SUBMITTED TO-: SUBMITTED BY-:

Mrs.Nina.M.George Ms. Richa

Ms.Chanderreka
Mr.Anuj Heer
OBJECTIVE
This project attempts to understand the objectives:-

To understand in details how to establish pay rates to different level of employee.

To understand the impact of compensation management on performance level.
A comparative study of the compensation management strategies followed in different power
projects
SCOPE
The scope of this project is to study of the compensation management strategies in NTPC & to
evaluate the behaviour & performance of employee on their work.
 PREFACE
Kol Dam project was identified during Mid-sixties as a major HYDRO ELECTRIC POWER development
scheme on river Satluj just upstream of Bhakra Reservoir. Investigation on various possible sites had been in
progress since 1966. Based on investigation carried out till 1975, a project report was prepared which envisaged
the construction of the Rock fill Dam at the present site near village Kian with an underground power house
located on the right bank having a installed capacity of 600 MW. This project report was submitted to Central
Electricity Authority for techno-Economic clearance during 1976. But this proposal has a limitation that the life
span of the Reservoir was only 18 Years on account of limited storage available behind the reservoir. This
limitation necessitated changes in the concept of the project from storage scheme to run-of-river scheme.

Based on this concept a modified proposal was subsequently mooted in the year 1979. To establish the technical
feasibility of the run-of-river scheme, some additional investigations were required to be done which could not
be taken up due to funding constraint. Subsequently M/s Crippen International Limited., Canada offers to carry
out the balance investigation and feasibility study under funding from Canadian International Development
Agency. The work of investigations and studies was taken up in October, 1984 and after completion of the
residual investigations a project report was prepared by HPSEB in collaboration with M/s Crippen International
Limited. A modified project report with installed capacity of 800MW was submitted to CEA in May 1987 for
examination. Techno –Economic approval was given by CEA to modified proposal in 1988. During scrutiny,
CEA and CWC suggested certain changes in the planning a design aspect of certain structures.

The major change is in the appurtenant structure viz. desalting basin which now comprises of a covered
structure in the body of the reservoir in front of spillway crest to remove all particles down to 0.25mm size as
compared to 0.5mm size in the earlier proposal. This is a unique arrangement. 800 MW Kol Dam project
consist of a 163m high rock fill dam with the powerhouse located at the toe of the dam with an installed
capacity of 4x200 MW. This will be one of the highest rock fill Dams in India. The project site is located in an
area of high seismicity in the zone V.

The studies relating to evaluation of earthquake parameters to be adopted for design of the structures was
entrusted to department of earthquake Engg. University of Roorkee who submitted their recommendations in
September 1984.

Kol Dam Project with an installed capacity of 800 MW will provide much needed peaking capacity to the
Northern Grid and will generate 3054 GW in 90 % dependable year and 3369 GW in an average year. The
direct annual benefits from the project in a 90% dependable year have been estimated as Rs. 194.01 cores.
Besides the project will also increase the life of Bhakra dam by about 18 years.
ACKNOWLEDGMENT
These six weeks at National Thermal Power Corporation at Koldam (NTPC) have been a great
learning experience. It has been one of the most enriching experiences for us to work along with
the employees of one of the best managed organizations, a company rightly considered as one
of the Navratan, s in the public sector of the country.

A project usually falls short of its expectation unless guided by the right person at the right
time. Success of a project is an outcome of sincere efforts, channeled in the right direction,
efficient supervision and the most valuable professional guidance. We want to thank Human
Resource Development Department, Koldam Hydro Power Project, and NTPC for giving us
permission to commence this training in the first instance, to do the necessary report work and
to use departmental data. We thank Sh. Praveen Garg CM (HR) who gave directions and
encouraged us to go ahead with our vocational training.

We also whole-heartedly want to acknowledge Mrs. Nina George and Ms Rishu Mangla who
appreciated our potential during our training period. At last we are bound to all those who were
guiding us throughout the training process off-field and on-field
 CANDIDATE’S
DECLARATION
We hereby declare that the work, which is being presented in the project report, entitled
“compensation management “which is submitted in partial fulfillment of the requirement for
the MASTER OF BUSINESS ADMINISTRATION (MBA) from ARNI UNIVERSITY
KATHGARH, INDORE (KANGRA), SHOOLINI UNIVERSITY (SOLAN).
It is the original work done by us and information provided is this is authentic to the best of
our knowledge.

MS.RICHA
MS.CHANDERREKHA
MR.ANUJ HEER
 CONTENT
Ch. No. PARTICULARS

1 Industry Profile

1.1 History

1.2 Major Companies Of Hydropower In India

2 Company profile

2.1 Introduction of Hydropower project

2.2 Scenario of proposed project in satluj basin

3 Compensation management

3.1 About the compensation management

3.2 Components of compensation

4 Brief description of compensation management in

NTPC
5 Conclusion

Bibliography
6
The Indian power industry - an overview General highlights
The power sector at this juncture is plagued by a number of problems. These include inadequate generation
capacities, poor capacity utilization, very high transmission losses and poor project implementation.

Plant load factor (PLF) in most of the plants has been very low compared to the power plants in other parts of
the world. The sector has been bogged down by resource constraints. In India electricity tariffs are a politically
sensitive issue and often create turmoil. This is the reason for poor performance of most the state electricity
boards (SEB) and has also resulted in serious financial problems. Till date, the players have not started giving
adequate consideration to the alternate energy sources for power generation. Over the last few years, capacity
addition has been consistently falling short of demand. This has resulted in a sharp increase in power shortage
across the country.

Industry players and profile

The power sector reveals that it can be largely segregated into four different categories on the basis of type of
players in the industry. These include:

Central Government Corporations: which consist of corporations like the National Thermal Power
Corporation (NTPC), Nuclear Power Corporation, National Hydro Electric Power Corporation (NHPC), and
some other smaller players.

State Government Corporations: which consist of the various state electricity boards and other corporations
that have been promoted by the respective government’s Poor management, transmission and distribution
(T&D) losses and poor recoveries of dues are some of the factors, which are responsible for the plight of these
corporations.

