A Project Report Ganesh HR

BVDU’s AKIMSS, Solapur

A

PROJECT REPORT

ON

“A Study of Training and Development Programmes”

With Special Reference to Balaji Amines Ltd., Tamalwadi,

Tal: Tuljapur, Dist.: Osmanabad

SUBMITTED TO

BHARATI VIDYAPEETH DEEMED UNIVERSITY, PUNE

In partial fulfillment of the Requirement for the degree of

Master of Business Administration

(Human Resource Management)

Submitted by

Miss. Mallampati Vijaya

B.C.A

Under Guidance of

Prof.Vilas.J.Pathrudkar

[M.A (TISS, Mumbai)]

ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIALSCIENCES

SOLAPUR

2009-2011

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BHARATI VIDYAPEETH DEEMED UNIVERSITY, PUNE

ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIAL

SCIENCES, SOLAPUR

CERTIFICATE

This is to certify that the project entitled “A Study of Training and Development

Programmes” is the work carried out by Miss. Mallampati Vijaya student of M.B.A

(HR) first year of Bharati Vidyapeeth Deemed University Abhijit Kadam Institute of

Management and Social Sciences, Solapur during the year 2009-2011, in partial

fulfillment of the requirement of Master of Business Administration and that the

project has not formed the basis for the award previously of any degree.

Date: Prof. Dr. Sorab Sadri

Place: Director

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DECLARATION

To,

The Director,

Bharati Vidyapeeth Deemed University,

Abhijit Kadam Institute of Management and Social Sciences,

Solapur.

Respected Sir,

I the undersigned hereby declare that, the project report on “A Study of Training and

Development Programmes” written and submitted at Bharati Vidyapeeth’s Abhijit

Kadam Institute of Management and Social Sciences, Solapur under the guidance of

Prof. Vilas.J.Patrudkar is my original work.

The empirical findings in this project are based on the data collected by me.

While preparing this project I have not copied anything from any other report. I

understood that any such copy is liable to be punished in a way the university

authority may deem fit.

Mallampati Vijaya

(B.C.A)

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ACKNOWLEDGEMENT

It gives me a great pleasure in presenting the project “A Study of Training and

Development Programmes”. I would like to thank to those who helped and guided me

to complete this project.

I sincerely thank Honorable Director Dr.Sorab Sadri, and for the help and guidance

given by Prof. Vilas.J.Patrudkar, which enabled me to complete this project.

I take this opportunity to thank the Director of Balaji Amines Ltd. Mr.D.Ram Reddy

sir for giving me this opportunity.

And I thank Bharati Vidyapeeth, Solapur for introducing this and helping me to learn

more about the course.

Finally I thank all those who have directly or indirectly helped me in completing my

project.

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INDEX

CHAPTER TITLE PAGE NO.

I Introduction of the study

1.1 Introduction to study

1.2 Objective of study

1.3 Scope of study

1.4 Importance of study

1.5 Limitations

1.6 Research methodology

II Company Profile

2.1 Introduction of the Organization

2.2 History of the Organization

2.3 Organization Chart

2.4 Organization Departments

2.5 Products of the Organization

2.6 Future plans

III Theoretical Background

3.1 Concept and Definition

3.2 Types

3.3 Techniques

IV Data Analysis and Interpretation

V

Observation and Finding

VI Conclusion and Suggestions

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CHAPTER-I

Introduction of the study

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1.1 TRAINING AND DEVELOPMENT

The game of economic competition has new rules. Firms should be fast and

responsive. This requires responding to customers' needs for quality, variety,

customization, convenience and timeliness. Meeting these new standards requires a

workforce that is technically trained in all respects. It requires people who are capable

of analyzing and solving job related problems, working cooperatively in teams and

'changing hats' and shifting from job to job as well. Training has increased in

importance in today's environment where jobs are complex and change. Rapidly,

Companies that pay lip-service to the need for training, by lazily setting aside a few

hours a year, will soon find themselves at the receiving end when talented employees

leave in frustration and other employees find it difficult to beat rivals with new

products, sophisticated designs and improved ways of selling. To survive and flourish

in the present day corporate-jungle, companies should invest time and money in

upgrading the knowledge and skills of their employees constantly. For, any company

that stops injecting itself with intelligence is going to die. The purpose of this chapter

is making the student understand the basic principles, areas, and methods of training

currently in use in the corporate circles.

After employees have been selected for various positions in an organization, training

them for the specific tasks to which they have been assigned assumes great importance. It is

true in many organizations that before an employee is fitted into a harmonious working

relationship with other employees, he is given adequate training. Training is the act of

increasing the knowledge and skills of an employee for performing a particular job. The

major outcome of training is learning. A trainee learns new habits, refined skills and useful

knowledge during the training that helps him improve performance. Training enables an

employee to do his present job more efficiently and prepare himself for a higher-level job.

The essential features of training may be stated thus:

Increases knowledge and skills for doing a particular job; it bridges the gap

between job needs and employee skills, knowledge and behaviors

Focuses attention on the current job; it is job specific and addresses particular

performance deficits or problems

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Concentrates on individual employees; changing what employees know, how they

work, their attitudes toward their work or their interactions with their co-workers

or supervisors

Tends to be more narrowly focused and oriented toward short-term performance

concerns.

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1.2 Objective of the Study :

1. To study about operations of Balaji Amines Ltd.

2. To study functions of various departments.

3. To study the role of HR department in the organization.

4. To study present training methods in the organization.

5. To study effectiveness of those training methods in BAL’s growth.

6. To study development programs in BAL.

7. To suggest other additional training methods if required

1.3 Scope of the study:

1. The scope of this project is only for Balaji Amines Ltd. Unit-I in Solapur.

2. The scope of this project is for all employees working at all levels in BAL.

1.4 Importance of study:

Training offers innumerable benefits to both employees and employers. It

makes the employee more productive and more useful to an organization. The

importance of training can be studied under the following heads:

Benefits to the business:

Trained workers can work more efficiently. They use machines, tools, and materials

in a proper way. Wastage is thus eliminated to a large extent.

There will be fewer accidents. Training improves the knowledge of employees

regarding the use of machines and equipment. Hence, trained workers need not be put

under close supervision, as they know how to handle operations properly.

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Trained workers can show superior performance. They can turn out better

performance. They can turn out better quality goods by putting the materials, tools

and equipment to good use.

Training makes employees more loyal to an organization. They will be less inclined to

leave the unit where there are growth opportunities

Benefits to the employees:

Training makes an employee more useful to a firm. Hence, he will find employment

more easily.

Training makes employees more efficient and effective. By combining materials,

tools and equipment in a right way, they can produce more with minimum effort.

Training enables employees to secure promotions easily. They can realize their career

goals comfortably.

Training helps an employee to move from one organization to another easily. He can

be more mobile and pursue career goals actively.

Employees can avoid mistakes, accidents on the job. They can handle jobs with

confidence. They will be more satisfied on their jobs. Their morale would be high.

