NTPC QUESTIONNAIRE BODH II

PART A
Instructions: Given below are a number of statements designed to elicit your candid
responses. There are no right or wrong answers to these statements. After reading
each statement, please encircle the number which represents your response, as per the
scale given below:
Scale: 0 = Not at all true ! = A little true " =A #oo$ $eal true % =&er' (uc) true
STATE*ENT SCA+E
1. This organiation has a well!designed policy for development and
advancement of e"ecutives that ta#es care of their career needs.
$ 1 % &
%. There is an effective grievance!handling procedure for the
e"ecutives in this organiation.
$ 1 % &
&. 'alaries, allowances and per(uisites of e"ecutives in this
organiation are attractive considering their )ob responsibility.
$ 1 % &
*. +"ecutives of this organiation are satisfied with various
participative systems and processes designed for their
involvement in decision ma#ing.
$ 1 % &
,. The management of this organiation treats all levels of
employees impartially.
$ 1 % &
-. .T/0 recognies e"ecutives who contribute new and creative
ideas to the company.
$ 1 % &
1. The wor#ing conditions provided to the e"ecutives of this
organiation are safe and healthy.
$ 1 % &
2. This organiation provides ade(uate training facilities to its
e"ecutives.
$ 1 % &
3. The communication system allows e"ecutives to communicate
from time to time their views and suggestions to the management.
$ 1 % &
1$. 'eniors in this organiation ta#e active interest in the development
of their )uniors.
$ 1 % &
11. This organiation has a well4defined policy for improving the
(uality in all spheres of activities underta#en in it.
$ 1 % &
1
Scale: 0 = Not at all true ! = A little true " =A #oo$ $eal true % =&er' (uc) true
STATE*ENT SCA+E
1%. 5 am able to relate my wor# activities with the organiation6s
vision, mission and values.
$ 1 % &
1&. +"ecutives of this organiation show ade(uate respect for the
understandings arrived at between their Associations and the
management.
$ 1 % &
1*. There is sufficient faith and lateral trust amongst the colleagues
and peers to promote intra!departmental Team wor#.
$ 1 % &
1,. The relations between the management and the e"ecutives of this
organiation are harmonious.
$ 1 % &
1-. +"ecutives can carry out wor# assignments without waiting for
instructions from superiors.
$ 1 % &
11. +"ecutives in this organiation cooperate with each other. $ 1 % &
12. +"ecutives in this organiation have enough opportunities to ta#e
initiative to demonstrate their leadership (ualities
$ 1 % &
13. +"ecutives in this organiation have ade(uate opportunities for
0areer growth and advancement.
$ 1 % &
%$. The management of this organiation is sympathetic in dealing
with the problems and complaints of the e"ecutives.
$ 1 % &
%1. 0onsidering their (ualifications and e"pertise, the salaries,
allowances and per(uisites of e"ecutives in this organiation are
attractive.
$ 1 % &
%%. +"ecutives in this organiation are ade(uately represented in
various committees for )oint decision ma#ing.
$ 1 % &
%&. +"ecutives in this organiation are recruited strictly on the basis
of merit.
$ 1 % &
%*. +"ecutives who contribute to organiational efficiency and
productivity are suitably rewarded in this organiation.
$ 1 % &
%,. +"ecutives en)oy )ob security in this organiation. $ 1 % &
%
STATE*ENT SCA+E
%-. +"ecutives of this organiation are encouraged and helped in their
efforts to improve their educational (ualifications.
$ 1 % &
%1. This organiation provides welfare facilities to its e"ecutives and
their families.
$ 1 % &
%2. +"ecutives of this organiation receive ade(uate information about
their roles and responsibilities.
$ 1 % &
%3. The organiation6s efforts in improving educational facilities in
schools and (uality of education are worth appreciating.
$ 1 % &
&$. T78 practices li#e /0, 70, ,', 'uggestion schemes etc are
effectively functioning in my wor# place.
$ 1 % &
&1. The management of this organiation has made sincere efforts in
promoting 0ore 9alues of the organiations.
$ 1 % &
&%. There is sufficient faith and lateral trust amongst the colleagues
and peers to promote inter!departmental 0ooperation.
$ 1 % &
&&. :earning generated through training and development activities
are discussed with the superiors and also shared with other
e"ecutives.
$ 1 % &
&*. 5n day!to!day wor#, there is good deal of mutual understanding
and trust between the management and the e"ecutives.
$ 1 % &
&,. 'eniors empower subordinates with a view to develop them for
higher responsibilities.
$ 1 % &
&-. +"ecutives are by and large happy with the #ind of inter!personal
relations they have with each other in this organiation.
