Ntpc Rihand Project

PART1

1

CHAPTER 1

COMPANY PROFILE

1.1 INTRODUCTION

ORIENTAL BANK OF COMMERCE

PROFILE OF THE COMPANY:

Oriental Bank of Commerce India was established in the year 1943 on 19th February in

Lahore. After partition, Oriental bank of commerce is shifted from Lahore to Amritsar

paying every rupee to its departing customers.

Oriental bank of commerce was nationalized on 15th April in 1980.Then OBC bank had

307 branches with Rs.282.61 crores as deposits and as advance Rs 152.69.The National

Institute of Bank Management(NIBM),rated OBC bank as “Customer Friendly” Bank

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PART2

3

CHAPTER 2

PROJECT

2.1Participative forums In Management

INTRODUCTION

Industrial relations are the relationships between employees and

employers within the organizational settings. The field of industrial

relations looks at the relationship between management and workers,

particularly groups of workers represented by a union.

Industrial relations broadly defined to include the relationships and

interactions between employers and employees. From this perspective,

industrial relations cover all aspects of the employment relationship,

including human resource management, employee relations, and union-

management (or labour) relations. Now its meaning has become more

specific and restricted. Accordingly, industrial relations pertains to the

study and practice of collective bargaining, trade unionism, and labour-

management relations, while human resource management is a separate,

largely distinct field that deals with non-union employment relationships

and the personnel practices and policies of employers. The relationships

which arise at and out of the workplace generally include the relationships

between individual workers, the relationships between workers and their

employer, the relationships between employers, the relationships

employers and workers have with the organizations formed to promote

their respective interests, and the relations between those organizations, at

all levels. Industrial relations also includes the processes through which

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http://industrialrelations.naukrihub.com/

these relationships are expressed such as, collective bargaining,

workers’ participation in decision-making, and grievance and dispute

settlement, and the management of conflict between employers,

workers and trade unions, when it arises.

DEFINITION

For management, “it is joint consultation prior to decision-making”. Management

experts look upon it as “a tool for improving the overall performance of an

enterprise”. For them, it means that workers are given an opportunity to take part

in those decisions which affect their wages, their working conditions, their very

jobs, and this participation paves the way to harmonious industrial relations which

are conductive to increasing productivity and efficiency.

For laborers, it is just like co-decision or co-determination. The trade unions view

the concept as “a new order of social relationship and a new set of power equations

within organizations.” This does not mean that they are concerned with improving

organizational performance; but in terms of relative importance and priorities, they

hold the view that the functioning of economic activity is, by its very nature,

social. The objective is to gain control over the decision-making process within an

enterprise.

ILO: Participative forums 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

institutionalized forms such as the presence of workers’ member on management

or supervisory boards or even management by workers themselves.”

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CONCEPT

The concept of Participative forums in management crystallizes the concept

industrial democracy, and indicates an attempt on the part of an employer to build

his employees into a team, which works towards the realization of a common

objective. In the words of Devise "it is a mental and emotional involvement of a

person in a group situation which encourages him to contribute to goals and

share responsibilities with them."

Within the orbit of these different definitions a continuum of men management

relationship can be conceived:

Workers' Control - Joint Management - Joint Consultation - Work Place

consultation - Management supremacy

In this continuum, workers' control represents one extreme, which suggests

concentration of all powers in workers, and management supremacy represents the

other extreme, which implies a zealous defense of managerial prerogatives.

Sometimes participation is regarded as basically synonymous with Taylor's

"Scientific management", the aim of which is to secure the maximum prosperity

of employers and the employed. However, the approach is somewhat different, for

"Scientific management' lays emphasis on the technical aspect of work whereas the

"participation" lays primary emphasis on the human element and rests on the

assumption that a worker is major than a pair of hands, he is a human resource.

When operationally, the term workers' participation implies “a formal method of

providing an opportunity for every member of the organization to contribute his

effort.

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ESSENCE OF PARTICIPATIVE FORUMS IN MANAGEMENT

The essence of Participative forums in management lies in the firm belief and confidence

in the individual, his capacity for growth and learning, ability of contribution significantly

with his hands, head as well as his heart; this implies discarding the narrow conventional

outlook of antagonism of interests and substituting in its place a community of purpose

and extending co-operation in promoting the well being of labour and management

in industry.

It should be remembered that Workers' participation in management is not the

same thing as participative management. While Workers' participation in

management refers to institutional and formal arrangements resulting into the

creation of PARTICIPATIVE FORUMS to associate workers' representatives with

management, participative management refers to managers' specific style in which

he interacts with his people.

Workers' participation can be thus summarized as a system of communication

and consultation, cither formal or informal, by which employees of an

organization are kept informed about the affairs of the undertaking and

through which they express their opinions.

The broad goal of workers’ participation is to change basically the organizational

aspect of production and transfer the management function entirely to the workers

so that they can experience intricacies of 'auto management'.

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2.2 OBJECTIVE OF RESEARCH

To study about the functioning of various participative forums in NTPC-

RIHAND

To know the satisfaction level of employees in accordance with employer-

employee relationship.

To determine the efficiency and effectiveness of participative forums in

NTPC-RIHAND

To study about the involvement of team members on various issues

concerned.

To determine the level of communication between management and

employees and benefits derived thereof.

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2.3 SCOPE AND IMPORTANCE

To improve the quality of working life by allowing the workers greater

influence and involvement in work and the satisfaction obtained from work.