Private Sector Licensees: In the private sector, some companies had been given licenses to carry on generation
and distribution activities. While some of these, like BSES Limited, are generation and distribution companies
others, like Surat Electricity, are just distribution companies.

Independent Power Producers: The Independent Power Producers (IPPs) are the companies that have been
given a nod to set up generation capacities. Finally, a look at the regulatory structure of the sector indicates that
various Acts govern the power sector. These provide for the tariff determination procedure for company.
 This is an abstract from MESAS associate, Loren Michael's Ph.D. work on the
history of hydropower and irrigation development in India:
India's first major hydroelectric power installation started generating electricity in 1902. From
Sivasamudram, an island located in the upper course of the Cauvery River in South India, the
power station initially transmitted three megawatts of electricity 90 miles to the Kolar Gold Field
mines operated by a consortium of British companies.

Gold had been mined on a small scale for centuries in various locations in South India. In the
1880s, a British company struck gold in the Kolar District of Mysore State, due east of
Bangalore. However, the auriferous veins ran to great depths, and required heavy machinery
and steam engines for deep-shaft operations.

Electricity was revolutionizing gold mining elsewhere, and the mine engineers at Kolar,
thinking that hydroelectricity might meet the gold mines' requirements for a source of
inexpensive electricity, kept abreast of recent developments in the USA, at Niagara Falls.The
Niagara Power Company had devised a dual strategy for marketing electricity, first through
attraction of power consuming electo-chemical and electro-metallurgical to the area, and then
through extension of electrical service to Buffalo, New York. The development of hydropower at Niagara Falls
had determined an electrical frequency suitable for industrial processing, urban lighting and traction and had to
develop power lines capable of overcoming recurring problems with lightning, switching and cable insulation.
The machinery and technology developed by first Westinghouse and then by General Electric (GE) at Niagara
Falls had by 1898 developed into a reproducible power complex that would set the standards for other
hydroelectric power installations. GE's work at Niagara Falls was widely known, they had installed
hydroelectric power equipment for gold mines in America and South America, and the company was intent
upon expanding its sales throughout the world.

GE was commissioned by Mysore State to build the first hydroelectric installation in India at
Cauvery Falls, one of a series of waterfalls located where the Cauvery River descends from the
Mysore Plateau into the former Madras Presidency.
The power station was named after the island of Sivasamudram, nearby the Falls. Mysore
retained one of General Electric's engineers, Harry Parker Gibbs, as the Chief Electrical
Engineer of the State's new Electrical Department and sent four Indian members of the departmental staff to
GE's headquarters in Schenectady, New York for training. Gibbs was later hired by the Tata Hydro-Electric
Power Company as General Manager, to supply electricity to cotton textile mills of Bombay City.

The original agreement of 1900 between Mysore State and the Madras Presidency had
stipulated that "all water diverted from the river for the power works shall be returned to the
river below the fall without being fouled or diminished in quantity." Plans in 1910 were made
to build a reservoir across the Cauvery River just above Mysore City. This was to be one of the
world's first multipurpose reservoirs, for developing more power at Sivasamudram and for
irrigation. This brought the Sivasamudram power development into the context of a long standing dispute over
 the Cauvery River's water. By the end of the 19th Century, the Cauvery River system had been fully utilized for
irrigation. From 1837 onwards, British military engineers, building diversion dams based upon indigenous
hydraulic principles, had extended pre-existing inundation irrigation systems. The Sivasamudram hydropower
station had also relied upon diversion dams. The new exploitation of the Cauvery River for both irrigation and
for hydroelectric power, put emphasis upon construction of large regulating reservoirs. This led to increased
interstate disputes over the projected uses of the river that remain to this day.

ADVANTAGES:

1. Once a dam is constructed, electricity can be produced at a constant rate.

2. If electricity is not needed, the sluice gates can be shut, stopping electricity generation. The water can be saved for
use another time when electricity demand is high.
3. Dams are designed to last many decades and so can contribute to the generation of electricity for many years

4. The lake that forms behind the dam can be used for water sports and leisure pleasure activites. Often large dams
Become tourist’s attraction in their own right.
5. The lake water can be used for irrigation purpose.
6. The buildup of water in the lake means that energy can be stored until needed when the water is released to
produce electricity.
7. When in use, electricity produced by dam systems does not produce green house gases. They do not pollute the
Atmosphere.

DISADVANTAGES :

1. Dams are extremely expensive to build and must be building to a very high standard.
2. The high cost of Dam construction means that they must operate for many decades to become profitable.
3. The flooding of large areas of land means that the natural environment is disproved.
4. People living in villages and towns that are in the valley to be flooded, must move out. This means
They lose their farms and business.

5. The building of large Dams can cause serious geological damage.

6. Although modern planning and design of Dams is good, in the past old Dams have been known to
be breached (the Dam gives under the weight of water in the lake)
7. Dams built blocking the progress of a river in one country usually means that the water supply from the
Same river in the following country is out of control.
8. Building a large Dam alters the natural water table level.
MAJOR COMPANIES OF HYDROPOWER IN INDIA
NTPC(NATIONAL THERMAL POWER CORPORATION)

NEEPCO(NORTH ESTERN ELECTRIC POWER CORPORATION)

DVC(DAMODAR VALLEY CORPORATION)

NHPC(NATIONAL HYDRO POWER CORPORATION)

SJVN(SATLUJ JALVIDYUT NIGAM)

MB( BHAKHRA BEAS MANAGEMENT BOARD)

POWER GRID CORPORATION OF INDIA

 NTPC LTD
As per Forbes Global 2000 ranking for the year 2005,
NTPC ranks: 463rd biggest company in the World
5th biggest Indian company
It is 2nd Largest Asian Power Generator.

NTPC – VISION & MISSION

A world class integrated power major, powering India’s growth, with increasing global presence.
Develop & provide reliable power, related products & services at competitive prices, integrating multiple
energy sources with innovative & eco-friendly technologies & contribute to society.

NTPC- Today
Current operating capacity – 31134 MW (including JV)
15 coal based (23209 MW) and 7 gas based (5435 MW)
Power plants
Setting up hydro based power plants (2471 MW under
Exploring oil / gas blocks in consortium with partners

FUTURE GOALS
To increase installed power capacity up to 50000mw in 2012.
75000mw in 2017.
Expected diversified fuel mix for power generation in 2017:
Coal based capacity=53000mw
Gas based=10000mw
Hydro generation= 9000mw
Nuclear based=2000mw
Renewable based=1000mw

LATEST UPDATES

NTPC plans capacity addition.

