Professional Documents
Culture Documents
AT
NATIONAL THERMAL POWER
CORPORTATION
Submitted By:
Shreya Gupta
BM-016233
Under the Guidance of:
Industry Guide Internal Guide
1
ACKNOWLEDGMENT
It is said no learning is possible without any proper guidance and no research endeavor is a
solo exercise, some contribution is performed by various individual
By acknowledging the guidance, support and assistance, I pay my deepest sense of guidance to
the management of NTPC.
I would also like to thank Ms. Indu Balkrishna (Sr. Engineer HR-EB), NTPC for her valuable
support in completion of this project. My special wishes and thanks shall always be for those
who responded to me and extended their co-operation in preparing and collecting data by
which this project report has been smoothly conducted.
I would also like to thank my internal guide Dr. Anjali Rai for her efforts and guidance at each
moment of query I made.
In last I also thanks to all those people who somewhere engage with this project no matter in
what terms, thank you everyone.
2
PREFACE
The well planned, properly executed and evaluated vocational training helps a lot in including
good work culture .It provide linkage between two problem solving based on board
understanding of process and mode of operation of an organization.
This project report is the result of study conducted in EOC (Engineering office complex)
NTPC, Noida during the period 1 MAY 2017 to 30 JUNE 2017.
In the present day social context, especially in democratic systems, it is accepted that
employees should be able to express their need weather it is related to serious problem or the
performance level of the employee. The need arises because of the gap in expected and actual
performance.
The training procedure is one of the most important means which is available to the employees
with which they can improve their performance. It is also a mean available to management to
keep a check on the performance level, so that it can be improved through training and
development.
I feel rewarded by the management of NTPC who gave me an opportunity to study, in such a
big organization, which is engaged in generating thermal power.
SHREYA GUPTA
3
SIGNIFICANCE OF THE PROJECT
As a part of my curriculum I had to do two months training in a well-reputed firm and for this I
had selected NTPC Noida and got the topic TRAINING & DEVELOPMENT for my project
work. I had chosen NTPC only because it is the training apex.
The eight weeks of summer training at NTPC Ltd. gave me a complete exposure to relevance
of Training for organizational excellence. It was a unique opportunity to explore the realities of
Indias leading power generation company as a researcher and gather knowledge from its vast
repertoire of experience.
It was a great learning experience .The project not only helped me to enhance my practical
knowledge on training but it also gave me an insight into the way work force is utilized here. It
is a rare chance where I got to witness the challenges and opportunities for training, as a
profession.
The summer project, also made me realize the worth of a well-designed training program (and
training system) towards organizational excellence. I got to know the importance of
communication and interpersonal skill in getting things done from others. In a nutshell, it was a
very fulfilling and fruitful period of my life as a management student
4
TABLE OF CONTENT
1. INTRODUCTION OF NTPC 6
2. COMPANIES PROFILE 8
3. NTPC HUMAN RESOURCE MANAGEMENT 18
4. INTRODUCTION TO HRM 25
5. INTRODUCTION TO PROJECT 27
6. RESEARCH METHODOLOGY 51
7. QUESTIONNAIRE 54
8. DATA ANALYSIS AND INTERPRETATION 56
9. RECOMMENDATIONS 74
10. LIMITATION OF STUDY 75
11. CONCLUSION 76
12. BIBLIOGRAPHY 77
5
AN INTRODUCTION
NTPC VISION
TO BE ONE OF THE WORLDS LARGEST AND BEST POWER UTILITIES,
POWERING INDIAS GROWTH
6
NTPC THE TOTAL POWER COMPANY
National thermal power corporation has been the power behind INDIA`S sustainable power
development since NOVEMBER 1975.Contribution 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 56,000MW power company by 2017, NTPC-the
largest utility of INDIS has already diversified into hydro sector. Further initiatives for greater
organization transformation have been approved under PROJECT DISHA.
NTPC is INDIA`S largest power generation company with an installed capacity of 21,435(as
March 31st, 2008)
7
COMPANY PROFILE
It gets hot enough in India to stress even the healthiest resident, but
India's largest power company, National Thermal Power Corporation (NTPC), thankfully
generates enough electricity to run a lot of air conditioners. State-run NTPC, which generates 27%
of India's power supply, has 21 coal and gas-fired power plants and interests in three more through
its SAIL Power Supply joint venture. The company's plants have a combined capacity of more
than 24,950 MW and feed government-owned distribution grids throughout India; prices are
determined by India's Electricity Act.
NTPC also offers global power consulting and engineering and construction services. India's
government owns nearly 90% of NTPC. NTPC, with a rich experience of engineering,
constructing and operating over 26,000 MW of thermal generating capacity, is the largest and one
of the most efficient power companies in India, having operations that match the global standards.
NTPC Limited is the largest thermal 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 FIIs, Domestic Banks, Public and others hold the
balance 10.5%. Within a span of 31 years, NTPC has emerged as a truly national power company,
with power generating 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 Limited Formerly known as National Thermal Power Corporation. Its core business is
engineering, construction and operation of power generating plants and providing consultancy to
power utilities in India and abroad. The Group operates through two segments. Power Generation
includes generation and sale of bulk power to SEBs/State Utilities. Others provide consultancy,
project management and supervision, maintenance services, power trading and distribution of bulk
power. The Group has generated 170.88 billion units of electricity in 2006.
The Indian power sector is witnessing several changes in the business and regulatory
environment. The legal and policy framework has changed substantially with the enactment of
8
the Electricity Act 2003. In the foreseeable future, India faces formidable challenges in
meeting its energy needs. Recently, a draft integrated energy policy has been issued, which
addresses all aspects including energy security, access, availability, affordability, pricing,
efficiency and environment. To meet the twin objectives of ensuring availability of electricity
to consumers at competitive rates, as well as attract large private investments in the sector, a
new Tariff policy has also been issued. The power sector thus offers a mixed bag of challenges
and opportunities to players and NTPC would continue to review its business strategy and
portfolio in light of these changes
NTPCs 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 27,904 MW
through its 15 coal based (22,895 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects
(1,054 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, and Indian
Financial Institutions and Maharashtra SEB Holding Co. ltd. The present capacity of RGPPL is
740MW.
NTPCs share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and it
contributed 28.50% of the total power generation of the country during 2006-07.
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 organizations in the power business.
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 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 (2600 MW) has
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
9
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 International
Development (USAID).Cenpeep is efficiency oriented, eco-friendly and eco-nurturing
initiative - a symbol of NTPC's concern towards environmental 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 programs, the company endeavors to improve the overall socio-economic status
of Project Affected Persons.