$ 1 % &
&1. 8anagement anticipates future events and spends ade(uate time
on long range planning than on routine issues.
$ 1 % &
&2. The promotion policy is implemented in an ob)ective, fair and
transparent manner.
$ 1 % &
&3. The management sincerely addresses employee issues and handles
grievances;complaints.
$ 1 % &
&
Scale: 0= Not at all true != A little true "=A #oo$ $eal true %=&er' (uc) true
STATE*ENT SCA+E
*$. 'alaries, allowances and per(uisites of e"ecutives compare
favourably with those prevailing in other public sector
organiations.
$ 1 % &
*1. <efore ta#ing any important decision with large impact on people,
the management consults the e"ecutives and ta#es them into
confidence.
$ 1 % &
*%. => systems are implemented as per rules without any partiality or
favouritism.
$ 1 % &
*&. The wor# of an e"ecutive who is honest, sincere and hard wor#ing
is recognied and appreciated.
$ 1 % &
**. This organiation provides to its e"ecutives attractive social
security benefits li#e different #inds of insurance cover, pension
scheme, and post!retirement medical facilities.
$ 1 % &
*,. +"ecutives always ta#e initiatives to implement some of the
learnings of training at wor#place.
$ 1 % &
*-. The welfare facilities provided to the e"ecutives of this
organiation compare favourably with those provided by other
public sector organiations.
$ 1 % &
*1. The management e"plains, from time to time, the policies, goals
and ob)ectives of the organiation to the employees through
various means of communication.
$ 1 % &
*2. 'eniors in this organiation ta#e initiative to coach and counsel
subordinates with low performance to facilitate their development.
$ 1 % &
*3. There is an effective system in this organiation for promoting and
adhering to the desired (uality standards.
$ 1 % &
,$. +"ecutives are aware of the organiation6s corporate plans. $ 1 % &
,1. Amongst e"ecutives 5 see role models in matters of discipline at
the wor#place.
$ 1 % &
,%. +"ecutives of this organiation feel free to discuss matters and
share information with one another.
$ 1 % &
*
Scale: 0= Not at all true != A little true "=A #oo$ $eal true %=&er' (uc) true
STATE*ENT SCA+E
,&. 5n this organiation, the senior management and the e"ecutives
cooperate with each other.
$ 1 % &
,*. +"ecutives of this organiation have the authority to ta#e
measures to maintain discipline in their wor# area.
$ 1 % &
,,. To, (ana#e(ent demonstrate in their actions, the desire of
achieving the vision that .T/0 has set for itself.
$ 1 % &
,-. 8anagement constantly finds creative and innovative ways of
wor#ing without getting bogged down by precedents or
constraints.
$ 1 % &
,1. 8anagement promotes team wor#ing in this organiation. $ 1 % &
,2. 5n this organiation, achievement and competence are considered
more important than hierarchical status.
$ 1 % &
,3. 8y performance targets and achievement are discussed and
feedbac# provided by superiors.
$ 1 % &
-$. 'enior e"ecutives in leadership roles in this organiation promote
teamwor# for a healthy climate.
$ 1 % &
-1. /articipative forums such as (uality circles, cross!functional teams
and professional circles have helped in creating team spirit among
e"ecutives of this organiation, apart from providing opportunities
to become creative and innovative.
$ 1 % &
-%. +mployees in this organiation show a sense of involvement
because their role is critical in the organiation.
$ 1 % &
-&. The management of this organiation gives same importance to the
needs of the family as to wor# responsibility.
$ 1 % &
-*. 8y )ob provides ade(uate opportunities for the use of my
#nowledge, s#ills and ideas.
$ 1 % &
-,. 5f a friend of mine were considering )oining this organiation, 5
would encourage him to do so.
$ 1 % &
,
Scale: 0= Not at all true != A little true "=A #oo$ $eal true %=&er' (uc) true
STATE*ENT SCA+E
--. I en/o' (' 0or1 in t)is or#ani2ation. $ 1 % &
-1. 8y )ob provides opportunities for doing different things. $ 1 % &
-2. The values of the organiation are in harmony with my own
values.
$ 1 % &
-3. +"ecutives treat employees from other departments as their
internal customers and are always courteous, patient and sensitive
to their needs.
$ 1 % &
1$. 5 am able to use discretion in the performance of my duties. $ 1 % &
11. 5 feel a sense of pride when 5 introduce myself to a stranger as an
+mployee of .T/0.
$ 1 % &
1%. 0ustomer complaint ?both internal and e"ternal@ is always ta#en as
feedbac# and support;facilitation is provided at the earliest.
