BESCOM Proj.report

Training and Development Programmes at BESCOM

INDUSTRY PROFILE

Electricity is one of the most important forms of energy. We cannot

see, hear or smell electricity, but we know about it by what it does.

Electricity produces light and heat and it provides power for household

appliances and industrial machinery. Electric power also enables us to

have telephones, computers, films, television, and radio etc,.

Most of the electricity that we use daily consists of a flow of tiny

particles called electrons. Electrons are the smallest unit of electricity.

They are much too tiny to be seen, even with a microscope. Everything

around us, including our bodies, contains electrons. Therefore,

everything can be thought of as partly electrical. Some of the effects of

electricity can be thought of as partly electrical. Some of the effects of

electricitymay be seen in nature. For example, lightening is a huge

flash of light caused by electricity.

Almost all the world’s electricity is produced at power plants by large

machines called generators. Most of these plants burn coal or oil to

make steam, which provides the energy to run the generators. Thick

wires carry electricity from the plant to all the places such as houses,

schools, colleges, farms, factories and other places where people need

it.

Electricity is a handy source of energy, but it must be used with great

care. Faulty wiring or an overloaded socket can cause a fire. An

electricity supply even with one voltage can kill a person if he/she

touches a bare wire with wet hands or while standing on a wet floor.

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BESCOM HISTORY :

The erstwhile Mysore State had the enviable and glorious position of

establishing the first major hydroelectric generating station for

commercial operations at Shivanasamudram as early as 1902. The art

at that time was still in its infancy, even in the advanced countries. The

longest transmission line, at the highest voltage in the world, was

constructed to meet the power needs of mining operations at Kolar

Gold Fields.

The State of Karnataka, with availability of cheap electric power, and

other infrastructure facilities, was conducive for increased tempo of

industrial activity. It became necessary to augment the power-

generating capacity by harnessing the entire potential of the

Sharavathi Valley. The first unit of 89.1 MW was commissioned in 1964

and completed in 1977.

The demand for power saw a phenomenal increase in the mid sixties

and onwards with the setting up of many public sector and private

industries in the State. As power generation in the state was entirely

dependent on monsoon and was subject to its vagaries, the state

government set up a coal based power plant at Raichur. The present

installed capacity of the power plant at Raichur is 1260 MW. To

augment the energy resources of the State, the Kalinadi Project with

an installed capacity of 810 MW at Nagahari Power House and 100MW

at Supa Dam Power House, with an energy potential of 4,112 Mkwh,

were set up.

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The transmission and distribution system in the state was under the

control of the Government of Karnataka (then Mysore) till year 1957. In

the year 1957, MSEB was formed and the private distribution

companies were amalgamated with Karnataka Electricity Board.

Till the year 1986, KEB was a profit-making organisation. However, in

the subsequent years, like other State Electricity Boards in the country,

KEB also started incurring losses, mainly due to the increase in

agricultural consumption and due to the implementation of the socio-

economic policies of the government.

To improve the performance of the power sector and in tune with the

reforms initiated by Government of India, the Government of

Karnataka came out with a general policy proposing fundamental and

radical reforms in the power sector. Accordingly an Act, namely the

Karnataka Electricity Reforms Act was passed by the Karnataka

Legislature. The Reform has mandated major restructuring of the

Karnataka Electricity Board and its Corporatisation. As part of

corporatisation, Karnataka Electricity Board ceased to exit and

Karnataka Power Transmission Corporation Limited was constituted

from 1st August 1999.

As a part of the reforms, the distribution sector was further divided into

4 companies viz. Bangalore Electricity Supply Company Limited –

BESCOM; Hubli Electricity Supply Company Limited - HESCOM;

Mangalore Electricity Supply Company Limited – MESCOM; Gulbarga

Electricity Supply Company Limited - GESCOM. These companies came

into existence from 1st June.

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COMPANY PROFILE

In the year 1999, Karnataka embarked

on a major reform of the power sector. As a first step, Karnataka

Electricity Board (KEB) was dissolved and in its

place, the Karnataka Power Transmission

Corporation Limited (KPTCL) was incorporated.

This was followed by the constitution of

Karnataka Electricity Regulatory Commission

(KERC) in November 1999.

Karnataka Power Transmission Corporation

Limited is a registered company under the

Companies Act, 1956 was incorporated on 28-7-

1999 and is a company wholly owned by the

Government of Karnataka with an authorised

share capital of Rs. 1000 crores. KPTCL was

formed on 1-8-1999 by carving out the

Transmission and Distribution functions of the

erstwhile Karnataka Electricity Board.

KPTCL is headed by a Chairman and Managing Director at the

Corporate office. He is assisted by four functional Directors. The Board

of KPTCL consists of a maximum of twelve directors.

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Karnataka Power Transmission Corporation Limited is mainly vested

with the functions of Transmission and Distribution of power in the

entire State of Karnataka. It operates under a license issued by

Karnataka Electricity Regulatory Commission. KPTCL purchases power

from Karnataka Power Corporation Limited, which generates and

operates major power generating projects in the state consisting of

Hydel, Thermal and other sources. KPTCL purchases power from KPC at

the rate fixed by the State Govt. from time to time.

KPTCL also purchases power from Central Government owned

generating stations like National Thermal Power Corporation, Neyvelli

Lignite Corporation and the Atomic Power Stations at Kalpakkam and

Kaiga. The approximate share of power from these generating stations

is around 16%.

KPTCL serves nearly 109 lakh consumers of different categories spread

all over the State covering an area of 1.92 lakh square kilometres. To

transmit and distribute power in the State, it operates nearly 684 sub-

stations, 28,000 Kms of transmission lines with voltages of 33 KV and

above, nearly 1,30,000 Kms of 11 KV lines, 1,50,000 distribution

transformers and 3,57,000 Kms of LT lines. One Rural Electric Co-

operative Society is functioning in Hukkeri taluk, Belgaum district

which purchases bulk power from KPTCL and redistributes it to the

consumers within the taluk. To enable easier operation of the system,

KPTCL has been divided into five zones, each headed by a Chief

Engineer, fifteen Circles, each headed by a Superintending Engineer,

fifty seven divisions, each headed by a Executive Engineer and over

two hundred and seventy sub-divisions, each headed by a Assistant

Executive Engineer. Maintenance of power supply and day to day

functioning are being looked after by the above officers. The annual

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turnover of the organisation was nearly Rs.4000 crores during the year

2000-01.

KPTCL Unbundled:

Government vide order No. 69 BSR 2001 Bangalore, dated 15/02/2002

has unbundled KPTCL and formed four distribution companies.

Consequent to this the function of distribution of power has been

totally separated from KPTCL. KPTCL is now vested with the

responsibility of transmitting power all over the State and construction

and maintenance of Stations and lines of 66KV and above. KPTCL will

purchase power from various power producers and sell it to the

distribution companies.

The four newly formed independent distribution companies, which

were registered on 30/04/2002, are Bangalore Electricity Supply

Company, Mangalore Electricity Supply Company, Hubli Electricity

Supply Company and Gulbarga Electricity Supply Company. They have

started functioning w.e.f.. 01/06/2002. These companies are incharge

of distribution of power within their jurisdiction.