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 its excellent performance and vast potential, Government of the India has
identified NTPC as one of the jewels of Public Sector Maharatnam- 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.
Developing and operating world-class power stations is NTPCs core competence. Its scale of
operation, financial strength and large experience serve to provide an advantage over
competitors. To meet the objective of making available reliable and quality power at
competitive prices, NTPC would continue to speedily implement projects and introduce state-
of-art technologies.
10
Total capacity portfolio:
Indias generation capacity can be expected to grow from the current levels of about 120 GW
to about 225-250 GW by 2017. NTPC currently accounts for about 20% of the countrys
installed capacity and almost 60% of the total installed capacity in the Central sector in the
country. Going forward, in its target to remain the largest generating utility of India, NTPC
would endeavor to maintain or improve its share of Indias generating capacity. Towards this
end, NTPC would target to build an overall capacity portfolio of over 66,000 MW by 2017.
Currently, coal has a dominant share in the power generation capacities in India. This is also
reflected in the high share of coal-based capacities in NTPCs current portfolio. With high
uncertainties involved in Domestic gas/ LNG, both in terms of availability and prices, NTPC
would continue to set up large pit-head coal based projects, including few integrated coal cum
power projects. To reduce the dependence on fossil fuels, there is a need to push for renewable
sources of power in the sector. NTPC would avail of opportunities to add hydropower to its
portfolio subject to competitive tariffs. A first step in this direction has already been taken with
the investment in Koldam Hydro Power Project. NTPC would continue to closely monitor
developments on nuclear front also and be open to setting up around 2000 MW of Nuclear
power generation capacity, possibly through a Joint Venture. As a leader in power generation,
NTPC would also consider other energy sources such as biomass, cogeneration, fuel cells, etc
for future development thereby reducing the dependence on thermal fuels.
While a decision on the fuel/energy mix for NTPC in the future would be largely governed by
their relative tariff-competitiveness, the fuel mix in 2017 may be different from the existing
portfolio, though not very significantly.
NTPC has achieved the distinction of being the largest thermal generating company in India. In
the past, this focus was adequate as the industry was highly regulated with limited
diversification opportunities. Over last few years, the country has been facing acute shortages,
both in coal and gas, severely affecting optimum utilization of its power stations and these
shortages are likely to continue in future as well. This is in spite of the fact that India is one of
the largest producers of coal in the World. To safeguard its competitive advantage in power
generation business, NTPC has moved ahead in diversifying its portfolio to emerge as an
integrated power major, with presence across entire energy value chain. In fact, to symbolize
this change, NTPC has taken on a new identity and a new name NTPC Limited. NTPC has
recently diversified into coal mining business primarily to secure its fuel requirements and
support its aggressive capacity addition program. In addition, NTPC is also giving thrust on
diversification in the areas of power trading and distribution. Diversification would also allow
11
NTPC to offer new growth opportunities to its employees while leveraging their skills to
capitalize on new opportunities in the sector.
To become a truly global company serving global markets, it is essential for NTPC to establish
its brand equity in overseas markets. NTPC would continue to focus on offering Engineering &
Project Management Services, Operations & Maintenance services, and Renovation &
Modernization services in the international market.
By the year 2017, NTPC would have successfully diversified its generation mix, diversified
across the power value chain and entered overseas markets. As a result NTPC would have
altered its profile significantly. Elements of the revised profile that NTPC would seek to
achieve are:
PROJECTS
12
10. KAWAS GAS POWER PROJECT
11. KAYAMKULAM COMBINED CYCLE POWER PROJECT
12. KOLDAM HYDRO POWER PROJECT
13. LOHARINAG-PALA HYDROELECTRIC POWER PROJECT
14. NATIONAL CAPITAL POWER STATION
15. NORTH KARANPURA SUPER THERMAL POWER PROJECT
16. RAMAGUNDAM SUPER THERMAL POWER STATION
17. RIHAND SUPER THERMAL POWER PROJECT
18. SIMHADRI SUPER THERMAL POWER PROJECT
19. SINGRAULI SUPER THERMAL POWER STATION
Vision of NTPC:
A world class integrated power major, powering Indias growth, with increasing global
presence
Mission of NTPC:
Make available reliable and quality power in increasingly large quantities at appropriate
tariffs and ensure timely realization of revenues.
Speedily plan and implement power projects, with the contemporary technologies.
Implement strategic diversification in the areas of R&M, Hydro, LNG and non-
conventional and eco-friendly fuels and explore new areas like transmission on IT etc.
Promote consultancy and make prudent acquisitions.
Continuously develop competent HR to match world standards.
Develop and provide reliable power, related products and services at competitive prices,
integrating multiple energy sources with innovative and eco friendly technologies and
contribute to society
Corporate Objectives:
13
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.
Customer Focus
Agile Corporation
14
Performance Leadership
Financial Soundness
15
To continuously strive for reduction in cost of power generation by improving
operating practices.
Technology Leadership
16
NTPC TOP LIST OF MOU AWARDS FOR EXCELLENCE IN
PERFORMANCE:
STAKE HOLDERS
CENTRAL
GOVT.
S OIL B
FUNDING
U SUPPLIERS
AGENCIES U
P Y
P E
L R
I S
COAL
E SUPPLIERS
NTPC SEBS
R
S
STATE
RAILWAYS GOVT.
EQUIPMENT
SUPPLIERS
Shell Helen Keller Award 2002 for promoting employment opportunities to disabled
people.
Platts Global energy Award 2002 for commitment to community development.
CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI.
ICC-UNEP World Summit Business Award for Sustainable Development Partnership.
National Safety Award 2002 instituted by the British Safety Council, to seven NTPC
stations.
Best HR Practices Award 2002 instituted by Indian Society of Training &
Development.
World HRD Congress Award instituted by World HRD Congress.
Golden Peacock National Training Award 2003 instituted by Institute of directors to
PMI.
Meritorious Productivity Award of the Government of India to 12 stations.
Prime Ministers Shram award for the 17th year including two SHRAM RATNA.
Vishvakarma Award by Ministry of Labor, Government of India.
Climate Technology Initiative award.
MoU Excellence Award of Government of India.
CII Award for Excellence in Infrastructure.
17
NTPC
HUMAN RESOURCE MANAGEMENT
NTPC HR VISION
TO BE A FAMILY OF COMMITTED
18
Aligned to NTPC & the HR Vision
NTPC HR
To enable our people
To be one of the worlds To be a family of committed
largest & best power utilities world class professionals,
powering Indias growth. making NTPC
a learning organization.