Addition of capacity from 4000-4500mw in fy 2011.
Importing 14million ton coal in 2011.
Controversy b/w NTPC & RIL.

Capital Structure
Period Instrument Authorized Issued Capital -PAIDUP-
Capital
From To (Rs. cr) (Rs. cr) Shares (nos) Face Value Capital
2008 2009 Equity Share 214.75 214.75 2147483647 10 214.75
2007 2008 Equity Share 214.75 214.75 2147483647 10 214.75
2006 2007 Equity Share 214.75 214.75 2147483647 10 214.75
2005 2006 Equity Share 214.75 214.75 2147483647 10 214.75
2004 2005 Equity Share 214.75 214.75 2147483647 10 214.75
2003 2004 Equity Share 214.75 214.75 2147483647 10 214.75
2000 2002 Equity Share 214.75 214.75 78125494 1000 214.75
1999 2000 Equity Share 214.75 214.75 78125494 1000 214.75
1994 1995 Equity Share 214.75 214.75 79998394 1000 214.75
1993 1994 Equity Share 214.75 214.75 79998394 1000 214.75
1992 1993 Equity Share 214.75 214.75 75082694 1000 214.75

VARIOUS PLANTS OF NTPC

NTPC Thermal plants
S.no LOCATION MW
1 SINGRAULI (M.P) 2000
2 KORBA(CHHATTISGARH) 2100
3 RAMAGUNDAM(A.P) 2600
4 FARAKKA(W.B) 1600
5 VINDHYACHAL(U.P) 3260
6 RIHAND(U.P) 2000
7 KAHALGAON(BIHAR) 2340
8 NCTPP ,DADRI(U.P) 840
9 TALCHER KANIHA(ORISSA) 3000
10 UNCHAHAR(U.P) 1550
11 TALCHER THERMAL(ORISSA) 460
12 SIMHADRI(A.P) 1000
13 TANDA(U.P) 140
14 BADARPUR(DELHI) 705
15 SIPAT-2(CHATTISGARH) 1000 (total 24395)

NTPC Gas plants

S.no. LOCATION MW
1. Anta (Rajasthan) 413
2. Auraiya (U.P) 652
3. Kawas (Gujarat) 645
4. Dadri (U.P) 1307
5. Jhanor (Gujarat) 648
 6. Rajeev Gandhi (Kerala) 350
7. Faridabad (Haryana) 430 (total= 4445)

NTPC HYDEL PLANTS

Tapovan Vishnugad Hydro Power Project by NTPC Ltd: In joshimath city
Lata Tapovan Hydro Power Project by NTPC Ltd: Also in Joshimath

Koldam Hydro Power Project 800 MW near Bilaspur

Amochu in Bhutan

TECHNOLOGY USED IN NTPC

NTPC-BHEL Power Projects, the joint venture between state-run BHEL and NTPC for making power
equipment among others, is likely to rope in a global technology provider
The technology would be mainly used for coal and ash handling plants of the projects that would be taken up by
NTPC-BHEL Power Projects Pvt Ltd (NBPPL).
NTPC-BHEL Power Projects is a 50:50 JV firm between power producer NTPC and equipment maker BHEL
for carrying out engineering, procurement and construction contracts, besides manufacturing and supplying
equipment for power plants.

Future of The Generation Business

Developing and operating world-class power stations is NTPC's 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.

Total Capacity Portfolio

India's 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 country's 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 endeavour to maintain
or improve its share of India's generating capacity.

.
Diversification Along The Value Chain

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.
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 is also giving thrust on diversification in the areas of power trading and distribution. Diversification
would also allow NTPC to offer new growth opportunities to its employees while leveraging their skills to
capitalize on new opportunities in the sector.

Establishing
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.
Establishing a successful services brand would be a precursor to taking higher investment decisions in different
markets.

The Kol Dam Hydroelectric Project (4 * 200) is located on Sutlej river, 6 kms upstream of Dehar Power Station
of B.S.L. Project in Bilaspur District of Himachal Pradesh. The project envisages utilization of a drop of about
140 meters by constructing a 163 miters high rock fill dam and a dam toe power station with an installed
capacity of 800 MW. Besides providing an annual energy generation of 3054 GWh, the Kol Dam Project would
enhance the life of the Bhakra Reservoir by about 18 years.
This project has been basically designed as a run-of-the river Hydro Power Development with advantage of
additional storage for the first 30 years.

The project has the distinct advantage of being located only 6 km from the National Highway- 21 just upstream
of the existing Dehar Power Plant which is having a very well developed infrastructure.
The Central Electricity Authority, Govt. of India accorded techno-economic approval to this project proposal
during August, 1988. The project has also been approved by Department of Forest and Environment regarding
use of forest lan

The proposed power development in Sutlej basin has been based on the utilization of the available potential of
the main river and some of its tributaries. The gross fall of river Satluj alone from its point

of entry into India near Shipkila to Bhakra Dam is about 2180 m. This can enable generation of more than
10000 MW of hydro power on river Satluj alone. Power potential on several tributaries of river Sutlej will be
in addition to this. As against this, only about 6500 MW of power potential has been identified for exploited on
environmental on the main Satluj river. This works out to about 65% of the available potential. Remaining
potential of river Sutlej is not proposed to be exploited on environmental consideration to avoid large scale
population dislocation and submergence of villages and townships and of forest land.
The identified Major/Medium projects on main Satluj river are mentioned below:

Name of the Project Installed Status of Project

Capacity
Bhakra Dam 1164 MW Completed
Kol Dam 800 MW Activity considered for execution.
Suni Dam 1080 MW Identified Stage.
 Rampur Behana 640 MW Identified Stage.
Nathpa Jhakri 1500 MW Under Construction.
Karcham Wangtoo 1000 MW Under Construction.
Shong tong 140 MW Identification Stage.
Karcham
Thopan Pawari 220 MW Identification Stage
Jangi Thopan 175 MW Identification Stage