To secure the mutual cooperation of employees and employers in achieving

industrial peace, greater efficiency and productivity in the interest of the

enterprise, the workers, the consumers and the nation

The above mentioned importance determines the success or failures of any systems

of participative management. It is difficult for any institutional Participative

machinery to succeed in the long run in the absence of at least some unity

regarding the objectives of participation among the parties.

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PARTICIPATIVE FORUMS IN NTPC, RIHAND

PROLOGUE

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 all-round 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, target-setting, 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.

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KINDS OFPARTICIPATIVE FORUMS

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SAFETY COMMITTEE

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.

Constitution:

The constitution of the Safety

Committee would be as follows:

Dy. General Manager – Chairman

Manager/Dy. Manager from

Erection/Operation

Safety Officer – Secretary

Officer(HR-Welfare)

One Executive from Civil

Construction Department

Senior-most employee in the

Supervisory category from Mechanical Erection.


Supervisory category from Electrical Erection.


Workman category from Mechanical Erection


Workman category from Electrical Erection.

Meetings:

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The Committee will meet once in three months or at 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.

TOWNSHIP ADVISORY COMMITTEE

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.

Constitution:

The constitution of the Safety Committee would be as follows:

Dy. General Manager/Chief Construction Manager – Chairman

Sr. Manager (Safety)

One Officer from Finance Department.

One Officer from any other department.

Senior-most employees in the categories of unskilled and semi-

skilled workers taken together.

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Senior-most employee in the category of skilled workers.

Senior-most employee in the supervisory category .

Meetings:

The Committee will meet once in a month or at such frequent

intervals as felt necessary. The Manager (HR), Secretary of the

Committee, would do necessary follow-up on the conclusions arrived .

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JOINT PLANT/PROJECT LEVEL COUNCIL (PLC)

The PLC is the apex level participative forum at the project level and is chaired by

the Head of Project.

Objective:

It is constituted to discuss and resolve plant level issues – information sharing on

generation & production targets, productivity, elimination of wasteful practices,

inventory reduction, general health, welfare & safety, and issues referred by shop

councils.

Constitution:

The constitution of the PLC would be as follows:

Head of Project/Station – 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 whose number would be 1 or 2 depending on whether the

total number of Management representatives is 4 or 6.

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Workers representatives would be elected by the workers representatives in the

Shop/Departmental Councils. 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.

Meetings: The Council will meet once in a quarter or at such frequent intervals as

felt necessary. The Secretary of the Council will prepare the minutes of the

discussions and will follow-up the implementation of the conclusions.

Functions of Plant Level Council:

To study operational results and current and long term production problems

of the work as a whole.

Function of one Shop-council which has a bearing on another shop or unit

as a whole.

Matters emanating from Shop-councils, which remain unresolved.

Development of skills of workmen and adequate facilities for training.

General health, welfare, safety measures for the plant.

To advice management on all matters concerning the working of

organization in the fields of production, welfare, quality of work life and

quality of life.

Quality and technological improvements.

Plant performance in financial terms, labour and managerial cost etc.

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To review the progress and working of various forums such as Canteen

Management Committee, Employees Welfare Association, Shop Level council

and TADC.

SHOP (DEPARTMENTAL) LEVEL COUNCIL (SLC)

The SLC is the participative forum at the departmental level and is chaired by

Head of Department. The number of SLCs is to be decided depending on the

strength of the employees. The factors to be kept in view are:

a) Homogeneity of the group;

b) Size of the group; and

c) Major areas to constitute separate identifiable groups, smaller areas can be

pooled together to constitute a Departmental Council.

Objective:

It is constituted to discuss department level issues – Improvement of production,

productivity & efficiency, elimination of wastage, improvement in working

conditions, safety, etc.

Constitution:

The constitution of the SLC would be as follows:

Head of Department – Chairman

An Executive from the HR Department – Secretary

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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 whose number would be 1 or 2

depending on whether the total number of 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.

Meetings:

The Council will meet once in a month or at such frequent intervals as felt

necessary. The Secretary of the Council will prepare the minutes of the discussions

and will follow-up the implementation of the conclusions.

Functions of Shop Level Council:

To study operational results and

current and long term departmental production problems.

To advice on steps necessary at

the departmental level.

Assist management in achieving

monthly/ yearly production target.

To improve shop floor discipline.

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To promote and rationalise

production.

To effect economies with a view

to lowering cost.

To promote efficient use of safety

precautions and devices.

Physical conditions of working

such as lighting, ventilation, noise, dust etc.

To study absenteeism in the

department and recommend steps to reduce them.

To encourage suggestions.

To ensure proper flow of adequate

two-way communication between the management and workers.

To improve working conditions and

better functioning of the departments.

To implement the recommendations

of decisions taken by PLC.

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OTHER PARTICIPATIVE FORUMS

A number of other participative forums would be set up to deal with specific areas,

as mentioned below, and would comprise of equal number of employee and

management representatives.

Canteen Management Committee

Day-to-day issues of Plant canteen management.

Employees’ Welfare Committee

Organising welfare, recreational and cultural activities.

Sports Council

Promoting sports consciousness.

House Allotment Committee

Allotment of house to entitled employees.