Thus, training can contribute to higher production, fewer mistakes, greater job

satisfaction and lower labor turnover. Also, it can enable employees to cope with

organizational, social and technological change. Effective training is an invaluable

investment in the human resources of an organization.

1.5 Limitation of the study:

1. This project is limited to Unit-I of Balaji Amines Ltd.

2. Time limit for this project is only 50 days.

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1.6 Research Methodology:

Meaning: Research is a systematic search for information on a specific topic. It is the

pursuit of truth with the help of study, observation and comparison.

Science aims at describing and understanding of various objects or phenomenon

in nature whereas research is a special endeavor which involves systematic and

critical investigation. Thus towards increasing the stream of knowledge now it is

easier to define scientific research. We may define scientific research as a systematic

and critical investigation about relations natural phenomenon to explain and finally to

understand the relations among them.

Every society today is facing with serious social, economic and political

problems, which need systematic, intelligent and practical solution.Since these

problems deal with human beings who are both unpredictable and undependable in

behaviors. Therefore different methods become unavoidable in finding the truth.

Methodology in social research has thus come to say as an integral part of social

research. Today, it is accepted that identification as well as solution of all social

problems lies in extensive and proper use of research methods.

There are various definitions which have been given for the term research as

1. P.V.Young” Research is the systematic method of discovering the new facts or

verifying old facts, their sequences, inter relationship, casual explanations the

natural laws which govern them.”

2. According to Block and Champion “Scientific research consists of obtaining

information through empirical observation that can be used for the systematic

development of logically related propositions attempt to establish casual

reactions among variables”

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Objectives of Research:

1. To find out the hidden truth.

2. To achieve new insights about a particular topic.

Research Methodology:

It is a way to systematically solve the research problem. It may be understood as a

science of studying how research is done scientifically. In it study is carried on by

various steps that are generally adopted by a researcher to study with logic behind it.

Data Collection: Here required data is collected through various sources. Data is

of two types as :

1) Primary Data: This data is collected directly from the sources in the

company.

Sources of primary data: 1.Questionnaire 2. Observation

2) Secondary Data: Secondary data means data that are available

i.e., refer to data which have already been collected.

Sources of secondary data: 1.Internet

2. Books

3. Records

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Sampling Method:

This is an improved type of random or probability sampling. In this method

the population is sub-divided into homogenous groups and from group,

random sample is drawn. For example, university students may be divided on

the basis of discipline and each discipline may again divided into juniors and

seniors and the employees of a business may be divided into management and

non-management staff and each of these two groups may be subdivided into

salary grade wise strata.

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CHAPTER – II

COMPANY PROFILE

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2.1 Introduction of the Organization:

Balaji Amines Ltd., INDIA, an ISO 9001: 2008 certified company,

specialized in manufacturing Methylamines, Ethylamine’s, Derivatives of

Specialty Chemicals and Natural Products. These have been the main

products; we also have facilities for the manufacture of derivatives, which

are downstream products for various Pharma /Pesticide industries apart

from user specific requirements.

Balaji Amines Limited (BAL), one of the leading manufacturers of

Aliphatic Amines in India was set up in the year 1988 to cater to the

growing requirements of value based Specialty Chemicals. BAL

commenced manufacture of Methyl Amines in the year 1989 and

subsequently added facilities for manufacture of Ethyl Amines and other

derivatives of Methyl Amines and Ethyl Amines

BAL’s state of the art manufacturing facility is located at Tamalwadi

village near the town Solapur. The factory is completely furnished with

latest technology like digital computerized controlled system which

facilitates the control operations from the control room. In addition Bal

possess an excellent laboratory which helps them in conducting basic

research and also tune the process.

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2.2 History of Organization:

Balaji Amines Ltd (BAL) was setup in the year 1988 to cater to

requirement of values based specialty chemicals.BAL commenced

manufacturing of methylamines in the year 1989 and subsequently added

facilities for manufacture of ethylamine’s and other derivatives of

methylamines.BAL has been consistently adding capacities and fine tuning

process to provide a quality producer at least cost to the customers world

over. Amines technology is a closely guarded process with only few

handful companies having access to such technology.BAL for the first

time in India, tested on a international developed if further over a period of

time. Today Bal’s products are accepted in international markets and have

gained the distinct export quality status which makes it one of the few

companies in India having the potential to match the stringent international

quality standards.BAL has awarded the most prestigious status Export

House by Ministry of Commerce of govt. of India.

BAL’s state of the art manufacturing facility is located at Tamalwadi

village near the town Solapur. The factory is completely furnished with

latest technology like digital computerized controlled system which

facilitates the control operations from the control room. In addition BAL

possesses an excellent laboratory which helps them in conducting basic

research and also tunes the process.

BAL has been consistently adding capacities and fine tuning process to

provide quality products at lowest cost to the customers. World over,

Amine technology is a closely guarded process with only a few handful

companies having access to such technology. BAL for the first time in

India tested on an indigenously developed technology and developed it

further over a period of time. Today, BAL‘s products are accepted in

international markets and have gained the distinct export quality status,

which makes it one of the few companies in India having the potential to

match the stringent international quality standards for which we have been

awarded ISO-9001: 2000 Certification apart from appreciation and

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continuous orders from global majors for our product range.

BAL`s state-of-the-art manufacturing facility is located at Tamalwadi

Village, near Solapur (Maharashtra State, India) The facility is fully

equipped with latest technology like digital computerized controlled

systems, which facilitates the control of operations from the control room

in addition, BAL possesses an excellent R&D facilities and laboratory,

which helps in conducting basic research and also to fine tune the process.

THE VISION:-

1. To attain leadership position in Nutraceutical.

2. To create raw material and hold the command of market.

3. To involve research and development of new products on customer

requirement basis.

4. To undertake custom research for leading chemicals.

THE MISSION:-

1. To innovate research and develop cosmereticals.

2. To identify disease syndrome and provide a safe and non-toxic alternate

medicine route based on the Indian traditional medicine system.

3. To develop a comprehensive database covering the entire herbal

medicine system.

4. To undertake custom research for leading.

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QUALITY POLICIES:-

1. We will satisfy our customers by supplying products as per their

requirement with timely delivery.

2. We will maintain continual improvements in all spheres of our activities.

3. We will achieve this by implementing effective methods to improve

quality and by including quality culture in our company.

QUALITY OBECTIVES:-

1. To update technology and operating methods to maintain leadership in

national and international markets.

2. To remain as a leader in the market by manufacturing new hi-hitch

products.

3. To motivate the employees and improve their skills by regular training

programs.

4. To implement appropriate environmental and safety measures.

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2.4 Departments of the Organization:-

PURCHASE DEPARTMENT

Purchase department deals with production planning and raw material supply for

production. Purchase department also works according to the forecasting done by

marketing department.

Functions:

1. Work according to the production planning.

2. Fulfilling requirements of production department.

3. Providing guidance for purchase of material required.

4. Concerning with payment for purchases done.

Purchase Categories:

1. Raw materials.

2. Capital goods

3. Laboratory equipments

4. Mechanical instrumentation and electric items.

5. Miscellaneous material.

The sources of purchases are existing suppliers, through internet searching for

new suppliers etc.