KEY EXECUTIVES
S.No Auditor's Name Designation
1 Mr.G S Sarna Chief Vigilance Officer
2 Mr.A K Rastogi Co. Secretary & Compl. Officer
3 Mr.K K Agarwal Executive Director
4 Mr.S C Pandey Executive Director
5 Mr.Shyam Lal Arya General Manager
6 Mr.R K Srivastava General Manager
7 Mr.K K Sharma General Manager
8 Mr.S P Singh General Manager
9 Mr.Ajit Kumar General Manager
10 Mr.S C Gupta General Manager
11 Mr.A Chaudhuri General Manager
12 Mr.A Goyal General Manager
13 Mr.S N Goel General Manager
14 Mr.D K Chakraborty General Manager
15 Mr.Anil Kumar General Manager

SWOT ANALYSIS

STRENGTH
Efficient and timely completion of projects.
A minimum risk factor.
Company with an excellent record and profit.
Employee friendly personnel policies.
Low project cost of NTPC’s plants.

WEAKNESSES
Depleting raw materials
Some of the plants have become old and need renovation and modernization
OPPORTUNITIES
Demand and supply gap
Upcoming hydro and nuclear sector

THREATS
Huge capital requirement for expansion, diversification, research & development.
Rising prices of raw materials.
Huge competition from reliance energy, Tata power & other pvt. Developments.
Coming up of other sources of power.
INTRODUCTION TO HRM
Human resources are on major factors of production. It is human asset, which convert the various resources in
to the production resources. It has immense potentialities and it only human resources, which appreciate with
time whereas all other resources undergo the process of depreciation. Success of an organization mainly
depends on the quality of manpower and its performance.
In early days human resource was not taken as an important factor of production. Human begin was simple
treated as log in the movement increasing emphasis has been given to the worker as a whole man. The need of
vast manpower and their importance was realized by some of the progressive entrepreneurs. The emergence of
Trade Union and their gradual collective power forced some entrepreneurs to give some district feature of
human side by production. The first among the entrepreneurs who had contributed in the development of human
side of production was Robert Owen, and English Humanist. He took a genuine interest in the welfare of the
workers. But this magnetite was not supported by a major chunk of entrepreneurs.
A number of social scientist advocated their valuable theories towards the beginning of the 20 th century.
Abraham Maslow gave his “Hierarchy of needs” theory. Mc Clelland’s Afflation- Achievement theory is well
accepted too. Christ Argyris theory of “four system of Management” is also a milestone in the development of
human factor in the production process.
But the most important in this field was that of Elton Mayo’s Human Relation Approach. The great “Hawthorne
Study “by Elton Mayo’s and colleagues, revealed that the effectiveness of any organization depends upon the
quality of the relationship among the personnel and social needs of employees are very important and that
concentration by management exclusively on productivity, material and environmental issue will to be a self-
defecting aim.
Hence the management must give more emphasis on the human side and their proper utilization. This then
remains the cardinal objective of the human relations function to discover newer ways of understanding man
and to motive him to higher standard of workmanship. Many new experiments such as study of his state
university of Michigan etc have developed the branch of Management beyond margin.
Today an organization having a good inventory of human resources and a dynamic personnel department is
prospective one. So the technique and functions of personnel management have now come closely integrated
with the overall organization strategies n search of excellence.
The HRM function and HRD professions have undergone tremendous change over the past 20-30 years. Many
years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around
hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the organization are performing at maximum
capability in a highly fulfilling manner.
According to flippo, “ human resource management is the planning,organising,directing and controlling of the
procurement,development,compensation,integration, maintenance and reproduction of human resources to the
end that individual, organizational and societal objectives are accomplished” People are our greatest asset’ is a
mantra that companies have been chanting for years. But only a few companies have started putting Human
Resources Management (HRM) systems in place that support this philosophy. There are a number of challenges
in the Indian industry which require the serious attention of HR managers to ‘find the right candidate’ and build
a ‘conducive work environment’ which will be beneficial for the employees, as well as the organization. The
industry is already under stress on account

of persistent problems such as attrition, confidentiality, and loyalty. Other problems are managing people,
motivation to adopt new technology changes, recruitment and training, performance management, development,
and compensation management. With these challenges, it is timely for organizations to rethink the ways they
manage their people. Managing HR in the knowledge based industry is a significant challenge for HR managers
as it involves a multi task responsibility. In the present scenario, HR managers perform a variety of
responsibilities. Earlier their role was confined to administrative functions like managing manpower
requirements and maintaining rolls for the organization. Now it is more strategic as per the demands of the
industry.
Human resources is an increasingly prominent field that is taking shape throughout industries and workplaces
worldwide. People are a company's greatest asset; business leaders across the globe are coming to rely more and
more upon an effective management policy that applies specifically to the area of human resources

FUNCTIONS OF HRM
Managing People
In view of the industry dynamics, in the current times, there is a greater demand for knowledge workers.
Resumes abound, yet companies still fervently search for the people who can make a difference to the business.
Often talented professionals enjoy high bargaining power due to their knowledge and skills in hand. The
attitude is different for those who are taking up responsibilities at a lesser age and experience. These factors
have resulted in the clear shift in approach to individualized career management from organization career
commitment.
Motivating the Workforce
As the competition is growing rapidly in the global market, a technological edge supported by a talent pool has
become a crucial factor for survival in the market. Naturally, as a result every organization gives top priority to
technology advancement programs. HR managers are now performing the role of motivators for their
knowledge workers to adopt new changes.
Competency Development
Human capital is the real asset for any organization, and this makes the HR role important in recruiting,
managing, and retaining the best. The HR department has a clear role in this process and determines the success
tempo of any organization. An urgent priority for most of the organizations is to have an innovative and
competent HR pool; sound in HR management practices with strong business knowledge.
Recruitment and Training
Recruitment has become a major function from an imperative sub system in HR
, particularly in the industry. HR managers play a vital role in creating assets for the organization in the form of
quality manpower. Attracting new talent also is a top priority for software companies, but less so for smaller
companies. Another challenge for HR managers is to put systems in place to make the people a perfect fit for
the job. Skill redundancy is fast in the industry. To overcome this problem, organizations give the utmost
priority to training and skill enhancement programs on a continuous basis. Many companies are providing
technical training to the employees on a quarterly basis. These trainings are quite useful also in terms of
providing security to the employees.
The Trust Factor
Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential that Our
Company takes more initiatives to improve the security levels of the employees.
Work life Balance Factor
Another dimension to the challenges faced by our company is the growing pace of talent acquisition. This
aspect creates with it the challenge of a smoother assimilation and the cultural binding of the new