PMI Vision
To become an institute of excellence as a
global center of education for power
professionals to build world class competencies
HR GOALS
HR STRATEGIES
19
HUMAN RESOURCES
Director (HR)
Executive Power
Management
Director
Institute
HR Policy HR
Division Recruitment
Industrial
Engineering & Industrial
Transfers Group Establishment
20
POWERS AND DUTIES OF OFFICERS AND EMPLOYEES
The powers and duties of the officers and employees of the Company stems mainly from the
provisions of the Companies Act,1956 and Memorandum & Articles of Association of the
Company. The officers and workmen of the Company carry out the business operations of the
Company in line with the objectives specified in the Memorandum of Association of the
Company. While discharging duties and responsibilities, all employees are to comply with the
applicable provisions of the all applicable statutory and rules and regulations framed there
under.
The decisions making process in the Company involves the following Channel
GM [HR]
Overall management of the Company rests with the Board of Directors of the Company, the
highest decision making body within the Company. The Board of Directors is accountable to
the shareholders of the Company, who are real owners of a Company. NTPC being a Public
Sector Enterprise, the Board of Directors of the Company is also accountable to Government of
India.
21
As per the provisions of the Companies Act, 1956 certain matters require the approval of the
shareholders of the Company in general meeting. Similarly, in terms of the Articles of
Association of the Company and guidelines of Department of Public Enterprises certain
matters require the approval of the President of India. The primary role of the Board is that
of trusteeship to protect and enhance shareholders value. The Board oversees the
Companys strategic direction, reviews corporate performance, authorizes and monitors
strategic decision, ensures regulatory compliance and safeguards interests of shareholders.
The Board ensures that the Company is managed in a manner that fulfils stakeholders
aspirations and societal expectations. The day-to-day management of the Company is entrusted
with the Chairman and Managing Director who is supported by Functional Directors and other
Officers and staff of the Company.
The Board of Directors has also set up several Committees with specific functions and powers.
For effective discharge of his functions, the Board of Directors has delegate
substantial powers to the Chairman & Managing Director. The Chairman & Managing
Director, in turn, delegated specified power to Functional Directors/Officers subject to due
control being retained by him and subject to such conditions which are consistent with the need
of prompt, effective and efficient discharge of responsibilities entrusted to such a
Director/Officer.
The Chairman & Managing Director is accountable to the Board of Directors. Functional
Directors are accountable to the Chairman & Managing Director. The Officers are accountable
to concerned Functional Directors.
Believes in growth with a human face, and pursuing people-centered development. NTPC is a
socially committed organization and a socially responsible corporate citizen. It attaches great
importance to discharging its overall social responsibilities to the community and the society at
large where its projects and stations are located.
22
POWER MANAGEMENT INSTITUTE (PMI)
The Power Management Institute (PMI) was set up by the National Thermal Power
Corporation (NTPC) in recognition of the vital role that training & development has to play
in the context of the challenges associated with the growth of the Indian Power Sector. The
institute, was set up in year 1982, is involved in the training & development of middle
&senior level personnel from the power sector as well as from the other organization not
related to power sector.
The institute has the capacity of running 8 programs concurrently. Services are also
offered in the areas of Open Learning Center, integrated personality development including
language proficiency, theater workshop and professional update sessions, following
screening of management/ technical films.
PMIs integrated campus at Noida has the modern infrastructure. Lecture rooms,
complemented by smaller syndicate facilities and a personal growth laboratory. The
institute has its own auditorium with a setting capacity of more than 200 persons.
The Learning Resource Center (LRC) includes latest books, data bank and information
service in print as well as in electronic media. LRC also has computer-based referencing
facility, electronic information products on CD-ROM and online access to international
database.
The academic and computing needs of the institute are met through a campus-wide IT
network. The centralized computer labs have the capacity to train about 40 participants
simultaneously, catering to both high and low end user needs. Internet connectivity is
extended all over the campus, through a dedicated 64 kbps radio-link.
23
NO. OF EXECUTIVE EMPLOYEES IN NTPC - EOC : GRADE WISE
TOTAL
24
INTRODUCTION TO THE HRM:
Excellence and innovation should not only be discussed but also be practised by Proceeding
Infrastructure facilities, keeping persistence, patience, monitoring continuously,
supporting rewarding success.
An organisation with good HR practices not only takes care of major things but also minor
things important to the employees. This helps them to grow and expand their vision not only as
employees of the organisation but also as individuals.
Having an able HRD department leads to organizational success practicing HRD involves
human beings who are most complex and unpredictable in nature. Human beings are guided,
controlled by themselves, families and societies, culture and ethos. Thus what is true for
one person cannot hold the same for the other, this is what HR must recognize and understand.
HRD engaged in well-run organisation meets business challenges flexible systems to enable
roles. Its goal is long term benefit for both the individual and the organisation.
The bond that links your true families is not one of blood but of respect and joy. Its these
bonds that HRD thrives to bring about.
Among the various factors of productions, which are used in an organization, human resource
is the most important of all. This is because the efficient use of physical resources (i.e. land,
machinery, materials) ultimately depends on how the human factor is put to good use on
various operations.
Human Resource Management is a process of bringing people together so that the goals of
organization are met. It tries to secure the best from people by winning their wholehearted
cooperation. In short, its defined as the art of producing, developing and maintaining
competent workforce to achieve the goals of an organization in an effective manner.
IMPORTANCE OF HRM
An organization success depends on the knowledge, attitudes and skills (KAS) of employees,
particularly as they help establish a set of core competencies that distinguish an organization
from its competitors.
Human Resource Management helps an organization and its people to realize their respective
goals in an organization.
25
Human resource
As part of post employment training and development opportunities, a systematic Training plan
has been formulated for ensuring minimum seven man days training per employee per year and
includes level-wise planned intervention designed to groom people for assuming positions of
higher responsibility, as well as specific need-based interventions based on scientific Training
Needs Analysis. NTPC has set up 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 skills and
knowledge, PMI places emphasis on management development. Besides opportunities for long
education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech
in Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani
(B.Tech) etc.
26
INTRODUCTION TO PROJECT
Every organization needs to have well trained and experienced people to perform the activities
that have to be done. If the current or potential job occupant can meet this requirement training
is not important but when that is not the case if it is necessary to raise the skills levels and
increase the versatility and adaptability of employees. As the job becomes more complex, the
important of employees development are not only an activity thats desirable but also an
activity thats an organization must commit resources to if it is maintain a viable and
knowledge work force.
In other words training improves, changes, moulds the employees knowledge skills behavior
aptitude and attitude towards the requirement of the job and organization. Training refers to the
teaching and learning activities carried on for the primary purpose of helping member of an
organization, to acquire and apply the knowledge, skills, abilities and attitude needed by a
particular job and organization.