BESCOM :

Districts, which are serviced by BESCOM:

Bangalore Urban

Bangalore Rural

Kolar

Tumkur

Chitradurga

Davangere

BESCOM covers an area of 41,092 Sq. Kms. with a population of over

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139 lacs. The company has three operating zones – Bangalore

Metropolitan Area Zone, Bangalore Rural Area Zone and Chitradurga

Zone.

BESCOM Corporate Structure :

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BESCOM is headed by a Chairman and Managing Director at the

Corporate office. He is assisted by different functional Directors –

Diector – Technical

Financial Advisor

Company Secretary

Vigilance

TA & QC

Internal Audit

Communication and Reforms Co-ordination Officers.

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MISSION STATEMENT :

THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY

LIMITED (BESCOM) IS TO ENSURE COMPLETE CUSTOMER

SATISFACTION BY PROVIDING ITS CUSTOMERS QUALITY,

RELIABLE POWER AT COMPETITIVE RATES.

BESCOM is set to achieve this mission through:

BEST PRACTICES IN THE CONSTRUCTION AND MAINTENANCE

OF ITS TRANSMISSION AND DISTRIBUTION

NETWORK .

HIGH STANDARDS IN CUSTOMER SERVICE .

HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.

OPTIMUM USAGE OF TECHNICAL & HUMAN RESOURCES.

BESCOM SERVICES :

Improving the Quality of Power

In the coming years the main focus of BESCOM would be on improving

the distribution network by inducting the latest technologies. All our

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efforts are being made to reduce technical and commercial losses.

These steps will go a long way in ensuring better quality of power to

customers. Special attention is being paid to strengthen and expand

the distribution system and improve the services in rural areas. At

BESCOM we have already embarked on a major overhaul of our

technology, equipment, systems and work culture to become a truly

reliable, efficient and customer-friendly power utility. The aim is to

provide the customers reliable, quality power at the most reasonable

prices.

Closer Customer Interaction

To improve customer care and customer relationships BESCOM will

have regular interactive meetings with resident/customer welfare

associations etc. These meetings will be organized by all the Zonal

Chief Engineers (EL.,), Superintending Engineers (EL.,), O&M Circle

Executive Engineers (EI.,), O&M Divisions and Assistant Executive

Engineers, O&M Sub-divisions at frequent intervals. Every Customer of

BESCOM has a right to expect good service. Our endeavour is to

provide you the best customer service.

Community involvement in Rural Areas

Community involvement in rural power distribution is done as a pilot

project and is in force since 47 months and has resulted in

improvements in attending to customer complaints and also in revenue

collections .Further, a pilot scheme involving Grama Panchayats for

revenue collection and improvement in customer service has been

started in two Grama Panchayats – Karahally in Devanahalli Taluk and

Konagatta in Doddaballapura Taluk in September 2002 and a

memorandum of agreement has been entered between BESCOM and

the two Grama Panchayats

Soujanya Counters and Service Stations

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To provide better service to customers, the Soujanya Counters and

Service Stations are being remodeled and refurbished. BESCOM is

planned to setup four consumer care centres in Bangalore as a one

point service centre for all consumers.

Better Customer Care for Greater Customer Satisfaction

Since it became operational in June 2002, BESCOM have been

undertaken a number of measures to improve customer care. These

include:

1. Speedy response to customer

2. Sensitising field staff to improve behaviour with customers:

Special efforts are being made to bring about an attitudinal change in

the field staff attending to customer’s complaints. They have been

sensitized to the need for courtesy, politeness and responsiveness

while dealing with customers. HRD training is being given to them.

3. Uniforms/Identity Cards for meter readers:

All meter readers have been provided with uniforms and identity cards,

to make it easier for customers to recognize them.

An environment friendly measure

To ensure proper trimming of trees, the field staff have been instructed

to consult the area welfare associations before they take up such work

BESCOM STATISTICS :

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BESCOM Statistical Details as of 31-Mar-2006

Geographical Information

</TD< TR>

Area41092 Sq.Km.</

TD< TR>

Districts 6

Zones 3

Circles 6

Divisions 24

Sub Divisions 103

Section Offices 416

Distribution Transformers

92024

Length of HT lines

57439 Km.

Length of LT lines

134971 Km.

Population (as per census

2001)168 lacs

Consumer base

Domestic & AEH

3982318

Commercial 499146

LT Industrial 114372

HT Industrial 4516

IP Sets 502352

Others 83032

Total : 5546043

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Performance of BESCOM in last 4 years:

Sl.N

o

Particulars 2001 - 02 2005 - 06 Percentage

1 Customers 46.57 lakhs 55.44 lakhs 19%

2 Revenue Demand 2276 crores 4212 crores 88%

3 Revenue Collection 2089 crores 3708 crores 78%

4 Collection Efficiency

(Excluding IP Sets

and Bhagyajyothi

Installations)

88% 97% 9%

5 DTC’s 61429 Nos 92024 Nos. 50%

6 HT Lines 45543 ckt

KM

57439 ckt

KM

26%

7 LT Lines 127658 ckt

KM

134971 ckt

KM

6%

8 T & D Losses 28% 23.88% -4.15%

9 Transformer Failures 15% 12.5% -2.5%

Introduction to HRM

Evolution of HRM

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Earlier references: In western countries HRM had its primitive

beginning in 1930s. Not much thought was given on this subject in

particular and no written records or documents interesting to note HRM

concepts was available, in ancient philosophies of Greek, Indian and

Chinese. This is not to suggest that industrial establishment and

factories system, as it is known today, existed in ancient Greece, India

or china. The philosophy of managing human being, as a concept was

found developed in ancient literatures in general and in Indian

philosophy in particular.

Personnel functions: Till 1930s, it was not felt necessary to have a

separate discipline of management called “Personnel management”. In

fact, this job was assigned as part of the factory manager. Adam

Smith’s concept of factory was that it consists of three resources, land,

labour and capital. This factory manager is expected to “procure,

Process and peddle” labour as one of the resources. The first time

when such a specialist “person” was used; it was to maintain a “buffer”

between employer and employee to meet the “legitimate need” of

employees. However, it is the employer who decided what is

“legitimate need” of employees. In fact, the specialist “person” was

more needed to prevent “unionization” of employees. This was the

case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain

developments took place, which greatly contributed, to the evolution

and growth of Human Resources Management (HRM). These

developments are given below:

Scientific Management

Labour Movements

Government Regulations.

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Need for the Study :

Shortage of skills.

Skills and knowledge people are always on short supply. Alternatively

they are too costly to hire from outside. The best alternative is to

improve skill and knowledge of existing employees.

Technological Obsolescence.

Growth of technology takes places very fast. This will render current

technology obsolete in the future. There is a great need to upgrade

technology. This needs suitable training.

Personal Obsolescence.

At the time recruitment employees possess a certain of knowledge and

skill. As time passes knowledge becomes obsolete, unless it is updated

by proper training. This happens because of changes taking place in

product technology, production methods, procurement of better

machines, setting up of modern production lines, introduction of

modern method of supervision and information processing through MIS

and EDO..

Organization Obsolescence.

Modern management has introduced a number of innovative steps in

functions of management like planning, organizing, controlling,

coordinating and directing. Organization which is impervious to such

changes is bound to fail and become obsolete.

Upgrading Ability of Threshold workers.