PRODUCTION DEPARTMENT

Production department is a responsible for handling the production activity; functions

of production department are explained as below-:

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Functions:

1. To execute planned range of production

2. To implement and follow the rules essential for purpose of safety.

3. To control the production activity.

4. To implement safety equipments as per need.

5. To control the performance of department.

6. To take correct action on customers complaints, if any.

7. To maintain the interlink between production department and store

department.

HUMAN RESOURCE DEPARTMENT

1. To conduct and arrange training for employees as per training needs.

2. To evaluate training programs.

3. To appraise the performance of employees.

4. To provide safety requirement as per need.

5. It is responsible for all welfare activities.

MARKETING DEPARTMENT

Marketing department is responsible for establishing and maintaining the procedure

for contract reviews and co-ordinates the activity.

Functions:

1. To understand the needs of the customers and communicate it to the

concerned department.

2. To carry out the contract reviews and get it approved by the commercial

director.

3. To receive and record the customers complaints and communicate them to all

concern departments.

4. To organize the dispatch activity as per dispatch schedule.

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5. Department is concerned or responsible for overall communication with

customers.

Services:

1. Credit pay facility depends upon customers requirements may be for 90 days,

60 days, 30 days etc.

2. Transportation expenses added in the bills to the same extend.

3. 365 days continuous service.

4. Arranging exhibitions for marketing.

5. Benefits sales tax due to industry situated in D area.

FINANCE DEPARTMENT

This department keeps the record of the following things:

1. Sales volume of production.

2. Raw material costs.

3. Total cost of production.

4. Gross profit.

5. Interest

Functions:

1. To make payments to vendors.

2. To verify the outstanding due of customers and to send out standing reminders

through marketing department.

3. To manage finance of the company as per the guide line from the commercial

director /executive director.

4. To make monthly reports.

5. To update accounts.

6. To make cost analysis.

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EXPORT DEPARTMENT

1. Find out the potential customers through various sources.

2. Contact and negotiate with selected customers.

3. Preparation of various documents which are necessary for the export of the

products.

4. Find the various government schemes for getting the incentives.

QUALITY ASSURANCE DEPARTMENT

1. To perform inspection and testing of raw material intermediates in process

materials and finished products in accordance with the quality plans and

documented procedures.

2. To maintain inspection and test records up to date.

3. To ensure that calibration of inspection, measuring and testing equipments in

Q.A.D (Quality Assurance Department) is done as per the plan.

4. To process the customers complaint to take necessary actions.

5. To report production department on the non conformity in intermediate, in

process and finished products

STORES AND MATERIAL HANDLING DEPARTMENT

1. To receive, store and issue spare parts and other materials to the respective

department.

2. To take careful precautions for leak safety and spoilage for raw materials

finished products and storage tank.

3. Manages the loading and unloading operation of raw material, finished

products.

4. Carries out high calibration weighing machine.

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MAINTANANCE AND INSTRUMENT DEPARTMENT

1. To carry out breakdown maintenance and to put out the equipment back in

operation without affecting the product.

2. To prepare preventive maintenance plan and to make appropriate changes

whenever necessary.

3. To prepare preventive maintenance plan and to maintain records for the same.

4. To coordinate with purchase department for the material required for the same

calibration and control of inspection, measuring and test equipments.

5. Electric department activities covered under instrument department.

2.5 Products of the Organization:

The products of Balaji Amines Ltd. are divided into four categories as Amines,

Specialty chemicals, Derivatives and Natural products.

The products of Amines category are:

1. Mono methyl amine (MMA)

2. Di-methylamine (DMA)

3. Tri methylamine (TMA)

4. Mono ethyl amine (MEA)

5. Di ethyl amine (DEA)

6. Tri ethyl amine (TEA)

7. Di methyl amino ethanol (DMAE)

8. Di ethyl amino ethanol (DEAE)

9. Mono methyl amino ethanol (MMAE)

The products of Derivatives category are:

1. Di-Methyl Acetamide (DMAC)

2. Di-Methyl Amine Hydrochloride (DMA HCL)

3. Tri-Methyl Amine Hydrochloride (TMA HCL)

4. Di-Ethyl Amine Hydrochloride (DEA HCL)

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5. Tri-Ethyl Amine Hydrochloride (TEA HCL)

6. Benzyl Tri Ethyl Ammonium Chloride (TEBAC)

7. Di-Methyl Urea (DMU)

8. Choline Chloride

The products of specialty chemicals category are:

1. N-Methyl Pyrrolidone (NMP)

2. Morpholine

3. 2-Pyrrolidone (2-P)

4. N-ethyl-2-pyrrolidone

5. Gamma-Butyrolactone

6. Polyvinyl Pyrrolidone K30

The products of natural products category are:

1. Camptothecin

2. 10 Dab III (Deacetyl-baccatin)

3. Coleus Forskohlii

4. Calcium semnosoid

5. Solanesol

2.6 Future Plans:

The organization has many plans which it wants to implement in future to compete

with its competitors. The main ones are diversification i.e. manufacturing of different

amines and expansion of products to other categories and expansion of plants in new

areas.

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CHAPTER-III

Theoretical Background

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NATURE OF TRAINING AND DEVELOPMENT:

In simple terms, training and development refers to the imparting of specific skills,

abilities and knowledge to an employee. A formal definition of training &

development is it is any attempt to improve current or future employee performance

by increasing an employee’s ability to perform through learning, usually by changing

the employee’s attitude or increasing his or her skills and knowledge. The need for

training & development is determined by the employee’s performance deficiency,

computed as follows:

Training & Development need = Standard performance – Actual performance.

We can make a distinction among training, education and development. Such

distinction enables us to acquire a better perspective about the meaning of the terms.

Training, as was stated earlier, refers to the process of imparting specific skills.

Education, on the other hand, is confined to theoretical learning in classrooms.

Though training and education differ in nature and orientation, they are

complementary. An employee, for example, who undergoes training, is presumed to

have had some formal education. Furthermore, no training programme is complete

without an element of education. In fact, the distinction between training and

education is getting increasingly blurred nowadays. As more and more employees are

called upon to exercise judgments and to choose alternative solutions to the job

problems, training programmes seek to broaden and develop the individual through

education. For instance, employees in well-paid jobs and/or employees in the service

industry may be required to make independent decision regarding their work and their

relationship with clients. Hence, organization must consider elements of both

education and training while planning their training programmes.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill-oriented. Instead, it provides general knowledge

and attitudes which will be helpful to employees in higher positions. Efforts towards

development often depend on personal drive and ambition. Development activities,

such as those supplied by management developmental programmes, are generally

voluntary.

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AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:

The fundamental aim of training is to help the organization achieve its purpose by

adding value to its key resource – the people it employs. Training means investing in

the people to enable them to perform better and to empower them to make the best use

of their natural abilities. The particular objectives of training are to:

• Develop the competences of employees and improve their performance;

• Help people to grow within the organization in order that, as far as possible, its

future needs for human resource can be met from within;

• Reduce the learning time for employees starting in new jobs on appointment,

transfers or promotion, and ensure that they become fully competent as quickly and

economically as possible.