Organization and individuals should develop and progress simultaneously for their survival and
attainment of mutual goals. So every modern management has to develop the organization
through human resource development. Employee training is the important sub- system of
human resource development. Employee training is a specialized function and is one of the
functional operative functions for human resource management.
Training:-
Training means learning skills and knowledge for doing a particular job. It increases
job skills.
The term training is generally used to denote imparting specific skills among
operative workers and employees.
Training is concern with maintaining and improving current job performance. Thus, it
has short-term perspective.
Training is job centered in nature.
The role of trainer or supervisor is very important in training.
27
Development:-
Development means the growth of an employee in all respects. It shapes attitudes.
The term development is associated with the overall growth of the executives.
Executive development seeks to develop competence and skill for future performance.
Thus it has a long-term perspective.
Development is career centered in nature.
All development is self development. The executives have to be internally motivated
for self-development.
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends on human resource
development. Training is the most important technique of human resource development. No
organization can get candidates who exactly match with the job and the organizational
requirements. Hence training is important to develop the employees and make him suitable to
the job.
Job and organizational requirement are not static they are changed from time to time in view of
technology advancement and change in the awareness of total quality and productivity
management (TQPM) the objectives of the TQPM can be achieved only through training as
training develops human skills and efficiency. Trained employees would be valuable assets to
an organization. Organization efficiency, productivity, progress and development to a grater
extent depend on training. Organization objective like viability, stability and growth can also
be achieved through training. Training is important as it constitute significant part of
management control.
28
NEED FOR TRAINING
Every organization big or small productive or non productive, economic or social, old or newly
established should provide training to all employees irrespective of their qualification, skills,
suitability for the job etc. thus no organization can choose whether or not train employees .
Training is not something that is done once to new employees it is used continuously in every
well run established. Further technological changes automation require updating the skills and
knowledge. As such an organization has to retrain the old employees. The need of training
arises due to following reasons:
To match the employee specification with the job requirement and organizational needs
For organizational viability and transformation process
It is good for technological advancement.
Decreases organizational complexity.
Improves human relations
BENEFITS OF TRAINING
To Organization:
Leads to improved profitability and or more positive attitude towards profits orientation
Improves the job knowledge and skills at all level of the organization
Improves the morale of the workforce
Helps people to identity the organizational goal
Helps to create a better corporate image
To Individual:
Helps the individual in making better decision and effective problem solving.
Through training and development, motivational, variables of recognition,
achievement, growth, responsibility and advancement and internalized and
operationalized
Aids in encouraging and achieving and self development and self confidence
Helps to handle stress, tension, frustration and conflict
29
TYPES OF TRAINING
On the basis of purpose several types of training programs are offered to the employees. Some
of them are:-
Induction or orientation
Job training
Apprenticeship training
Internship training
Refresher training or retraining
Training for promotion
Induction: - This type of training is for new employee. This training is concerned with
introducing or orienting a new employee to the organization and its procedure, rules and
regulation. It helps a new employee to get acquainted with the work environment of the
organization.
Job training: - It relates to specific job, which the worker has to handle. It gives information
about machines, process of production, instruction to be followed method to be used and so on.
It helps the workers developing skill and confidence and enables them to perform the job
efficiently.
Refresher training: - It is for the old employees of the enterprise. The basic purpose of
refreshers training is to acquaint the existing workforce with the latest methods of performing
their jobs and improve their efficiency further.
Training for promotion: - The talented employees may be given adequate to make them
eligible for promotion to higher jobs in the organization.
30
METHODS OF TRAINING
There are various methods of training. The choice of any training methods depend upon several
factors like cost of training, number of worker, depth of knowledge required, background of
the trainees, purpose of training and so on.
On the job training: - The most important type of training is training on the job. The
experience of the actually doing something makes a lasting impression and has reality that
other types cannot provide this training is for everybody from clerk to company president.
INTERNSHIP
\\
31
ON THE JOB TRAINING IS DIVIDED INTO DIFFERENT GROUP
4. Demonstration and examples: - Here the trainer describes and demonstrates how
to do a certain work. He performs the activity himself going through a step-by-step
explanation of the why, how and what of what he is doing.
5. Coaching: - Under this method the supervisor imparts job knowledge and skill to his
subordinate. The emphasis in coaching on learning by doing.
6. Under study: - The supervisor gives training to a subordinate as his under study or
assistant. The subordinate learn through experience and observation. It prepares the
subordinate to assume the responsibility of superior job in case superior leave the
organization.
7. Job rotation: - The purpose of position rotation is to broader and background the
trainee in various job. The trainee is periodically rotated from job to job instead of
sticking to one job only so that he acquires practical knowledge of different job that is
diversified knowledge. Job rotation is thus used by many organizations for all-round
personality development of worker and more adaptability in them.
32
FF THE JOB TRAINING METHODS ARE AS FOLLOWS
2. Case Study:- Under this method, a real business problem of the situation demanding
solution, is presented to the group and members who are to be trained to identify the
problems present, they must suggest various alternatives for tackling them, analyze
them and find out their comparative suitability and decide
33
RAINING POLICIES IN NTPC:-
OBJECTIVES:
The objectives of the guidelines are to:
Make learning one of the fundamental values of the Company
Ensure value addition through training to the overall business process
Institutionalize learning opportunities that supplement work experience
Integrate organizational and individual developmental needs
Enable employees to keep abreast with the latest knowledge and skills and enable them
to undertake current and future responsibilities in a more effective manner.
Provide linkages between the different functionaries of training activity
Provide linkages of training activity with overall Human Resource function.
.
DEFINITIONS:
Training Year: Training Year shall mean a period of one year commencing from 1st MAY till
30st JUNE of the subsequent year.
34
In-house Training Program: A training program designed, developed and conducted within
the Company, exclusively for the regular employees of the Company, with or without the
assistance of external agency (aes).
External Training Program: A training program designed, developed and conducted within
India, by an outside agency, not exclusively for the employees of the Company, and to which
one or more employees of the Company may be nominated.
Need-based Program: A training program, designed, developed and conducted on the basis of
the developmental needs felt and identified for the employees concerned in the Training Needs
Form.
Specified Intervention: An external training program or an in-house training program other
than a Planned Intervention or a Need-based Program, conducted to improve certain specified
competencies, as felt necessary by the organization.
Essential: Developmental needs which, if not met, may affect job performance
Desirable: Developmental needs which are necessary for personal development and growth.
Short-term: Developmental needs which need to be fulfilled for immediate job performance.