Public policy provides reservation to disadvantaged sections of the

society like handicapped, minorities and dependents of deceased

workers etc. All these are threshold workers having less than minimum

prescribed level of knowledge and skill. They require extensive training

to bring them up to the minimum level of performance standard.

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Coercive training by government.

In order to provide better employability chances of unemployed youth,

certain governments taken initiative to mobilize resources available at

pubic/government and private sectors to outside candidates. One such

example is the “Apprentice Training ” conducted by govt. of India. A

part of expenditure incurred for this by private sectors are reimbursed

by government.

Human capital

The latest thinking is to treat employees as “human capital”. The

expenditure involved is training and developments are now being

considered as an investment.

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Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the

working life of worker from time of his entry in an organization until

he / she leaves, come under the preview of HRM. Specifically, the

activities included are Human Resource planning, Job analysis and

design, Recruitment, Selection, Orientation and placement, Training

and development, Performance appraisal and Job evaluation, employee

and executive renumeration and communication, employee welfare,

safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of

specialized areas like :

Staffing

Welfare and Safety

Wages and Salary Administration

Training and Development

Labour Relations

Scope of HRM

Nature of Human Resource ManagementProspects

of HRM

Industrial Relations

Human Resource Management

Employee and executive Remuneration

Employee hiring

Employee Maintenance Employee Motivation

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Human Resource Management in BESCOM :

Personnel/Human Resource of an undertaking is its important

constituent.

Efficiency, Profitability and in fact the very existence of the

undertaking will depend on this constituents. Co-operation and

dedication in performance on the part of its personnel ends in the

accomplishment of its objectives. Therefore human resource is of

immense importance since it involves matters such as identifying,

placing, evaluating, and developing individuals at work and

maintaining effective multilateral communication systems. Human

resources along with financial and material resources contribute to

production of goods and services in an organization.. In short HRM may

be defined as the art of procuring, developing and maintaining

competent workforce to achieve the goals of an organization in an

effective and efficient manner.

Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent union management

relations, healthy inter-personal relationships, and promoting

participative management style and good industrial and labour

relations.

2. Achieve High Productivity: The underlying objective brings to

increase the “quantity or volume” of the product or service for a given

input, productivity improvement programme is very significant in a

competitive environment.

3. Better quality of working life of employees: This involves both

intrinsic and extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through empowerment :

continuous improvement and innovative steps being the two essential

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ingredients to achieve and sustain competitive advantage, today’s

industries

are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

BACKGROUND SCENARIO

William James of Harvard University estimated that employees

could retain their jobs by working at a mere 20-30 percent of their

potential. His research led him to believe that if these same employees

were properly motivated, they could work at 80-90% of their

capabilities. Behavioral science concepts like motivation and enhanced

productivity could well be used for such improvements in employee

output. Training could be one of the means used to achieve such

improvements through the effective and efficient use of learning

resources.

Training and development has been considered an integral part of

any organization since the industrial revolution era. From training

imparted to improve mass production to now training employees on

soft skills and attitudinal change, training industry has come a long

way today. In fact most training companies are expecting the market

to double by the year 2007, which just means that the Indian training

industry seems to have come of age.

Organization and individual should develop and progress

simultaneously for the their survival and attainment of mutual goals.

So, every modern management has to develop the organization

through human resource development. Employee training is the most

important sub-system of human resources development. Training is a

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specialized function and one of the fundamental operative functions for

human resources management.

The market is unofficially estimated to be anywhere between Rs

3000 crores and Rs 6000 crores. What is surprising is that the Indian

companies. Perception regarding corporate training seems to have

undergone a sea-change in the past two years, with most companies

realizing it to be an integral part of enhancing productivity of its

personnel. While MNC.s with their global standards of training are the

harbingers of corporate training culture in India, the bug seems to

have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital

and Dale Carnegi Training India, "The Indian training industry is

estimated at approximately Rs 3,000 crores per annum. The NFO study

states that over a third of this is in the area of behavior and soft skills

development. With the exponential boom in the services sector and

the emergence of a full-fledged consumer-driven market, human

resources have become the key assets, which organizations cannot

ignore. With soft skills training gaining so much momentum, it.s

imperative to understand if it serving the right purpose or not. With

this background, I plan to research if training indeed is proving to be

effective in the behavioral area.

The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of the

selected trainees.

Evaluate the results.

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There are few generalizations about training that can help the

practitioner. Training should be seen as a long term investment in

human resources using the equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the

skills and abilities of the employees and their motivation by increasing

their sense of commitment and encouraging them to develop and use

new skills. It is a powerful tool that can have a major impact on both

employee productivity and morale, if properly used.

What is Training?

Training is the act of increasing the knowledge of an employee

for doing a particular job.

-Edwin B Flippo

Training is process of learning a sequence of programmed behavior. It

is the application of knowledge. It gives people an awareness of the

rules and procedures to guide their behaviors. It attempts to improve

their performance on the current job and prepares them for an

intended job.

What is Development?

Development is a related process. It covers not only those

activities which improve job performance but also those which

bring about growth of the personality. Training a person for a

bigger and higher job is development, this process includes

not only imparting skills but also certain mental and

personality attributes.

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Need for training :

Specifically, the need for training arises due to the

following reasons: To match the employee specifications

with the Job requirements and organizational Needs:

Management finds deviations between employee’s present

specifications and the job requirements and organizational

needs. Training is needed to fill these gaps by developing

and molding the employee skills, knowledge, attitude,

behavior, etc… to the tune of the job requirements and

organizational needs as felt Glaxo India, ICICI…

Organizational Viability and the Transformation Process:

The primary goal of most of the organizations is that their

viability is continuously influenced by environmental

pressure. If the organization desires to adapt to these

changes, first it has to train the employees to impart

specific skills and knowledge in order to enable them to

contribute to organizational efficiency and to cope with

training in order to ensure a smooth transformation

process.

Technological Advance: Every organization to survive and

to be effective should adopt the latest technology i.e.

mechanization, computerization and automation. So, the

organization should train the employee’s train the

employees to enrich them in the areas of changing

technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of

increased mechanization and automation, manufacturing

of multiple products and by-products or dealing in services

of diversified lines, extension of operations to various

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regions of the country or in overseas countries,

organization of most of the companies has become

complex: This creates the complex problems of co-

ordination and integration of activities adaptable for and

adaptable to the expanding and diversifying situations.

This situation calls for training in the skills of co-ordination,

integration and adaptability to the requirements of growth,

diversification and expansion.

Human relations: Trends in approach towards personnel

management has changed from the commodity approach

to partnership approach, crossing the human relations

besides maintaining sound industrial relations although

hitherto the managers are not accustomed to deal with the

workers accordingly. Training in human relations is

necessary to deal with human problems.

Change in the job assignment: Training is also necessary

when the existing employee is promoted to the higher

level in the organization and when there is some new job

or occupation due to transfer. Training is also necessary to

equip employees with advanced displaces, techniques or

technology. Training also becomes essential when an

organization has plans for modernization.

The need for training also arises to:

Increased Productivity.

Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

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Prevent obsolescence.

Effect personal growth.

Minimize the resistance to change and

To act as mentor.

Training objectives :

The personnel manager formulates the following training objectives

in keeping with the company’s goals and objectives:

To prepare the employees, both new and old to meet the present

as well as the changing requirement6s of the job and the

organization.

To prevent obsolescence.