Comers into the organization fold. The pressure of delivering the best of quality services in a reduced time
frame calls for ensuring that employees maintain a work life balance.
Attrition/Retention of the Talent Pool
One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high attrition
levels. Though there is an adequate supply of qualified staff at entry level, there are huge gaps in the middle and
senior level management in the industry. Further, the salary growth plan for each employee is not well defined.
This situation has resulted in increased levels of poaching and attrition between organizations. The industry
average attrition rate is 30–35 per cent and could range up to 60 per cent.
Bridging the Demand Supply Gap
HR managers have to bridge the gap between the demand and supply of professionals. They have to maintain
consistency in performance and have to keep the motivation levels of employees high, despite the monotonous
nature of work. The same also leads to recurring training costs. Inconsistent performance directly affects
revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher number of errors.

NEED OF HRM
Modern business practice requires an integrated human resource system to replace manual processes for the
operational control of employee relations. This has resulted in reduced labor requirements and administrative
processes. The corresponding increase in productivity due to centralized computing streamlines operations and
assists managers to focus on more mission critical aspects of human resource management. Although
paperwork hasn't been totally reduced, human resource managers can now spend more time on core business
objectives as opposed to attending to minor administration tasks.
One area where a computerized human resource system is fully utilized is in the screening, tracking and
reporting on application processes associated with filling vacancies. With internet integration, job posting, the
tracking of open positions and the ability to store resumes electronically, human resource managers can fulfill
recruitment, screening and conduct all operations from a centralized computer terminal. The ability to
performing searches and track jobs and applications greatly expedites processes that would otherwise be very
time consuming to execute.
The financial management module of human resource systems permits managers to conduct payroll operations
seamlessly. With software to control salary and wage rates, superannuation contributions, employee
performance details, sick leave and annual leave entitlements and incidents, there is no longer any need for a
huge payroll division to organize company payments. The automatic reporting functionally essentially means
that once the manager setups and structures employee details, the system can operate without manual processing
and minimal labor oversee.
The operational requirements of employee management entail tracking, archiving and staying on top of rules,
regulations, and compliance, health and safety issues. A centralized human resource system minimizes the
administration associated with maintaining operating requirements. New government regulations and legislation
can be tracked over the internet for system integration.
The hr system is necessary for companies of all sizes, whether they operate locally or globally. Keeping track of
labor, forecasting labor requirements, facilitating day to day employee management and providing financial
reporting to the accounting department are essential components to company operations. With the ability to cut
costs, save time and increase productivity, an hr system is an investment that companies will long reap benefit
from.

HRM is considered essential due to following reasons:

Better industrial relation: HRM approach is required to create proper understanding among workers and
management. The workers are developing to meet their individual and organizational objectives. The

workers are convinced that various managerial actions will help them in accomplishing their motives besides
helping the organization. Develop organizational commitment: globalization of economy has exposed Indian
industries to international competition. An improvement in efficiency and quality of work can come only when
workers develop organizational commitment. Coping with changing environment: automation has been
introduced in office operations. Better communication channels have revolutionized vital areas of business.
There is need to cope with the new and the changing situation.

Change in political philosophy: political philosophy has undergone change all over the world .in India central
government had named a ministry as human resource development and put it under a senior minister. this
development shows the importance given to human resource. So there is a need for human approach toward
work force. Increased pressure on employees: the installation, monitoring of machines, maintenance and
controlling of operations need trained and skillful people for coping with the emerging situations.

SYNOPSIS
INTRODUCTION OF COMPENSATION MANAGEMENT

Compensation Management is an integral part of the management of the organization. Compensation is a

systematic approach to providing monetary value to employees in exchange for work performed.
Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.
To be effective, the managers must appreciate the value of competitive pay, their human resources, and have
an investment view of payroll costs. It is of prime importance for an organization to maintain pay levels that
attract and retain quality employees while recognizing the need to manage payroll costs.
The literal meaning of compensation is to counter-balance. In the case of human resource management,
compensation is referred to as money and other
Benefits received by an employee for providing services to his employer. Money and benefits received may be
in different forms-base compensation in money and various benefits, which may be associated with employee's
service to the employer like provident fund, gratuity, insurance scheme and any other payment which the
employee receives or benefits he enjoys in lieu of such payment.

"Compensation includes direct cash payments, indirect payments in the form of employee benefits and
incentives to motivate employees to strive for higher levels of productivity”
Compensation is a tool used by management for a variety of purposes to further the existence and growth of the
company.
Objectives of Compensation management are:
1.Attracting and Retaining Personnel: From organization’s point of view, the compensation management aims
at attracting and retaining right personnel in the Organization Not only they require persons who are well
qualified but they are also retained in the organization. There is no dirth of personnel at operative levels but the
problems come at the managerial and technical levels
Particularly for growing companies. Not only have they required persons who are well qualified but they are
also retained in the organization. In the present day context, managerial turnover is a big problem particularly in
high knowledgebase Organizations.

2. Motivating Personnel: Compensation management aims at motivating personnel for higher productivity.
Monetary compensation has its own limitations in motivating people for superior performance.

3. Optimizing Cost of Compensation: Compensation management aims at optimizing cost of compensation by

establishing some kind of linkage with performance and compensation.