Long-term: Developmental needs which need to be fulfilled for future job performance, in
next two years or so.
35
TRAINING TARGET:
It shall be the endeavor of the Company to provide seven maydays 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.
AGENCIES OF TRAINING:
The agencies that shall deal with the training function in the Company shall include:
Power Management Institute: PMI shall be the apex-training institute and the nodal agency
for Training for the Company. It shall cater to the advanced training needs of all executives of
the Company. In case of employees of Corporate Centre, it shall cater to the training needs of
both executives and non-executives. It shall specialize in Management Development and
advanced technical areas including Information Technology and shall serve as knowledge
dissemination centre for the Company as a whole. It will also engage in research and
consultancy.
Unit Training Centers: Unit Training Centers shall cater to the training and development
needs of the employees of the respective units.
Simulator Training Centers: The Simulator training centers at Korba & Kawas, designed to
produce real time behavior of the Thermal and gas modules respectively, shall cater to the
needs of the corporation. In addition, depending on the availability of resources, the Simulator
training centers would also provide training to external agencies / organizations, on
commercial terms.
Regional HR group: The Regional HR group shall cater to the training and development
needs of the employees of the respective region. Wherever it is not feasible for the Unit
Training Centers to organize a specific program, Regional HR group would organize such a
program for the employees in the entire region. It would also take an active and proactive part
in finalization of the training calendars of each unit within the region.
Corporate HR Group: HR Group shall co-ordinate external training program for all the
employees of Corporate Centre. It would also co-ordinate specified interventions for targeted
groups.
36
Departmental Training Coordinator: The Head of each Department shall nominate an
executive who shall, besides his normal functional assignment, co-ordinate the training and
related matters for the employees of the department. It shall be the responsibility of the
Departmental Training Coordinator for conducting Training Need Analysis and so ensuring
nomination of the employees of the department concerned to training program that the Training
Target of 7 man days of training for every employee in a training year is achieved.
37
analysis would be done by the Training Centre of the Unit and discussed in Site Management
Committee/Heads of Department for evolving the yearly Training Calendar for the next two
years, by 15th November.
With a view to integrate the process of evolving of the Training Calendar and to utilize
Training resources optimally, the finalization of Training Calendars would be done by Heads
of Training in association with the Head of Personnel of the respective Regions by 30th
November.
In case of advanced training needs where it is not possible for the Training Centers to design
and conduct program, the same should be forwarded to PMI for designing and conducting
Company-level program and incorporation of the same in its Training Calendar. For this
purpose, the Heads of Personnel of Regions and PMI shall meet before 15th December for
sharing Training Calendars of the Projects/Stations of the respective Region and for providing
inputs to the Training Calendar of PMI.
In case of training needs expressed by only a few employees and it is not viable to design and
conduct program at the project/station level, the Heads of Personnel / HR of each Region
would explore the possibility of conducting the program at the Region-level either at the
Regional Headquarters or in any of the Projects/Stations of the Region, so that the training
needs are not left unfulfilled for want of number of employees.
TRAINING CALENDAR
The Heads of training from the Projects / Stations would meet in the Regional Head Quarter
during 1week of January to share training calendars. They would also provide inputs to RHQ /
PMI regarding program to be assigned to RHQ / PMI, from out of the training needs identified
by the employees of their respective projects.
Each Training Centre/PMI shall bring out, by 15th February every year, a Training Calendar,
specifying the schedules of the program, both planned interventions and need-based
interventions, planned to be conducted by it during the following training year.
Each Training Centre shall circulate on bi-monthly basis calendar of program scheduled for the
38
next two months to all HODs and other Training Agencies.
The Training Calendars of the various Training Centers and of PMI would be widely made
available to all departments/sections at all plants/offices. Copies of Training Calendar would
also be kept in the Central Library of the Unit. Copies of Training Calendar of one
Project/Station would be circulated to other Training Centers and PMI by 15th March, for need-
based utilization.
NOMINATION SYSTEM
Planned Interventions:
The Training Centre/PMI would send to departmental training co-ordinates, schedules for the
next three program of a planned intervention, which in turn shall seek preferences for
nomination from the employees in the target group and send the list of employees to the
Training Centre/PMI.
On the basis of the preferences received for nomination, the Training Centre/PMI shall send
confirmation.
External Training:
Employees may generally be considered for nomination to training program only in the areas
identified in the Training Needs Analysis and after verifying if a similar program is being
conducted in-house during the year.
Training centers shall, as far as possible, try to provide training to employees in-house.
Employees will normally be nominated for external program only for advanced program or
where conducting the program in-house is not feasible.
39
PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:
The Departmental Training Coordinator shall ensure that employees of Scheduled Caste and
Scheduled Tribe categories are adequately nominated to training program.
The Training Centers/PMI/Corporate HR Group shall also endeavor to organize pre-promotion
training program exclusively for SC/ST employees.
SHARING OF LEARNING:
Employees who have attended training program shall normally share their learning with other
employees in fora like Professional Circles, Quality Circles, departmental meetings etc.
In case of medium and long-duration program for executives, the participant shall submit an
action plan to his Reporting Officer, with a copy marked to the Training Agency, detailing the
steps that would be taken by him/her for implementing the learning in his/her job.
GENERAL:
The system shall be reviewed from time to time to keep it in line with the latest trends in the
area of Training and Development. The management reserves the right to modify, cancel, add
or amend any of these provisions at any time.
TRAINING EVALUATION:
The objective of training evaluation is to enhance value addition through training program by
building on the strengths and by removing the shortcomings, if any, and measure the impact of
training program on job behavior.
40
Training Evaluation would be done at three levels:
Pre-training Evaluation
Program Feedback
Impact Assessment
Pre-training Evaluation:
Pre-training Evaluation is aimed at detecting shortcomings in the program design before the
commencement of the program. For this, in case of all in-house long-duration programs, the
Training Centre/PMI/HR Group, as the case may be, shall review the program design, content
etc. in the light of the feedback obtained from a sample of participants.
Program Evaluation:
The Training Centre/PMI/HR Group, as the case may be, shall seek participant feedback at the
end of the training program in the Program Feedback Form as in Annexure IV for making
modifications/improvements in future program.
41
IDEAL TRAINING FLOWCHART
Organization Vision
Short Term
Business
Strategy
HR Strategy
Training strategy
Performance
Career Assessment
Planning
Need
Assessment
Succession
Planning Assessment Center
Training Design
Training Delivery
Feedback
42
TRAINING NEED ASSESSMENT (TNA)
Training need assessment is the means where the training activity achieves this relevance. It is
a supportive link in the chain of activities which cater to the design, develop and implement of
the training activity .It forms an important part of a symbolic system .The training process: -
Research Diagnosis
Identification of
Evaluation training needs
Training Objectives
Implementation/Training
Action
Training Plan
TNA is shown as a sub-phase of the training need identification phase. The reason is that it is
necessary to determine that a training need exists before assessment can take place. Thus
training need identification is necessary to indicate the nature of solution, it is therefore a
decision making phase.