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The scheme for workers’ participation in industry at shop floor and plant level was

introduced by Government on 30th October, 1975 and was made applicable only to

manufacturing and mining units in the public, private and co-operative sectors as

well as those run departmentally, employing 500 or more workers. Another

scheme on workers’ participation was introduced on 4th January, 1977 in

commercial and service organization in the public sector, which has large scale

public dealing with a view tom rendering better customer service. The ministry of

labour & rehabilitation, Government of India, has introduced on 30th December

1983 a new comprehensive scheme for workers’ participation in central public

sector undertakings.

Following are the salient features of the scheme:

1-Introduction:

The scheme will be applicable to all central public sector undertakings except

those undertakings which are given in specific exemption from the operation of the

scheme by the administrative ministry/ department concerned in consultation with

the department of labour, taking into account the nature of the undertaking, the

products it is manufacturing etc.

Any undertaking of the Central Government, which is run, departmentally,

however, it will exclude from the new scheme.

2-Structure of the scheme:

The scheme shall be operated both at the shop floor and plant levels in all public

sector undertakings (other than those, which has been specifically exempted). As

regards participation at the board level, the administrative ministry/ department

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concerned (in -charge of the undertaking) will draw in consultation with the

department of labour; a list of undertakings which it considers would be suitable

for introduction of the scheme at the board level also. This list will be reviewed

from time to time with a view to bringing in as many undertakings as possible

within its scope.

3-Representation:

The representation of the workers at the shop floor and plant levels would cover

different categories of workers such as skilled and unskilled, technical and non-

technical. Managerial personnel would be excluded but supervisory categories

such as supervisor, foreman, charge man etc. would be covered. Both the workers

and the management will

get equal representation at the shop floor and plant level forums. Each party will

have a

representation of five to ten members depending on the size of the work force.

The exact number would be arrived at by the management in consultation with the

trade union leaders in the undertaking. The management will also consult the

concerned trade union leaders and evolve through consensus the mode for

representation of workers at all levels at which the scheme would be implemented.

In persuading the union leaders to reach a consensus, the management may point

out that in the absence of such consensus, a scheme would not be capable of

implementation. The management and the trade union leaders would ensure that

there is adequate representation for women in the participative forums where

women workers constitute 10 percent or more of the total work force. The

management would also ensure that adequate provision is made to safeguard

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workers’ independence from management pressure so as to ensure workers’

protection against any harassment or victimization.

4-Functions:

The participating arrangement may cover the following functions at different

levels:

Shop Level: - Production facilities, storage facilities in a shop, material economy,

operational problems, wastage control, hazards, safety problems, quality

improvement, cleanliness, monthly targets and production schedules, cost

reduction programmes formulation and implementation of work system, design

group working, welfare measures related particularly to the shop.

(b) Plant level: - Operational areas

Evolution of productivity schemes

taking into account the local conditions fulfillment;

Planning, implementation,

fulfillment and review of monthly targets and schedules:

Materials supply and its shortfall;

Storage and inventories;

Housekeeping;

Improvements in productivity in

general, and in critical areas in particular,

Encouragement to and

consideration of suggestions;

Quality and technological

improvements;

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Machine utilization, knowledge

and development of new products;

Operational performance figures;

Matters not resolved at the shop

level or concerning more than one shop.

Economic and Financial areas:

Profit and loss statements, balance sheets;

Review of operating expenses, financial results, cost of sales;

Plant performance in financial terms, labour and managerial costs, market

conditions etc;

Personnel matter:

Absenteeism;

Special problems of women workers;

Initiation and supervision of workers’ training programmes;

Administration of social security schemes.

Welfare areas:

Operational details;

Implementation of welfare schemes, medical benefits and transport facilities

Safety measures;

Sports and games;

Housing;

Township administration, canteen etc;

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Control of gambling, drinking, indebtedness etc;

Environmental areas:

Extension activities and community development projects;

Pollution control.

Board level- At the board level, the workers representatives will participate in all the

functions of the board. One of the special functions assigned to the board would be

reviewing the work of the shop and plant level participating forums.

WORKING OF THE FORUMS AT NTPC RIHAND:

At the shop floor and the plant levels, the participating forums will attempt to

arrive at a decision by consensus: but whereas no mutually acceptable consensus

emerges, they will refer the matter to the next higher forums.

MODIFICATIONS OF THE FUNCTION OF THE FORUMS:

The scope of the functions can be modified by mutual consensus between the

workers and the management.

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PROCEDURALS GUIDELINES FOR FUNCTIONING OF

PARTICIPATIVE FORUMS

Participative forums functions within the following broad procedural guidelines:

Any member of Participative forums absenting from the meeting continuously for

five occasions without valid reasons automatically ceases to be the member of the

council and the respective association / union nominates some other employee for

the said forum.

The term of the office of the member is one year (financial) and the member

nominated to fill the vacancy will remain in office for the unexpired term of his

predecessor.

When a forum is re-constituted, the members are imparted with minimum three

days training regarding the objectives, scope, manner of functioning and

knowledge about how to participate effectively.

A proper lay-out of “Calendar of meeting” is prepared at the time of reconstitution

of forum and is circulated to all the members and displayed on internet.

All members are informed at least four days before the meeting. Days and timings

are fixed as per calendar.Each member is expected to participate effectively.

There is an appointed President from the management representatives and in his

absence in meeting; second senior-most management representative conducts the

meeting. GM and in his absence, AGM presides over as chairman in the case PLC.