4. Consistency in Compensation: Compensation management tries to achieve consistency-both internal and

external-in compensating employees. Internal consistency involves payment on the basis of criticality of jobs
and employees' performance on jobs.
Components of Compensation System

J
A
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B
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Compensation systems are designed keeping in minds the strategic goals and business objectives. Compensation
system is designed on the basis of certain factors after analyzing the job work and responsibilities. Components
of a compensation system are as follows:

Direct Compensation
Direct compensation refers to monetary benefits offered and provided to employees in return of the services
they provide to the organization.
Basic Salary
Salary is the amount received by the employee in lieu of the work done by him/her for a certain period say a
day, a week, a month, etc. It is the money an employee receives from his/her employer by rendering his/her
services
House Rent Allowance
Organizations either provide accommodations to its employees who are from different state or country or they
provide house rent allowances to its employees. This is done to provide them social security and motivate them
to work.
Conveyance
Organizations provide for cab facilities to their employees. Few organizations also provide vehicles and petrol
allowances to their employees to motivate them.
Leave Travel Allowance
These allowances are provided to retain the best talent in the organization. The employees are given allowances
to visit any place they wish with their families. The allowances are scaled as per the position of employee in the
organization.
Medical Reimbursement
Organizations also look after the health conditions of their employees. The employees are provided with medi-
claims for them and their family members. These medi-claims include health-insurances and treatment bills
reimbursements.
Bonus
Bonus is paid to the employees during festive seasons to motivate them and provide them the social security.
The bonus amount usually amounts to one month’s salary of the employee.
Special Allowance
Special allowance such as overtime, mobile allowances, meals, commissions, travel expenses, reduced interest
loans; insurance, club memberships, etc are provided to employees to provide them social security and motivate
them which improve the organizational productivity.

Indirect Compensation
Benefits contributions may include: Medical Insurance Prescription Drug Insurance Dental Insurance Group
Life Insurance Long-Term Disability Insurance Accidental Death Benefits
Tax contributions may include: Disability (Medicare) Worker Compensation Insurance, Unemployment
Insurance. Retirement contributions may include: Severance Award, Voluntary or Involuntary Retirements
Benefits such as VRS etc.

Fringe Benefits or Perks

Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites,
perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries.
Where an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a
'salary sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to at least some
degree. Fringe benefits can also include but are not limited to: (employer-provided or employer-paid) housing,
group insurance (health, dental, life etc.), income protection, retirement benefits, daycare, tuition
reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education,
and other specialized benefits

The purpose of the benefits is to increase the economic security of employees.

The term perks is often used colloquially to refer to those benefits of a more discretionary nature. Often, perks
are given to employees who are doing notably well and/or have seniority. Common perks are company cars,
hotel stays, free refreshments, leisure activities on work time (golf, etc.), stationery, allowances for lunch, and—
when multiple choices exist—first choice of such things as job assignments and vacation scheduling They may
also be given first chance at job promotions when vacancies exist.

Employee benefits in the United States might include relocation assistance; medical, prescription, vision and
dental plans; health and dependent care flexible spending accounts; retirement benefit plans (pension, 401(k),
403(b)); group-term life and long term care insurance plans; legal assistance plans; adoption assistance; child
care benefits; and possibly other miscellaneous employee discounts (e.g., movies and theme park tickets,
wellness programs, discounted shopping, hotels and resorts, and so on).
NON FINANCIAL COMPENSATION

Non-financial compensation is different incentives given to employees that are not in the form of direct pay.
Alternative Work Schedules - There are many alternatives to a traditional 5 day, 8-hour work schedule.
On-the-Job Training- Showing workers how to perform tasks by observing others.
Work/Life Balance - When an employer understands the needs employees have to juggle in their lives.
Developmental Opportunities - Training and other opportunities for employees to expand their knowledge and
improve their skills.
Casual Dress - Allowing employees to relax their dress code at work.
ORGANISATION CHART OF
EXECUTIVES

Grade Designation of executives

E1 Assistant officer/HR/finance/Pro/opetrations/engineer
E2 Senior assistant engineer/HR/fin./pro/oprtns/eng.
E2A Engineer/officer/HR/fin/PRO/operations officer
E3 Senior engineer/senior HR/senior fin./senior PRO/ sr operation officer
E4 Dy .manager/hr/PRO/Operation manager/Engineer
E5 Manager/HR/finance/pro/operations/technical/
E6 SR.Manager/finance/HR/pro/operations/technical
E7 Deputy general manager/HR/finance/operations/technical/pro
E7A Additional general manager/HR/Finance /operations/technical
E8 General manager/HR/Finance/operations/technical
E9 Executive director/HR/finance/operations/technical/pro

BRIEF DISCRIPTION OF COMPENSATION MANAGEMENT IN NTPC

HR-POLICY & WAGES GROUP

Revision of pay scale and allowances for employees in the executive category
The existing & the corresponding revised scales of pay effective from 1.1.2007 for executives are as following:

Grade Existing pay-scale(Rs) Revised pay-scale(Rs)

E1 10750-16750 20600-46500
E2 11225-17250 24900-50500
E2A 12000-17500 24900-50500
E3 13750-18700 29100-54500
E4 16000-20800 32900-58000
E5 17500-22300 36600-62000
E6 18500-23900 43200-66000
E7 19000-24750 51300-73000
E7A 19500-25600 51300-73000
E8 20500-26500 51300-73000
E9 23750-28550 62000-80000

ANNUAL INCREMENT AND STAGNATION INCREMENT

The rate of annual and stagnation increment in the revised scales of pay shall be 3% of basic pay being drawn.
The amount of each increment shall be rounded off to the next RS10.

Executives shall be allowed to draw upto3 stagnation increments, one after two years, upon reaching the revised
pay- scale provided the executive gets a performance rating1g of “good “or above.

1
Stagnation increments shall be treated as basic pay for all purposes except for further stagnation increments and
promotion benefit.

DEARNESS ALLOWANCE
The dearness allowance in the revised pay-scales as on 1.1.2007 shall be zero. With effect from 1.4.2007, the
dearness allowance(DA)payable would be governed as per the following provisions:

DA shall be revised on 1 APRIL, 1JULY, 1 OCTOBER and 1 JANUARY Of each year based on the percentage
increase in the quarterly average of AICPI for the quarters ending FEB AICPI126.33 (basis2001=100).
There shall be 100% neutralization of DA for all executives. Based on the revised DA scheme, payment of
dearness allowance with effect from 1.12007.