The Benefits of Employee Training

How Training Benefits the Organization:

• Leads to improved profitability and/or more positive attitudes towards profit

orientation. Improves the job knowledge and skills at all levels of the organization.

•Improves the morale of the workforce

•Helps people identify with organizational goals

•Helps create a better corporate image

•Fosters authenticity, openness and trust

•Improves relationship between boss and subordinate

•Aids in organizational development

•Helps prepare guidelines for work

•Aids in understanding and carrying out organizational policies.

•Provides information for future needs in all areas of the organization

•Organization gets more effective decision-making and problem-solving skills

•Aids in development for promotion from within

•Aids in developing leadership skills, motivation, loyalty, better attitudes, and other

aspects that successful workers and managers usually display.

•Aids in increasing productivity and/or quality of work.

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•Helps keep costs down in many areas, e.g. production, personnel, administration etc.

•Develops a sense of responsibility to the organization for being competent and

knowledgeable.

•Improves Labour-management relations.

•Reduces outside consulting costs by utilizing competent internal consultation.

•Stimulates preventive management as opposed to putting out fires.

•Eliminates suboptimal behavior (such as hiding tools).

•Creates an appropriate climate for growth, communication.

•Aids in improving organizational communication.

Benefits to the Individual:

•Helps the individual in making better decisions and effective problem solving

•Through training and development, motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and

operationalised.

•Aids in encouraging and achieving self-development and self-confidence

•Helps a person handle stress, tension, frustration and conflict

•Provides information for improving leadership, knowledge, communication skills

and attitudes.

•Increases job satisfaction and recognition

•Moves a person towards personal goals while improving interactive skills

•Satisfies personal needs of the trainer (and trainee)

•Provides the trainee an avenue for growth and a say in his/her own future

•Develops a sense of growth in learning

•Helps a person develop speaking and listening skills; also writing skills when

exercises are required. Helps eliminate fear in attempting new task.

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Training Process:

Organization vision and perspective plans

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Organization vision and perspective plans

Assessment of training needs

Designing training programmes

Implementing of training programme

Setting objectives & developing training policy & plan

Evaluation of results & feedback for action


Organization vision & perspective plans:

At first vision & perspective plans of organization should be known. On that basis any

training programme will be designed in any organization. This is important because

training programs should be conducted on the basis of organization requirements.

Assessment of training needs:

Needs assessment diagnoses present problems and future challenges to be met

through training and development. Organizations spend vast sums of money (usually

as a percentage on turnover) on training and development. Before committing such

huge resources, organizations would do well to the training needs of their employees.

Organizations that implement training programmes without conducting needs

assessment may be making errors. For example, a needs assessment exercise reveal

that less costly interventions (e.g. selection, compensation package, job redesign)

could be used in lieu of training.

Assessment of training needs must also focus on anticipated skills of an employee.

Technology changes fast and new technology demands new skills. It is necessary that

the employee be acquire new skills. This will help him/her to progress in his or her

career path. Training and development is essential to prepare the employee to handle

more challenging tasks. Deputation to a part-time MBA programme is ideal to train

and develop such employees.

Individuals may also require new skills because of possible job transfers. Although job

transfer common as organizational personnel demands vary, they do not necessarily

require training efforts. Employees commonly require only an orientation to new

facilities and jobs. Recently however, economic forces have necessitated significant

retraining efforts in order to assure continued employment for many individuals. Jobs

have disappeared as technology, foreign competition, and the forces of supply and

demand are changing the face of our industry

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Setting objectives and developing training policy & plan:

The next phase in the training process is to identify instructional objectives. Needs

assessment helps prepare a blueprint that describes the objectives to be achieved by

the trainee upon -completion of the training programme. Instructional objectives

provide the input for designing the training programme as well as for the measures of

success (criteria) that would help assess effectiveness of the training programme.

Below are some sample instructional objectives for a training programme with sales

people.

•After training, the employee will be able to smile at all customers even when

exhausted or ill unless the customer is irate.

•After training, the employee will be able to accurately calculate mark down

on all sales merchandise

Designing of training programmes:

Every training and development programme must address certain vital issues (1) who

participate in the programme? (2) Who are the trainers? (3) What methods and

techniques are to be used for training? (4) What should be the level of training? (5)

What learning principles are needed? (6) Where is the programme conducted

According to the requirements of the organization the training programme should be

designed.

Implementing of training programmes:

Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are

action-oriented and frequently say they are too busy to engage in training efforts.

Secondly, availability of trainers is a problem. In addition to possessing

communication skills, the trainers must know the company's philosophy, its

objectives, its formal and informal organizations, and the goals of the training

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programme. Training and development requires a higher degree of creativity than,

perhaps, any other personnel specialty.

Scheduling training around the present work is another problem. How to schedule

training without disrupting the regular work? There is also the problem of record

keeping about the performance of a trainee during his or her training period. This

information may be useful to evaluate the progress of the trainee in the company

Evaluation of results and feedback action:

The last stage in the training and development process is the evaluation of results

1).Since huge sums of money are spent on training and development, how far the

programme has been useful must be judged/ determined. Evaluation helps determine

the results of the training and development programme. In practice, however,

organizations either overlook or lack facilities for evaluation.

Methods and techniques of training:

A multitude of methods of training are used to train employees. The various training

methods and presents a summary of the most frequent uses to which these methods

are put. Training methods are categorized into two groups- (i) on-the-job and (ii) off-

the-job methods. On-the-job methods refer to methods that are applied in the

workplace, while the employee is actually working. Off-the-job methods are used

away from workplaces.

Training techniques represent the medium of imparting skills and knowledge to

employees. Obviously, training techniques are the means employed in the training

methods. Among the most commonly used techniques are lectures, films, audio

cassettes, case studies, role playing, video-tapes and simulations.

Lectures: Lecture is a verbal presentation of information by an instructor to a large

audience. The lecturer is presumed to possess a considerable depth of knowledge of

the subject at hand. A virtue of this method is that is can be used for very large

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groups, and hence the cost per trainee is low. This method is mainly used in colleges

and universities, though its application is restricted in training factory employees.

Limitations of the lecture method account for its low popularity. The method violates

the principle of learning by practice. It constitutes a one-way communication. There is

no feedback from the audience. Continued lecturing is likely to bore the audience. To

break the boredom, the lecturer often resorts to anecdotes, jokes and other attention-

getters. This activity may eventually overshadow the real purpose of instruction.

However, the lecture method can be made effective if it is combined other methods of

training.

Audio-visual: Visuals Audio-visuals include television slides, overheads, video-types

and films. These can be used to provide a wide range of realistic examples of job

conditions and situations in the condensed period of time. Further, the quality of the

presentation can be controlled and will remain equal for all training group. But, audio-

visuals constitute a one-way system of communication with no scope for the audience

to raise doubts for clarification. Further, there is no flexibility of presentation from

audience to audience.