43
Pitfalls of training
Most of them are ill conceived
Have vague and general objective
Have a content that does not match the objectives
Fail to produce any significant changes or visible changes in behaviors /
Performance
44
CLARIFYING THE TRAINING NEED
TNA
NEED
Training and Knowledge
Results development
Interventions Skill
45
c. Employment records
d. Training and development records
e. Performance appraisal forms
f. Selection interview reports
g. Union representatives
h. Consultants
i. Project proposals
j. Customers feedback reports
k. Training instructors
TRAINING EVALUATION
The assessment of total value of a training system , training course or training program in
special as well as in financial terms.
BENEFITS OF EVALUATION
46
POTENTIAL OBJECTS OF EVALUATION
Re-Validation
Re- Evaluation
1) Output of training
2) Facilities
3) Learning Aids
4) Organization and Administration of training
5) Instructors Contributions
6) Methods
Structural Problem
Money Criteria
Lack of support
Crisis Orientation
Objectivity
Isolating the training contribution
Multiplicity of Indicators
Unreliability of Examinations
Decision making hierarchy in public enterprise.
47
Methods of Training Evaluation
It Includes: -
a. Identifying the costs and benefits of a given Program.
b. Listing the cost and benefits and quantifying them in monetary terms.
c. Comparing benefits with cost for decision-making
I. Cost Includes
a. Trainees Salaries
b.Fees to resource personnel
c. External course fees
d.Course expenditure e.g. Refreshments etc
e. Research and Development
Observation
It is accomplished: -
1) Games
2) Practical assignment during training.
3) On the job assignments
4) Role play
Role Play
48
Surveys
Case Study
Participatory Evaluation And Follow Up Seminars
Projects Training And Development (T & D) Self Audit
1) Documents
2) Questionnaire
3) Interviews
49
RESEARCH METHODOLOGY
INTRODUCTION
In everyday life, every human being has to face many problems viz. social, economical,
financial problems. These problems in life call for acceptable and effective solutions and for
this purpose, research is required and a methodology applied for the solutions can be found out.
Research was carried out at NTPC to found out the Design of Training and Development
Program
Definition: Research Methodology is a systematic way of investigation directed to the
discovery of some facts by careful study of a subject, a course of critical and scientific inquiry.
My research work establishes a framework of evaluation and revaluation of primary and
secondary research. The techniques and concept used in primary research in order to arrive at
findings, which are dealt with and lead to a logical deduction towards analysis and result
OBJECTIVE OF STUDY:
RESEARCH DESIGN
First, a secondary research was conducted, keeping in mind the topic of study, to gain a
clear insight of the topic .For this; I consulted many books, manuals and theories. This
helped me in designing and framing the right kind of questions. The proper design helped
in selection of relevant questions for the study .The following questions was then proposed
to be studied, under descriptive research which helped me in analysis.
51
COLLECTION OF DATA
Primary source
Primary source of data collection is used under the study, questionnaire were
prepared to conduct the study.
Sample space
Employees including executives and non-executives of NTPC are distributed questionnaire.
(300 questionnaires)
Secondary source
Secondary source of data collection was done to gain a clear insight of the topic. The
research was conducted from various books, journal, and manuals for conducting primary
research.
SAMPLING DESIGN
For completion of the research work a survey was conducted. Following is the description of
the Sample Design considered for the survey:
Sample Unit:
The sample unit constitutes the Executive Employees of NTPC of the level E1 E7.
Sample Size:
The sample size, which has selected for this project is 300. The sample size constitutes
of the executive employees of NTPC.
Sampling Technique:
52
Collection of Data:
The method of Data collection used in the study is Survey/ Feedback methods.
Research Instrument:
The research instrument for the study is Questionnaire/interview.
The data collected for the purpose of the study has been collected from two main sources; they
are primary data and secondary data;
The primary data will be collected through a Questionnaire and personal interaction. The
data will be collected through questionnaire method because exact and first hand
information can be gained. This is more helpful rather than adopting any other method.
The primary data is collected by having personal interaction with the executive
employees of NTPC EOC.
A detailed questionnaire was given to the employees which was the primary source of
my study.
The secondary data comprises of information from internal records of the organization, text
books, journals and various literature available in and outside of the corporation,
presentation reports on various topics, standing orders.
This is the data which is already available, published or unpublished and is collected from
the company records and manuals which are maintained by it.
53
QUESTIONNAIRE FOR THE TRAINING AND DEVELOPMENT
Kindly tick your responses rating from 1 to 5.
1- Strongly Disagree
2- Disagree
3- Neither agree n or disagree
4- Agree
5- Strongly Agree
Q3: Most training needs of employees are addressed by the local EDC.
1 2 3 4 5
Q4: A mix of internal and external faculties takes training sessions at the EDC.
1 2 3 4 5
Q6: Training nomination takes place as per the training needs of the employees.
1 2 3 4 5
Q7: Reporting officers take active interest in training nomination of their subordinates.
1 2 3 4 5
Q8: Employees are released as per their development plan by their reporting officers for job
rotation etc.
1 2 3 4 5
Q11: In my opinion, training and development system of NTPC adds value to the organization.
1 2 3 4 5
54
1 2 3 4 5
Q13: All employees in my department get nominated for training programs uniformly.
1 2 3 4 5
Q14: Employees in my department almost get same number of training man days.
1 2 3 4 5
Q15: Seniors readily share their knowledge and experience with their juniors.
1 2 3 4 5
Q16: People openly share their knowledge and ideas with each other.
1 2 3 4 5
Q18: I feel NTPC, as an organization, is committed towards training and development of its
employees.
1 2 3 4 5
55
DATA ANALYSIS AND INTERPRETATION
The data analysis has been done question wise as well as according to the grades of the executive
employees. The present study is carried out by administering questionnaire of 18 questions and a
sample of 300 employees/respondents
(QUESTION-WISE)
Q1 180
160 160
NO. OF EMPLOYEES
140
120
100
80 57 66
60
40
13
20 4
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q1 4 13 57 160 66
54%
56
Q2: The training centre at my unit is well maintained.
Q2
200
180 177
NO. OF EMPLOYEES
160
140
120
100
80 61
60 42
40
17
20 3
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q2 3 17 42 177 61
20% 6%
14%
59%
ANALYSIS: Most of the employees feel that the training centre at NTPC is well maintained as
we can see here that the favoring percentage is very-very high to this question.