To impart the new entrants the basic knowledge and skills they

need for an intelligent performance of a definite job.

To prepare employees for higher-level tasks.

To assist employees to function more effectively in their present

positions by exposing them to the latest concepts, information

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and techniques and developing the skills they will need in their

particular fields.

To build up a second line of competent officers and prepare them

top occupy more responsible positions.

To broaden the minds of senior managers by providing them with

opportunities for an interchange of experiences within and

outside with a view to correcting the narrown3ess of outlook that

may arise from over-specialization.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality.

To promote individual and collective morale, a sense of

responsibility, co-operative attitudes and good relationships

Classification of Training :

There are a number of training methods available. Use of particular

methods depends on the trainees’ viz., worker, supervisor, and

manager. Basically these methods can be classified into following

broad categories:

On the job training

Off the job training

In regard to employees, other than managers (executives following are

the methods of training:

On the job training

1. Apprenticeship training.

2. Job instruction training (JIT).

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Off the job training

1. Class room lectures.

2. Conferences/seminars.

3. Group discussions/case study analysis.

4. Audio visual/film shows.

5. Simulation/Computer modeling.

6. Vestibule training.

7. Programmed instructions (PI).

8. Games and Role-playing.

On The Job Training:

Apprenticeship Training:

Skilled worker and apprenticeship training. The duration of the

course/training depends on the nature of trade and desired skill level.

Apprenticeship training is normally given to artisans, electricians,

plumbers, bricklayers and the like. The duration normally varies from 2

to 5 years. This should not mix up with government sponsored

“Apprenticeship Training” for unemployed youth certain

underdeveloped nations like India. Apprenticeship training is carried

out under the guidance and intimate supervision of a master

craftsmans/expert worker/supervisior. During apprenticeship training

period, the trainee is paid less than that of a qualified worker.

Job Instruction Training(JIT):

During Second World War, Allied Forces experienced acute shortage of

skilled craftsmen and able supervisors. Special training programme

was initiated on warfootings. Special training. Training within

industry(TWI) was one such programme. JIT was part of TWI. JIT was

26


intended for developing efficient supervisiors. JIT proved very effective

and extremely popular.

Off The Job Training:

Class Room Lectures:

This is the simplest form of training. This is a best form of instruction

when the intention is to convey information on rules, regulations,

policies, and procedures. This form os also suited on imparting

knowledge on theory and concepts. Lecture form has limited success

when the objective is to improve the skill level of trainees. Another

advantage is that it can be used effectively even when numbers of

trainees. Another advantage is that it can be used effectively even

when numbers of trainees are more. It also saves time. Major

disadvantage is that it involves passive participants of trainees and

depends on ability of teacher to a great extent.

Conferences, Seminars and Workshops:

This is a formal method of arranging meeting in which in which

individuals confer to discuss points of common interest for enriching

their knowledge and skill. This is a group activity. It encourages group

discussion and participation of individuals for seeking clarifications and

offering explanatations and own experiences. It is a planned activity

with a leader/ moderator to guide the proceedings, which is focused on

agreed agenda points prefixed during planning of such conferences.

There are 3 variations nearly Directed conferences, Training

conference and seminar/workshops.

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Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very

useful and sometimes inescapable to demonstrate operation of a

machine or explain a process. Audio –visual and film shows can

supplement the efforts of lecturing and improve its effectiveness.

Group Discussions and Case study analysis:

Christopher Langdell initially introduced case study method at Harvard

Law School in 1880’s. The principle used is “experience is the best

teacher”. Here several empirical studies are examined in details to find

out commonalities to derive general principles. This method has,

however, limited use for workers but better use for supervisiors. In

case of workers , one area of importance in this method is that of

quality control .

“The case study is based upon the belief that managerial competence

can best attained through the study, contemplation and discussion of

concrete cases.

Simulation/Computer Modelling:

Any training activity in which actual working environment is artificially

created as near and realistic as possible, is called simulation training.

Case study analysis experimenting exercises, game playing, computer

modeling and vestibule training etc. come under this category. When

using computer-programming method artificially creates work

environment, we call it computer modeling.

Vestibule Training :

In vestibule training, employees are trained on the equipment they are

employed, but the training is conducted away from the place of work.

For training a machineshop operator, a vestibule or separate room is

28


arranged for training in which all necessary equipment and machines

required in an actual machineshop are duplicated.

Programmed instruction:

Programmed instruction is a structured method of instruction aided

through texts, handouts, books, and computer aided instructions(CAI) .

In this case the instruction material and information is broken down in

meaningful units and arranged in a proper sequence to form a logical

method of learning package, the learning ability is tested and

evaluated in real time basis.

Retraining:

Technology is advancing at a very rapid pace. Hence obsolescence is

a major problem fixed by individual workers. Second problem faced by

the workers are the introduction of automation. Loyal workers of long

service, suddenly find themselves useless to the company. There are

many instances of protests and fear by many workers in various fields

like railways, posts and telegraphs, LIC, Banking etc..

Phases of training:

The various steps involved in the design and development of training

programme particularly for the employees are:

1) Identification of training needs of employees

2) Planning of training programme

3) Preparation of trainees

4) Implementation

29


5) Evaluation

The last stage in the training programme process is the evaluation of

results this is the main part to know the effectiveness/determines the

results of the training programme.

Benefits of training

How Training Benefits the Organization :

Leads to improved profitability and/or more positive attitudes

toward profits orientation

Improve the job knowledge and skills at all levels of the

organization

Improve the morale of the workforce

Helps people identify with organizational goals

30


Helps create a better corporate image

Fosters authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development

Learns from the trainee

Helps prepares in guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs and all areas of the

organization

Improves labor management relations

Helps prepare guidelines for work

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 others aspects that successful workers and

managers usually display.

Helps keep costs in many areas, e.g. production, personnel

distribution etc…

Develops a sense of responsibility t the organization for being

competent and knowledgeable.

Benefits to the individual which in turn ultimately should

benefit the organization:

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.

31


Aids in encouraging and achieving self-development and self-

confidence.

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.

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

own future

Develops 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 tasks.

Benefits in personnel and Human Relations, Intragroup and

intergroup relations and policy implementations:

Improves communication between groups and individuals.

Aids in orientation for new employees and those taking new jobs

through transfer or promotion.

IMPEDIMENTS TO EFFECTIVE TRAINING :

There are impediments which can make a training programme

ineffective :

Management commitment is lacking and uneven: Most

companies do not spend money on training. Those that do tend

32


to concentrate on managers, technicians and professionals. The

rank and file workers are ignored. This must change for as a

result of rapid technological change, combined with new

approaches to organizational design and production

management, workers are required to learn three types of new

skills:

(i)the ability to use technology.

(ii) the ability to maintain it.

(iii) the ability to diagnose system problems.

In an increasingly competitive environment, the ability to

implement

rapid changes in product and technologies is often essential for

economic

viability.

Aggregate spending on training is inadequate: companies spend

misuscule of their revenues on training. Worse still, budget

allocation to training is the first item to be cut when a company

faces financial crunch.

Educational institutions award degrees but graduates lack skills:

This is the reason why business must spend vast sums of money

to train workers in basic skills. Organizations also need to train

employees in multiple skills. Managers, particularly at the

middle level, need to be retrained in team-playing skills,

entrepreneurship skills, leadership skills and customer oriented

skills.