On the job Training (OJT): Majority of industrial training is of the on-the-job-

training type. OJT is conducted at the work site and in the context of the job. Often, it

is informal, as when an experienced worker shows a trainee how to perform the job

tasks.OJT has advantages. It is the most effective method as the trainee learns by

experience, making him or her highly competent. Further, the method is least

expensive since no formal training is organized. The trainee is highly motivated to

learn he or she is aware of the fact that his or her success on the job depends on the

training received. Finally, the training is free from an artificial situation of a

classroom. This contributes to the effectiveness of the programme.

Case Study: Is a written description of an actual situation in business which

provokes, in the reader, the need to decide what is going on, what the situation really

is or what the problems are, and what can and should be done. Taken from the actual

experiences of organizations, these cases represent to describe, as accurately as

possible, real problems that managers have faced. Trainee studies the cases to

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determine problems, analyses causes, develop alternative solutions, select the best

one, and implement it. Case study can provide stimulating discussions among

participants as well as excellent opportunities for individuals to defend their analytical

and judgment abilities. It appears to be an ideal method to promote decision-making

abilities within the constraints of limited data.

Role playing: generally focuses on emotional (mainly human relations) issues rather

than actual ones. The essence of role playing is to create a realistic situation, as in

case study, and then have the trainee assume the parts of specific personalities in the

situation. For example, a male worker may assume the role of a female supervisor,

and the supervisor may assume the role of a male worker. Then, both may be given a

typical work situation and asked to respond as they expect others to do. The

consequences are a better understanding among individuals. Role playing helps

promote interpersonal relation. Attitude change is another result of role playing.

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CHAPTER – IV

Data Analysis and Interpretation

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Table No.1

A table showing the age group of the respondents.

Sr. no. Age Group Respondents Percentage

1. 20 to 25 10 20%

2. 26 to 30 20 40%

3. 31 to 35 5 10%

4. Above 35 15 30%

Total 50 100%

From the above table it is observed that 20% of respondents belong to 20-25 age

groups, 40% of the respondents belong to 26 to 30 age group, 10% of respondents

belong to 31 to 35 age group and 30% people belong to above 35 age group.

From the table it is found that majority of the respondents belong to 26 to30 age

group.

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Table No.2

A table showing education group of respondents

Sr.No Education Respondents Percentage

1. Chemical engineers 5 10%

2. Graduates 10 20%

3. Diploma 5 10%

4. Other 30 60%

Total 50 100%

From the above table respondents who are chemical engineers are 10%, Graduates are

20%, Diploma holders are 10% and remaining people belong to others.

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Table No.3

A table showing marital status of employees

Sr.no. Marital status Respondents Percentage

1. Married 40 80%

2. Unmarried 10 20%

Total 50 100%

From the above table it is known that married persons are 80% and remaining 20%

are unmarried people.

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Table no.4

A table showing working conditions:

Sr.no. Condition Respondents Percentage

1. Good 30 60%

2. Sufficient 15 30%

3. Bad 5 10%

Total 50 100%

From the above table it is known that about 60% employees are satisfied with

working conditions, 30% employees are having sufficient conditions and 10% said

they are bad.

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Table No.5

A table showing satisfaction about training methods:

Sr.no. Training method Respondents Percentage

1. Lectures 15 30%

2. Videos 35 70%

Total 50 100%

From the above it is known that 30% of employees like lectures and 70% employees

are satisfied with videos training method out of 100%.

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Table No.6

A table showing rate of training programmes overall:

Sr.no. Rate of training programmes Respondents Percentage

1. Very useful 30 60%

2. Less useful 20 40%

Total 50 100%

From above table employees have given rating about training programmes. About

60% employees have rated those are very useful and 40% rated less useful.

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Table No.7

A table showing safety of employees after training programmes:

Sr.no. Safety of employees training

programmes

Respondents Percentage

1. Highly safety 45 90%

2. Safety is low 5 10%

Total 50 100%

From above table employees have rated safety after training programmes. About 90%

employees have rated those are highly safety and 10% rated safety is low.

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Table No.8

A table showing rating of place of training:

Sr.no. Rating of place of training Respondents Percentage

1. Satisfied 40 80%

2. Not satisfied 10 20%

Total 50 100%

From above table employees have rated place of training. About 80% employees have

rated satisfies with it and 20% rated not satisfied with place of training.

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Questionnaire:

Name: Designation:

Age: Experience:

Address:

Number of years working with BAL:

Education qualification:

1. Are you aware of training programmes conducted for employees in BAL?

Yes No

2. Did you attend those training programmes?

Yes No

3. Are you satisfied with those programmes?

Yes No

4. Which method is most interesting?

Lecture Videos

5. How you will rate these training programmes?

Very useful Less useful

6. How will rate about your safety after these programmes?

Highly safety Low safety

7. How will you rate place of training?

Satisfied Not satisfied

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8. Are you satisfied with working conditions?

Yes No

9. How will rate length of training programmes?

Sufficient Not sufficient

10. Are these programmes making you efficient in your work?

Yes No

11. How will rate schedules of training programmes?

Satisfied Not satisfied

12. Do you need any additional training programmes?

Yes No

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Observation and Findings:

1. The working conditions of workers are satisfactory.2. The factory is surrounded with plantations to avoid pollution.3. The surroundings of the factory are clean.4. The facilities provided for workers are canteen, rest room.5. About safety of workers is considered first aid box, fire extinguishers are

there to use at the time of emergency.6. Ambulance service is available for immediate treatment.7. The management is very much concern about safety of workers in the sense

of training i.e. they are allowing only trained workers.8. Newly joined employees will be thoroughly trained.9. Daily work is done in four shifts.10. Workers are given gate passes to enter in to premises.11. Uniform for workers as well as for employees.12. Benefits like bonus, provident fund, bank loans, and medical aid are given for

all employees.13. Trade union is there in which 150 employees are members.14. Attendance of employees is maintained in registers.15. Standing orders are implemented.16. Wages are paid according to minimum wages act.17. Time keeping of employees is done by their superiors.18. Recreational activities are conducted for employees and for their families for

refreshment purpose.19. Payment is done on monthly basis.20. Labor turnover is only 5%.21. Training programmes are conducted according to requirement of the

company.22. Out of 400, 350 employees are permanent and remaining is temporary.23. Performance appraisal is done for a certain period of time.24. Efficient employees will be promoted based on their performance.

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Conclusions and Suggestions:

1. Training programmes have been conducted based on company’s requirement.

2. Newly appointed employees are trained thoroughly in order to do their regular work.

3. After appraising employees another schedule of training programme will be conducted if required.

4. In respect of safety of employees these training programmes are sufficient.5. Technical and safety wise training is sufficient but for skills like

communication they need relative training.6. At the time of job rotation they need relative training.7. They need to have disaster management training to handle typical situations

at the time of disasters as the company is a chemical factory.8. They need to be given training in management of people in order to promote

them to higher levels when their performance is efficient.