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Concerned Executive of Employee Relations department functions as Member

Secretary of Participative forums. The minutes of the meetings is circulated within

seven days of the conclusion of the meeting and is also be displayed on the local

net and suggestions are invited from the employees on the matters within the

purview of the council. The minutes of meeting is drafted in Hindi. The meeting

starts with the review of the progress of the resolution in the previous meeting and

new points introduced after that and efforts will be made to take up the points of

ideas and suggestions obtained from the employees.

The PLC reviews the progress of all the forums and obtains feedback.

In case no action is initiated on any point of resolution of any of the Participative

forums for three months, then the secretary is responsible for taking up the matter

with GM and the issue is automatically referred to the PLC.

The meetings of the forums are one of the platforms for making employees aware

of the Policy changes and various other HR Interventions.

The quorum fixed for the meeting is at least 50% attendance from each side.

Members of the forum who are Non-management representatives equally

participate in the implementation of the decisions.

At the end of each financial year when the forums dissolve, an Annual Report is

published and first read out in the First Plant Level Committee of the financial

year. It is also circulated individually, highlighting its achievements and

drawbacks besides on notice boards for information of all concerned.

The point of discussion shall be such that it can represent all the employees’

specific to that area.

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MEANS TO STRENGTHEN THE PARTICIPATIVE FORUM

From the year 2003-04, NTPC has introduced a Best Participative forum award,

for effective and efficient functioning forum. The performance is accessed by PLC

or by a duly constituted committee on specific parameters and best forum is given

a Rolling shield.

During the financial year the prizes are given for active participation and

attendance to the members of the forum.

After the constitution of the Council, the members new to participative forums are

provided an in-house training and the copy of the scheme of Participative forums

are distributed to all the members for ready reference.

The pending issues are also discussed in the HODs meetings for early

implementation.

Teams are sent with an array of questions based on productivity, safety, cost

control and quality of life related issues to other NR projects and based on their

study, preparations are made before PLC.

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EFFECT OF PARTICIPATIVE FORUMS

The most abiding outcome of the PLC AND SLCs are given below:

Strengthening of team spirit

Sense of belongingness/ownership

Harmonious/cordial relationship

Faith/trust and openness

Management’s support to

employees

Medium of generating employees’

involvement and commitment

Challenging work for workers

Increased sense of responsibility

Meaningful relationship to work

Availability of innovative ideas

Suggestions of workers are

available to management

Realistic management decisions

Accommodation, motivation,

creativity, innovation and commitment to implement decisions

Effective communication system

Better employer-employee

relationship

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PERFORMANCE OF PARTICIPATIVE FORUMS 2008-09

The participative forums are functioning at NTPC projects, as per the Govt of

India Guidelines (1983) for Public sector Undertakings. As per the above

guidelines and NTPC Policy, the different participative forum functioning at

NTPC, Rihand since 1994 are as under:

Shop Level Councils (4.)

Plant Level Council.

TADC. (Township administration and development committee)

CMC. (Canteen management committee)

These Participative forums are represented by Management representatives and

Union Representatives and the issues in terms of the objectives/subject matter of

formation/Committee are discussed.

The Shop Level Council are the root level Committee which covers the whole

plant/project and issues pertaining to Productivity, safety, operational problems,

cost reduction, absenteeism are discussed/resolved. The details of the shop level

councils are as under:

SLC I – Operation

SLC II - Maintenance Area (C&I, TMD, EMD, BMD, Offsite etc.)

SLC III - Fuel Management.

SLC IV - Services Area (HR, C&M, Fin, Construction, Erection, Hospital

etc.)

As the Company’s emphasis is directed towards productivity, cost reduction,

safety etc., these forums can prove to be highly effective in addressing these issues

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apart from the issues taken up by the Unions/Associations in various

communication meetings.

In order to motivate and further promote/strengthen the Participative for a

functioning at Rihand, an award scheme for the Best performing SLC was

introduced during 2008-09. On the similar lines, it is proposed that we may

continue the above scheme and give the Best SLC award in the First Plant Level

Council Meeting of the financial year scheduled in April/May 09.

During 2008-09, the meeting of these participative forums was conducted as per

the year long meeting schedule drawn for the purpose. The Performance details of

these forums are also enclosed.

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BASIS OF PERFORMANCE MEASUREMENT AT SHOP LEVEL

COUNCIL:

The performance of these shop level council was compared on the basis of the

following factors.

Attendance.

Number of issues discussed.

Number of issues implemented.

Number of meetings.

Types of issues discussed (productivity/Safety/Cost Consciousness/Welfare

related).

Involvement of team members.

THE OBSERVATION REGARDING THE PERFORMANCE OF SLCS:

Attendance Percentage of SLC III & SLC I was the equal.

It was observed that in SLC III meetings during the year, 87.5% of the issues have

been implemented, which is the highest.

During 2008-09, SLC I was adjudged as the Best Shop Level Council.

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As the main focuses of Shop Level Committees are improvement in productivity,

in view of the above observations, it is proposed that we may give the Best Shop

Level Council Award for the year 2008-09 to Shop Level Committee III (SLC III).

It is further proposed that, as a token, Memento may be given to the members of

SLC III and Secretary/President of Unions/Association in the first PLC of the

financial year, by the Chairman of Plant Level Committee. The appropriate cost of

Memento will be Rs 6750 /-(Rupees Six thousand seven hundred fifty only)

i.e. @ Rs. 250/- per Memento.