Large scale poaching of trained workers: Trained workforce is in

great demand. Unlike Germany, where local business groups

pressure companies not to poach company’s employees there is

no such system in our country. Companies in our country,

however insist on employees to sign ‘bongs of tenure’ before

33


sending them for training, particularly before deputing them to

undergo training in foreign countries. Such bonds are not

effective as the employees or the poachers are to pay the

stipulated amounts as compensation when the bounds are

breached.

No help to workers displaced because of downsizing:

Organizations are downsizing and de-layering in order to trim

their workforces. The govt should set apart certain fund from the

national renewal fund for the purpose of retraining and

rehabilitating displaced workers.

Employers and B schools must develop closer ties: B schools

are often seen as not responding to labour-market demands.

Business is seen as not communicating its demand in B schools.

This must change.

Organised labour can help: organized labour can play a positive

role in imparting trainng to workers. Major trade unions in our

country seem to be busy in attending to mundane issues such as

bonus, wages, settlement of disputes and the like. They have

little time in imparting training to their members.

34


How to make training effective?

Determine the training needs through job description,

performance appraisal, potential appraisal and discussion with

employees.

Prepare a training calendar in discussion with the managers

concerned.

Define the training objectives specifically.

Determine the criteria of need for nomination of employees for

training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major

resources and adequate time to training.

Ensure that training contributes to competitive strategies of the

firm.

Different strategies need different HR skills for implementation.

Let training help employees at all levels and acquire the needed

skills.

Ensure that a comprehensive and systematic approach too

exists, training and retraining are for all levels of employees.

Make learning one of the fundamental values of the company.

Let this philosophy percolate down to all employees in the

organization.

Ensure that there is proper linkage among organizational,

operational and individual needs.

Create a system to evaluate the effectiveness of training.

35


Research Problem

The Training programme plays an important role in increasing the

knowledge and skill of an employee for doing a particular job. Training

is a short term educational process and utilizing a systematic and

organized procedure by which employees learn technical knowledge

and skills for a definite purpose and then reward the employees based

on the performance through performance appraisal system after the

training programme are conducted. Therefore the study is completely

based on the training and development programmes conducted in

BESCOM .

Objectives of the study

To analyze the training methods followed in BESCOM its merits

pitfalls.

To put forward suggestions and recommendations in the Training

methods followed in the organization.

To analyse whether the training has reached the employees.

Research Methodology:

The purpose of the study is to understand the training and

development

36


programme followed in BESCOM. The methodology evolves from the

objectives

of the project and involves collecting primary and secondary data.

Research Design

The research design adopted is descriptive research design. It involves

fact-finding, Inquiries of different kinds etc. The researcher has a wide

variety of methods to consider, either singly or in combination. They

can be grouped as

1. Primary source of data

2. Secondary source of data

For this dissertation the data was collected from both the sources.

Primary data – Data is made available through interview and

questionnaires. Appointments were with scientists and interviews were

conducted. Questionnaires were prepared for trainers and trainees to

know the methods adopted by the organization.

Secondary data – Data were collected from documents, records,

Journals, Internet, text books and company past records etc.

Sampling unit/Target group

The respondents were Linemen, Assistant Executives /Junior

Executives, Senior Assistants /Assistant etc.

Sample size

As the name indicates, sample size refers to the number of

respondents or the size of the sample, which is to be surveyed. Here

the sample size taken for the study was 40.

Sampling procedure

37


It refers to the definite plan adopted by the research for obtaining the

data from the respondents; the technique adopted here is to gather

data from sampling unit, questionnaire method and interview.

Statistical tools used

The various statistical tools for the analysis and interpretation of data

are simple percentage method and Pie charts.

Percentage was calculated for each factor as per the below shown

formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondents

FORMULATION OF HYPOTHESIS

The hypothesis has been to analyze the effectiveness of training

programme conducted in the company i.e it analzes the effective

training methods and techniques adopted to achieve the organizational

goals.

Tools used for testing of hypothesis

A Hypothesis is the tentative explanatation for something. It frequently

attempts to answer the questions “How” and “Why” at one level,

hypothesis simply suggests how particular variable is related.

At a more theoretical level hypothesis may offer a reason for the way

that particular variable was selected generally speaking, it is a logically

organized set of proposition which serves to define the events describe

the relationships among these events and explains the occurence of

these events.

38


By hypothesis we mean a statement hypothesis testing deals with a

procedure, which aspects or rejects the hypothesis.

The two hypothesis are :

NULL HYPOTHESIS

It states there is no significance difference between the sample value

and population value. This means that the observe difference is clue to

the random fluctuations Ho denotes the null hypothesis.

ALTERNATIVE HYPOTHESIS

In case the null is rejected, we should have the alternate hypothesis to

accept alternative hypothesis denoted by Ha.

Types of Errors

While testing hypothesis, there are four possible combinations

between the population value and sample value. The four

combinations are:

Hypothesis is true & test accepts it.

Hypothesis is true & test rejects it. (Type 1 error)

Hypothesis is false & test accepts it. (Type 2 error)

Hypothesis is false & test rejects it.

Level of significance

It is nothing but the probability of rejecting a true hypothesis and

denoted by α.

1-α gives the level of confidence of the experiment in taking the

decision. It is always preferable to keep the level of significance at a

low percentage. It means that we should not reject a true hypothesis. β

represents the risk of accepting a false hypothesis 1-β is called the

power of the test.

39


Acceptance region

This represents the region with in which the calculated of the statistics

must lie to accept the null hypothesis. If calculated value lies in this

region then the null hypothesis will be rejected.

Hypothesis testing procedure :

1. Set up a null hypothesis denoted by Ho this means there is no

significant difference between sample value and population value. In

case if Ho is rejected we must have an alternative hypothesis.

2. Select the level of significance.

3. Select an appropriate distribution for the test, which is known as test

hypothesis the distribution generally used are normal distribution

students ‘t’ distribution, Fisher ‘F’ distribution or chi-square Ψ

distribution.

4. Calculate the necessary values from the given data for the test.

5. Make conclusion from testing. If calculated value is less than the

tabulated value, else Ha is accepted and Ho is rejected.

Limitations of the study

1. The time duration was very short, to complete the study in the

stipulated time.

2. The study is purely confined to BESCOM and based on the facts and

data provided by the company.

3. Due to time and financial constraints it was possible to interview 40

respondents though we selected 60 respondents. However, adequate

representation was given for all categories of employees and officers.

40


Profile of BESCOM

Development in BESCOM :

Power theft has been reduced to a greater extent. Curbing the

menace of power theft, power loss during transmission is

minimized by adopting latest techniques These measures has

resulted in the acceptable power tariff which will lead to total

customer satisfaction.

Reduction in power cuts.

Extending their service to each and every corner.

By replacing installation from 4 poles to 1 pole which would

minimize the space.

By installing meter near to each transformer, they are able to

know the power produced and the power provided.

41


Highly computerized

Payment of bills – 24 hours through All Time Money (ATM)

Counters which has helped the customers a lot.

They have also provided more outlets for the payment of bills.

Speedy response to the customer problems.

They are conducting regular interactive meetings with

resident/customer welfare associations etc. to have a sound

relationship

On-line addressing of problems which is helping the customer a

lot.