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Bibliography:

Books: 1. Human resource management by VSP Rao

2. HRM by Subba Rao

Internet: www.Google.com

www.Balajiamines.com

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http://www.Balajiamines.com/

http://www.Google.com/


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PART - I

A

Project Report

On

A Study Of Training and development

At Rashtriya Chemicals and Fertilizers Limited, Thal By

Ganesh N Chavan

Under the Guidance of

Prof. V .Patharudhar

Submitted To,

Rashtriya Chemicals and Fertilizers Limited

In Partial Fulfillment of the Requirements of

Master in Business Admininstration (HR)

Bharati Vidyapeeth University,

Abhijit Kadam Institute Of Management and Social Sciences, Solapur

2009-2010

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CERTIFICATE

This is to certify that the project report entitled “A Study Of Training and Development at Rashtriya Chemicals and Fertilizers Limited,Thal ” submitted by Mr.Ganesh N .Chavan in requirement of partial fulfillment of submission of this work for course MBA(HR) has been carried out under my supervision and guidance.

To the best of my knowledge, the matter presented in this report has not been submitted earlier and this report is satisfactory.

Place:Thal Date: _____________

Project Guide

____________

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CERTIFICATE

This is to certify that the project report entitled “A Study Of Absenteeism at Walchandnagar Industries Limited, Walchandnagar” submitted by Mr. Abhishek Y Dikshit in requirement of partial fulfillment of submission of this work for course MBA(HR) has been carried out under my supervision and guidance.

To the best of my knowledge, the matter presented in this report has not been submitted earlier and this report is satisfactory.

Place:Walchandnagar

Date: _____________

Project Guide

____________

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RASHTRIYA CHAEMICALS AND FERTILIZERS LTD.

CERTIFICATE

Date :_______

We feel pleasure to certify that Mr. Ganesh N. Chavan student of MBA(HR)I from Abhijit Kadam Institute Of Management and Social Science, Solapur has completely studied the project report titiled “A Study Of Training and Development” in our esteemed organization. He has studied in this particular organization during his 50days in-plant summer training project May To ___________ 2010.

During his study he has been exposed to different aspects of organization and we appreciate his initiative, interest and keen desire to learn the subject.

We wish him a bright future.

R.C.F

THAL

DECLARATION

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I undersigned student hereby declare that the project report entitled “A Study Of Rashtriya Chemicals and Fertilizers Limited,Thal .” submitted by me under the guidance of __________is my original work.

The impartial findings in this report are based on material collected by me while preparation of this report. I have fully contributed my efforts possible to make this report is the step towards my success. Hence, I am very loyal regarding this report.

I have not copied the report from any other report. I understand that any such copying is liable to be punishable in any way the university authoring may deem fit.

Place: Thal

Date:

Signature,

Mr.G.N Chavan

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ACKNOWLEDGEMENT

I am in deep sense of gratitude to our Director Prof. Sohrab Sadri sir for giving me a chance to extend our knowledge in the field of Management.

I express my extreme thanks to my research guide ____________for his valuable guidance and suggestions for my efficient and successful completion of this report.

I would like to thank _________Rashtriya Chemicals and Fertilizers who spared their valuable time and extended their cooperation to me during the project work.

I further thank all officers and staff in R.C. F for their help rendered and all the support given by them from time to time.

At last but not the least I would like to thank my classmates who have helped me directly or indirectly and much needed moral support and family encouragement.

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PART- II

THEORETICAL FRAME WORK FOR TRAINING AND DEVELOPMENT PROJECT WORK

INTRODUCTION

Hypothesis is a set of theoretical representation of a proposed research work. A trainee has to prepare a hypothesis of his project work which shows the basic theory and concept on which he works. In the hypothesis of training and development various aspects of the topic are presented and ideal conditions are presented. Then a trainee works for his summer in plant training and at the end evaluation of project work is done. Here a comparison is drawn between hypothesis and on field evaluation reports. After comparison it judged whether the hypothesis presented by the trainee was positive, negative or null hypothesis. The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

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PURPOSE OF TRAINING AND DEVELOPMENT

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

Increased productivity. Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

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THE TRAINING PROCESS

The model below traces the steps necessary in the training process:

Organizational Objectives

Needs Assessment

Is There a Gap?

Training Objectives

Select the Trainees

Select the Training Methods and Mode

Choose a Means of Evaluating

Administer Training

Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training design that promise to improve their chances of success. Why? The five reasons most often identified are:

Time - Small businesses managers find that time demands do not allow them to train employees.

Getting started - Most small business managers have not practiced training employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized skills needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves. By doing so they keep information from subordinates and others who could be useful in the training and development process.

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Skepticism as to the value of the training - Some small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centered on current activities i.e., making money today.

A well-conceived training program can help your firm succeed. A program structured with the company's strategy and objectives in mind has a high probability of improving productivity and other goals that are set in the training mission.

For any business, formulating a training strategy requires addressing a series of questions.

Who are your customers? Why do they buy from you?

Who are your competitors? How do they serve the market? What competitive advantages do they enjoy? What parts of the market have

they ignored?

What strengths does the company have? What weaknesses?

What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but vitally important questions: (1) What is our business? and (2) What should our business be? Armed with the answers to these questions and a clear vision of its mission, strategy and objectives, a company can identify its training needs.

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IDENTIFYING TRAINING NEEDS

Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions:

Where is training needed? What specifically must an employee learn in order to be more

productive?

Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.

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Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identifies a training need.

SELECTION OF TRAINEES

Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.

TRAINING GOALS

The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.

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TRAINING METHODS

There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics:

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill the mission of the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may under train some and lose

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others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with

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management and peers. It can be costly and usually is offered by larger small businesses.

TRAINERS

Who actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.

There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce

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and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.

Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company's goals and values be carefully explained.

Training Administration

Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:

Location.

Facilities.

Accessibility.

Comfort.

Equipment.

Timing.

Careful attention to these operational details will contribute to the success of the training program.

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An effective training program administrator should follow these steps:

Define the organizational objectives.

Determine the needs of the training program.

Define training goals.

Develop training methods.

Decide whom to train.

Decide who should do the training.

Administer the training.

Evaluate the training program.

Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.

EVALUATION OF TRAINING

Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.

EMPLOYEE EDUCATION, TRAINING AND DEVELOPMENT

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In general, education is 'mind preparation' and is carried out remote from the actual work area, training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability, understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks; Provide the conventional training of new and young workers (e.g. as

apprentices, clerks, etc.);

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and knowledge need changes. Meeting these needs is achieved via the 'training loop'.