$ 1 % &
1&. I 3in$ (' /o4 5 role c)allen#in# an$ enric)in#. $ 1 % &
1*. 5f 5 were to start my career all over again, 5 will not mind )oining
this organiation.
$ 1 % &
1,. 5n this organiation there are lots of opportunities to participate in
Teamwor#.
$ 1 % &
1-. 5n my overall assessment, this is one of the best organiations to
wor# for.
$ 1 % &
11. 5 consider my employment in .T/0 as more attractive than the
)obs 5 could get elsewhere.
$ 1 % &
12. 5 feel proud when 5 describe the nature of wor# 5 am doing in
.T/0 to an outsider.
$ 1 % &
13. 5 often feel that 5 am doing something worthwhile through my )ob. $ 1 % &
2$. All things considered, 5 am satisfied with the role that 5 am
performing in this organiation.
$ 1 % &
-
Scale: 0= Not at all true != A little true "=A #oo$ $eal true %=&er' (uc) true
STATE*ENT SCA+E
21. There is a well!designed performance management system for
e"ecutives of this organiation.
$ 1 % &
2%. The amount of wor# 5 am as#ed to do is fair. $ 1 % &
2&. 8y seniors appreciate the need for being customer friendly and
ta#e customer first approach in all dealings.
$ 1 % &
2*. 5n .T/0, there are standards defined in most wor# processes for
response time.
$ 1 % &
2,. +"ecutives in the organiation honor commitments on time. $ 1 % &
2-. +"ecutives demonstrate initiative and speed in their day!to!day
wor#.
$ 1 % &
21. There is sufficient time for recreational activities for self and
family in this organiation.

$ 1 % &
22. There are sufficient opportunities for social and recreational
activities for self and family.
$ 1 % &
23. 5n this organiation team wor#ing is a way of life. $ 1 % &
3$. /erformance appraisal of the e"ecutives of this organiation is
based on their actual performance.
$ 1 % &
31. 'eniors share future plans with subordinates with a view to prepare
them for future roles.
$ 1 % &
6". T)e senior e7ecuti8es a$)ere to t)e core 8alues o3 t)e
or#ani2ation
$ 1 % &
6%. To, (ana#e(ent act as role (o$els in t)e or#ani2ation. $ 1 % &
69. T)e co((unication sent 4' (ana#e(ent reac)es t)e
concerne$ e7ecuti8es.
$ 1 % &
6:. T)e co(,an' en8iron(ent encoura#es e7ecuti8es to
i(,le(ent so(e o3 t)e learnin#s o3 trainin# at 0or1,lace.

$ 1 % &
6-. *' /o4 ,ro8i$es o,,ortunities 3or learnin# $i33erent t)in#s. $ 1 % &
6;. In t)is or#ani2ation )ierarc)ical 4arriers $o not co(e in t)e
0a' o3 tea( 0or1.
1
Part B: *ulti,le C)oices
Instructions: Given below are statements followed by multiple choices designed to elicit
your candid responses. There are no right or wrong answers to these statements.
After reading each statement, please indicate your choices by selecting by encircling the
choices, which you thin# are the most important. Aou may pl. indicate only upto &
choices and not more than that. 5n case your response is different from the choices
provided, pl. indicate by specifying your response in the category. Any other ?pl.
specify@.
1. 5n my view ma)ority of Grievances of e"ecutives wor#ing in this Brganiation are
due toC
a. >elationship with superiors
b. Assignment of responsibilities
c. /lacement within a team or department etc.
d. >elationship with other colleagues in the group
e. 0areer growth
f. Dor# related facilities
g. Delfare facilities
h. Dor#!life balance
i. Transfer related
). +ducation facilities
#. =ealth facilities
l. :ac# of openness
m. :ac# of )ob rotation
n. +ac1 o3 o4/ecti8it' in ,ro(otions
o. Ine33ecti8e $a'<to<$a' (ana#e(ent o3 e7ecuti8es ,ro4le(s
,. +ac1 o3 o4/ecti8it' in ,er3or(in# a,,raisal
2
(. Any other reasons ?pl. specify@EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
r. .ot applicable.
%. 5n my view ma)or causes of dissatisfaction with the various participative forums are
due to:
a. The way the issues are represented in the forum
b. .on implementation of the decision
c. 8anner of implementation of the decision
d. .ot sharing of the decision with the employees
e. .ot highlighting the activity and other initiatives of the participative forums
sufficiently.
f. :ac# of involvement in the implementation of the decision
g. :ac# of timely implementation of the decision ta#en
h. Any other
pl. specify@ EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
i. .ot applicable
%. =a> ?)ic) o3 t)e 3ollo0in# TQ* ,ractices are not 0or1in# satis3actoril'@
a. PC
4. QC
c. :S
$. Su##estion sc)e(es
=4> Ain$l' #i8e reasons
3
Part C: Peo,le De8elo,(ent Initiati8es
Instructions
/l. go through various development initiatives mentioned below. Against each of the
initiatives pl. choose the appropriate response as per the scale provided against each
(uestion.
