1. Submitted by Benigopal (ROLL No.: 510737044) A Project on

2. National Thermal Power Corporation has been the power behind India`s sustainable power development since November 7, 1975. Contributing 26% of the country ’ s entire power generation, NTPC today lights up every fourth bulb in the country, with ambitious growth plans to become a 75,000 MW plus power company by 2017. NTPC- the largest power utility of India has already diversified into hydro sector. Further initiatives for greater organizational transformation have been approved under PROJECT DISHA.

3. NTPC LIMITED: A BRIEF Type Central Public Sector Undertaking (CPSU) Established 1975 Headquarter New Delhi, India Headed By Shri R. S. Sharma, CMD Core Business Generation of Electricity Products Electricity Employees 23867  Sixth largest thermal power generator of world  Second most efficient utility in terms of capacity utilization  One of the nine PSUs to be awarded the status of Navratna  Provides power at the cheapest average tariff in the company.

4. PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals. Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. PERFORMANCE MANAGEMENT SYSTEM

5. Objective of the study To promote professional excellence To encourage two-way communication between the executive and the reporting officer and bring about transparency in the performance assessment process To evaluate the potential of the executive to assume higher responsibilities in the organisation To provide a source of talent for meeting the organisation’s growth requirements through a process of mapping the competencies and potential of executives To translate future skill requirements of the organization into individual development plans To identify high performers and recognise them through rewards and incentives.

6. LINKAGES WITH HR SYSTEM PMS PUNISHMENT/DISCIPLINE KNOWLEDGE MANAGEMENT SALARY/PAY RECRUITMENT TRAINING & DEVELOPMENT REWARDS/ RECOGNITION SYSTEM CAREER DEVELOPMENT

7. BENEFITS OF PERFORMANCE MANAGEMENT SYSTEM Systematic effort to tone up performance based on performance results, appropriate and corrective actions. Input for an array of personnel decisions such as placement, transfer, promotion and reward. To identify individual with high potential. To develop career and succession planning. To analyze training and development needs. For diagnosing individual and organizational problems.

8. It is very difficult to find out the actual Performance of any employee. There is not any parameter to measure the exact performance of any person. PMS depends on many other factors like working conditions, work culture, other facilities etc. So it is very limited area to find out actual Performance of any employee. LIMITATION

9. CONCLUSION Increase organisations productivity. Improvement in growth rate. Increased employee Job Satisfaction. Increased employee interest & commitment.

10.  Evaluate your own performance first  Take time to evaluate your own performance first  Get feedback from others (peers and superiors) to see how well you are creating an achieving atmosphere for your executives  Prepare yourself and the executive for the discussion  Set a date, time and place after consulting with executive  Ensure that executive is aware of the purpose of the meeting. Show the same professional courtesy that is awarded to any business associate  Give the executive the opportunity to ask clarifying questions prior to and during the meeting SUGGESTIONS

11. Contd…  Be open, can did and specific  Present your assessment openly, clearly and rationally  Be prepared to present the facts and rationale if challenged  Give both good and bad news  Discuss executive accomplishments  Focus on performance, not personality  Close the discussion in a professional manner  Summarize the discussion  Ask for executive’s impression on how the meeting went  Thank the executive  Explain the follow-up steps