The diagnosis of other than conventional needs is complex and often depends upon the intuition or personal experience of managers and needs revealed by deficiencies. Sources of inspiration include:

Common sense - it is often obvious that new machines, work systems, task requirements and changes in job content will require workers to be prepared;

Shortcomings revealed by statistics of output per head, performance indices, unit costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness etc. records;

Recommendations of government and industry training organizations;

Inspiration and innovations of individual managers and supervisors;

Forecasts and predictions about staffing needs;

Inspirations prompted by the technical press, training journals, reports of the experience of others;

The suggestions made by specialist (e.g. education and training officers, safety engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

Learning from observation of trained workers;

Receiving coaching from seniors;

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Discovery as the result of working party, project team membership or attendance at meetings;

Job swaps within and without the organization;

Undertaking planned reading, or follow from the use of self–teaching texts and video tapes;

Learning via involvement in research, report writing and visiting other works or organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers; Discussion group (conference and meeting) activities;

Briefing by senior staffs;

Role-playing exercises and simulation of actual conditions;

Video and computer teaching activities;

Case studies (and discussion) tests, quizzes, panel 'games', group forums, observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective, to identify needs to modify or extend what is being provided, to reveal new needs and redefine priorities and most of all to ensure that the objectives of the training are being met.

The latter may not be easy to ascertain where results cannot be measured mathematically. In the case of attitude and behavioral changes sought, leadership abilities, drive and ambition fostered, etc., achievement is a matter of the judgment of senior staffs. Exact validation might be impossible but unless on the whole the judgments are favorable the cooperation of managers in identifying needs, releasing personnel and assisting in training ventures will cease.

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In making their judgments senior managers will question whether the efforts expended have produced:

More effective, efficient, flexible employees;

Faster results in making newcomers knowledgeable and effective than would follow from experience;

More effective or efficient use of machinery, equipment and work procedures;

Fewer requirements to implement redundancy (by retraining);

Fewer accidents both personal and to property;

Improvements in the qualifications of staff and their ability to take on tougher roles;

Better employee loyalty to the organization with more willingness to innovate and accept :change.

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EVALUATION OF HYPOTHESIS

On all the above points a hypothesis is made. Then practical application of this hypothesis is done. It is evaluated through methods of research methodology viz. Questionnaires, observations and tabulations, etc. Results are analyzed after completion of training. Comparison is made between hypothetical results and practical results. It is then stated whether the hypothesis is positive or negative or null.

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PART-III

COMPANY PROFILE

Rashtriya Chemicals and Fertilisers Limited

COMPANY PROFILE

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Rashtriya Chemicals & Fertilizers Ltd. (RCF) is one of the largest fertilizer and

chemical company in Asia, with 20 operating plants at Trombay and 5 large

plants at it's Thal Fertilizer unit. RCF commenced operations in 1978, after the

reorganization of the erstwhile Fertilizer Corporation of India. Today, it is the

largest producer of fertilizers and chemicals in the public as well as the private

sectors in India.

With the setting up of the gas based mega fertilizer unit at Thal in Raigad

district, RCF became the first company to import the latest generation fertilizer

technology into India.

Major breakthroughs in Research & Development, advanced systems of

Environmental Management, Computerised Operations, excellence in

Manpower Management and a planned development strategy for expansion

and diversification make RCF a successful, high-profile organisation.

Rashtriya Chemicals and Fertilizers Limited (RCF) is a corporate body and

Government of India undertaking is responsible to the people of India, the

Government as owner, Government as Government, Consumers, Employees,

the Society at large and Posterity. The company is simultaneously accountable

to all these agencies who have a stake in it's successful operation, growth and

welfare.

Both the Units of RCF are accredited with ISO-14001 Certification for the

environmental systems while Thal Industrial Products are accredited with ISO

9002 certification for quality control. Thal and Trombay Units have also

received OSHAS-18001 Certification.

RCF has constantly striven to maintain the environment in its vicinity. Several

projects, notable among them being the Chembur Green project at Trombay

and the afforestation of Thal have been highly successful. RCF has invested

substantially in pollution abatement schemes at Trombay and Thal through

technology upgradation. RCF has won several awards for pollution control and

clean technology. Notable awards being the Indira Gandhi Memorial award for

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Pollution Control and the Rajiv Gandhi Award for Clean Technology awarded to

Thal.

RCF has been an MOU signing Company since 1988-89. The Company was

rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-2000, 2000-01,

2002-03 and 2003-04 and VERY GOOD for the remaining years. The Company

also received MERIT CERTIFICATE for excellence in the Achievement of MOU

targets for the year 1998-99, 1999-2000, 2000-01 and 2002-03.

Rashtriya Chemicals and Fertilizers Limited is a Company incorporated under

Companies Act 1956. The Company was formed after the reorganisation of FCI

into 5 Companies. Till 1992 , the Company was a wholly owned PSU. During

1992 and 1993, 7.5% of the equity has been disinvested to Financial

Institutions, Public etc.

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VISION OF THE COMPANY :

To be the number one leader in the Fertilizer Industry by the year 2010 and a

major player in global market.

MISSION

RCF as a corporate body and Government of India undertaking is responsible to the people of India, the Government as owner, Government as Government, Consumers, Employees, the Society at large and Posterity. The company is simultaneously accountable to all these agencies who have a stake in its successful operation, growth and welfare.

Keeping these aspects in view, RCF has set for itself the following corporate goals -

To help increase the national agricultural productivity by providing agricultural inputs and services.

To provide the above inputs and services with least consumption of real resources and at least cost.

To obtain for it's employees as decent a standard of living and as good a quality of life as possible, consistent with the general socio-economic conditions in the country.

To secure as high a return on the rate of investment as possible, keeping in view the requirements of other competing objectives.

To promote self-reliance in all activities in relation to company's operations including process know-how, design and engineering, erection, commissioning, operations, maintenance of plants and marketing of products.

To manufacture and market industrial chemicals related to agricultural inputs and also others based on similar technology and intermediates, by-products, co-products and waste from the main operations.

To promote, organize, and perform research and development in products, technology, engineering, soil science and agronomy in furtherance of various corporate objectives.

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To improve the environment and minimize to the maximum extent

technologically possible, the harmful emissions, atmospheric discharges and effluents.

To continuously upgrade the quality of human resources and promote organizational and management development.

To co-operate nationally and internationally in exchange of information and services of personnel.

To have corporate growth at a pace consistent with availability of resources and developmental needs of the economy.

To promote specific social objectives such as development of entrepreneurs, ancillary industries, special assistance to SC / ST and other backward classes.

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ACHIEVEMENTS

Both the Units of RCF are accredited with ISO-14001 Certification for the environmental systems while Thal Industrial Products are accredited with ISO 9002 certification for quality control. Thal and Trombay Units have also received OSHAS-18001 Certification.

RCF has constantly striven to maintain the environment in its vicinity. Several projects, notable among them being the Chembur Green project at Trombay and the afforestation of Thal have been highly successful. RCF has invested substantially in pollution abatement schemes at Trombay and Thal through technology upgradation. RCF has won several awards for pollution control and clean technology. Notable awards being the Indira Gandhi Memorial award for Pollution Control and the Rajiv Gandhi Award for Clean Technology awarded to Thal.

RCF has been an MOU signing Company since 1988-89. The Company was rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-2000, 2000-01, 2002-03 and 2003-04 and VERY GOOD for the remaining years. The Company also received MERIT CERTIFICATE for excellence in the Achievement of MOU targets for the year 1998-99, 1999-2000, 2000-01 and 2002-03.