PERFORMANCE OF PARTICIPATIVE FORUM (2009-2010)

Forums Meetings held Issues discussed % of issues

implemented

SLC I 12 11 72.73 %

SLC II 12 9 66.67 %

SLC III 12 8 87.50 %

SLC IV 12 11 72.73%

PLC 03 10 70 %

SHOP LEVEL COMMITEES

SLC I- OPERATIONS

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SLC-II- MAINTAINENCE

SLCIII-CHP/MGR

SLCIV-GENERAL ADMINISTRATION

PLC- PLANT LEVEL COMMITTEE

CHAPTER 3

LITERATURE REVIEW

3.1 INTRODUCTION TO LITERATURE REVIEW

We are, in fact, presently in the midst of something of a renaissance of research on

the various aspects of participation of workers in decisions within undertakings.

Vast amount of literature is available and numerous studies are underway.

Numerous field studies, experiments, case studies and surveys have been

conducted in the organizational setting to understand the dynamics of

Participation. However, most of the studies have tried to determine the influence of

Participative forums on workers, their performance in a one to one fashion.

Thus as far as the literature review is concerned I studied the EFFECTIVENESS

OF PARTICIPATIVE FORAS in two developing countries Bangladesh and India.

(WPM-M.A.MANNAN)

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Since for my project sample size as well as area was limited I thought of using

simple average method for the analysis as compared to the ANNOVA technique

used in the mentioned book.

Source1-M.A. Manhan.-W.P.M. Page no. 125-15

3.1.1 HUMAN RESOURCE MANAGEMENT

NTPC 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 rests on four building blocks of HR viz.

Competence building, Commitment building, Culture building and Systems

building. All HR initiatives are undertaken within this broad framework to

actualize the HR Vision of "enabling the employees to be a family of committed

world class professionals making NTPC a learning organization.

To induct talent and groom them into a dedicated cadre of power professionals

"Executive Trainee" Scheme was introduced in the year 1977 for recruitment in

the disciplines of Mechanical, Electrical, Civil, Control & Instrumentation and

now encompasses Computer Science, Chemistry, HR and Finance disciplines also.

Besides a comprehensive one year training comprising theoretical inputs as well as

on-the-job training, the new recruits are also attached with senior executives under

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a systematic and formal 'Mentoring System' of the company to integrate them into

the Culture of the company.

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 centres, 2 simulator training centres and an apex institute

namely 'Power Management Institute' (PMI). While the project training centres

(Employee Development Centres) have specialized in imparting technical 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 programme), 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. NTPC Open Competition for Executive Talent

(NOCET) is organized every year in which teams of executives compete annually

through oral and written presentation on a topical theme. Similarly "Professional

Circles" have been formed department-wise where Executives of the department

meet every fortnight to share their knowledge and experiences and discuss topical

issues. In order to tap the latent talent among non executives and make use of their

potential for creativity and innovation, Quality Circles have been set up in various

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units/offices in NTPC. Besides a management journal called "Horizon" is

published quarterly to enable 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 townships with all

amenities such as educational, medical and recreational opportunities for

employees and their family members. The motivation to perform and excel is

further enhanced through a comprehensive NTPC Rewards and Recognition

system.

In order to institutionalize a strong Culture based on Values a number of initiatives

are taken to actualize the Vision and Core Values (BCOMIT) across the company.

A culture of celebrating achievements and a strong focus on performance are a

way of life in NTPC.

NTPC has institutionalized "Development Centers" in the company to

systematically diagnose the current and potential competency requirements of the

employees with the objective of enhancing their development in a planned manner.

These Centers give a good insight to the employees about their strengths and

weaknesses, the gaps in their competencies which they can 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 various

external surveys including “Great Places to Work for in India” in which NTPC

was rated third Great Place to work for in the country in 2005.

38

“The term HR can be thought of as; the total knowledge, skills, creative abilities,

talents and aptitudes of an organization’s workforce, as well as the value, attitudes

and beliefs of the individuals involved. Human Resource can also be explained in

the sense that it is a resource like any natural resource. It does means that the

management can get and use the skills, knowledge, ability etc, through the

development of skills, tapping and utilizing them again and again by developing a

positive attitude among employees.

In simple word, HRM means employing people, developing their resources,

utilizing, maintaining and compensating their services in the tune with jobs &

organizational requirements with a view to contribute to the goals of the

organization, individual and the society.

“Human Resource Management can be defined as the, managing, planning,

organizing, directing and controlling the functions of employing, developing and

compensating human resources resulting in the creation and development of the

human relations with a view to contribute proportionately due to them to the

organizational, individual and social goals.”

39

3.2 ORGANISATIONAL CHART OF NTPC HR

DEPARTMENT IN RIHAND

GENERAL MANAGER

PLANT DEPARTMENT ADMINISTRATION DEPARTMENT

OPERATIONS MAINTAINENCE MERRY GO ROUND CHP SECTION

HR DEPARTMENT FINANCE & CONTRACTS

ACCOUNTS

DGM HR DGM EDC

E.R. E.D. I.R. E.B. LAW P.R. C.S.R. E.S.

OFFICER (E.D.C.)

40

3.3 HR VISION

“To enable our people to be a family of committed world class

professionals, making NTPC a learning organization”.

Recruitment

We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee'

scheme was introduced in 1977 with the objective of raising a cadre of home

grown professionals. First Division Graduate Engineers/ Post graduates are hired

through nation-wide open competitive examinations and campus recruitments.

Hiring is followed by 52 weeks of fully paid induction training.