Special increment for promoting smallfamily norms

special increment allowed to executives for undergoing sterilization operation earlier to 1.1.2007 shall be
revised with effect from 1.1.2007 to an amount equivalent to one increment at one increment at the
minimum of the pay-scale (3%of the minimum of the revised scales)corresponding to the pay-scale of the post
against which the employee had earned the special increment.

In respect of executives who become entitled to special increment on or after 1.1.2007, the amount of the same
shall increment on revised basic pay on the date of applicability. The effective data shall continue to be the first
day of the month.

PAY- FIXATION ON PROMOTION

Basic pay shall be fixed in the promoted grade after allowing one notion(nal increment at the rate of 3% of basic
pay in the pre-promoted revised pay-scale and rounding off the resultant to the next multiple of RS10/-

HOUSE RENT ALLOWANCE

With effect from 26.11.2008.HRA shall be granted as per the revised classification of cities /town declared by
the central Government on revised basic pay.

Revised classification of cities/towns Rates of HRA(% of revised basic pay)

X(previously classification as A1) 30%
Y(previously classifation as A,B1&B2) 20%
Z(previously classifation as C ) 10%

SUPERANNUATION BENEFITS

Superannuation benefits shall be paid at the rate of 30% of revised basic pay and DA. This shall include
contributory provident fund (CPF), gratuity, pension & contributory scheme of post retirement medical
facilities. Contribution to the provident fund shall be recovered on the basis of the revised salary.
Gratuity shall be calculated and paid on the basis of revised basic pay and DA. The celling on gratuity stands
revised to RS10 lakhs with effect from 1.1.2007.
The existing scheme of contributory scheme of post retirement medical facilities (PRMS) for executives shall
continue to remain operative. The existing scheme for providing company car to senior executives shall
continue to operate.
In terms of DPE OM`S dated 26/11/2008 and 8/6/2008 officers on deputation from central government who
have joined NTPC up to 26.11.2008 and are drawing salary in NTPC pay scales shall be allowed to draw salary
in the revised 2007 NTPC pay-

(HR-POLICY&WAGES GROUP)
employees in the workman category.

The existing and the corresponding revised scales of pay effective from 1.1.2007 for workmen are as given
below:

Grade Existing pay-scales(Rs) Revised pay-scales(Rs)

W0 3750-5450 8700-20000
W1 4400-8430 10500-23000
W2 4700-9010 11000-24500
W3 5000-9590 11500-26000
W4 5400-10350 12500-27500
W5 5800-10790 13500-29500
W6 6200-11200 14500-32000
W7 6700-11750 15500-34500
W8 7300-12660 16000-35500
W9 7900-13700 17000-37000
W10 8600-14920 18500-40000
W11 9300-15590 20000-42500
WSG 10000-16000 20500-44500

Annual increment and stagnation increment

The rate of annual and stagnation increment in the revised scales of pay shall be 3% of basic pay being drawn.
The amount of each increment shall be rounded off to the next Rs 10.
Workman shall be allowed to draw up to 3 stagnation increments, one after every 2 years.
Stagnation increment shall be treated as basic pay for al purposes except for further stagnation and promotion
benefit.

Dearness allowance

The dearness allowance in the revised pay-scales as on 1.1.2007 shall be zero. With effect from 1.4.2007, DA
Would be applicable as per the following provisions:
DA shall be revised on 1st April ,1st july,1st October and 1st January of each year based on the percentage
increase in the quarterly average of AICPI for quarters ending February ,may, august and November
respectively over AICPI 126.33(Basis 2001=100)
There shall be 100 % neutralization of DA for all workmen. Based on the revised DA scheme. payment of
dearness allowance with effect from 1.1.2007 shall be as under:

Period Rate of DA (%BASIC PAY)

01.01.2010 to 31.03.2010 30.9
01.04.2010 to30.06.2010 34.8
01.07.2010 to30.09.2010 35.1
Special increment for promoting small family norms

Special increment allowed to workmen for undergoing sterilization operation earlier to 1.1.2007 shall be revised
with effect from 1.1.2007 to an amount equivalent to two or three increments, as applicable, at the minimum of
the revised pay scale corresponding to the grade against which the employee had earned the special increment.
The other terms and conditions in this regard shall remain unchanged.
In respect of workmen who become entitled to special increment on or after 1.1.2007, the amount of the same
shall be revised on the basis of the applicable revised basic pay on the date of applicability.

Pay-Fixation on promotion
Basic pay shall be fixed in the promoted grade after allowing one notional increment at the rate of 3%of the
basic pay in the pre-promoted revised pay –scale and rounding off the resultant to the next multiple of Rs 10%
House Rent Allowance (HRA)
With effect from 26.11.2008,HRA Shall be granted as per the revised classification of cities /town declared by
the central government on revised basic pay ,as under:

Revised classified of cities/towns Rates of HRA(%of revised basic pay)

X(previously classified as A1) 30%
Y(Previously classified as A,B1&B2) 20%
Z(Previously classified as C and unclassified) 10%

House Rent Recovery (HRA)/License Fee

With the effect from 26.11.2008, House Rent Recovery/ License Fee Shall be made at the following rate:
In case of workmen in grades W8 & above

Types of Quarter occupied Project/station (Rs/month) Townships at

Noida/Badarpur/other cities
(Rs/month)
A 290 590
B 660 1330

In case of workmen in grade W7 & below

Types of Quarter occupied Project/station (Rs/month) Townships at

Nadia/Badarpur/other cities
(Rs/month)
A 190 390
B 230 590

Superannuation Benefits

Company shall contribute 30%of (basic pay DA) for superannuation benefits with effect from 1.1.2007.This
shall include contributory provident Fund (CPF)@12% Gratuity, pension &contributory post Retirement
Medical Facility(PRMS) With effect from 1.1.2007, as well as employee’s contribution to the provident Fund
Shall be computed on the basis of the revised basic pay and DA. Gratuity shall be calculated and paid on the
basis of revised Basic pay and DA .The ceiling on Gratuity stands revised to Rs 10 lakhs (Rs ten lakhs) with
effect from 1.1.2007.

In case of workmen under suspension, subsistence Allowance shall be paid on the basis of revised basic pay and
as applicable.