By developing so much in a small period they need human resource

to look over all these. Human Resource obviously need the skills

which has to be trained. So they have a separate HRD - Training and

Development Centre in Bangalore which is providing all the benefits

to the employees of the organization. This in turn has resulted to

the development of the organization as a whole.

Training in BESCOM :

Training is the most important activity and plays an important role in

the

development of human resources. To put the right man at the right

task with the

trained personnel has now become essential in today’s Globalized

Market. No

organization has a choice on whether or not to develop employees.

Therefore

training has nowadays become an important and required factor for

maintaining

42


and improving interpersonal and inter group collaboration. Our

approach to

training must be to increase productivity and profitability and secondly

to

initiate personal growth and development.

TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:

Growth, Expansion and Modernization

To increase productivity and profitability, reduce cost and finally

enhance skill and knowledge of the employee.

To prevent obsolescence.

To help in developing a problem solving attitude.

To give people awareness of rules and procedures.

To make people more competent .

To make personnel become committed to their job resulting in

pro activeness.

To make people trust each other more.

KEY ASPECTS OF HRD TRAINING IN BESCOM:

Learning and Development

Leadership, Management Training

Setting training and learning at the right level

Training Needs Analysis (TNA)

Train the Trainer

Training categories :

Training is being imparted to the following categories of employees

regularly.

Linemen (including gangmen)

Attenders

43


Drivers

Overseers/meter readers

Jr. Assts / Daftary / Typists

Assts / Sr. Assts

AEES/AES/JES (including contract aes/jes)

All women employees.

AOS/AAOS

Training Methods adopted in BESCOM :

Classroom lectures:

Arranging classroom lecture to the participants which do not involve

much participation except some questions from participants. This is

suitable for large audience.

Talk:

Incorporates variety of techniques, allows participation and discussion

from trainees. Suitable for groups of not more than 20. Lack of

participation may reduce it to a lecture.

Discussion:

Knowledge, ideas and opinions on a subject exchanged freely. Suitable

where

information a matter of opinion. Helps change attitudes and provide

feedback to

the instructor on application. Some trainees may become entrenched

about there

behaviour rather than change it.

Role-play:

Trainees asked to enact role they would be called upon to play in the

job. Suitable for subjects where near-to-life practices in the training

44


situation is helpful. Very useful in building confidence to handle real

problem.

Case study:

A history of some event or set of circumstances with the relevant

details examined by the trainees. It provides opportunities for

exchange of ideas and consideration of possible solutions.

Exercise:

Trainees asked to undertake a particular task leading to a required

result following the laid down steps. May be used to discover trainee’s

existing knowledge. Can be posted to individuals or to the groups.

Suitable for situations where the trainees need to practice.

Behavioural and attitudinal training - Key factors

Stress management

Health & eating the right food

Attitude & motivation

Team work

Role play

Leadership and decision making.

Effects of bad habits.

Attitude and Motivation

Communication skills

Leadership training

Decision making and multi tasking

Presentation skills

Communication Skills

Man Management skills

Technical Training :

Energy Audit, AT & C Losses

ES & D Code and Electrification of Layouts

45


Works unit and Field works, Preventive Maintenance

Safety Devices and Proper usage at working places.

Rural Management System

Fire fighting training for the cadre of linemen and Gangemen.

Job training – Key factors :

Company accounts

IE ACT – 2003 and ERC Filing

Budget and Budgetary control

Revenue

Reforms

Meter & Meter Testing

Safety aspects and procedures

ES & D Code

RLMS, Distribution losses, Energy audit, Field works

IT initiatives in BESCOM.

Apprentice Training – Key factors :

The HRD Training centre have also providing training to the

apprentice as per the policy of Government of Karnataka since

1st October 2005 and have trained 75 nos. of apprentices.

About 200 nos. of Graduates and Diploma holders have been

allotted under apprentice act by GOI Regional centre, Chennai

have been deputed to various Circles, Divisions and Subdivisions.

Training to other utility:

The HRD Training centre have also provided training to 260 nos. of

PWD Engineers as per the request of Public Work Department of

Karnataka.

EXTERNAL FACULTY

46


They have engaged following external faculty :

M/S. Cartman

M/S. Quality circle forum of india

M/S. Shine.

M/S. Expert solutions.

M/S. Chinmaya institute of management

M/S. Parimala consultants (for training drivers & attenders)

M/S. Central board for workmen education (for linemen)

Training sessions

Training sessions are being continuously held at the hrd

centre right from 03.03.2004.

HRD training commences at 9.30 am everyday and ends at

6.00 pm.

Basic aim of the HRD centre is to make the employees

more effective in their day to day works.

Training schedules:

Training is conducted in different batches :

AOS/AAOS/AEES/AES/JES/SR.Assts

Assts/JR.Assts/Meter Readers/Daftary/Overseers: Total 3 days

Job Training : 2 days (Internal Trainers)

Attitude and Behavioural Training : 1 day (External Trainers)

Lineman Cadre –

(i) Attitudinal and Behavioural Training : 2 days (External Trainers)

(ii) Job Training : 1 day (Internal Trainers)

Attenders and Drivers –

(i) The Training is only for one day devoted to Attitudinal and

Behavioural

aspects.

47


(ii) A special one day workshop was conducted for all women

employees

in batches, on stress management, arising out of dual

responsibilities.

(iii) M/S. NTPC have conducted two batches of training for all officials

of

BESCOM on technical aspects.

(iv) A special training for one day is being conducted in batches for

all the

employees due for retirement during the current finanical year

on

financial and emotional aspects.

Proposed training schedules :

As existing—3 days: as proposed—5 days

2 days Behavioural training is proposed for all cadres excluding

linemen.

For linemen cadre, 3 day behavioural training is proposed.

One day field training is also proposed for all the batches.

The timings for the training sessions 9.30 a.m. to 4.00 p.m.

(The participants are finding it difficult to concentrate after the

lunch hour)

Brain storming sessions proposed on the last half–day.

New training programmes :

One day training programme on distribution losses and energy

audit at HRD BESCOM for all AEES/AES/JES in batches of 20 each

This programme will commence during the month of August

every year.

48


Second phase of HRD Training

1. The first phase of HRD training is completed for all employees of

BESCOM.

All employees of BMAZ area and BRC area, all AEES/AES/JES/AOS and

AAOS in BESCOM covered.

2. The second phase training is now commenced.

3. M/S.Expert solutions is conducting training for the employees in

Chitradurga zone.

4. M/S.Shine is conducting training for the employees in Kolar circle.

Training needs of the year 2006-07

Accounts :

Financial accounting packages - accounts related matters with

the proper accounting packages and proper utilization of these

packages.

Cash management systems different collection agencies and

mechanisms and accounting thereof.

Sub-divisional revenue accounting–latest amendments to the

ES&D Code and various acts.

Costing concept

System Auditing.

Establishment matters .

Various taxes and duties and all related matters.

Meter reading, MRI downloading , reading of MT reports,

Backbilling.

Material Audit.

Training to Trainers :

Dr.J.Jayathirtha of M/S Bullseye Consulting Group was contacted in this

regard. He has agreed to conduct this training programme for all the

49


internal trainers of BESCOM. he has also agreed to submit the

proposal for the same shortly.

In this connection, it is also proposed to identify more internal trainers

in BESCOM .