Career Advancement & Opportunities

We have a well established talent management system in place, to ensure that we

deliver on our promise of meaningful growth and relevant challenges for our

41

employees. Our talent management system comprises PERFORMANCE

MANAGEMENT, CAREER PATHS and LEADERSHIP DEVELOPMENT

Rewards & Recognitions

We have, from inception, created a culture of rewards and recognitions through

celebration of various achievements and events and recognizing the contributions

behind such success.

Innovate, Create, Compete

We have introduced numerous initiatives which seek to enhance the creativity,

innovation, functional aptitude and teamwork of our employees. These initiatives

include National Open Competition for Executive Talent (NOCET), Professional

Circles, Quality Circles, Business Minds and Medha Pratiyogita (a quiz for our

employees). A management journal called “Horizon” is published quarterly to

enable the employees to share their ideas and experiences across the organization.

Quality of Work-Life

NTPC is proud of its systems for providing a good quality of work-life for its

employees. In addition to providing beautiful and safe work places, NTPC

encourages a culture of mutual respect and trust amongst peers, superiors and

subordinates.

Away from hectic city life, NTPC townships provide an environment of serenity,

natural beauty and close community living. Numerous welfare and recreation

42

facilities including schools, hospitals and clubs are provided at the townships to

enhance quality of life & the well being of employees and their families. An

entire range of benefits, from child care leave to post retirement medical benefits

are extended to employees to meet any exigency that may arise in a person's life.

Knowledge Management in NTPC

To meet our ultimate objective of becoming a learning organization, an integrated

Knowledge Management System has been developed, which facilitates tacit

knowledge in the form of learning and experiences of employees to be captured

and summarized for future reference.

Training & Development

NTPC subscribes to the belief that efficiency, effectiveness and success of the

organization, depends largely on the skills, abilities and commitment of the

employees who constitute the most important asset of the organization.

Our Training Policy envisages a minimum of 7 man days of training per

employee per year. We have developed our own comprehensive training

infrastructure.

Education Up-gradation Schemes

To meet the academic aspirations of employees and match them with the

needs of the organization, NTPC has tie-ups with institutes of repute like

MDI, Gurgaon; IIT Delhi; BITS Pilani, etc. NTPC sponsors fixed size

batches of employees who are inducted into these courses based on their

performance rating in the company and their performance in the entrance

exam conducted by the respective institute. Unlike other study leave and

43

sabbaticals, employees undergoing these courses do not forego their salary or

growth during the duration of the course.

Seeking Feedback

We actively seek and encourage employee feedback to ensure that our HR

interventions and practices remain relevant and meaningful. We regularly conduct

Employee Satisfaction and Organizational Climate Surveys.

Awards

We derive immense satisfaction from the awards we receive and the resulting

recognition they bestow. NTPC has been awarded No.1, Best Workplace in India

among large organizations for the year 2008, by the Work Institute, India Chapter

in collaboration with The Economic Times.

3.4 DIFFERENT SECTIONS OF HR DEPARTMENTAND ITS

FUNCTIONS

Employee Relations section

Liaisoning with trade unions

Contract labour and their statutory provision

Conducting meetings with unions and associations

Participative forums

Smooth IR in administration and Plant

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Employee development section

45

Employees Training

Executives Training

Vocational Training and Diploma apprenticeship through employment

exchange

ITI training

Total quality management(5-S)

Simulation Training(technical workers)

Performance Management systems

Employees benefit section

Car loan advance

House Building advance to executives

Retirement/VRS

Gratuity, Provident fund

Post retirement Medical scheme(PRMS)

Personnel computer advance loans

Public relations section

Media liaisoning with the editors of the newspaper, correspondents etc

Publication of tenders are made under NIT(Notice inviting tenders)

46

Conducts a press clipping services for the daily for the daily survey of

newspapers for main relevant news and its circulation from hierarchy to

deputy manager,chief manager and finally General manager

Publication ofNTPC News

Pratibimb local video channel enrichment to make society aware of

corporation

Diary, corporate files distribution.

Law section

To provide legal support to various departments of the corporation

wherever required

To take preventive measures for avoiding in fructuous litigation wherever

possible

To standardize various types of contract, Bank Guarantees, Indemnity

bonds & other security documents for achieving uniformity in approach

To render legal opinion on the complex issues

To prosecute/defend the court cases arising out of arbitration cases in

Supreme court/High court/Tribunals/Arbitrators

To liaison with advocates and to provide support in preparing of

pleadings/written submission /arguments

To procure legal opinion from outside legal experts such as AGI,SGI

47

Employee services (General administration)

Coordinating with CISF(Central industrial security force) for the issues

pertaining to securities

Liaisoning with local authorities

Distribution of fixed assets etc.. to the departments

Employee/Industrial relations section

Maintains the trade unionism in NTPC

Ensures employees satisfaction with the corporation

Focus on Increasing production and productivity

CSR (Corporate social Responsibility section)

Focusing on development of PAP’s(Project affected persons)

Providing education and medical facilities to Land out sees

R&R(Resettlement and rehabilitation) of the PAP’s

Providing employment to at least one of the member of these group

48

CHAPTER 4

4.1 RESEARCH METHODOLOGY

RESEARCH PROBLEM

The research problem undertaken for study must be carefully selected. The task is

the difficult one, although it may not appear to be so. For this purpose I took help

from my research guide. Nevertheless, every researcher must find its own

salvation for research problem as it can’t be borrowed. Therefore I decided to

make a study on industrial relations. Thus, on the basis of above definition the

Research Problem for my study was to study about:

“The various parameters of participative foras in NTPC-RIHAND is effective

to the corporation”

RESEARCH DESIGN:

MEANING OF RESEARCH DESIGN

The formidable problem that follows the task of defining the research problem is

the preparation of the design of the research project, popularly known as the

49

“research design”. Decisions regarding what, where, when, how much, by what

means concerning an inquiry or a research study constitute a research design.