1. =a> Are you aware of the .T/0 reward systemF
To a lar#e e7tent
To so(e e7tent
Not at all
=4> 5n your views to what e"tent .T/0 reward system is being implemented in
.T/0.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
% =a> Are you aware of the initiative of Geveloping 9alue 0hampion in .T/0
To a lar#e e7tent
To so(e e7tent
Not at all
=4> 5n your view to what e"tent Geveloping 9alue 0hampion initiative is being
implemented in .T/0.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
&.=a> Are you aware of the .T/0 =igher +ducation initiatives such as <'c. /ower +ngg,
8Tech, and /GG<8F
1$
To a lar#e e7tent
To so(e e7tent
Not at all
=4> 5n your view to what e"tent .T/0 =igher +ducation initiatives are useful
for employees.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
*?a@ Are you aware of the .T/0 8anagement )ournal! =orionF
Aes
.o
?b@ 5n your view to what e"tent management )ournal!=orion is useful for you.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
, ?a@ Are you aware of the initiative for e"ecutive talent search 4 .B0+TF
To a lar#e e7tent
To so(e e7tent
Not at all
?b@ 5n your view to what e"tent this .B0+T is being implemented in .T/0.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
- ?a@ Are you aware of the /rofessional circlesF
Aes
.o
11
?b@ 5n your view to what e"tent /rofessional 0ircles are being implemented in .T/0.
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
1 ?a@ Are you aware of the initiative 4 => for :ine 8anagersF
To a lar#e e7tent
To so(e e7tent
Not at all

?b@ 5n your view to what e"tent this initiative is being implemented in .T/0
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
2 ?a@ Are you aware of the 8ultis#illing initiatives in .T/0 F
To a lar#e e7tent
To so(e e7tent
Not at all
?b@ 5n your view to what e"tent this initiative is being implemented in .T/0
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
3 ?a@ Are you aware of the 'ubordinate Gevelopment initiatives in .T/0F
To a lar#e e7tent
To so(e e7tent
Not at all
?b@ 5n your view to what e"tent this initiative is being implemented in .T/0.
1%
.ot at all :ittle e"tent 'ome e"tent Great e"tent .ot applicable
$ 1 % & ,
!0. =a> Are 'ou a0are o3 t)e (ana#e(ent e33orts o3 ,rocess o3 i$enti3ication o3
trainin# nee$s.
To a lar#e e7tent
To so(e e7tent
Not at all
=4> To 0)at e7tent is initiati8e 4ein# i(,le(ente$ in NTPC.
Not at all +ittle
e7tent
So(e e7tent Breat e7tent Not
a,,lica4le
0 ! " % :
A,,en$i7
Questions an$ Di(ension Use$
Sl
No.
Di(ension Questions
1. Brganiational 0ommitment;/ride -,,-2,11,1*,1-,12
%. Hob 'atisfaction --,1&,11,13,2$,2%
&. 9ision, 8ission, 9alues 1%,&1,,$,,,,-3,1%,2&!2-,6"
*. 8onetary <enefits &,%1,*$
,. 'afety and 'ecurity 1,%,,**
-. Delfare Iacilities %1,%3,*-
1. :ateral Trust 1*,&%
1&
2. Training and +ducation 2,%-,&&,*,,6:
3. Hob 0ontent -*,-1,1$,6-
1$. +"ecutive 8anagement >elationship 1&,1,,&*,,&
11. 5nterpersonal >elations 11,&-,,%
1%. Approach to Giscipline ,1,,*,6%
1&. /articipative 8anagement *,%%,*1,-1
1*. Bb)ectivity and >ationality ,,%&,*%
1,. 7uality 8anagement 11,&$,*3
1-. Brganiation 0ulture 12,&1,,-,,2,-$,-%
11. 'cope for Advancement 1,13,&2
12. >ecognition and Appreciation -,%*,*&
13. 0ommunication 'ystem 3,%2,*1,69
%$. Grievance =andling 'ystem %,%$,&3
%1. Gelegation of Authority 1-,&,
%%. 'ubordinate Gevelopment 1$,*2,31
%&. Dor# :ife <alance -&,21,22
%*. /erformance Appraisal ,3,21,3$
%,. Team Dor#ing ,1,1,,23,6;
1*