From the figure, it can be considered that 59% of the employees are agree, 20% are strongly
agree (i.e. 79% are in favor), 14% are neither agree nor disagree,6% are disagree and 1% are
strongly disagree(i.e. 7% are not in favor) to this statement.
57
Q3: Most training needs of employees are addressed by the local EDC.
Q3
180
158
160
NO. OF EMPLOYEES
140
120
100
80 68
60 43
40 27
20 4
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q3 4 27 68 158 43
14% 9%
23%
53%
ANALYSIS: The employees favoring to this question has a high percentage in comparison to the
unfavoring employees so, most of the employees feel that their training needs are addressed by
the local EDC.
From the figure, it can be considered that 53% of the employees are agree, 23% are strongly
agree (i.e. 76% are in favor), 14% are neither agree nor disagree, 9%are disagree and 1% are
strongly disagree (i.e. 10% are not in favor) to this statement.
58
Q4: A mix of internal and external faculties takes training sessions at the EDC.
Q4
180
163
160
NO. OF EMPLOYEES
140
120
100
80 63
58
60
40
13
20 3
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q4 3 13 58 163 63
21% 4%
19%
55%
ANALYSIS: Most of the employees feel that a mix of internal and external faculties takes
training session at EDC as in the figure the favoring percentage of employees is high.
From the figure, it can be considered that 55% of the employees are agree, 21% are strongly
agree (i.e. 76% are in favor), 19% are neither agree nor disagree, 4% are disagree and 1% are
strongly disagree (i.e. 5% are not in favor) to this statement.
59
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.
Q5
180 165
160
140
NO. OF EMPLOYEES
120
100
80 67
60 46
40
19
20 3
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q5 3 19 67 165 46
55%
ANALYSIS: Here the favoring percentage of employees to this question is quite high so, most of
the employees feel that faculty knowledge and training methodology at EDC is to their
satisfaction.
From the figure, it can be considered that 55% of the employees are agree, 16% are strongly
agree (i.e. 71% are in favor), 22% are neither agree nor disagree, 6% are disagree and 1% are
strongly disagree (i.e. 7% are not in favor)to this statement.
60
Q6: Training nomination takes place as per the training needs of the employees.
Q6
160 140
140
NO. OF EMPLOYEE
120
100
80 70
60 42
34
40
14
20
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q6 14 34 70 140 42
14% 5%
11%
23%
47%
ANALYSIS: Most of the employees feel that the training nomination takes place as per the
training needs of the employees as we can see here that the favoring percentage of employees to
this question ranked higher than the other parameters.
From the figure, it can be considered that 47% of the employees are agree, 14% are strongly
agree (i.e. 64% are in favor), 23% are neither agree nor disagree, 11% are disagree and 5% are
strongly disagree (i.e. 16% are not in favor) to this statement.
61
Q7: Reporting officers take active interest in training nomination of their subordinates.
Q7 140
116
120
NO. OF EMLPOYEES
100
81
80
60 49
38
40
16
20
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q7 16 38 81 116 49
Q7 STRONGLY DISAGREE
NEUTRAL
DISAGREE
AGREE
STRONGLY AGREE
16% 5%
13%
27%
39%
ANALYSIS: Here the favoring percentage of employees is not that much high with respect to
the other parameters but still most of the employees feel that the reporting officers take active
part in training nomination of their subordinates.
From the figure, it can be considered that 39% of the employees are agree, 16% are strongly
agree (i.e. 55% are in favor), 27% are neither agree nor disagree, 13% are disagree and 5% are
strongly disagree (i.e. 18% are not in favor) to this statement.
62
Q8: Employees are released as per their development plan by their reporting officers for
job rotation etc.
Q8120
100
100
86
NO. OF EMPLOYEES
80
60 48
42
40
24
20
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q8 24 48 86 100 42
14% 8%
16%
33%
29%
ANALYSIS: Here the percentage of employees favoring the question is quite low and the
percentage of neutral employees are quite high but overall most of the employees feel that the
employees are released as per their development plan by their reporting officers for job rotation
etc.
From the figure, it can be considered that 33% of the employees are agree, 14% are strongly
agree (i.e. 47 % are in favor), 29% are neither agree nor disagree, 16% are disagree and 8% are
strongly disagree (i.e. 24% are not in favor) to this statement.
63
Q9: Employees actively apply their learning from training at workplace.
Q9
140 125
120
NO. OF EMPLOYEES
100
81
80
60
44
36
40
20 14
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q9 14 36 81 125 44
15% 5%
12%
27%
41%
ANALYSIS: Most of the employees feel that the employees actively apply their learning from
training at workplace as half percentage of the employees are in favor to this question.
From the figure, it can be considered that 41% of the employees are agree, 15% are strongly
agree (i.e. 56% are in favor), 27% are neither agree nor disagree, 12% are disagree and 5% are
strongly disagree (i.e. 17 % are not in favor) to this statement.
64
Q10: Employees are released on time for attending training programs.
Q10
140
115
120
NO. OF EMPLOYEES
100 87
80
60 51
38
40
20 9
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q10 9 38 87 115 51
29%
38%
ANALYSIS: Here also approx half of the employees are in favor to this question. The neutral
percentage is also quite high here but still most of the employees feel that the employees are
released on time for attending training programs.
From the figure, it can be considered that 38% of the employees are agree, 17% are strongly
agree (55% are in favor), 29% are neither agree nor disagree, 13% are disagree and 3% are
strongly disagree (16% are not in favor) to this statement.
65
Q11: In my opinion, training and development system of NTPC adds value to the
organization.
Q11
160
140 134
120
NO. OF EMPLOYEES
100
80 72
63
60
40
20
20 11
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q11 11 20 63 134 72
4% 7%
24%
21%
44%
ANALYSIS: In this figure the favoring percentage of employee is quite high and most of the
employees feel that the training and development of NTPC adds value to the organization.
From the figure, it can be considered that 44% of the employees are agree, 24% are strongly
agree (i.e. 68% are in favor), 21% are neither agree nor disagree, 7% are disagree and 4% are
strongly disagree (i.e. 11% are not in favor) to this statement.
66
Q12: I look forward to taking up special assignments as a part of cross-functional
uniformly.
Q12
160 150
140
NO. OF EMPLOYEES
120
100
80 69
59
60
40
16
20 6
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q12 6 16 69 150 59
4% 7%
24%
21%
44%
ANALYSIS: Here also the favoring percentage of employees is quite high in comparison to the
rest of the parameters so, most of the employees feel that they look forward to take up special
assignments as a part of cross functional uniformly.