As far as my project report is concerned it is solely based on The research design

adopted by in this research for reaching down the most appropriate conclusion is

exploratory in nature. Exploratory research has the goal of formulating problems

more precisely, clarifying concepts, gathering explanations, gaining insights and

forming hypotheses. Exploratory research can be performed using a literature

search, surveying certain people about their experiences, focus groups and case

studies. When surveying people, exploratory research studies would not try to

acquire a representative sample, but, rather seek to interview those who are

knowledgeable and who might be able to provide insights concerning the

relationship among variables. Exploratory research may develop hypothesis, but it

does not seek to test them. Exploratory research is characterized by its flexibility.

Sample design:

As far as my Project Report is concerned the technique or method which I have

used for selecting the sample is Judgment sampling. I acquired a list of 100

representatives of various participative forum including Executives,

supervisors ,and workmen’s which served the purpose of sampling frame out of

the total population.

Sample size: 100

a) Universe- Finite universe (1000 employees)

b) Sampling unit- Social unit (members of participative forums in general

administration, township administration and project administration)

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c) Source list- Executives, supervisors, workmen of participative forums in

NTPC-RIHAND of operations, maintenance, CHP/MGR, Gen. administration,

township administration and canteen management committee

d) Parameter of interest-To measure the effectiveness of participative forums at

NTPC-RIHAND

4.1.1 RESEARCH TOOLS AND QUESTIONNAIRE

Sources of data collection:

Primary Data:

The primary data has been collected by:

Questionnaire method: Feedback from the representatives of various

participative forums has been derived on the basis of three categories viz.

workmen. Executive and supervisors. The questionnaire consisted of 12 statements

based upon the degree of agreement and disagreement.

Secondary data:

Secondary data has been collected through NTPC-RIHAND manuals, Exranet and

reference books of participative forums.

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4.2 THE TECHNIQUE ADOPTED FOR DOING THE SURVEY

FORUMS EXECUTIVES SUPERVISIORS WORKMENS

SLC I 7 7 NIL

SLC II 4 4 NIL

SLC III 2 3 NIL

SLC IV(G.A.) 25 15 10

TADC 2 NIL 2

CMC 3 3 3

PLC 4 4 2

TOTAL 47 36 17

OVERALL RESPONDENTS- 100

SLC I (OPERATIONS) :

Manufacturing unit – 7 executives Turbine unit- 7 supervisors = 14 respondents

SLC II (MAINTAINENCE):

Boiler section- 7 executives Compressed air section- 4 supervisors= 8 respondents

SLC III (CHP/MGR):

Coal Handling plant-2 executives Merry-go-round- 3 supervisors= 5 respondents

PLANT LEVEL COMMITTEE:

52

Boiler/turbine section-4executives Blast furnace section-4 supervisors Control room- 2

workmen

GENERAL ADMINISTRATION (HR, FINANCE, and CONTARACTS): = 50

respondents

TOWNSHIP ADMINISTRATION & DEVELOPMENT COMMITTEE: = 4 respondents

CANTEEN MANAGEMENT COMMITTEE: = 9 respondents

4.3 GRAPHICAL ANALYSISOF THE SURVEY

Based on the Questionnaire I made the various PARAMETERS and on the basis of

scoring and total average scoring we can easily justify on the ‘EFFECTIVENESS

OF THE PARTICIPATIVE FORUMS at NTPC, RIHAND.’

PARAMETERS

1.EFFECTIVENESS Q1,Q2,Q5,Q10,Q12

2.MOTIVATION Q6, Q8

3.COMMUNICATION Q3, Q4

4.EMPLOYER-

EMPLOYEE REL Q7

5.INVOLVEMENT Q9, Q11

SCALE:

Five Scale Questionnaires.

Strongly disagree: 1

53

Disagree: 2

Not sure: 3

Agree: 4

Strongly agree 5

4.3.1 DATA ANALYSIS

1. Based on Total Executives Responses

Table1-Parameters designed for total Executives responses

PARAMETER ITEMS SCORE

EFFECTIVENESS Q1,Q2,Q5,Q10,Q12 4.29

MOTIVATION Q6, Q8 4.1

COMMUNICATION Q3, Q4 4.03

EMPLOYER-

EMPLOYEE REL Q7 4.28

INVOLVEMENT Q9, Q11 4.13

Fig 1-Parameters designed for total executives responses

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Finding- Executives are mostly satisfied with the Effectiveness Of the Participative forum as

chart is indicating good Employer -Employee Relationship good communication, motivation and

involvement of employees.

2.Based on Total Supervisors Responses

Table 2-Parameters designed for total Supervisors Responses





EMPLOYER- EMPLOYEE

REL Q7 4.86


Fig.2 Parameters designed for total supervisors

55

SUPERVISIOR

4.09 4.15 3.934.86

3.5

00.5

11.5

22.5

33.5

44.5

5

EFFECTIVENESS

MOTIV

ATION

COMM

UNICATIO

N

EMPLO

YER- EM

PLOYEE REL

INVOLV

EMENT

PARAMETER

SCORE

Findings – Supervisors responses towards strong Employer-Employee relationship is effective as

chart is indicating benificiary level of Effectiveness,Motivation,Communication and

Involvement of employees.

