CHAPTER 1: INTRODUCTION
1.1: Background ‗Our people are our greatest asset‘ is a common observation in high performance organizations, and the biggest single business expense in most organizations is the cost of the people doing the jobs—the organization‘s human resources. So, much of the performance of an organization depends on the motivation and commitment of its employees, as well as their knowledge and skill. Yet relatively few organizations make a systematic attempt to assess the initiatives and programs that are put in place to maximize the effectiveness of human resources or to measure improvements over time. The link between health and performance is good news. Unlike many of the key factors that influence performance - changes in customer behaviour, competitors' moves, and government actions - your health is something you can control. It's a bit like our personal lives. We may not be able to avoid being hit by a car speeding around a bend, but by eating properly and exercising regularly we are far more likely to live a longer, fuller life. Of course, that doesn't make the pursuit of performance and health any easier. Most companies know how to keep a close eye on performance, but health often suffers from neglect. In our experience, building health and achieving its accompanying performance benefits generally require transformational change High performance organizations ensure they maximize all resources. This includes their key resource–their employees. They put in place programs and initiatives to ensure they get the best possible outcomes from and for their employees and they collect data to ensure they can measure the success of these programs and initiatives. Each person in an organization has a role in human resource management, be it observing occupational health and safety requirements, or taking part in training to maintain their skills. Measurement of the human resources is basic to understanding the character of the organization: number of the employees, their location, skill base, length of time with the organization and views about the work place are some examples of data that can be used for measurement. There are several ways to measure the human resources outcomes. One is to simply measure the effectiveness of
the function. Another way is to demonstrate the links between human resources strategies and organizational performances. One has to measure the effectiveness of all policies or programs that impact on the people in the organization. HR become a major player in the organization‘s strategic thinking, HR must change the attitude of line managers who perceive HR to be merely a cost centre.
1.2: Company profile
NTPC, India's largest power company, was set up in 1975 to accelerate power development in India. It is emerging as an ‘Integrated Power Major’, with a significant presence in the entire value chain of power generation business. NTPC is ranked 341st in the ‗2010, Forbes Global 2000‘ ranking of the World‘s biggest companies. VISION - ―To be the world‘s largest and best power producer, powering India‘s growth.‖ MISSION - ―Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and ecofriendly technologies and contribute to society.‖ Apart from power generation, which is the mainstay of the company, NTPC has already ventured into consultancy, power trading, ash utilisation and coal mining. NTPC became a Maharatna company in May, 2010, one of the only four companies to be awarded this status. With a current generating capacity of 34,194 MW, NTPC has embarked on plans to become a 75,000 MW company by 2017. In addition under JVs, 5 stations are coal based & another station uses naphtha/LNG as fuel. The company has set a target to have an installed power generating capacity of 1,28,000 MW by the year 2032. The capacity will have a diversified fuel mix comprising 56% coal, 16% Gas,...