things are very useful to write this report and other things. 1. Book of research methodology.
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2. Financial policy report of different years issued by NTPC. 3. Performance highlights book. 4. Shakti Sandesh- a Journal of NTPC/SSTPS. 5. NTPC news Magazine of different years. 6. Singrauli (Promise fulfilled) a journal of SSTPS. 7. Employees hand book. 8. Annual reports of NTPC/SSTPS. 24th Edition- 1999-00 25th Edition -2000-01 26th Edition -2001-02 27th Edition- 2002-03 28th Edition- 2003-04 29th Edition- 2004-05 9. News flash NTPC/SSTPS journal. 10. Horizon journal.

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