3. Based on Total Workmen Responses

Table3-Parameters designed for total Workmen Responses





EMPLOYER- EMPLOYEE

REL Q7 3.89


Fig.3 Parameters designed for total workmen

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.

Findings – Workmen response towards Effectiveness,Motivation,Communication,

Employer-Employee relationship and Involvement. of participative forums is

Satisfactory as indicated by the above chart.

4.Based on total employees responses

Table 4: Parameters designed for total workmen responses





EMPLOYER- EMPLOYEE

REL Q7 4.13


57

Fig. 4 Parameters designed for overall employees

.

Findings – The Employees of NTPC, Rihand shows an good response towards the

Effectiveness,Motivation,Communication,Employer-Employee

Relation and Involvement.

4.4: RESEARCH FINDINGS

The participative forums of NTPC

RIHAND are sound and effective in nature.

Employees are satisfied to the large

extent of the issues being considered and its immediate action.

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Participative forums are paying

keen attention to the wages and incentives issues thereby increasing

motivation.

The involvement of team members

is efficient thus promoting the concept of WPM to increase production and

productivity.

Communication level between

management and union is proper& hierarchical.

Really promoting peoples first

concept.

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4.5: LIMITATIONS OF THE STUDY

Busy schedule of employees hindered the problem in filling the

questionnaire

Unawareness about the participative forums among some members

As the project required the surveys, interviews, and necessary advice of the

executives/ non-executives, the busy schedule of the employees was also

constraint for completing the project in the given time frame.

The survey of the employees was to be conducted in different departments

and which was geographically separated.

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4.6 RESULTS AND CONCLUSIONS

As far as my research is considered, studying about the effectiveness of

participative forums in NTPC RIHAND. was really a pleasant experience.

Participative forums in NTPC Rihand have worked quite efficiently in the past

years and will empower the growth of the people and organization dynamics in the

successive years.

Also, the issues being discussed in participative forums focuses on prior scrutiny

of the organizational climate and employee grievances so that the productivity and

production of the corporation doesn’t gets affected and smooth functioning of the

organization can be carried out.

To sum up the Management shows a deep interest to the Human Resources, not

only their grievances but also about their welfare initiatives.

Last but not the least-“We are not a part of a family but each family is a crucial

part to us.”

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4.7 RECOMMENDATIONS AND SUGGESTIONS

Attendance of the representative should be taken into consideration

Team involvement of illiterate or unskilled workers should be promoted

without any biasness

The no. of representatives of the various participative forums should be

increased

All the issues are originally implemented

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4.8. BIBLIOGRAPHY AND REFERENCES

REFERENCES

NTPC News Samachar

Workers’ Participation in Management- John Watkins,

P. Venkatramana

The Hr Answer Book By Shawn A. Smith, Rebecca A. Mazin

WPM (M.A.Manhan)

WEBSITES REFERRED

www.ntpc.co.in

www.ntpc.nic.in

Local intranet of NTPC, Rihand

63

CHAPTER 5

ANNEXURE

QUESTIONNAIRE FOR MEASURING THE EFFECTIVENESS OF THE

PARTICIPATIVE FORUMS AT NTPC, RIHAND

(This survey is solely for the purpose of academic research study and is intended

to understand the effectiveness of the Participative forums at NTPC, Rihand and

to incorporate improvements if necessary. The information you provide will be

kept strictly confidential)

Member of: SLC-I SLC-II SLC III SLC-IV

PLC TADC CMC

Cadre: Executive Supervisor Workmen

Please write your responses according to the codes mentioned below:

Strongly disagree: 1

Disagree: 2

Not sure: 3

Agree: 4

Strongly agree: 5

1. The functioning of participative forums in NTPC, Rihand is satisfactory. ( )

2. The functioning of participative forums enhances the efficiency of the

employee and the productivity of the plant. ( )

3. The proper level of communication exists between the HR department and the

unions / association. ( )

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4. You are satisfied with the functioning of union/association nominated

members in participative forums. ( )

5. You are satisfied with the general health, welfare, safety measures taken by

participative forum for the employees. ( )

6. Participative forums help to increase the efficiency, accommodation,

motivation and commitment to employees. ( )

7. Participative forums have built up the better employer-employee relationship

in the NTPC, Rihand. ( )

8. The participative forums help in increasing the productivity, cost reduction

and safety. ( )

9. The attendance in the meetings of participative forums is satisfactory. ( )

10. The issues discussed during the meetings of participative forum are

satisfactory. ( )

11. The involvement of team members in the meetings is satisfactory. ( )

12. Participative forums give direct benefits to the workers. ( )

Suggestions, if any:

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ABBREVIATIONS

DGM- Deputy General Manager

E.D.C.- Employees Development Centre

E.R.- Employees Relations

E.D.- Employee Development

I.R.- Industrial Relations

E.B.- Employees Benefit

C.S.R.- Corporate Social Responsibility

E.S.- Employees Safety

66

Ntpc Rihand Project

Documents

q4 q7 q9

township advisory committee

trade union leaders

plant level committee

total executives responses

canteen management committee

plant level council

shop level councils