HRD TRAINING PROGRESS IN BESCOM (IN HOUSE)

Sl.No. Category of EmployeesTotal for the year 2005-06

(Upto Jan 2006)

Cumulative

Total

1 Contract AEs/JEs 95 253

2 Linemen 1434 2793

3 AOs/AAOs 15 167

4 Senior Officers 65

5 AEs/JEs 268 774

6 Sr. Asst. /Asst. 259 779

7 Training for Trainers 23

8 Jr. Asst. /Typists 222 898

9 AEEs 31 225

10 PWD Engineers 264

11 Training for Lady Officers 113 439

12 Training for MT Engineers 58

13 Overseers/Meter readers 560 802

14 Training on System Audit 70

15 Attenders /Watchmen 182 202

16 Drivers 57 72

17 B&C Software Training 56 71

18 P/S, SPA, JPA 19 19

19 KAVIKA Personnel 62 62

50


20 NTPC Training 53 53

21 Retiring employees 18 18

Total 3444 8107

Super 10 subdivisions

In order to motivate the employees working in 10 subdivisions of

Bangalore (E2, E6, S1, S4, C4, C6 N1, N4, W4 AND W6) which are being

projected towards super subdivisions, a training on HRD, accounts and

technical is being imparted to these subdivisions to achieve specific

targets. So far, about 600 employees out of 1000 have been trained.

Impact of training

1. Public Affair Centre (PAC) an NGO conducts survey to evaluate the

performane of the service providers in Bangalore city viz., BESCOM,

BMP, BMTC, BDA, BWSSB & BSNL – once in 3 years.

2. The Third Citizen Report card on Bangalore’s public service

announced by the Public Affairs Center in December 2003/January

2004 has in fact ranked BESCOM among the top performers

3. Customer satisfaction level has increased from 47% (in 1999) to

94% (in the year 2004)

4. Staff behavior has improved considerable, as can be seen from the

customer feedback survey, which has increased from 54% (in 1999) to

84% (in 2004) as per this report.

Feedback

Feedback forms are being given to all the trainees on the last day of

training.

The Attitudinal and Behavioural programme is the highlight of

the 3 days training - to increase the duration for a further period

of 3 days.

51


M/S. Parimala Consultants – the faculty conducting the Attitudinal

and Behavioural programmes regularly for the linemen cadre -

very well prepared and their involvement is total.

SWOT analysis - motivation to work on strengths and

weaknesses to become better human beings.

Some of the participants had tears in their eyes at the end of the

session and requested for more such sessions.

DATA ANAYLSIS

In the study as said overly 40 respondents were interviewed and

analysis were drawn on the basis of their opinions.

TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

PARTICULARS

NO. OF

RESPONDENTS PERCENTAGE

ON THE JOB 34 85%

OFF THE JOB 6 15%

TOTAL 40 100%

52


From the Table1 and graph, it reveals that 85% of employees are

interested in on-the-job and only 15% of the employees are interested

in off-the-job.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

PARTICULARS

NO. OF


REFRESHER 4 10%

SENSITIVITY 1 2.5%

CONVERGENT 4 10%

LATEST

TECHNOLOGY 8 20%

CEP 23 57.5%

TOTAL 40 100%

53


The above stated training are the main training programmes

conducted in the organization, from the above Table2 and graph 57%

of the employees have attended CEP ie continous education

propgramme, 20% of them have attended latest technology, 10% for

both convergent and refresher training and Refresher training and only

2.5% have attended Sensitivity training.

TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING

PROGRAMME

PARTICULARS

NO. OF


INTRAPERSONAL 1 5%

INTERPERSONAL 12 30%

TECHNICAL 26 65%

TOTAL 40 100%

54


From the above Table3 and graph, it is highlighted that 65% of the

employees opine training is helpful for their technical activities, 30% of

the employees opine training is helpful for interpersonal activities and

only 2.5% said training is helpful for intrapersonal activities.

It clearly indicates that about 98% of respondents opine that the

training facilities so far offered was not helpful for the enhancement of

intrapersonal activities in the institution.

Hence, the organization should also give priority for conducting

training programmes which can enhance the intrapersonal activities.

TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING

PERIOD

PARTICULARS

NO. OF


YES 38 95%

NO 12 5%

TOTAL 40 100%

55


From the above Table4 and graph, it can be viewed that 95% of the

employees are comfortable during the training programme, and only

5% are not comfortable during the training period.

Thus most of the employees are comfortable during the training

programme.

TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 36 90%

NO 4 10%

TOTAL 40 100%

56


90%

10%

YES

NO

From the above Table5 and graph, it is analysed that 90% of the

employees are satisfied with the training programme they had and

only 10% are not satisfied with the training programme.

Thus it can be concluded that most of the employees are fully satisfied

with the training programme conducted by the organization.

TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED

PARTICULARS

NO. OF


WORK SHOP 2 5%

CLASS ROOMS 16 39%

CONFERENCE HALL 9 23%

OUTSIDE THE 13 33%

57


ESTABLISHMENT

TOTAL 40 100%

The above are the places were the training are held, from the graph it

is viewed that 5% of them were trained in work shops, 39% in class

rooms, 23% in conference hall, 33% of them outside the

establishment.

Hence, it can suggested that in order let out the fatigue it is better to

conduct some out station programme outside the factory specially for

the technicians and other skilled workers.

TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS

PARTICULARS

NO. OF


1. QUALIFIED &

EXPERIENCED 20 50%

2. SKILLFUL &

KNOWLEDGEABLE 5 11%

3. ENCOURAGED 1 3%

58


CLASS PARTICIPATION

ALL(1+2+3) 14 36%

TOTAL 40 100%

From the Table7, it is analysed that 50% of the employees view their

trainers as qualified and experienced, 12.5% of them are skillful and

knowledgeable, 3% of them encourage class participation and other

36% said trainers are qualified & experienced, skillful &

knowledgeable, and also encouraged class participation.

TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS

PARTICULARS

NO. OF


IMPARTIAL 4 10%

RUDE 0 0%

FRIENDLY 28 28%

59


EASY GOING 8 20%

TOTAL 40 100%

From the above graph and Table8 it reveals that 10% of the employees

feel that trainers were impartial, 70% feel that trainers were friendly,

20% feel they were easy going and finally employees feel none of the

trainers were rude that is 0%.

TABLE 9: TRAINING CONDUCTED IN BESCOM

PARTICULARS

NO. OF


FORTNIGHTLY 0 0%

MONTHLY 16 40%

QUARTERLY 4 10%

60


HALF YEARLY 1 3%

ANNUALLY 19 47%

TOTAL 40 100%

From the above Table9 it reveals that, when all training courses are

held, 40% of them said the fact that courses are conducted monthly,

2.5% for half yearly, 10% for quarterly, 47.5% for annually.

The table clearly indicates that most of the training programme were

conducted monthly(40%) some of the training programs are conducted

even once in a year(47.5). The table further reveals that no training

programms is been conducted with a period duration of a fortnight.

TABLE 10: DURATION OF THE TRAINING PROGRAMME

PARTICULARS

NO. OF


ONE DAY 1 3%

2-3 DAYS 4 10%

61


ONE WEEK 22 55%

FORTNIGHT 13 33%

TOTAL 40 100%

As regards the duration of the training programme, 2.5% of the

employees said it was held for one day, 10% said for 2-3 days, 55%

said training takes place for a week, remaining 32.5% said it was

conducted fortnight. It indicates that highest % of training programme

are one week duration.

TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING

PARTICULARS

NO. OF


WORK SCHEDULE 6 15%

62


PERFORMANCE

APPRAISAL 2 5%

CONTINOUS LEARNING 18 45%

ALL 14 35%

TOTAL 40 100%

From the Table11, it is highlighted, 15% of the employees said training

as a part of their work schedule, 5% of them for performance

appraisal, 45% of them for continuous learning and 35% of them vote

for all.

TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST

PARTICULARS

NO. OF


YES 4 10%

NO 36 90%

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TOTAL 40 100%

From the Table12, it is analysed that the organization is not conducting

regularly the pre-test and the post-test.

It is most surprising fact inspite of its existence in the field for more

than 3-4 decades it is not taking interest in the pre-test and pro-test

because out of 40 respondents 36 respondents i.e. 90% of respondents

opine that the pre and pro-test are not conducted.

TABLE 13: FEEDBACK OF THE TRAINING

PARTICULARS

NO. OF


YES 38 92%

64


NO 2 8%

TOTAL 40 100%

From the above Table13 it is analysed that 92% of the employees

expressed that their performance are evaluated and the feed back is

given, the remaining 8% expressed a negative answer. It is one of the

important aspects of HRD is that identification of the type of the

training requirements of the employees and also to evaluate their

performance of the trained workers during their post period .

It can be emphasized that the training component of the organization

gives importance for getting the feedback about the impact of the

training programme on the employees.

TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME

PARTICULARS

NO. OF


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YES 35 87%

NO 5 13%

TOTAL 40 100

From the above table 87% of the employees opine is that there is an

increase in their self improvement and the remaining 13% have not

noticed any improvement.

TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT

IN THE FOLLOWING AREA

PARTICULARS NO. OF RESPONDENTS PERCENTAGE1. OPERATIONAL SKILLS 5 13%

2. EFFICIENCY 10 25%

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3. BEHAVIOUR 2 5%

4. COMMUNICATION

SKILLS 2 5%

5. TEAM BUILDING 4 10%

ALL(1+2+3+4+5) 17 42%

TOTAL 40 100%

It is seen from the graph that ,training has enhanced in the following

areas like 12.5% in operational skills for few employees, 25% in

efficiency for others, 5% in Behaviour for others, 5% in communication,

10% in team building for few employees and other 43% feel that

training has enhanced them for all the areas stated.

Test of Hypothesis

Whether the training and development activities has reached the

employees or not .

Efforts are made in the study for proving the following hypothesis.

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Information:

Sample size : 40

Number of respondents for “YES” : 38

Number of respondents for “NO” : 2

Assumptions:

The test is at 5% level of significance.

It is assumed that out of total population 5% of the respondents will

respond negatively.

Such a test for attributes are one tailed on the basis of the above

assumptions

Null hypothesis = Ho = Training and development activities has not

reached the employees effectively.

Alternative hypothesis = Ha = Training and development activities

has reached the employees effectively.

Test statistic Zcal = │p-P│

√ PQ∕ n

when n = sample size

p = Population proportion

P = sample proportion

Q = Significance

Given:

p = 38/40 = 0.92

P = 95% = 0.95

Q = 1-P = 1-0.95 = 0.05

n = 40

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Therfore,

Zcal = │p-P│

√PQ/n

= √0.95×0.05/40

= 0.03

Zcal = │0.92-0.95│

0.03

Ztab = 1.96

Conclusion

Zcal < Ztab

Therefore , we can infer that training and development activities has

reached the employees effectively.

Findings

Suggestions & Recommendations :

Determine the training needs through job description,

performance appraisal, potential appraisal and discussion with

employees.

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Prepare a training calendar in discussion with the managers

concerned.

Define the training objectives specifically.

Determine the criteria of need for nomination of employees for

training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major

resources and adequate time to training.

Ensure that training contributes to competitive strategies of the

firm. Different strategies need different HR skills for

implementation. Let training help employees at all levels and

acquire the needed skills.

Ensure that a comprehensive and systematic approach too

exists, training and retraining are for all levels of employees.

Make learning one of the fundamental values of the company.

Let this philosophy percolate down to all employees in the

organization.

Ensure that there is proper linkage among organizational,

operational and individual needs.

Create a system to evaluate the effectiveness of training.

BIBLIOGRAPHY

70


HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

BY N. G. NAIR & LATHA NAIR

HUMAN RESOURCE MANAGEMENT.

BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.

TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,

ICFAI PUBLICATIONS, 2005.

ANNEXURES

Questionnaire :

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A project undertaken by Prathibha M, On the Training programmes

conducted

at BESCOM. [Please tick ( ) the appropriate answers]

1. Name (optional):

Designation (optional):

3. What according to you is Training?

An instrument of change.

An instrument to bring effectiveness.

An instrument of better performance in terms of productivity.

Maximize benefits.

Enhancing the skills efficiency and behavior.

Learning organization.

All the above.

4. Have you undergone any type of training?

a. Yes b. No

5. What kind of training programme.

a. On-the-job b. Off-the-job

6. Have you undergone any of the following types of training?

Refresher Training

Sensitivity Training

Convergent Training

Latest Technology

CEP

7. What was the context of the training program?

a. Intrapersonal

b. Interpersonal

c. Technical

8. Was the environment during training period comfortable?

a. Yes b. No

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9. Are you satisfied with the training you had

a. Yes b. No

If No, please suggest ___________________________

10. Where were you trained? (Venue)

Work shop

Class rooms

Conference hall

Outside the establishment.

11. How were the trainers?

a. Qualified and Experienced.

b. Skillful and knowledgeable.

c. Encouraged class participation.

d. All of the above.

12. Behavioural part of the trainers.

a. Impartial b. Rude

c. Friendly d. Easy going

Others please specify_______________________

13. How often is the training programme conducted?

a. Fortnightly b. Monthly

c. Quarterly d. half yearly

e. Annually

14. What was the duration of the training programme?

a. One day b. 2-3 days

c. One week d. fortnight

15. Is the training programme part of?

a. Work schedule. b. Performance appraisal.

c. Continuous learning. d. All.

16. Is the training programme having Pre-test and Post-test?

a. Yes b. No

17. Is your performance evaluated and feedback given after?

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Training.

a. Yes b. No

18. How effectively is the training programme implemented on-

the-job.

a. Quality of work life improved.

b. Personality development.

c. Increase in work environment.

d. Group synergy.

19. Is your self-efficacy increased by the training programme?

a. Yes b. No

20. Whether the training enhance the following.

a. Operational skills b. Efficiency

c. Behaviour d. Communication skills

e. Team building f. All of the above.

Others please specify__________________________

21. How were you benefited by training in terms of monetary?

a. Promotion. d. Transfer to the convenient place

b. Hike in the salary. e. Recognition

c. Increase in incentives.

22. How has training programme benefited the organization?

a. Increase in the productivity.

b. Increase in Quality of work life.

c. Improvement in the Human relations.

d. Improvement in Intrapersonal relations. (Junior/senior)

23. Any Suggestions….

_________________________________

_________________________________

Thank you..

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BESCOM Proj.report

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