From the figure, it can be considered that 44% of the employees are agree, 24% are strongly
agree (i.e. 68 % are in favor), 21% are neither agree nor disagree, 7% are disagree and 4% are
strongly disagree (i.e. 11% are not in favor) to this statement.
67
Q13: All employees in my department get nominated for training programs uniformly.
Q13
160 142
140
NO. OF EMPLOYEES
120
100
80 71
60 49
40 28
20 10
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q13 10 28 71 142 49
16% 3% 9%
24%
48%
ANALYSIS: Most of the employees feel that all the employees in their department get
nominated for training programs uniformly as the favoring percentage of employees are high to
this question.
From the figure, it can be considered that 48% of the employees are agree, 16% are strongly
agree (i.e. 64 % are in favor), 24% are neither agree nor disagree, 9% are disagree and 3% are
strongly disagree (i.e. 12 % are not in favor) to this statement.
68
Q14: Employees in my department almost get same number of training man days.
Q14
140 121
120
NO. OF EMPLOYEES
100 93
80
60
38 34
40
14
20
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q14 14 38 93 121 34
11% 5%
13%
40% 31%
ANALYSIS: Here half percentage of employees is in favor to this question. The neutral
percentage is also quite high but still overall most of the employees feel that the employees in
their department almost get same number of training man days.
From the figure, it can be considered that 40% of the employees are agree, 11% are strongly
agree (i.e. 51% are in favor), 31% are neither agree nor disagree, 13% are disagree and 5% are
strongly disagree (i.e. 18 % are not in favor) to this statement.
69
Q15: Seniors readily share their knowledge and experience with their juniors.
Q15
160 141
140
NO. OF EMPLOYEES
120
100 86
80
60 46
40 23
20 4
0
STRONGLY STRONGLY
DISAGREE NEUTRAL AGREE
DISAGREE AGREE
Q15 4 23 86 141 46
29%
47%
ANALYSIS: Most of the employees feel that the seniors readily share their knowledge and
experience with their juniors. This is something negative for the company but most of the
employees are in favor as the favoring percentage is quite high.
From the figure, it can be considered that 47% of the employees are agree, 15% are strongly
agree (i.e. 62 % are in favor), 29% are neither agree nor disagree, 8% are disagree and 1% are
strongly disagree (i.e. 9 % are not in favor)to this statement.
70
Q16: People openly share their knowledge and ideas with each other.
Q16
180 156
160
NO. OF EMPLOYEES
140
120
100
80 65
54
60
40 22
20 3
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q16 3 22 65 156 54
1%
18% 7%
22%
52%
ANALYSIS: Here the favoring percentage of employees to this question is very high so, most of
the employees feel that the people openly share their knowledge and ideas with each other.
From the figure, it can be considered that 52% of the employees are agree, 18% are strongly
agree (i.e. 70% are in favor), 22% are neither agree nor disagree, 7% are disagree and 1% are
strongly disagree (i.e. 8% are not in favor) to this statement.
71
Q17: I am imparted adequate training needed to carry out my responsibilities effectively.
Q17
180
161
160
NO. OF EMPLOYEES
140
120
100
72
80
60 41
40 20
20 6
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q17 6 20 41 161 72
2%
7%
24%
14%
53%
ANALYSIS: Most of the employees feel that they are imparted adequate training needed to carry
out their responsibilities effectively as in this figure the favoring percentage of employees is
very-very high in comparison to the disagreed percentage of employees.
From the figure, it can be considered that 53% of the employees are agree, 24% are strongly
agree (i.e. 77% are in favor), 14% are neither agree nor disagree, 7% are disagree and 2% are
strongly disagree (i.e. 9% are not in favor) to this statement.
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Q18: I feel NTPC, as an organization, is committed towards training and development of
its employees.
Q18
160
135
140
NO. OF EMPLOYEES
120 107
100
80
60 46
40
20 2 10
0
STRONGLY
DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE
Q18 2 10 46 135 107
1%
3%
15%
36%
45%
ANALYSIS: In this figure almost all the employees are in favor to this question as the favoring
percentage is very-very high or rather we can say that it is up to hundred so, most of the
employees feel that at NTPC, as an organization, is committed towards training and development
of their employees.
From the figure, it can be considered that 45% of the employees are agree, 36% are strongly
agree (i.e. 81% are in favor), 15% are neither agree nor disagree, 3% are disagree and 1% are
strongly disagree (i.e. 4% are not in favor) to this statement.
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RECOMMENDATIONS
NTPC is a model organization only in respect of operational performance but also management
of its human resource. It is amongst a few privileged public sector undertakings, which have
been honored the status of the MAHARATNA. Besides, as mentioned earlier NTPC has been
ranked No.1 best employer in India in a survey carried out by Business Today and Hewitt
Associates. During interaction with the employees, in my study I found the work culture in
schemes is judiciously formulated by the management to take care of mutual benefits of NTPC
and its work force.
Employees are the best source to know about the strengths and weakness of the organization as
they have spent a major part of their life in the organization. When I interacted employees with
the objective to get their ideas and opinion how do they feel about improving it , I found majority
of them highly motivated and quite satisfied with their employer as NTPC is already sincerely
concerned about its work force.
I feel that other organization should follow NTPC as role model to improve their performance,
productivity by using training as a management tool. This is all because the management of
NTPC makes time-to-time positive changes leaving no scope for the people to get dissatisfied.
Continuous processes of positive changes to meet out the mutual requirement to organization as
well as individual are part of work culture in NTPC.
However I feel that various training schemes should not only be implemented but also along with
them the employees should be encouraged to increase their performance for achieving
incentives.
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LIMITATIONS OF THE STUDY
TIME CONSTRAINT:
There was not enough time to collect as much information required due to time constraint.
INSUFFICIENT KNOWLEDGE:
Respondents were not having full information. Some respondent misinterpreted the question,
gave the answer casually and it was practically impossible to return such incomplete and
unsatisfactory questionnaire to the respondent for the correction.
RELIABILITY OF REPLIES:
This method does not provide a check on the honesty and reliability of replies, if the respondent
gives wrong replies, the investigator cannot know what the truth is.
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CONCLUSION
Some suitable and reliable person should be given responsibilities for implementing the
programs.
Training and development programs in NTPC are relevant and effective in preparing the
employees for the job they do as well as keeping them appraise with new technology in
this competitive era.
Training facilities were perceived by the respondents to be quite adequate. The training
was relevant and effective in terms of the job performed by the managers.
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BIBLOGRAPHY
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