Revision of perquisites, allowances and advances admissible to employees in the workman category
Locational allowances

The following locational allowances shall be revised with effect from 26.11.2008

Special compensatory allowance(SCA)

SCA shall be paid to workmen posted at projects/stations@10% of revised basic pay. This payment shall be
subject to recovery in case approval for payment of special allowance @10%of basic pay for serving in the
difficult and far areas is not granted by the government.

North-East allowance

North-East allowance shall be paid to workmen posted at NTPC sites location in the North-East and
LADAKHregion@12.5% of revised basic pay.

Coal mining site allowance

Coal mining site allowance shall be paid to posted at coal mining sites,@15% of revised basic pay.

Other locational allowances

The quantum of the following locational allowances as on 26.11.2008 in the pre-revised 1997 structure, shall
continue to be paid to eligible workmen in the revised 2007 pay-struture till futher orders, on salary as defined
in 1997 pay structure. Additional SCA@20% OF (BASIC PAY Dearness pay) payable at projects where
commercial operations have not started.
Hill/remote area allowance.
Hardship duty allowance
Heating allow

Other perquisites and allowances

“Cafeteria approach” shall be adopted for other perquisites & allowances allowing workmen to choose from a
given set or cafeteria of perquisites and allowances subject to the condition that the sum total of these perks and
allowances shall not exceed 47% of revised basic pay.
The following shall from part of the cafeteria limited to 47% of revised basic pay with effect from 26.11.2008.
 S.NO PERKS & ALLOWANCES % of
revised basic pay
(up to)
1 Canteen allowance/ Meal vouchers 7.5%

2 Children education reimbursement

Child 1 5%
Child 2 5%
Hostel subsidy
Child 1 5%
Child 2 5%
3 Conveyance/transport allowance 5%
4 Washing allowance 5%
5 Reimbursement of expenditure on vehicle repair & maintenance 5%
6 Energy conservation allowance 10%
7 Electricity reimbursement 10%
8 Newspaper/professional literature reimbursement 5%

9 Internet allowance 5%
10 House upkeep allowance 5%
11 Self development allowance/personality enhancement 15%
12 Furnishing allowance 10%
13 Gas/fuel allowance 10%
14 LTC 15%
15 Computer allowance 10%
16 Patient care allowance 10%
17 Other allowance 10%

Reimbursement of Expenditure for local travel for official purposes

Reimbursement of expenditure for local travel for official purposes shall be paid to workmen with effect from
31.5.2010,on term and conditions made applicable to employees in executive category.
For Car
W8 & above: cost of 40 liters of petro
For two –wheeler (motorcycle/scooter/moped)
W1 to w7: cost of 10 liters of petrol.
W8 & above: of 15 liters of petrol
SG: Cost of 25 liters of petrol
Reimbursement for mobile instrument and official call
Workmen in W7& above grade shall be reimbursed Rs 2000/- every three year for purchase of mobile
instrument and shall be reimbursed up to Rs 300/- per month towards monthly rentals and official and call
charges with effect from date of issue of circular in this regard.
Leave
With effect from financial year 2010-2011,Earned Leave Entitlement s shall be 30 days for all workmen
Earned Leave encashment shall henceforth be allowed to workmen twice in a financial year
The ceiling of maternity Leave is hereby revised from the existing 135 days to 180 days. Female employees in
workman category availing Maternity Leave on the date of issuance of this circular shall also be covered under
the revised ceiling of 180 days.

Introduction of special Additional Leave for Workmen posted at NTPC project/station

Workmen posted at NTPC project /station shall be allowed 10 days of special Additional Leave per annum with
effect from 1.4.2010.
This Special Additional Leave shall be encashable.
The special Additional Leave should be availed/encashed within the relevant financial year after which it shall
lapse. The special Additional Leave shall be on monthly pro rat basis for the period of service rendered at
project/station
Definition of family
In the definition of family for the purpose of medical facilities, the age limit for unmarried dependant daughters
shall be raised to 30 years.
House Building Advance, multi-purpose Advance and Furniture/Household Items Advance
Ceiling limit for house Building Advance (HBA) for new construction /purchase of ready built house shall be
raised from Rs 7.5 lakhs to Rs 20 lakhs and for enlargement of living accommodation in an existing house
shall be increased from Rs 2.5 lakhs to Rs 5 lakhs.
Amount of advance admissible as Multi-purpose Advance and Furniture /Household Items Advance shall be
increased to one month’s Basic pay and prevailing Dearness Allowance on date of application

Introduction of Children Higher Education Loan

To assist workmen in meeting the expenditure incurred on higher education of their children studying in India
or abroad, NTPC Children Higher Education Loan.
For studies in India: 80% of the total course fee or Rs 10 lakhs , whichever is less
For studies in abroad: 80% of the total course fee or Rs 15 lakhs, whichever is lower
Conveyance Advance
Workmen in W8 &a above grade shall be entitled to the following amount as conveyance Advance for purchase
of car from the date of issue of circular in this regard, on the terms and conditions specified in Conveyance
Advance Rules.

FINDINGS
The compensation management policy is good in NTPC.
The employee of the organization is satisfactory to the employees.
The employees are motivated because of the environment of the organization.
The services of NTPC have good credibility in the region.
NTPC is world class Power Corporation in India. It is a largest thermal generating company in India. NTPC has
its power stations all over India. NTPC contributes more than one-fourth of India’s total power generation with
less than one fifth capacity.

People before plant land factor is the mantra that guides all HR related policies. NTPC has been awarded No.1
best workplace in India among large organizations and the best PSU for the year 2009. The Compensation
Committee reviews the overall compensation structure and policies of the organization with a view to attract,
retain and motivate employees, consider raising the living standard of the employees, reviewing compensation
levels of the employees.

The project was very satisfying experience for us, not only practically and academically. It also helped us in
enriched our knowledge also. The organizations compensation policy is to provide a fair and consistent basis for
motivating and rewarding employees appropriately according to their job / role size, performance, contribution,
skill and competence.
1) NTPC MAGZINES

2) INTERNET

3) Personnel management“Dr. C.B. Mamoria”

Ex.prof.and head of department.
4) Annual report of NTPC
5) Employee handbook of NTPC

www.wikepedia.com
www.citeHR.com
www.NTPC.com.
www.ntpc.co.in