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National Awards:

‘NATIONAL AWARD FOR PRVENTION OF POLLUTION – 1992’, presented by President of India, Dr.Shankar Dayal Sharma’, on 6th August, 1994.

‘RAJIV GANDHI ENVIRONMENT AWARD FOR CLEAN TECHNOLOGY-1993’ presented by Smt.Sonia Gandhi on 19th August, 1994.

‘THE NATIONAL ENERGY CONSERVATION AWARD’96, presented by Prime Minister of India, Mr.H.D.Deve Gowda on 14th December, 1996.

Other Awards:

‘JAWAHARLAL NEHRU MEMORIAL NATIONAL AWARD 1993-94’, for

excellence in Indian Industries by effective implementation of energy

conservation methods from the International Greenland Society.

‘INDIAN NATIONAL SUGGESTION SCHEMES ASSOCIATION AWARD’ for excellence in Suggestion Scheme in the year, 1991.

Grade- ‘A’ (Excellent) award from Department of Public Enterprises in the year 1989-90.

‘BEST ORGANISATION’ award from Indira Gandhi Memorial, sponsored by AP Public Sector Employees’ Federation, during the year 1987-88

‘BEST WORKAR AWARD - 1999-2000 ’- Mr. R.L.Thalkar. Sr.Tech.(Mech.Maint.) of SGTG Plant- From Maharashtra government

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OBJECTIVES OF THE COMPANY

The main objectives of the Company are as under:

To produce and market fertilizers and chemicals efficiently and

economically in an environmentally sound manner.

To maintain optimum levels of efficiency and productivity in the use of

resources and to secure optimal return on investment

To take up and implement the schemes for saving energy

To promote self-reliance in Company’s operations including process

know-how, design,Engineering,Erection,Commissioning,Operationand

Maintenance of plants and marketing of products with special emphasis

on Research and Development.

To aim at International standards of excellence in production and

quality of products and services

To continuously upgrade the quality of human resources and promote

organisational and management development

To enhance Safety standards.

To care for and protect the Environment and minimize the harmful

effects of the emissions, atmospheric discharges and effluents by

confirming and also improving on the standards laid done by Pollution

Control Authorities.

To ensure corporate growth by expansion as well as diversification

To care for the community around especially SC/ST and other Backward

classes

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PRODUCT AND SERVICES

Suphala 20:20:0

The new ANP Suphala 20:20:0 which has been very well received by farmers, is

the only prilled complex fertilizer produced in the country. Due to it's superior

appearance and other characteristics, it has already registered positive

preference. The major plant nutrients i.e. Nitrogen and Phosphorus, are in

equal proportion. It is gray in colour. This grade is most suitable to crops

grown in soils where the available Potash is high.

Suphala 15:15:15

Suphala 15:15:15 is a complex granulated fertilizer containing Nitrogen,

Phosphorus and Potash nutrients in a balanced proportion. Pink in colour, it is

more suitable to crops which are grown in soils where Potash status is

medium or low.

Ujjwala Urea

Urea, the concentrated, solid, nitrogenous fertilizer is produced at Trombay

and Thal. It contains 46.3 % N. It contains both Nitrogen and Carbon unlike

other fertilizers. Nitrogen is in an amide form which is water soluble. It is

chemically neutral and has no effect on the soil reaction. As such, it can be

applied on any kind of soil. Also, it can be mixed with any fertilizer but should

be used immediately.

Urea can be applied in solid form directly to the soil or in plants. It is produced

in a prilled form, and is easy to apply to the soil and to store. It is applied as

top dressing at the tillering and flowering stages of plant growth. It can also be

applied as basal dressing at sowing or planting time with Sulphala.

N-15 Tagged Fertilizer

The following N-15 labelled compounds are offered for use in research:

Ammonium Chloride Sodium Nitrate

NH4CI NaNO3

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Ammonium Sulphate Potassium Nitrate

(NH4)2SO4 KNO3

Ammonium Nitrate Urea

NH4NO3 CO(NH2)2

RCF is one of the leading producers of Fertilizers in India. Sujala, Suphala

15:15:15, Suphala 20:20:0, Ujjwala, Microla and Biola are its major fertilizers.All

the products can be used with different soil types and in various climatic

conditions.

RCF pioneered the manufacture of basic chemicals such as Methanol, Sodium

Nitrate, Sodium Nitrite, Ammonium bicarbonate, Methylamines, Dimethyl

Formamide, Dimethylacetamide in India. Today R.C.F is the only manufacture

of DMF in India. Product characteristics, consumer needs , economy to the

consumers and safety are the primary considerations in determining the type

of packaging and modes of transportation for each of the products.

HUMAN RESOURCE

Manpower has played an important role in shaping of RCF. Through dedicated

and competent manpower, RCF has achieved the present position of

leadership in Fertilizer Manufacturing. RCF's management has always

considered the Manpower as an asset and has taken care of its employees

through various welfare schemes such as Housing, medical care, sports

facilities and various Social Security schemes. Housing facility is provided to

the employees at colonies in Chembur and Kihim/Kurul, near Alibag, Dist.

Raigad. The colonies have well maintained sports club and also School

facilities for the employee children. To take care of the health of the employees

and their families, RCF has two well equipped hospitals one each in the

housing colonies at Mumbai and Kurul. There are different Social Security

schemes operating in the Company like Group Saving Linked Insurance

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Scheme, Group Personal Accident Insurance Scheme, House Building Loan

Insurance Scheme and RCF Death Benevolent Scheme.

The company takes all efforts to keep the employees motivated and maintain

good Industrial Relations. Excellent growth opportunities are available to the

employees. The Company believes in workers participation in Management for

which various committees are functioning at both its Units. RCF has a strong

and dedicated team of 4224 permanent employees. The breakup as on

01.10.2009 is as follows:

Area Officers Workers Total

Trombay 756 1492 2248

Thal 484 1097 1581

Marketing 296 99 395

Total 1536 2688 4224

Set up of Human Resource Department

The Human Resource Department is headed by an Executive Director (HR) and

two DGM(HR) at Trombay and one DGM(HR) at Thal assist him for the smooth

functioning of Human Resource Department. Human Resource is a key factor,

singularly powerful to create a lasting impact on organization. If this crucial

resource is utilized in a prudent manner, the rest of the things tend to line-up

smoothly. Systematic approach to Human Resource Planning and

Development has been a useful strategy for successful organization. RCF has

always been an organization with a pro-HRD approach.

Functions of human resource department

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Recruitment

Promotion

Training and Development

Wage & Allowances

Welfare facilities Medical Attendance & Treatment Rules

Industrial Relations

Manpower Planning, Career Planning & Succession Planning

Contract Labour / Mathadi Labour Administration

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ORGANISATION STRUCTURE OF RCF

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ORGANISATION STRUCTURE OF HR DEPARTMENT OF RCF

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A Project Report Ganesh HR

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Transcript of A Project Report Ganesh HR